Organisational structure - roles and responsibilities
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Organisational structure –
roles and responsibilities
The establishment of a management
committee was required under the service
Resource governance
ACMA’s mission for the Games was to agreement between ACMA and M2006.
provide a reliable radiocommunications The committee monitored and reviewed
and telecommunications environment to the progress under the agreement, as well
allow the event to be staged efficiently as key regulatory and political issues and,
with reasonable safety for all through a consultative process, resolved
stakeholders. potential and actual problems. The
The Games period was a busy time for committee convened every two weeks.
ACMA, primarily as a result of the sharp This arrangement led to a close working
increase in the volume of relationship between ACMA and M2006
radiocommunications devices operating with all issues resolved in a cooperative
in Melbourne during the event and the manner.
corresponding increased volume of ACMA was also a member of the M2006
associated assignment and licensing Commonwealth Games Taskforce, which
work, venue inspections and interference
investigation work.
ACMA established a Commonwealth
Games Project Team (CGPT) to oversee
its services to M2006. However, many
areas of ACMA contributed to the
success of the project by providing
support and expert advice to the CGPT.
During the planning period, CGPT
activities included the preparation of:
• a project plan;
• the service agreement;
• a strategic plan;
• an operational plan;
• a risk management plan;
• legal instruments;
• frequency assignment
documentation;
• operational procedures; and
• visitor information.
Performance monitoring of the progress
of the project was critical to ensure that
ACMA met all the milestones set out in
the service agreement. ACMA received
periodic payments in advance of the
Games for its pre-Games preparatory
Melbourne 2006 Commonwealth Games Report
work in accordance with the identified
milestones.
Appendix 1 – Milestones provides details
of the timeline for the major elements of
the project.
REPORTING STRUCTURES
In the early stages of the project, ACMA
formed a Commonwealth Games Steering
Committee (CGSC) to oversee the CGPT.
The CGPT reported to the CGSC
primarily through monthly meetings.
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BRIEFING SESSION AT GAMES HEADQUARTERS FOR
ACMA GAMES WORKFORCE STAFF
• Victoria Police and emergency
services; and
• the Department of Defence.
SECURITY
With a strong emphasis on security at the
Games, it was important that ACMA’s
preparations were kept as confidential as
possible to minimise the potential for
malicious radiocommunications
interference.
Interference investigation
Under the service agreement, one of
ACMA’s core responsibilities was to
minimise the opportunity for harmful
interference and conduct investigations to
resolve interference problems.
M2006 imposed timeframes on all
service providers in which incidents were
to be resolved. The timeframe was
dictated by the priority rating given to the
task by the M2006 Manager Technology
or by the Venue Technology Managers.
Because of the individual nature of
radiocommunications interference,
ACMA was unable to guarantee that it
would be able to rectify interference
within specific timeframes. There are
often factors outside the control of
ACMA, including situations where
intervention is required from other
service organisations or the police, which
affect the resolution of a particular
interference problem.
ACMA agreed to use its best endeavours
to:
• respond to reports of instances of
harmful interference;
• locate the source; and
• resolve the radiocommunications
interference problems.
was chaired by the Department of
SECURITY CHECKPOINT AT ACMA INTERFERENCE SERVICES
Communications, Information To provide the interference diagnostic
THE INTERNATIONAL
and resolution services required by
BROADCAST CENTRE
Technology and the Arts (DCITA). The
taskforce provided a high level of M2006 to ensure the smooth running of
ACMA’S GAMES WORKFORCE
the Games, ACMA agreed to:
INSPECTORS RESPONSIBLE
cooperation between the various
FOR INVESTIGATING
government agencies. More information • be immediately contactable by M2006
INTERFERENCE INCIDENTS
about the taskforce is under Information and TWI to receive reports of
Melbourne 2006 Commonwealth Games Report
dissemination – public awareness in interference;
this report. • attend the site of the affected device to
ACMA worked closely with other key examine the problem, as necessary;
organisations involved in the staging of • diagnose the type and cause of the
the Games. These included: interference;
• M2006 the Technology Group, and • locate the source of interference using
program areas for the Queen’s Baton radio direction-finding and other
Relay and Ceremonies; techniques as required;
• Trans World International (TWI), the • test the technical parameters of
host broadcaster; devices that may be the source of
• Telstra, the radiocommunications and interference;
telecommunications service provider; • liaise with the user of an interfering
device, which may include removing
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the device or reducing its impact on • the local environment around the
other licensed devices, or switching venue;
off the interfering device; and • the broadcasting importance of
• pursue compliance and enforcement particular events, including the
action or available legal remedies, Queen’s Baton Relay and the
where necessary. opening and closing ceremonies;
To minimise the response time in • individuals or groups, including
providing its interference diagnostic and athletes and teams, media,
resolution services, ACMA’s technical security personnel and visiting
staff had a permanent presence at the dignitaries; and
Melbourne and Olympic Parks Precinct, • the significant risk involving
the Melbourne Sports and Aquatic Centre land mobile equipment and
and the Technology Operations Centre wireless microphones.
(TOC), which incorporated the
In considering risk profiles for the
International Broadcast Centre (IBC).
Games, general assumptions and
Support for all remaining venues and
observations were made, including
precincts, including the regional venues,
that:
was provided by two Mobile Service • interference to, from and
TECHNICAL OFFICERS
between wireless microphones
RESOLVING INTERFERENCE
Teams. Administrative support staff were INCIDENTS AT THE
located within the TOC. would be an issue at every
MELBOURNE SPORTS AND
venue—the main stadium was
AQUATIC CENTRE
RISK PROFILES estimated to have more than 100
During the Games, ACMA’s clients wireless microphones in use
expected timely resolution of during the opening and closing
interference. However, ceremonies;
radiocommunications interference can be • the opportunity for interference
difficult to locate, both within and outside from cellular telephones was
Melbourne 2006 Commonwealth Games Report
venues. Operational planning issues were high because other devices were
based on optimal response to the most expected to operate in close
likely risk scenarios. Resources were proximity;
deployed to maximise ACMA’s presence
• structures that were metal clad
during periods of high interference risk
were likely to have better
and high impact.
isolation from unwanted signals
Risk profiles were considered for venues, than non-metal structures, which
events, persons, equipment and other in the case of Games structures
factors, external to the Games. Risk was fortuitous rather than a
profiles examined: deliberate design feature; and
• the nature of construction and layout • interference may still occur
of the venue; inside a structure due to the
presence of electrical devices.
13
While ACMA had the discretion in
ORDER OF PRIORITY 2. The M2006 Games Radio Network
The M2006 Games Radio Network
handling interference investigations, it (GRN) was a hybrid network made up
consulted with M2006 to develop an with a number of different trunking
agreed order of priority for all systems. These systems carried the
interference issues reported during the majority of radiocommunications traffic
Games. While the severity of each case required for the staging of the Games.
was taken into consideration, the general Disruption to channels or sites on the
order of priority was: GRN could have had a serious impact on
Games ceremonies and competition
program.
3. Host broadcaster services
Host broadcaster TWI was required to
provide the ‘clean feed’ pictures of
Games events to rights-holding
broadcasters. TWI used a significant
amount of the spectrum during the
Games, including microwave, for its
outside broadcast television links and
land mobile spectrum for
communications between directors and
camera operators. Interference to TWI
services, resulting in disruption to
television pictures received by an
international viewing audience, would
have had a high public impact on the
Games.
4. Rights-holding broadcasters
In addition to the pictures provided by
TWI, rights-holding broadcasters had
their own spectrum requirements. These
included spectrum for outside broadcast
links, wireless microphones and land
mobile services, used for commentaries,
interviews with athletes from their own
countries and liaison between directors,
camera operators and presenters.
5. ‘Games Family’ services
Although found to be minimal, some
visiting teams, officials and other ‘Games
Family’ members had a need for their
own individual land mobile radio
systems, usually simplex ambulatory
services. Interference to these services
would have had a lesser impact on the
conduct of the Games.
6. Non-Games services
A separate team within ACMA’s Southern
Australia Regional Office conducted
Melbourne 2006 Commonwealth Games Report
interference investigations to services
with no connection to the Games, for
example, interference to the services of a
non-rights holding broadcaster or a
Interference investigations affecting contractor.
HOST BROADCASTER 1. Safety of life services
TELEVISION CAMERA CREWS
Games and non-Games safety of life
AT A MEDAL PRESENTATION
services was ACMA’s top priority, even if
CEREMONY AND ESCALATION PROCEDURES
resources needed to be diverted from Interference tasks were delegated to the
BROADCASTING THE TABLE
ACMA’s Games presence. Services Games Workforce (GWF) teams through
TENNIS COMPETITION
falling into this category included Games ACMA’s Manager Spectrum Operations
security, police, aeronautical, fire and (MSO). If, while investigating an
ambulance. interference task, GWF members
suspected that the source was a deliberate
attempt by a criminal or terrorist
14
organisation to disrupt Games services, Radiocommunications
the investigating officers were instructed Regulations 1993, in regard
to: to the maintenance and
• take no further action; operation of a device to
minimise interference;
• provide the MSO with full
details of the suspect • enter unoccupied premises
activity; and and adjust transmitters in
an emergency;
• await further instructions.
• enter premises and seize
On receipt of the report, the MSO was
items under the authority of
required to inform the relevant
a search warrant issued by
representative within the TOC. The
a magistrate;
M2006 Critical Situation Management
Team within the TOC escalated the • enter premises and seize
incident to the TOC Operations Manager items without a warrant in
and communicated the incident status to an emergency; and
the Games Operations Centre (GOC) and • require a person to produce
the Venue Manager. evidence of a licence or
Once the responsibility to act upon a authority.
critical incident had been reported, During the Games, ACMA staff were
ACMA staff were to take no further encouraged to use cooperation to achieve
action without a specific request from the its legislative responsibilities and its
Games security to provide additional obligations to M2006 under the service
technical support. ACMA staff were not agreement. Only in the situation where an
expected to place themselves in a operator of a device refused to cooperate
dangerous or potentially dangerous were inspectors to use more formal legal
situation. powers.
Escalated enforcement powers were only
Melbourne 2006 Commonwealth Games Report
TECHNICAL OFFICERS USING
to be exercised after consultation with the
ACMA ENFORCEMENT POWERS
The majority of the technical GWF
A SPECTRUM ANALYSER AND
MSO because the use of emergency
A YAGI ANTENNA TO LOCATE
members were appointed as inspectors
search and seize powers, without a
THE SOURCE OF
under the Radiocommunications Act
INTERFERENCE AT THE
warrant, usually involves a threat to life
1992. Enforcement powers conferred on
MELBOURNE SPORTS AND
or property. In other serious situations,
AQUATIC CENTRE
inspectors under that Act include the
ACMA was required to obtain a search
power to:
warrant to meet its legislative
• require a person to operate responsibilities. Where the situation was
a transmitter in order to within a Games precinct, a more timely
conduct tests relating to the option was to inform Games security,
risk of interference; who had the authority to confiscate a
• issue a direction under device and eject the person from the
regulation 40 of the venue.
15
and regular radio interference
investigations, were overseen by the
Communication methods
Southern Australia Regional Office.
and channels
The GOC was the overall coordination Radiocommunications licensing matters
body for the Games, with each venue were processed in the usual manner by
under the control of a Venue Manager, the National Licensing and Enquiries
supported by managers of expert areas Centre in ACMA’s Canberra central
within that venue. ACMA’s contact office. Appropriate priority was given to
person at each venue was the Venue the processing of Games-related licensing
Technology Manager (VTM). matters through the Commonwealth
All incidents were reported to the GOC, Games Project Team.
which was located at the M2006 Games Incident management for Games services
headquarters in the Melbourne CBD. The was coordinated through the M2006
TOC reported to the GOC. TOC, using a Games Information
The TOC coordinated the support of Management System (GIMS) to log and
organisations such as ACMA that track technology incidents throughout the
provided technology services for the Games.
Games. The ACMA MSO was located at
FIGURE 1. COMMONWEALTH GAMES FIGURE 2. AUSTRALIAN COMMUNICATIONS AND
CORPORATION – GAMES INCIDENT MEDIA AUTHORITY – COMMONWEALTH GAMES
REPORTING STRUCTURE MANAGEMENT STRUCTURE
Commonwealth Games ACMA
Commonwealth Games Commonwealth Games Regulation &
Corporation Corporation Corporation
Technology Manager Compliance Executive
Venue Managers Games Operation Manager
Centre
Commonwealth Games
Commonwealth Games Corporation ACMA
Corporation Technology Operation Games Services
Technology Manager Centre Manager
Commonwealth Games Commonwealth Games ACMA Southern ACMA ACMA
Corporation Corporation Australia Region Manager Spectrum Administrative
Venue Technology Technology Operation Management Operations Services Manager
Managers Centre
ACMA ACMA ACMA
Manager Spectrum SAR staff Commowealth Games Administration
Operations Workforce Team
ACMA
Commowealth Games
Workforce
Most radiocommunications incidents
the TOC and was responsible for tracking were referred to the TOC or the Venue
Melbourne 2006 Commonwealth Games Report
incidents through to resolution and Technology Helpdesks and were
allocating tasks to the appropriate support managed through the reporting
staff. procedures in GIMS. The tasks were
entered into GIMS by either M2006 or
ACMA staff. The MSO identified the
INCIDENT MANAGEMENT
ACMA’s services leading up to and
during the Games were divided into task and:
Games services and regular services. It • determined the order of priority and
was important that the level of service severity of each reported incident;
provided by ACMA outside the service • assigned the task to a GWF team;
agreement was able to be maintained in • monitored its progress until resolved
spite of its Games commitments. or referred to another organisation for
Regular ACMA services, including action;
telecommunications cabling inspections
16
• maintained regular entries in GIMS, Technical staff were selected from
recording the progress on each ACMA regional offices and operations
reported incident; and centres around Australia, in consultation
• created and maintained entries in with management, to ensure that the level
ACMA’s Field Activities Management of service provided by ACMA was able
System. to be maintained.
Each GWF team filed a report at the end It was not possible for a single person to
of each shift with the MSO, who oversee the full range of ACMA Games
consolidated the reports for GWF services. Accordingly, three key areas of
briefings at the start of each shift. responsibility were created to manage the
overarching Games Services, Spectrum
COMMUNICATIONS ARRANGEMENTS Operations and Administrative Services.
ACMA staff needed to be fully integrated
with the M2006 command structure and
GAMES SERVICES MANAGER
were issued with M2006 GRN handsets The key responsibilities of the Games
with appropriate access. However, the Services Manager (GSM) were to oversee
M2006 GRN did not provide adequate the conduct of ACMA’s Games
cover for all of ACMA’s communication operations, to provide a problem-
needs. To address this, ACMA resolution interface for the MSO and the
implemented its own communication Administrative Services Manager (ASM),
THE MANAGER SPECTRUM
system by programming its domestic and to liaise with M2006 if organisational
OPERATIONS LIAISING WITH
and coordination difficulties arose.
TECHNICAL STAFF LOCATED
channels into the handheld transceivers.
AT GAMES VENUES
This equipment was issued to each of the
interference teams.
In addition to the radios, each team
carried mobile phones. Because of the
expected congestion in mobile
telecommunications from high usage
levels, the mobile phones were not relied
on for primary communications. M2006
also provided landline telephones at all
fixed locations.
ACMA Games Workforce
As part of ACMA’s pre-Games
preparatory work, dedicated frequency
assigning and licensing resources were
appointed to manage the Games-related
radiofrequency spectrum requirements.
During the Games, ACMA’s GWF of 36
technical, administrative and managerial
staff were based in Melbourne at
competition and non-competition venues.
Melbourne 2006 Commonwealth Games Report
17
INTERSTATE MEMBERS OF THE GAMES WORKFORCE DURING VENUE
FAMILIARISATION BEFORE THE OPENING CEREMONY
and their role within those venues to be
able to carry out their tasks competently,
MANAGER SPECTRUM OPERATIONS
The MSO was ACMA’s liaison person
within the TOC, with the key rotation ensured that they experienced a
responsibility of coordinating the delivery variety of activities, enabling them to
of ACMA’s technical services to the develop skills and maintain an efficient,
Games through day-to-day management alert approach to their work.
of technical staff. Appropriate shift handover and reporting
arrangements were instigated to ensure
ADMINISTRATIVE the:
• continuity of ACMA’s
SERVICES MANAGER
TECHNICAL OFFICERS The ASM’s key responsibilities were to operations at each venue;
manage the Central Administration Point and
ARRIVING FOR THEIR
and to ensure that all administrative
BRIEFING SESSION BEFORE
arrangements were in place to provide • completion of outstanding
COMMENCING THEIR SHIFT AT
tasks in an efficient
GAMES VENUES
support to the GWF.
manner.
SHIFT ROSTER
Under the service agreement, ACMA
agreed that members of its GWF would
be available for 15 hours per day to
receive complaints and conduct
investigations into potentially harmful
interference. To meet this commitment,
ACMA proposed two shifts per day, with
one hour for handover of equipment from
the day to the evening shift. Shift times
during the Games period were:
• day shift – 0800 to 1600 hours; and
• evening shift – 1500 to 2300 hours.
In developing the roster, no one who had
worked an evening shift was rostered to
work the next morning, which allowed
for sufficient rest time between shifts.
While the general principle of working
five days followed by two days rest was
adopted, it was not always possible.
Where excess hours were worked, staff
were given time off in lieu when they
returned to normal duties. The roster also
provided sufficient stand-by personnel in
the event of absence or illness.
Teams consisted of staff with
complementary skills and experience.
Appendix 2 sets out the Games
Workforce duty roster.
The roster worked well, with emergency
Observations
arrangements only needing to be
implemented once, due to the unexpected
return home of a GWF member.
Melbourne 2006 Commonwealth Games Report
Central Administration Point
While working under M2006’s command,
control and communications system
during the Games, ACMA coordinated its
GWF through a Central Administration
Point (CAP), implementing its own
strategy to manage staff deployed to
support the services requested by M2006.
The CAP was located within the TOC at
TASK ROTATION
Where possible, members of the GWF
TECHNICAL OFFICERS AT
the Games Headquarters. M2006 also
THE MELBOURNE
were rotated through a limited number of provided access to a conference room for
CRICKET GROUND USING
venues where there was an ACMA
A YAGI ANTENNA TO
one hour each morning and afternoon
presence. While it was important for staff
MONITOR NOISE LEVEL
during the Games for ACMA staff
BEFORE THE OPENING
to quickly become familiar with venues briefings.
CEREMONY
18
The main functions of the CAP were to: • providing a point of contact
• provide a central operations for any occupational health
centre for ACMA and safety (OH&S) or THE TECHNOLOGY
managerial and personal issues; and
OPERATIONS CENTRE AT THE
administrative staff; • arranging emergency
GAMES HEADQUARTERS WITH
SUPPORT STAFF WHO WERE
• manage non-Games purchase of equipment as
RESPONSIBLE FOR PROVIDING
operational matters; required.
TECHNOLOGY SERVICES FOR
THE GAMES
• safeguard staff welfare; and
• ensure that all shifts were
staffed.
The major tasks managed from
the CAP were to:
• consolidating daily logs
and reports relating to the
administrative
arrangements for the GWF
and coordinating the daily
Games report;
• management of petty cash;
• administration of shift and
stand-by rosters;
• distribution of uniforms,
information kits, relevant
forms, meal vouchers,
Melbourne 2006 Commonwealth Games Report
public transport tickets and
cab charge vouchers;
• coordinating travel
THE CENTRAL
arrangements;
ADMINISTRATION POINT
PROVIDING SUPPORT TO THE
• managing accreditation
ACMA GAMES WORKFORCE
issues;
THE MANAGER SPECTRUM
• managing accommodation
OPERATIONS LOGGING AND
TRACKING INCIDENTS IN THE
issues (if necessary,
GAMES INFORMATION
through M2006
MANAGEMENT SYSTEM
Accommodation Section);
• providing a point of contact
for relatives wishing to
reach staff members;
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