Implementation of Emergency Operations Plan

            Introduction

Emergency Operations Plan (EOP) is implemented to assign responsibilities to individuals and organizations for executing specific actions at projected places and time. Besides that, it can be in an emergency which exceeds the routine and capability responsibility in a crisis. The EOP recognizes steps to address the mitigation concerns during response activities. Besides that, it describes how individuals and properties are protected. The EOP provides procedures and policies for the coordination of communication with the stadium, media, and the public in the event of an emergency. The EOP is an all-hazards methodology that allows the aptitude to respond to a range of tragedies that vary in duration cause and scale.  The EOP implements the process and structure, which creates an emergency operations plan which formalizes the top management assurance.

         Contractual Basis with Qatar

The stadium treaties have been presented for the 12 projected stadiums. All the stadiums’ arrangement unaffectedly abide by the design stadium agreement without any form of unconventionality. The proposed stadium seems to fulfil the future World Cup(Scharfenort, 2012). The scope of installation and construction work has raised questions over the ticketing and stadium management operations with regards to the fan zones. The legal risks in the financing, management, and constructions exceed the stadiums operated under the Qatar Olympic Committee.

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Qatar’s bid of hosting world cup brought a new approach to event legacy and operations. Qatar has envisioned the concentration of all critical events venues and facilities in a comparatively compact location of 60 Kilometers. Inspection has been done in the VSTH, hotels, and the proposed congress venueimpact (Al-Emadi, Kaplanidou, Diop, Sagas, Le, & Al-Ali Mustafa, 2017).

Evaluation Matrix

No Indicator of progress Indicator of Progress Core sources of Information Data gathering methods Triangulation Evidence Reliability
  The subsections will be taken from the TOR and refined with consideration of new information and discussion with the EOP stakeholders in the inception phase. The EOP indicator and measures will determine how the stadiums and fan base zone will be established for every sub-section with consideration of the EOP. The evaluation design will acquire its information from; 1. South Africa (2010), 2.  Brazil (2014), and Russia (2018).

Besides that, there will be need for acquiring data from the key informant interviews from the above-stated countries.

The collection methods will include; key informant interviews, document reviews by the use of a structured framework, and the sport ministry representatives. Only valuable data will be collected and analyzed to ensure they answer the evaluation queries. This will entail statistics, regression, and quantitative analysis. 4 (Strong)

 

                                                                        Literature Review

According to Gallego et al. (2014), there were predictions that the arenas were not to be made available for the tournament in time. Therefore, it implied that the visiting fans were to be forced to look for other plans of accommodations and fan zones. Eventually, the ten stadiums from the Green point of Cape Town to the daring Moses Mabhida arch were praised for being the scale of the soccer city. South Africa assured other superpowers that they need to change the perception of the country and continent at large. The emerging economies like Brazil, China and India consider South Africa as a state that can deliver.

In Brazil, 2014, Baloyi&Bekker, (2011), argues that the EstadioNacional Mane Garrincha was rebuilt after being demolished due to the consideration of the fan base zones and occupation. Cohesions were made to place the venues where FIFA and the Brazilian government agreed upon. The security concerns had been handled amicably considering that all slums in the country had been secured.

In Russia’s World Cup, Wong & Chadwick (2017), illustrate that the Arena Baltika was developed to host around 45, 001 spectators. The Zenit stadium had begun in 2008 and was ready by 2014. Russia fan zones was more by 2.5mn as compared to the Brazilian statistics. This gives Qatar a better opportunity to cater for the 2022 FIFA World Cup in the period that is remaining.

                                                            Host Cities and Qatar

With a population of 1.67 million people, more than 84% live within the 19km radius of the Doha metropolis. Qatar households a vast émigré community with 99 different nationalities. There is a relatively shorter distance between all the facilities that are linked to the teams, for instance, the fan base camps and stadiums. Considering that the proposed facilities have been contracted, Qatar football is progressively developing. Several of the accommodation rooms have already been recruited, surpassing the FIFAs minimum requirement of 60 000. The final numeral of finished projects determines the digit of followers that will be quartered(Anan, 2013). Many of the rooms in a few of the properties are capable of leading into the risk of the exclusiveness of certain integral groups that could not be ensured. Any delay in the accomplishment of the stadium and fan base projects will impact FIFAs tournament operations. In terms of security and safety, Qatar considers the compressed hosting concept. The concept will have to meet all the FIFAs requirements.

The intercontinental standards for medical and health services are met(Labib&Ashour, 2020). The EOP has submitted suitable human and social development and conservationalfortification initiatives.

The particular perception remains to be industrialized to address the operation of the events. Media, marketing, and communication matters have to be treated with a budget of USD 644.6 million for the FIFA consideration. Qatar’s plan suggests the new functioning model for all stakeholder groups’impact (Al-Emadi, Kaplanidou, Diop, Sagas, Le, & Al-Ali Mustafa, 2017). The realization of the plan varies with centralized decision-making based on the creation of the general and overall occasion infrastructure. The FIFAs legal risk seems to below and the essential government support that has been tenable(Cabibihan, 2013).  The environmental fortification plan foresees the cohort of additional renewable energy that participates in the carbon-neutral surroundings.

The requirements for all the contractual documents have been met.

General information on the host cities

The cities that will hold the World Cup tournament include; Doha, Al-Wakra, Al-Khor, Al-Dayeen, Umm Salal, and Al-Shamal. The principal of the urban area in Qatar, Doha, is full of infrastructure that entails well-equipped accommodation and an international airport with equipped business centres(Mathew &Hubloue, 2018). There is a desert climate in Qatar that is mainly composed of barren plain with mild winters, low, humid, and sunny.

Main Events

The duo core religious civic holidays in Qatar, Eid Al-Adha, and EidAl-Fitr, two are fixed bestowing to the Islamic calendar, which will hence not directly delay with the tournament(Hassan &Alinier, 2020). The host is in the process of developing the hi-tech carbon-neutral cooling schemes for the competition training sites, stadiums, and FIFA fan fest. Qatar is the first, middle eastnation to host the FIFA World Cup. Initially, Qatar hosted the U-20 World Cup in 1995 and the Asian Cup in 2011.

Hosting Concept

There was a commitment to construct a minimum of the new stadiums while the old ones are being renovated. FIFA identified new sites considering that it required flexibility and capacity. There is a FIFA cluster area that minimizes cost and ecologicalinfluence(Al-Emadi, Kaplanidou, Diop, Sagas, Le,& Al-Ali Mustafa, 2017). The entire stadiums will be equipped with clean, renewable energy resources and a cooling system to achieve the first-ever carbon neutral FIFA World Cup numeral of matches per day to be played. The suggestion is based on the predictable event-specific and general infrastructure representing a risk by confining FIFAs eventuality plans(Zaidan, &Abulibdeh, 2018). The country’s decision making process that offers some advantages with consideration of the implementation of the operations and event.

Sustainable Human and Social Development

The info that has been provided with the comprehensiveaccount of human and social expansion initiatives is supported, and human expansion initiatives to be reinforced by the Qatar committee(Graham, 2019). The host aims at bettering the human condition concluded global and local football-based efforts. The local programs entail the development of opportunities for women, football facilities, and individuals with special needs. The comprehensive programs involve the training of the youth leaders with consideration of the improvement of sports. The realization of the plan varies with centralized decision-making based on the creation of the general and overall occasion infrastructure.

The environment working group was recognized initially to identify, analyze, and study the conservational impact of the Green Qatar 2022 vision. The environmental security plan foresees the cohort of superfluous renewable vigour that participates in the carbon-neutral surroundings(Al-Emadi, Kaplanidou, Diop, Sagas, M., & Al-Ali Mustafa, 2016). The legal risks in the financing, management, and constructions exceed the stadiums operated under the Qatar Olympic Committee. The proposed FIFA stadiums would rely on the acceptance and effectiveness of the proposed stadiums with consideration of stadium management under terms that are o the technological innovations.

Accommodations

Qatar is capable of hosting around one million visitors per annum, which expects further progression before 2022(Moloi-Siga, 2012). The hotel concept has a basis on the constituent and dedicated group-oriented lodging for the FIFA World Cup. One hundred forty additional properties range from the features that contain a few rooms. The Government of Qatar guarantees that FIFA availability, construction, and exchange rates. Overnight stays and travel behaviour are to be evaluated differently.

Conclusion

In conclusion, the contracted and existing inventory in Al-Wakrah and Doha seem to cover the requirements of FIFA, media, and sponsors. The accountability for project management, construction, and bankrolling rests principally with the Qatar administration to ensure hotels and stadium constructions with a reliable fan base.The global programs entail the training of the youth leaders with consideration of the improvement of sports. The realization of the plan varies with centralized decision-making based on the construction of the general and overall occurrencesubstructure.  Many of the rooms in a few of the properties are capable of leading into the risk of the individuality of certain fundamental groups that could not be guaranteed. Any delay in the conclusion of the stadium and fan base projects will impact FIFAs tournament operations.The available spaces for the supporter’s ultimately relying on the numeral of construction projects that have been done as per the schedules.

References

Al-Emadi, A., Kaplanidou, K., Diop, A., Sagas, M., Le, K. T., & Al-Ali Mustafa, S. (2017). 2022 Qatar world cup: impact perceptions among Qatar residents. Journal of Travel Research, 56(5), 678-694.

Al-Emadi, A., Kaplanidou, K., Diop, A., Sagas, M., Le, K., & Al-Ali Mustafa, S. (2016). 2022 Qatar World Cup: Impact Perceptions among Qatar Residents. Journal Of Travel Research, 56(5), 678-694. doi: 10.1177/0047287516652502

Anan, M. (2013). Service-based Internet Infrastructure for the Qatar World Cup 2022. Qatar Foundation Annual Research Forum Proceedings (2013), ICTO 02. doi: 10.5339/qfarf.2013.icto-02

Cabibihan, J. (2013). Towards socially-interactive telepresence robots for the 2022 world cup. Qatar Foundation Annual Research Forum Proceedings (2013), ICTP 049. doi: 10.5339/qfarf.2013.ictp-049

Graham, M. (2019). Qatar World Cup: Lessons for Embedding Fundamental Labor Rights in Sport: By Matthew Graham, Legal & Player Affairs at World Players Association, Uni Global Union, Switzerland. International Labor Rights Case Law, 4(2-3), 205-211.

Hassan, I., &Alinier, G. (2020). The inaugural Qatar Critical Care Conference with its Qatar Medical Journal Special Issue – An important milestone. Qatar Medical Journal, 2019(2). doi: 10.5339/qmj.2019.qccc.1

Labib, A., &Ashour, R. (2020). Qatar National Paediatric Sepsis Program: Where are we?. Qatar Medical Journal, 2019(2). doi: 10.5339/qmj.2019.qccc.65

Mathew, D., &Hubloue, I. (2018). The readiness of primary healthcare facilities in Qatar to deal with potential mass casualty incidents during the Fifa World Cup 2022. Arch Med Vol, (10).

Moloi-Siga, K. (2012). International media portrayals of the 2010 FIFA World Cup™: an analysis of British and American print media, 2004-2010 (Doctoral dissertation, Stellenbosch: Stellenbosch University).

Scharfenort, N. (2012). Urban Development and Social Change in Qatar: The Qatar National Vision 2030 and the 2022 FIFA World Cup. Journal Of Arabian Studies, 2(2), 209-230. doi: 10.1080/21534764.2012.736204

 

Zaidan, E., &Abulibdeh, A. (2018). Modelling ground access mode choice behaviour for Hamad International Airport in the 2022 FIFA World Cup city, Doha, Qatar. Journal Of Air Transport Management, 73, 32-45. doi: 10.1016/j.jairtraman.2018.08.007

Wong, D., & Chadwick, S. (2017). Risk and (in) security of FIFA football World Cups–outlook for Russia 2018. Sport in society, 20(5-6), 583-598.

Baloyi, L., &Bekker, M. (2011). Causes of construction cost and time overruns: The 2010 FIFA World Cup stadia in South Africa. ActaStructilia, 18(1), 51-67.

Gallego, V., Berberian, G., Lloveras, S., Verbanaz, S., Chaves, T. S., Orduna, T., & Rodriguez-Morales, A. J. (2014). The 2014 FIFA World Cup: Communicable disease risks and advice for visitors to Brazil–A review from the Latin American Society for Travel Medicine (SLAM). Travel medicine and infectious disease, 12(3), 208-218.

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