the sydney 2000 olympic and paralympic games - Australian Sports ...

PART FOUR : NSW GOVERNMENT AGENCIES GAMES SUPPORT SERVICES
4.3 Security
To ensure a safe and secure Olympic Games, a unique Olympic security model was developed which was
unobtrusive yet effective, in keeping with community expectations.
The marginal cost to NSW of the Olympic Security program was $113.3 million, after a SOCOG
contribution of $39.5 million. It should be noted that this excludes the cost of Australian Defence Force
(ADF) involvement and the cost to interstate police forces for event security outside NSW.
The following initiatives represent key services and achievements delivered during the Games:
• Games Security Framework
• Venue Security
• Athletes Village Security
• Intelligence
• Bomb Management
• Dignitary and Athlete Protection
• Traffic, Transport and Marine Security
• Commonwealth Government Involvement
• Legacy
Games Security Framework
Olympic Security Working Committee
The Olympic Security Working Committee (OSWC) was created by the Premier of NSW to oversee all
security related planning. It was chaired by the NSW Commissioner of Police, and included the Director
Generals of OCA and ORTA and the Deputy Chief Executive of SOCOG as well as senior officers from a
number of Commonwealth departments including the Department of the Prime Minister and Cabinet. The
OSWC created 12 working groups to examine issues in the following areas: security industry liaison,
intelligence, marine security, aviation security, training, communications, personal security, equipment,
security volunteers, media liaison, accreditation, and chemical, biological and radiological response.
Membership comprised senior personnel from all relevant federal and state government and peak
commercial bodies.
Olympic Security Command Centre
All security planning became the operational responsibility of the Olympic Security Command Centre
(OSCC) under the Commissioner of Police. OSCC developed a Dual Security Model to delineate
responsibilities for the provision of core and non-core security-related services during the Games. Under
this model the SOCOG Spectator Services Program had responsibilities for planning and executing
functions of crowd management, ticket checking and other non-core security-related functions. Core
security was the responsibility of the NSW Police using their own resources, contract security services and
security volunteers, and with the assistance of agencies such as the ADF.
OCA had a statutory responsibility for managing government relationships with SOCOG, and OSCC liaised
with OCA on security planning issues for venues and events. ORTA had responsibility for planning and
delivering transport services for the staging of the Games and associated events, and OSCC worked
closely with ORTA on the security and policing aspects of transport arrangements.
Conceptual and Strategic Framework
The principles guiding security planning were established to:
• Protect the integrity of international entry and accreditation processes to ensure they were consistent
with security and Australia’s existing policies.
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