2010 Commonwealth Games. CGF Coordination Commission Report. Meeting of December CGF Coordination Commission Report

Transcription

1 CGF Coordination Commission Report Meeting of December 2009 CGF Coordination Commission Report Report Date: 22 December 2009

2 Contents 1 Introduction Summary of Findings Games planning and master schedule Venue delivery Broadcast and Press Operations Venue operations Games Village Finance Procurement Transport Security Marketing, and Communications Overlay Accreditation Sport Competition and operations Testing and readiness Technology Ticketing Governance / management Detailed Findings Conclusion and Recommendations Introduction This report summarises the Commonwealth Games Federation s (CGF) Coordination Commission s (COCOM) visit of December 2009 to the Delhi 2010 Commonwealth Games Organisers. It is based on the presentations and representations made by the Organising Committee (OC) and its partners, and benefits from the previous Games experience of the COCOM members. The COCOM primarily focused on a range of time-sensitive Games functions during its meetings, given the overall concerns regarding the state of preparedness of the Delhi 2010 Commonwealth Games. The COCOM was pleased to see that significant progress has been made in many areas since its last visit in May, such as the Games Village, Security and Transport Operations. However, given the short time left before the Games, this report focuses on the essential work remaining and gives a high level summary of key issues identified by the COCOM during its visit. The COCOM wishes to acknowledge and thank the Organising Committee s Chairman, Suresh Kalmadi and his team, who throughout the Commission s visit demonstrated an appreciation of the magnitude and urgency of the work still to be undertaken through to the Games and for their ongoing commitment to delivering a successful Games in October of 15

3 2 Summary of Findings The OC and its delivery partners have demonstrated substantial progress since the last COCOM, in particular in the past two months. The overall standard of presentations and dialogue demonstrates that the OC and its delivery partners are starting to turn the corner and are addressing the myriad of issues they face. However, compared with any recent major event of a similar scale including recent Commonwealth Games, most focus areas reviewed by the COCOM present a high level of risk to successful Games operations. While some of these risks are typical of an OC at this stage of preparation, many are not and require immediate and ongoing remedial work to recover lost time. The OC and the Government appear increasingly well aligned which is a credit to both parties. Government support remains solid and extensive however some deliverables, such as completion of Aquatics and Athletics venues, now pose a substantial risk. The international image of the Games and the generation of positive legacies for India need an increasing focus. Throughout the visit, all parties agreed they are committed to successful delivery of the Games and will undertake the various actions discussed. The following summary findings can be made: 2.1 Games planning and master schedule The Games Master Schedule is being well utilised as the major task/time tracking tool of the OC, is formally reported against each month and is a major OC senior executive focus. This is an appropriate discipline and would be assisted now by: o A venue by venue cross functional major milestone delivery schedule (this is understood to be under development); o More detailed Functional Area (FA) plans; o A refined and comprehensive venue operations planning process (as discussed below); o An updated issues tracking register. It is understood the OC already has a comprehensive issues register and in the New Year will be evolving that register to allow a focus on the critical issues; and Sharing these issues with government delivery partners will be important as will the development of fast and formalised issue resolution processes. 2.2 Venue delivery Central Government is monitoring construction works closely and has given broad assurances on timely delivery; Venue delivery and handover schedules have been recently pushed back from January to the end of March and, for Aquatics and Ceremonies/Athletics, to June. This has had a detrimental impact on Test events and any further delay will have a substantial impact on Games operational delivery ; The timing and process for handover of venues from venue owners to the OC need clarity and detail; 3 of 15

4 Integrated planning for venue delivery, overlay, commissioning and handover needs to be developed; and Independent OC monitoring, which has proven to be a reliable indicator of progress and delays, needs to continue until Games-time. 2.3 Broadcast and Press Operations International consultants with Games experience have recently been appointed by PIB (Public Information Bureau the Government agency responsible for Main Press Centre and venue media services); The contract for International Broadcast Centre (IBC) renovation and overlay needs to be finalised; The level of information flow between the OC and the Host Broadcast Organisation does not allow the OC a clear understanding of progress; Given the number of parties contributing to the IBC development, an integrated IBC delivery plan needs to be developed; The contract for the (MPC) Centre renovation and overlay has not been finalised There are delays in contracting Games Information Services providers; and Integrated planning at venue level between the OC and PIB needs to commence. 2.4 Venue operations The addition of four Games-experienced cluster managers will have a positive impact on future planning; The function is understaffed, although some recent appointments have been made; Planning is well behind and needs to effectively integrate all FAs; FAs currently do not have sufficient staff at the appropriate level to support venue operations planning; and A logical and effective generic venue team structure needs to be agreed within the OC and across delivery partners 2.5 Games Village The Village has the potential to be the best ever Games Village; Venue delivery is on schedule; Preferred suppliers for the major contracts for catering, housekeeping, cleaning and waste, retail and entertainment precinct have been identified though are yet to be finalised ; Final design and overlay is to be completed; Build up of staff is behind schedule and staff training needs clarity; There is no current food safety and hygiene capability or detailed government process. An outsourced solution is proposed however the details are unclear; and It is important to integrate CGA/Delhi Police security planners into the Village planning process. 2.6 Finance Basic accounting, reporting and audit appear well in hand; Any global OC budget financial overruns will be met by government controlled funds/contingency; Games financial forecasting and cash flow projections are underdeveloped and little budgeting support is provided to the Functional Areas (FAs); 4 of 15

5 The OC is satisfied that it has sufficient funds but acknowledges that current tender packages are well above budget forecasts; and The OC has the flexibility to reallocate up to 25% of a line item. 2.7 Procurement Whilst accepting the need to maintain appropriate probity, given the time constraints through to the Games there is a commitment to fast-track all future procurement; The OC is following a largely decentralised procurement model; more procurement staff is needed to fully support FAs; Overall procurement and FA scoping is well behind schedule and presents a major risk to Games budget and delivery; and The COCOM could not ascertain if there is a comprehensive procurement schedule across the OC linked to realistic Games delivery requirements and which accommodates the OC/government procurement requirements. 2.8 Transport Comprehensive planning has been developed by the OC and its partners; Additional expert support is being sought by the OC. This is a positive development; The T1/T2 car fleet supplier has not been secured; Depot and driver services have not yet been thoroughly planned; and Traffic management presents substantial challenges as relates to Games lanes and Games routes generally, though mitigation plans are being developed. 2.9 Security The importance of Games Security has been acknowledged and accepted by the OC, its partners and the CGF and appropriate resources are being allocated; Police planning is well advanced; Delhi Police has a substantial Games planning cell and effort; The level of national and international intelligence service integration will continue to receive ongoing attention; Venue-based plans of Delhi Police need to be well integrated into the OC Venue Operations; Delhi Police will provide all security services and, as such, private security will not be deployed; Increased communications with Commonwealth Games Associations (CGAs) and High Commissions is required to educate and inform about security arrangements; and A team security officer daily briefing in the Village, similar to the Chefs de Mission meeting, will take place Marketing and Communications The OC is planning a strong domestic communications programme to commence early in 2010; International Games and media promotion has been promised, and will start in the New Year; Sponsorship efforts continue and the OC is confident that its US$200 million target will be maintained; late purchase patterns are anticipated in the current market/economy; 5 of 15

6 Three marketing partner Memorandum of Understanding have been signed to date and the OC reports a further US$80 million in the pipeline; Further support is expected through contributions from government-owned companies and charitable organisations; and Games-critical Value In Kind (VIK) deals present very tight time lines and it is likely that procurement timelines will overtake VIK sponsor opportunities, potentially reducing overall revenue yield Overlay The OC Overlay department has been ramped up and is fully operational with parttime support from two international consultants; Overlay delivery contractors are yet to be secured and any procurement delays to the program will compromise delivery; Multiple work packages by venue have been tendered and will require intensive coordination and management if multiple contractors are selected; Overlay specifications and quantities have been developed by the OC s internal Overlay design team however based on the slow progress in FA and venue operations planning, some variation may be required when contractor/s are selected; Integrated venue delivery/overlay schedules need to be developed, and delivery against such plans is now critical given deferred venue delivery in a number of major venues; All overlay providers (OC, venue owners and others) need to ensure their planning and implementation is integrated; and The agreed overlap of permanent works completion with overlay installation will be essential Accreditation While more detailed planning and operational focus is required, subject to delivery of adequate technology systems in the near term, and with the appointment of an experienced accreditation lead manager, the delivery of a robust accreditation program is achievable; Time risks linked to the technology platform present the greatest challenge to meeting OC s timeline undertakings to key client groups; Assurance of adequate accreditation staff early in 2010 and the training of these staff will be a major focus and As with all Games, volume challenges will be faced; specifically, the need to accredit 1000 people per day from 1 July 2010 with associated Security background checks Sport Competition and operations Substantial progress is evident; Detailed planning and integration of Sport with other functional areas needs to be enhanced; and A Games-experienced Sport presentation contractor is on board and will commence detailed planning in the New Year with venue audits, gap analysis and resolution positive developments Testing and readiness The need for a comprehensive strategy is well-recognised; 6 of 15

7 Little or no concrete planning has been undertaken around readiness and limited planning is behind the Test Event programme; and Initial Test Events are likely to be deferred due to late delivery of venues Technology Vendors will be identified for the critical Games technology packages by end December; The OC has missed a series of self imposed and COCOM-agreed deadlines as a result of procurement delays; Substantial over budget expenditure is anticipated prior to any acceleration or variation claims by contractors; Technology impacts all major Games deliverables and is a complex task with high risk; the OC have no proven capacity to deliver; and Given the time constraints simplicity and scope management is absolutely necessary Ticketing A ticketing contractor has been identified and is in the process of final contracting; Ticket pricing strategy has been finalised and has been approved by the CGF; Ticket pricing should generate the interest of and be affordable for a relatively broad cross section of the local community with the range of ticket prices matched to the local market conditions; The recommended vendors will need to work closely together and with the OC to integrate their plans and operations; and The OC Ticketing FA will require further support Governance / management Information on governance structures and process presented to the COCOM was understandable and coherent; Recent addition to management of a Chief Executive Officer and Special Joint Directors General appears to be having a positive impact; Management decision-making remains at the highest levels of the OC and will continue to cause delays unless devolved; The OC and its delivery partners need to hasten the transition from functional silos to venue teams and ultimately to the Games-time structure, to assist with the integration among functions and with partners; The OC needs to further empower venue teams with the central FAs taking a supporting role; and The volume of workforce recruitment and training is significant and requires the appropriate expertise and time allowance. Detailed findings are provided in the next section. 7 of 15

8 3 Detailed Findings Issues and actions for each of the following areas are tabled below: (i) Games Planning and Master Schedule Cleaning and Waste Procurement of vendor Finalise contract DUE: 31 January 2009 Travel grants Communication with CGAs Follow-up with all CGAs who have not responded, to understand their position on the travel grant proposal from the OC. Continued approach to be flexible to meet the needs of each CGA (including dates, location of charter flights, option to use own travel agents), thus fulfilling the spirit and detail of the bid commitment given. Respond to all CGAs in a timely manner and copy the CGF on responses. Travel grants Status Provide a synopsis of the status of travel grant planning to the CGF. DUE: December 2009 Ceremonies (ii) Venue delivery Integration of athletes involvement Provide a detailed plan showing Ceremonies concept and what the athlete experience will be from door to door. Venue completion Management of slippages Identify how monitoring of permanent construction will continue, how it will be integrated amongst the Government, the delivery agencies and the OC. Explain how it will be shared with the CGF on an ongoing basis. Note that monitoring should extend beyond venue hand-over and continue through to end September. The CGF to provide input into this process. Venue completion Integrated schedules Provide venue by venue integrated schedules across all FAs showing timelines from handover for overlay installation, equipment delivery and installation, other operational activities etc. Note any overlap of permanent delivery with overlay installation and fit-out for operations. Test events Accessibility Swimming test event date Features by venue and by client Analyse venue completion impact on current date of test event and confirm test event date Provide a list of accessible features at each venue, for each client group 8 of 15

9 (iii) Broadcast and Press Operations Satellite Farm Contract Finalise contract DUE: 31 January 2010 IBC Contractors Ensure all contractors are integrated in planning and delivery Feed from IBC to venues Primary and secondary feeds Determine whether the dark fibre or the IP will be primary feed. Note that RHBs have requested that dark fibre be primary. Broadcast Contract for IBC fitout Finalise rate negotiations and contract with provider Broadcast Contract for booking Finalise contract for booking office QBR broadcast coverage office Packages for RHBs Press Operations Photo Manager appointment Games INFO Athlete Biographies 6 months delayed Press accreditation Confirmation Include in next newsletter to CGAs that Queen s Baton Relay packages are available for any broadcaster who wishes to use them DUE: next newsletter to CGAs Appoint and start work DUE: February 2010 Request For Proposal (RFP) to be sent by 21 December and then contracted DUE: 15 February 2010 Communicate to CGAs arrangements for Media Accreditation confirming that CGAs will be asked to validate all applications from their country. DUE: next newsletter to CGAs Press Communication Ensure that current information is available to press on the website; respond in a timely fashion to press requests for information. MPC Caterer Procurement Determine whether OC or PIB will bear the cost of the MPC catering. Finalise contract DUE: February Press Operations (iv) Venue operations Late procurement of vendor for MPC fit-out Finalise contract with vendor Test events Test event planning Develop an approach for test event planning and integrate it with Games-time planning Venue teams External agencies and Venue owners Ensure integration of external agencies and venue owners in all following stages of venue planning Venue lockdown Resource availability Review planned timing for venue lockdown with security to ensure they have sufficient resources to implement the plan Construction Date alignment Align the dates between Venue 9 of 15

10 completion Development and Venue operations documents Venue team buildup Core team establishment Confirm with functions the timing of their population of venue teams Venue teams Organisation charts Provide CGF with venue-specific organisation charts and names of people filling the positions Venue team Responsibility split Clarify role of venue operations central team and venue management in the venues. Venue team Empowerment Ensure that decision-making is devolved within the venue team, ensuring timely responses to queries Venue operations Building venue team Fast recruitment of appropriate people to populate the venue teams in time for test events (v) Games Village operations Allocations Finalisation Work with CGF and large CGAs to finalise allocations before the Chefs de Mission meeting, making assumptions for Parasports Resources Workforce assignments Ensure there are not too many staff or volunteers, overcrowding the village Services Access Village training venues Office layouts and rate card Day pass allocations and procedures Integration Provide information on these services to CGAs prior to the Chefs de Mission meeting so CGAs can come prepared DUE: end February 2010 Confirm allocation to CGAs before the Chefs de Mission meeting and provide description of procedures to ensure understanding DUE: end February 2010 Ensure that training venues operations are integrated with overall Village operations planning Internet Provision of service Confirm free Wi-Fi throughout the village Health Communication Finalise medical handbooks and communicate to CGAs DUE: 30 June 2010 Security Integrated planning Ensure security and village operations teams planning efforts are integrated, including for disaster management planning Chefs de Mission meeting - March Content Provide substantial information at the March meeting to address any issues, rather than hold them over until Games-time DUE: March 2010 Chefs de Mission meeting Village venue Empowerment Ensure that decision-making is devolved 10 of 15

11 team Security Games-time Chefs de Mission meetings Games Village operations Games Village operations CGA security representatives Resolution of issues Late procurement of catering vendor Procurement of resource to monitor food safety within the village team, ensuring timely responses to queries Integrate CGA security representatives into the Village security planning, where appropriate Ensure timely response to issues either on the spot or immediately following the meeting DUE: Games-time Finalise contract DUE: December 2009 Finalise contract DUE: 31 January 2010 (vi) Finance and Procurement Budget reduction Explanation Clarify variances between the OC s revalidated budget and the final budget approved by the GOI. Cash flow Detail Provide detailed cash flow breakdown by month, for all expenditures covered in all budgets for this year and next Insurance General liability, Provide detailed policy information to CGF accident and medical insurances etc. Procurement Fast-track procedures Implement the new procedures that enable fast-track of remaining procurement packages Procurement Master list of all Provide schedule through to the Games. packages Procurement Detailed timeline Provide schedule for total procurement needs, identifying what is centralised and what is decentralised, with timelines included (vii) Transport Transport Late procurement of T1/T2 car fleet vendor Sponsorship deal to be finalised by 31 December Should sponsorship be unsuccessful, launch the already-prepared RFP immediately. Clarify if this will be a parallel process. Sightseeing Location/route planning Ensure that drivers/guides know the location and routes to various tourist sites DUE: as part of driver training 11 of 15

12 (viii) Security Security Communication to Determine whether the next Security CGAs conference can be held back-to-back with the Chefs de Mission Seminar in March. Security Communication to CGAs (Games-time) Confirm the OC will provide daily briefing meetings to CGA Security personnel in the Village Security Communication with CGAs (ix) Marketing and Communications DUE: next CGA newsletter Exchange appropriate security information to CGAs to allow integration DUE: 2010 Security Conference Sponsorship Pipeline Identify against the budget which VIK items are budget relieving, including what has been secured to date and what is in the pipeline Business Club Promotion (x) Overlay Participation in CGA territories during baton relay International promotional materials Advise CGAs the details of the participation, to enable CGAs to be involved in the program Promote the Games internationally Overlay Late procurement of overlay vendors Complete all separate contracts for turnkey provision of overlay by Games-experienced suppliers Overlay Scope and timelines Provide integrated schedule of all overlay packages, including procurement timelines (xi) Accreditation Capacity Ability to complete required work Keep CGF frequently informed of progress to assure capacity of delivery 12 of 15

13 (xii) Sport Competition and Operations Sport presentation Use of English and Hindi Develop protocols for each sport for when English and Hindi will be used Sport presentation Technology requirements Once venue audits are complete, conduct a gap analysis of requirements compared with Technology package scopes to identify any additional procurement needed Sport presentation Overlay requirements Once venue audits are complete, conduct a gap analysis of requirements compared with Overlay package scopes to identify any additional procurement needed (xv) Testing and readiness Strategy Development Provide testing strategy to CGF, including scope of testing, performance measures, perspective on constituents (xiii) Technology Technology Late procurement of Games-critical technology packages The four key technology procurement packages (TSR, GMS, GIS, Integrator) are to be contracted DUE: December 2009 Vendor integration Detailed project plan Once the above four suppliers are on board, they should develop an integrated project plan with the OC. This plan should be sent to CGF (xiv) Ticketing Delivery Integration Ensure the various delivery partners and OC integrate their plans going forward Website Timing Advance the launch of the ticketing website 13 of 15

14 (xvi) Governance and management Framework and operations Games-time command and control, including venue Command, Control and Communication Games-time command and control Organisation charts Develop Games-time C3 framework and operations plan DUE: 15 January 2010 Provide organisation charts for the two transitions of the organisation from today s structure to Games-time structure DUE: 31 December of 15

15 4 Conclusion and Recommendations Conclusions While substantial progress has been demonstrated by the OC and its delivery partners since the last COCOM, it is clear that successful delivery of the Games remains at risk in many key areas. Many of these risks are atypical of an OC at this stage of preparation and they require the OC Executive and the Government to initiate immediate and ongoing remedial work, with expert assistance in some areas. The Games need to be Indian Games and the mobilisation of talented Indian staff is now critical. However the proven model of a blended workforce leveraging experienced Games operators across all key deliverables is now more important than ever before to support remedial programs. The international image of the Games and the generation of positive legacies for India must become an increasing focus. The benefit of partnership with CGAs should not be overlooked, as these are partners who can not only share their experience and provide useful input during these final months of preparation; they are partners who can assist with international promotion of the Games. Recommendations 1. Conscious of the decisions taken by the CGF Executive Board and General Assembly in October 2009, the CGF should continue to monitor and support the progress of planning on a more frequent basis in 2010 with the benefit of expertise in technical areas and CGA representatives. Based on this review, areas requiring consideration for such support include Venue Delivery, Venue Operations, Gamestime Command and Control, Accreditation, Technology, Security, Transport operations, Overlay and Workforce recruitment and training; 2. That the OC and its delivery partners continue to focus on integrated monitoring of venue delivery, including permanent works, overlay and technology equipment/services installation, regardless of division of delivery responsibility; further, that this include both internal and external monitoring; 3. The OC and its delivery partners hasten the transition from functional silos to venue teams and ultimately to the Games-time structure, to assist with the integration between functions and partners; 4. The OC devolves decision-making from now forward, further empowering staff, to ensure timely decision-making; 5. The OC adopts fast-track procedures for the remaining procurement packages, with assistance provided to FAs for their involvement; 6. The OC recruits more Games experienced personnel to assist in areas suffering substantive delays; 7. International promotion of the Games should receive an intense focus; 8. CGAs should be proactively engaged as essential partners in Games delivery; and 9. Testing and readiness activities need to be carefully monitored to identify areas for further action. 15 of 15