Olympic Delivery Authority Assurance framework for ODA Transport: how to assure now the multi modal complex operation of getting athletes, officials, spectators and workforce to the games will be successful in 2012 May 2010

Agenda Background to the Games Olympic Transport Overview Assuring Effective and Efficient Transport Operations The Assurance Process Outcomes Summary

The Olympic Games - world’s biggest event 203 countries 5,000 Olympic Family 17,800 athletes and team officials 22,000 media 7.7 million tickets sold Paralympics Games takes place two weeks later 170 countries 1,000 Paralympic Family 4,000 athletes and team officials 4,000 media 1.4 million tickets sold

Key dates for Games transport JUNE 2012JULY 2012AUGUST 2012SEPTEMBER JULY - 12 AUG Olympic Games 27 JUNE Venues open Media centre opens Soft opening of Olympic Village 13 JULY Official opening of Olympic Village 27 JULY Opening Ceremony AUG Olympic Games Departures SEPT Paralympic Games Departures 14 SEPT Olympic Park closes 30 AUG - 9 SEPT Paralympic Games 29 AUG Paralympic Opening Ceremony

Provide safe, secure and reliable transport for all client groups Keep London and the UK moving Leave a legacy and facilitate the regeneration of East London Achieve maximum value for money and minimise cost Games Transport Objectives

Transport: wide scope

Key Programme Challenges Immovable Deadline Complex Multi-modal Multi- Stakeholders involvement Nothing bigger than this! ….Therefore need a Holistic Systems Approach

How do we assure effective and efficient Transport operations? – Quantified analysis does not necessarily provide full confidence for success – It’s no more about project-based assurance, but overall holistic confidence – It’s trust, fingers on the pulse and believing in soft as well as hard evidence – Projects are different to operations: Operations is about See, Do, Teach (instantaneous lessons learnt and used) – So...what does this mean to us? – Projects transition to Operations require a different approach to Assurance

Integration Operations Operating Units Public Transport Networks Surface Transport Venue Transport Operations Transport Communication Operations Integration Transport Safety Director of Transport ODA Transport Executive JavelinOlympic Route Network Transport Coordination Centre Directly Managed Transport Stratford Area Co-ordination Competition Venues Media & Stakeholder Communication Transport Analytics Games Management Systems Operations Integration Team Rail City Transport Interface Travel Demand Management Paralympics Transition Operating Units

Operations Planning Assurance Adding value for integrated operations Proactively assuring delivery Defining & demonstrating: What we are doing at Games-time & how Operational readiness (checks & programmes) Appropriate competencies Integration & alignment Confidence of a Successful Outcome Provide confidence Identify real issues Constructive challenge Predictive / feeding forward Shared vision & outcomes De-risking proactively & progressively Collaborative integration and leadership Effective transformational change (resources and organisation) Applying: Proportionate and risk based approach Critical outcomes and measures of success Pulse checks Plan-Do-Review-Learn cycle Transition to Operations Planning

Operations Plans V1 Operations Plans V2 Operations Plans V3 Operations Plans V4 Mobilization & Tactical Planning Commissioning & Integration Operational Planning PLANS Scope defined Requirements identified Exclusions & Assumptions listed Gaps, risks and issues identified PROGRAMMES Key Operational activities and milestones identified TOG Practicalities Establish the TOG and its TOR/ Quorum/ governance to achieve operations integration PLANS All Ops plans complete Scope finalised Internally & externally integrated Requirements agreed DP & SH Comments addressed Interfaces confirmed Cross cutting themes integrated Pulse Check Review outputs incorporated Resources agreed Ops budget confirmed PROGRAMMES OBS Structure formalised Key interfaces captured PLANS Aligned with DP and wider Stakeholder plans Exclusions confirmed Test readiness confirmed Supporting info/data clear Alignment with LOCOG VOM Dev process Contingency & Resilience plans in place All previous event lessons incorporated All resources secured People trained and ready for test Reporting systems tested PROGRAMMES full maturity of the test programme Dependencies Logic Tested Programme fully integrated PLANS Final comments incorporated. Optimal operation structure implemented All requirements tested & met People ready to go Training refreshed Operations ready Governance ready Contingency / resilience arrangements in place Decommissioning plans established Integrated with wider C3 Structure PROGRAMMES This will be roster focussed Issued for live Operations Issued for Level 4 Games- Readiness Testing* & Training Issued for Wider Stakeholder Integration Review Issued for Review and Discussion December 2009 August 2010 May 2011 April 2012 * See Transport Testing Strategy Iterations to cover Level 2 & 3 Testing* Pulse Check 2010 Pulse Check 2011 Pulse Check & GRR 2012 Outcomes A road map has been produced to provide a clear path for all Operating Units, and defines the content, quality and maturity of the ODA’s Games-time Transport Operations Plans Olympic Games Paralympic Games Close-Out Lessons Learnt Testing & Training

Operations Assurance Challenges Proportionate, appropriate assurance framework that gives confidence to deliver a bespoke, integrated transport system for Games-time Operations are less tangible than capital projects & many elements are subjective ODA Transport must work collaboratively with all relevant parties to provide a multi modal transport system To achieve progressive assurance, interim objectives should be defined together with clear success criteria, to meet the overall Transport objectives Olympic Transport is a ‘system of systems’ and must be integrated Reporting must be a dynamic and active tool to provide assurance to all and aid informed decision making for Ops Managing change and impact on governance and operations throughout the life cycle A set of supportive and practical tools and processes is required to assist in the implementation of the Assurance Framework

What do we mean by assurance? Our View of Assurance: ‘Confidence of a successful outcome’ Example: OGC Definition.... All the systematic actions necessary to provide confidence that the target (programme, project, outcome, benefit, capability) is appropriate

Level of Assurance: 1.Self assessment 2.Internal peer review 3.Programme Management assessment 4.SMT intervention 5.3 rd party/Independent Expert/ Impacted Stakeholder assessment Programme Lifecycle Objectives/Critical Outcomes Measures of success Prioritise: - Risk - Importance ODAT Operations Assurance Plan: 1. Objectives/critical outcomes 2. Measures of success 3. Levels of assurance Reviews: 1.‘Pulse’ Checks 2.Games-time Readiness Review 3.Post Games Review Assurance Reports Dynamic Proportionate Plan Do Check Review/Learn Risk-based Integrated Build on existing assurance Good practice The Assurance Process

Clear objectives and simple measures of success Clear objectives and simple measures of success Pulse Check Pulse Check Pulse Check Games Readiness Review Post Games Review Progressive Confidence throughout the Life-Cycle

High Low High Risk Financial Implications Safety Criticality, Strategic Import Novelty Reputation etc Importance To Olympic Transport Objective & Legacy Med Levels of Assurance Self assessment Internal peer review PM Team SMT reassurance Assurance Scale - Guidance 5 3rd party/ Ind Expert/ Impacted Stakeholder assessment

High Low High Risk Financial Implications Safety Criticality, Level of Dependency Novelty Reputation Stakeholder interest Etc VTDF28 Importance To Olympic Transport & Legacy Objective 2010 Critical Outcomes Med Pulse Check - Competition Venues 2010 Critical Outcomes Business Case Approval by 30 June VTDF27 VTDF26 All stakeholders using 95% confidence version of demand forecast by 15 July Define Weymouth venue & capacity with LOCOG and Local Authority by 31 May VTDF29 Agree Heads of Terms licence agreement for Park & Ride sites by 30 June (Excl. Weymouth) VTDF30 Confirm Football venues and produce VTOP's by 31 Dec VTDF09 Venue Transport Operational plans Version 1 developed by 31 Dec VTDF31 All 14 Planning applications submitted by 31 Jan 2011 VTDF28 VTDF27 VTDF26 VTDF29 VTDF30 VTDF09 VTDF31

Guide to Assurance Pulse-Check 360° Review

Service Delivery Plans Programme Resources Operations Plan Sustainable Transport Transport Coordinat ion Centre Olympic Route Network Venue Transport Demand Planning Travel Demand manage ment Pulse Check scope Pulse Check focus 1.What has been achieved (or not) over the past phase? Have we met all the objectives? 2.What objectives need to be achieved for the forthcoming phase? Are they still appropriate and valid? 3.Are we doing the right things to achieve the Olympic Transport objectives in a progressive and demonstrable way? 4.Are we and our stakeholders and Delivery Partners aligned and collaborating to achieve the transport programme objectives? 5.Have we got the appropriate programme management plans, processes and reporting regimes in place to deliver what needs to be done in the next phase? 6.Is there a common view and are we all clear as to what needs to be achieved for the next phase? 7.Pulse checks to run over 2 days. 8.Cover objectives, critical outcomes, systems and processes, organisation, stakeholder relationships and governance and programme of activities 1.What has been achieved (or not) over the past phase? Have we met all the objectives? 2.What objectives need to be achieved for the forthcoming phase? Are they still appropriate and valid? 3.Are we doing the right things to achieve the Olympic Transport objectives in a progressive and demonstrable way? 4.Are we and our stakeholders and Delivery Partners aligned and collaborating to achieve the transport programme objectives? 5.Have we got the appropriate programme management plans, processes and reporting regimes in place to deliver what needs to be done in the next phase? 6.Is there a common view and are we all clear as to what needs to be achieved for the next phase? 7.Pulse checks to run over 2 days. 8.Cover objectives, critical outcomes, systems and processes, organisation, stakeholder relationships and governance and programme of activities

Outcomes of the Pulse Check  The two strategic objectives for 2010 are that ODAT will be fully ‘operationalised’ and ‘venueised’.  Over 100 critical outcomes being agreed for  The review has concluded that the Transport Programme is in good shape with some key challenges to be managed

Operations Confidence Dashboard

Summary The Pulse Check has provided collective confidence for achieving success for multi-modal transport in 2012 It has never been done before: innovative/ best practice tailored proportionate approach to proactively provide confidence based upon extensive research and consultation doing it differently, with others Supports and facilitates transition to, and delivery of operations and legacy Predictive and proactive approach to Assurance with all-embracing fit-for- purpose reporting Wise before the event!

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