London Notes on 2010 Vancouver Games

8/8/2019 London Notes on 2010 Vancouver Games

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From: SCATTERGOOD ANDREWSent: 14 June 2010 12:30To: GOVERNMENT OLYMPIC EXECUTIVE

Subject: VANCOUVER DEBRIEF

All,

I was lucky enough to attend the Vancouver debrief in Sochi last week (although I didnt feel so

lucky, 24 hours into my return journey). I attach a detailed note from each of the sessions, with

some specific actions for various people. If there was an issue of relevance in your area, I will

endeavour to have a chat with you.

Overall, VANOC were very open, with the same messages as before coming out:

- Started with (well documented) issues, but picked up throughout the Games;

- Budget constraints throughout;

- Specifics - spectator queues (esp. for bump out of venues), grey space issues;- But, seen as a real success;

- Good support for athletes;

- Seen as Canadian Games pulled the nation together through the torch especially;

- Lots of records for exposure of Paralympics (ticket sales, TV audience etc);

- A real national celebration.

If anyone has any questions, feel free to grab me.

Cheers

A


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VANCOUVER DE-BRIEF SESSION: PARALYMPICS

Below are my observations and actions from the IPC Vancouver learnings session. As before, I

couldn't cover all the sessions, link to the presentation slides will be forwarded once set up.

1. OPENING PLENARY

Challenges - transport; late transition; and tired staff/volunteers

VANOC explained at length that this was a high profile event, big numbers on

TV/athletes/spectators, but I got the impression the profile could have been higher;

He described their education programme, educating kids in schools about Paralympics. Many

athletes took part. Also had national Paralympic school week. Whole budget 300k dollars, worked

through BC Ed dept;

Lots to do on staff/volunteer awareness/training;

59 percent volunteers did both games.

Overall aim to change perceptions and increase awareness.

Action:

What is out vision for Paras?

What education progs are we planning?

2. SPECTATORS

Less happening in the city; there was a live site but not hugely used;

They need: look; information (incl on city amenities); celebration; trained staff; and to be educated

about sports.

Lots people with disability came with normal tickets to opening ceremonies. Created real

operational issues. Venues 2 percent for mobility impairment - full. Seemed to be lots more people

with mobile impairment at Paras to Olympics (reasons - cheaper; perception it will be accessible);

IPC don't know percents of people disability. Will see if Athens has any data. Suggested using

percents of normal population for planning purposes.

Web comms info vital.

Accessible transport ok, but problems in grey space;

Need to ensure way finding is still accurate;

Much more local spectators (90 percent) and more families (cheaper) who buy tickets late (so don't

plan on early ticket sales). 84 percent tickets sold, one third ticketed events sold out; Vanoc planned


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for 2 percent with a disability, IPC said 1.5% and 1.5% for their carers; while tony (LOCOG) said hed

been at events with up to 15 percent!

Ran a school programme (30k kids attending events) big logistical challenge

Need to educate audience about the sport;

Had specific training on Paras for volunteers;

Actions

Speak Emil re LDA accessibility document.

Follow up stats with ODA and IPC. Present findings to Govt ops group.

Speak Emil re training for volunteers

3. TRANSPORT (INLCUDING ARRIVALS & DEPARTURES)

Had to retro fit buses for wheelchairs

Challenges drivers accommodation and drivers knowing where they are;

Public transport system v accessible so coped, but grey space issues;

Issues with T3 transport (coaches that took ages);

Website 'know before u go' was vital;

4. WORKFORCE

Need to plan your Para head count carefully;

Need a clear plan for dissolution post Games;

Realised during Olympics that actually needed more staff for Paras, so extended contracts;

61 percent volunteers did both games

Allowing office based staff to go to Paras was great for motivation

Profile of event is raised by torch, broadcast and live site.

'One team' ethos across all agencies;

Language skills of volunteers questioned;

Specific training for staff / volunteers;

90 percent volunteers were locals;


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Didn't put in contracts with suppliers, you can't take volunteers, but pondered it;

Workforce accommodation a real struggle (cruise ship used);

Action

Need to think about recognition and retention for staff - HR

5. CEREMONIES, CULTURE & TORCH

Para ceremony needs distinct identity;

CBC only decided late on to broadcast it;

Live site, free, but challenge around marketing and opening hrs. 35k people attended; low key

Strong relations BC education dept - they did the Ed programme for them;

Torch aim to unify Canada - seemed to work;

Govt was a funding partner of torch;

Some of those who ran with torch asked to act as games ambassadors;

Issue was getting media attention so close to Olympics

Budget both torches 36m dollars;

Have to run both relays as one project - too close to run separately;


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I should present to HMG group on the average visitor (along with ODA and LOCOG) and nos. Andrew

S /

Grey space project essential -

Speak Emil re language skills for LDA visitor project and re tax on volunteers. Action - Andrew S

2. TRANSPORT (INCLUDING ARRIVALS & DEPARTURES)

Staff need standard terms and conditions when brought from many backgrounds (general point on

secondments).

Transport was a multi agency project; it seemed with VANOC in lead on resolution of issues. Those

best placed to deliver, delivered (and paid). Lots of tension early on but it got resolved;

Accommodation for drivers was an issue; ended up with a cruise ship. Some drivers moved hotels

many times. Needed to hire car parking and bus depots. Used contingency funds for both.

31 percent increase on metro

Know before you go transport campaign - part of games comms strategy, get people to plan their

routes before they leave;

They got 33 percent of cars/lorries off the roads through public campaign (schools closed, lorries

different delivery patterns)

They realised they needed to change the law to get lorries off roads in the day, allowing delivery at

night. Public ok with it (only 2 weeks, reputation of city more vital).

Had too many people on streets last night of Olympics. Had to close metro stops, re route buses to

closing ceremony.

T3 cars underutilised (didnt even meet IOC requirements on cars to people, yet still not needed.

VANOC saw this as waste)

People wouldn't accept 2 hrs to leave stadium (the plan) - they had to order more buses. 1 hour

acceptable

A challenge on arrival and departures was to know who was coming and when. Airports/airlines had

the best data.

Arrivals ok (as staggered) but departure really hard - couldn't cope with baggage so did it off site at

village. Built temporary terminal for this. Airport paid. 5 hours to leave was the big message

(expectation management)

Visas pre games mentioned. Also visas for those without acc card (those who apply late).

Some VIPs came by charter to other domestic terminal - no services provided.

Volunteers at airport no language skills.


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Had c 600 private planes. Many landed at Vancouver but parked at other sites;

Actions

Confirm Visa process pre games and for those with no acc card.

Discuss departures process with LOCOG, especially baa role.

Understand agreed role baa.

Speak Emil re volunteers languages

3. LIVE SITES

Huge, huge success

Free, but controlled access. No tickets - first come first served. Full a lot of the time.

People loved them, free, so great chance to be part of the games

Services provided inside (not just a screen, lots of performances and loos, food etc)

Being free was seen as essential.

Actions

To consider role of live site in Weymouth. How deliver? Contract it out?

To discuss GLA funding options for their live sites. Andrew S

4. ACCREDITATION

Clearly no love lost between VANOC and Govt

Timelines provided in the pack. Cut off dates Oct for Olympics and Dec for Paras. VANOC got good

response (not clear why).

Talked about paper based approach for last minute applications (how do the checks work for

personnel? How do these people get a visa?)

Gov insisted acc cards/machines kept secure.

11 Govt staff seconded in to VANOC team (generalists)

Card acts as visa 2 months prior to games.

CBSA (UKBA) had a hotline set up for queries. Apparently well used (queries from airlines etc).

Didn't put passport no on card as people change passports late on


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Control at venues done (and paid for) by police

Action

Discuss hotline with UKBA.

5. C3

Planning and staffing done late on, but lots of tests. Wished had got team in earlier (Oct 09)

Retrained staff from other roles to run the MOC. Concerns people say there role should continue at

games time - you need to be firm about games time roles (what is really needed);

Small team 14 people, 3 shifts (but 4 teams so they could have day off), there was a shift handover.

There were 2 staff cars. Functional teams brought in, didn't sit in MOC. MOC just co-ordinating role;

Low tech. Used phones, text and email with others. Internally had issue log (1330 issues logged).

Again low tech.

Other centres? Transport on same floor so close links. Security sent 2 coordinators to MOC, who

acted as communicators to their centre. With everyone else, 8pm call to exchange issues (and calls if

there we're probs)

Started 7am-7pm 5 days per week when torch started (1 shift)

Moved to 6am-11pm 7 days per week once IOC/broadcast arrived (Jan)

24/7 from village opening

General issues done by issue log.

If problems set up incident management team (17 probs, that affect either reputation, need money,

safety etc) and 1 crisis management (the death, lead by the IOC). Sent out 77 MOC alerts (texts) to

venues and stakeholders e.g. on weather warning, or transport probs or schedule changes

Lots done on readiness/testing;

Director of Para planning was a director in the MOC throughout. MOC team same for both, same

processes etc

Morale hit hard (especially after the death) as you are constantly dealing problems. Moral low Paras

as less to do (no adrenalin to keep you going);

It was a challenge keeping info flow to all agencies;

Had a small back up contingency site

Keep the systems simple!

Action (all for )

Consider 4 shifts so people can have days off


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Consider links to other centres (physical etc)

Consider contingency site;

6. PROGRAMME PLANNING & FINANCE

Keep it simple/proportionate, if too complex it won't be used.

Status of prog office vital to its success

Big internal risk management process; big internal audit function; lots risks assessed around

procurement/contracts, venues, and insurance/indemnity;

General feeling they held back funding, slowed recruitment too much, and cut services arbitorally

which caused problems. Big moan by staff about pressures / having to staff up and train late. Feeling

first plan was right, but cuts meant couldn't be done;

Had contingency pot, definitely used. With transport, Cypress Mountain closures and staff (keepingstaff on);

Don't underestimate the scale of the observer programme. Significant.

Action

Andrew S to speak CharlieP re LOCOG budget VIK issue;

7. CLOSING PLENARY

Priorities - athletes; making it Canadian event; keeping to budget; sustainability.

How spread it across Canada? - use brand story; leverage all media tools; use partners especially

BBC; live sites/cultural events; cheap merchandise; and, most importantly, torch.


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-----Original Message-----From: SCATTERGOOD ANDREWSent: 07 October 2010 17:31To: [DCMS junior officials] PATE CHARLIE;; COVE SHAUN;Cc: ROCHE NICOLASubject: Ottawa lessons

All,

During my visit to Canada, I met with the National Olympic Committee Chair,the equivalent of the civil contingency unit and heritage Canada (who led onthe 2012 Games for the Federal Government). I attach the key points. Happy todiscuss. I also attach a link to the presentations.

1. Issues raised by Michael Chambers (Canadian Olympic committee):

- protocol for sharing info at the border on doping substances with vanoc/iocwas crucial, and ... No other notable legal issues arose;;

- pressure from dignitaries is huge. They demand acc cards and vehicle passes.Often last minute due to friends/family arrivals. Boa could give us accs - theCanadian NOC does. Foreign dignitaries might ask locog for their own cars;

- there was an issue with fed gov not having a vision for how it can benefitfrom the games. V late planning for canada house. Lost opportunity;

- feds need to be there in a crisis, and did have to fund vanoc for specificworks (e.g ceremonies). Bc province underwrote VANOC. Vonoc hadunderestimated costs and realised once started purchasing goods (1 year out)esp overlay; charlie;

- no betting issues on games. There was a scandal (with a hockey player in

2006) but no evidence of wrong doing. V time consuming.

2. Issues raised by (civil contingencies):

- exercise and test your 3c systems a lot; u can't test for everything, butget 90 percent situations sorted. u also know your system is robust;

- document and have agreements on who is doing/paying for what when anincident occurs. Disagreements occur later on. Esp vital when no one entitiyis in charge (many partners);

- situation reports, collating everything, are essential;

made me think I either need to see cobr or grt smith street in action, or dothe tour; matt r - can u set something up?

3. Marie Genevire Mounier (heritage dept)

Great meeting; she was similar in her role to Jeremy Beeton, covering legacyand gov services, but not security or build. She gave me their budget (1.2billion dollars). Copy given to Charlie


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GOVERNMENT OLYMPIC EXECUTIVE VANCOUVER 2012 OLYMPICS OBSERVEREVALUATION REPORT

LOCOG needs to capture your learnings/recommendations from your Vancouver 2010 experience, tofeed into the official feedback report of the IOC and IPC. Please would you therefore complete the

questions in this report.

Please find below more details for completing the report:

All Observers must complete all 5 sections of the below report template.

Please replace the text in each box in Column 2 with appropriate narrative/comments. Please listthe top 5-10 items in each section. Please use full proper English (no abbreviations/slang etc),and use bullet points wherever possible.

As a guide, your report should be approximately 1 page of text in length

Feel free to include some photos in your report if you feel it provides a useful illustration of anykey learning points.

Please e-mail @london2012.com if you have any questions.

Please complete your report and e-mail to by 26th

March 2010.

1. Key successes Describe the successes and particular achievements that your organization/functionobserved at Games time:

Recovery from a shaky start (technical problems at opening ceremony, press criticismfollowing the death of an athlete) and the effectiveness of the organization to re-scheduleevents cancelled due to weather conditions. Planning flex in the competition, broadcastand workforce schedules is going to be a key component in some 2012 events,particularly those which might be weather inclement i.e. sailing

Successfully overcame initial criticism of transport arrangements (up and down fromCypress Mountain venue). The ferry between North and South Vancouver was a hugesuccess - running frequently and punctually.

Very people friendly volunteer and VANOC staff they came over very relaxed but incontrol.

The security regime in place was not obtrusive and looked low key but despite thatappeared effective. There seemed to be the right mix of volunteers, stewarding andpolicing in the approaches to venues and within the urban domain.

Spectator load in and egress at Canada Hockey Place was managed and controlledeffectively with the multi-session times.

Vancouver achieved a great party atmosphere. A major contributory factor being thatVancouver is a relatively small city. The local community clearly fully embraced and tookmuch pride in hosting the Games. A successful host nation team on the podiumcontributed significantly to the engagement and excitement of the Canadian people.

Free access live sites at Robson Sq proved to be a huge success and attraction (aswas the pedestrianisation of Robson St). The policing and management of these areaswas to an extent controlled well however stress points were observed primarily when

Canada Hockey was playing.

The Vancouver 2012 merchandising (red mittens) was a great success. The successalso brought its own problems of lengthy queues (2+ hours) in the Hudson Bay outlet inDowntown Vancouver. We understand that VANOC and the City both under-estimatedthe demand in these outlets which resulted in pedestrian management issues.

Whilst not Games specific From a stakeholder point of view the LOCOG OperationsCenter worked extremely well and efficiently. The team was incredibly helpful and able tosupport most requests without hesitation.


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2. Key issues andchallenges

Describe the challenges/issues that your organization/function observed at Gamestime:

General

Coping with technical difficulties at opening ceremony

Transport away from venues (long queues for transport away from Cypressmountain)

Health & Safety issues at Live Site venues (overcrowding)

Managing public and media perception particularly around the city centrecauldron i.e. chain link fence and having to provide a more effective solution.

The need for a comprehensive testing regime to test systems, functions andoperations, but also to build familiarity with venue operational staff, contractorsand volunteers.

Specific

Striking a balance between temporary and permanent nature of overlay ie froma specification perspective.

Achieving solutions that are fit for purpose but engineered also to only befunctional for a short period of time.

Managing events on long linear fields of play (downhill, slalom, sliding centre) inan outdoor setting. The venues team also had an added factor ofunpredictability, this being the weather and its potential significant effect onvenue operations.

Effective managing of Olympic Broadcast service (OBS) expectations andpreventing scope and cost creep of nice to haves versus essential changes.

Stakeholders and third parties establishing accurate and realistic power supplyrequirements and locking them down in a timely manner to avoid the situation oflate, costly changes to the system at very late stages.

Understanding the approvals route and process and the time needed so theprocess can be commenced in sufficient time to avoid costly solutions being theonly option.

Ensuring that key staff are in place early enough to successfully plan andimplement the work.

Some staff were receiving training on the job and this impacted on levels ofservice for the first 2 or 3 days of the Games in particular in terms of dignitarymanagement for the opening ceremony (where we understand that some

dignitaries were unsure where to go to when they arrived at the stadium).

Getting commitment from venue sports planning and IOC to realistic spectatorand people movement predictions. Observed much waste in the IOC familytransport provision, particularly cars, approximately 30-40% utilization in the firstweek.


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Vancouver Winter Olympics Debrief Summary

Issues to consider:

Vancouver Olympics one tenth size of London (in terms of ticket sales).

Vancouver Paralympics one sixth size of London (in terms of ticket sales).

VANOC had a very tight budget 60% of workforce laid off prior to theGames.

Merchandise/Marketing

Merchandise issues regarding demand and supply organisers failed tomaximise revenue, missed opportunity for mittens.

Mascot merchandise on sale during Games.(Note: London 2012 mascot to be unveiled 19 th May 2010)

Vancouver logo not prevalent, difficult to spot.

Sponsors generally out of public eye, didnt tend to give out free merchandise.

Little country-wide participation, marketing efforts concentrated in BritishColumbia (although Olympic torch was transported throughout Canada).

Accessible tents set up with information about First Generation Canadians.

Broadcasting

Own country bias, focus was on Canadian athletes/spectators.

Media had a huge influence on spectators interest/morale during the Games.Home team success inspired the nation.

Volunteers

Issued with gifts following a certain number of shifts (stars make gifts). Not adequately looked after (only one meal a day, few warm areas, last to

know about Games results, some had long commute).

IOC thought there were too many volunteers at venues, sometimes with noclear purpose.

Less volunteers in city spectators expected to know where they were going.

Volunteers generally very helpful and friendly, however only interested in theirremit. There didnt seem to be many all rounders.

Transport

Good transport infrastructure already in place, however, corners were cutregarding Olympic Village (tarmac) and quality of buses. This causedproblems and led to time delays.

Transport links between airport-city and city-venues not always managedproperly, problems with VIPs.

Some drivers un-cooperative with VANOC officials, regular bus service notprovided during first few days of the Games (authority issues)?

Bus drivers not given maps during first few days, no sat nav provided thisresulted in problems/delays.


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Security

In general, security prevalent but not overwhelming.

Party atmosphere with good crowd management.

Live sites generally successful, however some health and safety issues due to

overcrowding.

Accessibility

Anomalies with disabled access some areas very well designed but somenew buildings lacked adequate facilities.

LOCOG representative had to change hotels because of poor wheelchairaccess.

Signage

Big issues with size, location and quality of signs. Drivers faced with traffic problems caused by inadequate signage.

Not enough signage around the city or information about events.

Signage designed by locals without international visitors in mind.

Visitors

Domestic dignitaries more problematic than international ones - issuesaround who/how many to invite.

VIP transport management not carried out very well led to time delays foropening of the Paralympic Games.

International spectators not very well catered for, assumption they knew

where they were going. First Generation officials were given VIP status, quite culturally important.

Main Observations/Lessons Learned

City Operations tend to be more challenging than Events Organisation.

Spectator and volunteer management integration required City vs Gamescaused problems at Vancouver.

Quality of Signage makes a huge difference.

Detailed transition plan from Olympics to Paralympics required.

Athletes remain at the heart of the Games.

Treatment of VIPs needs to be well planned, but will require flexibility to copewith unexpected occurrences.

Next Steps

Official feedback report will take place from Vancouver team at Sochi in June2010 with improved access to government to enable us to ask more detailedquestions.


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4. Key lessonslearned andrecommendations

List the key lessons learned and recommendations for London2012 throughapplying what you observed in Vancouver to the London Games context.Please note any innovations from the Vancouver Games that could be applicable tothe London Games (or other future Games).

Build in flexibility so unplanned events can be recovered (cancellations &

accidents). Undertake careful contingency planning and build flexibility into the

competition schedule. Changes to the event require good schedule

management and coordination /communication with all functional areas from

workforce through to broadcast.

Bring key people on early into the organization to avoid the necessity of having

to throw money at it in the later part of the programme because key work and

documentation not carried out. Not spending money early doesnt mean cost

efficiencies later.

Engage key operational teams with venues as early as possible top aid

familiarization and test venues as part of the Games readiness programme./

Volunteer and workforce training in-venue will be key to providing good levels

of operational service to key client groups and improve spectator experience.

The need for good and clear wayfinding signage on approaches and within

venues (both operational and directional). Combining good signage with well

trained and informed volunteers will contribute to providing good levels of

service and experiences.

The importance of testing should not be underestimated, particularly in relation

to field of play and technology systems. In the lead up to the games London

2012 should be aiming to rectify and de-risk technical issues occurring once the

events go live.

In terms of city operations ensure that scope, delivery and funding

responsibilities are well defined. Ensure that structures, coordination and

resources are in place to deliver the required service levels consistently.

Merchandising strategy so it takes advantage of the Christmas gift market

before the Games.

Realistic assessment of spectator and IOC family transport movement

predictions.

The key to great spectator relations was the quality and the friendliness of the

volunteer force. This needs to be replicated somehow in a London setting.


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5. Summary Please provide any other relevant observations/comments, either from yourobserver sessions themselves or from the wider Games experience.

Recruiting good volunteers essential and then keeping them motivated and

interested particularly if they are doing what appears to be unglamorous duties

i.e. car park duty etc.

Ensure the city and people embrace the Games. If we can go some way to

creating the same passion within London and throughout the UK as was

witnessed in Vancouver, the Games will be a resounding and memorable

success. The emotion is in part down to the performances of the host nation on

the field of play, therefore UK Sport, BOA, Govt should continue to support the

preparations of GB athletes in the lead up to 2012 to ensure every possible

success.


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OBSERVER EVALUATION REPORT QUESTIONS

LOCOG needs to capture your learnings /recommendations from your Vancouver 2010 experience, tofeed into the official feedback report of the IOC and IPC. Please would you therefore complete thequestions in this report.

Please find below more details for completing the report:

All Observers must complete all 5 sections of the below report template.

Please replace the text in each box in Column 2 with appropriate narrative/comments. Please listthe top 5-10 items in each section. Please use full proper English (no abbreviations/slang etc),and use bullet points wherever possible.

As a guide, your report should be approximately 1 page of text in length

Feel free to include some photos in your report if you feel it provides a useful illustration of anykey learning points.

Please e-mail @london2012.com if you have any questions.

Please complete your report and e-mail to by 26th

March 2010.


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1. Key successes Describe the successes and particular achievements that yourorganization/function observed at Games time:Accessibility

Accessibility on public transport modes. Transitioned, the vehicles fleet pre Olympics for the wheelchairs. Paralympics venue contact in each venue 2 years out.

Disability awareness training for all.Workforce / Volunteers

Clearly identified uniform, though slight confusion amongst the public about 5

different kits.

Very personable and loyal.

Card and Stamp = good incentive scheme, for returning to duty.

Decent HR effort for post games succession.

Transit volunteers were recruited from within transit workforce.

Food provided day and night at the ops centers free of charge. Seen as a

necessity.

Transport

Excellent comms programme from 2 years out TDM success

Designed games time vehicle roads and drop off points for appropriate loading.

Integrated Olympic and Paralympic transportation team 2.5 years out large

range of table top exercises.

Airlines checked in luggage at Village then transported.

Grey Space

Discovered problem before Games!! (thought only just).

Visible security presence made people feel safe.

Look and Brand

Street furniture dressing prominent.

Auctioning off after the games.

Sponsored Eagles sold off for charity.

Office advertisements (on windows)

Every seventh fence barrier was branded minimal change.

Velcro stick-on agitos over rings for uniforms.

Venue Operations

Integrated functional team into venues1 year out.

Sports volunteers recruited early then were able to work through testing.

Identified details except for Paralympics ramps, Molly Matting etc..

Morning radio readiness meetings at Games time.

Ticketing What is LOCOG equivalent of 50,000 affordable tickets?

Paralympics school programme had committed by now to 30,000 available.

tickets for schools; good planning set against prospect of last minute school tickets.


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2. Key issues andchallenges

Describe the challenges/issues that your organization/function observed at Gamestime:Accessibility

Volunteer / signage balance wrong. Poor signage.

How do we deal with the multitude of questions coming in? Getting the rightpolicy and protocol answers for the right place.

Ensuring appropriate changes to messages, for Paralympics especially. Eg the

website during transition, especially to reflect use of car parks. Focus on physical impairment as distinct from other disabilities; needs to go

wider.

Outside the venues need much more information / signage / help. Needclear operational responsibilities in grey space for spectators with accessneeds.

Workforce and Volunteers.

Visas withdrawn 2 weeks after Paralympic games too short?

Respective volunteer roles not fully understood grey space additions (but able todraw on register late on).

Absolute clarity needed about respective roles between transport operators andLOCOG / City around Volunteers.

Plentiful volunteers needed at transport venue locations where significantdistances between. E.g Wimbledon, Hadleigh Farm, Broxbourne, Weymouth,

Football? (Too many just at the venue in Vancouver). Feeding and watering has to be comprehensive. Transporting and housing

needs to be closer in balance of temporary facilities v travel.

Use of Halls of Residence for Olympics?

Transport

No radios in cabs drivers got lost.

Need contingency fund for pre Games and the Games.

Vanoc did not know where unaccredited media were staying so couldnt lay ontransport.

Scheduled versus bookable services depends on whether or not short of f leet,though bookable preferred.

Assume transport went wrong on day one test for unexpected.

Vancouver had transport plan + 3 layers of contingency and used all 3.

Look and Brand Colour scheme pale and too complex.

Consistency of street dressing ORN = opportunity??

No coordination of street dressing and signage; could have both reflected thebrand.

Very little Paralympic merchandising.

Grey Space and City Ops

No sense of end to end service for spectators needs very close integrationbetween LOCOG and City.

Poor signage; too small, too little.

Number of city volunteers have we got enough? 300 at one time seems a verysmall number.

Problem with LA funding provisional government stepped in to meet the demand.

Venue Ops Allocating venue budgets earlier leads to better decision making.

Sharing planning and issues between venues useful did not happen inVancouver or Whistler.

Volunteering accommodation was a big problem 3 months out.


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3. Games cost andcomplexity

Describe any identified over-scoping in service delivery that you observed:

Volunteers during Paralympics (but also not all in the right place- all around

venues, some at transport modes, little between.)

Very little else was overscoped during the Paralympics.

Pressure on LOCOG to fund/provide last minute materials, adaptations and

other things will be vast. Eg:

- At existing venues (owners requirements)- Ceremonies (eg gifts for flower presenters)

- People (Protocol; handling incoming groups)

- Volunteers (uniforms, training, strong communication/briefing)

4. Key lessonslearned andrecommendations

List the key lessons learned and recommendations for London2012 throughapplying what you observed in Vancouver to the London Games context.Please note any innovations from the Vancouver Games that could be applicableto the London Games (or other future Games). See Key successes.

Security Lessons

C3 Lessons

Some 2000 procedures and protocols thought up, but only 200 written down

and only a handful of those used on regular basis. Focus on essentials.

MOC started running when Olympic flame lit in Olympia (G 3 months).

Moved to 24/7 when athletes in town, if needed. Open 7.00 to 19.00 during

Transition.

Lessons from C3/MOC discussion: - Combine Games ops, Games readiness

and C3 into single picture.

Dedicated resources for C3 needed two years out.

5. Summary Please provide any other relevant observations/comments, either from yourobserver sessions themselves or from the wider Games experience.

The observer programme itself will be a major challenge for London. Itsimportant to reflect on lessons for city, municipal, security and transportauthorities not just LOCOG.

Could require more observer sessions at venues or ca combination of venuesrather than travelling far during the day.

Just as important to adequately feed and water observers; this was not wellundertaken in Vancouver, leading to very long sessions, very short breaks andleft to own devices for food.

London Notes on 2010 Vancouver Games

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