publication

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publication

Learning legacy
Lessons learned from the London
2012 Games construction project
ODA Governance Framework
Champion Products are examples of tools and formats used by the Olympic
Delivery Authority (ODA) in executing its programme. The ODA is publishing
these as part of its Learning Legacy in the anticipation that they may be of
use to future projects seeking best practice examples of tools and templates
that have been used successfully on a large, complex programme.
Purpose of the document, description
and how it was used
The ODA Governance Framework
detailed the processes by which the
ODA is directed and controlled, at
its most senior levels, to achieve its
objectives and meet the necessary
standards of accountability and
probity. It provided the structures and
processes to ensure the organisation
is managed in the most efficient and
effective manner.
Together with the ODA Standing
Orders, the document detailed the
governance arrangements for the
ODA. The Framework was prepared
in accordance with the ODA
Management Statement and
Financial Memorandum; however,
these two documents took
precedence over the Framework.
The Governance Framework was
reviewed biannually and updated
accordingly. This was particularly
important as it helped ensure that the
governance arrangements remained
effective as the programme needs
changed in nature throughout the
ODA’s lifecycle. It was approved by
the ODA Executive Management
Board and distributed internally.
It also provided assurance to
Government that there were
formal governance processes in
place which were reviewed and
amended accordingly.
1
Olympic Deliv
O
D very Auth
horitty
Gov
verna
ance
e Framew
work
The Olymp
pic Delivery Authority
A
is a statutory au
uthority estab
blished under the London
n Olympic
Games and
d Paralympicc Games Actt 2006.
Benefit to future projects
This champion product could be
used by future projects as it provides
an example of a governance
framework which worked effectively
throughout the life of the ODA.
It also outlines the processes and
organisation deployed for working
with a delivery partner.
© 2011 Olympic Delivery Authority. The official Emblems of the London 2012 Games are © London Organising Committee of the Olympic
Games and Paralympic Games Limited (LOCOG) 2007. All rights reserved.
The construction of the venues and infrastructure of the London 2012 Games is funded by the National Lottery through the Olympic Lottery
Distributor, the Department for Culture, Media and Sport, the Mayor of London and the London Development Agency.
For more information visit: london2012.com/learninglegacy
Published October 2011
ODA 2011/009
UNCLASSIFIED
Olympic Delivery Authority
Governance Framework
Doc Identifier: ODA_Governance Framework_V4.1
UNCLASSIFIED
TABLE OF CONTENTS
TABLE OF CONTENTS ................................................................................................................... 2
Change History ............................................................................................................................... 4
INTRODUCTION .............................................................................................................................. 8
1
2
OBJECTIVE OF THIS DOCUMENT ........................................................................................ 9
ODA CONTROL FRAMEWORK ........................................................................................... 10
3
GOVERNANCE FRAMEWORKS .......................................................................................... 12
3.1 External Governance .................................................................................................. 12
3.1.1 Olympic Board ........................................................................................................ 12
3.1.2 Olympic Board Steering Group ............................................................................. 13
3.1.3 Olympic Project Review Group (OPRG)................................................................ 13
3.1.4 GOE ......................................................................................................................... 14
3.1.5 Funders Group ....................................................................................................... 15
3.1.6 Other Funders......................................................................................................... 15
3.2 Corporate Governance ............................................................................................... 16
3.2.1 ODA Board .............................................................................................................. 16
3.2.2 Chairman................................................................................................................. 17
3.2.3 ODA Board Committees ......................................................................................... 17
3.2.4 ODA Corporate Plans ............................................................................................. 19
3.3 Executive Level Governance ...................................................................................... 21
3.3.1 Chief Executive....................................................................................................... 22
3.3.2 Executive Management Board ............................................................................... 22
3.4 Programme Level Governance ................................................................................... 23
3.4.1 Programme Briefing Session ................................................................................ 24
3.4.2 Change Board ......................................................................................................... 24
3.4.3 Operations Board ................................................................................................... 24
3.4.4 Transformation Board ............................................................................................ 25
3.5 Project Level Governance .......................................................................................... 26
3.5.1 Project Boards ........................................................................................................ 26
3.5.2 Project Implementation Reviews ........................................................................... 26
3.5.3 External Stakeholder Meetings ............................................................................. 27
3.5.4 Project Management Meetings .............................................................................. 27
3.5.5 Stratford and Olympic Village Governance .......................................................... 28
3.5.6 Security Governance.............................................................................................. 29
3.5.7 IT Governance ........................................................................................................ 30
3.5.8 Park Operations Steering Group ........................................................................... 31
3.5.9 ODA / OPLC Joint Programme Board ................................................................... 32
3.5.10 Equality, Inclusion, Employment & Skills Governance ....................................... 33
3.5.11 Sustainability Governance..................................................................................... 34
3.5.12 Health and Safety Governance .............................................................................. 35
3.5.13 ODA / LOCOG Governance .................................................................................... 36
3.6 Transport Governance ................................................................................................ 37
3.7 Park Operations .......................................................................................................... 38
3.7.1 Park Operations Governance – Until December 2011.......................................... 39
3.7.2 Park Operations Governance – Jan to October 2012........................................... 39
4
ODA ORGANISATION .......................................................................................................... 40
5
ODA DELEGATED AUTHORITIES ....................................................................................... 43
6
CONTROL FRAMEWORK BASED ON RISK ....................................................................... 44
7
ODA REPORTING FRAMEWORK ........................................................................................ 46
Document Identifier: ODA_Governance Framework_V4.1
Created by: ODA PAO
Status: APPROVED
2
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7.1
Key Corporate Reports ............................................................................................... 46
7.2
Other Corporate Reports ............................................................................................ 47
8
REFERENCES ...................................................................................................................... 48
9
ABBREVIATIONS ................................................................................................................. 48
APPENDIX A - TERMS OF REFERENCE ..................................................................................... 49
A1 – Audit Committee.......................................................................................................... 49
A2 – Finance Committee ..................................................................................................... 49
A3 – Planning Committee .................................................................................................... 49
A4 – Remuneration Committee ........................................................................................... 49
A5 – Communications Committee ...................................................................................... 49
A6 – Safety, Health and Environment Committee.............................................................. 49
A7 – Executive Management Board .................................................................................... 49
A8 – Equality and Diversity Board ...................................................................................... 49
A9 – Employment and Skills Board .................................................................................... 49
A10 – Business Systems Change Board............................................................................ 49
A11 – Operations Board ...................................................................................................... 49
A12 – Programme Change Control Board .......................................................................... 49
A13 – Procurement Board ................................................................................................... 49
A14 – Project Board ............................................................................................................. 49
A15 – Olympic Transport Project Board ............................................................................ 49
A16 – Security Project Board .............................................................................................. 49
A17 – Village Programme Control Board ........................................................................... 49
A18 – Commercial Board .................................................................................................... 49
A19 – CLM Project Meeting ................................................................................................. 49
A20 – Programme Risk Review ........................................................................................... 49
A21 – Employment and Skills Project Board ..................................................................... 49
A22 – Pan-Olympic Estates and Facilities Management ................................................... 49
A23 – Transformation Project Board .................................................................................. 49
A24 – ODA / OPLC Joint Programme Board ...................................................................... 49
A25 – Park Operations Steering Group .............................................................................. 49
A26 – Park Operations Project Board................................................................................. 49
A27 – Learning Legacy Steering Group ............................................................................. 49
A28 – Village Operations Board .......................................................................................... 49
A29 - Information Management Steering Group ................................................................ 49
A30 – Delivery Closeout Steering Committee .................................................................... 49
APPENDIX B – EXTERNAL GOVERNANCE ................................................................................ 49
B1 – Budget and Scope Coordination Committee ............................................................. 49
B2 – Olympic Security Steering Group .............................................................................. 49
B3 – Funders Group ............................................................................................................ 49
APPENDIX C – THE ROLES OF CHAIRMAN & CHIEF EXECUTIVE ........................................... 49
APPENDIX D – REPORTING calendars ....................................................................................... 49
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Status: APPROVED
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CHANGE HISTORY
Document Location
The source of this document will be in location
https://filestore/livelink/livelink.exe?func=ll&objId=461872&objAction=browse&viewType=1
Document Owner
The ODA Board is the owner of this document.
Revision History
This document will be updated throughout the programme life-cycle, using formal change control
procedures.
Ver- Date
Reasons/Summary of Changes
sion
1.0 Nov 07 - Approved by EMB.
1.1
2.0
Dec 07 Aug 08 -
2.1
Sept 08 -
2.2
Oct 08
2.3
Feb 09 Apr 09 -
3.0
-
-
3.1
Oct 09
-
Author
ODA
PAO
ODA
PAO
Project Board terms of reference updated.
Project Boards Calendar added.
IT Steering Group replaced by Business Change Board.
Executive and Programme Level governance updated.
EMB Terms of Reference included.
All Terms of Reference updated into a standardised format.
ODA
Terms of Reference added for Project Board / Operations Board / Village PAO
Boards / Business Systems Change Board / Village Project Control Board.
Terms of Reference updated for Audit / Finance / Planning / Remuneration
Committees.
Meeting calendar added.
Reporting calendar added.
Executive Risk review removed.
Incorporating comments from EMB members.
ODA
PAO
Terms of Reference added for Commercial Board / Employment and Skills ODA
Project Board / Employment and Skills Board.
PAO
Sustainability / Equality and Inclusion Governance diagrams added.
ODA
Submitted to EMB members / Heads of departments for consultation.
PAO
Included consultation comments from EMB members / Heads of ODA
Departments.
PAO
Stratford and Olympic Village / Security / ODA & LOCOG Interface /
Legacy Transformation Governance diagrams added.
Business Systems Change Board / Procurement Board / Olympic
Programme Coordination Group / Pan-Olympic Estates and Facilities
Management / Transformation Executive Group / ODA, LDA & LOCOG
Olympic Legacy Programme Board Terms of Reference added.
Issued as final.
Village and Stratford City Terms of Reference added
ODA
Section 6 updated
PAO
Created by: ODA PAO
Status: APPROVED
4
UNCLASSIFIED
UNCLASSIFIED
Ver- Date
sion
4.0 Apr 10
Reasons/Summary of Changes
Author
-
ODA
PAO
4.1
Oct 10
-
Included consultation comments from EMB members / Heads of
Departments.
Executive level meetings updated
ODA-OPLC Programme Board / Park Operations Steering Group /
Learning Legacy Steering Committee Terms of Reference added
Executive and Programme Level governance diagrams updated.
Village Operations Board / Information Management Steering Group /
Transformation Board Terms of Reference added.
Transformation / Park Operations / Transport sections added.
Created by: ODA PAO
Status: APPROVED
5
UNCLASSIFIED
ODA
PAO
UNCLASSIFIED
Approvals
This document requires the following approvals.
Ver- Date of Name
sion Issue
1.0
06/11/07
1.1
09/01/08
2.0
29/08/08
2.1
06/10/08
2.2
21/10/08
2.3
25/02/09
3.0
27/04/09
3.1
27/10/09
4.0
27/04/10
4.1
2/12/10
Title
Signature
Head of PAO
CEO
PAO Executive
Head of PAO
Approver /
Checker
Checker
Approver
Checker
Approver
Head of PAO
Head of PAO
CEO
PAO Executive
Head of PAO
PAO Executive
Head of PAO
Head of PAO
CEO
PAO Executive
Head of PAO
Head of PAO
CEO
PAO Executive
Head of PAO
Approver
Checker
Approver
Checker
Approver
Checker
Approver
Checker
Approver
Checker
Approver
Checker
Approver
Checker
Approver
Consulted / Informed
The formation of this document has involved consultation with or informed the following parties:
Name
Title
Consulted Version
/ informed 4.0
4.1
EMB Members
C

Head of Sustainable Development and

C
Regeneration
Head of Finance
C

IT
C

Head of Design
C

Head of Health and Safety
C

Head of E & I / E & S
C

Deputy Head of Security
C

Park Operations Executive
C

Board Secretariat
C

Head of HR
C

Village (CLM)
C

Created by: ODA PAO
Status: APPROVED
6
UNCLASSIFIED
UNCLASSIFIED
Distribution
This document has been formally distributed to:
Name
Title
Version
4.0
4.1
Chairman
Chief Executive Officer
Director of Design & Regeneration
Director of Finance & Corporate Services
Director of Communications
Director of Construction
Director of Transport
Director of Property
Director of Infrastructure & Utilities
Delivery Partner Commercial Manager
Head of Facilities Management
Head of Legal
Head of Sustainable Development and Regeneration
Head of Risk and Audit
Head of Finance
Head of IT & Systems Integration
Head of Design
Head of External Relations
Head of Programme Assurance
Head of Health & Safety
Head of Equality & Inclusion and Employment & Skills
Head of Procurement and Commercial
Head of Town Planning
Head of Security
Head of Project Management (Transport)
Head of Media
Head of Development Control
Head of Human Resources
Commercial Director (CLM)
Head of Programme Controls (CLM)
Head of Projects (GOE)
Head of Programme Assurance & Risk Management (GOE)
Projects Performance Manager (GOE)
PDMS
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INTRODUCTION
The overall vision of the London 2012 Olympic & Paralympic Games is:
"To host an inspirational, safe and inclusive Olympic and Paralympic Games and leave a
sustainable legacy for London and the UK."
The four resulting strategic objectives are:
1.
To stage an inspirational Olympic and Paralympic Games for the athletes, the
Olympic Family and the viewing public;
2.
To deliver the Olympic Park and all venues on time, to specification, and providing
for a sustainable legacy;
3.
To maximise the economic, social, health and environmental benefits of the
Games for the UK, particularly through regeneration and sustainable development
in East London; and
4.
To achieve a sustained improvement in UK sport before, during and after the
Games, in both elite performance - particularly in Olympic and Paralympic sports and grassroots participation.
The Olympic Delivery Authority (ODA) is an Executive Non-Departmental Public Body
(NDPB) accountable to the Minister for the Olympics. It was established by the London
Olympic Games and Paralympic Games Act 206 on 30 March 2006. It exists to deliver
venues, facilities, infrastructure and transport for the Games. It is also the statutory
Planning Authority for the Olympic Park area.
The ODA‟s mission is to:
“To deliver venues, facilities, infrastructure and transport for the London 2012 Olympic and
Paralympic Games on time, to budget and to leave a lasting legacy”
As a minimum, this means meeting quality standards defined by statutory requirements and
industry norms. The aspiration, however, is to deliver much more such that the best
possible economic, social and environmental legacy is realised. This can be achieved
through innovative design solutions and negotiations with partners and contractors to
maximise benefits and value for money, considering whole life costs within available
budgets.
The key objectives of the ODA are as follows:
- Create infrastructure and facilities associated with the Games venues to time and
agreed budget in accordance with the principle of sustainable development;
- Deliver Olympic and Paralympic venues to time, to design and building
specification and to agreed budget, providing for agreed legacy use;
- Deliver necessary transport infrastructure for the Games, and devise and
implement effective transport plans which provide for legacy use; and
- Deliver agreed sustainable legacy plans for the Olympic Park and all venues.
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1
OBJECTIVE OF THIS DOCUMENT
The ODA Governance Framework details the processes by which the ODA is
directed and controlled, at its most senior levels, in order to achieve its objectives
and meet the necessary standards of accountability and probity. It provides the
architecture of accountability – the structures and processes to ensure the
organisation is managed in the most efficient and effective manner.
Together with ODA Standing Orders 1 & 2, this document details the governance
arrangements for the ODA. This document has been prepared in accordance with
the ODA Management Statement and Financial Memorandum and those
documents take precedence over this document.
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2
ODA CONTROL FRAMEWORK
The ODA‟s control hierarchy (Figure 1 below) sets out the structure and precedence
of the documentation that guides the ODA.
Figure 1 ODA’s control hierarchy
The London Olympic Games and Paralympic Games Act 2006 is the primary
legislation defining the ODA‟s powers and duties. Powers include the ability to
acquire and dispose of land and property; make Traffic Regulation Orders for
certain highways works; conceal or remove advertising; and prevent street trading
around venues. The Act 2006 provided for the ODA to be given planning powers
and following consultation, Parliament passed The Olympic Delivery Authority
(Planning Functions) Order 2006 in September 2006. This made the ODA a
planning authority with development control powers for a defined area containing
the Olympic Park.
The ODA has entered into a Management Statement and Financial Memorandum
with DCMS that sets out the framework of accountability for how the ODA operates,
in particular:
- rules and guidelines relevant to the exercise of ODA‟s functions, duties and
powers;
- conditions for spending public funds; and
- how ODA is to be held to account for its performance.
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The Financial Memorandum sets out in greater detail the financial provisions of the
ODA and defines the framework of controls on financial, staffing and related matters
necessary to safeguard public funds. Specific requirements of individual funders are
set out in funding letters. Individual funders also have their own grant memoranda
which oversee utilisation of their funds.
The ODA Standing Orders 1 & 2 set out the ODA‟s decision-making structure;
regulate conduct of Board meetings; delegate its powers and set the authority of
individuals to take decisions. They draw and maintain the important distinctions
between:
- strategic planning and management, which are the responsibility of the
Board; and
- day-to-day management issues which have been delegated to the Chief
Executive.
The ODA‟s Tier 3 documents include the strategies, policies and codes and define
the guiding principles for the conduct of its business and ensure compliance with
legislative requirements. They are typically split into the following 2 types:
- Strategies: Typically published externally describing what the ODA aims to
achieve and how it will go about its business of trying to achieve these
results.
- Policies, codes and frameworks: documents that guide decisions in order to
achieve the desired outcome(s). Policies are typically (although not always)
internally focussed.
The Tier 4 documents set out in more detail ODA‟s internal systems and processes
for delivery of its activities. Dovetailing the ODA processes and procedures are the
Delivery Partners‟ documentation setting out detailed processes and procedures for
the delivery of the programme and projects on behalf of the ODA.
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3
GOVERNANCE FRAMEWORKS
3.1
External Governance
The ODA is accountable to the Minister for the Olympics via the Government
Olympic Executive (DCMS) and through it the Olympic Board and other ODA
funders (see Figure 2).
Approval of investment
in projects above £20m
Corporate Plan,
Business Plan and
Project Requirement
approvals
External Reporting and
Monitoring
Minister for the
Olympics
Olympic Board
Olympic Board
Olympic Board
Steering Group
Olympic Board
Steering Group
HM
Treasury
Greater
London
Authority
Government
Olympic
Executive
Olympic Projects
Review Group
External
Stakeholder
Consultation
Government Olympic
Executive
ODA Board
Figure 2 Main External and Reporting Bodies
3.1.1
Olympic Board
The role of the Olympic Board (OB), advised by the Olympic Board Steering Group
(OBSG) is to coordinate the overall Games Programme.
The Olympic Board
comprises the Minister for the Olympics, Mayor of London, Chairman of the BOA
and Chairman of LOCOG. Its meetings are also attended by the Chairman of the
ODA and the Sports Minister who have no voting powers on the Board. Its functions
are:
- To resolve and determine issues raised by members of the Olympic Board to
ensure the delivery of commitments given in the Host City Contract or the
Guarantees and generally in relation to the staging of the Games; and
- To ensure that a sustainable legacy is achieved following the staging of the
Games.
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The ODA provides monthly progress reports to the Olympic Board via the Olympic
Board Steering Group, which comprises senior officials from the organisations
represented on the Olympic Board. The Olympic Board also gives final approval to
the ODA‟s Corporate and Business Plan. The ODA has chosen to seek agreement
from the Olympic Board for project requirements before final project approval.
3.1.2
Olympic Board Steering Group
The Olympic Board Steering Group (OBSG) is responsible for conflict resolution and
overall Programme direction; it is supported by other working groups as appropriate.
The OBSG provides the Olympic Board with collective advice and assurance on the
progress of the Olympic Programme. It facilitates the Board in its obligations, takes
decisions on cross-stakeholder issues, and refers matters for decision as
appropriate.
The OBSG reviews and monitors progress, slippage and risk
management across all workstreams in the London 2012 Programme. It facilitates
effective and efficient decision making by the Board by managing a forward planning
process through which key documents from Stakeholders are required to be
approved by the Board, such as business plans and Executive Board papers.
The OBSG comprises senior members from each stakeholder: LOCOG, ODA,
Government, GLA, and the BOA. It is also attended by the Director General of the
CLG and the Chief Executive of the BPA. The OBSG is chaired by Director General
of GOE on behalf of Central Government‟s Senior Responsible Owner (SRO).
3.1.3
Olympic Project Review Group (OPRG)
Projects with costs exceeding the ODA‟s delegation limit or that are novel or
contentious require formal approval from HM Treasury, the Minister for the Olympics
and GLA. The Olympic Project Review Group (OPRG) reviews projects against
established investment and project criteria; including options appraisal, whole life
costs, value for money, success criteria, risks, governance, legacy and sustainability
and provides recommendations for approval. OPRG also advise on costs changes
and fund transfers. OPRG also reviews all applications for release of Programme
and Funders contingency funds and recommends approval to the Minister of the
Olympics.
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The OPRG is chaired by Government Olympic Executive and comprises officials
from DCMS, HM Treasury, DCLG, the GLA, OLD, OGC, DfT, and TfL, and meets as
required.
3.1.4
GOE
The Government Olympic Executive (GOE) is part of DCMS and is the sponsor
body to the ODA. Functions of the sponsoring team in relation to ODA include:
- Advising the Minister for the Olympics on the cash flows and funding for the
ODA;
- Coordinating discussion between the ODA and its funders, and providing a
single point of contact;
- Coordinating the funding partners to ensure a smooth flow of funds to meet
the requirements of the construction programme;
- Overseeing the investment in venues and infrastructure and advising
Minister for the Olympics on cost control in relation to the Games;
- Advising the Minister for the Olympics at a strategic level on performance
and value for money;
- Monitoring and reviewing ODA‟s performance against targets and against its
total financial provision;
- Ensuring that the ODA‟s views are represented to the Olympic Board; and
- Informing GLA and other funding bodies of factors when advised by ODA of
factors that might influence the delivery of the Olympic targets, particularly
those with a significant impact upon the PSFP.
The Minister for the Olympics is accountable to Parliament for the activities and
performance of the ODA. The Minister for the Olympics has responsibility for the
appointment of the Chairman, Board Members of the ODA and the first Chief
Executive.
DCMS will also provide “Grant-in-aid” to the ODA (referred to as non-Olympic
Funding) to support the delivery of infrastructure. Its role in approval of projects
above the ODA‟s delegated authority is through the Olympic Project Review Group
(OPRG).
Full details of DCMS and GOE‟s role can be found in the ODA Management
Statement and Financial Memorandum.
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3.1.5
Funders Group
An Olympic Ministers Funders‟ Group has been established to determine the terms
under which the Olympic Delivery Authority may be granted access to the
contingency included within the Olympic delivery budget envelope.
3.1.6
Other Funders
ODA also has funding arrangements with the Greater London Authority (GLA) and
the Olympic Lottery Distributor (OLD).
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3.2
Corporate Governance
3.2.1
ODA Board
The Chairman is responsible to the Minister for the Olympics and provides strategic
leadership and encourages high standards of propriety and efficient and effective
use of resources and public funds. With the Chairman, Members of the ODA Board
have corporate responsibility for ensuring that the ODA fulfils its overall aims and
objectives, discharges its statutory duties, operates within the limits of its authority
and observes high standards of corporate governance and financial management
and control.
The ODA Board currently comprises the Chairman and a Board of twelve further
Members.
Key responsibilities of Board members include:
- Ensuring that high standards of corporate governance are observed at all
times;
- Establishing the overall strategic direction of the ODA within the relevant
statutes and, with the directions and guidance issued by the Minister for the
Olympics;
- Ensuring that the Board operates within the limits of its statutory authority
and any delegated authority agreed with the Minister for the Olympics and
in accordance with any other conditions relating to the use of public funds;
- Ensuring that, in reaching decisions, the Board takes into account any
guidance issued by the Minister for the Olympics;
- To appoint, with the approval of the Minister for the Olympics, a Chief
Executive to the ODA and, in consultation with DCMS, set performance
objectives and remuneration terms linked to these objectives for the Chief
Executive which give due weight to the proper management and use of
public monies; and
- Ensuring that a distinction is drawn and maintained between strategic
planning and management, which are the responsibility of the Board, and
day-to-day management issues which have been delegated to the Chief
Executive.
Details of the role and powers of the Board and its delegations to individuals and
ODA Board Committees can be found in the ODA Standing Order 1 & 2.
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3.2.2
Chairman
The Chairman is responsible to the Minister for the Olympics for ensuring that
ODA‟s policies are consistent with Government‟s policies and those of the Olympic
Board and that ODA‟s affairs are conducted with probity.
The Chairman is
responsible for providing effective strategic leadership including:
- Formulating the ODA‟s strategy for discharging its statutory duties and
ensuring that the ODA‟s actions are within its statutory powers;
- Encouraging high standards of propriety and promoting the effective use of
staff and other resources throughout the ODA;
- Ensuring the ODA „s Board, in reaching decisions, takes proper account of
the guidance provided by the Minister for the Olympics or her officials; and
- Representing the views of the ODA to the general public.
Refer to the ODA Management Statement for full details of the Chairman‟s role.
Refer to Appendix C for details on the interface between the roles of the Chairman
and the Chief Executive.
3.2.3
ODA Board Committees
The Board has a number of committees to discharge their responsibilities, as
shown in figure 3 below. The requirement for other committees is assessed on an
ongoing basis.
ODA BOARD
Planning
Committee
Remuneration
Committee
Audit Committee
Safety, Health &
Environment
Committee
Finance
Committee
Communications
Committee
Figure 3 ODA Board and Committees
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3.2.3.1 Planning Committee
The Planning Committee is a committee of the Board set up to exercise the
Authority‟s development control and planning authority powers set out in the ODA
Planning Functions Order. It meets at least six times a year. The Committee
performs an independent role from the functions of the rest of the Authority and is
separately advised by the Planning Decisions Team of officers and advisors. The
responsibility
of
the
Planning
Committee
includes
determining
planning
applications within the Authority's planning authority area. The Planning Decisions
Team deals, inter alia, with planning enforcement matters and co-ordination with
local authorities regarding development control issues in respect of the Olympic
Games and Paralympic Games.
3.2.3.2 Audit Committee
The Audit Committee is a committee of the Board that meets at least four times a
year. The committee has three prime functions, to ensure the adequacy and
effectiveness of risk management and internal control, to ensure that financial
statements comply with statutory and administrative requirements and to ensure
the ODA meets the highest standards of propriety and accountability for the use of
public funds.
The Audit Committee has a specific duty to oversee the
development, implementation and maintenance of the overall risk management
framework and its risk strategy and policies.
3.2.3.3 Finance Committee
The Finance Committee is a committee of the Board that meets at least four times
a year. The committee has three prime functions: to review and challenge financial
plans, review the use of resources (in particular, the ODA‟s running costs and the
utilisation of the Delivery Partner) to ensure that value for money is achieved; and
assist the Audit Committee and Board in ensuring that the ODA meets the highest
standards of financial management and accountability for the use of public funds.
Created by: ODA PAO
Status: APPROVED
18
UNCLASSIFIED
UNCLASSIFIED
3.2.3.4 Remuneration Committee
The Remuneration Committee is a committee of the Board that that meets at least
two times a year to determine salary and performance-related elements of the
Chief Executive‟s remuneration and considers certain other elements of salary and
performance-related elements of remuneration for the ODA‟s staff. The committee
also considers any matters regarding the ODA‟s pension arrangements that require
the attention of the Board.
3.2.3.5 Communications Committee
The Communications Committee is a committee of the Board that meets at least
once a year to provide advice, support and guidance to the Board and
Communications Director in relation to the ODA‟s communications strategy,
including media, stakeholder and community relations, marketing, branding and
publications.
3.2.3.6 Safety, Health and Environment Committee
The Safety, Health and Environment (SHE) Committee is a committee of the Board
that meets 4 times per year. It has the functions of reviewing the suitability and
implementation of the ODA‟s Safety, Health and Environmental Management
Standard and associated policies.
3.2.4
ODA Corporate Plans
The Lifetime Corporate Plan sets out:
- ODA‟s key objectives, targets and expenditure plans for the lifetime of the
Olympic Programme and the wind-up of the ODA.
Annually the ODA produces a Plan which combines the requirements of the ODA
Management Statement to produce a Corporate Plan, an Annual Business Plan
and an Annual budget. This Plan is submitted to GOE for agreement with funders
and the Olympic Board. The ODA Plan summaries can be found on the ODA
intranet site.
Created by: ODA PAO
Status: APPROVED
19
UNCLASSIFIED
UNCLASSIFIED
The Plan sets out:
- A review of ODA‟s performance in the preceding financial year together with
comparable outturns for each of the previous years and an estimate of
performance in the current year;
- Alternative scenarios to take account of factors which may affect the
execution of the plan but which cannot be forecast accurately;
- Key targets, milestones for the year immediately ahead and is linked to
budgeting information.
Full details of the requirements for the ODA
Business Plan are included in the ODA Management Statement; and
- Annual review of budget.
Created by: ODA PAO
Status: APPROVED
20
UNCLASSIFIED
UNCLASSIFIED
3.3
Executive Level Governance
Executive level governance focuses on strategic level governance including approvals for strategies, policies and projects, as well
as strategic decision making. The diagram in figure 4 outlines the executive level governance bodies within the ODA. Refer to
Appendix A for terms of reference for each group.
CONSTRUCTION PROGRAMME - STRATEGY / POLICY / PROJECT APPROVALS
PARK OPERATIONS AND TRANSFORMATION
PROGRAMME DELIVERY
ODA Board
Monthly
Purpose
• ODA Oversight
• Ensuring high standards of
corporate governance
ODA Governance Meeting
OLYMPIC BOARD
Board Committees
External Stakeholder Governance Meeting
Chair ODA Chairman
• Project Approval
• Strategic Issues
• Policy Issues
Key
Issues
ODA / OPLC Joint
Programme Board
Purpose
• Provide oversight,
Quarterly
coordination and decision
making relating to areas of
common interest between the
ODA and OPLC.
Chair
• OPLC CEO
Park Operations
Steering Group
Monthly
Purpose
• Provide strategic oversight and
leadership of the planning and
delivery of London 2012 Olympic
Park Operations
Chair
• LOCOG Director of Games
Operations
Equality Inclusion Employment
Skills Project Board
Monthly
Purpose
• Provide strategic direction and policy guidance
• Drive progerss of project portfolio
• Approve E&S project SOCs and Business Cases
ahead of EMB or NSAfC approval
(dependant on funding source)
• Assess status of all deliverables (including financials
and programme)
• Ratify Change Control summary
• Remove roadblocks
• Review risk and issue status
Chair ODA Director of Construction
EMB
Monthly
Purpose
• Review & approve SOCs &
Business Cases
Strategic issues
• Review & approve Policy &
Strategy
• Review strategic issues & risks
• Review programme and project
status
OPERATIONS BOARD
• See separate chart
Strategic
Issues
Chair
• ODA CEO
Strategic Issues
Project Key
Issues
Programme Risk Review
Quarterly
Purpose
• Review top risk status
and agree prioritisation
Co-Chairs
• Head of Risk & Audit (ODA)
• Deputy Programme
Director (CLM)
Learning Legacy
Steering Group
Purpose
• Promote external
Monthly
dissemination of good practise
and lessons learnt and
provide oversight to business
case close out and, lessons
learned publication.
Chair
• ODA Director of
Infrastructure
Strategic Security
Project Board
Quarterly
Purpose
• Set the strategic
direction of security
• Issues resolution
Chair
• ODA Director of
Construction
PROGRAMME DELIVERY
TRANSFORMATION
PROJECT BOARD
SECURITY PROJECT
BOARD
PARK SERVICES
PROJECT BOARD
Figure 4 Executive Level Governance
Created by: ODA PAO
Status: APPROVED
21
UNCLASSIFIED
Business
Case
Approvals
Status Review
PROJECT BOARDS
AND
IMPLEMENTATION
REVIEWS
UNCLASSIFIED
3.3.1
Chief Executive
The Chief Executive is designated as the ODA‟s Accounting Officer and is
responsible for safeguarding public funds and ensuring propriety and regularity in
their handling. He is responsible for the day-to-day operations and management
and reports to the Chairman and Board working with them to set the overall
direction, policy and plans of the ODA. Refer to the ODA Management Statement
for full details of Chief Executive role.
3.3.2
Executive Management Board
The Executive Management Board (EMB) is responsible for supporting the Chief
Executive in developing the ODA‟s strategic direction, in ensuring that the ODA
delivers its objectives and in managing the organisations resources effectively.
The EMB key responsibilities include:
- Reviewing and approving Policy and Strategy;
- Reviewing strategic issues and risks;
- Reviewing and approving papers for submission to the ODA Board;
- Assessing the Strategic Impact of Programme status;
- Approving major changes in cost scope and schedule Reviewing and
approving Strategic Outline Cases & Business Cases;
- Ensuring good decision making across the Programme;
- Reviewing and agreeing internal and external communications;
- Reviewing current status of the overall programme against plan, key issues
and risks;
- Approving Monthly Progress report; and
- Ensuring effective governance and decision making within the programme.
Meetings are scheduled monthly, one week before the ODA Board meeting. Other
meetings will be convened as required.
Refer to Appendix A7 for Terms of Reference.
Created by: ODA PAO
Status: APPROVED
22
UNCLASSIFIED
UNCLASSIFIED
3.4
Programme Level Governance
Programme level governance focuses on Programme Delivery. The diagram in figure 5 below outlines the programme level
governance bodies within the ODA. Refer to Appendix A for terms of reference for these groups.
PARK OPERATIONS AND TRANSFORMATION
EMB
VILLAGE PROGRAMME
CONTROL GROUP (PCG)
Monthly
Purpose
• Review & approve SOCs &
Business Cases
• Review & approve Policy &
Strategy
• Review strategic issues & risks
• Review programme and project
status
Chair ODA CEO
STRATEGY / POLICY /
PROJECT APPROVALS
External Stakeholder
Governance Meeting
ODA / OPLC JOINT
PROGRAMME
BOARD
Monthly
Purpose
Set strategic direction and policy
Review overall programme
performance
Oversight of Regeneration
Agreements
PARK
OPERATIONS
STEERING
GROUP
Co-Chairs
ODA CEO
Lend Lease CEO
Project and
Programme status
CHANGE BOARD
OPERATIONS BOARD
Monthly
Fortnightly
Purpose
• Resolution of issues and removal of
constraints that are preventing progress.
• Anticipate areas of potential future
concern
so that mitigating actions can be agreed
and
implemented.
PROGRAMME DELIVERY
Purpose
• Ratify major project & programme
changes
• Review change trends
Chair Director of Construction
Chair Director of Construction
Change approval
Key Issues
Key Issues
COMMERCIAL BOARD
INFORMATION
MANAGEMENT STEERING
GROUP
TO BE UPDATED
Project Status
Change requests
Key Issues
Key Issues
DELIVERY CLOSE OUT
STEERING GROUP
Monthly
Monthly
Monthly
Purpose
• Provide overall governance
to key commercial
decisions to ensure and
construction contracts
achieve their stated aims
• Monitor insolvency risk
Chair Head of Commercial
(ODA)
Key Issues
TO BE UPDATED
IT PROJECT STEERING
BOARD
PROJECT BOARDS AND
IMPLEMENTATION REVIEWS
Key Issues
Key Issues
TRANSFORMATION PROJECT
BOARD
VILLAGE OPERATIONS
Monthly
Monthly
Purpose
• Issues escalation from IT
project boards
• Approval of business cases
and changes
TO BE UPDATED
Chair Head of Commercial
(ODA)
Monthly
Purpose:
• Overseeing any further design
development of the ODA
Transformation Masterplan
• Agree ng scope and delivery
parameters
• Developing any overlapping OPLC/
LOCOG Transformation proposals to
be delivered during or before the 20122014 period
Chair:
• ODA Head of Design
Key Issues
PARK SERVICES PROJECT
BOARD
Monthly
Purpose
• To oversee the functioning of the
Park Operations project and reporting
on its progress to the Steering Group
against its agreed scope, cost, time
and priority theme commitments.
Chair
• ODA Director of Design
and Regeneration
DECISIONS/APPROVALS
DECISIONS/APPROVALS
DECISIONS/APPROVALS
DECISIONS/APPROVALS
IT PROJECT BOARDS
• Commercial issues
• Incentivisation plans
TO BE UPDATED
• Business Cases
• Key Project Decisions
• Changes
DECISIONS/APPROVALS
TO BE UPDATED
TO BE UPDATED
DECISIONS/APPROVALS
• IT Business Cases
• IT Changes
Figure 5 Programme Level Governance
Created by: ODA PAO
Status: APPROVED
23
UNCLASSIFIED
DECISIONS/APPROVALS
• Business Cases
• Changes
DECISIONS/APPROVALS
• Business Cases
• Changes
UNCLASSIFIED
3.4.1
Programme Briefing Session
The Programme Briefing Session is a monthly meeting which provides an update
to Government (GOE) on the programme performance.
Attendees are:
- ODA Director of Construction;
- ODA Director of Finance and Corporate Services;
- ODA Head of Programme Assurance;
- GOE Director of Build and Finance;
- GOE Head of Projects;
- CLM Programme Director; and
- CLM Deputy Programme Director(s).
3.4.2
Change Board
The change board is responsible for the change approvals process. It reports into
the programme board and is chaired by the ODA Director of Construction. Key
responsibilities are:
- Reviewing, understanding and agreeing prospective and proposed changes
to time, cost, schedule and scope to the programme;
- Reviewing implications to budget and schedule;
- Managing risk associated with changes;
- Ratifying / making decisions on major project and programme changes; and
- Reviewing change trends.
- Ratifying the exercise of CLM‟s limited delegated authority to commit to
changes.
Refer to Appendix A12 for terms of reference.
3.4.3
Operations Board
The purpose of the Operations Board is to provide overarching operational
management of the delivery of the ODA construction programme. It will primarily
be focused on the resolution of issues (technical, process or commercial) and
removal of constraints that are preventing progress, especially where ODA support
is required in decision making, interface management or removal of roadblocks. It
will also anticipate areas of potential future concern so that mitigating actions can
be agreed and implemented.
Created by: ODA PAO
Status: APPROVED
24
UNCLASSIFIED
UNCLASSIFIED
3.4.4
Transformation Board
The Transformation Project Board will be established to monitor the Transformation
and post Games works, with key responsibilities being to:
- Assure the alignment of transformation scope, schedule and budget
- Monitor the progress of Transformation programme
- Oversee further design development of the Transformation masterplan and
the post Games scope.
- Agree changes to the ODA / OPLC scope baseline in principle and
recommend changes to the ODA Change Board where required.
- Escalate change and scope decisions to the Joint ODA/OPLC Programme
Board (JPB) where required
- Act as the Client Review Body for Design Stage (RIBA stage) approvals
where required.
Progress on the early works will be reported through the PSRs for each project with
a summary being pulled together to report on overall progress to the Board.
Created by: ODA PAO
Status: APPROVED
25
UNCLASSIFIED
UNCLASSIFIED
3.5
Project Level Governance
Project level governance focuses on Project Delivery. The diagram in figure 6
below outlines the programme level governance bodies within the ODA. Refer to
Appendix A14 for Project Board terms of reference and Appendix A19 for other
groups.
PROJECT BOARD a d
(Pre-Contract Only)
ODA/CLM PROJECT IMPLEMENTATION
REVIEWS c
Monthly
Purpose:
• Drive Project Progress
• Approve SOC and Business Case ahead of EMB
approval
and priority themes) and Change Control summary
Monthly
Purpose:
and priority themes) and Change Control summary
Chair:
• CLM Delivery Director
Chair:
• Accountable Director/CLM Delivery Director
EXTERNAL STAKEHOLDER
MEETINGS
PROJECT MANAGEMENT
MEETINGS b
Monthly or
Weekly or
Purpose:
Quarterly
• Share Project Status with
external Stakeholders
• Obtain buy-in to project strategy, SOC
and BC
Fortnightly
Purpose:
• Drive Project progress
• Review and resolve issues and risks
• Change Control
Chair:
• Project Manager
Chair:
• Project Sponsor
a
b
c
d
Includes all Venues and Infrastructure projects as well as Transport and Security projects.
Delivery Partner controls detailed schedule for these.
Does not include Transport, Village and SCRD.
The Stratford City Village Development Project Board fulfils the Project Board function.
Figure 6 Project Level Governance
3.5.1
Project Boards
The project boards are responsible for supporting the Accountable Directors
(SROs) in driving the successful delivery of the projects according to agreed scope,
cost, time and priority theme commitments.
They exist until either contract is
reached, or Stage D design is complete (at SROs‟ discretion) after which they are
superseded by the Project Implementation Reviews.
Project Boards are chaired monthly by the relevant ODA Accountable Director and
report to the Programme Board. Refer to Appendix A14 for terms of reference.
3.5.2
Project Implementation Reviews
A Project Implementation Review is required for each project post-contract or when
Stage D design is complete. It is chaired by the Delivery Partner Programme
Director.
Created by: ODA PAO
Status: APPROVED
26
UNCLASSIFIED
UNCLASSIFIED
The Project Implementation Review will have internal CLM/ODA attendees only.
Project Sponsors will attend the Project Review in an assurance role/client
representative role. External Stakeholders will continue to be briefed via External
Stakeholder meetings.
The Project Implementation Reviews will be responsible for driving the successful
delivery of the projects according to agreed scope, cost, time and priority theme
commitments and escalating issues to the Programme Board as appropriate.
3.5.3
External Stakeholder Meetings
External Stakeholder meetings review the project throughout its lifecycle with the
key stakeholders. These meetings share common terms of reference.
A summary of the key responsibilities is listed below:
- Ensuring that stakeholder requirements are reflected in the project brief and
business case;
- Expediting key stakeholder approvals;
- Ensuring that the relevant bodies are fully appraised of project strategy and
progress in order that funding can be approved in a timely manner;
- Facilitating the ODA decision-making and approvals process by acting as a
key review body for project documentation (e.g. business case, project brief
and risk register);
- Assisting in the assessment of major change requests relating to
requirements; and
- Highlighting key risks and opportunities and initiate action plans to mitigate
risk or secure opportunity.
Security, Equality, Inclusion, Employment & Skills and Transport have significant
external stakeholder interaction – governance meetings are shown at 3.7.2, 3.7.6
and 3.8
3.5.4
Project Management Meetings
All projects have regular project management and contract review meetings led by
the Delivery Partner Project Manager. The ODA Sponsor attends as client
representative and GOE is an optional attendee.
Created by: ODA PAO
Status: APPROVED
27
UNCLASSIFIED
UNCLASSIFIED
3.5.5
Stratford and Olympic Village Governance
Athletes Village Changes for Approval
PROGRAMME CHANGE BOARD
Commercial recommendations
OPERATIONS BOARD
EMB
STRATFORD AND OLYMPIC
VILLAGE GOVERNANCE
ODA Commercial Board
Project and
Programme Status
Athletes Village
Commercial Board
Commercial
recommendations
Monthly
Purpose:
• Review commercial progress
• Provide leadership on claims
and contract close out
Commercial issues escalation
Chair:
• ODA Sponsor Village Vertical
Build Construction and
Infrastructure
Village Programme Control Group
(PCG)
OFA Steering Group
Monthly
Purpose:
Set strategic direction and policy
Review overall programme performance
Review and resolve issues escalated from
other Athletes Village Vertical Build, Z2-7
Infrastructure or Community Project
forums
Oversight of Regeneration Agreements
Purpose:
Identifies, resolves and
manages ODA/LOCOG
use of and interface with
Stratford City Shopping
Centre.
Co-Chairs:
ODA CEO
Lend Lease CEO
Monthly
LOCOG interface issues escalation
Chair:
• ODA Sponsor,
Development and Property
Transactions
DMA issues escalation
Project status and issues escalation
Interface and Funding Agreement Issues
Health and Safety issue escalation
Project status and
issues escalation
Athletes Village
Operations Board
Village SHELT
Chair:
• CLM Programme Director,
Athletes Village
Z3-6 Infrastructure
Monitoring Meeting
Monthly
Monthly
Fortnightly
Purpose:
• Reviews current issues and
drives management direction.
Project status and
issues escalation
Purpose:
• Review Health and Safety
performance issues on
Athletes Village
• Drive Health and Safety
leadership
Purpose:
• Drives Z3-6 infrastructure
progress
• Monitors Z3-6 interface
milestones
• Ratifies change control summary
• Reviews risk and issue status
Chair:
• Lend Lease Programme
Director
Co-Chairs:
• ODA Infrastructure SRO
• Developer 1
Z1 Infrastructure/Logistics/
Utilities Monitoring
Meeting
Monthly
Purpose:
Monitors commercial and
programme performance
against the interface
agreement
Issues Resolution for Z1-7
Interfaces
Co-Chairs:
• ODA Infrastructure SRO
• SCDL
Chair:
ODA Sponsor, Development
and Property Transactions
Project status and
issues escalation
Monthly
Village Vertical Build Monthly Project Reviews
Monthly 1 per project
Purpose:
• Approve changes within
delegated authority
Purpose:
• Implementation review of Individual Project PSRs, including HSE, Procurement, Design and Town
Planning, Risk, Issue and Opportunity, Cost/Commercial and Construction.
Chair:
• ODA Sponsor Village Vertical
Build Construction and
Infrastructure
Chair:
• Lend Lease Director of Construction
Figure 7 Stratford and Olympic Village Governance
Created by: ODA PAO
Status: APPROVED
28
UNCLASSIFIED
Monthly
Purpose:
• Drives Z1 infrastructure
progress
• Monitors Z1 interface milestones
• Ratifies change control summary
• Reviews risk and issue status
Commercial issues
escalation
Village Vertical Build
Change Board
Interface Liaison Group
(Z1-7 Interface)
DMA Adminstration
Meeting
Monthly
Purpose:
• Address contractual issues
arising concerning the
Development Management
Agreement (DMA)
Chair:
• ODA Director of Finance
UNCLASSIFIED
3.5.6
Security Governance
The Stakeholder Sign off and ratification document demonstrates the process by which ODA achieve external stakeholder
endorsement.
ODA Security Governance
FUNDERS
OPRG
Key:
GIB
Stakeholder Meetings
Olympic Security Board
ToR: Provide a stakeholder interface
by which Home Office can assure
delivery of London2012 security at a
strategic level.
Chair: Sir Charles Farr
EMB
M
OPERATIONS BOARD
• Strategic Issues
• Changes
M
Monthly Meeting Frequency
B
Bi-Weekly Meeting Frequency
Q
Quarterly Meeting Frequency
W
Weekly Meeting Frequency
• Issue Escalation
SECURITY STRATEGIC BOARD
Venue Security Integration Board
ToR: Provide a stakeholder interface
between OSD and their London2012
security stakeholders.
Chair: Robert Raine
M
Change
Requests
ToR:
• Manage relationships / requirements with key external
Stakeholders
Chair: Director of Construction
M
SECURITY PROJECT BOARD
Venue Security Delivery Board
ToR: Provide a stakeholder interface M
by which LOCOG can drive delivery at a
strategic level
Chair: Sir Ian Johnston
External
Issue
Escalation
M
ToR:
• Approve SOC and Business Case ahead of EMB
approval
• Assess status of all deliverables (including financials and
priority themes) and Change Control summary
Chair: Director of Construction
Status, Key issues, change requests
Stakeholder issues, input
Security Stakeholder / Interface Meetings
Bilateral Olympic Security
Directorate Meeting
ToR: Ensure effective
integration between ODA
Security and OSD activities
Information Security
Working Group
InfoSec Project Board
Village Security
Steering Group
M
ToR: Overall
Coordination of Zone.
Provides a strategic lead to
the OCZ Risk Working
Group.
Q
ToR: Assure a robust
security regime for the AV
through the effective
integration and delivery of
all security projects within
that space.
Chair: Deputy Assistant
Commissioner MPS
Chair: ODA Head of
Security
W
Chair: Deputy Assistant
Commissioner MPS
ToR: Principal interface
between Information Security
Function and Key Business
Stakeholders (ODA / CLM /
LOCOG)
Olympic Coordination
Zone Security Risk
Board
ToR:
• Assess status of all
deliverables (including
financials and priority
themes) and Change
Control summary
M
ToR: Review the security W
programme and to discuss
issues relating to its
delivery
Chair: ODA Head of
Security
Chair: Departmental
Security Officer (DSO)
BCCM Steering Group
ToR:
• To oversee the BCCM
Programme
• Review the level of
preparedness to manage
potential disruptive
incidents.
M
Chair: Departmental Security
Officer (DSO)
Chair: ODA BCCM
Manager
Figure 8 Security Governance
Created by: ODA PAO
Status: APPROVED
29
UNCLASSIFIED
Programme Review
Meeting
M
Chair: ODA Head of
Security
M
Chair: ODA Head of
Security
Project Technical
Review
Security Team Meeting
ToR: Ensure
communications are
effective, discuss key
issues and review
outstanding actions
CPSS Project Board
ToR: Ensure effective
integration of CPSS
activities
W
ToR:
Consider ODA Security
Technical solutions
Allow Security
Stakeholders to provide
design input for
consideration by
suppliers.
W
Chair: ODA Deputy Head of
Security
UNCLASSIFIED
3.5.7
IT Governance
EMB
OPERATIONS BOARD
CHANGE BOARD
IT Function
Governance Meeting
Structure
Delivery Issues
Client Service Review Meeting
Quarterly
Purpose:
• Responsible for overall relationship between Atos and
ODA
• Reviews key issues escalated from working meetings
• Looks ahead to future activities
Chair:
• Head of Systems and Technology
IT PSB
Attendees:
ODAHead of Systems and Technology,
Commercial Manager,
Chief Enterprise Architect,
Service Delivery Manager
Atos – General Manager,
Service Delivery Manager,
Delivery Director
Information Technology Project Steering Board
Fortnightly
Purpose:
• To direct and review all IT Projects throughout the project
lifecycle, ensuring projects provide clear business benefit;
VFM; meet business requirements; comply with ODA policies
and standards.
• Review and Approve stage gate decisions delegated to the
IT Sponsor
• Make recommendations to BSCB if they exceed delegated
authority of IT Sponsor
• Review overall IT Programme status and risks and define
and agree specific remedial actions
Chair:
• Head of Systems and Technology [IT Sponsor]
Information Security Working
Group
Coordination
Information Security Steering
Committee
Refer to security governance
framework
Key issues,
change
approvals
Status, Key Issues, Change Requests
Operational Security Meetings
Fortnightly
Purpose:
• To review current security incidents and
actions
• To provide a regular performance review of
Security BAU items
• To ensure all parties are aware of relevant
issues & risks
Chair:
• ODA Service Delivery Manager
Attendees:
• Infosec, Atos, Service & Opsec Manager &
Infosec CM
Service Delivery Review Meetings
Atos – Delivery Director,
Delivery Manager
Status, delivery issues
Status, Key
Issues, Change
Requests
IT Service Delivery Board
Weekly
Type
• Service Help Desk Team
• IT Security Meeting
• Incident Meeting
Purpose:
• To review detailed items for improvement in
services
• To review service performance weekly
• To review actions and issues as they arise
• To review risks relevant to BAU services
• To agree Monthly Report content and key
incidents
Chair:
Attendee:
• Atos Service Delivery Manager
Attendees:
ODAHead of Systems and Technology
Commercial Manager,
Chief Enterprise Architect,
Service Delivery Manager
IT Project Delivery Governance
IT Service Delivery Governance
Monthly
Purpose:
• To ensure a formal review of the IT Services
listed within the live service catalogue
• Ensure Key Metrics & SLAs are achieved for
IT Services
• Agree and monitor service improvements
where required
• Ensure contractual adherence to IT Services
Chair:
Attendee
Atos Service Delivery Manager
ODA/CLM/Atos Working Meeting
Fortnightly
Purpose:
• Reviews key projects and issues coming out of Project
Boards
• Reviews Service Delivery Issues
• Reviews operational and commercial issues
Chair:
• Head Systems and Technology
IT Project Board: Infrastructure
IT Project Board: Security
Architecture Board
IT Project Board: IM
IT Project Board: InfoSec
As required
Purpose:
• Governs and makes decisions on ODA‟s IT
and Information Architecture
• Review and agree recommendations made
by Design Authority
• Formally agree stage gate architecture
recommendations to be submitted to IT PSB
Monthly
Purpose:
• Responsible for corporate view of project
portfolio
• Ensure key programme wide issues & risks
that can affect the Business Case such as
commercial, legal and financial are reviewed
and blockages addressed
• Be the consensus body for mitigation actions
and forward direction decisions.
Chair:
• Capability Manager [for relevant Board]
Chair:
• ODA Chief Enterprise Architect
Key Suppliers Review Meetings
Change recommendations
Monthly
Purpose:
• To review service performance with third
parties (e.g. Fujitsu & Xerox)
Chair:
Attendees:
• Third Party Supplier Service Delivery
Managers (e.g. Atos, Fujitsu), Key Business
Owners
Status, Key Issues,
Change Requests
IT Project Team Meetings
Weekly
Purpose:
• Drive project progress
• Assess risks and issues during project
execution and escalate if necessary
Chair:
• Project Managers
Figure 9 IT Governance
Created by: ODA PAO
Status: APPROVED
30
UNCLASSIFIED
UNCLASSIFIED
3.5.8
Park Operations Steering Group
Park Operations
Steering Group
External Stakeholder
Governance Meeting
Monthly
Purpose:
Park Operations.
Chair:
• LOCOG Director of Games
Operations
ODA BOARD
Park Services
Project Board
Monthly
Purpose:
Park Operations.
EMB
Chair:
• ODA Director of Design and
Regeneration
PROCUREMENT WORKING GROUP
ODA/LOCOG JOINT WORKING
GROUP
PARK PROTOCOLS & OVERLAY
WORKING GROUP
Chair: ODA Park Operations Executive
Figure 10 Park Operations Governance
Created by: ODA PAO
Status: APPROVED
31
UNCLASSIFIED
UNCLASSIFIED
3.5.9
ODA / OPLC Joint Programme Board
ODA / OPLC Joint
Chairs Meeting
External Stakeholder Meeting
(Quarterly)
ODA Executive
Management
Board
Key Issues
OPLC Executive
Management
Board
Executive Governance
OPLC / ODA Joint
Programme
Board
Park Operations
Steering Group
Programme Management Meetings
Transformation
Project Board
Village and
Stratford City
Working Group
Land and Legals
Working Group
FM, Operations,
Commissioning
and Handover
Working Group
Key Working Groups – See Appendix 1
Figure 11 ODA/OPLC Joint Programme Board Governance
Created by: ODA PAO
Status: APPROVED
32
UNCLASSIFIED
UNCLASSIFIED
3.5.10 Equality, Inclusion, Employment & Skills Governance
EQUALITY, INCLUSION, EMPLOYMENT &
SKILLS BOARD
Equality, Inclusion, Employment &
Skills Meeting Structure
ODA BOARD
EMB
CHANGE BOARD
OPERATIONS BOARD
Quarterly
Purpose:
Drive Employment & Skills
throughout the programme
Allow strategic review of
interdependencies of employment and
skills workstreams
Chair: ODA CEO
Change Approvals
ODA Chaired
Stakeholder Meeting
Delivery Issues
Strategic issues
Status update
Non-ODA Chaired
Stakeholder Meeting
EQUALITY, INCLUSION, EMPLOYMENT & SKILLS PROJECT
BOARD
5BU Partnership Board
London 2012 Inclusion Group
Quarterly
Focus:
• City Strategy Pathfinder in East
London
• Olympic Employment & Skills for 5
Boroughs
3 x P.A.
Purpose:
Consult and advise on approaches to
equality and diversity across London
2012 and review strategic progress
Participate in community engagement
activities related to London 2012
Chair:
• Councillor (LB Greenwich)
EXTERNAL STAKEHOLDER
MEETINGS
NSAfC PARTNERSHIP BOARD
Chair:
• Head of EIES (ODA)
Equality@ 2012
Bi-Monthly
Purpose:
LEST
Bi-Monthly
Focus:
• implementation of the programme
for skills & employment across
London incl. Olympics
Chair:
• Borough Liaison Manager (GLA)
London 2012 Equality and
Diversity Forum
Bi-Monthly
Purpose:
Discuss, evaluate and monitor
equality and diversity matters that
relate to the Games and work to
ensure equality and diversity is
effectively co-ordinated
Built Environment.Access Panel
(BEAP)
Monthly
Purpose:
• To provide advice and information to
the ODA in relation to Inclusive Design
Standards and built environment
proposals for the Olympic Park
including public realm, parklands and
venues
Chair:
• Principal Access Officer (ODA)
Capacity building with contractors
around E&I. To support Contractor
E&I practitioners including working
collectively in a network.
Discuss company activity and create
a safe environment where issues and
concerns can be confidentially shared
Chair
Co-Chair:
• Director of Construction (ODA)
• Director of Olympic Opportunity
(LDA)
OPS MEETING
Contractors’ CSR Group
Quarterly
Purpose:
• To facilitate stakeholder comment
and input into E&I design prior to
planning.
Bi-Monthly
Purpose:
• To work in partnership with
contractors to engage in, identify,
analyse and implement activities
worthy of a collective or collaborative
approach by all / or a group of
contractors.
Chair:
• Board Champion for Diversity (ODA)
Chair:
Access & Inclusion Forum
Quarterly
Purpose:
• Monitors achievement of objectives
against skills strategy and
Employment outputs
• Approve E&S project SOCs and
Business Cases
• Manage disbursement of funding
Fortnightly
Purpose:
• Review and resolve issues and
risks across all stakeholders
Co-Chair:
• Head of Olympic Opportunity
(LDA)
• EIES Manager (CLM)
Share best practice
Chair: GLA
Bi-Monthly
Purpose:
• To monitor achievement of
objectives against London 2012
Sustainability Plan
Chair:
• GLA
Technical Fora
CSR Group
Ad Hoc
Purpose:
• To facilitate stakeholder comment
and input into Equality and Inclusion
design prior to planning.
Monthly
Purpose:
Chair:
Status, Key issues, change requests
PROJECT MANAGEMENT MEETINGS
EIES TEAM MEETING
Monthly
6 Monthly
Purpose:
• To share progress with EHRC
To discuss compliance with ODA‟s
public equalities duties
Weekly
Purpose:
risks
• Change Control
Chair:
Chair:
DEMAND SIDE MEETING
Purpose:
risks across all stakeholders
Co-Chair:
• CLM E&S Maagers
Chair:
Figure 12 Equality, Inclusion, Employment & Skills Governance
Created by: ODA PAO
Status: APPROVED
33
UNCLASSIFIED
EIES MANAGEMENT TEAM MEETING
Purpose:
risks
• Change Control
Monthly
EHRC Meeting
London 2012 Sustainability
Group
Monthly
Purpose:
• Drive progerss of project portfolio
• Approve E&S project SOCs and Business Cases
ahead of EMB or NSAfC approval
(dependant on funding source)
and programme)
• Ratify Change Control summary
Chair:
• ODA Director of Construction
HR E&I Steering Group
Quarterly
Purpose:
• Drive progress
• Review and resolve issues
and risks
Chair: Head of HR (ODA)
UNCLASSIFIED
3.5.11 Sustainability Governance
ODA BOARD
ODA Chaired
Stakeholder Meeting
Non-ODA Chaired
Stakeholder Meeting
Safety Health and
Environment Committee
Quarterly
Purpose:
• Reviews the suitability and
implementation of the HS&E
• Standard and associated
policies
EMB
Stakeholder issues
Chair:
• ODA Chairman
CHANGE BOARD
LEARNING LEGACY
STEERING GROUP
OPERATIONS BOARD
EXECUTIVE LEVEL GOVERNANCE
Progress Status
STAKEHOLDER
MEETINGS
Chair: London Assembly
JLARS Meeting
Purpose:
6-Weekly
• Issue resolution
• Update to PDT and EHOs on
environmental health matters
• Engagement of LAs on
notifications and consents
Chair: JLARS Pollution Control
Officer
SHELT
Land and Water Regulatory
Meeting (EA/BW/TW)
London Assembly
Purpose:
Ad hoc
• Update the London Assembly
on ODA‟s progress against
the London 2012
Sustainability Plan
Status, Key issues,
change requests
London 2012
Sustainability Group
Conference
Fortnightly
Purpose:
• Issues resolution on water,
eg, surface water, ground
water surgery, etc.
• Issues related to the EA SLA
• Issues related to the BW
Asset Protection Agreement
and consents requirements
Chair: Head of Environment and
Sustainability Assurance (CLM)
London 2012
Sustainability Group Meeting
Purpose:
Annual
• Update to key stakeholders
on London 2012
Sustainability Plan
Purpose:
Bi-monthly
• Monitors achievement of
objectives against London
2012 Sustainability Plan
Co-Chair: Interim Advisor of
Environment (GLA) & Director,
Strategy and Sustainability
(DEFRA)
Co-Chair: Interim Advisor on
Environment (GLA) & Director,
Strategy and Sustainability
(DEFRA)
Ad hoc
Purpose:
• To facilitate stakeholder
comment and input to
Sustainability design prior to
planning.
Chair: Commission for a
Sustainable London 2012
CSL Quarterly Review Meeting
Purpose:
• Review and discuss
Quarterly Reports
Quarterly
Chair: Principal Sustainable
Development & Regeneration
Manager
Fortnightly
Purpose:
• Directors of the Principal
Contractors to share lessons
learnt from HS&E with CLM
senior management.
Purpose:
Review and approve Learning
Legacy products for
sustainability
Chair: Executive (CLM)
Chair: Head of Sustainability
(ODA)
Change Approvals
Delivery Issues
o
CSL Review Meeting
Sustainability Learning Legacy
Group
Monthly
Quarterly
LOCOG / ODA Review Meeting
Monthly
Purpose:
• To coordinate sustainability
programme with key London
2012 stakeholder
Co-Chair: Head of Sustainability
(LOCOG) & Principal
Sustainable Development and
Regeneration Manager (ODA)
Olympic Programme
Environment Managers
Monthly
Purpose:
• Share best practice and
lessons learnt
• Highlight current or
emerging E&S issues
• Provide feedback on
performance
• Reward and recognise
exemplar practice or
individuals on site
Chair: Head of Environment
and Sustainability Assurance
(CLM)
Figure 13 Sustainability Governance
Created by: ODA PAO
Status: APPROVED
34
UNCLASSIFIED
HS&E Forum
Bi-monthly
Purpose:
• Principal Contractors and
CLM to share lessons learnt
from HS&E incidents and to
discuss in an open forum
solutions for forthcoming
issues
Chair: Head of Health &
Safety and Sustainability &
Environment
(CLM)
Environment and
Sustainability Meetings
Purpose:
• Drive progress
• Review and resolve
issues and risks
Weekly
Chair: Principal Sustainable
Development &
Regeneration Manager
(ODA)
UNCLASSIFIED
3.5.12 Health and Safety Governance
ODA BOARD
ODA Chaired
Stakeholder Meeting
Non-ODA Chaired
Stakeholder Meeting
Safety Health and
Environment Committee
Quarterly
Purpose:
• Reviews the suitability and
implementation of the HS&E
• Standard and associated
policies
EMB
Stakeholder ssues
Chair:
• ODA Board Member
CHANGE BOARD
LEARNING LEGACY
STEERING GROUP
OPERATIONS BOARD
EXECUTIVE LEVEL GOVERNANCE
Progress Status
PROGRAMME LEVEL GOVERNANCE
LEADERSHIP BOARD
½ Yearly
Purpose:
• Oversight and direction of
leadership programme
Chair: ODA CEO
Issues
escalation
Strategy
and policy
SHELT
Health and safety Learning Legacy
Steering Group
H&S Leadership Meeting
Monthly / Quarterly
Monthly
Monthly / Quarterly
Purpose:
• Directors of the Principal
Contractors to share lessons
learnt from HS&E with CLM
senior management.
Purpose:
• Drive health and safety
performance on the project.
Purpose:
Review and approve Learning
Legacy products for
Health and Safety
Chair: HSE
Status, Key issues,
change requests
STAKEHOLDER MEETINGS
H&S Practitioners’ Forum
SAGOP (Safety Advisory
Group for Olympic Park)
JLAB Meeting
JLARS Meeting
Purpose:
Quarterly
• Provision of info on
Programme.
• Logging progress
towards submission of
LOCOG application for
licenses.
Quarterly
Purpose:
• Update on progress
towards Building Control
certification.
• Issue Resolution
Purpose:
Quarterly
• Issue resolution
• Engagement of LAs on
notifications and
consents
Chair: London Borough of
Newham
Chair: ODA Head of
Health and Safety
Chair: Executive Director
Environment, London
Borough of Newham
HSE
Quarterly
Purpose:
•
Ad hoc
Purpose:
• Update and
exchange any info on
programme
• Regulator visits etc.
Chair: ODA Health and
Safety
Chair:
HS&E Forum
Purpose:
• Principal Contractors and CLM
to share lessons learnt from
HS&E incidents and to discuss
in an open forum solutions for
forthcoming issues
Chair: Head of Health & Safety
and Sustainability &
Environment
(CLM)
Figure 14 Health and Safety Governance
Created by: ODA PAO
Status: APPROVED
35
UNCLASSIFIED
Health and Safety Meetings
Bi-monthly
Village
Health and Safety Meetings
Weekly
Weekly
Purpose:
• Drive health and safety
performance across the
Park.
issues and risks
Purpose:
• Drive the H&S agenda
on the Village.
issues and risks
Chair:
Chair:
UNCLASSIFIED
3.5.13 ODA / LOCOG Governance
FUNDERS
OPRG
GIB
ODA Led Meeting
Olympic Security Board
LOCOG Led Meeting
Monthly
Purpose:
• Highest level of security review
against current or anticipated
threat level. Ratifies
recommended security options
• Ensures Government /IOC
contracts honoured.
Chair:
• Charles Farr – Home Office
ODA/LOCOG Joint
Meeting
Government Led
Meeting
Park Operations
Steering Group
Purpose:
Park Operations.
Purpose :
Chair:
• Doug Arnott - LOCOG Director
of Games Operations
Chair :
• ODA Director of Transport
• LOCOG Head of Transport
Integrated Transport
Planning Forum
Purpose:
Monthly
• Resolution of Cost and
Scope allocation between
ODA and LOCOG
Chair:
• ODA Director of Transport
• LOCOG Head of Transport
•
•
•
•
•
• Cost and Scope Reconciliation
Working Group
• Change Control Integration JIG
Programme Mgmt
Venue Ops
Site Mgmt
Licensing & testing
Overlay
Transport Working Groups
•
•
•
•
Tactical Operations Group
Strategic Ops Risk Group
Programmers Forum Group
Olympic Transport HR Group
Figure 15 ODA / LOCOG Governance
Created by: ODA PAO
Status: APPROVED
36
UNCLASSIFIED
Venue Security
Integration Board
Monthly
Purpose:
• To ensure security
requirements fits with the wider
Olympic Programme and
Government operations.
• To ratify recommended security
options.
Chair:
• Robert Raine - OSD
Venue Security
Delivery Board
Monthly
Purpose:
• Stakeholder agreement on
scope
• Recommendations on security
options
Chair:
• Ian Johnson - LOCOG
Cost and Scope Reconcilation
Working Groups
PARK OPERATIONS
WORKING GROUPS
Monthly
• Information sharing/ joint
planning .
Co-Chairs:
• Neil Wood – LOCOG
• Dennis Hone - ODA
PARK OPERATIONS
WORKING GROUPS
Quarterly
Co-Chairs:
Purpose :
Chair:
• ODA Director of Design and
Regeneration
• Access & Protocols
• APM
Purpose:
• Decision making on ODA/
LOCOG plans and issues
Cost & Scope Reconciliation
Joint Steering Group
Monthly
Purpose:
Park Operations.
• Security
• Business Case
• Legal
Fortnightly
• Resolution of Cost and
Scope allocation between
ODA and LOCOG
• David Goldstone - GOE
Park Services
Project Board
PARK OPERATIONS
WORKING GROUPS
Joint Transport
Executive Committee
Star Chamber
Monthly
Strategic Security Project Board
Quarterly
Purpose:
• Set the strategic direction
of security
Chair:
• ODA Director of Construction
UNCLASSIFIED
3.6
Transport Governance
This chart illustrates the current governance set-up for Olympic Transport and shows how Delivery Partners' and other
organisations' own governance fit into the overall governance, decision-making and ongoing planning.
Olympic Board
Approve
Endorse
Olympic Board Steering
Group
Feed and align
2012 Directors
Communication
Group
NSID
City Operations
Steering Group
Olympic and Paralympic
Transport Board
DfT Olympic
Programme Board
Olympic Project
Review Group
ODA Board
Government
Operations Group
Games Operational
Committee
Endorse
Endorse
Olympic Security
Baord
City Operations
Communication
Group
London
Experience
Working Group
Public Services
Working Group
ODA Executive
Management Board
Feed &
cascade
Games Operations
Group
ORN/TDM/Venues
Board
Sign off
Wayfinding and
Signage Group
Olympic Transport
Operations Board
ORN
Oversight
Board
Olympic Investment
Appraisal and
Monitoring Board
(OIAMB)
TDM Board
*
Olympic
Programme
PROTECT Board
Games Integration
Group
London Operations
Committee
Integrated Transport
Planning Forum
(ODA/LOCOG)
Transport Joint Issues
Resolution Forum
(ODA/LOCOG)
Venue
Steering
Group
*
Sign off
Sign off
Transport Delivery Partners
Transport
Security Steering
Group
Network Rail
Programme
Management
Adhoc Arrangement
Transec
Games
Experience
Group
Stakeholder
feed-in
ODAT
OTP
production
Programmers
Forum Group
Feed-in – now - Dec
Strategic
Operations
Risk Group
37
UNCLASSIFIED
Highways Agency Olympics
Programme Board
(also reports to DfT
Programme Board)
Tactical
Operations
Group
Operating
Plans
Figure 16 Transport Governance
Created by: ODA PAO
Status: APPROVED
Transport for London
Games Steering
Committee
* See detailed governance charts
UNCLASSIFIED
3.7
Park Operations
Through to December 2011, the ODA will be accountable for the Olympic Park. This
will include security and the control of access to and from the Park.
As soon as the venues are complete, the ODA will hand over accountability for their
operation to LOCOG, which will designate small teams to manage them. ODA will
become a service provider for Asset Protection and Maintenance (APM) and invenue security, under the direction of the LOCOG venue operator.
For governance and reporting arrangements, LOCOG and the ODA should follow a
model similar to that shown in Figure 17.
From January 2012, ODA will handover accountability for the Olympic Park to
LOCOG when it will become the Controlling Authority.
The governance arrangements for LOCOG and the ODA will change once
accountability for the Park is transferred to LOCOG. These arrangements, shown in
Figure 18, will apply through to the transfer of accountability of the Park back to the
ODA at the end of October 2012.
Created by: ODA PAO
Status: APPROVED
38
UNCLASSIFIED
UNCLASSIFIED
3.7.1
Park Operations Governance – Until December 2011
Figure 17 Park Operations Governance – Until Dec 2011
3.7.2
Park Operations Governance – Jan to October 2012
Figure 18 Park Operations Governance – Jan to Oct 2011
Created by: ODA PAO
Status: APPROVED
39
UNCLASSIFIED
UNCLASSIFIED
4
ODA ORGANISATION
Figure 18 below shows the ODA high level organisation structure.
ODA PLANN NG
COMMITTEE
ODA BOARD
CHIEF
EXECUTIVE
HEAD OF
DEVELOPMENT
CONTROL
DIRECTOR OF
PROPERTY
DIRECTOR OF
DESIGN &
REGENERATION
DIRECTOR OF
CONSTRUCTION
DIRECTOR OF
INFRASTRUCTURE
& UTILITIES
DIRECTOR OF
TRANSPORT
DELIVERY
PARTNER
(CLM)
DIRECTOR OF
FINANCE &
CORPORATE
SERVICES
DIRECTOR OF
COMMUNICATIONS
HEAD OF
INTERNAL RISK
AND AUDIT
Figure 19 ODA high level organisation structure
Main roles for the Directors are as follows:
Chief Executive
The Chief Executive is designated as the ODA‟s Accounting Officer and is
responsible for safeguarding the public funds for which he has charge, for propriety
and regularity in the handling of those public funds and for the day-to-day operations
and management of the ODA. He works with the Chairman and Board of the ODA to
set the overall direction, policy and plans.
Director of Finance and Corporate Services
The Director of Finance and Corporate Services reports to the Chief Executive and
supports him in his capacity as Accounting Officer. He is responsible for all financial
and risk management within the ODA, financial reporting to external bodies and
Commercial Management. The Heads of Finance, Legal, IT, Human Resources,
Programme Assurance, Internal Risk & Audit and Procurement & Commercial report
to the Director of Finance and Corporate Services.
Created by: ODA PAO
Status: APPROVED
40
UNCLASSIFIED
UNCLASSIFIED
Director of Communications
The Director of Communications leads and coordinates the external face of the
ODA, devising and implementing communication strategies both internally and
externally. The Director works to ensure that the Board, Chief Executive, senior
management team, key partners and stakeholders are provided with clear, timely
and well documented information and advice on communication matters.
Director of Transport
The Director of Transport leads, coordinates, reviews and implements the Transport
Plan for the Olympics. The Director is responsible for ensuring the timely delivery of
all Transport Infrastructure and the design, delivery and implementation of the
Olympic Transport Programme.
Director of Infrastructure & Utilities
The Director of Infrastructure & Utilities leads the management of the infrastructure
(Olympic Park & Stratford) and utilities work programme, commissioned by the ODA.
The Director is responsible for ensuring the timely delivery of environmental,
geotechnical and civil engineering solutions and infrastructure, and also is
responsible for design management and venues and facilities management.
Director of Construction
The Director of Construction has responsibility as the SRO Village Delivery including
all matters relating to the budget for the construction of the village. This includes
oversight of the programme, procurement and remaining design and planning from
Stage E and for LOCOG. His responsibilities include the handover of the village to
LOCOG for the period of the Games, arrangements for the Games period, handback
following the Games and the refit of the units for sale.
He also leads on the
remaining procurement and project management of the construction supply chain for
the Olympic Park, and all permanent and temporary Olympic venues and facilities,
commissioned by the ODA. The Director is responsible for ensuring the timely
delivery of all construction projects undertaken by the ODA, managing the contract
with the ODA‟s Delivery Partner, physical delivery of IBC/MPC and SRO for the
ODA security budget.
Created by: ODA PAO
Status: APPROVED
41
UNCLASSIFIED
UNCLASSIFIED
Director of Design and Regeneration
The Director of Design and Regeneration leads both the management of Park
Operations and the management of the remainder of design quality and the
regeneration work programme, commissioned by the ODA, including the town
planning function. The Director is responsible for ensuring budgets and timelines for
ODA constructed venues and Park Operations up until investment decision, and
leads on the development and implementation of ODA policy and practice as it
relates to Park Operations and design and regeneration, including responsibility for
delivering the Park Operations and sustainable development strategy.
Director of Property
The Director of Property leads the management of the property work programme,
commissioned by the ODA. The Director is responsible for ensuring budgets and
timelines for all property projects including Olympic Village, Stratford and land
acquisition, undertaken by the ODA and assisting in the development and
implementation of ODA policy and practice as it relates to property. The Director is
also responsible for property development, legacy, stakeholder and land issues
underpinning the IBC / MPC Development Agreement.
The Director is further
responsible for Legacy Ownership and Village Revenues and for legacy in respect of
the WPNSA and associated works.
Created by: ODA PAO
Status: APPROVED
42
UNCLASSIFIED
UNCLASSIFIED
5
ODA DELEGATED AUTHORITIES
Delegations of authority are according to DCMS‟s governance arrangements, and
are delegated to reflect the accountability chain detailed in the ODA organisation
chart (see section 4). Standing Order 2 sets out the ODA‟s scheme of delegations for
decision making and financial authority.
The flow of delegations is as follows:
- DCMS Principal Accounting Officer (Permanent Secretary)
- Chief Executive Officer (ODA Accounting Officer)
- ODA Directors
- Heads of Department
The delegations covered include authority:
- to commit expenditure on construction, land, buildings and fixed assets
- to incur overhead expenditure within delegated budget
- to sign contracts for pre approved expenditure
- to certify & approve invoices (for previously authorised expenditure)
- to make payments to staff
- to enter sales agreements (disposal of surplus assets)
- regarding losses and special payments
- to vire expenditure / utilise general contingency.
These form the framework for an overarching authorisation schedule which contains
the authority limits of the CEO and Directors of the ODA.
Full details of financial controls will form part of the ODA‟s Financial Regulations.
This document and in particular this section should be read in conjunction the ODA
Standing Orders and the ODA Financial Regulations.
Refer to the ODA Standing Order 2 for details of delegated authority limits.
Created by: ODA PAO
Status: APPROVED
43
UNCLASSIFIED
UNCLASSIFIED
6
CONTROL FRAMEWORK BASED ON RISK
The ODA have developed and maintain a Risk & Opportunity Management Policy
that sets out the ODA‟s approach and the associated strategy for managing risk.
Core to the ODA‟s approach is the 3 Lines of Defence model (as below):
External
Stakeholders
Risk & Opportunity Management
“Lines of Defence”
Project
Programme
Corporate
1st Line
DCMS
ODA Board
LOCOG
ODA EMB
Other External
Stakeholders, e.g.
LDA, GLA, IOC
Programme Risk
Review
Risk & Opportunity
Management
Review Group
2nd Line
3rd Line
Audit Committee
Risk & Audit
Programme
Assurance Office
Programme-Level
Teams
Audit Reviews
Project & Functional
Teams
Figure 20 Risk Management Lines of Defence
The Programme Risk Register is owned and reviewed by Programme Risk Review.
Project Risk Registers are owned by the individual projects with review conducted by
programme-level management teams (the 1st Line of Defence).
To inform each of the programme-level teams within the organisation structure, e.g.
Delivery Partner, ODA Transport, the ODA have developed and maintain a Risk &
Opportunity Management Framework that establishes guidelines for implementing
risk management across the ODA‟s programme.
Created by: ODA PAO
Status: APPROVED
44
UNCLASSIFIED
UNCLASSIFIED
The Programme Assurance Office is responsible for maintaining an oversight of
process execution by the programme-level teams and through participating in
executive level, programme and project-level risk management reviews (the 2nd Line
of Defence).
The ODA Risk & Audit group provide an independent and objective review of the
adequacy of risk management, control and governance (the 3rd Line of Defence).
ODA Risk & Audit and the Programme Assurance Office engage with programmelevel teams through the Risk & Opportunity Management Review Group.
Created by: ODA PAO
Status: APPROVED
45
UNCLASSIFIED
UNCLASSIFIED
7
ODA REPORTING FRAMEWORK
7.1
Key Corporate Reports
The ODA Management Statement and Financial Memorandum require ODA to
provide progress and performance reports to GOE. GOE as the Sponsoring Body is
responsible for onward distribution of reports (and coordinating consultation where
necessary) to ODA‟s funders and the Olympic Board as appropriate. This includes
the following reports:
Annual Report and Accounts
The ODA is required to provide the annual report and accounts to GOE and the
Olympic Board. This report should include:
- A statement by the Chairman
- A report by the Chief Executive
- A detailed report on the ODA‟s activities
- A Financial Summary
- The specification of performance targets and the extent to which these
have been met
- Information Requests – to include, for example, the number of requests
for information received and the ODA‟s performance in meeting its
obligations under
a. Freedom of Information Act 2000
b. The Environmental Information Regulations
c. The Data Protection Act 1998
d. The Re-use of Public Sector Information Regulations 2005
- The amount of any individual private or corporate donations of funding
exceeding £5000
Internal Audit Report
The ODA‟s Head of Internal Audit is required to produce an annual report for the
Audit Committee and GOE.
Annual Report on Fraud and Theft
The ODA is required to provide GOE with an annual report on fraud and theft
suffered by the ODA by 30 April each year.
Created by: ODA PAO
Status: APPROVED
46
UNCLASSIFIED
UNCLASSIFIED
ODA Programme Quarterly Update to Funders
The ODA is committed to provide quarterly reports to Funders on progress on the
overall programme, scope, budgets, risks and cash flow as set out in the
November 2007 Programme Baseline Report.
ODA Programme Performance Report
The ODA produces a monthly Programme Performance Report and this is issued
to both EMB and GOE. A summary report is issued to ODA Board. This includes
summaries and performance metrics / indicators for the following:
- Programme status
- Finance and contingency status
- Priority theme status
- Corporate theme status
- Key programme risks
- Project Highlights
- Delivery Partner Performance
- Procurement status
The Finance Report
The ODA is required to provide a financial report monthly to GOE.
A Finance Report is produced monthly for issue to GOE, the Finance Committee
and EMB. These reporting requirements are defined in detail in the Financial
Memorandum but include:
- Expenditure data compared to baseline budget for the current month,
financial year to date and project to date
- Forecast outturn data for the current month (quarter) and each
remaining month (quarter) of the financial year
- Comparison with previous forecasts
7.2
Other Corporate Reports
ODA has also committed to provide the following other regular corporate performance
reports:
Olympic Board Report
The ODA is required to provide monthly status information via the OBSG to the Olympic
Board Report. Collation of this report is managed by GOE.
Created by: ODA PAO
Status: APPROVED
47
UNCLASSIFIED
UNCLASSIFIED
8
REFERENCES
London Olympic Games and Paralympic Games Act 2006
The Olympic Delivery Authority (Planning Functions) Order 2006
ODA Management statement
ODA Financial Memorandum
ODA Standing Orders 1 and 2
Code of Practice for ODA Board Members
Host City Contract
HM Treasury Government Accounting
Olympic Staging Structures: Master Framework Memorandum 18 Feb 2005
ODA Financial Regulations
9
ABBREVIATIONS
The following abbreviations have been used in this report:
DCMS
DfT
GLA
LDA
LOCOG
ODA
DCLG
OGC
OLD
OPRG
NDPB
PSFP
PAO
TfL
GOE
OB
OBSG
EMB
SRO
COG
CABE
SHE
OPLC
Department for Culture, Media and Sport
Department for Transport
Greater London Authority
London Development Agency
London Organising Committee of the Olympic Games
Olympic Delivery Authority
Department for Communities and Local Government
Office of Government Commerce
Olympic Lottery Distributor
Olympic Project Review Group
Non-Departmental Public Body
Public Sector Funding Package
Programme Assurance Office
Transport for London
Government Olympic Executive
Olympic Board
Olympic Board Steering Group
Executive Management Board
Senior Responsible Office
Compliance Oversight Group
Commission for Architecture and the Built Environment
Safety, Health and Environment
Olympic Park Legacy Company
Refer to the London 2012 Codes for full glossary and abbreviations.
Created by: ODA PAO
Status: APPROVED
48
UNCLASSIFIED

publication

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