Jill Gough and Craig Taylor’s presentation on the planning and delivery of the Grand Depart of the Tour de France 2014 – Wednesday 27th September 2017.

1. Tour de France 2014
Presentation to:-
Association of Project Managers
Wednesday 27 September 2017

2. Three Inspirational Days
Presented by: Jill Gough
& Craig Taylor

4. Funding
• Total Budget £27m
• Local authorities - combined contribution of £11m
• Government - up to £10 million available
– Managed through the not-for-profit company TdFHUB2014 Ltd to co-
ordinate planning for stages 1 and 2 and stage 3 up to the M25.
• Transport for London - contributing £6m
– To meet the costs associated with Stage 3.
• Cost transparency
– Information about these costs is in the public domain. TDFHUB2014
will account for its budget and report progress publicly.

5. 05 July 2014: Stage 1
Start: Leeds
Finish: Harrogate
• 127 miles
• 205 kilometres
• 17,000 metres of barriers
• 3,800 stewards
• 2,000 route Tour Makers

6. Start: York
Finish: Sheffield
• 128 miles
• 207 kilometres
• 34,000 metres of barrier
• 4,500 stewards
• 2,500 route Tour Makers
06 July 2014: Stage 2

7. Stage 3
• Transport for London (TfL) led
• Appointment of event
management company –
Innovision
• Outside GLA – Essex and
Cambridge
• Challenges around getting the
riders to the start for Stage 3
and out of the country post the
race

8. Scale of the Event
Tour de France ‘Machine’
4,500 people including: 198 riders (22 teams x 9)
 1450 hotel beds reserved every day
 10 emergency doctors and 6 ambulances
 47 police motor cyclists
 2,000 journalists
 190 countries broadcasts
 3.5 billion viewers
 133 million internet pages viewed for 2012 race
 Over 40 partners, mostly commercial
 180 vehicles in the Caravan
 15 million gifts handed out
 4.8 million spectators on route

9. The Convoy

10. Facts and Figures The Reality
 Economic benefit £128million
 Over 70 km of bunting – 23,500 knitted jersey's
 Over 25 hours of live TV coverage
 Over 100 km of barriers and fencing (M1 Cambridge to London)
 13,000 steward traffic and event safety
 One shop sold a years worth of ice cream
 1 million visits to www.letouryorkshire.com
 Over 600 miles of parking restrictions
 Upto 100 agencies and partners
 1 million spectators at starts and finishes and spectator hubs
 Upto 10,000 tour makers
 Leeds station saw 243,000 people through it
 2,225 performances as part of the cultural festival
 Signals boosted by two wifi tractors
 Traffic in London was 15-20% lower than a usual Monday
 Groundwork for future regional joint working
 Community cohesion strengthened

11. Programme Office
Set-up

12. Our Purpose
 To provide embedded programme management
and procurement expertise to support the event
 Co-ordinate planning for Stages 1 and 2 in Yorkshire
 Work with Transport for London to support planning
for Stage 3
 To fill the gaps

13. Resources Applied
 PMO Team appointed September 2013
 Seconded into the company
 Small but effective team
 3 FTE Programme Resources
 1 FTE Procurement Resource

14. Key Challenges
 Delivery timescales 40 weeks and counting…..
 Maintaining a single version of the truth
 Applying appropriate governance
 Delivering effective reporting
 Engaging Geographically Dispersed Stakeholders
 Driving collaboration on a regional scale never seen
before
 Effective Management of risk and issues
 The scale of event support resources required

15. Baselining the preparation status
 Assessment of current governance arrangements
 Engagement with stakeholders to establish as is
position and the quantum of work required
 Best practice download from London Olympics
delivery team
 Review from TDFHub’s subject matter experts
 Uk sport acting as a best practice facilitator

16. Governance
Approach

17. Governance Overview

18. Local Authority Delivery
The role of Leeds City Council:
• Hosts to Grand Depart
• Lead Local Authority
– Event Organiser designation
– Funding and contractual arrangements with other LA’s
• Lead role in finance and procurement
– Event cancellation insurance
• TdFHUB support and delivery

19. Integrated Programme
Schedule and Reporting

20. Timeline

21. Reporting
• Dashboard
– Planning
– Operational
• Key theme “Managing by exception”
• Event time
– Daily Rhythm
– Sitreps
• A periodic report of the current situation

22. Dashboard – Planning Phase

23. Dashboard – Operational Phase

24. Event Time - Daily Rhythm
Situation Report received by Gold Command twice
daily @ 6:30 for morning daily conference call
(7:00) and @ 18:30 for evening daily conference
call (19:00 ) – 3rd, 4th, 5th, 6th and 7th July
ALLPARTNERSAND
STAKEHOLDERS
Thematic Situation
Reports to C3 by 6:00
and 18:00 daily - 3rd,
4th, 5th, 6th and 7th July
Secretariat writes consolidated
Situation Report by 6:30 and 18:30
daily to send to Gold - 3rd, 4th, 5th,
6th and 7th July
Central logging
system
Hourly
Reports

25. SITUATION REPORTING (SITREP)
• To provide Gold commanders with key information and
general situational awareness to enable strategic
decision making for the event
Reporting on
• Overall Assessment and Critical/Key Issues, on Stages 1, 2
and 3 by functional area
• Local Authority reports – including readiness status,
crowd management, exception reporting
• ASO issues, Weather, Crowd predictions & Dignitary
management

26. Event Time - Issue Management
• Live issues log during the event, reviewed hourly

27. Event Time - Lessons Learned
• Issues and look ahead prepared at the end of each
day
• Based around feedback on functional areas
• Reviewed on the evening gold call

28. Approach to Risk
Management

29. Approach to Risk - Tools
• Reporting Framework
• Strategic risk register
• Operational risk register
• Operational Risk Management
• Quantative Risk Assessment (QRA)

30. Risk Reporting Framework
• Setting reporting tolerances:
– Risk tolerance line
– Which risks are to be reported on, new, changing risk
status, those above the tolerance line.
• Signed off and agreed by SRO’s
• Presentation
– Dashboard
– Risk log
– Risk Map

31. Strategic Risk Register
• Managed by Programme office and owned by the
Senior Responsible Owners Group (SRO’s)
• Reported to and challenged by :-
– Company Board
– SRO’s
– Audit Committee

32. Strategic risks - examples
• Budget overspend
• Public Disorder
• Extremism / Protests
• Terrorist attack
• Inclement weather - flooding
• Overcrowding
• Cyber attack
• Industrial action

33. Operational Risk Register
• Managed by the programme office,
owned by the Boards feeding into the
SRO’s

34. Operational risk management - approach
Operational Risk Register -
Type, description, sources,
consequences, controls,
countermeasures, actions and owner
Contractor /
Partner
Contingencies
StandardOperating
Procedures
TdFHUB Contingencies
Business as usual – briefings / training

35. Quantative Risk Assessment (QRA)
•
TDFHUB2014LtdContingencyplanasat16/4/2014- InConfidence Revisionsinblue
Detail ofBid
Potential Impact
DateTitle Outline ofrisk RevEstCost Methodofquantification
Calculation
ofrevised
risk
exposure
RevImpact
Rev
Probability
Contingency
bidstodate
Contingency
Approvals
1
Volunteerprogramme
Additional volunteersrequireddue toincreasedattendance orparticular
areaidentifiedascausingunforseencrowdmanagementissues 150 3 4
112.5
Unit cost of volunteer £40 Jul-14
2 CrowdManagement
Venuesandlocationsunsuitable fordealingwithlarge crowds,includes
supportforunfundedauthorities 648 4 3 324 35
ShowandEvent
contractvariation Unit cost of volunteer £40 Jun-14
180
UnfundedAuthorities
forHolme Mossplus
Kirklees
Stage 3 contingencyasguarantoroflastresort 700 4 5 665 TFL contract cost liability£1.84m Jun-14
UnforseenhighwayscostsforStage 3asTDFguarantoroflastresort 0 4 2 0 Omitted as not longer a risk Jun-14
5 RouteDressing Additional signage requiredimprovementtoviewerexperience 55 3 2 13.75 Based on signage per stage 5000 Jul-14
6 VIPS/Dignitaries LargerthanexpectednumbersofVIPs 25 2 2 6.25 Cost of transport, accommodation, tickets Jul-14
7 Change inIntelligence Additional resourcesrequiredtomanage situation 38 3 1 1.9 Localised need -Hard barriers 1 km barriers 800 per km. stewards 2045 per kmJul-14
Heatwave -increasedresource costs 15 3 2 3.75 Bowser and limited bottled water. Hire cost 165 for one bowser Jul-14
Floodingofkeypointsonroute 375 3 2 93.75
Rerouting infrastructure cost 7500 per km (2.1 m central
procurement/400 km route plus uplift) Jul-14
9 Communications Servercapacityunderestimatedrequiringincrease 50 4 3 25 50k for press connectivity May-14
45
TestingandExercise
StaffCosts
11 ITinfrastructure Additional resoucingconferencingandvideoconferencing 120 3 4 90 90
ANLoggingSystem
plussetupfor
commandroom
Percentage of total cost . Increased costs to reflect additional IT
and resource requirements Jun-14
12 Unknown Unknownunknowns 700 4 3 350 25% of contingency Jul-14
Totals 3628 2085.3 350
Probability Impact
5% 1 20%
25% 2 40%
50% 3 60%
75% 4 80%
95% 5 100%
10
3
4
8
May-14
May-14
Testingandexercise
programme 52 2 5 49.4
Percentage of total cost . Increased costs to reflect additional IT
and resource requirements Chris Scott plus additional staff
Stage 3Contract
Communicationstotravellers
Requirementforadditonal resources
700
Extreme Weather
Travel Demand
Management
Costs of communications input to mitigate the circumstances
and inform the publci of the changes
Note the Holme Moss bid will be funded via this risk heading3 3 350

36. QRA Risk Map
RISK & CONTINGENCY MAP
Highly
Significant
5
Major
4
4b Stage 3 unforseen
highways costs (0K)
2 Crowd Mgmnt (324K)
9 Server Capacity (25k)
12 Unknown (350K)
4a Stage 3 Contract
(665K)
VH
Very High Risk -
Control action must
be taken
immediately
Moderate
3
7 Change in intelligence
picture (1.9K)
5 Route dressing (13.75k)
8 Extreme weather
(97.5K)
3 Travel demand
mangement (350k)
1 Volunteer Programme
(112.5k)
11 Infrastructure (50.25 k)
H
High Risk - control
action must be a
priority
Minor
2
6 VIPs and Dignitaries
(6.25k)
10 Testing and Exercise
Programme (49.4 k)
M
Medium Risk -
control action to be
taken as a matter of
routine
Insignificant
1 L
Low risk - No
control action
required, but will
need to be
monitored
1 2 3 4 5
Rare Unlikely Possible Probable Almost Certain
KEY
PROBABILITY

37. Programme Office - Lessons learned
 Ensure you have an adequate timescale to deliver
 Do not underestimate the scale of resources required
to manage the process – you will always need more
 Consider the IT system needed for sharing
information between partners
 Establish partnerships and relationships with
partners as early as possible. Create a common
purpose and strong vision
 Governance is key – ensure the right people with the
right capability and skills are utilised for boards. SRO
Group enables integration across all stakeholders

38. Procurement

39. Central Procurement
Overview:
• Competitive tender process
• WRG appointed as main
contractor:
– Traffic Management - CTM
– Barriers, Fencing, Trackway -Eve
– Stewarding and Marshalling – Show
and Event
– Medical Support and First Aid -
Venture
– Temporary Toilet Facilities – A1
– Signage and Wayfinding – Icon
– Radio Communications - Delta

40. Central Procurement
• Over 100km of Barriers • 2,500 Temporary Toilets
• Over 1,200 individual
combinations of wayfinding
signage was designed and installed
with over 70km of bunting.
• 13,000 stewards - 3,800 Stewards
were deployed on Stage 1 and
4500 on Stage 2 to ensure the
event was kept safe and secure.

41. Central Procurement
• The single most complex Radio
Network the UK has ever seen
was installed to ensure we have
100% coverage across both
stages.
• Over 30,000 cones and 7,500
signs were deployed to both
ensure the race route is kept
sterile whilst minimising
disruption across the region.
• Over 1,200 medical personnel were deployed across stages 1 and 2 in
addition to the uplifted provision YAS are putting in place and what the
ASO bring. This is the equivalent of setting up 11 A&E departments.

42. Other procurement activity
• Massive range of procurement activity ranging from
an event weather forecaster, buying whistles for the
Tour Makers to procuring three planes to get the
riders from the end of Stage 3 in London to the start
of Stage 4 in France!

43. Readiness

44. Readiness
Principles:
• Succinct way of monitoring progress
– Moving from ‘we will be’ to ‘we are
• Way of monitoring risk - reputational
• Identifying where resource is required
• Emerging issues
• Accountability and responsibility for readiness
– Chief Executives sign off and ownership
• RAG rating as basis

45. Readiness - timeline
HUB – first
readiness
report by
theme
(April)
LA – first
return
(May)
Moderation
, action plan
and
feedback
(May)
LA -
second
return
(June)
Moderation,
action plan
and
feedback
(June)
SRO sign
off
(20th June)
Final
testing -
working
towards
Green to
Go
(+21st
June)
Readiness
declared
(3rd July)

46. RAG ratings
Rating Description
Green
Successful delivery of the project to time, cost and quality appears highly likely
and there are no major outstanding issues that at this stage appear to threaten
delivery significantly.
Green/Amber
Successful delivery appears probable; however, constant attention will be
needed to ensure risks do not materialise into major issues threatening delivery.
Amber
Successful delivery appears feasible but significant issues already exist, requiring
management attention. These appear resolvable at this stage and, if addressed
promptly, should not present a cost/schedule overrun.
Amber/Red
Successful delivery of the project is in doubt, with major risks or issues apparent
in a number of key areas. Urgent action is needed to ensure these are
addressed, and whether resolution is feasible.
Red
Successful delivery of the project appears to be unachievable. There are major
issues on project definition, schedule, budget, quality and/or benefits delivery,
which at this stage do not appear to be manageable or resolvable. The project
may need re-scoping and/or its overall viability reassessed

47. Readiness - scorecard
Route /
Venue
Operations
C3
Highways
and
Transport
Safety and
Security
Comms
Finance and
Procurement
Own RAG
Rating (1st
report)
Green Green Green
Green /
Amber
Green Green
Own RAG
Rating (2nd
report)
Green Green Green
Green /
Amber
Green Green
TdFHUB
RAG Rating
(1st report)
Green /
Amber
Amber /
Red
Amber
Green /
Amber
Green Amber
TdFHUB
RAG Rating
(2nd report)
Green
Green /
Amber
Green /
Amber
Green Green Green

48. Economic & Social Benefits

49. Economic & Social Benefits
2007
• Over 3 million people turned out
• 2 stages brought £90 million benefit to the economy
• Publicity value worth a further £35 million
2014
• Over 4.8 million spectators across the 3 days
• £128 million boost to the local economy
• Raises profile of the health and environmental
benefits of cycling 2million still cycle, 1million cycle
more frequently

50. Economic & Social Benefits 2014
“There is no doubt the Grand Départ of the Tour de
France was incredible for many businesses in Yorkshire
and the benefits will be felt for many years to come.”
Gary Verity, CEO of Welcome to Yorkshire

51. Contact for further information:
Jill Gough – Head of Programme
Projects Programmes and Procurement Unit
Leeds City Council
Email: jill.gough@leeds.gov.uk
Tel: 07584002400