Organization of the Olympic and Paralympic Games in Paris 2024

PROCEDURE AND METHODS

SYNTHESIS

RECOMMENDATIONS

INTRODUCTION

CHAPTER I STRUCTURED COORDINATION, RESPONSIBILITY TO EXPLAIN BEFORE GAMES

I – CONSENSUAL GOVERNANCE TO PRESERVE, COORDINATION TO STRENGTH
A – Governance principles imposed by the host city contract, a dialogue to be pursued with the IOC
B – A consensus management of COJOP and Solideo, an important coordination role of DIJOP to strengthen

II – A REQUIRED RATIONALIZATION, RESPONSIBILITIES TO BE SPECIFIED
A – Mobilization of actors to be supported
B – A rich comitology to be tightened, an operational implementation to be accelerated, responsibilities to be defined

CHAPTER II STRUCTURED BODIES, AD HOC PROCEDURES FOR AVOIDING ETHICAL RISES AND CONFLICS OF INTEREST

I – OPERATIONAL BODIES, A HUMAN RESOURCES ISSUE THAT MUST BE ADDRESSED
A – Structured organizations, executive governance that can be improved
B – Human resources must be ensured

II – GOOD MANAGEMENT PRACTICES, AN APPLICATION UP TO THE DAY TO COMPLY WITH THE PUBLIC CONTRACT CODE
A – Management control and internal audit procedures to be strengthened, a defining role for audit committees
B – A globally compliant application at this stage of public procurement law, risks to be expected at the end of the period

III – AD HOC PROCEDURES FOR AVOIDING ETHICAL RISES AND CONFLICS OF INTEREST

CHAPTER III OLYMPIC VENUES AND BUILDINGS: GENERAL ACHIEVEMENT OF DEADLINES, RISK CONTROLS, INDEXATION OF FUNDING COSTS

I – NOW DEFINITIVE STABILIZATION OF THE SITE MAP, CONTROLLED CALENDARS
A – A French bid dedicated to sobriety and exemplarity
B – A map of the Olympic venues now established
C – Development of works managed by Solideo worldwide according to budgets and schedules

II – RISKS AND UNCERTAINTY WILL BE REDUCED
A – A set of risks to be expected
B – A link between COJOP and Solideo to be strengthened, a risk management process to be implemented

III – AN INVESTMENT BUDGET REVISED SEVERAL TIMES, INDEXATION OF INFLATION COSTS TO BE FUNDED
A – Preparation of the investment budget and its changes
B – The evolution of investments between 2018 and 2022: increases to distinguish by type of funder and type of financing
C – Inflation indexation to be financed, a reserve for program supplements to be preserved

CHAPTER IV A RAPID OPERATIONAL DEPLOYMENT, SECURITY AND TRANSPORT UNCERTAINTIES.

I – THE MANAGEMENT OF OLYMPIC VENUES AND THE GAMES DELIVERY MODEL: A REQUIRED PURCHASE
A – Site use agreements will be made without delay
B – A Games delivery model to stabilize
C – The Stade de France, a modernized “Olympic and Paralympic” stadium, a pending contract, a future after the Games still uncertain

II – SECURITY: RESPONSIBILITIES TO BE CLARIFIED, AN OPERATIONAL PROGRAMMING TO BE DEVELOPED, A CAPACITY CHALLENGE TO BE SUCCESSED.
A – Restrict complex management, update the sharing of responsibilities between the State and COJOP
B – A general security plan will be developed, operational programming will be launched
C – Major hazards to avoid
D – Capability challenges to be met, technological solutions to be planned
E – A Games security amount to be established

III – TRANSPORT: GOVERNANCE BE PERFECT, IMPRASTRUCTURE DELIVERED ON TIME, MOBILITY PLANNING DEFINITELY, BUDGET ISSUES TO BE CONTROLLED.
A – Governance is now more organized, an inter-ministerial dimension that must be taken care of
B – Real risks in infrastructure projects
C – Transportation plans will be finalized, flow management will be ensured
D – A delay to be paid in the transportation of accredited persons
E – Budget issues to be determined

CHAPTER V UNCERTAINTIES AFFECTING THE BALANCE OF THE COJOP BUDGET AND THE ESTABLISHMENT OF THE GLOBAL COST OF THE GAMES

I – ESSENTIAL GUARANTEES OF THE STATE, STANDING CONTROL BY PUBLIC AUTHORITIES

II – LIMITED BUDGET REVISIONS IN 2020 AND 2021, BUDGET IMPLEMENTATION WITHOUT DIFFICULTY
A – The budget changes for 2020 and 2021
B – Substantial under-execution due to carrying forward of expenditures to later years

III – INCOME UNCERTAINTY AND EXPENDITURE RISKS, A FINANCIAL BALANCE QUESTION
A – Income uncertainties that require caution
B – Expenditure risks must be contained, trade-offs to be made at the level of services, a necessary adaptation of ambition to available resources

IV – AN ACTUAL COST OF GAMES THAT REMAINS STABLE

CHAPTER VI “LEGACY”, MAIN CONDITIONS FOR ACCEPTANCE OF THE GAMES

I – THE STATE’S “LEGACY” PLAN

II – THE COMING OF THE CITY OF PARIS

III – THE APPROACH OF THE DEPARTMENT OF SEINE-SAINT-DENIS

IV – “LEGACY STRATEGY” OF COJOP

V – A NECESSARY PRIORITIZATION, A MONITORING AND EVALUATION SYSTEM TO BE PERFECT

VOCABULARY

APPENDICES

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