POST GAMES REPORT - Commonwealth Games Federation

in place right from the beginning. It is also necessary that
construction and venue site CAD drawings are available
for Overlays planning
• The absence of FA operational planning and Venue
Operation planning led to ad-hocism in Overlays scoping.
It is necessary that Venue Completion and FA Operation
Plans and Venue Operation Plans are finalised before
implementation of Overlays
• In view of the time constraints, a turnkey cluster approach
had to be adopted in view of limited resources for contract
management and to take care of a disconnect in supply. In
case of timely tendering, a hybrid approach in which large/
significant value items are procured individually from the
manufacturers/vendors and small value items procured on
turnkey basis would have been economical and need to be
adopted
• Site management offices with adequate staff including
architects should be planned and made operational in
each venue six months before start of the Games
20,000 volunteers were also recruited, trained and their
services provided to various FAs. Arrangement of uniforms
to different categories of personnel in different colours was
another achievement of Workforce FA. Another noteworthy
achievement was recruitment and training of 600 gate
managers, about 400 MCD school teachers and 24 venue
administrators at short notice. After the Games were over,
Workforce FA has done a major part of the task of exiting
employees in a phased manner.
Key Lessons and Recommendations
• Early procurement and systematic build-up of the Games
Master Schedule is essential for a smooth delivery during
the Games
WORKFORCE
The Workforce FA was tasked with the planning, delivery,
retention, outfitting and care of the paid staff, volunteers
and contractors necessary to stage the Commonwealth
Games. The FA arranged about 4,000 personnel including
around 2,500 paid staff for different FAs. In addition, about
POST GAMES REPORT DELHI 2010 117