Theme Parks to Olympic ParksThe similarities in the operational design, planning and

implementation

Clive Stephens – Director of CSPW Consulting Ltd Clive@cspwconsulting.com

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Aims

• • Explore the similarities between an Olympic Park, Park Russia and the Theme Park

• • Outline the process used to plan the Olympic Park and apply it to Park Russia and the Theme Park

• • Suggest a design, build, and opening process that a venue should go through if it is going to be truly World Class

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Introduction

• Not a designer – Professional Commercial Operator of National and Global Sporting and Entertainment Attractions

• Background– CEO, MD and GM levels – Theme Parks and resorts in the UK and overseas

• Merlin Group, Rank Group Dubai, Mauritius

– International Brand Centres – Mercedes-Benz– International Sporting Arenas:

• Horse Racing• The Oval – International Cricket – 2009 ICC World T20

• LOCOG – Head of the Olympic Park– Operational design, planning, implementation and delivery

• Consultant and advisor to Sochi 2014 and Rio 2016

• Currently the Chief Executive of The Shard - London

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The Olympic Park OverviewThe busiest event space in the World……….

• A destination inside a secure fence line

• 5,000,000 spectators over 27 days• 250,000 spectators per peak day• 50,000 members of Workforce• 9 Competition Venues

– Capacity approximately 140,000

• 3 non competition Venues – IBC/MPC– 24,000 Broadcasters – OHC/Prestige Hospitality –

6,000 covers– Common Domain – the

thoroughfare providing interconnect ability

• Integrated transport system• World Class delivery - a massive

challenge in its own right…………

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Park RussiaA global Visitor attraction and destination……….

• A destination inside a secure fence line

• 10,000,000 spectators per annum?

• 100,000 Guests per peak day?• 000’s of Workforce/staff• Significant number of

attractions– Theme Park– Hotel– Buildings– Landscaping & other

infrastructure– Common Domain

• Connect the venues• Integrated transport system• World Class delivery

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The Theme ParkA World Class Theme Park………….

• An attraction inside a secure fence line

• 2,000,000 Guests per annum?• 25,000 Guests per peak day?• 00’s of Workforce/staff• Significant number of

attractions– Rollercoasters– Restaurants– Theatres– Buildings– Landscaping & other

infrastructure– Common Domain –

interconnect between rides and attractions

• World Class delivery

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Olympic Park Park Russia Theme ParkSecure fence line Secure fence line Secure fence line

Admission Plazas Admission Plazas Admission Plazas

Stadia, Restaurants, Hospitality, Broadcast, Buildings, Infrastructure, Services

Theme Park, Hotel, Buildings, Infrastructure, Services

Rides, Attractions, Theatres, Buildings, Infrastructure, Services etc.

Restaurants, Food and Beverage

Restaurants, Food and Beverage

Restaurants, Food and Beverage

Washrooms Washrooms Washrooms

Guest Information Guest Information Guest Information

Medical Medical Medical

Way Finding/signage Way Finding/signage Way Finding/signage

Common Domain Common Domain Common Domain

Common ComponentsGuest facilities and services………

A common set of components and services

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Olympic Park Park Russia Theme ParkControlled vehicles entrance areas

Controlled vehicles entrance areas

Controlled vehicles entrance areas

Delivery areas Delivery areas Delivery areas

Storage Storage Storage

Staff Facilities – Check-in Staff Facilities – Check-in Staff Facilities – Check-in

Uniform centre Uniform centre Uniform centre

Changings areas Changings areas Changings areas

Staff restaurants Staff restaurants Staff restaurants

Security services Security services Security services

Maintenance services Maintenance services Maintenance services

Waste management Waste management Waste management

Offices Offices Offices

Common ComponentsBack of House Facilities………

• Again a common & similar set of components and services • A common and similar design, planning, implementation and delivery process

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The ProcessConcept, design, planning and implementation…………………

Activity Definition

1. Concept of Operations (CONOPs) This document should outline how the attraction will operate across all areas. It should trace the Customer Journey through the attraction and help define service activities and requirements

2. Design the Operational Management Structure

From the above, cluster the service activities into Departmental functional tasks. This will define what departments are required to deliver the attraction. Recruit Departmental Directors and Heads of Functions

3. Produce Departmental Operating Plans and Procedure's

The above Team can now interpret the CONOPs document and begin to produce detailed operating plans for their respective Departments

4. Complete the management structure and staffing plans

With the Operating procedures produced the remaining management structure can be defined and staffing numbers calculated by functional area. This will in turn define back of house staff service facilities required, and once recruited operating procedures defined in detail.

5. Develop Training Plans from the Operating Procedures

From the operating procedures training plans can be developed in detail and in readiness for the training programme required for mobilisation and opening of the Park

6. Recruit and train the Teams Use the documentation to train the teams

7. Run Test Events Once trained set up test events to simulate operational days

8. Take lessons and make changes from the Test Events

Evaluate delivery, take lessons, change the operation where required, re-train and prepare for opening

9. Implement and open the attraction From strategic operational design, to detailed operational planning, training and test events you should now be ready to successfully open the attraction

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Theme Park set up - Additional activitiesA few other key activities applicable……………

Policy, strategy and implementation• Health and Safety/Event Safety Policy and implementation• Human Resources policy, recruitment, packages, remuneration etc.• Marketing strategy to drive visitor volumes at the price required to deliver

revenue targets• Detailed staff welfare planning

Operational• Rides operational training• Crowd flow analysis and modelling for the park• C3 – Command, communication and control• Cash handling - management and movement• Food and beverage menu designs• Supplier selection• Scenario and contingency planning

– Crisis Management

• Integration with Emergency Services– Police, Medical, Fiore Services

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Stadium VGMCharles Quelch

Aquatics VGMRob

Abernathey

Velo/BB/BMX VGM

Neil Carney

IBC/MPC/Eton VGM

Megan Walsh

Hockey VGMSam Herd

Head of Ceremony Integration

Park H & S Manager

Head of Park Security

TechnologyStuart Frame

LogisticsShaun Day

Catering Cleaning,

Waste

EVSHandball VGMIria Pereira

OHC VGMCharleen Cannone

Estates Services

TransportRetail TicketingPress

OperationsMetropolitan Police Services

Safety Officer

Water Polo

South Park

South Park EVS

Manager

Commander of the Military Command

Force

Common Dom George

MichaelsNorth Park

North Park EVS

ManagerVOMs

Loop Road Patrick Dibb

VOMS

Sector 1 ManagerScott Marshall

Kelly Stefanyshyn

Ticketing Manager

VSM PSA Manager

EVS Area Leader

CCW Manager

Accreditation Manager

Sector 2 ManagerDanielle Hoare

Orbit Manager

Security Sector

Manager

EVS Area Leader

Catering Manager

Retail SuperstoreManager

McDonalds Manager

Cleaning Manager

Olympic Park Venue General Management Communication Structure

Olympic Park General ManagerClive Stephens

Heads of the Olympic Park – Reporting into the Park General Manager - Olympic Park Strategic Operations Communication Structure

Olympic Park On Communications and Control Structure

Functional Area Venue

Heads

VOMS

Functional Area Venue

Heads

Safety Officer

Basketball VGM VOMS

Functional Area Venue

Heads

Safety Officer

Safety Officer

VOMS

Functional Area Venue

Heads

Safety Officer

VOMS

Functional Area Venue

Heads

Safety Officer

VOMS

Functional Area Venue

Heads

Restaurant Manager

LogisticsSector 2

Medical

Crowd Mgt

SpecServices

Crowd Mgt

Spec Services

Workforce Ops Manager

Park Services and

FM

H and S Advisor

H and S Advisor

H and S Advisor

H and S Advisor

H and S Advisor

Last Mile

Sector 3 ManagerAdam Barns

Lenny Beckermann

PML VSA

White Post Lane PSA

Eton manVSA

Catering Manager

Emergency Services

Operation

Remote Feeding Solution

Loop Road

Sector 4 ManagerSteve Belcher

Steinnum Parsons

Prestige Ticketing

Security Sector PSA and BOH

EVS Area Leader

Catering Manager

Retail Megastore

McDonalds Manager

Cleaning Manager

Kiosks

LogisticsSector 4 Medical

Sector 5 ManagerGary Dean

Nakia SchubertX 2 Radios

Security Manager

PSA

EVS Area Leader

Catering Manager

Retail Manager

McDonalds Manager

Superstore Manager

Cleaning Manager

Pin BadgeF and B Outlets

Site Management

Sector 6 ManagerHamish Cherrett

Donal ByrneX 2 Radios

Live SiteEast

Security Sector

Manager

EVS Area Leader

Catering Manager

Retail Manager

Superstore Manager

Cleaning Manager

Medical

Crowd Management

Spectator Services

Sponsor SHowcase

Sponsor Showcase

Acer

C3 Adam Down

OPTICIan Bodie

Park STMs

Supervisors

Security PSA Manager

Kiosks

Bow West PSA

Northern Spectator Transport

Mall

Olympic Family

Transport mall

Sponsor Transport

Mall

SponsorShowcase

BMW

Sponsor Showcase Panasonic

Sponsor Showcase

Coke

EVS Area Leader

Live Site West

EVS Area Leader

Live Site East

Sponsor Showcase

BP

Sponsor ShowcaseSamsung

Kiosks

VCC VCC

VCCVCC

Cleaning Manager

VCC

Cleaning Manager

VCC

Site Management

LogisticsX2 Radios

OHC

Site Management

Site Management

Site Management

LogisticsVelo

X 2 Radios

Logistics BasketballX2 Radios

Ticket Rip

Ticket Rip Kiosks

Security

Crowd Mgt

SpecServices

Ticket Rip

Crowd Mgt

SpecServices

Ticket Rip

Last Mile

Ambulance Serices

Alan Palmer

London Fire John Turner

Head of Park PR

James BulleyDirector of

Venues and Infrastructure

Park Stakeholder Mgt

Jon Branson/Dave Courell

Park Directors Office

CR/MM

MOC

PoliceForce

Head of G4S

Security Team

Olympic Park Organisation Command and Communication Structure

180 Senior Managers controlling approximately 50,000 members of workforce

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Theme Park StructureExample…………………………

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The ChallengesDesigning, building, planning and opening a new Theme Park……

• Finding the balance – investment into product quality, cost to operate, price, location, market size – providing a Return on Capital

• Selecting the right product - rides, attractions and manufacturers

• Consistent ride team training – develop a standard and ensure consistency – safety must be a priority

• Experienced operational operators involved from concept design

• Finding the right people – Experienced international operators with cultural appreciation

• Maintaining focus – Customer lead project, great product, great service…………great memories

• World Class Attraction

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SummaryScalable………………….

• Olympic Park, Park Russia or Theme Park there is a planning and delivery process to follow

• Tried, tested and scalable• Setting up the operation of a theme

park is a project in its own right• The build and development in some

respects is the easiest element• Developing the OPERATION, finding

the team, planning procedures, opening and operating over the long haul is a major challenge.

• Engage experienced operators early in the project

• They will save time, money and enable the design of a truly World Class attraction

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Design and build processFor World Class Venues…..………..?

Conceptual Designs

Planning designs

Detailed design

Construction Project Management

Experienced Operational Consultant

ExperiencedFunctional Consultants

Employed Operational Managers

Full delivery team involvement

Check operational feasibility

Check Ops & Commercial feasibility

Add Ops & Commercial value

Integrated Construction and Ops Project Management

Form and function

Function and Form

Function

DeliveryWeTrack™

Key question - Does it work operationally and commercially = World Class Venue

Design stage Consultation Inputs Design Focus

Stag

e 1

Stag

e 2

Stag

e 3

Stag

e 4

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Questions?

Clive@cspwconsulting.com