the official report of the games of the xxiii olympiad los angeles, 1984
TRANSCRIPT
I f there must be one purposefor why I play
let it be thatI am given the chanceto be part of a concept that is biggerthan myself,something that works accordingto the trusteach human element has in the other,an idea that is going after whatwill make of the wholebigger parts . . .
Official Report of theGames of theXXIIIrd OlympiadLos Angeles, 1984
Volume 1Organization and Planning
Published by the Los Angeles Olympic Organizing CommitteePaul Ziffren, ChairmanPeter V. Ueberroth, PresidentHarry L. Usher, Executive Vice President/General ManagerRichard B. Perelman, Editor-in-Chief
Copyright © 1985 by the Los AngelesOlympic Organizing Committee. Star inMotion and Sam the Olympic Eaglecopyright © 1980 by the Los AngelesOlympic Organizing Committee.Pictograms copyright © 1981, 1984 bythe Los Angeles Olympic OrganizingCommittee. All rights reserved.Reproduction in any form prohibitedwithout written permission of thepublisher. International Standard BookNumber 0-9614512-0-3. Library ofCongress Catalog Card Number 85-50057. Printed in the United States ofAmerica.
Readers should note the followingregarding the text of the OfficialReport:
o Use of male pronouns in the textimply the female throughout asappropriate.
o Measurements have been stated asactually made or used; thus, mostmeasurements are stated using theU.S. Customary System. Interestedreaders should find little difficulty inconverting the measurementspresented to metric measurements ifdesired.
o o The editors followed a general policyof identifying individuals by functionrather than by name. It was felt thatthis would provide a clearerunderstanding of the interactionbetween departments andorganizations and more properlyreflect the collective accomplish-ments made during the organizingand operational periods.
Table of Contents
1 Reflections Page 1
2 Award of the Games of theXXlllrd Olympiad
2.01
Page 5 2.02
2.03
2.04
2.05
2.06
2.07
2.08
Impact of the Games of the XthOlympiadFormation of the SouthernCalifornia Committee for theOlympic GamesCandidature as the United Statescity to bid for the Games from1947–1972Bid for the Games of theXXlst OlympiadBid for the Games of theXXllnd OlympiadBid for the Games of theXXlllrd OlympiadAgreement of the IOC with the cityof Los Angeles, the Los AngelesOlympic Organizing Committeeand the United States OlympicCommitteeReflections on the award toLos Angeles
3 Formation and Managementof the LAOOC
Page 13 3.01 Nature and status of the LAOOC3.02 Board of Directors
3.02.1
3.02.23.02.3
Members of the Board and theirselectionThe Executive CommitteeLAOOC Chairman, Paul Ziffren
3.03 Citizens Advisory Commission3.03.1 The subcommissions3.03.2 Typical activities of the advisory
commissions3.03.3 Olympic orientation workshops
3.04 Management of the LAOOC
3.05 Management in the pre-Gamesperiod: 1979–1980
3.04.1 The LAOOC President, Peter V.Ueberroth
3.04.2 The Executive Vice President andGeneral Manager, Harry L. Usher
3.04.3 The Executive OperationsCommittee
3.04.4 Organizational structure
3.05.1 Early development and planning3.05.2 Early financial planning3.05.3 The Games of the XXllnd Olympiad
in Moscow—an opportunity missed3.05.4 Revenue acquisition3.05.5 Site acquisition
3.06 Management of the planningperiod: 1981–1982
3.06.1 Commissioner program3.06.2 Development of a master plan3.06.3 Integrated scheduling based on the
master plan3.06.4 Management planning sessions and
retreats3.06.5 Operating plans
3.07 Period of testing and refining
3.08 “Venuization” andimplementation
3.09 The Games
3.10 Post-Games close-out3.11 The LAOOC legacy
3.07.1 Explosive growth in the staff3.07.2 Meetings of the IOC Executive Board
and the NOCs in Los Angeles3.07.3 Revised budgets3.07.4 Sporting events in 19833.07.5 The venue development process
3.08.1 Explosive growth in sitemanagement
3.08.2 Mandate of the commissioners3.08.3 Recruitment of Games staff3.08.4 Table top exercises3.08.5 The Soviet withdrawal and Eastern
Bloc boycott3.08.6 Torchlight Ill
3.09.1 Commissioner’s Authority Memo3.09.2 The Operations Center3.09.3 Senior management during the
Games3.09.4 Site management
Table of Contents
4 Growth of the LAOOC and theOrganization of the Games:A Chronology
Page 27
5 Accreditation and AccessControl
Page 39 5.01 Accreditation concepts, goalsand requirements
5.01.1 Need for accreditation5.01.2 Separation of accreditation and
access privileges5.01.3 System tools: Badges and
equipment5.02 Accreditation and access
privileges of Olympic Familymembers
5.03 Accreditation and access codingof staff
5.04 Access control
5.05 Summary and recommendations
5.02.1
5.02.2
5.02.3
5.02.4
5.03.1
5.03.2
5.03.3
5.03.4
5.03.5
5.03.6
5.03.7
5.03.8
5.04.1
5.04.2
5.04.3
5.04.45.04.5
6 Administration Page 57 6.016.02
6.03
6.04
6.05
6.06
6.076.08
Nature of services offeredOffice environment: 1979–1981in Century CityOffice environment: 1981–1983in WestwoodOffice environment: 1983–1984in Culver CityRole of the AdministrationDepartment during the GamesperiodOffice environment: Post-GamesperiodSatellite offices and operationsTravel service
Identification of Olympic FamilymembersIdentification of Olympic FamilyprivilegesProcedures for Olympic FamilyaccreditationSpecial cases: Nature anddisposition
Concept of the staff badgingsystem: “K," "Ks" and "L"Procedures for accreditation ofLAOOC staffProcessing the LAOOC staffapplicantsIssuance of captured ornoncaptured badgesProcedures for accreditation ofnon-LAOOC staffProcessing of non-LAOOC staffapplicantsSpecial procedures for securitypersonnelStaff accreditation requirements inthe Games period
Nature of access controlrequirementsRelationship of access control tosecurityRecruitment of access controlmanagement and staff,Training of access control staffOperations of access control duringthe Games
6.08.1 Formation and responsibilities6.08.2 Air travel policies and procedures6.08.3 Hotel and ground transport6.08.4 Operations during the Games6.08.5 Reflections on the performance of
the Travel Department6.09 Reflections on the LAOOC’s
administrative services program
7 Architecture andConstruction
Page 65 7.01 Introduction and overview7.02 Construction of facilities for
permanent use and theirmodification for the OlympicGames
7.02.17.02.2
7.02.37.02.47.02.57.02.67.02.77.02.87.02.97.02.107.02.11
Exposition ParkSpecial projects at the Los AngelesMemorial ColiseumAthletics: ColiseumCeremonies: ColiseumCycling: VelodromeHockey: Weingart StadiumShooting: Prado Recreational AreaSwimming: Swim StadiumUCLA: Administration buildingUSC: Dining Hall (King Olympic Hall)Youth sports facilities
Architecture andConstruction (continued)
7.03 Construction of temporaryfacilities at existingsites 7.03.1
7.03.2
7.03.37.03.47.03.57.03.67.03.7
7.03.87.03.97.03.107.03.117.03.127.03.137.03.147.03.157.03.167.03.177.03.187.03.197.03.207.03.217.03.227.03.237.03.247.03.257.03.267.03.27
7.04 Decoration of the sites:Look items
7.05 Street banner program
7.06 Signage
7.05.1
7.05.27.05.3
7.05.47.05.5
7.06.1
7.06.2
7.06.3
7.06.47.06.5
7.06.6
7.06.7
ArcheryAthletics: Marathons andrace walksBaseballBasketballBoxingCanoeing and RowingCycling: Mission Viejo andArtesia FreewayEquestrianFencing and VolleyballFootballGymnasticsHandballJudoModern PentathlonTennisWater PoloWeightliftingWrestlingYachtingVillage: USCVillage: UCLAVillage: UC Santa BarbaraBiltmore HotelMain Press CenterOlympic Arrival CenterOlympic Arts FestivalTransportation sites
Goals and parameters of thebanner programLos Angeles banner programNon-Los Angeles city bannerprogramDesign and fabricationResults of the banner programs
Goals and parameters of thesignage programResponsibilities of the signageprogram staffDevelopment of the signageprogramFabrication of the signageInstallation, maintenance and repairof signageSignage requirements developed inthe Games periodPost-Games disposition
8 Ceremonies Page 199 8.01 Mandate of the CeremoniesDepartment
8.02 Opening Ceremonies
8.03 Closing Ceremonies
8.04 Award Ceremonies
8.02.18.02.28.02.3
8.02.48.02.58.02.6
8.03.18.03.28.03.3
8.03.48.03.58.03.6
8.04.1
8.04.2
8.04.3
8.04.48.04.5
8.04.6
8.04.7
Concept and early developmentDevelopment of the actual planFormation of the cast and gatheringof the technical elementsInstallation of the physical elementsRehearsal and trainingStaging and performance of theOpening Ceremonies
Concept and early developmentDevelopment of the actual planFormation of the cast and gatheringof the technical elementsRehearsal and trainingInstallation of the physical elementsStaging and performance of theClosing Ceremonies
Awards protocol required by theOlympic CharterDevelopment of the awardsprogramDesign of the physical elements ofthe CeremoniesFabrication of the medalsOther awards: Commemorativemedals, certificates and diplomasRecruitment and training of theawards staffResponsibilities of the awardsgroup during the Games
8.05 Summary and recommendations
Table of Contents
9 Corporate Relations Page 231 9.01 Characteristics of the corporatemarketing program
9.01.1 The sponsors9.01.2 The suppliers9.01.3 The licensees
9.02 Controls governing the use ofOlympic symbols
9.03 The sponsorship program
9.04 The supplier program9.05 The licensee program
9.03.1 Concept of the program9.03.2 Identification of potential sponsors9.03.3 Sponsor commitment to the LAOOC9.03.4 LAOOC commitments to sponsors
after signing
9.05.1 Nature and goals of the licenseeprogram
9.05.2 Program for receipt of proposals9.05.3 Selection process and procedures9.05.4 Protection of the exclusivity
granted to the licensee9.06 Management of the Corporate
Relations group9.07 Summary
10 Design and the Look of the Page 239Games
10.01 Concept and goals of the designprogram
10.02 Emblem: The Star in Motion10.02.110.02.210.02.3
10.03 Mascot: Sam the Olympic Eagle10.03.110.03.2
10.04 Pictograms and other symbols10.04.1
10.04.2
10.04.3
Development of the sportspictogramsRegistration and copyright of thepictograms
10.04.4 Usage program for the pictograms10.04.5 The official typeface and logotype
10.05 Development of the Look—environmental graphics
10.05.110.05.2
10.05.3
10.05.4
10.05.5
10.05.610.06 Print graphics
10.06.110.06.2
10.07 Other Olympic design projects10.07.1
10.07.2
10.07.310.07.410.07.5
Concept of the emblem and its useDevelopment of the emblemGraphic standards for use of theGames symbols
Concept of the mascot and its useDevelopment of the mascot
Concept of the pictograms andtheir use
Evolution of the LookGuidelines for the use of theLook elementsPhysical applications of the colorsand the kit of partsProcurement and installation of theLook elements at Olympic sitesInstallation and use of Lookelements at non-Olympic sitesApplications of the Look to signs
LAOOC Design DepartmentDevelopment of the print graphicsprogram
Ernie Barnes Olympic Games sportspostersThe Olympic medals andcommemorative medallionsThe Olympic torchOlympic signature poster seriesPost Olympic design programs
11 Finance Page 303 11.01 Acquisition of revenues11.01.1 Analysis of past Olympic revenue
sources11.01.2 Concept of revenue generation11.01.3 Sales of broadcasting rights11.01.4 Sponsorship and suppliership
programs11.01.5 Sales of admission tickets11.01.6 Sales of commemorative coins11.01.7 Licensing program11.01.8 Other revenue sources11.01.9 Use of investment programs and
effect of interest11.01.10 Revenue and the operating surplus
11.02 Budgeting and control ofexpenses
11.02.1 Concept and goals11.02.2 Initial budgeting 1979–198311.02.3 Final budget 198411.02.4 Pre-Games budget exercises11.02.5 The budgeting system11.02.6 Commitment reports11.02.7 Budgeting staff11.02.8 Expenses and the operating surplus
Finance (continued) 11.03 Economic impact of the Games11.03.1 Overview11.03.2 Primary impact11.03.3 Induced impact11.03.4 Displacement11.03.5 Economic impact on government11.03.6 Potential benefits to the community
11.04 Government financial involvement11.05 Procedures for financial control
and operations
11.06 Venue finance procedures
11.07 Village finance
11.08 Olympic Arts Festival finance
11.09 Report of LAOOC financial results1979–1984
11.05.1 Accounts payable11.05.2 Accounts receivable11.05.3 Contract administration11.05.4 Insurance11.05.5 Payroll11.05.6 Purchasing11.05.7 In-processing11.05.8 Internal audit
11.06.1 Budgets11.06.2 Contracts11.06.3 Operations
11.07.1 Budgets11.07.2 Village administration office11.07.3 NOC service Center11.07.4 Accommodations satellites
11.08.1 Budget11.08.2 Contracts11.08.3 Ticket sales11.08.4 Parking and concessions11.08.5 Payroll administration11.08.6 Petty cash11.08.7 Asset control and disposition
12 Food Services Page 321 12.01 Areas of responsibility for foodservice
12.02 Food service for athletes andteam officials
12.02.112.02.212.02.3
12.02.4
12.02.512.02.612.02.7
12.02.8
12.02.9
Concept and goalsFood service sitesPreparation of food for villageconsumptionPreparation of food for out-of-village consumptionProvision of foodstuffs: SourcesSummary of menusSummary of operations in foodpreparation areasSummary of operations in foodconsumption areasAnalysis of athlete and team foodservice
12.03 Food services for dignitaries,sports officials and guests
12.04 Food services for the press, radioand television
12.05 Food services for the spectator
12.06 Food services for the staff
12.03.1 Concept and goals12.03.2 Food service support at the
Biltmore Hotel12.03.3 Food service support for guests not
staying at the Biltmore Hotel12.03.4 Food service at the competition and
training sites12.03.5 Hospitality arrangements in the
villages
12.04.1 Concept and goals12.04.2 Food service at the Main Press
Center12.04.3 Food service at the International
Broadcast Center12.04.4 Food service at the competition and
training sites
12.05.1 Concept and goals12.05.2 Food service at the competition
sites12.05.3 Spectator food service at
Exposition Park12.05.4 Analysis of spectator food services
12.06.1 Concept and goals12.06.2 Responsibility assumed by the
LAOOC12.06.3 Menus and provisions for staff food
service12.06.4 Staff food service operations12.06.5 Reflections on the staff food service
program
Table of Contents
13 Government Relations Page 339 13.01 Concept of the role of governmentrelations
13.01.113.01.213.01.3
13.02 Liaison with the federalgovernment
13.03 Liaison with the government ofthe state of California
13.04 Liaison with local governmententities
13.05 Other areas of concentration
13.06 Reflections on the role of theGovernment RelationsDepartment
13.07 Review of actions affectingparticipation of the NOCs
13.02.1 President of the United States13.02.2 Congress of the United States13.02.3 Agencies of the federal government
13.03.1 Governor of the State13.03.2 State legislature13.03.3 State agencies
13.04.1 City of Los Angeles13.04.2 County of Los Angeles13.04.3 Independent government entities
13.05.1 Coin sales programs13.05.2 Customs regulations13.05.3 Disposition of assets13.05.4 Government funding matters13.05.5 Permits for construction and use13.05.6 Security matters13.05.7 Stamps sales programs13.05.8 Visa assistance13.05.9 National Weather Service liaison
13.07.1
13.07.2
13.07.3
13.07.4
13.07.5
13.07.6
13.07.7
13.07.8
Composition of the departmentScope of liaison dutiesUse of Washington, D.C. office
Early contacts with the NOC of theUSSRFormal visit of the USSR NOC to LosAngeles in December 1983Government response to SovietrequestsMeeting between the IOC, LAOOCand USSR NOC in April 1984Non-participation announced:8 May 1984Reaction following the boycottannouncementResponse of the NOCs to theinvitation to participateTransport arrangements to assistNOCs
14 Health Services and IOCMedical Control
Page 353 14.01 Areas of responsibility
14.02 Doping control14.01.1
14.02.1
14.02.2
14.02.314.02.4
14.02.5
14.02.6
14.02.7
14.02.8
14.02.9 Doping control summary
Role of the corporate sector
Controls required by the OlympicCharterDevelopment of the laboratoryfacilityDevelopment of the testing planDissemination of the list of bannedsubstancesProcedures for the collection of thesamplesProcedures for testing of thesamplesRole of the IOC Medical Commissionduring the GamesTest results of the doping controlprogram
14.03 Gender verification14.03.1 Controls required by the Olympic
Charter14.03.2 Development of the collection and
testing plan14.03.3 Procedures used in collection and
testing14.03.4 Report of the results on the tests
14.04 Official hospital program14.04.1 Concept14.04.2 Characteristics of institutions
chosen14.04.3 Nature of the agreement for
inclusion in the program14.04.4 Results of the program during the
Games
15
Health Services and IOC 14.05 Venue programs: Chief medicalMedical Control (continued) officers
14.06 Venue programs: Spectator firstaid and sports medicine program
14.07 Venue programs: Medicalcommand center
14.08 Village polyclinic programs
14.09 Summary
Housing of Olympic Athletesand Team Officials (Villages)
Page 367 15.01 Concept of the villages
15.02 Design of the campuses for villageuse
15.03 Village administration andoperations
15.04 Village in-processing andregistration
15.05 Village occupancy patterns: Movein and move out
15.06 Village operating programs
14.05.1
14.05.2
Concept and goals of the CMOprogramStaffing and training of the venueteams
14.06.1
14.06.2
14.06.3
14.06.4
14.07.1
14.07.214.07.3
14.08.114.08.2
14.08.3
Concept and design of thespectator medical programIntegration of the American RedCross with the venue medical teamsDevelopment of the sportsmedicine program for competitors,officials and the Olympic FamilyOperations during the Gamesperiod
Concept of the medical commandcenterMCC location and staffingOperations during the Gamesperiod
Concept of the polyclinicsDevelopment of the polyclinics:Contract elementsOperations of the polyclinics duringthe Games
15.01.1 Need for three villages15.01.2 Use of existing campus facilities
15.02.1
15.02.2
15.03.1 Administrative organization15.03.2 Mayor’s office15.03.3 NOC relations
15.04.115.04.2
15.04.3
15.04.4
15.04.5
15.05.1 Move in patterns of the teams15.05.2 Occupancy after move in15.05.3 Team move out patterns
15.06.1 Access control15.06.2 Language services15.06.3 Maintenance15.06.4 Material logistics15.06.5 Press operations
15.07 Services available to the teams15.07.1
15.07.215.07.315.07.415.07.5
15.08 Services available to villageresidents
15.08.1 Entertainment15.08.2 Food services15.08.3 Information and results15.08.4 Main Street15.08.5 Recreation facilities15.08.6 Religious services15.08.7 Tickets15.08.8 Village newspaper
Determination of the physicalalterationsLiaison with the campuses in thepre-Games period
Pre-arrival communicationsArrival of cargo and freight inadvance of the teamsIn-processing at LAX: The OlympicArrival CenterVillage arrival and move in of theteamsWelcoming ceremonies
Accommodations: Location andsizeHealth servicesNOC support operationsTraining facilities and sitesTransportation
15.09 Housing at sites outside of the LosAngeles area
15.10 Summary and recommendations
Table of Contents
16 Housing of Dignitaries,Sponsors, Sports Officialsand Guests(Accommodations)
Page 389 16.0 1 Accommodations conceptand policies
16.02 Acquisition of accommodations
16.03 Assignment of groups
16.04 Liaison with hotels16.05 Operations during the Games
16.02.1 Determining housing needs16.02.2 Official hotel program16.02.3 Campus housing program
16.03.1
16.03.2
16.03.3
16.03.4
16.03.5
Systems used to monitor andassign accommodationsAssignment dates anddisseminationAssumption of agreementsby groupsCollection of deposits and closureof liabilityRoom returns and coveringpayments by the OrganizingCommittee
16.05.116.05.2
16.05.3
16.06 Summary16.05.4
Collection of payments dueRoom shifts and changes in arrival/departure datesSale of unused rooms andsettlements with hotelsUse of the Biltmore Hotel for the IOC
17 Human Resources Page 397 17.01 Permanent staff of the OrganizingCommittee
17.01.117.01.217.01.3
17.01.4
17.02 Staffing at the time of the Games17.02.1
17.02.217.02.3
17.03 Post-Games job opportunitiesprogram
17.04 Summary
17.02.417.02.517.02.617.02.717.02.817.02.9
17.03.117.03.217.03.3
18 International OlympicCommittee
Page 409 18.01 Areas of liaison between the IOCand LAOOC
18.02 LAOOC reports to the IOCExecutive Board and the IOCSession
Growth of staffing 1979–1984Recruitment of staffSalaries and benefits for permanentstaffStructure of permanent staff1979–1984
Early response to Games staffinginterestProcedure to identify required staffPrograms for the recruitment ofstaffRole of the personnel coordinatorsStaffing centersStaffing sign-up proceduresStaffing selection proceduresScheduling, training and orientationOperations at sites
Concept and goalsEarly operationsPost-Games effort
18.02.1 Report to the IOC Session: July 198018.02.2 Report to the lOC Executive Board:
February 198118.02.3 Report to the IOC Executive Board:
April 198118.02.4 Report to the lOC Session:
October 198118.02.5 Report to the IOC Executive Board:
February 198218.02.6 Report to the lOC Session:
May 198218.02.7 Report to the IOC Executive Board:
January 198318.02.8 Report to the IOC Session:
March 198318.02.9 Reports to the IOC Executive Board:
June, August and November 198318.02.10 Report to the IOC Session:
February 198418.02.11 Special meeting of the IOC
Executive Board: April 198418.02.12 Report to the IOC Executive Board:
May 198418.02.13 Report to the IOC Session: July 1984
International Olympic 18.03 LAOOC reports to Commissions ofCommittee (continued) the IOC
18.03.1 Medical Commission18.03.2 Press Commission18.03.3 Television Commission
18.04 LAOOC responsibility during themeeting of the IOC ExecutiveBoard with the InternationalFederations in February 1982
18.04.1 Administration and site18.04.2 Meeting services18.04.3 Program of the meetings
18.05 LAOOC responsibility during themeeting of the IOC ExecutiveBoard with the NOCs in January1983
18.05.118.05.218.05.3
18.06 LAOOC responsibility during themeeting of the 88th Session of theIOC in Los Angeles in July 1984
18.06.118.06.218.06.3
18.06.4
18.06.5
18.07 Liaison with the IOC during theGames period
Administration and siteMeeting servicesProgram of the meetings
Administration and siteMeeting servicesOpening of the 88th Session ofthe IOCProgram of the 88th Session ofthe IOCReflections on the operation ofthe Session
19 In-Processing upon Arrival Page 425
20 Language Services Page 437
19.01 Concept of the In-ProcessingCenter
19.02 Determination of theIn-Processing Center location
19.06 Games operation
19.03 Development of the In-ProcessingCenter plan
19.04 Liaison with the LAX19.05 Liaison with the incoming officials
and teams19.05.1
19.05.2
19.05.3
19.06.1
19.06.219.06.319.06.4
19.06.5
19.07 Out-Processing19.08 Summary
Communications in the planningstagePre-arrival information andinstructionsScheduling
Conversion and staffing of the LAXbubbleEarly arrivalsProcessing of Olympic FamilyProcessing of teams andaccompanying officialsReview of arrival patterns andprocessing times
20.01 Concept of language services20.02 Determination of the level of
service20.03 Pre-Games translation service20.04 Plan for language services at
multiple sites20.05 Recruitment of language
resources20.06 Training and orientation
20.07 Games operations
20.08 Summary
20.06 1 Training language coordinators andassistants
20.06.2 Training interpreters
20.07.1 Central command of operations20.07.2 Conference interpretation20.07.3 Language services at venues20.07.4 Language services at villages20.07.5 Use of the Flying Squad20.07.6 Use of the translation pool
Table of Contents
21 Materiel Acquisition andDistribution
Page 445 2 1 .01 Materiel acquisition21.01.1
21.01.221.01.3
21.01.421.01.521.01.6
21.01.7
21.01.8
21.02 Materiel distribution21.02.1
21.02.221.02.3
21.02.4
21.02.5
21.02.6
21.02.721.02.8
21.02.9
Conceptual plan for acquisition ofassets and suppliesStaffingPre-order estimates and solicitationof vendorsPurchasing proceduresResults of the purchasing processTimeline of the purchase date anddelivery date of the goods orderedVenue purchasing proceduresduring the move-out periodVenue purchasing proceduresduring the Games
Conceptual plan for storage anddistributionSupply plans for the 1983 eventsStorage space: Estimation andacquisitionStorage warehouse operations inthe pre-Games periodStorage warehouse operations inthe move-out periodVenue equipment delivery andinstallationOlympic cargo distributionVenue resupply procedures andresultsStorage warehouse operations inthe move-back period
2 1.03 Summary
21.02.10 Final disposition of the assets afterthe Games period
22 Meetings and Congresses Page 455 22.01 Role of the Los Angeles OlympicOrganizing Committee
22.02 Meeting of the Executive Board ofthe International OlympicCommittee with the NationalOlympic Committees
22.03 Congresses
22.04 Summary
22.03.1 Conceptual role of the LAOOC22.03.2 Congress assistance given by
the LAOOC22.03.3 Organization of the congress staff22.03.4 Recruitment and training22.03.5 Review of the congresses22.03.6 Summary of IF congresses
23 News Relations and PressOperations
Page 463 23.01 Areas of responsibility for NewsRelations and Press Operations
23.01.123.01.2
23.02 Dissemination of LAOOCinformation to the news media
23.02.1
23.02.223.02.323.02.423.02.523.02.623.02.7
23.03 Interview policies and procedures23.03.123.03.2
23.04 Spokes person function23.04.1
23.04.2
23.05 Press Operations: Accreditation23.05.123.05.223.05.323.05.4
23.05.5
23.05.6
The conversity of tasksAnalysis and conclusions
News releases, publications andother written materialPhotographyNews conferencesRadio and televisionToursDuring the Games periodAnalysis and conclusions
During the pre-Games periodDuring the Games
Role of the news secretaryand deputiesRole of Press Operations during theGames
Concept of the systemDistribution of the quotasProcedures for accreditationProcessing of the applications anddistribution of the Olympic identitycardsProcessing of the journalists at thetime of the GamesResults of the accreditation process
News Relations and PressOperations (continued)
23.06 Press Operations: Housing23.06.1
23.06.2
23.06.3
23.06.423.06.5
Conceptual plan for housing ofthe pressDetermination of the housing unitsdesignated for pressProcedures for the filing ofdeposits, assignment andconfirmation of assignmentsProcessing for housing upon arrivalResults of the press housingprocess
23.07 Press Operations: Informationservices
23.07.123.07.2
23.07.3
23.07.4
Conceptual service planDistribution of operationalinformation prior to the GamesDistribution of operationalinformation at the GamesNews conferences and interviewsarranged for media during the timeof the Games
23.07.5 Supplement to the entry data:Athlete biographical material foruse on EMS
23.07.6
23.07.723.07.8
Supplement to results: Notes andquotes from the Main Press Center,venues and villagesVideo viewingAnalysis of the InformationServices sector
23.08 Press Operations: Main PressCenter
23.08.1
23.08.223.08.3
23.08.4
23.08.5
23.08.623.08.7
23.08.8
23.09 Press Operations: Photographicservices
23.08.9
23.09.123.09.2
Conceptual plan for central pressservicesSite selection and relationsAdministrative requirements andoperationsAgency requirements andoperationsCommon area requirements andoperationsOther programs and servicesPress entertainment, gifts andhospitalityStaff management, orientation andtrainingReflections on the MPC experience
23.09.323.09.4
23.09.5
Conceptual plan of servicesNature of pool and non-poolphotography at the GamesOperation of the IOPP and NOPPIdentification of photographers andthe use of bibsPhotographers’ positions inthe venues
23.09.623.09.723.09.823.09.9
23.10 Press Operations: Transportation
23.1 1 Press Operations: Venue pressoperations
23.09.10
23.10.123.10.223.10.323.10.423.10.5
23.11.123.11.2
Camera repairFilm processingTransportation of filmUse of photographers for recordpurposes by the LAOOCAnalysis of photographic services
Conceptual plan of serviceBus systemCar rental and usageParkingAnalysis of press transportation
Concept and goalsDetermination of the equipment andservice level
23.11.3 Development of venue pressmanagement
23.11.4
23.11.523.11.6
23.11.723.11.8
Formation of the venue pressoperations teamsPhysical move-in and staff trainingVenue operations andcommunicationsVillage operationsIOC Session and Olympic ArtsFestival
23.11.9 Reflections on the venue operations
Table of Contents
24 Numismatic and PhilatelicPrograms
Page 519 24.01 Concept of the programs24.02 Commemorative coin program
24.02.1
24.02.224.02.3
24.02.4
24.02.5
24.02.6
24.03 Commemorative stamp program
24.02.724.02.8
24.03.1
24.04 Special programs
24.03.2
24.04.1
24.05 Summary24.04.2
History of programs in theUnited StatesConcept of the programOriginal legislation and marketingproposalOutcome of consideration bythe CongressAuthorization and striking of theOlympic commemorative coinsDesign and composition ofthe coinsMarketing of the coinsResults of the coin program
History of United Statescommemorative stampsConcept and development ofthe program
Joint efforts with the SarajevoOrganizing CommitteeOther collectibles: Medals and pins
25 Olympic Arts Festival Page 527 25.01 Concept of the Festival25.01.125.01.225.01.3
25.02 Development of the Festivalprogram
25.02.125.02.225.02.3
25.03 Festival program elements andreview
25.03.125.03.225.03.325.03.4
25.04 Operational support25.04.1 Housing25.04.2 Materiel acquisition and handling25.04.3 Press and publicity support25.04.4 Protocol25.04.5 Support services25.04.6 Ticketing25.04.7 Transportation
Historical conceptConcept for 1984Cultural Affairs Department
Artist selectionVenue acquisitionSponsorship and funding
DanceTheatreMusic and operaVisual arts
26 Olympic Family Services Page 565 26.01 Concept and scope26.02 Protocol responsibilities
26.02.126.02.2
26.02.3
26.02.4
26.03 Relationship with the IOC
26.02.526.02.626.02.726.02.826.02.9
26.03.1
26.03.2
26.03.3
26.04 Summary
Relationship with governmentDelegation visits to Los Angeles inthe pre-Games periodGames period: Arrival anddeparture assistanceGames period: VIP host/hostessprogramGames period: Programs for guestsGames period: Special eventsObserver delegationsCalligraphyUse of gifts
Protocol responsibilities of theOrganizing Committee at meetingsof the IOCProtocol responsibilities during the88th Session of the IOCProtocol responsibilities at IOCheadquarters during the Games
27 Publications Page 573 27.01 Concept and goals27.02 Review of LAOOC publications
27.02.1 Publications required by theOlympic Charter
27.02.2 Publications required by the LAOOC27.02.3 Optional publications
27.03 Summary
28 Public Relations Page 583 28.01 Structure of LAOOC publicrelations
28.01.128.01.228.01.3
2 8 . 0 2 Community relations2 8 . 0 3 Public information
Public relations concept and goalsEarly public relations programsThe expanding role of the NewsDepartment in public relations
28.03.128.03.228.03.3
28.03.4
28.03.528.03.6
Area of responsibilityPublic information telephone bankCorrespondence and informationalmaterialsRemote ticketing and informationcentersVenue information operationsReflections on the publicinformation program
28.04 Audio-visual, radio and television28.04.1
28.04.2
28.04.3
28.04.4
Audio-visual: Film, photographyand videoPublic service announcements inthe pre-Games periodPublic service announcementsduring the Games periodRadio and television
28.05 Speaker’s Bureau28.05.1 Formation of the bureau28.05.2 Recruitment and training
28.06 Olympic Spirit Team28.06.128.06.228.06.3
Concept of the teamRecruitment and trainingReview of participation, proceduresand effectiveness
29 Security Page 597 29.01 Concept and goals29.02 Explanation of the jurisdictional
system
29.03 Coordination between theOrganizing Committee and theoutside law enforcementagencies
29.02.1 Conceptual plan29.02.2 Jurisdictional agreements among
federal and local agencies
29.03.1 Beginning concept29.03.2 Development of Olympic Law
Enforcement Coordinating Council29.03.3 Role of the federal government29.03.4 Role of local law enforcement
authorities29.03.5 Use of Organizing Committee funds
for law enforcement29.04 Security coordination within the
Organizing Committee29.04.1 Accreditation29.04.2 Accommodations29.04.3 Architecture/Construction29.04.4 Ceremonies29.04.5 Food Services29.04.6 Technology29.04.7 Transportation
29.05 Development of the privatesecurity forces
29.06 Major areas of Games planning
29.07 Games operations
29.05.1 Role of private security29.05.2 Plan for recruitment29.05.3 Training procedures
29.06.1 Security at the venues29.06.2 Security at the villages29.06.3 Security at the training sites29.06.4 In-transit security29.06.5 Security at Organizing Committee
facilities29.06.6 Helicopter coordination
29.07.1 Appearance of the President of theUnited States
29.07.2 Securing high-risk delegations29.07.3 Deployment of law enforcement29.07.4 Review of incidents during the
Games29.08 Summary
Table of Contents
30 Sports Administration and Page 609 30.01 Areas of responsibility and
Competition Management program for development30.02 Commissioner program
30.03 Competition management
30.04 Competition sites
30.05 Development of the program
30.06 Registration of the athletes
30.02.130.02.2
30.02.3
30.02.430.02.5
30.02.6
30.03.1
30.03.2
30.03.330.03.4
30.04.1
30.04.230.04.3
30.05.1
30.05.2
30.06.130.06.230.06.330.06.430.06.5
30.06.630.06.7
30.06.830.06.9
Concept and goalsDevelopment of the commissionerprogramRelationship with the permanentstaffRelationship with the venue ownerResponsibility at the time of theGamesSummary
Coordination with the InternationalFederationsFormation of the competitionsecretariatProvision of equipmentTechnical officials and judges
Philosophy of rented versusnew sitesSelection and acquisition programReview of the building and rentalagreements
Program development andnew eventsSchedule development
ConceptGeneral proceduresOrganizational structureRegistrationRegistration processing anddistribution of informationProcedures for receipt of entriesProcedures for changesand updatesInformation and statistics collectedEntry list publication: 28 July 1984
30.06.10 Competitor’s number assignment30.06.11 Recommendations
30.07 Training Sites
30.08 Use of pre-Olympic events
30.09 Review of the sports
30.07.1 Concept and general service level30.07.2 Acquisition and development of
the sites30.07.3 Provision of personnel services,
sports equipment and scheduling30.07.4 Sports information centers
30.08.1 Concept and goals30.08.2 Review of the events30.08.3 Value of the pre-Olympic program
30.09.1 Archery30.09.2 Athletics30.09.3 Baseball30.09.4 Basketball30.09.5 Boxing30.09.6 Canoeing/Rowing30.09.7 Cycling30.09.8 Equestrian30.09.9 Fencing30.09.10 Football30.09.11 Gymnastics30.09.12 Handball30.09.13 Hockey30.09.14 Judo30.09.15 Modern pentathlon30.09.16 Shooting30.09.17 Swimming30.09.18 Tennis30.09.19 Volleyball30.09.20 Weightlifting30.09.21 Wrestling30.09.22 Yachting
31 Technology Page 731 31.01 Area of responsibility31.02 Development of requirements31.03 Functional areas of operations31.04 Review of systems used
31.04.1
31.04.231.04.331.04.431.04.531.04.631.04.731.04.831.04.9
Audio Distribution System (ADS)and Olympic Message System(OMS)Data processingElectronic Messaging System (EMS)Paging servicesPersonal computersPhotocopyingRadio broadcastingRadio communicationsRegistration and results
32 Television and FilmOperations
31.04.10 Results publications31.04.11 Scoreboards31.04.12 Sound reinforcement31.04.13 Telecopiers31.04.14 Telephones31.04.15 Telex31.04.16 Timing and measurement31.04.17 Video31.04.18 Word processing
31.05 Summary
Page 759 32.01 Concept and goals32.02 Sales of the television rights
32.03 Television operations by thehost broadcaster
32.02.1 Sales in the United States32.02.2 Sales in Australia32.02.3 Sales in Europe32.02.4 Sales in Japan32.02.5 Sales in North and South America32.02.6 Sales to other areas32.02.7 Reflections on the sales of
broadcasting rights
32.03.1 Areas of responsibility: Basic andunilateral
32.03.2 International Broadcast Center32.03.3 Venue operations and production32.03.4 Reflections on operations by the
host broadcaster32.04 Television Operations by
the LAOOC32.04.1
32.04.232.04.332.04.432.04.532.04.6
32.04.732.04.8
32.04.9
Concept and goals of worldbroadcaster liaisonAreas of responsibilityAccreditationHousingTransportation and parkingWorld broadcaster camerapositionsWorld broadcaster liaison at the IBCOther services provided by theLAOOCAnalysis of world broadcasterliaison
32.05 Television operations for non-rights holding broadcasters
32.06 Radio
32.07 Film operations
32.06.1 Sales of exclusive rights32.06.2 Special operations for radio
broadcasters32.06.3 Special regulations for non-rights
holding radio broadcasters
32.07.1 Concept and development of theofficial film project
32.07.2 Official film operations32.07.3 Operations of other film concerns32.07.4 Reflections on Olympic films and
filmmakers
Table of Contents
33 Ticketing Page 791 33.01 Concept and Goals33.02 Development and overview of the
ticketing system33.03 Ticket marketing and sales
33.03.533.03.633.03.733.03.833.03.9
33.04 Ticket printing and distribution33.04.133.04.2
33.03.133.03.233.03.3
33.03.4
33.05 Summary
33.04.333.04.433.04.5
Marketing and pricing programPublic sales in the USATicket sales late in the pre-GamesperiodTicket sales during the GamesperiodSales outside the United StatesSales to sponsors and othersOlympic Patron ProgramOlympic Family ticketingOlympic Arts Festival ticketing
Overview of ticket printingDetermination of the venuemanifestsTicket designTicket distribution proceduresTicket operations and types
34 Torch Relay Page 805 34.01 Concept and goals34.02 Development of the Youth Legacy
Kilometer program34.03 Development of the relay route34.04 Equipment and logistics of the
relay34.05 Kindling of the Olympic flame at
Olympia3 4 . 0 6 Relay operations34.07 Review of the results of the torch
relay
35 Transportation Page 819 35.01 Area of responsibility3 5 . 0 2 Athlete transportation
35.02.1 Arrival/In-processing link35.02.2 System design criteria35.02.3 Vehicle allocations and rental35.02.4 Routing and scheduling35.02.5 The start-up period35.02.6 The operating period35.02.7 Passenger information35.02.8 Summary
35.03 Fleet operations
35.04 Media transportation
35.03.1 Inventory control operations35.03.2 Airport fleet operations35.03.3 Motorpool operations35.03.4 Olympic Family vehicle allocation35.03.5 Maintenance operations
35.04.135.04.235.04.335.04.435.04.5
35.05 Venue management35.05.135.05.2
35.06 Special services
35.07 Transport services for the public
35.05.3
35.06.135.06.235.06.3
35.07.1
35.07.235.07.3
35.08 Transportation management35.08.1 Recruitment and training of staff35.08.2 Traffic Coordination Center35.08.3 Transportation Operations Center
Arrival/In-processing linkCompetition and training supportBroadcaster transport and parkingVehicle rentalParking for the media
Village and venue operationsParking pass design anddistributionVenue specific vehicles
Employee and spectator shuttlesCover busesStaff and Olympic Family moves
Cooperation and planning of trafficcontrolSCRTD Olympic programsTraffic in Los Angeles during theGames
35.09 Summary
36 Uniforms Page 839 36.01 Concept and goals36.02 Development of the uniform
program36.03 Uniform styles
36.03.1 Uniform styles for general use36.03.2 Uniforms developed for specific
requirements and uses36.04 Manufacture of the uniforms36.05 Uniform Distribution Center
36.06 Summary
36.05.1 Facility requirements36.05.2 Loading of the inventory36.05.3 Procedure for obtaining a uniform36.05.4 Operations of the UDC36.05.5 Response to adjustments in the
issuing period
37 Venue Operations andAdministration
Page 851 37.01 Concept of venue operations ascontrasted with sportscompetition management
37.02 Physical layout of the venues
37.03 Services in the venues
37.04 Special projects
37.02.1 Early development37.02.2 Venue development process37.02.3 Operations in the Games period37.02.4 Role of venue management
37.03.1 Administration and management37.03.2 Concessions: Food and souvenirs37.03.3 Medical services37.03.4 Public information37.03.5 Security37.03.6 Spectator control37.03.7 Parking and transportation37.03.8 Waste management
37.04.137.04.2
Exposition ParkServices for the physicallychallenged
38 Youth Programs Page 867 38.01 Concept and goals38.02 Development of the Youth
Program scope
38.03 Cultural programs
38.04 Educational programs
38.02.138.02.2
38.03.138.03.2
38.04.1
38.04.238.04.338.04.4
38.05 Sports programs38.06 Special projects
38.06.138.06.238.06.3
38.07 Summary
Patronage for existing programsSponsor support for new programs
Art competitions and projectsBand and drill team competitions
Curriculum enrichment materialsand workshopsOlympic Youth HandbookOlympic Encounter ProgramAcademic decathlon competitions
Area Beautification ProgramOlympic Youth Liaison CouncilGrow With the Olympics StudentProgram
39 Staff Roster Page 879 39.01 Alphabetical roster of the 1,750LAOOC permanent staff membersas of 1 June 1984
39.02 Roster of the LAOOC staff bydepartment as of 1 June 1984
Preface
The compilation, design andpublication of this “Official Report ofthe Games of the XXlllrd Olympiad”has been a labor of love for the smallcorps of designers, editors, writers andothers who worked to produce it. Inview of the short time in which it wascompiled, written, designed andprinted, the “Official Report” is only amere summary of the organizing,planning and staging done between1979 and 1984 for the second OlympicGames held in Los Angeles.
Readers looking for interesting anec-dotes, colorful stories and wistfulrecollections will probably be disap-pointed. We have tried to recreate thestory of the LAOOC and the organizingeffort in a concise but instructive man-ner, concentrating on the actions anddecisions rather than on the interplayof organizations and personalities. Thegoal was to summarize the LAOOC’sprocedures in determining which facili-ties to use and services to provide, andto describe the actual delivery of thoseservices during the time of the Games.Our approach was similar to that of anhistorian or textbook writer, ratherthan a novelist. Inevitably, individualcredit was overshadowed in thehistorical process of describing whathappened and why. This was consis-tent with the underlying assumptionthat those who organized the Gamesdid so for the collective good of theevent, rather than for individualattention and glory. Interested partieswill find the names of the LAOOC staffmembers as at the end of the planningperiod listed in Chapter 39.
In our quest for details to recount thecomplexity and enormity of theOlympic Games as an international
event, we have made liberal use ofphotographs, specially-commissioneddrawings and waves of statistics andsummary tables. Most importantamong these are the venue architec-tural drawings and accompanyingtables. They present in precise detailthe physical elements provided for theoperation of each major competitionand support site. By reviewing thephysical provisions required to stageour Games, future Olympic organizersand other interested parties may beable to better determine the scope oftheir own endeavors. Because thedetailed architectural review extendsto all competition venues, organizers ofmajor single-sport events, such asworld or regional championships, mayalso find the data useful.
Attention has also been paid to theorganizational structure during the timeof the Games. Those interested in themanagement structure of the LAOOCand its program to control thedevelopment process are encouragedto review Chapter3 in its entirety,those sections of Chapter30 dealingwith the commissioner program andthe sections of Chapter37 dealing withthe venue development process. Thedifficult shift from organization bycentral departments to a venue-specific structure was made possibleby the strong commissioner programand the clear delegation of authority tothe commissioners through the“Commissioner’s Mandate for thePreparatory Phase“ and the “Commis-sioner’s Authority Memorandum."Each chapter of the “Official Report”reviews the work of the centraldepartments and their functions. Tocreate this report, raw data wasgathered from each department, morethan 20,000 pages of internal after-action reports were reviewed andfinally the material was condensed intothe final manuscript. Our staff ofeditors and writers worked diligently toproduce the manuscript in a remark-ably short four months. Drawings,
photography and special art were pro-duced and selected over the sameperiod. Design and printing tookroughly seven months. We hope theresult will be judged worthy of theGames that preceded it.
We owe thanks to many people whogave their time long after their respon-sibilities to the Organizing Committeehad ended. Those who have contrib-uted most directly are listed on thestaff page at the back of both volumes.But the greatest thanks must be givento those who came to compete and,most of all, to those who came to workin support of the Games of the XXlllrdOlympiad. Again, we must recognizethe unfailing support of the people ofSouthern California, who willingly gaveof themselves to volunteer forthousands of positions which helped tomake the Games successful.
We have written of the agony of theorganizational process and therejoicing in the success of the finalproduct. Our report recounts anextraordinary period of achievementand intensity culminated by the greatquadrennial festival of sport which isthe Olympic Games. The organizingeffort was difficult but manageable,required both tenacity and vision andwas, in the end, frugal, but hardly“spartan.” In the following pages, youwill find our story.
Richard B. PerelmanEditor-in-Chief
Los Angeles, CaliforniaJune 1985
Reflections
1
Reflections
There was so much that was so good.
None of us who organized the Gamesof the XXlllrd Olympiad can forgetthe moments of power and wondercompacted into those 16 days ofceremonies and competition thatwent by so swiftly. The brilliance of theathletes combined with a greatoutpouring of support from tens ofthousands of volunteers and paid staffwho came from all over the city of LosAngeles, the state of California, acrossthe USA and even from foreign nationsto assist in a great undertaking, madethe Games a greater success thananybody could have imagined.
Who did not feel a shiver of excitementwhen the trumpeters began the fanfareto signal the beginning of OpeningCeremonies? Who didn’t share thesmile of the effervescent Mary LouRetton as she jumped, tumbled andvaulted her way through the individualall-around competition? How many feltthe pain of Gabriela Andersen-Schiessas she completed the women’smarathon race?
All of this and much more was thefruition of an idea spawned by a smallgroup of dreamers who began toimagine the return of the Games to LosAngeles back in 1939. Then, thememory of the Games of the XthOlympiad in 1932 was fresh, as wasthe astonishing news that in the middleof a worldwide depression, the Gameshad been concluded with a surplus ofmore than $1 million. But it was 52years between Olympic Games in LosAngeles and the dreamers sufferedmany disappointments before anagreement to again host the Gameswas signed in the Roosevelt Room ofthe White House on 20 October 1978.The task undertaken then was almostas unbelievable as an Olympic Gameswith a financial surplus in the middle ofthe Depression: the Games of theXXlllrd Olympiad would be organizedentirely by a private corporation,separate and apart from local or federalgovernment.
The skeptics were many and theywould have laughed had they beenpresent when, on the first day of thelease, the LAOOC’s office was closedand locked because the OrganizingCommittee had no credit rating. Yet sixmonths from that date, a $225 millionagreement for U.S. television rightswas signed with the AmericanBroadcasting Companies (ABC),ensuring a firm financial base for theGames and a windfall for the OlympicFamily which realized more than $33million from that agreement alone.
The small group called the LAOOCbegan to grow slowly and as it did,preparations for the Games pro-gressed. The triumphs and failures ofpast organizers were examined and itwas clear that most had operatingsurpluses which turned into deficitsbecause of overwhelming constructioncosts. So the LAOOC set out to contractfor the use of existing sports arenasand stadiums all across SouthernCalifornia. Already rich in sportsfacilities, the Los Angeles area provedcapable of providing suitable venuesfor the Games’ 21 competition sportsand two demonstration sports. Twostadiums were available to seat 90,000or more spectators. Five major sportshalls—two in Los Angeles and oneeach in Anaheim, lnglewood and LongBeach—joined the LAOOC to stage aspecial Olympic event. One by one,homes were found in which the com-petitions could be carried out.
Funding for the Games also requirednew thinking. The primary sources ofrevenue—government funding andlotteries—were either unavailable or,in the case of the lottery, illegal in thestate of California. Commemorativecoin programs had provided largesums to prior organizers, but the pos-sibilities of introducing a successfulprogram appeared remote in a countrythat had not minted a commemorativecoin since 1954. Thus, the previouslytrivial revenue sources of televisionrights, ticket sales, sponsorships andsupplierships had to be investigated.The success of the agreement withABC paved the way for increasedtelevision revenue far beyond the
projections of most observers; devel-opment of the sponsorship programwas not far behind.
Rather than allow a wide variety ofsponsors, suppliers and licensees withthe attendant confusion and over-commercialization, the LAOOC strictlylimited the number of corporations andfirms which were granted “official”sponsor or supplier status. Sponsorswere required to make much largercontributions to the Games—in moneyand materiel—than in previous yearsand, in return, their exclusivity andprestige in association with theOlympic movement was guaranteed.Although 50 sponsors had beenplanned for, the actual number totaledjust 29. The total number of sponsors,suppliers and licensees combined hadexceeded 150 at both Montreal andMoscow, with more than 300 at LakePlacid for the Olympic Winter Games in1980. The LAOOC had less than onehundred.
The planning period in 1981 and 1982was difficult. With little contact be-tween the LAOOC and its predecessorsfor the Games of the XXllnd Olympiad,the organizers were on their own. Staffwas added to do concentrated work ina specific area, then asked to performcompletely unrelated tasks in anotherarea because additional developmentwas needed. This flexibility inassignment proved to be a hallmark ofthe LAOOC’s management strategyover the next two years.
The most memorable feature of theplanning period was the completion ofmajor tasks. The first world-class velo-drome in the western United Stateswas completed on time and underbudget in 1982, as a gift of one of thesponsors who wanted to leave a last-ing legacy to the Southern Californiaarea. The swimming pool at theUniversity of Southern California wasanother sponsor gift. It, too, becamepart of the legacy of facilities left to Los
Angeles by those who wanted theGames to be more than a two-weeksporting event. Each facility wasconceived and constructed forpermanent use. The velodrome is usedfor training by cyclists from all over thecountry and competitive cycling isbeing introduced to an entire genera-tion of Los Angeles residents. Theswimming facility, while not an archi-tectural monument, is an excellentoutdoor facility which can be usedyear-round, thanks to the temperateSouthern California climate.
As the construction projects werecompleted for those few facilities forwhich existing arenas or stadiumswere not available, the planningprogressed to the testing stage. TheLAOOC assumed that volunteers wouldbe effective in the management andoperation of the Games, but this wasnot a certainty. The LAOOC furtherassumed that the temporary nature ofmany of the support facilities wouldnot detract from the dignity and statureof the Games, but few were really sure.The Games needed a shakedown; anopportunity to check the reality of theplanning which had transpired so far.
The first trial came at the January 1983meeting of the IOC Executive Board andthe NOCs, at which representatives of141 nations gathered to discuss theGames and see what the LAOOC hadplanned. Volunteer drivers, hosts andhostesses performed admirably andexperimental design concepts werewell received; the meeting was asuccess. The next step was to testsports events.
Perhaps the most over-managedsporting event in history began on7 May 1983. The III FINA World WaterPolo Cup was held at PepperdineUniversity before some modest audi-ences and almost all of the LAOOC’sdepartment managers, each of whomhad hands-on roles in areas they wouldmanage 18 months later. Senior man-agers planned months for an operationthat would cover a one week period.Although the LAOOC discovered howmuch there was to learn, the competi-tion went relatively smoothly and thevolunteers worked well; anothersuccess.
2
Imbued with confidence from thewater polo event, LAOOC next testednew facilities that had been builtspecifically for the Games. The 1983events in cycling, swimming, divingand synchronized swimming wereboth exhilarating and frustrating.Exhilaration came from the flawlessperformance of the physical facilitiesand a world record in the 800-meterfreestyle by Soviet Olympic championVladimir Salnikov on the first day ofswimming competition. Frustrationcame from the lessons which werelearned through hard experience:understaffed concessions on somedays, problems with parking on otherdays and equipment and supplies thatdidn’t always arrive as planned. LAOOCstaff members learned while theyworked. All through these events,however, the volunteers proved theirworth again and again and began toassume management roles at some ofthe events.
With the experience already gainedand a growing desire to test new ideas,the LAOOC planned a 1983 event ingymnastics—the most complex of thesports to be staged at indoor arenas.The vibrant Look which had developedslowly through the cycling and swim-ming events blossomed inside PauleyPavilion in an explosion of color whichlent a festive atmosphere to thecompetitions. Two more events wereheld and by the end of the year, theorganizers were sufficiently confidentthat their major assumptions werecorrect and that the final stage ofplanning could proceed.
Since the next six months were spentin the revision and finalization ofdetailed plans for each site, the timepassed quickly. After the OlympicWinter Games in February 1984, atSarajevo, the focus turned to LosAngeles. The planning was completeand the procurement of people andmateriel began in earnest.
On 8 May, the Organizing Committeewatched the beginning of the unprece-dented 82-day, 15,000-kilometer torchrelay and was informed of the end toany possibility for participation by theSoviet Union in the Games. It was at
once the brightest and darkest day forthe LAOOC, but the boycott gatheredsupport only from nations alreadyaligned politically with the USSR, andtheir athletes suffered in silence. Thetorch relay overwhelmed an entirenation as it moved across the countrytoward Los Angeles, drawing crowdsnumbering in the hundreds of thou-sands in major cities and hundreds insmall towns whose total populationwas only slightly larger than the num-ber who turned out to see the Olympicflame pass by.Inevitably, it became clear that thosewho could come, would. By the entrydeadline of 2 June, a record 141nations affirmed their participation inLos Angeles. The large turnout ofnations spoke eloquently to the validityof the professed fears of those whosaid they must stay away for reasonsof security and confirmed the desire tocelebrate the festival of man and sportwhich is the Olympic Games.The pace quickened daily in theOlympic city and people turned out bythe thousands to sign up for Gamespositions from management to foodservice worker. Each had his or herown reason to want to play a part inhistory, but each recognized the spe-cial nature of the event. It happened intheir city only once in the lives of theirgrandparents and parents; it might nothappen in Los Angeles again, ever. Itwas a chance to be part of somethingthat was bigger than themselves,bigger than the athletes and venuesand villages put together and morethan all the words that were writtenabout the Games. It was going to bespecial and they wanted to make itthat way.
The theme changed from playing a partin history to making history. The visiblesigns of the Games increased and withit the excitement within the city. Thecolorful flags and banners that deco-rated the streets of Los Angeles andmany surrounding communities were
Olympic. No one had to say so; no sym-bols were needed on the decorationsto signify the importance of what theyrepresented. The vibrancy of the colorsflying freely in the breeze epitomizedthe strength and vigor with which thehost city had prepared itself for thevisitors from foreign lands. Welcome!
Everyone was smiling on 14 July whenthe villages at UCLA, USC and UC SantaBarbara opened. The first athlete toregister at the UCLA Village was ZouZhenxian, a triple jumper from thePeople’s Republic of China. Hispresence marked a return to the citywhere Chinese participation in theOlympic Games had begun 52 yearsearlier. Print journalists poured intoLos Angeles and found a home at theMain Press Center, a huge complexwhich spanned across an entire cityblock. Those who wore LAOOC’s staffuniforms looked at each other withconsiderable amazement: the time hadactually come!
The pace was frantic at all of the sitesas the preparations concluded and thecompetition management began. Finaltraining was underway and the Open-ing Ceremonies loomed just ahead.
It was a bright, warm day on 28 July1984. The anticipation and excitementwas almost unbearable. For LosAngeles, it was a day unlike any otherbefore it. For the spectators, it was anopportunity to attend the hottest showin town—even though it hadn’t openedyet and was for one performance only.For the athletes, it was their moment toshine—they were all winners on thisday. For the organizers, it was therealization of a dream which few hadbelieved just five years before andwhich now seemed impossibly readyto come true.
Then, it began. The chill of emotion stillovertakes those who remember thechurch bell which signaled the start, theRocket Man who welcomed the worldfrom the skies and the beginning of the"Fanfare Olympique.“ In a wonderfullystunning moment, 88,000 spectatorswelcomed the athletes, guests andofficials of 140 nations with a cardstunt that transformed the Coliseuminto a collage of national flags united
under the Olympic rings. Welcome tothe athletes! Welcome to our city!Welcome to America!
So much happened and so little canbe described in words How manycheered themselves hoarse as theathletes marched into the stadium,from Greece and China and Romaniaand from the United States? How manygasped in disbelief as Rafer Johnsonclimbed a staircase that escalated withhim to light the Olympic flame? Whowas not moved to tears when VickiMcClure and 11,000 athletes, per-formers and spectators held hands,swayed and sang ”Reach Outand Touch.”
For the thousands of athletes, officialsand spectators—joined by 2.5 billiontelevision viewers around the world—the Games could not have openedmore brilliantly. Then, the competitionsbegan. Basketball, boxing, cycling,equestrian and eight more sportsbegan on 29 July and continued non-stop through the gathering darknesson the 12th of August when a wearyCarlos Lopes crossed the finish line ofthe men’s marathon in an Olympicrecord 2:09:21. There is so much wewant to remember.
The grace and power of Romania’sEcaterina Szabo. The powerfulexhilaration of the USA’s JeffreyBlatnick, who overcame Hodgkinsdisease, then burst into tears afterwinning a gold medal in Greco-Romanwrestling. The victory of shooter XuHaifeng, whose gold medal in the freepistol competition was China’s first-ever Olympic medal and the first medalawarded at the Games. The glowingsmile of FRG high jumper Ulrike Mey-farth, who won a gold medal in thesame event a dozen years before inMunich as a girl of 16 and repeated hervictory as a woman in Los Angeles atthe age of 28.
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Reflections
Who can forget the brilliance of CarlLewis, who stormed to four goldmedals like his predecessor, JesseOwens, some48 years earlier? Or thegrace of diver Greg Louganis off boththe springboard and platform? Or theemotional victory of marathoner JoanBenoit, who overcame not only hercompetition, but the many who saidwomen could not or should notcompete in the event.
For the LAOOC, it was a time of tension.The planning was over and althoughthe Games ran smoothly, day after day,it was the waiting that was difficult.What might go wrong? What else canbe done to make things better? As itturned out, the efforts were more thangood enough.
People wanted to be part of the event.Even if they had no tickets, they camefor an afternoon of sun and pin-tradingin Exposition Park. Those who worethe colorful uniforms of the LAOOC, byand large, were volunteers takingvacations or just quitting their jobs towork tirelessly to stage the Games.The competition took place over anarea of thousands of square miles—insmall high schools used for trainingsites and in giant stadiums like theRose Bowl, where more than 100,000people gathered to watch France andBrazil duel for the football gold medal.There was an intensity, a strength ofwill, an esprit de corps, which ensuredthe successful outcome of the Games.
It was a dream and, like all dreams, ithad to end. The Games drew to a closewith Lopes and his fellow competitors.The Closing Ceremonies flickeredbrilliantly, then concluded, as did theOlympic flame. On the morning after,construction crews began dismantlingthe physical elements of the Games toreturn Los Angeles to its pre-Gamesappearance. Soon gone were theathletes, the banners, the massivemagenta gateways and the light traffic.The Olympic holiday was over.
But the dreamers had their day, and,best of all, they were able to share itwith so many of us. We laughed andcried and screamed for our favoritesfor more than two weeks and never feltsorry. We were part of something somuch bigger than ourselves and wereso much better for it. We played ourpart in history. The dreamers, theorganizers, Los Angeles, the UnitedStates and 140 nations proved therelevance of the Olympic movementin today’s world and validated thedifficult work of the InternationalOlympic Committee, the InternationalFederations and the National OlympicCommittees.
Good luck to our brothers in Seoul andCalgary, where the next Games will bestaged. Good luck to the IOC and itspartners in the Olympic movement.Congratulations to the athletes whocame, the staff who endured and thevolunteers who gave so joyously ofthemselves to make so many proudof Los Angeles. Only a few canunderstand the true depth of your giftto a city, a country and a movementwhich means so much to our troubledworld today.
Thanks.
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Award of the Gamesof the XXIIIrd Olympiad
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Award of the Gamesof the XXIIIrd Olympiad
Prior to 1984, only two cities had everhosted the Olympic Games twice—Paris in 1904 and 1924 and London in1908 and 1948. Los Angeles thusbecame the third city to enjoy thishonor. That the Games returned to LosAngeles was not an accident nor was itthe result of a sudden inspiration on thepart of civic and sports leaders in LosAngeles. Instead, the return of theGames was the result of a half centuryof planning, hard work and continuouseffort by a large number of determinedindividuals and organizations in thecity. Civic, business, labor and sportsleaders all contributed to the return ofthe Games to Los Angeles in 1984.
2.01Impact of the Gamesof the Xth Olympiad
The most amazing fact about the 1932Olympic Games was that they wereextremely successful despite theworldwide economic depression.Thirty-seven nations sent a total of1,408 athletes to compete in theGames. The competitors competedin 135 events in 14 sports, twodemonstration sports and cultural and
arts competitions at nine differentvenues. A total of 1,247,580 spec-tators bought $1,246,580 worth oftickets, which ensured that the Gameswould raise enough money to pay backthe state of California for the onemillion dollar bond issue approved in1928 to finance the Games.
The Games of the Xth Olympiadcontinue to be remembered for itsinnovations. The Organizing Commit-tee of the Xth Olympiad (known as theXOC) constructed the first Olympicvillage in Baldwin Hills at a cost of$500,000. The women had their ownvillage nearby in the Chapman ParkHotel. The Organizing Committee alsointroduced simplified entry forms andinstantaneous transmission of resultsover telex lines to radio stations andnewswire services.
The economic impact of the Games ofthe Xth Olympiad was considerable,particularly in light of the economicproblems of the era. With the moniesraised through the sale of tickets andthe salvage of the Olympic village andsale of its bungalows, the XOC retiredthe California State Bond and distrib-uted the remaining surplus to the cityand county of Los Angeles.
The Games resulted in a tremendousrise in prestige for the city of LosAngeles as the city successfullyhosted its first major international
activity. The city did acquire a numberof international-quality sports facilities,including the refurbished Coliseum, theLos Angeles Swim Stadium, LongBeach Marine Stadium and a renovatedOlympic Auditorium. The Games of theXth Olympiad, most importantly,inspired many youngsters to becomeinvolved in sports competition andlarge numbers later competed in theOlympic Games themselves. Finally,the Games of the Xth Olympiadinspired many business, civic andsports leaders to dream of bringing theOlympic Games back to Los Angeles.Thus 1932 was both a beginning andan end of an era, one upon whichAngelenos built their Olympic dreamsand plans.
2.02Formation of the SouthernCalifornia Committeefor the Olympic Games
With the dissolution of the XOC in1933, a six year period passed beforeAngelenos seriously thought aboutbringing the Olympic Games back toLos Angeles. Then in 1939, Angelenoscreated a new organization, theSouthern California Committee for the
Olympic Games (SCCOG). In the follow-ing decades, the leaders of the SCCOGcontinually campaigned for a return ofthe Olympic Games to Los Angeles.Despite a long series of setbacks, theSCCOG leadership maintained its ardorand eventually achieved the originalgoal of hosting a second OlympicGames in Los Angeles,
The original proposal to organize agroup to bid for the Olympic Games inLos Angeles a second time was theindirect result of correspondencedispatched by Avery Brundage, atthe time president of the AmericanOlympic Association and a member ofthe IOC. In his letter, which he wrote 20November 1938, Brundage suggestedthat the Southern Pacific Associationof the Amateur Athletic Union mightbe of assistance to the Olympicmovement. In the final paragraph, herecommended the formation of aSouthern California Committee for theOlympic Games. The initial organiza-tional meeting was held late in 1939.As incorporated, the SCCOG had threepurposes—to sponsor athletic eventsin the Los Angeles area in order to raisefunds for amateur athletics; to contrib-ute to the United States Olympic Fund;and to maintain contacts with the IOCfor the purpose of soliciting the IOC’sapproval of holding the Olympic Gamesin Los Angeles again.
1 Opening Ceremonies of the 1932 OlympicGames were held in the newly built LosAngeles Memorial Coliseum.
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In September 1939, this newcommittee wired Avery Brundageand proposed that Los Angeles beconsidered as the site of the 1940Games. Following the cancellation ofthe 1940 Olympic Games by the IOC,the SCCOG turned its attention topromoting sports events and raisingfunds for its campaign to return theGames to Los Angeles. The SCCOGstaged the highly successful LosAngeles Coliseum Relays in track andfield from 1940–1968, which continuedas the Compton Relays from 1969–1972. At its peak, the meet drew 61,762spectators and helped maintain localinterest in a major Olympic sport.
2.03Candidature as theUnited States city to bid forthe Games from 1947-1972
The Southern California Committee forthe Olympic Games continued to workto bring the Olympic Games back toLos Angeles throughout the late1940s, the 1950s and the 1960s. In1947, the SCCOG organized a delega-tion led by Mayor Fletcher Bowron aschief spokesperson. This grouptraveled to Stockholm for the 1947 IOCSession and presented a proposal tohost the 1952 Games. However, theIOC awarded the 1952 Games toHelsinki. The SCCOG sent a delegationto London for the 1948 Olympic Gamesand campaigned hard for the right toorganize the 1956 Olympic Games, butthe IOC chose Melbourne. Since severalU.S. cities had bid for the 1956 Games,the United States Olympic Committee(USOC) passed legislation which estab-lished a screening process and gavethe USOC the right to designate one cityto make an official presentation.
For the next four Olympiads, theUSOC chose Detroit over Los Angelesand other cities as the official U.S.representative. Yet these bids by theSouthern California Committee for theOlympic Games were not totally invain, for they kept alive the idea ofbringing the Olympic Games backto Los Angeles. The constant bidsallowed proponents of the Games inLos Angeles to continually updateplans and budgets in case the USOC andthe IOC accepted a proposal from theSCCOG. Internationally, these effortsdid not go unrecognized. The IOCawarded the distinguished OlympicCup Award to the SCCOG in 1965, inrecognition of its contributions toOlympism.
While active in pursuing the OlympicGames, the SCCOG also worked tobring the Olympic Winter Games toCalifornia. The SCCOG helped toorganize the California OlympicCommission, which successfullysought and acquired the 1960 OlympicWinter Games for Squaw Valley.
2.04Bid for the Gamesof the XXlst Olympiad
In late 1967, Los Angeles Mayor SamYorty asked noted industrialist (andyachtsman) John Kilroy to chair acommittee which would bid for the1976 Olympic Games. The mayor’scommittee promptly began the mostserious attempt yet to win the Gamesfor Los Angeles. Known as the LosAngeles 1976 Olympic Committee(LA76), the group had a mixed public-private composition.
One important contribution of the 1970bid was that it introduced two novelideas to the international sportscommunity. The proponents of the LosAngeles bid floated the idea of privatefinancing for the Games. While relyingon public funds in the official proposal,Kilroy was willing to resort to privatefunding if government monies provedto be unavailable. This idea repre-sented a revolutionary departure fromtraditional Olympic practice, wherebygovernment subsidies formed most,and sometimes all, of the funding forboth Games preparations andoperations.
Negotiations by the LA76 Committeealso led to the establishment of an IOCtelevision policy for the first time. Theability of local sports organizers to signa three million dollar television contractfor the Rose Bowl American footballgame on New Year’s Day convincedcommittee members that a contractwell in excess of ten million dollars wasrealistic.
In addition to its forecast of greatertelevision revenues, the LA76Committee built its carefully budgetedproposal around the concept of usingtelevision revenues to finance theGames—a rather radical approach atthat time. The LA76 Committee alsoforecast a profit of 12 million dollars.For the first time, Los Angeles was ableto defeat Detroit in balloting by theUSOC to select the U.S. representative.At the USOC meeting at Chicago, SanFrancisco actually turned out to be theclosest domestic competitor, asDetroit lost its iron grip on the USOCnomination.
A large group of individuals headedby Kilroy and Mayor Yorty visitedDubrovnic, Yugoslavia, in October1969 to make the official presentation.Surveys at the time indicated that LosAngeles was the probable, eveninevitable, winner. Other cities biddingfor the Games included Montreal andMoscow.
In the voting, however, Los Angeleswas eliminated on the first ballot. The
results of the second ballot awardedthe Games to Montreal, although Mos-cow had received the most votes onthe first ballot. While the Los Angelesdelegation was very disappointed, theefforts of the LA76 Committee didcontribute to keeping the idea ofanother Olympic Games alive in LosAngeles. Valuable work had beendone, both in developing a proposaland in soliciting international support.
2.05Bid for the Gamesof the XXllnd Olympiad
The importance of the 1974 bid lay inthe fact that it kept the Los Angelesoption before the IOC and demon-strated that Los Angeles continued tobe interested in hosting the Games.Attorney John Argue stepped forwardin 1972 to become president of theSCCOG and along with the new mayorof Los Angeles, Tom Bradley,organized a new attempt to win theGames. When the United StatesOlympic Committee (USOC) sent itsroutine letter to many U.S. mayorsasking them if their city would beinterested in hosting the Games, onlyLos Angeles responded favorably.
Argue and Mayor Bradley traveled toVienna in 1974 with a delegation of LosAngeles political and business leadersto again present a proposal to the IOCat its annual session. However, the IOCpassed over Los Angeles in favor ofMoscow. Argue was not deterred, forhe believed that a strong bid attempt in1974 would strengthen the SCCOG’sbid for the 1984 Olympic Games even ifLos Angeles did not win the rights tohost the 1980 Olympic Games. Thefinal vote was extremely close, despitethe fact that the IOC had never assignedtwo consecutive Olympic Games to theNorth American continent.
The failure to win approval in 1974ended an intermediate period of Olym-pic history for Los Angeles. Leadersfrom Los Angeles had not only hostedbut also had aggressively pursued theGames and had spent time and energyon their crusade. They believed thatthey were closer to their goal than everbefore and redoubled their efforts.Their bid attempt in 1978 might havebeen routine, except for some majorchanges in the environment whichradically altered several factors inthe Olympic bidding formula.
2.06Bid for the Gamesof the XXlllrd Olympiad
Success once again crowned theefforts of Los Angeles in this thirdperiod, but not before a great numberof major and potentially far-reachingchanges had been made by both theleaders of Los Angeles and the IOC.The bid for the 1984 Games was acomplicated affair, with many differentgroups and factions contending forinfluence in determining the exactnature and financial responsibilities ofthe 1984 Games. The taxpayers and
voters of Los Angeles expressed agreat interest in the Games and theirinput helped Olympic organizers focuson a new, previously untried direction.The IOC, under great pressure, agreedto take on the risks of organizing theOlympic Games in an entirely newfashion.
The core of the Los Angeles proposalsalways had been to use existing sportsfacilities in order to minimize capitalconstruction costs. This idea remainedthe central point in the 1978 LosAngeles bid. Given the runaway costswhich plagued the organizing commit-tee in Montreal, this position becameeven more important as it became clearthat those cities which needed to buildextensive new sports facilities couldnot hope to balance their budgetswithout extensive governmental fund-ing. Taxpayer resistance to increasedgovernmental expenditures at everylevel—local, state and national—reinforced this position.
The basic Los Angeles Olympicproposal had developed over a numberof years. It had slowly come to includethe idea that the Olympic Gamesshould not cost the taxpayers anymoney. Voters wanted absolute,binding legal safeguards which wouldensure that they and their childrenwould not be taxed to hold the Games.In 1970, such an idea may have beentoo revolutionary, but by 1978,following the fiscal problems ofMontreal, the idea could no longer beeasily dismissed.
The bid for the 1984 Olympic Gamesbegan as a joint civic-private endeavor,as had been the case with the previousbids. The political structure of LosAngeles city government dictated thatany city endeavor would involve strongCity Council involvement, which meantin turn that the Council exercised animportant role in the outcome of theOlympic bid. The IOC Charter requiredthat a contract to host the Games besigned with a city government, soCouncil support was crucial to the bidprocess.
On 24 October 1975, the Los AngelesCity Council moved that the CityAdministrative Officer (CAO) beinstructed to update the 1980 OlympicGames cost-revenue study in anticipa-tion that Los Angeles would seek the1984 Olympic Games.
The Los Angeles campaign for the1984 Games officially started on 14April 1977. On that date, John Argue,president of the SCCOG, sent a letter toMayor Bradley requesting his supportof the SCCOG application to the IOC tohost the 1984 Games in Los Angeles.Argue’s letter advocated that a“spartan” Olympic Games be staged.While the early emphasis of Olympicsupporters was on the term “spartan,”it required time and the emergence
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Award of the Gamesof the XXlllrd Olympiad
of other interest groups to define�spartan� as a no-cost-to-taxpayersapproach. Bradley relayed Argue�sletter to the City Council along with anadditional note of his own personalsupport. In his note, Bradley stressedthat he hoped that a way could befound for the Olympic Games to pay forthemselves. On 2 May 1977, the CityAdministrative Office released thelong-awaited cost-revenue study inresponse to the City Council request.The report pointed out the variousdifficulties which potentially threat-ened to plague an Olympic Games inLos Angeles. The CAO, after a series ofmeetings with the Montreal OlympicOrganizing Committee, estimated thatLos Angeles would face a deficit ofbetween $200.5 and $336.5 millionshould the city attempt to organize theGames. The CAO assumed that nofederal or state subsidies, lottery fundsor funds from the sale of commemora-tive coins would be forthcoming. TheCAO�s figures differed substantiallyfrom the budget which the SCCOG hadpresented and which had forecast asurplus of $750,000.
Nevertheless, On 6 May 1977, twocommittees of the City Council, heardan official Olympic proposal by theSCCOG, and testimony from cityofficials including Anton Calleia, chiefadministrative assistant to the mayor.
Both committees recommended thatthe Council authorize the mayor topursue the Olympic bid. On 12 May1977 the Council voted 12-O to acceptthese recommendations. MayorBradley formally petitioned the USOCon May 18 to designate Los Angeles asthe U.S. candidate city for the 1984Olympic Games. This procedure hadbecome more complicated since 1974.
The rejection by voters in Colorado ofDenver�s bid to host the 1976 WinterOlympic Games had been an embar-rassment to the USOC, since the IOChad already voted to award the Gamesto Denver. The resultant loss ofprestige by the USOC in the inter-national sports community led theUSOC to tighten its application require-ments for host cities. As a result, theUSOC now wanted firm proof that theresidents in any area of the UnitedStates that was bidding to host theGames actually favored holding theOlympic Games in their area.
Mayor Bradley received the USOCrequest in a letter, and promptlyrecommended on 3 1 May 1977 that apublic opinion poll be conducted by anindependent public opinion surveyfirm. While the USOC would havepreferred a referendum, it was decidedthat a poll would be just as accurateand much more cost-effective from thetaxpayers� point of view. At the time,six U.S. cities had indicated to the USOCthat they were interested in holding theOlympic Games-Atlanta, Boston,Chicago, New Orleans and New York
as well as Los Angeles. New York Citywas the only candidate to ultimatelymount a serious challenge to LosAngeles. The answer which the USOCexpected about public opinion in LosAngeles was soon forthcoming. TheField Research Corporation (FRC)conducted its survey 2-10 August andpolled 1200 city and county adultresidents (18 or older).
Field designed the questionnaire tosimulate a referendum on the OlympicGames issue. Interviewers first askedrespondents whether they had read,heard or seen anything recently on LosAngeles and the 1984 Olympic Games,Then interviewers read a briefstatement explaining that the city hadmade an offer to host the 1984 Gamesand that the purpose of the survey wasto determine whether people in LosAngeles favored or opposed hostingthe Games. Respondents thenanswered a question on whether theyfavored or opposed holding theGames. In order to ensure that thesurvey respondents would have equalopportunities to be informed about theissue, a set of arguments for andagainst the city�s sponsorship of theGames was prepared from availablesources, including newspaperaccounts and city materials.Interviewers handed the respondents
VOL. XCVI FIVE PARTS-PART ONE 96 PAGES MONDAY, SEPTEMBER 26, 1977 MORNING * FINAL DAlLY 15c
L.A. Picked for Olympic BidErrant Judges:Way Sought toEase Them Out
Israel Reverses Stand, OKs
Wins Over New York;�Spartan� Event Stressed
these arguments on a printed card andasked the recipient to read thearguments. In order to control forsequence bias, the FRC rotated theorder of presentation for the pro andcon arguments. After exposure to botharguments, respondents again wereasked the same favor or opposequestion. The intention was todiscover to what extent, and in whatdirection, opinion had shifted.
Following this question, interviewersasked a number of short questions inorder to determine why a respondentopposed or favored the Games. Aseries of questions on financial optionsfor the Games followed and thesession ended with questions whichfocused on whether or not the respon-dent would attend any of the events.
The FRC survey released on 31 August1977, indicated that 70 percent of the1,200 people surveyed in Los Angelessupported the bid for the 1984 OlympicGames, however, only 35 percent weresupportive if city or county tax fundswould be required. The results alsoindicated that 44.6 percent favored theGames if state tax funds were used and59.5 percent favored them if federalfunds were needed. Without consider-ing the financial issues, 30.4 percent ofthe respondents were very strongly infavor of the Games, 19.4 percent werestrongly in favor and 20.2 percent weremoderately in favor for a total of 70percent. The poll reinforced the opinionthat no public funds should be used tofinance the Games.
2 On 25 September 1977, the "Los AngelesTimes" reports the USOC's choice for the1984 Olympic bid.
3 After returning from the USOC's home inColorado Springs, Colorado, with news ofthe Olympic bid, members of the SouthernCalifornia Committee for the OlympicGames (SCCOG) celebrate at the Los Ange-les International Airport. They are (fromleft) Anton Calleia, John Argue, RobertSelleck, Larry Houston, Dr. Ernest Vande-weghe, Kenneth Hahn, Ramona Hahn, JohnFerraro, Peggy Stevenson, James Hardy,Henrietta Hardy and Michael Portanova.
4 A record $225-million television rightsagreement is signed by ABC representa-tives (from left) Charles Stanford andJohn Martin, LAOOC President Peter V.Ueberroth, then President of the IOC LordKillanin and IOC Director Monique Berliouxin Nagoya, Japan, 26 September 1979.
5 Members of the USOC, LAOOC and Los An-geles city officials met with IOC officials inJune 1978 and included (from left)F. Don Miller, Robert Kane, Los AngelesMayor Tom Bradley, then IOC PresidentLord Killanin, John Argue, Anton Calleiaand John Ferraro.
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The USOC sent a nine-memberdelegation to Los Angeles to inspectthe proposed Olympic facilities inmid-September. It toured the variousproposed Olympic venues, concentrat-ing on the proposed Olympic villagesites at USC and UCLA. The tourconvinced the USOC delegation that thetwo Olympic village option indeed wasa viable concept. Los Angeles wonofficial USOC approval at ColoradoSprings on 25 September 1977 by avote of 55–39. Atlanta, Chicago,Boston and New Orleans had droppedout of the bidding following their initialexpressions of interest in June 1977,leaving New York as Los Angeles’ onlyrival. The Los Angeles delegationstressed the need for a “spartan”Olympic Games conducted on a finan-cially-sound basis. In the end, LosAngeles became the official U.S. candi-date city for the third straight time.
The SCCOG had focused its resourceson gaining the approval of the U.S.Congress and the California StateLegislature. Federal support wasforthcoming through House Con-current Resolution 368, whichunanimously passed the House ofRepresentatives on 6 October 1977and the Senate on 7 October 1977.In California, an amendment to anexisting bill was introduced whichexempted the Olympic biddingprocedures from the environmentalimpact reports required by theCalifornia Environmental QualityAct. The original bill failed, but theamendment was passed by a vote of
75–0 in the Assembly and 33–0 in theState Senate. It became law on 16September 1977. Also introduced wasSenate Concurrent Resolution 48, aresolution in support of the Games inLos Angeles. Introduced 21 June 1977,the Assembly adopted it the next dayas did the State Senate. While the stateof California remained hesitant aboutcommitting funds, it did provide thenecessary political support at a timewhen positive signs of support werenecessary to keep the bid preparationsmoving forward.
Meanwhile, the IOC, in light of thefinancial problems suffered at Montrealand the resulting judicial inquiry into thefinancial affairs of the MontrealOlympic Organizing Committee byprovincial and federal Canadianofficials, voted at its 1977 sessionmeeting in Prague to require that futurecity and federal governments bothcontractually commit themselves toassume all financial liability arising outof their organization of an OlympicGames so that the IOC would not beresponsible for any potential costoverruns. However, the IOC found itselfin a difficult position that limited itsability to maneuver. The IOC hadbecome accustomed to choosing onecity from among a group of applicants,each of which tried to outdo the othersin offering facilities and services.
However, when Tehran dropped its bidin 1977, the field of cities seriouslyinterested in hosting the Games shrunkto only one.
On31 October 1977, IOC PresidentLord Killanin announced that LosAngeles was the only candidate for the1984 Olympic Games. The IOC Sessionscheduled for May 1978, would con-sider the Los Angeles proposal, whichgave Los Angeles several months torefine its plans. Killanin visited LosAngeles early in November and heldtwo days of talks 5–6 November 1977with Los Angeles Olympic leaders. Healso met individually with members ofthe City Council.
On 13 January 1978, the SCCOG and themayor’s office jointly presented to theCity Council a 149-page official reply tothe IOC questionnaire. This proposalwas spartan, both by name and incomparison to the bids of other cities inthe past. It pledged that the city of LosAngeles would run the Games in a“prudent, businesslike fashion.” Theproposal also set the Athens IOCmeeting as a deadline, after which thecity’s interest in the Games wouldlapse should the IOC fail to reach anagreement acceptable to Los Angeles.The city then submitted responses tothe official IOC and International SportsFederations questionnaires in February1978 under a cover letter from MayorBradley dated 25 January 1978.
The reaction by the IOC and PresidentKillanin was not encouraging to LosAngeles Olympic supporters. On10 March 1978, Killanin wrote a letterthat emphasized that the IOC would be
the final authority on all questionsconcerning the Games, and that the IOCwould insist that Los Angeles assumetotal financial responsibility for hostingthe Games.
As the months rolled by and the IOCcontinued to hold fast to its positionthat Los Angeles would be financiallyresponsible for the Games, oppositionwithin the City Council continued tostiffen.
The public debate in SouthernCalifornia over the funding options andpotential cost of the Olympic Gamesprompted the Los Angeles City Councilto vote 11–1 on 6 April 1978 to placean Olympics cost-control measure onthe November 1978 ballot. Thepassage of this amendment to the citycharter was extremely important forthe future direction and structure of theOlympic organizational efforts since itprohibited the expenditure of city fundswithout a legally-binding guarantee ofreimbursement.
The voters in Los Angeles over-whelmingly approved the Olympicscost-control charter measure inNovember 1978–74 percent votedyes. After 7 November 1978, othersources of financing had to be sought,since it was obvious that the city wouldnot spend any of its tax revenues toorganize the Olympic Games. Theapproval of Charter Amendment ”N”served to officially guarantee that theOlympic Games would not be financed
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Award of the Gamesof the XXlllrd Olympiad
by government funds. Neither the statenor the federal governments hadresponded to a variety of overturesfrom Mayor Bradley regarding possibleuse of state and federal funds. ByNovember, it was also quite clear thatunder the existing state and federalleadership, no funds would be forth-coming from state sources andprobably not from federal sourcesfor support of the Olympic Games.
The only available option was privatefinancing, although the IOC had to beconvinced that this solution was bothpossible and necessary. The passageof the cost-control charter amendmentby the voters strengthened the handsof negotiators from Los Angeles in thediscussions over financial responsi-bility by giving them a legal basis fromwhich to resist the IOC’s demands.
The SCCOG continued to play a leadingrole but the honor also broughtadditional burdens. It became evidentthat additional funds would be requiredin order to finance the bid by LosAngeles and make a formal presenta-tion to the IOC and avoid relying onpublic tax revenues. A fund-raisingluncheon was held that netted $40,000and a follow-up letter brought inanother $160,000. These fundsallowed the bid to proceed withoutpublic expense. These funds helpedpay the fares of those city officials whotraveled to meetings with the IOC onbehalf of the bid. The SCCOG had alsofunded the $38,620 deposit to the IOCwhen the initial bid was submitted.
Without the efforts of the SCCOG, thebid might well have evaporated at thispoint, given increasing publicresistance to the expenditure of anypublic funds on the Olympic effort.
The period from April to August 1978was one of constant negotiation toamend the bid. Mayor Bradley hadindicated in his 25 January letter thatLos Angeles would be glad to meetwith the IOC in order to clarify anyquestions the IOC might have regardingthe Games. The first session betweenthe IOC and Los Angeles delegationsfollowing the submission of the IOCquestionnaire by Los Angeles officialstook place at the Fiesta Palace Hotel inMexico City from 9–11 April.
For the first time, it began to appear asif the IOC and Los Angeles might beable to agree on some major points. Itwas agreed that the OrganizingCommittee would be selected by LosAngeles, in consultation with the USOC.The USOC would be entitled to placethe two IOC members in the UnitedStates, its president and its secretary-general on the Organizing Committee.The Organizing Committee wouldreceive all revenue generated by theGames, except for one-third of thetelevision rights fees. In addition, thefuture Organizing Committee wasgiven the right to conduct its owncontract negotiations with the U.S.television networks. The IOC couldobserve the negotiations at any timeand had the right of final approval. TheLos Angeles delegation was able toconvince the IOC that because of thetelevision expertise available in LosAngeles that it should handle thetelevision negotiations.
The IOC also agreed to waive Rule 21,which assigned all proceeds from theGames to the IOC. However, the IOC didnot agree to alter its stance on Rule 4—that the Games were to be awarded toa city and that the city would be finan-cially responsible for the organizationof the Games. Nonetheless, significantprogress had been made in the MexicoCity meeting and the parties involvedsigned a protocol which listed thedecisions which had been reached. Thelack of any explicit IOC commitment tosurrender control over the cost issueby renouncing Rule 4 fueled the publicand City Council debate in Los Angeles.Athens, Greece, was the next stop inthe negotiation circuit. The IOC hadscheduled its annual session forGreece and expected to select thesites for both the 1984 Olympic WinterGames and 1984 Olympic Games at itsmeeting.
In Athens, the IOC continued to holdfast to Rule4 and to demand that thecity unilaterally accept city and tax-payer liability. Searching for a way outof the impasse, the IOC recommendedthat Los Angeles seek an insurancepolicy that would protect the cityagainst a possible deficit. Some of theLos Angeles delegation present inAthens had reservations about thepossible success of such a venture butwere eventually convinced that it wasessential to obtain the award of theOlympic Games, even if only on aconditional basis.
By 18 May 1978, an agreement still hadnot been reached. Therefore, the IOCvoted to conditionally award theGames to Los Angeles. The IOC addeda provision that the city had until 31July 1978 to sign a final agreement andabide by IOC terms or else the IOCwould withdraw its provisional awardand seek new bids. Progress, howeverslight, had been made and for thatreason Athens was a milestone. LosAngeles at least had the Games. TheIOC could still take them away andmany items still needed to be workedout, but Los Angeles had a provisionalfranchise.
2.07Agreement of the IOC withthe city of Los Angeles, theLos Angeles Olympic OrganizingCommittee and the United StatesOlympic Committee
The IOC’s continued insistence on Rule4 unnerved city councilmen, many localmedia representatives and much of thegeneral public in Los Angeles. Thiscontinuing controversy in Los Angelesover the bid led bid supporter and localpublic relations executive Hank Riegerto enlist support. After a telephoneconversation with John Argue, whowas still in Europe following the con-clusion of the Athens meeting, Riegercoauthored a letter with David Wolper,a television and movie producer, andRodney Rood, vice president of theSCCOG, and sent it to Mayor Bradleyand the media. The letter of 25 May1978, proposed the idea of a privatenegotiating committee. With the IOCdeadline drawing near, Bradley namedan elite, seven-man private blue-ribbon
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committee to pursue the bid on 1 June1978. The committee named itself theLos Angeles Olympic OrganizingCommittee, although it was commonlyreferred to as the Committee of Sevenor the Blue-Ribbon Committee.
The change in strategy proved to haveprofound consequences. With onestroke, Mayor Bradley removedhimself from the Los Angeles team andcreated a new, private sector group tohandle further discussions and toinvestigate if the 1984 Games could bebrought to Los Angeles on a financiallyacceptable basis. Selecting sevenactive proponents of Los Angeles’ bid,the mayor gave a fresh start to thenegotiations while at the same timestressing that Los Angeles wascommitted to a private sector OlympicGames which would not use taxpayerdollars. The new diplomatic teamconsisted of John Argue, RodneyRood, David Wolper, Howard Allen,Justin Dart, William Robertson andPaul Ziffren.
The Committee of Seven quicklyconvened on 5 June and again on12 June to develop an acceptablecontract with the IOC. Unanimously,the new group declared that if acontract could not be obtained whichguaranteed that the city would have noliability, then it would recommend thatthe Games not be held in Los Angeles.On 15 June the insurance committee ofthe Committee of Seven concludedthat neither insurance nor suretyoffered a feasible alternative to theproblem posed by Rule 4.
6 July of 1978 is a difficult time for Olympicplanners as (from left) Los Angeles MayorTom Bradley, City Council President JohnFerraro and ‘Blue Ribbon “committeemembers Howard Allen and John Arguediscuss the Olympic bid with City Councilmembers.
7 USOC President Robert Kane (left) andWhite House aide Jack Watkins look on asLos Angeles Mayor Tom Bradley and lOCPresident Lord Killanin (right) perform theceremonial signing of the Olympic contractat the White House on20 October 1978.
8 The final contract is signed at IOC head-quarters in Lausanne, Switzerland, inMarch 1979 and participants include (fromleft) IOC Director Monique Berlioux, USOCPresident Robert Kane, IOC ExecutiveBoard member Comte Jean de Beaumontand SCCOG Vice Chairman Rodney Rood.
The LAOOC met with USOC leaders inNew York on 18 June 1978 to discussthe bid. The organizers negotiated amemorandum of agreement whichstated that the LAOOC would conductthe 1984 Olympic Olympic Gameswithout financial liability to thetaxpayers of Los Angeles. The USOCagreed to be jointly and severally liablewith the LAOOC for all commitmentsentered into by the latter which relatedto the organization and performanceof the Olympic Games. A furtheragreement stipulated that the profitsfrom the Games would be split threeways, with 40 percent going to theUSOC, 20 percent to the national sportsgoverning bodies and40 percentamateur sports in Southern California.
A meeting was then held with the IOC inMontreal on 19 June 1978, the purposeof which was to convince the IOC that aprivate group could organize the Olym-pic Games and that such a solutionrepresented the only possible optionfor Los Angeles. The LAOOC and USOCrepresentatives presented the IOC thememorandum of agreement which hadbeen agreed upon in New York. TheLAOOC delegation informed the IOC thatthe city of Los Angeles would not be aparty to the contract and that theLAOOC would have full responsibilityand financial liability for the organiza-tion and operation of the 1984 Games.
Unconvinced of the abilities of theprivate sector, the IOC’s leaders stillcontinued to insist in early July that thecity of Los Angeles assume financialliability for the Olympic Games. Thisposition finally led Mayor Bradley todecide that unless the city had nofinancial responsibility, the effort to
bring the Olympic Games to LosAngeles would have to be abandoned.Lord Killanin’s cable to Bradley whichrejected the proposed changes to Rule4 increased opposition within theCouncil, caused continued publicdebate and finally led Bradley to delivera letter withdrawing the city from thebid process to the City Council. WhileCouncil President John Ferrarodeferred the withdrawal to theCouncil’s Ad Hoc Committee on theOlympic Games, Bradley advised theIOC that the bid could not be continuedunless the IOC changed its direction.
Within one day, Lord Killanin offered toreopen negotiations and proposed thatthe deadline for signing a final agree-ment be extended past the rapidlyapproaching end of July. Those fewhours in mid-July 1978 were as closeto a turning point in the campaign asthere ever was, since it brieflyappeared that the bid by Los Angeleswas finally dead. The mayor’s Blue-Ribbon Committee, meanwhile,continued to search for a partner whichwould guarantee to cover any potentialdeficit. The USOC was an attractivepartner, since its long-standingrelationship would tend to boost theIOC’s confidence in its negotiatingpartners. A final agreement with theUSOC required a series of meetings, butultimately the USOC agreed toguarantee the Los Angeles position.Without that guarantee by the USOC,the Games might well never have cometo Los Angeles.
Reaching an agreement with the IOCdepended on the resolution of thesefinancial issues, but there were also anumber of other issues. The financialissue was actually a double one offiscal control and liability—who wouldbe in charge and who would beresponsible in the case that a deficitresulted. Two secondary issues werethose of the selection of an Olympicvillage or villages and the choice of theindividual sports venues.
In the aftermath of Mayor Bradley’swithdrawal letter, the IOC extended thedeadline for agreement from 31 July to21 August 1978. A meeting of theLAOOC with Bradley on 24 July 1978,reaffirmed the position that the bideffort would continue on the basisthat the city taxpayers would not befinancially liable.
By late August, the IOC was slowlycoming to the conclusion that a privatecommittee could and would organize asuccessful Olympic Games in LosAngeles. That new position wasreflected in the IOC Executive Boardvote on 31 August 1978 in Lausannewhen it agreed to recognize the LosAngeles team and accept the termsoffered by Los Angeles, subject to apostal vote of the IOC members. TheIOC agreed to drop its insistence onRule 4. Finally, on 8 October 1978, theIOC announced that its membershiphad approved the position of theExecutive Board by a vote of 75–3with seven abstentions.
Four days later, on 12 October 1978,the Los Angeles City Council ratifiedthe pact by a vote of 8–4. Threemembers of the City Council were
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Award of the Gamesof the XXIIIrd Olympiad
absent. The vote was extremely close,since eight was the minimum numberneeded for passage, with the mayoradding key support during periodicdiscussions among council members.Once the IOC membership and the LosAngeles City Council had approved thecontract, the parties arranged a formalceremony in Washington, D.C., IOCPresident Lord Killanin and Los An-geles Mayor Bradley officially signedthe contract on 20 October 1978, in theRoosevelt Room of the White House. InLos Angeles, members of the LAOOCand Los Angeles civic officialsgathered at 1000 at the Los AngelesMemorial Coliseum to light thestadium’s torch.
The decision by the Blue RibbonCommittee to bring the USOC into thenegotiations as a full partner was madein June 1978. However, a basicagreement was not consummated until10 December 1978 at ColoradoSprings. The parties agreed that 75percent of the Organizing Committeeand its Executive Board would benominated by the original committeemembers and 25 percent by the USOC.Along with procedural safeguards forthe financial protection of both parties,an agreement on the division of anysurplus was concluded with40 percentto go to the USOC, 20 percent to U.S.
national governing bodies and 40percent to the LAOOC for the develop-ment of youth sports programs in theSouthern California area. Soon after,the seven members of the LAOOCnamed 52 additional individuals to theBoard of Directors of the OrganizingCommittee after consulting with MayorBradley and others. This group met forthe first time on 15 February 1979 andthe 6 1 members elected John Argue asinitial chairman and Paul Ziffren asinitial secretary.
The parties signed the final contract on1 March 1979. Signatories includedComte de Beaumont of France, head ofthe IOC’s Finance Commission, and IOCDirector Monique Berlioux for the IOC,USOC President Robert Kane andExecutive Director F. Don Miller for theUSOC and Rodney Rood for the city ofLos Angeles. Argue, while not presentin Lausanne for the ceremony, lateradded his signature as required.
The LAOOC retained an executivesearch firm in November 1978 to findqualified candidates to be the execu-tive director of the 1984 Olympiceffort. The nationwide talent search fora chief executive produced a number ofcandidates and at a breakfast meetingat the Hyatt Airport Hotel on 26 Marchthe Committee of Seven debated thechoices. Ultimately, it was felt thatwhat was needed was an entrepre-neur—a person who had experience instarting with very little and building amajor organization. That afternoon, the
Executive Board of the LAOOC met atthe offices of the Citizens Savings andLoan Association near the Los AngelesInternational Airport, where the Boardvoted to select Peter V. Ueberroth asthe chief executive of the LAOOC.
After considering a number ofcandidates, the Executive Board, whichincluded representatives of the USOC,elected Paul Ziffren as chairman of theLAOOC. He thus succeeded Argue, whoreturned on a full-time basis to his lawpractice. The organizing effort officiallybegan on 26 March 1979. This wasexactly 1,951 days prior to the openingof the Games of the XXlllrd Olympiadon 28 July 1984.
2.08Reflections on the a ward toLos Angeles
The process which resulted in theacquisition of the Olympic Games forLos Angeles for the second time was along, complicated and difficult one. Thedynamics involved in obtaining the bid,the environment in Los Angeles,changes in the Olympic movement, theimpact of the Montreal Games and achanging international situation allcreated a scenario whereby traditionalsources of funding were not available.As a consequence, when the bid was
finally ratified and accepted by theparties involved—the IOC and the cityof Los Angeles, it was clear thatOlympic history would be made—thatthe Olympic Games would be entirelyfinanced by private sources and wouldbe totally organized by a private, non-governmental committee.
The leadership of the SouthernCalifornia Committee for the OlympicGames played a key role in bringing theGames to Los Angeles, as did theseven members of the Blue-RibbonCommittee—John Argue, HowardAllen, Justin Dart, William Robertson,Rodney Rood, David Wolper andPaul Ziffren. Mayor Bradley and hisadministrative assistant Anton Calleia,members of the City Council, theUnited States Olympic Committee andthe voters of Los Angeles all contrib-uted to the final shape of the contractwhich enabled the Games to return toLos Angeles.
The specific peculiarities of the politicaland socio-economic structures of LosAngeles and the United States maywell mean that many of the lessons ofLos Angeles are not applicable to othersocieties and cities. However, LosAngeles can serve as an example ofhow creative thinking and flexibility byOlympic officials and potential orga-nizers offer the best way to meet thecomplex challenges posed by an everchanging world environment and thusto preserve the Olympic movement.
9 Newly appointed LAOOC President PeterV. Ueberroth (left) discusses some initialplans at a May 1979 breakfast with SCCOGPresident John Argue (center) and GwynnWilson, assistant manager of the 1932Los Angeles Olympic Committee.
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Formation and Managementof the LAOOC
3
Formation and Managementof the LAOOC
3.01Nature and status of the LAOOC
The LAOOC was created on 15 June1978 as a non-profit, private corpo-ration under the laws of the state ofCalifornia. The LAOOC was the formal,corporate version of the “Committeeof Seven” appointed by Los AngelesMayor Tom Bradley, which helped tonegotiate the city’s successful bid withthe International Olympic Committee.
The LAOOC was unique among organ-izing committees in two fundamentalareas. First, the LAOOC was entirelyindependent of all governmental agen-cies and, second, there were noelected officials on LAOOC’s Board ofDirectors.
This allowed the LAOOC the indepen-dence it needed to address its secondmajor difference: no governmentalfunding. On 7 November 1978, thevoters of the city of Los Angelespassed a charter amendment whichprohibited any capital expenditures ofthe city of Los Angeles on the Gamesthat would not, by binding legalcommitment, be paid back. Thischarter amendment was passed 18days after the signing of the contractbetween the IOC and the city of LosAngeles. As a consequence of thisvoter-approved amendment, theLAOOC had to be self-financing andcould not rely upon local governmentfor grants or loans. For the first time inOlympic history, an Olympic Gamesorganizing committee resembled aprivate corporation rather than a publicagency.
The United States Olympic Committee(USOC)—in the absence of financialguarantees by the city of LosAngeles—pledged to cover theLAOOC’s deficits, if any. Any surpluswas to be allocated as follows: 40percent to the United States OlympicCommittee, 20 percent to the NationalGoverning Bodies of sports within theUnited States and 40 percent foramateur youth sports in SouthernCalifornia.
The Articles of Incorporation statedclearly that the “specific and primarypurposes of the corporation arecharitable and educational purposes topromote international goodwillthrough the sponsorship of the XXIllrdOlympiad and other amateur sportsand cultural activities. “By-laws to theArticles of Incorporation defined thedetails of the operations of the LAOOC.The format of the membership of theboard of directors included member-ship by both national membersnominated by the United StatesOlympic Committee and localmembers nominated by the originalmembers of the corporation. Thestated responsibility of the board wasto set broad policy and to assist insecuring widespread cooperation andsupport necessary to achieve its goals.An executive committee of not morethan 20 members was formed withspecific responsibility to “administer,organize and conduct the XXlllrdOlympiad under the broad policiesestablished by the board of directors.”
The by-laws further noted the structureof the LAOOC staff, including apresident, executive vice president/general manager and other vicepresidents and a chief financial officer.
3.02Board of Directors
The LAOOC Board of Directors wasannounced on 26 January 1979. Thisgroup represented the guiding forcebehind the LAOOC. The boardconsisted of a number of Olympicmedalists, the two IOC members in theUnited States, leaders of the UnitedStates Olympic Committee, and abroad representation of civic lead-ership from almost every field ofendeavor within Southern California.
3.02.7Members of the Boardand their selectionThe board of directors was the highestauthority of the LAOOC. Its membersmet four times each year and wereresponsible for approving the annualbudget, accepting recommendationsof the executive committee andreviewing progress in the variousfacets of organizing the Games. Theenthusiasm of the board members,their strong support of the manage-ment of the LAOOC, and their effortstoward resolving difficulties for theLAOOC were essential to the success ofthe Games. The LAOOC Board ofDirectors consisted of the following:
*†Howard P. Allen*†John C. Argue* Roy L. Ash
Alex BaumSamuel S. Bretzfield
* Yvonne Brathwaite BurkeHannah Carter
*†Justin DartWillie DavisDr. Evie G. DennisGene EdwardsLeonard FirestoneJ. Robert FluorM. J. “Mike” FrankovichCamilla FrostWalter B. GerkenMonsignor Louis GutierrezFrank G. HathawayPhilip M. Hawley
* Robert H. HelmickHarold W. HenningBob Hope
* Lawrence Hough* Rafer Johnson* John B. Kelly, Jr.* Maureen Kindel
Christopher KneppJohn R. MacFadenDavid MaggardPatricia McCormickCharles D. Miller
* Col. F. Don MillerJerry MossR. J. MunzerJohn NaberWilliam H. NicholasParry O’BrienPeter O’MalleyWilber Peck
* Stephen R. ReinhardtRobert O. Reynolds
*†William R. Robertson* Douglas F. Roby
J. J. Rodriguez*†Rodney W. Rood* Julian K. Roosevelt
Peter SchnuggRobert D. Selleck
* William E. SimonWillie Stennis
* Peter V. Ueberroth* Harry L. Usher* Gilbert R. Vasquez
Fred lsamu WadaJeffry S. Wald
* E. Cardon Walker* Lew Wasserman,
Barbi Weinberg*†David L. Wolper
Dr. Charles E. YoungRichard D. Zanuck
*†Paul ZiffrenDr. James Zumberge
*Member of the Executive Committee†Charter Member of LAOOC and member of
“Committee of Seven”
The LAOOC had a total of 30 meetingsof its board of directors betweenNovember 1978 and December 1984.Decisions of the board were taken by asimple majority. Reflecting the spirit ofvolunteerism within the LAOOC, themembers served without compensa-tion. In general, the meetings of theboard of directors were open to thepublic and members of the press.
3.02.2The Executive CommitteeThe board of directors appointed theexecutive committee from its member-ship, with a mandate to review policiesand issues in depth, and to makerecommendations to the full board. Itwas composed of 22 members. Theirnames are indicated by an asterisk onthe board of directors list above.
The LAOOC Executive Committee met30 times between 26 January 1979and 31 December 1984. Its meetingswere generally held immediately priorto those of the full board of directors.Upon his retirement as executivedirector of the United States OlympicCommittee, Robert Kane resignedfrom the LAOOC Board of Directors andExecutive Committee to become avice president of the LAOOC. He wasreplaced by William Simon, the newExecutive Director of the USOC. Uponthe deaths of Justin Dart and JohnMacFaden, LAOOC President PeterUeberroth and Executive Vice Pres-ident Harry Usher were elected to theexecutive committee and board ofdirectors respectively.
3.02.3LAOOC Chairman, Paul ZiffrenAppointed 26 March 1979 as chairmanof the LAOOC, Paul Ziffren brought along record of success and civic leader-ship to his position. A senior partner inthe prestigious Los Angeles firm of Gib-son, Dunn & Crutcher, Ziffren is one ofthe area’s most prominent attorneys.
He graduated from NorthwesternUniversity in 1935 and from theNorthwestern University School ofLaw in 1938. He was later specialassistant to the chief counsel of the
Bureau of Internal Revenue in Chicago,and became U.S. Attorney in charge ofthe tax division. Upon moving to Cali-fornia, Ziffren became deeply involvedin the Democratic National Committee,serving as a member from 1953–1960and on the executive committee from1956–1960. From 1957–1960, he wasa member of the Democratic NationalAdvisory Committee.
A dedicated civic leader, Ziffren is atrustee of Brandeis University, Wal-tham, Massachusetts, and is a memberof the board of directors of CommunityTelevision of Southern California(KCET), the Music Center Foundation,Pacific Mutual Life Insurance Co., andPacific Bell and Pacific Telesis Group.He was recently named to the IOC’sInternational Court of Arbitration.
3.03Citizens Advisory Commission
In early 1979, it became obvious thatcitizen support and involvement wouldbe needed to facilitate staging of theXXlllrd Olympiad. It was for this reasonthat the Los Angeles Olympic CitizensAdvisory Commission was establishedby Chairman Ziffren. The LAOOC couldtake advantage of the knowledge andskills of the numerous and varied cul-tural, ethnic and other diversities of theLos Angeles residents.
Initially, recommendations formembership were sought from theLAOOC Board of Directors and themayor of Los Angeles’ office. Even-tually people from all over SouthernCalifornia, of all age groups and of allbackgrounds were represented. Thesupport was tremendous and member-ship was halted at a workable 3,000.
3.03.1The subcommissionsMost of the members of the CitizensAdvisory Commission chose to serveon one of 25 subcommissions, whichwere created to focus on the manyaspects of the Games, as follows:
AwardsBill Schroeder, chairman
Beverly HillsGeorge Fenimore, chairman
BusinessEdward Carter, chairman
CeremoniesJerry Weintraub, chairmanSidney Poitier, vice chairman
City and County GovernmentYvonne Brathwaite Burke,
chairwomanSiun Park, co-vice chairmanJohn Lovell, co-vice chairman
Cultural and Fine ArtsDorothy Chandler, honorary
chairwomanMaureen Kindel, chairwomanOlive Behrendt, vice chairwoman
for performing artsCamilla Frost, co-vice chairwoman
for visual artsRichard Sherwood, co-vice chairman
for visual arts
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Demonstration SportsJohn R. Hubbard, chairman
Disabled PersonsMax Strauss, chairmanVictoria Richart, co-vice chairwomanSam Overton, co-vice chairman
FinanceRoy L. Ash, chairman
Governmental LiaisonLew Wasserman, chairmanRodney Rood, vice chairman
Hotels and HousingWilliam Edwards, co-chairmanJoseph Woodard, co-chairman
International RelationsWarren Christopher, chairman
LaborAndy Anderson, co-chairmanBud Mathis, co-chairman
Licensing and MerchandisingCard Walker, chairman
MedicalAnthony F. Daly, Jr., M.D., chairman
OlympiansRafer Johnson, chairmanPat McCormick, co-vice chairwomanWally Wolf, co-vice chairman
Physical FacilitiesJohn C. Argue, chairman
Publicity, Public Relations andPublications
Barry Diller, co-chairmanWalter Gerken, co-chairman
Religious ActivitiesMonsignor Louis Gutierrez, chairman
Santa Barbara/Ventura CountyBarry Berkus, vice chairmanRon Hertel, vice chairmanTom Horton, vice chairman
Sports FederationsElvin “Ducky” Drake, honorary
chairmanRichard D. Zanuck, chairmanM. J. Frankovich, co-vice chairmanPhil Gersh, co-vice chairman
TelevisionDavid L. Wolper, chairman
Visitor RelationsEsther Wachtell, co-chairwomanDr. Charles E. Young, co-chairman
Youth ActivitiesPhil Bardos, co-chairmanCharles Ducommun, co-chairman
The caliber of the people involved inthe Advisory Commissions wasextremely high. It seemed everyonewanted to become involved, includingphysicians, attorneys, teachers,housewives, entertainers and politicalleaders. The enthusiasm and supportfrom commission members wasoverwhelming.
3.03.2Typical activities of theadvisory commissionsBy becoming involved in an area oftheir choosing, the LAOOC AdvisoryCommission members providedOrganizing Committee staff withinvaluable advice and resources.
For example, the Business AdvisoryCommission and the Labor AdvisoryCommission provided LAOOC with theresources of top caliber business andcommunity leaders and experiencedrepresentatives from the many laborunions which could in some wayimpact the Games.
The Finance Advisory Commissionwas subdivided into three areas—audit, investment and planning—all ofwhich members assisted on a regularbasis in lending support andsuggestions to the LAOOC FinanceDepartment and advising the board ofdirectors of the LAOOC’s financialcondition including projections ofincome and expenses.
Two Government Advisory Commis-sions were established, one dealingwith federal and state agencies,the other with city and countygovernment. Both these commissionsutilized the members as liaisons to alllevels of government.
Many of the members of the MedicalAdvisory Commission later volun-teered their professional services in theareas of personnel, emergency medicalservices, polyclinics, doping control,equipment and supplies. As many as300 Los Angeles area physicians wereresponsible for overseeing medicalneeds at each of the competition andtraining sites and participated in theselection of additional medicalvolunteers at each of those facilities.Early on, subcommissions were set uprepresenting several medical areas:dental, eye care, orthopedics, athletictraining, physical therapy, and so on.
The members of the Liaison AdvisoryCommission for Disabled Personsassisted the LAOOC by identifying threemajor areas of concern where they feltthe LAOOC could best benefit the handi-capped: accessibility, employment/jobopportunities and transportation. Withregard to transportation andemployment/job opportunities,members of the commission identifiedpotential resources from within thedisabled community.
With regard to accessibility, a groupwas formed by the Liaison AdvisoryCommission for Disabled Persons thatkept the LAOOC advised on projectsunder construction. The commissiontoured many of the venue facilities tomake sure all venues and training siteswere accessible to the handicapped.
1
1 After a nationwide search, Peter V.Ueberroth (left) is named President of theLAOOC on 26 March 1979. The dual an-nouncement includes the naming of PaulZiffren (center) as LAOOC chairman. On1 February 1980, Harry L. Usher (right) ishired as executive vice president/generaImanager.
15
Formation and Managementof the LAOOC
Assistance was received from DanielFreeman Hospital in putting togethera brochure to be distributed to alldisabled persons who purchasedtickets to the Games. This guideprovided the disabled community withinformation on transportation, parking,toilets, seating, etc.
LAOOC took special pride in itsOlympians Advisory Commissionbecause Olympic athletes were able tobecome involved again in the Games ina variety of ways. They participated inthe Spirit Team program, and at theOlympic orientation workshop relatedtheir special feelings about beingOlympians. They participated in thespeakers bureau and selflessly andenthusiastically escorted disadvan-taged youth, senior citizens and dis-abled to Olympic events during theGames.
The members of the Sports FederationAdvisory Commission were dividedinto23 sports. Each subcommitteefunctioned directly under its respectivesports commissioner and provided thebasis for the volunteer support at eachof the venues.
The members of the Youth AdvisoryCommission were asked to assist theLAOOC staff in working with over onemillion children involved in the manyyouth sports programs, which began in1982. Not only were thousands ofyouth given the opportunity to parti-cipate in all of the Olympic sports, butthey also became involved in thecultural and academic aspects of theGames. Also, approximately 100,000disadvantaged youngsters were giventhe opportunity to see the OlympicGames as beneficiaries of the LAOOCPatrons Program.
3.03.3Olympic orientation workshopsThe LAOOC felt that it was importantfor the members of the CitizenAdvisory Commission working withand representing the LAOOC to beknowledgeable about the OlympicGames and the Olympic family.Therefore, the Olympic orientationworkshop was created—an Olympiclearning experience designed tobroaden the knowledge of peopleassisting in all facets of staging theGames.
The objects of the workshop weremany:
o To provide a vehicle for each CitizensAdvisory Commission member tobecome involved in the 1984Olympic Games and the LAOOC
o To provide an interesting and educa-tional experience which would beuseful in their LAOOC activities duringthe 1984 Games
o To provide knowledge of theOlympic Games which would aid inbetter understanding their roles asadvisors to the LAOOC
o To offer them the opportunity tomeet and discuss the OlympicGames with prominent Olympianswho relayed their personal Olympicexperiences
o To generate new areas of thoughtand broaden their knowledge ofmatters relating to the Olympicmovement by providing a wide rangeof information covering every aspectof the Olympic world
The ultimate goal of this workshop wasto make the members of the advisorycommission Olympic experts andqualified representatives of the LAOOCduring the Games in Los Angeles.
This group of knowledgeable commis-sion members became the core for thetens of thousands of volunteers whobecame the staff of the Games. Thus,the ultimate aims of the advisorycommission were achieved: to give thecommunity the opportunity to becomeinvolved with the Olympic Gamesand to serve as ambassadors andrepresentatives of the LAOOC ineducating the public on the universaltheme that is the Olympics.
The workshops were begun on2 1 October 1981 and continuedthrough a series of ten sessions, givenrepetitively to accommodate the largenumber of advisory commissionmembers. Each session consisted ofthree to four presentations in differentareas over a 90-minute period. Inaddition to the segments regardingtechnical preparations in sports andother areas, a former Olympian wasusually asked to speak about hisexperiences in previous Games.Advisory commission members thushad an opportunity to learn first-handabout the nature of the Games and thespecial events and qualities that eachprior host city brought to theorganizing task.
Ten workshops in all were presented,with four in 1982, five in 1983 and onein February 1984. Certificates of com-pletion were distributed to advisorycommission members who attendedall ten sessions.
3.04Management of the LAOOC
The management of any OlympicGames requires a special staff toundertake the enormous project in-volved in staging an Olympic Games.The LAOOC’s staff was small by com-parison to other organizers, butperformed well above the expectationsof most observers.
3.04.1The LAOOC President,Peter V. UeberrothIn order to fulfill the goal of self-financing, the Los Angeles OlympicOrganizing Committee needed anefficient and innovative manager tofind new ways to deal with problemsthat had plagued the Olympic commu-nity for years.
The Board of Directors, after anationwide search that took severalmonths, appointed Peter V. Ueberrothas president on 26 March 1979.
Ueberroth’s quiet efficiency and drivefor success stamped the LAOOC as anorganization bound for success. Hisbackground would suggest nothingless; he founded a small travel concern20 years ago and turned it into a1,500-employee giant, the secondlargest travel company in the nation.
Olympic innovation became an LAOOCtrademark under Peter Ueberroth’sadministration. He, John Argue andtelevision producer David Wolperplayed a primary role in negotiating thelargest television rights contract inOlympic history, a $225 million dollardeal with the American BroadcastingCompanies.
Under Ueberroth’s direction, theOrganizing Committee turned to exist-ing expertise in the private sector,rather than go into business for itself inmany areas. The number of corporatesponsors was drastically reduced withan emphasis on a few, very outstand-ing companies. Sports commissioners,a radically new concept in sports man-agement, were introduced.
Ueberroth himself tried out for theU.S. Olympic water polo team in 1956.He still enjoys golf, tennis and bodysurfing. He became a patron of amateursports history and, as he said, “a stu-dent of the Olympic Games.”
3.04.2The Executive Vice President andGeneral Manager, Harry L. UsherA prominent Los Angeles attorney,Harry Usher was charged with overalloperating responsibilities for theGames on 1 February 1980. Ushercame to LAOOC from his legal practice,with a specialty in entertainment law.That background served him well, asmost of the LAOOC’s venues,sponsorships and licensing agree-ments were negotiated and signedduring his tenure.
After his graduation from Stanford LawSchool, Usher joined a private law firmin Los Angeles. His successful legalcareer included a term as president ofthe Beverly Hills Bar Association andhe joined the LAOOC from his own firm,Litz & Usher.
3.04.3The Executive OperationsCommitteeThe Executive Operations Committeewas composed of the senior operatingmanagers of LAOOC. Its mandate wasto oversee the day-to-day operationsof the Organizing Committee, ensurethe integration of departments, andmanage the preparations for the Games.From its inception in November 1982, itmet twice a week until the Games,when its meetings became daily.
The membership of the group changedover time, but in the months just priorto the Games included the executivevice president/general manager, groupvice presidents for construction,external affairs, human resources,Olympic Family operations, planningand control, sports and support opera-tions and vice presidents for Gamesstaffing, security, ticketing and trans-portation. One or more commissionerswas also present as representatives ofthe entire commissioner group. Theplanning director served as the generalsecretary for the entire group andformulated agendas and lists of itemsfor immediate action. Minutes wereconfidential, but were distributed tonon-group members including depart-ment heads for finance, governmentrelations, legal, news, Olympic ArtsFestival and youth.
3.04.4Organizational structureThe LAOOC found that because of thechanging nature of tasks requiredduring its years of preparation for theGames, its organizational structureneeded to evolve.
Accordingly, the management ethicsof the LAOOC stressed flexibility andcontinual change. The staff understoodthe need for shifting and narrowing ofresponsibilities as the organizing com-mittee grew.
To reinforce this flexibility, the LAOOCnever published an organization chartafter early 1981. By not drawing boxesaround staff members, people werenot organizationally limited in whatthey could do and were more open tochange. The key managers and theirareas of responsibility are shown inChapter 39, as they existed in themonths immediately preceding theGames.
Department managers and staff wereencouraged to recruit people theywere familiar with to work for theOrganizing Committee. The challengeand prestige of the Games helped toattract staff members, even thoughthe employment term was limited.
As the LAOOC grew, the sharing ofrelevant information became aproblem. Departments which couldcombine with others on commonactivities, sometimes regarding thesame site, had no information aboutthe work of other groups. A series ofweekly status reports was begunin November 1982 and continuedthrough late June 1984. These reportssummarized the activities of eachdepartment within the previous weekand the projected activities for thecoming week. Reports were due eachFriday by noon and were distributed toeach department head approximatelyfour hours later. In November 1983, aonce-per-month “projected activitiesreport” summarized the accomplish-ments of the past month and theprojected areas of endeavor in the next
16
one to three months. This report wassubstituted for one of the weeklystatus reports and helped to focus thelong-range activities and goals of eachdepartment-as well as point outobvious omissions and areas whichwere not being addressed. Status andprojected activity reports were also aleading contributor of agenda items forthe executive operations committee,as senior management was madeaware of individual department act-ivities through these reports.
Less frequent but equally importantwere meetings of the departmentheads which were held on a regularbasis in 1982 and early 1983, thencancelled until late in 1983. Thesemeetings continued until mid-June1984 and served as a clearing point forinformation which affected all depart-ments and an opportunity to askquestions of senior management re-garding various issues. These sessionswere very worthwhile and proved to bea good forum for discussion of issuesamong the entire management staff. Itwas also a secure way to disseminateconfidential or sensitive informationwithout the production of a writtenmemorandum. Commissioners heldweekly meetings with the seniormanagement to discuss mutual issuesand items of interest during the periodwhen they were part-time employees.Commissioners were included in theall-management staff meetings as theyjoined the LAOOC on a full-time basis.
3.05Management in thepre-Games period: 1979-1980
3.05.1Early development and planningIn 1979, LAOOC President Peter V.Ueberroth developed a broad strategyfor approaching the preparations forthe Games of the XXlllrd Olympiad.The key strategies were those involv-ing the financial sources, the publicimage approach, and the timing of theLAOOC’s growth.
In developing these strategies,Ueberroth was guided by the thoughtsof LAOOC Chairman Paul Ziffren andJohn Argue, one of the chief negoti-ators in the acquisition of the Gamesfrom the IOC. Ziffren was experiencedin the public image area from a longcareer as a political adviser, and Arguehad had dealings with the chief orga-izers of several prior Olympic Games.
Among the guiding principles theyestablished were:
o Based upon the Montreal experienceof significant construction costoverruns, the LAOOC would try toavoid the building of any sportsfacilities. Those that were absolutelynecessary would be built early andwith someone other than the LAOOCresponsible for cost overruns.
o Also based upon the experience ofprior organizers, the LAOOC wouldnot get into the “host broadcaster”business with its attendant consid-erable expense ($50 million inMontreal). Rather, the successfulbidder for the United States tele-vision rights would be required to
serve as host broadcaster and pro-vide appropriate facilities at itsexpense.
o The LAOOC would focus on arrangingfor the competition portion of theevents and, where possible, contractto appropriate on-going businessesthe support functions, such as foodservice or transportation.
o All members of the Olympic Familywould pay their own way to theGames in every regard, unless laterfinancial income allowed the LAOOCto subsidize some of these costs.
o Financial and security matters wouldbe kept private to the LAOOC to theextent possible. The public’s right toknow about the LAOOC’s internaloperation and problems would beconsidered similar to that of anyprivate, not-for-profit agency. Thusthe public right to information wassignificantly less than that of a publicagency or prior organizing LAOOC;but not as limited as that of a privatecompany within the United States.
o Spending and staff size should be asconstrained as possible for as longas practical during the early years ofthe LAOOC. This principle allowed theLAOOC to understand both its fiscalresources and the job to beaccomplished prior to committingfunds to any non-essential items.
o A small number of sponsorspledging significant revenue wouldbe better than a lot of companieseach giving a much smaller amount.This principle was in direct contrastto the philosophies at prior gamesand was therefore considered a riskyconcept.
o A new management concept wasnecessary to operate the venues.Prior games had shown that sportexperts were not always good sitemanagers, and had shown thatshifting from centralized planning todecentralized operations was verydifficult. Therefore, LAOOC decidedto utilize a long-term but part-timeposition called “commissioner” torun each site. Commissioners weresuccessful businessmen, but notnecessarily sport experts. Theywere part-time for several yearsbefore joining as full-time staffmembers for the last six months.
o There would be no governmentalfunding of any type. The LAOOCwould pay for everything it orderedbut not for items a governmentalagency provided as part of its normalresponsibilities to the public.
o Generally, the LAOOC would use anentrepreneurial approach, ratherthan a big business or governmentalapproach in conducting its affairsand would look for key executiveswith that background.
Most of the above guidelines wereformulated in 1979, although theycontinued to evolve as the organizationexperienced success in some of itsefforts and frustration in others.
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2 Kevin Lewis (left) and Russell Derek dis-cuss plans to aid the physically challengedduring the Games' competitions.
3 Former Olympians employed by the LAOOCinclude (front row, from left) AndrewStrenk, Hugo Salcedo, Jan Palchikoff, JanRomary and Ronald Tomsic; (middle)Michael O’Hara, John Pennel, WilliamSchmidt, Steve Gay and John Carlos;(back) Anita DeFrantz, Stephen Pickell andWayne Collett.
3
17
Formation and Managementof the LAOOC
Notable by its absence from this list ofoperating strategies was a nationalisticor even a local political focus. Althougheveryone associated with the LAOOCwanted Los Angeles and the UnitedStates to look good during the Olym-pics, the overriding goal in the firstthree-year period of planning was forthe LAOOC to stage a modest butsuccessful Games without losingmoney or requiring taxpayer funding.
3.05.2Early financial planningIn June 1979, the LAOOC engaged twomajor accounting firms, Arthur Young& Co. and Peat, Marwick and Mitchell,to conduct a financial study coveringboth revenue and expenses for theperiod June 1978 to September 1984.The firms were to prepare a workableplan based on a spartan service level.
The result of the study was a financialplan that served the LAOOC as aguideline in all of its future planningphases. It concluded that a reasonablealthough modest Games would gen-erate a surplus of $21 million. Thesummary of this financial plan wasreleased to the public and media inSeptember 1979. It formed the basisfor the public’s image of the LAOOC’sfinances for several years.
The plan proved amazingly propheticdespite some noticeable oversights.Perhaps the largest was that no fundswere allocated for normal police pro-tection, whereas the various publicagencies eventually were paid over$30 million by the LAOOC. A secondmajor item not contemplated at thetime was the creation of the OlympicLook, known as “festive federalism.”The Look cost $15 million. It was alsotrue that as revenues exceededexpectations, the LAOOC allowedexpenditures across the board to risein a similar fashion.
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3.05.3The Games of the XXllndOlympiad in Moscow—anopportunity missedThough each organizing committeemust ultimately prepare its Gamesconsistent with its own goals, objec-tives and resources, past committeeshave relied heavily in their formativestages upon the experiences of theorganizers of the previous Games. Forthe LAOOC, this would have been the1980 Olympic Games in Moscow.
Senior representatives of the LAOOCdid attend the 83rd Session of theInternational Olympic Committee inMoscow in July 1980. However, in
conformity with the wishes of UnitedStates President Jimmy Carter, the LosAngeles delegation left Moscowbefore the Games began, thus denyingitself the opportunity to see the innerworkings of an Olympic Games prior toconducting its own.
3.05.4Revenue acquisitionA quick review of Moscow, Montrealand Munich Olympic financing revealedthat 90 percent of each organizingcommittee’s revenues was derivedfrom governmental sources. Thisrepresented a bleak picture for acommittee dedicated to the principleof staging the Games without govern-ment funding. Moreover, lotteries wereillegal in the state of California andcould not even be considered as arevenue source. A program for sellingcommemorative coins was eventuallyapproved by the United States Govern-ment, but the approved program was awatered-down version of the oneoriginally envisioned and promisedonly a fraction of the revenues.
The LAOOC looked at its availableresources and concluded that it mustsubstantially boost the value of non-governmental revenue over all priorGames. The three strongest possi-bilities were broadcast rights sales,sponsor and supplier payments andticket revenue. To finance a Gameswith a $500 million budget wouldrequire an eight-fold increase in theserevenues from the last three Olympics.
Because the IOC prohibited anysponsor contracts from being con-cluded prior to the conclusion of the1980 Olympics, the LAOOC spent 1979and the first half of 1980 laying thegroundwork and arranging for interimfunding. Television rights sales biddingprocedures were used to solve thisinterim funding problem by the creativeapproach of requiring a refundabledeposit for the right to bid on theUnited States television rights.
These initial activities paid off hand-somely as the Organizing Committeewas able to announce, right after theconclusion of the Moscow Games,nine sponsorship agreements totaling$30 million in cash, plus millions more inin-kind commitments. Also announcedwas the sale of U.S. television rightsto the American Broadcasting Compa-nies for $225 million. These earlyagreements provided a revenue to theLAOOC that was six times the amountMontreal had collected from alltelevision and sponsor/suppliercontracts. The Los Angeles OlympicGames began to look financiallyfeasible, even to hardened skeptics.
The LAOOC decided to postponeexploring the third major revenuesource, ticketing, until the Games drewcloser. Tickets were made available forsale in June 1983.
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4 Roone Arledge, president of ABC news andsports (standing), announces ABC’s $225million television rights purchase.
5 In early 1980, the fledgling LAOOC staffmeets to initiate plans and programs.
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The overall result of the approachtaken by the LAOOC to secure itsfinancial base was extremely positive.By the end of the Games, the LosAngeles organizers had raised almost$628 million from non-governmentalsources compared with $72 millionraised by the Montreal organizers in1976.
3.05.5Site acquisitionThe third major activity for the LAOOCduring the early years, after the devel-opment of the strategic plan and therevenue acquisition, was securing sitesand facilities to be used during theGames. These included not only majorsporting facilities throughout SouthernCalifornia, but also the villages, a mainpress center facility, office space andother ancillary buildings.
The Organizing Committee found itselfin two distinctly different situations,depending upon how the city had listeda particular facility in its proposal to theIOC. A few facilities were named in theproposal as certain to be used. Theseincluded UCLA and USC as the twovillages and the Coliseum for the mainstadium. Fortunately, most facilitieswere named in the proposal as pos-sibilities, with no commitment on thepart of the organizers, therebyreserving the right to change a facilityshould it be necessary.
Where the facility was promised in theinitial proposal, a monopolistic positionwas created where the facility owneror operator had considerable leverageover the Organizing Committee. After afew discussions with each of theseagencies, the LAOOC elected tocontract first with the other facilityowners.
Consequently, the first facilityagreements announced were thosefor basketball and yachting. As anexample of how this process worked,Los Angeles has two very successfulbasketball teams, each with its ownmajor indoor arena. Both sites wantedOlympic basketball played in theirfacility. The LAOOC used the competi-tion between the two sites to obtain acontract for the use of The Forum thatfeatured reasonable terms. The Organ-izing Committee intended to use thiscontract to set the general pattern forsuch items as the facilities’ share ofconcessions, parking, and novelties forall future venue contracts.
While the LAOOC was negotiating toacquire its early facilities, it alsofocused on those facilities that wouldrequire construction. These werearchery, canoeing/rowing, cycling,
hockey, shooting, swimming and theendurance portion of the equestriancompetition. Of these, canoeing/rowing, cycling and swimming wereexpected to be the most expensive.
The LAOOC actively pursued itsplanned program of identifyingsponsors to fund the construction ofthe major facilities and was shortly ableto announce the sponsors for cyclingand swimming
Following these actions, the LAOOCwas able to announce nine venuecontracts completed in 1980, fouryears before the Games; ten contractsfor venues in 1981; three in 1982; andfive in 1983.
3.06Management of theplanning period: 1981–1982
With its strategic goals established,its revenue base secured through theinitial sponsorships and the ABC tele-vision agreement and a site acquisitionprocess under way, the LAOOC beganto focus on the hiring of key staff andthe development of its departmentalstructure. Mandates, budgets, timelines and basic policies for eachdepartment involved in organizing theGames then developed.
3.06.1Commissioner programAn innovation in Olympic managementwas introduced on 25 November 1980when the LAOOC announced that themanagement of individual sports at theGames would be handled by sportscommissioners. One of the majorproblems experienced by organizers atpast Games and by the InternationalSports Federations which are respon-sible for managing the sportscompetitions was the continuous shiftin personnel working with each IF. Aspast organizing committees grew,different people were placed into aliaison role with the IFS until the Games-time manager for that sport wasnamed, usually about one year prior tothe Games. Each new person who dealtwith an IF had to spend a lengthy periodto indoctrinate himself with thenuances of the sport(s) concerned andwith the appropriate IF officials. TheLAOOC determined that it would bemore efficient to establish a permanentpoint of contact with each IF early andcontinue with that person as theresponsible manager for each sportthroughout the planning period and,ultimately, through the Games. Duringthe early years, the commissionerswere paid a small retainer each year.Then, six months prior to the Games,each took a leave of absence fromother employment to take activecontrol of a sport. Between theirappointment dates and their times ofassumption of full-time staff positions,the commissioners traveled widely tofamiliarize themselves with the
International Sport Federations andofficials and to become true experts intheir respective sports. Commis-sioners attended world championshipsor world cups and regularly reported totheir respective federations duringcongresses or other meetings.Commissioners also used theseopportunities to distribute technicalliterature and to answer generalquestions about the organization of theGames, in addition to observing theconduct of the event at which theywere present.
During the early period of planning,the LAOOC worked to identify thesecommissioners and to provide thembasic orientation. Thus when the timeapproached for the Games and thecommissioners became full-timemanagers, they were already intima-tely familiar with the various details oforganizing their sport and in manycases had their sport managementteam already assembled.
3.06.2Development of a master planIn June 1981, a planning departmentwas created and given a mandate todevelop a master operating plan foreach department, specifying the taskto be undertaken, the personnel re-quired, key milestone deadlines and arough budget. Planners worked witheach existing department to identifythe major responsibilities and tasksthat lay ahead and noted areas whichwere not covered or were felt to beoutside the scope of the departmentsinterviewed. For areas in which no staffhad yet been assigned, the planninggroup reviewed reports from pastorganizers and spoke with knowledge-able people in the local area aboutthe specific tasks.
This master plan was developed by asmall group of planners over a ten-month period. At the conclusion oftheir efforts, the plan became the basicmandate for the departments as eachwas created.
3.06.3Integrated schedulingbased on the master planOne outcome of the master plan was acomputer-generated task network (orProgram Evaluation and ReviewTechnique, PERT) involving 20,000items, carefully interrelated in timesequence. As was the experience withprior organizing committees, the firstcomplete run of the PERT networkshowed the Games being ready severalyears after the announced time foropening ceremonies. By juggling andrealigning the plan, everything wasscheduled to be ready by 28 July 1984.
After working with this schedule forseveral months, the LAOOC discoveredthat it was not a useful managementtool. There were many different waysfor a department to execute its man-date. The approach selected woulddepend upon the style of thedepartment manager and upon thecircumstances presented as variousalternatives were tried. To develop thePERT network, a specific approach hadbeen selected; when this was rejectedby the department, the usefulness ofthe network was diminished.
However, the PERT exercise hadidentified many of the key tasks andhelped to acquaint each departmentwith its own responsibilities and howthey affected other departments orgroups. This interrelationship of thetasks defined by the PERT exercisehelped to impress upon each depart-ment manager the need for inter-departmental communication andinformation; these needs wereeventually met by the period staffmeetings and weekly status reportsummaries.
By January 1983, the LAOOC haddropped the massive PERT networkand switched to a simpler masterschedule that consisted of only 600key dates for all departments andsports combined. This master sched-ule did not attempt to interrelate thekey dates as had been the case in thePERT network; rather, it was smallenough for each department to famil-iarize itself with the key dates of otherdepartments with which it wasinvolved. In addition to the masterschedule, many departments had theirown detailed schedules to trackinternal progress.
This master schedule approach wasused by all departments through theend of 1983 and as a senior manage-ment aid until May 1984.
3.06.4Management planningsessions and retreatsDuring 1981, 1982 and early 1983, thebasic policies, goals and departmentalplans were extensively discussed at aseries of management retreats.Through this process, senior manage-ment defined its plans for the Gamesand developed an understanding ofother departments’ goals and activ-ities This shared vision was critical asthe growth of the LAOOC explodedboth in terms of manpower andcomplexity as the Games approached.
The retreat program was designed toassist senior management define theLAOOC’s direction and views in broadterms by gathering senior managersand planners in a relaxed environmentoutside of the LAOOC’s offices. Repre-sentatives of all major departmentswere present: only a handful in 1981,13 in 1982 and 19 in 1983.
19
Formation and Managementof the LAOOC
6
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8
6 Scale models of the Olympic venues, suchas The Forum (basketball) shown here, areon display at the IOC Executive Boardmeeting in Los Angeles.
7 As the LAOOC staff grows rapidly in 1983and 1984, so do the size of general staffmeetings.
8 The Technology Department displays nu-merous Games systems at the 1983 IOCExecutive Board meeting.
The general agenda was defined bythe executive vice president/generalmanager during all three sessions, eachof which lasted one day for approx-imately eight hours. Participants wereasked to prepare long-range planningpapers for review by other partici-pants, usually defining the six-monthand one-year goals for their respectivedepartments. For the 1983 meeting,each department manager, whether ornot asked to participate, prepared avision paper of up to 10 pages whichdefined the goals, operating assump-tions, service levels, workplan andunresolved issues facing that depart-ment. This forced each department topresent its scope as it understood itand to forecast the major remainingtasks in its area. These papers helpedother departments understand theareas of activity for each departmentand emphasized those activities thatwere not being undertaken by anydepartment and required attention.
3.06.5Operating plansBeginning in fall 1982, each commis-sioner prepared an operating plan forhis particular sport. The first drafts ofthese plans focused on the compe-tition aspects of the sport. These plansusually contained detailed informationon the architectural and constructionrequirements for the field of play,needs for competition staffing,scheduling and training facilities andspecial items expected to be providedby support departments. Drafts werecirculated to all affected operatingdepartments. These led to meetingsbetween commissioners and in-housesports staff to resolve numerousissues. This effort was very beneficialas sports-specific support servicesmanagement reviewed a common planfor the first time at many sites. Thesupport departments prepared brief,generic operating plans that outlinedthe service programs for all sites inearly 1983 which were then presentedto the commissioners. These docu-ments were integrated into whatbecame the preliminary operatingmanuals for each site.
3.07Period of testing and refining
In 1983 and early 1984, LAOOC’s planscoalesced. This period saw rapid staffgrowth coupled with staging of a seriesof events that provided the new staffwith direct experience and built con-fidence. At the end of this period, theLAOOC understood how it wanted tostage the Games and had the key play-ers in place to achieve that objective.
3.07.1Explosive growth in the staffFew organizations grow with the vigorof an Olympic Games organizingcommittee. Between January 1983and April 1984, the LAOOC grew seven-fold, from 200 to 1,400 staff members.In summer 1983, to accommodate thisgrowth, the Organizing Committeemoved into an 180,000 square foot
former helicopter design and engi-neering facility to allow all its staff tobe under one roof.
This tremendous growth in staffoccurred just as the organization hadmapped its overall strategy, givingeach new staff member a relativelyspecific set of responsibilities toexecute.
3.07.2Meetings of theIOC Executive Board andthe NOCs in Los AngelesThe LAOOC departments had their firstopportunity to test their plans at theIOC Executive Board meeting attendedby over 140 NOCs in January 1983 atthe Biltmore Hotel. More countrieswere represented at this meeting thanat any prior event in the history of LosAngeles.
The LAOOC departments turned out inforce, arranging such diverse areas asaccreditation, government relations,materiel supply, medical services,press operations and travel. The meet-ings also provided an opportunity toevaluate staff members on theirplanning ability, operational flexibilityand resiliency under pressure. Eachdepartment that participated in thepreparations for and operations of themeeting were required to file detailedoperating plans and budgets and wereto train volunteer staff members.
One of the most notable outcomes ofthe meeting was the success enjoyedby the many volunteers who assistedthe permanent staff in various duties.Many of the volunteers who partici-pated in the meeting became groupleaders for other 1983 events as wellas for the Games.
Having so many NOCs represented inLos Angeles also provided the LAOOCwith a unique opportunity to surveyeach NOC’s plans and needs for theGames. The resulting informationpresented the LAOOC with a valuablebase of information which was exten-sively used in determining the Gamesneeds of the delegations.
Through extensive discussions withkey IOC and NOC representatives, manyLAOOC policies were refined during themeetings.
3.07.3Revised budgetsIn spring 1983, the LAOOC completed amajor and last revision of its Gamesoperating budgets. By this time, mostof the key management staff washired, operating plans were drafted andinitial tests had been completed at theIOC/NOC meeting in January. Finally,the basic policies had been set andoperating plans determined so that theLAOOC was able to make an accurateestimate of its Games expenditures.
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ln the following months, there was acontinual refining of the budget as newneeds surfaced. However, no newmajor budget cycles were instituted.
Each department was required topresent carefully compiled sets ofservice-level assumptions, a summaryof staffing and equipment line items, alist of equipment and services whichwould be provided at no cost bysponsors or suppliers and a list ofpotential cuts which could be madefrom the list of line items.
Based on this budget review, the actualGames budgets were drawn up and areporting system against the budgetedamounts was begun.
3.07.4Sporting events in 1983The LAOOC hosted a series of inter-national sporting events duringsummer and fall of 1983. Where theJanuary IOC/NOC meeting provided theinitial opportunity for the LAOOC to testits management plans, the summersporting events provided a strenuous,in-depth sports-specific rehearsal. Itwas felt that the use of individualevents would be more appropriate fortesting purposes than a single, large-scale event which would simulate theGames’ environment. By focusing on asingle sport and venue, each could betested thoroughly on a department-by-department basis, and any problems orquestions could be solved quicklywithin the context of a one-venuelocation or an event of short duration.Although major systems such as venuecommunications and transport couldnot be tested, any shortcomingsexhibited by individual departmentswere apparent.
The program of events includedarchery, canoeing, cycling, gym-nastics, rowing and swimming(including separate events for all fourdisciplines}. This program was devisedso that each of the sites built specifi-cally for the Olympic Games—the newswimming pool and velodrome—wereincluded. Intensive testing of newvenues under rigorous standards ofinternational competition wasconsidered essential by LAOOC tocertify that the sites would workproperly for the Games. Gymnasticswas included in the program so theLAOOC could test its procedures for anindoor event and because gymnastics,with its specialized apparatus, was themost complicated.
An international-class shootingcompetition was held at the PradoRecreational area following thecompletion of the ranges in the springof 1984. In addition to these LAOOC-managed and sponsored events, therewere additional competitions during1983 at Olympic sites in athletics,equestrian, hockey, judo, modernpentathlon, volleyball, wrestling andyachting. LAOOC commissioners andstaff from other departments partici-pated in most of these events andgained additional experience in theoperation of their sport.
In addition to validating the LAOOC-constructed facilities, the LAOOCbenefited from its 1983 events inseveral areas. The summer competi-tions provided the first comprehensivetest of the LAOOC’s plan to extensivelyrecruit, train and employ volunteers invenue positions. The LAOOC wasgenerally pleased with the results.
Additionally, various LAOOC depart-ments experimented with differentapproaches to providing services atthe 1983 competitions. Through thistesting, departments refined theirplans for the Olympic Games.
The 1983 sporting competitionsforced the organization to select anapproach, and to become operational.As a result of the test events, theLAOOC developed confidence at alllevels of planning, and gained valuableoperational experience. In fact, theLAOOC gained so much from the eventsthat future organizers may wish toexplore the possibility of conductingone or two events two years prior tothe Games, rather than just one year.
3.07.5The venue development processThe final months of the testing andrefining period were devoted to thevenue development process. After the1983 events, departments understoodhow they wished to conduct theiraffairs during the Games. There were,however, conflicts between depart-ments and conflicts between depart-ments and site managers. There alsowas a series of alternative approachesto various sites which requiredresolution.
To resolve these issues and togenerate solid site plans, includingarchitectural requirements and staffinglevels, teams composed of staff fromall departments of the OrganizingCommittee were created.
Each venue development team createda definitive report, setting forth theresponsibilities of each department atthat site, the site manpower plans,space needs and space program andblueprints describing how space wouldbe used. Through an extensive processof consulting and cajoling, resolutionwas achieved on all but a few issueswhich were then referred to seniormanagement. At the conclusion of thisintensive six-month practice, LAOOCsenior management, including the exe-cutive vice president/general manager,approved the plans for each venue,village and each of the other key sites.
In the approved venue developmentplans, changes were made onlythrough a formalized review process.With the completion of these detailedreports, the fabrication and procure-ment of needed items and the recruit-ment of staff could begin in earnest,since a detailed plan of the require-ments for both people and things wasin existence.
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9 The LA83 Gymnastics competition is heldin UCLA‘s Pauley Pavilion as a dressrehearsal for venue staffers in preparationfor the Olympic Games.
10 LA83 is the theme of a series of pre-Olym-pic events at selected venues in the yearprior to the Games. The XXXllnd WorldArchery Championships is held from 19–22 October and is the last such event in1983.
21
Formation and Managementof the LAOOC
3.08“Venuization”and implementation
Initially, all past Olympic organizingcommittees began with a few staffmembers organized along depart-mental lines. As these committeesgrew, additional staff were added tothe departments. These new membersdeveloped loyalties to their depart-ments, such as food services, healthservices, technology, and so on.
During past Games, however, eachvenue became a self-contained unitwith its own technology, humanresources, health services, compe-tition management, food service andsecurity staff. To switch from thedepartmental organization of the earlydays to the venue organization at thetime of the Games required a majoradjustment which each organizingcommittee had to accomplish betweenthree and twelve months prior to theirGames. The LAOOC called this tumul-tuous process “venuization.”
During this period, as venuizationdeveloped, the commissionersfocused on putting together manage-ment teams, acquiring a Games staffand training it properly.
3.08.1Explosive growthin site managementIn early 1984, the sports commis-sioners became full-time. Among theirinitial activities, the commissionersassembled key management teamsand brought them into the organiza-tion. With the senior management ofeach site in place, the OrganizingCommittee began its growth from800 staff members in January 1984to almost 70,000 in July.
As the site management staffs wereidentified, group meetings and semi-nars were held to bring an even finerlevel of operating detail to the planscompiled during the venue develop-ment process. More importantly, eachof the staff members grew accus-tomed to working together and withinthe LAOOC’s overall structure, so thatthe staff would adjust immediatelyupon “going operational” at the venue.
Also, training programs regardingspecific responsibilities for site man-agers of central service functions wereheld for groups such as venue presschiefs, venue technology managersand so on. Weekly meetings of thevenue directors were held, eventhough many of these managers werenot members of the full-time LAOOCstaff, much as the commissioners hadnot been in the years (rather thanmonths now) prior to the Games.These meetings provided a forum todiscuss and disseminate policiesand regulations relevant to all LAOOCdepartments. Central operating de-partments were asked to make presen-tations summarizing their areas ofresponsibility and to highlight specificareas of concern for the venue directorsto deal with during the Games period.
3.08.2Mandate of the commissionersThe LAOOC’s executive operationscommittee spent several weeks inDecember 1983 defining the authorityto be delegated to the commissionersduring the coming six-month period,the roles of the various operatingdepartments and how the reorgan-ization to venuization should occur.
The result of these deliberations wasthe “Commissioners ‘Mandate for thePreparatory Phase,“ a documentwhich was widely distributed amongthe management staff. It served toguide major transition in the delegationof authority to the operating sitemanagers.
This document was distributed on16 January 1984 and defined clearlythe place of each sport within theintegrated whole of the Games:
Summary (Overview)“The commissioner has overallresponsibility for the operation of thevenue prior to, during and after theGames;
“ln some specific areas, thecommissioner has direct responsibilityfor providing services at the venue;
“ln other areas, the commissionercoordinates services provided bysupport departments;
“One of the commissioner’s primefocuses is to blend together in to anorganic whole services provided byeach of the departments at thecompetition site;
“The commissioner is encouraged toquestion anything and everythingplanned by the staff at the site. Thecommissioner should feel free to pro-pose changes and achieve consensuswith departments impacted by thechanges. If the departments will notagree with the commissioner, thecommissioner’s VP and the depart-ments' VP will decide;
“The commissioner should strive toprepare and operate the venue in amanner consistent with overall LAOOCpolicy. The commissioner is notstaging a world championship. Ratherthe LAOOC is staging 23 sports whichcreate an integrated event perceivedby the world as a unified whole.Consequently, deviations betweensports as to services which will berecognized as different by anyoneother than the IF are not appropriate.
Commissioner’s objectives“The primary objective is to make theGames work. Whatever emergenciesoccur, the show must go on. Thepublic’s perception of the commis-sioner's venue and the overall Gamesshould be of a smooth, functioning andintegrated event.
“The commissioner’s second goal is tomake the venue function for each of theaudiences. These are: Competitors, TVPublic, IFS, NOCs, Spectators, Press(written and photo) and Staff
“Finally, the events at the venue shouldbe staged at a reasonable cost, not aminimal cost, not a spartan cost, nota lavish cost, but at a cost whichprovides for a reasonable show.
Constraints“There are several constraints withinwhich the commissioner must manage:
o The approved venue developmentplan provides a group of constraintswhich are similar to a budget in anormal organization.
o The commissioner may not exceedthe staffing numbers in the approvedvenue development plan withoutapproval of Games staffing control.
o The commissioner may not changethe physical layout of the venue asreflected in the venue schematicdrawing without the approval ofvenue review committee and thedepartments affected by the change.
o Some things are simply not availableat the last minute. These will prob-ably include uniforms and shoesand will clearly include newaccreditations.
o Changes in the level of service orscope of operations provided by thesupport departments should bejointly negotiated by the commis-sioner and the support department.Services at the venue should beconsistent with the plans at othersites and LAOOC overall policies.
o The commissioner must managethe venue within LAOOC policies.Existing policies are attached,others are in the process of beingdeveloped.
o One of the commissioner’s earlytasks will be to develop a budget forthe areas directly under her/hiscontrol. The assumptions for suchpreparation will be given to thecommissioner shortly together witha statement of the commissioner'sbudgetary authority.
Resources“The commissioner will have a varietyof resources available to assist inpreparing and operating the venue.Primary among these are:
The existing LAOOC supportdepartments will assign managers,with the commissioner’s concur-rence, to the venue team. Thesesupport departments generally bringextensive knowledge regarding theirspecialty area which should be builtupon in planning the venue.The commissioner should assemblethe venue key management team.If these members, such as a venuedirector, have not yet been assignedto the venue, the commissionershould recruit them. Candidatesmust be approved by the commis-sioner’s VP and Harry Usher.
Responsible for all four phases“The commissioner is responsible forall four phases of operation at thevenue. The commissioner or her/hischief operating officer must have adetailed understanding of all activitiesplanned at the venue and a deepinvolvement in assuring that they willwork. These four phases are.
o Preparatory—The activitiesbetween now and move-in to thevenue. The preparation and approvalof operating plans are among themajor tasks during this phase. Thecommissioner should force thedevelopment of plans for each of thegroups providing services at thevenue and integrate these planstogether.
o All major decisions should be madeduring this phase so that duringsubsequent phases the staff aresimply and smoothly executing theplan.
o Move-in—Beginning with the accessto the site, this is the period ofinstalling the equipment, testing itand training the staff.
o Operations—Athlete training and theactual competition.
o Close-out—Managing the take-down of the venue, the safe removalof all goods and equipment toLAOOC’s warehouse and therehabilitation of the site.
Key tasks“The commissioner is responsiblefor ensuring that all necessarypreparations are made during thepreparatory period by each depart-ment to ensure the smooth functioningof the venues. A list of generic taskswhich each venue team should addressduring its preparatory days will bedistributed later. The key activities are:
o Building a venue management teamo Becoming intimately familiar with the
venue and its operationso Understanding what role is to be
played by the venue owner/operatorand incorporating them in to thevenue team
o Integrating the services delivered byeach of the functional areas
o Preparing an operating manualincluding a detailed schedule ofactivities from move-in throughclose-out, and detailed job dutiesfor each venue staff position
o Obtaining, orienting and training themanagement and Games’ staff”
Following this general overview,specific guidelines regarding31 separate departments and theirauthorities and responsibilitieswere attached.
3.08.3Recruitment of Games staffWith the management team in place foreach venue, including representativesof each of the key departments provi-ding services at that site, the processof Games staffing began in earnest.This involved identifying, processingand training the tens of thousands ofvolunteers and paid staff who wouldassist during the Olympics.
Though ultimately each site wouldbecome responsible for its ownstaffing, a central department (GamesStaffing) assisted in processing nearly100,000 names received by LAOOCprior to 1984. This central group thenmonitored the progress made by eachof the areas. Each commissioner andhis management team worked toattract other individuals among theiracquaintances, associates and friends.The interest shown by these groupswas dramatic, and some sites wereable to attract almost all of their staffby word-of-mouth advertising. In ad-dition to staffing assistance lent by theGames Staffing Department and therecruitment by the commissioners andother site managers, some centralizeddepartments took responsibility forrecruitment of staff for their roles ineach venue. An example of this was inPress Operations, which procured all ofits staff members independently of theGames Staffing Department or the sitemanagement groups.
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3.08.4Table top exercisesIn May, three months prior to theGames, each venue and other sitesconducted a simulation of the site’soperation. The site management team,generally about 20 members, sim-ulated the operation of the siteutilizing architectural drawings andblueprints. They examined everyaspect of the operation of the site,from the arrival of the first securityguards until the completion of theclose-out, During these discussions,the site management team searchedfor overlooked items, identifiedconflicting areas and verified that thepeople flows within the sites weresatisfactory. Also included was a vastseries of “what if” questions designedto probe and test the site’s contin-gency plans.
Although the exercise was only withblueprints and drawings, the questionsand situations posed by the commis-sioner or site manager probed theknowledge of the participants andforced responsible parties to thinkabout situations they could encounterduring the Games. Further, key servicemanagers began to associate namesand faces with actual authority andresponsibility for key areas which theywould have to rely on during theGames. It became clear that interactionamong venue department managersincreased substantially after the “tabletop” meetings, and that the venuizationprocess was boosted considerably.
3.08.5The Soviet withdrawaland Eastern Bloc boycottAs the time of the Games rapidlyapproached, a contingency for whichthe LAOOC had prepared occurred. OnMay 8, the Soviet Union announced itwould not participate in the Games ofthe XXlllrd Olympiad. Over the nexttwo weeks, they were joined by 14other countries.
The LAOOC’s response to this situationwas swift and immediate. The LAOOCquietly but thoroughly contacted eachof the NOCs to urge them to participatein the Games. Valuable support inmaking these calls was received fromseveral members of the Olympicmovement.
Simultaneously, the LAOOC beganimplementing its contingency plans tocut back services where appropriate,reflecting the potential reduction in thenumber of competitors.
The required adjustments to the fieldsin appropriate sports were made inconcert with the International Federa-tions concerned and with the IOC at themeeting of the IOC with the IFS inLausanne in late May. The LAOOC waspleased to note that a full schedule ofcompetitions was planned and thatmany NOCs had asked permission tobring additional competitors to replacethose athletes from the boycottingnations.
The LAOOC and Olympic fans aroundthe world regretted that the strongteams represented by the USSR anda few other countries would not com-pete, but, overall, the impact upon theGames was minimal. With 141 nationsmeeting the 2 June deadline to an-nounce their intention to compete, theLAOOC was assured of hosting thelargest number of nations ever tocompete in an Olympic Games—wellahead of the previous high of 122nations that attended the Games of theXXth Olympiad in Munich in 1972.Although adjustments were made inindividual sports, little overall impactwas felt by the absence of boycottingathletes from a logistical andoperational standpoint.
3.08.6Torchlight IIIA day-long exercise involving the topsix managers at each site and theLAOOC Operations Center was con-ducted one month before the openingof the Olympic villages.
“Torchlight I” was a law enforcementcommand post exercise conductedin late 1983 and involved the senioroperating officers from each of thelaw enforcement agencies in Games’law enforcement activities. Typicalproblems were posed and the agencieswere responsible for stating theresources they would use and notifyingother offices of their standard proce-dures. The LAOOC participated in thisexercise as observers and as occasion-al responders to direct questions fromlaw enforcement. “Torchlight Ill” wasa similar though substantially largerexercise conducted on 15 June 1984,and the LAOOC was a full participant.
For the “Torchlight Ill” simulationexercise, a series of problem scenarioshad been developed. These problemswere presented to the various sitesand departments at pre-determinedintervals. The sites attempted toresolve the problems, not by deployingstaff and moving resources, but ratherby stating the resources they woulduse and notifying other offices accor-ding to their standard procedures.
The “Torchlight Ill” exercise provideda comprehensive test of each of thesite management teams and thesystems connecting the sites.
Most of the exercise was carried outvia telephone as the site commissionerand managers responded to seriousand non-serious incidents involvingtheir site. Some uses of EMS, pagingand radio communications werecarried out as well. The exerciserequired some quick judgments andserious consideration of worst-casepossibilities involving architecturaldisasters (collapse of a grandstand),competition problems (a team walksoff the field in protest), securityconcerns (terrorist attack) and venueservice questions (a panic developsafter a spectator faints following theconsumption of a hot dog) which wereunlikely, as well as common occur-rences for which a procedure had to bedeveloped at each site (lost child). Theexercise was especially effectivebecause it continued throughout theday and new facts and situations were
injected at irregular intervals for eachsite, each requiring an immediateresponse.
While each of the sites was workingwith the various scenarios indepen-dently, the LAOOC also activated anOperations Center for centralizedreporting of significant problems andresolution of questions requiringdecision-making by the senior manage-ment. While this center worked asplanned, it was overwhelmed by thesimultaneous bombardment of majorincidents at the sites. Since each siteneeded significant and interestingproblems scenarios to work with, theavalanche of bombs, collapsingbleachers, floods, food poisoning,electrical storms, high winds andterrorist activities was more than couldbe handled and was not a realisticsimulation of what to expect at theGames. Simulation exercises involvingan operations center held by futureorganizers should probably be morerealistic and involve only a few sitesat a time.
Several venue sites continued to usethese kinds of exercises in their trainingperiods to sharpen the skills of theirdepartment managers.
3.09The Games
As always in the organization ofOlympic Games, the last monthsbefore opening ceremonies are themost hectic. It is during this time thatthe movement to the venues occurs,the final construction details arecompleted and the bulk of the staffcommences work and training. For theLAOOC, this period was no exception.
In fact, for the Games of the XXlllrdOlympiad, the last months wereparticularly hectic. Under its contractswith the venues, the LAOOC generallydid not take exclusive possession of asite until—on average—two weeksbefore the commencement of competi-tion. This meant that in large part theLAOOC had to concentrate all the mod-ifications required to bring a venue upto Olympic standards into that two-week window. Obviously, whereverpossible, the LAOOC negotiated earlieraccess.
This also meant that whereas otherorganizing committees had movedtheir key management staff to thesites six or seven months prior to theopening ceremonies, in general theLAOOC staff did not move until lessthan a month before the Games.
3.09.1Commissioner’s Authority MemoAs a follow-up to the widely-distributed “Commissioner’s Mandatefor the Preparatory Phase,“ a final“Commissioner’s Authority Memo”
was distributed on 17 June 1984, onemonth prior to the opening of six majorsites: the IOC headquarters at theBiltmore Hotel, the Main Press Center,the Olympic Arrival Center at the LOS
Angeles International Airport and thethree villages at UCLA, UCSB and USC.This document defined formally theextent of the commissioner’s authorityat his site over various areas which hadbeen touched on previously in theJanuary 1984 directive.
The general mandate remained exactlythe same. The “show” had to go onand it had to be a good one, within theframework of an overall event, theOlympic Games. Now into the actualoperational phase, however, thecommissioner was able to (andrequired to) utilize new powers andresponsibilities:
o Budget; each commissioner had abudget against which expenditurescould be authorized. All commis-sioners had an upper spending limitof $20,000 per transaction with anaggregate limit equal to theirremaining budget. Central depart-ments retained control of their ownbudgets including those portions ofthat department’s budget allocatedto the venues. However, thecommissioner could request releaseof such funds from the OperationsCenter.
o Food services; the commissionerwas responsible for all food services,including the disposal of unusedfood; distribution of such food tocharitable or other such concernswas encouraged. The commissioneralso had complete authority over allvenue-related hospitality and partyfunctions.
o Housing; commissioners couldauthorize rooms at the LAOOC’sexpense for venue staff members aslong as charged to the venue budget.
o Language services; the commis-sioner had the complete authority todetermine the priorities for the use ofthe language services staff assignedto the venue.
o Materiel supply; the commissionerwas able to order all supply needs forhis venue and could procure suppliesfrom any source, if the materielsupply group was unable to deliverthem. Commissioners could alsoreallocate supplies from one depart-mental function to another on thesite, at his discretion.
o Personnel; with reasonable cause,a commissioner could suspend orhave terminated any LAOOC Gamesstaff member at the venue. TheGames staff member, whether paidor volunteer, should have explainedto him the reason for the disciplinaryaction and have a chance to respond.While the commissioner had com-plete authority to authorize overtimefor any staff, as long as he stayswithin his budget, only the Opera-tions Center could authorize changesin a staff member’s rate of pay.
23
Formation and Managementof the LAOOC
o Press operations; commissionershad the right to admit non-accreditedwritten press and photographersinto public areas only, using theirlimited number of venue passes.These persons were not allowed togo into zones open only to accred-ited members of the media.
o Venue access privileges; commis-sioners had the power to change theaccess privileges of any venue staffmember by increasing or decreasingthe zones which that staff memberwas allowed to enter. Decreases,however, should also have involvedconsultation with the venue managerfor the functional department inwhich the staff member worked.
Commissioners were not authorized toissue new Olympic Family accredi-tations (“A’", “B", “C", “D", "E","F”, “G”, “I”, “O”), or to make majorchanges in the architecture or con-struction of the venue. Competitionstarting and ending times were notedto be especially sensitive for the inter-national broadcasters, and sessionstart times were only to be changedwith the concurrence of the IF con-cerned and the host broadcaster. TheOperations Center was notified if thesession start time varied by more thanfive minutes from the prepared sche-dule. Other specific cases were dealtwith by specific directives distributedafter the “Commissioner’s AuthorityMemo” was completed.
In general, this document helped toclarify the role of the commissioners asthe chief executive officer at each siteand established their lines of authorityover certain areas, and the requirementthat they seek the approval of theOperations Center or LAOOC seniormanagement on other issues.
3.09.2The Operations CenterAs the competition and site manage-ment moved to the venues during Juneand July 1984, the complexitiesinvolved in communicating andmanaging increased geometrically withthe number of sites activated. To meetthis need, the LAOOC activated itsOperations Center in early July with acarefully selected and trained staff.
After much internal debate as to whatthe nature of the Operations Centershould be, it was determined that itsprimary function would be to serve as acommunications and information cen-ter, providing services on behalf ofsites to senior management and onbehalf of central departments andsenior management to the sites. Thisconcept was tried during the “Torch-light Ill” exercise and worked
successfully, although the multiplecalamities introduced into the exerciseoverwhelmed the ability of theOperations Center to react properly.
The Operations Center plan wasfinalized in late June 1984. It consistedof five duty officers, each of whom waseither a group vice president or vicepresident. Each individual’s dutyofficer shift was four hours per daywith the remaining time spent admin-istering their on-going operations.On each shift, there was also aninformation officer who was a middlemanager in the LAOOC and was rela-tively familiar with all operations.
Departments and sites were distri-buted among five desks, based onlogical groupings of the departmentsand regional groupings of the sites.Each desk had its own telephonenumber and was staffed by one or twodesk officers per shift, depending onthe time of day.
The Operations Center also includedseveral administrative and supportpersonnel who assisted in the mainten-ance of the running logs and referencemanuals. Adjacent desks in the samephysical area were available for stafffrom the news, security and transpor-tation departments. A special officearea was created for the LAOOC’sexecutive vice president/generalmanager in the middle of theOperations Center area located in asection of the LAOOC’s administrativeheadquarters.
Staff selection and training wasespecially important. OperationsCenter staff had to have extensiveknowledge of and experience withinthe LAOOC in order to be effective inworking with all departments and sites.Since most of the LAOOC’s staff hadbeen assigned to sites already, theOperations Center staff was assem-bled by reassigning key staff which, insome cases, was to the detriment ofthe site managers. But, it wasnecessary.
All Operations Center staff underwenta two-week training program including20 hours of classroom trainingthat consisted of a departmentalreview of general plans and staffingfor the Games period, and the types ofproblems that could involve theOperations Center. The second sectionof training required desk officers totake tours of the venues, villages andother sites. By actually seeing the sitesinvolved, the desk personnel had abetter idea of the physical nature ofproblems reported. The final phase oftraining required the desk teams toassemble reference notebooks foreach of the departments and sites forwhich the desk was responsible. Themost important ingredients of thesematerials were the names, telephonenumbers (home, site and mobile, ifavailable) and organizational structureof key staff at each of the departmentsor sites involved.
budget was exhaustedo Resolution of disputes between a
commissioner and a centraldepartment
o Reallocation of scarce resourcesbetween sites
o Collection of issues, problems and“for your information” notices fortransmission to senior managementand the dissemination of seniormanagement decisions to thedepartments and sites as necessary
o A clearinghouse for problems ofvarious types, especially thoserequiring communications throughthe Operations Center with aresponsible department or agencyand follow-up
The Commissioner’s Authority Memo-randum listed the services to be provid-ed by the Operations Center that wereof key interest to the site managers:
o Approval to spend over $20,000 forany single transaction
o A contingency budget which couldbe used if the commissioner’s
The Operations Center began partialoperations from 9–13 July from 0600to 2000. During this time, a flood oftelephone calls was received for theprevious occupants of the office spaceused by the Operations Center, Lan-guage Services and Press Operations.Two telephone receptionists had to behired to take messages to informcallers of the new numbers for thosedepartments. On the evening of 13 July,the Operations Center commenced24hour operations and did not close until12 August at 1500.
One of the most important activitieswas the continual updating of the listsof telephone numbers. One person wasassigned to this project on a full-timebasis. The need for accurate telephonenumbers was important, and the listsproved to be of extreme value. Moreroutine was the use of a three-part“incident form,” which was used torecord any significant incidents orproblems reported to the OperationsCenter. Once a specific incident wasresolved, the form was recorded in thedaily logbooks and then filed chrono-logically, by department and by theOperations Center desk. Approxi-mately 1,000 incidents were recordedin this matter.
Typical incidents which were handledincluded:
o Access problems due to non-completion of construction activitiesat sites when the requirement foraccreditation badges was activated(the Operations Center helped todevelop procedures to allow theadmittance of necessary construc-tion personnel)
o Bomb scares or bomb threats ofvarious types
o Electrical outages (whether fromoverloaded circuits or destroyedelectrical lines)
o Games staffing payroll problems,particularly involving transportation
o Installations of or demands foradditional technology equipment
o Village staff requests for additionalelectric “golf-cart”-type vehicles
The use of the Operations Center as acommunications point for decisionsand information was very effective.
The duty officers were well chosenbecause of their wide backgroundwithin the LAOOC and broad under-standing of the various departments.However, they were more useful in thefield than at the Operations Center.The ability to see what was actuallyhappening as against what had beenplanned was much more valuable thanwaiting for problems to be communi-cated by telephone and provided anadditional dimension of the OperationsCenter information base.
The Operations Center was essentiallyorganized to handle major incidentswhich could not be resolved by thesites themselves. After years of con-trolled, centralized planning anddirection, the Games provided theentrepreneurial commissioners incharge at each site to be on their own.Not surprisingly, the sites operatedrelatively autonomously during theGames. They prided themselves ontheir ability to solve as many problemsas possible without outside assis-tance. They did not want to report theiroperating status on a regular basis andwanted to be left alone to run their ownvenues as desired—within the overallframework that had been previouslyagreed to through the venue develop-ment process and the commissioner’sauthority memoranda.
Fortunately, no major incidentsoccurred which could not be effectivelyhandled at the sites. As a result, themain role of the Operations Center wasto facilitate communications betweendepartments and sites and to dissem-inate decisions of the senior manage-ment and general instructions, such asprocedures for site close-out. Withexcellent communications tools suchas EMS, pagers, radios and varioustypes of telephones available,decisions or information could bereliably passed to the responsiblesenior managers without difficulty.
The Operations Center worked wellenough as planned, although somemodifications would have been useful.In future Games, organizers using adecentralized management schemewith a central Operations Centershould require that each site designatea person responsible for communica-ting routinely with the OperationsCenter. Further, the desk conceptwould have worked far better had thesites been better informed as to the
24
structure and reporting requirementsof the center. Finally, the knowledgegained by the duty officers in the fieldwas extremely valuable and a programof roving scouts to report independ-ently on overall operations at the sitesmight be valuable for operations aswidely spread as in Los Angeles.
3.09.3Senior managementduring the GamesTo effectively govern this far-flungnetwork of sites, the executiveoperations committee met daily,reviewing problems identified in theprior day and anticipating events anddifficulties forthcoming. Representedat these meetings were the LAOOCpresident and executive vice president,the group vice presidents responsiblefor each of the departments and venuemanagement and key managers forselected departments, such as secur-ity, transportation, news and theOperations Center.
11
The management of the games wasgreatly enhanced by the sophisticatedtechnology employed in the communi-cations network. Several thousandpagers were distributed among keymanagers and staff, most with digitaldisplays. Messages could be sent tothese displays from any of the 1,700Electronic Messaging System (EMS)terminals, conveniently located atevery Olympic site, including hotels.Longer messages could also be sentvia the EMS terminals to any accreditedperson, who would then recover themessage from any other electronicmail terminal. Finally, an extensivetelephone network was establishedconnecting each of the sites, keyexecutive cars with mobile phones anda selected number of executives withhand-held portable phones whichallowed them to be reached whereverthey might be.
This extensive communicationnetwork meant that senior manage-ment was never out of touch. Thus, allcritical problems could immediately becommunicated to the appropriatemanagers via paging, telephone, orradio for appropriate action as theydeveloped.
This allowed the management of theLAOOC to be relatively mobile andspend the bulk of their time observingand correcting operations in the field,rather than requiring them to be gluedto the telephone in an office. Manage-ment was thus constantly involved incomparing what was actually occurringto what had been planned and makingadjustments where necessary.
Because the commissioner programplaced talented entrepreneurial man-agers in charge of each venue, theGames ran very smoothly. Thoughthere were a myriad of small problems,few major problems were encoun-tered; these were easily handled. Fromthe public’s perception, the Olympicsflowed very smoothly.
3.09.4Site managementSite management was entrusted to thecommissioners, village mayors and todepartment managers who had theirown sites, such as the Biltmore Hotelfor Protocol and the Main Press Centerfor Press Operations. Frequent visitswere made to many of the sites bysenior management and by roving dutyofficers from the Operations Center.
It wasn’t until after the Games thatthe significance of the “venuization”process and the clear definitions ofpolicies and procedures that it gen-erated was realized and appreciated.The tumultuous reorganization of theOrganizing Committee’s structure andreassembly into venue teams whilecontinuing to operate out of the MarinaCenter was well worth the effort andallowed the teams the ability to beginfunctioning immediately upon openingoperations at the sites. This wasgreatly aided by the new communi-cations devices, especially the EMSnetwork and the handheld radios usedby many venue management staff.
Long-standing policies regarding areaaccess by accreditation only andauthorization of expenditures wereclosely followed. Late-arriving instruc-tions such as reporting responsibilitiesto the Operations Center, close-outprocedures and distribution of giftswere either lightly regarded or ignoredbecause of the crush of last-momentpreparations.
In general, policies and procedureswere complied with that weredistributed by the end of May, whilemany of the directives issued after themiddle of June (when the “Commis-sioner’s Authority Memorandum” wasdistributed) got lost in the tumult andexcitement of the Games.
3.10Post-Games close-out
With the conclusion of the first sport,modern pentathlon, eleven days priorto closing ceremonies, the LAOOCbegan a new phase: close-out. Secur-ing the site after the conclusion ofcompetition, returning materials to thewarehouse and returning the facility toits original state was the beginning ofthe end.
The post-Games period, as would beexpected, had an entirely differentemphasis from the preparations. Thefocus was on demobilizing the venues,disposing of assets, discharging ofstaff, reconciling financial accountsand beginning the official report.
11 During the Games, daily problems are iden-tified and reviewed by the executiveoperations committee at the LAOOC’s Op-erations Center.
25
Formation and Managementof the LAOOC
Within a week after closing ceremo-nies, the LAOOC had returned most ofthe sites to the venue owners. Withintwo weeks, all of the venues and vil-lages had been returned. To facilitatethis process, a special close-out teamsupervised operations as the sites, oneby one, completed competitions, weresealed and then deactivated.
The physical assets of the LAOOC wereconsolidated at the Main DistributionCenter, a large warehouse. The itemscollected there represented thecomplexity of the Games: beds,refrigerators, televisions and videorecorders, flashlights, computer tapes,desks, uniforms and a potpourri ofother items, The bulk of these itemswere sold back to the original manufac-turers or given to governmental andother agencies, Those items of consid-erable memento value, such asposters, uniforms and festive feder-alism Look items were sold to the pub-lic at a retail sale and then an auction.
The drop in staffing was perhaps themost dramatic. One week after theGames, the LAOOC staff had droppedfrom almost 70,000 to 2,000 people.Three weeks later, there were450people on staff. Two months after theGames, there were 150 people en-gaged in purging files, paying bills andclosing accounting records anddrafting the official report. By the endof 1984, the LAOOC staff totaled 75people.
3.11The LAOOC legacy
The Los Angeles Olympic Games werefinancially successful beyond thedreams of its original advocates. A$215 million surplus was realized bythe Organizing Committee. The surpluswas greater than that of all prior Olym-pic organizing committees combined.
But the success of the Olympic Gamescannot be measured by the amount ofsurplus alone. The impact of the Gamesupon Los Angeles transcended theevent. For two magical weeks, the citywas united and enchanted. The eyes ofthe world focused on Los Angeles andsaw not smog, not traffic jams, notcrime, rather a city rejoicing. They sawa city that was warm, vibrant andfriendly and they saw a transportationsystem that actually worked. Thecitizens of Los Angeles as well as allAmericans discovered a new pride inthemselves, their city and their country.The international guests who hadtraveled to Los Angeles found them-selves at home in a city of many lan-guages, many people and muchhospitality.
The LAOOC did not cause all of this tohappen, but did contribute much tomake the Olympic experience in LosAngeles special. It was the people whograbbed hold of the LAOOC’s messageto “play a part in history” and em-braced the athletes of 140 nations whorepresented most of the countries ofthe world by marching in the OpeningCeremonies.
It was the Organizing Committee,however, that marshaled the forcesnecessary to stage the Games andpresented the spectacle to the world.In retrospect, it can be seen that manyof the overall policies adopted for LosAngeles played a significant role in thesuccess of the Games:
o Existing facilities proved more thansatisfactory and were alreadyequipped with operating personnel,procedures and support facilities.The endless worries over construc-tion completion were never a factorand the resulting surplus wasproperly predicted by those who hadnoted Montreal’s excess of opera-ting revenues over operatingexpenditures.
o Financing was challenging, butLAOOC creativity and effectiveprivate sector fund raising made itwork as never before in Olympichistory. The outpouring of supportfor the Games, in both moneyand materiel, from the sponsors,suppliers and television rights-holders was beyond the originalexpectations of all Los Angelesorganizers. The concept of a limitednumber of corporate partners—farless than for any previous Games—provided the impetus for each of theselected companies to put forwardtheir best efforts to make the Gamessuccessful.
o The growth of support in LosAngeles and throughout much ofthe USA via the Citizen’s AdvisoryCommission was an important factorin the early life of the OrganizingCommittee. Many people whowanted to get involved at an earlystage became members of the com-mission and through their supportand dissemination of informationwithin the communities, the LAOOCdrew widespread support in itsformative years. Those who com-pleted the Olympic orientation
workshop series became veryfamiliar with specific details of theLAOOC’s overall program for puttingon the 1984 Games.
o The commissioner program was atremendous success. In addition tobringing in proven management toeach sport in the Games, the com-missioner system placed eachInternational Federation inpermanent touch with the seniorexecutive for the sport three to fouryears prior to the Games. This gaveeach IF a chance to educate thecommissioner in the nuances (ratherthan just the broad outlines) of thesport and to allow the commissionerto see enough world and regionalchampionship competitions todevelop his own ideas for improve-ment at Los Angeles. During theGames, the management ability ofthe commissioners ensured thatthe sports themselves would runsmoothly.
o Competitions and other eventsstaged by the organizers in the pre-Games period proved very useful.Not only did the organizers get towork directly with the sports andpersonalities that would later bepresent at the Games, these actualevents sharpened the skills andpresented the issues and problemsthat larger-sized events such as theGames would pose. In retrospect,there was no substitute for thesehands-on experiences.
o The venue development process,though extremely difficult, wasextremely important and very useful.Complete manpower, site andtransport plans came out of thisprocess. Although unanimity wasnot always achieved in the compil-ation of the plans, the processprovided an opportunity for everyinvolved department to plan for itsown responsibilities and observe theeffect of the planned operations ofothers at the site.
o The arduous process of changingfrom a centrally-controlledorganization based mainly at onefacility to a decentralized operatingstrategy—known as “venuization”at the LAOOC—was made easier bythe important step of recruiting andtraining the venue managementpersonnel well in advance of anymove to the sites. The ability of eachsite to function in the crucial firstdays of the LAOOC’s exclusiveaccess to that site was a directreflection of the amount of timewhich had been spent by the venuemanagement team as a unit prior tothe move.
o Attention must be paid to theorganizational processes and re-quirements after the Games hadbegun. Instructions for the Opera-tions Center and the procedures forvenue close-out following thecompletion of the competitionsshould have been finished anddisseminated well in advance of theflight of centralized staff to the sitesfor their Games-period assignments.
o The impact on the community mustnot be forgotten. Although techni-cally only one of the many sectors ofendeavor for an Olympic organizingcommittee, the means by which theattention and interest of the host cityand country become fixed upon theGames must be developed in orderto assure its overall success. Thebanners and flags in vibrant colorswhich draped the city in May andJune, the daring Olympic ArtsFestival beginning on 1 June and theimmense impact of the torch relaywere the primary means for theLAOOC to rally the local communitiesin Southern California and Americansall across the nation and generate agreat outpouring of support whichcompleted the ingredients for thesuccess of the Games of the XXlllrdOlympiad.
The LAOOC also had a vast impact onthe Olympic movement. In the late1970s, when Los Angeles made itssuccessful bid, it accepted a challengeto host the Games in an Olympic worldrocked by terrorism, enormous costoverruns and resulting debt and anabout-to-occur boycott of the 1980Games. With these burdens, LosAngeles faced enormous challenges;the future of the Olympic movementwas at stake. And Los Angeles suc-ceeded in every area. The Games of theXXlllrd Olympiad had more NationalOlympic Committees represented thanever before, were completely self-funding and were incident-free.
The LAOOC had taken to heart Pierre deCoubertin’s 1908 dictate that “thegames must be kept more purelyathletic; they must be more dignified;more discreet; more in accord withclassic and artistic requirements; moreintimate, and, above all, less expen-sive” and demonstrated that theOlympic movement was still valid inthis modern world.
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Growth of the LAOOC and theOrganization of the Games: A Chronology
4
Growth of the LAOOC and theOrganization of the Games: A Chronology
25 September 1977 Approval isgiven by the USOC for Los Angeles tobe the candidate city from the UnitedStates to host the Games of the XXlllrdOlympiad. The Southern CaliforniaCommittee for the Olympic Games(SCCOG) wins the USOC vote in a meet-ing at Colorado Springs, Colorado.
31 October 1977 IOC President LordKillanin announces the closure of theapplication period to host the Games,with Los Angeles the sole bidder.
18 May 1978 During the 80thSession of the IOC in Athens, Greece,a provisional award of the Games ismade to Los Angeles, conditioned onthe signing of a contract between theIOC and the city of Los Angeles.
31 August 1978 The IOC ExecutiveBoard approves a contract betweenthe IOC and Los Angeles, subject toapproval by the IOC membership.
7 October 1978 Overwhelmingapproval of the IOC-Los Angeles con-tract is made by the IOC members: 75 infavor, three against, six abstentionsand one null vote.
12 October 1978 Los Angeles CityCouncil approval is given to the IOC-approved contract.
20 October 1978 Signing of thecontract between the IOC and LosAngeles takes place, allowing LosAngeles to host the Games of theXXlllrd Olympiad from 28 July to 12August 1984. The signing is held at theWhite House in Washington, D.C.
7 November 1978 Los Angeles CityCharter Amendment N is passed byvoters, prohibiting any capital expendi-tures by the city of Los Angeles on theOlympics that would not, by bindinglegal commitment, be paid back.
26 January 1979 The LAOOC Boardof Directors, consisting of 59 commun-ity leaders and activists, is named.
1 March 1979 A contract among theIOC, USOC and the LAOOC is signed atIOC Headquarters in Lausanne,Switzerland.
26 March 1979 Paul Ziffren isselected as chairman and Peter V.Ueberroth as president of the LAOOC.
26 September 1979 A record$225-million television rightsagreement is signed by the AmericanBroadcasting Company and the LAOOCin Nagoya, Japan.
1 February 1980 Harry L. Usher isnamed executive vice president/general manager, assuming overalloperating responsibilities for theGames.
24 March 1980 An agreement issigned by the LAOOC, city of LongBeach and the Southern CaliforniaYachting Association for use of theLong Beach Marina as the yachtingvenue in 1984.
30 April 1980 An agreement issigned with California Sports, Inc. foruse of The Forum as the basketball site.
29 May 1980 An agreement issigned with the city of Long Beachsecuring El Dorado Park as the site ofarchery in 1984.
11 June 1980 An agreement issigned with the Los Angeles ColiseumCommission for use of the Los AngelesMemorial Sports Arena as the boxingvenue in 1984.
10 July 1980 An announcement ismade of agreement between theLAOOC and the city of Long Beach foruse of the Long Beach Arena forOlympic volleyball and the Long BeachConvention Center Exhibition Hall forfencing.
15 July 1980 A license agreement issigned by the LAOOC with the city ofPasadena for use of the Rose Bowl forOlympic football in 1984.
16 July 1980 The First OfficialReport of the LAOOC is presented tothe International Olympic Committee atthe 83rd Olympic Session in Moscow,USSR.
4 August 1980 The official openingof the four-year quadrennial for theXXlllrd Olympiad takes place. Cere-monies in Los Angeles and New Yorkhighlight the event, along with the in-troduction of the official Olympic sym-bol, the Star in Motion and the Olympicmascot, Sam the Olympic Eagle.
The Organizing Committee’s first ninesponsors are announced, ushering in anew era in Olympic financing. Namedare: Coca-Cola Co., Anheuser-Busch,Inc., McDonald’s Corp., ArrowheadPuritas Waters, Inc., Canon USA, Inc.,Southland Corp., United Airlines, FirstInterstate Bank and Dentsu, Inc.
The first LAOOC licensee, CervantesNeckwear, Inc., is also named.
7 August 1980 A new world-classswimming and diving stadium at theUniversity of Southern California isannounced as the site of Olympicswimming in 1984. The facility will beunderwritten by the McDonald’s Corp.
28 August 1980 The building of anew world-class velodrome to serveas the site of Olympic cycling isannounced. The velodrome will beunderwritten by the Southland Corp.
19 November 1980 The LAOOC andLos Angeles Coliseum Commissionannounce that the Los Angeles Memo-rial Coliseum, site of the 1932 Games,will again host the Opening and ClosingCeremonies in 1984, as well as theathletics competition.
25 November 1980 A new man-agement concept for Olympic sports isannounced: the commissioner system.In each sport, experienced businessmanagers will be invited to manageOlympic events, working part-time into1983, then joining the Organizing Com-mittee full-time 6–12 months prior tothe Games.
4 December 1980 The Atlantic-Richfield Company becomes thenewest LAOOC sponsor. ARCO willfinance seven international-classtracks in the Los Angeles area and helpwith refurbishment of the Los AngelesMemorial Coliseum.
6–12 December 1980 IOC
President Juan Antonio Samaranchand Director Monique Berlioux tour LOS
Angeles sports facilities and meet withlocal leaders and Olympic officials.
19 December 1980 Ooh La La, Inc.,a manufacturer of cloisonne jewelry, isnamed as the third LAOOC licensee.
15 January 1981 Announcement ofagreements for three more competi-tion venues is made: judo at CaliforniaState University at Los Angeles;weightlifting at Loyola MarymountUniversity’s new Albert GerstenPavilion; and wrestling at the AnaheimConvention Center.
Sponsorships are announced withSports Illustrated and the AmericanExpress Co.
19 January 1981 The LAOOC namesits first “Official Supplier,” BrotherIndustries, Ltd., which will supply theLAOOC with typewriters for the Games.
5 February 1981 California StateUniversity at Dominguez Hills isselected as the site for the to-be-constructed Olympic velodrome.
20–25 February 1981 A meetingof the IOC Executive Board is held inLos Angeles.
25 February 1981 An agreement onbasic terms is signed by the LAOOC andthe University of California, Los Angeles.UCLA’s Pauley Pavilion is named as thesite of Olympic gymnastics.
12 March 1981 A sponsorshipagreement is announced with theCoca-Cola Company/Foods Division,makers of Minute Maid Orange Juiceand other products.
26 March 1981 An agreement issigned by the LAOOC and CaliforniaState University at Fullerton for use ofTitan Gymnasium as a site for Olympichandball.
30 March 1981 The LAOOC officeswill move onto the campus of UCLA inthe summer of 198 1. A new, three-story office building will be con-structed on the campus and will housethe LAOOC from mid-l 982 through theOlympic Games.
9 April 1981 A report is made by theLAOOC to the IOC Executive Board.An LAOOC recommendation to includetennis and baseball as demonstrationsports is accepted.
23 April 1981 Santa Anita Park isannounced as the site for Olympicequestrian events.
30 April 1981 The LAOOC and USOCjoin to seek legislation in the UnitedStates Congress to authorize mintingof Olympic commemorative coins.
18 May 1981 The LAOOC and COPAN-83, the organizing committee of the1983 Pan American Games, sign anagreement of mutual support.
24 June 1981 Bright and Associatesis selected to design pictograms forthe Olympic Games.
29 June 1981 An agreement isreached to use Lake Casitas as the siteof Olympic rowing and canoeing.
9 July 1981 Construction begins onthe Olympic velodrome. The open-airfacility is slated for completion in mid-1982.
13 July 1981 LAOOC officials PeterUeberroth, Harry Usher and GlennWilson meet with President RonaldReagan at the White House inWashington, D.C.
Deputy Chief of Staff Michael Deaver isappointed White House liaison to the1984 Olympic Games.
14 July 1981 Peter Ueberroth, HarryUsher, USOC President William Simonand Executive Director F. Don Millertestify before a hearing of the SenateBanking Committee on the proposedOlympic commemorative coins.
30 July 1981 Moochie’s Team Out-fitting Co. of Los Angeles is announcedas the LAOOC’s fourth licensee. Thecompany will manufacture stadiumseat cushions.
10 August 1981 An agreement isannounced between the LAOOC and thecity of Los Angeles for use of the LosAngeles Convention Center as theMain Press Center during the Games.
18 August 7987 The LAOOC andGeneral Motors announce a newsponsorship agreement with the BuickMotor Division, which will supply the“Official Automobile” of the Games.
2 September 1981 Levi Straussjoins the LAOOC’s sponsorship familyas the “Official Outfitter” of theGames.
15 September 1981 An agreementis announced between the Los AngelesDodgers, Inc. and the LAOOC, placingthe 1984 Olympic baseball tournamentin Dodger Stadium.
16 September 1981 The LAOOCannounces that the Converse RubberCo./Allied Corporation will be asponsor of the 1984 Games and willprovide the “Official Athletic Shoe.”
23 September–1 October 1981The 11th Olympic Congress and 84thIOC Session are held at Baden-Baden,Federal Republic of Germany.
The LAOOC presents its Second OfficialReport to the IOC on 1 October.
13 October 1981 ABC Publishing isgranted rights to publish the “OfficialOlympic Guide to Los Angeles.”
1 November 1981 LAOOC marks1,000 days to go before OpeningCeremonies.
9 November 1981 An agreement isannounced with the California Museumof Science and Industry, providing theLAOOC with additional parking spacesin the Coliseum and Exposition Parkarea. The Organizing Committee alsoannounced it will spend $800,000 torepair and renovate existing areas inExposition Park.
18 November 1981 An announce-ment is made of a sponsorshipagreement with the WestinghouseElectric Corp. Westinghouse will pro-vide the “Official Office Furniture” ofthe Games, while affiliated companiesLongines-Wittnauer/Swiss Timing willbe the “Official Watches and Clocks”and “Official Timekeepers;” andPerrier will be the “Official MineralWater” of the 1984 Games.
28
1 3 1 At a 28 August 1980 news conference, it isannounced that an Olympic velodrome is tobe built at California State University atDominguez Hills.
2 The LAOOC symbol, the Star in Motion andmascot Sam the Olympic Eagle are intro-duced on 4 August 1980.
3 The announcement of the construction of anew world-class swimming and diving sta-dium at USC is made 17 August 1980.Funding was provided by the McDonald’sCorporation.
4 LAOOC President Peter V. Ueberroth(center), IOC Director Monique Berlioux(right) and lOC President Juan AntonioSamaranch take a venue tour in December1980, including this stop at the Coliseum.
2 4
29
Growth of the LAOOC and theOrganization of the Games: A Chronology
7
5 8
6
9
5 President of the FEI, H. R. H. Prince Philip,The Duke of Edinburgh, tours the equestri-an sites on 25 September 1982.
6 Ground breaking ceremonies for Coliseumimprovements are held on the 59th birth-day of the stadium on 17 April 1982.
7 Representatives of he International Feder-ations meet with the IOC Executive Boardon 17 February 1982 in Pasadena,California.
8 Ronald Reagan, president of the UnitedStates (left), accepts IOC President JuanAntonio Samaranch’s invitation to openthe Games in 1984. With them in the29 January 1982 meeting is LAOOC Presi-dent Peter V. Ueberroth (right).
9 Olympian John Naber (right), McDonald’smascot Ronald McDonald and LAOOC mas-cot Sam the Olympic Eagle he/p breakground for the new Olympic Swim Stadiumon the campus of USC on 30 December1987.
30
1 December 1981 First-time radiorights are granted for the OlympicGames, ABC Radio acquires exclusiveU.S. rights (excepting Spanishlanguage rights) and will serve as hostcoordinating broadcaster for world-wide radio.
3 December 1981 An announce-ment is made of the sale of televisionrights to the 32-nation EuropeanBroadcasting Union for approximately$19.8 million.
8 December 1981 An announce-ment of official Olympic hotels, withmore than 15,000 rooms committedfor LAOOC use in 1984 to houseOlympic Family members (IOC, NOCs,IFs, press, sponsor representatives)is made.
9 December 1981 The UnitedStates Senate approves the OlympicCoin Program by voice vote. The billhad previously been voted out of theSenate Banking Committee by a14-O vote on 15 October.
11 December 1981 Fuji Photo FilmCo., Ltd. becomes the LAOOC’ssponsor for “Official PhotographicProducts.” Fuji will also servicecredentialled photographers in regardto development of film in 1984.
30 December 1981 Ground-breaking ceremonies for the OlympicSwim Stadium are held at the Univer-sity of Southern California, site of thenew facility.
4 January 1982 Molten RubberIndustry Co., Ltd. is announced as thesupplier of the “Official Basketball” ofthe Games.
6 January 1982 A sponsorshipagreement with the Sanyo ElectricCorporation is announced at Caesar’sPalace Hotel in Las Vegas, Nevada.Sanyo will manufacture the “OfficialVideo Products of the Games.”
8 January 1982, Dedicationceremonies are held for the newly-completed Albert Gersten Pavilion onthe campus of Loyola MarymountUniversity, site of weightlifting in 1984.
22 January 1982 Easton Aluminum,a world leader in the manufacture ofarrow shafts for competitive archery, isannounced as an LAOOC licensee.Easton’s commitment includes fundingfor youth archery ranges and develop-ment programs in excess of $325,000.The site for the first range will be theCheviot Hills Recreation Center.
29 January 1982 A White Housemeeting among U.S. President RonaldReagan, IOC President Juan AntonioSamaranch and LAOOC President PeterV. Ueberroth is held. Reagan acceptsSamaranch’s invitation to open theGames in 1984.
Groundbreaking ceremonies are heldat California State University at LosAngeles for the first of six Olympictraining tracks to be installed prior tothe 1984 Games. Present was IAAFPresident Primo Nebiolo. A “Reclaflex-S” surface will be installed by theRekortan Sports Corporation.
1 February 1982 A joint announce-ment by the IOC, LAOOC and NetworkTen/Australia details a television rightsagreement of $10.6 million for exclu-sive TV rights to the Games forAustralia.
1-7 February 1982 Week-longmeetings of the IOC Executive Board,IOC Commissions and InternationalFederations are held in Los Angelesat Pasadena’s Huntington-SheratonHotel. At the final news conference,IOC President Juan Antonio Samaranchstates that he is convinced that theGames will be “impeccably organ-ized.” Included in the program aremeetings of the IOC Executive Board,IOC Medical and Press Commissions,a meeting of the InternationalFederations and a meeting betweenthe IOC Executive Board and theInternational Federations.
2 February 1982 Pepperdine’sRaleigh Runnels Memorial Pool isannounced as the site for water polofor the 1984 Games. The announce-ment, made at Pepperdine, is attendedby FINA President Ante Lambasa.
2 March 1982 Olympic venues formodern pentathlon and shooting areannounced at Coto de Caza and CoalCanyon, respectively. Shooting eventswill be held on a to-be-constructed$18-million facility to be financedprivately.
9 March 1982 Analytical drugtesting facilities will be installed at theUniversity of California, Los Angeles.The complete analytical laboratoryneeds of the Games will be handledthere under the supervision of the UCLAMedical School and Department ofPharmacology. The main lab facilitieswill be located in the Louis FactorHealth Sciences Building in the UCLACenter for the Health Sciences.
5 April 1982 Campagnolo-USA,Inc. is named “Official Supplier ofTechnical Assistance” for the 1984cycling events. The Houston-basedcompany and Italian parent will supplyequipment, parts, tools and tech-nicians to assist competitors in 1984.
7 April 1982 A combinationgroundbreaking and 59th birthdayparty are held at and for the LosAngeles Memorial Coliseum. LAOOCimprovement programs, funded byARCO, including public address,dressing room, electrical and sewerimprovements are also detailed. TheLAOOC will install a new Hi-Playsystems grass field as well as a newworld-class running track.
14 April 1982 An announcement ismade that names East Los AngelesCommunity College as the site ofhockey in 1984. The announcementincludes a demonstration of the sport.
24 April 1982 The first of two newjunior archery ranges, at the CheviotHills Recreation Center, is dedicated.
30 April 1982 Edgar N. Best is ap-pointed LAOOC’s Director of Security.
14 May 1982 A working group fromthe Association of National OlympicCommittees (ANOC) visits the LAOOC toexamine preparations. An announce-ment of the first nine Olympic attachesis also made.
20 May 1982 The US. House ofRepresentatives passes a commemo-rative coin program for the 1984Games by a 302-44 margin. Theprogram calls for three coins to beissued, one in 1983 and two in 1984.
21-23 May 1982 The initialOlympic Youth Sports Festival is heldat California State University at LosAngeles (CSULA). Competition foryouth takes place in archery, athletics,gymnastics and synchronizedswimming.
The athletics competition is held on thenew training track installed at CSULA.Dedication ceremonies are heldimmediately prior to the competition,a regional championship of the ARC0Jesse Owens Games.
26 May 1982 It is announced thatthe University of California, SantaBarbara will serve as satellite housingduring the Games for the expected1,200 rowing and canoeingcompetitors.
27 May 1982 The LAOOC gives itsThird Official Report to the Internation-al Olympic Committee at the 85th IOCSession in Rome, Italy. The LAOOC an-nounces that it would accept inclusionof the K-4 canoeing event for women in1984, as well as an agreement withFIFA to play preliminary footballcompetitions on four separate fields.
In Rome, the LAOOC also reports to theMedical and Press Commissions.
23 June 1982 The Times MirrorCompany becomes the sponsor of the1984 Olympic Arts Festival, the cul-tural component of the Games of theXXlllrd Olympiad.
1 July 1982 The U.S. Senateapproves the Coin Program Bill passedby the House of Representatives.
8 July 1982 The newly-completedOlympic velodrome at California StateUniversity at Dominguez Hills is dedi-cated. USA Olympic gold medalists EricHeiden and Sheila Young Ochowicztake the first official lap in the newfacility.
9-10 July 1982 The first event inthe velodrome, the 7-Eleven/BicyclingMagazine Grand Prix, takes placebefore overflow crowds of 3,000 and4,000.
12 July 1982 Television rights salesare announced to TV New Zealand($500,000) and to the Kanlaon Broad-casting System for the Philippines($400,000).
22 July 1982 U.S. President RonaldReagan signs into law the congres-sionally-approved Olympic Commem-orative Coin Program. Public Law No.97-220 authorized the minting of up to52 million coins: 50 million in silverdollars and two million 10-dollar goldpieces.
9 August 1982 The LAOOC movesinto its new offices at 10945 LeConteAvenue on the southern edge of theUCLA campus. The three-story buildingwas completed on time as a joint effortof the University and the OrganizingCommittee.
13 August 1982 Xerox Corporationis announced as an “Official Sponsor”of the Games. Xerox will supplyphotocopiers and telecopiers for use in1984.
8 September 1982 The LAOOC’sEnvoy Program, modeled after theSports Commissioner Program, isannounced. Envoys will be selected bythe LAOOC from qualified U.S. citizensin the Southern California area to serveas liaisons with Olympic attaches andNational Olympic Committees aroundthe world.
13 September 1982 Jointannouncement is made that theinternationally-known film expositionFILMEX will present a special sports filmfestival in 1984, just prior to thebeginning of the Games. The festivalwill feature a 50-hour marathon offeatures and shorts using sport as ametaphor for the human condition anda complete retrospective on pastofficial Olympic films.
15 September 1982 The LAOOCexercises its option and terminatesits agreement with Coal Canyon andbegins examination of possible sitesfor the shooting competition in 1984.
An LAOOC team attends a meeting ofsecretaries-general from EuropeanNational Olympic Committees inMoscow, USSR, and comments uponthe Association of National OlympicCommittees’ working group reportcompiled in May.
22-25 September 1982 The Fed-eration Equestrian lnternationale (FEI)Bureau meets in Los Angeles and toursthe sites for equestrian competitionduring the Games. Led by its president,H.R.H. Prince Philip, Duke ofEdinburgh, the bureau examines SantaAnita Park and Fairbanks Ranch (apossible site for the speed and endur-ance competition of the three-dayevent). During the bureau meeting, it isagreed that the final day of jumping willbe held at Santa Anita Park, where asingle-ring stadium will beconstructed.
29 September 1982 ARA Services,Inc., one of the world’s largest servicemanagement companies, is announcedas an LAOOC sponsor. ARA will plan andimplement the massive food serviceprogram required for Olympic athletesand team officials in 1984, as well ascarry out all facets of athlete and teamoffical transportation.
The American Telephone &TelegraphCompany and Pacific Telephone &Telegraph are announced as LAOOCsponsors and “Official Sponsor of the1984 Olympic Torch Relay.” Included
31
Growth of the LAOOC and theOrganization of the Games: A Chronology
in the agreement are AT&T, PT&T, AT&TDirectory Services, AT&T Long LinesDivision and Western ElectricCompany. State-of-the art Bell Systemtechnology will be on display during theGames to provide new dimensions incommunications for the worldwidenews media and Olympic staff.
4 October 1982 An announcementis made that the LAOOC has commis-sioned a new piece of sculpture by LosAngeles artist Robert Graham todecorate the peristyle area of the LosAngeles Memorial Coliseum. Installa-tion is expected in June 1984.
28 October 1982 An agreementis signed between the city of LosAngeles and the LAOOC, guaranteeingthat local taxpayers will not have tobear Olympic-related city costs.
A private study commissioned by theLAOOC reveals that the 1984 OlympicGames will pump more than $3.3 billioninto the Southern California economy.Economic Research Associates, anindependent research and consultingfirm, estimates a direct impact of $949million in the local area and an inducedimpact of $2.37 billion.
29 October 1982 The InternationalFestival of Masks will take place on20-22 July 1984 as part of the OlympicArts Festival. The exhibition of inter-national masks will run from 20 July to12 August at the Craft and Folk ArtMuseum.
6 December 1982 Refurbishment ofthe East Los Angeles College (ELAC)Stadium through a grant from theWeingart Foundation is announced.The Weingart Foundation, a non-profitphilanthropic corporation, commits$3.2 million to the project which willready the ELAC Stadium for hockeyduring the 1984 Games as well asimprove the ELAC auditorium.
Motorola Communications & Elec-tronics, Inc. is named as an officialsponsor in the area of radio communi-cations equipment.
15 December 1982 Details of theLAOOC’s ticket distribution plan aremade public. Under the program, publicorders will be filled on a first-come,first-served basis, with ticketholdersfor oversubscribed events selectedthrough a computer-controlled randomdraw. A special Olympic PatronProgram, designed to bring 100,000disadvantaged youth, handicappedand senior citizens to the Games whileoffering premium seating, is alsoannounced.
Two major exhibitions, “The Auto-mobile and Culture” and “In Context,"are announced as features of theOlympic Arts Festival. They will be pre-sented by the Museum of Contempo-rary Arts in partnership with theLAOOC.
16 December 1982 TransamericaCorporation is named in San Francisco,California as an official sponsor in theareas of insurance and rental cars.
Transamerica’s insurance and BudgetRent-A-Car subsidiaries will provideservices to help support the staging ofthe 1984 Games.
11 January 1983 The 15 official finearts posters are unveiled during a galareception at the Los Angeles MunicipalArt Gallery in Barnsdall Park. Thirteenof the 16 artists who produced postersattended the event, along with arts andcommunity leaders.
M & M/Mars is designated an officialsponsor and producer of the “OfficialSnack Foods” of the Games.
14-21 January 1983 Five hundredsixty delegates from 141 nationsgather in Los Angeles for the 22ndmeeting between the IOC ExecutiveBoard and the National OlympicCommittees. Included in the programwere meetings of the IOC’s OlympicMovement, Press and Televisioncommissions, as well as the SecondGeneral Assembly of the Associationof National Olympic Committees.
The IOC and the LAOOC agree on avillages’ pricing structure that willcharge delegates $35 per day, and IOCapproval (subject to FIFA confirmation)is given to preliminary football sites inAnnapolis, Maryland, Boston, Massa-chusetts and Stanford, California. TheLAOOC also organizes a demonstrationof rhythmic gymnastics and synchro-nized swimming at the Beverly HillsHigh School Swim-Gym and entertains431 delegates with “in-home” dinnersat 53 Southern California residences.
Among the highlights is the presenta-tion of medals to the family of 1912Olympic pentathlon and decathlonwinner Jim Thorpe on 18 January,following an October 1982 IOC Execu-tive Board decision to reinstate hisamateur status.
26 January 1983 Exclusive tele-vision rights are awarded to the LosAngeles Olympic Japan Pool (LAOJP)for $18.5 million. The LAOJP iscomposed of the National JapaneseNetwork (NHK) and the NationalAssociation of Commercial Broad-casters, representing more than 100broadcast organizations.
2 February 1983 The Levi’s OlympicChildren’s Art Project is unveiled, withmore than 300,000 youngsters ingrades kindergarten-sixth expected toparticipate. An awards fund of $70,000to bolster school art programs will bedistributed based on participation inthe program.
19 February 1983 LAOOC Chair-man Paul Ziffren announces that theLAOOC’s Citizens Advisory Com-mission has reached the overallmembership goal of 3,000. Personsstill interested in assisting in the Gamesare urged to apply for volunteer staff-ing positions.
28 February 1983 It is announcedthat the first United States appearanceof the Royal Opera of London’s RoyalOpera House, Covent Garden will bemade during the Olympic Arts Festival.The Royal Opera will give 11 perform-ances in Los Angeles, all at the DorothyChandler Pavilion.
2 March 1983 An agreement isannounced among the LAOOC, LosAngeles Raiders professional Ameri-can football club and the Los AngelesColiseum Commission regarding use ofthe Raiders’ proposed “luxury boxes”in the Los Angeles Coliseum. Under theagreement, if the boxes are built theLAOOC will occupy 166 of the 174boxes during the Games in return for arental fee of $3 million.
4 March 1983 LAOOC PresidentPeter V. Ueberroth states clearly theOrganizing Committee’s policyconcerning government monies andthe 1984 Games: “Any governmentservices we request, we will pay for,but we will not pay for services we donot order."
Ueberroth notes the positive aspectsof the Games, which include $3.3billion in economic benefits to theSouthern California area, the mostcomprehensive arts festival everstaged in the United States, numerousphysical facilities and improvementsand a strong youth program.
5-6 March 1983 Eighty-fourmembers of the LAOOC’s OlympicSpirit Team gather for initial meetingsin Los Angeles. Ranging in age from 23to 91, the group attends orientationmeetings, tours venue sites and isinvolved in community youth events.
15 March 1983 The Olympic Torchis lit at the Los Angeles MemorialColiseum in tribute to the lateHungarian sports leader Dr. ArpadCsanadi, who died on 7 March. Csanadiwas the Secretary General of the Hun-garian NOC, the IOC member in Hungaryand the Honorary Sports Director of theIOC. The LAOOC is represented atCsanadi’s 16 March funeral in Buda-pest by Vice President/Sports CharlesG. Cale.
Southern Pacific Company is named anofficial sponsor in a joint announce-ment in Los Angeles. Southern Pacificwill provide financial support for theGames and for a special civic project.
16 March 1983 It is announced thatthe LAOOC will stage seven 1983events at Olympic venues. Events willinclude the Ill FINA World Water PoloCup in May, an international cyclinginvitational in July, an internationalswimming competition in July, theII American Cup of SynchronizedSwimming in August and regattas forrowing and canoeing at Lake Casitas inSeptember.
21 March 1983 The Los AngelesBeautiful-LAOOC Olympic YouthBeautification Program is launched atRoosevelt High School. The programwill be funded by royalties and otherproceeds from sales of ArmstrongNurseries’ “Olympiad,” the officialrose of the 1984 Olympic Games.
21-28 March 1983 The 86thsession of the International OlympicCommittee is held in New Delhi, India.The LAOOC makes its Fourth OfficialReport to the IOC on 26 March.
During the session, it is agreed thatboardsailing will be included in theGames, that six teams will participatein the demonstration sport of baseballand that the demonstration tennisevents would consist of 32-playersingles competitions for men andwomen, open to all players 20 yearsand younger, regardless of status. IOCPresident Juan Antonio Samaranchagrees to exhibit his collection ofOlympic philately as a part of theOlympic Arts Festival.
Additionally, the FIFA gives finalapproval to the LAOOC’s preliminaryfootball sites at Annapolis, Boston andStanford.
24 March 1983 An announcementis made that the world-renowned LesBallets Africains dance troupe from thePeople’s Revolutionary Republic ofGuinea will perform during the OlympicArts Festival. The five scheduled LosAngeles performances will be the firstfor Les Ballets Africains in the UnitedStates in 13 years.
14 April 1983 The First InterstateBank Olympic Youth Art Contest forstudents in grades 7-l 2 opens.Students in 12 western states willcompete in two divisions for district,county, state and grand prizes.Scholarship awards will be given to thegrand prize winner, runner-up andthird-place finisher.
22 April 1983 An announcement ismade of television rights sales to the43-nation Union of Radio and Tele-vision Organizations of Africa (URTNA).
26 April 1983 An agreement isreached between the LAOOC and theVentura County Board of Supervisorsfor reimbursement of Olympic-relatedcosts for services requested andprovided by the county.
29 April 1983 The LAOOC, alongwith the United States OlympicCommittee, files suit in the U.S. DistrictCourt in Los Angeles against localticket broker Murray’s Tickets forunauthorized use of Olympic symbols.The action also seeks to have the courtstop Murray’s from falsely represent-ing that it has Olympic tickets.
3 May 1983 An announcement ismade that a major international loanexhibition of 120 French Impressionistlandscape paintings, including 45 fromthe Louvre, will be one of the majorcultural components of the 1984Olympic Arts Festival. The exhibition,entitled A Day in the Country: Impres-sionism and the French Landscape, willbe on view at the Los Angeles CountyMuseum of Art on 28 June 1984through 16 September 1984.
7 May 1983 The first of the LAOOC’sLA83 summer sports events, the IllFINA World Water Polo Cup, begins atPepperdine University. Continuingthrough 14 May, the round-robin
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10 12
13
10 On 21 January 1983, 560 delegates from141 nations gather in Los Angeles for the22nd meeting between the IOC ExecutiveBoard and the National OlympicCommittees.
11 A highlight of the meetings between theIOC Executive Board and the NOCs in Janu-ary 1983 is the return of Olympic medals tothe family of Jim Thorpe, 1912 Olympicpentathlon and decathlon winner.
12 NOC delegates tour the UCLA village on21 January 7983.
1113 Los Angeles Mayor Tom Bradley helps
launch the LAOOC Youth BeautificationProgram at Roosevelt High School on12 March 1983.
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Growth of the LAOOC and theOrganization of the Games: A Chronology
14
14 A ceremonial lighting of a flame starts theOlympic Torch Relay in New York.
15 A five-kilometer run begin the ceremoniesfor dedication of a new training track, fund-ed by ARC0, at Birmingham High School.
16 It is announced on 25 November 1983 thatfor the first time in Olympic history, the or-ganizing committees for the 1984 Winterand summer Olympic Games will joinforces and resources to produce a medal-lion commemorating both Games and thefriendship between the people of the hostcities.
17 A limited, signed edition of Olympic finearts posters are presented to U.S. Presi-dent Ronald Reagan and First Lady NancyReagan (left) on 7 May 1983, by LAOOCOlympic Arts Festival Director Robert J.Fitzpatrick and Vice President of Communi-cations Michael O’Hara (right).
15
1716
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tournament brings the world’s topeight teams to the site of the 1984Olympic water polo competition.
A new training track, funded by ARCO,is dedicated at Birmingham HighSchool. Ceremonies include a five-kilometer run and the renaming of theschool’s athletic facility as TomBradley Stadium. The dedication alsoculminates Birmingham High School’s“Olympic Awareness Week.”
The “Olympic Neighbor” communityof Long Beach holds a membershipkickoff meeting, with Olympic goldmedalists Pat McCormick (diving, 1952and 1956) and Tommie Smith (athle-tics, 1968) participating. Long Beach isthe first community to officially join theLAOOC’s new Olympic NeighborProgram.
18 May 1983 Exclusive televisionbroadcasting agreements are signedbetween the LAOOC and the CanadianBroadcasting Corporation (CBC) andthe Latin American BroadcastingOrganization (OTI). The agreementsprovide that the CBC and OTI willpurchase the exclusive over-the-airrights to the Games for $3 million and$2.15 million, respectively, one third ofwhich will be paid to the IOC.
20 May 1983 An agreement inprinciple is reached between theLAOOC and Orange County for reim-bursement for all Orange County costs,including security.
Windsurfing International, Inc. andthe LAOOC announce the signing of alicense agreement between Wind-surfing International and Windglider,guaranteeing inclusion of twoboardsailing events in the Games.
31 May 1983 At a meeting of the IOCExecutive Board and the GeneralAssembly of International Sport Fed-erations in Lausanne, Switzerland, theLAOOC reports on preparations forcongresses, accommodations andtransportation of the InternationalFederations.
2 June 1983 IBM is announced as theofficial personal computer and officesystems sponsor for the Games. Thecompany is providing IBM personalcomputers, IBM multi-function wordprocessor Display writer systems, anIBM Sytem/38 general purpose compu-ter and other equipment.
4 June 1983 The second OlympicYouth Sports Festival is held atCalifornia State University of LosAngeles, with 3,000 Southern Califor-nia boys and girls in attendance. Sportsinclude archery, judo, synchronizedswimming and athletics.
8 June 1983 The LAOOC, LosAngeles Turf Club, Inc., and WattIndustries/San Diego Inc. announce theFairbanks Ranch Country Club in SanDiego County will host the middle dayof the three-day endurance event in theGames.
14 June 1983 More than 5.5 milliontickets to the 1984 Olympic Games goon sale throughout the United States.Ticket mail order forms are available atSears, Roebuck and Co. stores nation-ally, First Interstate Bank branches inSouthern California and ManufacturersHanover Trust branches in the greaterNew York metropolitan area.
20 June 1983 Initial processing ofthe 1984 Olympic ticket orders beginsat a First Interstate Bank facility. On thisday, the LAOOC had received approxi-mately 100,000 orders and 40,000telephone calls to the informationnumber listed in the ticket brochure.Between 1.2 million and 1.5 million ofthe seven million brochures available inthe United States had been distributed.
21 June 1983 The Prado RecreationArea in San Bernardino County isnamed shooting site for the Games.The 50-acre site near Chino is chosenbecause of its location, about an hour’sdrive east of Los Angeles, and on theprospect of a permanent shootingfacility for Southern California.
30 June 1983 It is announced thatthe LAOOC will move its operationsheadquarters to a 180,000-square-footfacility in Culver City by late summer.
1 July 1983 Official invitations fromthe LAOOC to the recognized NationalOlympic Committees in 151 countriesare hand-canceled and mailed at theWorldway Postal Center in LosAngeles. U.S. Olympic medalists AnitaDeFrantz and Bob Seagren join U.S.Postal Service officials for the mailing.
8 July 1983 Cyclists from around theworld compete in the Murray/7-ElevenInternational Cycling Invitational at theOlympic velodrome. The event, on 8-9July, is the second of the LA83 events.
14 July 1983 Some of the world’stop swimmers match skills at the LA83McDonald’s International SwimmingMeet. The four-day event includesswimmers from 20 countries and is thefirst competitive use of the newOlympic Swim Stadium at USC.
15 July 1983 Announcement ismade that the Chengdu Acrobatic andMagic Troupe from the People’sRepublic of China will travel to theUnited States for the first time toperform in the 1984 Olympic ArtsFestival. The troupe, based in SichuanProvince, features acrobats, magiciansand clowns.
19 July 1983 Olympic Arts Festivalofficials announce that up to eight LosAngeles theater productions will bepresented during the summer of 1984as a central part of the Festival. TheOlympic Arts Festival will provide$100,000 that will be divided amongthe theaters selected by recommenda-tion of a panel.
21 July 1983 More than 60 Olym-pians gather at a press reception atLAOOC Headquarters in Westwood toofficially introduce the Olympic SpiritTeam to members of the media.
28 July 1983 LAOOC marks one yearto go before Opening Ceremonies.
Details of the 1984 Olympic TorchRelay are revealed in simultaneouspress conferences in New York andLos Angeles. The journey will lastapproximately 80 days, coveringthousands of kilometers between NewYork City and Los Angeles, and isexpected to raise millions of dollarsfor youth sports in America.
5-7 August 1983 The LA83 SunkistAmerican Cup II Synchronized Swim-ming Championship begins at theOlympic Swim Stadium.
16 August 1983 Groundbreakingceremonies for the 1984 Olympicshooting site at the Prado RecreationalArea are held.
18 August 1983 David L. Wolper, aninternationally renowned filmmakerwho brought Roots to televisionscreens throughout the world and pro-duced the 1972 documentary Visionsof Eight, is named commissioner andexecutive producer of ceremonies forthe Games.
27 August 1983 Action begins inthe 1983 McDonald’s InternationalGymnastics Championships at PauleyPavilion, as gymnasts from 13 coun-tries, including the top U.S. Olympichopefuls, start competition.
12 September 1983 The SouthernCalifornia Rapid Transit District (RTD)and the LAOOC announce that sales ofbus tokens bearing the Olympic sym-bols will enable the RTD to fully fundspecial bus lines for spectators attend-ing the Games. Sales are expected togenerate at least $3 million, allowingthe addition of 475 buses.
An agreement is reached between theLAOOC and the city of Monterey Parkon payment for Olympic-relatedsecurity costs.
22-25 September 1983 LakeCasitas in Ventura County is the site ofthe Foster Farms Lake Casitas Interna-tional Regatta. More than400 rowersand canoeists participate in the event.
27 September 1983 Aftermeetings in Washington, D.C., withcongressional leaders and Assistantto the President Michael K. Deaver onpreparations for the upcoming Games,LAOOC President Peter V. Ueberrothstates: “The exclusion of any invitednation from the 1984 Olympic Games inLos Angeles is clearly not an option ofthe host country. The Games wereawarded to Los Angeles on conditionthat all eligible nations would bewelcome in our country. It is importantto remember that the Games do notbelong to the United States justbecause they are taking place on oursoil. The Games belong to the world.”
2 October 1983 Dedication cere-monies for the new world-class track inthe Los Angeles Memorial Coliseumare held with LAOOC and ARC0 officialspresiding. The ceremonies arepreceded by the completion of theColiseum Invitational 10-kilometer run.
19-22 October 1983 The bestarchers in the world converge on ElDorado Park in Long Beach for theXXXllnd Archery World Champion-ships. The event is the last of theLAOOC-hosted LA83 competition.
24 October 1983 The LAOOC hostsits Olympic sponsors at the SheratonGrande Hotel in downtown LosAngeles. The three-day meeting, withmore than 300 representatives of 30Olympic sponsors and 59 licensees inattendance, focuses on the solidifi-cation of Olympic corporate sponsorsplans for 1984.
It is announced that a federal courtjudge has entered a stipulated finaljudgment that precludes Mervyn’s, aNorthern California-based departmentstore chain, from selling its recently-developed line of Olympic-themedmerchandise.
5 November 1983 The Los AngelesRaiders professional American footballteam announces it is postponingconstruction of luxury boxes on theColiseum rim until after the Olympics.As reasons, team officials cite courtdelays in ruling on appeals of the legaldecisions allowing the teams’ move toLos Angeles and uncertainties as towhether they could completeconstruction in time for the Games.
10 November 1983 The U.S. Houseof Representatives unanimously ap-proves a resolution recognizing “theright of every individual eligible underthe rules of the International OlympicCommittee to participate in the (LosAngeles Games).”
18 November 1983 LAOOCPresident Peter V. Ueberrothannounces that Soviet sports leadersare planning to visit Los Angeles duringthe first week of December to makefinal preparations for the Soviet teamto compete in the Games.
25 November 1983 An announce-ment is made that for the first time inOlympic history the organizingcommittees for the 1984 Winter andSummer Olympic Games will joinforces and resources to produce amedallion commemorating bothGames and the friendship betweenthe people of the host cities.
28 November 1983 The LAOOC’srequest to include two events forwheelchair-bound competitors in the1984 Games wins preliminary approvalfrom the IOC and the InternationalAmateur Athletic Federation (IAAF).
29 November 1983 LAOOCChairman of the Board Paul Ziffren isappointed to the Court of Arbitrationfor Sport by IOC President JuanAntonio Samaranch.
1 December 1983 The Los AngelesOlympic Committee-UCLA AnalyticalLaboratory becomes only the eighthlaboratory in the world, the first in theUnited States to receive accreditationfrom the IOC. The laboratory will beused for doping control tests at theGames.
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Growth of the LAOOC and theOrganization of the Games: A Chronology
7 December 1983 LAOOC con-cludes a week-long visit by 13 SovietOlympic officials. USSR NOC PresidentMarat Gramov states that the Sovietswill announce their decision whether toattend the Games no later than 2 June1984, in accordance with the OlympicCharter.
12 January 1984 The program andticket brochure for the 10-week, 400-event Olympic Arts Festival wasannounced in Los Angeles. Beginning1 June and continuing through the endof the Games on 12 August, 76 com-panies will comprise one of the largestarts undertakings of all time. A totalof 1,200,000 ticket brochures arescheduled to be distributed, with theaverage ticket price set at $16.
24 January 1984 The Los AngelesCounty Board of Supervisors approvedan agreement involving security costsincurred by the county sheriff’s officeregarding the Games. In addition to the$2.3 million payment for basic securityservices by the sheriff, the LAOOCagreed to improvements in ExpositionPark totaling $1.8 million. New irriga-tion, landscaping, lawns, lightingsystems, recreational equipment, rest-rooms and signs will be installed, alongwith parking lot and roadwayimprovements and repairs.
25 January 1984 A seven-persondelegation from the NOC of thePeople’s Republic of China concludeda lengthy visit to Los Angeles andmeetings with the LAOOC. A team ofmore than 300 Chinese will come toLos Angeles, a stark contrast to thetwo-person delegation to the Games ofthe Xth Olympiad in 1932. Chen Xian,vice president of the Chinese NOCnoted that “wherever we visited, wewere showered with warm welcomesAll this convinces us that the XXlllrdOlympiad will be a great success.”
6 February 1984 The Fifth OfficialReport to the International OlympicCommittee is presented by the LAOOC.The report was made during the courseof the 87th Session of the IOC atSarajevo, Yugoslavia. The LAOOC alsoreported to the Press and Televisioncommissions.
9 February 1984 Final approval wasgiven by the International AmateurAthletic Federation (IAAF) to hold twoevents for wheelchair-bound athletesas exhibition events on 11 August,during the final full day of athleticscompetition at the Games. Since IOCapproval had already been given, theapproval by the international federa-tion for athletics completed theprocedures necessary for inclusion ofan 800-meter race for women and1,500-meter race for men.
23 February 1984 Distribution ofmore than 500,000 handbooks foryouths began in grades four to eight atBeethoven Elementary School in Ven-ice, California. The 176-page booksdocument the history and tradition ofthe Games and will be distributed tolibraries and to youngsters in LosAngeles, Orange and Ventura countyschools. The handbooks are a jointeffort of the LAOOC and the JuniorLeague of Los Angeles, Inc.
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28 February 1984 The unique Lookof the 1984 Olympic Games wasunveiled as an alliance of designers,artists and architects presented afestive montage of vibrant colors andbold forms which will reflect thecultural diversity of Los Angeles aswell as the international spirit of theGames. Fabric structures and scaf-folding will be combined with paintedcylindrical columns, miles of fencefabric and ceremonial backdrops in hotcolors such as magenta, vermillion andchrome yellow in a playful pattern toinspire a look called “festivefederalism.”
1 March 1984 The LAOOC receivednotification from the United StatesDepartment of State of the denial of thevisa application of Oleg Yermishkin,nominated by the USSR NOC to serveas Olympic attache. LAOOC PresidentPeter Ueberroth communicated thevisa denial to the USSR NOC via telexand expressed his hope that anotherperson would be nominated as soonas possible.
6 March 1984 The official sportsartist of the 1984 Olympic Games,Ernie Barnes, previewed five sportsposters commissioned by the LAOOCand the Los Angeles Area Chamber ofCommerce. Posters depicting athletesin athletics, basketball, boxing,gymnastics and “The NeighborhoodGame” were shown and will be distrib-uted through retail outlets in signedand unsigned editions. Barnes’ associ-ation with the Games will include aseries of talks with students at localschools.
10 March 1984 The Angelita, agold-medal winning yacht from the1932 Olympic Games will lead all boatsinto the Olympic harbor as flagship forthe 1984 Olympic yachting competi-tion. Owen Churchill, who skipperedthe yacht to the victory in 1932 waspresent at the announcement, alongwith crew members John E. Biby, Jr.and Richard F. Moore.
20 March 1984 Accord on thetransfer of the Olympic flame from theNational Olympic Committee of Greeceto the LAOOC was announced. TheLAOOC agreed to end the acceptanceof contributions for participation in theYouth Legacy Kilometer program on 10April and the Hellenic Olympic Commit-tee will transfer the flame to the LAOOCin early May at Olympia, Greece.
28 March 1984 The final route of theOlympic flame was unveiled, includingpassage through 33 states and theDistrict of Columbia. The 15,000kilometer route (9,000 miles) will passthrough41 of the USA’s largest citiesand more than 1,000 smaller communi-ties. Contributors to the Youth LegacyKilometer program will run ordesignate the runner for nearly 4,000kilometers with cadre runners selectedby Olympic Torch Relay sponsor AT&Tcarrying it the rest of the way.
2 April 1984 The LAOOC opens itscommunity relations office in Exposi-tion Park, serving the south-central LosAngeles area. Designed to serve as acenter for Olympic-related informationand coordination of programs, theExposition Park office will serve toenhance community involvement inthe Games.
4 April 1984 A supplementalsecurity agreement for $1.825 millionwith the Los Angeles County Sheriff’soffice was announced by the LAOOC.The sheriff’s office will coordinatesecurity aspects of athlete transporta-tion during the Games.
IOC President Juan Antonio Samaranchand LAOOC President Peter Ueberrothconcluded a two-day meeting in SanJuan, Puerto Rico. It was announcedthat the Association of African NOCswould hold its pre-Olympic meeting inLos Angeles and that the ClosingCeremonies of the 1984 Games, ratherthan the Opening Ceremonies of the1988 Games, would include the trans-fer of the 1920 Antwerp flag to themayor of Seoul, Korea, site of the 1988Olympic Games.
10 April 1983 Competition beginsat the newly-constructed PradoRecreational Area Shooting Rangenear Chino, California. More than 500athletes from 50 countries registeredfor competition on five new ranges in11 Olympic events. The range workedwell throughout the seven-day eventand proved itself ready for Olympicshooting competitions in the summer.
The LAOOC also announced a $200,000contribution to the beautification ofPershing Square, across the streetfrom the Biltmore Hotel-site of the88th Session of the InternationalOlympic Committee later in 1984. Thecontribution was made to the PershingSquare Redevelopment Project, a pri-vately sponsored fund, and was usedto complete first-phase landscaping intime for enjoyment by visitors to LosAngeles during the Games period.
14 April 1984 The first of fiveOlympic Youth Jamborees was held atManual Arts High School with 1,500young participants competing in sevenevents. The opening ceremonyfeatured the lighting of a jamboreeflame which burned throughout theday. Four subsequent jamborees wereheld in the South Bay area, the SanFernando Valley, Ventura County andEast Los Angeles.
Los Angeles Mayor Tom Bradleydeclared 14 April as “Olympic SpiritTeam Day” in the city and presentedcommendations to Spirit Team mem-bers in recognition of their support ofthe Olympic movement and theirpromotion of Olympic ideals amongyouth.
19 April 1984 Additional sales ofexclusive television rights to nations inAsia and the Caribbean brought therecord total of nations with viewingrights to 146. Included in the latestround of rights sales were the People’s
Republic of China, Malaysia, SouthKorea, Chinese Taipei and nationsrepresented by the Asian BroadcastingUnion and the Caribbean BroadcastingUnion.
24 April 1984 A special LAOOCdelegation led by President Peter V.Ueberroth met with the leadership ofthe IOC and of the NOC of the USSR toresolve remaining difficulties whichmight prevent the attendance of theUSSR at the Games. The parties agreedon a resolution which noted themeasures to be taken to satisfy theSoviet requests.
2 May 1984 The draw for teampairings in the Olympic football tourn-ament took place at the Huntington-Sheraton Hotel in Pasadena under theauspices of the FederationInternational de Football Association(FIFA). FIFA Secretary-General SeppBlatter supervised the draw in thepresence of LAOOC FootballCommissioner Alan Rothenberg andVice President/Sports Chuck Cale.
4 May 1984 LAOOC Senior VicePresident Philip N. Brubaker andArchery Commissioner Jim Eastonare named as mayors of the OlympicVillages at the University of SouthernCalifornia (USC) and University ofCalifornia, Los Angeles (UCLA). Eachman is an alumnus of the universitywhich will be the site of his mayoralresponsibilities.
8 May 1984 The longest OlympicTorch Relay in history began in NewYork City at the United Nations Plazawith the granddaughter of JesseOwens, Gina Hemphill, and the grand-son of Jim Thorpe, Bill Thorpe Jr.,carrying the torch together for the firstkilometer. The second kilometer wasrun by 91-year-old Abel Kiviat,roommate of Jim Thorpe at the 1912Olympic Games in Stockholm. Thebrief opening program featured 1960Olympic decathlon champion RaferJohnson, IOC President Juan AntonioSamaranch, LAOOC President Peter V.Ueberroth, Los Angeles Mayor TomBradley and New York Mayor Ed Koch.
The National Olympic Committee of theUSSR announced that it will decline theinvitation of the LAOOC to participate inthe Games of the XXlllrd Olympiad.The announcement was made publicin a statement released by Tass, theofficial Soviet news agency.
10 May 1984 Hundreds of hotels,restaurants, transport services andother businesses joined the OlympicHospitality Program and pledged tomaintain price levels charged to thepublic during the first six months of1984. The program was presented bythe Greater Los Angeles Visitors andConvention Bureau in cooperation withthe LAOOC.
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18
19
20
The UCLA Olympic Village is opened 14July 1984. Present at the ribbon cuttingceremony are (from left) UCLA ChancellorCharles Young, LAOOC President Peter V.Ueberroth, UCLA Village Mayor Jim Eas-ton, Los Angeles Mayor Tom Bradley andLos Angeles City Councilman ZevYaroslavsky.
Symbolic torch run kicks off YouthJamboree at Manual Arts High School inLos Angeles.
The Robert Graham sculpture at the Colise-um unveiled on 1 June 1984 to begin theOlympic Arts Festival.
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20
37
Growth of the LAOOC and theOrganization of the Games: A Chronology
12 May 1984 The People’s Repub-lic of China formally accepted theinvitation to attend the Games of theXXlllrd Olympiad. Formal acceptancewas communicated to LAOOC envoyCharles Lee, in Beijing with an LAOOCdelegation for meetings with theChinese NOC.
18 May 1984 A special LAOOCdelegation headed by President PeterV. Ueberroth traveled to Lausanne,Switzerland to meet with internationalsports officials including representa-tives of the NOC of the USSR. TheSoviets continued to decline theinvitation to attend the Games, but theLAOOC left the possibility ofacceptance open until 2 June inaccordance with the Olympic Charter.
23 May 1984 Highly successfulticket sales for both the OlympicGames and Olympic Arts Festival wereannounced. More than a third of theOlympic Arts Festival’s427 perform-ances sold out with the opening eventsstill nine days away. Of the368 eventsessions for the Games, 186 are sell-outs with tickets remaining to 182.Nearly 3.4 million tickets have beenpurchased through the U.S. mail-ordersystem with almost 1.4 million ticketsavailable to the U.S. general public in17 different sports.
28-30 May 1984 LAOOC officialsmet with representatives of the Inter-national Federations and the IOCExecutive Board in Lausanne,Switzerland. Plans were made for thereplacement of teams not participatingin Los Angeles and the solo event insynchronized swimming was added,bringing the total number of events inLos Angeles to 221.
1 June 1984 The Olympic ArtsFestival began its 73-day program ofperformances and exhibitions with theunveiling of the monumental archwayin front of the peristyle entrance to theLos Angeles Memorial Coliseum. Thework of Robert Graham was high-lighted by the two headless, nudesculptures-male and female-whichadorn the top of the gateway. TheFestival’s initial performance, PinaBausch’s Wuppertaler Tanztheater’sperformance of “Cafe Muller” and“Rite of Spring,” took place at thePasadena Civic Auditorium.
2 June 1984 As the deadline foracceptance of the invitation to partici-pate in the Games passed, 141National Olympic Committees signaledtheir acceptance. The total sets an all-time record for participation in theGames, well ahead of the previous highof 122 set in Munich in 1972. Two dayslater, the NOC of Angola overcamecommunications difficulties andaccepted the invitation, upping thetotal to 142.
An exercise to test the trafficmanagement plan for the ExpositionPark area was successfully carried outby the LAOOC and five state and localpublic agencies. The Southern Califor-nia Rapid Transit District utilized 170buses and the LAOOC employed 200additional school buses to simulatepublic ingress to the area and athlete,employee and media shuttle systems.
The California Department of Trans-portation, Los Angeles Department ofTransportation, Los Angeles PoliceDepartment and California HighwayPatrol all participated in the exercise.
7 June 1984 Nine Olympic Ticketand Information Centers open for saleof Games tickets and to provideOlympic information for residents andvisitors. Approximately one millionGames tickets in 16 sports were avail-able for sale at the seven Los AngelesCounty offices as well as at single loca-tions in Orange and Ventura counties,
11 June 1984 The LAOOC Com-munity Relations office in East LosAngeles opened at East Los AngelesCommunity College in Monterey Park.The office will assist in coordinationand operation of four LAOOC-spon-sored community projects in the area,including two area beautificationprojects, an exhibit honoring LatinoOlympians and the installation of asculpture in front of the Monterey ParkCivic Center.
12 June 1984 The LAOOC announc-ed that Uhlmann fencing scoring equip-ment will be used at the Games in placeof VISTI equipment from the USSR.
The LAOOC also announced that theOlympic boardsailing exhibition fea-turing freestyle, long distance andslalom events will take place in thewaters off East Beach in Santa Barbaraon 10-11 August.
20 June 1984 Peter C. Jordano isannounced as mayor of the Olympicvillage for canoeing and rowingathletes at the University of California,Santa Barbara. Athletes from 35nations will be housed at UCSB.
11 July 1984 After a rousing touracross the United States in whichmillions of Americans turned out for aglimpse of the Olympic flame, the torchrelay entered the state of California,host state for the Games of the XXlllrdOlympiad. The flame was carried to theOregon border by 11-year old EthanHalpern, a student from Northridge,California, and passed to Betty Bickart,a registered nurse from San Jose,California.
14 July 1984 The three Olympicvillages and Main Press Center open forbusiness two weeks prior to theGames. Welcoming ceremonies areheld at all three villages and journalistsbegan their Olympic coverage withaccreditation procedures at the MainPress Center, located at the LosAngeles Convention Center in down-town Los Angeles.
24 July 1984 The 88th Session ofthe International Olympic Committeeopens in the Dorothy Chandler Pavilionof the Los Angeles Music Center.Governor George Deukmejian ofCalifornia delivers the keynote addressat the session, the first held in LosAngeles since 1932. Addresses werealso made by William E. Simon, pres-
ident of the United States OlympicCommittee and by Juan AntonioSamaranch, president of the Inter-national Olympic Committee. Sama-ranch presented an Olympic flag to LosAngeles Mayor Tom Bradley, to beplaced in the City Hall of Los Angeles“as a mark of recognition to the cityand citizens of Los Angeles in thanksfor all they have done for the Gamesand for the Olympic movement.”
25 July 1984 The LAOOC makes itsSixth Official Report to the Interna-tional Olympic Committee and its finalpre-Games review of the preparations.The report is presented in the CrystalBallroom of the Biltmore Hotel,site of the 31st Session of the IOC 52years prior. The IOC session in 1932had 18 members present; in 1984,there were 83.
28 July 1984 With 92,655spectators present in the Los AngelesMemorial Coliseum and a televisionaudience estimated at more than twobillion, the Games of the XXlllrdOlympiad open with magnificentOpening Ceremonies. President RonaldRegan of the United States declaredthe Games open and the Olympic flamewas carried into the stadium by GinaHemphill, granddaughter of the greatJesse Owens and, with Bill Thorpe, Jr.,the initial torchbearer82 days pre-vious. Hemphill passed the flame to1960 Olympic decathlon champion andLAOOC board of directors memberRafer Johnson, who lit the Coliseumtorch, signifying the return of theGames to Los Angeles 52 years afterthe close of the Games of the XthOlympiad. The oath for the athleteswas taken by 1976 Olympic 400-meterhurdles champion Edwin Moses of theUSA and the judges’ oath was recitedby Sharon Weber, a gymnastics officialfrom the USA.
4 August 1984 Following comple-tion of the shooting competition, theLAOOC announced the gift of the PradoRecreational Area Shooting Range tothe San Bernardino County Departmentof Parks and Recreation for continuinguse as a world-class competitionfacility.
12 August 1984 SpectacularClosing Ceremonies marked the end ofthe Games of the XXlllrd Olympiad inLos Angeles. Preceded by the victoryof Portugal’s Carlos Lopes in the men’smarathon in Olympic record time(2:09:21), the ceremonies included theaward of the Olympic order in gold toLAOOC President Peter V. Ueberrothand the extinguishing of the Olympicflame.
During the 16 days of the Games, 7,078athletes from 140 nations took part incompetitions in 21 medal sports andtwo demonstration sports, competingin 221 events. In all, 80 Olympicrecords were set and another eightequaled: 12 world records were setand one was equaled. A record spec-tator turnout totaling almost 5.8 millionsaw the Games in person and a hugetelevision audience in the billionsenjoyed the view from Los Angeles.
28 August 1984 Equipment andsupplies worth approximately$702,000 were donated to the Countyof Los Angeles for use in adult andjuvenile detention facilities, hospitalsand other health care facilities andprograms for the homeless.
4 September 1984 The LAOOCannounced the distribution of $10.9million to the beneficiaries of the 1984Olympic Torch Relay. The YMCAs,Special Olympics, the Boys Clubs ofAmerica and the Girls Clubs of Americawere the primary recipients of the 82-day torch run funds raised by the saleof Youth Legacy Kilometers.
11 September 1984 An estimatedsurplus of approximately $150 millionwas announced by the LAOOC,concluding the most financiallysuccessful Olympic Games ever. Thelarger-than-expected surplus came asa result of heavy ticket sales just priorto and during the Games as well asexcellent United States televisionratings which required no return ofrights fees to the American Broad-casting Companies, holders of USAtelevision rights,
In all, revenues totaled $619 millionagainst $469 million in expenses. Thelargest single revenue source was thesale of television broadcast rights at$239 million, followed by ticket salesat $151 million and licensing/spon-sorship agreements at $121 million.Personnel costs topped the expenselist at $99.5 million, followed closely byconstruction expenses at $91.7 millionand security at $42.4 million.
10 October 1984 The LAOOCpresented a gift of more than $1 millionin communications and transportationequipment to the Los Angeles PoliceDepartment. The gift included morethan 225 pieces of security communi-cations equipment and 162 motor-cycles used during the Games.
12 October 1984 The LAOOCdonated approximately $400,000 inOlympic apparatus and equipmentused at Lake Casitas for the canoeingand rowing competitions and the flagsand poles representing the nationsresiding at the UCSB Village to the UCSBFoundation, a non-profit corporationwhich administers gifts to theuniversity. Distribution or sale of theitems will be used to benefit amateurcanoeing, kayaking and rowing clubs inVentura and Santa Barbara counties.
15-21 October 1984 The LAOOCsells its remaining equipment andmerchandise at a public retail sale andopen auction. Sales of Gamesuniforms, Look items and office equip-ment grossed almost $1 million duringthe five days of retail sales and twodays of auction. The proceeds will beused to fund a permanent museumexhibit in Los Angeles commemoratingthe Olympic Games.
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Accreditation andAccess Control
5
Accreditation andAccess Control
5.01Accreditation concepts,goals and requirements
5.01.7Need for accreditationThe sole purpose of accreditation wasto provide a system of identification forindividuals participating in any aspectof the Games. This system was de-signed to discern their function andtherefore, the privileges to which theywere entitled. The accreditation sys-tem developed by the LAOOC not onlyidentified each individual by name,country and function but detailed eachvenue that could be entered and whenand where the individual was entitledto be seated in a venue. The systemfurther identified an individual’s accessto special transportation, food, hospi-tality or accommodations services.
The Accreditation Department wasformed to organize and implementefficient procedures for the identifica-tion and registration of all personsinvolved in the Olympic Games and for
controlling the access of these personsto villages, competition and trainingvenues and other controlled areas. Toaccomplish this, the AccreditationDepartment determined the accessand site privileges for each member ofthe Olympic Family, including 8,700press, 11,000 athletes and officials andover 90,000 support personnel. It thenproduced the identification badges anddeveloped the computer supportsystems.
The first development and testing ofan accreditation system began in late1982 in preparation for the January1983 IOC Executive Board meetings inLos Angeles. Design work began on acomputer-supported accreditationsystem that would print badges ondemand on various colors of paperstock. Accreditation at the meetingwent well, despite frequent malfunc-
tions. It showed at a very early stagethat a computer-supported systemcould work for the Games, but thatconsiderable work in planning andoperations would be required.
To begin the planning and testing of thecomputer system, the AccreditationDepartment hired a full-time director inMarch 1983. The director was respon-sible for the development of thesystem for the LA83 events held thatsummer. Because the director washired late, the systems were developedquickly and were not adequately testedduring the LA83 events.
Accreditation badge elementsSeveral important elements went intothe fabrication of every accreditationbadge, including:
o Personal Identification (PID) number,badge number and Identity Card (ID)number
o General information (name, function,country and organization)
o C a t e g o r y (“A,” “B,” “C,” “D,”“E,” “F,” “Fo,” “Fx,” “G,” “J,”“K, ” “L , ” “O”)
o Access zone privilegeso Photograph
o Pictogram (sport/ticket requirement)o Bar codeo Insurance informationo Color stock (color differed for each
badge category)o Preprinted stock with Star in Motion,
Games of the XXlllrd Olympiado Signature of accredited individuals
The following security features werealso incorporated into the fabricationof every accreditation badge:
o Badge serial numbero LAOOC trademarko Security sealo Corporate seal
During the pre-Olympic competitions,the Accreditation Departmentdeveloped operating plans, identifiedand trained volunteer staff andimplemented the actual accreditationand badging process. These LA83events provided valuable planning andoperational experience to the depart-ment and formed the basis of theOlympic operation.
1 An athlete and his accreditation badge arerarely parted.
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Key elements of accreditation badge1 ldentification (in English and French) of the
Games in Los Angeles
2 Star in Motion symbol
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4
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6
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10
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Photograph of badge holder
Letter designating accreditation-type
Name, function and country of badgeholder
Access zone privileges
Pictogram for site access
Bar code of Personal Identification Number(PID) of badge holder
Personal Identification Number (PID) ofbadge holder
Signature of badge holder
Designation of insurance status of badgeholder
Badge stock serial number
Seal and copyright designation of theLAOOC
5.01.2Separation of accreditationand access privilegesIn accordance with the Olympic Charter(1978 Provisional Edition), the LAOOCwas required to issue accreditationcards to individuals participating in theGames. The charter specified only thecategories “A” — “G” and vaguelyidentified privileges that were to begranted to persons in these categories.At previous Games, the accreditationbadge not only provided identificationas required by the charter but providedaccess to seating and other privileges.
The LAOOC decided to separateprivileges and access and developed arevolutionary concept that divided thefunctions of the accreditation badgeinto two areas: one for identificationand one for access. In doing so, theLAOOC fulfilled the charter mandate toprovide accreditation, but reserved theright to determine access privileges.A ticket system was developed in sup-port of the accreditation and accesscontrol system whereby eligibleOlympic Family members had to obtaincomplimentary tickets for selectedhigh-demand events. This helped toreduce the need for Olympic Familyseating at some venues, allowinggreater use by the spectating public.
The ticketing system was operated bythe LAOOC Ticketing Department. Itrequired that all members of theOlympic Family (accredited “A”—“G”)use a ticket to attend the Opening andClosing Ceremonies. For most sportsevents, tickets were not required forOlympic Family members, except forathletes (“F”) and team officials(“Fo”) who were required to usetickets when attending events atvenues other than their own. For pre-selected high-demand events, ticketswere generally required for OlympicFamily members, except for category“A” (IOC members and guests).
Categories of badgesThe following accreditation badgecategories are mandated by theOlympic Charter (1978 ProvisionalEdition):
o
o
o
“A”; IOC members and honorarymembers, IOC director and oneguest each.“B”; IOC commissions, IOC secretar-iat, IF presidents, IF secretaries-general, and 12 transferable badges.IF presidents and secretaries-generalallowed one guest each. OCOGpresidents and secretaries-generalof Sarejevo, Calgary and Seoul.“C”; NOC chefs de mission,assistant chefs de mission, Olympicattaches, transferable badges givento the chef de mission of eacheligible NOC, and to the president ofeach IF. OCOG delegations (up to sixpersons) from Calgary, Sarejevo andSeoul reporting to the IOC Session.
5
6
7
8
9
0
o “D”; IF jury members, technicalofficials (sports-specific referees,judges, umpires, timekeepers).
o “E”; Media (newspaper, radio, TVand support and auxiliary personnel).
o “F”; Athletes, coaches, adminis-trative, technical personnel, or otherofficials of each NOC (“Fo”); extrateam officials (“Fx”).
o “G”; Distinguished guests of theLAOOC.
Two additional badge categories werecreated by the LAOOC in response tospecific accreditation needs. Theywere:
o “J”; IF special, sport-specificaccreditations for executive boardmembers.
o “O”; Observers from cities biddingfor future Olympic Games.
5.01.3System tools:Badges and equipmentBadges for both the Olympic Familyand support personnel served toprovide positive identification andindicate the access privileges of thebearer. These criteria influenced theinformation layout on the badge andultimately led to the creation of a two-part badge for support personnel.
The badges were large and easy toread with oversized access zone num-bers which were generated by compu-ter and individually assigned. Therewere seven zone numbers at eachsport venue (1-6,9) and an eighth zonenumber (Ø) that allowed access to allzones. Functions within each zonewere grouped according to commonactivities. The individual’s function de-termined which zones were assigned.
To maintain system consistency,common areas in the villages wereassigned access zone 7, and theathlete living quarters within the vil-lages were defined as access zone 8.
The pictogram further defined accessand was grouped on the badge with theaccess zone information. Sport picto-grams utilized stick figures to repre-sent access availability to individualsport sites. Other pictograms whichused two or three letter codes repre-sented villages, training sites or groupsof venues called regions. In all there
were 47 different pictograms: 25sports venues; five regions or group-ings of sport venues in close proximityto each other; three villages; one for alltraining sites; seven support sites in-cluding the Biltmore Hotel and the LosAngeles International Airport OlympicArrival Center; three conditional entrypictograms for individuals requiringlimited entry; one ticket pictogram andone pictogram-an infinity symbol-which allowed access to all venues.
The letter category (“A”—“G,” “J” or“O”) was located on the badgeadjacent to the name, function andcountry information.
The other side of the badge containeda line for the badge holder’s signature,a line indicating if the individual wascovered by the Olympic Family insur-ance program and a line for a personalidentification number (PID). A PID num-ber was assigned to each participant,Olympic Family member and staffmember. In the case of the OlympicFamily member, the PID numbermatched the Olympic identity cardnumber.
Several elements of the badge weredesigned to thwart counterfeiting orduplication. These elements includeda background security pattern on thebadge stock, a security seal on thephotograph portion of the badge, anLAOOC corporate seal, a serial numberfor control of blank unprinted badgesand a bar code. Badges were printed oncolored paper stock that varied foreach letter category as required in theOlympic Charter: ivory for “A”badges; purple for “B” badges; greenfor “C” badges; orange for “D”badges; yellow for “E” badges; bluefor all “F” badges; pink for “G”badges; magenta for “J” badges;gray for “O” badges.
Access zones
Zonenumber Name Area defined
1 Field of play
2 Team preparation area
3
4
Venue operations
Press operations
Olympic Family lounge
Competition administration
Village common area
Village housing area
Public areas
All venue zones All of the above non-village areas.
The competition field or court.
Venue warm-up area, team locker room, feedingarea, training rooms, rest areas, passage to fieldof play.
Offices, trailers, storage, work areas, pertainingto the facility.
Seating, sub center, commentator area, camerapositions, mixed zone, formal interview area.
Area for hosting entertainment of VIPs andOlympic Family.
Offices, trailers, work areas for IF and LAOOCcompetition offices.
All village areas except the residential halls andsuites.
All village areas including athlete housing areas.
All areas coincident with spectator access byticket.
41
Accreditation andAccess Control
2 3 4 5
1
Accreditation badges1 “L” accreditation badge generated for
LAOOC permanent staff and Games staff.
2 “A” accreditation badge generated for lOCdirectors, members, honorary membersand guests.
3 “B” accreditation badge generated for IFpresidents, IF secretaries-general, IF tech-nical delegates, IOC commission members,IOC secretariat, NOC presidents, NOC sec-retaries-general, executive members ofOCOGs and guests.
6 7 8 9
4 “C” accreditation badge generated forNOC chefs de mission, assistant chefs,Olympic attaches, OCOG members, specialNOC members, guests and transferablepasses for multiple individuals’ use.
5 “D” accreditation badge generated for IFofficials and juries.
6 “E” accreditation badge generated for me-dia. Subletters designated specific typesof media.
7 “F” accreditation badge generated forcompeting athletes. Subletters designatedathletic function (“F” —athlete, “Fo” —offi-cial, “Fx” —extra official). 11 12
8 “G” accreditation badge generated fordistinguished guests of the LAOOC.
9 “J” accreditation badge generated formembers of IF executive boards.
10 “K” accreditation badge generated forcontractor personnel functioning withincontrolled zones at Olympic sites.
11 “Ks” accreditation badge generated forlaw enforcement personnel functioningwithin controlled zones at Olympic sites.
12 “O” accreditation badge generated forobservers from organizing committees and“bidding cities” for 1992.
10
2 Bar code readers detect deauthorizedbadges at venue entry points.
242
Bar codes, a series of lines of uniformheight and varying width, were printedwith particularly dense ink to be readby an electronic scanner or wand. Thebar code graphically representedinformation on the identification ofevery accredited individual. It providedadditional security and discouragedcounterfeiting or duplication ofbadges. It also provided easy repeal ofa badge if necessary. In most cases,badges were revoked because theywere lost or stolen or because of thetermination of an LAOOC staff member.
A badge presented at a venue or villagewas electronically scanned or ‘read’ bya bar code reader (BCR). As a lightpenattached to the BCR was run over thebar code, the BCR registered an audibletone and a visual display indicatingeither an authentic or deauthorizedbadge. BCRs were 2.9 by 6.3 by 10.7inches, weighed 3.5 pounds, andrequired 110 volts and five amperes ofpower. Each BCR was coded torecognize up to 684 invalid six-digitbadge numbers.
3
A network of 300 BCRs at 46 sites wereprogrammed for one of two uses: 1) atexternal venue access points to checkfor deauthorized badges, and 2) atcredential centers, badges werewanded as final step in issuing andactivating a badge.
The bar code system was highly suc-cessful. More than 200 carriers ofdeauthorized badges were identifiedprior to entering various venues.Certain difficulties with the system didarise, however. Originally, the bar codewas to be printed straight and squarelyon the lower front side of the badge.Printing errors on approximately 7,000“E” badges—the bar code was notproperly or fully aligned on the badge—precluded proper reading by the BCR.Therefore, “E” badges were notscanned at venue entry points. Fortun-ately, this did not prove to be a prob-lem. Also, original plans called for aninvisible bar code to prevent duplica-tion. An error in the printing specifica-tions prohibited this and, as a result,the bar code was visible and discern-ible. This error did not cause significantproblems as no counterfeit badgeswere ever discovered.
The bar code system was wellconceived and well managed anddeveloped into a significant psycho-logical deterrent to individuals whosought access to venues or securedareas where they did not belong.
The system was operated from the14th of July through the 12th of August1984 by volunteer access control staffand paid security guards. In the finalanalysis, the bar code reader was avery effective mechanism and added anew and simple dimension to accesscontrol during the Games of the XXlllrdOlympiad.
The four basic steps in the badge pro-duction sequence included:
o Identification of individualo Determination of site accesso Determination of zone accesso Badge issuance
A letter category (“A”—“G,” “J”—“L”and “O”) was assigned based uponthe individual’s function. A pictogramwas then assigned to indicate the sitesthat could be accessed. The zones theindividual could enter were thenassigned and finally the badge wasproduced. The highest level badgeissued had an infinity pictogram, with“0” and “8” access zones. Thesesymbols accessed an individual to allvenues and all zones (0) and to all areasin the villages (8). For high-demandevents or locations, even an appropri-ately accredited individual—includingthose with infinity pictograms and all-zone access codes—were required tobe on an access list. This applied to theColiseum press box, certain hostingfacilities and finals in high-demandsessions at sports venues.
Once all the elements of the indi-viduals’ identity and access wereidentified, badge production wasinitiated. The process for badgingOlympic Family members and LAOOCsupport staff differed slightly (seesections 5.02.3 and 5.03.3).
The computer systems developed forthe LAOOC accreditation system, whilerevolutionary, were troublesome. Thesystem stored information on theapplicant, linked that to a personalidentification number (PID) and ulti-mately printed a badge with the nameand number, the appropriate accessinformation and a bar code. In no otherOlympic Games had this entire processbeen automated. As a precautionarymeasure a backup system utilizing apersonal computer (PC) was utilized.Only 50 of 70,000 badges were printedby this backup system as the IBMSystem 38 computer performed reli-ably and nearly flawlessly and met allrequirements of the LAOOC. Additionalprocessing capacity was needed tosupport the accreditation operation,since several LAOOC departmentsutilized the computer time available. Asa result, the badge printing processwas often extremely slow causingdelays and long waits for staff.
In addition, system development andprogramming was started very late(March 1983), was never completedand the system was not fully tested.Data entry for Olympic Family mem-bers did not begin until 20 June 1984.As a result, there was a significant levelof data entry error and the verificationprocedures were inadequate. It isessential that future organizersdevelop the accreditation computersystem at least six months to a year inadvance of the Games and adequatelytest its operation.
5.02Accreditation andaccess privileges ofOlympic Family members
5.02.1ldentification ofOlympic Family membersRule 38 of the 1978 Provisional Editionof the Olympic Charter specified thatthe Organizing Committee (OCOG)establish an identity card for thepurpose of identification of the holderand for entry into the host country:
“The Olympic identity card establishesthe identity of its holder and consti-tutes the document authorizing entryinto the country in which the cityorganizing the Games is situated. Itallows the holder to stay and to carryout his Olympic duties there for theduration of the Games and for a periodnot exceeding one month before andone month after the Games.
“The Olympic identity card also allowsfree entry to the Olympic villages and itauthorizes access to the sites wherethe competitions, ceremonies anddemonstrations connected with theGames are held, and also to the re-served seats in the stands, unless theOCOG shall decide to issue an additionalidentity card for these two purposes.
“With the agreement of the IOC, and inspecial cases, the OCOG may requestthat the Olympic identity card becountersigned on behalf of the gov-ernment of the country of the holderconfirming the holder's nationality andhis right to travel to the country of theGames and to return to his owncountry. In the absence of such acountersignature, the holder of anOlympic identity card must have in hispossession an official document con-firming his identity and nationality.
“The Olympic identity card shall bemade available by the OCOG foruse by the persons as indicated inthe by-law. . ."
During the accreditation system designphase, it was decided that the identitycard would not be used for anythingbut entry into the U.S. in place of a visa.Instead, an accreditation badge wouldbe issued to provide identification andaccess privileges for Olympic Familypersonnel. Since the identity card wasfor a single purpose, there were fewconstraints placed on its design. Sincethe U.S. government agreed to acceptthe identity card instead of a visa forentry to the U.S., the U.S. State Depart-ment was interested in incorporatingsecurity features to avoid counter-feiting or transfer to unauthorizedpersons. Thus, a security pattern wasprinted on the inside of the card.
In connection with the identity card,the State Department needed lists ofpersons to whom cards were issued,
4
3 The LAOOC’s accreditation computersstore information and a personal identifica-tion number for each job applicant andultimately print a badge with the name,number, the appropriate access informa-tion and a bar code.
4 Color and letter-coded badges differenti-ate staff, athletes and Olympic Familymembers at a glance. A background secu-rity pattern on the badge stock discouragescounterfeiting or duplication.
43
Accreditation andAccess Control
Olympic Family accreditation privileges
Entry privilegesCategory Who
VillagePictogram Opening/Closing ceremony zones
A IOC directors, members and Infinity With complimentary ticket 7, 8honorary members and one seating in A stand.accompanying guest each.
B IF president and secretary Sport With complimentary ticket 7general. Demonstration specific seating in B stand.sport IF presidents andsecretaries-general. IFtechnical delegates. Oneaccompanying guest foreach.
B IOC press and athlete Infinity With complimentary ticket 7commissions. seating in B stand.
Venues/seating Venue Trainingaccess zones sites Other privileges
Access to all venues and 0 All sites Food: Privileges inseating in A stand for all Olympic villages.events Transportation: shuttle
to Coliseum fromBiltmore Hotel. Car anddriver for each director,member and honorarymember. Access topress bus system.Insurance: provided bythe IOC.
Access to all venues and 0 Only sites inseating in B stand. In own
Food: Privileges intheir own sport. Olympic villages.
sport, IF accredited B will Transportation: shuttlenot need a ticket. For to Coliseum fromselected high-demand Biltmore Hotel. Car andevents, access to the driver for each presidentvenue and seatingrequire a ticket.
and secretary-general.Access to press andpublic bus system.Insurance: provided bythe IOC.
Access to all venues and 4,5 Noneseating in B stand on ‘as
Food: privileges in
available’ basis. ForOlympic villages.Transportation: access
selected high-demand to press and public busevents, access to venue system and pool-and seating require a vehicles. Insurance:complimentary ticket. provided by the IOC.
B IOC Medical Commission Infinity With complimentary ticket 7 Access to all venues and 1,2,3,5 All sitesseating in B stand.
Food: privileges in Olym-seating in B stand on ‘as pic villages. Transporta-available’ basis. For tion: access to press busselected high-demand system and public busevents, access and system. Insurance:seating require a ticket. provided by the IOC.
B IOC recognized IF presidents Ticket With complimentary ticket 7 Access to all venues and 5 Noneand secretaries-general of seating in B stand. seating in B stand on ‘as
Food: privileges in
sports not on the Olympic available’ basis. ForOlympic villages.Transportation: access
program. selected high-demand to press bus system.events, access to venueand seating will require
Insurance: provided bythe IOC.
tickets.
B IOC secretariat Ticket With complimentary ticket 7,8 Access to all venues andseating in B stand. seating in B stand on ‘as
available’ basis. Forselected high-demandevents, access andseating require a ticket.
B LAOOC chairman, president, Infinity With complimentary ticket 7,8 Access to all venues andexecutive vice president and seating in B stand. seating in B stand on anaccompanying guest. ‘as available’ basis.
0 None Food: privileges in Olym-pic villages. Transporta-tion: access to press andpublic bus system. Poolof two vehicles. Insur-ance: provided by theNOC.
0 All sites
B NOC president and secretary Ticket With complimentary ticket 7,8 Access to all venues and 2,5 All sitesgeneral and one seating in B stand.
Food: privileges in Olym-seating in B stand in ‘as
accompanying guest each.pic villages. Transporta-
available’ basis. For tion: cars and driversselected high-demand allocated based on teamevents, access to venue size for use by alland seating will require a members of the delega-ticket. tion. Access to the
athlete, press and publicbus systems. Insurance:provided by the IOC.
B Organizing Committee for Ticket With complimentary ticket Guest pass Access to all venues and 5 Nonecities of Sarajevo, Calgary seating in B stand.
B accredited personsonly seating in B stand on as from NOCs not
and Seoul; their president available basis. Forand secretary-general and
participating inselected high-demand
one accompanying guest forcompetition will not have
events, access to venue access to zone 2, teameach. and seating will require a preparation areas. Food:
ticket. privileges at Olympicvillages. Transportation:access to press andpublic bus system.Insurance: provided bythe IOC.
B Transferable passes, IOC Ticket With complimentary ticket On guest Access to all venues and 5 None Food: privileges atguests. seating in B stand. pass only seating in B stand on as Olympic venues.
available basis. For Transportation: accessselected high-demand to press and public busevents, access to venue system.and seating will require aticket.
C Chefs and assistant chefs de Ticket T With complimentary ticket 7,8 Access to all venues and 2,3,5 All sites Food: privileges atmission (team) seating in C stand. seating in C stand on ‘as Olympic villages.
available’ basis. For Transportation: cars andselected high-demand drivers will be allocatedevents, access to venue based on team size forand seating will require use by all members of thecomplimentary ticket, delegation. Access toAccess through athlete’s athlete, press and publicentrance to venue where bus system. Insurance:team is competing and provided by the LAOOC.do not require tickets.
44
Category Who
C Olympic attache
Entry privileges VillagePictogram Opening/Closing ceremony zones
Ticket With complimentary ticket 7,8seating in C stand.
Venues/seatingaccess
Access to all venues andseating in C stand on ‘asavailable’ basis. Forselected high-demandevents, access to venueand seating will require aticket.
Venuezones
Trainingsites Other privileges
2, 3, 5 All sites Food: privileges atOlympic villages.Transportation: cars anddrivers will be allocatedbased on team size foruse by all members of thedelegation. Access toathlete, press and publicbus system. Insurance:provided by the LAOOC.
C OCOGs (6 for each reporting Ticket With complimentary ticket 7 Access to all venues and 3, 5 Village sites Food: privileges atdelegation i.e. Sarajevo, seating in C stand. seating in C stand on ‘as only. Olympic villages.Calgary, Seoul) available’ basis. For Transportation: access
selected high-demand to press and public busevents, access to venue system. Insurance:and seating will require a available for purchase.ticket
C Transferable passes, Ticket None None Access to all venues and 5 None Transportation: Accessinternational federations seating in C stand on ‘as to press and public bus
available’ basis except system.baseball and tennis IFwhich may only accesstheir respective sportvenue. For selected high-demand events, accessto venue and seating willrequire a ticket.
C NOCs Ticket With complimentary ticket None Access to all venues and 5 None Transportation: accessseating in C stand. seating in C stand on ‘as to press and public bus
available’ basis. For system.selected high-demandevents, access tovenues and seating willrequire a ticket.
D International federation Sport With complimentary ticket None Access to own sport 1, 5, 6 zones Own sport sites Transportation: accessofficials and juries specific seating in D stand. venue only. No ticket varied by only. No access to press and public bus
required. Not eligible for venue. to village system. Access tohigh-demand tickets. training sites. system transporting
from ‘D’ living accommo-dation to respectivevenue. Insurance:provided by the IOC.
E Media Infinity With complimentary ticket Restricted Access to all venues in E 4 All sites Transportation: accessseating in E stand. access. stand and photo to press and public bus
With village positions. For selected system. Insurance:press pass high-demand events, available for purchase.only. access to the venue and
seating will require aticket.
F Athletes Sport Closing Ceremony seating in 7, 8 Access to own sport 1, 2 Own sport sites Food: privileges atspecific F stand with complimentary venue. Access to F stand only. Olympic villages.
ticket. Not entitled to at all other venues only Transportation: accessOpening Ceremony ticket. with a ticket. to athlete, press and
public bus system. Carsand drivers will beallocated based on teamsize for use by allmembers of thedelegation. Insurance:provided by the LAOOC.
Fo Team officials Ticket T(team) orsportspecific
Closing Ceremony seating in 7, 8 Access to own sport 1, 2 Own sport sites Food: privileges atF stand with complimentary venue. Access to F stand only. Olympic villages.ticket. Not entitled to at all other venues only Transportation: accessOpening Ceremony ticket. with a ticket. to athlete, press and
public bus system. Carsand drivers will beallocated based on teamsize for use by all mem-bers of the delegation.Insurance: provided bythe LAOOC.
Fx Extra team officials Sportspecific
None 7 Permitted to access only 2 Own sport sites Transportation: accessthe venue in their only. to athlete, press andrespective sport. No public bus system. Carsseating provided. Not and drivers will beeligible for high-demand allocated based on teamtickets. size for use by all mem-
bers of the delegation.
G Distinguished guests of the Ticket With complementary ticket None Permitted to access all 5 None Transportation: accessLAOOC seating in G stand. venues and seating in the to press and public bus.
G-stand. For selected Insurance: available forevents, access to the purchase.venue and seating willrequire a ticket.
J International federation, Sport None None Access to B stand in their 5 varied to Own sport sites Transportation: accessexecutive board specific respective sport only, no some only. No access to press and public bus.
ticket required. Not degree by to village Insurance: provided byeligible for high-demand venue. training sites. the IOC.tickets.
0 Observers from organizing Infinity None 7 Permitted access to all 3, 4, 5 None Transportation: accesscommittees and ‘bidding venues and seating in C to press and public bus.cities’ for 1992. stand, if available. Insurance: available for
purchase.
45
Accreditation andAccess Control
similar to their standard “crew lists.”These lists were required six weeksbefore arrival of individuals in the U.S.To satisfy this request, an OlympicFamily list was designed, sent with thecards, and returned to the StateDepartment with the names of those towhom cards were issued. A copy ofthe family list was also required to bereturned to the LAOOC by 2 June 1984to be used as a verification of thosecoming to the Games, and as a meansof entering names so that badges couldbe printed.
The IOC also required that an identitycard manual be prepared by the LAOOCthat would explain the types and use ofthe identity cards and provide instruc-tions for their preparation. The manualalso contained general instructions forobtaining accreditation badges.
Approvals were required on alldocuments related to identity cards,including the cards, lists and manual,not only from LAOOC management, butalso from the IOC and the U.S. StateDepartment. The most sensitive pointwas the requirement to return the listsby 2 June 1984. Most of the NOCsobjected to this date on the ground thatit was too early to identify their teammembers. However, the IOC endorsedthis date, since a time frame of eightweeks before the start of the Gameswas established at the 1980 MoscowGames.
5
In February, 1984, Olympic Family listsand identity cards were mailed to theIOC, International Federations and themore than 150 National OlympicCommittees. The number of identitycards sent to the NOCs was based onestimated delegation size as providedby the group concerned. The cardswere sent in numerical sequence withspecific numbers assigned to eachNOC. A total of 22,319 identity cardsand the necessary Olympic Family listswere sent with 19,470 cards going tothe NOCs, 418 cards to the IOC and2,431 cards to the InternationalFederations.
o
o
On 2 June 1984, all completed listswere to be returned to the LAOOC. Onecopy of the list was to be sent to theU.S. embassy in the respective countryof the applicant; for the IF, the respec-tive embassy was in the country of theIF’s headquarters. However, only 57NOCs returned their lists on time.Therefore, the LAOOC initiated telexand telephone messages to urge NOCsto send them. A complete set of listsdid not reach the LAOOC until mid-July.The data from these lists was utilizedto create the badge themselves withthe name, Olympic function, sport andorganization of the various OlympicFamily members. These lists were alsoused as the basis of data entry. Manyproblems were encountered withcoding and data entry of the OlympicFamily lists due to incomplete informa-tion, incorrect spelling of names,difficulty in distinguishing between firstand last names and omissions ofcritical information.
Nevertheless, the data entry processwas completed by 6 July. Approxi-mately 45 NOCs were able to reviewand correct the computerized OlympicFamily list prior to their arrivals in LosAngeles. The result for those whoproperly completed the lists was anaccreditation operation that ran moresmoothly and minimized delays causedby the need to reprint badge inserts.
5.02.2Identification ofOlympic Family privilegesCertain Olympic Family member privi-leges are mandated by the OlympicCharter, such as venue access and freeseats in the main stadium. In addition tothese privileges, the LAOOC offeredadditional privileges to Olympic Familymembers to make their stays morecomfortable. These privileges rangedfrom free medical insurance to foodand transportation.
The accreditation badge of eachindividual indicated the privilegesavailable to the badgeholder. Thesewere defined by the letter category,the pictogram which identified thevenues that could be entered; and theaccess zones, identifying the intra-venue zones that could be accessed.
For the 1984 Olympic Games, the IOCrequested that privileges be granted tothe following additional groups notspecified in the 1978 Olympic Charter:team officials in excess of thoseallowed under Rule 40 of the charter,observers and executive board mem-bers of the International Federations.
In the development of its accreditationpolicies for the Olympic Family, theLAOOC determined that these addi-tional groups would be accredited withthe following conditions:
They would be accredited in finitenumbers so that the establishedsystems would not be unduly over-loaded.
o
Venue access would be limited so asnot to interfere or overload workingplaces for the press, the field of playor Olympic Family hosting areas,The accreditation of these additionalgroups would be on a cost-recoverybasis so that the LAOOC would notincur added expense by accreditingthem.
6
In negotiations with the IOC, the follow-ing accreditation agreements werereached and then implemented for theGames.
7
IF Executive BoardsThe LAOOC agreed in May, 1984 toaccredit a maximum of 20 additionalpeople from each IF, ostensibly fromeach IF’s Executive Board. A new lettercategory (“J”) was given to this group.The IF was financially responsible forthe accommodations of the individuals.Access was limited to their respectivesport site and to one or two zoneswithin the venue.
6
5 Olympic Family members are mailedOlympic identity cards, which serve as vi-sas, for presentation upon entry into theUnited States.
The busy Olympic Arrival Center at the LosAngeles International Airport assistsOlympic Family members as they clear U.S.Customs.
At the OAC, a pre-printed, unlaminatedbadge insert is pulled and compared to anindividual’s Olympic identity card. If cor-rect, the insert is signed by the individualbefore proceeding to the camera opera-tions position.
7
46
ObserversThe IOC requested that six people beaccredited from cities bidding on the1992 Olympic Games. Organizers ofinternational amateur competitionsalso fit into this group. The lettercategory “O” was given to this group.This group was allowed access to allvenues and seating in the “C” stand, ifavailable.
Extra officialsThe number of team officials allowedfor each NOC was specified by Rule40of the 1978 charter. The expenses ofthese officials were heavily subsidizedby the LAOOC for village housing, hencethe Rule 40 formula for accreditingteam officials was closely observed bythe LAOOC. Numerous NOCs, however,wanted additional team officials tofulfill their needs for more coaches,trainers and technicians. These NOCsdebated this point at length with theLAOOC for over three years and ulti-mately the LAOOC agreed to acceptextra team officials, but at the expenseof each NOC and under the conditionthey not be housed in the Olympicvillages.
The LAOOC negotiated the number ofextra officials with each NOC. The letter“Fx” (subletter “x” for extra) waschosen to identify extra coaches,doctors and support help on the badge.Extra officials were given the sameprivileges as other team officials(except village residency), includingaccess to team preparation areas andtransportation. The NOC bore all foodand housing costs for each extraofficial. The access of “Fx” badgeholders to venues was limited to therespective sport in which theyparticipated or coached and onlyaccess to the team preparation area(zone 2) within the venue. With thisapproach, the LAOOC minimizedconcerns that the extra officials wouldinterfere with venue operations and thefield of play, yet the “Fx” -accreditedofficial was still able to fulfill alegitimate role.Transferable “C”By charter rule, one transferable “C”badge is to be allocated to each NOC forevery 20 athletes, and 12 transferable“C” badges to each InternationalFederation. This badge represents avaluable tool by which venues areaccessed and privileges dispensed,and in previous Games the transferable“C” could be indiscriminatelydistributed and redistributed to anyindividual whether they wereaccredited or not. The badges bore nonames or pictures and the OCOG had noway of knowing the identity of theperson receiving the badge. Therefore,if lost or stolen, the badges presented apotential security risk. To curtail abuseof the transferable “C” badge,restrictions were developed by theLAOOC. Each NOC and IF was encour-aged to issue a transferable “C” pass
to one individual only whose name andphoto would be printed on the badge;in effect, making it an additional full“C” for Games accreditation. Shouldthe NOC or IF be unable to assign thepass to one person, the pass had to beissued to individuals already accreditedas an Olympic Family member. Thepass then served as an upgrade of anexisting accreditation. The pass wasmade highly visible by the placement ofa red dot which was affixed to thebadge prior to lamination. With thissystem, the LAOOC was able to providethe flexibility required of a transferable“C” and did not compromise thesecurity need to clearly establish theidentity of the carrier.
“O” and “J” badgesThe LAOOC created two other categor-ies of badges. The “O” badge wasallocated to individuals affiliated withother OCOGs, bidding cities or similarorganizations. The “O” (for observer)accreditation allowed access to allvenues via an infinity pictogram.Access zones 3, 4, 5, 6 and 7 on eachbadge allowed access to venue andpress operations and the OlympicFamily Lounge and non-residentialareas in the village.
The “J” badge category wasdeveloped to include IF members whoserved on an executive council orcommittee but had no officialcompetition function during theGames. Each IF was allowed twenty“J” badges. The “J” badge-holderhad access to B-stand seating in hisrespective sport, only. All expenses ofthe “J” card holder were paid by the IFor the individual.
Olympic Family accreditationcredentials issued
“ A ” 192“ B ” 886“C” 1,057“ D ” 1,415“E” 8,700“F ” 7,432“Fo” 3,379“Fx” 309“G” 246“ J ” 295“ O ” 162
Total 24,073
With the development of a simple yetflexible accreditation system theLAOOC was able to accommodate theneeds of individual NOCs and sportfederations, yet not complicate themanagement or operation of thesystem or compromise the safety ofGames’ participants.
5.02.3Procedures forOlympic Family accreditationAccreditation of Olympic Family mem-bers was conducted by two separateLAOOC departments. The Accredita-tion Department accredited all mem-bers except the media. The LAOOCPress Operations Department tookoperational responsibility for accredit-ing the media in January 1982. This
division reflected the separate clienteleof each function and the desire to sig-nificantly improve communicationswith those client groups.
Olympic Family members arriving inLos Angeles went through the creden-tial process at either the OlympicArrival Center (OAC), at Los AngelesInternational Airport, the BiltmoreHotel or the Main Press Center formedia only (see chapter 23). Rebadgingcenters were also established toreplace lost badges or reissue incor-rect badges.
Olympic Arrival CenterThe OAC was open from 10 July to11 August 1984. On arrival, OlympicFamily members cleared customs andwere transported to their specific in-processing centers. All “A” and amajority of the “B” and “G” Olympicidentity card-holders were driven tothe Biltmore for in-processing. “D,”“J” and the remainder of the “B” and“G” card-holders were processed atthe OAC.
After receiving the Olympic Family listson 2 June 1984, all information wasinput into the accreditation computersystem according to Olympic Familycategory (IOC, IF, NOC). From this, over13,000 (unlaminated) individual badges(“inserts”) were pre-printed and filedat the OAC in boxes called the “insertbank.” The badge numbers matchedthe number on the Olympic IdentityCard held by each individual.
On arrival at the OAC, Olympic Familymembers or guests were escorted tothe LAOOC Accommodations/Financedesk to settle their account or out-standing fees. When the account wassettled, the individual was issued a“zero balance” receipt and proceededto the credential area. After arriving atone of the two accreditation terminals,the Olympic Family members or guestspresented the Accommodations/Finance receipt, their identity card and/or passport to the terminal clerk. Thereceipt was stamped “accreditationreceived” and returned to the indivi-dual. The pre-printed badge was pulledfrom the insert bank and compared tothe identity card or passport to assurethat all information was correct. Ifcorrect, the insert was signed by theindividual, the passport and identitycard were returned and the individualproceeded to the camera operationsposition.
If the pre-printed insert did notcorrespond to the identity card, a newinsert was printed with the correctinformation and the computer file wascorrected. After signing the new insert,the subject proceeded to the camerastand. Once the photograph was takenit was glued to the insert, placed in aplastic pouch and the entire pouch waslaminated, creating a physically-complete badge. The badge was thenwanded by the BCR, thereby activatingthe badge. Finally the photograph wasimprinted with the LAOOC seal, com-pleting the badging process.
At the conclusion of the badging pro-cess the Olympic Family memberswere transported to their accommoda-tions free of charge by the LAOOC.
Number of Olympic Familyaccreditations issued per day
Biltmore OAC Total
10 July 0 73 7311 July 0 10 1012 July 0 129 12913 July 0 95 9514 July 0 787 78715 July 0 54 5416 July 0 827 82717 July 43 415 45818 July 34 394 42819 July 59 668 72720 July 69 606 67521 July 73 597 67022 July 100 1,115 1,21523 July 117 1,379 1,49624 July 87 1,499 1,58625 July 79 1,352 1,43126 July 130 1,098 1,22827 July 166 940 1,10628 July 97 386 48329 July 29 104 13330 July 47 159 20631 July 36 147 183
1 August 19 159 1782 August 23 173 1963 August 0 119 1194 August 32 95 1275 August 32 60 926 August 21 77 987 August 26 38 648 August 13 9 229 August 6 19 25
10 August 7 16 2311 August 4 2 6
Total 1,349 13,601 14,950
Biltmore HotelThe badging center at the Biltmore wasdesigned to handle fewer individualsthan the OAC, but essentially the pro-cess worked in the same manner. Allpre-printed badge inserts of personsscheduled to reside at the Biltmorewere transferred to that location. Inaddition, the Biltmore accreditationcenter issued badges for special ac-creditations, such as observers frombidding cities and individual requestsfor accreditation by persons not other-wise entitled to accreditation by theOlympic Charter.
The Biltmore accreditation center waslocated in a large room adjacent toLAOOC service departments, such asAccommodations/Finance and Ticket-ing. Approximately seven staff mem-bers per shift operated the center andits two computer terminals, three print-ers and backup personal computer.The accreditation center was opera-tional from 14 July to 12 August 1984.
Each Biltmore Hotel resident seekingaccreditation was required to present a“zero balance” receipt from Accom-modations/Finance. The badgingprocess at the Biltmore was identicalto that at the OAC.
47
Accreditation andAccess Control
At the Biltmore, the pre-printed badgeinserts were filed by letter category forthe persons scheduled to reside there,Difficulties arose when more NOC “B”badge holders than anticipated arrivedat the Biltmore for accreditation. Thiswas caused by the appearance of “B”-accredited NOC members who werenot scheduled to be housed at theBiltmore.
The most current resource files of NOCfamily lists were kept at the OAC andthe Biltmore lists did not always reflectthe changes or additions made at theOAC. Therefore, it was often necessaryfor the Biltmore accreditation center totelephone the delegation registrationdesk at the OAC before the individual atthe Biltmore could be verified andaccredited. This sometimes resulted inlong delays for guests. Similarly, Inter-national Federation “B” cardholderscould not be accredited at the Biltmoreuntil the payment had been received ateither the OAC or the hotel. Whileaccreditation at the Biltmore proceed-ed smoothly, operations could havebeen streamlined by installing an auto-mated (on-line) verification procedureidentical to that at the OAC.
o
o
The Biltmore Hotel accreditationcenter accredited 1,349 persons.Approximately 90 percent of theinserts which had been pre-printedwere printed correctly. The mostcommon corrections were misspellednames, changes in access (grantedafter a special request had been madeand approved), failure to locate a pre-printed insert because it had beenmisfiled and changes to the OlympicFamily list. As noted above, more “B”cardholders arrived at the Biltmore foraccreditation than were originallyanticipated, and therefore a substantialamount of time was spent voiding theinserts at the OAC and then reissuingthem at the Biltmore. There wererelatively few remakes or reissues of(IOC) “A” cardholders because thefamily lists were accurate. The Bilt-more also accredited IOC “B” badges.Among these, virtually all of the IOCsecretariat badges had to be reissuedbecause of a special request to havethe access zones changed.
Rebadging centersOlympic Family rebadging centerswere located at the UCLA, USC andUCSB Villages. UCSB was also an initialaccreditation center for competitorsresiding at the village.
Rebadging centers were utilized by theOlympic Family when a badge was lostor was in error and needed to be cor-rected and reissued. Transferable “C”exchanges (replacement badges) werealso printed and issued at these cen-ters. No initial data entry was anticipat-ed at the rebadging centers, although afew badges were printed and issuedfor the first time.
Because all voided badges were hand-led by the OAC, good communicationwas essential between the rebadgingcenters and the OAC. There were nosignificant problems with this facet ofaccreditation.
5.02.4Special cases:Nature and dispositionThe Biltmore Hotel was the locationwhere special requests for accredita-tion were determined. Special requestsfell into two categories: “G” accredita-tion by invitation and “gift”accreditation.
“G” badge accreditationsThe grant of “G” accreditations fordistinguished guests was consideredby the LAOOC for the head of state,chief of government and/or minister ofsports of participating countries. Thenumber of “G” accreditations grantedto each country was determined by theLAOOC. A letter was sent to each NOCon 29 July 1983 asking each to specifytheir “G” accreditation requests. Only60 NOCs had responded to this letter byFebruary 1984. Each individual with a“G” accreditation was also entitled toa “G” accreditation for an accompany-ing person. o
In April 1984, the LAOOC responded torequests submitted by the NOCs. Atelex was sent to the NOC outliningwhich “G” badge had been approved,followed by a letter and a form for theNOC to complete and return prior to aspecified date. Less than 50 percent ofthe NOCs returned the form by thestated deadline.
During the week prior to the OpeningCeremonies, as well as throughout theGames, there were numerous requestsfor “G” accreditations which wereconsidered on an individual basis bythe LAOOC. There were also numerouschanges in the names of holders of“G” accreditations. As a consequenceof the many changes and new approv-als, the Biltmore did a heavy volume ofon-line printing and persons receivingnew accreditations often experienceda delay in receiving their badges.
Gift badgesThe LAOOC anticipated that manyrequests for gift or non-charter-mandated accreditations would bemade at the Biltmore. One LAOOCexecutive was designated as theperson to whom the requests foraccreditation should be addressed.Initially it was believed that all requestswould be made to that executivepersonally. However, the number ofrequests was so great, particularlyfrom 20-22 July, that it was impossiblefor one person to handle them. Therequests were made orally and in
writing to accreditation staff and alsothrough the Protocol office. Therequests took all forms, e.g., on scrapsof paper, on formal letterhead,handwritten, typed, some withcomplete information and some withno information other than a name.Persons making a request were told bywere told by the accreditation staffthat a decision would take24 to 48 hours. Nevertheless, thosepersons often returned two or threetimes a day to inquire about the statusof the request.
In responding to the large volume ofrequests, new procedures weredeveloped. All persons requestingaccreditation through their IOCaffiliation were required to present aletter signed by the director of the IOC.All persons seeking accreditationthrough IOC President Juan AntonioSamaranch were required to presenta letter signed by him. All personsrequesting accreditation through theirNOC affiliation were required to presenta letter signed by the president of theirNOC. Persons requesting a change inaccreditation category or in accessprivileges were required to presentreasons for the change.
The requests for gift accreditation fellinto the following categories:
o Spouses, children, relatives of Char-ter-mandated accredited persons
o Friends and associates of IOCofficials
o Family and friends of IF officialso Former Olympianso Members of U.S. national governing
bodieso Observers from bidding citieso Ambassadors from foreign nations
and members of local consulateso Press requests, which were referred
to the Main Press Center
Grants of gift accreditations were allapproved or disapproved by the presi-dent of the LAOOC. If a gift accredita-tion was granted it generally fell intoone of three categories:
o “B” accreditation; had standard NOCor IF access. These were granted atthe request of various people inunusual circumstances. A maximumof 50 of these were granted.
o “C” accreditations; had a ticket pic-togram and zone 5. No function wasput on the badge, just an organiza-tion affiliation. There were more than150 of these, primarily for children orfamily members of “A” and “ B ”cardholders.
o “O” accreditation; had infinity picto-gram and zones 3, 4, 5, 7. Thesepeople were not entitled to seating.This type of accreditation was forpeople affiliated with other OCOGs,bidding cities or similar organiza-tions. There were a total of 162granted.
In total, almost400 gift accreditationswere issued, far in excess of originalLAOOC estimates.
5.03Accreditation andaccess coding of staff
5.03.1Concept of the staff badgingsystem: �K,� �Ks� and �L�The concept of badging supportpersonnel was developed in January1984. It was decided that the 44,000estimated LAOOC paid and volunteerstaff would receive a two-part “L”badge (for LAOOC) regardless of theirjob function or access requirements.Only Olympic Arts Festival staff andsome marathon road course marshalswould not be included. For non-LAOOCpersonnel-referred to as contrac-tors—the “K” badge (also two-part)was assigned. There were fourcategories of “K” personnel, three ofwhich were eliminated from thecomplete badging process. They were:
Those requiring access only to publicareasThose whose access requirementswere infrequent or for emergenciesonlyLaw enforcement personnel whoseuniforms and badges were sufficientwhen accompanied by a generic non-personalized badge issued at a site
To handle these contractors, theLAOOC developed the public area-onlybadge, the construction pass, theemergency service pass, and thetemporary work pass and the “Ks”generic law enforcement badges.These proved to be essential to theeventual success of the on-line badgeprint program by eliminating more than18,000 individual applications andbadges.
More importantly, by creating differentcategories of badges the LAOOC coulddifferentiate the services and perqui-sites available to support personnel.For example, all “L” -badgedemployees were entitled to a free boxlunch for every eight hours worked,insurance coverage and a uniform atLAOOC expense. The LAOOC did notwish to be in a position where it wouldhave to feed thousands of contractorsor security personnel, at an expensewhich would have run into millions ofdollars. In order to participate in thebox lunch program “K” badge holdersor their employers were required topurchase the meal coupons from theLAOOC. It was felt that it was notnecessary to provide perquisites toindividuals or companies from whichthe LAOOC was purchasing services.
48
5.03.2Procedures for accreditationof LAOOC staffThe LAOOC staff accreditation badgehad two parts. The upper portion of thebadge contained information on theidentity of the person, including name,letter category (“L”), PID number andbar code. The lower portion of thebadge contained the access informa-tion including the site pictogram,access zones, job title, location andbadge capture or non-capture indica-tor. By separating the badge into twoparts the LAOOC had the ability tocreate the two badge portions at dif-ferent times. More importantly, thetwo-part badge provided the flexibilityto change an individual’s accessprivileges without remaking the entirebadge and especially without the re-taking of photographs.
The accreditation procedure for LAOOCstaff took place in six distinct stages.
First, it was necessary to identify theindividual applicant and match him to aparticular job function. For each jobfunction the LAOOC assigned a uniquenumber, called a requisition number.When an application was submittedand assigned to a requisition number,the applicant was automaticallyprocessed for a security clearance.Fingerprints of each applicant weretaken to complete the security checkprocess. The Security Departmententered the results of the police agencyreview into the accreditation computersystem, and if the clearance wasnegative, the individual was deletedfrom the requisition and the systemblocked any Games assignment forthat person.
9
The second part of the accreditationprocedure required the applicant to bephotographed at an accreditation cen-ter. Once a photo was taken, it wasglued onto a pre-printed insert contain-ing the applicant’s name and wasplaced in a plastic pouch and laminat-ed. The badge was filed at the accred-itation center. This completed theupper portion of the two-part badge.
The third step was for the staff mem-ber to be assigned site and accessprivileges, which were placed on thelower half of the badge. It was theresponsibility of a venue managementteam, composed of the commissioner,the venue director, the venue accesscontrol manager, the venue securitymanager, competition director and anaccreditation/access control staffmember to determine access assign-ments. Where access to multiple siteswas necessary, the application wasreviewed by the Accreditation Depart-ment. The site and access privilegesassigned were input into the accredita-tion system and later matched to theindividual’s application number.
Next was for the generation of thelower portion of the badge. Theseaccess credentials were prepared formass printing from 24 June to 15 July.An average of 5,000 badges per daywere run.
8
8 Non-LAOOC support personnel, or contrac-tors, are assigned one of four categories of“K” badges.
Games staffing applicants are photo-graphed at accreditation centers aroundLos Angeles in the months preceding theGames.
10 Games staffing photos are glued to a pre-printed insert containing the applicant’sname and placed in a plastic pouch andlaminated.
9
10
49
Accreditation andAccess Control
The fifth step in badge production wasmatching and assembling the twobadge parts; the upper portion(identification) and the lower portioncontaining the access information.
The final step was distribution.
5.03.3Processing the LAOOCstaff applicantsMost applicants for Games positionscame to the LAOOC in two differentways: as a direct referral fromsomeone already employed by theLAOOC or by drop-in to one of the fourstaffing and recruitment centers. Theprocess of issuing a Games credentialto LAOOC support personnel began bycompleting a Games staffing applica-tion. All existing LAOOC personnelwere also required to complete thisapplication. The information from thisform was filed into the computersystem and the applicant’s name andapplication number were linked to a jobrequisition number thus filling a specificposition. The new staff member wasgiven a completed “Terms andConditions” letter to read and sign.This form detailed the conditions ofemployment, the rate of pay (if any),the applicant’s name, applicationnumber and job requisition number.
The applicant was then required tovisit one of eight accreditation centers,four of which were established at thestaffing centers. The accreditationcenters each had the same equipmentand staffing level. Space, equipmentand personnel requirements weredefined based on the projected flow ofpeople to be accredited each day.
The identity of Games staff memberswas verified before going through theactual badging process. Staff memberswere required to present a “Terms andConditions” (proof-of-hire) letter alongwith a photographic identification card(preferably a California driver’s license).If the subject could not produce both ofthese items, he would not be processedfor a credential and the supervisor ofthe Games Staffing Center would benotified.
o
o
After the individual’s identity had beenverified, he was processed through thefollowing credential fabricationprocedure:
o
o
o
Step 1; the badge was printedfollowing data entry. In the event of amisprinted badge, the insert wasremoved from the printer, stampedvoid, notated with the reason forvoiding and initialed by the personwho voided it. A new insert was thenprinted.Step 2; the Games staff member wasphotographed. Each sheet of self-processing film had space for fourphotographs.Step 3; the printed badge wasremoved from the printer and signedby the subject.Step 4; the strip of film was pulledfrom the camera and placed into a60-second flow timer. When the filmdropped out of the bottom of theflow timer, the negative was peeledaway and discarded.
o Step 5; the now-developed photo-graphic sheet was cropped and eachof the four subject photos wasdetached from the strip and glued toa corresponding place on the badge.
o Step 6; the badge was laminated.o Step 7; the badge was wanded with
the bar code reader.
At the conclusion of each day, theidentification credentials were countedagainst the number of badge forms thatwere actually printed, not includingmisprints.
The identification badges were thentaken to the LAOOC’s administrativeheadquarters (the Marina Center) andplaced in a locked box daily to be col-lated and stored until final distribution.
Three mobile accreditation units(MAUs) were established to credentiallarge groups of people unable to get toan accreditation center. These unitswere set up in three 20-foot recrea-tional vehicles and were equipped witha camera and provided work space forfour. Since none of the MAUs were on-line to the accreditation computer sys-tem, MAU badging procedures variedgreatly from those at the accreditationcenters. In total, the mobile accredita-tion units produced more than 10,000credentials or 16 percent of the staff/contractor total.
The mobile accreditation units’ func-tion was to travel to remote sites andprocess groups of 100 or more. Thedepartment requesting the servicesreserved an MAU in advance and theMAU staff pre-printed the badge insertsneeded for the group appointment. Theobjective was to match the pre-printedinsert to the verified individualapplicant, take the photograph andlaminate the insert.
Approximately 800 square feet ofspace and two 110-volt electricaloutlets were required for the MAU. TheMAU could accommodate 120 peopleper hour if properly scheduled. Whilethe concept of the mobile accreditationcenters was good, the units proveddifficult to manage efficiently. Depart-ments requesting the service usuallydid not know who would attend thesession. Typically, the no-show ratewas 50 percent; moreover, manyapplicants asked to have their picturestaken for later attachment to a not-yet-printed insert. In total, 36 percent ofpictures taken had to be secured forlater use at the central offices.
Access credentials-the lower portionof the badge-were prepared by com-puter in mass print runs and matched tothe identification portions-the upperpart of the badge-that had been pre-viously filed in PID number order. Massprint runs were done between 24 Juneand 15 July, averaging 5,000 per run.
Initial mass prints were defined by pre-determined PID ranges: 1 to 5,000;5,001 to 10,000 and so on. Typically,about 80 percent of the access creden-tials within a range were printed. The
Two-part badge processing
Personnel Equipment EstimatedActivity resources needs time Unit rate
Access credential Data staff Computer printer 21 hours Three secondsprinted
Separate stock 10 clerks 4 laminators 14 hours 200 laminatedand badges in 13.5 minutes
with 5 personsMatch badge 3 assembly lines, 3 rivet guns 23 hoursparts and rivet 3 persons per
10 seconds perbadge
line, 4 sorters
Security stamp 1 person per Security imprinter 550 hoursassembly
remaining 20 percent were not printedsince those individual PID numberswere not assigned to a requisition at allor were assigned to a requisition whichhad not been assigned access zones.
The mass print runs were usually doneovernight and took about three hoursand batches were ready for fabricationby 0830 when the badge making crewcame on. Printing time averaged 800access credentials per hour, aidedgreatly by the fact that the bar codeswere not printed on the access creden-tials. The access credential stock wasnot serially numbered, reconciled orcontrolled as was the ID stock.
The matching and assembly of identifi-cation and access credentials involvedlaminating, matching and riveting andwas very time consuming. Up to 30people at a time were utilized onseveral occasions in order to achievethe desired output rate of 5,000 two-part badges per day. In total, 5,750man-hours were required to producemore than 60,000 two-part badgesbetween 24 June and 28 July.
The final process in badge productionwas distribution. The completed two-part badges were sorted by site codeand distributed accordingly. Thedistribution scheme was as follows:
All “L” and “K” badges assigned toa specific site code were distributedto that location.Badges for staff assigned to the Ma-rina Center were distributed at theMarina Accreditation Center (MAC).“Ks” badges with multi-site accessprivileges were distributed at theMAC since they were not assigned toa specific location.
Distribution to venues and other siteswas accomplished by:
o Delivery via accreditation vehiclesand personnel
o Inter-office mail via LAOOC couriero Pick-up by personnel from the given
site
o
o
o Issuance at accreditation centersupon fabrication after 14 July 1984
Distribution occurred between 10 Julyand 12 August 1984, with most of thedeliveries occurring during July.
The most severe badge distributionproblems occurred as a result of themovement and reassignment ofpersonnel during those weeks after thefabrication of two-part badges began.Access credential information contentwas defined as of the date of printing,thus badges were distributed to thesite listed on the badge even if a personhad been reassigned.
5.03.4Issuance of captured ornon-captured badgesLAOOC management was concernedthat support personnel might misusetheir badges to observe events duringtimes they were not working, or tonegotiate their way into sites andzones beyond those authorized. It wasreasoned that a badge had “power” ifused by a forceful person. Although itwas expected that some OlympicFamily members would attempt to gainmaximum advantage from theirbadges, it was decided that thesesituations would be dealt with whenthey occurred. However, the supportpersonnel could be deterred frommisuse of the badge by not allowingthe badge to leave the site. This couldbe accomplished by issuing a person’sbadge at the beginning of his shift andcapturing it again as that personcompleted his shift.
Arguments against this plan were thatit was effective only in single siteapplications and costs to administerthe procedure were excessive. Thecaptured badge system also requiredsupplemental identification cards forstaff use on LAOOC transportation, aswell as for verification of LAOOCassociation for use on public transportsystems (LAOOC employees wereallowed to ride at no charge uponpresentation of identification with theLAOOC). One advantage of a captivebadge system was that it would reducethe chance of individuals losing theirbadges.
Venue management was less thanenthusiastic about the captive badgeand had great concerns about potentialdelays in checking through large num-bers of staff as well as the space andpersonnel required to manage the sys-tem. However, with the approval of thelarger venues, the LAOOC’s OperationsCommittee decided to implement acaptive badge system at all venues andvillages.
The captive badge decision requiredaccreditation to expand the role of thevenue access control manager and todevelop procedures for staff check-in,storage and issuance of badges. Thenumber of check-in lines was enlargedfor each site to ensure that each shiftcould be checked in within two hours.
50
This caused an overall increase in staffcheck-in personnel at the venues andvillages.
Overall, the captive badge system waseffective and very few incidents ofbadge misuse by staff were reported.A small number of “L” badges, mostlyfor LAOOC senior managers, were ap-proved for non-capture. These badgesgenerally had all-site pictograms.
5.03.5Procedures for accreditationof non-LAOOC staffAccreditation badges for non-LAOOCstaff were given the letter category“K,” for contractor. The “K” badge,like the “L” badge, had two parts andwas fabricated in essentially the samemanner. The upper portion of thebadge contained personal identityinformation such as the letter category(“K”), name, PID number and the barcode. The lower portion of the badgeincluded the site pictogram, accesszone, job title, company name andcaptive or non-captive indicator. Likethe “L” badge, the two parts of the“K” badge were fabricated at differenttimes and later physically rivetedtogether.
11
The accreditation procedure for non-LAOOC staff member “K” badgeholders varied only slightly from thatfor “L” badges. The initial step was toidentify the individuals and organiza-tions under contract. In January 1984,the LAOOC formed the ContractorAccreditation Unit which began toactively identify contracting organiza-tions and develop a roster of more than400 companies. As contractor com-panies were identified, each was givenone or more requisition numbers and allapplicants working for the companywere assigned that requisition number.This differed from the LAOOC staffapplication process in which theindividual applicant was assigned a jobwith a unique requisition number.Because contractor requirements wereso difficult to assess, the decision toabandon the requisition process forcontractors simplified and expeditedinitial processing of applications. Itallowed for the preparation of indivi-dual identification cards before job titleand location information wereavailable. The decision to utilize thetwo-part badge proved to be of criticalimportance.
Once contracting firms were identifiedand assigned the requisition number,individual applications could beaccepted and assigned. This activatedthe individual’s ability to receive acontractor accreditation badge. Whenthe individual application was filed, asecurity agency check was initiated.The assignment of access privilegeswould be blocked by the computer if anindividual did not receive clearance.The next step required the applicant tobe photographed at one of the creden-tialing centers or, if available, themobile accreditation unit. After thephoto was taken it was glued onto apre-printed “K” badge insertcontaining the applicant’s name and
company. The insert and phototogether were then laminated and filedat the Marina Center. This completedthe preparation of the upper portion ofthe two-part badge.
The next step was for the contractorto request site and access privilegesbased upon job functions and require-ments. If single site access wasrequested, it was the responsibility ofthe venue management team to assignthe privileges at their respectivevenues. This team was composed ofthe commissioner, venue director, ac-cess control manager, venue securitymanager, competition director and amember of the contractor accredita-tion unit.
If the contractor requested multiplesite access for an employee, an infinitypictogram or other broad accessprivileges, the request was reviewedand approved or denied by the directorof Accreditation and the AccessPrivilege Review Board. The five-member Access Privilege ReviewBoard was established by manage-ment and composed of departmentrepresentatives from competition andvenue management, villages, Gamesstaffing, security and accreditation.The assignment of multiple site accessto contractors was restricted to thefullest extent possible. The use of theconditional access pictograms and thestrongly-enforced policy to assignpeople to a single site wheneverpossible was generally successful.
Once the access and site privilegeswere assigned and input, the computerwas then ready to generate the lowerportion of the badge. The access cre-dentials were prepared by mass badgeprint. The final step was assembly. Thecompleted badges were then distrib-uted to the assigned venue or, in thecase of multiple-site badges, stored atthe Marina Center for pick-up.
Public area badgesA public area badge (PAB) wasdeveloped for contractor personnelwho required regular, recurring accessto competition venues but only topublic (spectator) areas. The badgeswere issued to concessionaires, main-tenance companies, contract crowdmanagement companies and othergroups to identify personnel at a sitewho were admitted based on a shiftassignment roster. The rosters werereceived or controlled by the LAOOCvenue access control manager or acompany representative accountableto the LAOOC.
The PAB was a laminated one-partbadge made from pre-printed badgestock. The badge identified the person-nel working in public areas by venueand company name. Each PAB had anindividual serial number printed on it.With the company name on the badge,the contracting company could be heldaccountable for its employees.
11 A captured badge system prevents misuseof badges.
12 A time-consuming process of marching upthe proper portions of the two-part accred-itation badges is followed by assembly andlamination of each badge.
12
The PAB allowed site access but elimi-nated the need to issue permanent ortemporary credentials on an individualbasis. Additionally, the PAB gave con-tractor employees a sense of identifi-cation with the overall Olympic activity.
Each access control manager was is-sued a small extra supply of public areabadges to use as necessary. The venueaccess control managers worked dir-ectly with the contractor at each site todevelop the most feasible system todistribute and manage the badges on adaily basis. While there were reser-vations about the public area badgeprogram, the administrative difficultiesin trying to run security checks and fullyaccredit thousands of people hiredclose to the opening of the Gameswere impossible. In all, more than12,500 PABs were issued.
5.03.6Processing of non-LAOOCstaff applicantsDetailed procedures were followed forobtaining and processing applicationsfor accreditation of non-LAOOC person-nel (i.e., contractors and outside thirdparties). This processing differed onlyslightly from LAOOC staff processing.
Each contractor and third party groupwhich required access to Games siteswas given a contractor identification
51
Accreditation andAccess Control
number and assigned to a specificLAOOC department. An LAOOC depart-ment contact explained LAOOC accesscontrol policies and procedures to eachcontractor and helped determine thenumber of applications required.
Applications were then issued on astrictly controlled basis to the contrac-tor by the LAOOC Security Department.Each contractor was required to main-tain an LAOOC Accreditation Applica-tion Log to account for each applicationform by number. All applications wereindividually numbered and becameunusable if copied, since the computersystem rejected duplicate numbers.
The contractor was responsible forcompleting each application form withthe full name and job title of eachemployee as it appeared on companypayroll records. The contractorinstructed each employee how tocomplete the application form clearlyand completely. The forms were con-fidential documents and employeeswere instructed to mail the completedform directly to the LAOOC SecurityDepartment or return it to the companycontact who returned the formsdirectly to the LAOOC.
Periodic computer printouts by con-tractor number verified the status ofapplications returned and processed.The contractor was provided copies ofthe printout to reconcile its log ofapplications against that of the LAOOC.If any names appeared on the printoutthat were not on the contractor log, thecontractor notified the LAOOC fordirections.
All documents were completed care-fully and submitted prior to 20 April. Allnecessary clearances were requiredprior to photographing and laminatingbadge inserts. Contractor accessinformation was keyed into theaccreditation computer system andwithin two weeks after submission ofthe completed forms, contractoremployees were requested to make anappointment for badge preparation.
Contractors could request the dispatchof a mobile unit to handle preparationof pre-printed ID cards (upper portion ofthe badge). The request was subject toAccreditation Department approvaland MAU availability.
Contractor employees presented proofof identity at the accreditation centerand had photographs taken. At thesame appointment, each applicant wasfingerprinted for the backgroundcheck. The photograph was affixed tothe upper portion of the badge, thebadge was laminated and filed at theMarina Center by PID number.
Based on contractor requests andrequirements, access privileges wereassigned to each employee. Dataprocessing generated a computerizedaccess list for each contractor. Accesscredentials were then printed insequence by PID number. Those per-
Statistical summary of the contractor accreditation program
Standard “K” badges produced on IBM System 38 Total
Applications processed 43,517Identification cards prepared 28,574Badges distributed 28,500
Special “K” badges produced by personal computer
Individual names entered 1,900
28,500
1,900
Venue generic badge
Generic law enforcement “K S” badges
Various police agencies
Los Angeles Fire Department
Public area badges
Specific contractors
1,610
3,674
12,751
20 3,684
11,141
Grand Total
sons who did not clear the securitycheck were removed from the accredi-tation computer file.
Accreditation hand matched (upper) IDcards by PID number with the associ-ated access credentials (lower), andphysically riveted the two partstogether to complete the badge. If thetwo matching badge parts (ID card andaccess credential) were not easilyfound, the Accreditation Departmentresolved the problem by using the on-line computer system.
Completed “L” and “K” badges werestored together in sequence by accesscredential location code. Thosebadges with multiple access werestored at the Marina AccreditationCenter in PID number sequence.Accreditation later forwarded allbadges except those with multi-siteaccess to venues.
13 Access control points and restrictions arevisible are the venues.
46,845
5.03.7Special procedures forsecurity personnelIn May 1984, it was decided to use aspecial generic badge for uniformedlaw enforcement personnel. The badgeused the letters “Ks” (for security), didnot include a photograph of the bearerand was issued to the law enforcementagency and not to a specific individual.Several factors led to the decision touse this special badge:
o More than 38 law enforcementagencies were involved and eachrotated many of its regular staff forOlympic duty assignments.
13
52
o Some agencies wanted to chargethe LAOOC for time to accredit theirpersonnel.
o Distinctive uniforms and policeagency badges were already in use ineach jurisdiction.
o Computer processing time wasovertaxed as it was.
o Law enforcement personnel had ahistory of abusing access privilegesto events.
Law enforcement agencies made theirrequest for generic “Ks” badgesthrough the LAOOC Security Depart-ment. Once the number of credentialswere agreed upon, the SecurityDepartment submitted that request inwriting to the Accreditation Depart-ment. The request detailed the numberof generic “Ks” badges required andthe access zones to be assigned.
The generic credentials were producedusing standard “K” badge stock. Theagency name and venue location wereprinted on each badge, which also in-cluded a bar code and a unique PID num-ber. The phrase “no photo required”was printed in the photo area to furtherindicate that it was a non-individualizedgeneric badge that required theindividual to have a uniform and lawenforcement agency badge in order forthe “Ks” badge to have any validity.
The issuing agency supervised thedisbursement and collection of badgesamong its own officers. This controlproved very effective. In total, theLAOOC issued nearly 3,700 generic“Ks” badges.
5.03.8Staff accreditation requirementsin the Games periodSeveral varieties of badges weredeveloped for the actual Games periodin order to accommodate unique situa-tions or requirements. A temporarypass sub-system was established tohandle problems which arose when anindividual requiring access to an Olym-pic site did not have the appropriatecredential.
14
ConstructionThis pass was for entry to an Olympicsite by construction personnel prior tothe opening of the site for the Olym-pics. The pass used an adhesive back-ing and was attached to a person’sclothing. These passes were issued byeither the construction site supervisoror the site security manager. At theirdiscretion, the pass could be datestamped to provide limited access tothe site.
This pass system worked adequatelybut problems arose when constructionat the site continued into the trainingand competition dates.
Course marshalThis pass was developed along thesame lines as the construction pass.It was issued to Games personnelinvolved in working the edge of thepublic area on the course for the mara-thons and race walks. It was primarily aform of identification since it did notgive special access to the bearer.
Emergency service passThe emergency service pass gaveaccess to a non-credentialed personon an emergency basis upon clearancefrom venue security. The emergencyterm did not mean necessarily a life-threatening situation but rather animportant but unplanned visit to anOlympic site. This pass was usedsparingly since no major “emergen-cies” presented themselves at thevenues, but was worthwhile becauseit eliminated the need to provide fullaccreditation to a great number ofpeople who might have needed accessto a site once or twice during thecourse of the Games.
Temporary change of accessThis type of pass was used for tempo-rary access until a permanent accesscredential replaced it or additionalaccess was no longer required. Thetemporary change of access pass wasnot used a great deal, owing to thequickness with which a new accesscredential could be generated.
Temporary work passThe temporary work pass was devel-oped to give access to credentialedpersonnel who required additionalaccess and who had lost or neverreceived a credential. This passallowed the individual to function at aspecific site, but only for a limited, pre-determined amount of time, usuallyone day. This type of pass was heavilyused during the Games because of therelatively high number of Olympiccredentials that never arrived, orarrived late, at the Olympic sites. Atseveral venues, photographs wereaffixed to the temporary work pass andthe pass was laminated, creating a“semi-permanent” credential. Atother venues, the pass was valid forseveral days, and, in special situations,used for multi-site access.
Venue passThe venue pass was used by the com-missioner to give access to a limitednumber of individuals (usually uncre-dentialed) for VIP or protocol reasons.The number of venue passes given outper competition session was deter-mined prior to the start of the Gamesand varied with the size of the venue.
Olympic Family loungeThis pass resembled a standard sizebusiness card and was designed togive access to the Olympic Familylounge at each venue. The commis-sioner was given a supply of thesecards to give out to anyone whoalready had access to the specific sitebut not to the lounge (zone 5).
Village NOC guestThe village NOC guest pass wasdeveloped to allow guests of the NOCsto visit their delegations at the Olympicvillages. The number of guest passesper delegation was determined by thesize of the delegation in residence atthe village. In addition to these NOCspecific passes, the mayor andadministrative officer at the villagewere given a set of guest passes tohandle overflow and special delegationrequests. The guest passes weresequentially numbered, marked withthe country and village abbreviationsand laminated.
The system worked well, requiring onlythe addition of an inter-pass system tomove the NOC guests from the mainentrance of the village to the creden-tial/pass exchange area.
As the Games progressed, it becameapparent that issuance of temporarypasses would not satisfy all the needsfor access changes and that theindividual assignments of accessprivileges were not completelyaccurate. In many cases, the originalassignment was accurate but theindividual or group later required adifferent set of access privileges, Therate of production and fabrication ofaccess credentials did not allow for amajor distribution of new, individualaccess credentials (i.e. access creden-tials linked to individual PID numbers).Instead, generic access credentialswere printed en masse with therequired access privileges, but with ageneric PID number (999999). Theproduction of these credentials wasseveral times faster than that of theindividualized access credentials. Thegeneric production was done on twolevels: a request or case-by-case basisand in anticipation of requests fromvenues or departments.
When a new access credential wasgenerated and assigned to an indivi-dual, the existing access credential onthe badge was removed and the newone riveted on.
14 To gain entry into the village press areas,each journalist exchanges his Olympic cre-dential for a village press badge.
The combination of temporary andspecial access passes along with theability to change access privilegesgave the system the great flexibility
53
Accreditation andAccess Control
which was necessary for successfuloperation of Games access control inthe face of changing individual respon-sibilities on a day-to-day basis.
5.04Access control
5.04.1Nature of access controlrequirementsThe primary function of access controlwas to control passage into and withinOlympic sites to those persons author-ized. Authorized entry was determinedby the letter designation on the identifi-cation (ID) portion of the badge and thepictogram shown on the access por-tion of the credential. Passage withinan Olympic site was controlled by thezone numbers listed on the accesscredential.
Successful implementation of theaccess control could only be accomp-lished after the proper identification,credentialing and access privilege as-signment processes were completed.
Expecting errors in all three phases ofimplementation, a sub-system of tem-porary badges was established to givetemporary access to those individualswho required access but did not havethe appropriate credentials.
In addition, special credentials weredeveloped for those persons whoneeded to be at a site on a long termbasis but did not require access to
secured zones within the site (publicarea badges).
The two phases of accreditation andaccess control were bound together bythe ultimate goal of accurately iden-tifying all personnel having a properfunction within the Olympic sites. Theaccess control phase could not beeffectively implemented unless theaccreditation phase had successfullyidentified those individuals and giventhem proper credentials.
The two general areas of venue accesscontrol were at entry points andbetween intra-venue access zones.Access control staff were known asstaff check-in clerks and accesscontrollers. The clerks were primarilybased at the Olympic staff entry pointwhile the access controllers werepositioned at access control pointsthroughout the venue. These person-nel rotated assignments throughoutthe course of a day.
Access control within a village focusedon the control of entry points. Person-nel were divided between two entrypoints: the staff entry point (for Gamesstaff) and the main entrance (forathletes, Olympic Family members andaccredited media). Personnel weretrained to work exclusively at one entrypoint and did not work the other.
5.04.2Relationship ofaccess control to securityAccess control was responsible foraccess and internal movement withina site while security personnel wereconcerned with controlling personnelfor security and safety purposes. Atvarious access control points, such asthe athlete entrance where securitywas in charge, guards functioned asaccess controllers. As a general rule,however, access control and securityshared responsibilities at each venueaccess point.
Access control personnel in thevillages were again concerned with theadministrative functions of accesscontrol, while security personnel wereconcerned with the safety of villageresidents and integrity of the villagefence lines. Law enforcement officerswere present in all phases of accesscontrol, especially in situations wherea person was refused entry. If thesituation appeared volatile, lawenforcement removed the individualfrom the premises.
The law enforcement officers had nodirect reporting relationship to accesscontrol management. It was, therefore,the responsibility of the supervisor foreach shift to understand the duties oflaw enforcement and to coordinate theresponsibilities of the access controlstaff with those of law enforcementand the contract security personnel.
Unlike the venues, the villages had onlytwo zones-the village common area(zone 7) and the housing areas (zone 8).Contract security personnel, backed upby law enforcement officers, operatedthe magnetometers at the entrance toand within each village. Access controlstaff was not present at these areas.
5.04.3Recruitment of access controlmanagement and staffThe basic operating philosophy ofaccess control was based on the dualconcepts of volunteerism and venueautonomy. While the initial intent wasto have paid access control managersand volunteer access controllers andstaff check-in personnel, this conceptchanged in March 1984 and became anall-volunteer work force. Seniormanagement felt that a significantlystronger level of management and ahigher level of commitment would beobtained by using volunteers at everylevel and outweighed the potential forreduced time availability.
Within a venue, the access controlmanager (ACM) operated the accesscontrol system. The ACM reporteddirectly to the venue director and/orcommissioner. The ACM was autono-mous and only contacted the accesscontrol staff at the Marina Center for
“F” Accreditation badges issued to each NOC
NOC F
AFG
AH0
ALB
ALG
AND
ANG
ANT
ARG
AUS
AUT
BAH
BAN
BAR
BEL
BEN
BER
BHU
BIR
BIZ
BOL
BOT
BRA
BRN
BUL
CAF
CAN
CAY
CGO
CHA
CHI
CHN
CIV
CMR
COL
CRC
CUB
CYP
DEN
DJI
DOM
0 0 0 0
0 0 0 0
0 0 0 0
36 17 0 53
2 1 0 3
0 0 0 0
26 13 0 39
85 46 0 131
257 0 6 263
106 58 0 164
24 13 0 37
1 1 0 2
16 11 0 27
84 45 0 129
4 1 0 5
14 10 0 2 4
6 4 0 10
1 2 0 3
12 4 0 16
13 4 0 17
7 1 0 8
153 69 1 223
12 10 0 22
0 0 0 0
3 2 0 5
466 159 38 663
9 7 0 16
0 11 0 11
4 0 0 4
63 33 0 96
226 117 0 343
15 14 0 29
48 27 0 75
42 26 0 68
32 15 0 47
0 0 0 0
10 7 0 17
67 4 0 0 107
2 7 0 9
41 25 0 66
Fo Fx Total NOC F Fo Fx Total NOC F Fo Fx Total NOC F Fo Fx Total
ECU 12 14 0 26 KUW 26 14 0 4 0
EGY 112 47 0 159 LAO 0 0 0 0
ESA 12 5 0 17 LBA 7 7 0 14
ESP 191 75 8 274 LBR 9 2 0 11
ETH 0 0 0 0 LES 4 4 0 8
FIJ 15 6 0 21 LIB 24 13 0 37
FIN 89 45 0 134 LIE 9 6 0 15
FRA 259 107 27 393 LUX 5 5 0 10
FRG 421 156 61 638 MAD 5 3 0 8
GAB 4 2 0 6 MAL 22 15 0 37
GAM 13 4 0 17 MAR 32 14 0 46
GBR 478 165 21 664 MAW 15 3 0 18
GDR 0 0 0 0 MEX 103 78 0 181
GEQ 6 1 0 7 MGL 0 0 0 0
GHA 2 4 10 0 34 MLI 4 3 0 7
GRE 65 32 0 97 MLT 10 6 0 16
GRA 8 4 0 12 MON 8 5 0 13
GUA 23 23 0 46 MOZ 9 5 0 14
GUI 3 5 0 8 MRI 5 1 0 6
GUY 10 7 0 17 MTN 3 3 0 6
HAI 3 2 0 5 NCA 25 17 0 42
HKG 4 8 14 0 62 NEP 11 5 0 16
HOL 144 61 0 205 NGR 33 18 2 53
HON 13 8 0 21 NGU 7 2 0 9
HUN 0 0 0 0 NIG 5 3 0 8
INA 18 16 0 34 NOR 118 48 4 170
IND 50 24 0 74 NZL 136 56 0 192
IRL 45 30 0 75 OMA 16 12 0 28
IRN 0 0 0 0 PAK 31 12 0 43
IRQ 2 4 12 0 36 PAN 8 11 0 19
ISL 3 0 16 0 46 PAR 16 2 0 18
ISR 32 33 0 65 PER 39 25 0 64
ISV 34 22 0 56 PHI 19 22 0 41
ITA 314 113 72 499 POL 0 0 0 0
IVB 9 3 0 12 POR 42 20 0 62
JAM 47 17 0 64 PRK 0 0 0 0
JOR 13 9 0 22 PUR 53 35 3 91
JPN 256 113 5 374 QAT 27 13 0 4 0
KEN 68 23 0 91 ROM 127 4 4 0 171
KOR 206 92 18 316 RWA 2 1 0 4
SAM 9 2 0 11
SAU 49 23 2 74
SEN 24 17 6 47
SEY 9 2 0 11
SIN 5 6 0 11
SLE 12 3 0 15
SMR 19 10 0 29
SOL 4 0 0 4
SOM 7 5 0 12
SRI 4 1 0 5
SUD 9 8 0 17
SUI 147 4 8 2 197
SUR 5 6 0 11
SWE 189 84 0 273
SWZ 8 5 0 13
SYR 9 4 0 13
TAN 19 14 0 33
TCH 0 0 0 0
THA 51 25 0 76
TOG 5 2 0 7
TON 7 4 0 11
TPE 6 0 28 0 88
TRI 15 10 0 25
TUN 23 13 0 36
TUR 46 17 0 63
UAE 7 2 0 9
UGA 26 8 0 34
URS 0 0 0 0
URU 21 17 0 38
USA 592 183 8 783
VEN 25 22 0 47
VIE 0 0 0 0
VOL 0 0 0 0YAR 3 4 0 7
YMD 0 0 0 0
YUG 142 62 0 204
ZAI 7 6 0 13
ZAM 16 7 0 23
ZIM 15 10 0 25
54
materiel and assistance in the arbitra-tion of access control problems.
Large venues had assistant accesscontrol managers and all venues hadone or more staff check-in supervisorswho operated the staff entry points,These three positions—ACM, assistantACM, and staff check-in supervisor—made up the access control manage-ment team at each venue.
Access control staff stationed at staffentry and working directly under thestaff check-in supervisor were calledstaff check-in clerks. Access control-lers staffed zone control points at thevenue.
Within a village, the access controlmanager reported to the director ofadministration. The ACM was autono-mous from the access control staff atthe Marina Center also. Some of thevillages had assistant access controlmanagers and all had one or more staffcheck-in supervisors.
The major difference between thestructure of the access control staff atthe villages was that village employeeswere paid, whereas all venue accesscontrol staff was volunteer. The villageoperation was 24 hours-per-day for33 days whereas each venue was onlyoperational during the competitionperiod. It was felt that the longer dura-tion of village operations required paidemployees to insure adequate stafflevels over the entire term.
Manpower planning was essentiallycompleted during the fall of 1983 aspart of the venue developmentprocess. The number of accesscontrollers was determined by theAccreditation, Security and VenueDevelopment departments. Theyestablished access control points anddetermined which points should becovered by access control and whichby security.
One access control manager wasassigned to each venue. The number ofassistant managers and supervisorswas determined by the size of the staffand the length of the operating day.
Recruitment of managers was donethrough the accreditation/supportoperations management or venuemanagement and were approved byboth the commissioners and accredi-tation management. A direct mailcampaign to the Southern CaliforniaFootball Officials Association pro-duced the core of supervisors andassistant managers, a few managersand a significant number of workingstaff (approximately 100 in total). Asimilar campaign with martial artsgroups netted about 60 staffers. Theaccess control managers recruitedabout 150 of their own staff. Thebalance (about 800) came throughreferrals and the staffing centers.Attrition was generally very lowamong all categories. Of the original22 access control managers hired, onlyfour were replaced, primarily for aninability to commit the required time.There was no management attritionduring the Games.
Weekly staff badge fabrications
AccreditationCenter Crenshaw
EastL. A.
UCLA/ Long Marina UCSB Uni form USC MobileWestwood Beach Center
WeeklyVillage Dist. Village Accred. totals
26 March - April 1 23 23 152 April - April 8 145 74 2119 April - April 15 167 37 10416 April - April 22 121 58 21623 April - April 29 214 175 42430 April - May 6 496 349 6487 May - May 13 358 433 59614 May - May 20 319 190 32021 May - May 27 596 340 61628 May - June 3 452 407 8324 June - June 10 691 668 70411 June - June 17 1,158 1,144 1,24618 June - June 24 300 331 47125 June - July 1 548 302 6592 July - July 8 5 0 1,3399 July - July 15 0 0 96016 July - July 22 0 0 441
23 July - July 29 0 0 56930 July - August 5 0 0 286
0 0 0 0 0 0 61228 25 0 0 0 0 683
58 0 0 0 0 37 403220 61 0 0 0 0 676370 311 0 0 0 0 1,494498 308 0 0 0 66 2,365454 395 0 0 0 105 2,341314 203 0 0 0 103 1,449370 506 0 0 0 610 3,038525 854 0 0 0 501 3,571744 261 0 0 0 552 3,620
1,414 1,400 103 41 0 271 6,777405 849 8 4 124 0 721 3,285475 394 92 552 0 1,843 4,865845 423 341 500 0 1,164 4,617
1,130 1,233 74 1,421 265 2,111 7,194309 1,262 8 0 791 97 828 3,808398 1,052 111 1,111 987 270 4,498181 1,345 124 432 797 1,106 4,27153 522 48 133 220 0 1,1816 August - August 12 0 0 205
Totals 5,593 4,531 10,862 8,991 11,404 1,057 5,105 2,366 10,288 60,197
5.04.4Training of access control staffManagement training began shortlyafter recruitment and at least fourmonths before the start of the Games,The training sessions were held in theevenings, initially bi-weekly, then oncea week. The access control super-visors were included during the lasttwo months of training sessions.
The general format was stand-uppresentations augmented by detailedwritten handouts. The trainingemphasized the goals and values of theAccreditation Department and its roleat each venue. A portion of the trainingwas devoted to role-playing. Accessproblems and situations were simu-lated, and managers were taught howto use the system.
A full-time training coordinator wasadded at this time who focused on thetraining objectives. Some venuedirectors and security managers alsoattended the training sessions. Accesscontrol managers were given sug-gested training materials and a plan totrain venue staff members.
In general, the training program wasstarted too late, since it could havebeen more effective. It was, however,more than satisfactory, especiallygiven the time constraints.
5.04.5Operations of access controlduring the GamesEntry to an Olympic venue was givento those needing access, generally acompeting athlete, a working memberof the press, a delivery person, aticketed spectator, an Olympic Familymember or an Olympic staff member.Signs at several points outside of the
venue directed people to the appropri-ate entrance. In addition, these signsindicated the credentials and accessprivileges necessary for accessthrough that particular entrance.
Competing athletes entered throughthe athlete entrance, usually aboard abus coming from an Olympic village.As the athletes departed the bus, theircredentials were inspected by either anaccess controller or a security officerto verify that the letter designation was“F” and the pictogram on the accesscredential corresponded to the sportbeing played at the venue. After thebadge bar code was wanded, theathlete passed into the venue.
A working member of the press en-tered through the press entry. His orher credential was checked for theappropriate letter designation (“E”)(almost all of which had infinity picto-grams). This process was conductedby an access controller. The credentialwas not wanded due to problems in theprinting of bar codes on the “E”credentials.
A delivery person entered the venuethrough a designated vehicle deliveryentrance. A security officer checkedthe delivery person’s credential andthen checked a delivery log to makesure that the delivery was scheduled.The security guard then inspected thevehicle and wanded the credential. Thedelivery person was then allowed toenter the venue.
A ticketed spectator gained entranceto the venue through the use of a spec-tator gate. Neither access control norsecurity checked spectators.
An Olympic Family member entered avenue through the VIP/guest entrypoint. This point was usually mannedby access control, security and proto-col. Each Olympic Family member’s
credential was inspected for theappropriate letter designation andpictogram by an access controller. Insome situations, particularly at highdemand sport events, the accesscontroller asked the Olympic Familymember for a ticket. If the credentialswere in order, the bar code of the cre-dential was wanded and the OlympicFamily member was allowed entry.
An Olympic staff member requiringentrance into a venue entered throughthe staff check-in point. Those staffmembers who had captive badgespicked up their credentials from a staffcheck-in clerk. They proceeded to a barcode stand where their badges werewanded and proceeded to their workstation. Those individuals who pos-sessed non-captive badges proceededdirectly to the bar code stand. It was atthis point that their credentials werechecked for the appropriate pictogram.The bar code was wanded and theyentered the venue.
Personnel who arrived at the wrongentry point were directed to the rightarea. In cases where an individualarrived without a credential or with aninappropriate credential, access con-trol determined the validity of theirclaim for venue access. If the claim waslegitimate, access control issued atemporary work pass or an emergencyservice pass.
Entry to an Olympic village, like avenue, depended on the individual andthe reason for access. Signs at severalpoints outside of the village directedpeople to the appropriate entrance.
55
Accreditation andAccess Control
An athlete entered the village eitherthrough the athlete bus entrance or onfoot through the main entrance. Thosearriving by bus had their credentialsinspected by a security officer or by acheck-in clerk at the main entrance.The person that did the check-inverified that the letter designation wasan “F.” After the badge bar code waswanded, the athlete passed into thevillage.
A bar code reader was located at themain entrance only. A working memberof the media entered through the mainentrance. His credential was checkedfor the appropriate letter designation(“E”) by an access controller. Themember of the media would then gothrough a security inspection point andbe escorted into the credentialexchange section of the entry area. Atthis point, the journalist exchanged hisOlympic credential for a village pressbadge and entered the village pressarea. The number of media allowed ineach village was limited to 200 at anyone time at the UCLA or USC villagesand to 40 at UCSB.
Olympic Family and vehicle deliveryentry into the villages was basically thesame as at the venues. Staff check-inalso followed the venue procedure.
Guests of NOC delegations entered thevillage through the main entrance. If apass was available-each delegationwas allocated a number of guestpasses based on its delegation size-the guest went through the securityinspection point and was escorted tothe credential exchange section of theentry area. At this point, the guestexchanged some form of identificationfor one of the NOC’s guest badges. Theguest was then escorted to the waitingarea where he or she was met by arepresentative of the NOC and admittedto the village.
All Olympic credentials contained barcodes encoded with the personalidentification number (PID) of thecredential holder. The purpose of thisbar code was to discourage the illegalduplication of credentials and create amethod for voiding a credential. ThePID number was read by a bar codereader at each external Olympic siteaccess point. The bar code readersthemselves were small electronicdevices which were programmed tocompare PID data contained on thebadge bar codes against a pre-deter-mined set of invalid PID numbers andthen inform the access clerk via audibleand visual signals.
At each entry point at a venue, thecredential was wanded to test itsvalidity. Those which had been de-authorized were captured and thecredential holders were detained.
The job of wanding (reading the barcode) was performed by both accesscontrollers and security officers. Theresponsibility for usage, updating, andmaintenance belonged to accesscontrol.
Once a determination was made todeauthorize a credential-usually
because a credential was lost or stolen,or the holder had abused his accessprivileges-the background informa-tion was put into the accreditationcomputer system and a report wasgenerated. This report was distributedto all the venues to be added to thememory of the bar code readers. Thisprocedure was updated on a 24-hourbasis.
The movement of personnel within anOlympic site was controlled entirely byzone numbers found on the Olympicaccess credential. Access controlpoints which demarcated the entry intonew zones were manned by accesscontrollers and/or security officers. Itwas the function of the person man-ning this point to visually identify theappropriate zone number on the Olym-pic credential. The credential holdercould only pass through this pointwhen his or her access credential con-tained the appropriate zone number.
Internal signage was developed whichpictorially showed the access creden-tial codes necessary to gain entrancethrough the access control points.These signs were placed on both sidesof the access control point to allow forefficient flow from both directions.
5.05Summary and recommendations
The Olympic accreditation and accesscontrol planning and operations sys-tems were highly successful in manyareas while other areas required last-minute development.
Accreditation badge designThe two-part badge for LAOOC staffand contractors was a new concept inbadge design and was highly flexible. Itallowed the identification portion of thebadge to be prepared prior to theassignment of site and access privi-leges and facilitated the changing ofaccess privileges, if necessary, after abadge was issued. Thus, accreditedpersons did not have to have theirpicture re-taken if their site or accesscodes were changed. Since individualpicture-taking was the most difficultpart of the accreditation process tocontrol, the two-part badge systemprovided major advantages to theorganizers.
The badges for Olympic Family mem-bers were organized mostly along therequirements outlined in the OlympicCharter. However, the LAOOC wasrequired to design special solutions foradditional team officials in excess ofthe charter limits (“Fx”), for additionalnon-competition-related IF officials(“J”) and for observers from futureGames organizers, organizingcommittees of various other sportingevents and for committees from citiesconsidering a bid for a future OlympicGames (“O”).
The badges themselves were attrac-tive, lightweight and easy to read, evenfrom a distance. The use of largerletters for name, function and organiza-tion as generated by computer-basedbadge printing systems is highlyrecommended for future organizers ofall kinds of events where accreditationis required. The many security featuresincorporated in the badges provedworthwhile as forgeries of accredita-tion badges were not in evidence.
Accreditation badge processingThe credentialing operations workedbecause of a core group of staff whowere dedicated to overcoming anyshortcomings in the system. Theoverall design of the system wasadequate and produced a majority ofthe badges correctly and on time.
The task of processing individualapplications and matching them tospecific job requisitions, site andaccess code assignments wasextremely complex. Thousands ofchanges were made after original inputhad been made and re-issuance ofbadges was sometimes necessary.To assist this, it would have helped tohave had sufficient computer capacityto be able to process changes and re-print necessary identification andaccess code badge sections quickly.
In the future, it is essential to developand test badge printing software wellin advance of the Games and at a levelwhich will simulate the requiredcapacities for Olympic Family, staff andother accredited groups. Because dataon the actual Olympic accreditedpersonnel—whether Olympic Family,staff or others—is always late incoming, it is necessary to be preparedto generate thousands of badges at thelast minute. The personal computer-based back-up system for OlympicFamily badges was a worthwhileprotection device.
All groups requiring accreditation mustbe well informed of the procedures foraccreditation. It might have beenhelpful to publish a short document forstaff and contractors which detailedthe accreditation process in much thesame manner as the Identity CardManual did for the Olympic Family.
A very high level of pre-Games turn-over among the contractor employeesmade the distribution program morecomplex than it should have been. Itmight have been more efficient to havethe access credential portion of thebadge attached at the venue and not atthe main accreditation center. This wasdone towards the end of the Games.
Access control staff,recruitment and trainingThe recruitment function went quitesmoothly and the quality of personnelwas very good. Attrition was minimal.The decision to use an all volunteerstaff proved successful as a high levelof dedication and motivation to get thejob done was evident at almost everyvenue.
Bar code operationsThe BCR program worked as much fromits image as a sophisticated system asit did from the reality of its detectionability. Very few technical problemsoccurred and the system proved to bea great deterrent as only a handful offraudulent badge-users were actuallydetected.
There were irregularities in the printquality of the bar coding on the “E”(media) badges and on some OlympicFamily credentials. Some weremistakenly de-authorized at the OAC,which caused undue delay and someunpleasantness for those individualsaffected when they tried to enter avenue or village. The media credentialswere not read at any site because somany were improperly printed.
Olympic Family operationsOlympic Family accreditation wentvery well. More than 15,000 peoplewere accredited and the overwhelmingmajority were processed in a quick,courteous and efficient manner.
Contributing to this success were thefollowing factors: insistence that thecomputer system and its operation beunderstood; careful coding andfastidious proofreading of OlympicFamily lists; advance verification andrevisions of the largest NOCs’ familylists by the respective chefs demission; advance chef arrivals andprocessing through delegationregistration; and knowledgeable anddecisive leadership combined withwilling and conscientious workers.
Access control summaryVenue access control fell into twofunctional areas: the staff entry/exitpoint and access zone control. On asystems level, each of the proceduresof these functional areas workedaccording to the original design. Someproblems arose in the efficiency of thestaff entry point because of weak-nesses in the credentialing processwhich placed a heavy reliance on thetemporary pass sub-system of accesscontrol rather than the primary systemof Olympic credentials. Although theaccreditation system worked in gen-eral, a large quantity of the staff badgesdid not arrive at the appropriate siteuntil after the Games began. Thisresulted in a need to issue majorquantities of temporary passes.
Zone control had a few problems, mostwith the ineffectiveness of interiorsignage and restrictions on accessprivilege assignments. Overall, theOlympic accreditation and accesscontrol operations were generallysuccessful because the systemsworked and because alternate meth-ods were developed to adjust tounique sets of circumstances.
56
A d m i n i s t r a t i o n
6
Administration
6.01Nature of services offered
From the earliest days of the LAOOC in1979 through the close-out and teardown period following the Games, oneof the constant needs of the staff wasfor general administrative services.No successful office can operateefficiently without well-managedcommunications, conference, mail andreception services, but this became allthe more important as the LAOOC grewfrom 11 persons at the end of 1979 to1,530 just prior to the Games.
The Administration Departmentprovided general office services for theLAOOC including:
o
o
o
o
o
o
o
o
Business cardsConference room reservationsCourier servicesFood and beverage services withinthe office complexMail delivery, pick-up and postageOffice furnishing, in conjunction withthe Material Logistics DepartmentOffice movement, packingand unpackingPhotocopying, in conjunction withthe Technology Department
o Parking for staff and visitorso Reception serviceso Satellite office negotiations and
set -upo Security at the LAOOC offices, in
conjunction with the SecurityDepartment
o Shipping, receiving and warehousingat the main office site
o Telecopier and telex services, inconjunction with the TechnologyDepartment
o Telephone service, in conjunctionwith the Technology Department
o Travel services, in conjunction withthe Finance Department
o Word processing services
Administrative services were handledby a senior member of the administra-tive support staff from inceptionthrough late 1982, when an Adminis-tration Department was formed. At itspeak in the pre-Games period, therewere 39 people working in Adminis-tration, eight in word processing andfour in travel.
6.02Office environment:1979—1981 in Century City
In the LAOOC’s infancy, office spacewas established on half of a floor in amodern office building in the CenturyCity area of west Los Angeles, at10100 Santa Monica Boulevard. As thestaff was small, needs were modestand were handled (at peak) by theoffice manager (a senior support staffperson), one receptionist, one mailclerk and one supply clerk.
Facilities in this period (April 1979-July1981) included one large and one smallconference room, a communicationscenter with one telex machine and onephotocopier, a reception area and asmall kitchen.
Parking was available in the buildingand was purchased for employees bythe LAOOC. Guests who parked in the
building’s underground garage wereprovided with complimentary parkingby use of adhesive labels (validations)purchased by the LAOOC, representingblocks of time.
6.03Office environment:1981—1983 in Westwood
As the staff enlarged, the Century Cityheadquarters became crowded ratherquickly. An agreement with theUniversity of California, Los Angeles(UCLA) was made for office space on atemporary basis in advance of theconstruction of a new office buildingwhich would house the LAOOC’sadministrative headquarters. The UCLAcampus is located in west Los Angeles,not far from the Century City offices.
The LAOOC moved to the UniversityExtension building in July 1981 andoccupied the entire sixth and half of theseventh floor for a total of about30,000 square feet. Facilities similar tothose in Century City were installed,including two conference rooms.Security facilities were installed for thefirst time and included the wearing ofpicture identification badges byemployees and temporary identifica-tion badges by guests. Guest identi-fication badges were color-coded forregular visitors (blue) and for specialguests (red), including IOC membersand members of the LAOOC Board ofDirectors. A security guard was onduty during non-business hours.
Daily appointment sheets werecompiled and distributed to inform allof the approximately 50 employeesabout business being transacted inother departments. Mail delivery to theLAOOC was enhanced when the UnitedStates Postal Service granted a specialZIP code for all LAOOC mail: LosAngeles, California 90084 USA. Byacquiring this special code, no streetaddress was required and all LAOOCmail could be addressed in the sameway from approximately July 1981through the end of the existence of theOrganizing Committee. In view of themany moves which were to come, thisproved to be a wise action and savedconsiderable confusion among thosewishing to contact the LAOOC.
While the LAOOC occupied a floor anda half in the Extension Building, a newstructure was being built directlyacross the street in an existing UCLAparking lot. This three-story buildingbecame the LAOOC’s administrativeheadquarters in July 1982, just aftercompletion of the building itself. Thisnew headquarters provided morespace and facilities for the LAOOC,which had now grown to approximate-ly 100 people. The LAOOC contributedmore than $3 million to the construc-tion of the project, in effect paying itsrent in advance in order to assist withthe construction of the building.
The building offered more facilities andfeatured special furniture componentsand security arrangements. Theinterior offered about 55,000 usablesquare feet (70,000 square feet gross)for use and included a total of sevenconference rooms. Office furniture wassupplied by Westinghouse Office
58
Systems through a sponsorshipagreement with the LAOOC. Thesemodular work stations provided much-needed flexibility in the design and sizeof work spaces for the different groupswhich were placed in the building.Security was given a high priority andspecial precautions were taken to keepintruders away. Search lights weremounted on the roof of the building andclosed-circuit television cameras wereplaced on the roof as well as inside thebuilding to monitor the movement ofpeople, especially after businesshours. 1
Communications services includedtwo telex machines and full-timeoperators to go with them. Two high-speed telecopiers were installed forboth manual and automatic use. Inaddition to a receptionist, two full-timeswitchboard operators were hired andwere present from 0800—1800 daily.
Conference rooms included four roomsseating 10—14, a third floor room forexecutive use only, seating 20, a first-floor conference area for 25—50 and anauditorium-style room which couldaccommodate up to 150 persons.Conference rooms were reserved on abooking basis only by the receptionist.No special equipment or facilities foraudio-visual use, food service or soundsupport were provided in any of theserooms.
Food and beverage services wereavailable at several points. Each floorhad a small area designated for coffeeservice, while soft drinks and mineralwater were provided by sponsorsCoca-Cola and Perrier. Orange juiceand non-carbonated fruit drinks weremade available as well. An employeelunch area was available in a separateroom on the first floor, which alsocontained several vending machinessupplied by UCLA. A microwave ovenwas also provided by UCLA to heatprepared foods from the vendingmachines. A notable favorite amongstaff members was microwave-prepared popcorn.
An executive dining room was setup in September 1982. Hot luncheswere served daily (at no charge) toexecutives who signed up for one oftwo sittings (1145 and 1300) ahead oftime. Luncheons were arranged fordepartment meetings if desired and thedining room could accommodate 24people. Eventually, a cold sandwich,soup and fruit menu was arranged andall department executives wereexpected to sign up for at least twolunches per week for the purpose ofexchanging ideas and sharing statusreports on matters of commoninterest, This goal was reached in early1983 and led to the formation of thesuccessful cafeteria concept at theCulver City headquarters buildingsome months later. The 1300 seatingbecame available for business luncheswith non-Committee staff (guests).
Mail delivery was increased to twiceper day for both inter-office mail andposted mail. Memorandums distrib-uted to management staff or to all staffwere handled as part of the mail runsthroughout the building. Outgoing mailvolume in July 1983 reached 41,000pieces and special courier servicedeliveries averaged 500 per month.
LAOOC office furniture was a modularsystem integrated with movablepartitions which segmented the openoffice areas into work stations andincluded desks, credenzas, files,storage units, tables and chairs. Thedesign of the new building wasbasically open down both hallwayswith closed offices lining the outersides and ends and conference andutility rooms in the middle. Thisenabled the Administration group torevise the floor plan periodically for thebenefit of new employees withouthaving to tear down permanent walls.Eventually, however, the number ofpersons working on all floors simplyexceeded the building’s capacity,requiring the move to larger quartersin Culver City.
2
Office supplies and smaller-sizedfurnishings were handled by an on-sitesupply room which operated from0900-1200 daily. Orders submittedafter those hours were delivered thefollowing morning.
1 In spring of 1980, Soviet Olympic plannersvisit with LAOOC President Peter V.Ueberroth at the LAOOC's first administra-tive headquarters in the Century City area ofwest Los Angeles.
2 In July 1982, a growing LAOOC staff movesinto a new, three-story building on thecampus of UCLA.
3 Temporary partitions and walls divide theinterior of the LAOOC administrative head-quarters into suitable workspace whilefestive banners and shapes hang from theceiling to brighten the environment.
359
Administration
Staff parking began in UCLA’s Lot 1,part of which had been used as the siteof the building itself. Parking waspurchased by the LAOOC from theuniversity and was limited to an agreednumber of spaces. Some of thesespaces were used for guests, but thisbecame increasingly difficult as thenumber of permanent staff increased.Finally, the LAOOC purchased parking ina number of lots on the UCLA campusas well as in the surrounding commer-cial district. The LAOOC provided freeparking to all staff members, generallywithin a four to six-block walk of theOrganizing Committee headquarters.Volunteers and business visitorsparked in a commercial parking lotacross the street from the LAOOC build-ing and had their parking tickets paid bythe LAOOC by use of a sticker systemsimilar to that used in Century City.
After the completion of an agreementwith Xerox, photocopying machineswere placed on all three floors of thenew building. One high-volume copierwas placed on each of the three floorsand a second high-volume copier waspresent on the third floor. Twelvesmaller machines with varyingcapabilities and speeds were placedstrategically throughout each floor.Special attention was paid to uniqueneeds for oversized copying andenlargement to handle larger-sizedjobs on a reservation basis, includingsome rudimentary binding involvingGBC brand combs. The copy centeroperator also coordinated all photo-copier repairs, re-orders of supplies,routine maintenance and service calls.
A reception area was provided forvisitors and all non-LAOOC employeeswere issued a visitor’s badge uponentry. Badges previously used at theExtension Building were discardedand a single, red “visitor” badge wasissued. Guests were not issued badgesuntil verification of their appointmentwith an LAOOC staff member was madeand some form of personal identifica-tion was shown. LAOOC staff membersentered and exited from the back of thebuilding, where their picture identifica-tion badges were kept. These badgeswere also changed in early 1983 to asmaller size for ease in issuance andstorage.
Security was very tight and was limitedto persons with legitimate businesswith the LAOOC. A well-respected localprotection firm was hired to providearound-the-clock security for the build-ing, including holidays and weekends.The reception area was staffed for visi-tors and included monitor apparatusfor the television cameras placedthroughout the building. Securityguards at the back entrance handledthe ingress and egress of LAOOCemployees, who were required to turnin and pick up their identificationbadges every time they entered orexited the building.
Shipping and receiving services at theWestwood building were kept to aminimum, since there was very littlestorage space available. The majortask with regard to shipping andreceiving was the movement of equip-ment and supplies between rentedwarehouse space and the LAOOC office
when supplies were needed. Neces-sary storage was usually relegated tocorners of offices and sometimes inhallways.
Word processing was established as aseparate service in May 1983. Its mainfunctions were to assist support staffin the preparation of long documents(greater than five pages) and the gener-ation of large numbers of genericletters, usually to five or more address-ees. In addition, the word processinggroup provided proofreading services,gave seminars on the operation ofoffice automation equipment suppliedby IBM, and tested prospective wordprocessing applications. Turnaroundtime for most projects was eight hourson a first-come, first-served basis, withrush projects scheduled at the discre-tion of the group manager. Longerprojects required advance schedulingto meet particular deadlines. At itspeak in Westwood, the word process-ing group included a manager and fouroperators, including one person work-ing on an evening shift. Equipmentincluded five IBM Display writers, twospecial printers and a special feeder foraddressing envelopes.
As the staff, contractors, consultantsand volunteers working in the LAOOCoffice moved past 500 persons in mid-1983, it became clear that new, muchlarger facilities would be needed.Although it had been thought at onepoint that sufficient room would existin the UCLA building to house the entireadministrative staff for the Games, itwas necessary to find another home.
Although the majority of the LAOOCstaff left the UCLA building in August1983, several functions remained. TheCeremonies Department was housedat Westwood through the Gamesperiod, and staff from the UCLA Village,gymnastics and tennis were presentin the months leading up to theiroccupancy at the sites of their venuesand villages. In addition, the West-wood building was used as a Gamesstaffing center for people living on thewest side of Los Angeles and in theSan Fernando Valley.
6.04Office environment:1983—1984 in Culver City
In its search for a final site for itsadministrative headquarters, theLAOOC looked for a large building withlarge amounts of open space that couldbe easily altered to handle a rapidlyexpanding staff. Although severaloptions for existing office-style spaceexisted, the Organizing Committeeopted to occupy an old warehouse inCulver City, California, located justnorth of the Los Angeles InternationalAirport and about ten miles southwestof the UCLA campus where theprevious LAOOC office had been. In all,the “Marina Center,” as it came to becalled, included four buildings withopen interior space of approximately180,000 square feet. Prior to its use bythe LAOOC, it had been a helicopterengineering and design center.
The main building obviously was notsuited for office use, but was re-designed for the LAOOC’s needs. Withthe knowledge that it was to be usedfor only one year, the AdministrationDepartment oversaw the installation ofa large number of temporary partitionsand walls to divide the space intosuitable work space for the variousdepartments which required enoughroom for not only their current staffs,but also for peak staffing just prior tothe Games, The furniture which wasused in Westwood was left there andnew, light, movable desk and returnunits were brought in. With only a fewexceptions in the executive offices,everyone used the same furnishings invarying arrangements.
The strength of the Marina Centerdesign was its lack of permanentdividers and walling. The open workingspaces forced interaction amongemployees from different depart-ments, who worked within touchingdistance of their neighbors. Further, thecentral pathways through the buildingencouraged interaction betweendepartments and helped to forgebonds among the Organizing Com-mittee staff as a company with a singlepurpose, rather than as a group ofunrelated departments working on acommon timetable. It was often notedthat as much was accomplished whilewalking toward the cafeteria for lunchas during an entire day at one’s desk.This interplay between responsiblemanagers and their staffs helped toreinforce the urgency of the work athand and assisted the progress of theLAOOC in an intangible way that couldnot have taken place in a more typicaloffice environment.
The main office complex was basicallya one-floor building with 25,000 squarefeet of warehouse space on one side.Second floor spaces were available oneach end of the building. A remarkablestructure of steel pipe painted in aquaformed a two-story office area for theArchitecture and Construction Depart-ment. Additional electrical wiring wasdone beneath a false floor to addoutlets for individual use. The ceilingand walkways were decorated withfestively colored shapes and lines andsonotubes were placed at the entranceto major pathways across the building,much as they would be placed at entrypoints at the venue for the Games.
Almost 20 conference rooms wereavailable in various areas throughoutthe building. The main conference areaon the main floor had a capacity ofalmost 200 persons and was speciallycarpeted and a sound system wasinstalled. Conference room schedulingwas instituted as in Westwood and aroom schedule summary was circulat-ed for some time before ending for lackof interest. The Electronic MessagingSystem (EMS) was later used to requestconference facilities and verify reser-vations. The executive office wing onthe second floor had its own confer-ence room for roughly 20 persons.Even these facilities became overbur-dened close to the Games, especiallysince many departments were holdingclasses and training seminars for theirGames staff. An agreement with the
property owner allowed use of anadditional building adjacent to theMarina Center and on the same lot.Large, open areas became available forconference use on a booking basis andsuited the need for additional meetingspace for groups of up to 500 people.Meeting equipment and furniture wasprovided by the LAOOC.
Courier services for deliveries outsideof Los Angeles were heavily used atthe Marina Center. A full-time repre-sentative of DHL Corporation, theLAOOC’s official supplier of courierservices, was present to assist withlarge shipments. The presence of aprofessional courier service was espe-cially important when large packageswere sent to the National OlympicCommittees or other large groupswithin the Olympic family. Time-sensitive documents such as accredi-tation forms or shipping instructionswere arranged well in advance andspecial arrangements often had to bemade for countries which did not haveefficient mail service and to whichthere was no other effective method ofdelivery. In all, the LAOOC compiled acourier service bill of $323,217.17 withDHL, most of which was covered byDHL’s in-kind commitment as part of itssuppliership.
Food and beverage services were care-fully planned. Since there were manyfewer restaurants in the area than inWestwood and because the interac-tion between department managers inthe executive dining room in West-wood had proved effective, foodservice plans for the Marina Centerincluded a cafeteria. A building whichhad been previously used for thatpurpose by prior tenants was refur-bished and opened in late August. Thecafeteria included one large room for allstaff and three smaller, private roomswhich could be used for meetings orprivate luncheons. Owing to thefavorable year-round weather inSouthern California, however, the pre-ferred seating areas were outside in apatio setting, using lattice-styledchairs and shaded tables.
ARA Services, the LAOOC’s sponsor forfood service and athlete transportationmanagement, operated the cafeteriaand brought in the necessary equip-ment. A breakfast menu was servedfrom 0700 to0830 and a full lunchmenu was available for 1130 to 1400from Monday through Friday. A varietyof complimentary beverages wereavailable, including coffee, hotchocolate, juices, mineral water, non-carbonated fruit drinks, soft drinks andtea from opening through lunchtime.Beverage counters were installedthroughout the main building withcoffee, tea and soft drinks available.The cafeteria was formally named theCafe de Coubertin in honor of thefounder of the International OlympicCommittee and leader of the modernOlympic movement, Baron Pierre deCoubertin.
60
All permanent staff and volunteerswho worked at the Marina Center wereentitled to a once-daily subsidy of $2on their lunch food purchases. TheCafe de Coubertin was not open tovisitors unless accompanied by a per-manent staff member. Additional foodservice areas were available in the mainbuilding, including vending machinesfor prepared sandwiches and othersnacks. A microwave oven was pre-sent to warm foods and a cooler wasprovided for employee lunchesbrought to the office.
The cafeteria concept was atremendous success. It encouragedcamaraderie within departments,provided a natural forum for discus-sions between members of differentdepartments and was a quick and easyway to eat a mid-day meal at adiscounted rate in a short period oftime. Crowding became common latein the pre-Games period as the size ofthe staff overwhelmed the Cafe deCoubertin, but this did not cause anymajor problems.
Mail delivery and postal servicesincreased as the Games approached.Deliveries were made to all depart-ments twice per day. Individual piecesof metered mail (using standard enve-lopes) from the Marina Center followedthe following pattern:
Month Mail pieces
September 1983 36,319October 1983 33,715November 1983 49,387December 1983 65,298January 1984 57,434February 1984 66,002March 1984 77,746April 1984 105,066May 1984 207,153June 1984 122,860July 1984 112,089August 1984 65,041
Total 998,110
The expenditure total for mail deliveryduring this 12-month period was$381,759.41. However, specialdeliveries, odd-sized packages andlarge shipments (both national andinternational) totaling $1,346,893 werealso sent from the Marina Center aswell as from all other satellite offices.Local messenger deliveries totaling$239,656.33 were sent from Septem-ber 1983-August 1984. The heaviestactivity for the local messenger ser-vices came in April-August 1984, withApril, May and August about equal andJune-July double that. National ship-ping services outside of DHL were light,averaging 400-500 pieces monthly,but 1,097 pieces in August 1984.
Office furnishings consisted ofstandardized units of lightweight deskswithout drawers, shorter typewriterstands on rollers and two-drawer unitson rollers. These three-piece sets wereissued to almost all staff, along withextra individual units where available.A limited number of bookshelves,cabinets and wardrobes were alsoavailable. These units were wellreceived because of their flexibility andclean appearance. Special, adjustable
chairs were ordered and provedworkable. These furnishings were notordered after the beginning of May1984, however, and staff which joinedthe LAOOC after that time were issuedfolding chairs and tables to work on.
The movement of LAOOC staff fromthe Westwood building to the MarinaCenter took almost five weeks andwas orchestrated in stages. A “filereduction contest” was staged at theWestwood office prior to the moveand was won by the Youth ServicesDepartment, based on the amount oftrash generated by each department,divided by the number of employees inthat department. This was an effectivemethod of encouraging a review of filesso that unnecessary paper would notcontinue to accumulate.
Photocopying needs increaseddramatically as the staff grew. A totalof 24 machines for staff use wereinstalled throughout the building,including 15 smaller-sized copierswith enlargement and reductioncapabilities, four convenience copiersand five large volume copiers withautomatic feeders, sorters andstaplers. In all, some 23,308,151copies were made between August1983 and the end of August 1984 bythe LAOOC staff. This includes workprocessed at the Copying Center, aseparate photocopying shop set up atthe Marina Center for handling verylarge projects. It was equipped withtwo of Xerox’s largest photocopyingsystems, a smaller, automated copierand a stitcher for stapling needs. Inaddition to regular photocopying, theCopy Center could reproduce overheadtransparencies in various backgroundcolors, generate mailing labels, copyonto parchment award certificates andreduce oversized originals to standard-sized copies. Typical Copy Centerprojects included reproductionstotaling 500 or more pages. Smallerapplications were often run by staff atnight, using one of the five largevolume copiers located around thebuilding. A Xerox model 2080 copierwas also installed in the Architectureand Construction Department. Thismachine was able to handle theoversized copying requirements forblueprints and other constructionplanning documents. The 2080 savednot only money for reprints of plansand blueprints, but more importantlysaved immense amounts of time forthose who needed the reproductions.
Parking at the Marina Center becamecrowded relatively quickly. The lot wasre-striped to accommodate more carsand additional spaces were acquired inearly 1984. Finally, in April, there wasnot enough room for staff and volun-teer parking and an additional lotapproximately seven miles away wasobtained. Parking passes weredistributed to staff and a shuttle busfrom the off-site lot was established.Although usually efficient, the off-siteparking plan was not accepted bysome employees, who parked on theside streets in surrounding areas
around the Marina Center. The park-and-ride shuttle system continuedthrough June, at which time enoughstaff had left for their Games siteoffices that parking at the Marina couldcontinue without special controls. Aspecial lot was set up for visitors, nearthe front entrance on Walnut Avenue.A helipad was available between themain building and the adjacent confer-ence center building and was usedheavily by President Peter Ueberroth.
Reception services were increased toinclude two receptionists on duty full-time during the day, along with securitypersonnel to authorize entry and issuevisitor’s badges. Bags and parcelsbrought into the Marina Center weresearched and X-rayed for securityreasons and in the months just prior tothe Games, all visitors were required towalk through a magnetometer, similarto those which would be used at thevillages. Switchboard duties weretaken over by the CommunicationsCenter.
Visitor access procedures becamestandardized in September 1983. Listsof visitors had to be supplied by eachdepartment at least one day in advanceof arrival in order to have badgesissued to them. Calls to the appropriatedepartment were made to announcethe arrival of any visitor and an LAOOCvolunteer escort would then walk thevisitor to the department concerned.The volunteer escorts worked in shiftsand were extraordinarily helpful; 150-200 were used on a daily basis. Visitorswho came unannounced or for whom aprevious instruction regarding arrivalhad not been made were asked to waitwhile a call was placed to verify theappointment. In addition to the securityprecautions taken at the frontentrance, special care was taken toguard the employee entrance at therear of the facility. The LAOOCcontracted with a security firm to pro-vide guard services at the MarinaCenter in the same manner as at West-wood. All employees at the MarinaCenter had to wear identity badgeswhich were handed out and re-captured on a daily basis. Securitypersonnel patrolled the main building,asking the identity of those who werenot wearing a badge in plain sight. Aproperty release system using signedforms allowed the movement of equip-ment and files outside of the MarinaCenter and briefcases and handbagswere routinely searched after the endof the Games to guard against theft.
Shipping and receiving became moreimportant at the Marina Center than ithad been at Westwood, since therewas warehouse space of about 25,000square feet on one side of the mainbuilding. Shipping and receiving wascoordinated through a special interiorgate which was controlled by securitypersonnel. Additional warehousingspace became available in an adjacentbuilding which was not used for officesand could therefore be fully secured atall times. Department uses of thewarehouse area were coordinated bythe Administration Department andeven included the assemblage of12,000 sets of press gifts into two12 by 60-foot trailers.
4
4 Access to LAOOC facilities for staff andvisitors is controlled by a badge system.
61
Administration
Communications services includingtelephone, telecopier and telexservices were handled in a centralizedCommunications Center in cooperationwith the Technology Department. A2000-line switchboard was providedby AT&T, an official sponsor for tele-communications, but only 1,400 lineswere planned for. As the number ofstaff, consultants, third-party contrac-tors and volunteers exceeded thenumber of available lines, telephoneswere shared and second and third lineswere deleted from management lines.Two high-speed (CCITT Group Ill-com-patible) telecopiers were installed byXerox and telex requirements grewfrom a single machine to three mac-hines with four-line capabilities each.While telecopier requirements wererelatively modest and were mostly forintra-LAOOC communications betweenremote offices and the Marina Center,telex communications became thelifeblood of the Organizing Committee.Its immediacy and written format wereits principal advantages and it wasused heavily by the LAOOC. Sensitivecommunications with the IOC, Inter-national Federations, National OlympicCommittees, foreign news media andsponsors/suppliers were sent by telex.
All telex messages had to be approvedby a vice president or higher levelexecutive before transmission and allmessages received were distributednot only to the designated addressee,but also to the executive offices andthe person to which the addresseereported. After some unfortunateerrors, all telex messages were inputby one operator and proofread by asecond before transmission. Thegreatest logistical difficulties foroperating departments and the Com-munications Center regarding outgoingtelexes was the time-consumingnature of sending telex messages to all159 National Olympic Committees.Future organizers are strongly urged tofind an early, automated solution to thetask of communicating a similarmessage with individual alterations toall of the NOCs. Examples of typical allNOC telex messages includeannouncement of ticket allocations,information on deadlines for athleteregistration, village reservations, pressaccreditation and completion of Olym-pic Family Lists and identity cards.
The volume of incoming telex trafficbecame so great that a special taskforce was formed in late April to reviewall incoming telex messages, assign lognumbers and route the messages tothe proper people. This group con-sisted of approximately six personsand met each morning at 0730 todistribute the messages receivedovernight. Task force members on arotating basis usually checked for newmessages about every four hours. Bylate May, upwards of 400-500 telexmessages were being received daily.The departments receiving the great-est number of messages were NOCServices, Olympic Family Services/Protocol and Press Operations.
Electronic Messaging System (EMS)terminals were installed throughout themain building in late December of 1983.Since each employee was identified inthe system from their Games staffapplication, telex messages were sentto the persons concerned via EMS,rather than through hard copy. Thispractice continued throughout theGames and speeded the transmissionof information dramatically.
The Communications Center was alsoresponsible for the operation of theLAOOC’s paging and radio systems, incoordination with Technology. Pagingwas initiated exclusively through callsto the Communications Center until thepaging interface programming withEMS was completed; both methodswere then available. Radio communica-tions to the Marina from vehicles withinstalled radios were opened at0700each morning and continued through atleast 1900 and, close to the Games,2100 hours.
Word processing expanded at theMarina to include seven IBM Display-writers and two special printers. Atpeak, the word processing staffincluded a manager, supervisor, fiveoperators and a proofreader. Typicaloutput for individual weeks averaged2,500 pages plus hundreds of addi-tional labels and envelopes for alreadyprepared mailing lists. Operating andprocedures manuals were processedfor 12 departments.
A special feature of the Marina Centerwas the Company Store. This area wasinitiated so that employees would havethe opportunity to buy LAOOC-licensedgoods at a centralized point, at adiscount. A wide variety of productswere offered and this service was well-received by the staff and volunteers.
The Marina Center, while well-knownas the home of the LAOOC, was notidentified as such on the building. Infact, a large sign showing the streetaddress, 2560 Walnut Avenue, wasthe only exterior identification of thefacility. This precaution was taken toensure that the building would notbecome a target for groups who didnot have legitimate business with theLAOOC or otherwise wished to disturbthe work in progress there.
6.05Role of the AdministrationDepartment during theGames period
During the time of the Games, very littleactivity took place at the MarinaCenter. With the equipment and staff inplace at the sites, little was required ofthe Administration Department otherthan the dissemination of items to theproper sites from the Marina Center,which continued to receive deliveries,mail, telexes and other items. Checksfor vendors who required collectionupon delivery of goods also had to betransported quickly.
Key personnel were dispatched toother areas. The manager of theAdministration Department wasassigned to the Olympic village at USCto assist there. The assistant managerof the department had previously beenassigned to the Community Relationsoffice at Exposition Park. Small
pockets of activity in the Marina Centerincluded the centralized functions andexecutive offices and the OperationsCenter, which was formed out of anexisting area.
The major task was the delivery of mailand other physical items received atthe Marina Center and the pick-up ofmail from the sites for posting at theMarina Center’s central mail process-ing facility. A fleet of four automobilesand four motorcycles were used tovisit each operating site daily. Venue,villages and major support sites suchas the Main Press Center were visitedtwice daily. Multiple stops were madeat the village sites: nine stops at USCand seven at UCLA. This systemworked very well and no major prob-lems were encountered. The systemran daily from 6 July-l 2 August.
6.06Office environment:Post-Games period
The move-back to the Marina Centerwas expectedly chaotic after the end ofthe Games on 12 August 1984. ASmany of the chairs, desks, drawer setsand returns had been taken to the sitesfor use during the Games, they werenot available for the use of returningstaff and in fact were shipped to theLAOOC’s Materiel Distribution Center(MDC). Instead, folding tables andchairs were substituted with therealization that most of the employeeswould be terminated within one monthfollowing the end of the Games.
A major portion of the administrativeeffort in the immediate period after theGames was moving equipment andfurniture out of the Marina Center andback to the MDC. It was not uncommonfor trucks to arrive by mistake at theMarina Center rather than the MDC,unload equipment which had beenpicked up at the venues and leave itthere. A coordinated effort managed toremove these items to the MDC wherethey belonged.
As hundreds of employees wereterminated each week after the Games(17, 24 August and 7 September), themajor efforts were on wrapping up thedepartments, writing final reports,sending out letters of appreciation andcertificates of recognition and remov-ing personal effects. Briefcases andhandbags were checked by securitypersonnel at the staff exit gate ofthe Marina Center to prevent theft.Departments were asked to pack theirremaining archive materials in prepara-tion for the move out of the MarinaCenter and back to the Westwoodbuilding which had served as a staffingcenter and the headquarters of theCeremonies Department. The lastday for staff at the Marina Center was7 September and the facility wascleared out and returned to the land-lord at the end of the lease term on14 September 1984.
The move to Westwood was made on10 September with approximately 300people, with mass departures at theend of September, October andNovember. After 1 January 1985, only65 employees were left and the LAOOCoccupied only the third floor of theWestwood building, with the restgiven over to UCLA for its occupancy.After 1 April 1985, the LAOOC con-tracted again to approximately 30employees, mostly in the FinanceDepartment, and required only half ofthe third floor. The offices were sched-uled to close at the end of June 1985.
After the move to Westwood, depart-ments took care of their own require-ments for purchasing and suppliesalong procedural lines which had beenin effect during the Games. This decen-tralized approached reduced the needfor an administrative staff, other thanfor mailroom and parking activitiespersonnel, and by the beginning ofDecember, the Administration Depart-ment staff consisted of two reception-ists, two mail clerks, two managementstaff and an administrative assistant.Office supplies were collected fromdefunct departments and re-issued asneeded to remaining staff.
In October 1984, the Board of Regentsof the University of California approvedthe permanent naming of the West-wood office facility on the UCLAcampus as the “Peter V. UeberrothOlympic Office Building.”
6.07Satellite offices and operations
Although the Administration Depart-ment faced a large challenge in theprovision of services for the growingLAOOC staff at Westwood, then at theMarina Center and finally back at West-wood again, it also had to service theneeds of a number of satellite facilities.
Each of the additional facilities hadthe same courier, food, mail, officefurniture, photocopying, security andcommunications needs as the centralheadquarters for the LAOOC staff,although to a much lesser degree. TheAdministration Department assuredthe operation of these offices byarranging for appropriate facilitiesfor each.
In all, a total of 18 facilities were servedand were tied together by messengers,regular mail/package pick-up anddelivery routes and telecopiers for thequick transmission of documents:
o
o
o
o
Design CenterLook warehouse for decorativeitemsMateriel Distribution CenterStaffing centers; Crenshaw, EastLos Angeles, Long Beach andWestwood
o Remote Ticket Centers; ARCO Plaza,Beverly Center, Del Amo FashionSquare, Newport Center FashionIsland, Oxnard Esplanade, PlazaPasadena, Sherman Oaks Galleria,Vermont and Slauson ShoppingCenter, West Covina Fashion Plaza
o Ticketing Data Centero Uniform Distribution Center
62
5 An old helicopter facility in CulverCity, California meets the needs of a rapidlyexpanding staff and becomes the LAOOC'sadministrative headquarters during theyear before the Games.
5
6.08Travel service
6.08.1Formation and responsibilitiesTravel services for the LAOOC staffwere not under the specific supervisionof the Administration Department, butdid form part of the overall program ofgeneral administrative services. TheTravel Department functioned underthe overall jurisdiction of the LAOOC’sFinance Department.
The responsibility and staff of theTravel Department grew as the needsof the Organizing Committeeexpanded. The initial need for large-scale arrangements was in late 1980,when a multi-city tour for the LAOOCmascot, Sam the Olympic Eagle, wasorganized. At the end of 1980, asponsorship agreement with UnitedAirlines provided for more than $2million in airline transport, includingcharter and cargo flights. By mid-1982,a professional travel agent had beenhired to coordinate the growing travelneeds. A second professional travelagent was hired in mid-1983 along witha part-time travel coordinator. Anadministrative assistant was hired inearly 1984 and a part-time data entryclerk was added in May.
6.08.2Air travel policies and proceduresThe LAOOC travel policy required use ofthe United Airlines in-kind commitmentwherever possible. Travel had to beapproved by the vice president of thedepartment concerned and the vicepresident of finance. All internationaltravel was approved by the executivevice president/general manager.Travel agencies, including manyminority-owned and operated agen-
cies, were asked to book flights anddeliver the tickets to the LAOOC. Untilmid-l 983 when a direct-bookingagreement was concluded with United,agents were asked to book thoseportions of the trips which includedtravel on United on a non-commission-able basis. Agents were selectedbased on their location, office staff,size, references and their ability toservice the LAOOC’s needs. Agentsselected had to be willing to book thelowest fares available for domestictravel. Approximately90 percent of alltrips had at least one itinerary or farechange from the originally submittedplan; 65 percent of those trips whichdid change itinerary or flights requiredthere-issuance of tickets.
LAOOC policy dictated that all staff airtravel except international flights becoach class. International flights wereusually scheduled in business classsections. First-class air travel wasavailable only for the LAOOC presidentand executive vice president/generalmanager, at their discretion. VIP-typeservices were usually provided for thelatter individuals and airlines and hotelsbecame more accommodating as theGames drew closer. Charter flightswere also arranged when necessary,including the travel of LAOOC officialsto the XlVth Olympic Winter Games inSarajevo, Yugoslavia.
Special services were also extended tovisiting dignitaries and delegationswho visited the LAOOC. The TravelDepartment reconfirmed their returnreservations, obtained seat assign-ments, made requested itinerarychanges and made special arrange-ments for their departures.
Personal travel for staff was allowedon the staff member’s own time inconjunction with business travel. Thecost of the personal portions of suchtrips was invoiced directly to the staffmember.
Special requirements were placed onthe travel staff in 1983, when, in addi-tion to the many visits by InternationalFederation technical delegates whocame to Los Angeles, the LAOOCstaged eight sporting events. TheTravel Department also providedsignificant assistance to visiting NOCofficials from 141 nations during theJanuary 1983 meetings of the IOCExecutive Board with the NOC. Afterthe completion of most of the LA83events, a meeting with Los Angeles-based airline executives was organizedin September 1983 to better acquaintthem with the relevant LAOOCdepartments including GovernmentRelations, Material Logistics, OlympicArts Festival, Olympic Family Servicesand Public Information. The meetingproved beneficial to all parties andassisted in establishing a protocol formore contact with the participants.
6.08.3Hotel and ground transportThe Travel Department was alsoresponsible for hotel accommodationsfor staff and ground transportationreservations for staff.
Corporate rate relationships wereestablished with a number of largehotel chains, including Hilton, HolidayInn, Hyatt, Marriott and Sheraton. Localhotels close to the LAOOC offices werealso identified and offered guests twodifferent levels of services and rates.A direct-billing arrangement for guestswas also established. LAOOC guestsand functions were always accommo-dated at one of the LAOOC’s OfficialOlympic Hotels, which were locatedthroughout the Southern Californiaarea.
63
Administration
6
6 Favorable weather permits LAOOC admin-istrators to plan a cafeteria with patioseating for employee lunches at the“Marina Center.”
Rental cars were arranged through theLAOOC’s official supplier, Budget Rent-A-Car, wherever possible. Budget’ssuppliership agreement included an in-kind commitment for LAOOC stafftravel use which was used whereverBudget had offices
6.08.4Operations during the GamesTravel Department assistance washeavily in demand during the Gamesperiod, especially with regard to themovement of football teams betweenthe preliminary sites. A total of 25charter flights were arranged with theairlines for the teams and the appro-priate LAOOC directors for football,security and transportation. The coor-dination of these flights required onefull-time staff member during theGames.
A coordinated effort between UnitedAirlines, the American ExpressCompany and the LAOOC TravelDepartment produced a service planfor all phases of travel assistance forthe Games. United agreed to install itscomputer booking and reservationsystem and staff to handle all air travel(domestic and international), whileAmerican Express provided financialservices and made arrangements forground transport. The LAOOC TravelDepartment provided an individual torespond to all LAOOC-related mattersand handle any other travel-relatedareas which were not otherwise beingserviced. Typically, these “travelliaisons” responded to problems of
lost luggage, departure operations andVIP services where appropriate. A totalof 24 volunteers with professionalexperience in the travel industry wererecruited and were trained during amulti-session program, which includeda handbook for their use. Theseliaisons were stationed at the threevillages, the Biltmore Hotel (head-quarters for the IOC and representa-tives of the IFS and NOCs) and the MainPress Center from 14 July to14 August. The liaison officers were onduty seven days per week and 12 hoursper day and were well received bythose who asked for assistance.6.08.5Reflections on the performanceof the Travel DepartmentDespite thin staffing, the TravelDepartment provided excellent servicein all aspects of travel for the LAOOC.Over $3 million in airline travel wasexpended, much of it on internationaltravel which did not deplete the UnitedAirlines credit. In all, some 4,500persons and groups had their travelarranged by the Travel Department.Massive arrangements had to be madefor some of the LA83 sporting events tobring athletes to the competitions.
The affirmative action policy regardingthe use of minority owned and oper-ated travel agencies proved beneficialfor many agencies. Tremendous good-will was generated in addition to thou-sands of dollars in commissions. Veryfew complaints were voiced and thelevel of service was consistently high.
The travel liaisons selected forGames duty also performed very well.Although they were all professionals inthe field, they were aided by a disci-plined program of orientation andtraining, including a written handbookregarding policies and procedures. TheTravel Department’s meetings withofficials of the local travel industry andcareful planning with both United andAmerican Express produced acoordinated effort which served allpotential users without failure. Thistype of pre-planning betweensponsors and the LAOOC staff shouldbe a model for future cooperativeefforts with the travel industry, but isequally applicable to any departmentwhich desires consistent quality andsuperior coverage in a service area.
6.09Reflections on the LAOOC'sadministrative services program
The Administration Departmentfulfilled it responsibilities well andprovided a high level of service to theLAOOC’s various departments. Theproblems caused by continuousmovement of the LAOOC’s offices fromCentury City to two different UCLAlocations, to the Marina Center andfinally back to UCLA were handled aswell as possible, considering the ever-increasing number of staff to bemoved.
Whether by lack of planning or sheeraccident, the LAOOC’s Westwoodoffice complex on the UCLA campus didnot come close to holding the entirestaff and serve as a headquarters forthe operation of the Games. The use ofoffice facilities and space planningneeds to be far-sighted enough toanticipate the actual needs and planfor them accordingly.
Conversely, the Marina Centerprovided a better venue for officeoperations than could have beenimagined. The spartan nature of theoffice areas combined with thelightweight furniture and festive-colordecor produced a unique environmentso contrary to ordinary offices that itfocused attention on the work at handrather than the individual comforts (orlack of them) provided in moretraditional settings, The concept thatthe entire LAOOC organization couldfunction as a whole, rather than as asum of unconnected parts, required anincubating period that would bring thestaff together with a common mind andpurpose. The Marina Center providedthe framework for this process, includ-ing the all-staff Cafe de Coubertin andthe $2 daily subsidy which provided adirect incentive to eat “on campus.”
The services provided by theAdministration Department wereconsistently responsive to the needsof the LAOOC staff. The AdministrationDepartment staff recognized their roleas providers of services required,rather than dictators of the level ofcomfort and service which would beprovided. It is this attitude which wasperhaps the most important ingredientin meeting the administrative andgeneral service needs of an evolvingorganization which did not evenunderstand its requirements untilfaced with them.
Future organizers will do well to adopta similarly flexible philosophy regard-ing general services. The overridingconcern, sight of which was not lost inLos Angeles, was to provide theemployees with a workable environ-ment, including all required tools toperform their tasks in a responsible andtimely manner. Since the accommoda-tions were the same for all levels ofstaff, there was little grousing aboutunfair treatment and the generallyspeedy delivery of important individualservices such as parking credentials,identification badges and telephonesprovided the proper frame work forimmediate immersion in the businessof organizing the Games.
64
Architecture and Construction
7
Architecture and Construction
7.01Introduction and overview
The Architecture and ConstructionDepartment was created in the latterpart of 1981. The LAOOC’s efforts werethen concentrated on securing thesports facilities and venue sites thatwould be required to host the Games ofthe XXlllrd Olympiad. Subsequent sitevisitations and negotiations withfacility owners allowed the architectsan opportunity to develop the site-specific requirements for permanentand temporary construction. Outsidearchitectural firms were solicited andbegan planning the construction ofpermanent facilities and the overallmaster plans of venue and village sites.
In 1982, efforts were focused onplanning the Look and physical layoutsof the facilities and venues used duringthe LAOOC-hosted sports competitionsin 1983.
During the venue development processin 1983, designs were finalized,departmental requirements forphysical space were refined and theLook was determined for all Olympicsites. Basic spatial requirements weremodified to specific site conditions,volume and duration of use. Spaceprograms and construction budgetswere finalized and approved.
A typical site construction scheduleincluded the following steps:
o Preliminary site plans completed,December 1983
o Site plans finalized, January 1984o Electrical design, February 1984o Plans checked by governmental
building and safety agencies,March 1984
o Issuance of permits, April 1984o Plans forwarded to utility and
telephone company(ies), May 1984o Plans forwarded to the venue owner,
June 1984o Construction contract bid,
June 1984o Awarding of the bid, June 1984o Architectural construction
commences, June-July 1984o Utility construction commences,
June-July 1984o Electrical construction commences,
July 1984o Electrical inspection, July 1984o Look installation commences,
July 1984o Work completed, July 1984o Tear down, August 1984
The construction phase began with thehiring of third party consultants asconstruction managers. The construc-tion managers worked with the archi-tects to develop the constructionschedule and procurement and ware-housing of the required materials.
Construction managers and architectsworked with suppliers, vendors andcontractors to construct temporaryfacilities. Much of the temporaryconstruction at the venues and villageswas done by contractors who providedlabor and leased materials to the
LAOOC. The scaffolding and bleacherseating used at the various Olympicsites was leased from a supplier.Concession stands were covered withLook elements, menu boards and fabricshelving, while food storage areaswere constructed by the LAOOC. Theconcession stand frames were leasedfrom a supplier. Many of the tents andall of the fencing and temporary toiletfacilities were rented.
A warehousing system was utilized forthe inventory of construction and Lookitems used at the various Olympicsites. Items were relocated fromvarious warehouses to mobile trucktrailers where they were loadedsequentially. The 115 trailers (40-foot)were sent to the various locations andkept on-site for use as storagecontainers.
The construction managers workedwith the Look coordinators to developfabrication and installation procedures.The Look elements were one-of-a-kinditems designed to create a unifiedvisual environment throughout theGames’ sites. The design processbegan with the development of a colorpalette and the creation of a kit ofparts of the various Look elementsused in conjunction with each other.Conceptual sketches evolved intothree-dimensional scale models, thenindividual, experimental pieces andultimately into the more than 110,000requested Look elements. These indi-vidual elements were then attached,hung, set up or otherwise installedover the permanent facilities andtemporary construction at each site.
The Look fabrication process wasdelayed due to design changes anddifficulty in obtaining agreements withthe number of manufacturers neededto produce the required work within thegiven time frame. Contracts werewritten based upon a fixed-price quoteand many included installation work inaddition to manufacture.
The installation of Look elementsoccurred almost simultaneously at thevarious Olympic sites. Due to thelength of production time and thevolume of items required, theinstallation period was delayed, andthen accelerated once underway.
Additional expense was incurredthrough the use of additionalmanpower and increased overtimecosts of the existing labor pool.Installation contracts were rewritten toprovide compensation for additionalwork required to keep on schedule.Although work was completed ontime, Look installation costs weremore than the projected estimate.
A major responsibility of the construc-tion managers was determining theinfrastructure requirements of thevarious Olympic sites. Theconstruction of all electrical facilitiesfor the Games was, for the most part,temporary in nature. All equipmentwas installed in a way to allow for easyremoval.
In some instances, venues receivedelectricity through more than onesupply source. Electricity was suppliedby the following methods:
o The Southern California EdisonCompany (SCE) supplied power tothe El Dorado Park, The Forum, LakeCasitas, the velodrome at CaliforniaState University (CSU) at DominguezHills, Fairbanks Ranch, CaliforniaState University at Fullerton, Coto deCaza, Prado Recreational Area,Pepperdine University and the LongBeach Marina.
o The Los Angeles Department ofWater and Power supplied power tothe Coliseum, USC Swim Stadiumand the University of SouthernCalifornia.
o Campus distribution systems werein place at the UC Santa Barbara, EastLos Angeles College, California StateUniversity at Los Angeles, LoyolaMarymount University, CSUDominguez Hills and CSU Fullerton.
o In-house power was available at theColiseum, the Forum, Santa AnitaPark, CSU Fullerton, the Rose Bowl,Long Beach Sports Arena, LosAngeles Memorial Sports Arena,
Dodger Stadium, PepperdineUniversity, East Los AngelesCollege, CSU Los Angeles, LoyolaMarymount University, UCLA and theAnaheim Convention Center.
o Generators were used at theColiseum and at the USC Village foremergency electrical systems, atUSC and UCLA for the transportationtowers and at the Artesia Freewaycycling road race site.
Games electrical loadrequirements
Venue*
Powerpanels(ampere)
Voltage(volts)
ArcheryAthletics
BaseballBasketball
BoxingCanoeing& RowingCycling:
VelodromeCycling:
Mission ViejoCycling: Artesia
FreewayEquestrian:
Santa AnitaEquestrian:
FairbanksFencingFootball
GymnasticsHandball
Hockey
Judo
ModernPentathlon
Shooting
SwimmingTennisVolleyballWater Polo
Weightlifting
WrestlingYachtingUCSB Village
USC Village
1-800 120/2084-800 4806-800 120/2081-600 4801-200 120/240
400 120/208400 480/277400 120/208
1-800 120/2081-400 120/208
600 120/208400 120/208
2-800 120/208
1-800 120/208
2-800 120/208
2-50kilowatt
400
120/208
120/208
600 120/208
600 120/208600 120/208400 120/208400 120/208
2-800 480/277200 120/208
1-800 120/208400 120/208
1-800 480/277200 120/208
1-800 480/2771-800 480/277
200 480/2771-800 480/2771-800 120/2083-800 120/208
200 120/208400 120/208
2-800 120/2081-400 480/277
600 120/2082-800 480/277
400 120/208800 120/208
2-800 480/2775-800 120/208
200 120/20813-800 120/208
600 120/208*All venues required three-phase power for the panelsspecified above.
66
Local electrical engineering firms werecontracted to prepare drawings for theelectrical design at each venue. Mostof the firms chosen had previouslyworked at the particular venue and thismethod of selection proved to beeffective. The LAOOC electrical staffthen met with local governmentalagencies for construction approval.The chief distinction betweentemporary electrical work andpermanent work was the type ofmaterials used. For example, soft cablewas used for temporary work insteadof conduit and wire; panels were set onthe floor instead of being bolted to awall; and junction boxes were usedrather than small panels.
A wide range of electrical equipmentwas used, including:
o 192 power poles from 30 feet to 35feet in height
o 1,200 GE P150 floodlightso 1,000 150 watt floodlightso 20,000 circuit breakerso 12,000 duplex receptacleso 38 panel boards (800-ampere)o 8 panel boards (600-ampere)o 400 panel boards (200-ampere)o 600 panel boards (100-ampere)o 4 main meter boards (200-ampere)o 4 main meter boards (400-ampere)o 2,000 tube fluorescents (8-foot)o 6,000 feet of rubber rampingo 10,000 cube tapso 25,000 extension cordso More than 1,000,000 feet of cable
Up to 184 electricians workedsimultaneously at almost all venues toprovide the necessary power.
Traditionally, the costs of one-timeevents are high due to the short lengthof time available to complete tasks of amonumental nature and to theinapplicability of the prior experiencesof the staff on a project as unique as theGames of the XXlllrd Olympiad. Inretrospect, a few facility leases werenegotiated before the LAOOC had aclear understanding of how thefacilities would be utilized and the timerequired to modify certain venues wasunderestimated. Spatial requirementsshould have been completed prior toenlisting the work of outsidearchitectural, environmental andgraphic design firms. The cost of theLook fabrication and installation couldhave been minimized with sufficienttime to complete the work on schedulewithout the use of additionalmanpower. Power requirements wereundersized at some locations andshould have been over-designed toaccommodate additional last-minutepower requirements.
The construction process wassuccessful, however, from both aneconomical and functional standpoint.The challenge of managingsimultaneous construction efforts at allthe various sites was mastered. Thedesign integrity and efficiency of thetemporary and permanentconstruction at the Games provided aunique architectural statement to theworld and set a new standard forarchitecture at future Olympic Games.
1
2
1 Temporary scaffolding is used to constructthe warm-up area for weightlifting at Loyo-la Marymount University.
2 Workers prepare the scaffold bridgebetween the warm-up area and competi-tion site for gymnastics.
3 Massive scaffolding is used for decoratedentryways for spectators at most sites.
3
67
Architecture and Construction
7.02Construction of facilitiesfor permanent use and theirmodification for theOlympic Games
7.02.7Exposition ParkExposition Park was the historic heartof the 1932 Olympic Games andbecame the central focus of the Gamesof the XXlllrd Olympiad. It containedtwo major facilities, the Los AngelesMemorial Coliseum and the SportsArena, and the area served as host forthree competition venues and theOpening and Closing Ceremonies. The133-acre Exposition Park area wasbordered by Exposition Boulevard andthe University of Southern California tothe north, Figueroa Street to the east,Vermont Avenue to the west andMartin Luther King, Jr. Boulevard to thesouth. Converting the area into a hub ofOlympic activity, designed toaccommodate peak crowds of morethan 100,000 people, created uniquearchitectural challenges.
Recognizing both the historic past ofthe park and its importance in the 1984Olympic Games, the LAOOC agreed toprovide $1.8 million of permanentimprovements. The permanentimprovements included renovation ofthe irrigation system, the provision ofnew street lighting, tree prunings andturf renovation. The scope and qualityof this work was negotiated with theCalifornia Museum of Science andIndustry and the California statearchitect, and was performed in spring1984. Additional seeding was requiredafter the close of the Games.
Permanent park improvement alsoincluded the realignment and repavingof the roadway circle off FigueroaStreet to accommodate a new 20-bustransit station. The LAOOC thenrenovated the plaza area directly infront of the Coliseum peristyle, whichfaces the roadway circle. Therenovation was completed withfunding from the Southern PacificCompany. The LAOOC commissionedartist Robert Graham to create agateway statue commemorating the1984 Games. The statue was installedin the plaza and unveiled on 1 June1984 and created a magnetic effect forOpening Ceremonies spectators.
Signs and directional graphics helpeddirect pedestrian traffic to parkentrances. The entrances were furtherdelineated by decorated scaffoldtowers erected at four public entrypoints: one by Martin Luther King, Jr.Boulevard at the Sports Arena, one byFigueroa Street between theAerospace and Afro-AmericanMuseum, one by Exposition Boulevardeast of the Rose Garden and thelargest, 135-feet tall, by theintersection of Menlo Avenue and 39thStreet, northwest of the Coliseum. Afifth scaffold entry tower was erectedat the Olympic Family entry south ofthe Coliseum on Hoover Boulevard.Signs and fence graphics directedpedestrians through the scaffoldtowers to enter the park.
Even so, crowds were mostlyunfamiliar with the park layout and theovercrowding of the plaza fromspectators arriving from east of thepark created traffic flow problems forbuses entering the east transit station.During the five-day hiatus betweenOpening Ceremonies and the start ofthe athletics competition, overheadsigns were installed along the FigueroaStreet entrance. Staff were positionedwith bullhorns to greet peopledisembarking from buses, and directedthem to the appropriate venues andentry points.
Thousands of people entered theExposition Park area from the oppositeside, through the west transit lot offMenlo Avenue, close to the athletecontrol center for athletics. Slidinggates were installed on the west sideof Menlo and chains were installed onthe east side of the avenue. Guardsdeveloped a system of whistlecommunication to coordinate theopening and closing of the gates, thusregulating the temporary blocking ofpedestrian flows to allow unimpededprogress of the athlete shuttle buses tothe control center. Additional signswere installed after OpeningCeremonies to direct spectators to theappropriate venues. Asphalt wasadded to fill in cracks and wide joints inthe roadways used by pedestriansduring the Games. Power lines weremoved and curb cuts were expandedfor bus traffic.
The LAOOC worked with the LosAngeles Department ofTransportation, the Southern CaliforniaRapid Transit District (RTD), CaliforniaDepartment of Transportation(Caltrans), the California HighwayPatrol (CHP), the Los Angeles PoliceDepartment (LAPD) and other agenciesto develop a regional transportationmaster plan for the area surroundingExposition Park. Private automobileparking for the Games in and aroundthe Exposition Park/USC area wasvirtually nonexistent. Therefore, theplan was based upon the assumptionthat a majority of spectators wouldarrive by bus. Parking was madeavailable for charter buses and regularand special Olympic line buses from theRTD. Two RTD bus terminals were
4
developed, one with 27 bus-dockingareas between Vermont Avenue andMenlo Avenue below 39th Street (westterminal) and one east of the Coliseumoff Figueroa Street with 20 dockingareas (east terminal). The terminalsaccommodated the movement of35,000 people in a two-hour period.Figueroa Street was made a one-waysouthbound street toward ExpositionPark. Flower, from its junction withFigueroa Street, was made one-wayfor northbound traffic towarddowntown Los Angeles.
Exposition Park was heavily decoratedwith Look elements which created theatmosphere of an outdoor festival.Facilities were additionally installed toprovide services to spectators. A totalof 108 specialty tents (10-foot by 10-foot) were used as food and noveltyconcession stands and weredistributed in groups of one to fivethroughout the park with the greatestconcentration of tents located alongColiseum Drive. Nine informationkiosks with public telephones werelocated throughout the park near busterminals and pedestrian entry points.Two first aid stations, a lost and foundarea, two entertainment stages andfive areas (partitioned by fabric) formore than 400 portable toilets werealso located in the park.
4 Scale models are used to plan the architec-tural and operational flow of each venue, asshown here for Exposition Park.
68
5
The LAOOC construction staff workedwith five LAOOC sponsors or vendorswho requested facilities in ExpositionPark. The U.S. Postal Serviceconstructed three 24-foot by 26-footmodules and an outdoor stampcancellation area. American Telephoneand Telegraph erected a prefabricatedpublic calling center. American Expresslocated a redecorated drive-in bankand currency exchange service alongColiseum Drive. The U.S. Treasury builta specially designed kiosk with steelbank vaults from which to sell Olympiccoins. An area was constructed for theAnheuser-Busch Clydesdale horsesnortheast of the Rose Garden. TheLAOOC had final approval of all designsand provided electrical power to thesponsors’ facilities as well as to allconcession tents.
In addition to the uniquely designedconcession and sponsor facilities, theLAOOC decorated Exposition Park withmore than 100 Look banners and nearlyas many painted sonotubes whichwere used as markers and incolonnades. More than 70 trees onColiseum Drive were decorated withwind socks. Banners were hung acrossthe main vehicular entrance offFigueroa Street. More than 20,000 feetof fence fabric was installed in andaround the park on eight-foot highchain link fence. Fences were alsoinstalled along both sides of MenloAvenue to provide a secure transpor-tation corridor for athletes arriving inshuttle buses from the villages. Fencesand fabric along the perimeter onMartin Luther King, Jr. Boulevard andVermont Avenue screened parkingareas and the venue management andconstruction compounds.
Five murals, each 50 feet in length,were designed by artist Jon VanHammersfeld and placed on the backsof the Coliseum concession stands,facing the park. An elevated serpentinefence was installed in an open areawest of the California Museum ofScience and Industry. The fence, morethan 400 feet in length, depictedscenes from various host cities of themodern Olympic Games. Four hundredconcrete benches were placedthroughout the park and 100,000quarts of annual flowers were plantedin patterns resembling the Star inMotion and the Olympic rings. Patternswere painted in Festive Federalismcolors on the pavement of bothColiseum State drives.
In addition to the tented foodconcession stands located throughoutthe park, a full-service food facilitywas constructed in ExpositionPark. The “Food Bazaar” was locatedin the parking lot north of the FigueroaStreet entrance and south of theMuseum of Science and Industry. Thefood service facility consisted of three40-foot by 40-foot tents supported bya 110-foot aqua tower, a service yardof five 60-foot refrigerated storagetrailers and 46 tents (20-foot by 20-foot) decorated with sonotubes andvalances clustered to provide shadedpicnic table seating for nearly 2,000persons. Construction of the scaffold
structure included trenching for 10-foot deep caissons necessary to avoidcable lines in pedestrian paths,
The LAOOC monitored the installationof phone and cable runs. PacificTelephone was asked not to run cableand poles across the new plaza areaand the conduit was redirected andinstalled underground. Temporarypower cables were placed just belowground surface from temporary panellocations. Water lines for the foodconcessions were run concurrent withthe irrigation system installation.
Ceremonies production requirementsincluded the installation of fireworksstaging areas. A 60-foot by 80-footfenced area was constructed north ofthe peristyle plaza and a 60-foot by120-foot area was constructed in thegrassy area in the middle of thevehicular access route off Figueroa.The fenced areas were constructed toprotect pedestrians from potentiallyharmful fallout from the fireworksdisplay. A 120-foot by 150-foot fabric-covered fenced area was required infront of the Sports Arena to concealthe spaceship used in the ClosingCeremonies. Per U.S. Federal AviationAdministration regulations, fenceswere installed on both sides of theflight path to prohibit spectators fromwalking beneath the airborne craft.Additional fencing was installed fromthe Sports Arena to the Coliseum toallow participating athletes to marchundisturbed from the Sports Arenaalong the concourse level to theColiseum’s main entry tunnel duringOpening Ceremonies.
5 The result of the extensive planning isshown here just prior to beginning of theOpening Ceremonies on 28 July 1984.
69
Architecture and Construction
Site plan of Exposition Park
70
Exposition Park
Introduction Exposition Park facilities were established toprovide services to sightseers and spectatorsbetween, during and after sessions of athletics,boxing and swimming. Structures existing inthe park Included 4 museums, a rose garden andlarge open grassy areas. In this open space, theLAOOC erected food and novelty sales points,temporary restrooms, entertainment and firstaid facilities. The park is a 133-acre facility andthe site of Olympic boxing and athleticscompetition as well as Opening and ClosingCeremonies. The park operated daily from 0700to 2200 hours from 28 July to 12 August.
Department/ Space Use (in feetFunction unless noted) Notes
Temporary Facilities and Spectator Services
1 CommericalExhibits
2
3
20 x 20
(3)24 x 26
90 x 130
6
4 60 x 260
5
6
7 Food Service
7 (3) 40 x 40 tents
7 (5)12 x 60
8 (17)10 x 10 tents
9 Novelty Stands (43)10 x 10 tents
10 Entertainment 32 x 40
10 28 x 40
1,265 square feet
785 square feet
(46) 20 x 20 tents
11 Lost and Found 12 x 60 trailer
12 Medical 40 x 40 tent
13 10 x 40 tent
13 12 x 60 trailer
14 Public Facilities
7
15 PublicInformation
(9)10 x 10 tents
American Express salesand service.
U.S. Postal Service.
Anheuser Busch Clydes-dale horses exhibit.
Anheuser Busch beergarden.
U.S. Treasury corn sales.
AT&T internatronal tele-phone calling center.
Outdoor seating for2,000.
Food bazaar. Food prepa-ration area.
Food storage trailers.
Food and beverage tents.
Novelty sales points.
Sound and light stage forpublic entertainment.
Stage for publicentertainment.
Dressing area for enter-tainers (see Medical).
Operated by the Los An-geles Police Department.
Spectator first aid.
Spectator first aid.
Supply storage. Privatedoctors’ office.
400 temporary toilets.
60 pay telephones.
400 concrete 6-footbenches.
General informationbooths.
Existing Facilities
16 Coliseum Track and field competi-tion site.
17 Museums Museums open to thepublic. Extra museumspace was rented bysponsors for use as host-ing facilities.
18 Rose Garden LAOOC hosting and spec-tator rest area.
19 Sports Arena Boxing competition site.
Transportation20 Athlete Bus
RouteTransportation route forbuses arriving from USCvillage.
21 LimousineDrop-Off Zone
Drop-off and pick-up zonefor spectators arriving bylimousine or taxi.
22 Olympic VIPParking
Parking for Olympic Fam-ily vehicles and specialguests.
23 Press/StaffShuttle
Shuttle drop-off and pick-up point from auxiliaryparking facilities.
24 Spectator 600 spacesCharter
Passenger buses. Stack
Bus Parkingparking with each space50 x 12.5 feet.
25 Transportation 13,200 square feetHeadquarters
Headquarters for Exposi-tion Park transportationadministration andoperations.
26 Transportation 30 bus bays in west termi-Terminal nal, 20 bays in east
terminal. Served 35,000spectators in 2-hourperiod.
Storage27 Ceremonies 60 x 80 Fireworks firing zone.
27 60 x 190 Fireworks firing zone.
27 120 x 150 Closing Ceremoniesspacecraft storage.
28 Concessions 180 x 340 50 trailers, storage facilitystorage for Coliseum.
28 110 x 160 Storage facility for SportsArena.
28 120 x 180 Storage facility for Expo-sition Park.
Other
29 Graham Statue
30 Theme Towers
31 Tunnel accessto Coliseum
32 Tunnel accessto SportsArena
33 Venuemanagement
34
35
36 VIP Hosting
37 Water PoloTraining Site
38 AthleteWarm-up
Park entry structures.
Access to field level.
Access to arena level.
Coliseum compounds(see athletics for furtherdetail).
Exposition Park com-pound with 14) 12 x 60trailers.
Sports Arena compounds(see boxing for furtherdetails).
100 x 180 tent Olympic Family hostingfacility for 540.
50-meter pool, 1932Olympic Swim Stadium;adjacent wading pool andColiseum staff lounge.
Warm-up and athletepreparation areas withsynthetic 60-metersurface.
6 The LAOOC decorates a new/y formed busturnaround in Exposition Park with multipleflags and banners.
7 The largest gateway of all is mounted atthe corner of Menlo Avenue and 39thStreet and rises over 130-feet tall.
71
Architecture and Construction
7.02.2Special projects at the LosAngeles Memorial ColiseumThe site of athletics for the 1932Olympic Games, the Los AngelesMemorial Coliseum, was again host toathletics in 1984. Seating 92,516, itremains one of the world’s greateststadia. The rental agreement betweenthe LAOOC and the Los AngelesColiseum Commission was signed on 9November 1980.
Ground breaking for the Coliseum tookplace on 21 December 1921 and theoriginal stadium was finished on 1 May1923, with a seating capacity of75,000. The cost of construction was$954,872.98. Enlargement to 101,574seats took place between 24 February1930 and I 1 May 1931 and cost$950.293.88. Conversion to theater-type seating reduced capacity to92.5 16. There are 73,929 permanentchairs now in place plus 18,587covered bench seats, and there are 90entrances and 74 turnstiles. AnOlympic torch sits 150 feet (45.72meters) above ground level on theperistyle (east) end.
Over the years travertine was added tothe peristyle, a 230-foot-long pressbox was constructed on theColiseum’s south rim, three escalators,54 lavatories and over 20 concessionstands were constructed, and in 1933 ascoreboard was erected on top of theperistyle entrance. The Coliseum issurrounded by a 10-foot-high chain-link fence topped with barbed wire.
The LAOOC was determined torefurbish the Coliseum in as manyareas as possible, recognizing its placeat the very center of the 1984 Games.The LAOOC worked with the ColiseumCommission to determine the natureand scope of the projects undertaken.The most obvious tasks includedrenovation of the infield and track onthe Coliseum floor. High on theColiseum Commission’s improvementlist for the stadium was a new footballfield utilizing state-of-the-art growingmedium and drainage systems. TheColiseum management investigatedthe various systems available andshowed a definite preference for a Hi-play system. This consisted essentiallyof six inches of patented growingmedium over six inches of sand oversix inches of gravel, all over a gradednative base contoured into Frenchdrains placed in the field at 10 feet oncenter.
A unique construction problem arose inthe drainage system on the new field.Because of the time constraints anddrainage problem, sod was purchasedand then the roots were thoroughlycleansed of any clay. The bare rootSanta Ana Bermuda grass was thenplanted in the growing medium. At thesame time, the curbs and base for thenew track were installed.
IAAF regulations required the radius ofthe track curves to be 36.5 meters. Theexisting Coliseum track had a smallerradius and the required track would notfit in the existing space on the floor ofthe Coliseum. To conform to the newstandard, the first row of seats on thenorth side of the Coliseum wasremoved to accommodate the newconfiguration.
The existing track was of Tartanmaterial installed in 1972 and laid overan asphalt base and crushed gravelsub-base. Below that layer was brickdust from the track installed during theinitial construction of the stadium.Since there was considerable debateover whether or not the Coliseumwould retain the track after the Games,it was decided to put in a redwood curbon the outside of the track instead of aconcrete curb. In the spring of 1983,when construction on the track wasresumed, the redwood header wasreplaced with a concrete curb at therequest of the Coliseum management.The field and track were both installedin time for a pre-Olympic athleticscompetition in June 1983.
Much additional work was directed toupgrading the support facilitiessurrounding the field of play.
The original design of the Coliseumathletic field utility conduit system didnot foresee the need for a fieldtelephone system, the requirements oftelevision, nor the potential problemsof electromagnetic interference frompower lines onto telephone transmis-sion or data lines. Consequently, anextensive redesign was initiated.Advice was received from the tele-phone utilities, the host broadcaster,Coliseum staff and the LAOOC Cere-monies Department staff in order tomake sure that all needs were met. Asa result, three eight-inch diameterplastic pipes were placed frommanhole to manhole on the Coliseumfloor. Basically, the system looked likea four-sided diamond with a manhole ateach apex. In addition, lines went northto south to connect the two apexesdirectly and four-inch conduits wereinstalled under the track at the finishline. Conduit was also installed at thenorthwest corner of the track atapproximately the 200 meter point.These installations were used primarilyby Swiss Timing and the hostbroadcaster.
8
In addition to a drainage system for the 8
field of play, the LAOOC also installed adrainage system to pick up runoffwater from the stadium seating areasand direct it into the pumping station inthe southwest tunnel.
In agreement with the ColiseumCommission, the LAOOC provided forover $5 million of permanentrehabilitation work on the Coliseum.General facility improvementsincluded:
o Air-conditioning of the existingdressing rooms
o Reopening and extension of Tunnel 6o Installation of new electric services
at field levelo Installation of a new emergency
electrical systemo Installation of increased electrical
capacity for the new scoreboardso Upgrading of field lightingo Installation of a new public address
sys temo Repair and painting of the concourse
flooro Renovation of the concourse-level
first aid roomo Upgrading of the concourse
restroomso Replacement of 1,500 seatso Replacement of the peristyle area
fenceo Opening of a new gas line to the
to rcho Press box elevator repairo Enlargement of the existing sewer
lineo Paving of the perimeter areao Contribution to and monitoring of
construction of I I new perimeterconcession stands
o Construction of a 6,000 square-footstorage building
o Other miscellaneous painting andminor repairs
Construction crews convert the pre-exist-ing infield and track of the Coliseum forOlympic use.
72
The projects requiring the mostimmediate attention were the air-conditioning of the existing teamdressing rooms, the upgrading of theelectrical and lighting levels and therepair of the Coliseum sewer system.
Air-conditioning in the athlete lockerrooms did not exist at all in theColiseum before 1983. Although it waslocated below grade, the locker roomcomplex still became quite warm onhot summer days. A water-cooled 47-ton air-conditioning system wasinstalled in early 1983 and wasimmediately used by teams competingin events held at the stadium.
While the LAOOC did not choose themanufacturers of the new video andmatrix scoreboards installed in early1983 (the scoreboards were arrangedfor by the Coliseum Commission), theLAOOC was responsible for providingelectrical power. A system wasdesigned and installed in the peristyleend of the Coliseum. Switchboardswere placed inside the large but hollowconcrete columns of the peristyle whilethe transformers were placedunderneath the peristyle arches. As thepower supply was being installed, itbecame apparent that the existingstadium structure would not supportthe new, massive scoreboards. Twolarge 12-inch square I beam supportswere placed within the peristyle archcomplex to support the additional load.In addition, a new control room wasbuilt on top of the existing press box tohouse the additional equipmentneeded to operate the boards.
Existing light levels at various points onthe Coliseum floor were measured inJuly 1982 to determine the suitabilityof the existing lighting for spectatorsand television. It became apparent thatadditional lighting would be needed toobtain a 200-footcandle level at allpoints on the track and on the infield.Initial calculations indicated thatreplacing each of the existing 348lamps with 1500-watt metal halidelamps would solve the problem. Theselamps were installed in February 1984but because of the location of theexisting light towers, there wasinsufficient light intensity at the eastand west ends of the track. Additionallight towers were installed at thesoutheast (48 lamps), northeast (36lamps) and southwest (30 lamps)corners of the Coliseum. These poleswere constructed using two woodenpower poles over 110 feet in totalheight and supported by guy wires.When the Games were completed, thetemporary lamps and poles wereremoved.
One of the first LAOOC projects was toincrease the capacity of the Coliseumsewers. The LAOOC hired its ownconsultant to make an independentinvestigation of the situation. Theconsultant determined that the trunksewer line in the Coliseum extendingout into the public sewer system couldbe totally replaced and increased fromsix to eight inches although the existingsix-inch sewer was barely adequate insize. Differential settlement had builtup in the pipe over the years and led tostoppages in the plumbing. Since thesewer had to be reworked to correctthe misalignments, it was decided toincrease the pipe size as adequatereserve for future additions at theColiseum.
In addition to the agreed-on scope ofthe rehabilitation project at theColiseum, the LAOOC also:
o Installed a grade level conduit chaseacross the perimeter area for usemainly by host broadcastertelevision crews
o Painted the peristyle seatso Replaced the concrete at the
peristyle between the seats and theperimeter fence
o Painted the peristyle ceilingo Replaced the fence on top of the
Coliseum rimo Provided air-conditioning to the
Coliseum office building locatednorth of the peristyle
The LAOOC’s extensive refurbishmentprogram not only assisted in thepreparation for the 1984 OlympicGames, but left the Coliseum muchimproved for years to come as theshowplace of spectator sports in LosAngeles.
7.02.3Athletics: ColiseumThe Los Angeles Memorial Coliseumwas the location for Opening andClosing Ceremonies and all athleticscompetition, including the finish forboth marathons.
An eight-lane, 400-meter trackequipped with turns that had a 36.5-meter radius was installed and someseating had to be modified toaccommodate the width of the track.The synthetic surface was made ofRekortan Sports Corporation/C. VoigtSohne GmbH’s “Rekortan,” the samematerial installed at Munich’sOlympiastadion for the 1972 OlympicGames.
The stadium infield was equipped withtwo runways for the long jump and thetriple jump on the south side, two polevault runways on the north side, threehigh jump areas on the east end, twoshot put circles on the west side, adiscus and hammer circle in thenortheast corner and a javelin runwayeast of the infield. The placement offield event areas was determined bythe effects of sun and wind, schedulingand crowd control. Tunnel 6 leadingfrom the field level to the outerconcourse was reopened andextended.
Three new scoreboards were installedin 1983, including a 36-foot by 48-footwide (1 I meters by 14.6 meters) fullcolor video system board and a fulllamp matrix black-and-white boardmeasuring 30-by-48 feet (9.1 metersby 14.6 meters). Additionally, a 165-foot (50.3-meter) high, freestanding fulllamp matrix display was erected facingthe Harbor Freeway. The $12.5 millionproject was arranged through privatesponsorship. A 10-line alphanumericboard was installed over the west endtunnel by Swiss Timing.
In order to facilitate results production,a finish line stand on the field waserected for use by Swiss Timing. Atwo-story photo print booth wasassembled and placed on the rim of theColiseum directly overlooking thefinish line. The booth was constructedwith steel to avoid any movement ofthe finish line camera. A special resultsarea was set up in an adjacent officearea to print and distribute results. Fourtrailers with reinforced frames andauxiliary air-conditioning wereconstructed to accommodate theenvironment-sensitive Xerox photo-copying machines. Additional platformcovers were installed over specifiedtunnels for use by the host televisionbroadcaster and official film crews.
The athlete facilities were con-centrated in the Los Angeles SwimStadium. The Swim Stadium, adjacentto the Coliseum, was built for theswimming and diving competitions ofthe 1932 Games. During the 1984Games the Swim Stadium was used tohouse the support operations for theathletics events. The lower level wasused as an athlete rest area and theupper floor was used for the offices ofthe athletics commissioner and theceremonies production staff. The mainpool was used as a swimming andwater polo training site. The grassyarea fronting the swim stadium wasoutfitted as a final warm-up area forcompeting athletes. A six-lane,synthetic, 60-meter warm-up track andshot put and discus circles wereconstructed and a refreshment andshaded rest area were added.
Athletes arrived at the athletics venueby shuttle bus from the USC Village.They disembarked in the secured, finalwarm-up area and proceeded to thefield-of-play through the southwesttunnel. After competing, athletesexited the Coliseum through the re-opened Tunnel 6. The LAOOC extendedthe tunnel to the south adding conduitspace and refinishing the interior withpaint, carpet and lighting. The athletespassed through the press mixed zone(formed by a four-foot high fence) andformal interview tents on their way tothe shuttle bus pick up area. Additionalasphalt was installed to allow thebuses to complete the circle withoutleaving the secured area.
The Olympic Family entered theathletics venue at the scaffoldstructure spanning Hoover Street.They were directed to the OlympicFamily lounge area which was anenclosed, fenced area of 20 tents (20-foot square). A festive atmospherewas created by decorating tentsupports, carpeting and plants. Four ofthe tents were used for the preparationof food. Holes in the tent tops providedventilation. Upon exiting the hostingarea, Olympic Family members werewithin 100 feet of their seats in theColiseum and the Sports Arena.
Media and LAOOC staff arrived at theathletics venue by shuttle bus at anarea off Martin Luther King Jr. Boulevard,Media gained access to the sitethrough the VIP entrance. A specialmedia concession and rest area waslocated between the Coliseum and theSports Arena. More than 2,000 seatswere removed from the Coliseum andbenches and tables installed toaccommodate the seating and workingneeds of both the written andbroadcast media.
LAOOC staff entered the Coliseumthrough the perimeter fence at adesignated gate. Ten tents were set upat the entrance for staff access control.Office areas for LAOOC staff werecreated in seven double-wide (24-foot)and eight single-wide (12-foot) trailers.The staff lounge and eating area waslocated in the east pool area of theSwim Stadium. Nineteen 20-footsquare tents were installed.
Four emergency generators werehoused in 40-foot trailers installedoutside the Coliseum perimeter fence,camouflaged by fencing anddecorative fabric. All back-of-the-house areas were supplied withtemporary power and tents wereequipped with fluorescent lighting.The television compound had its owngenerator.
73
Architecture and Construction
Composite plan of field of play forAthletics events
9 The Coliseum is ready for the OpeningCeremonies just days prior to the begin-ning of the Games.
9
74
Detail of underground athletecirculation to Coliseum fieldof play
First and second level plans showingactivities beneath Swim Stadiumseating
75
Athletics site plan
Exposition Park
76
Architecture and Construction
Athletics
Introduction Competition in athletics took place at the LosAngeles Memorial Coliseum. Existing athleteand officials’ facilities in the stadium wereaugmented by use of trailers and the SwimStadium offices and lockers utilized in the 1932Olympic Games. All venue operation facilitieswere housed in trailers. Because the Coliseumwas in close proximity to the Sports Arena(boxing), facilities for parking, Olympic Familylounge and press working facilities wereshared. Space use programs given here reflectuse during the athletics competition and notvariations for Opening or Closing Ceremonies.Spectator facilities located outside theColiseum perimeter are listed under ExpositionPark.
Department/ Space Use (in feet NotesFunction unless noted)
Accreditation1 Administration 12 x 60 trailer Badge storage and inven-
tory. Office foraccreditation managerand6 staff.
1 Staff Entry 10 x 50 tent Staff entry and badgedistribution.
2 Guest Entry 10 x 50 tent All Olympic Family mem-bers gained access tovenue via separate gate;shared with boxing.
2 10 x 20 tent VIP accreditation and in-formation area.
Food Service
3 Eating Area/Lounge
(20)20 x 20 tents Lounge and eating areafor 450 and food distribu-tion area.
4 Storage (5)10 x 40 trailers Refrigerated storage.
Finance
5 Audit, Cash 12 x 60 trailer Office for 12. ResponsibleControl for cash control, purchas-
ing, inventory.
Health Service & Medical Control
6 Doping Control 12 x 60 trailer Waiting area for 30, tele-vision, refrigerator;processing or work areafor 12, refrigerator, test-ing area with toilets andhandwash facilities.
SpectatorFirst Aid
7 Hospital
(5)400 square feet First aid stations with toi-let and handwash roomfacilities, 2 cots, examina-tion table, 10 chairs,refrigerator.
12 x 60 trailer Waiting area for 10; ex-amination and treatmentarea with 2 cots, 1 exami-nation table; refrigerator,storage room. Office for6.
8 SportsMedicine
16 x 72 Waiting area for 8; 10 pri-vate treatment roomseach 6 x 8.
8 x 16 Storage.
Materiel Acquisition & Distribution
Administration Office for 5 (see VenueOperations).
9 Storage (3)10 x 40 trailer
Olympic Family Services
10 Administration 25 x 60 trailer Private office for co-com-missioners, 2 private forsenior management, 3secretary/support; officefor 2 Language Servicescoordinators, waitingarea for 15 linguists. Lan-guage service staff/serviced Olympic FamilyLounge.
11 Hosting 100 x 180 tent Lounge for 540 with bev-erage and snack service.Shared with boxing VIP.
VIP Hosting 18 x 128 Two-tiered seating for ap-proximately 200 VIPguests. Full meal and bev-erage service in Coliseumpress box.
Personnel12 Administration 12 x 60 trailer Responsible for payroll,
timekeeping and staffscheduling. Office areafor 8.
Press Operations
13 Interview Room (2)20 x 30 tents Each tent: seating for 75,elevated platform, soundsystem, televisionlighting.
13 30 x 60 tent Seating for 150. elevatedplatform, sound and lightsystem.
Press Seating 1658 879 positions with desks,779 without desks.
14 Press Lounge 20 x 60 tent Eating area and lounge inprivate compound withfood and beverage sales.
Staff Offices (5)10 x 14 Located in Sports Arena(see boxing plan).
Sub-Center 68 x 132 and36 x 80
32 x 50
276 working places insub-center located inSports Arena (see boxingplan).
Back up facility with 40working places. Locatedin Sports Arena (see box-
Security
i n g p l a n ) .
15 Command (2) 25 x 60 trailersCenter
15 25 x 60 trailer
(2)6 x 8
Sports Administration
Federation Services
16 IAAF Offices 15 x 16
16 12 x 16
16 10 x 16
16 18 x 24
16 16 x 18
17 NGB Office 8 x 16
18 Conference 16 x 40Room
19 Hosting 32 x 50
20 Field Officials’ 32 x 36Lounge
21 Officials’ (10)6 x 8Dressing Room
22 Drawing and 14 x 16Seeding Room
Athlete Services
23 EquipmentStorage
24 Rest Area
5600 square feet
40 x 50
2 4 20 x 20 tent and10 x 20 tent
2 4 20 x 20 tent
25 Check-In 20 x 20 tentInformation
25 (2)20 x 20 tents
25 Warm-Up Track 60 meters
Competition Management
26 Commission- 18 x 18ers’ Office
26 10 x 18
16 x 18
27 Conference 15 x 45Room
27 54 x 60
28 Competition 11 x 14Staff
28 10 x 10
28 18 x 18
28 10 x 12
28 20 x 26
Competition 18 x 60Directorate
29 Stewards 30 x 40Room
Field of Play
Each with 2 private of-fices, briefing area/loungefor 24.
Los Angeles PoliceDepartment.
Private rooms in pressbox for observationposts.
Office for IAAF presidentand 2 guests, television.
Office for IAAF secretary-general.
Office for lAAF secretari-at, television.
Video viewing room for9, projector, VCR.
Office for 3 technicaldelegates.
Office for 2 of the U.S. na-tional governing bodies.
Jury and IAAF councilmeeting room for 18.
IAAF hosting and recep-tion area for 30.
Lounge for 32, television,beverage service.
Private dressing roomswith adjoining locker andshower facilities.
Office for 1, television.
Equipment control andstorage room.
Rest area with 12 cots, re-frigerator, television,4 rub-down tables,12 chairs; primarily forathletes in multipleevents.
Athlete rub-down,8 tables.
Refreshment kiosk.
Check-in at entry to warm-up area.
Final check-in point priorto competition, 4 staff.
6 lane synthetic track;shotput and discus ring;same surface as competi-tion surface.
Office for co-commission-er, athletics.
Operations review andmeeting room.
Observation post in pressbox for commissioners.
Meeting room for 22.
Meeting room for 50.
Office manager andsecretariat.
Office for verificationcoordinator.
Office for start listsupervisor.
Staff message center,250 individual mail boxes.
Office for 2.
Double-tiered seating inpress box with overviewof field. Seating for 20,closed circuit televisionfor competition directorand staff.
Waiting area for 40,television.
400 meter 8-lane syn-thetic track with 36.5meter turn radius. Compe-tition facilities included:
2 long jump/triple jumprunways
2 pole vault runways
3 high jump areas
3 shot put circles (1 circlein the center of thestadium)
2 discus and 1 hammercircles
2 javelin runways
Technology
30 MessageCenter
Results
12 x 60 trailer
(4)6 x 12
Communications andmessage receiving centerfor staff and officials; ra-dio and pager distribution.
Results Input tables locat-ed on the field of play.
8 x 24 Results input area in exist-ing press box.
31 10 x 40 trailer
31 25 x 80 trailer
Results input, pager stor-age, systemadministration area.
Results output photocopyand distribution center.
32 Staff Offices 25 x 60 trailer Sponsor/vendor workarea for 30, staff officesfor 8.
33 Swiss Timing (2)10 x 40 trailers Storage
34 Storage
Television
35 TrailerCompound
20 x 48 Timing control room.31 operators in existingpress box.
6 x 8 Photo-finish cabin locatedat finish line.
8 x 32 Scoreboard control roomin press box.
(4)12 x 60 trailers One trailer for spare radioparts, 3 trailers for stor-age of Xerox supplies.
240 x 340 Television and telephoneproduction and transmis-sion vehicles.
36 ABC Parking 120 x 200 Vehicle parking for ABCstaff.
Ticketing37 Administration 15 x 30
Information (4)4 x 6
Office for 2. Ticket count-ing space.
Existing ticket windowsfor general informationand wiII call. No on-siteticket sales.
Transportation
38 Athlete Bus Shared by athletes in box-Turnaround/ ing and athletics.Route
39 VIP Parking Spaces for VIP parking.
40 Drivers Lounge 20 x 20 tent Lounge for 50.
41 Staff/Press Drop-off zone from satel-Shuttle lite parking facility.
42 Transportation 13,200 square feet Administration and dis-Headquarters patch office for
Exposition Park transpor-tation operations.
Venue Operations
43 Construction 12 x 60 trailer Office for constructioncoordinator, work area for8 staff, conference roomfor 10.
43 12 x 60 trailer Office for graphics coordi-nator, storage space,work area for 8.
4 4 120 x 120 Construction equipmentstorage compound.
45 Maintenance (2)10 x 40 trailer Supply and storage.
46 Venue Staff 25 x 60 trailer 3 private offices for venueOffices manager and 2 assistants.
Work area for 3 secre-tary/support, conferenceroom for 16.
4 6 25 x 60 trailer Private office for ceremo-nies coordinator, 15 x 25office for 5 from materialsupply, office for 3 main-tenance staff; open areawith table space for coor-dinators of custodial, foodservice, concessions,press.
47 (3)8 x 30 trailers Staff rest area with cots.
Spectator Services
48 Food Service (14)10 x 50 Food service stands with8 service lines each.
Novelty Stands (20)10 x 10 tents Novelty sales to public.
(3)8 x 40 trailers Novelty storage.
ProgramStands
(25)3 x 4 Portable program salespoints.
Public Seating 92,516
Other Site Facilities
49 Water PoloTraining Site
50 Wading/Rec-reation Pool
50-meter pool.
For use by athletics staff.
51 Boxing Venue 110 x 160 Concessions storage andsupport materiel supplyCompound compound.
52 Boxing 140 x 160 ABC television compound.Compound
53 Graham Statue
54 Tunnel Accessto Sports Arena
55 Tunnel Accessto Sports Arena
77
Architecture and Construction
10
10
11
The Los Angeles Memorial Coliseum wasthe site of the 1932 Games, and is decorat-ed in Festive Federalism for the 1984Games.
Construction workers toil during the build-ing of the ceremonies stage area for theOpening Ceremonies.
11
78
7.02.4Ceremonies: ColiseumAlthough a vast majority of theconstruction that took place on the LosAngeles Memorial Coliseum was doneto provide a backdrop for the athleticcompetition and services for thespectators, the construction of theOlympic Look most dramaticallyaffected the Opening Ceremonies. Inparticular, the peristyle structure at theeast end of the Coliseum proved to bethe focal point for most of the activitiesthat took place during the OpeningCeremonies.
The Coliseum Commission felt that theexisting Look of the Coliseum shouldnot be altered, although some changeshad to be made to cover the existingadvertising on the scoreboards asrequired in the Olympic Charter and toaccommodate thematic elements forthe Games. Eventually a design wasworked out that included a horizontalfascia hung over the top of the peristyleand an extension to the central arch.The fascia carried lettering spelling out“Games of the XXlllrd Olympiad” onone side of the arch and “Los Angeles,California 1984” on the other. Themain arch false-front carried a 35-footset of rings that were alighted as partof the lighting of the torch during theOpening Ceremonies.
Since nothing could be hung from thescoreboard structures above theperistyle itself, structural columnswere added to that section of thefascia crossing in front of thescoreboards. Twelve columns wereadded, although only four were neededstructurally. Thin steel piping wasinstalled to support the painted, 3-foot-high sonotubes that were set on 4-footby 6-foot-high bases in front of theexisting columns.
The two scoreboards added to the topof the peristyle in 1983 were notintegrated into the original Look planfor the Coliseum. The LAOOC designplan then called for a three-dimensionalgraphic with vertical fins attached tothe back of each scoreboard (one wasplaced on each side of the torch) withthe Olympic rings on one and the Star InMotion on the other. In June 1984, theColiseum Commission requested thatthe company holding the maintenancecontract on the scoreboards beallowed to approve all details becauseof the sensitivity of the electronicequipment inside. After discussionswith the scoreboard company, thedesign was modified and hung fromexisting outriggers to avoidpenetrating the scoreboard skin. Atthis time, construction details for thefascia on the interior of the Peristylewere being changed for similarreasons, and it was decided to justpaint the backs of the scoreboardswith the rings and Star In Motiongraphics and not install the fins at all.
Twelve IOC flags were raised onexisting flagpoles and four-foot gold-colored stars on copper bases wereadded to each end of the peristyle.These were redesigned in size to cutcosts and then constructed on theground and hoisted into place by crane.
A major visual element eliminated fromthe original peristyle design was a diskbelow the torch. Recent Games have allhad a large disk holding the flame.However, the Coliseum had an existingtorch that was used for the 1932Olympic Games and the Commissionfelt that it (combined with the peristyleitself) was the recognized symbol ofthe Coliseum and should not be alteredfor the Games.
The final determination of how to lightthe Olympic flame was not made untilonly shortly before the Games. Anumber of different ideas were triedbefore the slip-stair rising with thetorch runner was approved.Ceremonies contractors installed theslip-stairs and the main stage over theperistyle without any problems.
Ceremonies requirements alsoaffected the design of Exposition Parkand the areas surrounding theColiseum. Final locations for thefireworks areas were decided very latein the construction schedule. ForOpening Ceremonies, a 60-foot by60-foot fenced area north of theperistyle plaza was required as well asa 60-foot by 60-foot plot in the grassarea between the Coliseum andFigueroa Street.
The Coliseum press box used as thehosting area for the President of theUnited States, the IAAF and otherdignitaries underwent additionalconstruction as a security measure.Steel plate was added to the floor andbullet-resistant windows and air-conditioning were installed. Thepresident’s advance group workedwith the LAOOC to pinpoint theaccess/exit routes required. As aresult, security fencing was takendown and relocated. Additionalfencing was requested by the advancestaff prior to Opening Ceremonies andwas installed in the perimeter accessarea, near the press box elevator.
An additional fence was installed fromthe Sports Arena to the Coliseum fenceto allow participating athletes to leavethe Sports Arena on the concourselevel during Opening Ceremonies andmarch undisturbed toward the entrytunnel to the Coliseum. Even so, largecrowds formed in this area during theOpening Ceremonies hoping to catch aglimpse of the athletes.
After the Opening Ceremonies therewas a five-day break before thebeginning of the athletics events duringwhich the slip-stairs were removedfrom the stage and the necessaryequipment was installed for theathletics events.
The role of Architecture/Constructionin the construction of temporaryfacilities for the Closing Ceremonieswas primarily supervisory. Membersof the Ceremonies staff designed the
12
stage sets in conjunction with aproduction company experienced inmajor events stage construction. Otherelements of the production thatrequired construction were done byother experienced outside contractors.These elements included theconstruction of a 180-foot-wide multi-level stage with special effects waterfountains and pyrotechnics, theconstruction of an elaborate“spaceship” lighting trussmanipulated by remote control andcarried by a helicopter, facilities for a20-minute pyrotechnic display abovethe Coliseum and four speciallydesigned lighting towers to illuminatethe stage. Approximately 140volunteers were used to lay a plywoodroad over the top of the track surface inthe Coliseum for protection againstdamage that might have occurredduring the setup period.
The immensity of the ClosingCeremonies construction projectcannot be overstated, however. Themove of the Closing Ceremonies’ setsfrom Aviation High School to theColiseum required 60 trucks, and theentire Coliseum floor reconstructionwas completed in less than 18 hours.
Closing Ceremonies productionrequirements included a 60-foot by 80-foot fenced area constructed north ofthe peristyle plaza and use of a 60-footby 120-foot area in the grassy area inthe middle of the vehicular accessroute off Figueroa Street for forfireworks. A 120-foot by 150-footfabric-covered, fenced area wasrequired in front of the Sports Arena toconceal the spaceship.
It was the responsibility of theConstruction Department to make surethat the physical facility remainedintact and undamaged even as thismassive project moved ahead. Eventhough the Games ended with theClosing Ceremonies, it was vital thatthe improvements made to theColiseum remained for athletes andspectators of the future to enjoy.
12 A giant stage is installed in a matter ofhours following the end of the athleticscompetition for use in Closing Ceremonies.
79
Architecture and Construction
13
14
13 The velodrome is one of only three perma-nent facilities built specially for the Gamesby the LAOOC.
14 The velodrome is ready for Olympic com-petition with the addition of temporarystands for spectators and team cabin areasfor the competitors.
7.02.5Cycling: VelodromeGround was broken on 9 July 1981 forthe first world-class cycling track in thewestern United States. Constructiontook place on the 6.5-acre site locatedat California State University atDominguez Hills. The university wasthe recipient of the velodrome as apermanent gift from the LAOOC and theSouthland Corporation, which fundedthe construction of the facility as a partof its Games sponsorship agreement.
The oval concrete track measured333.33 meters long and seven meterswide. Turns were banked at 33degrees, allowing cyclists to attainspeeds of up to 75 kilometers per hour(47 mph). Temporary stands toaccommodate 6,400 spectators wereerected for the Games to supplement2,000 permanent seats. Permanentlighting was installed to meettelevision standards.
In early 1982 when the velodrome wasnearly completed, it was tested byriders from the United States CyclingFederation and the Federationlnternationale de Cyclisme Amateur(FIAC). The test results were favorable.Riders noted that the velodrome has anexcellent shape, allowing forspectacular racing speeds. Thetransitions were judged extremelysmooth and the surface material(Chem-Comp) was described asoutstanding. The FIAC certified thetrack on 10 May 1982.
The facility was dedicated on 8 July1982, with U.S. Olympians Eric Heidenand Sheila Young Ochowicz pedalingthe first official lap. The firstcompetition event, the 7-Eleven/Bicycling Magazine Grand Prix,followed on 9—-10 July and drewoverflow crowds. In 1983, the LAOOChosted the Murray/7-ElevenInternational Cycling Invitational on8—9 July 1983.
Concern was raised shortly after the1983 event over the surface integrityof the velodrome becauseapproximately30 hairline cracks had
formed. Most were vertical andextended the full width of the track. Itwas determined at that time that thecracks were no detriment to thecyclists, but it was necessary todetermine their long-term effects.
The general contractor was consultedand arranged for three concreteanalyses. All agreed that the structuralintegrity of the velodrome was not injeopardy. Additional researchindicated the situation was normal forchemically-compensated concretevelodromes.The outcome was to maximize use ofstate-of-the-art concrete technologyby filling and sealing the cracks. Byinjecting a slightly elastic epoxysubstance into the cracks, the surfacewas bonded without risking thecreation of stress points andpromoting further cracking. A grindingsystem eliminated some of the bumpscommon to concrete bankedvelodromes.After five weeks of grinding, patchingand crack injection, the track surfacewas significantly improved. Oncethese procedures had been completed,the entire racing surface was coatedwith polyurethane to seal the concreteand afford the cyclists the fastestriding surface available on a concretetrack. Feedback received from theOlympic competitors was positive.The general feeling was that the trackwas “fast yet sticky” implying that thesurface was smooth, fast and safe forcompetitors. The results were nearworld-record times for low altitudesites.Additional permanent improvementswere made to the velodrome stadiumfor the benefit of California StateUniversity at Dominguez Hills whichmanaged the facility. The workincluded lowering the eastern half ofthe infield four feet and constructing ashade cover three feet above groundlevel to provide a comfortable holdingarea between races for athletes andteam personnel, while allowingunobstructed viewing across the entiretrack from the spectator area. Workincluded grading, paving, drainagesystem modification and the additionof stairways and retaining walls.
80
An 80,000-square-foot area directlyeast of the facility was graded andpaved and was used as the manage-ment and athletes’ compound. Itsubsequently was left to the universityas a parking area. Facilities wereestablished in trailers and tentstructures and included space for a restarea, medical services and a bicyclerepair and maintenance area.Landscaping, including new sod andtrees on the infield and ground cover onthe entrance road, was installed by theLAOOC.
The velodrome was constructed withadequate but minimal permanentexternal support facilities. Anemergency exit stairway wasconstructed in the southwest corner of
Plan of cycling velodrome andadjacent support areas at CaliforniaState University at Dominguez Hills
the facility as required by the local firemarshal. Stainless steel windows withfiberglass screens were installed in thepermanent concession stands asrequired by the Los Angeles CountyHealth Department.
The balance of work performed at thevelodrome was temporaryimprovements required to stage theOlympic competition. The originalscope of work for temporaryconstruction included the addition of4,000 square feet of chain link fence;portable toilets; trailers; miscellaneoustents and shade structures of varyingsizes; temporary bleacher seating for6,400 people; infield platforms forjudges, commissaires, announcers,results personnel, jury members, photo-finish and television cameras; ascoreboard, including structure andSwiss Timing electronic panels; and anair compressor (175 psi) with 700 feetof hose and two fillers with pressuregauges and relief valves.
Construction of temporary facilitieswas affected only slightly by theboycott of the Eastern Bloc countries.The 54 team tents and equipmentstorage facilities originally plannedwere reduced to 45. Other changes,unrelated to the boycott, dealtprimarily with increases in the numberof shade structures used by athletesand officials.
In general, the construction of itemsincluded in the original scope of workproceeded smoothly and withoutincident. Coordination withcontractors and technology sponsorswas good. All contracts were adheredto and all facilities were constructed onor ahead of schedule.
Enlarged section through velodromelooking north
81
Architecture and Construction
6 SpectatorFirst Aid
10 x 30 tent
7 SportsMedicine
Finance
4 Audit, Cash 12 x 60 trailer Office for 6, trailer sharedControl with food service and
transportation.
Health Service & Medical Control
5 Doping Control 10 x 44 trailer Waiting area for 13, re-frigerator, television;processing area for 5, re-frigerator; testing areawith toilets, handwashfacilities.
Waiting area for 10, treat-ment table, 2 cots,television, handwashfacility.
20 x 20 tent Tent with waiting area for6, 5 cots, portable hand-wash facility, refrigerator,television. Additional sta-tion on infield (see SportsAdministration).
7 15 x 15 tent Massage therapy area.
Materiel Acquisition & Distribution
Administration 12 x 10 office within trail-er, shared withConstruction and Mainte-nance (see VenueOperations).
8 Storage (3)8 x 40 trailers
Olympic Family Services
9 Hosting 20 x 20 tent 27 chairs, 3 serving ta-and bles, refrigerator, tables,15 x 15 tent closed circuit television,
snack and beverage ser-vice; administrative areafor 2.
Cycling: Velodrome
Introduction The cycling velodrome is an open-air facilitywith a concrete track and limited permanentfacilities. All athlete and staff facilities wereinstalled on a temporary basis utilizing tents andtrailers. Spectator facilities were augmentedutilizing tent structures.
Department/ Space Use (in feet Notesfunction unless noted)
Accreditation
1 Staff Entry 10 x 20 tent Staff entry, badge issue,storage and distributionpoint. Work area for 9.
Food Service
Administration Office area for 3 food ser-vice staff (see Finance).
2 Storage 10 x 44 trailer Refrigerated storage.
3 Distribution 15 x 15 tent Adjacent to refrigeratedtrailer.
10 Language 15 x 15 tentServices
PersonnelAdministration
11 Lounge (3)10 x 10 tents
Press Operations
12 Interview Room 20 x 40 tent
Mixed Zone 20 x 20 tent
Photo Positions
Press Seating 214
Waiting area for 14, 1work station.
Responsible for payroll,timekeeping and staffscheduling. Office area for2 (see Venue Operations).
Tent lounges for 10 each.
40 chairs, elevated plat-form for 6.
Located at tunnel entry toinfield.
7 in infield.
110 seats with desk, 104without.
12 Press Lounge 20 x 20 tent Tables and chairs for 16;beverage service.
12 Staff Offices (3)10 x 10 tents Office areas each for 4staff.
12 Sub-Center 40 x 50 tent 40 working places.
82
Security
13 CommandCenter
12 x 60 trailer Office area for 26; 11 ex-tra chairs, refrigerator.television.
Sports Administration
Federation Services
14 FIAC Offices
15 Jury/Draw-room
12 x 60 trailer
15 x 15 tent
Air-conditioned trailerwith 12 x 14 private officefor FIAC president and 2guests, television and re-frigerator, 11 x 12 officefor2 technical delegatesand 2 guests; 18 x 12 areafor the national governingbody staff.
Conference room for 12.
16 Judges/Off- 20 x 20 tent Lounge for 19. television,cials’ Lounge telephone, refrigerator.
Athlete Services
17 AthleteCompound
17 EquipmentStorage
17 EquipmentRepair
8 x 12
30 x 30 tent
17 Toilet Facilities (2)10 x 20
17 Team Room (45)20 x 20 tents
17 Lounge(Athlete)
(2)20 x 20 tents
30 x 30 tent
17 Athlete 10 x 20 tentInformation
Definition: fenced areaoutside the velodromewith athlete rest, feedingand competition prepara-tion facilities.
Lockable container in ath-lete compound.
Facility with 7 x 12 lock-able storage, (3)8-footwork benches, 6-footbench, 2 bike racks, aircompressor.
Each with 8 portableunits, 2 handwashfacilities.
Individual team tents with7 x 12 lockable storagebin, massage table, 3 fold-ing cots, work bench,water dispenser, (2)6-foot benches, bike stand,bike rack, 3 chairs, clotheshooks.
Lounge area for 26, televi-sion, refrigerator.
Lounge area for 36, televi-sion, refrigerator.
Information board, 60message holders, workarea for 4.
Competition Management
18 Commission-er’s Office
12 x 60 trailer Private 10 x 12 office forthe commissioner and 2guests; 8 x 12 office forsecretary/support; bal-ance of space hadmeeting room for 4, pho-tocopier, refrigerator,television.
Field of Play
19 InField
19 Awards 3 x 15 Stored in infield.Platform
19 Commission- 15 x 30 Elevated platform iner’s Stand infield.
6 x 8 Results input table.
6 x 20 Shade structure locatedimmediately behindstand.
19 EquipmentRepair
10 x 10 tent 7 x 10 lockable storage,(3)8-foot workbenches,B-foot bench, 2 bikeracks.
19 Judges’ 6 x 1 0 Elevated seating for 5 onPlatform infield at finish line.
19 Jury Platform 6 x 8 Elevated seating for 2 oninfield at finish line, direct-ly behind judges’platform.
19 Public Address 8 x 10 Elevated platform for3 atAnnouncer finish line.
19 Pursuit 10x10 Elevated platform locatedPlatform in center of infield.
19 SportsMedicine
19 Team Box
10 x 10 tent 3 treatment tables, 3chairs, mobile emergencycart at infield tunnel entrypoint. Physician and ath-letic trainer at2 otherpoints in track infield.
(52)10 x 10 tents Each box with 5-footbench, bike rack.
Technology
20 MessageCenter
10 x 10 tent Communications andmessage receiving centerfor staff and officials, ra-dio base station, workarea for 6.
21 Results 12 x 60 trailer
10 x 10 tent
6 x 18
Swiss Timing 6 x 10
Results output, photo-copy and distributionarea; sponsor/vendorwork area for 10.
Staff work area for 3.
Results input on commis-sioner’s platform (seeField of Play). Photo-finishtower elevated 7 feet.
Timing and scoreboardcontrol table for 3.
Television
22 TrailerCompound
68 x 340 Telephone and televisionproduction and transmis-sion vehicles.
TicketingAdministration Office area for 2 (see Ven-
ue Operations).
23 Information 8 x 12 Information and will-callpoints. No ticket sales onsite.
Transportation
Administration
24 Driver Lounge 10 x 20 tent
Parking 3,700
Venue Operations
25 Construction 12 x 60 trailer
26 Venue Staff 12 x 60 trailerOffices
Spectator Services
9 x 12 office for 3 withintrailer (see Finance).
25 chairs, television, bev-erage dispensers.
35 spaces for handi-capped spectators.
Office space for 9, sharedwith Maintenance andMateriel Supply.
Office area for venue man-ager, secretary/supportand staff coordinatorsof television, conces-sions, ticketing,personnel, materiel.
27 Food Service (2)8 x 32 Stands with 6 servicelines each.
(2)10 x 40 tents Temporary servicestands with 8 lines each.
Public eating area with120 chairs.
28 Food Storage (2)8 x 20 trailers Refrigerated trailer.
29 Novelty Stands (4)10 x 10 tents Novelty sales point forpublic.
30 Novelty 12 x 60 trailerStorage
Post Office 14 x 32 trailer Sales and service pointfor U.S. Postal Service.
Program (4)4 x 4 Portable program salesStands points.
Public 10 x 10 tent General information pointInformation for spectators.
Public Seating 8,400
7.02.6Hockey: Weingart StadiumAnnouncement of East Los AngelesCollege (ELAC) as the site of the hockeyvenue was made 14 April 1982. Thehockey competition was held in ELAC’s22,000-seat stadium and adjacentfacilities included the ELAC gymnasium,volleyball courts and intramural fields.Ample spectator parking was locatedon the campus and in close proximityto the venue.
The Weingart Foundation, a non-profitphilanthropic California corporation,pledged $3.2 million to help refurbishthe ELAC stadium, including installationof a SuperTurf field and an all-weathersynthetic track made of Regupol.Work, including permanent andtemporary construction, was begun inlate 1982. The stadium was re-namedWeingart Stadium in honor of the gift.
The stadium cost $3 million to build in1951. It was built on a hillside in aneast-west direction. The walkway atthe top of the north grandstands is atstreet level and the grandstand itself isbelow ground; the south grandstandsrest on a fill area.
Inasmuch as construction of the infieldcould not start until the end of theAmerican football season in earlyDecember, there was concern aboutthe potential damages and delayscaused by the Southern Californiawinter rainy season that runs fromJanuary through April.
Drainage of the rain water was a majordesign and construction consideration.In addition to the sheet flow of wateron the driveway and the stadium seats,water that would normally seep intothe grass field and dirt track had to beremoved via an underground drainagesystem. The field was at least 10 feetbelow the elevation of the outsidewalkway and the nearest storm drainline was a 48-inch diameter pipelocated about 80 feet away from thesouth east corner of the field. Thus, anew 12-inch-diameter storm piperunning parallel to the trackstraightaway was installed. The pathof the new connecting drain line cutacross existing retaining walls and acorner of the stadium and was boredunderground.
Even after the drain was installed andconnected, weather problemscontinued to plague construction.There was no effective way to drainrain-water off the field since duringconstruction it was below the elevationof the drainage catch basin. Pumps andplastic covers were used, but rain-water continually accumulated in thefield and eventually saturated theadobe soil. This made it difficult toreach the level of soil compaction andmoisture content required to supportthe asphalt paving. After the rainsabated in late April, the correct soilcompaction was obtained and pavingcommenced. Using conventionalconstruction techniques, the track andinfield were paved with three inches ofclosed grade asphalt.
A synthetic playing surface, “SuperTurf84” was installed over the existing60,000 square feet of the Americanfootball field. A one-half inch foam padlaid on top of asphalt was coveredwith tightly-packed three-eighths-inch-high artificial grass resulting ina fast, springy playing surface. Thefused seams minimized maintenance.A temporary SuperTurf half-field waslaid over an outdoor volleyball courtand used as a warm-up area. SuperTurfInternational of Garland, Texas was anofficial supplier for the 1984 Games.
Since the track was surrounded by an8-foot-high retaining wall and the widthof the hockey field prohibited an insidecurb around the 400-meter track, plansto install an eight-lane, 48-inch-wide-per-lane track were set aside. Instead,an eight-lane, 42-inch-wide-per-lanetrack was built. A 4-inch waterline withfive couplers was installed around theinner perimeter of the stadium wall toallow for watering (cooling) of thesynthetic track.
Permanent improvements to WeingartStadium included: 15
o Repainting the facilityo Replacing stadium seats and building
handicapped seatingo Increasing electrical capacity at the
field levelo Refurbishing the press box and
scoreboardo Installation of permanent telephone
lines and a public address systemo The provision of air-conditioning for
the stadium office and athletes’lockers
o Building of a first aid facilityo The refurbishing of stadium offices,
locker rooms and plumbing
As part of an agreement with theWeingart Foundation, the LAOOCcommitted to the refurbishment of thelngells Auditorium on the ELACcampus. Built in the early 1950s, the40-foot structure was scarred byvertical cracks in the plaster.Superficial examination indicated thatthe cracks may have been caused bystructural fractures in the concretewalls. The LAOOC committed to therepair of any structural damage and theimprovement of the appearance of thebuilding.
16
15 Weingart Stadium changes characterthrough the use of Festive Federalism forthe Games.
16 Weingart Stadium during the Games withits resurfaced SuperTurf field and FestiveFederal color treatment.
83
Architecture and Construction
The plaster was removed and theconcrete walls sandblasted.Inspections by state officials revealedthat there was no structural weaknessin the building. Cracks in the plasterwere caused by water that hadoverflowed from clogged gutters andhad been contained between theplaster and the concrete. Gutterswhich were redesigned to overflowaway from the structure were installed.An adhesive was applied to theconcrete walls to enhance bonding tothe plaster and a sealant was applied tothe surface of the final coat of plasterto keep water from penetrating.
Refurbishing the interior of lngellsAuditorium was limited to repair ofwater damage, removal of asbestosacoustic tiles, installation of air-conditioning for the auditorium anddressing room areas, laying newcarpet, reupholstering the seats andthe installation of an acoustic shell.
Other permanent improvements toEast Los Angeles College included thelighting of campus tennis courts andthe auditorium. The LAOOC designedand built a student park on campus.
The scope of temporary work at thisvenue was significant. In addition tothe construction of temporary hardwallpartitions to subdivide office space andlocker rooms, there was significant useof shade structures, tents and fencing.Construction projects unique to thehockey venue were:
o
o
A 150-foot square synthetic turfwarm-up field which was built on anexisting volleyball court, affordingathletes an opportunity to practiceon a surface identical to that of thefield of play.The Technology Department officeswere provided with temporaryhardwall construction and air-conditioning to keep photocopyingequipment in a temperature-controlled and soundproofenvironment.The ELAC gymnasium floor wascovered with protective indoor/outdoor carpeting.A scaffold bridge was constructed,allowing athletes private accessfrom their lounge to the field of play.Three awards flagpoles, three 35-foot ceremonial flagpoles displayingIOC, LAOOC and IF flags and twelveflagpoles displaying flags ofparticipating nations wereconstructed.
Temporary modifications transformingWeingart Stadium into an Olympicvenue were completed in four weeks.The Look of the hockey venue wascreated as part of a master programvisually uniting all Olympic sites. TheLook pieces used on the hockey venuewere fabricated by several suppliersand then shipped to an installer’swarehouse. The installer then appliedthe materials to the venue as shown onthe site design drawings. Look itemswere left at the ELAC stadium and haveremained in place.
Restoration of the site after the Gameswas completed in one week. Thelayout of the hockey venue reflectedfew physical changes from originalconcepts formulated during the venuedevelopment process. The final designdeveloped in working drawingsremained essentially unchanged.o
o
o
17
17 East Los Angeles College is a perfect sitefor the hockey competition with 22,000seats and a near-by gymnasium for sup-port facilities.
84
Site plan for field hockey stadium;roof removed from support facility building
85
Architecture and Construction
Hockey
Introduction Competition in field hockey took place at EastLos Angeles College, an existing outdoorstadium seating 22,000. Staff and athletefacilities were placed in an adjoininggymnasium.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Athlete Entry 10 x 10 tent
2 Guest Entry 10 x 20 tent Olympic Family entrypoint.
3 Staff Entry 10 x 20 tent Staff entry, badge issue,storage and distributionpoint. Work area for 6.
Food Service4 Administration 33 x 52 Office area for 10 shared
with transportation andconstruction staff.
5 Eating Area/Lounge
6 Storage
6 Distribution
Finance
38 x 60 Carpeted lounge for 100,snack and beverage ser-vice, television.
(2)8 x 40 trailers Refrigerated foodstorage.
14 x 20 Food distribution area.
7 Audit, Cash 16 x 26 Office area for 12, sharedControl with 3 ticketing staff.
Health Service & Medical Control8 Doping Control 14 x 14 Processing/work area for
3, refrigerator; 16 x 18Waiting area for 15, tele-vision, refrigerator; 8 x 16Testing area with existingtoilets and handwashfacilities.
9 SpectatorFirst Aid
20 x 20 tent Waiting area for 4,2 treat-ment tables, 2 cots, icecontainer.
10 SportsMedicine
16 x 18 Waiting area for 6,2 treat-ment tables, staff of 6,water cooler, refrigerator,ice maker. (4) 18 x 20 Pri-vate work area for teamtrainers, 2 treatment ta-bles and 6 chairs in each.
1
Materiel Acquisition & Distribution
1 Storage (2)8 x 40 trailers
Olympic Family Services12 Administra- 23 x 28 Office area for 9 and
tion/Language lounge for 7 interpreters.Services
13 Hosting 20 x 40 tent Outdoor hosting area for30, television, beverageand snack service; areacovered with artificial turf.
Personnel14 Administration 24 x 26
Press Operations
15 Interview Room 30 x 45
Press Seating 140
16 Sub-Center 30 x 45
Security17 Command 20 x 26
Center
Sports Administration
Federation Services
Responsible for payrolltimekeeping and staffscheduling. Work area for2, lounge/waiting area for26.
Seating for 40, elevatedplatform for 6. Staff of-fices for 6 withinpartitioned area in inter-view room.
40 positions with tables,100 without tables.
30 working places.
Office area for 8, confer-ence table for 8.
18 FIH Offices 12 x 22 Office for FIH president.
18 10 x 12 Office for FIH secretary-general.
18 12 x 20 Office for 2 technicaldelegates.
18 14 x 16 Office for 2 secretary/support and lounge.
18 18 x 24 Conference room for 10.
19 Judges’ 12 x 18 Office for judges’ coor-Coordinator dinator and meeting area
for 8.
20 Judges/Offi- 16 x 22 Dressing room, showercials’ Dressing and locker for female offi-Room cials. Dressing room,
shower and locker formale officials.
21 Lounge 10 x 16 Lounge with tables andchairs for 8, television.
22 Umpire 12 x 18 Office for umpire coordi-Coordinator nator and meeting area for
8.
Athlete Services
23 Information/ 10 x 10 tentCheck In
24 Lounge 20 x 40 tentand20 x 20 tent
25 Team Meeting/ (4)20 x 28 andDressing (2)36 x 38Rooms
26 Warm-up 180 x 300
2 6 150 x 150
Competition Management
Information board, tableand chairs for 3 at en-trance to warm-up area.
Lounge and eating areasfor 60 athletes and 20 x 20tent officials.
Existing stadium locker/shower facilities (2) 36 x38 subdivided to form 6rooms for competingteams. 20 individual lock-ers in each. Separategymnasium locker/show-er facility used forathletes’ training.
Grass field for warm-upand training.
Artificial surface half-fieldfor training and warm-up.
27 Commission- (2)9 x 11 Office for commissioner,er’s Office deputy commissioner.
27 10 x 12 Office area for secretary/support.
27 Competition 13 x 18 Work area for 8.Staff
27 ConferenceRoom
Field of Play
12 x 16 Conference room for 10,television.
28 AthleteSidelines
29 Field
(2)10 x 20 tents
180 x 300
Area dedicated to eachteam at sidelines, includ-ed bench seating for eachteam plus stick rack.
Artificial surface field withnets and stakessurrounding.
30 Judges’Seating
31 Pre-GameStaging
Technology32 Message
Center
Results
33
33 Staff Offices
SwissTiming 2 x 6
20 x 20 tent
(2)10 x 20 tents
Elevated platform for6 onside line, results input im-mediately behind judges.
Shade structure, standingroom only at sidelines exitfrom locker facilities, onefor each upcoming team.
8 x 18
10 x 20
18 x 26
22 x 25
Communications andmessage receiving centerfor staff and officials.
Results input, staff of 6,computers at sidelines intent immediately behindjudges.
Results-output photocopyand distribution area,waiting area for 6.
Office for 10 sponsor/vendors and 3 LAOOCstaff; radio distributionand recharging.
Scoreboard, timing con-trol table for2 in existingpress box.
Television
34 TrailerCompound
40 x 200 Telephone and televisiontransmission and produc-tion vehicles.
Ticketing
35 Information (2)10 x 10 Will-call and informationpoints. No on-site ticketsales.
Transportation
36 Administration Office area for 4, areashared with food serviceand construction (seeFood Service).
37 Driver Lounge 20 x 20 tent Waiting area for 40, bev-erage dispenser,television at athlete pick-up point.
37 20 x 40 tent and Rest area for 60, beverage(2)10 x 10 tents dispenser, television.
Venue Operations
ConferenceRoom
Construction/Maintenance
14 x 25
38 Venue Staff 16 x 32Offices
Spectator Services
39 Food Service (3)6 x 12
(4)10 x 10 tents
39 (2)8 x 30 trailers
4 0 Novelty Stands (4)10 x 10 tents
4 0 8 x 30 trailer
41 Post Office 12 x 44 trailer
Program (6)2x4Stands
4 2 Public 10 x 10 tentInformation
Public Seating 20,000
2 conference areas for 8 inarea shared with FoodService, Construction andTransportation (see FoodService).
Office area for 5, areashared with Food Serviceand Transportation (seeFood Service).
Storage area for mainte-nance materials, graphicand sign materials.
Office area for venue man-ager, 2 assistants, 4guests.
Food sales point.
Temporary food servicestands.
Storage.
Novelty sales points topublic.
Storage.
Sales and service pointfor U.S. Postal Service.
Portable program salespoints.
General information pointfor spectators.
86
7.02.7Shooting: Prado Recreational AreaAfter an extensive search by theLAOOC, Prado Recreation Area in SanBernardino County was selected on21 June 1983 as the shooting site forthe Games. More than 75 locations hadbeen considered, including Caesar’sPalace in Las Vegas and Seal BeachNaval Weapons Station in OrangeCounty. An agreement that would haveput shooting events at a new,privately financed facility at CoalCanyon in Orange County wasterminated by the LAOOC whencontinued construction and permitdelays jeopardized the timelycompletion of the project. The 65-acresite near Chino was chosen because ofits location, about a one-hour driveeast of Los Angeles.
Although temporary constructionpermits and approvals were received,an essentially permanent shootingfacility was constructed. Ground-breaking ceremonies for the onlyOlympic-class shooting site in theUnited States were held on 16 August1983. The facility plan included: 80shooting points at the 50-meter rangefor small bore rifle and free pistol, 70points at the 10-meter range, eightpoints at the 25-meter rapid fire pistolrange, three international skeet fieldsand three international trap bunkers.
The facility area in Prado Basin wasraised three feet to an elevation of 515feet above mean sea level, thus raisingthe facility above the level of theseasonal water storage pool withsufficient freeboard. Fill material wastaken from the site itself and from a35-acre borrow area nearby.
The 30-acre site was surrounded bychain link fencing and lighted at nightfor security reasons.
The buildings for the various shootingevents, except trap and skeet, wereconstructed on concrete footings withsteel frames and metal siding androofing. The floors were built of dirt,gravel and grass. Laminated woodbaffle walls were constructed asneeded to adequately contain the22-caliber rounds used in the variousevents. The air rifle/pistol rangeconsisted of 70 positions in a buildingcovering about 27,000 square feet; thepistol range consisted of 10 positionsin a building covering about 22,500square feet; the rifle range consisted of80 positions in a building coveringabout 89,000 square feet; and therunning boar competition (2 positions)was held in a building covering about27,300 square feet. Skeet and trapfacilities, consisting of three ranges,covered an area of approximately99,000 square feet.
The skeet and trap facilities consistedof three Olympic trenches and threeskeet fields, 90 meters by300 meterseach. The trap shooting-rangesystems contained a number ofmachines capable of automaticcasting, allowing vertical andhorizontal adjustment as needed. Eachof the ranges had concrete bunkers.Beyond the firing radius area there wasa 200-meter buffer area or “gunshotfree zone.”
Construction was completed in time tohold an Inaugural Championship at theOlympic shooting ranges from 9-l 6April 1984 with shooters firing underOlympic rules. The venue was staffedand operated by the LAOOC as a dressrehearsal for the Games.
All ranges and buildings, rangeequipment and security fencing wasdonated to the County of SanBernardino at the conclusion of theshooting events.
18
Two sets of 750-seat temporarybleachers were erected for the Gamesat the clay target range andceremonies area and occupied 26,250square feet. A limited amount ofasphalt paving was added, principallyas walkways between the temporarybuildings and for the handicappedparking area. Standing-room-onlyspace was available for spectators atthe indoor ranges.
A two-acre parking area was providedon-site to handle the40 buses per daythat transported participants andofficials to the site. Temporaryconcession stands and displaysoccupied a portion of the shale-surfaced parking area. A secondparking area, covering seven acresoutside the security fence, was locatedeast of Pomona Rincon Road andapproximately 3,200 feet northwest ofthe shooting facility. A parking areawith a compact dirt surface wasdesignated for spectators andaccommodated about 1,100 vehicles.
At the conclusion of the Games, theoff-site parking area was returned toits former appearance and originalcontours as much as was practical.Bare cut surfaces were seeded in latefall of 1984 in order to control soilerosion.
18
Portable sanitary facilities were used,so no sewage connections wererequired. Permanent connections weremade to existing electric lines locatedalong Pomona Rincon Road. Potablewater was obtained from an adjacent,existing well and brought to the site inportable containers.
The facility worked well for the Games.As a permanent legacy of the Games ofthe XXlllrd Olympiad, the ranges arenow available to be used forcompetition and training for futurenational and international shootingevents.
18
18 Prado Recreational Area in Chino hostsOlympic competition on five ranges,including facilities for skeet/trap, pistolsand rifle.
87
Architecture and Construction
Plan of shooting venue
88
Shooting
Introduction Competition in Olympic shooting took place atthe Prado Recreational Area. The 50-acre sitewas complete with five separate ranges: airgun, free pistol and rifle (standard, prone andfree), rapid fire pistol, running target and claytarget (trap and skeet). The site was utilized forall competition and training in the sport.Facilities for athletes, spectators and venuemanagement were all provided on a temporarybasis and primarily through installation of tentsand trailers.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Staff/Guest 10 x 10 tent Staff entry, badge issueEntry storage and distribution
point. Work area for 12.
Food Service
2 Eating Area/Lounge
3 Storage
20 x 60 tent Lounge for 150, messagereceiving center.
(2)10 x 44 trailers Food storage, athlete andstaff lunches.
Finance
Audit, Cash Office area for 3 (seeControl Security).
Health Service & Medical Control4 Doping Con- 12 x 60 trailer Doping: Waiting area for
trol/ 15, television, refresh-Sports Medi- ments; collection areacine with toilet and handwash
facilities; registration andwork area for 2. SportsMedicine: waiting area for8; 4 treatment tables, icemaker; toilet and hand-wash facility.
5 Spectator 20 x 20 Waiting area for 10; 2First Aid treatment tables, toilet
and handwash facilities;water cooler, refrigerator.
Materiel Acquisition & DistributionAdministration Work area for 2 (see
Venue Operations).
6 Storage (3)12 x 60 trailers
Olympic Family Services
7 Hosting 12 x 60 trailer Lounge and rest areafor 32.
7 40 x 40 tent Lounge for 28, waitingarea for 14 interpreters.
Personnel
Administration
Press Operations
8 Interview Room 12 x 60 trailer
9 Press Lounge 40 x 40 tent
9 Sub-Center 12 x 60 trailer
Responsible for payrolltimekeeping and staffscheduling (see VenueOperations).
Seating for 20, staff workarea for 8.
Table and chairs for 40,food and drink dispens-ers, bulletin board, watercooler.
20 working places.
Security
10 CommandCenter
12 x 60 trailer Private office for 7, workarea for 8, conferencetable for 12, table spacefor 4 finance staff and 2ticketing staff.
Sports AdministrationFederation Services
11 UIT Offices 12 x 60 trailer Private office for UIT pres-ident and 4 guests,private office for secre-tary-general; jury room/officials lounge with tableand chairs for 18. workspace for 6.
12 Judges’Sunshade
(2)20 x 20 tents Clay target range.
Athlete Services
13 Equipment
13 EquipmentVerification
10 x 45 trailer
40 x 40 tent
Work space for gunsmithwith 7 work benches (8-foot), 4 drill presses, 3vises. Ammunition salesarea.
14 Armory 30 x 120 tent 650 lockers, 5 dressingrooms.
15 Rest Area 60 x 60 and 40 x 40 Shade structure forathletes.
15 80 x 160 Shade structure withcoolers, refreshments,lighting, cots, table andchairs. Private areas allo-cated to each NOC byteam size. Typical areahad 2-3 cots and deskwith 2 chairs.
16 Information/ 10 x 10 tent Individual messageCheck In boxes.
Competition Management
17 Commission-er’s Office
Field of Play
12 x 60 trailer Private 8 x 12 office forcommissioner, office forcompetition director andassistant, work area forUIT technical delegates,7 staff.
18 Rifle and Free 25 meter 80 targets for competitionPistol Range in free pistol, prone, free
and standard rifle.
19 Rapid Fire Pistol 25 meter 8 units of 5 silhouetteRange targets.
20 Running Game 50 meter 2 running game targetsRange
21 Clay Target 3 Olympic trenches and 3Range skeet fields combined.
22 Air Gun Range 10 meter Enclosed range with cli-mate control, 70positions.
Technology
23 Results 60 x 80 tent Results input and classifi-cation area, tables andchairs for 64, 12 x 12 pro-test room for 14, privatejury room for 10, targetstorage area.
24 Staff Offices 12 x 60 trailer Work area for 8; resultsoutput and photocopycenter: radio rechargingand distribution center,sponsor work area.
Swiss Timing 6 x 6 Timing control table for 2at each range (see VenueOperations:Construction).
25 Telecommuni- 10 x 45 trailer Venue switchboard andcations telephone operations
center.
26 8 x 25 trailer Emergency generator.
Television
27 Trailer 6 0 x 9 0Compound
Telephone and televisionproduction and transmis-sion vehicles.
Ticketing
Administration Office area for 2 (seeSecurity).
28 Information 8 x 8 tent General spectator infor-mation and will call.
Transportation
Administration
29 Driver Lounge 20 x 20 tent Waiting area for 14
Venue Operations30 Construction 12 x 60 trailer
31 Venue Staff 12 x 60 trailerOffices
32 Food Service (2)10 x 30 tents
32 100 x 120
33 Novelty Stands 10 x 10 tents
33 12 x 60 trailers
33 (4)10 x 10 tents
34 Post Office 14 x 32
Program (2)2 x 4Stands
35 Public Informa- 8 x 8 tenttion
Public Seating 1,500
3,500
Office area for 5 mainte-nance and constructionstaff. Work area for 2 ma-terial supply, SwissTiming and Speith (targetsupply) staff.
Office for venue managerand assistant. Staff workarea and table space for10, 2 personnel staff.
Food sales points for gen-eral public.
Spectator shade and ta-bles and eating area for600.
Novelty sales point.
Storage.
Shooting and rangeequipment sales. Staffedby manufacturers.
Sales and service pointfor U.S. Postal Service.
Portable sales points forprograms.
General spectator infor-mation point.
Bleachers.
Standing room.
89
Architecture and Construction
7.02.8Swimming: Swim StadiumThe swimming, synchronizedswimming and diving events of theGames of the XXlllrd Olympiad wereheld at the new Swim Stadium locatedon the campus of the University ofSouthern California. Announced on7 August 1980, constructioncommenced on30 December 1980with facilities dedicated on 7 July 1983.The swimming and diving pools,funded by a grant from the McDonald’sOlympic Trust, were built especially forthe 1984 Games but were designed asa permanent facility.
The swimming pool is 52.59 meters inlength and 22.885 meters wide. It isdivided into eight swimming lanes of2.4892 meters with perforatedstainless-steel bulkheads at each end.The bulkheads are moveable to adjustthe length of the pool to the 50 metersfor swimming competition and togreater or lesser lengths, as needed, forvarious other uses. The bulkheads areinstalled with timing-touch plates, andtheir perforated design provides wavecontrol for maximum pool efficiency.Water depth varies from 2 meters to3.96 meters.
19
The first use of the swimming facilitieswas in 1983 when swimming anddiving competition was held 14-17July. Synchronized swimming eventstook place 5-7 August 1983. Accuracyof the design and engineering wasproven during this first meet in thenewly constructed pool when a worldrecord was set in the men’s 800-meterfreestyle. Eleven world records inswimming were set during the Games.
The diving pool is 22.885 meterssquare. Water depth varies from 2meters to 5.18 meters and a divingtower was installed with platforms at5 meters, 7.5 meters and 10 meters.The surface of each platform wascovered with Sportflex material fromMondo Rubber. Two permanent 3-meter diving boards were installed,along with two temporary 3-meterboards which were replaced by 1-meter boards at the conclusion of theOlympic Games. A compressed-airbubbling machine provides 200 poundsper square inch of air pressure with awork volume of 60 cubic feet persecond to sparging units in the pool tofacilitate surface visibility for thedivers.
Underwater windows and viewingrooms were constructed for both theswimming and diving pools for use bytelevision crews. Access was providedthrough manhole entrances on thedeck. Underwater sound amplificationwas provided in both pools. A resultsscoreboard was permanently installedat the site and augmented by a secondelectronic results board during theGames. All timing devices andscoreboards were the responsibility ofSwiss Timing. 17,105 bleacher-typetemporary seats were erected for useduring the Games.
The swim venue was locatedimmediately adjacent to the Olympicvillage at USC. Parking was limited tothe 2,000 spaces provided by theuniversity in a parking structure locatednext to the swimming stadium, sospectators were encouraged to usepublic transportation wheneverpossible. All staff were transported bybus from a central parking locationapproximately five miles away.
The transformation of the swimstadium to the swim venue for Olympiccompetition was done in conjunctionwith work done throughout theExposition Park/University of SouthernCalifornia area. Actual completion of allof the Look design and the extensivetemporary construction required fortelevision coverage was completedone day prior to competition.
The spectator entry to the venue wasthrough an arch constructed onVermont Boulevard just south ofJefferson Boulevard. The distancefrom the entrance of the venue to theseating areas was made to appearshorter than it actually was through theplacement of concession stands,tented shaded areas and a longreflecting pool. Since the venue wasactually a temporary facility from thestandpoint of spectator amenities, 128portable toilets were placed behind thestands on both sides of the pools.Twelve of these were designed for thehandicapped.
Over 36,000 square feet of tented areawas provided for the operation of thevenue including Olympic Family, FINA,LAOOC and athlete warm-up and restareas. One hundred eighteen tents ofvarious sizes were used.
The facility proved fully satisfactory forOlympic use and will be well used byarea residents and USC students foryears to come. During the Games, thesimply arranged support facilities weresufficient to allow the work of thecompetition and venue staffs to becarried out in a pleasant, colorfulatmosphere.
20
19 University of Southern California is the siteof swimming/diving and a village during theGames. Support facilities for the competi-tion are provided through the use oftemporary tenting.
20 The specially-constructed pool at USCprovided a perfect summer setting for theswimming competition and provides theuniversity with a lasting legacy for thecommunity.
21 Use of the Look colors dresses up thediving area, including the boiler exhaust lo-cated behind the diving tower.
21
90
Site plan of swimming anddiving venue
91
Architecture and Construction
Swimming
Introduction The Olympic Swim stadium, an outdoor facilityseating 16,000, was located adjacent to theOlympic village at USC. AII athlete, official, staffand spectator facilities were installed on atemporary basis utilizing tents andtrailers. Parking and press facilities were sharedwith the village. Because the village boundedthe swimming venue on three sides, spectatorentry was limited to only one side of the venue.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Guest Entry
2 Staff Entry
Food ServiceAdministration
3 Eating Area/Lounge
4 Storage andDistribution
10 x 20 tent
10 x 20 tent
Olympic Family membersentry point.
Staff entry. badge issue,storage and distributionpoint. Work area for 8.
40 x 60 tent
Administration Office for6 (see Transportation).
Table and chairs for 190,television, 250 individuallockers.
(4)8 x 40 trailers Refrigerated and drystorage.
Finance5 Audit, Cash
Control12 x 60 trailer Private office for 3, work
area for 7. Work area forstaff in: Ticketing, venuestaff (3), Personnel (3).
Health Service6 Doping Control 12 x 60 trailer Waiting area for 10, re-
frigerator, television;processing area for 2;testing area with toiletand handwash facilities.
Transportation
7 SpectatorFirst Aid
20 x 60 tent Observation area for 5;treatment area with 2 ta-bles; storage area, workarea for 4, handwashfacilities.
8 SportsMedicine
20 x 40 tent Waiting area for 10; re-frigerator, area with 3treatment tables, 4 mas-sage tables, televisionand ice machine.
Materiel Acquisition & Distribution
Administration (3)8 x 40 trailers Office for 1 (see VenueStorage Operations:
Construction).
Olympic Family Services
Administration
9 Hosting 60 x 60 tent
Private office for 2 (seeTransportation).
Table and chairs for 80;television, snack and bev-erage service, lounge for60.
10 LanguageServices
10 x 40 tent Working and waiting areafor 20, near athlete warm-up area.
PersonnelAdministration
Press Operations
11 Interview Room 20 x 60 tent
12 Mixed Zone 20 x 40 tent
Press Seating 489
13 Staff Offices 20 x 20 tent
14 Sub-Center
Responsible for payroll,timekeeping and staffscheduling. Private officefor 3 (see Finance).
80 seats for press. Podi-um, microphones, lightingfor television.
Informal meeting area forpress and athletes; 4-foot-high fence.
225 seats with table, 264without.
Work area for 8.
100 working spaces inBrooks Pavilion, an adja-cent baseball stadium, 35telephones plus telex andtelecopier facilities.
Security15 Command
Center12 x 60 trailer 2 private offices for 7
each, open work area for8.
Sports Administration
16 FINA Offices 12 x 60 trailer
16 12 x 60 trailer
16 12 x 60 trailer
FINA secretariat offices;2 private offices, workspace for 5.
2 separate conference ar-eas for 16 for FINATechnical Diving Commit-tee and FINA TechnicalSwimming Committee.
FINA medical and syn-chronized swimmingshare conference roomfor 12; FINA Bureau as-signed conference roomfor 24.
17 FINA Lounge 40 x 40 tent
Athlete Services-Warm-Up Area
Table and chairs for 40,television, food and bev-erage service.
18 Check-In 10 x 20 tent Athlete check-in prior tocompetition and trainingschedule.
19 Information 10 x 10 tent 65 individual messageboxes, bulletin board,staff of 3.
20 Locker/Showers
(2)20 x 60 tents One each for men andwomen, with 150 individ-ual lockers.
(2)12 x 60 trailers One each for men andwomen, portable facilitywith 10 showers.
21 Lounge 60 x 60 tent Rest area with 60 cots.
20 x 120 tent Rest area with 60 cots.
22 Toilet Facilities 1,000 square feet 30 temporary toilets inwarm-up and storagearea.
23 Warm-up Area 50m Warm-up pool with 6lanes.
23 20 x 60 tent Stretching and massagearea with28 tables.
23 20 x 40 tent 30 tables, 60 chairs,make-up mirrors for syn-chronized swimmers.
Competition Management
24 Competition 12 x 60 trailer Offices for competition di-Staff rector in each discipline:
diving, swimming,synchronized.
25 Conference 12 x 60 trailer Conference room for 20;Room competition support facil-
ities, copier, work area fortraining facilities manag-er, 4 support staff.
Field of Play/Pool Deck and StagingArea
26 Athlete Lounge 20 x 60 Waiting area with tableand chairs for 60, loungefor 40, television.
27 EquipmentControl
28 Holding Area
29
40 x 40 tent
20 x 20 tent
20 x 40 tent
Swimming equipmentstorage, start blocks, vid-eo cameras, divingequipment storage.Chairs, umbrellas and syn-chronized swimmingplatform.
Pre-event holding area for40, refreshments, radio,clothes baskets; adjacentto pool deck.
Post-event holding areafor 10.
30 20 x 40 tent ABC interview area, 67chairs.
Judges’ (2)12 x 12Seating
31 Stretching Area 5 x 10
32 Ceremonies 20 x 40
Television
Platforms for each of 7diving judges.
Showers primarily fordivers behind diving tow-er; 2 rinse-off showersand spa in staging area.
Awards ceremony stag-ing area.
33 Trailercompound
120 x 220 Telephone and televisiontransmission and produc-tion vehicles.
Technology3 4 Message 20 x 40 tent
Center
35 Results 24 x 60 trailer
6 x 18
36 Staff offices 12 x 60 trailer
37 Swiss Timing 8 x 29
37 8 x 10
15 x 15
Communications andmessage receiving centerfor staff and officials.
Results output, photo-copy and distributioncenter. Waiting area for10; 36-foot sorting ta-bles, technicians’ workarea for 3, 11photocopiers.
Results input table onpool deck.
Office area for 11 spon-sor/vendors; 12 x 24storage area; 12 x 24office for 3 LAOOC staff,radio recharging and dis-tribution center.
Enclosed timing andscoreboard control roomon pool deck, 11 staff.
Video control room, 4
Storage areas.
TicketingAdministration Office area for 1 (see
Finance).
38 Information 8 x 8 tent Public information and will-call point. Noon-site tick-et sales
39 Administration (2)12 60 trailer
39 Driver Lounge 20 x 20 tent
Venue Operations40 Construction 12 x 60 trailer
41 Venue staff (2)12 x 60 traileroffices
Spectator Services
Private office for trans-portation manager and 2protocol staff. Work areafor 6 food service staff.
Lounge for 120.
Private offices for con-struction manager andmateriel supply coordina-tor, work area for 6.
Office for venue director,2 assistants; office forcommissioner, television.Office area for supportstaff.
42 Food service (5)10 x 30 tents Food and beverage salespoints for public.
43 Novelty stands (3)10 x 20 tents Novelty sales point forpublic.
Post office 24 x 26 trailer Sales and service pointfor U.S. Postal Service.
Program (6)2 x 4 Portable sales points forstands programs.
44 Public 10 x 10 tent General public informa-information tion point.
Public seating 16,500 84 temporary toilets, 70handicapped.
Other
45 Athleticstraining
46 Parking
47 Village
Training facility for ath-letes competing in athlet-ics. Not related to or partof the swimming facility.
Parking structure for USCVillage residents, staff,motorpool.
Interior perimeter of USCOlympic Village.
92
7.02.9UCLA: Administration buildingThe LAOOC, in conjunction with theUniversity of California, Los Angeles,constructed an on-campus, three-story, 44-foot-high office building in theWestwood area of Los Angeles,California. The LAOOC contributedapproximately $3.3 million dollars forconstruction on existing university-owned land. The LAOOC had use of thefacility from its opening on 9 August1982 through mid-l 985 when it wasturned over to the university for its useas administrative offices.
The office building was ideally suited tothe ever-changing needs of the LAOOC.It had a well-planned interior thatfeatured modular office units flexibleenough to be reshaped in alternativeoffice configurations. From its openinguntil the LAOOC moved to largerfacilities in July 1983, this buildingserved as the primary operations areafor the LAOOC. After the move, theWestwood building served as astaffing center and Ceremonies staffoffices.
22
Construction began on the facility inApril 1981 and was completed 16months later. By contract, theuniversity was given design controlover the structure.
In October 1984, in honor of theaccomplishments of the president ofthe LAOOC, the Board of Regents of theUniversity of California named thebuilding as the Peter V. UeberrothOlympic Office Building.
7.02.10USC: Dining hall(King Olympic Hall)A permanent dining hall facility wasconstructed by the LAOOC at theUniversity of Southern California. Thefacility was constructed and equippedto accommodate Olympic food serviceoperations and for use thereafter bythe university on a permanent basis.The dining facility was the onlyconcrete and steel construction builtby the LAOOC at the University ofSouthern California.
The dining facility itself was a separatetwo-story brick building located in theUSC Village, adjacent to the swimvenue. The facility was designed forseparate food service operations onboth floors. Hot and cold lines,beverage service and seating areas forthe athletes were located on bothlevels. The facility planning andconstruction were completed prior tothe boycott and in practice, thesecond-level food service amenitieswere not utilized by athletes and wasconverted to a staff lounge. After theGames, the second floor of the diningfacility was converted to a pizza parlorfor use by USC students and faculty.
The dining facility was constructed toservice 900 people simultaneously andduring the Games, primarily buffet-style service was offered. Storagecontainers placed outside the kitchenheld food and service goods. Thedining facility serviced three athletehousing pods, although athletes werefree to dine in the location of theirchoice.
The dining facility has been renamedthe Frank L. King Olympic Hall,commemorating a deceased chairmanof the board of First Interstate Bank.The $3 million dining facility was paidfor by the LAOOC, $1 million of whichwas credited to the LAOOC as partialpayment for rental of the USC campus.The facility was left for the universityas a gift following the Games.
7.02.11Youth sports facilitiesPermanent sport facilities built by theLAOOC in association with their youthsports program focused primarily ontwo underdeveloped sports in theSouthern California area.
Two archery ranges were constructedin association with the EastonAluminum Company for youthparticipation at Cheviot HillsRecreation Center in West Los Angelesand at Woodley Park in the SanFernando Valley section of LosAngeles.
In association with the MaruchanCompany, the LAOOC constructedeight individual judo floors at variousBoys’ Clubs, recreation centers andprivate judo clubs in the Los Angelesarea. These judo floors were heavilyutilized for the LAOOC/MaruchanOlympic Judo Youth program whichtook place in 1983 and 1984.
The other permanent facilityconstructed by the LAOOC for youthsports/participation was a gymnasiumfloor and scoreboard at a Boys’ Club inSouth Central Los Angeles. Heavycommitments to youth sports by theLAOOC took the form of trainingprograms and sports equipment, inaddition to the construction of somenew facilities.
22 The Peter V. Ueberroth Olympic OfficeBuilding provides three stories of space forLAOOC use and later for use by the Univer-sity of California, Los Angeles.
93
Architecture and Construction
7.03Construction of temporaryfacilities at existing sites
7.03.1ArcheryBoth the XXXllnd World ArcheryChampionships and the archerycompetition of the Games of theXXlllrd Olympiad were hosted by theLAOOC and held at El Dorado Park, anexisting range built in 1972 by the cityof Long Beach Recreation Department.Transforming the existing park into anOlympic venue for more than 100archers and 4,000 spectators requiredthe design and construction of bothpermanent and temporary facilities.
In January 1982, a landscapearchitecture firm was retained by theLAOOC to develop the master plan forthe site in preparation for the XXXllndWorld Archery Championships to beheld in October 1983. A month later,meetings were held with Federationlnternationale de Tir a I’Arc (FITA)President Francesco Gnecchi-Rusconeand Canadian architect Don M. Lovo toreceive input for the design andplanning of the venue. In the proposedmaster plan of the park, the elementsof the site were all contained withinone area, except for a parking lot andthe practice range which were adjacentto the competition range. All otherfacilities were south of the competitionshooting line. The major challenge ofthe planning process was to adapt theentrances to accommodate Olympic-generated traffic. Site ingress andegress for spectators required specialidentification and directional signs. Thecity of Long Beach assisted the LAOOCby controlling spectator traffic andparking. LAOOC traffic was separatedfrom spectator traffic by physicallocation and the timing of arrivals anddepartures.
The overall master plan used for the1983 World Championships wasefficient. On-site traffic flow wassimple. It had direct delivery routes andample parking adjacent to the venue.The archers were able to concentratewithout distraction, because the venuewas situated in a park, secluded fromurban noises.
During the latter part of 1983, thevenue plan was modified toaccommodate a larger number ofspectators and to provide additionaloffice and support operations spacefor venue staff, federation officials andthe media. Space planning andprogramming and a constructionbudget were completed and theconstruction manager, signagemanager and Look designer developedacquisition, fabrication andconstruction schedules. Theconstruction manager was ultimatelyresponsible for on-site constructionsupervision.
The existing practice range and thetwo scoreboard structures on the eastand west edges of the competitionrange required refurbishing prior to theGames. Changes were made in theperimeter security fence to create aceremonial gateway to the venue. Acolonnade was created as part of theLook to connect spectator parking areato spectator entry, making the walkingdistance from the remote parking lotappear shorter than it actually was.
Temporary facilities were used for thefield of play and athlete and venuesupport areas. The platform for thedirector of shooting was an elevated12-foot-square modular unit built off-site and set in place. An 18-inchvalance was attached to the roof of thesunshade to better protect the directorof shooting and the technicians fromthe sun. Competing athletes sat undercanopy-type sun shelters that were 8feet square and 7 feet high. Forty-eightindividual sections (27 on the men’srange and 21 on the women’s range)were utilized to adequately provideshelter for the athletes. The shadestructures were designed to move withthe sun throughout competition, butnot to block spectator view. Separateshade tents for the scorers wereplaced at 20 meters and40 metersfrom the shooting line and 20 metersfrom the field.
The field of play consisted of 22 men’stargets and 16 women’s targets,accurately laid out (plus or minus onecentimeter at 90 meters and less at thecloser distances) and well suited tointernational competition. Each lanewas six meters wide with up to twotargets per lane. Each lane was paintedwith a lane-striping device. The semi-permanent floor-striping paint wasapplied three days before the eventand lasted through the competition.The shooting line and television linesneeded a second painting. Great carewas taken to see that the field waswatered properly and sprinklersadjusted correctly to adequately coverthe entire field of play. Each day thefield crew set traps and covered thedirt mounds made by gophers duringthe night and early morning.
Minimal support facilities wererequired for the archers on site. Tentswere erected for use as locker andstorage facilities and as lounge andrest areas. Equipment repair andstorage were provided in a 30-foottrailer. Athlete food services wereprovided in a large tented area shadedby existing trees. Sports medicine anddoping control facilities were located inseparate 44-foot trailers andaccessible to the handicapped byelectric lifts.
23
Eight trailers were arranged in one areafor use by the Venue Management (2),Technology, Construction and Securitydepartments as well as FITA, judges/officials and the commissioner. Trailerconfigurations included the use ofadjoining tents for meetings andreceptions. A wooden floor was built ineach tent to cover tree roots anduneven ground.
The press occupied a tent located nextto the operations area in a separate andsecured area. A compound used by thehost broadcaster and GeneralTelephone (GTE) was screened fromthe range by landscaping. A shadestructure was installed to cover theGTE advertising on a trailer locatedinside the compound.
Temporary bleacher seating for 4,000spectators was provided behind theshooting line. A “main street” wascreated behind the bleachers offeringspectators an opportunity to purchasefood and novelty concessions. Allconcessions were housed in two 10-foot by 30-foot modular tents withsubflooring that provided six servicelines each. Public restrooms utilizingportable toilets were located in an areaamong existing trees. The fencingaround the restrooms was coveredwith Look fabric. First aid and publicinformation tents were readily visibleand conveniently placed at the siteentry corridor.
Included as part of construction wasinstallation of Look items, whichincorporated the Festive Federalismdesign and color scheme into thevenue through the use of decorativetents, sonotubes, flowers, signs andbanners. An archway scaffold whichwas painted magenta and containedspheres, banners, stars, glitter boardsand an archery pictogram provided alandmark entry to the venue. Fenceswere covered with decorative andsport-specific fabric and the bleacherswere wrapped in fabric and highlightedwith banners and pennants.
The construction contract termsrequired that the general contractorfurnish all labor, material, equipment,supervision and other items necessaryfor the general construction of thevenue. Work commenced 28 May1984 and the construction phase wascompleted 7 August 1984.
During the course of construction, theoriginal scope of work was expandedto include flooring for the OlympicFamily lounge tent and theconstruction of a camera blind to housetelevision cameras. The work wascompleted by the general contractor atthe request of venue management andthe LAOOC construction manager. Thecontractor remained availablethroughout the event.
Following competition, the generalcontractor returned to the site to beginrestoration of the venue and to assist intear-down. Flagpoles were removed,although the foundations remained peran agreement with the city. Ballardswere reinstalled, the shootingdirector’s stand was removed andirrigation systems restored. In certainareas, the parking lot was resurfacedand the lawn reseeded.
The archery competition of the Gamesof the XXlllrd Olympiad was anoverwhelming success. The archeryrange at El Dorado Park was convertedfrom a large, grassy field with trees to ashowplace of competition. Judgescalled the competition field the mostaccurately laid-out field they had everexamined. From the athletes’standpoint, the competition wasexcellent, with Olympic records postedin both the men’s and women’scompetitions.
23 El Dorado Park combines competition re-quirements with an uncluttered view forspectators of the Olympic archerycompetition.
Enlarged section through archeryfield of play looking west
94
Site plan of archery venueat El Dorado Park
95
Architecture and Construction
Archery
Introduction Archery competition took place at El DoradoPark on an existing but primitive range. Rangeimprovements were undertaken and all athlete,spectator and officials’ facilities were of atemporary nature utilizing tents.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Staff Entry 10 x 20 tent Staff check-in; temporarybadge issue; badgestorage.
Food Service
2 Food Storage 8 x 40 trailer Staff box meals storageand distribution point.
3 Lounge/Eating 20 x 40 tent Lounge for 60.Area
Health Services & Medical Control
4 Doping Control 10 x 45 trailer Waiting area for 16; test-ing area with toilet andhandwash facility; pro-cessing or work area for6.
5 SpectatorFirst Aid
6 Sports Medi-cine
20 x 20 tent
10 x 45 trailer
Treatment area for 2,waiting area for 10.
Waiting area for 10, 6treatment tables, ice mak-er and handwashfacilities.
Materiel Acquisition & Distribu-tion
Olympic Family Services
7 Hosting 30 x 40 tent
6 Language 10 x 10 tentService
Office area for 5 in securi-ty trailer (see Security).
Furnished carpetedlounge with snack andbeverage service; work-ing area for 6.
Work area for 5.
PersonnelAdministration Working area for 3; re-
sponsible for staffuniform distribution. staffscheduling/hours/payroll(see Venue Operations).
Press Operations
Mixed Zone 15 x 40 For media contact withathletes, adjacent to fieldof play.
Press Seating 70
9 Sub-Center 30 x 30 tent
30 work positions withdesks, 40 positions with-out desks.
Includes 15 x 18 interviewroom and 10 workingplaces with telex, tele-phone, typewriters,results services.
Security10 Command 10 x 45 trailer
Center
Sports Administration
Federation Services
Working area for 12. 10 x12 space for materiel sup-ply staff and 8 x 10storage area.
11 FITA Offices 10 x 45 trailer Private 10 x 12 office forFITA president, 10 x 12lounge, 10 x 20 area forsecretary-general, recep-tion area.
12 Judges/ 10 x 45 trailer 10 x 20 meeting room forOfficials 14; 10 x 12 lounge, 10 x
12 office for technicaldelegates.
Athlete Services
13 EquipmentRepair
8 x 28 trailer Repair and storage forbows, arrows. Spareparts and work benchesfor 2.
14 Lounge 30 x 30 tent Rest and eating area for250 athletes and team of-ficials; beverage service,6 temporary toilets.
Practice Field 90m x 138m 46 targets in close prox-imity to the competitionrange, snack and bever-age service. 10 x 10 tentfor information and trans-portation desk.
15 Storage/Towel 10 x 10 tent Storage area for bags/Issue personal effects, athlete
message center and tow-el distribution.
Competition Management
16 Commissioner 12 x 60 trailer Private offices, each 10 x&Staff 12 for commissioner and
sport manager; protocoldesk for 2; conferencearea for 6; 2 secretarialstations.
Field of Play
17 Athlete Seating (48) 8 x 8 x 7
18 Director ofShooting
19 Judges’ Shelter
Range-Men
Range-Women
20 ScorersSeating-Men
21 ScorersSeating-Women
22 Scoring/Results
12 x 12
(2)10 x 10 tents
90m x 90m
60m x 70m
10 x 40 tent
10 x 30 tent
10 x 30 tent
10 x 20 tent
(2)20 x 40 tent
48 connected, individualshelters—27 on men’sfield and 21 on women’sfield.
Elevated platform; publicaddress announcer andsound technician immedi-ately behind.
Located behind shootingline.
15 lanes each 6 meterswide with 2 targets perlane maximum; total of 22targets.
10 lanes each 6 meterswide with 2 targets perlane maximum; total of 16targets.
At 40m line 20m fromfield; 35 chairs.
At 20m line 20m fromfield.
At 40m line 20m fromfield; 25 chairs.
At 20m line 20m fromfield.
At 40m line of eachrange.
Technology23 Office &
Storage10 x 45 trailer
24 MessageCenter
10 x 10 tent
Results Display (4)4 x 8Board
25 Results Output/ 8 x 32 trailerPhotocopy
Work space for staff and10 vendors; radio issueand recharging; 8 x 10storage area.
Work area for 6; receivingand posting of messagesfor staff, officials andathletes.
2 for athletes on field ofplay; 2 for spectator view-ing. (2)4 x 8 Manualresults boards for public.
Mobile unit provided re-sults photocopying anddistribution.
Television26 Trailer
Compound75 x 85 Telephone and television
transmission and produc-tion vehicles.
Ticketing27 Information 8 x 8 tent At public entry for ticket
questions and will-call. Noon-site ticket sales
Venue Operations & Administration28 Construction
Staff
Maintenance
29 Venue StaffOffices
29
12 x 60 trailer
8 x 20
10 x 45 trailer
10 x 60 trailer
Work area for construc-tion project manager andmateriel supply staff.
Supply storage.
Work area for departmentstaff from: Ticketing andTransportation (3) plusaccess control managerand usher supervisor.
10 x 20 office for venuemanager; work area forPersonnel and Financedepartments, assistantvenue managers,secretary.
Spectator Services30 Food Service (2)10 x 30 tents
(2)8 x 12
31 Novelty Stands (3)10 x 10 tents
32 Post Office 14 x 32 trailer
Program (2)2 x 4 cartsStands
33 Public 8 x 8 tentInformation
Public Seating 4,000
Public and beverage salespoints.
Storage containers.
Public sales points on 3sides of each tent; onestand for binocular rental.
Sales and service pointfor U.S. Postal Service.
Portable stands for publicsales.
Kiosk for 2 persons toprovide general spectatorassistance.
40 seating locations forhandicapped spectators
96
24
7.03.2Athletics: Marathons andrace walksThe men’s and women’s marathonsstarted at Corsair Stadium on thecampus of Santa Monica College (SMC)in the city of Santa Monica and endedat the Los Angeles Memorial Coliseum.
The men’s marathon was the finalsporting event of the Games and itsfinish was an integral part of ClosingCeremonies. The marathon course ranthrough the city of Santa Monica andcontinued into West Los Angeles,turning west past Brentwood CountryClub to Ocean Boulevard where itturned south along the Pacific Oceanand reentered the city of SantaMonica. The athletes ran throughMarina del Rey and headed east on theMarina Freeway to Slauson Avenuebefore turning north again on OverlandAvenue and Jefferson Boulevard. Thecourse route turned east on RodeoRoad in the city of Los Angeles,continuing east on ExpositionBoulevard to Menlo Avenue where itturned south to the tunnel entrance onthe west end of the Coliseum. Theroute of the marathon passed throughfive separate municipal jurisdictions.
The minor amount of constructionrequired at Santa Monica College wasdone by the college maintenance staff.Minimum design changes were madeto the Santa Monica College campus inorder to accommodate this event.Since SMC was already a training sitefor athletics events and team handball,security fences and athlete amenitieswere already in place. Alterationsspecifically required for the marathonincluded the addition of temporarytoilet facilities for spectator use, theplacement of some protective paddingon walls and fences at the athlete exitfrom the track, installing the Lookelements, the building of platforms onthe existing bleachers for televisioncameras, the removal of existing goal-posts and approximately 65 feet offence and gates.
Spectator parking was provided on thecampus at the corner of Pico and 17thStreet. Ticketed spectators wereallowed in the stadium in the east andwest bleachers to view the marathonstart.
Television cameras and press werepositioned in the west bleachers, alongwith the Olympic Family, theInternational Federationrepresentatives and other Olympicofficials. A band provided pre-raceentertainment for both the women’sand men’s marathon. Athletes enteredthe stadium from the gymnasium onthe east side of the field. They arrivedfrom the villages by bus andimmediately upon disembarkingentered the gymnasium facility.
Three locations were used to marshalthe volunteer forces prior to the races.A total of 3,000 course marshalsgathered for a two-hour orientationprior to being transported to theirrespective work stations. Each of thethree locations had eight portabletoilets for use by the volunteers.
Tables were used along the route ofthe marathon as refreshment stationsand for 13 spray and sponge stations.Eight refreshment stations werespaced every five kilometers along themarathon course, beginning with thefive-kilometer mark. Each stationconsisted of nine tables spacedapproximately 20 meters apart. Thefirst seven tables were numbered andlabeled by country code for competitor-specified drinks. The eighth table wassupplied with an electrolyte drink andthe ninth held cups of water.
A medical-aid tent and a portable toiletwere placed at the beginning of eachrefreshment station for use by theathletes. Spray and sponge stationsalternated with the refreshmentstations for the first half of the course,then doubled in number for the last half.These stations consisted of a shower-spray device on the right side of thecourse under which athletes could runand three tables spaced approximately20 meters apart on each side of thecourse. The first two tables held wetsponges and the last, water.
25
A truck dropped nylon rope along thecourse prior to the race whilethousands of course marshals affixedthe rope to trees, posts or LAOOC-provided barriers. This was done toassist in controlling crowds along therace course.
24 Spectators applaud competitors frommany nations as they pass along themarathon route.
25 Thousands of spectators greet Olympicmarathon competitors as they windthrough the streets of Los Angeles.
The race walk events started andfinished at the Coliseum. The eventsexited through the tunnel and up MenloAvenue to Exposition Boulevard.Walkers repeated the 2.5-km loopcourse on Exposition and then re-entered the Coliseum through thetunnel off Menlo Avenue. The coursewas roped off and marked by trafficcones at the turns. A refreshment,sponge, water and personal beveragestation was provided on the course andwas marked by signs posted 100meters in advance. Toilets were alsoprovided at this station.
97
Architecture and Construction
Map of Los Angeles area locatingmarathon and race walk courses
Race walking course
98
7.03.3BaseballDodger Stadium was the venue forbaseball. It was built for the LosAngeles Dodgers professionalbaseball team and has been their homefor 22 years. The facilities weredesigned expressly for use as abaseball site and minimal modificationsto the existing structure and layoutwere required for use as the Olympicbaseball venue. Modifications includedadapting the site for spectator andprotocol functions. Existing lockerroom space was available for twoteams and was modified toaccommodate four teams at one time.
Major time constraints were placed onthe construction and move-in scheduleas the Dodger team utilized thefacilities for professional baseballgames from 2—8 July and from 24—29July. This left the LAOOC two weeks inthe middle to complete the bulk of thetemporary modifications, and one day,30 July, to complete the remainingmodifications before the first Olympicbaseball game took place on 31 July.
Two compounds, one for LAOOCoperations and the other for hostbroadcaster television operations,were established in parking lots Nos.2 and 3 outside the stadium. Existingfencing was extended to secure theareas. During the week of 9-15 July,telephone company trailers wereinstalled in the television compoundand trailers were installed in the LAOOCcompound. During this same timeperiod, tents were added to the LAOOCcompound for the Access Control,Transportation and Language ServicesDepartments and for the messagecenter. Portable toilets and lavatorieswere placed in the compound for useby LAOOC staff.
Concurrent with these constructionprojects, temporary interiormodifications were made to thestadium layout. Areas were subdividedto create additional team rooms andmedical areas. Hardwall partitionswere placed in the stadium offices on
the club box/press box level for use asthe results output center. A press sub-center was also established on thislevel in an existing press dining area.On the team entrance level of thestadium, three offices were convertedfor use as lost-and-found, security andpublic first aid offices. Team locker andmeeting rooms on the field level of thestadium received minor modifications.Three temporary flagpoles wereplaced behind home plate on theplaying field for the medal ceremonies.
Temporary power was generated forthe LAOOC facilities. The telephonecabling process began on9 July andphone service to the compound wasestablished on 14 July. All cablingsystems used by the technology crewswere placed in temporary holdingareas until final hook-ups were made toavoid problems with the Dodgersoperations from 24—29 July.
Beginning on 10 July, furniture andsupplies were brought into the venuefor each of the LAOOC stadium offices.A United States Postal Service kioskwas placed on-site in a parking lot on30 July.
26
Look installation could not take place atthe baseball venue until the day beforecompetition began. With so little timeavailable the scope of the Look wasseverely limited. Festive Federal colorschemes were used on outfield fencecoverings and standard Olympic signdesigns were used to denoteconcessionaire and novelty areas.Flags of the countries participating inthe baseball competition were flownover the scoreboard behind thestadium pavilions. Olympic Star inMotion and LA84 signs were placedabove the scoreboard. The Olympicrings design was drawn in chalk in thegrass area behind home plate.
All construction and facilitymodifications were completed on timeand the baseball competition was acomplete success. This success wasdue in large part to the assistance ofthe Los Angeles Dodgers organizationand its lengthy experience withproducing quality baseball games atDodger Stadium.
Take-down procedures wereimplemented at the stadium after thelast Olympic baseball game wascompleted on 7 August. The Dodgerbaseball team played in the stadium on13 August, six days after Olympiccompetition ended.
26 Dodger Stadium was built specifically forbaseball use and is perfect host to theOlympic baseball competition.
26
99
Architecture and Construction
Plan of Dodger Stadium
Section of Dodger Stadium lookingnorthwest
100
Plan of press and team entry levels Plan of team areas
Baseball
Introduction Olympic baseball was held at Dodger Stadium,an existing stadium for professional baseball.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
Administration
1 Guest/Staff En-try
Food Service
2 Eating Area/Lounge
2
10 x 20 tent
Work space for 1 (seeVenue Operations).
Main entry, badge issue,storage and distributionpoint. Work area for 2.
24 x 80
8 x 25
Staff eating area for 120.Food distribution andstorage point.
Storage trailer.
Finance
Audit, Cash Shared office for3 (seeControl Venue Operations).
Health Service & Medical Control
3 Doping Control 12 x 12 Waiting area for 8; testingarea with toilet and hand-washing facilities;processing area for 2.
4 Spectator 16 x 30 First aid station with 8First Aid beds.
5 Sports 40 x 40 Training room with 6Medicine treatment tables.
Materiel Acquisition & Distribution
Administration Work space for 2 (seeVenue Operations).
6 Storage 15 x 25 truck
Television
15 TrailerCompound
70 x 130 Telephone and televisionproduction and transmis-sion vehicles. Xeroxstorage trailer was also inthis compound.
Olympic Family Services
7 Hosting 24 x 100 Hosting room for 250.meal and beverageservice.
8 Language 20 x 20 tentServices
Personnel
Administration
Press Operations
9 Interview Room 12 x 50
9 Press Seating 131
Seating for 8 interpreters.Work area for 1.
Responsible for payroll,timekeeping and staffscheduling. Office for(see Venue Operations).
Seating for 60.
All positions with desk inexisting press box.
10 Sub-Center 12 x 26 23 work positions; tele-phones, telex, telecopier.
Security
11 Command 25 x 30Center
Sports Administration
Federation Services
Existing venue securityoffice. Office for 3 (seeVenue Operations).
12 AINBA Offices 12 x 60 trailer Trailer with 12 x 12 officefor LADOC commissionerand sport manager, 12 x32 room, seating 12, forAINBA jury meetings, pri-vate 12 x 12 office forAINBA president andtechnical delegates.
13 Judges’ 10 x 24 Existing locker room, fieldOfficials’ level for officials.Dressing Room
Athlete Services
14 Team Meeting (4)7 x 31Room
2 existing clubhousessubdivided to form4facilities.
Technology
16 MessageCenter
10 x 10 tent Communications andmessage receiving centerfor staff officials.
Results 6 x 12 Input area located in pressbox.
17 24 x 70 Results output, photo-copy and distributioncenter, staff offices for6and 10 sponsor work sta-tions, radio distributionand recharging, waitingarea for 4.
Ticketing
18 Information (3)3 x 4 Existing ticket windowsfor will call and informa-tion. No on-site sales.
TransportationAdministration Office for 3 (see Venue
Operations).
19 Driver Lounge 20 x 20 tent Rest area for 30.
Venue Operations2 0 Venue Staff 12 x 60 trailer 12 x 12 0ffice for venue
Offices manager and financemanager: 12 x 12 officefor 2 security staff; 12 x32 area for staff: accredi-tation, 2 materiel supply,construction, mainte-nance, 4 personnelcoordinators, 2 finance,secretary/support.
Spectator Services
Food Service (32)12x12 Existing stands with 2-4lines in each, all levels.
Novelty Stands (8)14 x 40 Interior concourse salespoints, all levels.
12 x 60 trailer Storage.
Post Office 14 x 32 trailer Sales and service pointfor U.S. Postal Service.
Program (15)4 x 4 carts Portable sales points forStands programs.
Public Seating 56,000
101
Architecture and Construction
7.03.4BasketballThe competition venue for Olympicbasketball was The Forum inInglewood, California. Long consideredone of the world’s most beautifulbasketball arenas, The Forum was alogical choice for the Olympiccompetition and required fewmodifications. Those made wereprimarily cosmetic. In addition tobasketball, the finals of the teamhandball competition were held thereon 11 August, and even though lessthan 24 hours had transpired since thecompletion of the basketballcompetition, the facility was convertedwithout major, time-consumingmodifications.
Construction for the basketball venuewas well-organized. Electrical workbegan on 6 May 1984 at which time thetelephone utility brought their trailerson site. 27
Two trailers designated for basketballfederation use during the Gamesarrived at The Forum on 5 July andwere used by construction, security,transportation and venue managementfor office space until 16 July. TheLAOOC was given complete use of TheForum on that date and held a completedress rehearsal four days later.
The two trailers placed in The Forumparking lots were used by FIBA after itsarrival in Los Angeles. Eight-foot highfencing screened the area from thepublic parking lot. Portable toilets,which were used by early arrivingspectators, were located outside thefencing. Tents, placed in the parkinglot, were used for staff check-in and atransportation drivers’ lounge. Aportion of the parking lot was fencedfor The Forum’s existing foodconcessionaire, the host broadcasterand an athlete bus drop-off point. Anadditional area was later added forfood storage.
Three food concession tents outsideThe Forum were installed, eachmeasuring 10 feet by 20 feet. Coin-operated telephones were added at thenorth, east and west entrances for thebenefit of spectators.
The stair landings in both the west(Forum Club) and north (Forum officeentrance during the Games) entrieswere carpeted.
Rather than construct an elaboratetunnel protection device in the tunnelentrance to preclude unauthorizedvehicles from entering the building, apolice truck was parked in the middle ofthe tunnel, saving both constructiontime and expense. It allowed free (butcontrolled) access for the hostbroadcaster and other supply vehicles.
As part of the Look, 4,000 pottedflowers were installed around theoutside of The Forum. The flowerswere used for landscape purposes andwere not arranged to form any specificdesign.
Within The Forum, modifications weremade on almost all levels. Stanchionand chain were added at the end of thebasketball court to keep spectatorsaway from the field of play. Anadditional Swiss Timing countdownclock was installed on the floor in frontof a radio commentator’s table. Thisclock was 2 feet high by 5 feet wideand 1 foot deep. Curtains were addedat all four ground level entrances.
Several days prior to the start ofcompetition, the scoreboard wasinadvertently lowered too far andcrashed onto the basketball court,destroying the advertising base, whichsubsequently was removed. The holein the floor itself was filled, painted andfinished overnight. This patch repairwas made without incident and did noteffect the competition.
Four locker rooms were needed for thebasketball competition, rather than thetwo normally needed for singleprofessional games. Owing to its useby professional basketball, ice hockeyand indoor football (soccer) teams, TheForum had four separate locker roomsand all were available for the Olympiccompetition.
Originally, The Forum staff intended tomove their offices to a new officebuilding across the street, but thismove did not occur. As a result, theLAOOC had only a minimal amount ofoffice space available. In order toalleviate this space crunch, The Forumwarehouse was emptied, its stocktransported to a remote warehouseand The Forum warehouse converted.The Construction Department built apress interview area, venuemanagement area, copier room,technology staff room, security staffroom and a message center. Theseareas were separated by hardwooddividers and carpeted. Electrical andcommunication lines were placed in allof these areas before they wereoperational. The Forum staff loungewas converted into the LAOOCcommissioner’s office.
The Forum built toilet facilities on theexterior concourse just prior to theGames even though the LAOOC hadplanned to do so upon move-in.Curtains were hung on entrances andProtocol and staff lounge areas werelocated on the same level. The onlymodifications to the rooms weretemporary decorations.
Interior Look materiels were late inarriving and some had to be fabricatedon site by the installers. Country flagsoriginally were to be hung in a circlearound the central, overheadscoreboard. This particular designobstructed sight lines so the designwas changed to display them in a radialmanner.
28
For the finals of team handball, 8-foot-square broadcasters’ platforms wereinstalled at both the north and southends of The Forum across theconcourse level.
27 A newly-manufactured floor is installed forOlympic use at The Forum.
28 The existing beauty of The Forum com-bines with the LAOOC’s decorativeelements during the Olympic basketballcompetition.
The change over from basketball tohandball took place following the finalbasketball competition on 10 August.The change was made easily and wascompleted by noon on 11 August. Thehandball final was over by 1800 hoursand removal of all LAOOC decorationsand sports equipment and facilitiesbegan. The LAOOC was out of TheForum by 14 August, with only minorrepairs remaining to be made.
102
Plan of The Forum with roof removedand seating cut away to showsupport areas
Section through The Forumlooking east
103
Architecture and Construction
Basketbal l
Introduction Basketball competitions were held at TheForum, an existing multipurpose sports facility.Interior rooms and facilities were modified toprovide administration and athlete areas. Onlyfederation services were augmented throughaddition of trailer units. No warm-up court wasprovided for athletes. The Forum is a multi-levelfacility. Athlete and staff facilities were locatedprimarily on the lowest level.
Department Space Use (in feetFunction unless noted) Notes
Accreditation
1 Guest Entry Accredited Olympic Fam-ily members (B,C,D,E,F)and guest entry.
2 Staff Entry 20 x 40 tent Primary entry point onsouth side for accreditedLAOOC staff, temporarybadge issue. Athlete teamentry point. Badge stor-age and work area for 10.The Forum staff, all ushersand maintenance staff en-ter north and east sidesonly.
Food Service
3 Eating Area/ 32 x 32 Existing lounge and foodLounge service area for 100.
4 Storage 8 x 40 trailer Box lunch storage anddistribution area.
Finance
5 Audit, Cash 8 x 30 Office area for 5Control
Health Service & Medical Control
7 Spectator 17 x 19 Existing public first aidFirst Aid station with toilet and
sink; waiting area for 10,2 treatment tables andrefrigerator.
8 Sports 12 x 14 Training room with 2Medicine treatment tables; waiting
area for 7, private doc-tor’s office, scale andsauna room, 20 x 38 exist-ing weight training room(also used for storage).
Materiel Acquisition & DistributionAdministration Work area for 1 (see Ven-
ue Operations).
9 Storage (2)8 x 40 trailers
6 Doping Control 20 x 30 Waiting area for 10; test-ing area with toilets andwash facilities; process-ing or work area for 2,refrigerator and lockablecabinet.
Olympic Family Services
10 Administration 8 x 10 Office for 1 at VIP entry.
11 Hosting 5,500 square feet Existing hosting area with30 x 40 bar and 2 food ser-vice areas, closed circuittelevision, informationdesk at entry.
Personnel
Administration Work area for 3, responsi-ble for timekeeping andstaff scheduling; 100 indi-vidual lockers at staffentry (see VenueOperations).
Press Operations12 Interview Area 36 x 58 Press seating for 150,
chairs for 8, elevatedplatform.
13 Mixed Zone 10 x 12 Zone for media contactwith athletes, a corridorleading to athlete lockerarea.
Photo Positions 48 32 seats in stands plus16 courtside positions.
Press Seating 404 214 positions with desks,190 without desks.
14 Staff Offices 14 x 32 Staff office area for 8.
15 Sub-Center 2,500 square feet 96 working spaces withtypewriters, telex, photo-copy equipment, EMSterminals. A sub-centerlocated in modified stor-age areas underbleachers.
Security16 Command
Center17 x 24 Office area for 10.
Sports Administration
Federation Services
17 FIBA 12 x 60 trailer Private 12 x 16 office forFIBA president, VIP loungefor 9. conference room for8 and 12 x 12 NGB officefor 2.
10 x 44 trailer 10 x 16 office for FlBAsecretary-general; 2 of-fice spaces for technicaldelegates and 1 office foradministrative secretary.
17 Judges'/ 8 x 20 Existing locker/showerOfficials’ room for 4.Dressing Room
Athlete Services
18 EquipmentStorage
19 Locker Room
10 x 10
Competing teams as-signed to 1 of4 existingMeeting Room locker/shower rooms. Eachroom equipped with Mas-sage/taping table,benches, lockers.
Room 1—24 x 32 Assigned to teams in ses-sions 1 and 3.
Room 2—32 x 32 Assigned to teams in ses-sion 2.
Room 3—20 x 36
Room 4—18 x 20
Refreshments 10 x 10
Competition Management
Assigned to teams in ses-sions 1 and 3.
Assigned to teams in ses-sion 2.
Stand placed at athlete/staff entry.
20 Commission- 10 x 20 Office for 2.ers’ Office
20 Asst. Commis- 10 x 10 Office space for 1, adja-sioner cent to existing 8 x 10 office
for secretary.
Conference 8 x 24 Meeting room for 14; tele-Room copier, telephone, closed
circuit television.
Field of Play
21 Competition 49 x 91 Court and surface lined toCourt meet FIBA specifications.
Actual floor surface60 x 112.
Competition 6 x 20 Courtside table and 10Staff chairs for competition
management.
Jury of Appeal 6 x 10 FIBA jury, seating for 5clear view of court.
Statisticians 6 x 16 Table and chairs for 8statisticians at courtside.
Team Seating (2)28-foot benches 17 chairs for team and2 chairs for security atcourtside.
Technical 6 x 10 FIBA technical committeeCommittee courtside seating for 5.
Technology
Public Address 4 x 6 Table and 2 chairs at scor-Announcer ers’ table courtside for
public addressannouncer.
Results 6 x 12 Courtside results inputarea with 3 chairs, resultsterminal and printer.
22 Staff Offices 6 x 10 Radio recharging andstorage room.
12 x 37 Office for 4 staff and 10sponsor/vendors.
Swiss Timing 6 x 6 Courtside table and 3chairs for scoreboardcontrol.
2 3
24 MessageCenter
24 x 24
12 x 24
Results output, photo-copy and distributionroom. Contained comput-ers, 1 copier, tables, 11chairs and 10 x 10 paperstorage area.
Communications andmessage receiving centerfor staff and officials; in-cluded radio base station,copier, tables, 6 chairs,message board and12 x 12 switchboardroom.
Television25 Trailer 120 x 150
CompoundTelephone and televisiontransmission and produc-tion vehicles.
Ticketing
26 Information 10 x 10 tent Work area for 2. Generalinformation and will call.No on-site sales,
Transportation
Administration Office area for 3 for vehi-cle dispatch (See VenueOperations).
27 Drivers Lounge 10 x 30 tent Waiting area for 100.
Venue Operations & Administration28 Construction 12 x 12 Office for 3.
Staff
29 Maintenance 12 x 17Storage
Storage and maintenancearea.
900 square feet Outside storage area.
30 Venue Staff 28 x 80 Office area established inOffices converted warehouse/
storage area. 25 work sta-tions each with desk,telephone, side chair andwork chair. Included hereby department: venuemanager, 2 assistant ven-ue managers, languageservice coordinator, tele-vision coordinator, 3personnel coordinators, 3transportation coordina-tors, concessioncoordinator, 4 secretarystations, competition su-pervisor, competitiondirector and secretariat,4 work stations for coor-dinators; officials,umpires, statistics, train-ing, operations meetingroom for 8, meeting roomfor 4, open lounge andseating for 12 with televi-sion, Look/Graphicscoordinator.
Spectator Services
Food Service 32 lines
(6)10 x 10 tents
(4)8 x 40 trailers
Novelty Stands
ProgramStands
31 Post Office
31 PublicInformation
Public Seating
32 Venue Owner’sOffice
(8)8 x 8
(3)10 x 10 tents
8 x 40 trailer
(8)2 x 4
22 x 26
8 x 8 tent
17,505
(28)8 x 10
4 interior concessionstands with 8 lines each.1 line dedicated to pressnear press seating.
6 exterior stands in park-ing lot.
Refrigerated food storagetrailers in trailercompound.
8 novelty stands on interi-or concourse
3 exterior stands.
Novelty storage.
Portable sales points.
Sales and service pointfor U.S. Postal Service.
Outdoor kiosk for3 per-sons to provide spectatorassistance.
Offices; the Forum staffoperated and managedthe facility on an on-goingbasis and continued to oc-cupy their regular offices.
104
7.03.5BoxingThe Olympic boxing venue was the LosAngeles Memorial Sports Arena,located in Exposition Park. The SportsArena was also used as a staging areafor athletes and entertainers duringOpening and Closing Ceremonies. Theproximity of the boxing venue to ExpoPark and the Coliseum meant thatnumerous services were integrated forthe three venues.
Boxing spectators arrived via theExposition Park shuttle bus system oras pedestrians. Spectators entered theSports Arena through the east, southand north entrances. The westentrance was used exclusively byLAOOC staff. Members of the OlympicFamily entered the venue and theOlympic Family hospitality loungethrough the athlete compound.
Athletes arrived by shuttle bus andentered the Sports Arena via the rampto the lower level. A considerableamount of temporary wall partitioningcreated the required competitionsupport areas. The partitioning wasprefabricated off site. Exclusive accessto the facility by LAOOC staff did notbegin until 9 July. By 23 Julyconstruction was completed. TheSports Arena was then utilized as astaging area for the ceremonies dressrehearsal on 26 July and duringOpening and Closing Ceremonies. Anall-night clean-up effort was requiredafter Opening Ceremonies to preparethe Sports Arena for competition thefollowing day.
A press sub-center for the boxing andathletics venues was located in thelower level of the Sports Arena.Auxiliary air-conditioning was added toa storage area and temporary powerand furniture were installed. Boxingwas a popular sport dominated byathletes from the United States andcommanded much attention from thepress. Because press interviewfacilities at the boxing venue werestrained during the preliminary rounds,an auxiliary press interview area wasconstructed outside the Sports Arenafor the semifinals and finals. Theinterior interview area accommodated77 people. The newly constructedoutdoor interview area-a 40-foot by60-foot tent adjacent to the facility—accommodated 200. The addition ofthe new interview area gave theLAOOC’s Press Operations staff anopportunity to run two interviewssimultaneously if necessary in the laterounds.
29
Permanent construction to the venueincluded a complete rehabilitation ofthe facility air-conditioning system.The exterior of the Sports Arena waswater-blasted and individual sectionsrepainted.
29 The Los Angeles Memorial Sports Arenaprovides complete information for specta-tors through the new scoreboard. Seatingfor journalists is provided in the back-ground.
105
Architecture and Construction
Plan of boxing arena at Los AngelesMemorial Sports Arena with seatingcut away to show support areas onlower levels
Plan of field of play (ring platform)and judges seating level
106
Boxing
Introduction The Sports Arena is an existing multi-purposesports facility. It is adjacent to the Coliseum andshared parking and press operations facilitieswith athletics (see Athletics). The Sports Arenais a multi-level facility. All athlete and stafffacilities were on the lowest level primarily, andon level 2. Spectator seating was on all levels.Spectator facilities located outside the SportsArena will be listed under “Exposition Park.”
Security
16 CommandCenter
16 x 16 Office area for 10.
Sports Administration
Federation Services
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Administration 12 x 16 Office for 1.
2 Guest Entry 10 x 50 tent Olympic Family entrypoint. Shared withathletics.
17 AIBA Offices
17
17
12 x 16 and (3)10 x 12
16 x 26
12x28
Private offices for AIBApresident, secretary-gen-eral, technical delegates,secretary/support.
AlBA office. competitionsupport work room in aathlete preparation area.
AlBA officials, officesfor 8.
10 x 20 tent VlP accreditation and in-formation point. Sharedwith athletics
3 Staff Entry 22 x 28 Staff entry, badge issue,storage and distributionpoint. Office area for 12.
Food Service4 Eating Area/ 64 x 100 Patio with tables and
Lounge chairs for 400.
4 Storage 8 x 40 trailer
Finance
17 22x22 AIBA staff, offices for 7.
18 Hosting Area 11x32 Lounge for 20, beverageservice.
19 Judges’/ 11x13 Existing shower/lockerOfficials’ room.Dressing Room
20 Video Taping 10x10 2 video monitors. DrawRoom and jury meeting room in
press interview room (seePress Operations).
Athlete Services
Audit, Cash Shared work area for 8Control (see Ticketing).
Health Service & Medical Control5 Doping Control 10 x 22 Waiting area for 10.
5 14 x 16 Processing area for 4 withrefrigerator, lockablestorage.
5 (2)7 x 8 Testing area for 2.
5 3 x 10 Storage area.
6 Spectator 16 x 24 Public first aid with 2 cots,First Aid 3 chairs, refrigerator,
work table, work area for6.
7 Sports 12 x 28 3 massage tables, 6Medicine chairs, supply cabinet,
water cooler, refrigeratorwith ice maker, work areafor 12.
10 x 10 Office for chief medical of-ficer, with examinationtable.
Materiel Acquisition & Distribution
Administration 10 x 10 Office for 3 supplycoordinators.
21 Information/ 14 x 16 Office for athlete andCheck In team information for80
message boxes.
22 Lounge 35 x 35 Lounge for 20, refresh-ments, television.
23 Rest Area (18)8 x 10 Private rest areas with cotand chair in each.
24 Shower Room 11 x 17 Shower area for 16, 10 x11 office for lockermanager.
25 Storage 13 x 28 Gloves and headgearstorage.
25 10 x 16 room. Storage.
26 Taping Room 13 x 28 Chairs for 6, athletes’hand taping andinspection.
27 Warm Up (2)14 x 14 Final athlete warm up andpreparation room.
28 Weigh ln 1000 square feet 12 official weigh stations,each with digital weightindicator, label printer,weight plate, 2 chairs; 2additional5 x 10 foot areaswith unofficial scalesavailable.
Competition Management
(3)12 x 60 trailer See Spectator Services: 29 Administration 12 x 12 Office for5 competitionFood Services staff.
Olympic Family Services
8 Administration 12 x 14
9 Hosting 28 x 52
Office for 1.
Lounge for 30 OlympicFamily members exceptpress; beverage andsnack service.
30 Commission- 20 x 35 Private office for 9.er’s Office
30 18 x 35 Commissioner’s hostingroom for 10.
10 LanguageServices
Personnel
100 x 180 tent
300 square feet
Lounge for with bev-erage and snack service,shared with athletics (seeAthletics).
Office and waiting area for16.
31 CompetitionStaff
3131
32 ConferenceRoom
12 x 18
14 x 28
(7)10 x 10
18 x 20
Office for competitiondirector.
Office for 8 technical staff.
Office for 15 competition
Conference room for 16.
33 OperationsReview
18 x 18 Meeting room for 8.
11 Administration 10 x 10 Office adjacent to staffcheck-in, work area for 6;responsible for payroll,timekeeping and staffschedules.
Field of Play
Press Operations12 Interview Room 22 x 44 Seating for 71, raised
platform for 6. For finals,outdoor interview area for200 established.
Press Seating 390 162 positions with desks,228 without tables; seat-ing for finals competitiononly.
13 Press 68 x 132 Work area in press centerSub-Center and for boxing and athletics
36 x 80 press. 276 work stations,100 telephones, teleco-piers, telex, lockers,televisions, results.
14 Staff Offices (5)10 x 14 Individual press officesshared with athletics; 3athletics, 1 boxing, 1 IOC.
15 Sub-Center 32 x 50 40 work stations, tele-phones, telecopiers,results service; back upfor facilities in main sub-center, item 11.
10 x 10 Office for sub-centerchief.
34 Ring 20 x 20
35 Judge/Jury (8)4 x 5
36 Timekeeper 2 x 7
37 ABC 2 x 10Commentator
38 ABC Camera 3 x 6
39 Medical 40 seatsCommission
40 AIBA Executive 20 seatsCommittee
Dimensions inside ropes;actual platform is 24 x24x 2 with 4 access stairs,red corner, blue corner.
Ringside seats, each on15-inch platform. Chairsavailable for8 bout off-cials and 38 judges/referees. Seating for med-ical jury directly behindjudges platform.
Ringside table for 4.
Ringside position for 5.Immediately behind is24-foot table for 10 radiocommentators.
Ringside position for cam-era and crew.
Behind radiocommentators.
Behind scorer’s table.
15
41 Scorers 3 x 40 Table and chairs, 10-feetfrom ringside, for: 2results staff, Swiss Tim-ing staff, 3 announcers, 2competition staff, 5 jurymembers, 1 televisioncrew.
42 Technicians 28 seats Chairs behind executivecommittee.
43 Delegations 56 seats Seating for delegationmembers.
Technology
44 MessageCenter
45 Results
46 Staff Offices
47 Swiss Timing
47
47
48 Telecommuni-
14 x 14
6 x 18
18 x 25
12 x 12
12 x 25
9 x 10
4 x 4
6 x 6
5 x 10
Communications andmessage receiving centerfor staff and officials. 50individual mail boxes.
Input area 10 feet fromringside.
Results output, photo-copy and distributioncenter, 6 copiers.
Office for 4.
Work area for 10 spon-sors/vendors.
Storage room with accessto ring.
Timing control, 2 chairs atringside.
Scoreboard control, 2chairs near ring.
Radio distribution, re-cations
Television
charging area.
Trailer 140 x 160Compound
Ticketing
49 Administration 32 x 34
Information
Telephone and televisiontransmission and produc-tion vehicles (seeAthletics and ExpositionPark drawings).
Office for 6 shared with fi-nance staff.
2 existing windows forticket information. Noon-site ticket sales.
Transportation50 Administration 12 x 12
Venue OperationsMaintenance 10 x 10
51 Venue Staff (4)10 x 10Offices
51 36 x 64
Spectator Services
Food Service
52
Novelty Stands
ProgramStands
PublicInformation
Public Seating
Office for 8 coordinatorsand dispatchers. All park-ing, athlete transportationand system administra-tion were coordinated bythe Exposition Park office,athletics and boxing. (SeeAthletics or ExpositionPark: Transportation.)
Office for 3.
Offices for venue directorand staff.
Office for support staff.
(4)10 x 40 Interior stands with 10service lines each.
110 x 160 Storage compound for 3materiel supply and 18concession trailers.
(8)10 x 10 tents Novelty sales points.
8 x 40 trailer Novelty storage.
(6)2 x 4 carts Portable program salespoints.
6 x 10 General public informa-tion point on arenaconcourse.
15,700
107
Architecture and Construction
7.03.6 oCanoeing and RowingLake Casitas in Ventura County wasthe site for the canoeing and rowingcompetitions. The lake surface is 2,669acres and is located within a 6,128-acre park. It serves as a domesticwater supply and a fishing andrecreation area. All construction atLake Casitas for the Olympic Gameswas temporary and completelyremoved after the Games.
Because the lake is not normally usedfor rowing and canoeing activities,great concern was expressed by theowners (Casitas Municipal WaterDistrict), the local and state healthofficials and the State Fish and GameCommission regarding maintenance ofthe lake’s water quality. Allconstruction methods and materialswere reviewed by these parties.
Much of the preparation for thecanoeing and rowing events wascompleted during the summer of 1983for the Foster Farms InternationalRegatta. The elements, built in 1983,included: grading, irrigation andlandscaping, and construction of someportions of the finish tower, ramps andcourse. Changes were later madebecause of erosion created by heavyrain following the 1983 Regatta and toaccommodate the large number ofathletes and spectators expected forthe Games.
o
o
o
o
o
The Lake Casitas venue was dividedinto three areas: the race course, theathletes’ area and the area for venuemanagement and spectators.
The course itself was installed in 1983.Setting the course required lengthysurveying and diving time. Pneumatichammers were used to drive more than100 arrowhead anchors into the lakebottom to hold 35 miles of underwatersteel cable in place. The six lane lineswere designated by a cable and buoysystem using both vertical andhorizontal cables. The system waseasily interchangeable betweencanoeing and rowing. Two startingbridges accommodated the two startpositions.
The anchors were left in place after the1983 event, but the starting bridges,underwater cables, lane buoys andmost of the platforms were removedand stored locally until the Games.
The judges’ tower (finish tower) wasalso used for all timing and results. Thetower was set on steel piles 60 feet offshore in line with the finish line. Amodular steel scaffold structure withplywood decks was used to create afour-story, 48-foot structure. Steelangle braces and beams stabilized thetower to keep it from swaying. Chairsfor the judges were anchored toprevent movement. Look graphicscovered the tower and two verticalstrips representing stars ranperpendicular to the tower. Thevertical strips had a tendency to pullaway from the structure in high winds.
Host broadcaster and Swiss Timingcables were installed along with thecourse cables. Forty-foot telephonepoles were connected and anchoredfor use as log booms. Barriers of logbooms were used to keep fishermenaway from the course cables and toprotect the course from wake. Thebooms were marked but fishermen hada tendency to hit the buoys becausethey rode low in the water and weredifficult to see. There was also aproblem caused by the use oftelephone poles in domestic water,because of the chemical treatment ofthe poles. As a result, untreated poleswere specially ordered. Chemicalsused for lake maintenance causeddamage to cables used for the 1983Regatta and had to be replaced for theGames.
Aligner’s huts, broadcaster camerarafts, Swiss Timing rafts and otherrafts measured 10 feet by 30 feet andwere on pontoons. They were locatedat the 1,000 and 2,000-meter startingpoints and intermediate points alongthe race course. Jet Float was addedunder the top deck to stabilize the rafts.
Jet Float is a modular (19% inches by19% inches) floating unit system madeof high density polyethylene. A pinwas used to join units together whendesired. Jet Float was used for allathletes’ docks, the floating bridgeconnecting the athletes’ area to theoperations area, broadcaster dock,support craft dock and the awardsplatform. The volume of Jet Float wasenormous but very flexible, easilymoved and very sturdy. The units weremade in a special gray color toeliminate the heat on the surface andwere specially dyed and embossedwith the LAOOC logo.
A Jet Float bridge was the majoraddition for 1984. It connected theathlete area to the operations area. Thefully secured athlete day village waslocated across the lake from othervenue operations. The bridge servedas a unifying link between theotherwise separate facilities. Theathlete day village was designed to beaesthetically appealing as well as tofunction smoothly for the athletes andincluded:
Forty-seven 20-foot square tentswhich were used as private rest andmeeting areas for the athletes.Based on total size of an NOC’scanoeing and rowing delegation,each NOC was assigned to one ormore tents. Each tent had anAstroturf floor, cots, storage trunks,tables and chairs. These tents werewell used during both training andcompetition. Four of the tents wereused for language services,competition support and foodservices.Two 40-feet square tents were usedfor athlete food service. Lunch andsnacks were served from portabletables and a refrigerated chest. Onerefrigerated storage trailer (40 feet)and one dry food storage (20 feet)were parked permanently andstocked daily.Four 20-foot by 20-foot recreationtents housed television, EMSterminals and various games.A small pool 20 feet in diameter by4 feet deep was popular with theathletes. As no swimming wasallowed in the lake, a temporaryswimming pool offered great relieffrom the warm temperatures andarid conditions.There were 37 portable toilets in fivelocations in the athletes’ area. Thisproved to be a suitable quantity.Sports medicine and doping controlwere housed in two 12-foot by 60-foot trailers.
o A 30-foot by 30-foot coaches’ tentwhich was used for meetings. Duringthe rowing and canoeingcompetition, it also became a pressinterview area.
o A team information kiosk was usedfor distributing written information,announcements and messages tothe teams through the use ofmessage boards and mail boxesassigned to each NOC.Showers were located in four 8-footby 30-foot trailers, each containing10 showers. An adjacent area hadeight 15-foot by 15-foot tents fordressing. The facility was separatedinto men’s and women’s sections.
o
Both temperature and flow rateswere preset. Water was heated bypropane tanks and service wasoccasionally interrupted due tobreakage in the water main. Eachtime the water main broke, thepropane had to be relighted.
Water for all purposes was stored orcollected in 4,000 gallon and 15,000gallon Baker Tanks. This water wasused to fight fires, to supply theshowers and run-off and to wash off
boats. The tanks were painted withLook graphics to make them morevisually appealing.
A course control tower was located atthe highest point of the athletes’ dayvillage. The entire water area andathlete area could be observed fromthis point.
Boats were stored in eight 20-foot by20-foot tents located near the fivelaunch docks in the athletes’ dayvillage. Five tents housed rowing shellsand three housed canoes and kayaks.These tents had a total of 17 bays,each 20 feet by 40 feet. There wereproblems with uplift from wind on thesite and guying was not feasible insome areas due to boat layouts andcirculation. Tents were guyed on theinterior with cross cables and on theoutside with diagonal cables. Thecables did not interfere withcirculation.
Boat racks were tabular cast ironframes that had foam covers on thearms. Some of the racks requiredwelding and were staked to theground. This worked but the rackswere heavy and burdensome to move.
Oar racks were constructed so that thetop was supported by the tent frame.Because of this, the tents were not highenough to accommodate all the oarsand it was difficult getting to the oarswhen the racks were full. Special rackswere built to house the longest oars.
Boat repairs were done in a cluster ofseven 20-foot by 20-foot tents. Twovendors also provided repair servicesin two 20-foot square tents directlyadjacent to the boat houses. Becausedust was a problem in the repairfacilities, Astroturf was added to thefloor of the main repair facility.
The ramps and wood docks werelocated for easy access from eachboathouse-three docks were used forrowing and two for canoeing. Threedocks were in place for the 1983 eventand two were added in 1984. The dockramps were eight-feet by eight-feetand had varying degrees of flotation.the first unit on land was set on steelPiles while the remaining units wereeasily removed from the water andstored on land until needed. Jet Floatwas attached to the last unit.
The following venue operations groupswere housed in twelve trailers:
o 12 by 60 feet, access control/staffcheck-in
o 10 by 45 feet, constructiono 12 by 60 feet, doping controlo 12 by 60 feet, canoeing federation/
commissionero 12 by 60 feet, rowing federation/
commissionero 10 by 45 feet, materiel and supplyo 10 by 45 feet, press photo labo 12 by 60 feet, resultso 12 by 60 feet, securityo 12 by 60 feet, sports medicineo 12 by 60 feet, technologyo 12 by 60 feet, venue management
108
30 A natural lake is converted by the LAOOCfor use as the site of canoeing and rowingNote especially the unique temporarybridge for athletes between their area(foreground) and the spectator area (aboveright).
30
Trailer interiors were modified at thevenue. Trailers became very dusty dueto conditions of the site and weremaintained by a cleaning service.Technical equipment was kept coveredto keep out the dust.
Other venue operations were housed intent structures. The tents had eight-foot sides on a ten-foot frame to allowair to circulate through the top of thetent. Those that had air movement onfour sides remained cool, while thoselocated between trailers wereunbearably hot. All tents had Astroturfflooring to keep dust down.
o Support staff were fed in two 20-foot by 20-foot tents. Due to the heatthe tents were well used. Food wasserved from a refrigerated unitstocked from a refrigerated truckclose by.
o Eight 20-foot by 20-foot tents wereused for meetings. These tentsbridged the space between twotrailers in three places.
o Olympic Family hosting was held in a30-foot by 30-foot tent.
All restroom facilities were portable.They were cleaned and pumped on adaily basis.
All lighting at the site was temporary.Lighting was installed for the 1983event, removed and installed again in1984. Power requirements wereunderestimated.
The spectator service area wasdecorated with colorful banners,kiosks and tents as were the bleachers,toilets, refreshment stands and first aidareas.
Spectators were seated in bleachers(capacity 4,680) and on picnic grounds.Stanchions and chains were used toseparate press, VIP and athlete seatingfrom the public. Although thestanchion and chain was easilyremoved, a more solid permanentbarrier would have blocked the view.
Television monitors were providedthroughout the spectator area alongthe picnic grounds. Cabinets hadoverhangs because of the glare fromthe sun and the water onto the screens.Even so, the overhangs did not provecompletely satisfactory.
Initially, 10 turnstiles contained at fiveentrances were used. One entrance(two turnstiles) became a pass gate.
Construction and maintenance wasongoing and difficult at Lake Casitasbecause of the expanse and the remotelocation of the site and the continuedheat. Examples follow:
o The water level droppedconsiderably during the yearfollowing the 1983 event.Modifications had to be made toextend existing ramps.
o Ongoing water main problems andhigh winds during the late afternoonnecessitated 24-hour-a-day crewson site.
o Construction/signage modificationscontinued until one day before theend of competition. A signage shop,or even materials, on site wasneeded and would have saved timeand money.
Overall, however, the LAOOCsucceeded in staging remarkablecompetitions in both sports using onlytemporary facilities. The ability to fullytest the basic architectural andconstruction assumptions one yearprior in a relaxed pre-Olympic settingproved very worthwhile.
Following the competition, all facilitieswere removed from the site andconditions were returned to as close tooriginal condition as possible. A smallportion of the spectator entrylandscaping was left as a memorial.
109
Architecture and Construction
Site plan of spectator and finish lineareas of canoeing and rowing eventsat Lake Casitas
110
Site plan of canoeing and rowingathlete preparation areas connectedto spectator area via causeway
111
Architecture and Construction
2 Eating Area/ 20 x 40 tent Lounge for 25, primarilyLounge for venue staff.
20 x 20 tent Lounge for 25.
3 Athlete Food 40 x 40 tent Feeding area for 300 ath-Production letes and officials.
40 x 40 tent Adjacent to athlete feed-ing area for hot foodpreparation.
4 Storage and (2)8 x 20 trailers Refrigerated storageDistribution trailer.
4 (2)10 x 10 tents Dry food storage at ath-lete feeding area.
FinanceAudit, Cash Office for 6 (see VenueControl Operations).
Health Service & Medical Control5 Doping Control 12 x 36 trailer Waiting area for 26, tele-
vision, beverage service;processing/work area for9, refrigerator; Testingarea with2 toilets andhandwash facilities.
Waning area for 10, 2cots, treatment tables,fans, television, refrigera-tor, handwash facilities.water cooler.
One helicopter on site foremergency evacuation.
7 Sports 12 x 60 trailer Waiting area for 4, televi-Medicine sion, 6 examination/
taping tables, ice maker,refrigerator, television,desk for chief medicalofficer.
6 SpectatorFirst Aid
20 x 20 tent
Canoeing/Rowing
Introduction Competition in canoeing and rowing took placeat Lake Casitas. Competition in these sports didnot overlap so all athlete and spectator serviceswere shared. Modification of the course wasrequired for canoeing. Elaborate temporaryathlete and official support facilities wereconstructed in an area of the venue called the“Athlete Knoll.” All facilities at the lake were ofa temporary nature. At the conclusion of theGames the facility was returned to its originalstate as a recreation facility for boating, fishingand camping.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Staff Entry 12 x 60 trailer Staff entry, badge issue,storage and distributionpoint. Work area for 5.
Food Service
Administration Office area for 2 (see Ven-ue Operations). Individuallockers for 50.
Materiel Acquisition & Distribution
Administration Office area for 1 (see Ven-ue Operations).
8 Storage (2)10 x 45 trailers
Olympic Family Services
9 Administration 12 x 12 Office area for 3, waitingarea for 4 language ser-vice staff in trailer withcompetition staff.
10 Hosting 30 x 30 tent Lounge with tables andchairs for 30, televisron,food and beverageservice.
PersonnelAdministration Responsible for payroll,
timekeeping and staffscheduling. Office area for1 (see Venue Operations).
Press Operations11 Interview Room 30 x 30 tent
Photo Positions
50 seats, elevatedplatform.
Positions available on‘chase’ boat and on firstlevel of finish tower.
12 PhotoService 10 x 45 trailer 3 self-service dark rooms,enlarging stations.
Press Seating 165 65 seats with table. 100without.
13 Sub-Center 40 x 80 50 working places; pro-gram and resultsdistribution, venue staffoffices for 8, photocopy-ing service, televisionviewing area.
Security14 Command
Center10 x 45 trailer Office area for 13, waiting
area for 6.
Sports Administration
Federation Services
FISA and FICOffices
15 Coaches’ 30 x 30 tentMeeting Area
JudgesDressing Area
16 Weigh ln 10 x 10
Athlete Services
The presidents and secre-taries-general of the FISAand FIC each had a private12 x 12 office (see Com-petition Management:Commissioner’s Office).
50 chairs, public addresssystem.
50 individual storage lock-ers for officials; enclosed,private changing area.
Official weigh in for cox.swains, 2 scales.
17 Boat HouseCanoe/kayak
17
18 Rowing Shells
18
16
18
18
18
19 Boat Repair
20 Boat WashDown
21 Boat Weigh-In-Canoe
21 Boat Weigh-In-Shells
22 Entertainment
23 Information/Check In
40 x 260 tent
40 x 80
(8)20 x 20 tents
40 x 120 tent
40 x 120 tent
40 x 120 tent
60 x 60 tent
(4)10 x 10 tents
(9)10 x 10 tents
50 x 120
12 x 60
12 x 30
20 x 80 tent
10 x 35
10 x 20 tent
2 4 Shower/Locker (4)8 x 30 trailers
(8)15 x 15 tents
25 Team Rest (47)20 x 20 tentsArea
Boats stored on 12 racks,each rack with 4 tiers.
Rack TotalType Boats1-K4 12-K42-K2 24-K22-K1 24-K11-C1 & 1-C2 12-C1
Boats stored on 8 racks,each rack with 4 tiers.
Rack TotalType Boats1-K4 8-K42-K2 16-K22-K1 16-K11-C1 & 1-C2 8-C1
8-C2
15 racks with 4 tiersstored 60 pairs.
9 racks with 4 tiers stored36 pairs.
10 racks with 4 tiersstored 40 pairs.
7 racks with 3 tiers stored21-8s.
10 racks with 4 tiersstored 40 singles.
2 racks with 4 tiers stored8 pairs.
Storage area for oars. 3sweep oar racks, scull oarrack.
Hose and cleaning materi-als available.
2 separate screened andfenced areas with springscale in each, B-footbench.
One scale with 18 lockers,individual storage cradle.
Area for bands, lounge.
Portable swimming poolwith deck.
2 bulletin boards, televi-sion monitor, mail box foreach team, 2 staff.
10 showers each adjacentto dressing area.
Dressing area.
Individual team rest areaswith cots, chairs, individ-ual lockers.
Competition Management
26 Commission-ers’ Offices
27 CompetitionAdministration
28 CompetitionStaff
28
29 ConferenceRoom
(2)12 x 60 trailers One trailer for canoeing,one for rowing; each with12 x 17 office for commis-sioner, private office forpresident and secretary-general of the federationand 12 x 13 area for secre-tary/support.
(2)10 x 10 tents Office area for 8 near boatlaunching docks.
20 x 20 tent Lounge for 15, drink dis-penser, television.
(2)10 x 12 Office for competitiondirectors, office for 2sports managers in trailershared with Olympic Fam-ily Services.
20 x 60 tent Shaded, carpeted area for50.
Field of Play
30 Course Control 8 x 8 x 20 Tower for 2 with view ofTower entire course and launch-
ing facility.
31 Finish Tower 24 x 32 x 50 4-story structure at thefinish line. The upper levelcontained Swiss Timing.
31 Judges and 10 x 16 Television monitor, foodTimekeepers and beverage service, 12Seating chairs in tower.
31 Jury Room/ 10 x 16 Television monitor, tableLounge and chairs for 8 in tower.
Technology
32 Message (2)10 x 30 tents Communications andCenter message receiving center
for staff and officials.
33 Results
34 Staff Offices
12 x 60 trailer
12 x 60 trailer
Results output, photo-copy and distributioncenter. Waiting area for 8.
Office for 3 staff, radio re-charging and distributioncenter, 12 x 12 storagearea, sponsor/vendorwork area for 10.
Swiss Timing 24 x 24 Results input table,photo finish cameras,storage and photo lab lo-cated on roof of finishtower, 6 chairs.
6 x 6 Timing control area at1,000-meter point oncourse.
13 x 13 Storage area.
8 x 4 and 8 x 13 Scoreboard control, 4staff on timing boat oncourse.
Television
35 TrailerCompound
92 x 150 Telephone and televisionproduction and transmis-sion vehicles.
TicketingAdministration 10 x 10 tent Office area for 3.
Information 7 x 7 tent Ticket information andproblem handling. No on-site ticket sales.
TransportationAdministration 10 x 12
36 Driver Lounge 30 x 30 tent
Parking 3,400 spaces
Venue Operations
37 Construction 10 x 45 trailer
Office for 4 (located intrailer with Olympic Fam-ily Services).
Lounge for 40, toilet facili-ties, beverage dispenser.
50 spaces forhandicapped.
Office for 6; materials andmaintenance storagearea; conference area for8.
38 Venue Staff 12 x 60 trailerOffices
36 20 x 60 tent
Spectator Services39 Food Service (4)10 x 30 tents
(2)8 x 30 trailers
500 square feet
2 private 12 x 12 officesfor venue manager andassistant and finance staffof 6. Work area for staff ofpersonnel, 2 food ser-vices and material supplystaff, 3 support staff.
Chairs for 16. Staff sup-port area with desk.
Food and beverage salespoints.
Refrigerator food storage.
Public eating area with150 chairs and tables.
Maintenance 10 x 30 and 10 x 15 Storage area for wastebins.
40 Novelty Stands (5)10 x 10 tents Novelty sales points forgeneral public; one tentfor binocular rental.
8 x 30 trailer Novelty storage.
41 Post Office 20 x 40 trailer Sales and service pointfor U.S. Postal Service.
Program (3)4 x 4 Portable program salesStands points.
42 Public 8 x 8 tent General information ser-Information vice for public.
Public Seating 4,680 Temporary grandstandseating.
Water Supply (4)8 x 20 x 12 Portable tanks with freshwater.
112
7.03.7Cycling: Mission Viejo andArtesia FreewayMen’s and women’s individual roadraces were held on the opening day ofcycling competition at Mission Viejo asan estimated 275,000 spectators linedthe 10-mile circuit.
The course was lined with 10,000delineators, 4,000 traffic cones and 20miles of yellow barrier tape. The start/finish area, as well as key intersectionsand team cabin eating areas, werelined with plastic fence held in place bystakes. Dangerous corners werepadded with two tons of foam rubberstuffed into plastic bags. Forty-ninespecific pedestrian crossings werecontrolled by course marshals. A 12-foot emergency lane ran adjacent tothe entire course. The course marshalsblew whistles to announce theapproach of riders or vehicles. Fortysupervisors used bullhorns tocommunicate with the spectators.
All spectator, athlete and venuemanagement facilities wereconstructed on a temporary basis.Athlete services included anequipment storage area, a 10-foot by30-foot equipment tent and 60 tents(10-foot by 10-foot) used for teammeeting rooms. Showers and toiletswere in an 8-foot by 30-foot trailer.Venue management facilities includedvenue staff offices in a 20-foot by 40-foot tent, an 8-foot by 30-foot trailerand two 10-foot by 10-foot foodservice stands.
Two motorcycles specially prepared tocarry camera equipment andcameramen was used by the hostbroadcaster for its coverage. Therewere 12 commentator booths, eachmeasuring 5% feet by 6% feet, installednear the finish line.
Immediately following the conclusionof the women’s race, the installation ofthe awards ceremonies area wascompleted. Some set-up for theawards ceremonies was completedduring the gaps between finishingathletes. However, maintaining controlover the start/finish area was difficult,as was completing the ceremonies inorder to stage and start the men’s roadrace.
A set of plans which broke the courseinto 50 detailed segments proved to bethe single most useful resource forcompetition management. It was usedby competition management to designthe course details, train staff andillustrate to the Architecture/Construction Department exactly whatwas needed to build an Olympic bicycleracing circuit.
31
The 100-kilometer team time trial drewan estimated 75,000 spectators to theArtesia Freeway on the final day ofcycling competition on 5 August.
The 27 teams of four were staged onan on-ramp to the freeway. The startline in the merge lane was the same asand adjacent to the turn-around andfinish line.
Twenty-five kilometers of freewaywere closed in both directions althoughonly the four eastbound lanes wereutilized. Raised reflector/warning dotswere removed from the turn-aroundareas to permit the smoothest possibleconditions.
At the conclusion of the event,motorcycles were used to lead thecyclists safely through the corridorextending past the start/finish line.
The team time trial was the singlemost difficult event to plan andconduct. Because it was important tokeep freeway closure time to aminimum, the entire venue wasconstructed on the day of the racebetween the hours of 0530 and 0800.Equally fast was the scheduled teardown at the venue from 1210 to 1315.The last piece of equipment wasremoved from the freeway at 1259; 49minutes after commencing tear downand 16 minutes before the contrac-tually agreed deadline for clearing ofthe site and re-opening to public traffic.
32
31 An entire community turns out to cheer oncompetitors during the individual roadraces at Mission Viejo.
32 Temporary plastic fencing is used alongwith miles of yellow barrier tape to restrainspectators from the road racing course.
113
Architecture and Construction
Map of 100 km time trial courseutilizing the Artesia (91) Freeway
Course of cycling individual andteam road races at Mission Viejo
Gradient diagram of road racecourses showing distances andelevations above sea level for eachcourse
114
Plan of cycling road races start and finishlines with adjacent team areas; planis typical for both the individual road racecourse and the team time trial course
115
Architecture and Construction
Cycling: Team Time Trial (100 km)
Introduction The 25 km course loop was placed on a sectionof public highway, the Artesia Freeway. TheLAOOC took possession from 0530 to 1315hours on race day to prepare the course andfacilities, race and then vacate the premises.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
Staff Entry Staff check-in point toteam areas only. Workarea for 2.
Food Service
Administration Office for 1 (see VenueOperations).
Eating Area/ (3)15 x 45 tents Table and chairs for 50;Lounge refreshments, food ser-
vice shared by all staff,athletes, officials.
Storage/Distri- 8 x 20 Refrigerated truckbution
Health Service & Medical Control
Doping Control 8 x 32 trailer Mobile unit, waiting areafor 6 outside, processingarea for 2, testing area for 2inside with handwash andtoilet facilities.
sportsMedicine
15 x 15 tent 4 examination/tapingtables.
Technology
Staff Offices/MessageCenter
15 x 15 tent Staff offices for 3, com-munications and messagereceiving center for staffand officials, radio basestations, radio rechargingand distribution.
Results 6 x 10 Results input area.
8 x 32 trailer Mobile results output,photocopying and distri-bution point.
Swiss Timing 6 x 8 Photo finish tower 7 feethigh, at finish.
TransportationAdministration Office for 2 (see Venue
Operations).
Venue Operations
Venue Staff 10 x 15 trailer Office for venue manage-Offices ment, food service and
transportationcoordinators.
Public 6 x 8 Platform for 3.Announcer
Seating 300 Seating for officials andOlympic Family only. Nopublic seating available.
Materiel Acquisition & Distribution
Storage 8 x 20 van
Press Operations No filing or work facilitiesat the venue.
Press Seating 100 All positions withoutdesks.
Lounge 15 x 15 tent Chairs for 25, 3 tables.
Security
Command 8 x 30 trailer Office area for 10.Center
Sports Administration
Federation Services
College of 12 x 20 Table and chairs for 18 onCommissaires elevated platform at
start/finish.
Protest Desk 2 x 6 Table for 2, near start/finish.
Judges’ 6 x 10 Platform for 4, at finish.Platform
Athlete Services
Equipment 15 x 15 tentRepair
Competition Management
Work bench, air compres-sor, bike rack.
Commission-er’s Office
Field of Play
8 x 30 trailer Mobile vehicle for compe-tition manager andcommissioner.
Race Course 100 km 4 laps at 25 kilometers,concrete surface.
Cycling: Road Race
Introduction The Olympic road race course was located in aresidential community on a public roadway inMission Viejo. California. All spectator andathlete facilities were established on atemporary basis.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Main Entry 10 x 20 tent Staff check-in, badge is-sue, storage anddistribution point. Workarea for 2; entry point forall Olympic Familymembers.
Food Service
Administration Office area for 5(see Venue Operations).
2 Eating Area/ 20 x 60 tent Food distribution area, ta-Lounge bles and chairs for 40,
television; also used asdrivers’ lounge.
3 Storage 8 x 20 trailer
FinanceAudit, Cash Office for 2 (see VenueControl Operations).
Health Service
4 Base Station 15 x 15 tent Radio base station andcoordination point for allmedical teams, 6 radiooperators.
5 Doping Control 8 x 28 trailer Mobile vehicle, waitingarea for 6 outside, pro-cessing area for 2 andtesting area for 2 insidewith toilet and handwashfacilities.
Spectator (2)20 x 20 tents Stations located aroundFirst Aid the course, each with
waiting area for 10, televi-sion, 2 cots, examinationtables, fans, 3 staff.
6 Sports 20 x 20 tent 4 examination tables,Medicine waiting area for 10, refrig-
erator, work area for 2.
Materiel Acquisition & Distribution
Administration Office area for 3 (see Ven-ue Operations).
7 Storage 10 x 45 trailer
7 8 x 20 truck
Olympic Family Services
8 Hosting 30 x 30 tent Tables and chairs for 24.refrigerator, television,snack and beverageservice.
LanguageServices
PersonnelAdministration
Press Operations
9 Interview Room 20 x 40 tent
Office for 1, waiting areafor 13 in press interviewarea (see PressOperations).
Responsible for payroll,timekeeping and staff.
48 chairs, elevated plat-form for 4.
Press Seating 150 All seats without desks.
10 Sub-Center 40 x 40 tent 30 work stations, pressstaff office and languageservices waiting area.
Security
11 Command 8 x 32 trailer Office area for 5.Center
Sports AdministrationFederation Services
12 College of 12 x 20 Table and chairs for 18 onCommissaires elevated platform at
start/finish line.
12 Judges’ 6 x 10 Elevated platform for 5 atplatform finish line.
Judges’/Offi- 20 x 20 tent Rest area for 24, refresh-cials’ Lounge ments, television. Used as
jury room and officials’check-in point.
Protest Desk 3 x 6 Table and chairs for 3,near start/finish line.
Athlete Services
13 Equipment 10 x 30 tentRepair
13 Team Cabins (60)10 x 10 tents
13 Showers/ 8 x 30 trailerToilets
Competition Management
Work area for 20, bench-es, air compressor, atcenter of team cabins.
Each tent with 4 chairs,bike rack.
Portable toilets, hand-wash facilities andshowers.
14 CompetitionStaff
20 x 20 tent Office area for 8, includingcommissioner and coursemarshal.
14 (2)8 x 30 trailers Supplemental lounge andoffice facility.
Field of Play
15 Course 190.2—km-men Course was lined with79.2—km-women 10,000 delineators, 4,000
cones, 20 miles yellowbarrier tape, dangerouscorners padded with foamrubber stuffedinto bags.
Technology
16 Message 15 x 15 tent Communications andCenter message receiving center
for staff and officials.
Results 6 x 10 Results input area.
17 8 x 32 trailer Results output, photo-copy and distributionfrom mobile results unit.
16 Staff Offices 20 x 20 tent Office area for 3 staff, 6sponsors/vendors, radiocharging and distribution.
19 Swiss Timing 6 x 8 Photo finish tower 7-feet-high at finish line.
6 x 10 Timing and scoreboardcontrol table for 3.
Television
20 TrailerCompound
32 x 36 Telephone and televisiontransmission and produc-tion vehicles.
Venue Operations21 Venue Staff 20 x 40 tent
Offices
21 8 x 30 trailer
Spectator Services
Office area for food ser-vice, finance, materielsupply, personnel, venuemanager and staff.
Supplemental vehicle forlounge for venuemanagement.
Food Service
22 PublicAnnouncer
Seating
(2)10 x 10
13 x 11
455
Temporary stand forOlympic Family only.
Platform for 8, elevated10 feet.
Seating for Olympic Fam-ily; no public standsprovided; 250 portabletoilets, placed every half-mile on course.
116
7.03.8EquestrianAll competition in the equestrianevents was held at Santa Anita Parkexcept the speed and enduranceportions of the three-day equestrianevent which took place at FairbanksRanch in San Diego County.
The Santa Anita Park facilities werebuilt in 1934 for the racing ofthoroughbred horse races around a 6-furlong dirt track and a turf course setwithin the dirt track. The Olympicjumping and dressage events requireda dirt floored arena setting and did notutilize the existing track or turf course.Thus, the major construction elementsat this venue were the creation of a 62-meter by 174-meter arena over theexisting tile apron and race tracks andthe installation of approximately23,000 temporary bleacher seats.
The original plans called for theconstruction of the arena by 12-inchsand fill layers which were edged byrolling the sand in engineering fabric.This detail proved unsatisfactory andthe edge detail was altered by theinsertion of 2-inch by 12-inch boardswhich created a vertical wall once the12-inch layer of sand fill wassuperimposed on the previous layer.The height of the perimeter wall variedfrom 12 inches at the south side (overthe tile apron in front of the permanentstands) to approximately 5% feet onthe north wall (over the turf track).
Temporary bleachers were built to thenorth, east and west of the arena withspace in the west bleachers allocatedto competition officials, results, timingcontrol and public address announcers.
A jumping holding ring was builtdirectly adjacent to the west bleacherswith tunnel access to the competitionarena. Dressage holding rings werebuilt directly adjacent to the eastbleachers. It, too, had access to thecompetition arena through a tunnel inthe bleacher structure.
Ten schooling areas for dressage werecreated by fencing specific parts of thedirt track and grass infield. An area fordemonstration horses was set up onthe northeast corner of the infield. Ithad a schooling area for jumping on thenorthwest corner.
Thirty 10-foot by 10-foot tents werebuilt for training and holding areas,primarily in the schooling areas aroundthe venue. Two athlete compoundareas were created using three 10-footby 10-foot tents placed next to thereserve stable facilities in thenorthwest corner of the venue. Onetent was built in the south corner of thecompetition arena for the competitionresults staff. A 20-foot by 20-foottented drivers’ lounge was created inthe horse trailer parking area.
33
Immediately prior to the opening ofcompetition at the venue, three shadestructures were built for first aid in thenorth and east bleacher areas. Venuemanagement, competitionmanagement and concessions wereall placed in existing buildings. Nomodifications were done to thefacilities for these operations.
Look items were limited to thetemporary seating facilities and thepermanent grandstand overhang soas to not conflict with the existingappearance of Santa Anita Park.
The take-down period for the venuewas short. The temporary grandstandswere removed, followed by the sandand edging of competition arena. Thearea of the turf track which had beenunder the arena was resodded, thoughonly minimal damage was sustained.
At Fairbanks Ranch, the constructionof the cross country course on anexisting golf course was substantialand time consuming. The majorconstruction was done by four highlyskilled course builders. These coursebuilders constructed 35 jumpingobstacles and grading necessary forthe event.
The preparation of the roads and tracksportion of the speed and endurancecourse, as well as the parking lots, tooka considerable amount of time andmoney, but were structurally fairlysimple.
The stable area consisted of acompletely fenced-in area with 100horse stalls. Additional venue andcompetition management areas wereestablished using fencing and tentstructures. Due to the brevity of theevent, efforts were made to limit thescope of the temporary facilities built.The clubhouse of the golf course onwhich the competition took place wasused to house the commissioner andfederation offices, in addition to a VIPhosting area. Groom and athleteshower rooms were available in theexisting tennis clubhouse facilities.
33 Santa Anita Park provides an excellentsetting for the equestrian competitions, in-cluding temporary grandstands, excellentspectator facilities and a complete equinehospital
117
Architecture and Construction
Site plan of equestrian eventsat Santa Anita Park
Enlarged section through equestriandressage/jumping arena (looking west)
118
34
Plan of dressage/jumping field of playwith seating cut away to showsupport areas
34 The San Gabriel Mountains provide animpressive backdrop for the equestriancompetition at Santa Anita Park.
119
Architecture and Construction
Equestrian: Santa Anita Park
Introduction Equestrian competition in dressage andjumping was conducted at Santa Anita Park, withexisting facilities for horse racing and stabling.The jumping and dressage portions of thethree-day event were also conducted at SantaAnita. Per contract with the LAOOC the eventand the site were supervised by the LosAngeles Turf Club (LATC) the existingmanagement group.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation1 Administration (2)14 x 16 Offices for 1 each.
2 Staff Entry 10 x 10 Staff entry and check-inpoint. Work area for 1.
Food Service3 Administration 10 x 12 Office for 1.
4 Athlete Dining 60 x 78 Seating for 200.
5 Eating Area/ 42 x 52 35 lounge chairs, tablesLounge and chairs for 52.
6 FEI Officials 32 x 48 Dining room for 48.Dining
Finance7 Audit, Cash 18 x 22 Office for 2.
Control
(3)14 x 16 Office for finance,accountants.
(2)14 x 16 Payroll office.
Health Service & Medical Control
8 Doping 10 x 45 Waiting area for 16; test-Control- ing area with toilet andAthletes handwash facilities; work
area for 6.
9 Doping 4000 square feet Existing doping facility forControl- equine testing with 25Veterinary stalls and a laboratory.
10 Spectator 18 x 28First Aid
First aid room with 6beds.
10 16 x 18 Waiting room for 10.
10 12 x 12 Private doctor’s office.
10 (3)20 x 20 tents Observation area for 15each.
11 Sports 12 x 60 trailer Waiting area for 8; treat-Medicine ment area for 4; 100
square foot storage.
12 Veterinary 50 x 100 Complete equine hospitalHospital with animal hoist, operat-
ing room, laboratory andtreatment room.
Materiel Acquistion & Distribution
13 Administration 12 x 14 Office for 2.
Olympic Family ServicesAdministration Office for 1(see
Technology).
14 Hosting 15,000 square feet Existing clubhouse forhundreds of guests. Com-plete food and beverageservice.
Waiting area for 20.15 LanguageServices
18 x 18
Personnel16 Administration 17 x 23 Responsible for time-
keeping and staffscheduling.
Press Operations17 Interview Room 36 x 37 Seating for 50.
Press Seating 234 156 positions with desk,78 without desk.
18 Staff Offices 10 x 17 Office for press chief.
8 x 10 Office for assistant presschief.
19 Sub-Center 40 x 90 50 working places.
Security20 Command 16 x 32 Work space for 20.
Center
Sports Administration
Federation Services
21 FEI Offices 20 x 22
21 14 x 17
21 14 x 17
21 14 x 34
21 19 x 20
Office for FEI Presidentand Secretary-General.
Office for 5 of jumpingjury.
Office for6 of three dayevent jury.
Office for 3 of dressagejury.
Office for VeterinaryCommission.
21 12 x 24 Office for 19 of appealsjury.
22 Judges’/Offi- 18 x 30 Lounge for 22.cials’ Lounge
Athlete Services
23 AthleteCompound
23 EquipmentStorage
23 Farriers
23 Information/Check-In
1800 x 2400
(40)12 x 12
20 x 20 tent
15 x 15 tent
Area with 781 stalls, 109tack rooms, 50 feedsheds, fenced quarantinearea with 126 stalls, 125grooms’ rooms each 12 x12 (sleeping quarters).and athlete message re-ceiving center. Each roomfor the grooms had: 2beds, 2 chairs, dresser,closet, table, lamp, fan,rug.
1 tack room for eachteam.
Work facilities.
Information board, 40 in-dividual team mail boxes,work area for 4.
23 Lounge 44 x 54
23 Meeting Room 32 x 72
23 Weigh-in 12 x 12
Competition Management
Comfortable seating for117.
Seating for 108.
One official scale.
24 Commission- 18 x 24 Office for commissionerer’s Office and sports manager.
25 Competition 12 x 16 Office for competitionStaff director.
25 10 x 10 Office for assistant com-petition director.
26 Training Areas (7)70 x 200 Sand arena for schoolingin dressage.
26 500 x 1000 Area for cross countrytraining.
26 225 x 425 Grass arena for lungeing.
2 6 60 x 300 Sand area for lungeing.
26 (5)50 x 300 Sand base arena forschooling in jumping.
26 (3)70 x 200 Grass arena for schoolingin dressage.
Field of Play
27 Holding Rings 100 x 300 Holding area for jumping
27 64 x 400 Dressage holding ring.
28 Jumping Arena 205 x 570 64 x 200 dressage arenacontained within jumpingarena. Awards platformand flags placed here forceremonies.
Technology29 Message
Center18 x 18 Communications and
message receiving centerfor staff and officials.
30 Results 13 x 18 Results output area, staffoffices for 3.
30 14 x 52 Results photocopy anddistribution. Radio charg-ing and distribution.Waiting area for 8.
31 Staff Offices 16 x 17 Office for 2 staff; sharedwith protocol manager.
31 11 x 12 Sponsor/vendor workarea for 6.
Television32 Trailer
Compound80 x 140 Telephone and television
production and transmis-sion vehicles.
Ticketing3 3 Administration 8 x 17 Office for 1.
33 Information 10 x 20 Existing ticketinformation.
Transportation34 Administration 13 x 16 Office for 135 Driver Lounge 20 x 20 tent Waiting area for 20.
Venue Operations36 Venue Staff (3)17 x 17
Offices
(2)11 x 12
Spectator Services
37 Food Service
38 Novelty Stands (7) 10 x 10
10 x 45 trailer
39 Post Office 22 x 26 trailer
Program (10)2 x 4Stands
4 0 Public (2)10 x 10 tentsInformation
Public Seating 33,500
Offices for venue manag-er, assistant venuemanager and securitymanager.
Offices for secretary/support.
More than 50 existing ser-vice lines at variouslocations in the venue.
Novelty sales points
Storage
Sales and service pointfor U.S. Postal Service.
Portable sales points forprograms.
General and publicinformation.
120
Site plan of equestrian coursesof the endurance portion of the three-day event at Fairbanks Ranch
Detail plan of support facilitiesat Fairbanks Ranch
35
35 Innovative jump designs are presentthroughout the endurance course at Fair-banks Ranch.
121
Architecture and Construction
Equestrian-Fairbanks Ranch
Introduction Fairbanks Ranch was the site of the equestrianendurance test for the three-day event. Thecross- country portion was laid out over 4.5miles of a newly constructed golf course with atotal of 33 jumps. The steeplechase portionwas laid out over 2.5 miles of the same golfcourse while 13 miles of two portions of theroads and tracks were laid out over areasaround the course and in the immediate vicinity.Venue and competition management facilitiesfor the one day of competition were establishedin tents. The athletes’ compound and animalfacilities were also constructed on a temporarybasis utilizing tents.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Staff Entry 20 x 30 tent Staff entry, badge issue,storage and distributionpoint. Work area for 15.
1 15 x 15 tent Supplementary staffcheck-in and entry. Workarea for 15.
Food ServiceStaff members were is-sued a coupon to acquirefood at spectator foodservice stands.
Finance
Audit, CashControl
Office for 4 (see VenueManagement).
Health Service & Medical Control
Doping Control 8 x 28 trailer Waiting area for 6 out-side, processing area for2 and testing area for 2with toilet and handwashfacilities.
EquineMedicine
5 veterinary services vehi-cles located aroundcourse with completetreatment equipment. 3vehicles and 2 equine am-bulances in stable area.The five vet stations werein same location with ath-lete and spectator first aidfacilities.
SpectatorFirst Aid
2 SportsMedicine
(5)20 x 20 tents 10 chairs, refrigerator,television, examinationtable, 2 folding cots.
12 x 60 trailer Waiting area for 10, tele-vision; treatment areawith 2 tables, refrigerator.handwash facilities.
(5)20 x 20 tents Medical stations locatedaround the course eachwith 5 chairs, 2 cots,2 stretchers, ice chest.
Materiel Acquisition & Distribution
Administration Operations and adminis-tration area for 17 staff(see Venue Operations).
Storage (2)8 x 40 trailers
Olympic Family Services
3 Hosting 1,000 square feet Administration hostingarea for 50, television, re-frigerator in existingclubhouse.
PersonnelAdministration Responsible for payroll
timekeeping and staffscheduling (see VenueManagement).
Press Operations4 Interview Room 20 x 20 tent Seating for 20.
5 Sub-Center 40 x 40 tent 20 working places, staffoffices for 4.
Security
Command 8 x 32 trailerCenter
Sports Administration
Federation Services
Administration area for 5.Outdoor briefing area for100 staff.
6 Judges’/ 20 x 20 Lounge for 15. ServedOfficials’ also as jury room.Lounge
6 Scorers’ Area 10 x 10 tent Table and chairs for 6.
Athlete Services
7 Farriers 10 x 10 tent
7 Grooms/Vets (20)12 x 12 Lodging area in stableswith 75 beds, 150 chairs.1 groom per horse.
7 Information/ 20 x 20 tent Athlete information andCheck-In message receiving. 60 in-
dividual mail boxes.
7 Lounge (4)20 x 20 tents Chairs for 20, soft drinkdispensers in athletecompound.
7 Stables (80)12 x 12 Included 40 washingmats, 80 hay nets, 60water dispensers.
7 10 x 10 tent
7 8 x 32 trailer
For stable manager.
Living quarters for stablemanager.
7 Storage (20)15 x 15 tents
7 Team Meeting 20 x 20 tentRoom
7 Weigh-In 10 x 10 tent
Competition Management
Commission-er’s Office
CompetitionStaff
Field of Play
8 Exercise/ 500 x 700Warm-up Area
Feed and equipment stor-age each with lockablestorage cabinet.
Tables and chairs for 36.
3 scales.
Office for 1 (see VenueManagement).
Office area for 5 (see Ven-ue Management).
Obstacles andJumps/Course
33 jumps on and obsta-cles over 4.5 mile cross-country course, 8 chairsat each jump for judges.60 water coolers for staff.
9 Start of Course Course A.
10 Start of Course Course 8.
11 Start of Course Course C.
12 Start of Course Course D
13 Vet Box 1,000 square feet Officials’ box at race startpoint includes: farrier. 3veterinarians, oxygen.ice, restrooms, timers.shade, first aid, bever-ages, scales.
Technology
4 MessageCenter
10 x 10 tent Communications andmessage receiving centerfor staff and officials.
Results
5
Scoreboard
Television
16 TrailerCompound
3 x 1 8
8 x 32 trailer
(2)10 x 30
60 x 200
Result input table for 6.
Result output, photo-copying and distribution.
Manual boards.
Television and telephonetransmission and produc-tion vehicles.
Ticketing
Information 10 x 10 tent Ticket sales and will callarea.
TransportationAdministration Office for 3 (see Venue
Management).
17 Driver’s Lounge 30 x 30 tent Lounge for 100, televi-sion, refreshments.
Venue Operations
18 Construction 60 x 75 Office for 3 for coursebuilders and obstaclerepair crew.
8 x 40 trailer Storage.
19 Venue Staff 40 x 40 tent Office area for all compe-Offices tition and venue operation
functions.
2,200 square feet Office for 10 duringcourse set up and afterevent dismantling.
Spectator Services
Food Service (24)10 x 10 Food sales point forspectators.
(8)8-foot 60 picnic tables forspectators.
(3)8 x 40 trailers Storage.
Novelty Stands (8)10 x 10 tents Novelty sales point.
8 x 40 trailer Storage.
Program (12)2 x 4 Portable sales points forStands programs.
Public (2)10 x 10 tents General spectatorInformation information.
Public Seating 50,000 Standing room only, nobleachers.
122
36
36 The Long Beach Convention and ExhibitionCenter facility provides three venues forOlympic use, including two for fencing andone for volleyball.
Site plan of fencing and volleyballat Long Beach Convention Center
7.03.9Fencing and VolleyballThe Long Beach Convention andEntertainment Center hosted theOlympic competitions of fencing andvolleyball. This complex consists ofthree facilities: the Arena, theExhibition Hall and the Terrace Theater.The Arena, built in 1962, was used forthe volleyball competition while theExhibition Hall, built in 1977, and thetheater were used for fencing. Inaddition, there were two volleyballwarm-up and training courts in theExhibition Hall and the lower portion ofthe theater was used for venuemanagement and press supportfacilities. All three of the facilities werefully utilized with the exception of theexisting facilities’ management offices.
This venue was unique in that twosports, requiring quite differentsupport facilities, shared almosteverything except the field of play andathlete support areas. This created adelicate balancing act for constructionand venue management when theyreceived requests from one sport thataffected the facilities of the othersport.
Construction and modification at theArena was simple because it was usedas a volleyball arena on a regular basisprior to the Games. The syntheticflooring was laid over the existingconcrete flooring. Steel supports in theflooring were installed to support thehigh tension standards. Spectatorseats, restrooms and concessions allexisted and required no changesalthough temporary novelty tents wereadded around the concourse level.Facility modifications entailedtemporary modifications bysubdividing the existing athlete lockerrooms, other support areas and thecompetition staff’s work area. Therewas no need to modify lighting or thescoreboard since both had recentlybeen installed by the venue’s owner.
The volleyball warm-up court was amore difficult issue to resolve. Therewas no existing court adjacent to theone used for competition, so twotemporary courts were created. Theoriginal plan called for the placement ofthe warm-up court in a tent outside theArena, which would have required theinstallation of a concrete slab, air-conditioning and a large clear-span tentstructure. The estimated cost of thisconstruction was enormous.
123
Architecture and Construction
Additional security problems wouldhave been created and needed carparking spaces would have been lost.The revised plan placed the two warm-up courts in a corner of the ExhibitionHall. Although the fencing competitionstaff disagreed with this placement,the plan was approved andconstruction proceeded smoothly. Thewarm-up area required theconstruction of a wall, 100 feet longand 25 feet high. The wall was erectedas a sound barrier so as to minimizeinterference with fencers eithertraining or competing in adjoining partsof the Exhibition Hall. It was quiteeffective but not totally soundproof;this generated some complaints fromthe FIE. The ceiling was protected withlight and sprinkler guards. Overall,minimal problems arose from the courtplacement during the fencingcompetition.
Construction for competition staff andathlete areas (locker and trainingrooms) entailed the subdivision ofexisting areas. Competition staffswere placed in existing storage areaswith lighting and ventilation added tomake four separate, private rooms.
Fencing preliminaries were held in theExhibition Hall and the finals in theTerrace Theater. Neither of thesefacilities were designed or used forsports prior to the Games. As a resultof this, support facilities for theathletes were non-existent in theExhibition Hall and were adapted fromperformer dressing facilities in thetheater building. Compounding thisproblem was the fact that fencing isboth an individual and a team sportwhich brought in a great many athleteswho needed to be on-site for severalbouts a day over an 8—10 hour period.
With the preliminary elimination roundsto be held in the Exhibition Hall,temporary bleachers for 2,500spectators were put at opposite sidesof the 16 competition pistes. Anadjacent storage corridor waspartitioned to provide technicalservices, equipment repair, sportsmedicine and athlete lounges. Lockersand showers were provided in two 32-foot self-contained trailers. Thesetrailers were plumbed into a fire lineadjacent to a nearby hotel. Existingconcessionaires served thespectators.
Adjacent to the field of play, but behindthe temporary bleachers, were 15practice pistes. These pistes wereseparated from the volleyball warm-upcourt by an existing wall and atemporary partition.
Support and federation offices werehoused in existing offices on themezzanine level overlooking the floorof the Exhibition Hall.
37
38
The finals of the fencing competitionwere held each evening in the TerraceTheater-an unlikely setting since thetheater was used for hosting operatic,symphonic and dramaticperformances. One piste was situatedon the performance stage highlightedagainst a black backdrop. An elevatedcompetition platform for 50 technicalofficials was built on the stage behindthe piste running across the stage. Thisplatform was built from modularscaffolding, rather than wood. Originallighting in both the Exhibition Hall andthe Terrace Theater wassupplemented to meet the fencingfederation and television standards.
Since the venues shared parking,scheduling of the events was critical.Entrance to both venues was through acommon lobby area but once insidethis area the spectators entered theappropriate venue through turnstiles.Each venue had concession standswithin its own defined area, but sharedconcession service in the commonarea. A public restaurant was also openin this area during competition hours.
Most support operations were sharedby the two venues and housed in theexisting meeting rooms under theTerrace Theater. Although thisconsolidated people and space,circulation became a problem at times.
All construction at both venues wastemporary and installed in a five-dayperiod. Tear down was also carried outin an expedient manner. The end resultdemonstrated the success of a multi-sport effort within a single complexthrough close coordination andcooperation. Both sports ran smoothlyand spectators were treated toexcellent competition in venues thatwere as well-equipped as any otherwhich hosted only a single sport.
37 The Long Beach Arena is dressed in Lookcolors for the volleyball competition.Tables for press seating are arranged atthe left.
38 The Long Beach Convention Center’s exhi-bition hall provides the venue for prelim-inary fencing competitions, with 16 pistesavailable to competitors.
124
Plan of training and qualifyingfacilities for volleyball and fencingat Exhibition Hall of Long BeachConvention Center
Plan of fencing finals at the Terrace Plan of fencing support areasTheater of Long Beach Convention Center below theatre
125
Architecture and Construction
Plan of volleyball arena at Long BeachConvention Center with roof removedand seating cut away to showaccess and support areas below
126
Fencing and Volleyball (shared services and facilities)
Introduction/ Competition in volleyball and fencing were heldshared services in the Long Beach Convention Center which
included an exhibition hall for fencingpreliminaries and volleyball warm up, a sportsarena for volleyball competition, a theatre forfencing finals, and meeting rooms andconvention areas under the theatre for venuestaff and volleyball federation offices. Allfacilities were indoor. Venue operations andvenue staff were shared by the two sports.Three charts are presented to describe theactivities at the Long Beach Convention Center.The following chart describes the facilities andservices that were shared by volleyball andfencing.Facility Location Code (see site map)EH = Exhibit Hall—Fencing PreliminariesSA = Sports Arena—VolleyballTH = Terrace Theatre—Fencing FinalsPA = Public Areas—Common to both sportfacilitiesCA = Convention Area—Lower level of TH foroffices and press meeting rooms
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Staff Entry 16 x 16 PA: Staff entry, badge is-sue, storage anddistribution point for allfencing and volleyballstaff. Work area for 12.
Food ServiceAdministration CA: Office area for 3,
served volleyball andfencing (see VenueOperations).
2 32 x 54 CA: Staff lounge with ta-bles and chairs for 40, 75individual storage lockers,television, shared by fenc-ing and volleyball staff.
3 Storage (2)8 x 40 trailers Refrigerated food storageunits.
Finance
Audit, CashControl
CA: Office area for 18,served volleyball andfencing (see VenueOperations).
Health Service & Medical Control
SpectatorFirst Aid
PA: Waiting area for 4, 2treatment tables, refriger-ator, water cooler.
Materiel Acquisition & Distribution4 Administration CA: Office area for 4,
served fencing andvolleyball.
4 Storage 16 x 28 CA: Storage area for fenc-ing and volleyball.
4 (2)10 x 45 trailers One trailer each forfencing and volleyball.
Olympic Family Services
Language CA: Office area for 5,Services served volleyball and
fencing (see VenueOperations).
PersonnelAdministration CA: Responsible for pay-
roll, timekeeping and staffscheduling. Office for 4,served fencing and volley-ball (see VenueOperations).
Press Operations5 Interview Room 30 x 40
5 20 x 30
6 Sub-Center (2)38 x 75
Security7 Command 12 x 60 trailer
Center
Technology8 Message 10 x 10
Center
9 Results 20 x 30
10 Staff Offices 20 x 30
11 Telecommuni- 18 x 18cations
Television12 Trailer 80 x 110
Compound
CA: Interview room for56, elevated platform for6. Shared by fencing, vol-leyball and yachting.
CA: Backup interviewroom for 36, elevatedplatform for 6.
CA: 72 working places,for fencing, volleyball andyachting. Sub-center had(2) 10 x 12 offices forpress staff.
Office area for 12, servedvolleyball and fencing.
CA: Communications andmessage receiving centerfor staff and officials offencing and volleyball.
CA: Results output, pho-tocopy and distributionarea; used for fencing andvolleyball.
CA: Office for 2, radio dis-tribution and recharging,sponsor/vendor workarea for 10; for fencingand volleyball.
CA: 2 operators and tele-phone switchboardfacilities for volleyball andfencing.
Television and telephoneproduction and transmis-sion vehicles.
Ticketing13 Information 20 x 20 tent PA: Information point for
public at entry to facilityfor volleyball and fencingspectators. No on-siteticket sales.
TransportationAdministration
14 Driver Lounge 15 x 15 tent
Venue Operations15 Venue Manage- 40 x 50
ment Offices
16 Venue Staff 68 x 98Offices
Spectator Services
CA: Office area for 4,served fencing and volley-ball (see VenueOperations).
Rest area for 50; sharedwith volleyball andfencing.
CA: Office for venue man-ager. 2 assistants,secretary/support. Staffcoordinated volleyball,fencing and all public ar-eas in the Long BeachConvention Center.
CA: Conference roomshared by fencing and vol-leyball staff. Work areafor staff in the followingdepartments who workedin both sports: Food Ser-vice 3, Public Information2, Personnel 4, Construc-tion 8, Ceremonies 1,Finance 18, LanguageServices 5, Transporta-tion 4, Materiel Supply 4.
Food Service (20) portable PA: Temporary foodStands and (6)10 x 10 stands for volleyball and
tents fencing spectators.
(2)8 x 40 trailers Food storage trailer,shared by volleyball andfencing.
Novelty Stands 10 x 20 tent and (8) PA: Novelty sales point,10 x 10 tents accessible to volleyball
and fencing spectators.
17 Post Office 22 x 26 trailer PA: Sales and servicepoint for U.S. Postal Ser-vice. Accessible tovolleyball and fencingspectators.
Program (6)4 x 6 PA: Portable points forStands program sales to volley-
ball and fencingspectators.
Public Seating 2500 EH: Temporary bleachersfor preliminaries.
3000 TH: Permanent theatreseating.
Introduction/Fencing Fencing preliminary com-petition took place in theexhibition hall and finals inthe Terrace Theatre. Fa-cilities and servicesdescribed here were usedby fencing primarily.
Food Service
20 Eating Area/ 40 x 40 EH: Fencing staff loungeLounge for 40, refrigerator, televi-
sion, 75 indviduallockers.
Health Service & Medical Control
21 Doping Control 32 x 32 TH: Waiting area for 8,television, refrigerator;processing area for 2,testing area for 2 withhandwash facilities.
22 Spectator 10 x 16 EH: Waiting area for 10,First Aid refrigerator/water cooler.
23 SportsMedicine
12 x 40 EH: Waiting area for 15;treatment tables, 4 mas-sage tables; storage area,handwash and toilet facili-ties, refrigerator.
TH: Waiting area for 15, 2treatment tables, watercooler, refrigerator, 3chairs were placed onstage out of public viewfor medical team.
2 3 9 x 20
Olympic Family Services24 Administration 14 x 20
25 Hosting 33 x 56
Press Operations26 Mixed Zone 16 x 40
Press Seating 106
100
EH: Protocol office for 4.
EH: Hosting area for 50Olympic Family, existingwet bar, television.
EH: Located near teamareas and eliminationpistes.
EH: All seats withouttables.
TH: Seating for finals, 35with tables, 65 without.
Security27 Administration 11 x 17 EH: Office for 6, near elimi-
nation pistes.
Sports Administration
Federation Services
28 DirectoireTechnique (DT)
2 8
29 ConferenceRoom
30 FIE Offices
3 0
Jury Room
31 Officials’Lounge
18 x 20
(2)12 x 18
12 x 20
12 x 20
EH: Office for 10 of direc-troire technique (DT).
EH: Offices for secretary/support to DT.
EH: Meeting room for 10of Arbitrage Commission.
EH: Meeting room for 10of the DT.
13 x 20
(2)13 x 16
EH: Office for FIE presi-dent, 3 chairs,sofa, refrigerator.
EH: Office for FIE secre-tary-general and 2 guests.Office for FIE treasurer.
24 x 48
EH: Meeting room for 40,utilized VIP lounge (seeOlympic Family Services).
EH: Lounge for 30,television.
127
Architecture and Construction
Athlete Services
32 EquipmentStorage
33 Equipment—WeaponsControl
34 EquipmentVendor
35 Equipment—Self Help
36 Equipment—Armory andRepair
37 Equipment—Clothes Repair
36 Equipment—Maintenanceand Repair
39 EquipmentMeasurement
40 Athlete EatingArea
41 Team MeetingRoom
41
42 Athlete Lounge
4 243 Information/
Check In
44 Showers/Toilets
45 Warm-UpPreliminaries
22,100 square feet EH: Warm up and trainingarea with 15 pistes,carpeted.
24 x 40 TH: Warm up area with 2pistes on theatre stage.
45 Warm-Up Fin-als
Competition Management
(70)4 x 2 x 1
12 x 37
16 x 18
9 x 15
12 x 24
12 x 12
18 x 18
11 x 12
15 x 36
(4)18 x 20
(3)12 x 18
40 x 40
24 x 32
8 x 10
(2)28 x 32
EH: Storage for individualathletes’ bags at athleteentry point to venue.
EH: (4)5-footwork tables,storage for 100 bags each4 x 2 x 1 .
EH: Sales area for clothingand equipment.
EH: 7-foot work bench, (3)B-foot work benches, 3vises, 1 grinder. Workarea for8 athletes.
EH: Work area for 5 tech-nicians with (2)6-footwork benches, (1)7-footwork bench, 2 vises, 2grinders, storage cabinet.
EH: 3 sewing machinesand operators.
EH: (2)6-foot work tables.5 chairs, television, spareequipment sets each2 x 3 x 3 .
EH: Equipment testingroom with5 chairs, table.
EH: Eating area for 25.television, video games.adjacent to athletelounge.
CA: Meeting areas eachholding 20.
EH: Meeting rooms for 10each, adjacent to compe-tition pistes.
EH: Lounge with 60 chairs,television, 10 videogames.
EH: 6 cots, 4 sofas.
EH: Bulletin board and in-formation desk in warmup area, 4 chairs.
EH: Temporary showerand locker facilities, oneeach for men and women,including 10 showers, 2portable toilets, 30 indi-vidual lockers (50 formen).
46 Commission- 17 x 20 EH: Office for 2.er’s Office
12 x 12 EH: Office for secretary/support.
47 Competition 12 x 15 EH: Office for competitionStaff director, sport manager
and 2 guests.
47 12 x 13 EH: Office for 2; scoringcard preparation area.
47 13 x 22 EH: Office for technicalmanager.
Field of Play
48 CompetitionHallPreliminaries
190 x 204 EH: Area carpeted with 16competition pistes, ele-vated platform fordirectoire technique.
48 Finals 48 x 144 TH: 1 piste set on theatrestage; seating for armor-er, 2 coaches, 2 fencers.
Pistes (16)2m x 18m EH: Each piste with:
Electric scoring box
2 reels
2 connecting cords
6-foot table, 6 chairs
2 touch standards
2 batteries
Strip signal
FIE Rules of Competition
2 tie-in-cables
Scoreboard
500 gram weight
150 gram weight
Gauge-thickness gaugefor weapon
2 timers
Team seating
49 Directoire 18 x 50 EH: Elevated platform forTechnique 15, protest desk.Preliminaries
49 Directoire 12 x 64 TH: Elevated platform forTechnique 50 VIPs and FIE officials onFinals stage behind piste.
Technology
Results 6 x 18
Swiss Timing 2 x 6
Venue OperationsSpectator Services
50 Food Service (3)8 x 10
Public Seating 25003000
EH & TH: Results inputtable for 6. adjacent to theDT platform.
EH & TH: Scoreboard andtiming control center.
EH: Concession standswith 6 lines each.
EH: Temporary bleachers.
TH: Finals in theatre.
Volleyball/Introduction
All competition in volleyball took place in theSports Arena. All facilities and servicesdescribed here were used by volleyballexclusively.
Food Service
51 Eating Area/Lounge
28 x 38 SA: Lounge for volleyballstaff, tables and chairs for30, refrigerator, televi-sion, 24 individuallockers.
Health Service & Medical Control
52 Doping Control 850 square feet SA: Waiting area for 9,refrigerator, television;processing area for 6,refrigerator; testing areawith toilet and handwashfacilities.
SpectatorFirst Aid
53 SportsMedicine
16 x 24
20 x 20
SA: Waiting area for 10, 2treatment tables, refriger-ator, water cooler.
SA: Waiting area for 8, 2treatment tables, 4 tapingmassage tables, storagearea, refrigerator, icemaker, television.
Olympic Family Services
Administration
64 Hosting 32 x 60
SA: Protocol office for 3shared with court director(see CompetitionManagement).
CA: Hosting room for 30.television.
Press Operations
Press Seating 192 SA: 116 positions withoutdesk, 76 press seats withdesk.
Sports Administration
Federation Services
55 FIVB Offices
55
56 Referees’Commission
57 TechnicalDelegates
68 Lounge
18 x 30
(3)14 x 16
11 x 24
10 x 20
19 x 19
CA: Office for FlVBpresident.
CA: Office for FIVB trea-surer, secretary-general,and vice president.
SA: Referees’ office for 8.
SA: Office for 4,television.
SA: Lounge for 6 FIVB offi-cials; television, 6 lockers.
56 20 x 26 SA: Lounge for 20 minorofficials.
56 19 x 20
59 Judges/ 18 x 20Officials’Dressing Room
60 Jury Room 16 x 20
Athlete Services
61 Equipment 8 x 12Storage
61 18 x 32
CA: FIVB lounge for 20(had very little use).
SA: Men’s locker andshower facility for 6.
SA: Conference roomfor 8.
SA: Nets, cable, anten-nas, posts, 500 inflatedballs, scales for testingballs’ weight and shape.
SA: General equipmentand supply storage.
62 Team Locker/ 4 Rooms SA: Existing locker roomsShower Room of varying sizes each with
24 chairs, bulletin board,massage table, 15 individ-ual lockers, showers andtoilets.
63 Warm-up 97 x 100
Competition Management
EH: Includes (2)15m x 26mcourts each completewith net, standard andfloor identical to the com-petition court; curtaindivided courts for privacy.
64 Commission- 14 x 22 SA: Office for with 10er’s Office chairs, 2 tables.
64 16 x 17 SA: Office for secretary/support conference tablefor 8; competition infor-mation office, television,sofa, bulletin board.
64 Commission- 16 x 16 SA: Lounge for 10.er’s Lounge
65 Court Director/ 10 x 12 SA: Office for 2, sharedProtocol with Olympic Family Ser-
vices staff.
66 Support 10 x 17 SA: Office for 3.Directors
66 16 x 16 SA: Office for 3.
67 Competition 10 x 12 SA: Office for 3.Director
68 Competition 38 x 52 SA: Office for40 competi-Management tion staff.
Field of Play
69 Competition 8m x 19m SA: Overall floor surfacecovered with BAT Tara-flex 19m x 34m.additional clear zone of5m each side and 8meach end of court.
69 Team Seating (2)2 x 32 Seating for 18 per team.
69 Jury Seating 4 x 9 SA: Courtside table andchairs for 4.
69 Referee 4 x 9 SA: Courtside table andSeating chairs for 4.
69 Referee Stand
69 Tournament 4 x 9 SA: Courtside table andDirector and chairs for 4.Commissioner
69 Scorers 4 x 9 SA: Courtside table andchairs for 3.
69 Statistician 4 x 18 SA: Table and chairs for 8,courtside.
Technology70 Swiss Timing 5 x 14
6 x 12
Venue Operations
Spectator Services
SA: Storage.
SA: Scoreboard and tim-ing control table.
Food Service (6)8 x 10 SA: Concession standswith4 lines each.
2500 square feet SA: Dry goods storage.
Public Seating 12,000
128
o
o
o
o
o39
39 The Rose Bowl is dressed for Olympiccompetition as one of the four sites forpreliminary pool play.
7.03.10FootballThe Rose Bowl in Pasadena, Californiawas the main venue for the Olympicfootball competition. However,preliminary round matches also tookplace at Harvard Stadium, Navy-MarineCorps Memorial Stadium and StanfordStadium. The Rose Bowl, dedicated in1922, has a current seating capacity of104,696. Harvard Stadium in Boston,Massachusetts was built in 1903 andwas completely renovated in 1982.Navy-Marine Corps Memorial Stadium,located in Annapolis, Maryland, wasdedicated in 1959. Stanford Stadium,in Stanford, California, was built in1922. All of these facilities have playedhost to numerous American footballgames.
The Architecture and ConstructionDepartment hired a football projectmanager in June 1983. The planning,design and venue developmentprocess was fully engaged inNovember 1983. In January 1984,outside consultants were engaged tohandle the Look design andconstruction management.
The Rose Bowl presented very fewproblems from a constructionstandpoint since it had presented manyAmerican football competitions tolarge crowds and from a functionalstandpoint, the Olympic footballcompetition differed only in the size ofthe field of play. Olympic constructionbegan in the Rose Bowl in July 1984following a motocross competition.Damage to the facility’s field wasextensive and required the LAOOC tocompletely grade and re-sod the fieldof play. Three trailers were brought into support construction and venuemanagement efforts and werestationed just off Rose Bowl Drive,southeast of the stadium.
Existing office space in the southeastcorner of the facility housed the RoseBowl administration and the city ofPasadena police. Locker rooms, warm-up areas, sports medicine and dopingcontrol offices were located under-neath the south end of the stadium.
Concessions facilities, amounting to45 permanent and temporary stands,were already in place and required onlycosmetic additions. Approximately2,500 linear feet of fencing were usedto supplement the existing fences.More than 40,000 square feet of fencefabric were used to decorate both thefencing and seat areas. National andceremonial flags were flown aroundthe outside rim of the stadium. Inaddition, 48 large banners wereacquired and 12 were placed at each ofthe quarter points of the stadium rim.As few modifications were required tothe physical plant, a strong emphasiswas placed on the Look. Three masterLook structures were built and placedat Gates A, Band C. Three hundredsigns of various types were added forspectator control.
o
oAlthough Harvard Stadium wasconstructed for football competition,the sophisticated technology and sizeof the Olympic production requiredmodifications to the facility.Construction installed the followingitems from Harvard Stadium andremoved them after the Games:
o Security fence and gates around theDillon Field House
o Security fence and gates at the ITTbuilding
o Security fence and vinyl wrap aroundthe lighting rectifier
o Torch platformo Propane system for Olympic Torcho Installation of a torcho Backdrop wallo Cover propane system with
plywood and 12,000 pounds of sando Podium and two rail systemo Extension on the podiumo Paint, install, repair and remove
expanded polystyrene panelsaround the field of play
o Photographer’s barrierso Fabricate two types of corner flag
systemso Roof over the playerso Install ceremonies banners and glue
country placardso Flags of the nations at the bowl end
of the stadiumo Banners throughout the stadiumo Look wrap columns in the stadiumo Wrap speaker towerso Decorate VIP, press and athlete
areaso Plywood panels around the
concession standso Wiring for photocopying machines
and computerso Temporary staff check-in bootho Two ceremonies control shackso Guard shack at the Olympic villageo Eleven tentso Performed numerous other small
tasks for ceremonies, security,competition, food service, protocol,press and technology
Although Stanford Stadium wasconstructed for American footballcompetition, the sophisticatedtechnology and size of the Olympicproduction required modifications tothe stadium facility and Branner Hall,the Olympic athlete housing facility.Site preparation included the following:
Contracting and supervising thefencing project around Branner Hall,concession areas, management staffareas, law enforcement areas andareas within the field of playContracting and supervising thetemporary electrical work for thestadium as well as Branner HallContracting and supervising thepainting of concession areas, dopingcontrol facilities, locker facilities andticket boothsContracting for and installation ofthe venue management trailersContracting and supervising the tentinstallation at Branner Hall, VIPhosting area, sponsor area and thepress interview areaContracting and supervising theconcourse lighting projectInstallation of furniture within thevenue management area
Look coordination for the facilityincluded the contracting for andsupervision of flag pole installation,field of play runner, scoreboardsignage and all signage in and aroundthe stadium.
Construction responsibilities at Navy-Marine Corps Stadium in Annapoliswere similar to those at HarvardStadium. Trailers were brought in tohouse the venue management andcompetition officials, fencing wasconstructed to develop the propercirculation within the controlled areasand considerable attention was paid tothe Look decorations. The centerpieceto these decorations was the construc-tion of an Olympic torch structure atthe west end of the field of play.
Several goals of the Olympic designprogram were realized at the remotefootball venues. With the Lookcelebrating the festive qualities andinternational spirit traditionallyassociated with the Games, the vividcolors created an exciting backdrop forthe drama of the opening ceremoniesand football competition at eachvenue. Most importantly, the Lookvisually linked the geographicallydiverse soccer sites.
129
Architecture and Construction
Plan of football stadium at the RoseBowl with seating cutaway to showteam access and support areas
130
40 Harvard Stadium, built in 1903, provides animpressivenies for prefootball.
back drop for opening ceremo-liminary pool competition in
40
Football
Introduction Football competition took place at three sites inaddition to the Rose Bowl. Eight preliminarymatches and all final rounds were held at theRose Bowl. The Rose Bowl is an existingoutdoor multipurpose stadium with seating formore than 103,000 spectators and existingconcession and spectator support facilities.
Department/ Space Use (in feet MotesFunction unless noted)
Accreditation
1 Staff Entry 10 x 30 tent Staff entry. badge issue,storage and distributionpoint. Work area for 8.
Food ServiceAdministration Office for3 (see Venue
Operations).
2 Eating Area/ 20 x40 tent Lounge for 100, tablesLounge and chairs.
Storage and (2)3x7x10 Refrigeration units for boxDistribution lunch storage.
Finance
Audit, CashControl
Work area for 7 (see Ven-ue Operations).
Health Service & Medical Control3 Doping Control 16 x 26 Waiting area for 10; test-
ing area with toilet andhandwash facilities; pro-cessing or work area for4; television, storage cab-inet, refrigerator.
4 Spectator (2) 20 x 20 tents Treatment area for 2, re-First Aid frigerator, television,
handwash facilities, toilet,waiting area for 15.
5 Sports 16x28 Waiting area for 8, 6 treat-Medicine ment tables, ice maker,
refrigerator, handwashfacilities.
Materiel Acquisition & DistributionAdministration Office for3 (see Venue
Operations).
6 Storage 10 x45 trailer
Olympic Family Services
7 Hosting 20 x 60 tent
8 10x50
Office for 1 (see VenueOperations).
Lounge for 100; food andbeverage services.
Hosting area in press boxfor 100.
PersonnelAdministration
Press Operations
9 Sub-Center (3) 30 x 40 tents
Press Seating 358 positions
10 Interview Room 22 x 50
Security
11 Command 12 x60 trailerCenter
Responsible for payroll,timekeeping and staffscheduling. Office for2(see CompetitionManagement).
40 working places, staffoffices for 3. Adjacentathlete interview room.
50 positions without adesk, 308 positions with adesk.
Overflow area establishedfor semi-final and finalmatches only.
Office for 12.
Sports Administration
Federation Services
FIFA Offices No offices on site.
12 Draw Room 9 x 1 6 Seating for 12.
13 Officials’ 8 x 2 0 Shower, dressing areaDressing for 4.Room
14 Lounge 12x12 Seating for 6.
Athlete Services
15 Team LockerRoom
(2) 25 x 60 Existing dressing roomswith lockers for 20, show-er, toilet and dressingarea.
Competition Management
16 CompetitionStaff
12 x 60 trailer Offices for commissionerand venue manager, workarea for20 staff includingcompetition staff and per-sonnel staff.
Field of Play
17 Field 68m x 105m Natural grass turf field.Team seating for20 each.Goal lines and mid fieldpoints marked with flagsand chalk.
Technology
18 Message 10x20Center
Message receiving centerfor staff and officials. alsoserved as food serviceoverflow area.
19 Results 6 x 1 8 Results input table for 6 inpress box.
19 8 x 2 0 Results photocopying anddistribution area.
10 x 10 Storage.
19 Swiss Timing 6 x 6 Scoreboard control deskfor2 in press box.
Television
20 Trailer 40x100 Telephone and televisionCompound transmission and produc-
tion vehicles.
Ticketing21 Administration 10 x 15 Work area for 10.
22 Information (4)6x6 Information, ticket pur-chase and will call points.Tickets sold on site.
TransportationAdministration Office for 5 (see Venue
Operations).
23 Drivers’ Lounge 20 x 20 tent Waiting area for 15.
24 Venue Staff 12 x 60 trailerOffices
Spectator services
25 Food Service (6)8x15
Venue Operations
(25) 10 x 10 tents
Novelty Stands (25) 10 x 10
26 Post Office 2 6 x 3 2
Program (21)2x4Stands
27 Public 8 x 8 tentInformation
Public Seating 103,300
Office area for 20 stafffrom Food Service, Lan-guage Services, Protocol,Transportation, Finance,Construction and MaterialSupply departments.
Existing food servicestands with 120 servicelines on outsideconcourse.
Portable food and bever-age sales points.
Novelty sales points.
Sales and service pointfor U.S. Postal Service.
Portable sales points forprograms.
General information pointfor spectators.
131
Architecture and Construction
7.03.11GymnasticsThe building of a unique 20-foot highbridge and the set up of the field of playwere among the most notable of theconstruction projects at thegymnastics venue at UCLA’s PauleyPavilion.
The bridge was constructed betweenPauley Pavilion and the traininggymnasium used by gymnasts atWooden Center in the UCLA Village.The gymnasts required a direct routebetween the training site and thecompetition floor to isolate them fromthe public and the bridge allowedathletes to re-enter the UCLA Villagewithout accessing the main walkway.Moreover, the layout of the gymnasticsvenue directly adjacent to the UCLAVillage required the construction of theelevated walkway as a securitymeasure. The bridge spanned thevillage security fence from WoodenCenter to the Pauley Pavilion athleteentry tunnel and access was limited toathletes, coaches, FIG officials andmedical and competition personnel.
Construction inside Pauley Pavilionincluded the erecting of the gymnasticspodium, a one-meter-high platform onwhich all the gymnastic apparatus wasplaced. The podium had a large surfacearea shaped to accommodate theequipment and was used in the 1976Games in Montreal, then purchased bythe LAOOC. After the Games, it wassent to the United States GymnasticsFederation in Indianapolis. During thesummer of 1983, the podium was setup in the LAOOC warehouse by theCanadian firm which manufactured it asa demonstration for the LAOOC staff.The podium was set up in 1983 atPauley Pavilion for the McDonald’sInternational GymnasticsChampionships.
The podium was unique as severalsections were constructed towithstand the high pressure of thegymnasts’ performance. Guy wireswere used to anchor the apparatuswith weights securing them beneaththe podium. The podium required threedays to set up and 12 hours to teardown. Additional pieces wereconstructed to enlarge the podium atthe high bar and uneven bar, and spareparts were constructed for broken ordamaged units. During artisticcompetition, the men’s and women’sapparatus was changed on the podiumevery night as men and womencompeted on consecutive days. Aperimeter fence was placed around thepodium and created a walkway forphotographers. Elevated platformswere located inside the perimeterbarrier for FIG officials, judges andmembers of the national federations.
A number of complex wiring systemswere installed. Wiring for telephone,electronic messaging systemterminals, Swiss Timing, soundsystems, television and electricalsystems were located under a lightgray carpet covering the podium andsurrounding floor area. Wiring wasrouted to prevent electricalinterference between systems.
Artistic gymnastics competition wascompleted at 1930 hours on 5 August1984 with rhythmic training scheduledto begin at0800 hours on 7 August.Crews began the work required tochange-over the venue immediatelyafter artistic gymnastics competitionwas completed. The crews removedthe gymnastics apparatus and thepodium. The judges’ tables andplatforms were moved. Technologyitems, including the wiring, andtelevision cameras were relocated.Additional floor level bleachers wereset up. Platforms, scaffolding and thecarpet were reworked wherenecessary and the rhythmiccompetition floors were installed. Thejob was completed by 2000 hours on6 August 1984.
41
The last event at Pauley Pavilion endedat 2200 hours on Saturday, 11 August1984. The venue was secured andtechnology sponsors began theremoval of equipment. The field of playwas cleared and restoration workbegan on Sunday, 12 August 1984including painting, refinishing the floor,re-sodding Spaulding Field where thetelevision compound had been, and re-installing seating that had beenremoved for the press.
42
4 1 A giant scaffold bridge provides a walk wayfor gymnasts to move between the warm-up area and the competition arena in PauleyPavilion.
42 Colorful banners bring a festive atmo-sphere to the gymnastic competitionsinside UCLA's Pauley Pavilion.
Gymnastics, tennis and UCLAOlympic Village locations
Olympic Village UCLA
132
Plan of Pauley Pavilion with upperlevel seating removed to indicatesupport areas
Section through Pauley Pavilionlooking north
133
Architecture and Construction
Gymnastics
Introduction Gymnastics competition and training utilized 3separate buildings; Pauley Pavilion (PP)-competition facility; Wooden Center (WC)-training and warm up facility and Morgan Center(MC)-administration. The Wooden Center waslocated inside the Olympic village at UCLA.Pauley Pavilion was accessed by athletes fromWooden via a bridge. Pauley Pavilion andMorgan Center are adjacent to each other andto the Olympic tennis stadium and thereforeshared certain facilities or resources such asparking and staff feeding areas.
Department/ Space Use (in feetFunction unless noted NotesAccreditation
1 Staff Entry 20 x 40 tent Outdoor work area for 8adjacent to the MorganCenter (see VenueOperations).
Food Service
2 Distribution/ 20 x 300Eating
Service and seating areafor 2,000 in shadedbleachers for gymnasticsand tennis staff and vil-lage transportation staff.
3 Lounge 10 x 20 tent MC: Seating for 65, snackand beverage service.
4 Storage (2) 10 x 45 trailers Trailers located onSpaulding Field. Refriger-ated storage of boxlunches and distributionpoint.
Finance
5 Audit, Cash 200 square feet PP: Office for 5.Control
Health Services
6 Doping Control 450 square feet PP: Waiting area, 250square feet with maxi-mum capacity for 40;processing area for 10; re-frigerator and lockablestorage cabinet; testingarea with 2 toilets andhandwash facilities.
7 Spectator 240 square feetFirst Aid
PP: Existing public first aidstation with waiting areafor 6; treatment area andtables, refrigerator, toi-lets; observation area andwork area for7 staff.
8 Sports 290 square feetMedicine
WC Athlete warm-uparea with8 treatment ta-bles, 6 chairs, storagecabinet. One taping tableplaced in each of 7 train-ing halls in WoodenCenter.
400 square feet PP: Treatment area adja-cent to podium for taping,
8
massage or treatment ofcompetition injury. Wait-ing area for 16,6treatment tables, water-cooler, ice maker, oxygentanks.
Materiel Acquisition & Distribution9 Administration 16 x 24
Storage (5) 10 x 44 trailers
Olympic Family Services10 Hosting 2 5 x 5 0
PersonnelAdministration
Press Operations11 Interview Room 32 x 40
12 Mixed Zone 12 x 45
13 Photographer 160Positions
Press Seating 405
PP: Work area for 9.
Trailers 1,000 feet fromvenue, accessible only bytruck and cart.
PP: Existing lounge for 50.
Work area for 4; responsi-ble for staff scheduling/hours/payroll (see VenueOperations: MC).
MC: Seating for 84. Plat-form for 9. Room used inmorning for security brief-ings and FIG judgesmeetings.
PP: In storage room adja-cent to podium at athleteentry/exit point to PauleyPavilion.
Positions in stands andpodium perimeter.
PP: 211 without desks,194 with desks.
14 Sub Center Combined sub-center forUCLA Village, gymnasticsand tennis established inAckerman Union, a sepa-rate facility locatedapproximately200 yardsfrom Pauley Pavilion.Gymnastics press staffutilized 15 work spacesplus 1 desk available inMorgan Center (see Ven-ue Operations).
Security15 Command 28 x 32
Center
Sports AdministrationFederation Services
PP: Office area for 6; re-ception area. interview/holding area, meetingroom for 6. MC: Office for1 (see Venue Operations).Daily briefings took placein press interview room(see Press Operations).
16 Conference (2) 15 x 20Room
MC: Rooms assigned towomen’s technical com-mittee and men’stechnical committee eachwith conference tableseating for 8.
17 FIG Offices (2) 8 x 10 MC: Office areas for FIGpresident and secretary-general.
17 (3) 8 x 10 MC: Office area for eachFIG technical director(men, women and rhyth-mic technical committee).
Athlete Services
18 Locker Room/ (5) 400 square feet WC: 10 individual rooms,Showers 5 men’s, 5 women’s, each
with seating for 6 with fulllength mirrors. Adjacentto toilet and shower area.
18 Lounge/ 20 x 35Staging Area
WC: Rest area for 100,television, beverage ser-vice. Staging area prior tocall to begin competition.Wired to public addresssystem in Pauley Pavilion,
18 Warm-Up/Training
40,800 square feet WC: 3 gymnasiums subdi-vided to establish 8separate training areaswith a total of 4 completesets of apparatus for menand 4 for women; 1 areafor men and 1 area forwomen utilized for train-ing and competitionwarm-up. Areas convert-ed for rhythmicgymnastics at the conclu-sion of the artisticcompetition. Desk fortraining coordinator locat-ed at entry.
Competition Management
19 Commission-er’s Office
19 CompetitionStaff
19
19
19 ConferenceRoom
Field of Play
16 x 20
11 x 26
(7) 7 x 10
600 square feet
20 x 20
MC: Private office for 2.At entry is 10 x 15 recep-tion and waiting area.
MC: Office for competi-tion director and assistantdirector.
MC: Office area for 7 com-petition staff.
PP: Office for 11 competi-tion staff in immediateproximity to podium.Also, athlete informationarea.
MC: Meeting room for 2.
Athlete Seating 10 chairs for each team ateach apparatus; 60 men,40 women.
20 National Dele-gate Seating
25 chairs on platform.
21 Competition 116 x 194 Interior dimensions ofFloor podium perimeter.
99 x 178 Interior dimension of floorin rhythmic configuration.
22 FIG Officials Elevated platform formedical commission, jury,LAOOC commissioners,seating for 26 at centerpodium.
Judges PP: At each apparatus, atable and chair providedfor superior judge, judge,judges’ assistants; posi-tioned by FIG rules: Total:Artistic—Men 42, Artis-tic—women 24,Rhythmic—33
23 Jury Room 11 x 18 PP: Private video tape re-view room with seatingfor 8, screen, videoprojector.
24 Scorekeepers 3 x 36 Table and chairs for 12manual scorers and re-sults input.
25 Storage 12 x 42 PP: For spare artistic gym-nastic mats and storageof unused apparatus(men’s apparatus duringwomen’s competition).
10 x 10 PP: For rhythmic gymnas-tics implements.
Technology26 Administration 14 x 20 PP: Office area for 11 staff
and vendors. Additional8 x 10 work area forvendors.
27 Message 8 x 31Center
MC: Office area for 3,radio base station.
28 Results Output/ 47 x 107Photocopy
PP: Waiting area for 6 run-
Distributionners, desk and chairs for6 results staff, 8 resultsphotocopiers. Temporaryadditional air-conditionerinstalled.
29 Results Input PP: Table for6 at field ofplay.
Swiss Timing 12 x 45 PP: Timing center, desksand chairs for5 in storagearea behind results inputdesk.
Television30 Trailer 75 x 350
CompoundTelephone and televisiontransmission and produc-tion vehicles; utilized fortennis coverage as well.
Ticketing31 Information 7 x 7 tent Work area for 3 for spec-
tator information andwill-call,
Venue Operations & AdministrationMaintenance 20 x 24 PP: For storage and equip-
ment issue.Storage 28 x 32
32 Venue Staff 32 x 40 MC: Office for venueOffice manager.
32 22 x 22 MC: Office for assistantvenue manager.
3 2 (11) 8 x 10 MC: Staff assigned towork area with desk and 2chairs; Construction, Pro-tocol, Food Service,Personnel, Accommoda-tions, Ceremonies,Accreditation, Security,Transportation, LanguageServices.
Spectator Services
33 Food Service (3) 10 x 30 PP: Interior stands with8 service lines each.
3 3 (9)10 x 10 tents PP: Stands on exteriorconcourse.
33 15x60 Storage compound.34 Novelty Stands (6) 10 x 10 tents PP: Stands on exterior
concourse.3 4 15 x 50 Storage compound.
Post Office 24 x 26 trailer Sales and service pointfor U.S. Postal Service.
Program (8) 2 x 4 cansStands
Mobile sales points forprogram sales.
35 Public 8 x 8 tentInformation
Kiosk for general specta-tor assistance. 10 x 20Lost and found storage.
Public Seating 10,800 50 seats for handicappedspectators.
36 Venue Owner’s 20 x 24Office
Facility is operated on on-going basis by UCLA staffwho assisted in Olympicoperations. Their officeswere not available toLAOOC.
134
7.03.12HandballThe site selected for the handballvenue was California State University,Fullerton. The gymnasium at theuniversity included offices, dressingrooms and warm-up areas and waseasily adapted for the staging of thiscompetition.
The major problem faced by the LAOOCin utilizing this facility was thedifference between the size of abasketball court which the gymnasiumwas designed to accommodate andthat of a handball court. Inasmuch as ahandball court is both longer and wider,adjustments were made in the seatingarea. The existing bleachers requiredfull outward extension in order to lockinto place and meet safety standards.Due to the required width of the hand-ball court, seating for 4,000 spectatorswas provided by augmenting existingbleachers with temporary ones. Theexisting permanent bleachers could beonly partially extended. Temporarybleachers were erected in front ofexisting ones along the sides andaround both ends of the court tomaximize seating.
The existing hardwood floor wascovered with Taraflex Sport M Green5 12T from Bat Taraflex. This was asynthetic flooring with a single colorplaying surface and a contrasting colorfor boundaries.
In anticipation of the warm summerweather, 350 tons of temporaryadditional air-conditioning wasinstalled. This proved adequate tomeet the needs of spectators,competitors and staff.
Preliminary move-in was started on10 May with the installation of the air-conditioning coils. Telephonecompany trailers were moved on site14 May and fencing commenced1 June. The official access date was1 July when the balance of theconstruction modifications werestarted. Move-out began on 10 Augustand was complete by 14 August. Thecooperation of the university inallowing some early constructionactivity was instrumental in completingthe necessary modifications.
The finals of the competition wereplayed at the Forum. A separatesynthetic surface was installed thereon an overnight basis following thecompletion of the basketballtournament.
43
Site plan for handball with roofremoved from building complex;upper seating removed to indicatesupport arenas
43 Titan Gymnasium at California StateUniversity at Fullerton is perfect for specta-tors, who are right on top of the action.
Section through Titan Gymnasiumlooking north
135
Architecture and Construction
Handball
Introduction The preliminary competition in handball was atCalifornia State University at Fullerton. Thecompetition facility was an existinggymnasium. Facilities were provided forathletes, officials, staff and spectators. Finals inhandball took place at The Forum (seeBasketball).
Department/ Space Use (in feet NotesFunction unless noted)
Accreditation
1 Staff Entry 20 x 20 tent Staff check-in, temporarybadge issue; badge stor-age; 200 individuallockers.
Food Service
2 Administration 12 x 15 Office for 3 shared withOlympic Family Servicesstaff.
3 Eating Area/ 44 x 160 Patio with tables andLounge chairs for 50; box lunch
distribution point.
4 Storage 20 x 40 Dry goods storage.
(2) 2 x 4 x 6 Refrigerators.
Finance
5 Audit, Cash 12 x 28 Office for 3, shared withControl ticketing staff.
Health Services & Medical Control6 Doping Control 25 x 65 Existing locker room;
waiting area for 14; pro-cessing area for 6 withrefrigerator, handwash fa-cilities; and testing areawith 1 portable toilet.
7 Spectator 12 x 20 First aid room with workFirst Aid area for 4, treatment ta-
ble, refrigerator,television.
7 20 x 20 Storage.
8 Sports 22 x 60 Locker room with treat-Medicine ment tables.
8 8 x 12 Chief medical officer.
Materiel Acquisition & Distribution
9 Administration 9 x 27 Work area for 3.
Storage 8 x 30 truck
Olympic Family ServicesAdministration Shared office space (see
Food Service).
10 Hosting 21 x 27 Seating for 40, refrigera-tor, beverage and snackservice. IHF hosting room.
11 Language 10 x 10 Office area for 5.Services
Personnel
Seating
12 Administration 12 x 14
Press Operations13 lnterview Area 22 x 28
Press Seating 100
14 Staff Offices (2)12 x 15
15 Sub-Center 22 x 28
Office for 2; responsiblefor timekeeping and staffscheduling.
Seating for 20, raisedplatform with seats for 6.
65 positions withoutdesk, 35 positions withdesk.
Offices for 5, shared withtelevision coordinator.
20 work spaces withtypewriters, telex, photo-copy equipment.
Security16 Command 12 x 15
CenterPrivate office for 1
16 15 x 25 Office for 10 staff.
Sports AdministrationFederation Services
17 IHF Offices (2) 12 x 15 Private offices for 2 each;IHF president, secretary-general, IHF director andsecretary/support.
18 Officials’ 20x27Dressing Room
Private locker/showerfacility.
Athlete Services
19 Lounge (2) 10 x 10 tents
20 Team Locker/ (2) 38 x 96Shower/Meeting Area
21 Warm Up Area (2) 40 x 90
Competition Management
Outdoor shaded area with40 chairs, television, bev-erage dispenser.
6 separate team facilities,each 900 square feet, es-tablished in 2 existinglocker areas. Each teamarea with 20 lockers, 3benches.
Existing gymnasiumswithin competition build-ing. 1 warm up area ineach gymnasium, 20chairs, handball goals andprotective nets.
22 Commission- (2) 12 x 15 Private office for commis-er’s Offices sioner and administrative
secretary/support,23 Competition 12 x 15
StaffOffice for competition di-rector, 2 assistantdirectors. 12 x 15 officefor training coordinator,statistician.
Field of Play
Team Seating
24 CompetitionCourt
IHF Officials
(2)4x17
20m x 40m
5 x 18 Table
Storage
Technology
Results
4 x 1 2
3 x 12
25 20 x 30
26 Staff Offices
26
Swiss Timing
27 Telecommuni-cations
6 x 8 Table
6 x 8 Table
10 chairs for each team
Actual floor surface 29 mx 42m.
1: chairs for announcers,2 timers, 2 scorekeepers,doping control coordina-tor; center court elevatedplatform.
2: elevated platform, 4chairs for 3 IHF jury andLAOOC doctor.
3: elevated platform for 3statisticians and 1observer.
Existing storage for extraballs and goals.
12 x 15
20 x 40
2 x 6
15x24
Input area for 4 chairs,courtside.
Results output, photo-copy and distributionroom. Contained comput-ers, 4 photocopiers, 4chairs.
Office for 4.
Work area for 10 suppli-ers/vendors; storage areafor Swiss Timing.
Scoreboard control table,2 chairs courtside.
Venue communicationscenter; radio base station,radio distribution and re-charging, 10 chairs andvenue telephoneswitchboard.
Television28 Trailer Com-
pound60 x 220
Ticketing29 Information 7 x 7 tent
Transportation30 Administration 20 x 40
Parking 2,145 spaces
Telephone and televisionproduction and transmis-sion vehicles.
Ticket information pointfor spectators. No on-siteticket sales.
Vehicle dispatch officeand drivers’ waiting area,beverage service.
19 spaces for handi-
Venue Operationscapped spectators.
31 Construction 20 x 40
32 Conference 18 x 24Room
33 Venue Staff (2) 12 x 15Offices
Spectator Services
Office for 8.
Meeting room for 20.
Office for venue directorand assistant venuedirector.
34 Food Service 10 x 30 tent Food sales point.34 10 x 45 trailer Refrigerated food
storage.34 75 x 90 Public eating area for 70.34 10 x 10 tent Beverage stand.35 Novelty Stands 10 x 10 tent Sales point for novelty
items.36 Post Office 14 x 26 trailer Sales and service point
for U.S. Postal Service.Program (3)12 x 4 cartsStands
Mobile sales points forprograms.
37 Public 8 x 8 tentInformation
Outdoor kiosk to providegeneral spectatorassistance.
Public Seating* 3,300 15 places for handi-capped spectators.
*Note: Handball finals held at The Forum with seating for 17,505.
136
7.03.13JudoThe selection of California StateUniversity, Los Angeles as the site ofjudo competition for the Games of theXXlllrd Olympiad was announced on7 January 1981. It was selectedbecause existing facilities requiredlittle modification and the universitywas in close proximity to the centralLos Angeles area. The facility couldalso serve as the training facility forjudo competitors.
The LAOOC acquired the use of limitedoffice space at the university in January1984. Venue construction began inearly May when air-conditioning coilswere installed. Trenching for powerand telephone lines was completed inJune. All other venue modificationswere made between l-l 7 July, andthe removal of all Olympic equipmentand site restoration was completed by21 August.
The university’s three-level physicaleducation building was ideal for thesport. The field of play was located onthe second level of the building, knownas Eagles’ Nest Arena. InternationalFederation rules specify that thecompetition area must be between14 and 16 meters square and theLAOOC decided to use a 16-meter-square area for competition. Thiscompetition area was placed on araised, resilient platform which was18.3 square meters. The competitiontatami covered the platform except fora one-meter zone around theperimeter. The tatami was held in placewith three-quarter-inch round moldingnailed around the perimeter of theplatform. The 75-centimeter-highplatform raised the tatami off thegymnasium floor to provide optimalviewing for officials and spectators.Athletes and officials accessed theplatform by two sets of stairs.
Spectator seating was provided onexisting bleachers located on thesecond and third levels of thegymnasium. Dignitaries and otherofficials were seated in 80 paddedfolding chairs which were located atthe base of the bleachers. The chairswere arranged in two rows with thesecond row elevated by eight inches.Three overstuffed chairs were situatedin the front of VIP seating and wereused by the president of theInternational Judo Federation andother special guests. A total of 4,200seats were provided.
Two scoreboards 3.5 feet high by5.5 feet wide were located on oppositesides of the platform. The scoreboardswere provided and operated by SwissTiming.
44
A training room and press center werelocated on the west side of thebuilding. The venue training facilitieswere equipped with 14 mats andlocated in the areas occupied by thebleachers when not extended for thecompetition period. The location ofthese facilities within the venue provedunfortunate as the air-conditioning wasnot sufficient to keep the areascomfortable during concentratedperiods of use. The warm-up area,weigh-in room and saunas werelocated on the north side of thephysical education building-on thesecond level-and locker rooms werelocated on the facility’s first level.
More than 350 tons of air-conditioningwas provided in the main competitionhall by air-conditioning units housed inportable trailers. The trailers wereenclosed by a 12-foot-high fencedecorated with Look fabric.
Space in the main competition hall waslimited. Concessions and noveltieswere located in tents and trailersoutside the competition facility. Venueoperations and International Federa-tion offices were located in existingoffices within the physical educationbuilding. Parking for VIPs, staff andspectators was provided in existingparking structures on the universitycampus.Standard Look elements decorated thejudo venue and were enhanced by theaddition of a permanent ceramic tilemural which was placed on the westwall of the Physical Education building.Created by the internationally knownoutdoor muralist Guillermo Granizo, themural, funded in part by the LAOOC,was a permanent addition to theuniversity.
4544 The interior of Eagles’ Nest Arena at CSU
Los Angeles stands converted from a gen-eral-purpose athletic facility to the home ofOlympic judo.
45 California State University at Los Angelesis fully prepared for Olympic judo competi-tion after the installation of temporarymodifications by the LAOOC.
137
Architecture and Construction
Plan of Eagle’s Nest Arena with roofremoved to show support areas;temporaryseatingcutawaytoshowtraining area beneath
Section through judo sitelooking north
138
Judo
Introduction Judo competition took place at California StateUniversity at Los Angeles in an existinggymnasium and physical education facility. Fewmodifications were required.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Guest Entry 10 x 10 tent Olympic Family entrypoint.
2 Staff Entry 20 x 20 tent Staff entry, temporarybadge issue. badge stor-age, work area for 4.Office for 1 (see VenueOperations).
Food Service
3 Eating Area/Lounge
20 x 40 tent Tables and chairs for 30.television, 100 individuallockers. Food distributionarea included.
4 Storage (4) 2 x 4 x 6 Box lunch storagerefrigerators.
Finance
5 Audit, Cash 11 x 14 Office for 3.Control
Health Services & Medical Control
6 Doping Control 52 x 76 Existing locker room withwaiting area for 12: pro-cessing or work area for4with refrigerator; testingarea with toilets andhandwashing facilities.
7 SpectatorFirst Aid
14 x 28 Spectator first aid areawith 2 treatment tables,refrigerator and work areafor 3; waiting area for 6;existing toilet and hand-wash area and50-square-foot storagearea.
6 SportsMedicine
450 square feet Existing therapy/trainingroom with work area for6. refrigerator; 2 privatetreatment areas of 130square feet; waiting areafor 4, handwash and toiletfacilities.
Materiel Acquisition & Distribution
9 Administration 12 x 14 Office for 4 shared with 2construction staff.
10 Storage 8 x 40 trailer
10 x 30 truck
Olympic Family ServicesAdministration
11 Hosting 20 x 20 tent
Office area for 3 (see Ven-ue Operations).
Olympic Family hostingarea for 30, television,carpeting, beverage andsnack service.
LanguageServices
Office area for 3 (see Ven-ue Operations).
PersonnelAdministration Work area for 3; responsi-
ble for timekeeping andstaff scheduling (see Ven-ue Operations).
Press Operations
12 Interview 38 x 38
Mixed Zone 10 x 20
Photo Positions 30
Press Seating 163
Seating for 30; chairs for12 on elevated platform.
Located at athlete entryand exit point to competi-tion platform.
All positions in stands.
50 with desks, 113 with-out desks.
13 Staff Offices 7 x 8 Office area for 6.
14 Sub-Center 38 x 38 30 working places withtypewriters, telex, photo-copying equipment,beverage and snackservice.
Security
15 Command 10 x 40 Office area for 5Center
Sports Administration
Federation Services
16 IJF Offices 13 x 14
16 14 x 14
17 Hosting 16 x 26
18 Officials’Meeting Room
1 9 Officials’ 32 x 70Dressing Room
Athlete Services
Office for 3; IJF president,secretary-general andsecretary/support
Office for 2 technical dele-gates and NGBrepresentative. Check-inarea for 35 officials.
Lounge for 15, television.
Chairs for 35 with lecture/display board; utilized ath-lete training area.
Existing locker/showerfacility.
20 Check-in 6 x 24 Table at athlete entry forlocker assignment.
21 Locker/Shower (2) 62 x 100 36 showers and 220 lock-ers Existing locker areadivided into 50 separateteam rooms for 8 athleteseach.
22 Lounge 20 x 20 tent Outdoor seating area withtelevision, 20 chairs. foodand beverage service.Additional indoor restingarea with 10 cots.
23 Scales 8 x 16 4 scales; 2 official, 2 unof-ficial, located near saunaand showers; in drapedarea.
24 Sauna 17 x 27 Dry heat sauna for 10.
25 Training Facility 39 x 106 Total of 15 tatamis fortraining and warm-upeach 3 m x 8 m, located onupper and lower levels ofgymnasium.
Competition Management
26 Commission- 12 x 14er’s Office
27 Competition 12 x 14Director
Field of Play Competition
Private office for 1.
Office for competition di-rector, assistant director,secretary/support.
28 Platform 60 x 60 Competition tatamiplaced on 75-cm-highplatform. 5-foot perime-ter between platform andpublic.
29 Scoring 2 x 32 Scoring table with 10chairs. adjacent to andwith clear view of tatami.
30 IJF Seating 3 x 32 20 chairs and table, adja-cent to tatamis.
30 3 x 37 24 chairs and table, adja-cent to tatamis. 3 addi-tional chairs for medicalpersonnel near athleteseating area.
31 Athlete 10 x 10 10 chairs for athletes.Waiting Area
Technology32 Results Output/ 25 x 32 5 results photocopiers.
Distribution results output, distribu-tion area. chairs forrunners.
33 Staff Offices 26 x 32 Table and chairs for 21staff. Radio distributionand recharging area.
Swiss Timing 6 x 15 Scoreboard control roomwith view of tatami.
6 x 6 Timing control.
9 x 10 Storage room.
Telecommuni- 12 x 45 trailer Venue switchboardcations facilities.
Television
34 TrailerCompound
50 x 320 Telephone and televisiontransmission and produc-tion trailers.
Ticketing
35 Administration 10 x 10 Office area for 2.
35 8x8 tent Will call and generalinformation.
Transportation
Administration Work area for 1 (see Ven-ue Operations).
Driver Lounge 20 x 20 tent Lounge for 50, beverages.television.
Venue Operations
36 Maintenance 12 x 14
37 Venue Staff 12 x 14Offices
25 x 32
Office for 4 and supplystorage.
Office for venue manager,2 assistant managers,secretary/support.
Staff work areas eachwith desk and chair for:Transportation, OlympicFamily Services, Ceremo-nies, Personnel, televisioncoordinator, youth coor-dinator, ushercoordinator, messagecenter.
Spectator Services
38 Food Service (2) 10 x 30 tents
(2) 8 x 20 trailers
Exterior food sales points
Food storage. Public eat-ing area with 10 tablesand umbrellas.40 chairs.
39 Novelty Stands (2) 10 x 10 tents Novelty sales points lo-cated at main public entry.
40 Post Office 14 x 32 trailer Sales and service pointfor U.S. Postal Service.
ProgramStands
41 PublicInformation
4 x 4 cart
8 x 8 tent
Mobile program salespoint.
Outdoor kiosk for 2 per-sons to provide generalinformation to public.
Public Seating 4,300 19 seats for handicappedspectators and 19assistants.
139
Architecture and Construction
7.03.14Modern PentathlonAll but one of the events of the ModernPentathlon competition were held at asingle venue, Coto de Caza, located inthe Saddleback Mountains in OrangeCounty. Swimming, the only event notheld on that site, was conducted at theHeritage Park Aquatic Center in the cityof Irvine.
Coto de Caza was easily transformedinto an Olympic Modern Pentathlonvenue. An existing equestrian centerwas utilized for the jumping portion ofthe competition. Fencing took place ina converted 27,000-square-footcovered riding ring. Coto de Caza’s24-target pistol range was built toLAOOC specifications by Coto and therunning event took place on Coto deCaza’s rolling hills surrounding theEquestrian Center.
46
Only two of the construction modifi-cation projects remained following theGames: a hillside spectator seatingsection in the equestrian area and acovered pistol range with berms, Bothof these projects were financed byCoto de Caza, per its contract with theLAOOC.
All remaining construction was gearedtoward renovating and adapting theexisting facilities to fit the needs of thecompetition and installing temporarystructures to stage the events.
Primary construction tasks were asfollows:
Riding competitionCoto de Caza’s main riding arena (300-foot by 150-foot) was center stage forthe 600-meter jumping course and thefinal day’s cross-country run and medalceremony. Existing hillside seating wasrenovated to accommodate 3,500spectators, with temporary bleachersadded to bring the total capacity to8,000. The LAOOC convertedtemporary stable facilities to house the70 horses acquired from privatedonors for the three weeks of athletetraining and competition preparation.Additional practice space wasallocated for training and warm-uppurposes. Additional constructionincluded the renovation of jumpingobstacles, water and bank obstaclesinside the main ring, water and bankobstacles for practice outside thevenue, the judges stand, horse washareas, shade structures and chain-linkfencing around the stable area.
Bleachers were installed on thewestern hill and at the north end of theride. A television platform was placedbetween two separate bleachersections. Two additional televisionplatforms were located on the ridge,one at the top of the spectator hillsouth of the bleachers and the other atthe south end of the jumping arena atground level. The Coto de Caza arenawas 142 feet by 285 feet. A 3.5-foothigh metal fence around the arenaprovided a photographers’ alley. Thejudges’ tower was modified by addingan inside platform to raise the judgesabove ground level. A portable toiletwas added for the athletes at theentrance to the riding arena.
47
Temporary stable facilities wererequired for 70 horses. Both thetraining and competition horses werestabled at the venue. The venue wassubject to extreme afternoon heat andventilated shade structures were builtfor the stalls and the area around thestalls.
Running competitionThe 4,000-meter course crossednumerous privately owned propertiesat Coto de Caza. The course wasstaked and taped on both sides toproduce a four-meter lane for theathletes. Preparing the course involvedmanicuring 2.5 miles of the runningcourse and filling four road crossingswith dirt. Swiss Timing provided thenecessary electronic timing system,and the federation provided anunofficial points timer for early resultsand unofficial standings. A scoreboardkept the leading competitor’s runningtime. For the handicapped start, aconcentric clock, provided by the U.S.Modern Pentathlon Association, wasused to plot the starting times.
Fencing competitionCoto de Caza’s existing riding arenawas converted into a 27,000-square-foot air-conditioned fencing hall: Graycarpeting was installed over the com-pacted and leveled dirt floor, new lightand temporary air-conditioning wereinstalled and fabric walls totallyenclosed the structure. Temporarybleachers accommodating up to 2,000spectators overlooked the 12 pistes ofepee fencing, which provided the onlyhead-to-head confrontations of themodern pentathlon. A raised judges’platform was constructed on the eastside of the arena. A manualcompetition scoreboard, shadestructures and fans were in place forthe spectators. The armorers’ tent wassurrounded by security fencing and afencing equipment storage containerwas located near the armorers’ tent.The athlete rest area was also fenced,separating it from the horse areas.
46 Coto de Caza is well equipped for Olympicmodern pentathlon competition, withspace for all disciplines within a close-byarea.
4 7 The existing riding ring at Co to de Cazaprovides the initial challenge for competi-tors in the modern pentathlon.
140
Swimming competitionThe swimming event was held at theHeritage Park Aquatic Complex inIrvine. Two 10-foot- square tents wereerected in the southeast corner of thepool deck to shade the results area.Temporary bleachers were added toincrease existing spectator seating to4,500 and Swiss Timing equipmentwas installed, featuring a touch-padsystem and a results scoreboard.
Overall transport planning for theModern Pentathlon events was almostas important as the planning for thecompetitions themselves. When theLAOOC estimated the spectatorcapacity of the Coto de Caza site, itwas found that the single, two-laneentry road to Coto de Caza was a
limiting factor. It was decided that themost efficient way of getting the largespectator population to the venue wasto arrange a large, easily accessibleparking lot outside the entry road toCoto and shuttle spectators from theparking lot to the events. The shuttlesystem reduced inconvenience to Cotoresidents and moved more people inand out of the venue than would havebeen otherwise possible. A fleet of 18buses shuttled spectators and staffwhich was more than adequate for thevenue’s needs.
The fencing hall was air-conditioned bya cooling coil truck parked in theservice yard south of the hall. The airhandlers were placed just outside therailing of the east wall of the fencingarena. Two hundred tons of coolingwas supplied to the competition area.
Shooting competitionCoto de Caza allocated funds to modifythe practice range and to build the newrange used for competition. The LAOOCconstructed the facilities to Olympicspecifications.
Coto de Caza increased its skeet-trap-pistol area with a 24-point, 25-meterInternational Rapid Fire pistol range. Anasphalt chute with a 3.5-foot-highmetal fence on both sides was installedat the east side of the building for useby the coaches. Spectators were
allowed to stand behind the coaches. Ashaded, standing area for 500spectators was created and a closedcircuit television system was installedto transmit target faces from down-range into the spectator area. Therest rooms were located against afence for ease of servicing. A 20-footby 20-foot staff tent was located at theshooting site and another tent, utilizedby venue management, was located bythe pistol storage room.
Shade structures were provided for theathletes at both the competition andpractice ranges. The practice rangetargets were stationary and were usedfor target warm-up on the competitionday.
Additional construction involvedcompetitor booths and tables, rangeberms, target backing frames andartificial carpet installation.
Site plan for run, fence, and rideevents of modem pentathlon; roofremoved from fencing building
141
Architecture and Construction
On the final day of competition, 4,000spectators arrived to watch the shoot,an event that could accommodate only1,000 spectators. Because the shuttlebuses were the only means by whichthe people could get to the event, areduction in the shuttle servicecontrolled the crowd.
The LAOOC, through a financialagreement with Coto, built a new roadthrough an area slated for subdivisionby Coto. This road was built in part sothe shuttle system could bringspectators up the hill to watch the rideand run. Decorative scaffolding and amural were erected in the center of theshuttle bus drop-off loop to heraldarriving spectators. A drivers’ tent wassituated near the bus drop-off for theride and run events and five barrel tentswere used to shade spectators waitingfor the shuttle.
Spectator, staff and Olympic Familyparking lots were graded andlandscaped.
Other construction projects at Cotoincluded installation of the following:complete electrical systems at all sites,complete water service at all sites,concession stands, water fountains,approximately 100 coin-operatedtelephones and 100 portable toilets.
The Look of the venue included rentedtrees which lined the Astroturf walk
from the entrance to the event. Also,flower masses welcomed spectatorsat the entrance. At the shooting area,Astroturf covered the ground in frontof the shooters and the earth bermswere sprayed with a green mulch.
Site plan for swimming event ofmodern pentathlon; roof removedfrom support facility building
A helicopter landing pad was located aquarter-mile south of the conferencecenter on the baseball field. This wasavailable in case of a medical emer-gency and for use by VIPs or otherdignitaries.
To secure the competition area,15,000 linear feet of chain-link fencingwas erected around the entire venue atCoto de Caza. Fencing was alsoconstructed at the swimming site. Thefence fabric contractor and the Lookinstaller worked together to completefence fabric installation. An on-sitebuilding was used as a Look warehouseand storage space there was also usedby the host broadcaster.
A spectator picnic area was locatedsouth of the conference center. The areawas fenced, mowed and watered. Ahospitality tent, barbeque and a countryand western band entertained specta-tors during the breaks between thetwo sessions of the ride, shoot and run.
The staff entry was adjacent to thehorse barn. Horse owners and LAOOCstaff mingled in this area. LAOOCsecurity staff shared space with otherlaw enforcement agencies and adispatch center in a 60-foot trailerwhich was located north of theconference center. The conferencecenter was utilized by the sportsmanagement and finance staff.
Site plan for shooting event ofmodern pentathlon
142
Modern Pentathlon
Introduction Competition in Modern Pentathlon took place atCoto de Caza, a resort community with existingfacilities for shooting and riding competition.Other on-site facilities were adapted to createfencing and running facilities. The swimmingportion of the Pentathlon took place at HeritagePark which had a 50 m pool. Described here arethe 5 separate facilities, by discipline, for thepentathlon competition. At Coto de Caza, theriding, fencing and running facilities wereadjacent to one another; the shooting facility,also at Coto, was located 3 miles away andcertain temporary facilities were establishedexclusively for shooting. The swimming facilitywas approximately 20 miles from Coto de CazaFencing, riding and running had temporaryfacilities dedicated to them for the day. Eachdiscipline had its own competition staff, butshared support staff.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Staff Entry 20 x 20 tent Staff entry, badge issue.storage and distributionpoint: Work area for 12.Staff entry for all disci-plines except swimming
Office for 2 (see VenueOperations).
1 10 x 20 tent Staff entry, badge issue.separate entry gate, dis-tribution point for theswimming event.
Food ServiceAdministration Office area for 3 (see Ven-
ue Operations).
2 Eating Area/ 30 x 40 tent Lounge for 80 venue staffLounge at running, riding and
fencing with television,beverage service.
2 10 x 20 tent Lounge for 30 at swim-ming site.
3 Storage 8 x 40 trailer
Finance
4 Audit, Cash 15 x 19 Office area for 6 FinanceControl staff.
Health Services & Medical Control
5 Doping Control 20 x 20 Hotel room. Athletestransported here aftercompetition in fencingand running. Toilet andhandwash facility in place.waiting area for 9.
5 40 x 40 Sample collection area atswimming with toilet andhandwash facility. Wait-ing area for 9.
5
6 SpectatorFirst Aid
7 SportsMedicine
7
7
10 x 20 tent Testing area at shootingsite. Only breath samplescollected here.
8 x 30 trailer
10 x 30 trailer
40 x 40
10 x 30 tent
Mobile first aid facilitymoved to discipline andsite on its respectivecompetition day.
Waiting area for 6; refrig-erator, watercooler. icemaker; 2 examinationtreatment areas, 4 treat-ment tables, 2 oxygenunits.
Existing locker area usedat swim site for sportsmedicine with refngera-tor, water cooler, icemaker, examination andtreatment area.
Station at the riding sitewith examination area andwaiting area for 5.
Veterinary Veterinary care and dop-Medicine ing control all conducted
in stabling area.
Materiel Acquisition & Distribution
Administration Office area for 2 (seeVenue Operations-Construction)
8 Storage 10 x 40 trailer Additional 5-ton van and20-foot cargo vehicle forstorage and movement ofsupplies to swimming andshooting sites.
8 (3) 8 x 27 Containers.
Olympic Family Services
Administration Office area for 2 (seeVenue Operations).
9 Hosting 20 x 30 tent Table and chairs for 50,television, snack and bev-erage service. No hostingarea at swimming orshooting site.
LanguageServices
Office for 1 (see VenueOperations).
PersonnelAdministration Responsible for payroll).
timekeeping and staffscheduling. Office area for3 (see Venue Operations).
Press Operations
10 Interview Room 20 x 20 tent 20 seats, elevated inter-view platform. NO
facilities at swimming orshooting sites.
Press Seating Riding: 75 without tables.
Running: 75 withouttables.
Fencing: 75 withouttables.
Swimming: 75 withouttables.
Shooting: 20 standing.
11 Sub-Center (2) 10 x 45 trailers 20 working places, staffoffices for 3. No workingarea at swimming orshooting sites.
11
Security
12 CommandCenter
12
20 x 20 tent
9 x 18 trailer
15 x 19
Press lounge for 20. bev-erage and snack service.
Mobile unit for 6; moveddaily to facility incompetition.
Dispatch room, office,conference room, televi-sion, storage closet.
Sports Administration
Federation Services
13 UIPMB Offices 22 x 30 Conference table for 16.
14 Conference 34 x 38 Conference table, VCRRoom/ equipment.Jury Room
Athlete Services
14 Equipment 8 x 27Storage
40 x 50
15 Locker/Shower 40 x 40
16 Lounge (3) 20 x 20 tents
Containers for storage.
Fencing armory andequipment repair tent.
Existing locker/showerfacility at swimming siteonly.
Table and chairs for 40.message center, withbeverage service for rid-ing, running and fencingsite.
16 20 x 60 tent
17 Stables (80) 10 x 10
15 x 20
18 Toilets 20 x 20 tent
19 Information 20 x 20Center
Competition Management-Arena
Lounge for 40, beverageservice, swimming site.
Temporary stables.
Horse wash-down area.
3 portable toilets, hand-wash facilities.
Individual team mailboxes.
20 Commission-er’s Office
20 SportManager’sOffice
Field of Play
21 Riding Course 150 x 285 arena
22 Swimming
23 Shooting
2 3
23 73 x 95
24 Running 4000 meters
20 x 24
15 x 19
Office for 2. conferencetable for 20.
Office for 2.
12 x 20
100 x 200
50 meters
30 meters
75 x 150
20 x 140
12 x 72
28 x 48
600-meter course, 15 ob-stacles, arena is start/finish point for the run.
Elevated judges platformfor 10.
Warm-up arena for theride.
Pool with6 lanes; eachlane with touch pads,start and timing equip-ment, starting blocks.
Warm-up pool, adjacentto competition pool.
25-meter range with24 targets.
Shade structure for ath-letes at shooting line, 3chairs per shooter. 24weapons benches, 24 in-dividual booths.
25-meter practice range,24 booths, 24 weapons,benches, 48 chairs.
Shade structure at prac-tice range.
Pistol storage compoundwith 8 x 27 lockablecontainer.
Course marked with tapeon both sides, 4 meterswide, start/finish in theriding arena. 70 meter in-cline. Finish line 12-feetwide, 2 start lanes.
25 Fencing 27,000 square feet Air-conditioned arenawith 12 pistes, each 6 x58.4 chairs per piste forofficials, 10 chairs for ath-letes, scoring and timingequipment, batteries,12 feet between pistes.
Television
12 x 20 Elevated judges platform.
26 TrailerCompound
80 x 240 Telephone and televisiontransmission and produc-tions vehicles at ridingand running center. No fa-cilities at shooting, threevehicles at swimming.Compound also used forvenue storage.
Technology
27 MessageCenter
10 x 15 Communications andmessage receiving centerfor staff and officials.
27 16 x 16 Message center at swimsite.
28 Results 12 x 60 trailer Results output. photo-copy and distributioncenter. Office area for 10sponsors/vendors. 3LAOOC staff. Used for alldisciplines.
Swiss Timing 8 x 27 Temporary storage con-tainer. 8-foot table forequipment at riding, run-ning and swimming sites.
29 Telecommuni- 10 x 15 Venue telephone switch-cations board facilities.
TicketingAdministration Office area for 4 (see Ven-
ue Operations).
30 Information 10 x 10 tent Ticket information andwill call. No on-site ticketsales.
Transportation
31 Administration 20 x 20
32 Driver Lounge 20 x 20 tent
32 10 x 10 tent
Venue Operations
Vehicle dispatch point.
Lounge for 40, television,beverages.
Lounge for 10 at swim-ming site.
33 Construction 12 x 60 trailer Office for 7. Storage areafor maintenance, materielsupply and construction.Venue manager office.Material Logistics office.Accreditation office.
34 Venue StaffOffices
20 x 20 tent Venue management, stafflounge, message centerat shooting site.
34 20 x 20 tent Venue operations man-agement at ride, run andfencing sites.
34 24 x 36 Office for Protocol 2.Ticketing 4, Personnel 1,Food Service 3. LanguageServices, Support 3. com-petition managers, staffand information center.
34 10 x 10 Office for 5 staff for venuemanager, Finance, Con-struction, swimming site.
Spectator Services
35 Food Service (6)10 x 10 tents Food sales point for pub-lic. 2 tents moved to
3635
swimming on competitionday.
(4) 10 x 10 Beverage stands.
(2) 8 x 30 trailers Food storage.
36 Novelty Stands (5) 10 x 10 tents One tent moved to swim-ming site on competitionday.
37 Post Office 14 x 32 trailer Sales and service pointfor U.S. Postal Service. Notrailer at swimming site
ProgramStands
(4) 2 x 4 Portable sales points forprograms. One cartmoved to shooting siteand swimming site ontheir competition days.
38 Public 8 x 8 tent Tent moved daily to siteInformation for competition day.
Public Seating Fencing: 2,000
Shooting: 1,000 (standingonly)Riding, Running: 7,000
Swimming: 4,000
143
Architecture and Construction
48
48 The new Los Angeles Tennis Center is inplace in time for the Games and is host tothe demonstration sport of tennis duringthe Games. The Olympic Village at UCLArises in the background.
7.03.15TennisCompetition in the demonstrationsport of tennis took place at the LosAngeles Tennis Center (LATC) at theUniversity of California, Los Angeles.Four courts were used in thecompetition with a seating capacity of10,000 (7,000 at center court).
Plans were under way for theconstruction of this tennis facility longbefore the LAOOC chose the LATC asthe tennis venue. Construction beganin December 1982 and was completedin the spring of 1984 in time to host theNational Collegiate AthleticAssociation (NCAA) Women’s TennisChampionships.
Tennis, gymnastics and UCLAOlympic Village locations
Olympic Village UCLA
Since the facility was designed fortennis, it was not necessary to modifythe competition aspect of the facilityexcept to allow for a greater number ofspectators at the two primary courts.The Construction Departmentcontracted for temporary seats for theLATC: 1,513 bench seats and 504 boxseats around the center court and1,128 bench seats around courtnumber two. Several rows ofpermanent seating were removed fromcenter court to provide seating for thehandicapped. A press area was built inthe southeast corner of the centercourt and included power andcommunication lines. Three lightstandards were removed from thesouthwest, northwest and northeastcorners of the center court to provideunobstructed spectator viewing.
Nine new gates around the perimeterof the facility were built: three single,five double and one sliding. An eight-foot-high venue fence was built aroundthe perimeter to restrict access fromCircle Drive West, Bruin Walk and thegymnastics venue in Pauley Pavilion.
A staff check-in area was built on thewestern corner of the venue bycreating a limited access gate, awooden deck raised off the ground andseveral 4-foot by 4-foot and 8-foot by8-foot tents. A mixed-zone press areawas created using three 8-foot squaretents several yards to the north of thecheck-in area.
Concession tents were placed near theeast entrance to the venue, thenorthwest corner of the venue abovethe center court seats and in thenortheast corner adjacent to BruinWalk. All three of these concessionpoints utilized Festive Federal colorsand sonotubes. Concession facilitieson the concourse around adjacentPauley Pavilion were also accessible totennis spectators.
The will-call and public information tentwas erected next to public entrynumber two in the southeast corner ofthe venue. Program and noveltypositions were established near bothpublic entries along the eastern edge ofthe venue. Portable toilets werebrought in and situated behind thetemporary bleachers on the east sideof the center court.
Temporary modifications were madeto both the clubhouse and thestoreroom areas beneath the northcenter court seats to accommodatethe staff required to run the tenniscompetition. On the first floor of theclubhouse, offices were created forhealth services, technology, results,referees, competition administration,message center, sports manager,protocol, transportation, security,language services, InternationalFederation officials and
communications staff. This requiredlittle actual construction, mainlyadditional electrical and telephonelines. The second floor of the club-house was used primarily as theOlympic Family lounge. The main roomon this floor was divided into severalareas of use by installation of rigidwood partitions. Entry to the loungewas through a small alcove used by theSecurity Department. The storeroomarea under the center court’s seatswas cleared of extra material in orderto establish additional LAOOC venuestaff offices. Using wood partitions,Construction built offices forconcessions administration,construction, materiel supply, awardsand ceremonies, patron services, foodservices, ticketing, finance, security,personnel and venue management, aconference room and a staff lounge.Power, lighting and telephone serviceswere brought in to make these officesoperational. The entire concrete floorof the storeroom was carpeted.
Temporary structures built by theLAOOC were done in keeping with theLook of the Games using Festive Federalcoloring. Bunting and banners weredraped over both temporary andpermanent seating at courtside.Colorful pennants flew from flagpolesat the top of the grandstand seating.Olympic flags flew from three flagpolesplaced in front of the entrance to theclubhouse. Additional pennants flewfrom the stairway ascending to the topof the clubhouse with the top of thebuilding capped by several oversizedmagenta tennis pictograms. Colorfulbedding plants were placed in theterraces around the clubhouse tocomplement the festive coloring of thetemporary and permanent structures.
Working with the university, theConstruction Department achieved atrue festive atmosphere whilemaintaining the facilities’ ability to hostquality tennis competitions. With thesuccess of the Olympic tenniscompetition still in mind, the universitydecided to keep several of themodifications that the LAOOC made forthe benefit of future users.
144
Site plan of tennis facilities
Enlarged section of the Los AngelesTennis Center’s center court looking west
145
Architecture and Construction
5 0
49
Tennis
Introduction The Olympic tennis venue was built fortemporary use during the Games and for on-going use as a college athletics facility. Parkingand press facilities were shared withgymnastics and the Olympic village at UCLA.Administrative offices were established in anexisting Z-story clubhouse and a convertedstorage area.
Department/ Space use (in feetFunction unless noted) Notes
Accreditation
1 Staff Entry (2) 20 x 20 tents Staff entry, badge issue,storage and distributionpoint. Work area for 8.
Food ServicesAdministration Office for 2 (see Venue
Operations).
2 Lounge 20 x 32 Lounge for 30, beverageservice, television.
Storage/ (2) 10 x 44 trailers Shared with gymnastics.Distribution located on Spaulding Field
(see gymnastics).
Health Services and Medical Control
3 SpectatorFirst Aid
(3)15 x 15 tents Waiting area for 10, treat-ment area, storage area;refrigerator, television,hand-washing facilities,toilets, 4 staff.
4 SportsMedicine
18 x 33 Waiting area for 8; treat-ment area with3 tables,refrigerator, ice machine,television, observationarea.
Materiel Acquisition & Distribution
Administration Office space for 2(see Venue Operations).
Olympic Family Services
Administration Desk for 1 protocol staffin competition office (seeSports Administration).
5 Hosting 26 x 46 Existing lounge facility for30: beverage service,television, desk for 2 pro-tocol staff, outdoor patiowith umbrellas and chairsfor 26. Existing 12 x 20kitchen adjacent.
6 Language 10 x 10Services
Personnel7 Administration 16 x 20
Office for 1, waiting areafor 5
Office for 4; responsiblefor payroll, timekeepingand staff schedules.
8 ConferenceRoom
10 x 14 Conference room for 10.
49 The Los Angeles Tennis Center is wellreceived by spectators who saw compe-tition in men’s and women’s singles duringthe Games.
50 The tennis venue is located directly adja-cent to Pauley Pavilion, site of gymnastics.This view is from the seating area reservedfor the press.
Press Operations
9 Mixed Zone/ 20 x 60 tentsSub-Center
Press Seating 182
11 work stations, 30seats, sound system -stories filed at press cen-ter in Ackerman Union onUCLA campus.
138 positions with desks,44 without.
Security
10 Command 12 x 14Center
10 12 x 14
Sports Administration
Federation Services
Office area for G.
Office for 1.
11 ITF Office 12 x 16 Office for ITF presidentand 4 guests.
12 Conference 200 square feet Meeting room for 12.Room
Athlete Services
13 Equipment 10 x 16 Work bench for 2; racketRepair stringing facilities.
14 Locker/Shower (2) 16 x 24 Existing facility; 3 show-ers, 2 toilets: men’s,women’s
15 Information/ 10 x 10Check-In
16 Lounge 16 x 32
Competition Management
Tournament desk for 4 atathlete entry.
Chairs for 13, television,video games.
17 Ball Boy/Ball 24 x 32 Lounge area for 28.Girl Lounge
18 Commission- 12 x 16 Office for 1, 4 guests,er’s Office television.
19 Competition 14 x 20 Office for competition di-Staff rector, assistant director,
sports manager.
20 Conference 14 x 16 Meeting area for 10.Room
21 Head Lines- 10 x 20 Office area for 2.man/Umpire
22 Reception Area 8 x 14 Office for 1, waiting areafor 3; adjacent to ITF andcommissioner’s office.
Field of Play
23 Courts 4 courts used for compe-tition with the following:
1 umpire chair withmicrophone.
1 referee.
2 baseline judges.
1 service line judge.
2 near sideline judges.
2 center service judges.
1 net judge.
2 far sideline judges.
6 ball retrievers.
1 scorer’s table.
4 chairs for players.
1 water cooler.
Technology24 Message
Center8 x 16 Communications and
message receiving centerfor staff and officials.Chairs for 4, radio basestation.
25 Staff Office 30 x 33 Office for 3 technologystaff. 12 sponsor/vendorwork areas, results outputand photocopy. radio is-sue and recharging.
25 10 x 22 Results input office for 6,6 computers.
Ticketing26 Information 8 x8 tent Will-call and ticket infor-
mation tent. No on-sitesales.
Venue Operations & Administration
27 Venue StaffOffices
24 x 52 Work area for departmentstaff: 2 Construction,Awards, television coor-dinator, 2 Materiel Supply.2 Ticketing, 2 Food Ser-vice, 2 Finance, 2secretary/support.Security.
27 (2) 8 x 12 Private office for venuemanager, assistantmanager.
Spectator Services
28 Food Service (8)10 x 10 tents
28 10 x 10
29 Novelty Stands (2) 10 x 10 tents
Post Office 24 x 26 trailer
ProgramStands
30 PublicInformation
Public Seating
(3) 2 x 4
8 x 8 tent
7,000
1,128
Food and beverage salespoints.
Office for concession/coordinator.
Novelty sales point.
Sales and service pointfor U.S. Postal Service.
Portable program stands.
General spectatorinformation.
Center court.
Temporary seats for courtnumber 2; none for courts3 and 4.
146
7.03.16Water PoloOlympic water polo competition washeld in the Raleigh Runnels MemorialPool on the campus of PepperdineUniversity in Malibu, California. Thepool facility was opened early in 1975.This facility was chosen as the venuefor water polo because of theavailability of a suitable 50-meterswimming pool, adequate office andlocker room areas in the adjacentFirestone Fieldhouse and Heritage Hallfor athletes, venue management andstaff and parking. As a bonus, thespectacular beauty of the Malibu areanear the Pacific ocean was a perfectbackdrop for the water polocompetition.
The major drawback was that thedesign of the swimming pool did notmeet FINA regulations for an Olympic-caliber water polo pool, as pool depthdecreased to4 feet at the west end. Toovercome this problem, the LAOOCreceived permission to make the lengthof the water polo field of play one footshorter than its ideal dimension (30 m)while, at the same time, shutting off thewater overflow system and allowingthe pool water level to rise to the edgeof the deck surrounding the pool.These alterations to the field of playgave the pool the required minimumdepth of 1.8 meters in the area ofcompetition. With the addition of adecorative canvas screen behind thewest goal, a shallow warm-up area wascreated for the competitors. Raisedwooden decks were built on either sideof the pool and were used as teambenches and for the referee evaluationcommittee.
Temporary grandstand seating for5,000 spectators was erected on thenorth side of the pool. Adjacent tothese seats, a platform forhandicapped spectators wasconstructed to accommodate 20wheelchair-bound spectators and theirattendants. On the south side of thepool, grandstands were constructedfor VIP guests, spectator athletes andthe press. Platforms were built at theback of the press seating toaccommodate world broadcasters andcamera positions. Shade structureswere erected to protect the judges andtechnical delegates table alongside thepool. Another shade structure wasadded to protect the commentators.
Adjacent to the pool on the south sideof the gymnasium was FirestoneFieldhouse. This building containedlocker and shower facilities forathletes, as well as medical andrecreation facilities. An athletes’lounge, a rest area and team meetingrooms with provisions for foodservices were constructed in thegymnasium. Lounges for staff andofficials and offices for the FINATechnical Water Polo Committee werelocated in the fieldhouse. These areaswere separated by eight-foot-highwooden partitions or piping anddrapes. Carpeting was brought in tomake the offices more commodious.LAOOC offices were also placed inHeritage Hall, just beyond thefieldhouse.
51
A trailer compound was established inthe south corner of the facility for thehost broadcaster, telephone utilities,catering and other trailer-orientedoperations. Other trailer operationsand office supplies were located eastof Heritage Hall.
Numerous chain-link fences and gateswere temporarily constructed on thesite to restrict entry to specificcontrolled zones and buildings. Accesscontrol tents were placed at entrancesto the athlete bus compound, HeritageHall, Firestone Fieldhouse and all non-spectator entries to the pool area. Tentstructures were also constructed forthe press, VIP hosting, concessionsand for a drivers’ lounge.
The only drawback to the water polofacility was the lack of permanentrestroom facilities for staff andspectators. Temporary and portablefacilities were used but were not wellreceived.
52An intensive effort was made to makethe facility into a showpiece for theLook of the Games. Sonotubestructures containing numerousflowering plants were placed aroundthe pool area to complement theexisting landscape design. In thespectator area, 40 Look shadestructures (10-foot by 10-foot) wereplaced next to the food concessiontents to provide protected seatingareas. Country flags of the competingnations were flown from the back ofthe temporary grandstand. Thecrowning glory to the Look at the waterpolo venue was the construction of a105-foot theme tower. Composed ofthree primary elements, the scaffoldtower and two long banners strung onguide wires were situated behind thesouth end of the pool area.
Having had the benefit of a 1983 pre-Olympic event in the Ill FINA Water PoloCup, the water polo venue required no
5 1 Scenic Pepperdine University in Malibu,California is the site of Olympic water poloand incorporated temporary facilitiesincluding bleachers shown here.
last-minute changes to theconstruction plan.
52 Spectators viewing the water polo compe-tition also had an impressive view of the
Tear down at the venue began on14 August and was completed withina week.
nearby Pacific Ocean.
147
Architecture and Construction
Site plan of water polo facilities atPepperdine University; roof removedfrom support buildings to show activities
148
Water Polo
Introduction Water Polo competition took place atPepperdine University. An existing 50-meterpool was slightly modified for the competition.All spectator facilities were installed on atemporary basis while all athletes and officials’facilities were located in the gymnasium, and anoffice building in close proximity to thecompetition pool.
Department/ Space use (in feetFunction unless noted) Notes
Accreditation1 Administration 10 x 10 Office for 1.
2 Guest Entry 10 x 10 tent Olympic Family entrypoint.
3 Staff Entry 10 x 20 tent Staff entry, badge issue,storage and distributionpoint. Work area for 4; 40individual storage lockers.
Food Service4 Administration 6 x 10 Office for 1.
5 Eating Area/ 50 x 75 Tables and chairs for 90.Lounge
6 Storage and (2) 8 x 20 trailers Athlete and staff food dis-Distribution tribution and storage.
Finance7 Audit, Cash 6 x 10 Office for 2.
Control
Health Service8 Doping Control 714 square feet Waiting area for 20, 2 re-
frigerators, desk, portabletoilet, 2 handwash facili-ties, processing area for6.
53
9 SpectatorFirst Aid
20 x 20 tent Waiting area for 10, re-frigerator, television.handwash facilities, 2 ex-amination tables.
10 Sports 16 x 27 Waiting area for 10; 2Medicine treatment tables, refriger-
ator, television, watercooler, 4 massage tables,work area for 6.
Materiel Acquisition & Distribution
11 Administration 10 x 10 Office for 3.
Storage 10 x 40 trailer Main storage facilities.
10 x 25 trailer
10 x 20 truck
Olympic Family Services
12 Administration 6 x 8 Office for 1.
13 Hosting 25 x 35 Lounge for 125.
14 Language 8 x 8 Office for 1.Services
Personnel15 Administration 10 x 10
Press Operations16 Interview Room 24 x 27
Photo Positions 25 positions
Press Seating 48
17 Staff Offices 16 x 24
18 Sub-Center (2) 24 x 28
Office for 2; responsiblefor payroll, timekeepingand staff schedules.
20 chairs, elevated plat-form for 6.
Alongside pool on decklevel.
33 positions with desks.15 without desks.
Office for 2.
20 work stations, telex.telecopiers, typewriters.
Security
19 CommandCenter
400 square feet
15x30
Office for 9.
Office for 8.
53 Temporary facilities in Festive Federal col-ors decorate the Pepperdine campus at theentry point for water polo spectators.
Sports Administration
Federation Services
20 FINA Offices (3) 112 x 18 President, secretary-gen-eral’s office.
12 x 12
21 Lounge 30 x 50
22 Referees/ 8 x 10 and 12 x 15Officials’Dressing Room
Athlete Services
23 Equipment 20 x 30Storage
2 4 Locker/Shower 4
25 Team Meeting (6) 14 x 25Rooms
Technical Committeeoffice.
20 chairs, television.
Existing shower/dressingroom.
Storage for practice andcompetition equipment.
Existing locker roomsvarying in size fromto 1000 square feet.
Each room with 20 chairs.
26 Lounge/Ath- 2500 square feetlete Rest Area
Competition Management
60 chairs. 10 tables, infor-mation desk, television.14 cots in semi-privatearea.
27 Commission- 12 x 14 Office for 3.er’s Office
26 Conference 8 x 18 Conference room for 8.Room
Field of Play
29 Competition 20 m x 30 m Both ends of pool havePool 30 m ball screen behind
goal nets.
30 Referee Deck 1.5 m x 30 m Platform at poolside.
Officials 2 x 12 Officials’ seating for 10 atpoolside.
Team Seating (2) 2 x 8 Team benches.
31 Warm-up Area 40 x 75 Far end of competitionpool.
Technology
32 Message 12 x 12 Communications andCenter message receiving center
for staff and officials.
Results 6 x 18 Results input area, 10staff, 4 personal comput-ers at poolside.
33 17 x 20 Results output, photo-copying and distributionarea.
10 x 10 Storage.
34 Staff Offices 20 x 34 Staff office for 4; radiocharging and distribution.Sponsor/vendor workarea for 10.
Swiss Timing 17 x 20 Storage area.
Television
35 TrailerCompound
60 x 220 Television and telephonetransmission and produc-tion vehicles.
Ticketing36 Administration 10 x 10 Office for 1.
37 Information 7 x 7 tent Ticket information andwill call.
Transportation38 Administration 6 x 8 Office for 1.
Drivers’ Lounge 20 x 20 tent Rest area for drivers;water cooler and toiletfacilities.
Parking 2,340 spaces
Venue Operations39 Construction 10 x 14
4 0 Maintenance 8 x 8
41 Venue Staff (4) 7 x 9 andOffices 10 x 10
42 Food Service (2) 10 x 30 tents
4 2 (2) 10 x 10 tents
(4) 12 x 60 trailers
4 2 15 x 15 tent
4 3 Novelty Stands (3) 10 x 10 tents
4 4 Post Office 20 x 40 trailer
Program (3) 3 x 3 cartsStands
45 Public 8 x 8 tentInformation
Public Seating 5,000
Office for 3.
Office for 1.
Office for venue director,2 assistant directors, 2administration.
Food and beverage salesto public.
Food and beverage sales.
Food storage.
Food sales for press, VIPs
Novelty sales point.
Sales and service pointfor U.S. Postal Service.
Portable program salespoints.
Kiosk for 3, general publicinformation point.
149
Architecture and Construction
7.03.17WeightliftingThe LAOOC rented two gymnasiums,offices and locker space and had theuse of surrounding athletic fields andparking lots at Loyola MarymountUniversity for the weightlifting venue.The venue provided a complete andsecure training and competition facilityfor the athletes.
The major temporary change to the siteinvolved the addition of an athletewarm-up structure. The 11,000-squarefoot canvas-covered scaffold framewarm-up structure was erected inclose proximity to the competitionplatform. The wood floor was carpetedand the structure air-conditioned. Itcontained 18 curtained 8-foot by 12-foot cubicles to provide each athletewith a private preparation area. Eachwas furnished with a cot, chair andtable. The warm-up tent contained ten10-foot by 10-foot warm-up platforms,each with adequate weights, rosin andchalk boxes and extra chairs. It had twolarge television monitors, an electronicscoreboard, a manual scoreboard,medical first aid equipment,administrative positions and electricalpower. Look decorations were appliedto the interior of the structure. Thewood floor could not take the poundingof weights being dropped and began tobounce and vibrate, requiring dailyrepair.
The construction of the warm-up areascaffolding began in mid-May 1984. Inmid-June, the LAOOC gained access toGersten Pavilion, the main competitionfacility. The LAOOC commenced theinstallation of power, the scoreboardsupport structure, stage, commentatorpositions, television platforms and thetelevision lighting and air-conditioningsystems.
The main competition facility wascarpeted with 920 square yards ofcarpet to protect the floor and addcolor for television coverage. Threelarge television screens were installedin the competition facility, allowingspectators to view the activities of theathletes in the warm-up room. Amotorized flag apparatus was installedand used during awards ceremonies. A12-foot by 30-foot electronicscoreboard was supplied by SwissTiming. Major construction involvedthe building of a 40-foot-squarecarpeted lifting platform of one meterin height with stairs on each side andthree inset judges positions.
Storage space was required behind thestage in the main competition facilityfor the awards platform, a spare liftingplatform, ladders and spare weights.There was also a need for constructionstorage for electrical parts, apneumatic lift, spare signs and basesand trash containers. Constructionstorage space was located in theconcession truck storage area.
The competition facility was darkenedby placing black plastic over the exist-ing pavilion windows to prevent glare.Television crews were permitted tofilm using spotlights. The facility was
54
decorated with Look banners and flagsand directional and informationalsignage.
The athlete warm-up tent and thecompetition hall were both air-conditioned with400 tons of air. Thismade them as comfortable as possibleand at the same levels, for the benefitof athletes moving from one to theother. Seven-and-one-half tons of air-conditioning were added to thetechnology results room to ensure theoperation of the computers andphotocopying machines.
LAOOC was granted access to thealumni gymnasium, offices and lockerrooms and the parking lot and athleticfields on 1 July 1984. The athletetraining facility located in the alumnigymnasium was constructed with 2410-foot by 10-foot lifting platforms andchalk and rosin boxes. The floor wascarpeted, and exercise equipment andLook decorations were added. Theroom was not air-conditioned but waswell ventilated.
Athlete amenities included a 10-footby 10-foot athlete information tent atthe athlete entry to the site. Use wasmade of an existing athlete medical andphysical therapy room in Gersten andoffice space in the training hall wastransformed into massage and first aidrooms. The weigh-in rooms werelocated in an existing equipmentstorage room. The LAOOC remodeledthe LMU swimming pool for the benefitof the athletes during the day and forsocial gatherings in the evenings.These improvements were left to theuniversity as a gift. The athlete trainingfacility was also a post-event partyroom. The lifting platforms weredisassembled on the day of the super-heavyweight competition and theroom was set up with tables anddecorations for an awards banquet.
55
Many temporary facilities were erectedoutdoors for use by spectatorsincluding two entry tents, four
54 Gersten Pavilion at Loyola Marymount Uni-versity provides plenty of space for theweightlifting competition and is enhancedthrough the use of temporary scaffolding.
turnstiles, one 10-foot by 50-foot 55concession stand and two 10-foot by
This massive scaffold structure providedthe warm-up area for weightlifters just
10-foot novelty stands, an informationtent, a ticket problem/will-call tent and a300-square-foot first aid tent. Thevenue had eight coin-operatedtelephones, with six inside the gatesand two outside. A large outdooreating area was provided with umbrellatables, trash cans, a music system and4,300 pots of flowering annuals.
outside of Gersten Pavilion.
150
Plan for weightlifting at GerstenPavilion at Loyola MarymountUniversity; roof removed and upperlevel seating removed to showsupport areas on floor below
Staff facilities provided by the LAOOC Hosting facilities included an indoorincluded a 20-foot by 20-foot staff lounge and an outdoor area adjacent tocheck-in tent with carpeting, tables, the exit of the main competitionchairs and badge racks. Umbrella gymnasium. A 1 O-foot by 1 O-foot tenttables and chairs were provided along served as demarcation of the entrancewith outdoor serving tables. A to the hosting facility. The area wasracquetball court was converted to an covered with 1,600 square feet ofindoor staff lounge by carpeting the Astroturf placed over the grass,floor and draping the walls. The lounge umbrella tables and chairs, televisions,was furnished with sofas and chairs, potted trees and serving tables.televisions and lockers. A 20-foot by20-foot tent was set up outside the
Security fencing and gates were added
venue for use by unaccredited drivers.around the site periphery. Lookinstallation was completed the night
Press facilities included a 30-foot by before competition began on 28 July.30-foot press interview tent that was Platforms were removed from thecarpeted and had a public address training hall on the last day ofsystem, tables, chairs and Look competition, 8 August. The south-sidedecorations. The LAOOC constructed scaffolding was dismantled by 21an indoor press workroom and lounge. August and the LAOOC worked with theOne hundred press desks were university to restore the landscape toprovided on the main competition hall the university’s satisfaction.
5 6floor directly in front of the liftingplatform. Fifteen raised commentatorpositions and two raised camera plat-forms were added for television use.
56 The lack of columns inside of Gersten Pavil-ion provides for clear viewing by spec-tators of the weightlifting competitors.
151
Architecture and Construction
Weightlifting
Introduction Weightlifting competition took place in GerstenPavilion, a newly constructed sports facility. Atent facility was established with 10 warm-upplatforms adjacent to the competition platform.An existing gymnasium next to the pavilionserved as the weightlifting training facility andstaff offices.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Guest Entry 10 x 10 tent Olympic Family entrypoint.
2 Staff Entry 20 x 20 tent Staff entry, badge issue,storage and distributionpoint. Work area for 12.
Food Service3 Administration 8 x 14 Office for 4
4 Eating Area/ 20 x 40 Seating for 38, 2 televi-Lounge sions, bulletin board.
5 Storage and 8 x 40 trailer Refrigerated storage.Distribution
Finance6 Audit, Cash 11 x 18
Control
Health Service & Medical Control
7 Doping Control 14 x 14and4 x 7
8 SpectatorFirst Aid
(3) 10 x 10 tents
9 SportsMedicine
17 x 38
9 10 x 10
Office area for 8, sharedwith Ticketing.
Waiting area for 8, televi-sion; processing andtesting area with 8 exist-ing toilet facilities,refrigerator. Work areafor 3.
Waiting area for 10, treat-ment tables, refrigerator,television.
Waiting area for 10, 4treatment tables, televi-sion, refrigerator.
Office for chief medicalofficer.
Materiel Acquisition & Distribution
Administration Office for shared withConstruction (see VenueOperations).
Storage (4) 8 x 40 trailers
Olympic Family Services10 Administration 10 x 140 Office for 4 Protocol and
Language Services staff.
11 Hosting 40 x 140 Outdoor patio with buffetservice. tables and chairsfor 80. Three 10 x 10shade tents.
12 Administration 18 x 18
Press Operations
13 Interview Room 30 x 30 tent
Mixed Zone 12 x 28
Photo Positions
Press Seating 150
14 Staff Offices (3) 12 x 28
15 Sub-Center 34 x 59
PersonnelResponsible for payroll,timekeeping, staff sched-uling. Office for 10.
36 chairs, elevated plat-form for 6. Mixed Zone12 x 28 near entry pointfor warm-up facility.
Near entry point forwarm-up facility.
5 positions located atperimeter of competitionstage.
96 positions with table,54 without.
Office for press chief,staff work room for8, press staff lounge.
Work room for 36, telex,television, typewriters.
Security
16 Command 20 x 48Center
Sports Administration
Federation Services
Work area for 12, briefingarea for 21.
17 IWF Offices
17
1718 Conference
Room
12 x 20
12 x 20
20 x 32
12 x 28
Office for IWF secretary-general, 8 guests.
Office for IWF president,3 guests.
Office for IWF staff.
Conference room for 16.
19 Judges/ 24 x 24 Existing shower/lockerOfficials’ area.Dressing Room
20 Lounge 22 x 34 2 televisions, 25 chairs,couches.
21 Weigh-in Room (2) 10 x 16 Official weigh-in roomwith 1 scale per room.
Athlete Services
22 Information/ 10 x 10 In training area.Check-in
23 Sauna 100 square feet 2 dry heat saunas.and38 square feet
24 Team Meeting (7) 16 x 20 Individual team roomsRoom with adjacent shower and
toilet facilities.
Competition Management
25 Commission- 12 x 18 Office for 2, 5 guests.er’s office
Field of Play
26 CompetitionStage
27 Rest Area
40 x 40
18 (8 x 11)
Elevated 1 m with 16-footsecured perimeter onfloor. On stage is compe-tition platform 4 m x 4 m x5% inches high.
Private room with bed,chair, table.
27 Warm-up 11,000 square feet Tent; circular structure,Room carpeted structure with
10 platforms and barbells.
Training Facility (Gymnasium)
28 Training 42 x 78 Training hall with: 24 plat-forms, each 12 x 12, 6 feetbetween each platform.Each platform had 312.5kg barbell set of collarsand weights, 2 weightracks, 2 squat racks, chalkand resin boxes,2 chairs;100 chairs total. Athleteshad access to outdoorswimming pool and whirl-pool, sauna and massagefacilities and lounge. Alsoin hall; 4 abdominalboards, bench presses, 2vaulting boxes, 6 stretch-ing mats, 2 hyperex-tension benches, 2 freestanding power racks, 2bench presses, 2 inclinebench presses, 6 177.5 kgbarbell sets.
29 Locker/Shower 20 x 60
30 Athlete 2 0 x 2 0Information
31 Lounge 16x32
32 Staff Office 12x22
Television
33 Trailer 90x120Compound
Existing facility.
Athlete information pointon training site schedul-ing, transportation.
Lounge for 25, televisionand beverage service.
Office for trainingmanager.
Telephone and televisiontransmission and produc-tion vehicles.
Technology
34 Message 18 x 18 Communications andCenter message receiving center
for staff and officials.
35 Results/Offices 22 x 52 Results output, photo-copying and distributioncenter, radio issue and re-charging, staff office areafor 4, sponsor/vendorwork area for 10.
2 x 10 Results input area atstage perimeter.
Swiss Timing 14 x 40 Scoreboard and score-board support directlybehind stage.
2 x 4 Scoreboard control tablefor 2 at stage.
TicketingAdministration Office for shared (see
Finance). No ticket saleson site.
Transportation36 Administration 10 x 12
37 Driver Lounge 20 x 20
Venue Operations
38 Construction 12 x 16
39 Venue Staff 18 x 20Offices
40 Conference 20 x 40Room
Spectator Services
Office for 6.
Waiting area for 30.
Office for 6, shared withMateriel Supply staff.
Office for competition di-rector, assistant director,venue director and assis-tant director.
Conference room for 16.
41 Food Service 10 x 50 tent Sales point for food andbeverages.
(2) 8 x 40 trailers Refrigerated foodstorage.
42 Novelty Stands (2) 10 x 10 tents Sales and service pointfor novelty sales.
43 20 x 40 Novelty storage.
44 Post Office 14 x 26 trailer Sales and service pointfor U.S. Postal Service.
Program (3) 2 x 4 carts Portable program salesStands points.
45 Public 8 x 8 tent General spectatorInformation information.
Public Seating 4,500 Handicapped seatingfor 42.
152
7.03.18WrestlingOlympic competition in wrestling was
Center. This multipurpose facility wasbuilt in 1967 and is composed ofseveral structures. The arena building,the lobby between the arena and NorthHall, the North Hall and the northmeeting rooms building were the onlystructures used by the LAOOC inconducting the competition.
The only major construction requiredat the facility was three octagonalcompetition platforms. Supportvehicles were placed in compoundswest of the arena building. A utilitytruck, catering truck andcommunications center wereestablished in a compound southwestof the maintenance warehouse. Foodstorage, materiel supply,transportation and accreditationtrailers were placed in a temporarilyfenced area north of the exhibit hall. Atented lounge was built in this area forthe LAOOC wrestling staff. Thetelevision compound was placed justwest of the arena.
57
In the wrestling arena proper, seatingand work tables were built for the pressin the southeast loge level area.Handicapped seating was built in thefirst rows of loge seating on thesoutheast and northeast sides of thearena. Three competition mats werespecially colored by the HGBBackstrand Company to match theOlympic Look and were set up on 30-inch-high octagon-shaped platforms inthe Convention Center’s main arena. Alight gray carpet was placed around themats, down the sides of the platformsand over the entire arena floor to createa safe, uncluttered field of play. Anawards podium was an integral part ofthe platform.
A press area was created from existingoffice space adjacent to the grandlobby of the arena. Press rooms werecreated using pipe and drape partitionsand an adjacent formal interview areawas blocked off using stanchions andchain.
Venue management offices werecreated in the grand lobby areas usingtemporary eight-foot-high hardwallconstruction and pipe and drapepartitions. Additional office space wascreated one floor down, using similarconstruction techniques.
The North Hall became a mini-dayvillage for the athletes. LAOOC plannersattempted to create a park-likeatmosphere in the large, 100,000-square-foot area. Fifty carpeted teamrooms, two temporary structures for10 showers, two dry heat saunas for10 wrestlers, and two whirlpools werejust a small part of the total operation.Rooms were assigned based uponteam size. Twenty teams received 24-foot by 25-foot semi-private roomsand 30 teams received 12-foot by 28-foot rooms. The walls of these roomswere established by use of pipe anddrape partitions which were eight feethigh. Two additional 14-foot by 25-foot hardwall private team meetingrooms were available and included alarge conference table and chairs. Inaddition, training was available for thewrestlers in the North Hall. Six 10-meter by 10-meter mats were there forthis purpose and were individuallydraped for privacy. Six stationarybicycles and two trial scales were alsolocated in the North Hall.
The competition platform was anintegral part of the Look. The threecompetition mats, each 12 meters(39.37 feet) in diameter, were made byHGB Backstrand of Sweden. They werecolored to coordinate with the Look ofthe Games, with a chrome yellowcompetition zone, a red warning zoneand a blue out-of-bounds area inconcentric rings. The flags of thecountries competing in the competitionwere strung across the ceiling of thearena. The centerpiece of the overheaddecorations were two large wrestlingpictograms.
Sonotubes, fence coverings, bannershanging on the outside of the area anda theme tower were all part of the Lookconstructed for the wrestling venue.
57
57 Temporary modifications for the wrestlingcompetition include the construction of thespecial elevated platforms for the competi-tion itself.
153
Architecture and Construction
Site plan of wrestling facility at AnaheimConvention Center; roofs removed andsome seating cut away to show accessand support areas
154
Wrestling
Introduction Wrestling competition took place in theAnaheim Convention Center, an existingmultipurpose sports facility. All supportfacilities were established in the arena and in theadjacent “North Hall” a 100,000-square-footconvention hall. Facilities established therewere on a temporary basis.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation1 Administration 12 x 56 trailer Office for 4; shared with
Transportation.
2 Athlete Entry 10 x 20 tent Athlete entry point towarm-up area.
3 VIP/Staff Entry 12 x 34 VIP/Staff entry. badge is-sue, storage anddistribution point. Workarea for 4.
Food Service
4 Eating Area/ 40 x 40 tent Tables and chairs for 180,Lounge television.
Finance
5 Audit, Cash 10 x 15 Office for 5.Control
Health Service & Medical Control
6 Doping Control 14 x 24 Waiting area for 23.
6 11 x 44 Testing area with toiletsand handwash facilities;processing area for 8.
7 Spectator 12 x 20 Existing first aid facility,First Aid refrigerator, 2 treatment
tables.
8 SportsMedicine
15 x 30 Ice machine, refrigerator,storage cabinet,4 tapingtables. Work area for 6.
8 300 square feet 3 massage tables, refrig-erator, waiting area for 6.
Materiel Acquisition & Distribution
9 Storage (2) 12 x 56 trailers
Olympic Family Services
10 Hosting 24 x 47 Lounge and bar for 50.
11 Language 16 x 37 Waiting area for 32, ad-Services ministration area for 6.and Protocol
PersonnelAdministration (see Sports Administra-
tion: Competition).Responsible for payroll,timekeeping and staffscheduling.
Press Operations
12 Interview Room 28 x 38
Press Seating 169
13 Staff Offices (3)12 x 12
14 Sub-Center 50 x 50
Security
15 Command (4) 10 x 10Center
15 22 x 38
Seating for 36, elevatedplatform for 3.
90 positions with desks,79 without.
Offices for 6 each.
36 work stations, tele-communications, snackand beverage service.
Private offices for law en-forcement agencies.
Work area for 8.
Sports Administration
Federation Services
16 FILA Offices (2)14 x 18 Office and conferenceroom for 10; protestroom.
17 FILA Lounge 14 x 26 Lounge for 20.
18 Officials’ 22 x 26 Existing locker and show-Dressing er facility.Room
19 Draw Room 20 x 22
20 Weigh-in Area 2800 square feet 10 official scales each in8 x 18-foot private area.Each room with displayboard, table and 2 chairs,scale and printer.
21 Medical Check 24 x 25 3 examination tables adja-cent to weigh-in area.
Athlete Services
22 Eating Area 32 x 96
23 Sauna/Shower (2) 32 x 44
24 Team Rooms (30) 12 x 28
25 (20) 24 x 25
26
27 Lounge(Athlete)
(2)14 x 25
56 x 80
28 Information 16 x 20
29 Storage 8 x 1 0
30 Warm-up Mats (2) 24 x 32
30 (6) 42 x 42
38 tables and 300 chairs,buffet service line,televisions.
Temporary structure with10 showerheads, dry heatsauna for 10, hot tub, ex-isting toilet facilities.
Room with conferencetable for 4, 3 beds, foot-locker, massage table.
Private room assigned toeach team, dependingupon team size. Eachroom with conference ta-ble for 6, massage table,foot locker, 6 beds.
Meeting rooms for15 team members.
Lounge for 80. television,juice and soft drinkservice.
Information center in ath-lete warm-up area andfood service area.
Storage for practiceequipment.
Final warm-up area eachdraped with mats each22 x 22.
Additional 6 mats in NorthHall, each draped forprivacy; 6 stationary bicy-cles and 2 trial scales.
Competition Management
31 Commission- 10 x 15 Private office for 1.er’s Office
32 Competition 26 x 28 Office area for competi-Staff tion director, assistant
director, 2 secretary/sup-port, personnel coordi-nator, venue director,operations director.
33 Conference 16 x 20 Conference room for 25.Room
34 Lounge 16 x 16 Lounge for 8.
Field of Play
35 Competition 120 x 134 3 competition mats on aZone 1 -meter raised platform.
36 Officials’ 46 chairs on raised plat-Platform form for head officials,
judges, doctors, SwissTiming, announcer, FILApresident and technicaldelegates.
Mat Perimeter (3) 10 m x 10 m For each mat:video tapingmat chairmantimer/scorer3 judges
On the platform: a chairfor blue corner, a chair forred corner.
Television
37 TrailerCompound
80 x 160 Telephone and televisiontransmission and produc-tion vehicles.
Technology
38 Message Cen- 14 x 15 Communications andter message receiving center
for staff and officials. Ra-dio base station, workarea for 6.
Results 6 x 18 Results input located incompetition hall, 6 staff.
39 23 x 24 Results output, photo-copying and distributioncenter, with photocopi-ers, typewriters.computer, waiting areafor 6.
39 10 x 20
40 Staff Offices 20 x 23
Swiss Timing (3) 6 x 6
41 Telecommuni- 9 x 9cations
Transportation
Administration
Parking 3000
Venue Operations
42 Venue Staff 35 x 38Offices
10 x 10
Spectator Services
Storage area.
Office for 3 staff and10 sponsors/vendors.
Timing equipment with2 operators at each matscoreboard control roomfor 3.
Telephone switchboard,work area for 2.
Shared office for 6 (seeAccreditation).
Office for 3 assistant ven-ue managers, 4 materielsupply coordinators,2 construction coordina-tors, 2 concessionscoordinators.
Office for 1 maintenance.
Food Service 4 stations Interior concourse stands.
43 Novelty Stand 10 x 10 tent Novelty sales point.
44 Post Office 20 x 30 trailer Sales and service pointfor U.S. Postal Service.
Program (4) 2 x 4 carts Portable program salesStands points.
45 Public 10 x 10 tent General spectator infor-Information mation point, two
additional points locatedinside venue, concourselevel.
Public Seating 7,200
155
Architecture and Construction
7.03.19YachtingThe yachting venue, directly adjacentto the fencing and volleyball venues,utilized the first five gangways of theLong Beach Downtown ShorelineMarina and a portion of the adjacentbeach. The area came to be called the“Olympic Harbor”. Two paved parkinglots and three boat-owner showerfacilities were the only existingfacilities utilized. The only on-sitefacilities provided for spectators werea series of bleachers for the awardceremonies and an information boothon the west edge of the site on themarina green. Spectators could sign upfor space on a boat that circumventedthe race courses.
A site plan was developed by theLAOOC in 1983 and a skeleton planimplemented during the 1983 OlympicClasses Regatta held at the OlympicHarbor. As a result of observationsmade during the Regatta, the site planwas modified. A landscapearchitectural firm developed themaster plan and final constructiondocuments. The site is located withinthe authority of the California CoastalCommission which required permitsfor the staging of both the Regatta andthe Games.The LAOOC agreed to finance theconstruction of a permanent boat hoistas part of the contractual agreementwith the city of Long Beach. The hoistwas designed and built under thedirection of the city of Long Beachengineers. It was in place for the 1983Regatta and problems encountered atthat time were corrected in 1984.
All venue operations were housed intrailers and a total of 26 were installed.They were located on the pavedparking lots in groups creatingcourtyards to provide a seal to thevenue. Tents supplemented the trailersfor meeting and hosting areas.
The venue had two entrances: one forpeople, including staff, athletes, pressand team support officials; and one forvehicles and boats. The layout of theentry for people accommodatedaccreditation procedures.
Competition facilities were housed intents and trailers. Team tents wereprovided but were not regularly used.Teams, instead, congregated at theirstorage containers and shadestructures adjacent to the storagecontainers were also utilized. Food andrecreation areas were housed in largetents set on the existing lawn. Medicaland doping control facilities werehoused in a 60-foot trailersupplemented by an adjacent shade
58
structure which was used as a waitingarea. Temporary cold water showerswere constructed using tents set onconcrete slabs with adjacent lockers.Existing showers and restroomsbelonging to local boat owners werealso used.
Boats were stored on the beach, bothon trailers and on dollies. The LAOOCprovided 29 (40-foot by B-foot) and 14(20-foot by 8-foot) containers for thestorage of yachting equipment. Manycountries brought their own containersand electrical power was supplied forthose requesting it. Some containerswere air-conditioned with refrigeratorsas well as machine shops. At times, thesite had insufficient electrical powerand outlets. Temporary securitylighting was manually operated, ratherthan by time clock or master switch,which made the operation tedious.
A major problem encountered duringthe design phase was the stabilizationof the sand to facilitate boat storageand movement. Although materials aremade for this purpose, the costs wereprohibitive. A lengthy search foralternative, less expensive materialsresulted in the use of Astroturf andwoven stabilizing fabric. SuperTurf, theLAOOC’S official turf supplier, was ableto supply turf from a used football fieldat a reasonable cost. The sand wasrolled to compact the surface beforethe turf was installed. The turffunctioned well but was notaesthetically pleasing. The woven
fabric was used in storage areas wherethere was little traffic. The dark color ofthe fabric made it hot and difficult towalk on. During competition, the turfwas extended to the water’s edge tocreate a stable walkway. Where itwent beyond the high tide mark, it wascovered with sand and had to beremoved.
58 Temporary facilities modify the Long BeachDowntown Shoreline Marina into the“Olympic Harbor” for the yachtingcompetitions.
Boat measuring and repair werelocated in large tents to the far east ofthe site on a small paved parking lot.Adjacent trailers housed supportoffices. The beach adjacent to themeasuring area was graded prior to theOlympic trials to accommodate boatsand storage containers. A smallportion of the Super Turf was laid as atest effort. It worked well and theremainder was subsequently installed.Most of the facilities were set in placefrom 6-13 July.
The most spectacular element of thesite was the flags of the nationsextending the length of the jetty on30-foot flag poles and visible from theentire harbor. Bleacher seating for over2,000 spectators was erected for useduring the yachting Opening andClosing Ceremonies and the torch relayentry. The bleachers were located inthe center of the venue on the lawn tothe north of the paved lot.
156
Site plan of yachting shore facilitiesat Long Beach Marina
157
Architecture and Construction
Vicinity map of yachting courses andLong Beach Harbor
158
Course diagrams
Alpha CourseWindgliders
Start, 1 ,2, 3, 1, 3, 1, 2, 3, FinishAll marks left to port
Delta CourseTornados
Start, 1T, 2T, 3T, 1T, 3T, 1T, 2T, 3T, FinishAll marks left to port
Bravo Course470s, Finns
Start 1, 2, 3, 1, 3, 1, 2, 3, FinishAll marks left to port
Delta CourseFlying Dutchman
Start, 1, 2, 3, 1, 3, FinishAll marks left to port
Charlie CourseSolings, Stars
Start, 1, 2, 3, 1, 3, 1, 3, FinishAll marks left to port
159
Architecture and Construction
Yachting
Introduction The Olympic yachting courses wereapproximately one mile off-shore at LongBeach. Shore and support facilities were of atemporary nature located at the Long BeachHarbor.
Department/ Space Use (in feetFunction unless noted) Notes
Accreditation
1 Staff Entry
Food ServiceAdministration
2 Eating Area/Lounge
2
3 Storage andDistribution
3
15 x 15 Staff entry, badge issue,storage and distributionpoint. Work area for 26.
60 x 60 tent
40 x 40 tent
(2) 8 x 30 trailers
(2) 8 x 20 trailers
Office area for 2 (see Ven-ue Operations).
Seating for 100.
Beverage service only, nochairs.
Storage.
Distribution point for ath-lete food service.
Finance
Audit, Cash Offices located in LongControl Beach Convention Center.
Staff shared by volleyballand fencing.
Health Service & Medical Control
4 Sports 12 x 56 trailer Waiting area for 8; 6 treat-Medicine/ ment tables, refrigerator,Doping Control toilet, handwashing facili-
ties; serves as dopingcontrol station.
4 20 x 20 tent Waiting area for 28, adja-cent to sports medicinetrailer. Primarily for dop-ing control.
Materiel Acquisition & Distribution
5 Storage (2) 8 x 40 trailers
Olympic Family Services
Administration Office area for 2 (see ven-ue Operations).
6 Hosting 40 x 40 tent Lounge chairs for 12; ta-ble and chairs for 44.television, beverageservice.
7 Language 15 x 15 tentServices
PersonnelAdministration
Press Operations8 Interview Room 20 x 20 tent
Press Positions
9 Sub-Center 30 x 30 tent
Security
10 Command 10 x 40 trailerCenter
Waiting area for 12.
Responsible for payroll.timekeeping and staffscheduling. Office area for4 (see Venue Operations).
Seating for 30. elevatedplatform for 4.
27 boats were availablefor press, 13 boats wereavailable forphotographers.
20 working places.
Office for 10.
Sports AdministrationFederation Services
11 IYRU Offices 12 x 56 trailer Office for IYRU president,secretary-general andworking secretariat.
12 Class Officers 12 x 56 trailer Work area for 10 lYRUOffice class officers.
13 IYRU Jury 15 x 15 tent Lounge and receptionarea for 22, television,video games.
13 Jury Offices 12 x 56 trailer 12 x16 lounge with 10chairs; jury offices for 8.
14 Jury Room 12 x 56 trailer Private conference roomsfor 12 each.
15 Measurement 60 x 14 tent Tent for sail and hull mea-surement for Tornado,Finn, 470, Flying Dutch-man classes.
15 60 x 140 tent
15 10 x 44 trailer
15 10 x 44 trailer
For sail and hull measure-ment staff, Soling andWindglider classes.
Equipment measuring andstorage.
IYRU measurement com-mittee offices for 10.
Athlete Services
16 EquipmentRepair
1617 Equipment
Storage
18
19
20
21
22
2324 Information/
Check In
25 Locker/Shower
26 Team Rooms
26
27 Weather
50 x 100 tent
12 x 56 trailer
10 x 44 trailer
10 x 44 trailer
24 x 55
30 x 55
(2) 20 x 45
28 x 47
40 x 70
15 x 15 tent
(3) 30 x 30 tents
(15) 20 x 20 tents
(10) 15 x 15 tents
24 x 56 trailer
Sail repair trailer, sewingmachines and tables.
10 racks, waxing area.
Office for 2, storage forFinn equipment.
Storage for marinehardware.
Flying Dutchman storagearea, 32 individual lock-able 3 x 4 storage units.
Tornado dry storage, 32individual lockable 3 x 4storage units.
470 dry storage, 32 indi-vidual lockable 3 x 4storage units.
Finn dry storage, 44 indi-vidual lockable 3 x 4storage units.
Windglider storage.
Athlete information point.
Each tent: 26 lockers,showers, benches.
Individual team room with10 chairs.
lndividual team roomswith 8 chairs.
U.S. National WeatherService station.
Competition Management
28 Commission-er’s Office
12 x 56 trailer Private office for commis-sioner, office for sportmanager and secretary/support; office for compe-tition director, conferenceroom for 10.
29 CompetitionStaff
12 x 56 trailer
30 ConferenceRoom
20 x 30 tent
Office for director of rac-ing; 4 desks for U.S. CoastGuard, chief race officer.spectator boat coordina-tor, secretary/support;conference room for 10.
Conference seating for28.
Technology31 Message 15 x 15 tent
Center
32 Offshore 12 x 60 trailerCommunications
32 10 x 20 trailer
33 Results 12 x 56 trailer
33 12 x 56 trailer
3 4 Scoring Trailer 12 x 56 trailer
35 Staff Offices 12 x 56 trailer
36 Telecommuni- 10 x 40 trailercations
Venue Operations37 Venue Staff 12 x 56 trailer
Offices
37 12 x 56 trailer
38 Harbor Master 12 x 56 trailer
Communications andmessage receiving centerfor staff and officials. Ra-dio base station.
Communication trailerwith four separate offices:“Net Control, “regattasupport, Motorola equip-ment, support scorersoffices.
Communications trailersupplied by U.S. CoastGuard.
Results input and comput-er scoring, table andchairs for 8 staff. 4computers.
Results output, photo-copying and distributionarea.
Private office for chiefscorer; 4 separate scoringrooms each 10 x 12 withtable and chairs for 8.
Table space for 10 spon-sor/vendors and 3 staff,radio charging and distri-bution area.
Venue switchboard.
Private office for venuemanager and securitymanager, work space forstaff: 2 Finance, 4 Person-nel, 4 Administration.
Work stations for staff: 3Construction, 2 OlympicFamily Services, Trans-portation, 2 Food Service,1 Public Relations.
Private office for HarborMaster, 2 work spaces forsupport craft coordina-tors, 1 desk each for fuelcontrol and racing equip-ment control staff.
Spectator Services
39 Food Service 10 x 10 tent Food sales point forpublic.
8 x 30 trailer Food storage.
49 Novelty Stands 10 x 10 tent Novelty sales point forpublic.
4 0 8 x 20 trailer Storage container.
41 Post Office 14 x 32 trailer Sales and service pointfor U.S. Postal Service.
42 Public 8 x 8 tentInformation
Public Seating 0
43 Spectator Boat 20 x 20 tentSignup
General public informa-tion point.
Tent for spectators to ob-tain space on boat toobserve race course.
160
7.03.20Village: USCThe athlete village at the University ofSouthern California had the largestpopulation of the three villages It wascreated on 49 acres of the USC campus,located in downtown Los Angeles andalso included the 32nd Street School,an elementary facility of the LosAngeles Unified School District, andthe Shrine Auditorium Exhibition Hall.Contractual agreements signed inMarch 1982 specified a 40-day periodof exclusive use and the identificationof all residential, recreational, sportsand training facilities to be used by theLAOOC. The village was occupied from14 July through 15 August by almost7,000 athletes and team officials,representing 79 NOCs.
Architects faced the challenge ofcreating a unified feeling to the USCvillage, as it was not contained whollywithin the university but encompassedvarious other structures and citystreets. The perimeter fence wasconstructed on properties belonging toUSC, the city of Los Angeles, the LosAngeles Unified School District andseveral private property owners. Lookelements were used not only to createa festive Olympic atmosphere but alsoto provide continuity between variedarchitectural spaces.
The University of Southern Californiareviewed all uses and constructiondetails for compatibility with theirrequirements for continued use afterthe Games. USC paid particularattention to the way in whichattachments were made to existingstructures and to how constructionoperations would affect universityprograms which continued until thefirst week of July as well as during theGames, when over 1,200 USCemployees worked in the village.
The physical layout and multipleproperty ownerships added to thecomplexity of securing almost 50construction permits and approvalsfrom various governmental agencies.A conditional-use permit was securedfrom the city of Los AngelesDepartment of Planning and Zoning asthe existing zoning for the area did notallow for such uses as office trailersand tents. Permits were secured fromthe county of Los Angeles HealthDepartment to construct and operatethe food service facilities. The LAOOCobtained permits from the Los AngelesDepartment of Public Works and theLos Angeles Department ofTransportation for fence and streetmodifications that had to be made oncity property. The Bureau ofConservation of the Los AngelesDepartment of Building and Safetyissued permits to the LAOOC for alltemporary construction and forplumbing, mechanical and electricalsystem modifications.
5 9
The existing facilities at the Universityof Southern California required littlemodification to satisfy the spacerequirements of an athlete village.Temporary facilities were constructedfor staff and guest entries, outdoor restareas, additional kitchen and diningfacilities, a wrestling training site and atransportation center. The onlyconcrete and steel constructionrequired was the building of apermanent two-story dining facility.
Existing and necessary temporaryfacilities were organized into activityclusters that were visually connectedby the Look elements. There were sixdistinct housing areas or pods, atransportation center, anadministrative center and an areacalled the Village Square that includedmost of the general and recreationalfacilities required by the athletes andofficials during their stay.
The layout of the facilities allowed forfree movement of pedestrians andservice vehicles. Athlete shuttle buses,maintenance vehicles and the electriccarts used by the administration staffwere the only vehicles allowed in thevillage. Buses entered the village fromJefferson Boulevard through a doublegate system and proceeded to acentral location. After passengersdisembarked, the buses left the drop-off area and proceeded to a sweep areaand a holding area before picking uppassengers in the transportationcenter. The buses then headed out totraining sites, venues and the othervillages.
The main entrance to the village was 59 Village administrative staff use electrically-
located east of the Olympic Plaza. Tothe west, Taper Hall, a classroombuilding, was converted at ground levelto an interior shopping mall including abank, hair salon, convenience store,telephone center and video arcade.The second level of Taper Hall housedthe NOC offices and meeting rooms.The International Zone was locatedsouth of the Olympic Plaza and tentswere erected for informal interviewswith news media.
The USC Village accommodatedhundreds of non-residents on a dailybasis. Up to 200 journalists gathered towatch the athletes training onCromwell Field and hold informalinterviews in the International Zone. Asmany as 350 NOC guests were in theUSC village at any given time. Athletespassed through the village to gainaccess to nearby swimming, wrestlingand gymnastics training sites. Theathlete shuttle system transportedathletes to the Coliseum, Sports Arenaand Exposition Park, a few blocks away.
The Village Square had two mainpedestrian arteries, 34th Street andUniversity Avenue, a pedestrian mall.
powered golf carts to move quickly andquietly within the village.
161
Architecture and Construction
The LAOOC added decorative Lookelements: painted scaffolding withelevated graphics and banners; tables,chairs and umbrellas; refreshment andsports information modules in specialtents; a post office, specificallydesigned by the U.S. Postal Service;and thousands of plants to transformthe mall into the Olympic Plaza, thevillage’s main gathering place.
The northern edge of the village squarewas 34th Street. It was converted to apedestrian way or Main Street fromwhich athletes entered the polyclinic,coffee house, disco and pathwaysleading to Taper Hall, the plaza, acinema and theatre, Olympic Parkwelcoming area, Baron’s Bistro andAnnenberg Hall where the main NOCoffices, the NOC Service Center and theUSC village mayor’s office werelocated. The disco decorationsextended into the street and the area infront of the coffee house was filled withtables and chairs.
The disco was located in a new soundstage and was enhanced by platformsand decorations. An outdoor stagewas erected for the coffee house,located in the USC Religious Center.The polyclinic was located in anexisting USC medical facility. Newequipment was provided to meet theathletes’ specialized needs.Refreshment and information kiosksequipped with EMS terminals andtelephones were located throughoutthe village.
To ensure proper security a doublechain-link fence surrounded the village.Both fences were 8 feet high with threestrands of barbed wire above theexterior fence. The fences were placeda minimum of 10 feet apart. The U.S.Department of Defense added anintrusion detection system, consistingof cameras and motion detectiondevices attached to the fencessurrounding the athlete pods.
The pods were located on theperimeter of the village. Each pod hadone pedestrian entry point marked by aspecialty tent that housed a guardstation and magnetometer. The villageboundary fence had 10 emergencyaccess gates for use by the firedepartment. Only the gates atJefferson Boulevard and a serviceentrance on McClintock Street wereavailable for vehicular access.
Each pod consisted of one or moreexisting residence halls. A survey ofroom and suite size and allowabledensities identified the capacity of thecontracted rooms at 8,549 occupants.The LAOOC designed rooms for amaximum occupancy of 7,002 residentathletes and team officials. Commonrecreation/lounge areas and laundryareas were provided in each complex.
The LAOOC provided a 24-hour foodservice for village residents and guestsin four facilities, including two 500-seatdining halls, plus a new two-storydining facility with seating for an
162
additional 900 persons. Athlete foodservice provisions included buffet-style service of pre-cooked foods in
6,800 meals were served in a three-hour period.
Two existing USC dining facilities, EKVHall and Trojan Hall, were locatedwithin athlete housing pods. TheLAOOC provided additional servingequipment and existing equipment notappropriate for LAOOC use wasreplaced. Additional tables and chairswere added to increase seatingcapacity to the allowable limit. Storagecontainers were placed outside thedining hall kitchens to hold food andservice products.
The third dining facility was builtadjacent to Webb Hall later and wasnamed King Olympic Hall. It was anewly constructed facility paid for bythe LAOOC and equipped for use duringthe Games in a similar fashion to theother dining halls. The two-storybuilding was also located within anathlete housing pod and offeredprimary service for two other nearbypods. However, athletes were free todine in the location of their choice.
The two existing dining halls, combinedwith the newly constructed facility,accommodated a total seating capa-city of 2,000. But, a seating capacity of3,000 was required to service the USCVillage efficiently. As no existingfacilities were available, the LAOOCconstructed a temporary dining facilityin an existing L-shaped surface parkinglot west of the Village Square and in thegeographic center of the village. Thetemporary dining facility, the “Baron’sBistro,” was open 24 hours a day withseating for nearly 1,300.
The entrance to Baron’s Bistro facilitywas from a walkway under barrel-vaulted tents which opened on eachside to 45-foot-square, magenta-colored, canvas canopies on steelframes, Unlike the other diningfacilities, food was prepared onlocation. The 13.5-foot by 90-footkitchen was a specially outfitted, pre-fabricated cooler building. A similaradjacent building contained a scullery.
The Shrine Auditorium Exhibition Halladjacent to the USC campus wastransformed into a food preparationand distribution center. A 3,600-square-foot temporary kitchen was added toexisting facilities. A 3,000-square-footprefabricated freezer and coolerstorage space, a 3,000-square-foot drystorage area and a 2,000-square-footarea for administrative use were alsoaccommodated there. The preparedfood was transported from this centrallocation to each of the four villagedining halls.
60
Athletic services were available inexisting and temporary facilities at theUSC Village. The physical educationbuilding contained gymnastics training,rest areas for athletes from the othervillages and swimming facilities.Cromwell Field was a training andcompetition warm-up site for athleticscompetitors. An LAOOC-outfittedweight room and a temporarilymodified hydrotherapy area werelocated in the basement of HeritageHall. The wrestling training area wasbuilt on three existing tennis courts. Aplywood deck was built over the courtsand covered by canvas to provide ninemat areas.
60 Even fences are painted to place the Lookof the Games all through the USC Village.
Village administrative offices werelocated in the 32nd Street School.Existing classrooms were modifiedwith partitions to create the necessaryoffice space. NOC administrativeservices were provided in the lobby ofAnnenberg Hall. The upper stories ofAnnenberg Hall, the second level ofTaper Hall and the bungalow area of the32nd Street School housed individualNOC offices and meeting rooms.
61
62 63
61 The village square is the main gatheringpoint for many competitors relaxing withinthe USC Village.
62 The transport depot at USC is clearlymarked for use by competitors and officialson their way to competition and trainingsites.
63 Information is available from LAOOC guidesand hostesses at multiple sites within thevillage.
Partitions, telephones and EMSterminals were added to all rooms.Rooms in the 32nd Street School wereprovided with temporary air condition-ing and carpeting. Additional air con-ditioning was also added to the NOCphotocopying center in Annenberg.
Transportation services were providedfor all athletes and team officials to andfrom all venues, training sites, villagesand the airport. The bus programoperated from the northeast section of
the village. A portion of the 32nd StreetSchool playground housed thetransportation information and waitingplaza and the adjacent Shrine parkinglot contained 36 bus-loading areas. Alarge reader board matched routes,buses and loading stations. Theloading stations were marked bydecorative sonotubes with appliedinformational graphics. Thetransportation operation was directedfrom a 42-foot-high, aqua scaffoldtower. Athletes departing the villagefor the Sports Arena and the Coliseumused a special shuttle system locatedsouthwest of the village boundary. Anexisting tennis court served as a
processing area. Press arrived from theMain Press Center via another shuttlesystem. Included in the USC Villagetransportation program was the fleetof NOC-operated vehicles which wereparked in the village perimeter lots andremote lots.Construction on the University ofSouthern California campus began on9 May, which was earlier than thecontracted access dates. Fence crewsworked daily until the USC Villageopened on 14 July.
To ensure adequate power reserves, acompletely independent electricalsystem was installed. The Los AngelesDepartment of Water and Powerprovided the LAOOC with 62 powerpoles and nine direct service drops toguard against using USC electricalreserves. The telephone line systemand the EMS had notable requirementsand had to be integrated into the powerdistribution set up. Althoughtechnology sponsor staffs performedtheir own installation, LAOOC construc-tion staff verified placement, approvedschedules and observed all work.
Look installation began at the villageduring the last week of June. Long-range visual elements were used toidentify the village from a distance.Such elements included the decorativescreening on the village perimeterfence, which created a decorativeboundary and also served to blockviews into the village. The Olympicrings were located on all four sides ofPhillips Hall, a tall university structurevisible from the roads that accessedthe university. The rings were made ofplywood and cardboard facia and wereilluminated at night. The globe atopanother university structure, the VKCTower was also illuminated with Tivolilights.
Walkways and many temporarystructures were illuminated at night,also with Tivoli lights. Tube balloonswere hung in trees and marked thesecondary access way from the sportsservice center in Heritage Hall to theVillage Plaza. The balloons were filledwith air and maintained by an air-pressure pump and a forced air system.
The main entrance to the village at theVKC Tower was decorated with theflags of the nations. A bold entry wascreated by draping large banners in thebuilding’s archways. The directapplication of temporary banners andbunting created separate entranceways for village guests and media andfor athletes and officials.
In general, construction wascompleted on schedule. Early accessto the Shrine Auditorium ExhibitionHall, permission to install exteriorsecurity fencing early and permissionto get an early start on the technologycommand and data center trailers weremajor factors in meeting deadlines.Over 100 Look personnel, 30 fenceinstallers and 30 electricians worked18-hour days to complete the work onthe USC Village which opened 14 July1984.
163
Architecture and Construction
Plan of village administrationfacilities at 32nd Street School
First floor plan of NOC ofices in theAnnenberg CommunicationsBuilding
164
Plan of Main Street and theinternational zone
165
Site plan of the Olympic Villageat USC
166
Architecture and Construction
Plans and furniture arrangements forathletes� housing in a typicalapartment style complex
Typical rooms layout
Second level of NOC offices
167
Architecture and Construction
USC Village8 Sauna (6) 50 square feet (4) units in men’s locker
room, (2) in women’slocker facility.
Indoor 50-yard pool with8 lanes, for recreation.
Training site allocationand administration count-er with 11 work stations,6 computer terminals. Forinformation and sign-upfor all Olympic trainingfacilities.Existing facility withuniversal and Nautilusequipment.
8 (10-meter) training matsplaced outdoors in tentedareas.
Athlete entry and check-in.
Reception and waitingarea for 4.
Massage area with 2treatment tables.
Storage facility.6
66
6
Existing facility for 341.
Existing facility for 338.
Open seating for 300, 72tables, self-service area,7 x 16 stage, band equip-ment, lighting system.
Refreshment area andkitchen.
Existing soundstage.
Indoor seating for 100.
Outdoor seating for 100.
Dance floor.
Refreshments.
Existing facility for 670.
Athlete Services
Religious Services Center
3 Counseling 200 square feet Counseling center for allService Center denominations. Churches
or worship centers avail-able for Catholic, Islamic.Jewish and Protestantreligions.
Sports Services
Introduction The USC Olympic Village was created on 49acres of the campus of the University ofSouthern California. More than 6,000 athletesand officials from 79 NOCs were housed inpermanent residential halls and apartment stylestudent accommodations. Other existingstructures were adapted to new uses andtemporary facilities were installed to createcomfortable living and recreational areas.
8 Swimming Pool 8800 square feet
8 Training Site 16 x 44Administration
Department/ Space Use (in feetFunction unless noted) Notes
AccommodationsOlympic team accommo-dations at USC wereprovided in existing stu-dent housing structures.There are two basic typesof housing units at USC.the residence hall com-plex and the apartmentcomplex. Assignment ofrooms met the require-ments set by Californiastate law of providing aminimum of 90 square
4 Armory 20 x 22
14 x 24
26 x 30
Two 6-foot work bench-es, 8 foot lockablecabinet, grinder.
Athlete registration room,capacity for 30.
Sports information desk.
Existing 400 m track withall infield facilities.
Equipment supplied:2 pole vault pits, 2 highjump pits, starting blocks,15 shots of 7.27 kg, 16shots of 4 kg.
Auxiliary training area forthrowing events with 15hammers, 30 cables, 30handles, 1 cage, 18 (1 kg)discus, 20 (2 kg) discus,cage, 20 (600 gm) javelin.30 (800 gm) javelin.
Athlete check-in.
Athlete rest area for 120.
Medical services tent with12 treatment tables, re-frigerator, water cooler.
6 portable toilets andhandwash facilities.
Rest area.
Rest area.
Four 6-foot work bench-es, compressor, bikestand, lockable storagecabinets.
Existing gymnasium build-ing. Gym with (2) 12 m x12 m surfaces, carpet and1 wood surface. Forrhythmic gymnastics:piano, tape desk, 2 treat-ment tables.
Gym with 2 carpets forfloor exercise, one eachfor men and women; tapedeck, piano, treatmenttable.
Vault runway andapparatus.
Vault runway and appara-tus, 2 balance beams,uneven bars.
Men’s gymnastics train-ing area with parallel bars,horse, rings, high bar, 8chairs.
Sports medicine facilitywith 6 treatment tables.
Sports medicine staffoffice.
Training site director’soffice.
Separate room for menand women; each with 3treatment tables, adjoin-ing changing and showerroom.
Team meeting room withseating for 77.
Equipment for check out:
16 cabinets, 16 handpumps, 6 table tennissets, 200 decks playingcards, 30 footballs. and60 each of the following:jump ropes, checker sets,chess sets, scrabble sets,backgammon sets. fris-bees, soccer balls, hulahoops, monopoly sets,kahala sets, domino sets.
3 separate rooms of vari-ous sizes with a total of 78cots for approximately100 athletes.
9 WeightTraining
30 x 38and74 x 805 Athlete Regis-
tration/Information
5
6 AthleticsTraining Facility
6
10 Wrestling 120 x 145Training Facility
10 11 x 11 tent
10 10 x 10 tent
10 10 x 20 tent
10 10 x 10 tent
Entertainmentfeet per person and nomore than 10 persons in aunit per 1 shower and 1toilet facility.
The typical apartmentbuildings:
Bedroom units with 2 or 3beds per room, desk.chair, dresser. 2 and 4bedroom complexeswere available and slightlylarger.
Living room/dining roomwith couch, chairs, diningtable with 4 chairs.
Bathroom with sink, toilet,bathtub/shower.
The typical residence hall:
Bedroom with 2 beds,desk, chair, dresser, com-munal toilet and showerfacilities.
All units had a separaterecreation or lounge roomwith chairs, television,video games.
Athletes typically werehoused three to a bed-room; NOC chef demission typically receivedhis own room or sharedwith the team doctor.
Within the apartmentcomplex there were (162)1-bedroom units housing972 athletes, (87) 2-bed-room units housing 2,296athletes, (27) 1 -bedroomunits housing 54 NOCchefs and athletes, (70)41 -bedroom units hous-ing 140 NOC chefs andteam doctors, (45) 1 -bed-room units housing 270athletes and coaches, (12)2-bedroom units housing60 NOC chefs, or doctorsand athletes, (40) 4-bed-room units with 2bathrooms housing400athletes, 25 double roomshousing 50 athletes, 40single rooms housing 40NOC chefs or doctors, (23)1 -bedroom units housing92 athletes, (41) P-bed-room with two bathroomunits housing 410 ath-letes, (32) 1 -bedroomunits housing 160 athletesand (14) 2-bedroom unitshousing 84 athletes for atotal of 5,028 beds in theapartment complexs.
Within the residence hallcomplex, there were 130single room units housing130 chefs or team doc-tors, 871 double roomunits housing 1,742 ath-letes and 26 triple roomunits housing 78 athletesfor a total of 1,950 beds inthe residence hallcomplex.
There were a total of6,978 beds in the USCVillage.
11 Cinema
1 12 Coffee House
12 x 15 10 x 10 tent
20 x 40 tent
20 x 60 tent12 24x48
13 Disco
13
13
13
1314 Showcase
3500 square feet
1775 square feet
1625 square feet
10 x 30 tent
22 x 23
9 x 12
13 x 16
6 15 x 30 tent
6 10 x 40
6 20 x 40
7 Bicycle Repair 20 x 422Food Service
15 Athlete Service King Hall dining room with963 seats, (76 outside).serving stations, kitchenfacility.
EVK Residence Hall diningroom with 752 seats (236outside) with serving sta-tions and kitchen facility.
Trojan Residence Hall din-ing room with476 seats(190 outside) and servingand kitchen facilities.
Lot P, temporary feedingfacility established in thevillage in a parking lot.Seating for 1,016.24-hour service facility.
Lot P, serving and prepa-ration facilities.
Shrine Auditorium modi-fied for use as a foodpreparation area includ-ing: 26 x 124 temporarykitchen and product stag-ing area, 88 x 150 drygoods and frozen storage.
Existing kitchen facility inConvention Hall.
Locker room for food ser-vice staff; 570 individualstorage lockers in each,350 for men and women.
Office for 10.
1000 guests per day in vil-lage in team diningfacilities.
Refrigerated box lunchstorage. 1800 mealsserved per shift (3 shiftsper day).
Distribution area.
Staff eating area for 300,also athlete “overflowfeeding area.” Lot P.
Staff eating area for 112,32nd Street.
Staff eating area for 48.32nd Street.
Staff eating area for 402,Lot C.
Staff eating area for 256.Century.
(2) 81 x 150
8 GymnasticsTraining
8900 square feet
28 x 4215 (2) 64 x 142 and
30 x 85
15 50 x 136 and3 6 x 7 0
8 7800 square feet
16 (19) 20 x 20 tentsApartmentComplexes
14 x 108
24 x 108
8
8
10 x 80 tent and(2) 20 x 30 tents
163 x 240
16
17 FoodPreparation
8 42 x 70
25 x 28
11 x 28
16 x 24
(2) 14 x 22
8
8
8
8 Massage/Therapy
17
17
30 x 62
(2)126 x 40
18 x 2817 Food ServicesOffice
Guest FoodService
18 Staff FoodService
(3) 8 x 20 trailers
18 20 x 20 tent
18 (8) 20 x 20 tents
18 34 x 52
18 26 x 26
18 64 x 108
18 62 x 90
8 Meeting Room 24 x 36
RecreationEquipment
Residence HallComplex
8 Rest Area 4910 square feet
168
60 Laboratory 16 x 24
60 Medical Re- 12 x 14cords
60 Nurses Station 10 x 10
Complete testingfacilities.
Records storage.
Observation and waitingarea.
Work area anddispensary.
Examination and treat-ment area.
Dark room, X-ray room,viewing room.
Waiting area for 20.
Lounge for 16.
Office for chief medicalofficer.
46 1200 square feet 2 NOCs received: 1 privateoffice, 2 secretary/sup-port stations. 7 staff workstations, conferenceroom for 16.
46 1500 square feet 6 NOCs received: 2 privateoffices, 3 secretary/sup-port stations. 10 staffwork stations, confer-ence area for 20.
NOC Services
47
47 NOC Confer-ence Rooms
4747
47
(3) 13 x 16
(3) 16 x 32
(4) 14 x 20
48 x 64
34 x 46
10 x 16
10 x 24
32 x 36
Conference rooms wereavailable to all NOCs on asign up basis.
14 seats.
Main Street5 service window posi-tions, work stations for 4.
Existing classrooms; 22calling stations private.
Assorted products dis-played on 32 tables.
4 racks, 1 desk, receivingpoint only-cleaning doneoff-site.
19 Bank 24 x 30
(2) 16 x 30
(2) 25 x 30
15 x 16
20 Calling Center
21 ConvenienceStore
22 Dry Cleaning/Tailor Service
60 Pharmacy 12 x 24
60 Primary Care/ (2) 7 x 16Trauma
60 Radiological 16 x 42Services
60 Reception 17 x 20
60 Staff Lounge 14 x 20
60 Staff Office 12 x 14
60 Storage (3) 8 x 14
60 Triage 15 x 16
61 Physical 38 x 74Therapy
16 x 20
20 x 25
10 x 20 tent
16 x 20
23 Flower Shop
24 Hair Salon
25 InformationKiosk
26 Music ListeningRoom/Library
9 chairs and stylists
2 chairs per kiosk.
6 listening stations.Check-out for 1,000 pa-perbacks, 30 cassettedecks, 200 cassettes,120 magazines andnewspapers.
47
4747
47
48 CustomsBroker
49 EquipmentStorage
9 x 14
(246) 9 x 20
49
50 GeneralAssistance
15536 square feet
9 x 17
51 Lounge 26 x 36
MessengerService
52 NOC 10 x 10
20 seats.
16 seats.
NOC briefing room, 352seats.
NOC briefing room, 143seats.
10 seats.
24 seats.
100 seats.
148 theatre style.
200 theatre style.
50 theatre style.
Work area for 2.
Lockable storage bins, 1or more assigned to eachNOC depending on teamsize.
NOC storage in CenturyResidential Complex.
6 clerks, lost and foundarea, telex and telecopycenter.
Work table for 14. kitch-en, 3 desks.
7 messengers.
Office for 1 transportationmanager.
Services ordering and res-ervation counter for 8staff. Includes space for200 individual NOC mailboxes.
Office for 2.
Office for 1, adjacentwork area for secretary/support.
Work space with tableand chairs for 12 staff.
Emergency patient evalu-ation, 2 cubicles.6 hydrotherapy pools, 2massage tables, 12 treat-ment tables, 8 tapingtables. sauna.
27 National ParkDisplay
28 Post Office
29 RefreshmentTent
30 Sports Results
31 TechnologyTraining Area
32 Travel Shop
33 TV Lounge
8 x 16
14 x 32 trailer
24 x 40
10 x 20 tent
16 x 20
20 x 25
16 x 16
(2) 20 x 25
16x34
Sales and service pointfor U.S. Postal Service.
4 beverage dispensers.snacks.
Counter with 4 terminals,2 printers, tables, chairs.
8 training positions andequipment.
Press Operations
62 Press (4)10 x 10 tentsConferenceCenter“InternationalZone”
62 Press Interview 10 x 20 tentRoom
62 Rest Area 10 x 40 tent
Tables and shade struc-tures for 200.
Chairs for 12 at athleticstraining facility.
Lounge for 40, beverageservice.
Office for 3 at athleticstraining facility.
Seating for 15, elevatedplatform for 2.
Lounge chairs for 16,large screen television.
25 video games.62 Staff Offices 10 x 20 tent
63 TV Interview 20 x 20 tent“InternationalZone”
Security
64 Briefing Room 28 x 30
64 Conference 14 x 30Room
64 LAOOC Staff 9 x 12Offices
64 13 x 14
64 14 x 20
64 13 x 14
64 8 x 82
34 Video Arcade
35 Video Viewing 12 viewing machines,work area for 1 staff.
Materiel Supply36 Administration 18 x 41 Staff office for 12.
36 General 400 square feet In parking structure C.Supplies
36 Office Supply 8 x 20 Office for 2.
Table space and chairsfor 60.
Meeting room for 22.
Office for 2 supervisors
Office for 4 coordinators.
Office for 5.
Office for 3 managers.
10 work stations for sec-retary/support.
Radio base station.
Briefing room for approxi-mately 30; 3 staff offices.
Waiting area for 4, recep-tion desk for 1.
Lounge for 40, beverageservice.
Storage
Mayor’s Office
37 BureauManager
3738 Conference
Room
39 Envoys andAides
4 0 Envoy Manager
Hospitality
41 IOC Office
(2) 8 x 9
20 x 34
12 x 14
30 x 40
(2) 10 x 15
200 square feet
12 x 22
13 x 14
(2) 10 x 10
12 x 18
Office for 1 each
Lounge for 20.
Meeting room for 6
Chairs and table spacefor 42.
Office for each.
Refrigerator. tables,chairs.
Semi-private office for2 plus 5 guests.
Desk, chair, television,4 guest chairs.
Office for 1, each with2 guest chairs.
Lounge chairs and tablefor 10, 1 secretary/support.
Existing lounge, tablesand lounge chairs for 30.
Transportation
53 NOC Service 12 x 46Counter
54 NOC Services 8 x 8Coordinator
55 Office Manager 8 x 10
64 4 x 12
65 Los Angeles (4) 30 x 30Police Office
66 Reception 10x16Room
67 Rest Area 10 x 40 tent
Technology
56 24 x 26
57 Photocopying (2) 32 x 32 Separate air conditionedareas with 10 copiers,work area, paper storage.
Rooms for ordering andproviding translationservices.
42 Mayor
43 Protocol Officer 68 MessageCenter
600 square feet Radio base station, pag-ing base. 9 (6-foot) tables,9 chairs, file cabinet, 6-foot message board,pigeonhole set.
58 TranslationServices
(6) 10 x 10
59 Typing 2 2 x 4 4 Work processing center,printers, personal com-puters. 15 work stations,copy center, waiting areafor 6.
44 Reception Area
68 Paper andCopier Spares
68 Radio Repair,Spares,Storage
68 Radio Systems
(2) 10 x 45 trailers
12 x 18
45 VIP Hosting 32 x 47
NOC Offices
4 6
Test equipment, 4 (6-foot)tables.
13 repeater radios, 1 an-tenna mast, emergencyback-up battery, 2transmitters.
Table space for36 spon-sor/vendors.
Work space for 8.
Village switchboard facili-ty; work area for 14operators.
Audio distribution office;work area for 12.
4 terminals and printers,IBM personal computer.
All NOCs received an of-fice based upon teamsize. Each office was pro-vided 1 television, 1typewriter, 1 safe. EachNOC was also provided apager.
20 NOCs received: 1 sec-retarial/support workstation, 2 staff work sta-tions, conference roomfor 8.
13 NOCs received: 1 pri-vate office, 1 secretary/support work station, 2staff work stations, con-ference room for 4.
7 NOCs received: 1 privateoffice, 2 secretary/sup-port stations. 4 staff workstations, conferenceroom for 12.
Conference room for 26.
Existing examinationrooms with chairs, tablelight.
2 examination areas.
Toilets and handwashfacilities.
Examination area, hand-wash facilities.
Polyclinic & Medical Services
60 Conference 16x28Room
60 Consultation/ (7) 10 x 14Examination
18 x 36
68 Sponsors WorkArea
68 Staff Offices
68 Telecommuni-cations
38 x 42
20 x 12
20 x 22
60 Dental (2)12x14
60 Doping 14x16Conrol/GenderVerification
60 Eye Care 6 x 1 4
46 500 square feet
4 6 700 square feet
46 900 square feet
68 20 x 22
20 x 2068 TrainingEquipmentArea
169
Architecture and Construction
71 ColiseumShuttle
28 x 110 Shuttle for athletes to ath-letics and boxing site; 5bus loading/unloadingdocks.
28 x 48 Shuttle waiting area,shaded: tables and chairsfor 90. beverage service.Magnetometer at entry/exit to shuttle boarding.
72 Olympic Family (2) 30 x 30 tents Water cooler, television,Drivers Rest 250 chairs.Area
Transportation
69 Athlete Bus 52 x 200 Athlete system bus dis-System patch, 42 bus and 18 x
125 loading/unloadingbays; destinations in-clude: airport, venues,training sites.
70 Athlete Wait- (10)10 x 10 tents Waiting area for 60, rest-ing Area rooms, beverage service.
8 x 26 x 40 reader boardwith bus system sched-ules and route numbers.
73 Tower- 24 x 32Athlete System
74 Transportation 24 x 36Management
Vehicle Call-Up 10 x 10 tent
40-foot high platform forbus system dispatch andcontrol. Work area for 12.
Work area for 8,television.
1 table, 2 chairs.Desk
Village Administration75 Administration 12 x 16
76 22 x 28
77 14 x 20
Construction 400 square feet
300 square feet
78 Coordinators’ 26 x 30Office
79 Directors’ 28 x 64Office
8 0 Finance 28 x 31
81 Personnel 28 x 31
82 Public Relations 14 x 20
83 Staff Work 20 x 30Center
83 12 x 15
Uniform 26 x 38Distribution
Village Entry Points84 Athlete Bus 32 x 118
Entry
10 x 20 tent
10 x 20 tent
Private office for 1, 3guests.
Reception and waitingarea for 4, 2 secretary/support stations, 2 staffwork stations.
Conference room for 16.
Office, 3 desks, 3 chairs.
Conference area, 2 6-foottables, 6 chairs.
Office area for 11, eachwith desk and 2 chairs.
Office for 17. each withdesk and 2 chairs.
Office for 10.
5 staff, 10 chairs. Respon-sible for timekeeping,staff check-in.
Office for 2.
Chairs and table space for10.
Copy Center
8 (6-foot) storage lockers,tables.
East and west side busentry route to village pe-rimeter, exit on existingand newly fenced street.Holding area for 21 escortvehicles and escort vehi-cle turning circle.
Security gate house, atvillage fence perimeter.
East side bus entry/exit tovillage perimeter on exist-ing and newly fencedstreet. Holding area for 23escort vehicles and escortturning circle.
Security gate house, atvillage fence perimeter.
85 Deliveries
Internal Entry
86 Main Entry
86
86
86
86
86
86
86
86
87 Press Entry
(13) 12 x 20 spaces Food Service vehicle pick-up and delivery loadingzone.
20 x 38
12 x 12
12 x 12
(6) 10 x 10 tents
(6) 12 x 12 tents
12 x 12 tent
20 x 100
12 x 12
12 x 12
10 x10 tent
10 x 10 tent
18 x 48
12 x 32
10 x 20 tent
10 x 20 tent
10 x 16
88 Service Vehicle 60 x 280Entry-MC Clin-tock
10 x 20
88 Service Vehicle 60 x 280Entry-Hoover
89 Staff Entry 16 x 50
89 30 x 60 tent
89 20 x 20 tent
Receiving station.
Office for service entrymanager.
Office for service entrysecurity.
Check point at entry/exitto each athlete housingunit.
Guest reception area.Each tent with 2 tables, 2chairs, telephone. Adja-cent waiting area for 40.
Residents entry/exit.desk, chair,magnetometer.
Guest credentialing area;260 individual storageunits for guest identitycards. Counter, work areafor 14 staff.
Main entry security officefor 2.
Main entry coordinatorsoffice for 1.
Escort check-in area.
Cashier for purchasingmeal tickets.
Shaded waiting area for15 escorts.
Waiting area for 30guests.
Entry and press creden-tialing; work area for 3,magnetometer.
Exit and badge return.
Waiting area for 30.
Fenced area, sweep andinspection area for3 vehi-cles, 70-foot turningcircle.
Staff work area for 4.
Fenced area, sweep andinspection area for3 vehi-cles, 70-foot turning circle40-foot unloading area.
Staff queuing area.
6 desks for preliminaryidentification check, 6desks for credentialing,badge storage rack, hold-ing area for 8, time clockand time card rack.
Village entry/exit point, 2magnetometers, 2 staff,security.
170
7.03.21Village: UCLAThe athlete village at UCLA had adifferent ambience than the one at USC.The campus of the University ofSouthern California is compact andurban in character, whereas UCLA’s ismore park-like. Unlike the residentialfacilities used to house athletes at USC,the residential facilities in the UCLAVillage were segregated from the restof the campus. The UCLA Village designwas simplistic in that a single fencesystem enclosed the housing sectorand isolated it from the rest of thecampus. The athletic training facilitiesat Drake Stadium, on the intramuralfield and at Wooden Center were alsoenclosed in the 65-acre village. A totalof 4,400 athletes and officials werehoused at UCLA. The four dining hallfacilities had the combined capacity toserve 2,000 athletes simultaneously.There was a total of 33,000 linear feetof fencing surrounding the UCLAVillage.
The construction task at UCLA wasdifficult, however, since the LAOOCconstruction crews gained access tothe campus grounds only seven daysprior to the opening of the village.Construction crews worked under thesevere time constraint to complete allwork within seven days. Early accesswas granted for infrastructure worksuch as the installation of power,telephone and technology cables.
The village was extended to include theJames West Alumni Center whichcommanded a prominent position atthe end of Westwood Boulevard. TheWest Center was architecturally suitedand ideally located to serve as theentry to the village. Use of the WestCenter was not included in the originalagreement with UCLA, but was addedlater. The West Center was decoratedwith ceremonial arches and Look scaf-folding which were illuminated at night.
The UCLA campus was not as wellequipped to handle the human needs ofthe athletes as was USC. The LAOOCdeveloped an all-in-one solution bycreating the “Main Street” concept,which consisted of a disco, coffeeshop, barber shop, convenience store,video arcade, a park ranger station andtelephone center along the 40-foot-wide concourse at the top of DrakeStadium. The concourse was suitablefor pedestrians, with a concrete walland restrooms on one side and stadiumseats cascading down the other side.Scaffolding was extended over severalrows of seats, creating a platform forthe installation of tents. The necessaryutilities, water and power, wereavailable on the concourse anddistributed through electrical wiringand pipes under the scaffold platform.Main Street became one of the mostvisible locations in the UCLA village andserved as the focal point of socialactivities.
Additional entertainment facilitiesincluded a concert facility and fourmajor concerts were held at UCLA (andat USC) during the course of the Games.An existing outdoor amphitheater wasutilized for stage entertainment andalso as an outdoor movie viewing area.The Sunset Canyon Recreation Centerbecame a popular place for athletes tosun bathe.
64
A bus depot was located on theintramural field. The 25-stop depotwas constructed south of Circle DriveEast. Bus traffic was directed from a35-foot-high scaffold towerconstructed there. A decorativescaffold structure was erectedadjacent to the transportation tower,providing shade for athletes waiting forbuses. After the Games, the threelanes of asphalt that had been laid tocreate the bus loading area wereremoved and the area was re-sodded.
Athletic training facilities wereconstructed at UCLA. The LAOOCresurfaced the Drake Stadium trackwith Rekortan and temporary trainingfacilities, including a javelin throwrunway and discus ring, were placed onthe intramural field. The existingswimming pool and weight trainingroom were utilized. Four wrestlingplatforms were constructed on raisedscaffolding. Temporary group saunafacilities were also constructed.
Scaffolding was used to construct abridge between Wooden Center, thetraining and warm-up facilities used bygymnasts, and Pauley Pavilion, thevenue used for gymnasticscompetition. The bridge linkedWooden Center, located within thesecurity fencing of the village, andPauley Pavilion which was directlyadjacent to, but not part of, the athletesvillage. A bridge was constructed overthe 8-foot grade change that existedbetween the two buildings. Thescaffold bridge was covered withwhite sheer fabric to shield the athletesfrom view and was decorated with theOlympic rings and additional coloredfabrics. The bridge became aceremonial archway to pedestriansentering the UCLA Village. It led to theintramural field and the threeconcentric curve formation of the flagsof the nations.
A perimeter security fence was con-structed around the dormitories, isolat-ing the village from the rest of thecampus. As the village was totally con-tained within the confines of the univer-sity, the necessary permits andapprovals were easily obtained. Theathletic facilities at Drake Stadium, theintramural field and the new WoodenCenter were also enclosed withfencing.
Existing residence halls and foodfacilities were adequate to service theneeds of the village residents. Theresidential facilities were segregatedfrom the rest of the university in thenorthwest section of the UCLA campus.The university improved the existingwalkway by adding pavement andlandscaping which greatly increasedthe accessibility of the campus fromthe residence halls.
64 Visitors to the UCLA Village were greetedwith giant scaffold structures which servedas decorative entryways to the villageadministrative headquarters.
171
Architecture and Construction
65
65 The coffeehouse and discotheque at theUCLA Village is supported entirely by scaf-folding placed over the seating area of theuniversity’s Drake Track and Field Stadium.
Plan of typical athlete housingin a residential hall
Athletes were housed in four high risebuildings and two apartmentcomplexes. NOC office space waslocated in the residence halls and intemporary office trailers.Accommodations within the high risebuildings consisted of rooms housingtwo or three athletes with bathroomslocated on either end of each floor. Thelow rise apartments were designed tohold eight athletes each, with aseparate toilet facility and living roomfor each apartment. Air-conditioningwas not supplemented.
Take-down procedures after theGames were as critical as the pre-Games construction efforts. Construc-tion crews worked under a rigidschedule to disassemble the villageand repair the UCLA campus for thestart of university classes. Theintramural field and other athleticfacilities were made ready for the startof collegiate athlete training andpractice sessions within daysfollowing the close of the village on 15August.
172
Site plan of UCLA VillageSection through disco/coffeehouseat UCLA Village looking north
173
Plan of disco/coffeehouseat UCLA Village
174
Architecture and Construction
Plan and furniture arrangementsfor typical residence hall
Typical rooms Symbols
Single bed
Two bunked single beds
Chef de mission/singleAthlete/double Examination table
Table
File cabinet 2-drawer
Side chair
Athlete/triple Lounge chairChef de mission/double
Portable refrigerator
Examination light
Telephone
Team doctor/double
Plan for staff entry at UCLA
Site plan of athlete bus loadingterminal at UCLA Village
175
Architecture and Construction
Plan of Main Village entry/exit pointat the James West Center for theOlympic Village at UCLA
66
66 Competitors train on the Drake Stadiumtrack with the scaffold support structuresfor Main Street and the coffehouse/disco-theque in the background.
67
67 A giant transportation tower rises abovethe UCLA Village's bus depot in order todirect traffic.
176
UCLA Village
Introduction The UCLA Olympic Village was created on 60acres of the campus of the University ofCalifornia, Los Angeles. More than 3,600athletes and officials from 61 NOCs werehoused in permanent student residentialfacilities. Existing training and athletic facilities,administrative areas and others were adaptedand temporary facilities installed to createcomfortable living, recreation andadministration areas.
Department/ Space Use (in feetFunction unless noted) Notes
1
16 x 20
44 x 78
AccommodationsOlympic team accommo-dations at UCLA wereprovided in existing stu-dent housing structurescalled residence halls andresidential suites.
Assignment of rooms metthe requirements set byCalifornia State Law ofproviding a minimum of90 square feet per personand no more than 10 per-sons in a unit per 1shower and 1 toiletfacility.
There were four high riseresidential halls. The typi-cal Residence Hall had:
Bedroom with 1 , 2 or 3beds, (if 2 beds, bunkstyle), B-foot table, 2chairs, lamp, fan, dresser.Communal shower andtoilet facilities shared withall units on the floor level.
2
20 x 20
All residential halls had amain lobby recreation orlounge room with 80chairs. television, pool ta-ble, table tennis and videogames. An additionallounge approximately20 x 28 was on each hous-ing floor. Televisions in alllounges.
Also in the lobby areawere library/music listen-ing room for 12; protocolstaff office for 3; buildingmanagement offices; keyrack and reception desk.
Athletes typically werehoused 2 to a bedroom;NOC chefs de mission andteam doctors receivedtheir own room or sharedwith each other.
There were two residen-tial suite complexes. Thetypical residential suitehad:
12 x 16
11 x 24
6 x 24
Residence HallComplex
ResidenceSuite
2 bedroom units with 2 or3 beds per room, desk,chair, dresser.
Living room/dining roomwith couch, chairs, diningtable with 2 chairs.
Bathroom with2 sinks,toilet, bathtub/shower.
At UCLA there were thefollowing rooms: 30 sin-gle rooms for NOC chefs;20 double rooms for NOCchef and team doctor;1,126 double rooms for 2athletes and 20 triplerooms for3 athletes. A to-tal of 2,362 beds wereavailable in the residencehalls.
The residential suites pro-vided the following: (162)2-bedroom suites for 8athletes and (11) 2-bed-room suites for teamdoctors and NOC chefs. Atotal of 1,318 beds wereprovided in the suites.
A total of 3,690 beds ex-isted in the UCLA Village.
Athlete Services
3 Armory 16 x 31 6-foot work bench, 3vices. 3 work lights. 2grinders. B-foot storagecabinet.
4 AthleticsTraining Site
Existing 400 m track withall infield facilities andequipment. Separatethrowing practice area.
5 Bicycle Repair 20 x 60
5 Bicycle Storage (5) 12 x 26
5
56 Gymnastics
Training
6 20 x 35
6
6 14 x 24
7 Massage/Sauna
30 x 60 tent
7
(14)12 x 12
(10) 8 x 12
(5) 400 square feet
92 x 117100 x 19864 x 114
(3) 11 x 12
8 Music Listening (4) 20 x 20Room/Library
9 Religious 44 x 50ServicesCenter
9 12 x 16
9 (2) 8 x 12
10 Sports (8)12 x 16Information
11 SwimmingTraining
12 Tennis Office 10 x 10 tent
12 Tennis Training
13 Training Site 12 x 16 andScheduling 2 0 x 3 0Office
14 Video Tape (12) 10 x 16Viewing
15 Weight Room 80 x 80
16 WrestlingTraining
(6) 40 x 40 tents
16 10 x 10 tent
16 16 x 40
Entertainment
17 Cinema Outdoor facility with 40-foot screen; amphitheaterseating for 1,200.
32 x 80 Indoor cinema with seat-ing for 240.
18 Coffee House 30 x 45 tent Fruit and juice beveragebar; tables and chairs for60, on Main Street.
18 Disco 42 x 64 Hardwood dance floor,Main Street.
18 28 x 48 Snack bar, beverages,table and chairs for 120,Main Street.
18 14 x 20 Stage in disco, MainStreet.
19 Main Stage 48 x 132
19 12 x 12
Outdoor concert stage.
Sound mixing tower 10feet high.
Food Service20 Athlete Food
Service
2 0
132 x 136
110 x 200
Sproul Residence Hall din-ing room with 386 seats,kitchen facility and serv-ing stations.
Rieber Residence Hall din-ing room for 506, kitchenfacility and servingstations.
8 (6-foot) work benchesand light, 12 lockable toolstorage cabinets, Bchairs, 4 vices, air com-pressor, 4 bike stands,cleaning tank andsolution.
Individual NOC storage ar-eas for 294 bicycles.
10 individual rooms as-signed by team forchanging and meeting; 5men’s, 5 women’s withbench seating for 6 andfull length mirrors. Adja-cent toilet and showerarea.
Rest area for 100, televi-sion, beverage service.Staging area prior to callto begin competition.Wired to public an-nouncement system inPauley Pavilion.
3 gymnasiums subdividedto establish 8 separatetraining areas with a totalof 4 complete sets of ap-paratus for men and 4 forwomen; including 1 areafor men and 1 area forwomen for pre-competi-tion warm up. All areasconverted for rhythmicgymnastics at the conclu-sion of the artisticcompetition. Desk fortraining coordinator locat-ed at entry to WoodenCenter.
Gymnastics sports medi-cine station.
Temporary structure with10 x 30 dressing areas formen and for women; 5 pri-vate 10 x 10 massagerooms, work table; officefor 1 coordinator.
Saunas for 8-10 each.
6 listening stations.Check-out for 1,000 pa-perbacks, 30 cassettedesks. 200 cassettes,magazines, newspapers.Tables and chairs for 12.
Meeting area for 100.
Office for director.
Counseling offices for 3each.
Offices for 6 each.
Existing 50 m pool with 8lanes.
Tennis training sign up.
9 ITF regulation courts.
Office for 4 and 4 comput-er terminals.
Room with 4 VCRs and 8chairs.
Complete Nautilus equip-ment sets.
6 training mats each10 m x 10m with curtainaround each for privacy.
Storage area.
2 massage tables, 6 bodyweighing scales.
20
20
21 Staff FoodService
2121
100 x 166
66 x 110 and74 x 160
(3) 30 x 50 tents
30 x 30 tent
24 x 28 tent
Hedrick Residence Halldining room with 504seats, kitchen facility andserving station.
Dykstra Residence Halldining room for 480,kitchen facility and serv-ing stations.
Tables and chairs for480total.
Dispensing area.
8 temporary toiletfacilities.
21 (2) 10 x 44 trailers Refrigerated foodstorage.
Main Street
23 Bank 16 x 78 5 serving windows.
24 Calling Center 16x90 Office area for 2; waitingarea for 10; 30 callingstations.
25 Convenience 20 x 60 tent Assorted products dis-Store played on 20 shelves.
26 Dry Cleaning/ 20 x 20 tent Receiving point only.Laundry
27 Flower Shop 20 x 20 tent
28 Hair Salon 20 x 40 tent
29 Information 20 x 20 tentKiosk
30 National Park 20 x 20 tentDisplay
31 Refreshment 15 x 25Tent
32 Travel Agency 20 x 20 tent
33 Video Arcade 16 x 36
Materiel Supply
34 Storage 60 x 70
9 operators and stylists.
General informationbooth.
4 beverage dispensers,snacks.
Travel services booth.
28 video game tables.
Lot 11. Trailer compoundfor food service, materielsupply and dry goodsstorage. 22 trailers. 1 ad-ministration trailer.
Mayor’s Office
35 Envoys 18 x 32 Office for 5.
36 Mayor 10 x 16 Office for 1, 5 guests. Ad-jacent waiting area for 6.
36 8 x 12 Secretary/support.
37 18 x 30 Outdoor shaded hostingarea for mayor with porta-ble bar, snack service.
38 36 x 40 Meeting room and loungefor 50 for mayor and staff.
39 Protocol 10 x 12 Office for 1.Manager
40 Welcoming 15 x 36 Stage for welcoming cer-Ceremony emony. Platform for
athletes, sound equip-ment, flag poles, lighting.Adjacent 10 x 10 tents forbeverages, generalinformation.
NOC Offices
41
41
All NOCs received an of-fice or trailer based uponteam size. Each office wasprovided with 1 televi-sion, 1 typewriter, 1 safe.Each NOC was also pro-vided a pager.
(16) 12 x 28 trailers 16 NOCs received: 1 sec-retarial/support workstation, 2 staff work sta-tions, 1 private office,waiting area for 7.
(8) 10 x 44 trailers 8 NOCs received: 1 privateoffice, 2 secretary/sup-port work stations,4 staffwork stations, waitingarea for 10.
41 (4) 10 x 44 trailers 4 NOCs received: 1 privateoffice, 2 secretarial/sup-port work stations,waiting area for 13, 6 staffwork stations.
41
41
(2) 12 x 56 trailer 2 NOCs received: 2 privateoffices,3 secretary/sup-port work stations, 10staff workstations, wait-ing area for 15.
(2) 56 x 112 2 NOCs received: 21 pri-vate offices, 2 secretarytrailers support work sta-tions, 13 staff workstations, working area for32.
177
Architecture and Construction
Village AdministrationPolyclinic and Medical ServicesNOC Services
42 ConferenceRooms/Dykstra Hall
42
42
4 2
42 ConferenceRooms/Hedrick Hall
4 2
4 2
4 242 Conference
Rooms/Rieber Hall
4 24 2
4 242 Conference
Rooms/Sproul Hall
4 2
43 Copy Center
20 x 26 Meeting room for 30.
12 x 14 Meeting room for 12.
8 x 18 Meeting room for 10.
20 x 22 Meeting room for 26.
16 x 26 Meeting room for 30.
(2)16 x 16 Meeting room for 14.
32 x 38 Meeting room for 60.
16 x 28 Meeting room for 32.
20 x 20 Meeting room for 12.
34x36 Meeting room for 50.
(2) 22 x 22 Meeting room for 42.
(3) 10 x 10 Meeting room for 5.
40 x 52 Meeting room for 60.
20 x 40
18 x 32
43 CustomsBroker
43 Envoys/Aides
43 LanguageServices
43 Messenger
43 NOCAccountant
43 NOC BureauManager
43 NOC ServicesCoordinator
43 NOCTransportationManager
43 Office Manager
43 Reception
14 x 14
Meeting room for 100.
Copying services, 6 copymachines.
Office for 2.
(3) 10 x 14
16 x 8
(2) 8 x 10
8 x 8
Office for3 each.
Tables and chairs for 10.lounge area for 5.
Waiting area for 2.
Office for 1.
10 x 14 Office for 3.
8 x 8 Office for 1.
10 x 14 Office for 2.
8 x 8
12 x 30
Office for 1.
Waiting area for 5, workspace for 6.
Office for 6.
Lockable storage bins.one or more assigned toeach NOC depending onteam size.
Office with 2 telex ma-chines and operators, lostand found, message dis-patch, mail boxes.
14 decks with 3 chairs forsign up of training sites.Office for 4.
Office for 3 typists.
Meeting rooms for 12each.
Desk, 3 chairs.
2 examination/treatmentchairs and facilities.
Examination rooms withtable, chairs, light, hand-wash facilities.
Examination area, hand-wash facilities.
Eye-care, consultationoffice.
57 Administration 16 x 20 Private office for villageadministrator, television,conference area for 6.
57 Operations (4) 10 x 14Office
57 Conference 20 x 20
57 Construction (2) 10 x 45 trailerStaff
57 Directors’ (4) 6 x 14Office
57
57
57 Staff WorkCenter
57 support
18 x 20
12 x 16
36 x 66
36 x 54
Offices for: director of op-erations, assistantdirector, food service co-ordinator, housingcoordinator.
Work area for 4 secre-
Meeting room for 12.
tary/support.
Office for protocol staff ineach residential suite.
Staff offices for each.
Desk and chairs for 13;conference area for 12.
Open space for3 secre-tary/support, reception
Office for 1, 2 guests.
area. Desks for coordina-tors of sports servicesand entertainment.
44 Conference
44 Consultation
44 Dental
44 Examination
(2) 22 x 32
(3) 11 x 12
14 x 20
(6)8x12
Storage room
44 Eye Care 8 x 16
12 x 14
16 x 37
18 x 28
26 x 36
44 Laboratory
44 MedicalRecords
44 Nurses Station Observation area for 2,waiting area for 24.
4 hydrotherapy pools, 6whirlpools, sauna.
8 massage tables, 6 tap-ing tables.
Treatment room with 2beds, emergencyequipment.
Dark room, X-ray room,viewing room.
Reception desk, waitingarea for 10.
44 PhysicalTherapy
20 x 20
40 x 60
14 x 2044 Primary Care/Trauma
57 (2) 8 x 16
Village Entry Points44 RadiologyServices
44 Reception
18 x 22
(2) 10 x 2040 x 96
15 x 15 tent
24 x 32 tent
1200 square feet
20 x 20 tent
36 x 42
Bus entry route on exist-ing fenced street.
Security check point.Holding area for escortvehicles at village fenceperimeter.
Entry point for athletes,press and guests. 3 ta-bles, 6 chairs, 2telephones for staff.
Adjacent unaccreditedguests waiting area for40.
Main entry, security checkpoint, withmagnetometer.
Guest and press creden-tialing area; individualstorage units for guestidentity cards. Counter,work area for 12. Deskand office area for entrycoordinator, press andguest entry supervisor.
Accredited guest waitingarea for 150.
Guest parcel storage andretrieval.
Press escort waiting areafor 24.
Guest and press exit andbadge return. Counter,work area for 12.
Bus loading and unloadingzone.
58 Athlete BusEntry
44 Staff Lounge
44 Staff Office
44 Triage
26 x 32
(3) 10 x 14
10 x 24
Press Operations
Lounge for 30.
Office for 1 each.
Emergency patient evalu-ation area. 2 cubicles.
Staff queuing area.
Waiting area for 10.
4 desks for 8 staff for pre-liminary identificationcheck: badge storagerack; secondary area with8 desks and 16 staff foractual credentialing andbadge exchange.
Village entry/exit point, 2magnetometers, 4 staff,security.
Office trailer for staff,waiting area for 6. Meet-ing room for 10.
59 Main Entry
60
61
62
45 Press Interview (4) 20 x 20 4 interview areas with ta-ble and chairs for 6 each.
45 30 x 40 Outdoor lounge area withtables and chairs for 28.
46 Staff Office 10 x 10 Office area for 2.
Security47 Briefing Room 50 x 60 Table space and chairs for
100.
47 ConferenceRoom
47 Radio andTelephone
47 Staff
4 7
16 x 30
14 x 44
16 x 44
(3)14 x 18
Meeting room for 24
3 dispatch desks withradio and telephone.
Desk and chair for 8 typ-ists, reception area for 8.
Semi-private offices for:security supervisor, LosAngeles Police Depart-ment coordinator, UCLAPolice Departmentcoordinator.
Technology48 Message
Center20 x 40 Paging base, work area
for 11, pigeon hole set,message board.
48 Sponsor Work 20 x 40 Table space and chairs forA r e a 16.
43 Staff Offices 11 x 18
43 Storage (125) 40 x 60
63 42 x 46
64 18 x 22
65 20 x 20 tent
66 30 x 42
67 Staff Entry
68 12 x 58
69 14 x 24
70 44 x 60
17 x 2243 Telex/Telecopier
43 Training SitesScheduling
43 Typing
30 x 44
12 x 14
48 Sponsor 10 x 44 trailerTraining Area
48 Staff Offices/ 20 x 40Training Area
Training area for 8 with 8electronic messagingterminals.
Work space for 2 staff;radio recharging and in-ventory, technologyequipment training areawith 4 terminals andprinters. 71 30 x 30 tent
72 10 x 44
Other73 Morgan Center
Transportation4 9 Athlete Bus 260 x 300
System50 200 x 20051 20 x 40 tent
52 (2) 20 x 20 tents
53 80 x 500
Sweeping area for 41buses.
Staging area for 22 buses.
Rest area for 40 drivers instaging lot.
Security observation postin staging area.
Bus loading and dispatcharea; 25 bus loading/un-loading bays;destinations include ven-ues and training sites.
Athlete system terminalwaiting area, toilets, 12-foot message and routeinformation boards, re-freshments, languageservice.
40-foot high platform forbus system dispatch andcontrol. Work area for 12.
Office area for8 located inathlete bus terminal.
Office for 4.
Venue and competitionadministration facility forgymnastics.
Gymnastics competitionvenue.
74 Pauley Pavilion
75 Spaulding Field
76 Tennis Stadium
Recreation facility for Vil-lage residents.
Competition venue fortennis.
54 70 x 80
55 Tower Athlete 24 x 32System
55 TransportationManagement
56 20 x 20
178
68
7.03.22Village: UC Santa BarbaraThe 20-acre Olympic village at theUniversity of California, Santa Barbara(UCSB) was used to house more thanBOO rowing and canoeing/kayakingathletes, coaches and others whocompeted and assisted in thecompetitions held thirty miles away atLake Casitas. Although the village wasfrequently referred to as satellitehousing, UCSB was a complete villagein terms of services provided.
By contract, the LAOOC did not haveexclusive access until 9 July 1984, butearly access was negotiated soconstruction could begin during thespring. On 20 March 1984, installationof fences and trailers and the repavingof parking lot 2 north began. Fullconstruction began on 11 June, at thebeginning of summer break. Internalfences and an eight-foot high doublechain link fence from eight-feet to 20-feet apart, was installed around thevillage.
Acceptance of construction plansrequired approvals from the variousuniversity entities: fire marshals,environmental health and safety,facilities management and the campuspolice department. The agreementbetween UCSB and LAOOC obligatedthe LAOOC to obtain universityapproval on all constructiondocuments. In turn, it was theuniversity’s responsibility to obtain allother approvals it deemed necessary.
The village had three main entrances:the bus entry, the pedestrian entry andthe staff and service entry. There wasalso a controlled gate located at thesouth end of Lagoon Road forUniversity employees who requiredaccess to the marine biologylaboratory. They were shuttled throughthe village to the laboratory via LagoonRoad in a bus provided by the LAOOC.
A security tent was located at the busentry gate to limit access to athletebuses only. Lot 12 was used for busstaging, transportation operations andparking for guests and the OlympicFamily. The pedestrian gate served theathletes, their guests and press whentraveling by foot. A tent structureseparated the guests and pressentrance from the athlete entrance.The third main gate, the staff andservice entry, was located in thesouthwest corner of the village inparking lot 5. In addition, the lot wasused to store trash containers, andhoused staff dining areas andrestrooms.
A typical athlete room was 12-feet by14-feet and contained two single beds,two dressers or desks, two
68 Decorative elements at the UCSB Village in-clude art work appropriate for competitorscompeting on the water at Lake Casitas.
bookshelves, two chairs, two closetsand two mirrors.
Residence halls also contained “triple”rooms used for team meetings and alounge for recreation and videotapeviewing. In all residence halls, existingfurniture was utilized with theexception of a few extra long bedsprovided by the LAOOC. Santa RosaHall had eight single rooms, 200 doublerooms and two triple rooms. Anacapaand Santa Cruz Halls had 12 singlerooms and 204 double rooms each.
University House was used by theLAOOC for an administrative office andVIP hosting. Centennial House wasused as an ecumenical center.
In addition to the permanent struc-tures, tents were used for the mainentry, staff entry, main street, cinema,disco/coffeehouse, sauna/massage/weightroom, staff dining, pressinterview, NOC service center,technology equipment, technologyoffices and supplemental space for thepolyclinic functions. Trailers were usedfor NOC offices, the NOC service center,technology offices and equipmentstorage, press sub-center and tosupplement the University Houseoffices.
179
Architecture and Construction
Main Street was comprised of eightlarge tents, 29 smaller tents and threetrailers set on top of parking lot 2south. Hundreds of reflector lightswere removed from the street to levelthe surface, and portions of the streetwere covered with Astroturf. MainStreet included a beverage kiosk,results and information kiosk, nationalparks display, video arcade, drycleaners, flower shop, conveniencestore, newspaper office, Main Streetstaff offices and a 250-seat cinema, allhoused in tents. First Interstate Bankprovided its own trailer. The U.S.Postal Service also provided its ownpost office trailer and the LAOOCsupplied a trailer for GeneralTelephone’s calling assistance center.Additional recreational facilities-basketball and volleyball courts-werelocated adjacent to Main Street. Thecourts were refurbished by the LAOOC.A disco and coffeehouse tent locatedon the southeastern corner of parkinglot 6 offered music and dancing.
The polyclinic inside the villageprovided physical therapy and otherhealth care. These facilities were set upin the tent-covered patio of Santa CruzHall. The five physical therapy tanksrequired a temporary connection to anexisting soil line for drainage.Temporary toilets were also added. Allother medical services were availablein existing facilities located in theuniversity’s student health centeroutside village boundaries.Modifications required at the studenthealth center included a new partitionwall and chain link fence; supplementalmedical equipment was provided andinstalled (except for a film illuminatorand X-ray machine) by LAOOC supplierAMI. Three saunas, six massage tables,two showers and a small weightroomwere installed south of Santa Cruz Hail.
The NOC service center was set up in acombination of tents and one trailer.Photocopying and telex services wereplaced in the air-conditioned trailer. Allother services, such as the typing pool,language, transportation schedule,communications, billing clerks, NOCaides, sports and general information,training site coordinators and storagewere located under a large tentstructure.
NOC offices were set up in four trailers.One was utilized as general workspace, one was divided into twomeeting spaces and two were dividedand used for individual offices. Thegroup of trailers was secured by asingle eight-foot chain link fence.Power was provided in the followingmanner:
o Main Street, the NOC service centerand NOC offices were served from atemporary transformer placed ontop of an existing vault, located atthe west end of the basketballcourts. A distribution box, locatedadjacent to the post office trailer wasconnected to the transformer.
o Olympic Avenue, the ceremoniesarea, and the main entry were servedfrom a temporary transformer. Adistribution box was located at theeast end of the basketball courts.
o The staff entry and technologytrailers were powered by theelectrical equipment room in thewest wing of the De La Guerra DiningCommons.
o The administration trailers next tothe University House, the securitytrailer and the staff dining area wereserved from a temporarytransformer and distribution box inthe northwest corner of lot 5.
o Polyclinic, weightroom, massageroom and temporary sauna facilities,adjacent to Santa Cruz Hall, wereserved from an existing transformerlocated in the electrical equipmentroom of Santa Cruz Hall.
Athletes and team officials beganarriving 14 July 1984. Villageoccupancy was at its peak on 5 Augustwhen the rowing competition ended.On 6 August, the two residence hallswhich housed rowing athletes, SantaRosa and Anacapa, were returned toUCSB control and rowers were requiredto leave the village.
69
69 Competitors and officials at UCSB can relaxin shaded areas like this coffeehouse dur-ing leisure time.
180
Site plan of the Olympic Villageat UCSB
181
Architecture and Construction
UCSB Village
Introduction The UCSB Olympic Village was created on 20acres of the campus of the University ofCalifornia, Santa Barbara. The village wasdeveloped primarily for athletes competing inrowing and canoeing and offered a shortercommuting time to the competition venue thanthe USC or UCLA villages. More than 850athletes and officials were housed at UCSB inthree residential halls. Food was prepared andserved in one facility. Complete recreationalfacilities for athletes and administrative areasfor staff and team officials were available. Atthe conclusion of their respective competitions,rowers and canoeists were able to return toeither the USC or UCLA village to join their NOCs.
Department/ Space use (in feetFunction unless noted)
Accommodations
70
1
12 x 15
36 x 52
70
70 Both human services offices and objectsd’art are part of the facilities installed by theL AOOC at the UCSB Village.
Athlete Services
2 Massage 20 x 30 tent
Music 15x16Listening/Library
Recreation
3 ReligiousServicesCenter
2 6 x 2 6
Notes
Olympic team accommo-dations were provided inexisting student housingstructures called resi-dence halls.
Assignment of rooms metthe requirements set byCalifornia state law pro-viding a minimum of 90square feet per personand no more than 10 per-sons in a unit with 1shower and 1 toiletfacility.
There were three resi-dence halls. The typicalhall had:
Bedroom with 2 beds. 2desks, 2 chairs, lamp,dresser. Communalshower and toilet facilitieswere shared with otherunits.
All halls had a main lobbyrecreation or lounge roomwith20 chairs, television,pool table, table tennisand video games. An ad-ditional loungeapproximately 20 x 22was on each housingfloor; televisions were inall lounges.
Athletes typically werehoused two to a bed-room; NDC team leadersand team doctors re-ceived their own room orshared with each other.
There were 100 singlerooms for team leaders orteam doctors with 375rooms for 2 athletes each.The total number of bedsused at the UCSB Villagewas 856.
6 massage tables, adja-cent changing rooms formen and women.
Lounge for 5 stocked withperiodicals andnewspapers.
Available for check-out:basketballs, volleyballs,soccer balls, tennis equip-ment, croquet sets, boardgames, jump ropes. Re-creation facilities includedvolleyball, basketball andtennis courts; billiard andtable tennis tables andgame areas for football(soccer) and lawn games.
Services area for 20. Sep-arate meditation area for5.
4 Sauna/Weight 43 x 74 23 x 32 weight room withRoom Universal weight ma-
chines and free weights.Towel issue and changerooms. 3 sauna rooms,each 8 x 10 and 6 privatemassage rooms.
Entertainment
Amphitheater Existing outdoor theatrewith 25 x 40 stage, seat-ing for 900.
5 10 x 45 trailer Rest and changing areafor performers.
5 Coffee House/ 60 x 60 tent Temporary structure forDisco use as coffeehouse and
disco; 300 square footdance floor, 200 chairs,20-foot platform for per-formers; stand up coffeebar for 12, food prepara-tion and display area.coffee maker; portabletoilets and handwashfacilities.
Food Service
6 Athlete Food De La Guerra CommonsService dining and food prepara-
tion area. Seating for 382in main dining hall; seatingfor 108 in annex and for100 outdoors. 24-hourfood service facility.
6 (4) 8 x 40 trailers 2 dry goods storage trail-ers, 1 refrigerated, 1frozen storage.
7 Staff FoodServices
30 x 50 tent Staff lounge and adjacenteating area for 200.
8 Cinema
8 ConvenienceStore
8 InformationKiosk
8 National ParkDisplay
8 Post Office
8 RefreshmentTent
8 SportsInformation
10 x 10 tent
20 x 20 tent
8 Staff Office 10 x 20 tent
8 Travel Agency 10 x 10
8 Video Arcade 20 x 20
Main Street
8 Bank
8 Calling Center
10 x 40 trailer
12 x 60 trailer
40 x 60
20 x 20 tent
10 x 10 tent
250 square feet
14 x 32
7 serving windows.
Office area for 2; 14 inter-national and nationalcalling stations; waitingarea for 8.
240 seats. projectionroom.
Cash register, merchan-dise display area, clothingracks.
General information forathletes.
Sales and service pointfor the U.S. PostalService.
Sponsor product dispens-ing area.
Sports and competitionresults center. Trainingsite information.
Work area for 3 mainstreet staff.
Office area for 30.
15 video game tables.
Materiel SupplyAdministration Office for 1 (see Village
Administration).
9 Storage (12) 8 x 40 trailers
Mayor’s Office10 Hosting 40 X 44 Hosting area for 50.
10 Mayor 16 x 18 Office for 1.
10 Protocol 10 x 10 Office for 1.Manager
NOC Offices
11 ConferenceRooms
12 x 60 trailer 2 separate meeting roomswith tables and chairs for26 each.
11 Private Offices (2) 12 x 60 trailers Provided for 8 private of-fices. Each office had atelevision, chair and 2 sidechairs for use by largerNOCs.
11 Work Stations 12 x 60 trailer 8 tables, 6 typing tables,26 chairs for use by small-er NOCs.
182
NOC Services12 Conference (3) 10 x 27 Meeting rooms for 24, on
Room a reservation basis.
13 Copy Center 12 x 60 trailer 5 copiers, work area for10.
14 NOC ServiceCenter
60 x 70 tent Facility provided servicesto each NOC and included:information desk, 2 NOCbilling desks, languageservices, transportationdesk, conference roomscheduling desk, office forNOC aides, office for coor-dinator, lounge for 10, 4typists, mail and commu-nication desk. In all, awork area for 50.
Polyclinic and Medical Services15 Casting/
ExaminationRoom
15 Clinic Room
15 Chief MedicalOfficer
15 ConferenceRoom/Staff Lounge
15 Dental Room
15 ExaminationRooms
15 Linen Storage& GeneralStorage Rooms
15 MedicalRecords
15 Nurses’ Station
15 Nurses’ WorkRoom
15 ObservationRoom
15 Optometry
15 Pharmacy
15 Physical/Therapy
15 Registration/Waiting Area
15 SecretarialStation
15 Trauma Room
15 Triage Room
10 x 14
10 x 10 Examination table.
8 x 10 Office for 1.
12 x 24 Lounge or meeting areafor 20.
10 x 10
(2) 6 x 7
(2) 10 x 10
8 x 10
8 x 14
9 x 10
8 x 8
8 x 13
10 x 14
44 x 104
24 x 28
8 x 8
10 x 22
11 x 14
Examination table, hand-washing facilities.
Dental chair, handwashfacilities.
2 examination tables,handwash facilities.
Existing.
6 file cabinets andstorage.
2 chairs, existing sink andcounters.
Examination table
Examination room.
Storage cabinet.
Registration and waitingarea for 8. Equipment forcoldpack ice, freezer, dia-thermy units. Dry therapyarea, 8 massage/tapingtables. 2 private offices.Wet physical therapy areawith6 whirlpools, hottubs. Changing rooms formen and women.
Registration counter wait-ing area for 20.
Examination table, chair,handwash facilities,oxygen.
Press Operations16 Press Interview 20 x 20 tent
16 Staff Office 12 x 60 trailer
Chairs for 40
Staff offices, work areafor press, 30 chairs,tables, television, telex,telephones, 2 telecopiers.
Security
17 Command Post 12 x 60 trailer 2 private offices, meetingroom for 40, television,radio base station.
Technology18 Staff Offices
18 TelephoneSwitchboard
12 x 60 trailer
8 x 40 trailer
Private office for 1. Radioissue, recharging andstorage room. Staff workarea for 5, and sponsorvendor work area for 10.
Transportation
19 Athlete Bus 270 x 480System
19 Athlete 8 x 45 trailerDispatchSystem
2 0 20 x 40 tent
20 8 x 100
20 10 x 30 tent
20 10 x 20 tent
21 Dispatch- 8 x 45 trailerFleet System
Parking 100 spaces
40 spaces
Village Administration22 Administration 12 x 60 trailer
2 2 8 x 45 trailer
23 12 x 60 trailer
2 4 22 x 26
2 4 14 x 18
Village Entry Points
Sweeping area for 8 bus-es. Holding area for43buses. Bus entry/exit. 2bus maintenance trailersand repair bays.
Athlete system dispatchoffice.
Rest area for 150 drivers.
4 athlete bus loading/un-loading bays,Destinations includedrowing/canoeing venue,other villages. Also theceremonial welcomingarea.
Athlete loading zone, dis-patch tent.
Athlete waiting area.
Office area for 10.
For visiting Olympic Fam-ily members.
For Olympic Family resi-dents of village.
Private office for directorof administration; tablespace and work area for10 finance staff, 4 person-nel staff, 2 materiel supplystaff.
Private office for pro-grams director, venuecommunications andmessage center.
Office for constructionand graphics staff of 4, of-fice for transportationmanager. Work area forpublic affairs and 4 otherstaff.
Work area for director ofoperations, village admin-istrator and assistant,housing manager.
Private office for LAOOCvice-president/NorthernRegion (UCSB Village andall venues north of LosAngeles).
25 Athlete BusEntry
26 Main Entry
Service Entry
27 Staff Entry 40 x 40 tent
27 10 x 10 tent
27 12 x 60 trailer
40 x 160
(2)10 x 10 tents
40 x 60 tent
10 x 20 tent
20x120
Bus entry to village.
Security check point.
Guest and press registra-tion area; individualstorage units for guestidentity cards. Counterwork area for 12. Officefor security and entry co-ordinators. 14 x 20waiting area for 14escorts.
Security check point.
Service vehicle entrypoint and securitysweeping.
Check-in desk for 4, officefor entry manager. 6check-in stations, 4check-out stations.
Security check point.
Accreditation staff officefor 12.
71 Scaffold gateways decorate points withinthe UCSB Village.
71
183
Architecture and Construction
72
72 The LAOOC flag flies high above the Bilt-more Hotel, site of the 88th Session of theInternational Olympic Committee.
7.03.23Biltmore HotelThe Biltmore Hotel in downtown LosAngeles was selected as the officialheadquarters hotel of the IOC. Ninehundred rooms were reserved for aperiod of 17 days for members of theOlympic Family and their guests.
Few construction modifications weremade at the Biltmore. Move-in and set-up were accomplished in a one-weekperiod and all functions wereoperational on 14 July. Major areaswere as follows:
o In-processing and hospitalityservices were housed in the GaleriaRoom. These services consisted ofLAOOC finance and accommodationfunctions, accreditation, transpor-tation, travel, meal tickets, hostessrequest desk and the distribution ofOlympic Family tickets. Temporaryworking areas were constructed foreach of these departments andincluded desks and chairs, and, insome cases, screens which were setup to separate functional areas.Ropes and stanchions were set up tofacilitate movement through theaccreditation area.
o The LAOOC Protocol Office waslocated in the Olympic Room andalso housed the Olympic FamilyServices and Government RelationsDepartment, As in the Galeria Room,temporary working areas wereconstructed for each of these areas.
o The IOC Secretariat was housed inthe Music Room. This consisted ofwork areas for approximately 25administrative staff. Temporarywork areas were set up for theadministrative staff and areas werescreened off to form a storage spaceand a private office.
o Office areas for technology andmaterial logistics were housed in theRegency Room. Additionally, aresults center operated at thislocation.
o Exhibit space was allocated in theRegency Room for the SeoulOlympic Organizing Committee andfor bid cities for the 1992 OlympicGames and Olympic Winter Games.
o Olympic Solidarity headquarters waslocated on the Conference Level(mezzanine). This was a lounge areafor members only. In this same areawas an office for the IOC sportsdirector and the sports secretariat.Offices for the IOC director ofprotocol and head of the IOC presscommission were also installed.Other space was occupied by FirstInterstate Bank and two hospitalityareas maintained by bid cities for the1992 Games.
o Also on the mezzanine level was asecurity command center withrepresentatives from the LAOOC, theLAPD and the Biltmore Hotel.
o Volunteer services occupied a largeroom on the lower level of the hotel.This contained a lounge area withlarge screen television, comfortableseating and refreshment area forvolunteer staff waiting assignment.
To convert these rooms into functionaloffice working areas, it was necessaryto install additional lighting. Provisionsalso had to be made in each of theabove rooms for the installation ofphotocopying and word processingmachines, Electronic MessagingSystem terminals and telephonesystems.
Three meeting rooms were set up asfollows:
o The Session Hall was housed in theCrystal Ballroom. Interpretationbooths were installed on balconiesoverlooking the room. Installation ofLook items and equipment was donein one and one-half days.
o The IOC Executive Board had spacein the Colonnade Room. Alterationswere made to accommodateexpanded Board meetings with othergroups.
o The IOC Medical Commission waslocated on the third floor. A largeone-bedroom suite and threeadjacent rooms were utilized for allmedical operations. Olympic HealthServices provided medical care intwo of the adjacent rooms. The mainsuite living room had simultaneousinterpretation facilities to servemembers of the MedicalCommission at their daily meetings.A medical command center wasinstalled in the bedroom of the mainsuite and adjacent room was utilizedby the LAOOC medical director.
Special suites were designed for IOCDirector Monique Berlioux, IOCPresident Juan Antonio Samaranchand LAOOC President Peter V.Ueberroth. All suites containedcomplete office facilities, telephonesystems, conference rooms and diningareas. Design elements were alsoinstalled.
184
Plan of galeria level of Biltmore Hotel,the IOC hotel
Plan of mezzanine level ofBiltmore Hotel
7 FlorentineRoom
16x23
8 Geleria Room 6 1 x 9 0
Office for 3 staff of IOCsports directorsecretariat.
LAOOC staff offices andservice area (in-process-ing); desk for 3 ticketing, 2finance, 11 accreditation,6 accommodations, 1hostess coordinator, 5travel service, 3 transpor-tation, 1 insurance.
ANOC executive councilmeetings. Receptionroom for 350.
Office for director ofOlympic solidarity, desk,meeting table for 4.
Lillehammer hospitalityroom (bid city)23 July-12 August.
Main Galeria hall. Mes-sage board and messagereceiving center with4staff in main hallway adja-cent to the Olympic room.
LAOOC Security officewith table space andchairs for 16.
IOC secretariat work areafor 18. Waiting area for12. Storage room.
LAOOC secretariat proto-col relations for 21.
IOC, NOC, IF dining roomfor 300. Breakfast, lunch,dinner.
Olympic Club Lounge withtable and chairs for 30.
Office for IOC sportsdirector, desk, meetingtable for 4.
Lobby Level
19 Main Entry
Lower Level
Main entry to hotel, regis-tration, concierge, shops.
Motorpool call-up at mainentrance.
20 Biltmore Bowl 120x140 IOC press briefings ANOCGeneral assembly (29July).
Biltmore Hotel
Introduction The Biltmore Hotel was located in centraldowntown Los Angeles. It served as theheadquarters for the Olympic Family andmeeting site for the 88th IOC Session, IOCCommissions and Executive Board Meetings.
Level/Room Size Notes
Galeria Level1 Athenian Room 23x37
4 8 x 8 8
2 8 x 3 0
24x47
16x28
Falun hospitality room(bid city), 20-26 JulyErnst & Whinney hospital-ity, 27 July-l 2 August.
Meeting room for up to200. Used by IOC Execu-tive Board andCommissions, IOC Execu-tive Board/ InternationalFederation coordinatormeetings.
Office for IOC director ofprotocol.
Secretariat for Olympicsolidarity staff of 6, copi-er, waiting area for 7.
Service center for FirstInterstate Bank.
20 Hostess Room 44 x 64 Waiting area for morethan 100 hosts/h o s t e s s e s .
9 Gold Room 6 6 x 9 0
10 Grecian Room 22x23
11 MediterraneanRoom
18x37
67x91 Meeting room for 88thIOC Session. Booths fortranslations. Horseshoeseating for 78, with inner‘U,’ elevated seating for13, podium. Receptionroom at the conclusion ofthe session.
Second Lower Level
20 Regency Room 120 x 140 Press sub-center with 56working places. Resultsoutput and photocopyingarea. Adjoining copy cen-ter for IOC, LAOOC needs.Office for IOC press liai-son. Sponsor exhibitspace and work area for10. Offices for 2 materialsupply and 3 technology
2 0 Amsterdam exhibit andhospitality.Cortina exhibit andhospitality.Seoul exhibit endhospitality.Technology supportadministration.
Third Floor
Suite 3-235 IOC Medical Commission,LAOOC Health Servicesinfirmary.
2 ColonnadeRoom
12 MessageCenter
3 Cordoban
4 CorinthianRoom
5 Corsican Room
8 CrystalBallroom
13 MoroccanRoom
16x37
14 Music Room 4 6 x 7 0
15 Olympic Room
16 RenaissanceRoom
2 6 x 3 4
54x101
17 Roman Room 24x47
18 Valencian 18x23
185
Architecture and Construction
7.03.24Main Press CenterThe Main Press Center (MPC) for theGames was located at the Los AngelesConvention Center. Opened in 197 1,this facility offered more than 334,000square feet of open space. Utility portsand electrical outlets in the main area(Yorty Hall) cover the floor on regular10-foot, 6-inch centers making thisfacility optimal for any kind oftemporary construction usingpartitions or piping and drape.Space planning for the Main PressCenter began in late 1981. It wasdecided then that the main pressworking area must contain spaceallocations for a large photography lab,camera repair, typewriter repair,writing, results/information, telecom-munications, television viewing andprivate agency offices. Additionalspace was required for press accredi-tation and conference areas.
Initial conversations with journalistswho would be covering the Gamesindicated that one of the mostdesirable features of an Olympic presscenter would be the inclusion of solidwall and locking door office structuresfor news agencies, which became thekeystone for construction planningwithin the Convention Center.
As a convention-holding complex, theLos Angeles Convention Centeralready had facilities for everyimaginable use, including utilities, foodservice, offices, workrooms, loungesand 21 meeting rooms. Parking existedon-site for 3,450 automobiles. All ofthese facilities made it ideal forconversion for use as a central pressarea for the Games.
73
By the end of 1982, Press Operationsstaff had worked out a general floorplan for the MPC. This plan was turnedover to an outside design consultantwho formalized the plans. This formalspace plan kept intact the concept of a“main street” approach where all thecommon press functions-informa-tion, typing, telecommunications andtelevision-were placed along theprimary corridor. Office space wasblocked out in units of 384 square feet(16 feet x 24 feet). Press agenciesrequiring private office space werechanged for the wall structures; floorspace was provided at no charge. Bythe middle of 1983, the plan forconstruction of the MPC was ready tobe submitted for contract bids. Threedecorating/exhibition companiessubmitted formal bids to do theconstruction. The company whose bidwas selected was given the contractprimarily on the basis of their price forfabrication, placement and tear downof the private office wall structures($11.50 per running foot), although theprice and scope of the other furnish-ings offered was considered. Thiscompany researched the available type
of wall and partition units available andselected a manufacturer from the FRG.
Details of the amount of floor spaceallocated to them were sent to pressorganizations who had requestedspace by December 1983. They weregiven the option of ordering additionalspace and wall units. Additional areason the order forms allowed foragencies to request private darkroomareas within their office. This additionalconstruction company was hired to setup the press center. In all, 17 custom-built darkrooms were installed withinthe main press hall. Light-proofceilings, composed of double sheets ofthick black plastic, were attached tothe custom-constructed darkroomwalls.
All of the office wall structures withinthe main hall were of hardwallconstruction to increase soundattenuation. Pipe and drape walls (at $1a foot) were placed within large privateagency offices to create sub-offices.This pipe and drape type of construc-tion was also used in the administrationoffices outside the main hall.
The LAOOC was not given access to theConvention Center until 5 July 1984.The construction company came in onthe morning of the 5th to begin wallconstruction. This aspect wascompleted by 9 July, along with walland ceiling construction on the private
agency darkrooms. Carpeting wasplaced in the main hall at the same timethat wall construction finished.
73 Temporary walling is used to form officespaces and work areas in the Main PressCenter at the Los Angeles ConventionCenter
Banners, signage and sonotubes wereproduced and installed by theconstruction company from 9-12 July.Late additions to the Look of the MPCwere the placement of several largebanners and signs on the exterior of themain Convention Center building. Aremarkable esprit de corps developedamong the employees of theconstruction company which allowedthem to complete construction workon the press facility by the end of theday on 12 July. All furniture wasinstalled by the morning of the 13thwith darkrooms completed on the 17thand all equipment installed by the 18th.The MPC opened on 14 July but most ofthe press did not arrive until about oneweek later.
Any additional materiel or constructionwork was facilitated by the presence ofthe construction company’s order andfreight desks in place at the MPC.
Move out and tear down operationswere originally scheduled tocommence on 15 August but the pressexodus from the MPC began on 11August, allowing the LAOOC to beginthese operations earlier. Tear downbegan on 13 August and wascompleted by 1800 hours on 16August. A survey of the facility,conducted by the venue’s owners andLAOOC staff, revealed minor damage tothe facility, which the LAOOC agreed tohave repaired.
186
Site plan of Main Press Center at LosAngeles Convention Center
Plan of Main Press Center showing MainHall with upper level indicated to the right
187
Architecture and Construction
Main Press Center
48 Block A 130 x 152
4 8
49 Block B/C136x 150
48x176
North Hall
27 AwardsCeremonies
Introduction The Main Press Center was housed at the LosAngeles Convention Center, an existingconvention facility in downtown Los Angeles.Media Transportation and Awards Ceremoniesdepartments were located in the North Hall,adjacent to the main building.
Department/ Space Use (in feet
18x32
16x26
18x35
18x18
Associated Press (USA),Burda Publications (FRG),lnternational News Pool,TASS (URS), NationalPhoto Pool/Los AngelesTimes (USA), InternationalOlympic Photo Pool, 12 x16 film drop office.
Fuji, Canon
ABC Sports (USA), Agen-zia Giornalistica CONI(ITA), New York Times(USA), Asahi Shimbun(JPN), Axel Springer Ver-lag (FRG), ANSA (ITA),Voice of America (USA),U.S. Information Agency(USA), Chicago TribuneGroup (USA). DuomoUSA), CBS News (USA),Time, Inc. (USA), Heraldand Weekly Times Ltd.(AUS), Dagens Nyheter-Expressen - Pressens Bild(SWE), La Gazzetta delloSport (ITA), The ChunichiShimbun (JPN), Group WNewsfeed/KFWB(USA).
Agence France Presse(FRA), Kyodo (JPN), Deut-sche Presse-AgenturNews (FRG), Nordic PhotoTeam (SWE), Sports Ra-dio Network (USA),Magyar Tavirati lroda(MTI)(HUN).
All-Sport (GBR), NBCNews (USA), L’Equipe(FRA), Yonhap NewsAgency (KOR), ChicagoSun-Times (USA), Alge-meen NederlandsPersbureau (ANP) (HOL),National Public Radio(USA). Austria Presse-Agentur (APA) (AUT),Organization EditorialMexicana (ESTO-OEM)(MEX), Cox Newspapers,Inc. (USA), Radio Free Eu-rope (USA), The MainichiNewspapers (USA), Alge-melner DeutscherNachrichtendienst (ADN)(GDR), Copley Newspa-pers (USA), WashingtonPost (USA).
News Corporation Limit-ed (AUS), The MainichiNewspapers (JPN), SportInformation-Dienst (SID)(FRG), Knight Ridder(USA), Agencia EFE, S.A.(ESP), Gannett Newspa-pers/USA Today (USA),Reuters (GBR), Tidningar-nas Telegrambyra (TT)(SWE), Frankfurter Alleg-meine Zeitung (FRG),Dallas Morning News(USA).
Lehtikuva/Helsingin-San-omat (FIN), EuropeanPressephoto Union (FIN),Deutsche Presse-AgenturPhoto (FRG) Ernst & Whin-ney (LAOOC resultsoperations with 52 workstations and 1 privateoffice).
Newsweek(USA), Tages-Anzeiger (SUI).Scripps-Howard NewsService (USA), City NewsService (USA), Prensa La-tina (CUB), NetherlandsPress Association (GPD)(HOL), Hearst FeaturesSyndicate (USA), CappyProductions (USA).
United Press International(USA).
Office area for 9.
Storage.
Office for 10.
Meeting room for 10.
Food preparation area.
Message receiving cen-ter, staff of 3.
Lounge for 90.
Meeting room for 12,work area for 24, 4 privateoffices.
Vehicle dispatch towers.
Motorcycle photo-courierparking.
27 Calligraphy
27 ConferenceRoom
27 Food Service
27 MessageCenter
27 Staff Lounge
28 Transportation
Function unless noted)
Support FunctionsNotes
16x24
12x16
6 0 x 6 4
4 8 x 9 2
1 AIPS office 2 8 x 4 4 Tables and chairs for 12.2 Archives/ 14x24 Storage cabinets, table
storage space and chairs for 3.3 Editorial and 5 6 x 8 8
video servicesVideo viewing room with64 VCRs and 12 monitors;video duplication roomwith 2 VCRs; 2 officesvideo library, electronicmessaging room, com-munications center,editorial services areawith20 work places.
29
3 0 20 spaces
31 180x300 Holding yard for48 buses.
Press Functions
6 information desks, 18lounge chairs, television,16 accreditation workstations and 8 back upwork stations, data inputroom with4 work posi-tions, 4 private “troublerooms”, 5 staff offices;20 housing coordinators’work stations.
Cafeteria/Restaurantseating 411, separatepub/cafe seating 220.4food stands in main hall.
Personal mail boxes andindividual storage units.
Staff check-in, securitydesk, 12 lounge chairs,binocular rental and carrentaldesks, transporta-tion desk, stationery salesdesk, magazine racks, 16electronic messaging ter-minals, official programdistribution, LAOOC infor-mation and Greater LosAngeles Visitors and Con-vention Bureau counters.
Work room for 8, waitingarea for 20.
Sales and service pointfor US. Postal Service.Adjoining area with writ-ing tables for 8.
Secured storage room.
First Interstate Bank.
Meeting room for 90.
Securable storage.
United Airlines reserva-tion counter, LAOOCtravel counter, AmericanExpress counters.
Sponsor area: Xeroxcounter, Motorola andPacific Bell counter.
3 desks for customs-broker, 2 work stationsfor DHL Courier Service.
40 monitors, with videocassettes players for tapeviewing.
3 2 Accreditation 84x112Center
4 Interview 14x16holding area
Lounge for 10
5 IOC PressOffice
6 LanguageServices
7 Lounge
8 Main PressCenterAdministrationHeadquarters
9 Main PressConferenceRoom
2 8 x 4 4
2 8 x 4 4
16x44
2 8 x 4 6
106x112
10 Media Protocol 1 4 x 2 2Services
11 Conference 4 4 x 5 6Room
12 Conference 56x66Room
4 secretarial stations, 1work station, conferencetable for 4.
3 private offices, workarea for 16.
Lounge for 36.
2 private offices each withconference area for 4, 2private offices, 2 secre-tarial stations.
Seating for 694, elevatedspeakers platform for 12,elevated platforms for 10television cameras, ele-vated platform for 5interpreter booths (3 inter-preters per booth), soundpatch.
Office for 2.
Meeting room for 120.
50 Block C/D
51 Block D/E
72x176
48x176
33 Food Service 116x224
3 4 Mail and Check 24 x 52
35 Main Lobby and 92 x 110Entry Area
13 Message Cen- 2 0 x 4 4ter/Technology
13 3 8 x 4 4
Message center, workspace for 8 staff; venueswitchboard with 8operators.
14 News 2 8 x 4 6Department
15 NOC Press 2 8 x 4 4Attaches
Technology sponsor/ven-dor work area for 20.
2 private offices; workarea for 4.
18 Office Area 14x44
Table space and chairs for40 in 10 semi-private of-fices for 4 each.
5 work stations for Lan-guage Services, 1 stationeach for Finance and Ma-terial Supply departmentstaff.
16x24 Conference room for 30.
36 Photo 12x28Messengers
37 Postal Service 24x26
52 Block E/F 72x176
38 Storage 52x56
39 Support Ser- 2 0 x 6 0vices Center
39 10x12
39 12x40
39 2 0 x 2 8
17 PressOperationsConferenceRoom
18 Press Opera-tions/Photo
19 PublicInformationOffice/VillageNewspaper
2 0 Receptionist
21 Rest Area
22 ResultsPublication
23 Security
23
53 Block G/H 6 0 x 6 4
54 Block I/J 3 6 x 6 4
55 West Block 6 4 x 9 6
39 24x32
28x46
14x56
4 private offices, workarea for 8.
Work area for4
40 Video Viewing 32 x 52
Main Press Working Area41 Results 4 8 x 4 8 Results receiving and dis-
tribution room with24terminals. Result rackssurrounded this area.
90 on-line telexes and 66work places, 40 teleco-piers, 16 off-line telexes.
24 coin operated phones.Space for 60 privately-or-dered telephones. 96charge-a-call telephones.
136 lounge chairs.Operations
Service area run byBrother Industries.
288 individual workspaces.
324 individual workspaces.
Note: Agencies were giv-en various sized offices atno charge for the rawspace or basic electricalpower. They were re-quired to pay for8-foot-high, double-sidedhardwall which enclosedthose spaces.
14x16
16x24
14x44
2 8 x 4 4
13x16
2 8 x 4 6
Office for 1
Rest area with 3 cots,
1 private office, work areafor 8.
2 private offices, 16 workareas.
Observation room over-looking main floor.
2 private offices, 20closed circuit televisionmonitors, work area for11.
Private office for 1, workarea for 4.
Seating for 6.
42 Telecommuni- 5 6 x 8 8cations Center
43 TelephoneCenter
54 x 102
2 4 Television44 Television 5 0 x 7 4
Lounge
45 Typewriter 5 4 x 3 4Repair
46 Work Area I 6 8 x 9 6
47 Work Area II 74x96
25 USOC Press 16x28Office
26 VIP Interview 2 0 x 2 4Room
Agency WorkAreas
188
7.03.25Olympic Arrival CenterThe arrival center facilities at the LosAngeles International Airport wereplanned to in-process a majority of theOlympic Family, including the athletes.This system for greeting andprocessing of the Olympic Familyconsisted of the following elements:
o Reception/Information at all airportterminals
o
o
Immigration, customs proceedingsand VIP reception at the BradleyInternational TerminalTransportation to the in-processingcenter by means of infield routesfrom the Bradley InternationalTerminal and loop shuttle from allother terminals
o In-processing of the Olympic Familyin the Olympic Arrival Center“bubble” adjacent to Terminal 2
Transportation of athletes to theo
Olympic villages and the otherOlympic Family members to theirrespective hotels
Negotiations were started with theDepartment of Airports of the city ofLos Angeles to establish a leasingagreement for the use of the bubblestructure. Contingency plans wereestablished to relocate the OAC to theLAOOC Administrative Headquarterscomplex in Culver City if the BradleyInternational Terminal was notcompleted on time and the Departmentof Airports had to use the bubble fornormal airport business.
Modification plans for the bubble wereprepared from March through May,1984. These plans were presented tothe Chief Airports Engineer on 31 May1984. The requested modifications fellinto four basic categories:
o Cleaning and painting the structureo Installation of temporary electrical
wiring and telephone lineso Removal of baggage conveyorso Installation of flags and banners
On 18 June, the Board of AirportCommissioners granted permission forthe placement of the Olympic ArrivalCenter in the bubble. Work onmodifications began immediately usingcontracted services outside of theDepartment of Airports.
The Department of Airports hadaccess to the bubble duringconstruction and was kept aware ofactivities related to the development ofthe OAC. Likewise, the LAOOC wasinformed of construction progress of
the new Bradley International Terminalsince any major productionslowdowns would result in the DOA’sneed to take back the bubble forregular LAX use.
Once conditional approval had beengiven, the LAOOC’s Architecture/Construction Department began plansto convert the bubble from a baggageinspection facility to a structurecapable of processing approximately10,000 Olympic Family personnelthrough its doors in the course of atwo-week period. Because the bubblewould be the first glimpse the OlympicFamily would have of the Los AngelesGames, particular attention was paid tothe OAC’s Look. Securityconsiderations were also a highpriority, since processing of NOCdelegations with high exposure andhigh risk profiles would take place.
Aside from the removal of two high-capacity baggage conveyors, verylittle of the existing interior of thebubble had to be removed. Themajority of the work concentrated onrestructuring the interior toaccommodate the various workingdepartments of the Olympic ArrivalCenter. Temporary offices were builtalong the west wall of the bubble tohouse the security, delegateregistration, finance/accommoda-tions, data entry, accreditation,government relations, transportation,technology, communications andvenue management departments.Lounges were designed for guests, theOlympic Family and staff.
In addition to the modifications madeto the bubble, several other LAX sitesrequired minor structural or cosmeticchanges. At the Bradley InternationalTerminal, a ticket counter and backoffice were converted into acoordination center for hosting, in-bound baggage, intra-airporttransportation, NOC aides and VIPgreeters. In Terminal 2, a ticket counterand back office were converted into ahostess lounge and secondarycoordination office. An airline loungeon the mezzanine level of Satellite 2was converted into a VIP waiting andhosting area. Also in Satellite 2, officespace was established for agovernment relations office in the U.S.Immigration and NaturalizationServices (INS) area. A partition wasdesigned to separate the east and westhalves of the U.S. Customs Servicebaggage inspection area. Budget Rent-A-Car (an LAOOC supplier) booths wereconverted to information counters andrequired extensive placement of signs.Signs were also placed to indicateOlympic Family bus pick-up points onthe arrival level of the vehicle loop.
74
74 The LAOUC’s Olympic Arrival Center usesa pre-existing inflated customs inspectionterminal for the greeting of athletes andguests. Temporary installations modify theinterior for Olympic use.
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Architecture and Construction
7.03.26Olympic Arts FestivalModification to the sites used by theOlympic Arts Festival were limited todecorative elements. The design staffwas charged with design, procure-ment, installation and maintenance ofLook items for 43 Olympic ArtsFestival sites located throughoutSouthern California. The objective wasto decorate all sites with a Lookconsistent with that developed for thevarious sports venues, villages,training sites and streets. A separatekit of Look parts was developed for theOAF sites, using the same colorscheme but varying scales, patternsand shapes.
In addition to exterior decorations,separate interior kits were developedby Architecture and Construction.These kits were comprised of three-foot by nine-foot OAF banners, plainnylon banners, posters, styrene andcut-outs. These were installed in 14different OAF sites with an additionaleight kits given to the L.A. theatres forthem to install. Approximately400miscellaneous signs were fabricated tosupplement existing signage.
The venue owner approval processbegan on 6 April 1984. Proposeddesigns, installation methods andschedules were presented during aweekly meeting at the LAOOC’s DesignCenter. Between two and eightdesigns were presented at eachmeeting. This process was completedon 23 May 1984—nine days after thefirst installations. The OAF staff wasresponsible for getting final approvalfrom the venue owners. This wasaccomplished by sending a letter, aninstallation document and a list ofelements to the venue owners summa-rizing the Design Center meeting.
Procurement of the kit began 1 May1984. The majority of the kit fabricationwas completed by 14 May 1984 withthe exception of long lead time items.These items were added to the kits asthe installation schedule dictated.Because of the early OAF start date,procurement and warehousing of kititems was done separately from othervenues and villages. All items notinstalled by the fabricator, for example,the three-dimensional plywoodfragments, were warehoused andpackaged at the installation company.
Exterior kit elements
Description Quantity36-inch by 20-foot 22zebra-striped sonotubes36-inch by20-foot Arts 4pattern sonotubes30-inch by 15-foot 2zebra-striped sonotubes30-inch by 15-foot Arts 2pattern sonotubes5-foot square fabric 15fragments5-foot triangle fabric 22fragments5-foot, 6-inch star fabric 26fragments5-foot, 6-inch star fabric 9fragments18-foot star fabric 24fragments18-foot star-on-bars N/Afabric fragments14-foot star fabric 5fragments14-foot bar-on-motion 10fabric fragments14-foot stars-on-bars 1fabric fragment10-foot star fabric 1fragments10-foot stars-on-bars 3fabric fragments10-foot bar-in-motion 2fabric fragments21 -foot, 3-dimensional 10plywood stars withsigns22-foot, 3-dimensional 3plywood star-on-bar20-foot high scaffold 5entrances15-foot high scaffold 1entrances3-foot by 9-foot single 60face OAF banners3-foot by 9-foot double 24face OAF bannerssquare feet of plain nylon 42banners
75
75
75 Specially designed elements are mountedto mark the sites of the Olympic ArtsFestival.
linear feet of 54-inchweft coat banner
30
These items were successfullyinstalled at the OAF sites and clearlyidentified their affiliation with theOlympic Arts Festival.
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7.03.27Transportation sitesMany remote support sites wererequired by the TransportationDepartment for staff parking, athletebus parking and vehicle maintenance.Due to the late acquisition of thesesites, the Architecture andConstruction Department minimizeddetail design work and focused on on-site design.
Listed below are the transportation sitelocations, functions and scope of workdone by the department:
There was one construction manager,two site superintendents and twotemporary site superintendents usedto construct the transportation sites.These people managed a group ofcontractors.
Construction on these sites began inApril 1984, with VA Lot #1, and did notend until 15 September 1984 whenrestoration of these sites wascompleted.
Work summary
Site
VA Lot # 1
Function
Bus driver parkingAthlete bus parkingBus maintenance
Scope of workDemolition of quonset hutSite gradingApplication of oil and calcium chloride for dust control.Installation of: temporary power and site lighting,temporary toilets, office trailers, storage containers,striping, 8-foot chain link fence
VA Lot #2 UCLA Village staffparking
Grading and oiling; installation of chain link fence,temporary lighting; installation of temporarybarricades, striping, removal of road signs
VA Lot #3 UCLA Village staffparking
Curb cut for driveway; installation of: chain link fence,temporary protection for sprinkler heads, graveldriveways, shade tents, temporary toilets, storageshed, lawn renovation, asphalt road renovation
VA Lot #4 UCLA Village staffparking
Curb cut for driveway; installation of: chain link fence,temporary protection for sprinkler heads, lawnrenovation
IntersectionSepulveda/Constitution Blvds.
Bus traffic The northwest corner of this intersection was cut backto widen the roadway to allow bus traffic. This involvedmoving two traffic lights, a storm drain catch basin,electrical control panels and the curb and gutter.
GM South Gate Bus holding and USCPlant staff parking
Curb cut for driveway; remove asphalt and rail bumper,install water line and hose bib, remove fence andguardrail in tire building, refurbish dispatch building,install air-conditioning in dispatch building; installationof: temporary power, shade tents, temporary fences,striping, light pole repair
Post Office Lot Coliseum and USC staffparking
Curb cut for driveway; remove existing fencing, shadedispatch tents, placement of gravel for driveways,application of calcium chloride, placement oftemporary light generators, office trailer rental,temporary toilets
Airport College LAX bus holding Widen and install permanent sliding gate, temporarytoilets, repave and restripe entire asphalt parking lotwith restoration
Main Press Center Press shuttle bussystem
Install two scaffold dispatch stands (15-foot), applycalcium chloride, installation of: temporary toilets,directional signing, shade tent, temporary power,storage shed, curb cuts for driveways, removal ofasphalt curbs where air-inflated building had beenremoved
Jefferson andGrand Blvd.
Pershing Squaregarage
InternationalBroadcast Center
Bell Lot
Bus holding and USCstaff parking
Biltmore transportationcenter
Bus holding and staffparking
Bus holding and staffparking
LAX
World TradeCenter/Long Beach
Bus holding
Long Beach staffparking
Installation of: curb cut, temporary toilets, fence repair
Installation of: temporary electrical power, dividerfence, pipe and drape partitions
Installation of: one office trailer, permanent 12-footfence
Installation of: one office trailer, four light plants,application of calcium chloride for dust control, repairdamaged fire hydrant
Installation of: one storage shed, two light plants
Removal of debris, site grading, application of calciumchloride, installation of barricades
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Architecture and Construction
7.04Decoration of the sites:Look itemsThe LAOOC Look organization began inJanuary 1982 and it was located at theLAOOC Design Center in downtown LosAngeles. The center began under thedirection of the Jerde Partnership, anarchitectural firm and Sussman/Prejza&Co., a graphic design firm. TheLAOOC entered into separateconsulting contracts with the two firmsand each recruited additional firms andindividuals to assist in the creation andrealization of the Olympic Lookprogram.
The Design Center functionedindependently from the LAOOC’sadministrative headquarters in CulverCity. An environment was maintainedto afford the designers the libertiesneeded to experiment with a myriad ofconcepts in developing a temporaryLook unique to Los Angeles. Thecentralization of all design participantsmaximized the opportunity for a cross-pollenization of thoughts and ideas.
The single most unifying element of theLook was the color palette. The paletteultimately represented the Mediter-ranean environment of the originalGreek Olympic Games and theMediterranean-like climate that existsin the Los Angeles area. The colorswere magenta, chrome yellow, aqua,light blue, french (dark) blue, vermillion,green, lavender, information yellow,pink and violet. These colors provideda distinctive presence which visuallyunified the geographically diverse sitesin the Los Angeles area, presenting thespectator television audience with anidentifiable degree of unity from site tosite.
o
o
Design strategies included:o o
76
o
Discreet use of the LAOOC logo andthe Olympic rings; the objective wasto instill a sense of quiet dignity tothe unique way in which the Gameswere being staged in Los Angeles.An expression of the internationalqualities of both the Games and thehost city; graphics and signingcreated an environment responsiveto the world-wide participants andspectators.Color and form used to demystify theenvironment for visiting athletes andspectators.
o
o
o
o
A series of pre-Olympic internationalevents were staged in Los Angelesduring the summer of 1983. Theseevents gave the Look organization theopportunity to implement earlyconcepts and designs and experimentwith actual application.In January, 1984 the Look organizationexpanded as it began to finalize plans.A contracts and procurementorganization was established to locatematerial, fabricators and contractors ofmore than 100,000 Look elements.
The first major contracts wereexecuted in February, 1984, andincluded:
o An initial order of 250,000 yards ofnylon in the eleven colors of theOlympic palette; many of theseorders were of special dye lotsmatched precisely to the establishedcolors.
o The painting of 1,500 (8-foot)sonotubes. The total number oftubes painted ultimately would beover 3,500.
o Fabrication and installation of 600specially designed tents to be usedat nearly every venue.
o Contracts with growers identifyingthe types, colors, plant sizes andblossom size of the annual flowers tobe used at the venues; the Lookorganization was responsible foroverseeing the growing of theseplants to ensure maximum color andblossom when the Gamescommenced. Growers were requiredto pinch back the buds on flowers atcertain intervals to ensure plantswere in full bloom when used. Over400,000 quarts of flowers werefinally ordered and placed at thevenues.
As the Look of the 1984 Gamescontinued to evolve, the potentialcomplexities of the task became moreand more evident. The logistics ofreceiving, sorting, distributing,shipping and installing more than100,000 Look elements was amonumental assignment. As a result,the Look organization continued toevolve and in May 1984 consisted ofthe following sections:
Design; responsible for thefinalization of the design of all Lookelements at each venue.Procurement/contracts; responsiblefor the procurement and contactingof all Look elements, including thefield installation of the elements,Supplier quality expediting network;responsible for ensuring that all Lookitems procured were delivered onschedule and that the desired qualitywas achieved.Support operations; responsible forproviding computer support forprocurement, inventory andwarehouse operations.Warehousing operations;responsible for receiving all Lookmateriels and for sorting items fordelivery to the venues.Look coordination; responsible forassigning a look coordinator to eachvenue to oversee implementationand installation of the Look.
In order to effectively fabricate theLook elements and make them uniformfrom site to site, a “kit of parts” wasdeveloped. The kit was a cataloguelisting Look elements which could beused at each venue. Implementation ofthe kit of parts concept was importantin minimizing the complexities ofproduction. Each item designed wasassigned a materiel identificationnumber and produced in quantity.
Production time requirements andlong-lead time materiels wereevaluated to gain an understanding ofthe constraints associated with the
procurement process. The mostserious materiel lead-time constraintswere with the specially dyed nylonfabric required for the flat Lookelements. The nylon material had to beordered early to ensure availabilitywhen production commenced.However, in February 1984 design wasnot complete and a firm estimate onthe quantities of nylon material had notbeen determined. An order was placedfor 240,000 linear yards of 60-inchwide nylon material. The Lookorganization designed around thequantity ordered.
The next step in the procurementprocess was to find sufficient sourcesto fabricate the thousands of bannersand thirty-five miles of fabric to coverfences. Although the final designrequirements were greater thanindustry capabilities, the procurementorganization had to rely on a few firmsto modify their production facilities toaccommodate the long, continuous
76 Colorful banners and directional signsannounce the coming of the Games and theway to specific venues.
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runs of fence fabric and the oversizedbanners. Due to time constraints, itwas not possible to modify the designso that the work could be distributedamong several firms.
The overwhelming number of Lookitems and tasks included:o
o
Thirty-four Olympic sport venues,support venues and villages weredecorated with Look items.Approximately 2,300 Look elementswere designed.In excess of 110,000 Look itemswere requisitioned.More than 3,000,000 square feet ofnylon and vinyl open-weave fabricwas used.
o
o
o Approximately 1,500,000 cubic feetof scaffold structures wereconstructed.
o
o
400,000 quarts of annual flowerswere grown to Look specification.Approximately35 miles of fencefabric (mostly open weave and vinyl)were fabricated and installed ontemporary and permanent chain linkfence.
o
o
Over 11 miles (58,735 linear feet) ofglitter strips were utilized for thedecoration of scaffolds, stages,award backdrops, etc.Approximately 20,000 informationaland directional signs were produced.20,000 street banners werefabricated: 10,000 banners wereinstalled on the streets of LosAngeles and the remaining 10,000banners were allocated to othercities.
o
o The total number of sonotubesutilized was in excess of 3,500.
o In excess of 2,000 flags of thenations were procured.
o 600 specialty tents designed by theLAOOC were produced and erectedat nearly all the venues.
o Entrance theme scaffold decorationsincluded 300 (3-foot) stars andcircles, 120 (42-inch) diameterspheres, 60 (36-inch) square cubes,500 hardwood panels and thousandsof soft flat decorative panels.
o More than 200 specially designedcanopy shade structures utilized fordecorative and shade purposes.
o Twenty-four 13-foot helium-filledballoons were staged at variousvenues.
o The Look warehouse received morethan 500 shipments from more than50 manufacturers,
o 280 trucks were dispatched from theLook warehouse to the 34 venues.
Installation contracts were enteredinto with seven local decoratingcompanies. Each company wasresponsible for installing the Look atspecific venues. The professionalexpertise of these firms was invaluablein achieving successful installation.While many of the Look elements usedin the 1983 events were installed by
LAOOC staff members, the number ofvenues, large volume of items to beinstalled and the complexity of theinstallation made it impossible to do sofor the Games.Thirty Look coordinators joined theLAOOC to manage the installationprocess and was responsible foroverseeing installation at one or morevenues. The coordinator was alsoresponsible for the following:
o Coordinate Look element deliveriesfrom the warehouse
o Verify that all Look materiels wereavailable on the dates needed
o Devise alternate plans in the event oflate deliveries or construction delays
o Finalizing contracts with the Lookinstallers
All of the original contracts enteredinto with the Look installers werebased upon lump sum figures. In nearlyevery case, these contracts wereconverted to a time and materials-usedbasis. The rationale for this was:o Actual conditions often differed
dramatically from those presentedduring negotiations.
o Delays in the completion ofsupporting construction or thedelivery of materials forced theinstallers to deviate from theiroriginal schedules.
o Changes in scope increased thework load.
o Changes were requested by venuemanagers and commissioners in thefield.
The change to time and materialcontracts contributed to the three-foldincreases in installation costestimates, but was unavoidable due tothe uncertainty of the condition of thesites when installation began. After all,the LAOOC’s approach to bothconstruction and Look had never beentried before.
The installation of Look elementscommenced on 25 June 1984 at theUCLA and USC Villages. Installation atthe first competition venue (rowing andcanoeing) started on 5 July. Twoprimary considerations were theavailability of materiels on the datesneeded and their timely delivery to thesite. Logistics were especially difficultbecause the Look was installed at34venues nearly simultaneously.
It was difficult to accurately estimateand budget time and money forinstallation. The Look items could notbe installed until after construction atthe venues was complete, as much ofthe Look was attached to completedconstruction items. All Look instal-lation was done on a compressed timeschedule (only three weeks) and anyslip in the construction schedule madea major impact on the Look schedule.Any deviation in the availability ofmateriels at any venue forcedimmediate adjustments. Any scheduleslips or temporary materiel shortagesresulted in added installation costs.
77
The actual Look installation was moretime consuming than originallyforecasted and required a great deal ofovertime hours to be worked. In excessof 100,000 man-hours were expendedover the actual five-week installationperiod, nearly three times the originalestimate.
77 Decorative elements such as sonotubeshelp to bring alive the LAOOC’s FestiveFederal color palette.
Delays often prevented closeinspection of packaged Look itemsprior to shipping and resulted in itemsthat were shipped incorrectly. Dailycommunication with productioncoordinators was required toguarantee substitutions when thewrong items were shipped.
Upon completion of each venue, theLook organization evolved into Lookmaintenance. Individuals wereassigned to one or more venues tooversee the maintenance of the Lookelements during the Games. Theprimary responsibility of the Lookmaintenance crews was to ensure theintegrity of the Look and to arrange forany repair or replacement of damageditems.
During the first week of the Games,requests came from many facilities toincrease the quantity of decorativeelements. It became necessary forcoordinators and installation crews toreturn to the venues to determine howthe Look could be embellished.Maintenance of the decorativeelements began almost as soon as theywere installed. Prior to the opening ofsome venues, items needed to beadjusted to accommodate variousvenue contractors, i.e., electricianswho were rewiring over banners andlawn mowers which were catchinghandrail skirts on the fields of play. In
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Architecture and Construction
addition, daily repairs were necessarydue to the accessibility of thedecorative elements to the generalpublic. Signage was stolen, mustardand catsup stains were found onrefreshment skirts, beer-soaked andwarped cardboard signs were uselessand some fabrics were torn.Replacement of the Look items waspart of the daily routine.
Overall, however, the goals of the 1984Olympic Games design program wererealized at the venues. The Lookcelebrated the festive qualities andinternational spirit traditionallyassociated with the Games. The vividcolors created an exciting backdrop forthe drama of the Opening and ClosingCeremonies and of the competitions ateach venue. Most importantly, theLook visually linked the geographicallydiverse sites.
The Look added vivid color to existingflagpoles and scoreboards, andcolorful backdrops were designed forthe field of play at each venue.Additional Look elements includedskirting, fence fabric and vinyl bannerswhich were added to the environ-mental decoration of each site.
The Look of the Games of the XXlllrdOlympiad was established for twoclearly identified audiences: thosewatching over television and thosewatching in person. Remote viewerssaw the decorative elements as acolorful and festive backdrop to thecompetition. Spectators wereexposed to the visual flavor of theGames from the moment they enteredthe individual venues. They weregreeted by balloons, majestic magentagateways and huge pictograms. Theuse of color on the individual fields ofplay maintained the simple, eleganttreatment of the Look withoutdistraction to the competitors.
The sports facilities took on a dynamiccharacter at night. Selective lighting atsome of the venues brought certainLook elements to life. Scoreboardswere lit with various messages. Entrystructures and various sculptures hadlighting integral to the structures.
78
In order to gather the local supportrequired to implement communitydecoration programs, multi-mediapresentations showcasing the Look ofthe Games were presented tobusiness, civic and community leaders.Understanding of the design schemebred enthusiastic acceptance of theLook. Daily contact with various civicleaders and communityrepresentatives was required toschedule, coordinate and finance thestreet banners program.
The colorful “invasion of butterflies”descended and although the greaterLos Angeles area and the city of LosAngeles were not totally shrouded inLook, the program captured theimagination of those with the Olympicspirit and assisted in the transfor-mation of the 1984 Games to anunforgettable experience for theSouthern California area and much ofthe world. The enthusiasm whichevolved in the heart and mind of thepublic and represented by the athletesthemselves in the harmonious displayof international brotherhood during theOpening Ceremonies and the Gameswas founded in the Olympic spirit itself.But the Look contributed to theuniqueness of the experience of theGames of the XXlllrd Olympiad.
79
78 Scaffold structures at many sites incorpo-rate the use of colorful fabric as well asgeometric shapes and glitter boards toform an impressive greeting forspectators.
79 Distribution of Look items for installation isa continuous task in the days prior to theGames.
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7.05Street banner program
7.05.1Goals and parameters of thebanner programAn important feature of the overalldecorative effect of the OlympicGames on the Southern California areawas the street banner program. Theobjective was to decorate the streetsof the city of Los Angeles and otheroutlying cities in such a way as toannounce the arrival of the Games.These same decorations remained upduring the Games as a reminder thatthe Games had commenced. Thebanner program was also concen-trated in location to support the Lookefforts at the specific Olympic andOlympic Arts Festival sites around thecity.
In April 1984, a decision was made toimplement two distinctive bannerprograms. One was aimed at the city ofLos Angeles only and the other wasaimed at the non-Los Angeles cities.
7.05.2Los Angeles banner programInitially, 7,050 banners of twelve basicdesigns of a three-foot by nine-footconfiguration and two of a four-foot by12-foot configuration were produced.In an agreement with the city, theLAOOC arranged for the installation andremoval of the banners as well as thehardware. These banners wereoriginally planned to be concentrated inpre-determined areas of the city uponapproval of the Los Angeles CityCouncil.
Actual installation of the bannerscommenced 28 May 1984 and wascompleted 14 July 1984. The LAOOCcontracted with one company for theinstallation, maintenance and removalof all the banners. It took an average offive minutes to install each banner.
Prior to the completion of the instal-lation of the initial order of banners, theLAOOC ordered an additional 4,046banners to supplement existinglocations and to decorate certain addi-tional areas of the city not previouslyconsidered. These additional bannersensured that the entire route of themarathons would be adequatelycovered. Two additional bannerdesigns were added and threeadditional companies were used in thefabrication process.
Originally, the total number of bannersand associated hardware were toremain the property of the LAOOC, butfollowing the completion of the Games,the LAOOC gave the banners to the cityand in return the city assumed theobligation of removing them from theirstreet positions.
80
80 Street banners add color in areas nearOlympic venues and help make the com-munity aware of the coming of the Games.
80
7.05.3Non- Los Angeles city bannerprogramTen thousand Olympic banners werepurchased for this program. TheCommunity Relations Department ofthe LAOOC chose six of the 12 three-foot by nine-foot styles for the non-LosAngeles program. The differencebetween the two programs was thatthe other cities were required to installthe banners with their own hardwareprior to the start of the Games. Thesecities were also given the opportunityto purchase additional banners fromthe original fabricator to furtherdecorate their cities.
7.05.4Design and fabricationThe banners were fabricated in acombination of six LAOOC Olympiccolors—aqua, vermillion, magenta,chrome yellow, green, lavender andblue. In addition to these colorcombinations, there were four three-foot by nine-foot silkscreen-typebanners:
o Stars and confetti Olympic ArtsFestival banners used at the OAFsites
o LA84 banners in two variationso Star in Motion bannero Plain banner with Olympic rings
The banners were all made of nylonand dyed to the Olympic color palettewith an ultra-violet inhibitor chemical inthe fabric. Unfortunately, the chosencolors for the banners were sensitiveto the bright summer sun of LosAngeles and the banners tended tofade after several weeks. However, thefading did not occur until the last weekof or after the Games.
7.05.5Results of the banner programsWith over 20,000 Olympic bannersplaced on the streets of SouthernCalifornia cities, the banner programswere an unqualified success. Althoughit is impossible to attribute the greatercommunity involvement and civic pridesolely to the street banner program, itwas a major factor.
This program was quite possibly thesingle largest banner program inhistory. The banners covered 125miles of streets in the city of LosAngeles alone and used approxi-mately 40,000 linear yards of60-inch wide fabric.
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Architecture and Construction
81
8 1 Signs mounted on hollow doors point theway for multiple functions within a singlesite.
7.06Signage
7.06.1Goals and parameters of thesignage programFrom a functional standpoint, theOlympic sign program was designed todirect pedestrian and vehicular trafficand to instruct and inform all users ofOlympic facilities. From a designstandpoint, the signage program hadmore specialized goals. The signswithin the program had to appear as anintegral part of the Look of the Games:a sign had to be a decorative elementas well as a source of information. And,to avoid confusion with non-Olympicsignage already in place at thesefacilities, Olympic signs had to bevisually unique so that they stood apartfrom existing signs. The program wasalso designed to provide a flexible,modular system with a minimumnumber of installation conditions anddetails while, at the same time,deterring the actions of would-beOlympic souvenir collectors.
Conditions for the implementation ofthe signage program varied from venueto venue. At existing facilities, such asThe Forum or the Los AngelesMemorial Coliseum, there was a signsystem already in place. Regularspectators at these facilities movedabout in established circulationpatterns. The LAOOC signage programat this type of facility masked theexisting system and modified theaccepted circulation pattern to workfor the facility’s new functions. Thistype of signage program also workedat the Olympic villages since theyalready had existing universitysignage.
At new or temporary facilities, such asthe shooting and rowing/canoeingvenues, the signage program wasmore simple and direct—signage wascreated to operate solely for this newenvironment without concern for othersign systems or circulation patterns.
The size of the signs was greatlyaffected by the requirement that allsigns utilized by the Olympic Familymust have bilingual messages.
7.06.2Responsibilities of the signageprogram staffThe staff of the signage programworked in the Architecture andConstruction Department. Requestsfor signage were usually initiated inother departments and directed to thesignage staff. The TransportationDepartment was responsible forinitiating the largest number of signrequests. In most cases, the signagestaff handled the design andcoordination with the outsidefabricators, while Transportationworked out the location planning andpaid for the fabrication and installationcosts. The most expensive of thesesignage requests was the freewayoverhead and off-ramp system.
The street guide sign system wasdesigned and coordinated by thesignage staff, but the arrangementswith the cities was handled byTransportation and varied from city tocity. In simple form, guide signs in thecity of Los Angeles were fabricated,installed and maintained by the city,while unincorporated host cities wereresponsible for locating, installing andmaintaining the signs Transportationprovided them. The cost of fabrication(one sign and three replacements persign location) was covered by theLAOOC.
The staff, athlete and media shuttlesign systems were designed andcoordinated by signage staff withTransportation picking up the cost forthe staff and media shuttle signsystems.
Standard event vehicle directionalsigns, such as “exit” or “one way”were rented or purchased byTransportation, with no input from thesignage staff.
During the planning stage, field of playsignage was a questionable area ofresponsibility. After duplication ofeffort by several departments, in-cluding the signage staff, this area wasgiven over to the Look group. Theyworked directly with sports equipmentmanufacturers to create the desiredeffect on such items as athleticscompetition numbers, archery distancemarkers and equestrian bridlenumbers.
The only other area of debatedresponsibility was the Look decorativepieces with messages on them. Sincethe fabrication of these items wasbased on different constraints thanthat of the sign program, the Look staffhandled these items from designthrough installation.
7.06.3Development of thesignage programIn temporary installations, signs run therisk of being eyesores, distracting andjarring to the eye. The Olympicsignage, as part of the Look program,were seen as objects d’art and anintegral part of the Olympicdecorations.
The colors, stars, bars and confettiwhich were the background to thesigns’ messages, tied the signs into theoverall Look of the Games. Theirdecorative qualities were enhanced byarchitectural forms and substantialsizes. These colors and forms werealso chosen to make them readilyidentified as Olympic-relatedinformation. In the sign, the colors tookon the additional purpose of codifyingmajor groups:
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o Automobile directional; aqua withmagenta
o Pedestrian directional; informationyellow with vermillion
o Pedestrian information andidentification; aqua with vermillion
o Athlete bus system; violet withvermillion
o Media bus system; chrome yellowwith magenta
The typefaces were chosen todistinguish the two languages used onthe signs. English was printed inUnivers 67 and French in Univers 68(italic). For the Olympic Family, themessages were printed in English andFrench-the two official Olympic lan-guages. For the spectators, of whichover 90 percent were from the UnitedStates, the signs were in English only.
As an aid to communicate,internationally known pictograms,such as “no smoking,” “Red Cross,”“men” and “women” were used. Itwas decided to use only the mostcommon of these pictograms to avoidincorrect interpretation of the lesserknown symbols.
Once general content of the signagewas established, a programmingsequence was invoked to determinetype, quantity and placement. The firstpart of this sequence involved theidentification of circulation patterns.The user groups were stratified in thefollowing manner:
o Vehicleso Buses and limousines; 1) Athletes
and officials, 2) media, 3) staff, 4)spectators and, 5) VIPs and patrons
o Delivery and maintenance truckso Passenger vehicle; spectators and
physically challengedo Pedestrians; 1) athletes and officials,
2) physically challenged, 3) media, 4)spectators, 5) staff, 6) VIP andpatrons
These groups were also overlaid withthe accreditation zone and securitysystems.
The second part of the programmingsequence was to identify special userrequirements. This type of signagevaried from venue to venue dependingon the needs of the commissioner orthe governing sports federation. Forexample, the rowing and canoeingvenue at Lake Casitas needed signswhich prohibited the spectators fromwading into the lake.
The next step in the sequence was theselection of appropriate sign types.The staff, using the sign types list as amenu, selected the sign type whichmost fit the bill concerning the siting,mounting condition, required visibilityand size, number of messages andwhether it needed to be printed in bothEnglish and French or English alone.
Once the programming sequence wascompleted, the output from theprogramming was documented. All ofthe sign information was logged ontotwo complimentary systems: the first,location plans which showed wherethe signs were to be placed and, thesecond, graphic schedules which toldwhat information went on each sign.
82
Several of the sign needs were of arepetitious nature. These includedsigns for first aid and doping controland many versions of vehicular andpedestrian restrictive signs. Thesesigns were produced in bulk, andwherever possible, given to theresponsible department to distribute.
Accreditation and access control signswere handled in a similar fashion. Dueto the fact that most of the controlledaccess points had slightly differentcombinations of restrictions, the signstaff developed two standard signforms (one for perimeter access andone for internal access). To create theappropriate access retrictions, theaccess control staff placed specialdecals on the signs. This flexible yetuniform solution served well.
The entire evaluation and programmingprocess took 10 to 14 days per venueand just under a month for each of thevillages. It was structured as follows:
o Review of site plans and VenueDevelopment space plan
o Site visit and walk-througho Meeting with coordinating architecto Production of preliminary sign plano Presentation to commissioner/
mayoro Period of review by commissioner/
mayoro Correction of sign plano Production of final sign plano Minor additions and corrections to
the final plan
7.06.4Fabrication of the signageThe LAOOC instituted a bid program todetermine which companies wouldproduce the signage. The bid packageconsisted of working drawings,specifications, schedules, a time lineand a preliminary estimate of quantitiesfor the items to be produced. Thebidding was done by invitation afterthe LAOOC reviewed the abilities andfacilities of various fabricationcompanies. The original bid called for asingle entity to take the entire scope ofthe work, which included fabrication,installation and removal of signage.The completed bids came back atapproximately four times the proposedsignage budget so an alternativestrategy was developed whereinstallation and removal were handledas part of the Look program via abudget shift from the sign program.The fabrication process was thendivided into component parts andawarded to two major fabricators witha number of smaller contracts awardedto other companies.
82 Signage allows easy identification offunctions within a site as well as identifyingsites for the various Olympic sports.
The contract quantities wereestimates based on plans for 80percent of the sites. During fabrication,additional material was ordered whenthe actual quantities were established.
The dominant sign blank material wasstyrene (plastic) with silk-screenedgraphics applied. The sign blanks, aftercopy was applied, were either installedas signs or applied to the backingpanels to make larger, more decorativesigns.
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Two different structural materials wereused to make backing panels: hollowcore doors for hard surfaceinstallations and multifiber boards forground and sloped installations. Bothtypes of material were painted andreceived pressure sensitive vinylgraphics.
The vinyl graphics consisted primarilyof die-cut letters and words andcomputer-cut words and phrases. Dueto time delays and applicationproblems with the die-cut process, thesignage program was put weeksbehind schedule. The computer-cutprocess, which had immediateturnaround and unlimited letter size butinferior letter forms, was implementedto assist the fabricator. The computerlettering system also became the basisfor the emergency sign system usedduring the Games.
Additional materials used in thesignage fabrication were:
o Cardboard tent card signs withsilkscreened graphics and appliedcopy
o Rigid tent valences made frommultifiber board with painted andapplied graphics
o Soft tent valences made from vinylwith silkscreened graphics andapplied copy
o Sonotubes with painted graphicsand applied copy
o Concrete bases for hollow core doorbacking panels
o Posts and hardware for multifiberboard backing panels
Several programs occurred in thefabrication process due in large part tothe extremely tight productionschedules. Errors in letter spacing,overall assembly, silkscreening, colormatches and spelling all slowed downthe process. Bilingual messages weredifficult to monitor since the fabricationprocessing was operational almost 24hours a day and Language Services,which provided the translation andproofreading, did not have the man-power to keep up with production.
In an effort to maintain inventory andquality control, all signage was shippedand stored at a central warehouse. Thisaided the packaging, delivery andstorage functions but was never quiteable to make up the lost time fromearlier production problems.
7.06.5Installation, maintenance andrepair of signageThe installation of the sign programwas within the scope of the original bidpackage but when the bid responsecaused the LAOOC to break out thecomponent parts of the work, theinstallation function was given to a few
sign installation companies tocomplete. When it became apparentthat the same companies who werebidding on the Look installation werealso bidding for the sign installation,and that separating the work wouldcause scheduling difficulties, the signstaff decided to lump all signinstallation into the Look contracts. Atthis point, on-site sign installation wasinherited by the Look coordinators.
There were so many signs at somesites that installation required full-timeattention. To aid the Look coordinatorsduring the few weeks just prior to theGames, the sign staff provided atraveling crew of installationcoordinators. This crew, armed with anunderstanding of the sign system,installation methods and a sign repairkit, repaired and modified signs thatrequired skilled attention. Thistraveling crew also gave appropriatedirection to the on-site sign installationcrews.
7.06.6
o Information coordinator/quality
Signage requirements developedin the Games periodThe emergency sign system was anessential part of the signing effort forthe Games. A single sign shop wasestablished in a centralized location inLos Angeles. The staffing was asfollows:
controllero Computer lettering machine
operator with two machineso Letter applicators/sign assemblers
(two)o Driver with van
The sign shop depended heavily onGames technology to complete itsassignments. All orders for signs wereplaced via the Electronic MessagingSystem. The information coordinatorused a print-out of each requested andformatted it for the computer letteringmachine operator to input. Onceentered into the computer, the letterswere cut by the vinyl printer andtransferred to the applicators. Theapplicators prepared and applied themessages to standard blank signstock, which was then inventoried. Theinformation coordinator then notifiedthe requesting party and arranged fordelivery.
During three weeks of operation, thesign shop filled 215 orders, amountingto over 3,000 signs. The average turn-around time for service was 24 hours.
Installation and maintenance of thesenew signs was handled by the venuemanagement at the requesting site.
7.06.7Post-Games dispositionA majority of the signs in place aroundthe venues and villages were offered tothe LAOOC Games staff as keepsakesonce the sites were closed. Structuralsigns placed on freeways wereauctioned off by sealed bid by theCalifornia Department ofTransportation. The more elaboratesigns of the venues and villages werebrought back to the MaterielDistribution Center and auctioned offwith other Olympic memorabilia.
Examples of signage installation at the venues
Sign type QuantityGymnastics—Pauley Pavilion (an indoor arena)Sonotubes 1Hollow core doors 30Tent menu boards 30Styrene wall signs 150Cardboard wall signs 30Cardboard desk signs 150
Hockey—East L.A. College (an existing stadium)
Sonotubes 5Multifiber boards 3Hollow core doors 25Tent valences 30Tent menu boards 10Styrene wall signs 100Cardboard wall signs 35Cardboard desk signs 15
Swimming—USC Swim Stadium (temporary outdoor stadium)Sonotubes 4Multifiber boards 1Hollow core doors 25Tent valences 120Tent menu boards 25Styrene wall signs 225Cardboard wall signs 5Cardboard desk signs 10A-frames 10
UCLA Village
Sonotubes 45Multifiber boards 60Hollow core doors 15Tent valences 30Ceiling signs 175Styrene wall signs 175Cardboard wall signs 350Cardboard desk signs 75Food flags 1,300
Mounting
PostConcrete baseCanopy clipNeoprene tapeNeoprene tapeNone
PostPostConcrete baseCableCanopy clipsNeoprene tapeNeoprene tapeNone
PostPostConcrete baseCableCanopy clipsNeoprene tapeNeoprene tapeNoneNone
PostPostConcrete baseCableWireNeoprene tapeNeoprene tapeNoneNone
Sign quantities
Sign type Size Mounting QuantityWall or fence 5 by 7-inches to 4 by 2-feet Double stick tape 2 1,300mounted or plastic tiesFreestanding 6-feet, 8-inches by 2-feet, zero inches Post or concrete 1,725
base8-feet, zero inches by 3-feet, 6 inches1 O-feet, zero inches by 3-feet, 6 inches
Sonotube 10, 12 or 15-feet high Post with spacers 340Desk cards 6 by 18-inches None 1,250Food markers 3-inch diameter None 3,500Tent valence 10 and 15-feet 1,000A-frame and sandwich Various 200
Totals 29,315
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8
Ceremonies
8.01Mandate of the CeremoniesDepartment
The planners of the Opening Cere-monies were given an important goalto accomplish: get the Games startedon a positive, emotional and thrillingnote and lay the groundwork for asuccessful Olympic Games.
The Los Angeles Olympic OrganizingCommittee’s senior management, likethat of organizing committees beforeit, recognized the importance theceremonies played in the Games. If theOpening Ceremonies were poorlydone, negative opinions could spillover into the competition phase of theGames; moreover, the lasting impres-sion of Los Angeles could be a negativeone if the Closing Ceremonies werebad.
To add to the challenge of the cere-monies staff, worldwide expectationsfor spectacular shows were high sincethe Games were being held in LosAngeles, long heralded as theentertainment capital of the world.
8.02Opening Ceremonies
8.02.1Concept and early developmentTwo years before the start of theGames, the LAOOC asked Walt DisneyProductions, Inc. to draw up prelimi-nary plans for the production of theOpening and Closing Ceremonies aswell as the venue awards ceremonies.
Disney’s plan for Opening Ceremoniescalled for a parade through the streetsof Los Angeles, temporary spectatorstands near the Los Angeles MemorialSports Arena, street decorations fromFigueroa Street (adjacent to the LosAngeles Memorial Coliseum/SportsArena) to downtown Los Angeles andan officials’ grand review stage builtover the seats at the Coliseumperistyle.
The LAOOC senior managementwanted to hold costs for the cere-monies to half of a projected budgettotal and asked Disney management toguarantee that figure. Disney did notfeel it could, so the LAOOC decided toexplore other options.
Eventually, David L. Wolper, an inter-nationally respected filmmaker and amember of the seven-person commit-tee that was instrumental in bringingthe Games to Los Angeles, was askedby senior management to take respon-sibility for the Ceremonies Departmentas commissioner and producer.
Tommy Walker, who had directed theceremonies and awards for both theSquaw Valley and Lake Placid OlympicWinter Games, was later chosen asdirector of ceremonies.
Planning for both the Opening andClosing Ceremonies began in earnestjust nine months before the Games. InJanuary 1984, the LAOOC decidedceremonies and awards should bedivided into two separate departmentsso each area could receive properattention.
8.02.2Development of the actual planIn November 1983, there was no script,no music, no performers and nocostumes for either the Opening orClosing Ceremonies. Planning for bothceremonies began at the same time byobtaining available video tapes ofprevious Olympic ceremonies,studying them and deciding whichideas worked and which did not. Asthe video tapes of the previousceremonies were viewed, it becameapparent that each of the previousorganizing committees presented atough act to follow.
During this preliminary planning stage,many wild, extravagant ideas wereformulated. Slowly, each element ofthe ceremonies was pieced together.The staff wanted to present OpeningCeremonies that were emotional,majestic and inspirational. Wolper,who had attended six previousOlympic Games, understood theimportance of the Opening Ceremoniesand also understood that if they werenot spectacular, Hollywood’sentertainment industry in particular andthe United States in general might besubject to severe criticism.
From the beginning, the LAOOC wasbesieged by famous entertainers whowanted to be a part of the ceremonies.At one point, more than 35entertainers had offered to sing theUnited States’ national anthem.However, it was decided that althoughconsiderable well-known talent wasavailable for use in the OpeningCeremonies, none would be used. Itwas feared that by using establishedstars, the audience would take apassive attitude and wait to beentertained. By using youths from the
Los Angeles area, the ceremonies staffhoped to encourage a sentimental,positive response from the audiencefor the youths to do a good job.
Two other factors were considered inthe development of the OpeningCeremonies program. Because a largenumber of athletes was expected toattend the Games, the entertainmentsegment of the program was placedbefore the entrance of the athletessince the number of athletes alone wasenough to fill the entire infield of theColiseum. The other factor taken intoconsideration was the start time of theceremonies. To lessen the effect of themid-summer heat, the entrance of theathletes was scheduled for lateafternoon when the Coliseum floorwould be cooler.
The organization of the OpeningCeremonies script progressed steadilyas new elements of the show wereidentified. The show had to includesomething that had not been done inpast ceremonies, but also followed thetradition of showcasing the hostnation’s culture. The music of theUnited States was thus chosen to tie allof the elements of the ceremonytogether.
Although there is a rich heritage ofmusic in the United States, there werecertain events within the OpeningCeremonies for which no suitablemusic could be found. When Disneybegan its preparations for the OpeningCeremonies, composer John Williamswas asked to write a theme for the LosAngeles Games. Williams was askedto continue writing the theme after theLAOOC took responsibility for planningthe ceremonies.
In addition, a meeting was held ofleading members of the musiccommunity to gather information andobtain suggestions for additionalmusic and composers for theceremonies. One piece that could notbe found in existing form was anappropriate “welcome” song.Composer Marvin Hamlisch wascontacted and asked if he would writethe music. Hamlisch was instructedthat the staff wanted a song that wouldrepeat the word “welcome” in adramatic, rather than sing-song style,since it would be the first song tofollow the introduction. Hamlischcompleted the music in three weeksand suggested lyricist Dean Pitchfordfor the words.
The third piece of original musiccommissioned for use in the OpeningCeremonies was written for the finallap of the torch relay and lighting of the
Olympic flame. Something classical instyle and reminiscent of the ancientGreek torch races was desired, so themusic committee recommendedclassical composer Philip Glass, whohad previously written for opera, filmand theatre. Glass was sent videotapes of past Opening Ceremonies tostudy and the result was “The0lympian” which was utimately usedduring the lighting of the torch.
To include an element representativeof United States culture, a marchingband, the origin of which has beentraced to the fife and drum corps of theRevolutionary War, was included. Theband numbered approximately800members and produced the only livemusic during the Opening Ceremonies.All other music was pre-recorded.
To complement the marching band,another staple of United States culture,the drill team, was included. The stafffelt that many of the dance numberscould be performed by drill teammembers, reducing the number ofprofessional dancers needed for theceremonies.
As each part of the program wasplanned, it was important to note thatthe Coliseum field provided a giganticstage and, therefore, all planning wasconducted on a grandiose scale. Thescale required to produce the desireddramatic effect was best illustrated inthe George Gershwin portion of the“Music of America” sequence.Gershwin wrote “Rhapsody in Blue” tobe played by a jazz band and piano.Keeping in mind the size of theColiseum, one, two or even 10 pianoswould be lost in the vastness of the“stage.” To compensate, 85 pianoswere used to fill the arches of theperistyle.
Each portion of the show was similarlydesigned. “The Pioneer Spirit”segment, which depicted the UnitedStates’ westward expansion duringthe 19th century, utilized Hollywood-type sets which were moved onto thefield by the dancers, set up and thenquickly taken off the field by the cast.
The rest of the “Music of America”portion of the show traced thechronological progression of Americanmusic from jazz, gospel and ragtimethrough the Big Band sounds of the1940s to contemporary music.
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1
1
2
The peristyle end of the Coliseum duringOpening Ceremonies.
LAOOC Ceremonies Commissioner DavidWolper presents Opening Ceremoniesplans at a news conference.
2
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Ceremonies
While the musical portion of the showwas being planned, other details of theshow were worked out. Since it wasfelt there was no way to improve on theprecision of the card stunts performedin Moscow, one spectacular stuntwhich involved the entire stadium wasplanned. The ceremonies staff workedin conjunction with a firm whichdesigned card stunts for severalSouthern California universities. It wasdecided that depicting flags of theparticipating NOCs would be appro-priate, so the planners used a computerand a seating manifest of the Coliseumto design the card stunt seat by seat.The theme of the card stunt was keptas secret as possible.
While the ceremonies staff was givenfree reign to plan the entertainmentportion of the Opening Ceremonies, alarge portion of the program was dic-tated by the 1978 provisional edition ofthe Olympic Charter. However, theceremonies staff requested onechange in the Charter-mandatedsequence and was granted the changeby the IOC.
The charter stipulated that thefollowing take place:o
o
o
o
Parade of athletes.Organizing Committee presidentintroduces the president of IOC.IOC president introduces the hostnation’s sovereign or head of state.Sovereign or head of state declaresthe Games open.Olympic flag is raised as the OlympicHymn is played.Antwerp flag is exchanged.Torch is lit.
o
oo
o Athlete’s oath is taken.Official’s oath is taken.o
The LAOOC requested that the Ant-werp flag exchange be moved to a por-tion of the ceremony which would notdetract from the build-up of emotionand anticipation for the arrival of thetorch. It was moved to follow the cardstunt and precede the athletes’ march.
Two important elements remained tocomplete the basic planning of thescript for the Opening Ceremonies. Thefirst was the logistics of lighting theOlympic flame and the second wasfinding the appropriate finale.
The ceremonies staff was concernedthat the torch would not arrive at theColiseum at the right time if the torchrelay was conducted up until the timeof the Opening Ceremonies. Thus, thetorch’s arrival at the Coliseum was
planned for at least a couple of hoursbefore the start of the ceremonies toavoid traffic and crowds.
Getting the torch to the Coliseum waseasy, lighting the Olympic flame wasthe hard part. How to get the finaltorchbearer into position to light thecauldron on top of the peristyle 145feet above ground level was puzzling atbest. Since there was no torch relayduring the 1932 Los Angeles Games,the flame had been ignited by the flickof a switch.
After many designs were consideredand rejected, a member of the planningstaff suggested lighting the Olympicrings, which were planned for the frontof the peristyle directly above thearchway and in direct line with thecauldron. From there, it was a simplematter to arrange stairs that could beerected to the top of the archwaywhere the final torchbearer could lightthe rings and the flame could thentravel through a tube, up the peristyleand to the cauldron. A “slip-stair” waschosen which could remain out ofpublic view and then be raisedhydraulically at the appropriate time.
For the finale, an emotional, inspiringtheme was needed. Beethoven’s “Odeto Joy” was suggested, but it was feltthat it didn’t project enough emotion.The theme song from Disney’s “/t’s aSmall World” exhibit was alsosuggested, but discarded because itwas cute rather than powerful. Finally,the song “Reach Out and Touch” wassuggested. While the chorus lyricswere exactly what was wanted, therest of the lyrics needed to berewritten. The authors of the songagreed to rewrite the lyrics with anappropriate international theme.
The ceremonies staff envisioned theathletes and spectators joining handsand singing the chorus. Even thoughthe singer would instruct everyone tojoin hands, an example was needed. Toaccomplish this, a plan was developedto recruit 2,000 multi-national volun-teers and invite them to encircle thefield dressed in their native costumes.Since Los Angeles is such a culturallydiverse city, the staff felt that it wouldbe fairly easy to recruit the necessarynumber of people.
To further add to the atmosphere of thesymbolic world-wide joining of hands,it was suggested that one of the twogiant Coliseum scoreboards be used toshow satellite pictures of people fromdifferent countries joining hands andsinging along. However, in trying toarrange for satellite transmissions, itwas discovered that all available con-nections were being utilized totransmit pictures of the ceremonies.The idea was still carried out, but thepictures were videotaped before theGames.
The joining of hands in the “Reach Outand Touch” number served as theinspiration behind the cover of theOpening Ceremonies program. Thecover was a reproduction of a PabloPicasso drawing entitled "La Rondedes Enfants” (The Dance of Children)that belonged to Wolper. The drawingdepicts children joining hands anddancing in a circle with a bird of peaceflying overhead. Ironically, the dancewas one that IOC President JuanAntonio Samaranch performed as achild in his hometown of Barcelonawhere Picasso produced the drawing.
It is important to note, that while agreat amount of planning went into theOpening Ceremonies, the continuouscreativity surrounding the productioncaused changes to occur in theprogram as late as two days before theactual ceremonies. Some productionnumbers were dropped because theydid not fit into the overall scheme. Inone case, a number was droppedbecause the star performer, a baldeagle, died just days before the show.
8.02.3Formation of the cast andgathering of the technicalelementsWith the basic plan of the OpeningCeremonies completed, the process ofrecruiting cast members and arrangingfor props, wardrobes and supportservices began.
Wolper began by recruiting some ofthe top professionals in the fields ofchoreography, marching bands, choirs,drill teams, props and wardrobe,design, production and lighting to helpin the planning of the differentsegments of the program. Each ofthese professionals was responsiblefor planning the details of their areasand recruiting the necessary staff.
To begin assembling the marchingband, the ceremonies staff contactedUniversity of Southern California band
director, Dr. Arthur Bartner. Bartnercontacted university band directorsfrom across the United States andinvited them to a three-day conferenceto help plan the process for recruitingthe best band members. The directorsdecided to recommend outstandingband students from all 50 states for afour-week band camp which was heldat Pepperdine University just prior tothe Games. The LAOOC utilizedPepperdine’s facilities for housing,training and rehearsing. Band memberswere sent the Opening Ceremoniesmusic prior to arriving in Los Angelesso that rehearsals could concentrateon the marching element of theperformance.
A similar method was used to organizethe Olympic Honor Choir. In late 1983,Dr. Charles Hirt, also of USC, contactedchoir directors at colleges anduniversities in the Southern Californiaarea. Hirt requested that each choirdirector recommend top students byquartet (soprano, tenor, bass, alto) anddesignate the quartets in order oftalent. The students were also requiredto demonstrate ability to read musicwell. The choir directors responded byrecommending more than 3,500students from which 1,000 werechosen. The students were required toattend two of three rehearsals whichwere scheduled in spring 1984 in theWestwood, Long Beach and East LosAngeles areas. A separate choir wasused for the gospel number in the“Music of America” sequence.Members from three black churchchoirs were combined into one choirfor the number.
To organize a 1,200-member drill team,Southern California drill teaminstructors were notified of a drill teamtry-out and a contest was conductedto select the finalists.
The greatest difficulty was in recruitinga large number of highly-skilleddancers. While a portion of the simpler,repetitive dance numbers could beperformed by drill team members, themore complex dance numbers, such asthe “The Pioneer Spirit, “requiredprofessional dancers.
Approximately three months beforethe Games, a tryout was held in the LosAngeles area, but not enough quality
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3 The hydraulic slip-stair used by the final dancers were found. Since the majoritytorchbearer to light the torch is tested. of professional dancers live in San
Francisco, Las Vegas and New Yorkwhere Broadway-style shows areproduced, the LAOOC sent assistantchoreographers to these areas to hirethe 300-400 dancers needed. Becauseprofessional dancers are expected tolearn their routines quickly as part oftheir profession, the dancers were notbrought to Los Angeles until twoweeks before the OpeningCeremonies.
One of the most important aquisitionswas Lieutenant Colonel Tom Groppelwho was given a leave from the U.S.Army to organize the march of theathletes. Groppel was instrumental notonly in planning the athletes’ seating inthe Sports Arena, their precisely timedmarch into the Coliseum and theirplacement on the infield, but also inobtaining the national anthems for allcompeting nations for use in theawards ceremonies. Information wasobtained regarding delegation sizesfrom each NOC’s chef de mission.However, the information obtainedwas rarely accurate which complicatedthe planning of the march.
The multi-national group members forthe “Reach Out and Touch” numberwere recruited from existing ethnicgroups and clubs and invitations toparticipate in the Opening Ceremonieswere extended after individualmeetings with each group. The
culturally diverse Los Angeles areaprovided an almost endless resourcearea for recuiting the participants, whoeventually numbered more than 1,500.The participants were required toprovide a costume that was repre-sentative of their ethnic origin.
The selection of the singer for the‘Reach Out and Touch” number hap-pened almost by accident. A recordingof the number was needed to check thearrangement and the choir director wasasked to make one during the nextrehearsal. The director picked one ofthe choir members, Vicki McClure, tosing the song for the taping sessionand sent it to the ceremonies staff.Sticking with the original concept ofnot using star performers, the staffwas fully satisfied with the tape madeby the choir director and decided to usethe same singer during OpeningCeremonies.
Even before the ceremonies script wascompleted and the cast members wereselected, the props and wardrobe staffbegan planning for necessary supportmaterials such as costumes, placards,spectator stunt cards, balloons,banners and flags.
The design and production ofcostumes was a tedious process thatwas complicated by an ever-changingscript and a turnover of volunteerperformers. Approximately one andone-half years before the Games,preliminary costume planning wascompleted under the direction of WaltDisney Productions. Wolper thenretained some of Disney’s wardrobestaff.
The marching band uniforms were thefirst wardrobe pieces planned since theband was one of the few constants inthe ceremonies script. The LAOOCasked Levi Strauss & Co. to provide thecostumes for the ceremonies in addi-tion to Levi’s commitment for LAOOCGames staff uniforms. However, theLAOOC and Levi’s could not reachagreement regarding a final design forthe uniforms and the LAOOC eventuallycontracted all uniform production tovarious other companies.
New costumes were designed as eachportion of the show was developed.The production of the costumes wasdone by different vendors includingcostume houses and regular retail
manufacturers. While the costumeswere in production, a warehouse waslocated where costumes could befitted and distributed. On 1 May 1984,a warehouse which had previouslybeen occupied by the LAOOC’s DesignDepartment was converted forceremonies’ use.
Once the costume distribution centerwas identified, a paid staff of 40 washired to supplement a staff of 100volunteers to distribute and alter thecostumes. The center served as astorage house for the costumes andwas equipped with rental sewingequipment for alteration purposes.
Opening Ceremonies performers werenotified of fitting date assignmentsthrough their production coordinatorsduring rehearsals. In some cases,performers were also contacted byletter. In all cases, performers weregiven a card that indicated the type ofcostume they were to receive at thedistribution center.
Costume fittings began eight weeksbefore Opening Ceremonies.Approximately 5,000 performers wereprocessed through the center andwere fitted for both shoes andcostumes. Alterations were performedon-site while the performers waitedand all performers left with a finishedcostume. Choir robes and pages’outfits, which did not require fitting,were packaged and sent to rehearsalsfor distribution. In limited cases, whereslight alterations were necessary,arrangements were made on anindividual basis.
Overall, the costuming process workedwell. However, many performers didnot report to the distribution center attheir assigned times and someperformers quit before the OpeningCeremonies and were replaced.Because of these two problems, a full-time staff member was hired to workstrictly on rescheduling appointmentsfor performers who missed theiroriginal fitting and scheduling replace-ment performers for their first fitting.
Props were divided into two groups:those used in the performance andthose not. Props for the performanceincluded the country placards,balloons, banners, flags and the“Pioneer” segment western town andwagons. Some props, such as thePioneer town and country placards,were designed by ceremonies staff.Additional props, such as balloons,were acquired from outside firms. Alsoincluded in the performance props wasa field grid which was installed on thegrass and had a specific location mark
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4
for each performer to use as a point ofreference. The major components ofthe non-performance prop groupingwere the cards used in the spectatorcard stunt and the welcome flags.
The manufacturing of the stunt cardswas handled by a contracted firm. Thecards arrived pre-packaged with acomputer label attached to each whichdesignated a specific seat in theColiseum and the color of the cardcontained inside. The cards weregrouped by color.
8.02.4Installation of thephysical elementsThe Los Angeles Memorial Coliseum,built between 1921 and 1923 andrenovated for the 1932 Games,underwent major rehabilitation workfor the 1984 Games.
The Coliseum Commission, whichmanages the Coliseum and SportsArena, was concerned that anyimprovements made to the Coliseumrespect the tradition of the facilitywhile the LAOOC was concerned thatthe Coliseum portray the Lookdesigned for the venues since it wouldbe the focal point of the Games.
Improvements to the facility were notonly made for the Opening and ClosingCeremonies but also for the athletics
competition. Construction at the sitebecame difficult when the Los Angelesfranchise of the United States FootballLeague qualified for play-off compe-tition requiring additional games at theColiseum close to the time of theGames. Also, the United States Olym-pic track and field trials were held at theColiseum and did not conclude until24 June 1984. The LAOOC gained exclu-sive access to the facility the next day.
While more than $5 million in improve-ments were made to the Coliseumoverall, those that affected theOpening Ceremonies were made in theperistyle area. To allow the OpeningCeremonies cast ample time forrehearsals, the construction timetablewas compressed into approximatelytwo weeks. The majority of the workwas accomplished without utilizing a24-hour construction schedulealthough the Construction Departmentwas prepared to do so, if necessary.
To prepare the peristyle area for theceremonies contractors, the Architec-ture and Construction Department
used a design which called for a contin-uous horizontal fascia that hung overthe top of the existing peristyle andextended to the central arch. On oneside of the central arch the words“Games of the XXlllrd Olympiad” werehung and on the other were the words“Los Angeles, California 1984.”Directly above the main arch, the35-foot Olympic rings, which wereinvolved in the lighting of the Olympictorch, were added.
A limiting factor in the design of all theperistyle elements was the twoscoreboard structures. They were notconducive to hanging ornamentations.To remedy that problem, fourstructural columns were added to thesection of the fascia which crossed infront of the scoreboards. Eight extracolumns that were not structural infunction were added to complete thedesign. Three-foot round sonotubesset on four-foot six-inch bases wereused to decorate the columns.
Other peristyle area construction in-cluded replacing the concrete betweenthe peristyle seats and perimeterfence, painting the seats, painting theperistyle ceiling, adding a new naturalgas line to the torch and adding decor-ative, colorful, four-tiered “weddingcakes” to each end of the peristyle.
Once the peristyle construction wascompleted, the ceremonies’ contrac-
ters installed the hydraulic slip-stair forthe final torchbearer and the cere-monies stage, part of which includedthe three-tiered platforms used to roll85 pianos through the 14 archways.
The planning for the President of theUnited States’ arrival was a time-consuming process that affected notonly construction of the press box, butalso included additional fences forappropriate access/exit routes. In thepress box, a steel plate was added tothe floor and bullet resistant windowswere installed. The changes in theaccess flow caused by changing fencelines affected the routing of theceremonies performers and had to bedealt with on a continuing basis.
One unexpected installation projectwas added at the last minute. Duringthe early planning stages, a search wasconducted to obtain the best soundsystem possible. Small, high qualityspeakers that would not dominate thefield and give the appearance of a rockn’ roll concert were desired. Small-
2 0 4
sized speakers were eventuallychosen, but after the dress rehearsal,the ceremonies staff was unhappy withthe quality of the sound system. In themeantime, another sound companyhad located a new speaker thatincluded the desired features. Thespeakers were obtained and installedin the Coliseum overnight before theOpening Ceremonies.
Two 60-foot by 60-foot fenced areaswere installed for fireworks. One waslocated north of the peristyle plaza andthe other was located near FigueroaStreet. Additional fences wereinstalled from the Sports Arena to theColiseum to allow delegations to leavethe Sports Arena on the concourselevel and march toward the Coliseumtunnel.
The prop crew was involved in twomassive installations for the OpeningCeremonies. In addition to making sureprops were available for the rehearsalsand performance, the crew was alsoresponsible for maintaining a field grid,which served as location points ofreference for the performers, and fordistributing the cards for the cardstunt.
Because the Coliseum infield was anatural turf surface, the field grid wasinstalled and removed approximatelyevery three days to allow mowing of
the grass. The grid consisted of plasticdisks held in place by spikes and placedevery two-and-one-half yards on theinfield. Both pieces were paintedgreen, to match the grass as closely aspossible. Each disk was identified by anumber and letter for specificreference points for the performers.Thus, when the director told aperformer to stand at A-8, theperformer could locate the exactposition. That meant that each piecehad to be installed in exactly the samelocation every time. The initial installa-tion of the grid utilized marks preparedby professional surveyors.
The other prop installation project thatconsumed a great deal of time wasplacing stunt cards in the correct seats.The cards arrived at the Coliseum inpackages labeled with a computertape. Approximately 50 volunteerstook the packaged cards, which weregrouped by color, and matched eachpackage with the correct seat withinthe Coliseum. The original distributionof the cards took place two days
before the Opening Ceremonies and acheck was made the day of OpeningCeremonies to make sure cards werestill in place. Seats that did not have acard package received replacementcards.
8.02.5Rehearsal and trainingCoordinating the schedules ofthousands of performers was analmost impossible task, especiallyconsidering that most of the castconsisted of volunteers.
To accommodate the performers asmuch as possible, a master rehearsalschedule was developedapproximately three months ahead oftime and adjustments were made onlywhen absolutely necessary.
Before the schedule could be planned,a rehearsal site had to be located sinceaccess to the Coliseum before 24 June1984 was impossible because of theU.S. Olympic track and field trials. Evenafter the trials, access to the Coliseumwas limited since construction andinstallation of other elementsnecessary for the athletics competitionand ceremonies took first priority.
By 15 June 1984, all ceremoniesperformers were selected and
4 Two days before Opening Ceremonies, allperforming groups were brought togetherfor the only complete rehearsal he/d.
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rehearsals began. The LAOOC utilized atotal of nine rehearsal locations for theOpening Ceremonies, including ElSegundo High School, which theLAOOC rented for the summer as themain rehearsal site. The high schoolproved ideal. Multiple practice areas,including four fields and severalgymnasiums, were available on thegrounds and the school was locatedcentrally near the Los Angeles airport.This allowed each of the individualcasts within the show to schedulepractices separately according toindividual requirements.
Several problems were encounteredduring the rehearsal phase. One of therecurring problems was attendance.Because most performers werevolunteers, they had conflicts withjobs, school or any number of otherreasons. The volunteers also were notused to the amount of rehearsalrequired to satisfy the professionalstandards of the ceremonies staff. Thiscaused some of them to becomedisenchanted, although the staff knewthat the performers would be happywith their efforts after the ceremonieswere completed. Maintaining moraleduring the rehearsal phase, however,was a constant battle.
Use of the Coliseum was required totest everything from staging perfor-mers to testing technical equipment.Support from departments such asFood Services, Health Services and
Material Supply were required for thethousands of people involved in theseactivities. This caused each of the sup-port departments involved in Coliseumoperations to reevaluate their planningat an extremely late date and adjust ac-cordingly. Moreover, inadequate inter-departmental communications prior tothe rehearsal dates resulted in a some-what disorganized delivery of servicesbecause the support departmentswere not prepared for the nature andsize of the ceremonies and the scope ofthe services they were expected toprovide. Support services were furthercomplicated every time a changeoccurred in the rehearsal schedule.
Although many of the segments of theshow were rehearsed many times andfor relatively long periods before theceremonies, there were some seg-ments that could not be rehearsed untiljust before the Opening Ceremonies.One portion in particular was thelighting of the torch, which could not berehearsed until the LAOOC named thefinal torchbearer.
Before the torchbearer was named,several athletically inclined peoplewere asked to run around the track andthen up the stairs. No one could com-plete the distance. Approximately 10days before the Opening Ceremonies,1960 Olympic decathlon championRafer Johnson was chosen as the finaltorchbearer—although not publicly—and was brought to the Coliseum torehearse. Others were asked torehearse as well so that the identity ofthe final torchbearer could be keptsecret. The 50 degree angle of thehydraulic slip-stair combined with thetotal number of 96 steps made it
difficult to establish a rhythm going upthe stairs. While practicing, Johnsondeveloped a muscle cramp in his legwhich made it difficult for him to reachthe top of the staircase.
Because of the injury, a back-up planwas devised in case Johnson falteredduring the actual Opening Ceremonies,Since the raising of the Olympic flagimmediately preceded the lighting ofthe torch, it made sense for one of theflag bearers to serve as a backup.Olympic decathlon gold medalist BruceJenner (1976) was given a running suitto wear under his ceremonial suit. In theevent Johnson could not make it to thetop of the stairs, Jenner would come tohis aid.
Although the Opening Ceremoniescast was involved in many small-scalerehearsals, there was only onecomplete dress rehearsal whichapproximated the entire script andcircumstances of the OpeningCeremonies.
The full dress rehearsal was scheduledtwo days before the OpeningCeremonies. All portions of the daysimulated Opening Ceremonies asclosely as possible to test everythingfrom transportation to access controlto the performance.
The cast members were instructed toduplicate their day from the momentthey got up until their performance wascompleted. That included driving toSanta Anita Park, eating lunch, board-
ing the bus, sitting in the appropriateseat in the Sports Arena or swimmingpool area, lining up for the performance,performing and exiting. No athletes,with the exception of the flag bearers,participated in the rehearsal. Approxi-mately 3,000 Disneyland employeesacted as athletes for the march.
The dress rehearsal was closed to thegeneral public and press but open toticketed LAOOC Games volunteers andparents and friends of performers. Thisallowed the LAOOC an opportunity tothank many of the Games volunteers.The decision to close the rehearsal tomembers of the press was not due toany concerns that stories would bewritten about the ceremonies, but in aneffort to protect the visual appearanceof the ceremonies until the perfor-mance itself. The LAOOC allowed tele-vision commentators into the Coliseumso they could prepare to describe theceremonies, however. The LAOOC’spolicy regarding the entrance of pressto the rehearsal was foiled, sinceaccess control around the Coliseumduring the dress rehearsal wasgenerally lax and members of the pressattended anyway.
After the dress rehearsal, the cere-monies staff made substantial changesin the show by cutting some segments,revising others and eliminatingcostume changes for the marchingband. The dress rehearsal waspurposely scheduled two days beforeOpening Ceremonies so that changescould be made in the script. One of themore drastic changes was switchingthe costumes of the drill team. It wasfelt that the uniforms did not project
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5
5 The Sports Arena is an Opening Ceremo-nies staging area for athletes.
6 Flower girls mingle with the crowd atOpening Ceremonies.
7 Athletes from Australia wave to thecrowd.
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the right image, so a change was madeand each drill team member wasrequired to be refitted with a newcostume. Since all music in the showwith the exception of that played bythe marching band was pre-recorded,music needed to be re-edited. Thechanged segments of the show wererehearsed over again.
By the end of 27 July 1984,380rehearsals for 10,000 cast memberstotaling 304,000 rehearsal hours hadtaken place.
8.02.6Staging and performanceof the Opening CeremoniesThe staging of the OpeningCeremonies was a cooperativelogistical effort of tremendousproportions. Because the ceremoniesstaff preferred to stage the performersand athletes hours too early than aminute too late, the day’s schedulecommenced many hours before thestart of the ceremonies.
Last-minute details were worked onand completed all day long. In theColiseum, a helium tanker blew upmore than 1,200 five-foot balloonswhich were then placed in the properpositions on the field. Volunteerschecked each seat to make sure thecorrect plastic packages of coloredcards were set for the card stunt.Ninty-two thousand “welcome” flagswere taken to the entries where theylater were passed out to eachspectator. Thousands of fresh flowerswere placed on the peristyle stage. Thesound system was tested and musictapes were double-checked.
Meanwhile the performers reported totheir designated locations. Most of theperformers reported to Santa AnitaPark while the “multi-national group”reported to a location in downtown LosAngeles. Once the performers arrivedat their designated points, theychecked in, were stamped with asecurity stamp and were fed. Theywould not have another opportunity toeat until the ceremonies hadconcluded. Once fed, the performerswere loaded onto 160 buses and takento the Coliseum area.
At the Coliseum, the cast was held attwo locations within a short walkingdistance of the Coliseum main entry.The first was the Sports Arena, whichwas also used to hold the athletes priorto their entry into the stadium. Becausethe 16,000-seat Sports Arena was notlarge enough to hold all the athletesand performers, the grandstand of the1932 Olympic swimming pool wasused as an auxiliary area and wasspecially covered to provide shade.Each performer was seated accordingto a computer-devised seating chart.
The arrival of the athletes was carefullyplanned and well-executed. TheTransportation Department performedextraordinarily well in moving theathletes from the three villages to theColiseum and back without a majorincident. Approximately 120 buses, inconvoys of 20, were used for UCLAdelegations and a 20 bus shuttle wasused at USC. The planning of theathletes’ arrival was coordinatedthrough the village mayors, villageadministrators, chef de missions andLAOOC envoys. Meetings were heldwith NOC officials at each village toprovide information such as reportingtimes and locations, bus locations, busroutes, drop off spots and SportsArena seating arrangements. NOCofficials were also instructed to informtheir athletes to eat before theceremonies and to abide by long-established rules concerning protocolduring the march.
Once the athletes arrived at theColiseum, they were greeted by teamaides who were responsible forescorting the teams to the SportsArena. There, the flags of each countryand placards for each country wereplaced. The aides were also respon-sible for helping to line up the athletesand escorting them to the Coliseumentrance to begin the march on time.The number of aides per team wasdetermined by the size of thedelegation.
The Opening Ceremonies startedexactly on time—l636—and beganwith 110 trumpeters and 20 typanistsplaying the “Los Angeles OlympicTheme. “The 1,000 members of theOlympic choir and the 60-pieceOlympic orchestra were located in theperistyle seats directly in front of thefanfare trumpeter unit.
As soon as the notes of the Olympictheme faded, five skywriting airplanesbegan forming 2,000-foot letters andspelled out the word “welcome.”Flower girls then passed out flowerswith multi-language greetings ofwelcome written on the attachedribbons and a man with “welcome”written on his back and powered by arocket belt flew into the stadium andlanded on the field.
8
8 The Rocket Man comes in for a landing dur-ing Opening Ceremonies.
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The 1,262 members of the Olympic drillteam began performing their routine tothe specially-written “Welcome”song using the five-foot diameter whiteand gold balloons as props. During thewelcome number, the video displayscoreboard showed pictures of LosAngeles residents waving hello whilethe matrix scoreboard showed ananimated film of the word “welcome”in 23 different languages. The drill teammembers performed severalformations including the Olympic ringsand the word “welcome”. Once theroutine was completed, the drill teammembers released the balloons. As theballoons flew into the sky, streamersunrolled from the bottom of theballoons and each streamer had theword “welcome” printed in oneof 23 languages.
Shortly after, “Ruffles and Flourishes”and “Hail to the Chief” were played toannounce the arrival of United StatesPresident Ronald Reagan, IOC Presi-dent Juan Antonio Samaranch andLAOOC President Peter V. Ueberroth.After the U.S. national anthem wasplayed and the colors were presented,the entertainment portion of theprogram began.
The 800-member Olympic marching o
band, which entered the Coliseumthrough the numerous tunnels locatedaround the Coliseum, signaled thebeginning of a 30-minute presentationof the “Music of America. “Included inthe band were 144 trumpets, 96trombones, 48 sousaphones, 48percussion instruments, 64 piccolosand flutes, 56 altos, 52 clarinets, 36tenor saxophones, 16 baritones and128 band silks. o
The “Music of America” segmentconsisted of six parts, each of whichdepicted a unique portion of the UnitedStates’ musical development. Theywere:
o “Americana Suite": portrayed thedevelopment of the marching bandfrom its Revolutionary War rootsthrough one of its most popularperiods when the U.S. Marine Corpsband was led by John Philip Sousa.The number was performed by the800-member Olympic marchingband.
“The Pioneer Spirit”; showed thewestward expansion whichoccurred during the 19th century.The production included movableprops, which when set up by theperformers themselves, formed asmall western town. The castincluded 300 members of theOlympic dance corps, 10 characterdancers, 50 gymnasts/fiddlers and50 youth dancers.“Dixieland Jamboree”; depicted thebirth of jazz in New Orleans and theassociated vocal style whose origindates back to the gospel traditionsof Afro-American spiritual music. A300-member Olympic gospel choirjoined the marching band and 75dancers.
o “Urban Rhapsody”; showed theincorporation of jazz and classicalstyles made famous by GeorgeGershwin. The “Rhapsody in Blue”number was highlighted by threerows of pianos (84 black and onewhite) rolling through the peristylearches. The presentation utilized 85pianists and 200 dancers.o �The World is a Stage”; traced the
musical development of the UnitedStates from the 1940s' Big Band
sound to the present. Approximately1,500 members from the drill teamand dance corps performedthroughout the sequence.
o “Finale”; the entire “Music ofAmerica” cast was reunited whileportions formed an outline map ofthe United States.
Following the “Music of America”presentation, the Coliseum announcerinstructed the audience to locate thepackets which had previously beenplaced at their seats. The plasticpackets contained a colored plasticcard and instructions in six differentlanguages which requested theaudience to raise their cards at adesignated time. When the audienceraised their cards to form the flags ofevery participating NOC, it was the firsttime the card stunt was performed.Finding 85,000 people to test the stunt,of course, was not practical. Allsections of the Coliseum, with theexception of the press section,participated in the stunt. The press
10
9 As balloons begin to fill the skies, stream-ers, each with the word “welcome”printed in one of 23 languages, are unfurledfor the Opening Ceremonies crowd.
10 Part of an 800-member marching band pre-sent “Music of America” at OpeningCeremonies.
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11 12
13
14 15
11 Dancers present ”The Pioneer Spirit”dances.
12 An overhead view of ”The Pioneer Spirit”troupe moving center stage.
13 A 300-member Olympic gospel choir joinsthe marching band and a 75-member dancetroupe.
14 Three rows of pianos in the peristyle end ofthe Coliseum highlight the ”Rhapsody inBlue” presentation.
15 An aerial view of the “Rhapsody in Blue”presentation.
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16
section was excluded becausenumerous journalists had indicatedthat they would not participate;moreover, the press section allowedactual seating only in every other rowof seats to accommodate specially-designed tables. These tables wouldhave left “holes” in any flag formed inthat section.
The Olympic Charter-mandatedportion of the ceremonies followed thecard stunt and was begun with theAntwerp Flag Exchange. IOC PresidentJuan Antonio Samaranch presentedthe flag to Los Angeles Mayor TomBradley who in turn presented the flagto LAOOC Chairman Paul Ziffren. Twomembers of the United States Olympicdelegation to the 1920 Games inAntwerp, Alice Lord Landon and AileenRiggen Seoule, were included in theexchange ceremony. The playing of the“Los Angeles Olympic Theme”followed the presentation and set thestage for the entrance of the athletes.
The athletes’ march was coordinatedthrough the efforts of a director locatedon the field, staff located in the Colise-um press box and aides located in theSports Arena. The march was precise-ly timed to each count of music and,remarkably, ran only two minutes late.
Prior to entering the Coliseum, theathletes watched the Opening Cere-monies on the large screen televisionsprovided in the Sports Arena. As timedrew near for the march, teams werecalled in alphabetical order in English(with the exception of Greece, whichtraditionally marches first and theUnited States, which as the hostnation, marched last) to begin lining up.Once lined up at the Sports Arena, theathletes walked approximately 250meters to the entrance of the Coliseumwhere aides again checked to makesure the athletes lined up properly andstarted to march at the correct count ofmusic. The use of the aides wasespecially important to help curb theathletes’ enthusiasm since the athleteswere charged up emotionally for theopening of the Games.
Because the LAOOC anticipated a totalof between 7,000-9,000 athletes andofficials to march in the OpeningCeremonies, a number of precautionswere taken to ensure that theoperations conducted on the field werecarried out in the simplest, mostorganized way possible. Once theathletes’ march began, all operationswere cleared through the director, whowas located on the field. This wasespecially important in directingmedical help to participants, many ofwhom were affected by the heat.Spotters were located in the press boxto look for possible problems in anyarea of operations. The spotters and
17
16 An overhead view of the card stunt per-formed at Opening Ceremonies by thespectators.
17 The massive card stunt portrays the flagof every participating National OlympicCommittee.
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Entry of delegations into the Coliseum
CountryEntry Entrytime Number Country Time Number
GreeceAlgeriaAndorraAntiguaArgentinaAustraliaAustriaBahamasBahrainBangladeshBarbadosBelgiumBelizeBeninBermudaBhutanBoliviaBotswanaBrazilBritish Virgin IslandsBurmaCameroonCanadaCayman IslandsCentral African RepublicChadChilePeople’s Republic of ChinaColombiaCongoCosta RicaCyprusDenmarkDjiboutiDominican RepublicEcuador
EgyptEl SalvadorEquatorial GuineaFijiFinlandFranceGabonGambiaFederal Republic of GermanyGhanaGreat BritainGrenadaGuatemalaGuineaGuyanaHaitiHondurasHong KongIcelandIndiaIndonesiaIraqIrelandIsraelItalyIvory CoastJamaicaJapanJordanKenyaKoreaKuwaitLebanon
0:32 127 Liberia 0:070:18 36 Liechtenstein 0:190:09 2 Luxembourg 0:220:17 31 Madagascar 0:100:44 111 Malawi 0:110:59 257 Malaysia 0:210:36 84 Mali 0:150:24 28 Malta 0:120:17 12 Mauritania 0:130:06 1 Mauritius 0:190:11 17 Mexico 0:450:34 76 Monaco 0:150:12 10 Morocco 0:220:06 4 Mozambique 0:090:15 28 Nepal 0:270:19 6 Netherlands 0:360:29 16 Netherlands Antilles 0:140:09 6 New Zealand 0:361:01 148 Nicaragua 0:280:07 11 Niger 0:140:04 1 Nigeria 0:300:05 53 Norway 0:301:55 415 Oman 0:180:12 9 Pakistan 0:250:15 8 Panama 0:070:09 5 Papua New Guinea 0:240:48 85 Paraguay 0:280:38 213 Peru 0:150:28 51 Phillipines 0:150:16 18 Portugal 0:330:24 28 Puerto Rico 0:360:11 21 Qatar 0:150:56 66 Romania 0:360:13 3 Rwanda 0:050:31 25 San Marino 0:210:23 12 Saudi Arabia 0:260:26 140 Senegal 0:260:35 12 Seychelles 0:100:07 2 Sierra Leone 0:200:12 32 Singapore 0:200:20 127 Solomon Islands 0:100:51 258 Somalia 0:080:15 6 Spain 0:510:18 12 Sri Lanka 0:131:10 408 Sudan 0:150:22 37 Surinam 0:121:31 357 Swaziland 0:110:09 12 Sweden 0:430:14 25 Switzerland 0:420:10 2 Syria 0:170:17 11 Chinese Taipei 0:370:09 6 Tanzania 0:180:21 15 Thailand 0:330:24 47 Togo 0:230:20 28 Tonga 0:110:12 61 Trinidad and Tobago 0:160:19 18 Tunisia 0:260:17 25 Turkey 0:280:22 80 Uganda 0:180:29 32 United Arab Emirates 0:141:12 416 Uruguay 0:430:14 19 Venezuela 0:320:33 39 Virgin Islands 0:271:02 237 Western Samoa 0:130:13 13 Yemen Arab Republic 0:170:22 55 Yugoslavia 0:560:46 115 Zaire 0:150:26 25 Zambia 0:130:32 23 Zimbabwe 0:10
1 8
19
Lesotho 0:06 4 United States of America 2:59
71012
51521
4945
1098
379
10161
8137
255
53972250
67
163819575330
1276
1924241012
547
1854
166
13147198
9612549
62
17284826
8212636
82
1553
1814
589
director were connected through radiocommunications as were many of theplacard bearers. Once a problem wasidentified, the spotters notified thedirector who in turn made a decisionregarding appropriate action andinformed the responsible parties. Noactions were authorized by anyoneother than the field director. Thisprocess prevented duplication ofefforts and allowed decisions to bemade by one person who had anunderstanding of the total effort.
It took a total of one hour, 22 minutesfor the delegations from 140 countriesto march into the Coliseum and taketheir places on the infield. The placardbearers and individual team flagbearerswere instrumental in leading thedelegations to the correct place on thefield. Especially warm and enthusiasticwelcomes were given to thedelegations from People’s Republic ofChina, Romania, Yugoslavia and theUnited States of America.
With the athletes present on the field, itwas time to declare the Gamesofficially open. LAOOC PresidentUeberroth welcomed the athletes toLos Angeles and then introduced IOCPresident Samaranch, who in turninvited U.S. President Reagan to openthe Games officially.
18 Aides keep athletes in order during thewalk from the Sports Arena to the Colise-um for the Opening Ceremonies.
19 Athletes from Jordan wave to the crowd.
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The text of Ueberroth’s speech was asfollows:
“President, honored guests, ladies andgentlemen.
"It's been said, before you stands thefinest group of young men and womenever to assemble in the history ofsport. They represent the best that thisworld has to offer. They represent thebest hope for the future of mankind.One hundred forty different nationsgather here today to honor their owncountries, and at the same time tohonor the Olympic Movement. In a fewminutes the Olympic torch will enterthe stadium and the Games of theXXlllrd Olympiad will begin. We at theLos Angeles Committee had a newidea, an idea to carry the flame on thelongest route in the his tory of theOlympics. It began in the great andwonderful city of New York, and wentacross this country to this historic siteof the 1932 Olympic Games. Ratherthan go on a straight line, we thought itbest to wander up and down and criss-cross this country to most major citiesand most small communities. Thesuccess of this torch run has exceededour fondest dreams. Millions andmillions of our fellow Americans stoodby along the roadsides, cheering therunners and thereby becoming part ofthe Olympic Movement. TheseAmericans had two messages to giveto the world. The first is an enormousrekindling of pride in our own country,the United States of America. Andmore importantly, these millions and
millions of people turned out along theway to express a friendship and a loveand a caring for all nations of the world.It was an outpouring of pride and lovethat was demonstrated by a peopleto ward an idea that through sport wecan take an important step to wardworld peace and understanding.
“As these Games are about to begin,we must thank the thousands uponthousands of people in SouthernCalifornia who have dedicated years oftheir lives to make these a great Gamesfor the athletes of the world. For yousee, that’s clearly our goal; we wish nopolitical statement. We wish only toshow hospitality and friendship, andthrough these efforts make a betterworld if we can.
“It’s now my pleasure to introduce HisExcellency, Mr. Juan AntonioSamaranch, President of theInternational Olympic Committee, towhom I extend the warmestwelcome.”
The text of Samaranch’s speech wasas follows:
“Here we are, once again in LosAngeles, where 52 years ago wecelebrated the Games of the XthOlympiad.
“Today, however, our family is muchlarger. A record score of 140 National
Olympic Committees are taking part inthese Games. We are proud to say thata great many of the finest youth in theworld are present with us in thishistoric Coliseum. May I extend a warmwelcome to all the athletes andofficials. lam sure that they willcompete and participate in the trueOlympic spirit of cooperation,understanding and friendship withoutany political influence. Nevertheless,our thoughts also go to those athleteswho have not been able to join us. Onbehalf of the Olympic Movement, Iwould like to thank the City of LosAngeles, “El Pueblo Nuestra Senora laReina de Los Angeles, “as it wasoriginally called, the State of California,and the en tire nation for receiving uswith open arms. Our gratitude mustalso go to the Organizing Committee,and particularly to Chairman PaulZiffren, President Peter Ueberroth, andalso to the more than 50,000volunteers who are giving so much forthe success of these Games.
“Finally, l have the high honor to invitethe President of the United States ofAmerica, President Ronald Reagan, toproclaim the Games of the XXlllrdOlympiad in Los Angeles open.
"God Bless America."
Reagan, who became the first UnitedStates president in history to open anOlympic Games, called upon his formalacting experience and altered thetraditional wording of the openingslightly to, "Celebrating the XXlllrd
Olympiad of the modern era, I declareopen the Games of Los Angeles."
Once the Games were officiallydeclared open, only the raising of theOlympic flag remained before thelongest torch relay in history wasconcluded with the running of a final lapand the lighting of the Olympic flame.The Olympic flag was brought into theColiseum by former Olympians:
Name
Richard Sandoval
Dr. Sammy Lee
Pat McCormick
Wyomia Tyus
John Naber
Parry O’Brien
Al Oerter
Bruce Jenner
Bill Thorpe, Jr.
Billy Mills
Job
escort
escort
escort
bearer
bearer
bearer
bearer
bearer
bearer
bearerMack Robinson bearer
The flag was raised to the traditionalmusic of the "Olympic Hymn" whichwas written in 1896 by SpyrosSamaras of Greece. Another traditionalpart of the ceremony was alsoobserved as 4,000 homing pigeonswere released from either end of theColiseum to symbolize the spirit of
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20 The athletes and officials from Japanfollow their flag into the Coliseum.
21 Athletes crowd Gina Hemphill as she car-ries the torch around the Coliseum track.
22 Rafer Johnson is the final torchbearer.
2122 1
23
25
24
23 United States President Ronald Reaganproclaims the Games of the XXIIIrd Olympi-ad open from the press box of the LosAngeles Memorial Coliseum.
24 Eleven Olympians carry and escort theOlympic flag.
25 The Olympic flag is raised at the eastend of the Coliseum.
26 IOC President Juan Antonio Samaranch de-livers his Opening Ceremonies address asLAOGC President Peter V. Ueberrothlistens.
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Ceremonies
27
peace. As the pigeons flew away, themusic written for the entrance of thetorch, “The Olympian,” began.
The entrance of the torch hastraditionally been a highly emotionalmoment for athletes and spectatorsalike, especially since at most Gamesthe name of the final torchbearer is aclosely guarded secret. The light fromthe torch could be seen in the maintunnel of the Coliseum and the crowdcheered loudly as Gina Hemphill,granddaughter of Jesse Owens andone of two runners to run the firstkilometer of the torch relay, enteredthe Coliseum to run the first lap aroundthe track.
A problem arose as the members of theteams standing in the infield pressedforward to get a better look as thetorch passed by. The ceremonies staffused the communications system toinstruct the placard bearers to help getthe team members back in their correctlocations. However, the teams werenot ushered back in time to preventHemphill from having to strugglethrough a crowd and at times havingto slow to a walk.
After finally running around the track,Hemphill handed the torch to RaferJohnson who ran up the steps of theperistyle stage. As Johnson climbed tothe top of the permanent steps, thehydraulic slip-stair began to rise in frontof him and he continued climbing thestairs until he reached the area directly
below the bottom of the archway.After standing on the top stair,Johnson reached up and touched thetorch to a tube which allowed the flameto travel up to the Olympic rings, whichthen burst into flame. The flame thencontinued up the tube until it reachedthe top of the cauldron where theOlympic flame ignited to the cheers ofan appreciative crowd. The problemsJohnson experienced negotiating thesteps during rehearsal never material-ized during Opening Ceremonies,although it was evident that it took agreat deal of physical effort to climbthe staircase.
Once the torch was ignited, the flagbearers of each NOC formed a semi-circle around the speaker’s podium,which was located on the field. EdwinMoses then took the competitors’ oathon behalf of the athletes and SharonWeber took the officials’ oath.
As the flag bearers returned to theirpositions on the field, the 2,000members of the multi-national group,dressed in their native costumes,entered the Coliseum and formed a ringaround the athletes. At the same time,the members of the International
28
29
27 Members of the multi-national group, alldressed in native costumes. form a circleon the Coliseum track around theathletes.
28 Hands are clasped as a celebration of inter-national brotherhood during the OpeningCeremonies.
29 The spectators clasp hands at OpeningCeremonies es everyone sings ”Reach Outand Touch”.
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Children’s Choir took their places onthe peristyle stage to sing “Ode toJoy ”from Beethoven’s NinthSymphony. As “Ode to Joy”concluded, a young singer, VickiMcClure, stepped forward on the stageto sing “Reach Out and Touch. “Simul-taneously, the lyrics of the song weredisplayed on the matrix scoreboardwhile video tape of people from aroundthe world joining hands was shown onthe video scoreboard. Before McClurecould instruct the spectators andathletes to join hands, groups of peoplewho had already been swept up in theemotion of the moment joined handsand began to sing along. By the end ofthe song, more than 180,000 handshad clasped together to celebrate amoment of international brotherhood.
Although the athletes were supposedto leave the field after the finale, manystayed behind to continue dancing andsinging. Finally, by2000 hours most ofthe athletes boarded buses and wereon their way back to the villages.
8.03Closing Ceremonies
8.03.1Concept and early developmentWhile the Opening Ceremonies wereproduced to provide a majestic,emotional experience to start theGames on a positive, inspirational note,a totally different atmosphere wasdesired for the Closing Ceremonies.
It was felt that by the time the compe-tition phase of the Games ended, theathletes’ mood would be one ofwanting to have fun rather thaninspiration. With that thought, theceremonies staff set out to produce ashow full of fun and surprises-areward to the athletes for a job welldone.
The planning for both the Opening andClosing Ceremonies was done at thesame time which caused the ClosingCeremonies to take a back seat onoccasion. Because a large portion ofstaff efforts had to be concentrated onplanning the Opening Ceremonies-ifonly because they occurred first on theschedule-the staff divided theplanning of Closing Ceremonies intotwo parts. The first part consisted of alltasks that could not be accomplishedin the two weeks following theOpening Ceremonies. Those taskswere given priority and scheduled forcompletion as necessary. Theremaining tasks which could becompleted during the two weeks ofGames’ competition were put on holduntil then.
The Closing Ceremonies program wasthen divided into four parts for planningpurposes: the prelude, the marathon,formal ceremonies and the celebration.
8.03.2Development of the actual planThe actual development of the ClosingCeremonies script was much simplerthan the Opening Ceremonies. Fromthe start, the ceremonies staff wantedthe focus of the program to be a space-ship. They also wanted to utilize theenormous technical resourcesavailable in Hollywood. In directcontrast to the policy set for OpeningCeremonies, a big name entertainerwas used to say “thank you” to theathletes.
Like the Opening Ceremonies, majorportions of the Closing Ceremoniesprogram were dictated by the 1978provisional edition of the OlympicCharter and by the fact that the end ofthe men’s marathon would be held inthe Coliseum. Those portions of theshow were fairly easy to plan.
The prelude was designed to set thestage for the conclusion of the men’smarathon. The staff invited sevenprevious marathon medal winners toattend the Closing Ceremonies ashonored guests and planned tointroduce them to the audience. Inaddition, the staff planned to utilize thetwo Coliseum scoreboards to allowceremonies spectators to keep up withthe progress of the marathonparticipants through video of theleaders and a leader board showingtimes and placings.
Two awards ceremonies were alsoplanned. Following the marathonawards presentation, the medals forthe equestrian individual jumpingcompetition were awarded, since theevent was held on the same day.
The third section of the show, theformal ceremonies, were dictated bythe charter. The charter states that thefollowing order be followed:
o Flag bearers of the participatingNOCs march into the arena single filebehind the country placard bearers.
o Six competitors from eachdelegation march in the ceremonywithout distinction of nationality.
o Flag bearers form semicircle behindrostrum.
o President of IOC proceeds to the footof the rostrum.
o Greek national anthem is played.o Greek flag is raised.o Host country’s flag is raised.o National flag of next organizing
committee is raised.o President of IOC declares Games
closed.o Olympic flame is extinguished.o “Olympic Hymn” is played as
Olympic flag is lowered.o A five gun salute is sounded.o Placard bearers, flag bearers and
competitors exit.
The LAOOC requested several changesin the program which the IOC granted.The first was to move the extinguishingof the torch to the last part of the char-ter-mandated portion of the ceremony.The second change was to present an
entertainment portion of the cere-monies after the extinquishing of thetorch. In addition, the Antwerp flag ex-change to the next organizing city wasadded to the program for the first time.
Once the IOC granted permission to usethe Antwerp flag exchange in theClosing Ceremonies, its proper place inthe program had to be determined. Theexchange was placed after the raisingof the flags from Greece, the UnitedStates and Korea. The president of theIOC and mayors of Los Angeles andSeoul were invited to participate in theexchange as were the chairman andexecutive vice president/generalmanager of the LAOOC.
After the exchange of the flag, ademonstration of cultural elementsfrom Los Angeles and Seoul wasplanned.
With the basics of the prelude,marathon and formal ceremonies inplace, only the celebration portion ofthe ceremonies remained. The basicidea was to present something thathad never been done before and thenstretch the concept to its furthestextreme. Director Tommy Walker hadused a small spaceship in a previousshow, so it was decided to build onebigger and better. To add to theouter-worldly atmosphere, the staffdecided to use a laser light show and an“alien creature.”
During the planning of the ClosingCeremonies, the LAOOC was contactedby Union Carbide Corporation with anoffer for the use of 90,000 flashlights,The offer was accepted and it wasdecided to have the audience use theflashlights to “contact” the spaceship.To signal the spaceship, the flashlightswere equipped with a blue, red andclear plastic strip that could slideacross the light to change theprojected color.
In the spirit of producing a spectacularshow and taking each element to itslimits, the LAOOC planned an enormousfireworks display. The fireworks, 3,000of which were donated, were used topay tribute to each of the host cities ofthe modern Games.
Finally, all that remained in the basicplanning was the choice of anentertainer. In spring 1984, Wolperattended a charity benefit where LionelRichie performed his popular song “AllNight Long” accompanied by break-dancers. He was struck by the fact thatnothing he had seen came close toprojecting the power of that particularsong as well as projecting a party-likeatmosphere. Richie was asked torewrite the lyrics of his song especiallyfor the Closing Ceremonies. The idea ofusing break-dancers during Richie’snumber was also quite appropriate
since break-dancing originated in thestreets of the United States and wasjust gaining exposure in countriesoutside of the United States.
8.03.3Formation of the cast andgathering of the technicalelementsThe formation of the cast forClosing Ceremonies was infinitelysimpler than that for OpeningCeremonies. The marching band,orchestra, choir, placard bearers andtall flags unit were utilized fromOpening Ceremonies. The additions tothe cast for the Closing Ceremonieswere the Dance Theatre of Harlem, theSeoul City Dance Theatre, an “alien,”Lionel Richie and 300 break-dancers.
The two additions which required theLAOOC to search for performers werethe “alien” and the break-dancers. Anexceptionally tall person was neededto play the part of the alien so that withthe addition of the appropriatecostume, the alien would appear muchlarger than life. The search resulted in aseven-foot eight-inch local residentplaying the part of the alien.
The search for break-dancers provedalmost as easy. The ceremonies staffplaced advertisements in local neigh-borhood newspapers asking forbreak-dancers to attend tryouts atspecified times and locations. TheLAOOC asked recognized specialists inthe area of break-dancing to serve asjudges for the tryouts which easilyproduced the required number ofperformers.
The gathering of the technicalelements for the Closing Ceremonies,however, was as difficult or more sothan gathering the cast for the OpeningCeremonies. The first priority of theCeremonies Department wasdesigning a workable spaceship. TheLAOOC contracted with a firm toproduce the original design and build aprototype spaceship. However, thefirm was not able to complete theproject which resulted in a second firmtaking over just weeks before theClosing Ceremonies.
The LAOOC contracted with a SanFrancisco production firm to build thecenter stage which was designed bythe ceremonies art director. The stagewas a complicated multi-level structurethat housed all the physical elementswhich made Lionel Richie’s “All NightLong” number so spectacular.Included in the stage were provisionsfor Dancing Waters, pyrotechnics, anorchestra pit, liquid nitrogen smokeeffects tanks, pools of water andlighting panels.
Four special four-column light towerswere brought in to produce theater-quality lighting. Although the Coliseumstadium lights could have been used,the show required the dramatic effectsthat could not be achieved without thespecial lighting.
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The props and wardrobe crew wasresponsible for assembling theflashlights which were distributed toeach spectator. The flashlights, whichcame packed in boxes, needed to havebatteries placed inside and also neededto have the three-colored plastic stripattached. Once the flashlights wereassembled, the props crew placedthem in plastic bags to ready them forspectators. The volunteer crew alsopassed out the flashlights prior toClosing Ceremonies.
The fireworks used in the tribute toeach of the previous Olympic Games’host cities were donated to the LAOOCby the Japan Shipbuilding IndustryFoundation. The lighting of thefireworks and the playing of theaccompanying music were coor-dinated by a computer.
Costume fitting for Closing Cere-monies staff was handled at the designcenter using the same procedures usedfor Opening Ceremonies staff. Thealien’s costume was created by thesame artist who created the costumesfor the futuristic epic movie "StarWars."
8.03.4Rehearsal and trainingImmediately after the completion of theOpening Ceremonies, rehearsals andfinal planning for the ClosingCeremonies kicked into high speed.Not only did details surrounding the
Closing Ceremonies need to becompleted, but also much of the majorwork was undone. The spaceship,which was the focal point of the show,was still untested.
The LAOOC rented a vacant high schoolfor use as the rehearsal site for ClosingCeremonies. While much was stillundetermined regarding the format ofthe Closing Ceremonies just weeksbefore the performance, one fact wasinescapable. Whatever occurred at theColiseum during the ceremonies wouldbe directly affected by the fact that allmajor technical elements had to beinstalled within a short 18-hour periodbetween the completion of athleticsand the start of the ceremonies.
One of the biggest problems facing thetechnical crew was the assembly of thecomplex center stage and the focusingof the lights on the four large lightingtowers. To practice this massiveundertaking, approximately300 crewmembers were utilized to assembleand disassemble the stage on threedifferent occasions. The first rehearsal,which took place at Aviation HighSchool in Manhattan Beach threeweeks before the Closing Ceremonies,put into perspective the undertaking at
hand. The stage and lighting sequencetook 20 hours to complete, a couple ofhours too long. The rehearsal wascomplicated by the fact that lighting atAviation was inadequate for a night-time rehearsal, therefore, the rehear-sals were conducted during the day.This made practicing adjustment of thelights in the four lighting towers animpossible task. The second and thirdattempts at putting the stage and lightstogether resulted in trimming fourhours off the initial effort and gave thecrew confidence that they couldaccomplish the task of transporting theequipment and installing it in time forthe ceremonies.
The other major worry was theconstruction and successful testing ofthe spaceship. The first prototypemeasured 50 feet, 2 inches in diameter,weighed 3,689 pounds and had a fabriccovering which hid the interiorstructure. The idea was for a helicopterto lift the spaceship into the air where itcould be flown to the edge of theColiseum in view of the spectators. Tohide the fact that the spaceship wasbeing lifted by a helicopter, two escorthelicopters accompanied thespaceship to account for the noise, thelift helicopter was painted black and alllights in the Coliseum were turned off.
On the first test flight, which occurredin a deserted field just nine days beforethe Closing Ceremonies, the helicopterlifted the spaceship into the air only tohave it collapse two minutes into the
flight. The collapse was caused bysome of the welds breaking on theconnecting structure and provoked thestaff to dub the maiden voyage of thespaceship “the flight of the aluminumtaco.”
Despite initial disaster, the design crewfelt it gave them an opportunity to builda better spaceship. In a matter of days,the second test flight was under way.The covering which had formed a skinover the structure was removed.During the original flight the force of thehelicopter rotor draft caused thecovering to billow on one side, whichnot only made the spaceship lookunrealistic, but contributed to thecollapse of the interior structure. Thefinal design of the ship consisted ofnothing more than a generator andtrusses which were augmented withstrobes, pulsating lights, reflectors,prisms and a search light. The lightsplaced on the outer rim of the space-ship were computer programmed tolight sequentially, giving the appear-ance of movement to the lights. Thelights were controlled by a box whichwas operated by a passenger in the lifthelicopter.
Once the rehearsal of the spaceshipflight moved from the deserted field to
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the Coliseum, the ceremonies staff hadto deal with a whole new set ofproblems. Because the athleticscompetition was under way andbecause U.S. Federal AviationAdministration (FAA) regulationsprohibit flight paths passing overpeople, the rehearsals were held atmidnight. The noise created by severalhelicopters provoked complaints fromfamilies living near the Coliseum whowere trying to sleep.
The spaceship continued to experienceproblems during the test flights. Thecentral generator, which was equippedwith elaborate computer controls,functioned well on the ground butexperienced complete failure whenblasted by the rotor draft from thehelicopter. The test crew stripped thegenerator to the bare essentials whichended the problems. Just 20 hoursbefore the performance, the crew suc-cessfully tested the spaceship twice.
With the successful testing, there wasone other major concern about thespaceship’s flight-the weather. Onone night during rehearsals, a light fogdeveloped in the Los Angeles area,causing two problems. First, the FAAhas established rules regarding flightceiling levels during fog. If the fog washeavy, the lift helicopter would not behigh enough to allow spectators toview the spaceship. If the fog was lightenough for the spaceship to be allowed
in the air, the ambient light in the areawould be reflected by the fog, thusrevealing the structure of the space-ship. Consequently, it was hoped thatclear skies would prevail.
The rehearsals of the cast wereconducted throughout the two-weekperiod between Opening and Closingceremonies. A dress rehearsal wasconducted at Aviation High Schoolsince it was impossible to schedule anyrehearsals in the Coliseum. Once themain stage was constructed at theColiseum, Lionel Richie was able torehearse briefly before spectatorswere allowed to enter.
8.03.5Installation of thephysical elementsAs soon as the athletics competitionconcluded at the Coliseum, prepara-tions began for the ClosingCeremonies. A total of two-and-one-half acres of plywood was placed overthe Coliseum track to protect it fromtrucks driven into the Coliseum todeliver the stage and lightingequipment.
Prior to the end of athletics competi-tion, the Closing Ceremonies stage hadbeen broken down into its modularunits and packed into forty-six 22-foot
flatbed trucks. At approximately 2100hours, a total of 60 trucks traveled 16miles from Aviation High School to theColiseum in a two-mile long caravan.The caravan was assisted by groundand air police escorts.
A ground cloth was laid on theColiseum infield to designate whereeach piece of equipment should beplaced. The trucks entered theColiseum on a specific schedule andeach truck was numbered to aid entryin the proper sequence. Since the finalinstallation of the stage was the fourthtime the crew put the stage together,the construction proceeded withoutany major problems.
The installation crew for the fourlighting towers encountered problemsearly in the process. The staff neededthree-phase power to erect the lightingtowers and planned to utilize four largetransformers which were located on thefield. However, the Coliseum staff hadhooked some generators into the mainline that fed the transformers withoutnotifying anyone. When the installationcrew hooked up to the transformers,expecting 400 volts of power, they gotonly 120 volts per phase. The lineswere traced, generators found andbypassed. As a result, the lost timecaused the focusing of the lights to runlate. The lights had to be focusedbefore dawn to acheive the propereffect and was barely finished as thesun rose. The focusing crew was also
delayed because of overcrowdedfrequencies on the radio communica-tions system. The focusing crew hadplanned to rely heavily on the radios tocommunicate from tower to tower forcoordination but often could not hearone another or could not break intoother conversations.
The other major installation projectsfor Closing Ceremonies occurred at theperistyle. The main concerns of thelighting crew were providing adramatic effect at the base of the torchfor the trumpeters and alien, simulatingthe landing of the spaceship byproviding bright, flickering lightingbehind the peristyle and outlining theperistyle with frontal lighting. Thelights used for the simulation of thespaceship landing were heavy concen-tration, high-candlepower lights thatproduced a flickering sensation whenmanual shutters were operated in frontof them. For the front lighting, 32 lightbars with blue and pink lights wereused to produce a soft image thatblended well with the 90,000 blueflickering flashlights. The laser lightswere installed at the top of theperistyle as were two spotlights whichwere used to light the Olympic flag.
30 Workmen reassemble the stage on thefloor of the Coliseum for ClosingCeremonies.
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3 1
32
3131 IAAF President Primo Nebiolo gets set to present a men’s marathon award.present a men’s marathon award.
3232 Athletes break ranks during ClosingACeremonies.Ceremonies.
Other elements installed at theColiseum for Closing Ceremonies werethree fenced areas, two for thefireworks display and one to hide thespaceship. One fireworks compoundwas a 60-foot by 60-foot area north ofthe peristyle. The second compoundwas located on the Figueroa Street“finger” and was 60 feet by 250 feet.A fabric-covered fence 120 feet by 150feet was constructed in front of theSports Arena for the spaceship.
In a period of 16 hours, the ceremoniesconstruction crew laid 10 miles ofelectrical cable, installed more than4,000 lighting elements, laid more thantwo-and-one-half acres of plywood onthe track, installed a 180-foot widemulti-level stage with accompanyingspecial effects and utilized hundreds ofthousands of square feet of timber andscaffolding.
8.03.6Staging and performanceof the Closing CeremoniesThe Coliseum was opened to specta-tors at 1700 hours. Each spectator wasgiven a plastic bag which contained aflashlight as they entered. Over thenext two hours, spectators entered theColiseum and watched the progress ofthe men’s marathon on the large videoscoreboard on the peristyle.
At 1845 hours, the prelude to theClosing Ceremonies began with a shortfanfare and the introduction of sevenformer marathon medalists. Theywere:
o Kee Chung Sohn (KOR) gold medalistin Berlin, 1936
o Reinaldo Gorno (ARG) silver medalistin Helsinki, 1952
o Alain Mimoun (FRA) gold medalist inMelbourne, 1956
o Barry Magee (NZL) bronze medalist inRome, 1960
o Basil Heatley (GBR) silver medalist inTokyo, 1964
o Kenji Kimihara (JPN) silver medalist inMexico City, 1968
o Frank Shorter (USA) gold medalist inMunich, 1972, and silver medalist inMontreal, (1976)
At 1907 hours, Carlos Lopes ofPortugal was the first marathonparticipant to enter the Coliseum, while200 meters back were John Treacy ofIreland and Charles Spedding of GreatBritain.
Lopes’ winning time of 2:09.21 brokethe Olympic record of 2:09.55 set in1976 by Waldemar Cierpinski of theGerman Democratic Republic. Treacyfinished second, while Spedding fin-ished third. Seventy-eight runners fin-ished the marathon, with the last run-ner entering the Coliseum at 1952hours.
The medal ceremony for the marathonfollowed approximately 10 minutesafter the conclusion of the race as IOC
President Samaranch, assisted by IAAFPresident Primo Nebiolo, presentedthe medals.
Ten minutes after the marathon medalceremony, the medals for the eques-trian individual jumping competitionwere presented. Presenters were IOCHonorary Life President Lord Killaninand Federation Equestre lnternationaleSecretary-General Fritz Widmer. Themedal winners were Joe Fargis (USA),gold medal, Conrad Homfeld (USA),silver medal and Heidi Robbiani (SUI),bronze medal.
Ten minutes later, the Olympicmarching band and the orchestra filedinto the stadium followed by theparade of national flags and theentrance of the athletes.
The Olympic Charter stipulates that,“...six competitors of each delegationwho came to participate in the Gamesshall march, eight or ten abreast,without distinction of nationality unitedonly by the friendly bonds of Olympicsport. “However, several days beforethe Closing Ceremonies, the LAOOCasked the IOC to waive that provisionsince thousands of competitors (manymore than expected) still remained inLos Angeles. This was necessarybecause the LAOOC did not haveenough seats reserved in the Coliseumfor all the athletes who remained.Moreover, it was feared that since somany athletes remained, they wouldclimb over the walls that separate theseating and infield areas to join theirteammates. While not concerned withathletes climbing over the walls, theLAOOC was afraid that spectatorswould follow the rush of athletes. TheIOC agreed to allow all the athletes tomarch in Closing Ceremonies.
The march of athletes took muchlonger than planned since many of theathletes broke ranks and exuberantlyran around the track waving flags andcelebrating. The Coliseum announcerrepeatedly asked the athletes to returnto the infield but it took28 minutes toclear the track before the rest of theprogram could proceed.
Finally, the flags of Greece, the UnitedStates and Korea were raised as eachof the three countries’ national anthemwas played. The Antwerp flagexchange followed, the first time theexchange had been made during theClosing Ceremonies. IOC PresidentJuan Antonio Samaranch, Los AngelesMayor Tom Bradley, Seoul Mayor BoHyun Yum, LAOOC Chairman PaulZiffren and LAOOC Executive VicePresident/General Manager HarryUsher participated in the exchange.
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Following the exchange, the Seoul CityDance Theatre performed a traditionalKorean folk dance, ‘Buchae-Chum”and the Dance Theatre of Harlem per-formed the finale of GeorgeBalanchine’s “Stars and StripesBallet “.
The formal ceremonies neared theirconclusion as LAOOC PresidentUeberroth, who received a longstanding ovation when he wasintroduced, presented his closingremarks.
The following is the text fromUeberroth’s speech:
“To all the Olympians who haveparticipated here, please accept ourgratitude and heartfelt thanks. At theOpening Ceremony, we said that youwere the finest group of athletes everassembled and you proved that to betrue before the eyes of the world.
“More people around the worldwatched your efforts and yourstruggles than any event in the historyof mankind.
“We thank you for the opportunity tohost you and to be the stagehandssupporting your efforts.
“On behalf of the millions of Americanswho stood by the roadside andwatched the torch, and on behalf of aworld record number of the finest andmost gracious sports fans from aroundthe world who watched these Gamesin person, thank you for the chance toserve you and to offer friendship andhospitality.
“Our hope for the future is that all theathletes who have competed here willmaintain their new friendships and, asyour true victory lap of these OlympicGames, go forth as ambassadors ofpeace and goodwill throughout theworld.
“lf somehow we have brought theworld just a little bit closer together,
then we have, indeed, staged asuccessful Olympic Games. And, in asmall way, perhaps we have secured abetter future for all the children of theworld."
33 A traditional Korean dance productionat Closing Ceremonies honored the Gamesof the XXIVth Olympiadin Seoul, Korea.
Ueberroth then introduced IOCPresident Samaranch who presentedUeberroth with the Olympic Order inGold and then officially declared theGames of the XXlllrd Olympiad closed.
The text of Samaranch’s speech wasas follows:
“In the name of the lnternationalOlympic Committee l should like toextend our deepest gratitude toPresident Ronald Reagan, the people ofthe United States of America, the Stateof California, the Friendly City of LosAngeles and especially to its Mayor,Tom Bradley.
“May I express our greatest appreci-ation to the tens of thousands of volun-teers whose contribution haspermitted the perfect staging of theseGames.
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34
“Our most special thanks go to the LosAngeles Olympic OrganizingCommittee, chaired by Paul Ziffren andpresided by Peter Ueberroth. Theirconstant efforts, dedication andwisdom have enabled ail of us toexperience sixteen wonderful days ofsport, peace and friendship under theOlympic flame. We also extend ourthanks to the twenty-threeInternational Olympic SportsFederations and the one hundred andforty National Olympic Committees fortheir unfailing support in the LosAngeles Games.
“We thank all the sports officials, themembers of the mass media, theenthusiastic spectators and most of all,you, the athletes who have competedagainst each other with pride andbrotherhood for the glory of sport.
“On behalf of the International OlympicCommittee, lam very honored to
present to President Ueberroth theOlympic Order in Gold as an expressionof gratitude of the entire OlympicMovement.
"l now declare the Games of theXXlllrd Olympiad in Los Angelesclosed and in accordance with ourtradition, l call upon the youth of theworld to assemble four years from nowin Seoul, Republic of Korea, in order tocelebrate with us the Games of theXXIVth Olympiad."
As the lights in the Coliseum grew dark,two spotlights highlighted the Olympicflag as it was lowered and carried outof the Coliseum through the peristyle.Actor Richard Basehart read the wordsof Pindar, which were written for theoriginal Delphic Games, to an eerilyhushed audience:
Creatures of a day...What is someone?What is no one?Man is merely a shadow’s dream..But when God-given glory comes uponhim in victory..A bright light shines upon us and ourlife is sweet...When the end comes, the loss of flamebrings darkness.But his glory is bright forever.
35
34 A spaceship makes a dramatic entrance atClosing Ceremonies.
35 A spaceship hovers over the Coliseumduring Closing Ceremonies.
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Shortly after, the Olympic flame grewsmaller and then was extinguished asthe audience uttered a collective cry ofdisappointment that the Games finallyhad come to a conclusion.
The disappointment was short-lived asthe audience was instructed to placethe blue filter in front of the bulb of theirflashlights and turn them on. TheColiseum was transformed into a seaof blue, star-like, twinkling lights thatcaught the stunned audience bysurprise. Then the sound of helicopterswas heard and two appeared on theperistyle perimeter followedimmediately by the sudden appearanceof a large, flashing spaceship. A four-minute sequence occurred in whichlights flashed from the infield stage tocommunicate with the spaceship. Thespaceship in turn flashed its lights as ifto reply. As suddenly as it appeared,the spaceship disappeared and“landed” behind the peristyle. Bright,flickering lights shone through the peri-style arches and smoke billowed out aswell. A burst of light pierced the dark-ness as the laser lights mounted on topof the peristyle shot blue-green lightsacross the Coliseum. Spotlights thenfocused at the base of the torch andout of the darkness stepped an “alien”who proclaimed, “I’ve come a longway because I like what I’ve seen.”
Within moments after the aliendisappeared back into the darkness, a30-minute fireworks display salutedthe previous Olympic host cities. Thefireworks and the accompanying musicthat captured the spirit of each of theprevious host cities were coordinatedthrough the use of a computer. Thefireworks served as a prelude to morefireworks, water fountains and fog thaterupted from the center stage as LionelRichie and 300 break-dancers took thestage for a specially rewritten nine-minute version of the song “All NightLong.” Many of the athletes andspectators were caught up in theenthusiasm of the performance anddanced and sang along. After Richie’snumber, a final burst of fireworksoccurred and the Games were officiallyover. Many athletes stayed on theinfield to celebrate and dance on thestage; however, they were asked toleave the stage since it was notconstructed to hold excessively largenumbers of people.
Finally, the athletes and crowds beganto leave the Coliseum as the city ofLos Angeles said a final goodbye to theworld with the words on the videoscoreboards, “We’ll See You inSeoul.”
8.04Award ceremonies
The Awards Department was originallya part of the Ceremonies Departmentwhich was also responsible for theproduction of Opening and ClosingCeremonies. However, in January1984, a separate Awards Departmentwas created to allow both ceremoniesand awards to receive properattention.
The Awards Department was respon-sible for producing 229 differentawards ceremonies in 15 days at 26different sites and training the staffmembers needed to produce thoseceremonies. In addition, thedepartment was responsible forcoordinating the design and productionof all charter-mandated Olympic,demonstration sport, exhibition eventand commemorative medals as well ascharter-mandated certificates anddiplomas.
8.04.1Awards protocol requiredby the Olympic CharterMany of the Awards Department’sduties were governed by rules set forthin the 1978 provisional edition of theOlympic Charter. The script for eachvenue awards ceremony wasproduced by the Awards Departmentusing the following text from Rule 64 asits guideline:
“The medals shall be presented duringthe Games by the President of the IOC(or a member selected by him),accompanied by the President of the IFconcerned, if possible immediatelyafter the event at the place where thecompetition was held and in thefollowing manner: the competitorswho have been judged first, secondand third take their places, in theirofficial uniform, on a stand in thestadium facing the stand of honour,with the winner slightly above thesecond who is on his right, and the thirdwho is on his left. The flag of thewinner’s country shall be hoisted onthe central flagpole and those of thesecond and third on adjoining flagpoleson the right and on the left, as they facethe arena. Mean while the nationalanthem (abbreviated) of the winner’scountry is played, during which thethree competitors and the spectatorsshall face the flags.”
The design and production of themedals and certificates were alsoguided by the 1978 provisional editionof the Olympic Charter which states:
“The prizes at the Olympic Games shallbe provided by the OCOG for distri-bution by the IOC. They consist ofmedals and diplomas. In individualevents the first prize shall be a silver-gilt medal and a diploma, the secondprize a silver medal and a diploma, andthe third prize a bronze medal and a
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36 Cyclist medal winners during the LAOOC-sponsored 1983 cycling event.
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diploma. The medals must bear thename of the sport concerned and befastened to a detachable chain orribbon to be hung around the neck ofthe athlete. Diplomas but not themedals shall also be awarded for thefourth, fifth and sixth places. Allparticipants in a tie for first, second andthird places shall be entitled to receivea medal and diploma.
**Prize medals shall be at least 60 mm indiameter and mm thick. The first andsecond place medals shall be of silverof a fineness of at least 925/1000 andthe first place medal shall be heavilygilded contraining at least 6 grammes ofpure gold.”
Additional pertinent parametersdictated by the charter were:
o All competitors and officials in theGames shall receive a diploma and acommemorative medal.
o Diplomas and commemorativemedals shall be given to all non-competitors who are officiallyattached to Olympic teams and arerecognized by the NOC of theircountry within the limits specified inRule 40.
o The members of the IOC, thepresidents and secretaries-generalof the IFS recognized by the IOC whoare present at the Games, as well asthose officiating at the Games andofficially appointed by the IOC shallalso be given diplomas and com-memorative medals according toscales fixed by the IOC.
8.04.2Development ofthe a wards programThe LAOOC originally asked WaltDisney Productions to produce allceremonies for the Games and hiredone staff member to coordinate plansand act as a liaison with Disney. In May1983, the LAOOC hired a second personto plan the awards ceremonies for theLA83 pre-Olympic events since Disneydid not have the time or the desire toproduce those. In July 1983, whenDisney no longer was associated withthe ceremonies, it became necessaryfor the LAOOC to begin planning theproduction of the awards ceremonies.
The LA83 events were key in devel-oping the final plans for the Games’award ceremonies. Although the LA83events trained a staff that was in aplanning rather than operational stage,the nine events, which were held fromMay 1983 to April 1984, allowed theawards staff to continuously modifyand improve the plans for the individualsports awards ceremonies.
The awards staff began planning theGames’ awards ceremonies by readingprevious Olympic final reports, viewingvideo tapes of past Games and talkingto ceremonies personnel from the LakePlacid Olympic Winter Games.
The detailed planning began in fall 1983when the awards staff devised anawards ceremony schedule which tookinto consideration all the awardsceremonies produced at all the venues.This was done by going through thecomposite event schedule andestimating the times at which each finalwould conclude. Those times weresent to each sports commissioner witha request for corrections and revisions.After the schedule was revised, fewchanges occurred.
The Awards Department had themonumental task of verifying andsecuring the correct national anthemsand flags for each of the participatingNational Olympic Committees.
The awards staff worked inconjunction with Pageantry World, theofficial flag consultant, to obtain themost current books that had picturesof flags displayed in them. The pictureswere cut out and pasted both verticallyand horizontally on a piece of paper.The appropriate display was sent toeach NOC with a request that the pagebe returned with an approval orcorrection. Approximately80 percentof the NOCs replied and the others werecontacted again and encouraged toreply. Once the approved pages werereturned, Pageantry World used themas examples to manufacture the flags.
To obtain the correct nationalanthems, the Awards Department senta telex to each of the NOCs requesting atape recording. However, unlike the
response for verification of the flags,the majority of NOCs did not reply.Therefore, the Awards Departmentrelied on the U.S. Army Band, whichalready had a large portion of theanthems in its library, to provide theneeded tapes. Those that were not inthe library were obtained and verifiedthrough embassies.
Although the 1978 provisional editionof the Olympic Charter calls forabbreviated versions of anthems to beplayed, the LAOOC staff debated theissue throughout the planning stages.In June 1984, the LAOOC decided toplay the full-length versions.
The final preparation regarding flagsand anthems was the determination ofthe required numbers of each. Theawards staff prepared a chart basedupon the estimated participatingcountries for each sport, the maximumnumber of places athletes from eachcountry could take and the number ofdays that award ceremonies wouldtake place for that particular sport. Thechart was used to determine themaximum number of flags needed oneach day. Additional flags wereordered for a reserve. A total of 1,379flags were produced.
38
37 Fencing medalists receive their awardsduring ceremonies.
38 Weightlifters congratulate each other onthe victory stand.
37
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Much of the rest of the planning for theawards ceremonies was done inconjunction with nine other LAOOCsupport departments:
o Accreditation; responsible forproviding multi-venue passes for theawards pages and trumpeters. Eachpage or trumpeter worked from oneto four venues. Reserve staff couldwork at as many as 26 venues.
o Architecture and Construction;responsible for working with theawards staff to provide accuratemodels of each venue showingprocessional paths, staging loca-tions and flag and podia locations.They also were responsible fordesigning and constructing a flag-raising apparatus at each venue.
o Ceremonies; provided trumpetersfrom the Olympic marching band toplay at each venue awards cere-mony. They also coordinated withthe U.S. Army Band to obtainrecordings of each NOC’s nationalanthem.
yesyesyes
yes
no
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yeso Design; coordinated the design and
production of the Olympic,demonstration, exhibition andcommemorative medals and thecertificates and diplomas. Alsodetermined the color scheme of theawards podia, medal ribbon andflower bouquets.
yesyesyes
yes
yes
yesyeso Material Logistics; delivered the
awards podia to appropriate venueson specified days.
o Olympic Family Services; workedwith an IOC representative todesignate the replacement IOC medalpresenters in the event the presidentof the IOC was unable to attend theawards ceremony. Each venue’sprotocol representative worked withthe International Sports Federationto arrange for the IF presenter.
o Sports; worked with awardspersonnel to designate and approvethe processional path and thelocations for the holding area,staging area, flag-raising devices andawards podia.
o Technology; provided a soundtechnician for duplicating nationalanthems and ordered soundequipment for the venues.
o Transportation; coordinated busesto transport awards ceremony stafffrom awards headquarters (MainPress Center) to each of the venues.Two vans, two motorcycles and twomopeds were available foremergency transportation.
Additional pre-Games planningincluded securing the use of a centrallylocated headquarters for the Games. InFebruary 1984, the Awards Depart-ment obtained use of a portion of the
Los Angeles Convention Center’s(Main Press Center) North Hall.
The aquisition of space at the MainPress Center was key in planning thedispatch of each of the awards teams.Because the Transportation Depart-ment based its press transportationsystem at the MPC, it was easy tosupplement the system to provideefficient transport for the awardsteams to each of the venues. The MPCalso provided adequate work spaceand easy access to the ElectronicMessaging System (EMS) terminalswhich were important in obtainingresults for the calligraphers to preparethe athlete’s diplomas.
Since the awards staff planned to storethe medals at the MPC and send themto the venues with the awards team, itwas necessary to arrange for an alarmsystem and safes Other servicesplanned for the Games included the useof a dry cleaning service that picked-upand delivered uniforms daily and anengraver who was on-call 24 hours perday. The engraver was necessary incase of a tie and was required toengrave the appropriate medal with thesport and event with a turnaround timeof 24 hours.
One of the major goals of the AwardsDepartment was to distribute allcertificates, diplomas and medallionsduring the Games rather than mail themafter the Games. Since the medallionswere not personalized, they weredistributed before the start of theGames. The certificates and diplomaswere personalized, however, so theawards staff decided to distributethem through each NOC’s chef demission or envoy.
The awards staff devised a planwhereby the calligraphy staff obtainedfinal results from the EMS terminals andthen personalized the approximately4,500 first through eighth placediplomas. The calligraphy supervisorwas responsible for obtaining theresults and distributing them amongthe staff. Each of the names waschecked for correct spelling using a listprovided by the Sports Department asa guide. Once the diplomas werecompleted, they were filed by country.At the end of the day, the diplomaswere boxed, marked by country andtaken to each village security packagedrop-off center for distribution to theNOC service center. Each NOC envoywas responsible for either distributingthe diplomas or giving them to the chefde mission for distribution. The awardsstaff felt the key to this particulardistribution plan was making theathletes aware of the procedure sothey would know to contact their chefsif the chefs did not contact them.
The Awards Department also offeredan auto-pen service to each of thesignees of the athletes’ certificates.
While it is customary for IOC and OCOGpresidents to personally sign alldiplomas given to first through eighthplace finishers, each gratefullyaccepted the auto-pen service.Matrixes were made for each of thefour signees, IOC President JuanAntonio Samaranch, LAOOC ChairmanPaul Ziffren, LAOOC President Peter V.Ueberroth and LAOOC Executive VicePresident/General Manager HarryUsher. Two staff members workedapproximately80 hours on the auto-pen machines to apply the signatures.
8.04.3Design of the physicalelements of the ceremoniesPhysical elements, other than medals,which were necessary for the awardsceremonies included awards podia,flagpoles and flag-raising devices,flower bouquets, medal pillows anduniforms.
The awards podia were three-footsquare boxes that were24 inches highfor first place and 12 inches high forsecond and third places. The podiawere painted using three of theLAOOC’s Look colors: magenta,vermillion and chrome yellow and hadthe numeral 1, 2 or 3 painted on thefront to designate placing. The numberof podia per awards ceremony wasdetermined figuring two people couldstand on each square.
The use of either a flagpole or flag-raising device depended upon if thevenue was indoors or outdoors. Indoorvenues utilized a mechanical horizontalflag-raising device with bars that werelong enough to accommodate morethan three flags in sports where a tiepossibility existed. The flags weredisplayed vertically.
For outdoor venues, a 35-foot flagpolewas used for first place and 30-footflagpoles were used for second andthird places. The arrangement of thepoles corresponded with the arrange-ment of the awards podia.
The flower bouquets were designed tostay within the LAOOC’s Look. The LosAngeles city flower, the bird ofparadise, was used as the main stemand was combined with gerbers,orchids, lactrus and greenery. Anarrangement that was appropriate forall athletes, male or female, was used.
The use of flower bouquets during theawards ceremonies was dictated bytradition in each of the particularsports. Each sports commissioner wasconsulted to determine if flowers wereappropriate, and, if so, if they wereappropriate for both men and women.The LAOOC provided flowers forceremonies as follows:
Sport Flowers? Recipients
Archery
Athletics
Wheelchair
Baseball
Basketball
Boxing
Canoeing
Cycling
Equestrian
Fencing
Football
Gymnastics
Handball
Hockey
Judo
ModernPenthalon
Rowing
Shooting
Swimming
Diving
SynchronizedSwimming
Tennis
Volleyball
Water Polo
Weightlifting
Wrestling
Yachting
Boardsailing
M and F
F only
M and F
M and F
M and F
M and F
M and F
M and F
F only
F only
M and F
M and F
M and F
M and F
F only
F only
M = male F = female
The medal pillows were produced byan LAOOC licensee, Moochie’s. The 12-inch by 16-inch pillows were approx-imately one inch thick and covered bywhite velvet. A total of 60 pillows weremade.
There were several types of uniformsdesignated for awards staff. Allceremony pages received whitetailored suits with men receiving whiteshirts and ties and women receivingaqua shirts. Flag raisers received anadditional military-style jacket.
Other equipment utilized by the awardsstaff included a sound system thatconsisted of speakers, cart machine(tape deck), mixer, cassette deck andmicrophone. This equipment was setup by a sound technician but super-vised by an awards staff member.Tapes that were provided for theawards ceremony included anthems,the "Olympic Hymn": “Los AngelesOlympic Theme”, trumpet fanfare anda sound-check tape. All tapes atvenues were stored in duplicate in caseof breakage, distortion or loss.
Ten emergency uniform repair kitswere available to assure that theawards team presented the properimage at all times. Included in the kitwere safety pins, glue, a sewing kit,bandages, facial tissues, string, spotremover, hand mirrors and tape.
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Ceremonies
39
8.04.4Fabrication of the medalsThe design and production of themedals was a long process that beganin May 1983 and concluded with thedelivery of the medals during thesecond week of July 1984.
In May 1983, the LAOOC signed a con-tract with Jostens, a leadingmanufacturer of commemorative rings,medallions and awards, to produce thecharter-mandated medals, medallionsand diplomas. Shortly thereafter, thefirst designs were produced for thegold, silver and bronze medals as well
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as separate designs for thedemonstration sports medals forbaseball and tennis.
The first designs were just a prelude toa long process of designing andredesigning prototypes for approval bythe LAOOC. In a December 1983approval meeting, the LAOOC asked tohave the medals redesigned. DugaldStermer, a well-known designer andartist, was asked to take over thedesigning of the medals.
39
40
Silver, gold and bronze medals cast forthe Games of the XXlllrd Olympiadin Los Angeles.
Reverse side common to the three medalsdesigned for the Los Angeles Games.
40
A Commemorative medal given to winners inthe yachting exhibition sport ofboardsailing.
B Commemorative medal given to winners inthe athletics exhibition competition forwheelchair athletes.
C Medal given to the winners of the demon-stration sport of baseball.
D Medal given to the winners of the demon-stration sport of tennis.
E The reverse side common to all the medalsgiven in the exhibition and demonstrationsports.
A B C D E
A The obverse side of the medal designed forOlympic youth participation.
B The reverse side of the medal designed forOlympic youth participation.
C The obverse side of the medal given toyouths for participation in pre-Olympicevents.
D The reverse side of the medal given toyouths for participation in pre-Olympicevents.
A B C D
A The obverse side of the commemorativemedal designed as gifts for LAOOC staff,members of the media and special guests.
B The reverse side of the staff and mediacommemorative medal.
C The obverse side of the commemorativemedal given to athletes and team officialsattending the Games.
D The reverse side of the athletes’commemorative medal.
A B C D
A The obverse side of the Sarajevo/LosAngeles Olympic Friendship medal.
B The reverse side of the Sarajevo/LosAngeles Olympic Friendship medal.
A B
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Ceremonies
41
4 1 Women’s springboard diving medalists The medals for 1984 were anstand at attention during the playing of theCanadian national anthem.
adaptation of the original design byFlorentine artist Giuseppe Cassiolicreated for the 1928 Games inAmsterdam. The medals for the pastthree Olympic Games used versions ofthe Cassioli depiction of victory on theobverse (front) side of the medals buteach had its own design on the reverseside. Stermer took into considerationthe LAOOC’s desire to respect as manylong-standing Olympic traditions aspossible, and returned to the fullCassioli design. At the 1932 LosAngeles Games, medals with both
sides depicting the Cassioli designwere used and it was thought that aStar in Motion or stylized torch wouldnot go well with the neo-classicalCassioli design on the front. Stermerchose the front of the 1932 medal andthe back of the 1936 medal to serve asinitial examples for the more refinedmedal he created.
The front side showed the LadyVictory with definition added to thebackground and more overall depth tothe sculpting providing betterperspective. The facial features werechanged on nearly all the figures and onthe design on the back of the medal,the faces and bodies were redrawn tosuggest ethnic diversity and moreaccurate musculature.
Stermer’s design required 100 hoursof modeling time by Jostens’ chiefartist, Ray Standke, who moved hisengraving table and tools home todevote his full attention to the project.
The completed medals actuallyexceeded the charter-mandated speci-fications for thickness and gilding.The medals were 60 mm in diameterand 4 mm thick. The first place medalwas gilded with 6.5 grams of 24 karatgold.
Medals of a different design werecreated by Stermer for the top finishersin the demonstration sports of baseballand tennis and the exhibition sports ofboardsailing and wheelchair competi-tion. These medals were producedaccording to the same specificationsas the other competition medals.
The design and production of themedal ribbon also underwent a greatdeal of scrutiny. Throughout most ofthe planning stages for the medals, theLAOOC decided to use ribbon thatconsisted of the five colors of theOlympic rings. However, to blend withthe awards podia and the overall Lookof the venues, the ribbon design waschanged to three of the LAOOC’sfestive colors; aqua, magenta andchrome yellow.
Each of the medals was stored in a bluevelvet case that was protected by acardboard enclosure box.
8.04.5Other awards:Commemorative medals,certificates and diplomasThe LAOOC produced hundreds ofthousands of certificates throughoutits existence. The Awards Departmentwas responsible for overseeing thedesign and production of thosemedals, certificates and diplomaswhich were charter-mandated. Thoseincluded the athletes’ and officials’participation certificates, the firstthrough eighth place diplomas and thecommemorative medals.
The Awards Department established agoal of distributing each of the charter-mandated medals and certificatesduring the Games rather than mailingthem after the Games. To accomplishits goal, the department set up asystem to maintain a constantdistribution system throughout theGames utilizing each NOC’s chef demission and envoy.
The commemorative medals and thecertificates were produced by Jostens.The medals, which were bronze incolor and encased in a blue velvet box,were delivered to the villages7 July1984. A total of 12,500 medals weredelivered (7,000 to the USC Village,4,500 to the UCLA Village and 1,000 tothe UCSB Village) in time to bedistributed with the athletes’ andofficials’ gift packs. Additional medalswere delivered for IOC/NOC officials(1,400) and technical officials/jurymembers (2,000).
The participation certificates werepersonalized by the calligraphy staffduring the weeks before the Gamesand during the Games. The staff usedthe athlete list provided by the SportsDepartment to verify names. Once thecertificates were completed, they wereboxed by country and delivered to thevillages. There, the envoys and chefsde mission were requested to pick upthe certificates and distribute them tothe appropriate athlete.
The distribution of the first througheighth place diplomas was handled ina similar manner. Once results wereavailable on the Electronic MessagingSystem, the calligraphy staffpersonalized the diplomas and filedthem by country. They were distri-buted to the athletes through envoysand chefs de mission.
The approximate numbers of charter-mandated certificates and diplomaswere as follows:
o First through eighth place diplomas,4,510
o Officials commemorativecertificates, 5,900; technicalofficials/jury members, 2,000;IOC/NOC, 1,400; team officials, 2,500
o Athlete participation certificates,7,000
In addition to the charter-mandatedcertificates, the LAOOC producednumerous others to show appreciationto the thousands of participants andstaff, both paid and volunteer, whowere instrumental in the Games’success. A sampling of variouscertificates follows:
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o Arts Festival; 15-inch by 15-inchcertificates which read, “Inrecognition and appreciation for yourcontribution to the success of theOlympic Arts Festival Los Angeles,1984.” Beneath those words wasthe colorful logo of the arts festivaland silver Olympic rings. Thecertificates were signed by LAOOCChairman Paul Ziffren, LAOOCPresident Peter V. Ueberroth, LAOOCExecutive Vice President/GeneralManager Harry Usher and OlympicArts Festival Director Robert J.Fitzpatrick.Citizens Advisory Commission; 10-inch by 12-inch certificates whichread, “In recognition and apprecia-tion to (place for name) for your parti-cipation in the Citizens AdvisoryCommission Olympic OrientationWorkshop in preparation for theGames of the XXIII Olympiad LosAngeles, 1984.” Beneath thosewords were a silver Star in Motionand Olympic rings. To the left of thewords was a silver pictogram of atorchbearer. The certificates weresigned by Ziffren, Ueberroth andUsher.
o
o
o Greek Torch Relay; 1 O-inch by 12-inch certificates were produced forthe participants of the Greek portionof the torch relay. However, theywere never distributed. The words ofappreciation were written in Greekwith a red pictogram of a torch-bearer over the words and a silverStar in Motion and Olympic ringsbelow. The certificates were signedby Ziffren, Ueberroth and Usher.LA83; 10-inch by 12-inch certificateswere used for most of the events tothank competitors and staff, bothpaid and volunteer, for their part inthe LA83 events. A generalizedformat was followed using a Star inMotion and LA83 logo and theappropriate sport pictogram. Thecertificates were personalized bycalligraphers and signed by Ziffren,Ueberroth and the appropriate sportcommissioner.Operations Center; 1 O-inch by 12-inch certificates were produced as amorale booster for staff at theLAOOC’s operations center whichwas expected to be very busy butwas actually under-utilized since theGames ran so smoothly.Torch Relay; 10-inch by 12-inchcertificates were produced forparticipants in the torch relay. A bluepictogram of a torchbearer and thewords, “In recognition and
appreciation for your participation inthe 1984 Olympic Torch Relay insupport of the Games of the XXIIIOlympiad Los Angeles, 1984.” Thewords “Los Angeles OlympicOrganizing Committee” were placedto the left of a silver Star in Motionand Olympic rings. The certificateswere signed by Ziffren, Ueberrothand Usher.
o Volunteers and staff; 10-inch by 12-inch and 15-inch by 15-inchcertificates were produced anddistributed to each volunteer whoparticipated in the Games fromceremonies performers to accesscontrol monitors. The largercertificates had a place for a namewhile the smaller ones were generic.Each had a silver Star in Motion andOlympic rings and the words “LosAngeles Olympic OrganizingCommittee.” Both were signed byZiffren, Ueberroth and Usher. Thegeneral phrasing of the certificateswas, “In recognition andappreciation for your contribution tothe success of the Games of theXXIII Olympiad Los Angeles, 1984."
8.04.6Recruitment and trainingof the awards staffThe Awards Department recruitedapproximately 275 people to providethe services required during the Gamesperiod. This included a calligraphy staffof 41,210 awards pages and 26 venueceremonies managers. Additionally,the Awards Department supervisedmultiple groups of six trumpeters thatwere provided by the CeremoniesDepartment.
The calligraphy staff consisted of40 calligraphers plus one supervisor.Some of the calligraphers wererecruited from Southern Californiacalligraphy associations and they inturn recommended others. Thecalligraphers were located at the MainPress Center during the Games andwere responsible for personalizing thecertificates for each of the athleteswho placed first through eighth. Thecalligraphy staff also personalized eachof the athletes’ participationcertificates.
o
o
To coordinate the venue awardsceremonies, the Awards Departmentinstituted a program whereby eachsport had its own venue ceremoniesmanager (VCM) who was on-site tostage and manage the ceremonies. TheAwards Department asked eachcommissioner to appoint the VCM for
42 Certificates of recognition were presentedto all members of the cast and crewof Opening Ceremonies.
42227
Ceremonies
his or her venue to ensure the VCM hada good working knowledge of the sportand a good relationship with thecommissioner and venuemanagement. VCMs were appointed asearly as September 1983 and as late asJune 1984.
The Awards Department also carriedthrough a plan initiated by Disney torecruit pages for the ceremonies. InMay 1983, Disney contacted 44colleges and universities to inquire ifthey were interested in participating inthe ceremonies pages program. Theprogram consisted of identifying acontact at each school who in turn senteight nominees to a presentation whichwas conducted by the LAOOC in fall1983. Nominees were required to be1984 graduates. During the presen-tation, the awards staff explained thepages program and invited those whowere interested to sign up forinterviews. The interviews wereconducted at the LAOOC’s Westwoodstaffing center by 20 interviewersdesignated to work with the AwardsDepartment. The interviewers weretrained by the awards staff and given aquestionnaire developed by theawards staff. Eventually, 240 peoplewere selected to participate in thepages’ training program.
Training for both the VCMs and thepages was planned and conducted bythe awards staff. VCMs were givenwritten materials to study beforeattending a training session in March1984. The training session consistedof viewing video tapes and slides ofceremonies and discussing the opera-ting plans for the venues. VCMs wererequired to attend a second workshopwhich was conducted in June 1984 andto participate in on-site trainingsessions at their specific sport venues.
The pages were required to attend aminimum of two workshops to preparefor their role during the Games. Theworkshops were conducted duringMay and June 1984 and consisted ofseminars on flag folding, flag raising,carrying the medal pillows, walking tothe beat of the music, arm swing andposture and flag and anthemrecognition. The pages alsoparticipated in re-enactments of actualawards presentations. An additionalworkshop was scheduled in July 1984to concentrate on marching skills.
Once the training sessions werecompleted, the pages were dividedinto 10 teams and given a particularassignment to perform within theteam. Those assignments were:
o Team leader (1 Male or Female); main
o
o
o
o
o
o
o
o
assistant to the VCM who wasresponsible for support functions inall areas of the venue includingbriefing presenters and helping tostage the processional group.
o Public address coordinator (1 M/F);served as a liaison among the VCM,announcer and technician and wasresponsible for providing technicianwith the correct music tape andcueing public address announcer.
o Results relayer (1 M/F); responsiblefor providing VCM with correct,official results as soon as available.The results relayer was required toremain at the results area in case ofany last-minute changes.
o Medal supervisor (1 M/F);responsible for the safe transport ofthe medals from the Main PressCenter to venue. Medals were toremain in the medal supervisor’spossession at all times untildistributed to the medal bearers.Presentation supervisor (1 M/F);responsible for making sure thephysical appearance of the awardsteam was acceptable. That includedmaking sure no buttons weremissing, shoes were tied, hair wascombed and makeup wasappropriate. The supervisor wasresponsible for the awards team’spersonal belongings and alsodistributed the flower arrangements.Athlete escort (l-4F); accompaniedand directed the athletes from thestaging area, through theprocessional, to the awards podiaand back to the staging area. Alsoserved as a flower bearer duringlarge team awards ceremonies.Presenters escort (1F);accompanied and directed thepresenters from the staging area,through the processional, to theawards podia and back to thestaging area.Medal bearer (3-6F); carried medalpillows and, where appropriate,flower bouquets. Presented themedal pillows (and bouquets) to thepresenters.Flag supervisor (1M); selected anddistributed the appropriate flags tothe flag bearers. Escorted the flagbearers to and from the flag raisingdevice and supervised the actualceremony to make sure flags wereraised at the same time and to themaximum height.Flag raisers (6M); raised flags underthe direction of the flag supervisor.Flower bearers (3F); used in thelargest team events to supplementthe medal bearers and athleteescorts.Reserve (1 M/F); assisted and filled inwhere needed. Was trained in all thepositions.
The standard awards team size was18. However, in team sports, an athleteescort was used for each place winnerand two medal bearers were required.
Visual
lntrepreters stand at entranceblocking staging area.
Trumpeters clear area.
Processional group begins marchto positions using path designatedin venue maps.
Flag raisers ready flags.
Presentation group and recipientsin position. Movement stops.
Sound
Live trumpet fanfare (JohnWilliams’ Olympic theme).
Announcer: “Ladies andgentlemen, the victory ceremonyfor the (name of event) will nowcommence.”
Taped processional music isplayed.
Music lowered for announcer:“Medals will be presented by (IOCrepresentative’s name)accompanied by (InternationalFederation representative’sname).” Bring up music.
Fade out music. Announcer:“Winner (country’s name),Olympic champion (recipient’sname).”
Gold medalist(s) steps ontopodium. Gold medal bearersteps in front of number 1podium. Presenters step infront of number 1 podium.IOC member removes medal frompillow (if flowers are includedin the ceremony, the IF officialtakes the flowers from the medalbearer and presents those afterthe medal). Medal bearer returnsto original position. Medalpresented to the athlete(s).Optional handshakes by bothpresenters.
Announcer: “Winner of the silvermedal, representing (country),(name of athlete(s).”
Repeat steps for gold medalpresentation.
Announcer: “Winner of thebronze medal, representing(country), (name of athlete(s).”
Repeat steps for gold medalpresentation. Presenters thenreturn to their original positions.
All face flags. First through thirdplace flags are raised together.
Group pauses for photographers
Group exits in same order asentered.
Group out of view.
Flags lowered and folded. Flagbearers march out.
Announcer: “Ladies andgentlemen, please rise for theplaying of the national anthem of(name of gold medalist’scountry).”
Taped national anthem.
Taped Olympic theme music.
Music fades out
8.04.7Responsibilities of the awardsgroup during the GamesThe awards staff was responsible forproducing 229 award ceremonies in 15days at 26 different sites. On anaverage day, 108 awards pages wereutilized to participate in 14 differentceremonies. The Awards Departmentwas not only responsible for staffingeach of the ceremonies, but also formaking sure the correct flags andanthems were used, the presenters
arrived on time, the medals were trans-ported from the Main Press Center tothe correct venue site and that teamswere briefed on awards procedures.
During the Games, the Awards Depart-ment operated from a central location,the MPC, and dispatched the neededstaff and materiels from there. Awardsteams were assigned on the basis of
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the frequency of awards ceremonies ata particular venue. For example, at theathletics venue, awards ceremoniesoccurred frequently throughout theentire competition. Therefore, onespecific awards team was assigned tothe athletics venue for the duration,However, since athletics did not beginuntil 3 August, that particular awardsteam could be assigned to anothervenue until then.
On a day when an awards team had aceremony to perform, the team wasrequired to report to the MPC at leastone hour prior to scheduled departuretime. This was necessary to make sureall team members arrived, receivedclean uniforms and gathered the rest ofthe materiel that was necessary fortheir particular award ceremony. Com-pleted scripts, including the names ofthe presenters, were passed out andthe medals were taken from the vaultand given to the medal supervisor. Invenues where more than one awardceremony took place, the rest of themateriel was stored at the venue. Thatincluded anthems, flags, medal pillowsand technical sound equipment.
Travel times for the awards teamswere scheduled so that each teamarrived at the venue at least two hoursbefore the scheduled start of theawards ceremony. This gave the teamstime to eat and relax before the start ofthe ceremony. It also provided enoughtime for the team to review any last-minute details with the venueceremony manager.
In addition to serving as a liaisonbetween venue management and theawards team, the venue ceremonymanager was responsible for makingsure all elements of the ceremony werechecked prior to the ceremony. Incases where the awards podia werenot permanent, that included makingsure the podia were placed near thefield of play where they could easily beset up after competition concluded. Italso included making sure flowerdeliveries were made, sound equip-ment was on-site and tested and tapesand flags of the appropriate NOCs were
available. In the case where ascheduled presenter was unable toparticipate in the awards ceremony,the venue ceremony manager was alsoresponsible for coordinating with theProtocol Department and the venuecommissioner to arrange for asubstitute. Where substitutions weremade, the appropriate changes in thescripts were made.
8.05Summary and recommendations
The Ceremonies Department success-fully achieved its goals of providing apositive, emotional and thrilling startfor the Games and a technicallyexciting, fun-filled conclusion.
Approximately one year before Open-ing Ceremonies, the LAOOC formed itsown production staff headed by aninternationally recognized filmmaker.Within a nine-month period, the staffplanned the format for both Openingand Closing ceremonies, recruited
performers, arranged for specially-written music, conducted rehearsalsand produced two spectacular shows.
Recruiting approximately 10,000ceremonies staff members, gatheringthe technical support, conductingrehearsals and coordinating with theLAOOC’s support departments was anenormous undertaking that was notwithout its problems. However, each ofthe areas was eventually handledsuccessfully.
A dress rehearsal at the Coliseum twodays before the Opening Ceremoniesconcluded a hectic pre-performanceschedule that included 380 rehearsalsand 304,000 rehearsal hours. Thedress rehearsal allowed the cere-monies staff to refine the program andmake several major changes. It alsoallowed the entire staff to simulate allportions of the Opening Ceremoniesday.
43 Swimming medalists wave to the crowd.
43
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Ceremonies
The Opening Ceremonies welcomedathletes from 140 National OlympicCommittees, the most ever to attendan Olympic Games. The programfeatured the “Music of America” andperformers included an 800-membermarching band, 1,262 drill teamperformers, 1,000 Olympic HonorChoir members, 300 professionaldancers, an orchestra, 85 pianists, afanfare unit and more than 1,500 multi-national representatives sporting theirnative costumes.
The audience played a large role in theceremonies program by participating inthe largest card stunt in Olympichistory. Each of the spectators raised acolored plastic card to form the flags ofeach of the participating NOCs.
The highlights of the ceremonies werethe lighting of the Olympic flame by1960 Olympic decathlon gold medalistRafer Johnson and the rousing finale,“Reach Out and Touch, “where morethan 90,000 people joined hands andsang along with the chorus.
The Closing Ceremonies provided adiverse program which began with thefinal lap of the men’s marathon andended with fireworks and break-dancers lending support to LionelRichie’s special version of his song,“All Night Long. “The Closing Cere-monies program was centered aroundthe appearance of a huge, flashingspaceship which signaled to the audi-ence and was answered by lights fromthe multi-level center stage. The audi-ence participated in the program byturning on flashlights that had bluefilters in front of them, turning the Coli-seum into a twinkling, star-like bowl.
A 30-minute fireworks display thatsaluted each of the previous Olympicsites, the appearance of a larger-than-life “alien” and a laser light show wereother highlights of the program.
The installation of the physical ele-ments for the Closing Ceremonies wasa tremendous undertaking and wasaccomplished in 16 hours between theend of the athletics competition andthe entrance of spectators for theClosing Ceremonies. In total, theceremonies construction crew laid 10miles of electrical cable, installed morethan 4,000 lighting elements, laid morethan two-and-one-half acres ofplywood to protect the track, installeda 180-foot multi-level stage withaccompanying special effects andutilized hundreds of thousands ofsquare feet of timber and scaffolding.
Recommendations from theceremonies staff include:
o A different producer should be hiredfor Opening and ClosingCeremonies. The pressure of theapproaching Opening Ceremoniescaused Closing Ceremonies planningto be delayed or postponed.
o The ceremonies staff recommendsthat the program order followedduring the Games of the XXlllrdOlympiad be retained and that theAntwerp flag exchange continue tobe held during Closing Ceremonies.
o Future organizers should try to avoidcombining an athletic event withceremonies. Spectators who areinterested in a ceremonies event arenot necessarily sports fans.
The Awards Department, whichorginally was part of Ceremonies,became a separate department toallow each area to receive moreattention. During the Games, itproduced 229 awards ceremonies at26 different sites utilizing a staff ofapproximately 275 people.
The Awards Department wasresponsible for overseeing the designand production of the Olympic,demonstration sport and exhibitionevent medals as well as all OlympicCharter-mandated commemorativemedallions, diplomas and certificates.
The Main Press Center was utilized asAwards Department headquartersduring the Games and provided acentrally located area for the dispatchof the individual awards teams viaalready available transport. The MPCalso housed the calligraphy staff whichwas used to personalize the thousandsof award and participation certificates.
Prior to the Games, the awards staffrecruited and trained the awardsceremonies staff and also obtained andverified the correct flags and nationalanthems for each of the participatingNOCs. The awards teams were requiredto attend a minimum of two trainingsessions in addition to a dressrehearsal at the specific venue site.
Each of the awards ceremonies wereperformed without any major pro-blems. No incorrect flags or nationalanthems were used and eachceremony was performed in Englishand French.
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9
Corporate Relations
9.01Characteristics of thecorporate marketing program
Licensing was a fundamental compo-nent in the LAOOC’s successful effortto finance the Games through theprivate sector. Major corporations, inparticipation with the LAOOC,committed to support the Games withspecified amounts of money andmaterials in return for the right to usethe Games’ symbols in theiradvertising and marketing. TheOrganizing Committee separated thelicensed companies into three distinctgroups commonly known as sponsors,suppliers and licensees. The followinggeneral criteria were used in distin-guishing among the three categories.
9.01.1The sponsorsIn most cases these firms were large,multi-national corporations which paida minimum of $4 million each to theLAOOC in cash, goods and services inexchange for being designated an“official” sponsor of the Games. Spon-sors were granted immediate use of allLAOOC symbols in advertising andpromotional activities. This includedthe Star in Motion, Sam the OlympicEagle and all LAOOC sport pictograms.Additionally, sponsors were able toobtain reservations for hotel roomsreserved by the LAOOC for OlympicFamily use and purchase blocks oftickets reserved outside the mail orderand random selection proceduresestablished for regular ticket sales.Approximately six percent of thetickets available for the Games werepurchased by sponsors. The following35 corporations were official sponsorsof the 1984 Olympic Games:
Official sponsors Date
ABC Radio Networks July 1980Official Host Radio Broadcaster
ABC Television Sept. 1979Official Television Network/Host Broadcaster
Allied Corporation Sept. 1981Official Sponsor
American Express Company Dec. 1980Official Charge CardOfficial Travelers’ Cheque
Anheuser-Busch, Inc. Dec. 1979Official Beer
ARA Services, Inc. Sept. 1982Official Food ServiceManagement CompanyOfficial Athlete TransportationManagement Company
Arrowhead Puritas Jan. 1980Waters, Inc.
Official Water/Drinking Water
American Telephone and July 1983Telegraph (AT&T)
Official Sponsor of the 1984Olympic Torch Relay, OfficialTelecommunications Sponsor
AT&T-Teletype Corporation July 1983Official Sponsor
Atari Dec. 1982Official Coin-OperatedVideo GamesOfficial Home ComputersOfficial Home Video Games
Atlantic Richfield Company Oct. 1980Official GasolineOfficial Motor Oil
Official sponsors Date
Buick Motors/GMC TrucksGeneral Motors Corporation
Official AutomobileOfficial Truck
Canon, USA, Inc.Official 35 mm Camera
The Coca-Cola CompanyOfficial Soft Drink
The Coca-Cola Company/Foods Division
Official Fruit Juices,Ades and Drinks
ConverseOfficial Athletic Shoe
First Interstate BankOfficial Bank
Fuji Photo Film Co., Ltd.Official PhotographicProducts and Services
International BusinessMachines, Inc. (IBM)
Official Personal ComputerOffice Systems Equipmentand Office Systems
Levi Strauss & Co.
Aug. 1981
May 1980
Aug. 1979
Apr. 1981
Sept. 1981
Jan. 1981
Nov. 1981
Apr. 1983
Aug. 1981Official Outfitter(Levi Strauss was the supplier of LAOOCstaff and athlete uniforms and thelicensee for most apparel items)
McDonald’s Corporation July 1980Official Fast Service Restaurant
M & M Mars Inc. July 1982Official Snack Foods
Motorola Communications & June 1982Electronics, Inc.
Official Radio CommunicationsEquipment/Official Pagers
Pacific Bell July 1983Official Sponsor
Sanyo Electric Company, Ltd. Dec. 1981Official Video Products
Southern Pacific Company May 1983Official Sponsor
The Southland Corporation Jan. 1981Official Convenience Food Storeand Convenience Store
Sports Illustrated Dec. 1981“Official Olympic Souvenir Program”
The Times Mirror Company May 1982Corporate Sponsor of theOlympic Arts Festival
Transamerica Corp. Aug. 1982Transamerica: OfficialInsurance CompanyBudget Rent-A-Car: Official Carand Truck Rental Company
United Airlines Dec. 1980Official Airline
Warner Communications, Inc. Dec. 1982Official Sponsor
Westinghouse Electric Corp. Nov. 1982Westinghouse: OfficialOffice Furniture & SupplierLongines-Wittnauer: OfficialClocks and Watches
(licensee for watches and clocks)Swiss Timing: Official Timekeeper
(supplier of timing and scoringequipment)
Perrier: Official Mineral Water
Xerox Corporation Dec. 1982Official Copiers and Facsimile Units
Special Designation:Dentsu, Inc. Mar. 1980
Official Marketing Agent for Japan
9.01.2The suppliersThese were companies that provided acombination of products, services andcash needed by the LAOOC in stagingthe Games. Supplier contributionswere usually worth in the hundreds ofthousands of dollars. Suppliers wereonly granted the right to use the Star inMotion symbol in advertising and pro-motional activities. The following 64companies were official suppliers ofthe 1984 Olympic Games:
Official suppliers Date
Adidas Feb. 1984Handballs and soccer balls
Allied Fibers & Plastics Feb. 1984Carpeting
AMF American Inc./ Mar. 1982Athletic Equipment Division
Gymnastic equipment
American Medical Oct. 1983International, Inc.
Urgent health care services
Bat Taraflex May 1982Handball & volleyball flooring
Beatrice Foods Co. Feb. 1984(Meadowgold, Eckrich &Sons Meats)
Meat & dairy products
Brother Industries, Ltd. Apr. 1981Typewriters
Bushnell/Division of Oct. 1983Bausch & Lomb
Vision care products, binoculars,spotting scopes
Campagnolo-USA, Inc. Sept. 1983Cycling technical assistance
Campbell-Taggart, Inc. Sept. 1983Bakery products
Conroy’s, Inc. Nov. 1983Florists’ products/services
Crown Zellerbach Corp. Sept. 1983Distribution services
DHL Corporation/ June 1983DHL International
Courier services
Dunhill Trading, Inc. Sept. 1983Video projectors anddisplay screens
Ernst & Whinney June 1982Manager/operator results system
Everlast Sporting Goods Feb. 1983Manufacturing Co., Inc.
Boxing equipment
Foster Farms May 1983Poultry products
Garrett Metal Detectors Mar. 1984Metal detectors
Glavsportprom of the USSR Apr. 1983Committee for PhysicalCulture & Sport
Visti fencing equipment
H.G.B. Backstrand Sept. 1982Wrestling mats
Horner Flooring Co. Apr. 1984Basketball flooring
Hughes Helicopters, Inc., Feb. 1983Helicopters
Jeffries Banknote Company Aug. 1983Printer for the1984 Olympic Games
Jostens May 1983Recognition and motivationawards and products
Judogi May 1982Judo mats
Kimball Piano and Organ Co. Apr. 1984Pianos
Official suppliers Date
King Musical Instruments May 1984Sousaphones
Levi Strauss & Co. Aug. 1981Games outfitters
McDonnell Douglas Jan. 1983Automation Company
Results computer services
Mission Industries Apr. 1984Textile rental service systems
Molten Corporation Mar. 1982Basketballs
Monterey Institute of Sept. 1983International Studies
Press interpreters andtranslators
Musco-Sports Lighting Inc. Apr. 1983Portable lighting systems
Muzak Oct. 1983Programmed music services
Myojyo Rubber Industry Co. June 1982Ltd. (Mikasa)
Volleyballs and water polo balls
Nutrexpa July 1983Powdered drink mix
Pageantry World Inc. Jan. 1982Flags, flagpoles and banners
Panasonic Industrial Co. Jan. 1984Sound systems
Pay-Fone Systems, Inc. Nov. 1983Payroll processing services
Physio-Control Apr. 1984Medical equipment
Plantronics, Inc. Apr. 1983Headsets
Porter Equipment Company July 1982Basketball equipment andfootball, handball, hockey andwater polo goals
Rawlings Sporting Goods Co. Jan. 1984Baseball equipment
Rust-Oleum Corporation Aug. 1983Paint products
Scanray Corporation Jan. 1984X-ray screening equipmentand technical services
Senoh Corp.Volleyball equipment
Sunkist Growers, Inc.Fresh citrus fruit
Superturf International, Inc.Hockey surface
System Parking, Inc.Parking planning andmanagement
Toledo ScaleWeighing equipment
Toshiba CorporationElectrical appliances
Toyo Suisan Kaisha, Ltd.(Maruchan, Inc.)
soup
Turner Industries, Inc.Olympic torch
UCS, Inc.Track and field equipment
USA Suzuki Motor Corp.Motorcycles, helmets andall-terrain vehicles
Union Carbide CorporationFlashlights and batteries
F.B. Vandergrift & Co.Customhouse broker
Vidal Sassoon, Inc.Hair care consultant
July 1982
Sept. 1983
July 1982
June 1983
Apr. 1983
Apr. 1984
July 1983
Sept. 1983
Aug. 1982
Sept. 1983
Apr. 1984
Dec. 1982
Jan. 1984
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Official suppliers Date
Vons Grocery Company Nov. 1983Food products, excludingpoultry, fresh citrus fruitand baked goods
Walker Interactive Products Nov. 1982Financial and inventorysystems software
Waste Management Inc. Apr. 1983Waste management
Western Union International Jan. 1983(MCI CommunicationsCorporation)
Telex and international electronicmessage services
Windsurfing Interna- June 1983tional, Inc.
Sailboards
York Barbell Company Dec. 1982Weightlifting equipment
9.01.3The licenseesThese were companies authorized bythe LAOOC to manufacture and sell avariety of souvenir products featuringall LAOOC symbols. Royalties were paidto the LAOOC on the sales of theselicensed products. The standardroyalty rate was 10 percent and theLAOOC required that the licensees paya guaranteed minimum royalty, aportion of which was due at the time ofsigning. Eight of the following 65licensees are Adidas sub-licensees:
Official licensees Date
ABC Publishing, Inc. July 1981Official OlympicGuide to Los Angeles
Access Press, Ltd. Sept. 198396-page TV Viewers Guide
ACM International Mar. 1984Lap blankets
Adidas France Apr. 1982Sports caps, athletic bags,soccer balls, handballs,competition swimwear, accessoriesand beach towels
Arena, USA, Inc. Apr. 1982Competition swimwear,accessories and beach towels
Franco Mfg. Co., Inc. Apr. 1982Beach towels
Sport Graphics Oct. 1982Athletic and sport bags
Panama Glove, Inc. Nov. 1982Athletic and sport bags
Clossco Apr. 1982Sports caps
Action Headwear May 1982Sports caps
Kellwood Nov. 1982Competition swimwear
Unice Florida, Inc. Jan. 1983Soccer balls
Aladdin Industries, Inc. July 1983Lunch kits, coolers, ice chests,jugs and thermos bottles
Armstrong Nurseries, Inc. Jan. 1983Official rose
AT&T Consumer Products Apr. 1983Commemorative telephone
Avandi II Productions, Inc. Sept. 1982Calendars and dated materials
Awards Media, Inc. Sept. 1983Men’s fine jewelry
Balloons In Motion, Inc. Jan. 1984Balloons
Bogarz, Inc. Nov. 1983Women’s fine jewelry
Bovar Company Dec. 1983(Tape and label converters)
Pressure sensitive labels,stickers and bumper stickers
Official licensees Date
Bradley Pie Company Feb. 1983Fruit, vegetables andcream-filled pies
Bushnell(a subsidiary of Oct. 1983Bausch & Lomb)
Binoculars
Cabo Company Dec. 1983Lead crystal desk-top items
Cal Custom Accessories, Inc. May 1983Automotive accessories
Cervantes Neckwear, Inc. June 1980Men’s neckwear
CNV Corporation Nov. 1982(dba Vuarnet France/Sporoptic Pouilloux)
Sunglasses
Department of Motor Oct. 1983Vehicles of theState of California
License plates
Designer Towels, Inc. Aug. 1983Sport and cheer towels
Drawing Board Greeting Dec. 1983Card Co.
Greeting cards, stationery,postcards, notepads, photo albums,gift wrapping, puffy stickersand party goods
Easton Aluminum Company Jan. 1982Arrow shafts forcompetitive archery
Escalera Production Art, Inc. May 1983Commemorative plates
Finder Image International. Inc. Feb. 1983Trading cards
Gal Plastics, Inc. Dec. 1982Plastic bags
The H.M. Gousha Company May 1983Cartographic or map materials
International Sport Nov. 1983Publications
1984 Los Angeles Olympic GamesCommemorative Book
JFS, Inc. Aug. 1983Sports and fashion belts
Knapp Communications May 1983Fine arts poster series
Kransco/Whamo June 1983Flying discs
Levi Strauss & Co. Aug. 1981Apparel items
Longines-Wittnauer Nov. 1982Watch Company
Watches and clocks
Los Angeles Button Company May 1982Celluloid buttons
Marketcom Sept. 1983Bus tokens
Moochies June 1981Seat cushions anddecorative pillows
The Murray Ohio Mfg. Co. Jan. 1983Bicycles
Ken Norton Company Nov. 1982Key chains/key holders
Ooh La La, Inc. Oct. 1980Cloisonne jewelry
Pageantry World, Inc. July 1983Flags, banners and pennants
Papel Imports, Inc. Sept. 1980Ceramic giftwares
Official licensees DateParkland Industries Oct. 1983
Collectable spoons, forks,knives and lighters
Pentel of America, LTD. June 1983Pens & pencils
Publication Association ofLos Angeles
Jan. 1984
Los Angeles: The International City
Rubenstein International, Inc. Mar. 1983(Dash Marketing)
Plastic drinking vessels
Sales Corporation ofAmerica, Inc.
Aug. 1983
Posters, mass market
Sanchez International Oct. 1983Commemorative belt buckles
Stuart Hall Company, Inc. Aug. 1982School supplies
Thomas Brothers MapsCartographic or mapmaterials for retail use
United States PlayingCard Co.
Playing cards
May 1983
Aug. 1983
United States Postal Service June 1982CommemorativeOlympic stamps
United Trading CompanyNylon wallets
U.S. Americans, Inc.Gift, floral and tabletopglass objects
May 1983
Aug. 1983
Wallace Berrie & Company Apr. 1983Plushtoys, soft stuffed andplastic dolls, trophies on a base,pinch-on toys, toy medals,toy figurines and picture frames
Wams, Inc.(Light Rail Plastics)
Mar. 1983
Trash bag plastic liners
Weatherby, Inc.1000 limited editioncustom rifles
Jan. 1984
Weingeroff Enterprises, Inc. Jan. 1983Plastic costume jewelry
Zuni Craftsmen Cooperative Jan. 1984Handcrafted NativeAmerican jewelry
An initial combined goal of $116 millionwas established for the sponsor,supplier and licensee programs. Thisrepresented a substantial increase inlicensing revenue compared with pastOlympic Games. Montreal andMoscow had raised roughly $17 millioneach from licensing activities. Thedifficult task confronting the LAOOCwas to develop and implement aprogram which would generate asmuch as a ten-fold increase in revenueover the same activities in past Games.
9.02Controls governing theuse of Olympic symbols
The LAOOC copyrighted its logo, theStar in Motion, its mascot, Sam theOlympic Eagle, and its pictograms.Additionally, these symbols wereregistered as service marks andtrademarks. Only authorized userswere allowed to utilize these symbolsfor any purpose, including advertising,promotion or fund raising. It was theuse of these symbols which was soldto the sponsors, suppliers and licen-sees and the Organizing Committeewas obligated to protect sponsors’rights by restraining any unauthorizeduse. Enforcement actions against
infringers were actively pursued. Somecompanies were able to associatethemselves with the U.S. OlympicTeam but were not official LAOOCsponsors and were not allowed to useany of the LAOOC’s symbols. TheUnited States Olympic Committeeestablished its own group of sponsorsto help raise funds to finance itsactivities. Under a federal statuteknown as the Amateur Sports Act of1978 (36. United States Code, Section380), the USOC was granted ownershipof the following words and symbols:the five interlocking rings; the words"Olympic," "Olympian, Olympiadand all other derivations; the Olympictorch; and any sign or symbolrepresenting an association with theIOC or the USOC. No use of these wordsor symbols could be made without theUSOC’s authorization. This law enabledthe USOC to raise the funds needed tosupport United States Olympicathletes by selling sponsorship rightsto various corporations. In so doing,the value of the LAOOC licensingprogram was slightly diluted and someconfusion arose over who was“officially” connected with the Games.
Many manufacturers were ratherinnovative in their attempts to marketproducts associated with the Gameswhich were not licensed by the LAOOC.A common example was the use of the“motion lines” borrowed from the Starin Motion logo. A federal court foundthat duplication of the motion lines oruse of symbols or words whichdepicted an association with theOlympic Games were violations ofLAOOC rights. Although some manu-facturers were able to “unofficially”associate their products with theGames, the LAOOC actively pursuedinfringers and the licensing programwas by far the most successful of anyOlympic Games, despite someconfusion in the marketplace.
9.03The sponsorship program
9.03.1Concept of the programThe value of corporate associationwith the Olympic Games was difficultto ascertain. A number of factorsinfluenced corporate decision-makingon the price that companies werewilling to pay for involvement with theOlympics. It is these factors ordeterminants which were used by theOrganizing Committee in its effort to“sell” the Games to potential spon-sors. They included the followingbenefits: an improved public image;increased product name recognition;improved employee morale; and theexclusion of competitors from similarlyassociating themselves with theGames. No set “price” for securing asponsor designation was establishedsince no two sponsors derived the
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Corporate Relations
1
2
1 From left, LAOOC Vice president JoelRubenstein and LAOOC President PeterV. Ueberroth congratulate Rudy Cervantesof Cervantes Neckwear, the first LAOOClicensee.
2 LAOOC President Peter V. Ueberroth (right)signs an agreement with Brother lndus-tries, Ltd. on 19 January 1981, as LAOOCVice President Joel Rubenstein looks on.
same benefits. The value of eachsponsorship was determined throughnegotiation, with corporate size,product type and potential benefits allinfluential in determining the actualcontribution made by each sponsorcompany.
Most potential sponsors were locatedeither in the United States or Japan.The LAOOC decided to market theprogram on its own in the UnitedStates but in Japan this becameinefficient because of distance andpresentation problems. To resolvethis, Dentsu, Inc., a Japanese publicrelations and advertising firm, wassigned as the LAOOC’s marketingrepresentative in Japan. The relation-ship with Dentsu resulted in the signingof the Fuji Film Company and SanyoElectric as sponsors and many otherfirms as suppliers to the Games.
9.03.2ldentification ofpotential sponsorsSponsor solicitation for the 1984Games was based on the assumptionthat mass solicitation of sponsors,with potential agreements numberingin the hundreds, would dilute the valueof the agreements, both individuallyand collectively. It was thereforedecided that a maximum of 50 spon-sors would be signed for the Gamesand that each sponsor would begranted product exclusivity. Prior toimplementing the solicitation program,the LAOOC developed a list of productsor services appropriate for a Gamessponsor and identified companiesappropriate for sponsorship. Twofactors were critical in the decision-making: whether the product producedby the potential sponsor was anappropriate one to be identified withthe Games, and, whether the companywas large enough to support asponsorship commitment. Review ofcorporate annual reports, the “Fortune500” list and corporate media budgetshelped narrow the field.
Solicitation of sponsors within theUnited States was handled entirely bythe LAOOC. The ambitiousness of thesponsor program, in that its revenuegoals were far higher than actualrevenue in previous Games, mandatedthat only individuals involved in theplanning process on a daily basis couldeffectively market the program.
In early 1979 most observers wereskeptical about the OrganizingCommittee’s ability to successfullyfund the Games privately. It was theLAOOC’s belief that only with thesuccessful signing of high revenue-producing initial agreements would theprogram succeed in the desired man-ner. These agreements would serve asthe milestones upon which all futureagreements would be structured. Inspring 1979 it was decided to focus onpotential sponsors who would derivethe greatest value from associationwith the Games. Two of the earliestcandidates were soft drink manufac-turers and breweries, both of whichhave historically been associated withsporting events around the world.
Failure to sign a lucrative first agree-ment would have helped focus atten-tion on what might have then beenconsidered an incorrect assumption inthe LAOOC’s financial planning. Butconclusion of agreements worthtogether in excess of $20 million withthe Coca-Cola Company andAnheuser-Busch by the end of 1979provided a solid foundation for thesponsorship program and served as animpetus for the idea that a privatelyfinanced Olympic Games was possible.The establishment of a benchmarkvalue set the tone for all futurenegotiations.
9.03.3Sponsor commitmentto the LAOOCSponsor fees were paid in cash andwith “in-kind” contributions; thedonation of goods, services andpersonnel utilized in the planning andstaging of the Games. The content ofindividual agreements varied with theanticipated needs of the LAOOC. Coca-Cola provided a large portion of itssponsorship fees in cash. In contrast,ARA, Inc. provided its entire sponsor-ship fee through the donation of“in-kind” services which helped theLAOOC plan and manage the OlympicGames food service and transportationprograms. Many sponsors demon-strated their commitment to theOlympic movement through publicinformation efforts which sought tocommunicate the history and goals ofthe Olympic movement. There wasalso substantial sponsor involvementin the LAOOC Olympic Youth Program.Sponsor participation extendedbeyond direct support to the LAOOC,but was in line with the LAOOC’s goalsfor the Games as a whole. For example,many sponsors purchased spectatortickets which were donated to indivi-duals and groups who would not norm-ally be able to attend Olympic events.
Most sponsor agreements werenegotiated between 1980 and 1982when many LAOOC needs had not beenfully assessed. Apart from the financialsupport provided by the sponsors wastheir continued flexibility in meeting theever-changing, re-evaluated needs ofthe Organizing Committee. As theGames approached, each sponsordeveloped a greater commitment to itsarea of sponsorship. InternationalBusiness Machines (IBM), as the officialsponsor of office systems, found thatdonation of equipment did not com-pletely satisfy its obligations. It alsohad to ensure that the equipmentfunctioned properly and that all LAOOCstaff using IBM products were properlytrained. As the LAOOC placedincreasing reliance on corporate in-kind donations such as officeequipment supplied by IBM and copymachines supplied by Xerox, thesesponsors found themselves in the
234
positions of ensuring the properfunctioning of the products they hadsupplied. Failure of any equipmentwould have been detrimental to thesponsor’s reputation, especially duringthe Games. Therefore, it was notuncommon for many of the sponsorsto provide resources and manpowerfar in excess of those initially agreed to.Each company took on its area of theGames and committed its resources tomake that area successful.
Sponsors also assisted in theconstruction of athletic facilitiesneeded to stage the Games. The LosAngeles Memorial Coliseum, site ofOpening and Closing Ceremonies andathletics, required major renovationand specific new construction wasneeded for a swim stadium and avelodrome. The LAOOC first sought outeducational institutions which wouldaccept the construction of thesefacilities and grant public use decisionsand naming rights to the LAOOC.Agreements were reached with theUniversity of Southern California forthe construction of a swim stadium andCalifornia State University atDominguez Hills for a velodrome. Thecommittee then sought corporationsthat, as a portion of their sponsorshipfees, would pay for the construction ofthese new facilities. In addition to thebenefits derived from sponsoring theGames, these companies would alsohave the long-term benefit of nameassociation with the facilities. Thus theMcDonald’s Olympic Swim Stadiumand the Southland Olympic Velodromecame into existence. Several milliondollars of improvements were neededat the Coliseum. Part of the rental costwas offset by improvements to thestadium paid for by the AtlanticRichfield Corporation as a portion ofits sponsorship fee.
By asking the sponsors to take fullresponsibility for their areas ofinvolvement, the LAOOC received adegree of support and commitment tothe Games that was truly priceless.Though the question is frequentlyasked, it is difficult to determineexactly how much each sponsor paidto obtain the “Official” designation.The value of each agreement must bemeasured in terms of cash receivedand also in terms of the costs budgetedby the LAOOC which the sponsorsassumed through providing in-kindgoods and services. The LAOOC’sbudgeted costs did not reflect theactual cost to the sponsor for providingthese services. Therefore, real costswould not be reflected by an LAOOCdetermined figure which sought toestimate the total value of a sponsor’sdonation to the Games.
9.03.4LAOOC commitmentsto sponsors after signingAll sponsors were granted the right topurchase spectator tickets separatelyfrom those available through sales tothe public. Each sponsor was allocatedtickets based on its total commitmentto the LAOOC. Those corporations whocontributed the most in cash, goodsand services to the LAOOC wereallotted the greatest number of tickets.Sponsors were also given oppor-tunities to assume LAOOC contracts forreserved hotel rooms in SouthernCalifornia and to deal directly with thehotels where their rooms were located.
Once the Organizing Committee haddetermined the total number of tickets
a sponsor would receive, the allotmentwas divided among the various eventsand sessions available. Allotments foreach event or session were based onthe total number of tickets that eventor session represented out of the entireticket pool. For example, if equestrianevents represented seven percent ofall tickets, then seven percent of asponsor allotment consisted of eques-trian tickets. Sponsors had the optionof purchasing either 100 percent, 75percent, 50 percent or 25 percent ofthe tickets they were allocated.
Sponsor meetings were organized bythe LAOOC and held on 10—11 March1982,23—25 February 1983 and24—26 October 1983. These meetingsallowed sponsors to meet with eachother and to discuss LAOOC policies. Acontinuing concern addressed at eachmeeting regarded the LAOOC’s policieson ticket and hotel room allocations.Sponsors’ logistical planning wasbased on knowing in which hotels theywould be placed and which tickets theycould buy. Without this informationthey were unable to contract fortransportation and other associatedsupport services. Although it is evidentthat as a group sponsors were satisfiedwith the experience they had at theGames themselves, they were con-cerned about the details of hotel andticket allocations until March 1984,when their allocations wereannounced. The tickets they receivedwere in fact very good and perhapsgreater than their actual needs.
Sponsors were granted no additionalprivileges in other areas. Accreditationprivileges and parking cards wereprovided only to sponsor personnelinvolved in Games operations and werenot available for company executives
and other sponsor representatives.Areas for sponsor entertaining,hospitality and promotion were notavailable at the venues.
9.04The supplier program
Organizing Committee strategy inobtaining commitments fromcompanies as suppliers did not differsignificantly from the procedures usedwith the sponsors. The basic goal wasto obtain resources, either product,services or equipment, that wereessential to the successful operation ofthe Games. The primary differencebetween a sponsor and a supplier wasthe level of commitment, at least$4 million for sponsors and signifi-cantly less for suppliers. The suppliersprovided the LAOOC with a means ofsatisfying a significant need, such ascompetition equipment, which was notsatisfied by a sponsor.
Although the existence of a suppliercategory could have potentiallyundermined the exclusivity of thesponsors, several factors preventedthis. Product categories licensed tosponsors were exclusive and werenot open to suppliers. For example,Coca-Cola’s product exclusivity in thesoft drink category closed that productarea to suppliers and/or licensees.Further, many suppliers contributedspecialized equipment which wasnever intended to be covered undersponsorship agreements, since mostmanufacturers of such items were notlarge enough to make a sponsor-levelcommitment based on a narrowproduct line.
4
3 John Fransen of the LAOOC displays photo-graphs of billboards publicizing theLAOOC’s sponsor-supported youthprograms.
4 One of the world-class tracks built byARCO, an official LAOOC sponsor.
3
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Corporate Relations
In early 1984, suppliers were grantedthe right to purchase tickets and securea limited number of hotel roomsthrough the LAOOC. This decision wasprimarily based upon the suppliers’significant participation in helping planthe Games in their areas of expertise.
9.05The licensee program
9.05.1Nature and goalsof the licensee programThe licensee program developed bythe LAOOC combined elementscommon to past Olympic Games withnew features added because of theunique financing methods used for the1984 Games. Common elements withpast Games included licensing ofproduct categories which havetraditionally done well in associationwith sporting events, motion picturesand other forms of entertainment;payment of a 10 percent royalty to theLAOOC on all sales; a minimum guaran-teed amount paid in advance to theLAOOC based on estimated sales pro-jections as determined by the licensee;quarterly reporting periods forroyalties; and an annual year-end audit.
Areas of the licensing program uniqueto the 1984 Olympic Games included acommitment to include minority andsmall businesses from the Los Angelesarea in an effort to help establish licen-
sees through positive public relationsand media opportunities associatingthem with the Olympics.
The initial licenses were granted duringthe later half of 1980. Productslicensed during this period includedceramic mugs, men’s neckwear andcloisonne pins (an item of considerablepopularity during and after the Games).These products were initially licensedso that the LAOOC could use them asgifts. A successful retail program androyalty income was a secondary, long-term goal. Upon completion of thelicense granting in early 1984, theLAOOC had received approximately8,000 license applications in about300 product categories.
The LAOOC granted 65 licenses, includ-ing eight to Adidas sub-licensees,Forty-nine, or 77 percent, of thelicensees were from California and43 of those were Los Angeles areabusinesses. Twenty-six, or40 percent,of the licensees were minority firms.Minorities included black, Hispanic,Asian-American and Native American.Although the granting of the licensesbegan in 1980, 50 licenses weregranted after September 1982.
9.05.2Program for receipt of proposalsThe overwhelming popularity of theOlympics and the attendant benefits ofbeing associated with it meant that byearly 1980 the LAOOC was inundatedwith proposals submitted by licensees.Solicitation of licensee proposals wasthus limited to the LAOOC’s requestthat sponsors inform their advertisersand clients about the program and thatthe Mayor’s Office of Small BusinessAdministration solicit and refer anumber of proposals.
By the end of 1981, the LAOOC hadreceived thousands of proposals yetfew of them had received positiveresponses. It was the LAOOC’s philoso-phy that it would not be appropriate togrant licenses on a mass scale until latein 1982 since an adequate market forthe licensees’ goods would notdevelop until mid-l 983. Therefore,more than 77 percent of all licenseswere granted after September 1982.
9.05.3Selection processand proceduresIn the fall of 1982, a product list wasgenerated from applications on file andfrom a review of items sold at pastOlympics. From this list the LAOOCdetermined the remaining product cat-egories it wanted to license. Productcriteria included whether it had tradi-tionally sold well at entertainment/sporting events; whether it was of atype which would be kept as a souvenir/memento of the Games; whether itattracted children’s interest andattention; and whether it was in someway associated with or peculiar to theneeds of the Los Angeles/SouthernCalifornia area.
Upon selection of the final productcategories each application on file wasreviewed. The average number ofapplicants in any one category was 25but varied widely depending upon theproduct. Hundreds of applicationswere received for a T-shirt license yetonly five were received for a televisionviewers’ guide.
Each applicant was reviewed by thelicensing staff with the initial selectionsbased on the following criteria:manufacturing and distribution ability;quality of the product (where a sampleor pictures were included with theapplication); financial ability toperform; small or minority businessstatus; recommendation of theMayor’s Office of Small BusinessAdministration; whether the businesswas located in Southern California; andother intangibles such as an under-standing of and commitment to theideals of the Olympic Games.
After narrowing the field to three orfour applicants, the licensing staffcalled business references of the com-pany and bank officers to determine
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5 LAOOC sponsor representatives during abusiness session of the October 7983sponsor meeting.
6 Sponsor representatives proudly carrytheir banners at one of the LAOOC sponsormeetings.
7 Sponsors gather and listen to presenta-tions at LAOOC-organized sponsormeetings.
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the company’s past business experi-ence and likely ability to perform.Frequent meetings were held with theapplicants to acquire additionalinformation and materials.
With the decision to choose a parti-cular applicant, a licensing report wascompleted and submitted to LAOOCsenior management for final approval.The report set forth a variety offinancial information along with detailsregarding the applicant’s history,manufacturing facilities, distributioncenters, sales force, marketingstrategies and product distributioncapabilities.
After selection of a licensee andexecution of a contract, a “GraphicStandards Manual” was sent to thecompany so that work could begin onproduct design and artwork, subjectto final LAOOC approval prior toproduction. Letters were sent to allother applicants in the same productcategory who were not chosen. Eachselected licensee was encouraged tocontact the LAOOC News Department ifit was interested in a press announce-ment regarding the award of thelicense to the company.
9.05.4Protection of the exclusivitygranted to the licenseeThe fundamental commitment made tothe licensees was that the LAOOCwould fight to insure the exclusivity ofall LAOOC symbols. The value of a licen-see’s investment was directly relatedto the level of protection it wouldreceive against potential infringers orcounterfeiters who might produceillegal Olympic goods. Consequently,the LAOOC developed a comprehensiveenforcement program to safeguard theexclusivity granted to the licensees.The program consisted of thefollowing components:
o Public Information; LAOOCenforcement personnel preparedwritten material, including copies ofrelevant statutes, which was sent toretailers, news media and the gen-eral public concerning the authorizeduse of Olympic symbols. Further-more, staff responded on a dailybasis to numerous requestsregarding the use of the symbols,including information about how theAmateur Sports Act of 1978protected all words and symbolsassociated with the Olympics. Thisfederal statute granted the UnitedStates Olympic Committee exclusiverights to authorize others to use theword “Olympic” and its derivatives
and the five interlocking rings forcommercial purposes. Through acooperative working relationshipwith the USOC, the LAOOC was ableto safeguard the use of all Olympicsymbols.
o Voluntary Compliance; letters weresent to all known infringers demand-ing that their unauthorized use ofOlympic symbols cease and desist.The letters placed the infringers onnotice as to the rights of the LAOOCconcerning protection of itssymbols. Infringers were further-more required to sign a letteracknowledging that unauthorizeduse of words and/or symbols wouldcease. Voluntary compliance washigh, however, and enforcementpersonnel worked with LAOOCattorneys to follow up in thoseinstances where no response wasreceived. More than 500 letters weresent to companies and individualswhich illegally used Olympicsymbols.
o Customs Activities; in early 1983 theLAOOC reached agreement with theUnited States Customs Serviceregarding assistance from customsinspectors in connection with theimportation of counterfeit Olympicproducts. Customs officials wereextremely vigilant in seizingsuspected merchandise and theyeffectively prevented the entry ofillegal Olympic products into theUnited States, particularly in the LosAngeles/Long Beach areas.
o Legal Actions; a benchmark of thesuccess of the enforcement programwas the LAOOC’s willingness to takeinfringers to court. The LAOOCbrought suits against a number ofinfringers for unauthorized use ofOlympic-related words and symbolson retail merchandise. A majority ofthe cases were brought during theperiod of the Olympic Games. Inevery case the LAOOC obtained relieffrom the infringing activity. Severallawsuits were settled prior to trialand a settlement fee was paid to theLAOOC. In other cases the courtordered infringers to cease use ofcertain LAOOC symbols.
Most legal actions involved activitiesoccurring during the period of theOlympic Games. The effectiveness ofthe enforcement program was directlydependent upon the timeliness of therelief. Therefore, in coordination withother enforcement activities, theLAOOC obtained pre-Games federalcourt orders authorizing off-duty lawenforcement officers to seizeunauthorized merchandise.
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8 A representative of Ooh La La, Inc., theLAOOC licensee of cloisonne jewelry,passes out samples of one of its popularpin series.
9 Cervantes Neckwear, the LAOOC licenseeof men’s neckwear, displays its signatureneckwear series.
10 Ceramic mugs manufactured by LAOOClicensee Papel Imports, Inc. are displayed.
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Corporate Relations
9.06Management of theCorporate Relations group
By mid-1979 the OrganizingCommittee had a vice presidentresponsible for licensing andmerchandising. This was a one persondepartment which solicited andnegotiated corporate sponsorshipproposals. By spring 1981 anotherstaff member was added who wasresponsible for approval of allmerchandise bearing the Olympicsymbols and handling the licensingprogram. Through June 1982 thedepartment focused primarily on thesponsorship program and deferredserious efforts to the development ofthe supplier and licensee programsuntil late 1982. Throughout 1982 theCorporate Relations Departmentconsisted of a vice president and threestaff members with two responsiblefor the licensing program and oneoverseeing the supplier program.
The department was most activebetween September 1983 and July1984. The focus of activity was nolonger upon the sponsorship program(which had been finalized by summer1983) but instead concentrated on theconclusion of all supplier and licenseeagreements along with enforcementactivities which sought to protect allLAOOC symbols against improper orunauthorized uses. The staff grew to24 with account executives estab-lished to service small groups ofsponsors, suppliers and licensees.Significant time was spent during thisperiod refining many early suppliercontracts which had been concludedwhen the Organizing Committee wasuncertain about its ultimate needs.Enforcement activities were heavy bylate 1983. The LAOOC was determinedto take an aggressive stand againstinfringers and worked closely with U.S.Customs officials to prevent theclearance of illegally producedOlympic-related merchandise. Thisposture was effectively commun-
icated to potential manufac-turers, especially large volumeproducers, via multiple seizures. It wasanticipated that such producers wouldbe hesitant to risk significant capitaland produce massive quantities ofunauthorized goods if there was astrong possibility of confiscation of themerchandise. Once the Games began,the Corporate Relations Departmentbecame operational. Accountexecutives worked with each of theirassigned companies assisting withvarious logistical requirementsincluding accommodations, hos-pitality, ticketing and transportation.
9.07Summary
The corporate relations program wassuccessful beyond the expectations ofthe Los Angeles organizers. Theinterest in affiliation with the Gameswas widespread and the LAOOC’sgoals in terms of fund-raising andcorporate support were either met orexceeded in all areas. Licenseesprovided an opportunity for purchaseof a large number of items, many ofwhich were well received byconsumers in the United States andabroad. Future organizers reflecting onthe Los Angeles experience shouldnote the following items:
o The strategy of limiting the numberof sponsors to an elite few andrequiring a heavy commitment to thefinancial and operational success ofthe Games was a winner. Althoughperhaps more applicable to the 1984Games because of the emphasis onthe private sector in the UnitedStates economy, this model can beused with other events which attractwide spread interest. Both national
o
and multi-national companies hadinterest in becoming involved withthe Games and careful considerationof the value of Olympic sponsorshipfrom the view of a potential sponsorwill usually lead to the compilation ofa list of candidate companies.
Sponsors, and to a lesser extent,suppliers, must be accorded benefitsappropriate to their level of commit-ment. Proper use of Olympic andOrganizing Committee marks,symbols and the like must be clearlydefined and the organizers mustcarefully consider the complexitiesof protecting sponsor or supplierrights, if any, granted to them in theiragreements. Policies for the reser-vation of accommodations,hospitality space, tickets, transpor-tation and other items must be clearand disseminated sufficiently inadvance of the Games in order toallow for subsequent logisticalfollow-up by the companies.Supplier selection was based uponthe need for items or services whichthe LAOOC needed to provide andwere either costly, required specialmanufacturing support to providethe large quantities necessary orrequired extensive technical sup-port. Items whose connection withthe Games was not obvious butwhich proved important includedparking management for the venues,payroll processing systems for thepaid employees, waste managementand X-ray scanners. Organizers mustconsider the entire scope of servicesthat must be provided before settlingon supplier categories and lookingfor interested companies.
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o Licensing of companies to producegoods bearing the symbols of theGames was not designed to providea large revenue source for theLAOOC. Instead, the bulk of thecorporate funding came from the
sponsor program and to a lesserextent from suppliers. The LAOOCdetermined that the major focus ofits licensing program would be toprovide quality products for publicpurchase through small businessesincluding many minority-ownedbusinesses, primarily located in theSouthern California area. In workingwith such smaller enterprises, theorganizers must show flexibility inthe payment structure to support theefforts of growing companies.Although most of the licenseesreceived good public response totheir merchandise, some did notenjoy the sales volume which theyhad anticipated. In these cases, theLAOOC remained flexible in itsapproach to the licensor’s share ofrevenues and the level of fixedguarantees as long as wasreasonably prudent.
o Enforcement of the laws protectingthe symbols of the Games and of theOrganizing Committee is crucial toany program of licensing. The LAOOCworked closely and successfullywith customs controls in the seizureof unauthorized merchandise cominginto the United States. Equallyimportant was the strong positiontaken against domestic infringe-ments and the willingness of theLAOOC to proceed with strategiclegal action against uncooperativeentities whose activities infringed onthe rights granted to sponsors, sup-pliers and licensees. An OrganizingCommittee whose corporate mar-keting scheme depends upon theuntiring support of its partners cando no less in the service of its bene-factors from the business sector.
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Design and the Look of the Games
10
Design and the Look of the Games
10.01Concept and goals of thedesign program
The primary objective of the LAOOCdesign program was to transformapproximately 75 separate SouthernCalifornia sites into a common andeasily recognizable celebratorypresence during the Olympic Games.This goal was not easily accomplished.Sites were as many as 150 miles apartand the transformation had to bediscernable to three differentaudiences: television viewers,spectators attending the Games andlocal residents. Another objective ofthis program, which was called theLook of the Games, was to turnskeptical residents into activesupporters by the sheer emotionalpageantry of the event.
The overall Look, described as an“invasion of butterflies” or “urbanconfetti,” succeeded in turning thestreets, sites and other public areasinto a constellation of ephemeral colorsthat brought residents a heightenedsense of excitement, emotion andhistory. The Look was achievedthrough a team approach. Overalldesign concepts were developedthrough the integration of participantsfrom numerous fields, such asarchitects, landscape architects,graphic and industrial designers, fabricdesigners and transportation systemdesigners.
The design concepts and patternsintegrated the Star in Motion emblemand the Olympic pictograms, whichwere created in 1980 and 1981,respectively. These symbols wereinterwoven with a color palette thatreplaced the traditional red, white andblue with a more festive and interna-tional scheme composed predomi-nantly of magenta, vermillion, chromeyellow and aqua. The overall conceptswere packaged into a kit of parts whichwere worked into a variety ofconfigurations. Thus, the effect was anurban sprinkling of confetti over anarea of roughly 4,500 square miles thatserved to promote a happy, festiveatmosphere during the Games period.
The environmental graphics designprogram was complemented by a printgraphics program that was equallychallenging. The primary goal of thegraphics program was to ensure that allOlympic-related printed material had aconsistent appearance. This was not
an easy task since each of the morethan 30 graphic design consultantsused by the LAOOC had his or her ownconception of how to create anOlympic Look. The print graphicsprogram thus initially displayedtremendous diversity and someinconsistency. The variety of printedmaterials ranged from billboards,posters and signs to accreditationbadges, napkins, pins, tickets,commemorative certificates andscoring forms. It was not until late 1983that the print graphics program beganto embrace the Olympic Lookadvocated by the environmentalgraphics program, creating a uniformOlympic Look program whichcommunicated the brief yet significantnature of the Games to its audience.
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1 Careful attention was given to televisioncamera angles in order that the Look wouldappear in all broadcast coverage.
2 Various decorative elements were usedrepeatedly throughout the venues and thevillages on fences and overhead with ban-ners and balloons
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3 The peristyle at the east end of the LosAngeles Memorial Coliseum was entire/ycovered with a temporary facade that car-ried out the look on a massive scale.
4 More examples of the ubiquitous Lookapplications as applied to press enclo-sures, side walks, Lake Casitas and fencefabric.
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5 Opposite page. One of the most spectacu-lar of the gateway scaffolding towers wasnear the Coliseum in Exposition Park.
6 Dodger Stadium was an example of theoft-encountered need to apply the Lookto vast surfaces.
7 Inexpensive synthetic fabrics were used inhuge quantities for pennants, street ban-ners and a broad range of other decorativeelements. Most imprints were applied bysilk screen process as shown in theseexamples. Applique was used sparinglydue to the higher costs.
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Design and the Look of the Games
10.02Emblem: The Star in Motion
10.02.1Concept of the emblem andits useInternational popularity of OlympicGames emblems began with the TokyoGames in 1964 when the rising sun,Japan’s national symbol, was juxta-posed against the five Olympic rings.The market value and, consequently,importance of each subsequentOlympic emblem has grown signifi-cantly since the Tokyo Games, anddesigners have increasingly competedfor the opportunity to create theemblem. The commercial importanceof the emblem, for both promotionaland advertising purposes, made itessential that the LAOOC secure IOCapproval as early as possible.
10.02.2Development of the emblemThe Organizing Committee inter-viewed 34 design firms throughout theUnited States but ultimately chose tohold a competition among designersonly from Los Angeles. Three designfirms were chosen for the competitionand, in early December 1979, they
were granted three and one-halfmonths to prepare formalpresentations. Two design criteria forthe symbol were established by theLAOOC: the emblem had to work inconcert with the five interlockingOlympic rings and it had to be able tofunction visually on its own. LAOOCsenior management selected theemblem created by Robert MilesRunyan and Associates.
Design development concentrated onthe creation of a dynamic, forcefulemblem which would express both thenational and international aspects ofthe Games. Red, white and blue werethe proposed colors, since they werethe national colors of the United Statesand also appeared alone and incombination with other colors in theflags of many other countries.
Roughly 4,000 design sketches werecreated before a rough sketch of threeinterlocking stars was selected. Thisthree star theme was refined in morethan400 additional sketches before itevolved into its final configuration, theStar in Motion, which represented thedynamic, international qualitiesrequired for the emblem. Stars arefound in the flags of more than 47nations and the 13 motion lines gavethe emblem the appearance of actionand speed. As described in the LAOOC“Graphic Standards Manual’?
"The star is a universal symbol of thehighest aspirations of mankind, thehorizontal bars portray the speed withwhich the contestants pursueexcellence while the repetition of thestar shape connotes the spirit ofcompetition between equallyoutstanding physical forms. Thesymbol colors—blue, white and red—were in part chosen for their traditionalsignificance in the awarding of prizesfor first, second and third place."
The emblem was first submitted andapproved by the IOC in Moscow on 16July 1980, and was publicly introducedby the LAOOC on 4 August 1980. Thisgave corporate sponsors early use ofthe emblem in their advertising andpromotional activities and by affixing itto their corporate products.
10.02.3Graphic standards for use ofthe Games symbolsAfter completing the Star in Motion,Runyan and Associates produced areference manual for the LAOOC. The“Graphic Standards Manual” providedguidance to sponsors, suppliers andlicensees and LAOOC graphic artists inthe proper use and reproduction of theofficial symbols, the Star in Motion,
© 1980 L.A. Olympic Commitee
mascot and pictograms associatedwith the Games of the XXlllrdOlympiad. In the manual were stan-dards for size relationships and colorreproduction of the various symbols,requirements for placement oftrademark and copyright symbols andthe establishment of an officiallogotype and typeface. The officialsymbols were registered and fullyprotected by appropriate national andinternational laws governing copy-rights, trademarks and industrialdesigns. Consequently, all usage of thesymbols had to be authorized by theLAOOC and product samples bearingthe symbols had to be submitted to theLAOOC for final written approval toensure they conformed with therequirements as set forth in the“Graphic Standards Manual."Marketing benefits available throughassociation with the Olympic Gamesby commercial use of the symbolswere restricted to LAOOC approvedsponsors, suppliers and licensees.
8 The Star in Motion was approved in 1980as the official symbol of the 1984 OlympicGames. It is shown here in combinationwith the Olympic Rings and the copyrightnotice as presented in the ”Graphic Stan-dards Manual.” The manual was ahorizontal 12” x 9” ring binder and was tabindexed into the following chapters:1. General Information2. The Official Symbol3. The Olympic Rings4. The Official Mascot5. The Official Logotype6. Emblem Relationships7. Reproduction Materials8. The Official PictogramsThe manual was intended to guide all staffmembers, sponsors, suppliers and licens-ees in the proper use of the copyrightedgraphic elements as well as the accompa-nying typefaces and color schemes. Thecolors were red, white and blue but werelater changed to the more extensive pal-ette developed in 1983 and shown later inhis chapter.
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9 Cover of the “Graphic Standards Manual” 12 The symbol shown in all approved colorring binder. combinations.
10 Star in Motion in matched colors (processcolor examples are also shown).
11 Star in Motion with grid overlay to aid inhandmade enlargements.
13 The Olympic Rings in color and in gray, theonly approved versions.
14 The Star when combined with the ringswas referred to as “the emblem."
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Design and the Look of the Games
10.03 10.03.2Mascot: Sam the Olympic Eagle Development of the mascot
Major Southern California animationand film studios were contacted by theLAOOC regarding the design of themascot. Walt Disney Productions wasultimately selected from among threefinalists. Emphasis first focused ondeveloping something emblematic ofthe Southern California area, includingsuch possibilities as the sun, palm treesand seals. Considerations wereexpanded to include the state ofCalifornia, whose symbol is a bear, butthat idea was soon discarded since theMoscow Games had used a bearmascot. Finally, design developmentfocused on symbols representative ofthe entire United States and the logical
10.03.1Concept of the mascot andits useMascots have been used beginningwith the 1972 Olympic Games inMunich to symbolically represent theGames they are associated with. Astylized beaver called Amik was usedin Montreal and Moscow created abear known as Misha. The mascotserves to inject a sense of personalityinto the Games, capturing the styles,traditions and cultures, in an animatedform, of the people of the host country.The mascot also serves as a symbol tobe enjoyed and understood by youth,whose inspiration is important to theOlympic movement. In addition, anattractive, animated mascot alsoserves as an appealing commercialitem.
15 Sam the Olympic Eagle (as he appeared inthe “Graphic Standards Manual)” was de-veloped by C. Robert Moore of Walt DisneyProductions and was used almost exclu-sively by the LAOOC in conjunction withyouth activities. He was never used as partof the Look which was developed later. Hewas, however, extensively applied inlicensed products as well as by many of thesponsors and suppliers in their own pro-motional materials.
choice was the eagle. Generallyconsidered a rather stern and aloofbird, a warmer, more friendly eagle hadto be created. A short, stubby, cuddlylittle eagle evolved. He had a largehead, bulbous middle section and aprotruding derriere accented by anarray of tail feathers. Besides servingas the national bird of the host country,the eagle was also universallyrecognized as an incarnation of theideals cited in the Olympic motto:“Citius, Altius, Fortius” (swifter,higher, stronger). Since the eaglewould have to be shown as acompetitor in the various athleticevents, the wings were drawn tofunction as “arms” and the feathers as“fingers.” The eagle was designed towork as a costumed character as wellas a two-dimensional graphic symbol.
The full-sized costume wassuccessfully used for LAOOCpromotional and youth activities.Moreover, Sam the Olympic Eagleproved commercially successful, as adoll and on mugs, pins, T-shirts andmany other products.
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16 Sam appeared as an athlete to representeach sport in the Games of the XXlllrdOlympiad. These examples were shown inthe “Graphic Standards Manual:”
1. Archery2 . Athletics3. Baseball4 . Basketball5. Boxing6. Canoeing7 . Bicycling8. Equestrian9. Fencing
10. Football11. Gymnastics12 Handball13. Hockey14. Judo15. Modern Pentathlon16. Rowing17. Shooting18. Swimming19. Tennis20. Volleyball2 1. Weightlifting22. Wrestling23. Yachting
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Design and the Look of the Games
10.04Pictograms and other symbols
10.04.1Concept of the pictograms andtheir usePictograms have been part of Olympicdesign programs since they were firstintroduced at the 1964 Tokyo Games.The stylized figures easily communi-cate information to visitors andparticipants who have diverselanguage and cultural backgrounds.New pictograms were designed forMexico in 1968, Munich in 1972 andMoscow in 1980. Montreal chose touse the Munich pictograms. The LAOOCfirst inquired about the purchase rightsof the pictograms used at Munich andlater Montreal, but found the price to behigher than the costs of commissioningnew pictograms and chose instead tosponsor a competition.
Competitors were narrowed to threeLos Angeles design firms whichpresented three pictogramsrepresenting athletics, cycling andswimming, and a fourth of theirchoosing. A review committeecomposed of ten LAOOC executivesselected Keith Bright and Associatesto design the full set of pictograms forthe Games.
10.04.2Development of the sportspictogramsThe review committee was given apresentation which surveyed the entiredesign development process used byBright and Associates in creating thepictograms. Beginning with a critiqueof the five previous Olympicpictograms, six criteria were isolatedas essential to a successful pictogram:
o Clear communication; pictograms,by themselves, should be recogniz-able by people of other nations.
o Consistency; the pictograms shouldbe identifiable as a set, throughuniform treatment of scale, style andsubject.
o Legibility and practicality; theyshould be highly visible, easy toreproduce in any scale and inpositive or negative form.
o Flexibility; the pictograms should notbe dependent upon a border andshould work equally well in a positiveor negative form.
o Design distinction; the pictogramsshould avoid stylistic fads or acommercial appearance and shouldimply to a worldwide audience thatLos Angeles has a sophisticated,creative culture.
o Compatibility; they should beattractive when used with their LosAngeles Olympic design elementsand typestyles.
In the development stage, Bright andAssociates sought to create picto-grams that would be used primarily fordirectional signing purposes, a critical
factor in the Los Angeles area since theevents would be held at a variety oflocations. Therefore, it was essentialthat the pictograms communicateclearly and be highly visible. During theGames, the pictograms servedprimarily decorative purposes ratherthan as signing elements, but in 1980,no one anticipated that this would bethe case.
In creating the new pictograms, explor-atory sketches examined the use ofpartial figures, realistic figure imagesand speed lines combined with thefigures. It was concluded that partialfigures and realistic figures weredifficult to decipher and movementassociated with the figures made themtoo busy and impaired legibility. Asimple figure composed of 10fundamental body parts worked well: acircle for the head, an oval for the torsoand eight simple parts representing thearms and legs. This modular figure,when placed against a grid pattern,could be recreated in any desiredposition, effectively portraying anyOlympic event.
These new pictograms met thespecified criteria. They were easilyseen at a distance and clearlycommunicated their message in aconsistent manner using a system ofmodular forms and a common scale.The system was also practical andflexible, allowing for a variety ofpositions to be created with a minimalnumber of design modifications andpermitting reproduction in a positive ornegative form, with or without a panelor border. The design was distinctive,with the pure, geometric formscreating an idealized human figurewhich was memorable in appearanceand free of stylistic fads.
10.04.3Registration and copyright ofthe pictogramsThe 23 official pictograms were copy-righted and registered as trademarksby the LAOOC in 1981. As set forth inthe “Graphic Standards Manual, “acopyright line and trademark symbolhad to appear on every item or printedmaterial on which the pictograms werereproduced. Reproduction of thepictograms on mugs, neckties, scarvesand other articles which did not permita legible reproduction of the legalcopyright and trademark symbols,mandated that the information appearon another visible portion of the article.For example, on hats and T-shirts thelegal marking and information wasplaced on a permanent tag visible onthe hat band or inside on the neckportion of the T-shirt. Reproduction ofthe pictograms was restricted tolicensees using them on their products,and sponsors and suppliers using themin association with their advertisingand promotional activities. Similarregulations were set forth in the“Graphic Standards Manual” withregard to the use of the Star in Motionand Sam the Olympic Eagle.
17 Pictograms used on the exterior of the Coli-seum are in Festive Federalism colors.
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18 Pictograms were designed for each sport,including water polo and handicappedevents.
19 Later another set was developed for use onsigns.
20 Photos above show a few applications ofthe pictograms at the archery andvolleyball venues and at the UCLA Village.
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Design and the Look of the Games
10.04.4Usage program for thepictogramsAs originally conceived by Bright andAssociates, the pictograms were to beused primarily on directional signs onthe arterial roadways leading tovarious Olympic venues. Unfortu-nately, the pictograms wereinadvertently omitted from theroadway directional sign program andtheir primary function becamedecorative. At competition sites, thepictograms were used prominently atentrances with large, white, sport-
specific figures placed on a magentafield. They were also used on largebanners attached to the ceilings ofindoor arenas.
Pictograms were displayed frequentlyon sonotubes and fence fabric, servingas a decorative reminder to spectatorsand participants of the particular sportat each site. Pictograms were alsoused on a variety of Games-relatedmerchandise. Mugs, pins, ties, and T-shirts were a few popular applications.
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2 1 Examples of pictograms on fabric andsonotubes at swimming, cycling, fencingand archery venues.
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10.04.5The official type faceand logotypeThe typeface chosen for use with thesymbols of the Games was Univers 66,a bold modern italic. Other type faces inthe Univers family were acceptable foruse in headlines, body text and taglines. The official logotypes “Games ofthe XXlllrd Olympiad Los Angeles1984" and "Los Angeles 1984Olympics” typeset in Univers 66 couldbe applied in five basic configurations.
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz1234567890
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz1234567890
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopcrstuvwxyz1234567890
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz1234567890
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz1234567890
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22 The approved typestyle for the Games wasrestricted to four versions of Univers, awell-designed, modern san-serif alphabet.In 1983 the range was extended to includea stencil type and Garamond, a classic Ro-man style.
23 Photos show use of Univers on signs.Garamond is used mainly on printedmaterials.
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
abcdefghijklmnopqrstuvwxyz
1234567890
ABCDEFGHIJKLMNOPQRSTUVWXYZ
123456789022
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Design and the Look of the Games
10.05Development of the Look—environmental graphics
10.05.1Evolution of the LookIn conceptualizing and implementingthe overall environmental designprogram for the 1984 Olympic Games,many architects, artists and designerswere involved in creating the innova-tive program of decorative andsymbolic elements. The coordinationand organization of the Olympic designprogram did not commence until thefall of 1982. Prior to this, the LAOOC hadtaken only the initial, rudimentary stepsin this direction. This was achievedthrough the development of the officialGames symbols: the Star in Motion,Sam the Olympic Eagle and the sportspictograms. These creations helpedpromote the Games, functioning assymbols which were used incommercial marketing. However,these elements alone could notadequately serve as a foundation forstructuring the overall Games designprogram.
Commencing in January 1982, theLAOOC Look organization had its earlyorigin in an LAOOC-established designcenter located in downtown LosAngeles. The design center initiallycame under the direction of the JerdePartnership (architects) and later, bothJerde and Sussman/Prejza & Co., Inc.(designers). The LAOOC entered intoseparate consulting contracts withJerde and Sussman/Prejza, each ofwhich in turn recruited additional firmsand individuals to supplement theirown staffs.
Initially the design center functionedfor the most part independently of theLAOOC administrative headquarters inCulver City, but was under themanagement control of theArchitecture and ConstructionDepartment. A creative environmentwas maintained to offer the designersand architects the liberty needed toexperiment with a myriad of conceptsin developing a festive Look whichwould be particular to the Los AngelesGames. The grouping of all Lookparticipants maximized the cross-pollination of thoughts and ideas. TheJerde Partnership was assigned by theLAOOC in early 1982 to design one oftwo Olympic villages, to convertexisting structures at UCLA and createa village with security, residentialareas, a main street, entertainment
facilities, welcoming areas,transportation pick-up and drop-offareas and other assorted villagefunctions. By mixing temporarystructures with existing facilities, itwas planned that the UCLA campuswould take on a completely newappearance. To achieve this new Look,Jerde sought the assistance of thegraphic design firm of Sussman/Prejzato develop the sign program for theUCLA Village.
Later, the designers took on theresponsibility of designing an overallappearance for the Games incoordination with other design firmsalready employed by the LAOOC. Thisincluded John Follis Associates, whichfirst thought of rejecting the traditionalred, white and blue “Americana”colors and using instead a pastelselection based on the five colors ofthe Olympic rings. Follis alsoexperimented with the use of a five-pointed star as a decorative element. Inlate 1982, Sussman/Prejza expandedthose ideas and began working on anew eleven-color palette for theGames. Sussman/Prejza reworked thepastel colors conceived by Follis andsettled on a stronger, more vibrantarray.
The single most unifying element of theLook was this LAOOC color palette,which ultimately represented theMediterranean environment of theoriginal Greek Olympics and thefestive, celebratory colors of Asia andLatin America. The colors used were:magenta, chrome yellow, aqua,vermillion, light blue, green, lavender,information yellow, pink, dark blue andviolet. The colors provided a distinctivevisual presence, unifying the diversesites in the Los Angeles area andpresenting the spectators andtelevision audience with color unityfrom venue to venue.
At this same time, the Jerde partner-ship was completing a catalogue ofstandard physical elements to be usedin outfitting venues and villages for the1984 Games. At previous Games,architectural designs of monumentallandmarks were left to remind futuregenerations of the Olympics. The LosAngeles Games, termed spartan incost and appearance, called for only afew permanent facilities to be built.Existing facilities were integrated by akit of simple but repetitively appliedparts in the creation of new avenues,plazas, courts, boundaries andcorridors which would create newenvironments within already existingsettings. A whole new set of shapeswas created based on the predominantuse of cardboard, string, tents andbailing wire.
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24 Much of the design development was car-ried out at the Design Center, a facility thathoused a number of the design and archi-tectural consulting firms that were retainedby the Organizing Committee. Designersare shown here working on sketches andmodels. Bottom left is a general view ofone of the studio areas in the DesignCenter.
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As the organizational concept of thedesign program evolved, it becameapparent that a catalogue of standardconstruction and decorative elementsshould be created. These elementswere adopted for use in temporarystructures, landscaping, environmentalgraphics and ceremonies and werecomposed predominantly ofgeometric, simplified shapes whichwere used in combinations bydesigners at every site. This reducedthe need for custom pieces since thekit could be applied in an endlessvariety of ways. The application of thekit of parts and the philosophy behindits use was set forth in a November1982 document entitled, “DesignCoordination Guidelines.” Itestablished that:
“The staging of the Games of theXXlllrd Olympiad will present the worldwith a view of a series of eventsjuxtaposed against the highlydisconnected, eclectic background ofLos Angeles and its environs. Thenumber and complexity of sitesdictates a design and planning processdone in parts by various players. If theGames are to avoid being perceived asfragmented as Los Angeles itself, theirvisual presence must be powerfulenough to unify the otherwiseunpredictable chaos of their diversegeographical parts.
“‘Los Angeles today in 1982 looksexactly like (sic) it did in 1981 and like(sic) it will look in 1983. In 1984 it mustlook dramatically different while theGames are being staged. Everythingassociated with the Games must havea fresh, festive look to it that conveysthe temporal qualities of the event. Thewhole city should look like (sic) awonderfully colorful invasion ofbutterflies has descended upon it.
“The notion of a 'spartan’ Olympicssuggests tremendous opportunities toshift the design away from the egoarchitecture of recent Olympicsto wards a more appropriatelydesigned environment that capturesthe special qualities associated withthe Games. An environment whosefocal point is clearly the athlete andwhose architecture celebrates itstemporary qualities in fancifulassemblages of colored fabric andexotic graphics.”
The document continued, setting fortha statement of goals for the Lookprogram:
“To develop a visually distinctivepresence that reflects the significance,dignity and sheer joy historicallyassociated with the Olympic Games.
“To visually unify the geographicallydiverse sites in a way that presents thespectator and television audience withan identifiable set of elements commonto all venues.
“To capitalize on the notion of a‘spartan *Olympics by developingsolutions that are appropriateresponses to the temporary nature ofthe Games and that celebrate theirtemporal qualities.”
The guidelines concluded byestablishing basic design strategies:
“The single most unifying element willbe the use of an LAOOC color palette.
“Discreet use of both the LAOOC logoand the Olympic rings will ins till a senseof quiet dignity to the way the Gamesare being run.
“The international qualities of both theGames and the host city will becapitalized upon in the graphics andsignage whenever appropriate to helpcreate an environment responsive tothe participants and excitingly exotic tothe spectators.
“Color and form will be used in aninformational manner so that theenvironment begins to demystify itselfFor example, information boothswould always be tall yellow tents.
"Allspace needs will attempt to befirst dealt with via existing structures. Ifadditional space is required, temporarystructures will be used as necessary.
“The temporary facilities (tents) thatwill be rented for the Games will be‘customized’ to take on a physicallydistinctive Olympic look. This will bedone by changing roof pitch, addinggraphics and using solid color rooffabrics.”
25 The final color palette as shown here wastested during the events held in the sum-mer of 1983, a little more than a year beforethe Olympic events were to begin.
Magenta
Vermillion Aqua
Info Yellow Green
Chrome Yellow
Lavender Light Blue
Violet Blue Pink
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The above concepts, goals andstrategies, together with the kit ofparts, provided the foundation for thecreation of the Look program and itwas through their application that thedesign of the three Olympic villages,the 30 athletic venues and the43cultural venues were coordinated.These concepts were first appliedduring January 1983 when the IOCExecutive Board met with the NOCs atthe Biltmore Hotel in downtown LosAngeles. The Biltmore meeting was anopportunity for Sussman/Prejza toexperiment with the color palette andother graphic shapes and forms,especially the five pointed star. Givenfree rein to design the Look at theBiltmore for the meeting, Sussman/Prejza adapted the preliminary outdoorenvironmental graphics program to thecomplex indoor surroundings of theBiltmore. It was an opportunity torefine the color palette and itsapplication.
The designers analyzed the colorproblem first. How would the colorsenhance the environment? What othercolors would be present in thesurrounding environment? What wouldbe the scale of the surroundings? Whatspirit should the colors project? Arefined, subtle application of the colorsand designs was produced for theBiltmore.
The color palette and its applicationwas further polished during a numberof LA83 athletic events held by theLAOOC. These events gave the Lookorganization the opportunity toimplement some of the early conceptsand designs and to determine whatwas practical in actual application,better paving the way for finalizing thedesigns of the Olympic venues.
26 The new color palette and graphics arealso applied at the 1983 ANOC GeneralAssembly held at the Los AngelesBiltmore
For water polo, the first of the 1983events, a relatively small decorativebudget of $20,000 was allocated, withexplicit restrictions on the use of thecolor palette for fear it would lose itsimpact for the 1984 Games. Seeinghow little $20,000 bought, the LAOOCallocated $125,000 for the swimmingevents and allowed use of a fullapplication of the colors to test theireffect. Although this budget andphilosophy of application wasapproved just six weeks before theevent, the decorative elements weredesigned, contracted, fabricated andinstalled. An interior venue, PauleyPavilion, was subsequently decoratedfor $82,000 for a gymnasticscompetition.
Television and photographic coverageof LA83 swimming and gymnasticsevents confirmed that the competitionarea was the focal point and thatdecorations should be placedconsistently as a backdrop at all
venues. Therefore, great attention waspaid to those design elements thatwould appear on-camera. Star and barpatterns on the railings behind theathletes and podium skirts whichappeared in the foreground were givenspecial attention. In all cases, the visualsettings for the awards ceremonieswere designed with care. Althoughseldom on camera, decorative bannersand flags hanging from the ceilingcreated a festival atmosphere for thespectators.
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27 A few examples of the planning studiesdeveloped by the Look team at the DesignCenter. These early sketches will be foundto be surprisingly accurate in the laterGames photos.
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Design and the Look of the Games
By the time the LA83 gymnasticscompetition was over, the basicelements of the Look had been appliedand accepted. The next task was toexamine each venue and adapt thevarious elements to it. Canoeing/rowing and archery competitions werestill to be held in 1983 so those venueshad their Look designed in the weekspreceding the events. Subsequentrefinement of the decorative schemewas put on hold while the venuedevelopment process proceededduring the last quarter of 1983.
The 1983 events-water polo,swimming, gymnastics, rowing/canoeing and archery-successfullytested the design of the kit of parts andthe application of the color palette.Subsequent to these prototypeapplications, the Look was refined atthe design center in downtown LosAngeles by a group known as the“Design Forum” under Jerde’sdirection. The Design Forum wascomposed of the LAOOC staffresponsible for design and allcontracted design consultants. It was
28 The prototype of the Look as applied in1983 at gymnastics, archery, rowing andswimming events proved the effective-ness of the basic scheme and providedguidelines for further development.
responsible for developing LAOOCdesign policies and for coordinating thework of participant designers intovisually cohesive results. Jerdeenvisioned the design process for theOlympics as composing twofundamental parts, architecture andgraphics, each with separate roles butalso with some areas of overlap.Design direction was coordinated bythe two directors managing thegroups.
A final, unifying element for the kit ofparts was the use of removableconstruction scaffolding for entrygates and the numerous otherstructures needed at the venues. Thesignificance of this idea upon theoverall Look program was bestexpressed by the director of the LAOOCDesign Department:
"It was modular, strong, flexible,portable, easy to erect and cheap. Itwas available for purchase or rental inalmost unlimited quantities. It was acommon, off-the-rack system thatperfectly fit the problem. It was thekind of answer that was so direct andyet so broad in its implications that, inretrospect, it seems obvious andsimple, not much of an idea at all. But itwas the essential key, the single strokethat brought the whole kit of parts forthe environmental plan together. Itneeded to be refined, the bonesneeded to be beefed up and dressedfor the party, but there it was. It was inabsolute harmony with the ideas thedesign forum had, until then, only beenable to put into words—'a celebrationof sport, a circus, a carnival of games, amedieval jousting tournament, aninvasion of butterflies. ‘It was the firsttime in Olympic his tory that there hadbeen a non-monumental designconcept for the Games and it fit theclimate, the city and the emotive goalslike a pair of trunks on Mark Spitz—obvious, practical sexy and slick as awhistle."
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10.05.2Guidelines for the use of theLook elementsBy December 1983, the LAOOC hadretained a number of architectural firmsto work on the particular competitionsites, villages or art festival venues.The venue architects were responsiblefor planning and coordinatingfunctional modifications, e.g., theconstruction and mechanical work,fencing, plumbing and electrical needs;modifications to existing structures;and security and fire protection foreach site. Overall appearance of eachsite was the responsibility of a Lookcoordinator who selected and
arranged all the Look elements,including tents, banners, sonotubes,fabric and overall color applications,An LAOOC staff project architect wasappointed to ensure the integration ofboth the functional and aestheticelements. Individual designersprovided special services whichincluded scaffolding designs, sono-tube patterns and sculptural elementswhich were used at many of the sites.
A design guide poster was created anddistributed to the numerous architects,designers and Look coordinators ateach site. The poster set forth the basicelements and application of thoseelements which could be used increating the Look. It began with aninitial decree that: "Every perception ofthe Games of the XXlllrd Olympiad willbe a complex array of temporalelements juxtaposed against the highlyvaried background of Los Angeles and
its environs. The LAOOC has developeda very strong thematic philosophy forthe creation of the Olympicenvironment that will overlay the cityduring the Games. An energeticmontage of color and form will appearon everything from tents to tickets."
A fundamental building block of thedesign program was the numeroussonotubes ranging in size from two andone-half feet in diameter by three feethigh to three feet in diameter by20 feet high. As depicted in the Lookposter, the tubes were used as decora-tive columns and frequently served asthe supports for lintels and pediments
placed at the entrances to the venueseating areas. These structuresexemplified the Greek Doric order witha splash of Minoan coloration anddesign. The columns were alsofastened to the bases of the numerousspecialty tents used at the venues,giving them added strength andpresence. All tents were shaped andcolored according to their function:yellow with a pointed witch’s hat rooffor information, white-topped shortertents in various colors for refreshmentsand novelties and black-and-whitestriped columns, reflective ofFlorentine renaissance architecture,topped by a white pictogram on amagenta field for entrance archways.Bunting was used on the wallssurrounding the field of play.
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29 The Look in full bloom at the athletes’villages during the Olympic Games showthe final Festive Federalism elements.Top left photo shows disco at UCLA de-signed by L.A. artist Peter Shire whobrought his own interpretation to theLook. Other photos on this and facingpage illustrate how scaffolding, sono-tubes, tents, banners and graphic elementswere orchestrated into vibrant, dancing im-ages and practical and decorativestructures.
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Central to the design poster was thesection which established thestandards for the use of the colorpalette. The key color for the Gameswas a brilliant “hot” magenta, which,together with a bright vermillion, clearaqua, rich chrome yellow and a vividgreen, were to represent the SouthernCalifornia spirit. The lighter“Mediterranean” colors were to beused occasionally in large back-grounds. White was used frequently toserve as a dignified link for the variouscolors. Red, white and blue were rarelyused and only when it was appropriateto emphasize nationalism instead ofthe traditional Olympic interna-tionalism. The colors on the posterwere arranged in order of dominancefrom most used in larger squares at thetop to least used in smaller squares atthe bottom.
The poster explained the generalcriteria for applications of the colors as:
“These colors work best when used incombinations of three or more. It isbest to form color relationships thatare warm/cool, dark/light. The width ofthe stripes is best when thick ones arenext to thin ones and when thearrangement is put on a large field ofcolor or a white field. Do not use lightand dark combinations of the samecolor or the colors in a ‘rainbow’arrangement. When using stripes, donot make them all the same width."
With the examples and criteriaestablished by the design poster,hundreds of architects and designersbegan the task in January 1984 ofcreating the Los Angeles Olympic Lookat more than 75 sites.
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30 Sussman/Prejza’s Look Poster was theonly printed guide to the Festive Federalscheme. Printed first in January of 1984and later reprinted, it became a muchsought-after and scarce memento of theGames.
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30 Sussman/Prejza’s Look Poster was theonly printed guide to the Festive Federalscheme. Printed first in January of 1984and later reprinted, it became a muchsought-after and scarce memento of theGames.
Design and the Look of the Games
10.05.3Physical applications of thecolors and the kit of partsDuring the LA83 events, four basicsonotube types were used to supportthe tents: yellow for the informationtents, vermillion for hosting tents,green for souvenir tents and lavenderfor refreshment tents. For the Games,the sonotube types expanded to 112different designs and were used for avariety of purposes. A separate kit ofLook parts developed for the OlympicArts Festival sites used the same colorscheme but varied the scale, patternand geometric shapes.
In addition to exterior decorations,interior kits were also developed. Thekits were comprised of three-foot bynine-foot OAF banners, plain nylonbanners, posters and styrene cutoutsand were installed in the Mark TaperForum, Dorothy Chandler Pavillion,Pasadena Center Conference Building,Pasadena Civic Auditorium, Royce Hall,Schoenberg Hall, MacGowan Hall,Japanese-American Cultural Center,
Television Center Studio 9, Bonaven-ture Hotel, Pasadena Holiday Inn, NewOtani Hotel, Los Angeles City Libraryand Los Angeles City Hall. Kits weregiven to eight Los Angeles theatres forthem to install. Approximately 400miscellaneous signs were fabricated tosupplement existing signs.
The venue owner approval processbegan 6 April 1984. Proposed designs,installation methods and scheduleswere presented during weekly meet-ings at the design center. Two to eightdesigns were presented at eachmeeting and the process wascompleted 23 May 1984, nine daysafter the first installation. OAF wasresponsible for getting the approval ofvenue owners or managers. Then theprocurement, installation andmaintenance of Look items for43Olympic Arts Festival sites began. Theobjective was to decorate all sites withthe consistent Look theme.
By June 1984, the designs for thevarious venues were complete. TheOlympic Arts Festival was the firstpublic unveiling of the Look. Apredominantly white field was usedin conjunction with fragments of theLook elements: chunks of stars, hunksof bars, pieces sticking out of thelandscape.
The athletics venue and the villageswere each given a distinctive set ofLook features, tailored to reflect theparticular events or activities whichwere to occur at those sites. It wasdetermined that a feeling of greaterdignity was needed for some of theevents, such as fencing, and the colorsilver was used with the pictogramsto reflect the more formal atmosphereof the final fencing competitions. Incontrast, other venues needed todemonstrate other qualities such asvitality, as with weightlifting, where alively, complex structure, reflecting thedynamism and vigor of the sport,greeted the spectators as they arrived.The swimming, diving and water polovenues were done predominantly inwhite and aqua with less use of theheavier, hotter colors. This designrelated well to the cool, light qualitiesof that sport. Overall, the competitionvenues projected a more serious,traditional demeanor whereas, incontrast, the villages with a moreplayful array of colors and elements,communicated a light, frivolous nature.
More complex and refined scaffoldingstructures than those used at the LA83events were created. Competitionsites received magenta-coloredscaffolding; USC Village, aqua;Exposition Park, UCLA and UCSB gotwhite. New three-dimensionalelements such as spheres and cubeswere added and colored fabric wasstretched inside the scaffolding. Thisbrought the scaffold structures aliveand eliminated the feeling that theyserved only as support structures forbillboards or signs.
The diversity of elements and colors—tents, sonotubes, scaffolding, lintels,pediments, fabric panels, banners,balloons, flowers, and fencing—cametogether in a successful blossoming:warm, inviting and festive, expressinga harmony reminiscent of a spring-timeburst of color.
31 Street banners are displayed at all venuesand on every major street in the Los Ange-les area.
32 Sonotubes and an information tent at theLong Beach Arena.
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33 Examples of Look at sports venues andArts Festival sites. Arts Festival sites weredistinguished by huge fragments of Lookelements.
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Design and the Look of the Games
Tents34 Typical kit of parts tents were designed to
meet a wide variety of conditions andneeds.
1 Information and ticket sales.
2 Venue entry for ticketed spectators.
3 Souvenir sales stands.
4 First aid stations.
5 Refreshment stands.
6 Refreshment stands.
7 Tents for public information use
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35 Various applications of tent structures inuse during events.
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Design and the Look of the Games
Sonotubes36 There were over a hundred different sizes
and patterns of sonotubes in order to meetthe very wide range of uses.
1 Gated entry ways into venue seatingsections.
2 Sonotubes add color and a festive flair totents, poles and other areas where decora-tive elements are used.
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37 Sonotubes as entrIes and decorative“street furniture” at venues.
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Design and the Look of the Games
Site furniture38 Kit of parts elements included waste-con-
tainers, benches, umbrellas, tables andchairs, planters, flowers, flags and otherdecorative and practical materials for thestreetscape around and within the venuesand villages.
1 Program sales stands have a distinctivelook.
2 Concrete benches provided spectatorcomfort primarily in the Exposition Parkarea.
3 Even trash cans and large dumpsters aredecorated in the Festive Federal pattern.
4 Shaded coin telephone stations are easily 1identifiable.
5 The Games’ awards stands utilized con-trasting colors for each place.
6 Flag poles are an important ingredient inthe overall Look scheme, which includesnot only IOC and LAOOC flags, but alsoflags of the nations and of the InternationalFederations.
7 Shade structures provide for maximumcomfort while taking up the /east amount ofspace.
8 Flowers were carefully raised to providethe peak in color during the Games.
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39 Fence fabric, flowers and umbrellas in useduring the Games. Flowers were chosen tobe in bloom during the Games and to en-hance the Look color palette.
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Design and the Look of the Games
Arts Festival40 Giant stars, protruding geometric shapes
and banners using pieces of the overallGames Look combine to from a uniqueOlympic Arts Festival pattern.
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41 Examples of Olympic Arts Festival sitesdecorated with Look and fragmentgraphics.
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Design and the Look of the Games
Banners42 Kit of parts pennants, flags, windsocks.
banners, balloons, and fence fabric wereseen everywhere both inside and outsideat the Games. Only a small percentage ofthe individual types are illustrated here.
1 Colorful material is arranged to hang fromthe ceilings of indoor buildings and add tothe festive atmosphere.
2 The LA84 logo, Olympic sport pictogramsand the Star in Motion are all used in dra-matic combinations of color to enlivenin door and out door decorations.
3 Windsocks and street stringers are heavilyused in Exposition Park and in other out-door areas.
4 Multi-colored banners utilizing only a por-tion of he Star in Motion helped toreinforce the feeling of gaiety at Olympicsites.
5 These fence fabrics and wall hangings uti-lized multi-colored bars of varying widths,painted bunting patterns against a white orcolored background or festive confetti todecorate large areas of indoor or outdoorarenas. As an example, the multi-coloredbars were installed across the outfieldfence at Dodger Stadium.
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43 A few typical applications of fabric ele-ments (some wind activated) in interior andexterior uses.
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Design and the Look of the Games
Scaffolds44 Scaffolding provides the overriding e/e-
ment for spectators entering the venue andplays host to a number of other elements,including arches, geometric shapes,streamers and glitter boards.
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45 A few examples of some large on-sirescaffolding structures. Note similarity ofphoto at bottom left to sketch shown onpage 255.
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Design and the Look of the Games
10.05.4Procurement and installationof the Look elements atOlympic sitesBeginning in January 1984 the Lookorganization began to take on newdimensions as the LAOOC prepared forimplementation of the designconcepts. A contracts/procurementorganization was established to beginlocating fabricators, contractors andsources for materiel, in preparation forthe major procurement tasks whichwould ultimately include more than100,000 Look elements.
The first major Look contracts wereexecuted in February 1984. Thosecontracts included:
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o An initial order of 250,000 yards ofnylon in the Look colors; many ofthese orders had to use special dyelots to precisely match the specifiedcolors.
Fabrication and installation of 600specially designed tents to be usedat the venues for concessions,information, first aid, ticketing andentries.Annual flowers to add color to thevenues; these contracts wereentered into directly with thegrowers and set forth the types,colors, sizes and blossom size. TheLook organization was responsiblefor overseeing the growth of theseplants to ensure maximum color andblossom at the time of the Games.Growers were required to pinch backthe buds on flowers at intervals sothat plants would be in full bloomwhen needed. Over 400,000 quartsof flowers were finally ordered andplaced at the venues.Painting of 1,500 eight-foot sono-tubes; the total number of sono-tubes painted ultimately reached afigure of more than 3,500.
As the Look of the 1984 Gamescontinued to evolve, the complexitiesof the logistics became more evident.Receiving, sorting, distributing,shipping and installing more than100,000 Look elements took onominous proportions. To handle thisworkload, the Architecture andConstruction Department created aLook organization in May 1984consisting of the following majorsections:
Design; responsible for the finaldesign of all Look elements at everyvenue.Procurement/Contracts; responsiblefor the procurement of all Lookelements and for negotiating andadministering contracts for their fieldinstallation.
Supplier Quality Expediting Network(commonly referred to as SQEN);responsible for the delivery andquality control of all Look items.Warehousing Operations;responsible for receiving Lookmaterials and sorting them by venuepriority. Also charged with deliveringall materials to all sites on schedule.Support Operations; responsible forcomputer support of procurement,inventory and warehouseoperations.Look Coordination; responsible forassigning coordinators to the venuesto oversee installation of Lookelements.
The first procurement task was toevaluate the production time tounderstand the constraints associatedwith the procurement process. Seriousmateriel lead times, for example,existed for the specially dyed nylonfabric required for so many of the flat
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46 Flowers were heavily planted to giveground color at many venues
47 Olympic rings were integrated into theLook and were used extensively through-out the venues. Workman here is shownwith rings roughed out of plywood.
48 A workman at the Look warehouseprepares sonotubes for delivery to sites.
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Look elements. It was clear that theLAOOC would have to order the nylonearly to ensure that it would beavailable when production began.However, by February 1984, designwas not complete and therefore nofirm estimates of required yardagecould be made. A best guess estimatewas made, nonetheless; orders wereplaced for 240,000 linear yards of60-inch material in the Look colors.
Another challenge was findingsufficient sources to fabricate thethousands of banners and 35 miles offence fabric. The final designs did not,in all cases, correspond to what theindustry was capable of producingefficiently. As a result, the OrganizingCommittee was dependent on a few
firms that could modify their produc-tion facilities to accommodate the longcontinuous runs of fence fabric and theoversized banners, instead ofdistributing the work more broadly. Analternate course of action, modifyingthe designs to accommodate theindustry’s production capabilities, wasnot a feasible alternative due to thetime constraints.
Installation of Look elements began25 June at the UCLA and USC Villageswith installation at the first competitionvenue (Rowing/Canoeing at LakeCasitas) starting on 5 July. Installationdepended on three primaryconsiderations: the availability of themateriels on the dates needed, theirtimely delivery to the site and thelogical installation sequence of themateriels. The logistics of this taskwere extremely complicated becauseinstallation took place at 33 venuesalmost simultaneously.
Planning for this was made even moredifficult by the unique nature of theLook elements and the fact thatnothing had ever been attempted onthis scale before. It was extremelydifficult to accurately estimate timeand budget money for installationbecause, in most cases, Look could notbe installed until after construction wascompleted. The LAOOC was faced withan extremely short time schedule andmany unknowns relative to construc-tion. Any slip in the constructionschedule adversely effected Lookinstallation. The availability of Lookmateriels also was unstable andchanges in deliveries as against theplanned items required fieldadjustments. Unfortunately, bothconstruction problems and materiel
shortages affected the installation andcontributed significantly to added cost.Even though much of the materielarrived late because of inadequateproduction time, all Look items wereinstalled at every venue.
In some cases, many overtime hourswere needed to stay on schedule. AtSanta Anita, for example, crews of 60installers worked 24 hours a day fortwo days to complete the venue ontime. This was seven times the originalestimate. Over 100,000 installer man-hours were expended in the five-weektime frame, which was nearly threetimes the original estimate.
49 Workman paints entry elements in Lookcolors.
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50 Seamstress makes custom banners inlicensee’s workshop.
51 Large "cherry picker" crane is used to in-stall Olympic rings..
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Many of the Look elements for the LA83summer test events were installed byLAOOC staff members, but, for theOlympics, the many venues, the hugevolume of items to be installed and thecomplexity of the work made itimpossible for LAOOC personnel toparticipate other than as supervisorsand managers. To accomplish the Lookinstallation, contracts were enteredinto with seven local decoratingcompanies, each with responsibility forinstalling specific venues. Theprofessional expertise of most of thesefirms was invaluable in achieving asuccessful installation.
Approximately30 coordinators were The original contracts with the Lookhired, each to oversee installation at installers were based upon a fixed largeone or more venues. The primary sum, following a detailed proposal.function of the coordinator was to However, in nearly every case,complete the design for his venue. contracts were later converted to aAlso included in the Look coordinator’s time and materiel basis, because ofresponsibilities were: developments that tripled original
o Coordination with the warehouse on installation cost estimates. These
traffic/schedule requirements developments included:
o Verification that Look materials were o The actual field installationavailable when needed conditions often differed
o Design of alternate plans in case of dramatically from those expected.late deliveries or construction delays o Many of the complexities of the
o Verification of Look installers’ installations could not be foreseencontracts based upon the stated by the LAOOC or the installerscope of work companies.
o Materiel delays required theinstallers to deviate from theiroriginal schedules and to work up toseven days per week and as much as18-20 hours per day.
o Construction problems and otherdifficulties caused delays.
o Changes in the scope of work aftercontract execution but prior toinstallation added additional workand disrupted schedules.
o Changes in the field requested byvenue managers or sportscommissioners delayedinstallations.
o Late delivery of signs added man-hours to installation time.
Upon completion of each venue, theLook organization assigned individualsto one or more venues to maintain andmonitor the integrity of the Look duringthe Games.
52 Workmen preparing grounds at City Hallfor Mayor’s Party.
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53 Carpenter builds frame for Arts Festivalfragment in contractor‘s shop.
54 Fabric, sign panels and other Look ele-ments at sites for distribution andinstallation.
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o Approximately 2,300 Look elementswere designed.
The Look in abstract
o 34 Olympic sport venues, support venues and villages were decorated with Look.
o 43 Olympic Arts Festival venueswere decorated.
o 20,000 street banners were
o 10,000 street banners were installedwith necessary hardware by LAOOCon the streets of Los Angeles.
o 10,000 street banners wereallocated as gifts to cities other thanLos Angeles.
o 500 shipments from more than 50manufacturers were received.
o 280 loaded trucks were dispatchedfrom the Look warehouse to the 34venues.
fabricated.
o More than 110,000 Look items wererequisitioned.
o More than 11 miles (58,735 feet) ofglitter strips were utilized for thedecoration of scaffolds, stages,award backdrops, etc.
o More than 2,000 flags wereprocured.
o More than 3,000,000 square feet offabric were used (nylon or vinyl/openweave).
o More than 3,500 spiral tubes (sono-tubes) were procured and utilized.
o 600 specialty Look tents (LAOOC-designed) were produced anderected at nearly all venues.
o Approximately 35 miles of fencefabric (mostly open weave but somevinyl) were fabricated and installedon temporary and permanent chainlink fence.
o 400,000 quarts of annual flowerswere placed at venues.
o Approximately 1,500,000 cubic feelof scaffold structures were erected.
o Roughly 20,000 informational anddirectional signs were placed.
o 24 (13-foot) helium filled balloonswere placed at venues.
Entrance theme scaffold decorationsincluded:
o 300 three-foot stars and circleso 120 spheres (42-inch diameter)o 60 cubes (36-inches)o 500 hardwood panelso Thousands of other soft flat
decorative panelso More than 200 specially designed
canopy shade structures utilized fordecorative and shade purposes
o 100,000 man-hours expended toinstall the Look
55
55
55 Workmen had to work quickly to finishLook installations on very short schedulesduring the time venues were turned over tothe Organizing Committee. A few areshown here painting rings and installingStar fragment at an Arts Festival site andscaffolding being erected.
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Design and the Look of the Games
10.05.5Installation and use of Lookelements at non-Olympic sitesAn important element of Look was the$1.3 million LAOOC Street BannerProgram. The objective of this programwas to decorate the streets of the cityof Los Angeles and other outlyingcities to announce first the arrival of theGames and then that the Games hadcommenced.In April 1984 the LAOOC decided toimplement two distinctive bannerprograms. One was aimed at the city ofLos Angeles and the second at otherSouthern California cities.
The Los Angeles CityBanner ProgramSeven thousand fifty banners of 12basic variations off of a three-foot bynine-foot design and two four-foot bytwelve-foot designs were produced.The LAOOC provided for the installationand removal of the banners andassociated hardware throughout thecity. The banners were concentrated inareas approved by the Los AngelesCity Council, including the airport andWestchester areas, the UCLA area, PanPacific Park, the Wilshire/Olympiccorridor from Santa Monica todowntown, the USC/Exposition Parkarea, the Jefferson/ExpositionBoulevard corridor, all of downtown,Dodger Stadium and the areasurrounding California State Universityat Los Angeles.
Actual installation of the bannerscommenced 28 May 1984 and wasscheduled to be completed no laterthan 14 July 1984. It took an average offive minutes to install each banner.Prior to completion of the installation,an additional 4,046 banners wereproduced to supplement areas alreadydecorated and to decorate additionalareas of the city (San Fernando Valleyand south central Los Angeles). Twobanner designs were added and threealternative companies fabricated theadditional 4,046 banners.
In the original concept, the 11,096banners and hardware were to remainthe property of the LAOOC. However,following the Games, the LAOOC gaveall the banners and associated hard-ware to the City of Los Angeles inreturn for the city’s promise to removethem.
Non-Los Angeles City BannerProgramTen thousand banners were purchasedfor this program. The CommunityRelations Department chose six of the12 different three-foot by nine-footstyles designed for the Los Angelesprogram. This program differed fromthe Los Angeles program in thatbanners allocated to other SouthernCalifornia cities were to be installedand removed—hardware included—bythose cities.
The design of both banner programswas directed by the LAOOC DesignDepartment and created by Hinsche &Associates working from preliminarydesigns developed at the DesignCenter. Hinsche was also given theresponsibility of surveying the LosAngeles locations to determine streetstandard types (300 total) involved andthe sequencing of the banners. Thebanners were made, using acombination of seven colors (aqua,vermillion, magenta, chrome yellow,green, lavender and blue). In additionthere were four three-foot by nine-footsilkscreened banners. They were:
o Stars and confetti; Olympic ArtsFestival (OAF) banners used tointroduce OAF sites
o LA84 banners; two variationso Star in Motion bannero Plain banner with the Olympic rings
imprinted
This banner program, perhaps thelargest in history, consisted of morethan 21,000 banners, covering 125miles of streets in Los Angeles alone.The LAOOC purchased 84,000 yards ofspecial nylon for use on Los Angelesstreets, 4,000 yards for Olympic ArtsFestival venues and 100,000 yards forother Southern California communities.The logistics of overseeing fabrication,delivery, receipt, sorting, distributionand installation of the banners in acompressed time schedule weremonumental.
The two programs were managedindependently from one another afterthe designs had been completed underthe direction of the DesignDepartment. The fabrication of thebanners for both programs washandled by the LAOOC Architecture/Construction Department. Thereceiving, sorting and installation of theLos Angeles city banner program wasmanaged by the Architecture/Construction Department, while thedistribution of the banners to othernon-venue cities was managed by theLAOOC Community RelationsDepartment.
Among the problems of the programwere:
o The late decision to finallyimplement the banner program inApril 1984 placed productionrestrictions on the program, thusallowing only one manufacturer tomeet the LAOOC delivery schedule.
o Although the nylon used for thebanners had an ultra-violet inhibitorchemical in the fabric, the LAOOCcolors were sensitive to light andfaded quickly in the bright LosAngeles sun.
56 The street flag and banner program includ-ed a variety of types which were intendedto be “mixed” when hung from light stan-dards throughout the city and environs. Asampling of banner and pennant styles areshown here.
280
57
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57 Although planned and executed at the lastpossible moment in April of 7984, the Flagand Banner program was an instantaneoussuccess as the banners went up almostovernight to the acclaim of everyone whosaw them.
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Design and the Look of the Games
10.05.6Applications of the Look to signsAn Olympic sign program wasdeveloped to direct both vehicular andpedestrian traffic, to identifydestinations for both, and to instructand inform all users of Olympic venues.The sign program needed to meetseveral aesthetic and practical goals: Ithad to be integrated with the Look, ithad to be decorative as well asinformative, and it had to be visuallyunique to avoid being confused withexisting signs in and around theOlympic facilities. The colors, stars,bars and confetti that would serve asbackground to the messages wouldmake them readily identifiable to thepublic as Olympic information.
The program needed to be flexible andmodular, and required a minimumnumber of installation parts, which stillpresented some resistance to Olympicsouvenir collectors. Sign colors tookon the additional function of identifyingmajor sign types:
5
o Automobile directional; aqua withmagenta
o Pedestrian directional; informationyellow with vermillion
o Pedestrian information/identification; aqua with vermillion
o Athlete bus system; violet withvermillion
o Media bus system; chrome yellowwith magenta
For the athletes and Olympic Family themessages were printed in French andEnglish—the official Olympiclanguages. For spectators, more than90 percent of whom were from theUnited States, the messages were inEnglish only. Two typefaces werechosen to distinguish between the twolanguages used—English waspresented in Univers 67 and French inUnivers 68 (italic). To aid communi-cation, recognizable internationalpictogram symbols for “no smoking,”“first aid,” “men,” and “women”were used.
The design called for inexpensive andreadily available materiels andmethods of manufacture. The primarymaterial selected for sign blanks washigh impact styrene, a rigid but flexible,weatherproof and washable plasticwhich could be easily silkscreened.
Structural supports were made ofstandard height hollow-core doors andfiberboard panels. Connections andinstallation methods were simple andthe use of tamper-proof bolts andheavy concrete bases kept theft to aminimum.
7
Seven basic types of signs were used:
o Sonotubes were used to designateresidence halls and bus stops andwere often decorated with confettior spatter.
o Fiberboard panels and hollow-coredoors were used for directional signsin the villages and venues.
o Styrene signs, usually two feet bythree feet in size, were the mostcommonly used. These signsnormally displayed a functionalmessage and were usedpredominantly for signing in at theathlete areas.
o Tent valances placed along the topof refreshment, information andvillage specialty tents carriedidentification nomenclature. Thetents themselves were produced in avariety of coded colors.
2 3 4 6
o Sandwich board signs were usedpredominantly for transportation.
o Pictogram signs were used in theathlete dining areas and to identifyrestrooms, first aid areas, etc.
o Both flat and triangular cardboardsigns were used for desk-topmodels.
Signs58 The kit of parts included a limited set of
standard sign panels, sonotubes, etc. thatwere planned to meet an extremely widerange of uses.
1 Freeway signs are four feet high and15 feet wide.
2 Hollow doors are painted in Festive Federalschemes and overlaid with pre-fabricatedsigns and secured by concrete feet.
3 An 8-foot-high pedestrian directional sign.
4 Eight-foot-high automobile directionalsigns showed the way to parking spaces.
5 Street signs assisted spectators on theirway to individual venues.
6 A 6-foot-high pedestrian directional signusing pre-fabricated signs overlaid on adecorated hollow-core door.
7 Menu boards show the Festive FederalLook.
8 Fifteen-foot-high sonotubes are used foridentification of specific areas within vil-lages and venues.
9 These 15-foot-high sonotubes indicate busstops at venue and village terminals.
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1
59 60
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6 3 28361
A large custom sign at UCLA athlete busterminal.
Pedestrian directional signs are bilingual.
Sonotube becomes a toothpaste tube sign.
Examples of pedestrian directional signswithin USC Village.
Vehicular directional signs are in Englishonly.
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60
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Design and the Look of the Games
10.06Print graphics
10.06.1LAOOC Design DepartmentThe LAOOC Design Department waslocated in the AdministrativeHeadquarters and was responsible forthe design and production of all printedmaterials, as well as off-venueenvironmental projects, the officialmedals and medallions and othermiscellaneous design projects.
From 12 December 1983 to the Games,the Design Department consisted of adirector, department manager, seniordesign coordinator, eight project anddesign coordinators, a secretary, aclerk and three production artists. Thedepartment initiated, budgeted,planned, assigned and directed allgraphic design tasks for the LAOOC.The department’s production art groupprepared in-house and fast turn-aroundjobs, while all other design work wasassigned to independent consultants.
The Design Department had creativeresponsibility for such projects as: thedesign of the eight Olympic medallions;
a series of regional billboards calling forvolunteers and promoting the OlympicActs Festival; nine ticket offices,tickets and ticket brochures; awardand commemorative certificates;numerous sport manuals; more than400 sports scoring forms; posters;pins; accreditation materials andbadges for participants, officials andpress; the extensive street bannerprogram; the daily results “OlympicRecord” published during the Games;souvenir programs for the Opening andClosing Ceremonies; and hundreds ofother design projects includingpackage design and the layout of manyadvertisements.
One of the largest tasks charged to theDesign Department was the design andproduction of approximately450individual sports scoring forms for useduring the Games. Begun in January1984, this project was done entirelywithin the department by threeproduction artists. Every form forevery sport and individual event wasdifferent; some required multi-colorcoding and most were multiple-part.The coordination and informationgathering alone was very demanding,but the final product was found to benearly 100 percent accurate. Total finaloutlay in salaries, typesetting and othercosts was approximately 60 percentbelow the lowest proposed outside bidon the project.
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Administration forms per sport
Sport Forms
Archery 10
Athletics 20
Baseball 6Basketball 8Boxing 17
Canoeing 14
Cycling 20
Equestrian Sports 1
Fencing 22
Football 4
Gymnastics 59Handball 5
Hockey 6
Judo 8
Modern Pentathlon 16Rowing 7
Shooting 13
Swimming 3 8 *
Tennis 6
Volleyball 12
Weightlifting 6
Wrestling 5Yachting 126
Athlete registration 21
Officials 1
Total 451*Includes swimming, diving. water polo and synchronized
swimming
As previously discussed, the LAOOCwas committed to an overall,consistent Look for the Games. Tocarry out this mandate, the DesignDepartment used the same designelements, colors and typography thatwere developed for the environmental
64
64 During the Games, the Look appears inmany surprising and unlikely locations.Shown here are extensive decorations onCity Hall including several large “frag-ments “at the very top of the building.
Look in all of its print graphic designprojects. As a result, Olympic visitorssaw the same festive colors andgraphic elements on everything fromtickets to banners.
The Design Department also carriedout several major non-print projects.The largest of these, done incooperation with the Architecture andConstruction Department, was thedesign and simultaneous installation ofnine Olympic Ticket Centers. Theseticket centers were in full operation inmajor shopping centers on 1 June1984, only six weeks after the projectwas initiated. Later, a number of TicketFaires were staged to sell tickets stillavailable for Games events. TheseFaires were staged at Santa Anita andHollywood Park Race Tracks in mid-July and the Design Departmentdecorated the facilities, designed thesigns and oversaw the installation ofthese projects virtually overnight.
Another major environmental projectinitiated by the Design Department,then passed to Architecture andConstruction for production andinstallation, was the previouslymentioned Street Banner Program.Finally, an unusual project was thedesign and decoration of the Mayor’sOlympic Party held at Los Angeles CityHall. This task included not only thedesign of the invitations and gifts forthe guests but also the exteriordecoration of the building, thecorridors and the surrounding grounds.
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65 Olympic Ticketing Centers were designedand installed, ready to operate in less thansix weeks. The nine installations, all in ma-jor shopping centers in the L.A. area, areused to se// tickets. Photos illustrate useof Look elements.
66 One Ticket Center is installed in a brightlydisguised construction trailer,” a shoppingcenter parking lot.
65
28566
Design and the Look of the Games
10.06.2Development of the printgraphics programThe print graphics program did notembrace the Olympic Look until late1983 when a new department directorjoined the Committee and reorganizedthe Design Department. Prior to thisdate, most print graphics projects didnot present a consistent look. Manyearly efforts made frequent use ofLAOOC symbols: the Star in Motion,Sam the Olympic Eagle and the sportpictograms. Other early publications,such as the materiels prepared for theJanuary 1983 IOC Executive Board andNOC meeting in Los Angeles, made useof a stylized Olympic torch and adignified gray color. Even materialsproduced for the LA83 events such asprograms and ticket brochures did notincorporate the existing environmentalLook program.
The scope of the print graphicsprogram was very broad which made itdifficult at first for many of thedesigners to apply the environmentalLook program. Since the designers feltthat the color application looked cheapwhen overlayed on a whitebackground, a gray was used insteadof white. Even though gray was notpart of the original color palette, itsapplication on the print graphics wasaccepted since it gave the pieces amore polished, professional look.
What had begun as a disorganizedprogram, given little early attention bythe LAOOC, became a well-coordinatedeffort adapted to the overall OlympicLook. A few print graphics piecesdiverged from this Look for specific
reasons. Commemorative and awardcertificates, for example, wereconsidered formal and classical,intended to exhibit an elegant andlasting quality in contrast to theephemeral nature of the Look. TheOpening and Closing Ceremonyprograms did not embrace the Look,since those events were perceived bytheir director as “different” from theother Games events. OpeningCeremonies, as a formal, proper, andstately event, suggested a very clean,orderly program to be preserved as avalued memento. A Picasso drawingon the cover echoed the theme of theceremonies and was combined with adignified interior format. The ClosingCeremonies program was also plannedto reflect the specific mood of thatevent. The cover was a montagereminiscent of Hollywood, with photosof the Coliseum, the Olympic gold
medal and assorted Games graphicelements. Other than these exceptionswhich did not incorporate the typicalcolors and designs of the Lookprogram, the overall design effort wasvery consistent and successful. All thedepartment assignments wereaccomplished on time, under budgetand the functional and aesthetic goalswere achieved. The only fundamentalshortcoming of the graphics programwas that management attention to theprogram and the overall Look came solate (late 1983) that many earlier pieceswere not designed within the Lookformat and some later design effortsbecame rushed in their application.
6 7 6 7 6 7
68 6 8
67 The Opening Ceremonies Program has adrawing by Picasso on the cover and isdesigned to be elegant and formal in keep-ing with the tone of the event.
68 The Closing Ceremonies Program is muchmore playful and is intended to convey thehappy emotive quality of the celebratoryevent. It is the same size as the “OlympicRecord.”
69 The Invitation to Participate uses the Olym-pic Motto and highlights the USA location.
28669
70 “The Olympic Record” was published ev-ery day during the Games. It was producedovernight and had all the results from theprevious day’s events plus a schedule ofthe events to rake place on the day of sale.It measures 10¾" x 15½".
287
Design and the Look of the Games
71
73
71 Over450 scoring forms were designed bythe Design Department. This is one of thefew projects done in-house by LAOOCstaff.
72 7 2 72 Sports posters designed for each sport areadapted from the explanatory brochurecovers.
73 Explanatory brochures are produced foreach Olympic sport and are available as aboxed set.
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77
76
78 78
79
74 Games and Ceremonies tickets come asbooks. Cover is at top.
75 Ticket order brochure.
76 Miscellaneous printed materials includingword processor ticket availablility listing.
77 Gift mailed to ticket buyers thanking themfor the order.
78 Two presentation pocket folders used forpress and public information.
79 Venue seating plan booklet.
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Design and the Look of the Games
80 Various printed materials directed by theDesign Department:1. Olympic Arts Festival2. Press Operations3 . Transportation Department4 . Accreditation5. UCSB Village Poster6. Village film program poster7. Torch Relay information packet8. Generic invitations designed to meet
informal and formal occasions andparties.
1
2
33
3
2 9 03
4 5
7
6
8291
Design and the Look of the Games
81
81 Packaging for fast food products for sale atvenues.
82 Athletes’ lunch boxes are in two schemesand are alternated daily
82
292
83 When the Design Department was organ-ized in late 1983, a project survey revealedthat nearly every department in the Orga-nizing Committee was designing one ormore certificates. These 50-odd certifi-cates and diplomas were reduced to 12basic types and were then designed to aconsistent graphic scheme. A sampling ofthe principal types is shown here.
293
Design and the Look of the Games
84 Material designed for public use:1.
2.
3.
4.
5.
Pin distributed by the Visitors & Conven-tion BureauVarious flags, pins and bumper stickersfor the ”Welcome” programSpecial automobile license plates weresold by the state.Brochure that illustrated street flag andbanner program materialsPosters with “Welcome” in a variety oflanguages were part of “Welcome”program.
1 2
3
4 5
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85
Olympic Arts Festival commissioned art-ists to paint street murals
Orthopedic Hospital has large building mu-ral adapted from one of the “SignatureSeries” posters.
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Design and the Look of the Games
87 A few of the dozens of ads produced (usu-ally on very short notice) by the DesignDepartment. At top are ticket ads. Beloware two Committee “Thank You” ads;one addressed to sponsors and the otherto the volunteers and staff.
87
Thank you.87 87
"The important thingin the Olympic Games is
not to win, but to take part"...
The day before the first Modern Olympiad in Athens in 1896,the Organizers dedicated a statue to a local businessman whomade a large financial contribution towards the staging of the
Games. Little did businessman Georgios Averoff know that twenty-twoOlympiads later this tradition would be revived on the grandest scale ever ina unique effort undertaken by the Los Angeles Olympic OrganizingCommittee.
The Los Angeles Olympic Organizing Committee, however, didn’t needto unveil a statue—because in the 1984 Olympic Games the sponsors whohave stepped forward as equal partners to finance the Games have left alegacy behind that will stand many, many years—the numerous sportsfacilities and youth sports programs that will continue to serve ourcommunity.
We at the Los Angeles Olympic Organizing Committee thank ourpartners and share their joy as these Games that we have worked so long andhard to plan for are now a reality.
As the Games begin we ask that the world recognize our partners—forwithout them these Games could not have been staged.
To the thousands of volunteers and staffworking long hours with little or no pay who aredriving buses, answering phones, officiating,
ushering, taking tickets, serving food, directing traffic,interpreting languages, hostessing, cleaning up, painting,providing security, hanging banners, and taking it all downwhen it’s over, —you are the backbone and the foundationof these Olympic Games. Your individual participation isan important contribution to your city, to your country,and to the world community of Olympic nations.
Some of you have given five years, and some of you fiveweeks. You are all taking part and playing your part inhistory.
Thank you.From the Los Angeles Olympic Organizing Committee
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10.07Other Olympic design projects
10.07.1Ernie Barnes Olympic Gamessports postersErnie Barnes, an athlete turned artist,was commissioned by the LAOOC andthe Los Angeles Area Chamber ofCommerce to draw on his sportsexperience and knowledge to createOlympic-related art. The posterssought to portray the ethnic diversityof Los Angeles, the power and emotionof sports competition and thesingleness of purpose and hope that go
into the making of athletes. Specificsports served as central themes in fourof the posters, with communityinvolvement the theme of the fifthposter. The posters were entitled: TheRhythmic Gymnast, The Finish (Trackand Field), One-on-One (Basketball),Winning (Boxing) and TheNeighborhood Games.
88 Ernie Barnes, an ex-athlete turned artistwas named the “Sports Artist of the 1984Olympic Games." Shown here are theposters he produced for the LAOOC.
297
Design and the Look of the Games
10.07.2The Olympic medals andcommemorative medallionsAll of the 1984 Games award medals,along with 16,000 mandatedcommemorative medallions to bepresented to all competitors, judges,referees, inspectors and sportsofficials, as well as 39,000 medallionsto be awarded to LAOOC staff, werecreated by Dugald Stermer andproduced by Jostens, Inc.
As established by Rule 45 of the 1978Olympic Charter, the competitionmedals must be at least 60 millimetersin diameter and three millimeters thick.These requirements were followedscrupulously and were exceeded in thethickness by four millimeters. Themedals were complemented by aribbon of aqua, magenta and vermillion.
The competition medals for the 1984Games were an adaptation of theoriginal designs by Florentine artistGiuseppe Cassioli created for the 1928Olympics in Amsterdam. The medalsfor the past three Olympic Games usedversions of the Cassioli depiction ofvictory on the obverse (front) side ofthe medals but had their own designs
on the reverse side. The LAOOC choseto return to the full Cassioli design for anumber of reasons but most impor-tantly, because it was the LAOOC’sdesire to respect as many long-standing Olympic traditions aspossible. At the 1932 Los AngelesGames, medals with both sidesdepicting the Cassioli design wereused and it was thought that a Star inMotion or stylized torch would not gowell with the neo-classical Cassiolidesign on the front. Stermer chose thefront of the 1932 medal and the back ofthe 1936 medal to serve as initialexamples for the more refined medal
he created. The front side showsVictory with definition added to thebackground and more overall depth tothe sculpting providing a betterperspective. The facial features werechanged on nearly all the figures and onthe design representing a victoriousathlete on the back of the medal, thefaces and bodies were redrawn tosuggest an ethnic diversity and moreaccurate musculature was drawn onthe athletes’ bodies. Medallions of adifferent design were created to beawarded to the top finishers in thedemonstration sports of baseball andtennis and the exhibition events inboardsailing and wheelchaircompetition.
a warded to first three p/aces in each event.These were designed under Design De-partment direction and produced byJosten‘s, Inc. For reverse sides and othermedals commissioned by the LAOOC, seethe Ceremonies chapter.
89 Obverse (front) of the athletes’ medals
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10.07.3The Olympic torchA variety of designs were created forthe 1984 Olympic torch before a finalselection was made. Designed byNewhart, Donges, Newhart Designers,Inc. the one chosen was a discreetrecreation of a traditional torch.Designed in spun aluminum, it had anantique bronze finish and leather-covered base. The Coliseum peristyle
was etched into the bowl that held theflame, and the words, “Citius, Altius,Fortius” were inscribed around the rimand were colored magenta, blue andvermillion. Initial design criteriarequired only that the torch weigh amaximum of three and one-halfpounds, burn the flame for 55 minutesand withstand 40 mile-per-hour windand light rain.
90 90
90 Design sketch and photo of usedin the torch relay
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Design and the Look of the Games
10.07.4Olympic signature poster seriesThe LAOOC commissioned an Olympicsignature poster series in December of1983. Twelve noted graphic designerswere chosen from the Los Angelesarea, each to depict a particular sportof the Olympic Games. The artistsincluded: Laurie Raskin (collage);Arnold Schwartzman (cycling); KeithBright (torch pictogram); Marvin Rubin(gymnastics); Saul Bass (swimming);John Von Hammersveld (javelin);Charles White Ill (weightlifting); KenParkhurst (shot put); Rod Dyer(wrestling); Deborah Sussman(collage); James Cross (discus); andDon Weller (athletics). The require-ments were that the official Gamestypography be used, adherence to thecolor palette be maintained and thatthere be no duplication of sports.Photos and sketches were submittedto the LAOOC for review prior to finaldesign of the posters.
97 “Signature Series" posters were commis-sioned by the Design Department from 12outstanding Los Angeles designers.
300
10.07.5Post Olympic design programsThe director of the Design Departmentwas retained by the OrganizingCommittee after the Games to work onthe Official Report as well as on anumber of other projects.
These post-Games projects included avariety of smaller print design jobssuch as graphic identity and printedmatter for the Olympic AlumniOrganization and the new LAOOCAmateur Athletic Foundation, as wellas a number of larger three dimensionalprojects scheduled for completionaround the time of the Games’ firstanniversary in late July 1985. Thesewere the large commemorative bronzeplaques honoring the champions, 60smaller plaques commemorating thetraining and competition sites and twoexhibitions. An additional project wasa one-third scale replica of the RobertGraham “Gateway Arch” sculpture tobe donated to the IOC, and 100 eight-inch miniatures of the same sculptureto be given to delegates to the 90thSession in East Berlin in early June1985. The Coliseum plaques are infulfillment of an IOC Charterrequirement in rule45 (Prizes) thatstates: “The names of all winners shallbe inscribed upon the walls of the mainstadium where the Games have takenplace.”
Large plaques from the 1932 OlympicGames are mounted on the face of theadministration office building at thesouth end of the Los Angeles Coliseumperistyle plaza. Following a survey toidentify an equally prominent locationfor the 1984 plaques, the ticket officebuilding, a similar structure locateddirectly across the plaza from theadministration offices, was chosen.The two-story offices requiredmodification to accommodate theplaques, as there were windows onboth the first and second floors of thebuilding facade. The first floor wasbeing used for storage and thewindows which were once used forticket sales were no longer needed andtherefore could be closed up. On thesecond floor, however, severalwindows provided light and ventilationfor office workers; although theplaques could be mounted below, thevisual result would have been
unattractive. The solution was to closeall of the windows on the building’splaza facade and install roof skylightsand air-conditioning to the office area.A granite facade was added to providea suitable background for the plaquesand the title heading above them.
The four cast-bronze plaques from the1932 Games measured four feet byeight feet each, but there were manymore events and names required forthe 1984 plaques. The resulting designfor the new plaques required a total ofsix bronze panels, each five feet by ninefeet. The only difficulty encountered inthe planning was locating a foundrywith the experience and capabilities tocast these very large panels, each in asingle piece. Fortunately, one of thefew qualified firms in the entire countrywas located in the Los Angeles area.That same foundry was given the taskof fabricating 60 much smaller (15inches by 20 inches) cast plaques forthe other competition and trainingsites.
There were two other anniversaryprojects planned, both to be installed inLos Angeles museums. One was thereconditioned disco/coffeehouse fromthe UCLA Olympic Village, which hadbeen designed by artist Peter Shire.This large open structure, considered awork of art in itself, was planned forexhibit at the Museum ofContemporary Art.
The other project scheduled forcompletion in late July of 1985 was amajor exhibition dealing with both the1932 and 1984 Games at the LosAngeles County Museum of NaturalHistory in a newly renovated 4,500square-foot gallery. This exhibit wasplanned to be fully interactive withextensive audio-visual presentations,hands-on computers, laser discrecordings and a large screen multiplefilm and tape projection.
92 Post-Games design projects:
1. Logo and report for the LAOOC AmateurAthletic Foundation.
2. One of 60 bronze plaques to be present-ed to Olympic competition and trainingsites.
3. Mark for the Olympic AlumniOrganization.
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Design and the Look of the Games
93 “Pin Mania" affected nearly everyone.Shown here are LAOOC pins commemorat-ing departments and staff events.Hundreds, if not thousands, of other pinswere produced for both complimentarydistribution and commercial sale by the Or-ganizing Committee, sponsors, suppliers,licensees and govermental agencies.
302
Copyright, 1998, Amateur Athletic Foundation of Los Angeles
Notes on the digitized version of the Official Report of the Games of the XXIII Olympiad, Los Angeles, 1984Volume 1: Organization and Planning
The digital version of the Official Report of the Games of the XXIII Olympiad was created with the intention of producing the closestpossible replica of the original printed document. These technical notes are intended to describe the differences between the digitaland printed documents and the technical details of the digital document.
The original document
The original paper version of the 1984 Official Report has dimensions of 10 ½ ” x 15 ¾ ” (28 x 40cm). The cover is of purple clothwith a gold logo. The book’s title, “Official Report of the Games of the XXIII Olympiad, Los Angeles, 1984, Volume 1: Organizationand Planning,” are printed on the spine in white lettering.
The book is 888 numbered pages, plus 22 unnumbered pages of front matter. One sheet blue heavy bond, and one sheet parchment,appear inside each of the covers. The primary font used in the book is Helvetica.
Special features of the digital version:
∗ The back cover and the binding are not included in the digital version.
∗ Blank pages at the front and back of the book are not represented in the digital version.
∗ The cover, illustrations and photos in landscape format were rotated from vertical to horizontal to make viewing easier.
∗ The digital version includes a bookmark list, which functions as a hyperlinked table of contents. Selecting a topicheading will take you to the corresponding section in the document.
Profile of the digital version:
File name: 1984s.pdfFile size: 61,664 KBFormat: Adobe Acrobat Portable document Format (PDF), Version 3.0Source document: Official Report of the Games of the XXIII Olympiad, Los Angeles, 1984; Volume 1: Organization and Planning. Los Angeles Olympic Organizing Committee. Richard B. Perelman, editor-in-chief. 1985.
ISBN #0961451203Creation Platform: Windows 95Conversion Software: Adobe Capture, Adobe Acrobat 3.0, EnFocus PitstopImage Resolution: 72 dpi and higher for color and grayscale imagesDigital Fonts: HelveticaConversion Services: Glyphica, 2224 Old Middlefield Way, Mountain View, CA 94043 www.glyphica.com