1. Theme Parks to Olympic Parks
The similarities in the operational design, planning and implementation
Clive Stephens – Director of CSPW Consulting Ltd
Clive@cspwconsulting.com

2. Aims
• • Explore the similarities between an
Olympic Park, Park Russia and the
Theme Park
• • Outline the process used to plan
the Olympic Park and apply it to Park
Russia and the Theme Park
• • Suggest a design, build, and
opening process that a venue should
go through if it is going to be truly
World Class
2

3. Introduction
• Not a designer – Professional Commercial Operator of National and
Global Sporting and Entertainment Attractions
• Background
– CEO, MD and GM levels
– Theme Parks and resorts in the UK and overseas
• Merlin Group, Rank Group Dubai, Mauritius
– International Brand Centres – Mercedes-Benz
– International Sporting Arenas:
• Horse Racing
• The Oval – International Cricket – 2009 ICC World T20
• LOCOG – Head of the Olympic Park
– Operational design, planning, implementation and delivery
• Consultant and advisor to Sochi 2014 and Rio 2016
• Currently the Chief Executive of The Shard - London
3

4. The Olympic Park Overview
The busiest event space in the World……….
• A destination inside a secure fence line
• 5,000,000 spectators over 27 days
• 250,000 spectators per peak day
• 50,000 members of Workforce
• 9 Competition Venues
– Capacity approximately 140,000
• 3 non competition Venues
– IBC/MPC– 24,000 Broadcasters
– OHC/Prestige Hospitality – 6,000
covers
– Common Domain – the
thoroughfare providing interconnect
ability
• Integrated transport system
• World Class delivery - a massive
challenge in its own right…………
4

5. Park Russia
A global Visitor attraction and destination……….
• A destination inside a secure fence
line
• 10,000,000 spectators per annum?
• 100,000 Guests per peak day?
• 000’s of Workforce/staff
• Significant number of attractions
– Theme Park
– Hotel
– Buildings
– Landscaping & other
infrastructure
– Common Domain
• Connect the venues
• Integrated transport system
• World Class delivery 5

6. The Theme Park
A World Class Theme Park………….
• An attraction inside a secure fence
line
• 2,000,000 Guests per annum?
• 25,000 Guests per peak day?
• 00’s of Workforce/staff
• Significant number of attractions
– Rollercoasters
– Restaurants
– Theatres
– Buildings
– Landscaping & other
infrastructure
– Common Domain –interconnect
between rides and attractions
• World Class delivery
6

7. Olympic Park Park Russia Theme Park
Secure fence line Secure fence line Secure fence line
Admission Plazas Admission Plazas Admission Plazas
Stadia, Restaurants,
Hospitality, Broadcast,
Buildings, Infrastructure,
Services
Theme Park, Hotel,
Buildings, Infrastructure,
Services
Rides, Attractions,
Theatres, Buildings,
Infrastructure, Services etc.
Restaurants, Food and
Beverage
Restaurants, Food and
Beverage
Restaurants, Food and
Beverage
Washrooms Washrooms Washrooms
Guest Information Guest Information Guest Information
Medical Medical Medical
Way Finding/signage Way Finding/signage Way Finding/signage
Common Domain Common Domain Common Domain
7
Common Components
Guest facilities and services………
A common set of components and services

8. Olympic Park Park Russia Theme Park
Controlled vehicles
entrance areas
Controlled vehicles
entrance areas
Controlled vehicles
entrance areas
Delivery areas Delivery areas Delivery areas
Storage Storage Storage
Staff Facilities – Check-in Staff Facilities – Check-in Staff Facilities – Check-in
Uniform centre Uniform centre Uniform centre
Changings areas Changings areas Changings areas
Staff restaurants Staff restaurants Staff restaurants
Security services Security services Security services
Maintenance services Maintenance services Maintenance services
Waste management Waste management Waste management
Offices Offices Offices
8
Common Components
Back of House Facilities………
• Again a common & similar set of components and services
• A common and similar design, planning,
implementation and delivery process

9. The Process
Concept, design, planning and implementation…………………
Activity Definition
1. Concept of Operations (CONOPs) This document should outline how the attraction will operate across all
areas. It should trace the Customer Journey through the attraction and help
define service activities and requirements
2. Design the Operational Management
Structure
From the above, cluster the service activities into Departmental functional
tasks. This will define what departments are required to deliver the
attraction. Recruit Departmental Directors and Heads of Functions
3. Produce Departmental Operating Plans and
Procedure's
The above Team can now interpret the CONOPs document and begin to
produce detailed operating plans for their respective Departments
4. Complete the management structure and
staffing plans
With the Operating procedures produced the remaining management
structure can be defined and staffing numbers calculated by functional area.
This will in turn define back of house staff service facilities required, and
once recruited operating procedures defined in detail.
5. Develop Training Plans from the Operating
Procedures
From the operating procedures training plans can be developed in detail and
in readiness for the training programme required for mobilisation and
opening of the Park
6. Recruit and train the Teams Use the documentation to train the teams
7. Run Test Events Once trained set up test events to simulate operational days
8. Take lessons and make changes from the
Test Events
Evaluate delivery, take lessons, change the operation where required, re-
train and prepare for opening
9. Implement and open the attraction From strategic operational design, to detailed operational planning, training
and test events you should now be ready to successfully open the attraction
9

10. Theme Park set up - Additional activities
A few other key activities applicable……………
Policy, strategy and implementation
• Health and Safety/Event Safety Policy and implementation
• Human Resources policy, recruitment, packages, remuneration etc.
• Marketing strategy to drive visitor volumes at the price required to deliver
revenue targets
• Detailed staff welfare planning
Operational
• Rides operational training
• Crowd flow analysis and modelling for the park
• C3 – Command, communication and control
• Cash handling - management and movement
• Food and beverage menu designs
• Supplier selection
• Scenario and contingency planning
– Crisis Management
• Integration with Emergency Services
– Police, Medical, Fiore Services
10

11. 11
Stadium VGM
Charles
Quelch
Aquatics VGM
Rob
Abernathey
Velo/BB/BMX
VGM
Neil Carney
IBC/MPC/Eton
VGM
Megan Walsh
Hockey VGM
Sam Herd
Head of
Ceremony
Integration
Park H & S
Manager
Head of Park
Security
Technology
Stuart Frame
Logistics
Shaun Day
Catering
Cleaning,
Waste
EVSHandball VGM
Iria Pereira
OHC VGM
Charleen
Cannone
Estates
Services
TransportRetail Ticketing
Press
Operations
Metropolitan
Police Services
Safety
Officer
Water
Polo
South Park
South Park
EVS
Manager
Commander of the
Military Command
Force
Common Dom
George
Michaels
North Park
North Park
EVS
ManagerVOMs
Loop Road
Patrick Dibb
VOMS
Sector 1 Manager
Scott Marshall
Kelly Stefanyshyn
Ticketing
Manager
VSM PSA
Manager
EVS Area
Leader
CCW
Manager
Accreditation
Manager
Sector 2 Manager
Danielle Hoare
Orbit
Manager
Security
Sector
Manager
EVS Area
Leader
Catering
Manager
Retail
Superstore
Manager
McDonalds
Manager
Cleaning
Manager
Olympic Park Venue General Management Communication Structure
Olympic Park
General Manager
Clive Stephens
Heads of the Olympic Park – Reporting into the Park General Manager - Olympic Park Strategic Operations Communication Structure
Olympic Park On Communications and Control Structure
Functional
Area Venue
Heads
VOMS
Functional
Area Venue
Heads
Safety
Officer
Basketball
VGM
VOMS
Functional
Area Venue
Heads
Safety
Officer
Safety
Officer
VOMS
Functional
Area Venue
Heads
Safety
Officer
VOMS
Functional
Area Venue
Heads
Safety
Officer
VOMS
Functional
Area Venue
Heads
Restaurant
Manager
Logistics
Sector 2
Medical
Crowd
Mgt
Spec
Services
Crowd
Mgt
Spec
Services
Workforce
Ops Manager
Park
Services and
FM
H and S
Advisor
H and S
Advisor
H and S
Advisor
H and S
Advisor
H and S
Advisor
Last Mile
Sector 3 Manager
Adam Barns
Lenny Beckermann
PML VSA
White Post
Lane PSA
Eton man
VSA
Catering
Manager
Emergency
Services
Operation
Remote
Feeding
Solution
Loop Road
Sector 4 Manager
Steve Belcher
Steinnum Parsons
Prestige
Ticketing
Security
Sector PSA
and BOH
EVS Area
Leader
Catering
Manager
Retail
Megastore
McDonalds
Manager
Cleaning
Manager
Kiosks
Logistics
Sector 4 Medical
Sector 5 Manager
Gary Dean
Nakia Schubert
X 2 Radios
Security
Manager
PSA
EVS Area
Leader
Catering
Manager
Retail
Manager
McDonalds
Manager
Superstore
Manager
Cleaning
Manager
Pin Badge
F and B
Outlets
Site
Management
Sector 6 Manager
Hamish Cherrett
Donal Byrne
X 2 Radios
Live Site
East
Security
Sector
Manager
EVS Area
Leader
Catering
Manager
Retail
Manager
Superstore
Manager
Cleaning
Manager
Medical
Crowd
Management
Spectator
Services
Sponsor
SHowcase
Sponsor
Showcase
Acer
C3
Adam Down
OPTIC
Ian Bodie
Park STMs
Supervisors
Security PSA
Manager
Kiosks
Bow West
PSA
Northern
Spectator
Transport
Mall
Olympic
Family
Transport
mall
Sponsor
Transport
Mall
Sponsor
Showcase
BMW
Sponsor
Showcase
Panasonic
Sponsor
Showcase
Coke
EVS Area
Leader
Live Site West
EVS Area
Leader
Live Site East
Sponsor
Showcase
BP
Sponsor
Showcase
Samsung
Kiosks
VCC VCC
VCCVCC
Cleaning
Manager
VCC
Cleaning
Manager
VCC
Site
Management
Logistics
X2 Radios
OHC
Site
Management
Site
Management
Site
Management
Logistics
Velo
X 2 Radios
Logistics
Basketball
X2 Radios
Ticket
Rip
Ticket Rip Kiosks
Security
Crowd
Mgt
Spec
Services
Ticket Rip
Crowd
Mgt
Spec
Services
Ticket Rip
Last Mile
Ambulance
Serices
Alan Palmer
London Fire
John Turner
Head of
Park PR
James Bulley
Director of
Venues and
Infrastructure
Park
Stakeholder Mgt
Jon Branson/
Dave Courell
Park Directors
Office
CR/MM
MOC
Police
Force
Head of
G4S
Security
Team
Olympic Park Organisation Command and Communication Structure
180 Senior Managers
controlling approximately
50,000 members of workforce

12. Theme Park Structure
Example…………………………
12

13. The Challenges
Designing, building, planning and opening a new Theme Park……
• Finding the balance – investment into product quality, cost to
operate, price, location, market size – providing a Return on
Capital
• Selecting the right product - rides, attractions and
manufacturers
• Consistent ride team training – develop a standard and
ensure consistency – safety must be a priority
• Experienced operational operators involved from concept
design
• Finding the right people – Experienced international
operators with cultural appreciation
• Maintaining focus – Customer lead project, great product,
great service…………great memories
• World Class Attraction
13

14. Summary
Scalable………………….
• Olympic Park, Park Russia or Theme
Park there is a planning and delivery
process to follow
• Tried, tested and scalable
• Setting up the operation of a theme
park is a project in its own right
• The build and development in some
respects is the easiest element
• Developing the OPERATION, finding
the team, planning procedures,
opening and operating over the long
haul is a major challenge.
• Engage experienced operators early
in the project
• They will save time, money and
enable the design of a truly World
Class attraction
14

15. Design and build process
For World Class Venues…..………..?
15
Conceptual
Designs
Planning
designs
Detailed
design
Construction
Project
Management
Experienced
Operational
Consultant
Experienced
Functional
Consultants
Employed
Operational
Managers
Full delivery
team
involvement
Check
operational
feasibility
Check Ops &
Commercial
feasibility
Add Ops &
Commercial
value
Integrated
Construction and
Ops Project
Management
Form and
function
Function and
Form
Function
Delivery
WeTrack™
Key question - Does it work operationally and
commercially = World Class Venue
Design stage Consultation Inputs Design Focus
Stage1Stage2Stage3Stage4

16. Questions?
16
Clive@cspwconsulting.com