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Our Services:
Project Development & Consulting Services (Pre-Opening, Project Management) encompass four broad areas:
1. Feasibility Analysis
2. Program Management Services
3. Design Integration & Coordination
4. Establishing and Managing the Operating Entity
Following is a brief Scope of Work description of each of these areas:
1. FEASIBILITY ANALYSIS:
The Feasibility Analysis sets forth the vision and a conceptual master plan for the project, including the overall theme, design concepts, entertainment mix, operating requirements and capital costs. It quantifies the potential market, establishes attendance potential and pricing structures as well as operating costs, and presents financial pro forma based on the above to test the economic viability of the project.
The three steps involved in a feasibility analysis are:
- Project Definition and Validation
- Market Analysis
- Feasibility Study
Following is a detailed breakdown of these steps.
PROJECT DEFINITION AND VALIDATION:
The initial element of our comprehensive scope of services for a Feasibility Analysis is an on-site visit to the project and the site for meetings and visitations to thoroughly understand the entire project, to review existing project information and market studies, to assess the current status and to establish the design and operational parameters for the vision of the project. We review the conceptual plan and each individual entertainment component in light of the goals and objectives for the entire complex. These meetings will clarify the options available and the creative direction and the economic goals and constraints. The objective of this effort is to confirm and validate any current concept and vision.
We analyze any established design concepts and all components and test how these validate the vision and differentiate the project from its competitors. We review the entire project, studying the relationships of all components, as well as the image, environment and ambiance intended and the overall visitor experience desired. We make recommendations regarding the mix and structure of the components to establish optimum dynamic relationships and synergies between all the elements, minimizing capital investment and maximizing operating performance and return on investment.
During this visit, brainstorming sessions are also held with the client and other consultants, as invited to participate by the client, to facilitate idea generation and decision-making. We look broadly at the project plan as a whole, studying the relationship and synergy of resort elements with phasing and critical mass issues in mind.
Additionally, we schedule meetings with key individuals in government and tourism, as well as in the hospitality and tour and travel industry. To the extent that competition currently exists for this project, we visit and evaluate those facilities. Information, which can be made available prior to the visit, is most useful in preparing for this effort. This would include completed reports from any professional consultants who created data pertinent to the project.(PSMGINC.) provides a listing of requested data, by category, to be researched or received during the visit. This data will be compiled into a briefing book.
The results of this trip is presented in the form of a report defining the preliminary market evaluation for the proposed project, validating the concept and vision for the project or presenting recommendations for modifying the current concepts and ideas. The visit also serves as a fact-finding trip for the market analysis outlined below.
MARKET ANALYSIS:
The critical elements for success for a destination resort facility are attendance, occupancy, market penetration and per-capita expenditures. The destination resort market is normally a very stratified and segmented market - the various age, family and income groups may come for a variety of reasons and at different times. It is important to understand all the different markets and to match the facilities to the needs and expectations of the largest possible market mix. Demographic research alone will not provide the needed information. Therefore, step two of this phase is completing a market analysis based on leisure and entertainment driven criteria. This effort identifies your potential visitors as to who they are, where they come from, what they are looking for, how much they are willing to spend, and how and when they would come. It also identifies the potential competition for leisure entertainment spending. Specifically, this market analysis determines the following:
- Tourism trends and projections
- Size and composition of the primary and secondary markets
- Size and impact of competition
- Market penetration projections, by market sector
- Attendance, occupancy and spending potential and models
- Pricing Strategies and Operating Schedules
We produce the analysis in a report format, in English, 8 1/2 inches by 11 inches.
The results of this analysis provides you with the information needed to proceed with designing and programming the destination resort elements for Phase I and to match facilities with expectations to optimize visitation, utilization, length of stay and, therefore, revenues.
FEASIBILITY STUDY:
The Feasibility Study tests the vision and a conceptual master plan for the project, including the overall theme; design concepts, retail and entertainment mix, operating requirements and capital costs for economic viability. It utilizes the data obtained from the market analysis to quantify and establish attendance ranges and pricing structures, retail mix and sales volume, as well as operating costs, and presents financial pro forma based on the above to test the economic viability of the project.
The product created is the basic business plan for the project that has the following functions:
- it illustrates the content of the project
- it provides direction
- it directs the decision regarding proceeding
- it defines the scope and phasing parameters
- it can be used as a project-funding document
It is a bound document, including renderings, storyboards and plot plans which will serve as the foundation for the design to proceed into design development schematics and for construction document development. Lastly, it is also the basis for the destination?s operating plan with regards to income and return on investment.
Following is a breakdown of the scope of services that are normally included in the feasibility study. These vary with the complexity and size of the project.
Conceptual Master Land Use Plan:
A theme destination resort is not a typical land planning design project. Its vision is to create a theme experience focusing on amusement, recreation, hotel, sports and leisure and entertainment activities. These are all inter-related and must all be integrated effectively to create the "distinctive and memorable experience" foreseen in the design vision and objectives for the project. The elements must all relate to each other positively, in particular the transportation mode, to create optimum synergy between all the activities.
Consistent design standards and formulas must apply to the entire resort. Operational oriented input to the master plan design is very critical. The ultimate success depends on content, configuration and comfort. The concept designers and architect/planners prepare a site inventory and analysis. This establishes a base line for development potential and creates a base map illustrating the limiting factors and the opportunities on site and in the surrounding area.
The site inventory photo storyboard illustrates:
- Visual access to the site from surrounding freeways, materials, local streets and major land forms
- Visual points of arrival to the project site
- Visual nodes of interest and site reference points Sight lines, both day and night, from the site
- Street scene, any reusable building frontages and architectural character
The constraints and opportunities mapping @ 1" = 400' identifies the following characteristics:
- Points of visitor access
- Physical barriers to access and use exposure
- Limit of transportation access points
- Potential parking areas
- Potential development clustering areas
- View corridors, both existing and potential
- Surrounding land use patterns/potential conflict points
- Any definable land use, utility, easement or hazards limitation
- Zoning or jurisdictional limitations, height, set back or coverage constraints
- Potential structure and street frontage reuse opportunities
- Potential off-site acquisition opportunities
Two Site Master Plans are normally prepared that conceptually contain all the components of the project, utilizing the information collected during project definition and site inventory and analysis. A suggested project-phasing plan is also established. The two alternative master plans include:
-Circulation concepts, both vehicle and non-vehicle
-Visitor access points
-Visual access points
-Parking concepts
-Potential target market by design area and phasing concept
-Potential reuse and street scene concept
Upon review, input and approval of the preliminary plans, the final master land plan is prepared. During this effort, the emphasis is on evolving and developing the strongest creative ideas within the envelope of feasibility. This design and master plan further defines the concept, themes, stories, character, component and entertainment mix and development strategy.
The following documents are provided in the final master land use plan package:
- Illustrative site plan, including landscape elements
- Aerial rendering of the site
Sizing and Capacity Models:
This part of the study establishes the operating philosophy and strategy and defines each facility as to type, theme, size, and capacity. It also establishes design day and instantaneous capacities, visitor flow patterns and support service requirements.
Included here are:
1. Overall sizing and capacities
2. Total land requirements (guest areas, support areas and future expansion).
3. Accommodations Operations
- description of each
- theme and story of each - total number of rooms/categories/rooms per category
- amenities sizing and capacities
- conference/banquet facilities/sizing
- transportation requirements
4. Attractions/Venues Operations
- description of each
- theme and story of each
- discussion of show and ride conveyances
- theoretical/operational hourly/daily ride and throughput capacities
5. Food and Beverage Operations
- description of each location
- sizes and capacities
- menu and service types
6. Merchandise Operations
- description of each location
- sizes and capacities
- types and theme of merchandise to be sold
7. Live Entertainment
- description of entertainment concepts
- stage sizes and capacities
- atmosphere entertainment
- thematic personalities
8. Area Development
- description of all services and facilities
- sizing and capacities
9. Support Services
- identification of all support functions
- sizing of facilities
Preliminary Conceptual Design:
Based on the sizing and capacity models developed for the resort, the designers, architect and land planner will develop conceptual designs for each component, as well as all common areas of the project, including the parking lots, entries, theme park, adventure/water park, lake, roads, trails and pathways, and cottages/hotel complex. These documents include:
- Conceptual plot plan for each of the major components
- Design elements for entries, attractions, restaurants, retail, landscaping, common areas and support facilities
- Various sketches and renderings of pertinent facilities and attractions
- Attractions and entertainment programming elements and capacities
- Preliminary facilities' descriptions, including definitions of show and ride systems
- Preliminary story outlines for all components
Preliminary Organization and Manpower Plan:
To manage this project will require a dedicated, experienced operating organization. This element addresses the organizational strategy and requirements of pre-opening and post-opening operations.
It will include:
1. Functional Organization Plan
2. Staffing requirements and levels
3. Training requirements
The report is in 8 1/2 inch by 11-inch format, in English.
Preliminary Operating Strategies:
These are comprised of planning guidelines for establishing the business philosophies and operating plans and policies of the future business entity. They include the following:
- Sales and Marketing
- Sponsorship
- Operations and Service Standards
- Food & Beverage
- Retail Merchandise
- Maintenance Standards
- Entertainment
- Operating Manuals Development
The report is in 8 1/2 inch by 11-inch format, in English.
Conceptual Project Costs Estimate:
Within this cost estimate, there are two major elements, design and construction costs and pre-opening administrative and operating costs. The construction cost estimate is based on United States construction costs and makes the following assumptions:
a. land costs are not included
b. utilities will be in place to the site
c. the site will be flat and cleared
d. the site has no special soil conditions
e. special fees, permits and taxes are not included
The design and construction cost estimate includes the following:
1. Parking and Guest Entry
2. Venues/Accommodations
3. Attractions/Rides
4. Merchandise shops
5. Restaurants and Fast Food facilities
6. Project Amenities
7. Area development within the project
8. Marinas
9. Support Services facilities
10. Site work
11. Pre-opening administration and operations costs
We produce a report, in English, in 8 1/2 inch by 11-inch format.
Project Development Schedule:
All projects go through various phases. To assure a well managed and coordinated project, a project development schedule must be established. This is a timetable of planning activities as they relate to the design, construction, installation and operational readiness of the theme park.
We provide a preliminary schedule, in English, broken down by major activities, by month, covering the entire pre-opening period.
This report is in 8 1/2 inch by 11-inch format.
Financial Pro Forma in U.S. Dollars:
The financial and economic projections will be based on a combination of current market conditions, industry standards for the operations of a specialty destination resort. Customized standards will be used for the cost to design, develop and construct this project. It should be noted that these projections would not include assumptions for land costs, project refinance, depreciation, or any special fees and taxes. The pro forma addresses the following:
1. Capital investment parameters in U.S. dollars
2. Venues/Rooms revenues
3. Admission revenues from amenities and attractions and pricing analysis
4. Food, merchandise and miscellaneous revenues
5. Parking revenues
6. Operating expenses
7. Three financial scenarios (best case, expected case, worse case)
8. 5 year pro forma of expected case scenario broken down by year
The product is a report, in English, in 8 1/2 inch by 11-inch format.
The product created by the feasibility analysis is the basic business plan for the project, which can then be used to secure funding. It is a bound document, including renderings, storyboards and plot plans. These serve as the foundation for the design to proceed into schematic design and design development, and later, construction documents. Lastly, the feasibility analysis is also the basis for the project's operating plan with regards to income and return on investment.
2. PROGRAM MANAGEMENT SERVICES:
These services involve providing our extensive knowledge and experience in developing, opening and operating theme parks and resorts for the purpose of strategically planning and guiding the project through a successful opening. We will provide our experienced perspective to assist the owner in making timely and appropriate business decisions affecting the credibility and economic viability of the project. (PSMGINC.) two principals are, in effect, the counterpart to the owner's key management responsible for the completion and opening of the project. We provide our collective experience base for the purpose of strategic decision-making. All final decisions will be taken by the owner.
The successful opening of the project depends on the coordinated efforts of numerous disciplines and individuals, each of whom must have a clear idea of what is expected and how their effort fits into the overall plan. The PRO SPORTS MANAGEMENT GROUP project team provides the foundation for this very dynamic process. We understand the entire process and, in this role, represent the owner interests, assuming that the design and construction is operationally functional and that all disciplines deliver their products in a timely, accurate manner. The design/operations steering committee serves as the control and communications function for tracking the status and managing the master schedule and timeline in order to maintain control, accountability and financial responsibility.
Included in the program management services are the following, which cover the entire pre-opening period. Develop and Manage the Project Master Schedule:
Any theme entertainment or resort project is a complicated project involving numerous functions, each with their own set of priorities; and discipline specific organization. These diverse timeline and schedules must be monitored through a master schedule, which incorporates all of these, and then managed to provide the owner the reassurance that all staff and consultant teams and organizations are performing to the project's priorities and this master schedule.
Critical Path elements and key stages in this master schedule are:
-Concept Feasibility & Economic Viability
-Conceptual Site Plan
-Land Entitlements
-Final Site Plan
-Conceptual Design
-Schematic Design
-Design Development
-Construction Documents
-Construction Bidding
-Infrastructure Construction
-Resort Facilities Construction
-Development of the Owner/Operator Entity
-Pre-Opening Operational Planning & Management
-Grand Opening
The basis for this master schedule will be the owner's desired opening date and the individual schedules from all resources involved in the project modifications will be made early on to correct any schedule conflicts. Pro Sports Management Group Inc. (PSMGINC.) manages this process with the assistance of a U. S. consultant who specializes in project scheduling, as part of the design/operations steering committee function.
Establish and Manage the Design/Operations Steering Committee:
One critical element in achieving a timely and economically efficient completion and opening is the organization, direction and on-going communications established throughout the entire process. Successful execution of the project development master plan requires that the numerous professional disciplines involved are fully coordinated throughout this effort and constitute an integrated team. The design/operations steering committee is the vehicle for accomplishing these objectives. A Pro Sports Management Group Inc. (PSMGINC.) principal is the Co-Chairperson of the committee, along with the Owner's Executive in charge of the project. The committee is made up of the following disciplines:
-Owner
-Program Manager
-Land Planning Consultant
-Lead Architect
-Lead Design Consultant
-Lead Operations Consultant
-Construction Management Consultant
-Financial Consultant
-Marketing Consultant
Other disciplines are invited, as necessary, for specific issues. This committee meets on a regular basis, initially once a month. The frequency will increase at critical development stages.
As part of the Steering Committee meetings, the head of each discipline will report on the progress, problems and issues of his unit's efforts. Any problems or issues, which could affect the project's timely progress, are resolved during the meeting. All "outstanding items (non-resolved issues, pending activities)" are published and communicated to the committee after each meeting with new completion dates. Priority is given to these critical objectives in determining how they will be accomplished and their importance to keeping the project "on-time and on-budget".
Interview/Selection of Consulting Teams:
(PSMGINC.) as the program manager, uses its experience and knowledge of the specialized requirements for developing a theme entertainment project to establish the selection criteria, detail the process, define the procedures, and coordinate the actual interview and selection process for hiring any specialized consultants.
Interface and Integration with Land Planning Function:
A theme leisure destination is not a typical land planning design project. Its vision is to create a theme experience focusing on amusement, recreation, hotel, sports and leisure and entertainment activities. These are all inter-related and must all be integrated effectively to create the "distinctive and memorable experience" foreseen in the design vision and objectives for the project. The elements must all relate to each other positively, in particular the transportation mode, to create optimum synergy between all the activities. Consistent design standards and formulas must apply to the entire destination. Operational oriented input to the master plan design is very critical. The ultimate success depends on content, configuration and comfort. Our on-going input into the land use master plan will provide the guidance to develop an operationally successful and properly phased entertainment driven and service oriented destination.
3. DESIGN INTEGRATION AND COORDINATION:
(PSMGINC.) participates as a member of the design team and provides direction and certain services, which will consist of operational input to the team, to assist with the completion of their tasks. These include the following:
Schematic Design and Design Development:
Upon review and approval of the final conceptual design and master land plan by the owner, the schematic design phase begins. The focus of work now shifts from being conceptual to being technical and analytical. The schematic design documents consist of drawings and other documents illustrating scale and relationships of the project's components. The engineering, operating and maintenance facility program requirements will be developed in close coordination with the show/ride design and engineering tasks. This will include a focus on establishing building and engineering construction systems, mechanical, electrical and control systems, as well as infrastructure and regulatory/environmental approval issues.
When completed, this set of documentation, combined with the story treatments, illustrations, show base sheets and performance specifications for all entertainment elements, will sufficiently detail the project scope so that a final, comprehensive project budget and schedule can be prepared.
The objective during design development is to prepare a coordinated set of architectural and engineering documents that fully describe the size and character of the entire project leading to preparation of a comprehensive set of construction documents and project budget for all facilities and entertainment elements. Integral parts of this effort are the operational design criteria and operational specifications, which are now integrated into the final drawings and documents.
Specific tasks include the following:
Finalize master plan and develop landscape design
Site development and landscape layout details
Preliminary structural, civil and electrical/mechanical drawings
Detailed show equipment room layouts
Prepare comprehensive show treatments and concept illustrations
Preliminary foundation plans
Reflected ceiling plans and light fixture selection
Typical detailed exterior/interior wall sections
Detailed show and attractions plans, sections and elevations and ride layouts
Prepare guest flow and queuing schematics
Prepare show graphics and costume design schematics
Prepare show system descriptions, performance and procurement specifications
Prepare show lighting plans and dimming requirements
Prepare show mechanical effects specifications and drawings
Complete acoustical recommendations and report
Complete materials and construction specifications
Complete study models
Perspective renderings to convey architectural character and guest traffic flows
Prepare key plans and sections defining technical architectural requirements
Establish electrical power loads and distribution and low level wiring and conduit requirements.
Complete updated equipment lists and layouts
Complete first draft color boards for exteriors, interiors and graphics
Preliminary graphic and signage design
Building systems, materials and construction options evaluations
Identify long-lead procurement items (i.e. structural steel, kitchen equipment, etc.)
Develop strategy for construction document packaging and sequencing
Develop procurement and bidding strategy for construction contractors
Monitor project design for conformance to schedule and budget
Coordinate preparation of integrated project schedule and budget
Identify critical path elements and potential bottlenecks in the construction schedule
Develop a comprehensive cost estimate for turnkey production and installation of all attraction elements and systems
Complete all land use regulatory approvals, subject to finalization of any required mitigation
Operational Design Criteria Development:
The conceptual master plan was developed utilizing design criteria, based on operating experience, to develop the capacities, sizing layout and guest flow patterns for optimum operating and economic efficiency. During the Design Development phase, these guidelines must be turned into specific formulas, standards and relationships for each specific facility, and incorporated into the detailed drawings, which are prepared during the design development/schematic design phase. We will provide the detailed operational design criteria input to the architect and designer to establish the specific operational requirements for all entertainment related designs and work with them to insure optimum facilities utilization, visitor satisfaction and financial performance. These criteria include:
General:
-Directional graphics
-Name and nomenclature
-Background music Fire, security, and first aid layout
Parking Lot:
-Arrival sequence
-Departure sequence
-Vehicle parking
-Scooter parking
-Bicycle parking
-Traffic flow and circulation
-Directional graphics
-Toll booth layout
Guest Entry:
-Main entrance layout
-Guest counting system location
-Guest control
-Ticket booth interior layout
-Guest services layout
-Guest flow
-Point of sale locations
-Directional graphics
Rides/Theaters & Stages:
-Guest flow
-Guest control
-Ride console layout
-Audio requirements
-Evacuation routes
-Evacuation lighting
-Public address system
-Clearances
Merchandise:
-Shop layout
-Storage layout
-Counter layout
-Guest flow
-Point of sale locations
-Sales mix
Food & Beverage:
-Seating layout
-Kitchen layout
-Counter layout
-Point of sale location
-Serving lines and queues
-Serving times
-Cooking times
-Service areas layout
-Guest flow
-Employee flow
-Menu boards
-Directional graphics
Area Development:
-Graphics
-Area lighting
-Guest flow
-Pathways
-Planters
-Drainage
-Shade control
-Area seating
-Drinking fountains
-Trash cans/cigarette urns
-Fencing
-Landscaping
-Restroom locations
-Restroom sizing
Support Services:
Maintenance shops layout
Maintenance storage & tool room
Warehouse layout
Cash control locations and layout
Administrative offices layout
Security locations layout
Custodial locations
Custodial storage layout
Employee dressing rooms layout
Wardrobe issue layout
Construction Documents:
After completion and review and approval of the schematic and design development documents by the owner, the Construction Documents is prepared. These will consist of drawings and specifications setting forth, in detail, the requirements for constructing the project and conform to the construction strategy and project budget.
Operational Design Reviews of Documents at Key Levels of Completion:
There are four phases of the operational design reviews process, which are critical to insuring that the finished construction documents are complete and accurate.
These are:
1. Conceptual Design
2. Design Development
3. Schematic Design
4. Construction Documents
This process provides important input to the design firm early in the design process, so that costly changes may be avoided at a later stage. (PSMGINC.) formalizes the review process with staged reviews accomplished at the 30%, 60%, and 90% of completion stage of each design phase.
We provide our expertise to assure the accuracy of translation of the operational design criteria into the construction documents. (PSMGINC.) in conjunction with the design team, evaluates the design for completeness from an operating point of view. This process insures that the construction will require fewer change orders, thus controlling the construction costs and schedule. Following is a partial list of the area of review for each facility. It is intended to serve only as a guide for demonstrating the completeness of this review process.
Ride/Attraction Capacity
Safety and Security Aspects
Guest Control
Custodial Requirements
Utilities Supply
HVAC
Lighting Requirements
Facility controls
Communications Requirements
Storage Areas
Facility Areas
Access and Control Aspects
Graphics
Facility Hardware
Restraint Devices
Maintenance
Audio Requirements
Directional Flow Rates and patterns
Vehicle Access
Inter divisional Relationships
Detailed Equipment Specifications and Requirements Report:
A major task for completing the physical facilities of a theme park and entertainment destination is to establish the list and specifications for all non-contractor supplied machinery and equipment, which are not part of the architect's detail, for the resort. These are the items, which are necessary to convert the physical plant into an Operating entity. This is a very extensive list. We identify, select, source, cost estimate these items and then compile this information into a reference book to be used for purchasing and project budgeting.
(PSMGINC.) provides a bound document covering the overall design specifications as well as specific design specifications by facility and function and a detailed, non-contractor supplied equipment specifications listing, bound into this reference book.
Direction to the Ride Manufacturers Contract Negotiations:
(PSMGINC.) provides direction for and participates in the ride manufacturers contracts. We utilize our in house associates extensive knowledge of the industry to help negotiate favorable contracts with the various manufacturers of the rides and amusements identified for the theme park and entertainment center. This includes identifying, sourcing and selecting the most appropriate manufacturers, striving for multiple contracts with ride manufacturers, where possible, and negotiating installation, on-site operations, spare parts, technical and training support by manufacturers' representatives for local maintenance and operating personnel, as well as extended warranties and maintenance contracts.
Management of the Construction Bidding Process:
The most efficient and effective way to organize the complex construction effort for this type of project is to engage a consortium of construction companies to perform this effort. (PSMGINC.) works with the construction manager to establish the selection criteria, develop the bidding procedures, plans and organize the bidding process and participate in the interview and selection process.
The construction companies are invited to participate according to their experience, quality of construction and budget and scheduling controls, among others. A list of recommended contractors is then submitted to the design/operations steering committee for approval. Closed bids will be requested from this multi-general contractor-bidding group. A committee of selected project consultants according then reviews these to their design responsibilities on the project and the design/operations steering committee, along with other specialists, as necessary. These bids are compared to the final construction cost estimate prepared by the project construction cost estimating consultant. Negotiations will then proceed with the bidder selected to effectively reduce the construction costs.
Insuring that Facilities are built to Approved Specifications:
Although the architect, designer and land planning consultants will each have a representative on the site during construction to review the construction process, to develop required design changes and to approve change orders, it is also necessary to have monthly construction site visits by a team of executive staff from these companies, as well as the operations consultant, to review the product to insure that the facilities are being built to the standards and quality expected and to insure that any possible errors made in the design process are corrected as early as possible to insure that the needs of the guests and operational efficiency objectives are met. Applying this review process during construction minimizes potentially costly modifications after completion and opening of the resort.
4. ESTABLISHING AND MANAGING THE OPERATING ENTITY:
By far, the most complex and most critical aspect of the pre-opening period of this complex project is establishing the operating entity that will be responsible for taking ownership of the facilities and turning them into a successful business. Because this is a development process, it must begin at the same time as the design process begins. The operating philosophies, policies and standards to be developed by the operator, greatly influence the design. It is critical that the key management, who will eventually operate the resort, participate in its development.
A plan is only as good as the skills and experience of the manager of the plan. Skillful management of the entire pre-opening period establishes positive momentum for the entire project and creates a single-minded focus toward the opening day. The keys are knowledge and experience, executed with efficient integration, communications and coordination of all elements and disciplines. (PSMGINC.) provides the leadership, direction, training and overall management of this complex task. We create the business entity by actually developing the organization through hiring the staff and implementing the project master plan we initially create. Our accomplishments include creating the operating entities for three of the most successful theme parks and resorts in the world.
The individual elements of our services include, Organization and Manpower Planning:
Establishing a successful and profitable operation begins with building a strong, efficient operating organization. We will develop an organizational plan and structure that reflects the major activities of the theme park, establishing the appropriate staffing levels based on the parks attractions, facilities, proposed characteristics, operating seasons and operating hours. Specifically, we establish:
- An operating organization structure, defining departmental and functional responsibilities
- Overall employment needs based on the above
- Size and composition of work force, both permanent and seasonal
- A management structure compatible with the functional responsibilities
- Staffing levels and breakdown by department and classifications
- Operating staffing levels by facility
- Pre-opening organization building strategies and timetable
- Management Job Models for each division head
- Job classifications and job descriptions for all clerical, technical and operating positions
- Wage and Salary Structure and Program
- Employee Relations and Personnel Policies
Organization Building and Development:
Building and developing the operating organization actually begins with the decision to proceed with the detailed conceptual master plan. Key management and staff must be hired and trained well in advance of the opening. Most of their training will actually be "hands-on", as they will be heavily involved in developing, implementing and executing the actual operating plans for opening day and beyond. They will actually learn by doing under the direction of (PSMGINC.) who provides its extensive pre-opening management and operating management expertise in establishing the selection criteria and the appropriate timing for the recruitment of these key management individuals, developing and executing their training programs and then guiding them through the pre-opening period.
In this manner, we will develop the owner's "in -house" expertise for managing the future development phases of the project, and lessen its reliance on outside consultants.
Recruitment, Selection and Training:
The theme entertainment business is a "people to people" production. Entertainment magic is the experience created by the skills, professionalism and enthusiasm of the employees. We will develop a written human resources plan, detailing the recruitment, selection, processing and training plans and activities required to open and operate the project Specifically we will:
- Establish recruiting models (publicity, advertising, community, etc.).
- Define and identify recruitment sources.
- Establish appropriate recruiting strategies and programs.
- Develop a Resume and Requisition Control System and Procedures.
- Establish the applicant flow/interview process.
- Establish employment standards, employee profiles, conditions of employment.
- Establish employee processing systems and procedures.
- Develop a New Employee Orientation Program.
- Develop Specialized Training Programs (cash handling, register operations, food handling, guest courtesy, safety).
- Develop a standardized on-the-job training sequence for all technical and operational jobs to include training outlines, standard training times and training checklists.
- Develop all facilities, collateral materials and classroom aids requirements.
- Establish internal communications program and employee retention program.
- Develop implementation model for executing all elements.
Proper training is crucial to the long-term success of the project. Training is actually a process that begins with recruitment, continues through orientation and on-the-job training, and is maintained and reinforced through communications and the working environment. Training must be accomplished in a controlled environment and with consistency and continuity. Qualified individuals utilizing appropriate documents and tools, such as training outlines, procedures manuals and training checklists.
(PSMGINC.) manages the recruitment, selection and training process, develops all opening day programs and support materials and conducts all training programs for the opening day staff. As part of our management role, we will train the newly hired owner management and supervisory staff to administer all programs put into place, on an on-going basis.
Project Milestones and Key Activities Development & Management:
The successful opening and operation of a leisure entertainment project involves the coordinated efforts of numerous operating and support disciplines and hundreds of individuals, each of whom must have a clear idea of what is expected of them and how each individual's effort fits into the overall plan. Project milestones and key activities are the key planning activities relating to developing the plans, policies and programs of the post-opening operating company and managing the pre-opening operational planning activities for the entire project.
This effort establishes the customized, master list of activities, by function, for the project determines accountability for the completion of each activity, establishes the correct sequence and timetable for completion and establishes a master timeline and project schedule, assuring "operational readiness" and leading to an "on-time" opening. It enables the Project Team to communicate and track the status of all efforts in order to maintain control, accountability and financial responsibility over the planning and preparations for a successful opening.
(PSMGINC.) develops the project milestones and key activities program, utilizing its extensive in house associates experience in opening major international resorts, as well as their master control book, which identifies over 8000 related planning activities. This program must be established at the beginning of the development process to effectively support the design, construction and installation process of the physical facilities.
Operational Planning:
This effort concentrates on the requirements and activities involved in creating the new business entity. Included here is the development of operating standards and plans incorporating administrative policies, support systems and equipment, collateral material and, where applicable, sales, functional mixes (rides, games, arcade, merchandise, menus), operating times and guidelines, stock control and purchasing guidelines. These are actually budgeted in the "Pre-Opening Budget" for the project. We establish the plans and operating strategies for:
- Parking and Transportation
- Venues Operation/Accommodations
- Guest Relations
- Guest Entry
- Rides & Attractions
- Games & Arcades
- Retail Merchandise
- Food & Beverages
- Sanitation and Custodial Services
- Maintenance Operations
- Live Entertainment
- Sales and Marketing
- Wardrobe
- Security
- Purchasing/Distribution Services
Additionally, we develop the business management plans and systems intended to control and record all aspects of park operations, including:
- Accounting and business policies
- Admissions and Site Access
- Financial control systems
- Systems for reporting visitor attendance
TABLE I - Representative Listing of Operational Planning Activities:
-Pre-Opening Budgets Detail
-Capital Equipment Plans Detail
-First Year Operating Calendar
-First Year Operating Budgets Detail
-Purchasing Policies
-Vendor Standards and Policies
-Attendance Projections
-Sales Brochures Strategy
-On-site Marketing Collateral Plan
-Publicity Plans and Guidelines
-Press and Media Guidelines
-Sales Plans and Programs
-Promotions Plans and Programs
-Guidebooks, Maps, Newsletters Program
-Visitors Surveys Program
-Special Events Planning
-Soft Opening Plan
-Grand Opening Plan
-First Year Marketing Plan
-Sponsorship Development Plans
-Lessee Standards and Policies
-Sponsorship Relations Program
-Maintenance Standards
-Preventive Maintenance Programs
-Planned Work System
-Work Order System
-Defect Reporting System
-Facilities Rehabilitation Plan
-Technical documentation
-Spare Parts Program
-Operating Standards
-Service Standards
-Standard Operating Procedures
-POS Requirements
-Operational Documentation
-Cash Control System
-Cash Handling System and Procedures
-General Signage Plan
-Personnel Scheduling System
-Radio Requirements
-Communications System & Procedures
-Emergency Services
-Evacuation Procedures
-Operational Acceptance Program
-Test and Adjust Program and Procedures
-Facilities Buy-Off Procedures
-Ticket Sales System
-Ticketing Operation
-Admission Policy
-Pricing Policies
-Lost and Found
-Lost Children
-Complaints/Compliments Procedures
-Guest Communications Policies
-Live Entertainment Strategies
-Atmosphere Entertainment Plans
-Characters and Personalities
-Special Events Calendar
-Retail Merchandise Mix Plan
-Logo Merchandise Development Strategy
-Merchandise Ready to Open Plan
-Shopping Bags/Packaging Strategy
-Inventory Tracking Systems
-Restocking Systems
-Warehousing System
-Distribution System
-Food Menus and Service Styles
-Kitchen Requirements
-Kitchen Equipment Requirements
-Hygiene and Sanitation Standards
-Menu Change System
-Custodial Plan
-Cleaning Standards
-Cleaning Schedules
-Cleaning Materials Standardization
-Trash Removal System
-Security Procedures
-Safety Procedures
-First Aid Policies
-Emergency Power System
-Key Control System
-Counterfeit Money Procedures
-Wardrobe/Costume Strategy
-Wardrobe System
-Appearance Guidelines
-Employee Meals Strategy
-Employee Break Areas/Lunch Room Plan
-Support Area Graphics Plan
Operating Manuals and Handbooks:
Successful operations have, at their core sound, consistent and well documented operating policies and procedures. These establish standards of performance in every function of the organization and ensure that all employees are completely aware of the responsibilities surrounding their jobs. They establish consistency and a quality guest experience and working environment as well as a positive, professional image in the business community.
These manuals and handbooks fall into four categories:
- Guest Facilities and Services
- Maintenance of Guest Facilities
- Safety, First Aid and Security of Guests and Employees
- Support Services
Each Guest Facilities and Services Operating Manual will include the following:
- Facility Description
- Facility Specifications
- Basic Elements of the Operation
- Live Narrations or Spiels
- Opening Procedures
- Responsibilities of each position
- Breakdown/Evacuation Procedures
- Cash Control Procedures
- Emergency Procedures
- Special Situations
- Closing Procedures
(PSMGINC.) produces separate manuals covering all aspects of operations, support functions and administration. We establish the framework for documentation, including formatting and updating procedures and then work to establish and document the policies and procedures, by function and/or department that reflect the operating needs and objectives of the client.
Sponsorship Program:
A theme leisure destination has the opportunity to offset some of the cost of constructing and operating the facilities by seeking the involvement of major corporations to be included as sponsors in the appropriate areas of the project.
In its most basic form, sponsorship is provided by financial and marketing support through capital contributions, expense offsets and marketing and promotional programs. In exchange, the sponsoring companies gain marketing association rights, product awareness, public and media relations, hospitality opportunities and, in some cases, business opportunities.
(PSMGINC.) defines the strategy and financial goals of the sponsorship program and then develops the overall Sponsorship Sales and Service Plan for the project. We identify the most compatible products and corporations and break down each zone and venue into sponsor able elements and attach the appropriate fee to each one.
Facilities Buy-Off Plan and Procedures:
(PSMGINC.) develops and implements the facilities buy-off plan and procedures for the project. This covers the organized procedures by which the owner/operator takes over ownership of each completed facility, each piece of equipment, furnishings, ride control systems, etc. from the individual contractors before final payment is made.
When a contractor has given notice that he has completed his work, a contractor release walk through is scheduled with the appropriate (PSMGINC.) and owner team members. Our review of the completed construction will be from the operator's point of view. We will be reviewing the facilities in regards to operating efficiency and guest satisfaction.
On this walk through, a checklist of items, which are required for the operation of the facility, but are not yet completed or bought off, is compiled. This list represents the work that must yet be completed satisfactorily before the contractor is released from responsibility, the warranty period begins, the facility can be operated safely and according to specifications and the contractor gets his final payment.
This process assures that the owner receives what he has contracted for, that it is in proper working condition and that it is complete.
Testing and Simulations of Operating Equipment and Systems:
(PSMGINC.) develops and supervises the tests and operating simulations, which qualifies all of the attractions, rides, equipment and operating systems before the facilities are open to paying guests. For example, these tests and simulations will be developed for all rides, attractions, ticketing system, point of sale equipment, stages, theaters, kitchen equipment, delivery systems for food, merchandise, operating supplies, etc. The objectives of this program are to:
1. Verify the safety of the systems and equipment, as built, modified and installed.
2. Verify that the employees have the ability to operate the systems and equipment safely and efficiently.
3. Verify that the systems and equipment meet guest and/or employee utilization demands.
These simulations are proven techniques from our over 20 years of successful opening and operating experience. They help assure that the opening day operation will be safe, courteous and efficient. The goal is to test or simulate all possible conditions prior to the introduction or integration of the paying guest. The progression of testing and operational simulation begins with critical hardware. These are checked prior to the introduction of software applications and Prior to guest and employee involvement. Each system and piece of equipment will be tested and the operation simulated at increasing levels of utilization, culminating in the ability of the systems or equipment to meet or exceed peak opening day demand requirements safely and efficiency, without breakdowns or failure.
Without the implementation of such tests and simulations of operations, it is impossible to ensure the safety and efficiency for paying guests and employees. These simulations also test the employees' understanding of the systems and operating policies and assure that they are technically and operationally prepared. Without these tests and simulations, there may be considerable loss of revenue after opening due to downtime or idle time, as well as guest dissatisfaction and negative publicity.
Grand Opening Planning and Event Management:
The operating image and credibility of the new project will, in part be established through the content and execution of the Grand Opening event. The quality of this event will impact the public image of the Resort and communicate its entertainment and operating standards to its potential audience. It can also serve as very powerful sales and marketing tool because of the media attention it will receive.
(PSMGINC.) develops the strategies, plans, schedule and budget for the Grand Opening event for the facility. We establish the event team, and plan, develop and execute the master calendar of events leading up to and including the Grand Opening and dedication ceremonies.
Transitional Operating Management:
The transition from pre-opening to post-opening management begins during the operational test and simulation phase of pre-opening. (PSMGINC.) assembles an opening day training team of highly experienced sports facility and/or theme park professionals to help the owner's management to effectively respond to the many operational issues they will be faced with during this period and the subsequent opening. The make-up of the disciplines in this group depends on the experience base required. This determination will be made by the (PSMGINC.) project team and owner executive management, based on an evaluation of the strengths and weaknesses of the operating management team and the level of operational readiness. The opening day training team will be disbanded approximately twelve (12) months after opening. The exact time period will depend on owner management's performance during the opening year.
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