While planning, architecture and landscape architecture physically shape the sporting development and its role in the future of a city, another set of expertise shapes it as a business venture and a project process. Specialty consulting, economics and program management serve to properly define a project and steward it from the drawing board to opening day within schedule and budget. It is this expertise that transforms the boldest ideas and best designs into enduring realities.

"The successful sporting venue begins with establishing absolute clarity as to what the development is and what it is for: clarity of object and of purpose," says Jon Coxeter-Smith, co-director of AECOM's Global Sports group practice. "All the many other things we do, such as testing the robustness and refining the vision, planning and strategy to execute that vision, organization to deliver those plans and strategies, flow from that point."

Davis Langdon, an AECOM company, represents six decades of experience in these advisory roles for sporting developments. "By being part of the client team that defines and carries forward the formative vision, we bring value at every stage, deploying a series of additional resources," says Jon.

"Stadiums and arenas can be designed to accommodate a range of activities, but to work best they should be designed with a focus on a main use that will drive most of the value, be that football, ice hockey or concerts," says David Camp, a principal of AECOM's Economics practice. "The worst ones are those that try to allow for everything but end up not really meeting the needs of any one use properly."

David and fellow economists base their advice to clients and planners on quantitative feasibility assessment. The makeup of the population base locally and regionally, behavior patterns, spending patterns, income, the performance of other venues in the area—these are all factors taken into consideration. They also draw lessons from comparable examples in different markets.

Economists project operating costs, operating profit and whether or not long-term revenue will repay the initial capital investment. For London 2012, AECOM helped determine which venues should be temporary and which should remain. AECOM aided in planning the development of LA Live, a destination anchored by the Staples Center, home of the NBA Los Angeles Lakers.

"Our work underpins the masterplanning process," says David. "When we are able to collaborate with other professionals at an early stage, with the economic, the design and the engineering perspectives informing one another, we make sure projects work on all dimensions. Our chances of success are greatly increased through such coordination."

Jon Coxeter-Smith echoes this point: "the likelihood of conflicting agendas is minimized by improved access and communication among project consultants leading to enhanced teamwork and coordination." Jon recalls his work for Kempton Park Racecourse's All Weather Track as a particularly successful project. "It involved challenges such as guiding our client from simply thinking about the racing surface to thinking more widely about the facilities and experiences implied by all weather racing. Planning challenges included floodlighting the course, which was in a green belt. The solution involved encouraging the floodlight manufacturers to develop and prototype a new product. The racing surface was sourced from a monopoly supplier, so buying that for a reasonable price on acceptable terms took some doing too."

Jon and his team also assisted the London 2012 consortium by validating the bid and assessing risks and opportunities for the government prior to its signing the guarantees. Jon recalls "[Parliament member] Tessa Jowell's famous 'how much will it really cost and where are the risks?' exercise after London won the host rights. Davis Langdon's work became the basis for the budget for the games. "I firmly believe that the right budget has made possible the success of the planning and construction of the infrastructure and venues (sport and non sport) for the games," says Jon. As Davis Langdon joined AECOM, the unified team secured program management responsibilities, capitalizing on the existing knowledge and experience.

"Projects, especially major projects, are becoming ever more complex," says Jon. "Unless they are set up correctly at the outset and guided along the way, they will not succeed in delivering the expected benefits. Our abilities to add value are enhanced significantly when we are prepared to innovate. That in turn involves different mindsets and behaviors, stepping outside of the comfort zone of the traditional services provider and analyzing challenges from client's perspective. What is the problem? What do I know? How can I use that in solving the problem?"

Tim McManus, global head of Program Management for AECOM, concurs about the growing multi-dimensionality. "A major sports venue always involves many other scope elements and stakeholders besides the venue owner/operator," he says. "Cities, governments, universities, sport franchises and teams are increasingly adopting a more comprehensive approach to the development of a sporting facility or major event. The benefits of a strategic approach are seen not just in the events themselves but in the 365-day-a-year experience and improvement to the local communities. AECOM's goal is to establish a partnering relationship for the long haul from the initial planning, to the opening ceremonies and beyond."

Jake Herson