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The history of development of sports stadiums has been a
scary ride for many who have embarked on it. There are many
projects that are casebooks of the 'how not to do
it' variety, but there are others that have lived up to
the words above.
What makes the difference? How do you steer your stadium
development towards successful delivery and firmly away from a
late, over budget, defect-laden project with which no-one wants
to be too closely associated? We highlight pertinent steps
below.
Accept that undertaking a major stadium development truly is
a complex and difficult process that will inevitably be full of
potential pitfalls at all stages. Many of these may be
predicted and planned for, but some will be unexpected and must
be promptly managed rather than ignored.
Fully appreciate the value of good design.
Resource your project properly at every stage and do not
stint on obtaining the best advice available. It may appear you
are saving money, but often all you are really doing is saving
up problems that will compound and cost you far more in the
long run than any short term saving.
Prepare a risk matrix for every stage of the project, which
should be kept under review (not in a drawer), and use this as
a checklist to make sure all identifiable items have been
considered, allocated efficiently and are being actively
managed.
Identify the sources of funding and consider the differing
interests of the parties/sources involved and the demands those
interests may place on the project structure, proposed risk
allocation and rights and obligations under project
documents.
Identify what is required to operate and maintain the
stadium when complete, the nature of the agreements that need
to be put in place and the essential integration with the
design and construction of the project.
Adopt a client managed insurance package tailored to the
particular needs of your project. Deal with this at the outset
of the project to use insurance creatively and efficiently.
Most construction procurement for stadium development is on
a 'design and build' basis, often with a design
team engaged first by the client. Be careful in your selection
of the design team and the main contractor. Involve the
preferred main contractor and key supply chain members early in
the design and procurement process. The main contractor must
have an established and flexible supply chain (all key trades
and suppliers required for the project).
The content of this article is intended to provide a
general guide to the subject matter. Specialist advice should
be sought about your specific circumstances.
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