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.
