oda design strategy

7/28/2019 Oda Design Strategy

1/17

designing for

legacy

Olympic Delivery AuthorityDesign Strategy 2007


2/17

In 2012 the eyeso the worldwill be on London.

In 2012, the world will be watchingLondon, providing a rare andunique opportunity to showcasethe UKs talent. But this is not justan opportunity or athletic talent.We are building a stage to hosta spectacular sporting event, butwe are also creating a platormto showcase architecture, design,construction and engineering talent.

While we are laying the oundationsor the Olympic Park, we are alsolaying the oundations or theurban regeneration and physicaltransormation o the Lower Lea Valley.

None o this will be possible withouta strong ocus on design, innovationand creativity.

There are clearly time and budget

constraints. The 2012 deadline is notgoing to move, but delivery andunctionality does not have to be atthe expense o design.

Well designed buildings and openspaces will not only act as a stunningbackdrop in 2012 but will helpconnect communities and instil asense o ownership and pride ordecades aterwards.

We have taken an integratedapproach to ensure that designconsiderations are embeddedinto our planning, procurementand delivery rom conceptionto the construction o every elemento this project.

We have made a strong start ondeveloping the design elements othe big venues. We are working withworld class design teams on theAquatics Centre, on the OlympicStadium and have launched a designcompetition with a top-class juryor the VeloPark.

But design goes ar beyond themain venues there are a rangeo design opportunities across thePark ranging rom bridges andutility buildings to pathways andstreet urniture.

The investment into Park wideinrastructure and utilities is crucialor the smooth running o the Games.They will also ensure that the Parkcontinues to live and breathe inlegacy. They are operational eaturesbut their importance warrants astrong design led approach and wewill ensure that unctional eatureso the Park have the same designimportance as the agship venues.

Design or London 2012 will reachar beyond big architectural anddesign practitioners. We want toencourage up-and-coming designersto get involved as well as youngpeople and local communities.A diverse and inclusive procurementroute and community engagementhave been incorporated into ourdesign processes to provide dierent

opportunities and ways or peoplewho want to get involved and maketheir mark on this historic project.

The Olympic Delivery Authoritys(ODA) Design Strategy ollows thedesign principles set out in theOlympic, Paralympic and LegacyTransormation planning applicationsubmitted by the ODA in February2007. It sets o ut how these variousstrands will be pulled together andhow good design will be defnedand delivered or both the 2012Games and their legacy.

David HigginsChie executive, OlympicDelivery Authority

01


3/17

The urban regeneration aspirationswhich underpin the London 2012Olympic and Paralympic Gameswill place the UK at centre stage ina global demonstration o urbandesign, architectural and engineeringquality, visionary planning, culturaldiversity and collaboration.London 2012 and its legacy willhelp celebrate Londons status as aglobal city and act as a showcaseor the best o current and emergingcreative talent drawn rom theUKs diverse population and romaround the world.

One o the strongest measures o theGames success will be the inuenceit has on design and creativity orgenerations to come.

The vision or the Lower Lea Valley

is to create a well connected, welldesigned, compact, accessible andsustainable piece o city that reectsthe best o Londons urban andcultural traditions with buildings andopen spaces that connect existingand new communities in eastLondon. The Design Strategy setsout ODA objectives, aspirations andthe mechanisms which will allowlasting high quality design tobe delivered in the context o animmovable deadline and cost anddelivery constraints.

During 2006, the ODA made anumber o construction commitmentso which design ormed a majorcomponent including:

every opportunity will be takento encourage visionary designs,including art and sculpture, andto provide opportunities or emergingdesigners and artists.

designers will be selected accordingto ability and quality, together withother criteria appropriate to the scaleand complexity o the project.

the design will be tested using thirdparty design reviews and other toolsor assessing design quality.

procurement decisions will bemade on best value rather thanlowest cost, use evaluation criteriaand where appropriate specialistadvisers.

The ODA has appointed boardmember Sir Nicholas Serotaas design champion and establisheda strong design team tasked withthe specifc remit o helping to delivercorporate design commitments.The design team will work closelywith every ODA project team todevelop design bries or eachproject, procure design teams andchampion good design throughoutthe project rom early conceptsto completion.

This strategy details how the ODAwill deliver its design commitmentsthrough frm client leadership,community involvement and closeengagement with the creative andcultural sectors. It has three parts:

Principles page 04

The principles on which gooddesign will be procured, measuredand promoted.

Opportunities page 19The potential opportunities thatwill arise over the next fve years.

Design page 23The design management processthat will deliver its commitments todesign quality.

Opposite:ArtistsimpressionoftheOlympicParkduringtheLondon2012Games.

02

One o the strongestmeasures o theGames success willbe the inuenceit has on designand creativity orgenerations to come.


4/17

principles

Ensure the Gameshave a long-lastingimpact on design,art and culture whichextends into aregeneration legacyater the Games.

Our visionThe ODA wants to ensure the Gameshave a long lasting impact onUK design which extends into aregeneration legacy ollowing theGames. To achieve this, boththe Games and their legacy mustshowcase elite perormance andcommitment while demonstrating theachievements o collaboration andthe wider reach o Olympic andParalympic values on everyday lie.

The ODA will ocus attention on thebenefts o good design in thebuilt environment. In the context owider urban regeneration, it canhighlight the links between someo the more abstract areas o designand the day-to-day experienceso communities living in local urbanneighborhoods. These links can be

grouped under a number o themesthat orm the oundation stones othe Design Strategy:

Developing a vision fordesign excellenceEnsuring that the ODA acts as agood public client or talenteddesigners by developing projectbries that inspire excellence,applying procurement methodsthat promote design quality(alongside value-or-money anddeliverability), supporting emergingtalent and ensuring that designconcepts are carried through rominception to completion whateverthe procurement process.

Dening and measuring good designClearly defning what the ODAmeans by good design qualityand the use o a value matrix asa ramework through which projectsuccess is measured throughout thedesign and business planning process.

Creativity through diversityEnsuring that a diverse range oemerging and established designersand architectural practices aregiven the opportunity to get involved.

Relevance through inclusionInvolving local people and the widerpublic in the design process andmaking design relevant to thecommunities o the Lower Lea Valleyby targeting those rom dieringproessional, cultural, ethnic, socialand economic backgrounds.

SustainabilityThe proposals in this strategy willbe integrated with the SustainableDevelopment Strategy which sets outhow the ODA aims to tackle issuessuch as climate change and wastemanagement. The ODA will use

perormance measures which areintegrated into the core componentso both project and contractrequirements or the sustainableconstruction o acilities, venues,inrastructure and transport.

04 Opposite:RoyalVictoriaDocklands,eastLondon.


5/17

get involved


6/17

Developing a vision fordesign excellenceThe ODA will take the lead, incollaboration with the LondonDevelopment Agency (LDA), the fveHost Boroughs (Greenwich, Hackney,Newham, Tower Hamlets, andWaltham Forest) and other keystakeholders in setting a vision orwhat the Lower Lea Valley will belike ater the Games. Every decisionaecting the built environment,rom the landscaping and urbanMasterplan or the Olympic Park,to the detailed design o ootbridges,encing and the road layouts shouldsupport the legacy vision andengage local people. In t his regard,the ODA will work closely with theLondon Organising Committee o theOlympic Games and ParalympicGames (LOCOG) to ensure that there

is a shared vision or the LowerLea Valley that allows the Gamesto be delivered on time and withinbudget and that a new andintegrated piece o city abric isrealised in east London.

To deliver design quality andollow nationally accepted designprocurement methodologies,as promoted by the Commissionor Architecture and the BuiltEnvironment (CABE), the RoyalInstitute o British Architects(RIBA) and the Mayor o London.The ODA will:

develop well researched andtested bries or all projects thatclearly describe the urban andMasterplan context and set out aclear defnition o what is meantby success, including clearly stateddesign aspirations alongsidetechnical, delivery and fnancialobjectives. This will require ulland balanced integration betweenthe ODA, LOCOG and otherrelevant stakeholders includingsports operators and legacy users.

establish a clear set o designevaluation and perormancecriteria that allow design teamsand their products to be assessed,making design and artisticexcellence a priority alongsidetechnical, delivery and costparameters. These criteria willbe ocussed on:

Quality evidence o design air

and innovation; evidence o excellence

(eg; awards, publishedwork, competitions, DesignQuality (DQ) assessments;

ability and commitmento key individuals;

understanding osustainability, accessibility,security, and saety objectives;

integration with widerLondon 2012 Games andLegacy Masterplan objectives.

Functionality methodology/approach

to design; understanding o any

specialist requirements(eg; sports, conservation);

understanding o technicalrequirements (eg; structure/services co-ordination);

client reerences; evidence o user eedback.

Delivery proposals or managing

the work (eg; programme,resources, budget);

approach to teamworkand collaboration;

evidence o insurance trackrecord (ie; any claims);

evidence o business stability; approach to risk management

(eg; relevant experience,design review);

evidence o cost control.

09

establish and ollow a tailor-madedesign procurement procedure thatis compliant with the Ofcial Journalo the European Union (OJEU) noticerequirements or publicly undedprojects and communicates the ODAsvision and aspirations or individualprojects. From the outset, designquality and perormance criteria willbe identifed as key project goals,alongside other requirements suchas resources, fnancial standing,insurance, health and saety regulationsand previous experience. This processwill be applied to all orms ocompetitive tendering whetheror two stage design competitions,competitive interviews or thedevelopment o specialist rameworkpanels (page 20).

establish a template or the

evaluation o design and culturalprojects with ODA appointedselection panels or juries, alongsideproject stakeholders and end users.Panel members are drawnrom the architecture, urban andlandscape design, planning anddevelopment proessions. In mostcases, selection panels will besupported by technical advisorypanels to ensure compliance withcomplex bries and integration withthe Olympic Masterplan objectives.

client reviews will ensure that allprojects are evaluated and checkedrom design brie through key RIBAdesign stages by the ODA designteam advisers and key deliverypartners such as LOCOG and theLDA to ensure technical compliance,design quality and adherence towider Masterplan objectives.

to ensure all design and buildcontracts are high-quality, the ODAwill put in place a design qualitymanagement process that allowsdesign objectives to be monitoredand evaluated against a clearstatement o employers requirementsand the approved brie. The ODAsprincipal design advisors willstay involved in assessing designdevelopment through the constructionperiod and at completion.


7/17

Dening and measuring good designThe measure o success o ODAprojects will be a combinationo their suitability or both Gamesand legacy requirements andthe wider contribution they maketo the economic, social and physicalenvironment in the longer term.The ODA has identifed seven coreobjectives that combine toorm a measure o each projectsperormance in meeting itsdesign requirements:

Value for moneyDelivering the ODAs Gamesand legacy requirements anddesign objectives whilst meetingagreed budgets.

On timeWorking to an immoveable deadline.

Fit-for-purposeEnsuring design and constructionquality meet Olympic, andParalympic specifcations.

LegacyProviding inrastructure and viablevenues and acilities that areretained ater the Games or thebeneft o local communities.

EnvironmentMaximising the environmentalopportunities presented by itsactivity, whilst minimising adverseenvironmental impact.

Health and well-beingTo provide or healthy liestyleopportunities during theconstruction o, and in the designo the Olympic Park and venues.

Safe and secureMaintaining the highest standardso saety and security duringconstruction, operation andmaintenance. In addition theODA is determined to ensureits ft-or-purpose and value-or-money assessments incorporatea comprehensive understandingo the wider social, economicand physical contribution eachproject can make.

1110

InclusionTo involve, communicate, andconsult eectively with stakeholdersand the diverse communitiessurrounding the Olympic Parkand venues.

Promoting equality and diversity,involving local communities andpromoting physical access andaccess to training and employmentopportunities or all.

Employment and businessTo create new employment andbusiness opportunities locally,regionally and nationally.

To help with this assessment, theODA has adopted a value matrix.CABE suggests that there are sixcore value measurements thatcan be applied to all projects tosupport cost and investmentdecisions (The Value Handbook,Getting the most rom yourbuildings and spaces, CABE 2006).

This CABE advice has been adaptedto reect ODA specifc issuesand will be used to measure gooddesign in each o its projects,see table below.

The ODA has worked with itsDelivery Partner to establish acomprehensive design managementprocess that will deliver designquality, unctionality and valueor money. At its heart is a reviewprocess at each design stagewhich is linked back to a set oprinciples set out in the projectbries. The process draws heavilyrom the CABE Design QualityIndicator (DQI) process and wherepossible, seeks to involve a widerange o stakeholders, end usersand operators in project briedevelopment and design assessment.The process is described in moredetail in the design section.

Project meets all ODA designand construction commitments.

Project delivers memorablespectator and participant experience.

Project team has demonstratedinnovative and creative designand construction techniques.

Contribution o the developmentto corporate identity, prestige,vision and reputation, demonstratingcommitment to design excellenceor to innovation, to openness,or as part o a brand image.

Clear identifcation o user andoperator needs in brie.

Inclusive design measures takento accommodate all users and sta.

Positive environment created orusers, athletes and perormers,positive working environment or sta.

Confrmation that design teamhave adopted sae and securedesign principles including securedby design and ODA requirements.

Contribution o a buildingto organisational outcomes:productivity, proftability,competitiveness and repeatbusiness, and arises roma [good, healthy and sae]working environment.

Full business case approved. Clearidentifcation o end owner and usersand/or relocation/disposal strategyin place.

The building as a commodityto be traded, whose commercialvalue is measured by the pricethat the market is willing to pay.For the owner, this is the bookvalue, or the developer thereturn on capital and proftability.Also covers issues such as easeo letting and disposability.

Value Matrix CABE defnitionHow the ODA willmeasure design value

Exchange value

Use value

Image value Project addresses issues raisedby the CABE/Design orLondon design review panel.

Project team has involved widerstakeholders in the design process.

Evidence that the projectteam have engaged with andlearned rom relevant communityand cultural orums.

Culture makes us what we are.This is a measure o a developmentscontribution to the rich tapestryo a town or city, how it relates toits location and context, and alsoto broader patterns o historicaldevelopment and a sense o place.Cultural value may includeconsideration o highly intangibleissues like symbolism, inspirationand aesthetics.

Project has identifed andadopted measures to limitenvironmental impact.

Project can identiy and adoptpositive design elements toimprove the ecological ootprint.

Project meets all ODA sustainabilityobjectives (as set out in ODASustainable Development Strategy).

The added value arising rom aconcern or intergenerational equity,the protection o biodiversity and theprecautionary principle in relation toconsumption o fnite resources andclimate change. The principles includeadaptability and exibility, robustnessand low maintenance, and theapplication o a whole lie costapproach. The immediate beneftsare to local health and pollution.

Project team has engaged andlearned rom local people inorming the design proposals.

Project meets ODA accessibilityand inclusion objectives(as set out in ODAs SustainableDevelopment and Equalityand Diversity Strategies).

Project accords with InclusiveDesign Strategy and InclusiveDesign Standards.

Developments that make connectionsbetween people, creating orenhancing opportunities or positivesocial interaction, reinorcing socialidentity and civic pride, encouragingsocial inclusion and contributingtowards improved social health,prosperity, morale, goodwill, neigh-bourly behaviour, saety and security,while reducing vandalism and crime.

CABE Defnition

How the ODA willmeasure Design Value

Social value

Environmentalvalue

Cultural value


8/17

Creativity through diversityCABE advises that the best designersalways learn rom their own andothers successul projects (CreatingExcellent Buildings, A guide orclients, CABE 2003). The ODAbelieves that the London 2012Games will be both an opportunityto showcase what has been learntby the best talents in dierent designfelds and also set benchmarksor uture design and constructionpractice. This means involvinga wide range o organisations,rom small architectural practicesand product designers, to large multi-national engineering companies.The ODA seeks to recognise andengage with companies whose stareect diversity.

The ODA will draw rom CABE,

RIBA and Greater London Authority(GLA) guidance on competitiveinterview and design competitionprocesses to ensure approachesused attract a broad range o designtalent and deliver confdence inthe successul teams ability to deliverthe quality and creative innovationsought. The design requirementsor each project will vary but theODA will use procurement routesand selection criteria that donot exclude smaller or emergingpractices. In particular it will:

identiy smaller projects (such astemporary buildings, landscapeelements, lighting) suitableor less well established frms;

encourage larger practices to workwith smaller frms in preparing bidsor larger projects (e.g. smallerfrms could work with larger frms onOlympic Village plots);

use existing contractors (such asthe larger engineering frms) to helpdevelop the design concepts osmaller less experienced consultants;

where possible ensure procurementselection criteria do not precludesmall frms by requiring overlyonerous fnancial, insurance andmanagement provisions to progressto short-listing stages.

In addition, the ODA will maintaina database o all design practicesthat have submitted tenders ordesign procurement. Companiesand individuals on the databasewill be notifed o new andemerging opportunities or projectsas they arise.

Relevance through inclusionThe ODA recognises that it hasan important role in engagingcommunities in the design process.The ODA will ocus its engagementwork on the Olympic Park and

the physical projects being delivered.It will rely on its partners (includingLOCOG, Department or Culture,Media and Sport, GLA, LDA and thefve Host Boroughs) to deliver thewider cultural programme, promotethe catalytic opportunities the Gameswill create and oster nationalpublic support.

To many, the relevance o the designprocess to their everyday lives onlybecomes apparent on completiono a project. For poorly designedbuildings or spaces this can oten betoo late, with investment wasted ondysunctional layouts or inappropriateaesthetics. The ODA believes that ithe spaces and buildings it will createare to be successul ater the Games,local communities and the widerpublic must be involved in the designprocess. Targeted communityinvolvement can help create a senseo ownership and pride and alsohelp ensure acilities

are accessible to all, regardlesso disability, age, gender or aith.

The ODA conducted an extensivecommunity engagement programmeprior to the submission o theplanning applications in February2007. It is now using the resultso that exercise to create aCommunity Engagement Strategyor the next fve years. The legacyplans and use o the OlympicPark ater 2012 is one o the mostregularly reerred to elementso the plans or the Games. It isthereore appropriate to engagelocal communities in the process odesigning the Park. The ODA will:

involve local people andvoluntary organisations in thedesign o specifc elements o

the Park (gardens, active zonesand play spaces);

support radio and other local andnational media based inormationand progress reporting; support and attend local andnational exhibitions and events;

consult local people at everystage o the planning processor each project and;

involve local communities in thedevelopment o the legacy Masterplanor the Olympic Park andneighbouring areas ater the Games.

12

This page and oppostie page: Ideas romthe design competition or the Greenway.


9/17

legacy


10/17

The power o the Games to inspireyoung people was the centre pieceo Londons 2012 winning bid. Doingmore to bring design and creativeelements o the ODA developmentprocess into schools has also beena consistent theme emerging romthe ODA community consultationprocesses. The ODA will thereorework with local schools, the fveHost Boroughs, Government and itspartners to help develop curriculummaterial, promote design, art andidea competitions and acilitateon-site provision o classroom spaceand/or design seminars or lessons.The ODA will also launch somedirect initiatives o its own, including:

VeloPark schools competitionA national competition engaging

young people in the design,

centred around the VeloPark.The competition will be launchedlater this year.

We are also looking at how we canengage children in the designconstruction process on the OlympicPark site.

Education programmeTeaming up with the LOCOGeducation programme and promotinginterest and involvement in designthrough curriculum based activities.

Sustainable development objectivesThe ODA seeks to deliversustainable development throughthe advancement o the ollowingkey objectives:

CarbonTo minimise the carbonemissions associated with theOlympic Park and venues.

WaterTo optimise the opportunitiesor efcient water use, reuseand recycling.

Biodiversity and ecologyTo protect and enhance thebiodiversity and ecologyo the Lower Lea Valley and othervenue locations.

WasteTo optimise the reduction o wastethrough design, and to maximisethe reuse and recycling omaterial arising during demolition,remediation and construction.

Transport and mobilityTo prioritise walking, cyclingand the use o public transportto and within the Olympic Parkand venues.

Supporting communitiesTo create new, sae, mixed-usepublic space, housing and acilitiesappropriate to the demographicsand character o the Lower LeaValley, adaptable to uture climates.

MaterialsTo identiy, source, and useenvironmentally ethical andsocially responsible materials.

Land, water, noise and airTo optimise positive and minimiseadverse impacts on land, water,noise and air quality.

AccessibilityTo ollow the principles o inclusivedesign in creating an Olympic Parkand venues that are:

inclusive: so everyone can use themsaely, easily and with dignity;

responsive: taking into accountwhat people say they need and want;

exible: so dierent people canuse them in dierent ways;

convenient: so everyone canuse them without to much eortor separation;

accommodating: or everyone,regardless o their age, gender,disability, aith or circumstances;

welcoming: with no disablingbarriers that might exclude somepeople; and

realistic: oering more than onesolution to help b alance everyonesneeds and recognising thatone solution may not work or all.

This will be achieved throughan Inclusive Design Strategy andInclusive Design Standards.

Engagement with key stakeholdersand disabled people on accessibilityissues will be through the BuiltEnvironment Access Panel and theAccess and Inclusion Forum.

17


11/17

19

TimescaleThe submission o the Olympic,Paralympic and Legacy Transormationplanning applications in February2007 marked the end o theMasterplanning phases o the projectand the beginning o the threedimensional transormation o theOlympic Park. The year leading upto the Beijing 2008 Games will bedefned by three principal activities:

DemolishGaining vacant possession o thewhole site and clearing existingstructures and inrastructure.

DigMass earthworks, remediationand ormation o the proposedtopography or the OlympicPark during and ater the Games.

DesignConcept development and detaileddesign work or all o the majorvenues and the landscaping o theOlympic Park.

This section describes the projectsthe ODA expect to emerge as designopportunities over the next year,and some o those that are anticipatedin the our years that ollow.

Opportunity projectsTo help acilitate t he timely establishmento project design teams, the ODAsprocurement strategy packagesthe project into clusters. Within theseclusters there are a number o designopportunities and on individualprojects there is signifcant opportunityto encourage design talent to deliversome o the more challengingtechnical requirements. The ODAwill work with LOCOG and theprocurement routes required to meetthe programme timescales togenerate and deliver high qualitydesign solutions. This will be

achieved through the selection odesign teams to deliver the besturban and design solutions possible.Current design opportunities:

The VeloPark design competitionThe ODA encouraged architectsto team up with engineers andlandscape designers so that smallerpractices and emerging talentscan compete against the moreexperienced and well-establishedfrms. The competition attracted over100 expressions o interest and theODA has short listed eight o thebest combinations o design talentor the fnal competition stage.

GreenwayThe Greenway is the public walkway,that runs through the heart o theOlympic Park. It is currently ina state o disrepair, poorly-lit andunderused. As part o the planningor the Park, the walkway will berestored and the ODA will re-designand re-build it or community use.High quality design solutions weresought through a design selectionthat actively encouraged emergingdesign talent. The proposalsrecognise the strong identity othis area and the need or a highquality enduring environment onand around the Greenway thatengages with the local community.

Energy CentreThis highly visible building is parto the design, develop, construct

and operate utilities tenders issuedin January 2007. The ODA willwork with the selected bidder toensure that the external appearanceo the building is o a quality thatis commensurate with its visibilityand provides a high qualitybackdrop or the Games and uturesurrounding legacy developments.The tender issue gives the ODArights to request alternative designsand designers and requiresthe proposals or the externalappearance o the buildings to beapproved through client and designreview at various stages.

IBC/MPCThe London 2012 I nternationalBroadcast Centre and Main PressCentre orm a cluster o buildingsin the northwest o the site, totallingover one million square eet.The ODA is currently procuring adeveloper/end user par tner to h elpdeliver the project. Tenderershave been encouraged to comeorward with strong design teamsand design quality will orm animportant part o the evaluationand assessment process.

opportunities

An artist impression o the Olympic Park ater the Games.


12/17

Forthcoming design opportunities:

Long span covered venuesVenues such as the Basketball andFencing Arenas present excitingstructural, architectural and servicesdesign challenges. To generatethe best responses the ODA will beshort-listing innovative and creativemulti-disciplinary teams o engineers,architects and other designers.

Hockey and ParalympicTennis and ArcheryThe Hockey venue and permanentmulti-sports acilities at Eton Manor,used or Paralympic Tennis andArchery provide opportunities toexplore design solutions or multipletransormations to accommodatethree dierent modes o operationduring the Olympic, Paralympic

and legacy phases o the project.Integrated design teams willbe sought that oer exiblecombinations o temporary andpermanent components capableo both rapid transormation andefcient operation.

Park bridgeThe ODA is currently seeking toidentiy an opportunity or anenhanced design approach orthe ootbridge at the heart o theOlympic Park. The ODA will beseeking integrated design teaminterest rom the best o emergingdesign, art and engineeringpractices and undertake a highprofle design competition ora bridge at this pivotal location.

Olympic design framework panelsThe ODA design team is workingwith the LDA and LOCOG to procuredesign ramework panels aimed atproviding the ODA and its partnerswith a choice o design specialistsor a wide range o project activities.In procuring these panels the ODAwill be looking or a wide rangeo creative talent rom the artlandscape, engineering, productdesign and architectural felds.The panels will be an opportunity orless well established practices toundertake smaller commissions andjoin wider collaborations o designtalent. It is envisaged that the panelswill be ocussed on three elementso the ODA programme:

Operational facilitiesWhilst most temporary operationalbuildings will be procured byLOCOG, the ODA is also likelyto construct multiple operationalbuildings and acilities includinga wind turbine, pump house,Park buildings and other utilitystructures within the Olympic Parkto support both Games and legacydevelopment proposals. Many othese will be visible componentso the public realm during and aterthe Games. There is the potentialor them to make an importantcontribution to the visitor and enduser experience and help defnethe character or the Olympic Park.

Olympic Park landscapeand public realmHaving developed a strong park-

wide design concept or theOlympic Park, the ODA will beseeking design talent to deliver thedetailed design o specifc landscapeand public realm components.These might include gardens andhorticultural structuring, suracetreatments, signage, lighting andstreet urniture.

Olympic VillageThe ODA and its developmentpartners Lendlease/First Baseare currently procuring a panelo architectural practices thatwill be used or the design othe Olympic Village. The panelwill be a mix o large andsmaller practices.

20 Opposite:Swimmingvenue,

Cologne,

Germany


13/17

23

design

Deliveringgood design

To help deliver its commitmentsto design quality the ODA hasadopted CABE advice (CreatingExcellent Buildings, A Guide orClients, CABE 2003) in establishingits client design team and designmanagement processes.

Client leadershipThe ODA has also established anexperienced design team withthe specifc remit o deliveringits corporate design commitments,working closely with LOCOG.The team is represented at everydecision making level withinthe ODA, including the ODA Boardthrough the design champion,Sir Nicholas Serota. The designadvisors within the team willsupport project teams throughevery stage o project development

and implementation and drivedesign quality and innovation.The ODA is also supported bythe Chie Advisor on Architectureand Urbanism Richard Burdett,who works across all projects todrive and assess design quality.

Design timeThe 2012 Games present a uniquetimescale or a development o thissize and complexity. CABE advisethat the start o a project is whenmost can be done to add valuethrough careul preparation andadequate time or design (CreatingExcellent Buildings, CABE 2003).The ODA programme has thereorebeen careully thought throughto balance sufcient design timewith planning, procurement andconstruction timescales. Below isa list o processes that underpin this:

in all ODA projects, work ondesign will continue in parallelwith the town planning phasesand the procurement o contractors.

the procurement approaches

adopted are design inspired.Clarity o brie and design intentwill be a critical actor in determiningwhen a contractor is procured.

in design and build cases, the ODAwill always aim to novate its existingdesign teams to contractor teamsto ensure maximum efciency andcontinuity in design progression.Where this is not appropriate andthe design team is retained by theODA or new teams are brought inor detailed design stages, contractorswill be procured early to ensurethey gain a good understanding othe design intent. Where possible thedesign development will be takenas ar as RIBA stage D/E.

the ODA design advisors willcontinue to work with project teamsand their contractors through everystage o design, construction andcompletion to urther aid consistencyand coherence to the brie anddesign aspirations.

Opposite: London 2012 Aquatics Centre in le gacy mode.


14/17


15/17

Design managementThe ODA has worked with itsDelivery Partner to establisha rigorous design managementprocess at both project andsite-wide level that will help deliverdesign quality in every projectwithin programme and costparameters. Important elementso this process include:

Design integrationThe ODA design managementprocess is managed on a day-to-day basis by a core programmedesign management team andthe project and design managersassigned by its Delivery Partner toevery project. Each project is alsoassigned an ODA project sponsorwho takes responsibility or thebrie, budget and programme.

ODA design advisors will workwith every project sponsor anddesign manager to ensure projectbries and ODA design objectivesand aspirations are met.

ODA client reviewEach project will be submitted orinternal review at every stage odesign development (based on theRIBA design stages).

The reviews will specifcallychallenge and encourage designteams to drive innovation, creativityand quality, and design advisors willbe present to represent every aspecto good design and ability to build.Each review will reer to the projectbrie as a means o testing theemerging designs adherence toODA objectives and aspirations.

ODA Design & TownPlanning BoardDesign progress is monitored andsigned o by a Design and TownPlanning Board which meetsmonthly. The Board advises theODA Board and the ODAs ExecutiveManagement Board, o a projectssuitability to progress to thenext design stage. The Board hasrecourse to reer issues to the

Chie Executive i conict ariseson any key elements o projects.

External multidisciplinarydesign review teamsDesigns are also reviewed byexternal teams with relevant sportsacility design experience toensure consistency with the brieand original design proposals,and to check technical correctnessrom RIBA stage C/D onwards.The teams will be drawn rom apanel o suitably experiencedand structured architects, structural,mechanical and electrical engineersand will also support the ODAwith any technical queries duringthe construction phase wherethe original designers have beennovated to the contracto r.

CABE/Design for London ReviewEach project is also reviewed byan external design review panel

which meets monthly and providesthe ODA with external designchallenge and scrutiny early in thedesign process. It consists orepresentatives o CABE, Design orLondon and ensures an independentand inormed review o all Olympicand Paralympic projects passingthrough the design planning stages.

Previous spread: Canary Whar Station,London and the Laben Centre orContemporary Dance, Creekside, London

Opposite: The Royal Society orthe Protection o Birds, east London

26

CollaborationFive Host BoroughsCABE SPACERIBALandscape InstituteBRE, WWF,BioRegional

Strong DesignManagementPeer ReviewDQI linked processCABE Design Review3D Collaboration System

Board Design ChampionDirector of Design &RegenerationHead of Design

Core Design TeamPrincipal Design AdvisorsAccess & Inclusion AdvisorsSustainabilityFramework PanelCABE Enabling SLAArts LeadershipSecondments: CABE Space,Design or London, BRE

ODA DeliveringQuality & Innovation


16/17

Designinga legacy

Design toolsThe ODA has a number o othertools that will help ensure that designobjectives are met. They include:

IT collaboration toolsThe ODA will establish a commonIT collaboration platorm or all oits project teams. Where possible,three dimensional modeling, crowdsimulations and clash detectionsystems will also be used to assist indesign development and the efcientintegration o projects across theOlympic Park. An e-Tendering systemis also used to improve the efciencyand speed o procurement.

Design briefsThe ODA design team works withevery project sponsor to helpdevelop a strong project design

brie which clearly states the designobjectives and critical successactors aligned with procurementrequirements. A standard brie ormathas been established to include:

geographical andtopographical context;

unctional requirements; legacy requirements; design quality aspirations; coordination with Masterplan

and wider context; sustainability objectives; access & disability objectives; health and saety objectives; inclusion, equality

and diversity objectives; security objectives; fnancial and

operational parameters.

As the detailed designs develop oreach project, the bries will alsocontinue to evolve. The ODA designteam is developing a standardemployers requirement documentwhich every project team will needto produce at around RIBA stage D.These documents will need to bereviewed and signed-o by theDesign and Town Planning Boardbeore the project can advanceto the next stage o development.In some cases, these documentswill be used as the design brie orcontractors (whether or not they havenovated ODA designers). In othersit will simply represent a statemento the design intent beore detailedconstruction drawings are preparedor tender.

Design guidance

The design team is also producingdesign guidance or the OlympicPark and or each o thedevelopment/construction zoneswithin it. The design guides will bringtogether the vision, the designprinciples, development objectivesand statements o design intent orthe London 2012 Olympic Gamesand Paralympic Games, and thetransition to legacy. The guidancewill comprise urban design criteriaor buildings, public realm, structures,bridges and streets and park andlandscape typologies. The designguides will provide an importantco-ordination tool or the strategicintegration o individual designelements and ensure consistencyin the use o materials and designdetails across the site.

Design guides will also providelinkages to a series o technicaldocuments that will contain detailedguidance to project teamson the development o designsand procurement o venues,inrastructure, utilities and landscape.These technical reports will includeperormance standards and,where applicable, constructionspecifcations, or materials,sustainability, fre, public saety,accessibility and social inclusionand security.

The Olympic Delivery Authority (ODA)is unded by the Department or Culture,Media and Sport, the Greater London Authority,the London Development Agency and theNational Lottery.

Published June 2007

Printed at an environmentally awareISO1400 certifed print er on recycled paper.

The ofcial Emblem o the London OrganisingCommittee o the Olympic Games andParalympic Games Ltd is protected by copyright. London Organising Committee o theOlympic Games and Paralympic Games Ltd2007. All rights reserved.

28


17/17

The London Organising Committee o theOlympic Games and Paralympic Games Ltd.23rd oor, One Churchill PlaceCanary Whar, London E14 5LNReception +44 (0) 203 2012 000Fax +44 (0) 203 2012 001london2012.com

Olympic Delivery AuthorityOne Churchill PlaceCanary Whar, London E14 5LNReception +44 (0) 203 2012 000Fax +44 (0) 203 2012 001london2012.com

oda design strategy

Documents