Olympic Delivery Authority Design Strategy 2007

designing for legacy

In 2012 the eyes of the world will be on London.

In 2012, the world will be watching London, providing a rare and unique opportunity to showcase the UKs talent. But this is not just an opportunity for athletic talent. We are building a stage to host a spectacular sporting event, but we are also creating a platform to showcase architecture, design, construction and engineering talent. While we are laying the foundations for the Olympic Park, we are also laying the foundations for the urban regeneration and physical transformation of the Lower Lea Valley. None of this will be possible without a strong focus on design, innovation and creativity. There are clearly time and budget constraints. The 2012 deadline is not going to move, but delivery and functionality does not have to be at the expense of design. Well designed buildings and open spaces will not only act as a stunning backdrop in 2012 but will help connect communities and instil a sense of ownership and pride for decades afterwards. We have taken an integrated approach to ensure that design considerations are embedded into our planning, procurement and delivery from conception to the construction of every element of this project. We have made a strong start on developing the design elements of the big venues. We are working with world class design teams on the Aquatics Centre, on the Olympic Stadium and have launched a design competition with a top-class jury for the VeloPark. But design goes far beyond the main venues there are a range of design opportunities across the Park ranging from bridges and utility buildings to pathways and street furniture.

The investment into Park wide infrastructure and utilities is crucial for the smooth running of the Games. They will also ensure that the Park continues to live and breathe in legacy. They are operational features but their importance warrants a strong design led approach and we will ensure that functional features of the Park have the same design importance as the flagship venues. Design for London 201 2 will reach far beyond big architectural and design practitioners. We want to encourage up-and-coming designers to get involved as well as young people and local communities. A diverse and inclusive procurement route and community engagement have been incorporated into our design processes to provide different opportunities and ways for people who want to get involved and make their mark on this historic project. The Olympic Delivery Authoritys (ODA) Design Strategy follows the design principles set out in the Olympic, Paralympic and Legacy Transformation planning application submitted by the ODA in February 2007. It sets out how these various strands will be pulled together and how good design will be defined and delivered for both the 2012 Games and their legacy.

David Higgins Chief executive, Olympic Delivery Authority

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One of the strongest measures of the Games success will be the influence it has on design and creativity for generations to come.

The urban regeneration aspirations which underpin the London 2012 Olympic and Paralympic Games will place the UK at centre stage in a global demonstration of urban design, architectural and engineering quality, visionary planning, cultural diversity and collaboration. London 2012 and its legacy will help celebrate Londons status as a global city and act as a showcase for the best of current and emerging creative talent drawn from the UKs diverse population and from around the world. One of the strongest measures of the Games success will be the influence it has on design and creativity for generations to come. The vision for the Lower Lea Valley is to create a well connected, well designed, compact, accessible and sustainable piece of city that reflects the best of Londons urban and cultural traditions with buildings and open spaces that connect existing and new communities in east London. The Design Strategy sets out ODA objectives, aspirations and the mechanisms which will allow lasting high quality design to be delivered in the context of an immovable deadline and cost and delivery constraints. During 2006, the ODA made a number of construction commitments of which design formed a major component including: every opportunity will be taken to encourage visionary designs, including art and sculpture, and to provide opportunities for emerging designers and artists. designers will be selected according to ability and quality, together with other criteria appropriate to the scale and complexity of the project. the design will be tested using third party design reviews and other tools for assessing design quality. procurement decisions will be made on best value rather than lowest cost, use evaluation criteria and where appropriate specialist advisers.

The ODA has appointed board member Sir Nicholas Serota as design champion and established a strong design team tasked with the specific remit of helping to deliver corporate design commitments. The design team will work closely with every ODA project team to develop design briefs for each project, procure design teams and champion good design throughout the project from early concepts to completion. This strategy details how the ODA will deliver its design commitments through firm client leadership, community involvement and close engagement with the creative and cultural sectors. It has three parts: Principles page 04 The principles on which good design will be procured, measured and promoted. Opportunities page 19 The potential opportunities that will arise over the next five years. Design page 23 The design management process that will deliver its commitments to design quality.

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Opposite: Artists impression of the Olympic Park during the London 2012 Games.

Ensure the Games have a long-lasting impact on design, art and culture which extends into a regeneration legacy after the Games.

Our vision The ODA wants to ensure the Games have a long lasting impact on UK design which extends into a regeneration legacy following the Games. To achieve this, both the Games and their legacy must showcase elite performance and commitment while demonstrating the achievements of collaboration and the wider reach of Olympic and Paralympic values on everyday life. The ODA will focus attention on the benefits of good design in the built environment. In the context of wider urban regeneration, it can highlight the links between some of the more abstract areas of design and the day-to-day experiences of communities living in local urban neighborhoods. These links can be grouped under a number of themes that form the foundation stones of the Design Strategy: Developing a vision for design excellence Ensuring that the ODA acts as a good public client for talented designers by developing project briefs that inspire excellence, applying procurement methods that promote design quality (alongside value-for-money and deliverability), supporting emerging talent and ensuring that design concepts are carried through from inception to completion whatever the procurement process. Defining and measuring good design Clearly defining what the ODA means by good design quality and the use of a value matrix as a framework through which project success is measured throughout the design and business planning process.

Creativity through diversity Ensuring that a diverse range of emerging and established designers and architectural practices are given the opportunity to get involved. Relevance through inclusion Involving local people and the wider public in the design process and making design relevant to the communities of the Lower Lea Valley by targeting those from differing professional, cultural, ethnic, social and economic backgrounds. Sustainability The proposals in this strategy will be integrated with the Sustainable Development Strategy which sets out how the ODA aims to tackle issues such as climate change and waste management. The ODA will use performance measures which are integrated into the core components of both project and contract requirements for the sustainable construction of facilities, venues, infrastructure and transport.

principles
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Opposite: Royal Victoria Docklands, east London.

get involved

Developing a vision for design excellence The ODA will take the lead, in collaboration with the London Development Agency (LDA), the five Host Boroughs (Greenwich, Hackney, Newham, Tower Hamlets, and Waltham Forest) and other key stakeholders in setting a vision for what the Lower Lea Valley will be like after the Games. Every decision affecting the built environment, from the landscaping and urban Masterplan for the Olympic Park, to the detailed design of footbridges, fencing and the road layouts should support the legacy vision and engage local people. In this regard, the ODA will work closely with the London Organising Committee of the Olympic Games and Paralympic Games (LOCOG) to ensure that there is a shared vision for the Lower Lea Valley that allows the Games to be delivered on time and within budget and that a new and integrated piece of city fabric is realised in east London. To deliver design quality and follow nationally accepted design procurement methodologies, as promoted by the Commission for Architecture and the Built Environment (CABE), the Royal Institute of British Architects (RIBA) and the Mayor of London. The ODA will: develop well researched and tested briefs for all projects that clearly describe the urban and Masterplan context and set out a clear definition of what is meant by success, including clearly stated design aspirations alongside technical, delivery and financial objectives. This will require full and balanced integration between the ODA, LOCOG and other relevant stakeholders including sports operators and legacy users.

establish a clear set of design evaluation and performance criteria that allow design teams and their products to be assessed, making design and artistic excellence a priority alongside technical, delivery and cost parameters. These criteria will be focussed on: Quality evidence of design flair and innovation; evidence of excellence (eg; awards, published work, competitions, Design Quality (DQ) assessments; ability and commitment of key individuals; understanding of sustainability, accessibility, security, and safety objectives; integration with wider London 2012 Games and Legacy Masterplan objectives. Functionality methodology/approach to design; understanding of any specialist requirements (eg; sports, conservation); understanding of technical requirements (eg; structure/ services co-ordination); client references; evidence of user feedback. Delivery proposals for managing the work (eg; programme, resources, budget); approach to teamwork and collaboration; evidence of insurance track record (ie; any claims); evidence of business stability; approach to risk management (eg; relevant experience, design review); evidence of cost control.

establish and follow a tailor-made design procurement procedure that is compliant with the Official Journal of the European Union (OJEU) notice requirements for publicly funded projects and communicates the ODAs vision and aspirations for individual projects. From the outset, design quality and performance criteria will be identified as key project goals, alongside other requirements such as resources, financial standing, insurance, health and safety regulations and previous experience. This process will be applied to all forms of competitive tendering whether for two stage design competitions, competitive interviews or the development of specialist framework panels (page 20). establish a template for the evaluation of design and cultural projects with ODA appointed selection panels or juries, alongside project stakeholders and end users. Panel members are drawn from the architecture, urban and landscape design, planning and development professions. In most cases, selection panels will be supported by technical advisory panels to ensure compliance with complex briefs and integration with the Olympic Masterplan objectives. client reviews will ensure that all projects are evaluated and checked from design brief through key RIBA design stages by the ODA design team advisers and key delivery partners such as LOCOG and the LDA to ensure technical compliance, design quality and adherence to wider Masterplan objectives. to ensure all design and build contracts are high-quality, the ODA will put in place a design quality management process that allows design objectives to be monitored and evaluated against a clear statement of employers requirements and the approved brief. The ODAs principal design advisors will stay involved in assessing design development through the construction period and at completion.

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Defining and measuring good design The measure of success of ODA projects will be a combination of their suitability for both Games and legacy requirements and the wider contribution they make to the economic, social and physical environment in the longer term. The ODA has identified seven core objectives that combine to form a measure of each projects performance in meeting its design requirements: Value for money Delivering the ODAs Games and legacy requirements and design objectives whilst meeting agreed budgets.

On time Working to an immoveable deadline. Fit-for-purpose Ensuring design and construction quality meet Olympic, and Paralympic specifications. Legacy Providing infrastructure and viable venues and facilities that are retained after the Games for the benefit of local communities. Environment Maximising the environmental opportunities presented by its activity, whilst minimising adverse environmental impact.

Health and well-being To provide for healthy lifestyle opportunities during the construction of, and in the design of the Olympic Park and venues. Safe and secure Maintaining the highest standards of safety and security during construction, operation and maintenance. In addition the ODA is determined to ensure its fit-for-purpose and value-formoney assessments incorporate a comprehensive understanding of the wider social, economic and physical contribution each project can make.

Inclusion To involve, communicate, and consult effectively with stakeholders and the diverse communities surrounding the Olympic Park and venues. Promoting equality and diversity, involving local communities and promoting physical access and access to training and employment opportunities for all. Employment and business To create new employment and business opportunities locally, regionally and nationally.

To help with this assessment, the ODA has adopted a value matrix. CABE suggests that there are six core value measurements that can be applied to all projects to support cost and investment decisions (The Value Handbook, Getting the most from your buildings and spaces, CABE 2006). This CABE advice has been adapted to reflect ODA specific issues and will be used to measure good design in each of its projects, see table below.

The ODA has worked with its Delivery Partner to establish a comprehensive design management process that will deliver design quality, functionality and value for money. At its heart is a review process at each design stage which is linked back to a set of principles set out in the project briefs. The process draws heavily from the CABE Design Quality Indicator (DQI) process and where possible, seeks to involve a wide range of stakeholders, end users and operators in project brief development and design assessment. The process is described in more detail in the design section.

Value Matrix

CABE definition The building as a commodity to be traded, whose commercial value is measured by the price that the market is willing to pay. For the owner, this is the book value, for the developer the return on capital and profitability. Also covers issues such as ease of letting and disposability.

How the ODA will measure design value Full business case approved. Clear identification of end owner and users and/or relocation/disposal strategy in place.

CABE Definition

How the ODA will measure Design Value Project team has engaged and learned from local people in forming the design proposals. Project meets ODA accessibility and inclusion objectives (as set out in ODAs Sustainable Development and Equality and Diversity Strategies). Project accords with Inclusive Design Strategy and Inclusive Design Standards. Project has identified and adopted measures to limit environmental impact. Project can identify and adopt positive design elements to improve the ecological footprint. Project meets all ODA sustainability objectives (as set out in ODA Sustainable Development Strategy).

Exchange value

Social value

Developments that make connections between people, creating or enhancing opportunities for positive social interaction, reinforcing social identity and civic pride, encouraging social inclusion and contributing towards improved social health, prosperity, morale, goodwill, neighbourly behaviour, safety and security, while reducing vandalism and crime.

Use value

Contribution of a building to organisational outcomes: productivity, profitability, competitiveness and repeat business, and arises from a [good, healthy and safe] working environment.

Clear identification of user and operator needs in brief. Inclusive design measures taken to accommodate all users and staff. Positive environment created for users, athletes and performers, positive working environment for staff. Confirmation that design team have adopted safe and secure design principles including secured by design and ODA requirements. Project meets all ODA design and construction commitments. Project delivers memorable spectator and participant experience. Project team has demonstrated innovative and creative design and construction techniques.

Environmental value

The added value arising from a concern for intergenerational equity, the protection of biodiversity and the precautionary principle in relation to consumption of finite resources and climate change. The principles include adaptability and flexibility, robustness and low maintenance, and the application of a whole life cost approach. The immediate benefits are to local health and pollution. Culture makes us what we are. This is a measure of a developments contribution to the rich tapestry of a town or city, how it relates to its location and context, and also to broader patterns of historical development and a sense of place. Cultural value may include consideration of highly intangible issues like symbolism, inspiration and aesthetics.
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Image value

Contribution of the development to corporate identity, prestige, vision and reputation, demonstrating commitment to design excellence or to innovation, to openness, or as part of a brand image.

Cultural value

Project addresses issues raised by the CABE/Design for London design review panel. Project team has involved wider stakeholders in the design process. Evidence that the project team have engaged with and learned from relevant community and cultural forums.

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Creativity through diversity CABE advises that the best designers always learn from their own and others successful projects (Creating Excellent Buildings, A guide for clients, CABE 2003). The ODA believes that the London 2012 Games will be both an opportunity to showcase what has been learnt by the best talents in different design fields and also set benchmarks for future design and construction practice. This means involving a wide range of organisations, from small architectural practices and product designers, to large multinational engineering companies. The ODA seeks to recognise and engage with companies whose staff reflect diversity. The ODA will draw from CABE, RIBA and Greater London Authority (GLA) guidance on competitive interview and design competition processes to ensure approaches used attract a broad range of design talent and deliver confidence in the successful teams ability to deliver the quality and creative innovation sought. The design requirements for each project will vary but the ODA will use procurement routes and selection criteria that do not exclude smaller or emerging practices. In particular it will: identify smaller projects (such as temporary buildings, landscape elements, lighting) suitable for less well established firms; encourage larger practices to work with smaller firms in preparing bids for larger projects (e.g. smaller firms could work with larger firms on Olympic Village plots); use existing contractors (such as the larger engineering firms) to help develop the design concepts of smaller less experienced consultants;

where possible ensure procurement selection criteria do not preclude small firms by requiring overly onerous financial, insurance and management provisions to progress to short-listing stages. In addition, the ODA will maintain a database of all design practices that have submitted tenders for design procurement. Companies and individuals on the database will be notified of new and emerging opportunities for projects as they arise. Relevance through inclusion The ODA recognises that it has an important role in engaging communities in the design process. The ODA will focus its engagement work on the Olympic Park and the physical projects being delivered. It will rely on its partners (including LOCOG, Department for Culture, Media and Sport, GLA, LDA and the five Host Boroughs) to deliver the wider cultural programme, promote the catalytic opportunities the Games will create and foster national public support. To many, the relevance of the design process to their everyday lives only becomes apparent on completion of a project. For poorly designed buildings or spaces this can often be too late, with investment wasted on dysfunctional layouts or inappropriate aesthetics. The ODA believes that if the spaces and buildings it will create are to be successful after the Games, local communities and the wider public must be involved in the design process. Targeted community involvement can help create a sense of ownership and pride and also help ensure facilities

are accessible to all, regardless of disability, age, gender or faith. The ODA conducted an extensive community engagement programme prior to the submission of the planning applications in February 2007. It is now using the results of that exercise to create a Community Engagement Strategy for the next five years. The legacy plans and use of the Olympic Park after 2012 is one of the most regularly referred to elements of the plans for the Games. It is therefore appropriate to engage local communities in the process of designing the Park. The ODA will: involve local people and voluntary organisations in the design of specific elements of the Park (gardens, active zones and play spaces); support radio and other local and national media based information and progress reporting; support and attend local and national exhibitions and events; consult local people at every stage of the planning process for each project and; involve local communities in the development of the legacy Masterplan for the Olympic Park and neighbouring areas after the Games.

This page and oppostie page: Ideas from the design competition for the Greenway.

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legacy

The power of the Games to inspire young people was the centre piece of Londons 2012 winning bid. Doing more to bring design and creative elements of the ODA development process into schools has also been a consistent theme emerging from the ODA community consultation processes. The ODA will therefore work with local schools, the five Host Boroughs, Government and its partners to help develop curriculum material, promote design, art and idea competitions and facilitate on-site provision of classroom space and/or design seminars or lessons. The ODA will also launch some direct initiatives of its own, including: VeloPark schools competition A national competition engaging young people in the design, centred around the VeloPark. The competition will be launched later this year. We are also looking at how we can engage children in the design construction process on the Olympic Park site. Education programme Teaming up with the LOCOG education programme and promoting interest and involvement in design through curriculum based activities.

Sustainable development objectives The ODA seeks to deliver sustainable development through the advancement of the following key objectives: Carbon To minimise the carbon emissions associated with the Olympic Park and venues. Water To optimise the opportunities for efficient water use, reuse and recycling. Biodiversity and ecology To protect and enhance the biodiversity and ecology of the Lower Lea Valley and other venue locations. Waste To optimise the reduction of waste through design, and to maximise the reuse and recycling of material arising during demolition, remediation and construction. Transport and mobility To prioritise walking, cycling and the use of public transport to and within the Olympic Park and venues. Supporting communities To create new, safe, mixed-use public space, housing and facilities appropriate to the demographics and character of the Lower Lea Valley, adaptable to future climates. Materials To identify, source, and use environmentally ethical and socially responsible materials. Land, water, noise and air To optimise positive and minimise adverse impacts on land, water, noise and air quality.

Accessibility To follow the principles of inclusive design in creating an Olympic Park and venues that are: inclusive: so everyone can use them safely, easily and with dignity; responsive: taking into account what people say they need and want; flexible: so different people can use them in different ways; convenient: so everyone can use them without to much effort or separation; accommodating: for everyone, regardless of their age, gender, disability, faith or circumstances; welcoming: with no disabling barriers that might exclude some people; and realistic: offering more than one solution to help balance everyones needs and recognising that one solution may not work for all. This will be achieved through an Inclusive Design Strategy and Inclusive Design Standards. Engagement with key stakeholders and disabled people on accessibility issues will be through the Built Environment Access Panel and the Access and Inclusion Forum.

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An artist impression of the Olympic Park after the Games.

Timescale The submission of the Olympic, Paralympic and Legacy Transformation planning applications in February 2007 marked the end of the Masterplanning phases of the project and the beginning of the three dimensional transformation of the Olympic Park. The year leading up to the Beijing 2008 Games will be defined by three principal activities: Demolish Gaining vacant possession of the whole site and clearing existing structures and infrastructure. Dig Mass earthworks, remediation and formation of the proposed topography for the Olympic Park during and after the Games. Design Concept development and detailed design work for all of the major venues and the landscaping of the Olympic Park.

This section describes the projects the ODA expect to emerge as design opportunities over the next year, and some of those that are anticipated in the four years that follow. Opportunity projects To help facilitate the timely establishment of project design teams, the ODAs procurement strategy packages the project into clusters. Within these clusters there are a number of design opportunities and on individual projects there is significant opportunity to encourage design talent to deliver some of the more challenging technical requirements. The ODA will work with LOCOG and the procurement routes required to meet the programme timescales to generate and deliver high quality design solutions. This will be achieved through the selection of design teams to deliver the best urban and design solutions possible. Current design opportunities: The VeloPark design competition The ODA encouraged architects to team up with engineers and landscape designers so that smaller practices and emerging talents can compete against the more experienced and well-established firms. The competition attracted over 100 expressions of interest and the ODA has short listed eight of the best combinations of design talent for the final competition stage.

Greenway The Greenway is the public walkway, that runs through the heart of the Olympic Park. It is currently in a state of disrepair, poorly-lit and underused. As part of the planning for the Park, the walkway will be restored and the ODA will re-design and re-build it for community use. High quality design solutions were sought through a design selection that actively encouraged emerging design talent. The proposals recognise the strong identity of this area and the need for a high quality enduring environment on and around the Greenway that engages with the local community. Energy Centre This highly visible building is part of the design, develop, construct and operate utilities tenders issued in January 2007. The ODA will work with the selected bidder to ensure that the external appearance of the building is of a quality that is commensurate with its visibility and provides a high quality backdrop for the Games and future surrounding legacy developments. The tender issue gives the ODA rights to request alternative designs and designers and requires the proposals for the external appearance of the buildings to be approved through client and design review at various stages. IBC/MPC The London 2012 International Broadcast Centre and Main Press Centre form a cluster of buildings in the northwest of the site, totalling over one million square feet. The ODA is currently procuring a developer/end user partner to help deliver the project. Tenderers have been encouraged to come forward with strong design teams and design quality will form an important part of the evaluation and assessment process.

opportunities
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Forthcoming design opportunities: Long span covered venues Venues such as the Basketball and Fencing Arenas present exciting structural, architectural and services design challenges. To generate the best responses the ODA will be short-listing innovative and creative multi-disciplinary teams of engineers, architects and other designers. Hockey and Paralympic Tennis and Archery The Hockey venue and permanent multi-sports facilities at Eton Manor, used for Paralympic Tennis and Archery provide opportunities to explore design solutions for multiple transformations to accommodate three different modes of operation during the Olympic, Paralympic and legacy phases of the project. Integrated design teams will be sought that offer flexible combinations of temporary and permanent components capable of both rapid transformation and efficient operation. Park bridge The ODA is currently seeking to identify an opportunity for an enhanced design approach for the footbridge at the heart of the Olympic Park. The ODA will be seeking integrated design team interest from the best of emerging design, art and engineering practices and undertake a high profile design competition for a bridge at this pivotal location. Olympic design framework panels The ODA design team is working with the LDA and LOCOG to procure design framework panels aimed at providing the ODA and its partners with a choice of design specialists for a wide range of project activities. In procuring these panels the ODA will be looking for a wide range of creative talent from the art landscape, engineering, product design and architectural fields. The panels will be an opportunity for less well established practices to undertake smaller commissions and join wider collaborations of design talent. It is envisaged that the panels will be focussed on three elements of the ODA programme:

Operational facilities Whilst most temporary operational buildings will be procured by LOCOG, the ODA is also likely to construct multiple operational buildings and facilities including a wind turbine, pump house, Park buildings and other utility structures within the Olympic Park to support both Games and legacy development proposals. Many of these will be visible components of the public realm during and after the Games. There is the potential for them to make an important contribution to the visitor and end user experience and help define the character for the Olympic Park. Olympic Park landscape and public realm Having developed a strong parkwide design concept for the Olympic Park, the ODA will be seeking design talent to deliver the detailed design of specific landscape and public realm components. These might include gardens and horticultural structuring, surface treatments, signage, lighting and street furniture. Olympic Village The ODA and its development partners Lendlease/First Base are currently procuring a panel of architectural practices that will be used for the design of the Olympic Village. The panel will be a mix of large and smaller practices.

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Opposite: Swimming venue, Cologne, Germany

Delivering good design

To help deliver its commitments to design quality the ODA has adopted CABE advice (Creating Excellent Buildings, A Guide for Clients, CABE 2003) in establishing its client design team and design management processes. Client leadership The ODA has also established an experienced design team with the specific remit of delivering its corporate design commitments, working closely with LOCOG. The team is represented at every decision making level within the ODA, including the ODA Board through the design champion, Sir Nicholas Serota. The design advisors within the team will support project teams through every stage of project development and implementation and drive design quality and innovation. The ODA is also supported by the Chief Advisor on Architecture and Urbanism Richard Burdett, who works across all projects to drive and assess design quality.

Design time The 2012 Games present a unique timescale for a development of this size and complexity. CABE advise that the start of a project is when most can be done to add value through careful preparation and adequate time for design (Creating Excellent Buildings, CABE 2003). The ODA programme has therefore been carefully thought through to balance sufficient design time with planning, procurement and construction timescales. Below is a list of processes that underpin this: in all ODA projects, work on design will continue in parallel with the town planning phases and the procurement of contractors. the procurement approaches adopted are design inspired. Clarity of brief and design intent will be a critical factor in determining when a contractor is procured. in design and build cases, the ODA will always aim to novate its existing design teams to contractor teams to ensure maximum efficiency and continuity in design progression. Where this is not appropriate and the design team is retained by the ODA or new teams are brought in for detailed design stages, contractors will be procured early to ensure they gain a good understanding of the design intent. Where possible the design development will be taken as far as RIBA stage D/E. the ODA design advisors will continue to work with project teams and their contractors through every stage of design, construction and completion to further aid consistency and coherence to the brief and design aspirations.

design
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Opposite: London 2012 Aquatics Centre in legacy mode.

Design management The ODA has worked with its Delivery Partner to establish a rigorous design management process at both project and site-wide level that will help deliver design quality in every project within programme and cost parameters. Important elements of this process include: Design integration The ODA design management process is managed on a day-today basis by a core programme design management team and the project and design managers assigned by its Delivery Partner to every project. Each project is also assigned an ODA project sponsor who takes responsibility for the brief, budget and programme. ODA design advisors will work with every project sponsor and design manager to ensure project briefs and ODA design objectives and aspirations are met. ODA client review Each project will be submitted for internal review at every stage of design development (based on the RIBA design stages).

The reviews will specifically challenge and encourage design teams to drive innovation, creativity and quality, and design advisors will be present to represent every aspect of good design and ability to build. Each review will refer to the project brief as a means of testing the emerging designs adherence to ODA objectives and aspirations. ODA Design & Town Planning Board Design progress is monitored and signed off by a Design and Town Planning Board which meets monthly. The Board advises the ODA Board and the ODAs Executive Management Board, of a projects suitability to progress to the next design stage. The Board has recourse to refer issues to the Chief Executive if conflict arises on any key elements of projects.

External multidisciplinary design review teams Designs are also reviewed by external teams with relevant sports facility design experience to ensure consistency with the brief and original design proposals, and to check technical correctness from RIBA stage C/D onwards. The teams will be drawn from a panel of suitably experienced and structured architects, structural, mechanical and electrical engineers and will also support the ODA with any technical queries during the construction phase where the original designers have been novated to the contractor. CABE/Design for London Review Each project is also reviewed by an external design review panel which meets monthly and provides the ODA with external design challenge and scrutiny early in the design process. It consists of representatives of CABE, Design for London and ensures an independent and informed review of all Olympic and Paralympic projects passing through the design planning stages.

ODA Delivering Quality & Innovation

Board Design Champion Director of Design & Regeneration Head of Design

Strong Design Management

Core Design Team

Peer Review DQI linked process CABE Design Review 3D Collaboration System
Previous spread: Canary Wharf Station, London and the Laben Centre for Contemporary Dance, Creekside, London Opposite: The Royal Society for the Protection of Birds, east London

Principal Design Advisors Access & Inclusion Advisors Sustainability Framework Panel CABE Enabling SLA Arts Leadership Secondments: CABE Space, Design for London, BRE

Collaboration Five Host Boroughs CABE SPACE RIBA Landscape Institute BRE, WWF, BioRegional

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Designing a legacy

Design tools The ODA has a number of other tools that will help ensure that design objectives are met. They include: IT collaboration tools The ODA will establish a common IT collaboration platform for all of its project teams. Where possible, three dimensional modeling, crowd simulations and clash detection systems will also be used to assist in design development and the efficient integration of projects across the Olympic Park. An e-Tendering system is also used to improve the efficiency and speed of procurement. Design briefs The ODA design team works with every project sponsor to help develop a strong project design brief which clearly states the design objectives and critical success factors aligned with procurement requirements. A standard brief format has been established to include: geographical and topographical context; functional requirements; legacy requirements; design quality aspirations; coordination with Masterplan and wider context; sustainability objectives; access & disability objectives; health and safety objectives; inclusion, equality and diversity objectives; security objectives; financial and operational parameters.

As the detailed designs develop for each project, the briefs will also continue to evolve. The ODA design team is developing a standard employers requirement document which every project team will need to produce at around RIBA stage D. These documents will need to be reviewed and signed-off by the Design and Town Planning Board before the project can advance to the next stage of development. In some cases, these documents will be used as the design brief for contractors (whether or not they have novated ODA designers). In others it will simply represent a statement of the design intent before detailed construction drawings are prepared for tender. Design guidance The design team is also producing design guidance for the Olympic Park and for each of the development/construction zones within it. The design guides will bring together the vision, the design principles, development objectives and statements of design intent for the London 2012 Olympic Games and Paralympic Games, and the transition to legacy. The guidance will comprise urban design criteria for buildings, public realm, structures, bridges and streets and park and landscape typologies. The design guides will provide an important co-ordination tool for the strategic integration of individual design elements and ensure consistency in the use of materials and design details across the site. Design guides will also provide linkages to a series of technical documents that will contain detailed guidance to project teams on the development of designs and procurement of venues, infrastructure, utilities and landscape. These technical reports will include performance standards and, where applicable, construction specifications, for materials, sustainability, fire, public safety, accessibility and social inclusion and security.

The Olympic Delivery Authority (ODA) is funded by the Department for Culture, Media and Sport, the Greater London Authority, the London Development Agency and the National Lottery. Published June 2007 Printed at an environmentally aware ISO1400 certified printer on recycled paper. The official Emblem of the London Organising Committee of the Olympic Games and Paralympic Games Ltd is protected by copyright. London Organising Committee of the Olympic Games and Paralympic Games Ltd 2007. All rights reserved.
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