Action is needed to guarantee the effective delivery of assets for the 2032 Brisbane Olympics and to ensure that the games deliver a lasting legacy, architects say.

As preparations ramp up on delivery of games venues, the Australian Institute of Architects (AIA) has called for measures to address critical program risks.

It calls for design expertise and robust governance to be embedded into program delivery processes.

This, said AIA Queensland Chapter President Caroline Stalker FRAIA, will help to mitigate risks associated with cost blowouts and poor operational performance whilst ensuring a legacy outcome long after the Games conclude.

“Without immediate action to embed design expertise and governance, we risk repeating the mistakes of past Olympic hosts who were left with cost overruns and poor legacy outcomes,” Stalker said.

The call comes as the Queensland Government earlier this year finalised the $7.1 billion delivery plan for venues and villages with respect to the Brisbane 2032 Olympics.

The plan involves delivery of six new venues/villages as well as upgrades to 11 additional facilities.

In its submission, the AIA says that the Olympics offers an opportunity to deliver an exceptional event and a lasting legacy.

However, it warns of risks to the Olympic building program.

These include time and cost blowouts on major projects, poor operational performance and missed opportunities for legacy outcomes.

Without action, the Institute says that these risks are significant.

Overall, it says that average cost blowouts on Summer Games and Winter Games have averaged 213 percent and 142 percent respectively.

Beyond that, in cities such as Athens and countries such as Brazil, host cities and countries have been left with huge infrastructure projects which have been constructed at enormous cost but which have not been adequately briefed and designed for ‘legacy’ mode.

This has led to abandoned stadiums and empty swimming pools which entail ongoing cost burdens but provide little income generating capacity or public/community use.

This, it says, has been driven by poorly defined project briefs and scopes, a lack of operational flexibility and legacy planning, and a lack of adequate integration with surrounding precincts.

Regarding the Brisbane event specifically, the Institute notes areas where it says that risks are evident.

As things stand, for example, the AIA submission argues that the current board of Games Independent Infrastructure and Coordination Authority (GIICA) – which is responsible for delivering the Games venues – lacks members who have suitable experience with regard to design, project management and procurement in relation to delivering either Olympic projects or mega projects.

On this score, the AIA calls for senior architectural involvement through an expansion of the role of the Office of the State Government Architect to be utilised across all aspects of project delivery.

Without a clear structure for design governance and coordination on the government side, meanwhile, there remains a risk that legacy outcomes from Games infrastructure will be either left to chance or not delivered.

This is particularly the case as a large number of major projects will be coming to market rapidly and project delivery partners will be tasked with delivering upon complex promises in high-profile and time pressured environments.

On this score, the Institute again calls for the Office of the State Government Architect to be used. Noting that the State Government Architect in Queensland is relatively poorly resourced compared to counterparts in other states, however, it calls for funding and resources of the Office to be upscaled.

In response to these matters, the AIA called for actions across several areas.

These include:

• Embedding in-house senior architectural expertise in project governance and delivery. Architects experienced in complex project delivery are urgently needed at the highest governance levels, the submission read. This includes GIICA Board, senior management, government directorates and advisory panels. Architects with suitable skills relating to in-house heritage and environmental expertise are also needed, especially for sensitive precincts like Victoria Park (where the new $3.4 billion Brisbane Stadium will be constructed).
• Empowering and expanding the Office of the State Government Architect to ensure this office leads procurement strategy, brief development, design integrity and governance. This would be based on successful Sydney 2000 models, the submission states. The Office needs to be sufficiently resourced to fulfil this expanded role, it notes.
• Procuring based on value, not lowest cost. This includes high-performing, multidisciplinary teams who are accountable for client outcomes.
• Investing in early project phases. This includes allocating time and funding to detailed briefing, site planning and iterative design in order to reduce downstream risks and cost blowouts.
• Establishing an Olympics Design Integrity Panel. This would be a multidisciplinary, independent panel that would oversee design quality and alignment with Games objectives from procurement through to delivery.

Stalker says that the importance of action cannot be overstated.

“Architects can play a pivotal role in assisting government to navigate delivery challenges she said.

“We are uniquely equipped to support cost-effective delivery, ensure long-term functionality, and achieve the Games’ legacy ambitions.”

“As momentum builds, we urge the Government to move quickly, but not at the expense of quality, functionality, or value. Rushed processes often result in inefficiencies, design errors, and costly variations.”