Architectural Competitions.pdf

Architectural competitions
Student name: Payman Bahjat Abdulsamad
Moodle Email: payman.bahjat@gmail.com
Year: 5th
Course: second
Course code: EA5203 Professional Practice
Instructor: Shorash Salam Hassan
Date: 7/1/2020
A report submitted to the
Department of Architecture Engineering,
College of Engineering
University of Duhok

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TABLE OF CONTENT
Table of content.......................................................................................................................................2
INTRODUCTION.....................................................................................................................4
APPROPRIATE CONDITIONS FOR A COMPETITION ...............................................................5
2.1 APPROPRIATE CONDITIONS .....................................................................................................5
2.2 INAPPROPRIATE CONDITIONS..................................................................................................5
TYPES OF COMPETITION .......................................................................................................7
3.1 IDEAS COMPETITIONS ..............................................................................................................7
3.2 OPEN COMPETITIONS...............................................................................................................7
3.3 COMMISSIONED COMPETITIONS.............................................................................................7
3.4 STUDENT COMPETITIONS ........................................................................................................7
3.5 Staging......................................................................................................................................7
3.5.1 One-stage competitions...................................................................................................7
3.5.2 Two-stage competition ....................................................................................................8
Design Competition Variables...............................................................................................9
4.1 Size of project...........................................................................................................................9
4.2 Qualifications ...........................................................................................................................9
4.3 Selectivity .................................................................................................................................9
4.4 Compensation ..........................................................................................................................9
4.5 Jury composition ......................................................................................................................9
4.6 Stages in competition...............................................................................................................9
Competition Goals and Outcomes..................................................................................... 11
5.1 Project ................................................................................................................................... 11
5.2 Idea........................................................................................................................................ 11
5.3 Product.................................................................................................................................. 11
5.4 Prototype............................................................................................................................... 11
Competition Entrants......................................................................................................... 12
6.1 Open competition ................................................................................................................. 12
6.2 Limited competition.............................................................................................................. 12
6.3 Invited competition............................................................................................................... 12
The Role.............................................................................................................................. 13
7.1 The Role Of The Client........................................................................................................... 13
7.2 The Role Of The Competitor.................................................................................................. 13
7.3 Professional Competition Advisor (Advisor) ......................................................................... 14
7.3.1 Remuneration................................................................................................................ 14
7.3.2 Accepting the Position................................................................................................... 14

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7.3.3 Tasks.............................................................................................................................. 14
Running a Competition ...................................................................................................... 16
8.1 Establishing Organization and Structure............................................................................... 16
8.2 Pre-competition organizational tasks ................................................................................... 16
8.3 Competition organizational tasks.......................................................................................... 16
8.4 Post-competition organizational tasks.................................................................................. 17
The Design Brief ................................................................................................................. 18
9.1 History and Background........................................................................................................ 18
9.2 Design intent ......................................................................................................................... 18
9.3 Criteria................................................................................................................................... 18
9.4 Site Visit................................................................................................................................. 18
9.5 Site Information .................................................................................................................... 18
9.6 Space Requirements.............................................................................................................. 18
The Competition Jury....................................................................................................... 19
10.1 Obligations ............................................................................................................................ 19
10.2 Jury Selection ........................................................................................................................ 19
10.3 Jury Composition................................................................................................................... 19
10.4 The Jurors.............................................................................................................................. 19
10.5 The Jury Chair........................................................................................................................ 19
10.6 The Jury’s Report................................................................................................................... 20
Estimating the costs of a competition ............................................................................. 21
11.1 Method for the calculation of prize money .......................................................................... 21
Example Open International Competition for the development of the Admiral
Serebryakov embankment part ............................................................................................................ 22
References............................................................................................................................................. 25

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INTRODUCTION
the competition process is the appropriate way to solicit design submittals. Understanding
needs, aspirations, and vision, whether as a sponsor or designer, is critical in deciding whether
to move forward with a competition process. This revised handbook is organized and
designed to assist in facilitating those decisions. This process, however, once begun, is not so
much different than in the past. The competition sponsor must run competitions carefully and
judiciously. The Institute, as in the past, recommends that sponsors inform themselves
thoroughly about the detailed procedures, methods, and techniques needed to run a successful
competition.
Competitions have become more complex. It is often necessary for the sponsor or benefactor
of the competition to rely heavily on other parties, such as an advisory board and certainly a
professional adviser, probably the most significant addition to the competition process since
the guidelines were last published. The adviser guides the sponsor through the entire
competition process, with the team constructed as a three- or possibly four-legged stool: the
sponsor, the adviser, the jury, and often staff acting as the legs. If an advisory board is
utilized, it is also directly available to the sponsor for advice
The well-run design competition requires:
 A conscientious sponsor
 A competent professional adviser
 A thorough and carefully written program
 Complete graphic and other illustrative materials
 Fair and precise rules governing the competition
 Clear submission requirements
 A realistic schedule
 A qualified jury
 Appropriate prizes and/or stipends
 Arrangements for publicizing the winning design

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APPROPRIATE CONDITIONS FOR A
COMPETITION
It is important to determine first if the design competition method is the appropriate process
for procuring design services. Understanding the needs and aspirations of the project is
critical in deciding whether to move forward with a competition. Sponsors, in particular, must
be aware of the trade-off between design competitions and more traditional design
procurement procedures
2.1 APPROPRIATE CONDITIONS
Once the sponsor is satisfied that the competition method meets the needs as a selection
process, the sponsor must ascertain that the project itself and the organization of the
competition are established under appropriate conditions. Design competitions can be used for
a wide range of design opportunities, such as residential housing, office buildings, libraries,
museums, art galleries, courthouses, schools, and public spaces. In each case, the sponsor
must consider if the project:
 Requires a wide degree of design exploration
 Is on an important or unusual site
 Features a type of structure that deserves a fresh examination by the design
community
 Might greatly influence subsequent design work for the project type or its location
 Will generate additional public interest with positive benefits.
2.2 INAPPROPRIATE CONDITIONS
Projects that do not guarantee fair and equitable treatment for all competitors violate a central
principle of design competitions. Even if the competition method is selected, and the specific
project conditions are appropriate, there are other conditions that might interfere with a good
competition.
Both the sponsor and the architect must consider that projects may be inappropriate for
competitions when any of the following conditions exist:
 Short schedules: There must be adequate time to plan, organize, manage, and judge a
competition
 Project without adequate funding: Although the expense of holding a competition is a
modest one relative to total project costs, initial funding is essential
 Project for which an adequate development budget is not available: A project where
the sponsor hopes that a design chosen in competition will either help raise funds or
generate sufficient interest to make eventual construction possible is time-consuming
and seldom successful
 Project for which the sponsor does not offer sufficient prizes

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 The sponsor is unwilling to establish a qualified jury
 The sponsor has not appointed a professional advise
 Project without a sound and adequately developed program A design competition
should not be held to search for programmatic needs but rather to discover different
ways of addressing such needs
( the american institute of architecture)

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TYPES OF COMPETITION
Project competitions Project competitions lead directly to the construction of a specific
project on a specific site. The objective in holding such a competition is to select the best
design and architect for the project who will be commissioned to develop the design and
complete the project.
3.1 IDEAS COMPETITIONS
Ideas competitions can be held for projects that may or may not be built. They are useful to
explore significant design issues or design opportunities for significant sites.
3.2 OPEN COMPETITIONS
Open competitions permit any architect to enter the competition and are appropriate where:
 all competing architects have an equal opportunity to be selected on the basis of
design merit
 the design objectives can be clearly stated
 the project requires the widest exploration of potential solutions.
Limited or select competitions Limited or select competitions restrict entry for specific
reasons, such as:
 the architect residing within a specified area
 budget restrictions
 awareness of and sensitivity to local, regional or cultural issues
 small projects.
3.3 COMMISSIONED COMPETITIONS
Commissioned competitions are appropriate where the client wishes to have the design
options for a project investigated by a small number of architects whose work is of interest.
The architects are paid a fee to cover the costs of their work.
3.4 STUDENT COMPETITIONS
Student competitions are limited to those enrolled in a recognised architecture course.
Winners are usually awarded a scholarship, fellowship or travel prize.
3.5 STAGING
3.5.1 One-stage competitions
One-stage competitions select a winner and other prize-winning designs in one step. For
ideas competitions and real projects of moderate size, a one-stage competition is usually
sufficient to explore the design options for a project.

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3.5.2 Two-stage competition
Two-stage competitions are appropriate for complex projects. They encourage architects to
undertake a broad exploration of design concepts in the first stage and allow detailed
development of limited number of designs in the second stage.
A two-stage competition:
 attracts more entries by reducing the amount of work required in the first-stage
submission
 is an excellent process for selecting a limited number of promising concepts that can
be further developed in the second stage; and
 provides the opportunity for comments by the client and the jury to be incorporated in
second stage development.
(the royal australian institute of architecture)

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DESIGN COMPETITION VARIABLES
Just as every program and site is unique, there are many variables to design competitions.
Eight specific variables are identified in this section. They describe a continuum of criteria
which should be considered carefully in determining the kind of competition that is
appropriate for a specific project
4.1 SIZE OF PROJECT
Small projects or simple programs lend themselves to competitions that can be open to many
designers, including students and architects with less experience in the project genre. Smaller
projects might be more open to out-of-the box solutions and may be held to shorter schedules
Larger facilities or more complex programs are more often limited to invited participants, due
to the expense of the process and the product and the need for longer time frames.
4.2 QUALIFICATIONS
When the sponsor of the project wants the widest exposure, or ideas that are the widest
ranging explorations, the competition could be open to anyone, including students and other
stakeholders.
4.3 SELECTIVITY
There is a wide range of selectivity that can be applied. A general open call to architects,
announced in the professional press, government solicitations, or other approaches, is the
most common, and could elicit hundreds of entries with a wide range of quality. If the sponsor
is primarily interested in exposure or press, or wants ideas alone, this is quite popular, but the
competition brief must be up-front about the goals.
4.4 COMPENSATION
As the expectation for more elaborate final products increases (including models, renderings,
digital simulations, etc.), or as the projects grow more complex (requiring engineering and
cost estimates), the need to consider carefully the appropriate compensation becomes
particularly critical.
4.5 JURY COMPOSITION
In this case they are favoring specific understanding of the particular project and its
community in picking a winner
4.6 STAGES IN COMPETITION
The classic competition is done in a single stage. The call for entries goes out, a program brief
is provided to those who inquire, and the final design concepts are submitted on the date
required.

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two-stage procedures include an open first stage, similar to a request for qualifications (R
FQ), which requires some background and relevant experience rather than any design work.
From this open stage a limited group is selected, but a much wider group of architects is
provided an opportunity without incurring an inordinate expense
Another form of two-stage competition tries to address the lack of participation by staff or
stakeholders in the design process.
Adviser engaged , it is recommended that all competitions have a professional adviser and an
advisory board
Product expected Finally, it cannot be stressed enough how important it is to be both clear and
realistic about the expectations for the final product

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COMPETITION GOALS AND OUTCOMES
5.1 Project
This leads to the erection of a specific project on a defined site. The goal is to select the
design solution that is judged to be the best and to select the architect who will be
commissioned to develop the design and realize the project.
5.2 Idea
These competitions are held for projects that are not intended to be built. They are useful as
explorations of significant design issues but are limited insofar as they stop short of
realization. Nevertheless, idea competitions can stimulate interest in untried possibilities. The
subjects for idea competitions should be carefully chosen. Designers are likely to be wary of
entering idea competitions that promote or advance a narrow interest, that fail to benefit either
the public or the profession, or whose benefits are limited because the ideas cannot be applied
or realized.
5.3 Product
These competitions are generally sponsored by manufacturers interested in the promotion of
particular types or brands of building materials. Designers may be reluctant to enter such
competitions because they are frequently of more benefit to the manufacturers than the
participants.
5.4 Prototype
These competitions are generally sponsored by corporations interested in the prefabrication
of various kinds of structures. Architects may be wary of entering prototype competitions
unless the prize-winning designers are appropriately rewarded and their copyrighted or
patented features adequately protected.

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COMPETITION ENTRANTS
Competition entrants are two types:
6.1 OPEN COMPETITION
These competitions are addressed to the entire national or international architectural
community. They may be entered by any licensed architect. Usually, open competitions
permit entries for architectural designers, students, or other design professionals, provided
they associate themselves with an architect.
The purpose of such an association is to assure a sponsor that the design concept being
offered in a project competition has come from an experienced professional and can be
realized should it be selected. Idea competitions and some project competitions are even more
“open.” They permit students, unlicensed architectural designers, and professionals in various
design fields to enter their submissions directly.
Open competitions are most appropriate when all architects have an equal opportunity to be
selected on the basis of design merit and the project requires the widest exploration of
potential solutions made possible by an open competition.
6.2 LIMITED COMPETITION
These competitions restrict the submission of entries to a specific set of architects, such as
those who reside within a specified area, are licensed to practice within a specified area, are
licensed to practice within a particular state, or who satisfy other conditional requirements.
Budget restrictions, a desire to make use of local talent, an awareness of and sensitivity to
local or regional styles and concerns, or a small-scale project that requires a site inspection
may all suggest limiting a design competition to those architects living in a specified area or
with specific qualifications or expertise.
6.3 INVITED COMPETITION
Invites a limited number of designers to enter.

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THE ROLE
7.1 THE ROLE OF THE CLIENT
The role of the client is crucial to the success of a design competition. When commissioning
an architectural design competition, the client is obliged to run it in accordance with the
procedures set out in the competition conditions. Prize money, fees and honorariums must all
be paid as promised. Any contract for ongoing professional services must be awarded in
accordance with the competition rules.
The client should act in good faith using their best endeavors to ensure that the project is
completed, wherever possible.
The cost, time and effort involved in holding a design competition depend on the complexity
of the project A limited competition e.g. for a small project may be run over a few months at
modest cost, while an open two-stage competition, attracting hundreds of entries, for a
complex major project, will be a more expensive and longer process.
The winner should be given the 1st prize money and if the project proceeds this becomes part
of the fee.
A senior client employee with the appropriate delegation will be identified as the Advisor’s
principal point of contact.
The client employee will be responsible for:
 preparing the design brief and cost limitation
 preparing any submissions that are required
 scheduling the order of events
 assisting in the selection of a jury
 planning for logistics and handling
 ensuring the competition conditions reach the competitors
 displaying the entries for jurors
7.2 THE ROLE OF THE COMPETITOR
The role of the competitor is to meet their professional responsibilities by acknowledging the
competition rules in any design they prepare, in particular by respecting the budget and
program requirements for the competition and the client’s statement of design intent.
Competitors must respect confidentiality requirements and restrictions regarding media
statements or comments contained in the competition rules.
Competitors must not attempt to contact the client, or any member of the jury. All enquiries
must be directed to the nominated Competition Advisor

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7.3 PROFESSIONAL COMPETITION ADVISOR (ADVISOR)
A competent Advisor can be critical to the success of a design competition. As a consultant to
the client, the Advisor is the person most directly responsible for planning, organising and
running a design competition.
The Advisor is an impartial intermediary between the client, the jury, a steering committee or
reference group, and where appropriate, the RAIA. To ensure impartiality, the Advisor should
be an independent architect capable of managing a competition objectively, with the welfare
of all participants in mind. The Advisor must have no pecuniary or vested interest in the
project
Selecting a Professional Competition Advisor
The Advisor should be an independent architect experienced in professional practice who has:
 the respect of peers
 previous experience as an Advisor, juror or competitor
 technical knowledge of the competition process
 the ability to translate the client’s objectives into appropriate competition procedures
 a belief in the value of the specific competition
 sensitivity to the client’s goals.
7.3.1 Remuneration
Generally, the Advisor will be paid for advice and service. The amount will vary according to
the value of the project and the amount of work required. The Advisor may receive a fixed
fee, a retainer or an
hourly fee, which must be negotiated between the client and the Advisor. An agreement
concerning the fee and the reimbursement of expenses must be reached prior to
commencement of the competition process.
7.3.2 Accepting the Position
In accepting the position of Advisor, the architect agrees to conduct a design competition
under conditions that are fair to both sponsor and competitors. The position of Advisor should
only be accepted with the understanding that it requires a significant professional
commitment.
7.3.3 Tasks
The Advisor and the client should establish a detailed program for the competition, with the
responsibilities of the client and the Advisor clearly described.

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During the course of a design competition the Advisor will normally be responsible for:
 determining the feasibility of holding a competition
 examining the client’s program, site and budget
 suggesting an appropriate competition format and its likely cost
 drafting appropriate competition rules
 assisting in the preparation of a design brief or selecting a brief writer
 assisting in the selection of a jury
 obtaining endorsement from the RAIA
 advising on appropriate specialist consultants, if needed
 planning the logistics of the competition process
 screening registrants for eligibility
 drafting the competition announcement
 answering competitors’ questions
 facilitating the judging process
 checking designs for compliance with competition rules
 assuring the proper payments are made.

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RUNNING A COMPETITION
the steps typically required to run a successful competition. These are as follows: j
Establishing organization and structure j Developing a competition program j Estimating
expenses and determining authority
8.1 ESTABLISHING ORGANIZATION AND STRUCTURE
Once the sponsor has decided to hold a competition and determined its type, the sponsor
should establish an organizational structure, along with assigned tasks, realistic schedules, and
defined milestones.
8.2 PRE-COMPETITION ORGANIZATIONAL TASKS
The sponsor and professional adviser, unless otherwise noted, most often takes the lead to:
 Establish the competition guidelines and entry rules .
 Write the competition program .
 Develop the competition budget .
 Establish registration procedures, exhibit handling, and competition compliance
protocols, which may also include obtaining fine arts insurance to protect entries
 Identify and secure competition administration support spaces (offices, storage,
phones, computers, printers, etc.) for staff and materials involved in the competition
 Develop and coordinate the competition jury and establish the judging procedures and
guidelines (jury leader along with professional adviser, facilitated by sponsor) j
Establish the competition schedule and identify key milestones, including activities for
the sponsor and adviser, that lead up to and follow the competition.
 Develop an awards structure, which can range from trophies to monetary prizes to
commissions and other professional opportunities, depending on the budget j Collect,
organize, and reproduce a useful project database including maps, photographs,
drawings, reports, etc.
 Identify support organizations and businesses such as reproduction houses, catering,
photography, exhibit handling, packing, and postage

8.3 COMPETITION ORGANIZATIONAL TASKS
In this phase, some of the responsibilities extend to the members of the jury and the jury
chair. The professional adviser and sponsor are still the lead for these tasks, working along
with the jury representative, where noted. In the competition phase they:
 Receive and respond timely to questions from prospective competition participants j
Process and review competition entries, either physical exhibits or electronic
submissions, for compliance, entry product labeling and handling; organize materials
for jury review, etc.
 Initiate jury panel and judging process, including arranging meeting(s) in a physical
space or organizing jury reviews electronically (professional adviser and jury leader)

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 Make arrangements for a blind jury process (professional adviser and jury leader) j
Record jury deliberations and communicate comments and responses, as required, to
facilitate analysis and selection of competition winners (jury and professional adviser)
 Select winner(s) and determine awards (jury and professional adviser) j Carry out due
diligence to ensure competition rules and guidelines are followed (professional
adviser)
 Engage publicity for winners, jury, and sponsor
8.4 POST-COMPETITION ORGANIZATIONAL TASKS
The final phase of the design competition offers opportunities for celebration, organization,
and collaboration. Again, the professional adviser and the sponsor work together as the lead,
sometimes aided by other team members where noted, to:
 Arrange awards ceremony, displays, traveling exhibits, and/or publicity to announce
results
 Arrange for return of all entries and follow-up communications with all competition
participants
 Follow up to establish the legal aspects of ownership and copyright details (see
“Estimating Expenses and Determining Authority” below)
 Enter into potential agreements or legal arrangements for continuing professional
services (sponsor and legal consultant)

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THE DESIGN BRIEF
Checking the brief The Advisor, in checking the client’s brief should balance the stated
requirements with the competitor’s freedom of design interpretation.
9.1 HISTORY AND BACKGROUND
The brief should include a concise, relevant history of the project along with an outline of the
client’s, interests and intentions.
9.2 DESIGN INTENT
The brief should inspire the imagination of potential competitors with a clear expression of
the client’s design objectives.
9.3 CRITERIA
The brief should include the criteria that the jury will use in evaluating the entries.
9.4 SITE VISIT
The brief may require or recommend that all competitors visit the site. The client should
arrange the inspection. If a site visit is considered mandatory, the client should determine that
each competitor and the jury have made a proper visit to the site.
9.5 SITE INFORMATION
Competitors must be provided with a detailed site plan with levels at an appropriate scale and
showing all adjacent buildings. This should be supplied in hard copy and digitally.
9.6 SPACE REQUIREMENTS
A brief for a building project must include the area requirements, and:
 list areas function and size
 describe the relationships between various areas or departments
 describe any special functional considerations, such as security needs or special
equipment
 describe any special environmental or climatic considerations
 outline any requirements for the disabled.

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THE COMPETITION JURY
The selection of an appropriately qualified jury ensures expert judgement in the competition
judging process.
10.1 OBLIGATIONS
It is a jury’s obligation to abide by the competition conditions when making its judgement. It
is therefore essential that before agreeing to serve prospective jurors carefully examine the
competition conditions. In accepting the position, jurors agree to:
 have no contact with any of the competitors
 evaluate entries at the time established for judging
 respect and maintain the anonymity of the submissions
 abide by the requirements of the competition conditions
 refrain from introducing considerations in addition to, or contrary to those described in
the conditions x make every effort to arrive at a consensus in the selection of a winner
 submit a report explaining their decisions
10.2 JURY SELECTION
The client, in consultation with an Advisor will appoint the jury. The objective is to assemble
a small group of highly qualified, relevant designers capable of exercising sound judgement.
10.3 JURY COMPOSITION
Generally the jury should have from three to five members. Three jurors ensure different
points of view are examined while five allows specialists or other relevant jurors to be
included in decision making. Competition juries may be composed of the following:
 relevant practising design professionals
 relevant scholars/academics
 designers from fields related to the requirements of the competition
 representatives of the client and/or eventual users.
10.4 THE JURORS
The appointment of a balanced jury serves as an important assurance to competitors that the
competition has been well organised.
10.5 THE JURY CHAIR
The client may either appoint a jury Chair or leave the selection to the jurors themselves. In
either case, the primary function of the Chair is to ensure that the jury’s deliberations proceed
in a fair and orderly way. After a winner is selected, the Chair supervises the writing of the
jury report.
Technical Advisors to Jury

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It may be necessary in some competitions for the client to appoint one or more technical
advisors to assist the jury with specific aspects of the brief, and to provide advice on the
competition entries during the judging process.
10.6 THE JURY’S REPORT
After making its final selection, the jury must write a report explaining its decision. The report
of a jury has three basic functions:
 written evidence to competitors, the client and the public that the evaluation and
selection procedures were executed with fairness and care, thus conferring legitimacy
on the prize winning designs
 an educational document that describes the criteria for evaluating the design, thus
stimulating the use of competitors and discussion among design professionals, users
and the public
 an historic document that lists the winners and explains why specific designs were
chosen.
The jury report is presented directly to the client. With the announcement of the competition
results, the report becomes a public document.
A jury report should be accurate, comprehensive and succinct. Each juror should have ample
opportunity to offer comments and suggestions, but the report as a whole should speak with
one voice. The report should:
 list the award winning designs and honourable mentions
 make an appropriate statement of the reasons for the jury’s decision in regard to each
entry.

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ESTIMATING THE COSTS OF A COMPETITION
It is important to define the audience that may participate or submit entries to the competition.
A broader audience makes for a greater range of entries and, in turn, affects the judging effort.
The number of entries will have a direct effect on the budget.
The costs incurred in holding a competition may include:
 Fees and expenses of the professional adviser including administrative facilities or
offices, desks, phones, computers, etc.
 Travel and/or honoraria expenses for jurors, rental space, and other jury meeting
expenses
 Honoraria or stipends for the finalists
 Prize money awarded to winning designers and possibly other finalists
 Managerial and administrative expenses of the sponsor, including staff time,
advertising, printing, mailing, photography, handling, insurance, storage, meeting
space rental, and exhibit of entries
 Marketing, publicity, and press outreach
11.1 METHOD FOR THE CALCULATION OF PRIZE MONEY
 For competitions in which contestants are required to produce a design, the total prize
money will be equal to the schematic design fee that would be due to an architect
working under a direct commission.
 The RAIA current Fee Guide for conventional projects is the reference for
determining the appropriate total prize money.
 There shall be three prizes awarded. The prize money is to be allocated as follows; 1st
prize 60%, 2nd.prize 30% and 3rd.prize 10%
 For competitions in which the project is to be constructed the winner shall be
commissioned as the project architect and the first prize money shall be credited
against the fees due for the commission.

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EXAMPLE OPEN INTERNATIONAL
COMPETITION FOR THE DEVELOPMENT OF THE ADMIRAL
SEREBRYAKOV EMBANKMENT PART
In 2018, Novorossiysk (Krasnodar region) will become a venue for the international
investment project aimed at developing business tourism and MICE services. The purpose of
the project is to form a recreation and tourism cluster, one of a kind in Russia. Being the
largest business cluster in Novorossiysk, its infrastructure is designed to host international
business events, professional exhibitions and education programs.
The cluster will create new jobs in the region and significantly increase the capacity of tourist
accommodation in the city. The project will be carried out as a part of the public private
partnership model. The first step will be to hold an international professional competition
aimed at developing a comprehensive architectural and urban planning concept of the cluster
which should comply with the requirements for international business events.
The International Supervisor of the competition is Anja Sofia Ehrenfried, a partner of the
EDDEA architecture firm and expert in architecture and urban planning. The competition is
set up on the initiative of Ltd. Pyatnitsa and Joint stock company United Energy Construction
Corporation. The Organizing Committee and the Project Consultant is the Agency for
Strategic Development “CENTER”.
The competition is supported by the Government of Krasnodar region and the city of
Novorossiysk. Russian and International companies (consortium members or with the
Representative office at the RF territory) that unites specialists in the field of architecture,
territory and facility development, economics and financial modeling, MICE-tourism and
marketing, as well as other relevant specialists are welcome to participate in the competition.
The competition proposals should include a strategy for functional programming, architectural
and urban-planning concept, as well as a financial and economic model. To enter the
competition, participants need to complete an application form on the official website at
www.novocluster.com by January 22, 2018. At the first (qualifying) stage, participants are
required to provide a portfolio of completed projects showing their relevant experience in
comprehensive area development.
The projects will be carried out during the second phase of the competition. Only the best
three teams will be chosen to compete at this stage.
The total prize pool of the Competition is 8,100,000 rubles, plus taxes and fees. The finalists
of the second stage will be awarded a contract for development of the concept, for which they
will receive 1,700,000 rubles compensation.
 The winner of the second stage will receive an additional bonus of 1,500,000 rubles.
 The runner-up of the competition will receive an additional bonus of 1,000,000 rubles.
 The third-ranked finalist will receive an additional bonus of 500,000 rubles
The competition results
1st place
Consortium leader: Zaha Hadid
Limited (United Kingdom)

23
Consortium members
 Pride (Russia);
 Rider Levett Bucknall (United Kingdom);
 Habidatum (Russia);
 Landscape company Arteza (Russia);
 “Anotherarchitect” (Germany);
 Lawrence Barth, Architectural Association School of Architecture (United Kingdom);
 PwC (Russia).
2nd place
Consortium leader: PROGRESS (Russia)
Consortium members
MIRALLES TAGLIABUE EMBT (Spain);
Cushman & Wakeﬁeld (Russia).
3rd place
Consortium leader: PROJECTSERVICE (Russia)
Consortium members
Agence Rudi Ricciotti Architecte (France);
JNC international s.a. (Belgium);
NLTR Practice (Russia);
MIKAZ (Russia).
Figure 1:1ST
place proposal (1) Figure2:1st
place proposal (2) Figure 3:1st
place proposal (3)
Figure 4:2nd
place proposal (1) Figure 5:2nd
place proposal (2) Figure 6:2nd
place proposal (3)

24
(Novorossiysk)
Figure 7:3rd
place proposal (1) Figure 8:3rd
place proposal (2) Figure 2:3rd
place proposal (3)

25
REFERENCES
(Novorossiysk)

Architectural Competitions.pdf

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