problem. Completion and cost The Opera House was formally completed in 1973, having cost $102 million. H.R. "Sam" Hoare, the Hornibrook director in charge of the project, provided the following approximations in 1973: Stage I: podium Civil & Civic Pty Ltd approximately $5.5m. Stage II: roof shells M.R. Hornibrook (NSW) Pty Ltd approximately $12.5m. Stage III: completion The Hornibrook Group $56.5m. Separate contracts: stage equipment, stage lighting and organ $9.0m. Fees and other costs: $16.5m. The original cost and scheduling estimates in 1957 projected a cost of £3,500,000 ($7 million) and completion date of 26 January 1963 (Australia Day). In reality, the project was completed ten years late and 1,357% over budget in real terms. Strike and Workers' Control In 1972, a construction worker was fired, leading the BLF affiliated workers to demand his rehiring and a 25% wage increase. In response to this, all the workers were fired, and in revenge the workers broke into the construction site with a crowbar and brought their own toolboxes. Workers' control was applied to the site for five weeks as the construction workers worked 35 hours a week with improved morale, more efficient organization and fewer people skipping work. The workers agreed to end their work-in when management agreed to give them a 25% wage increase, the right to elect their foremen, four weeks annual leave and a large payment for their troubles. Utzon and his resignation Before the Sydney Opera House competition, Jørn Utzon had won seven of the 18 competitions he had entered but had never seen any of his designs built. Utzon's submitted concept for the Sydney Opera House was almost universally admired and considered groundbreaking. The Assessors Report of January 1957 stated: For the first stage, Utzon worked successfully with the rest of the design team and the client, but, as the project progressed, the Cahill government insisted on progressive revisions. They also did not fully appreciate the costs or work involved in design and construction. Tensions between the client and the design team grew further when an early start to construction was demanded despite an incomplete design. This resulted in a continuing series of delays and setbacks while various technical engineering issues were being refined. The building was unique, and the problems with the design issues and cost increases were exacerbated by commencement of work before the completion of the final plans. After the 1965 election of