06.10.2010
Aviva Stadium: Socially Sustainable –
Working with the Community
Presented by:
Les McLindon – Community Liaison Officer
01
Background
•
•
•
•
•
•
LRSDC set up to manage the redevelopment of the stadium - Sept 2004
Importance of good relations with local community
recognised from the start
First meeting with local community – Oct 2004
Regular meetings throughout following 2 years as planning
permission developed
Local concerns reflected in final design – northern end
a case in point
Regular meetings, community open days, newsletters - 6000
07
Background
Planning Application January 2006
Granted 1 August 2006 – subject to the following conditions
Environmental Monitoring and Management Programme (EMMP)
which shall include continuation of community liaison programme
The EMMP shall monitor the impacts on the environment up to 1 km
from the stadium
02
Background
•Decision of Dublin City Council (DCC) appealed by local residents
- oral hearing in December 2006 – 8 days
•
Permission granted by An Bord Pleanála - 22 March 2007
with additional conditions , sections 22.1 – 22.3 refer:22.1 - The development shall not commence until a Project Monitoring
Committee (PMC)has been established under the aegis of the planning
authority
22.2 - The PMC shall assess the impacts on the environment during the
construction and operational phases of the stadium within 1 km of the stadium
and shall report in writing in June and December each year to the planning
authority
22.3 – The developer / stadium operator shall make annual payments of €75,000
to a funding programme for social & educational activities benefiting the
community .This fund was later increased to €100,000 per annum
03
Reporting Mechanism
•Project Monitoring Plan – from PMC to DCC
- DCC Planning Ref. 1086/06 and An Bord Pleanála
Ref. PL 29S.218917
•Compiled
on behalf of LRSDC by Environmental Resources
Management ( Ireland) Ltd in association with M-E Engineers,
Project Management Group and Steer Davies Gleave.
•Submitted in April 2007 to Dublin City Council
05
Aviva Stadium and the Local Community
Aviva Stadium recognised the following :- the need for the immediate local community to be
kept fully informed of activities both during
construction phase and when operational
- the need for a strong positive relationship with the
local community
- the need to have a correct PMC structure in place
- the PMC work with the local community and has
effective representation from the local community
06
Aviva Stadium and the Local Community
•
The PMC representatives of the local community represent
their community, not themselves or their individual community
bodies
•
The PMC representatives need to be part not alone of the
decision making process but also its implementation
•
The need to keep the wider community informed, this through
communications vehicles such as a website and a regular
newsletter
•
It was anticipated that the PMC would be in place prior to the
commencement of the demolition works.
10
Residents Associations
SAMRA - Sandymount & Merrion Residents
Associations
BADRA - Bath Avenue & District Residents Associations
LADRA - Lansdowne & District Resident Associations
OCGBG - O’Connell Gardens Boundary Group
Havelock Square Residents Association
Shelbourne Park Residents Association
Pembroke Residents Association
14
Project Monitoring Committee
•Section 22 of An Bord Pleanála decision to grant approval
required the remit of the PMC to:
•
Cover both the construction phase of the project and also
the operational phase once the stadium was up and running
•
During the construction phase the main focus of the PMC
was to review the monitoring of the various impacts that a
project of this scale might be expected to have ,with a view to
ensuring that their impact on the local community was
minimised
12
Project Monitoring Committee
•During this phase, a complaints procedure was
put in place to ensure that every complaint ,no
mater how trivial it might appear to have been
was logged, investigated and appropriate action
taken
•
During this period the community fund
element of the project was launched
12
Project Monitoring Committee
• Meet Monthly
• Meetings Minuted
• Minutes on Web site
Will operate during the demolition, construction and
operational phases of the development
First meeting 16 April 2007
02
Impacts to be monitored
 Noise
 Dust
 Effectiveness of street cleaning
• Construction & operational phases
 Parking
• Construction phase


• Event days (Staff , Gardai,
Ancillary services)
Hours of work – strictly adhered to
Light spill
03
Aviva Stadiums Commitment to the
Local Community
• Providing real community gain
- achieved by shaping and managing the community fund
•
Ensuring there is a robust communication programme in
place
•
Ensure there is a mechanism in place to address queries and
complaints
•
Providing a 24 hour attended telephone number
06
Monitoring Programme
Dust airborne and deposited
5 monitors throughout site
Vermin
Specialist contractor appointed
Light spill and glare
Monitored to ensure immediate
Residents not effected
Noise
10 sample locations
Vibration
4 locations – moved in line with
Demolition / construction progress
Groundwater
4 bore holes
Surface water
Weekly samples – upstream / adjacent
to site /downstream
Monitoring Programme
Ecology
Protected species survey, prior
to start e.g bats, nesting birds
Protected on site trees
Dodder Walk – fenced off
Construction traffic
Daily deliveries / removals
recorded
Parking
Off site parking will be provided
Road cleaning
Lansdowne Road to be
maintained to current condition
Construction Hours
As per planning approval
Out of hours working
Exceptional and necessary, must
have DCC approval
Project Overview
•Unique location
• Up to 1100 construction workers
• 2.9 million man hours worked
• €410 million build cost
• Hotline
• Complaints
•• Hotline
Monitoring
•• Complaints
Night works
•
•
Monitoring
Night works
Key Elements
Hotline
24/365
Initial entry to Complaints Log
Log distributed
Complete Complaints Form
Submitted to Receptionist
•
•
•
CLO responds as appropriate
to complaints raised
Closes out complaint in log
Log distributed
Mon – Friday
Receptionist
Nights / Week-ends
Security
Night Works
CLO
Complaints
•
•
•
•
•
•
First complaint logged 28 May 2007 – related to dust
883 days + 85 night possessions worked to project completion
To date 480 complaints logged from hotline
4 residents accounted for 41.7% of all complaints with one
resident alone accounting for 23.2% of complaints
Complaints in the main related to;
- Dust / Noise / Vibration / Vermin / Traffic
2 residents re-housed for duration of construction phase
Major Issues
Caused by
Dust
From demolition & ground works
Vermin
Displacement of rodent population
Light spill and glare
Lighting to illuminate night works
Noise
Rock breaking, vehicle movements
Sledging steel, generators, pumps
off loading equipment, cutting steel, cutting
concrete, pan floating
Vibration
Sheet piling, heavy equipment moving around
site
Out of hours works
Starting / Finishing before time
Parking / Traffic / Roads
Blocking residents, unauthorised parking,
heavy loads, dirty roads
Night Works
•
Due to the proximity of the rail-line, certain construction works could not
be carried out during normal site operating hours primarily due to;
–
–
–
–
•
Danger of construction machinery falling on the rail-line
Danger of construction material falling on the rail-line
Danger to construction personnel operating on/near to the rail-line
Danger of machinery/materials/personnel coming into contact with the
overhead power lines
This provided its own set of challenges in terms of minimising disruption to the
community
DCC requirements
•
•
•
•
•
•
•
Only works to be done are those contained in the Method Statement
Time to be strictly adhered to and in particular the intervals between normal
working hours and these exceptional working hours should not be used for onsite work
Noise monitoring to be carried out and results available within 24 hours
Residents to be informed of works schedule
Monitoring group to meet to review this night time activity and to decide if
further remediation is necessity
Activities must be slowed down where necessary to mitigate the impact of
noise nuisance to residents
Given the nature of the works intended there must be a clearly designated
person identified and available through the complaint hotline to deal with any
public complaints
Community Fund
•
•
•
•
•
•
•
•
Fund is €100,000 per year for the lifetime of the stadium
Applications from within the 1km radius
Decisions made by PMC
Operational since 2007
Funds distributed to date amount to €350,000
With few exceptions , projects funded to 70% max
Number of projects funded – 80+
Sample of projects funded include;
–
–
–
–
–
–
Swimming pool renovation
Boat for local sea scouts
Learning aids for local schools
Support for senior citizens groups
Computers
Summer camps
Why has our Community Liaison programme
been successful ?
Communication
Community Newsletter / individual letters
where needed
Acknowledgement
When / where there are issues
Response
24 hotline , dedicated individual to
respond to issues, immediate
Engagement
PMC Meetings / personal meetings - one
to one
Because we do “care”
Key points

Listening to the issues
– Critical throughout the formative/ planning/ construction and
now operational phases

Empathy
– the capacity to put oneself in another’s shoes.

Being patient

Never promised what could not be delivered

Keeping people informed of progress

Being pro-active and interaction
Experience’s elsewhere
Arsenal - Emirates Stadium
Liaison Committee & Regeneration Team
•
Local Area Management Plan
- Minimise adverse environmental impacts and nuisance to residents &
businesses
•
•
Stadium Travel Plan
- Achieve Modal Split Target – 88% to use other modes
Monitoring Programme
- Independent data collection & analysis – first 12 months & subsequent
seasons
- Monitor compliance of LAMP & STP
- Environmental and Safety Audits
•
Regeneration Team
- £500 k community development fund
- Harness the social & economic regeneration opportunities arising from the
project
Experience’s elsewhere
Eden Park, Auckland
Values relationships it has with its neighbours and the wider community,
committed to working closely with them to incorporate their feedback into the
Parks operations, wherever possible
•
•
Employs fulltime CLO to act as conduit to neighbours
- operates a hotline service on match days
- e-mail service to allow neighbours give feedback on the stadium
operations
Relationships with
- Auckland City Council /Auckland Regional Transport Authority /CLG
/Eden Park
Advisory Group / Local Resident Associations / Eden Albert
Community Board
Experience’s elsewhere
Yankee Stadium , New York
Mission Statement: “ The New Yankee Stadium Community Benefits Fund is a grant making foundation,
which will give grants for the purpose of improving the quality of life in the Bronx by addressing civic,
socioeconomic and or educational needs and providing social arts, health, cultural, and recreational
opportunities."
•
Yankees Stadium Benefits Fund
-
$800,000 in cash
$100,000 in sport equipment
15,000 home match tickets
All of the above for a period of 40 years
28
Into the future
What will the challenges be?
Many and varied
• Transport
• Parking
• Pre and post event operations
•
•
PMC Meetings will the forum for addressing the above
Community Fund
Meeting our obligations and delivering on
our promises
18
Contact us
For more information on this
presentation and any element
of Aviva Stadium, please
contact Les McLindon at:
Aviva
Stadium
Ballsbridge
Dublin 4
Ireland
Tel: +353 1 238 2300
Fax: +353 1 238 2333
Email:
sustainability@avivastadium.ie
www.avivastadium.ie