06.10.2010

1. 06.10.2010 Aviva Stadium: Socially Sustainable – Working with the Community Presented by: Les McLindon – Community Liaison Officer 01

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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 andcomplaints • Providing a 24 hour attended telephone number 06

14. Monitoring Programme

15. Monitoring Programme

16. Project Overview • Unique location • Up to 1100 construction workers • 2.9 million man hours worked • €410 million build cost

17. Key Elements • Hotline • Complaints • Monitoring • Night works • Hotline • Complaints • Monitoring • Night works

18. Hotline 24/365 Initial entry to Complaints Log Log distributed Mon – Friday Receptionist Complete Complaints Form Submitted to Receptionist Nights / Week-ends Security • CLO responds as appropriate • to complaints raised • Closes out complaint in log • Log distributed Night Works CLO

19. 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

20. Major Issues Caused by

21. 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

22. 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 on-site 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

23. 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

24. Why has our Community Liaison programme been successful ? Because we do “care”

25. 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

26. 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

27. 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

28. 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

29. 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

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31. 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