for that wider regeneration,” says Ainsley. “The initial
need coming from the client to redevelop or build a
new stadium brings other investment into the area and
feeds into the rest of that masterplan.”
Smooth operators
Of course, not every stadium build gets it right, but
there are a number of key criteria to help clients get the
right results. “Developing a sound business case from
the outset is really important for the success of the
project overall,” Ainsley emphasizes. However, he
cautions: “You can get stuck in a masterplanning loop,
caught up in unrealistic expectations on timelines or
not quite thinking things through properly.”
“There are a range of things around planning
that can throw up challenges that need to be
overcome. Before you get to the masterplanning
stage there is finding the right site – there is a
challenge there about getting enough land for
a stadium and having some provision for some
development around it. Planning is one of the
biggest hurdles in making sure that the
masterplan is developed in a way that is
appropriate for the approval of the local authorities
and the community.”
In addition to this, ground conditions, utilities, and site
GOOD NEIGHBORS
For any stadium development with surrounding residential
spaces, acoustics on a game day needs to be considered.
“We have computer modeling that allows us to look at
acoustic propagation through the masterplan and can look
at mitigation methods for acoustics such as the way we
landscape,” says Matt Kitson, regional director Qatar at
Hilson Moran. “We have methods to study and improve
acoustics, not only in the bowl of the stadium, but in the
acoustics breakouts to the surrounding area - and predicting
that is an important part of planning. For example, we use
those modeling techniques as part of the planning
application to show the local residents that actually
everything is going to be okay. That’s important.”
central, but a staged unfolding of involvement moves
to local authorities and the local community such as
councils, planning authorities, and investors.
“Transport authorities are important and depending
on location you might also have a strategic planning
authority. In London you are going to have the GLA
and the Mayor involved as another layer. You might
have other stakeholders depending on what other
constraints you have around a particular site.
Environmental consenting bodies, or heritage bodies,”
says Richard Ainsley, associate director of Buro
Happold’s strategy and planning team. “If you take
Tottenham Hotspur Stadium for example, there were
some listed buildings on the High Road and they
have been wrapped into that development. So, they
needed to engage quite early on with heritage
bodies. Then eventually, when the time is right,
you have the fans and the local community to
be brought along as well,” he adds.
For the Buro Happold team, masterplanning
has two elements: a general development such as
hotels and residential property around the
stadium taking typically five to ten years and the
other involving a lot more stakeholders, which
could take over 20 years to complete. “Common to
both of those issues is the stadium, which is the catalyst
“Developing a sound business case from the outset is
really important for the success of the project overall”
Richard Ainsley, associate director of strategy and planning, Buro Happold
MASTERPLANNING
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