For many years, Homebush was a dump for industrial and other waste. The extent and the impact of the dumping was, in the main, unknown and not monitored or documented in any significant way. Workshops, involving contractors and the community, took place as the Property Services Group (NSW) prepared its remediation strategy. This was in 1992, prior to any announcement on the Olympics. The Value Management Workshops were hosted by the Property Services Group and focused on open communication with the community about the proposed clean-up work. The initial three-day workshop established consultation criteria to help identify the ideas, hopes and wishes of the community about the remediation methods proposed, as well as deciding on priorities for the first two projects.
On-going Planning
With no precedent for such a large remediation program, there was a need to evolve clean-up methods and legislation during the consultation and planning processes.
Originally, the management of the remediation (pre-Olympics) was the responsibility of the Homebush Bay Strategy Committee which included NSW Department of Health, WorkCover, the Environmental Protection Authority (EPA) and Department of Public Works as well as other independent experts. The Health Risk Awareness Working Party evolved from discussions between the NSW Government and ACTU (Australian Council Trade Unions). It maintained and directed OH&S (Occupational Health and Safety) programs and monitoring.
After Sydney secured the Games in 1993, the policy of information exchange was expanded to include the three main environment groups which shared in interest in the Homebush Bay site. They were Greenpeace, Green Games Watch 2000 and Auburn Greenspace. Each was invited to the value management sessions and later, provided with technical information for their comments, prior to the formal approach to the EPA for approval on clean-up methods.
Access to Information
When reports and data about these early investigations were generated, they were sent to local government bodies, placed in libraries and made available to environment groups. This information sharing exercise aimed to establish and reinforce trust between the local community and the remediation managers.
Community Input into Development of Value Management Workshops
Following the consultation with environmental organisations, community interest groups were then sought out to discuss their preferences for the clean-up. Waste Service NSW conducted a series of meetings spread over a one-week period. On each occasion a new stage of the project was considered and attendance was restricted to 30 people to give everyone a chance to be heard. At least half of the meeting time allowed discussion from the floor to address concerns. After the last meeting, minutes were distributed to everyone who had registered their concern either by telephone or attendance.
A range of options for remediation projects, as well as expected outcomes were outlined and all comments noted. A survey of groups attending the meetings on Wilson Park Stage Two, for instance, revealed 82 percent favoured the bioremediation process which was subsequently adopted. The 18 percent opposed consisted of regulatory bodies expressing their concern on some aspects of the bio-remediation, and the local Council which sought either immediate total clean up options or total removal.
The local consultation was managed by Waste Service NSW until the Enhanced Remediation Strategy was established. The process was then handed over to Homebush Bay Environment Reference Group (HBERG).
The Consultation Process: OCA Period 1994 - 2000
Following Sydney's successful bid for the Year 2000 Olympic Games, SOCOG and the Olympic Co-ordination Authority (OCA) were established. The OCA's role was to prepare the venues and accommodation for the Games and SOCOG's role was to deliver the Games themselves. In other words, OCA's job was to build the stage with SOCOG putting on the show.
With the Olympics the world's largest peacetime event, there were plenty of opportunities to pursue environmental improvement. Both SOCOG and OCA had responsibilities for Environmental Guideline implementation and very early established consultative processes on environmental issues. Initially, consultation was achieved through a number of Expert Advisory Panels which examined core issues including ecology, life cycle analysis, transport and waste. As detailed plans developed, these panels were discontinued and another consultative mechanism was created called the Olympic Environment Forum (OEF). The OEF was established to provide input into the delivery of the Year 2000 Olympic Games and its brief covered all environmental issues associated with this major event. It met every two weeks and comprised members of Greenpeace, Green Games Watch 2000, the NSW Environment Protection Authority, SOCOG and the OCA. The OEF provided input into various proposals and raised issues of concern. From time to time presentations on issues of concern would be given to OEF members.
In addition to the OEF, various sections of OCA established review panels to assist with external review of water management plans, wetlands management plans, lighting and landscaping projects and the like. Community input was generally sought in these ad-hoc processes, that were established on an as needs basis by the OCA to gain stakeholder involvement in the decision-making process.
With major ongoing projects like remediation, a dedicated consultation group was needed and in March 1998 the OCA established the Homebush Bay Environment Reference Group (HomBERG). Its charter was very specific; it was created to monitor and review the OCA's Enhanced Remediation Strategy (ERS) and make input into the strategy as it evolved. The Strategy scheduled for three years until June 30 2001, evolved from the remediation programs undertaken by the Waste Service NSW on behalf of the OCA, and focused on securing an environmental legacy from the Year 2000 Games.
Formation Of The Homebush Bay Environment Reference Group (HomBERG)
HBERG was formed in June, 1998, following an OCA forum series on pollution and remediation held over a three-week period in March. Immediately after the forum series, the NSW Minister for the Olympics, the Hon Michael Knight, announced the intention to establish the group. Membership was drawn from the community, professional environmental organisations, academics and other specialists. A HBERG Officer was engaged to organise information delivery. HBERG group ceased operation in June 2001.
HomBERG members in March 2001
IDENTIFICATION OF INFORMATION NEEDS
At the Dioxin and Beyond Forum in March, 1998, community members had identified a range of issues that required clarification.
These issues formed the basis of the Terms of Reference later adopted by HBERG:
At the inaugural meeting on June 11, 1998, David Richmond gave a welcoming address in which he stressed the importance of community involvement in monitoring and managing the Homebush Bay site. He stated that the role of the Reference Group was to mould activities of future remediation and management, that members should develop ideas about the future of the site and educate others about events associated with remediation and stressed that transfer of knowledge, and opportunities to introduce new technologies and investigate their further application were key roles for HBERG.
HomBERG Process
Administration and Meeting Support: HomBERG met every six weeks. OCA staff regularly attended as observers and to provide information. During 1998, the HomBERG Officer developed the Terms of Reference and a Draft Community Consultation Protocol. The latter was formally signed-off at the December 1999 meeting. The Terms of Reference prescribed subjects for discussion and the bounds within which meeting discussions would be held. The aim was to ensure the focus remained on pollution and remediation issues. The Community Consultation Protocol prescribed the way matters should be discussed and aimed to ensure that discussion was open, fair and honest. Click here to read the Community Consultation Protocol .
The Process of Consultation: Many members of the Group had not been involved in a consultation forum before. It has been important for these members to determine, from their viewpoint, how a two-way communication could best be conducted. The Draft Community Consultation Protocol was tabled at the first meeting. It was drawn from the Australian experience during consultation on hazardous waste, and also referred to a Canadian protocol model. The function of the protocol was to act as a yardstick to measure the success of the HBERG process.
Charter: HomBERG's charter was very specific; it was created to monitor and review the OCA's Enhanced Remediation Strategy (ERS) and make input into the strategy as it evolved. The Strategy, scheduled for three years until June 30 2001, evolved from the remediation programs undertaken by the Waste Service NSW on behalf of the OCA, and focused on securing an environmental legacy from the Year 2000 Games. When required, Site Visits and Extraordinary Meetings of HBERG were held which allowed input from the wider community on priority issues.
HomBERG members visiting Wilson Park to learn about bioremediation
Minutes: Members supported an informal format for Minutes which were structured to reflect the sequence of agenda items and retain the identify of people who contributed to discussion on each issue.
Issues: The issues raised and other case studies were presented on the OCA website, prepared by the Ecology Programs (the team who managed the Enhanced Remediation Strategy). To access this information, please contact us
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