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Appendix A

Finance and Resources

Facilities Management

Operational Priorities Plan for 2009-2013

The University of Western Australia 8 November 2011

Operational Priorities Plan for 2009-2013 Contents

The University of Western Australia 8 November 2011

Finance and Resources, Facilities Management

Version

Document History

Version Comment

0.1 Authored by Helen Whitbread and Geraldine Tan

0.2 Reviewed by Helen Whitbread and Gordon Walsh

0.3 Reviewed by Scott Logan and Rob McCormack

0.4 Revised to include operational projects and financial modelling

0.5 Reviewed by Bob Farrelly and FPG (FM)

Operational Priorities Plan for 2009-2013 Contents

The University of Western Australia – Facilities Management

Table of Contents

Executive Summary

Introduction 1

Context 1

Strategic Direction............................................................................................................................ 1

Guiding Principles............................................................................................................................. 1

Development of the Plan 1

Structure of the Plan 1

UWA Sustainable Development Plan 2011 - 2014 1

Energy.....................................................................................................................................4

Water................................................................................................................................. ….6

Recycling.................................................................................................................................9

Transport................................................................................................................................13

Built Form...............................................................................................................................15

Landscape..............................................................................................................................18

Procurement...........................................................................................................................20

Communication and Engagement..........................................................................................23

Appendices

Appendix 1: Roadmap for Sustainable Development at UWA

Appendix 2: Sustainable Development Workshops Results

Appendix 3: Operational Initiatives

Appendix 4: Financial Modelling

Appendix 5: UWA Sustainable Development Summer Scholarships 2010/11

Appendix 6: Sustainable Development Plan Timeline and Capital Cost Summary

Appendix 7: Sources of Information

Sustainable Development Plan 2010 - 2013


EXECUTIVE SUMMARY

The Sustainable Development Plan 2011 – 2014 (SD Plan) provides a strategic plan to guide the University’s sustainable development for the next 3 years. The SD Plan addresses a key Operation Objective within the OPP, which is to “make UWA an environmentally sustainable community”, while being mindful of the other aspects of sustainability, i.e., social and economic sustainability. The SD Plan approaches sustainable development in the areas of:

Operational and technical aspects (principally in Facilities Management)

Policies (to be administered by Faculties, Sections, Schools,.)

Research (Faculties, Research Centres)

Communication and community engagement (all areas)

The SD Plan is structured into 8 focus areas, namely, Energy, Water, Recycling, Transport, Built Form, Landscape, Procurement and Communication and Engagement. With the exception of Procurement and Communication and Engagement, the strategic and operational objectives within each focus area have been guided by consultative workshops conducted in 2010, and encompassing all sections of the University.

Within each focus area, the strategic objectives, operational objectives and implementation strategies are outlined. These inform the strategic direction of the SD Plan. The SD Plan also proposes some initiatives to help achieve the operational objectives. These initiatives are supported by preliminary feasibility studies and high-level financial modelling. These initiatives form the operational section of the SD Plan. The operational section of the SD Plan is provided within the Appendices and is subject to ongoing review to finalise costs. Once finalised, the operational initiatives will be considered within the annual budget review.

The key recommendations arising from the Plan are:

To accept in principle the proposed targets pending further detailed feasibility studies and annual review, in order to demonstrate UWA’s commitment to sustainability and maintain its standing within the GO8 and international universities community

To develop, ratify and implement sustainability policies within each of the key focus areas. This is to be done in consultation with key stakeholders and reviewed by a working party to ensure that they are in line with the University’s strategic direction

To support the planning of a user pay system in the areas of Energy, Water and Built Form (space)

To develop a ratings / measurement tool for Built Form and Landscape in order to develop baseline data and assess the performance of future initiatives in those areas

To support further planning and business modelling of initiatives to assess their financial viability. If adopted, the funding for these projects will be subject to approval through the annual budget and planning review

To develop sub-Plans for Transport (completed), Recycling and Communication and Engagement, in order to provide further details and costed recommendations in those focus areas.

To support student scholarships in sustainable development research

Sustainable Development Plan 2010 - 2013


Introduction

This UWA Sustainable Development Plan 2011 – 2014 (SD Plan) outlines the University’s plans to progress the sustainable future that is clearly articulated in the University’s Operational Priorities Plan (OPP) 2009-2013. OPP strategies have been formulated with due consideration to the expected impacts on the University’s triple bottom line (social, environmental and economic). The OPP also includes a specific operational objective which aims at making the University environmentally sustainable with a focus on meeting the requirements of the National Greenhouse and Energy Reporting Act.

The SD Plan translates the University’s commitment to sustainable principles and practices into a set of clear plans and programs designed to advance the University’s vision of a more sustainable future. The SD Plan covers all facets of University life, from teaching and research activities, building and infrastructure, to community engagement and procurement, establishing optimal sustainable development for an expanded university.

Context

The SD Plan has been developed in the context of the University’s direction articulated in the OPP with specific focus on making UWA an environmentally sustainable community. An overview of the OPP, and how this plan aligns with the overall direction described in the OPP, together with the guiding principles underpinning the SD Plan and steps taken to develop this plan are provided below.

Strategic Direction

The SD Plan has been formulated in the context of the University’s mission to “advance, transmit and sustain knowledge and understanding through the conduct of teaching, research and scholarship at the highest international standards, for the benefit of the Western Australian, Australian and international communities” and its vision to “achieve international excellence”. The University has articulated its vision with the following defining characteristics:

High quality, as the pervading criterion for all our activities

Comprehensive, with a broad teaching and research profile in the arts, sciences, and professions

Selective, within a comprehensive base, to develop particular areas of research strength and emphasis

Research-intensive, with a strong teaching and research nexus across all our disciplines

Internationally focussed, for both the content and standards of our activities

Technologically innovative, to maximise our flexibility

Responsive, to meet the needs of the community, our students and our graduates

It has been developed to advance the direction articulated in the OPP which includes the following over-arching Strategic Objectives:

To improve the quality of the student learning experience;

To improve the quality and impact, and productivity of research and research training;

To improve the University’s positioning and reputation, and to develop strategic relationships and community engagement; and

To develop our people and resources.

The SD Plan addresses a key Operational Objective, namely:

Sustainable Development Plan 2010 - 2013 Page 1


PR6: To make UWA an environmentally sustainable community

The SD Plan builds on the associated implementation strategies articulated in the OPP (listed below).

Implementation StrategiesPR6.1 Develop a University strategic framework for environmental sustainability

PR6.2 Operate within local, national and international environmental legislation and standards

PR6.3 Increase the understanding of sustainability amongst our staff, students and community

Guiding Principles

The development of this SD Plan has been guided by the following principles and associated pathways:

Critical Principles PathwaysThe University as a role model

By leading through research and practice in sustainable development initiatives

Clarity of goals By setting and communicating ambitious and realistic goals for all aspects of the University to maximise sustainable development potential

Building on the University’s research strengths

By achieving excellence in research that can proactively contribute to solving complex problems involved in creating a sustainable organisation and world

A precautionary approach to environmental sustainability

By ensuring the lack of full scientific understanding is not used to justify postponing measures designed to prevent likely irreversible environmental damage

Commitment across all levels of the organisation

By considering sustainable development issues in the University’s decision-making, planning and management processes

Inclusiveness and integration

By seeking engagement and participation from the University’s community in all aspects of sustainable development

Shared responsibility for outcomes

By promoting and encouraging sustainable development ethos to ensure every member of the University community is aware of their responsibilities

Benefits being shared by all

By fostering sustainable development values in our students and staff, through research, teaching, and operations

Development of the Plan

In 2009 the University of Western Australia introduced three key initiatives to significantly advance a commitment to ensuring sustainable development of the university into the future.

The first of these was the introduction of the Vice Chancellors Sustainable Development Committee (VCSDC) comprising a broad cross section of the university’s research, education and administrative community. Following the appointment of the VCSDC, a planning workshop was conducted to



canvas key principles and goals to guide the development of a Sustainable Development Plan for The University of Western Australia resulting in a Roadmap for Sustainable Development at UWA, shown in Appendix 1.

The second key initiative was the formation of a new Environmental Sustainable Development (ESD) business unit within Facilities Management. The primary focus of the ESD Business unit is to work with representatives from across the University to develop the UWA Sustainable Development Plan, the third key initiative.

In 2010, a series of consultative workshops, encompassing a broad cross –section of the University community, were carried out in key focus areas of sustainability to inform the SD Plan. The results of these workshops are shown in Appendix 2. In 2011, the University will launch the Sustainable Development Plan 2011 – 2014 which will prioritise its sustainability initiatives for the next few years and help it meet its environmental goals.

Structure of the Plan The SD Plan has been structured into 8 focus areas. These focus areas are Energy, Water, Recycling, Transport, Built Form, Landscape, Procurement and Communication and Engagement.

For each focus area, the whole of UWA baseline data has been provided where available. In most cases, the baseline year of 2008 was chosen, as the mandatory National Greenhouse and Energy Reporting Act (NGER) was introduced that year, giving rise to more stringent record keeping and reporting standards. Most G08 Universities have also adopted the 2008 baseline. A key performance indicator (KPI) (e.g., ‘tonnes of greenhouse gases emitted’ for Energy) was chosen as well as proposed reduction targets. The proposed targets strongly correlate with the Sustainable Development targets of other G08 Universities.

The strategic section of the SD Plan outlines the strategic objectives as well as operational objectives and associated implementation strategies. The operational section of the SD Plan provides a list of proposed initiatives or recommendations to help achieve the performance targets and is shown in Appendix 3.

Within Appendix 3, the estimated reduction in KPI and the financial details of the initiatives are provided. The estimates provided are highly indicative due to the difficulty in predicting actual system performance, staff and student responsiveness and the variability between sites and buildings. Furthermore, all costs are ball park figures, derived from feasibility studies carried out by external consultants, advice from internal technical expertise or student research findings. The financial evaluations of the initiatives are provided in Appendix 4, together with the general parameters and assumptions used in calculations and modelling. Although indicative, the information provided, such as discounted payback periods, assists with decision making regarding project viability and prioritisation.

Subsequent to the adoption of the Strategic SD Plan, detailed operational plans in the form of Project Initiation Documents (PIDs) or Sustainable Development sub-Plans will be submitted for endorsement through the university governance system. In addition to the sub-Plans, the SD Plan is supported by various Facilities Management annual operational, business and management plans and programs, which are the coordinated efforts of various sections within Facilities Management. These documents will contain more detailed information and provide an annual review of the SD Plan.



UWA Sustainable Development Plan 2011 - 201 4

Focus Area: Energy

Strategic Objective: To demonstrate commitment to achievement of world’s best practice in energy conservation, management and research

Description: Energy use at UWA comprises approximately 80% electricity, 15% gas and 5% from other fuels. Electricity use at UWA comprises approximately 20% in lighting, 15% in central chilled water production and distribution, 25% in heating, ventilation and air-conditioning (HVAC) and other mechanical services and 40% in equipment, such as computers and research equipment. Gas is mainly used in hot water and heating water boilers (90%) and in kitchens and research equipment (10%). 95% of UWA energy is procured from energy retailers, Alinta and Synergy. The electricity rate increased by 17% in July 2010 and the gas rate increased by 80% in March 2011 as a result of contract renewals (3 and 5 year terms respectively). Another factor that will affect energy costs is the Carbon Pollution Reduction Scheme (CPRS). There is currently uncertainty surrounding the CPRS, however, for the purposes of financial analysis, a rate of $10 per tonne of CO2-e emitted, imposed from 2012 onwards, has been assumed.

Baseline Data: 43,000 tonnes CO2-e emissions (2008 levels)

Proposed Targets: 20% reduction (i.e., 34,400 tonnes CO2-e emissions) by 2020 from 2008 levels37% actual reduction (from 2020 levels)

Figure 1. UWA Greenhouse gas (CO2-e) emissions from energy use



Operational Objectives (Energy)

Operational Objectives Implementation Strategies Stakeholders TimeframeOperational Initiatives

(Appendix 3)Executive endorsement of Energy related policies and procedures

Develop or update a set of energy related policies and procedures consistent with the UWA policy framework

These policies may include but are not limited to the following: Energy conservation policy Building management and occupation policy Travel related policies (e.g., fleet vehicles and air travel)

Seek endorsement and ratification of policies via the appropriate approvals process

FM / University Secretary

2013 E1

Monitoring and reporting of energy consumption for each building

Installation of monitoring and reporting hardware and software

Develop a plan to introduce reporting system to building users, including display location and exposure, education and awareness program, etc.

FM 2013 E3

Reducing energy use through user accountability (user pay system)

Develop a plan of a user pay system

Seek support and feedback of stakeholders

Engage Finance Officer to implement and administer system

FM/ FS / Faculties and

Sections2013 E2

Improving energy efficiency of buildings

Review viability of technical improvements in building services, e.g., lighting, air-conditioning

Where viable, submit for inclusion in annual Life Cycle Renewal or Minor Works capital budgets

FM 2014 E4,E5,E6

Improving energy efficiency of equipment

Review viability of technical improvements in equipment

Develop PIDs for approvals and implementationFM 2014 E7

Increasing the percentage of energy produced from renewable sources

Conduct feasibility studies for on-site or off-site renewable energy generation

Develop PIDs for viable renewable energy projects

FM / Graduate Research School / Faculties

TBA E8



Focus Area: Water

Strategic Objective: To responsibly manage water through conservation, re-use, research and innovation

Description: UWA uses approximately 260,000 kL of scheme water This cost includes a charge for all waste water discharged to the sewer. At UWA, scheme water is used mainly in toilets (50%), air-conditioning cooling towers (30%), research equipment (10%), wash down equipment (including in kitchens) (6%) and swimming pools (3%). UWA uses approximately 125 kL of groundwater, most of which is returned to the aquifer. Groundwater is used mainly for irrigation as well as pre-cooling of the MCS building. Groundwater usage is monitored by the Department of Water and UWA is currently not charged for its groundwater use. However, this may change in the future. UWA uses minimal stormwater and greywater, due to the high costs of retrofitting and maintaining water harvesting and recycling installations. However, stormwater re-use has been used successfully in the manufacture of deionised water in the MCS building. It is not known if the cost of water will increase in the future, however, UWA water usage may increase by approximately 4,000 kL with the completion and occupation of the new Oceans Institute in 2014.

Baseline Data: 222,000kL (11.4 kL/EFTSL) (2008 levels)

Proposed Target: 20% reduction (i.e., 180,000 kL / 7.11 kL / EFTSL) by 2020 from 2008 levels

38% actual reduction (from 2020 levels)

Figure 2. UWA water use (kL)



Operational Objectives (Water)


(Appendix 3)Executive endorsement of Water related policies and procedures

Develop or update a set of water related policies and procedures consistent with the UWA policy framework

These policies may include but are not limited to the following: Water conservation policy Irrigation water policy Stormwater policy Industrial Waste Management policy



2013 W1

Monitoring and reporting of water consumption for each building

Installation of monitoring and reporting hardware and software

Develop a plan to introduce reporting system to building users, including display location and exposure, education and awareness program, etc.

FM 2014 W3

Reducing water use through user accountability (user pay system)

Develop a plan of a user pay system

Seek support and feedback of stakeholders

Engage Finance Officer to implement and administer system

FM / FS / Faculties and

Sections2013 W2

Increase the percentage of recycled water use

Review viability of water harvesting and re-use systems

Where viable, submit for inclusion in annual Infrastructure capital budgets

FM 2014 W6

Reduce mains water use in buildings and grounds

Review viability of water saving technologies in toilets and research equipment

Where viable, submit for inclusion in annual Life Cycle Renewal, Infrastructure or Minor Works capital budgets

FM 2014 W4, W7, W9

Reduce mains water use in Central Plant cooling towers

Conduct feasibility studies in ways to reduce or re-use waste water from Central Plant

FM / Graduate Research

TBA W5




(Appendix 3) Where viable, submit for inclusion in Infrastructure capital budget School



Focus Area: Recycling

Strategic Objective: Aim for Zero Waste through reduction and recycling programs and research

Description: UWA produced approximately 400 tonnes of waste in 2010. Approximately 50% of this waste is recycled. The rate of waste disposal (general and co-mingled recycled) generally increases about 3.5% per year. The University currently recycles cardboard, plastics, batteries, toner cartridges and e-waste. The proposed recycling target is to achieve Zero Waste by 2020. This will be supported by an onsite storage facility to manage waste streams. Ideally this should be integrated into a Services Precinct which will contain similar industrial activities.

Baseline Data: 194 tonnes general waste / 182 tonnes recycled waste (2008 levels)

Proposed Target: Zero Waste (100% recycled waste) by 2020

(a)



(b)

Figure 3. UWA Waste (tonnes) (a) Business as Usual and (b) Zero Waste by 2020



Operational Objectives (Recycling)


(Appendix 3)Executive endorsement of Recycling and waste related policies and procedures

Develop or update a set of recycling related policies and procedures consistent with the UWA policy framework

These policies may include but are not limited to the following: Green procurement policy Waste management policy Demolition and construction waste policy


FM / University Secretary / Strategic

Procurement

2013 R1

Establish services precinct for recycling operations

Incorporate recycling waste collection facility within services precinct as per Campus Plan 2010

Incorporate planning and design of facility with future capital projects within the services precinct

FM 2014 R5

Ensure efficient waste management operations to maximise recycling and minimise contamination

Develop a Recycling Plan including; maintaining a network of recycling stations throughout

the campus and within buildings centralising the management of skip bins to minimise

contamination

FM 2012 R5

Maximise recycled content of building materials

Develop a measurement tool to capture recycled content of building materials in all building and refurbishment projects

Include specification for recycled content of building materials within building guidelines and policies

FM 2013 R2

Minimise demolition and construction waste to landfill

Develop a measurement tool to capture amount of building waste recycled

Include specification for construction waste management within building guidelines and policies

FM 2013 R3

Review feasibility of an on-site organic waste facility (bio-gas)

Conduct feasibility study for an on-site facility where organic waste can be converted to bio-gas for campus use


2013 R4




(Appendix 3) Possible student research opportunity School



Focus Area: Transport

Strategic Objective: To provide students, staff and visitors equitable, efficient and reliable access to, from and between UWA campuses

Description: At UWA, there is a heavy reliance on single occupancy vehicles (SOV) as a means of commuting. However, the decrease in percentage of trips made by single occupancy vehicles and the increase in uptake of public transportation, from 2003 to 2010, particularly by students, is encouraging. This is a result of the University’s efforts in the promotion of active commuting as well as its policy of maintaining the number of carparking bays to 3420. As a Strategic Specialised Centre (under Directions 2031), the university is well placed to capitalise on high volume transport initiatives to reduce the carbon footprint resulting from travel related emissions. This section of the SD Plan is supported by the UWA Transport Plan.

Baseline Data: 61% of trips made by staff and 38% of trips made by students are via single occupant vehicles (SOV) (2010 levels)

Proposed Target: 20% reduction (i.e., 50% of trips made by staff and 30% of trips made by students are via SOV) by 2020 (from 2010 levels)

Figure 4. Proportion of all trips to and from UWA by travel mode for staff and students in 2003 and 2010



Operational Objectives (Transport)


(Appendix 3)Executive endorsement of UWA Transport Plan (underway)

Develop a strategic Transport Plan for Executive endorsement

Develop an operational Transport Plan for budget approvals and implementation

FM 2011 T1

Promote active commuting alternatives

Engage a Travelsmart Officer and develop a Travelsmart program

Investigate feasibility of a Universal Pass for public transportation

FM 2012 T2,T6

Improve services to encourage active commuting

Improve facilities for cyclist

Improve facilities for pedestrians

Improve public transport services

FM / Public Transport Authority

Local Govt Authorities

2014 T3,T4,T7

Promote flexible work arrangements to reduce congestion

Encourage HR policies that promote flexible work arrangements.

Review timetabling and scheduling of course contact hours

Promote the use of telecommunications to enable working off campus. Continual improvement of web-based learning experience (eLearning / iLecture)

Executive / HR /

Timetabling and Venues

Unit / IS / Student Services

2014 T5

Increase local accommodation for staff, students and visitors around Crawley and other major UWA campuses

Endorse campus planning documents such as Crawley Campus Plan 2010 which addresses future developments and urban planning

Executive / FM /

Colleges / Student Services

2013



Focus Area: Built Form

Strategic Objective: To create an environment for learning, teaching, working, and living that is productive, dynamic and enjoyable while being socially, environmentally and economically responsible

Description: There are approximately 240 buildings on the Crawley campus. This corresponds to approximately 350,000 m2 of gross floor area (GFA) or 15.5 m2 GFA / EFTSL. This is higher than the Tertiary Education Facilities Management Association (TEFMA) benchmark of just under 15 m2 GFA / EFTSL. Due to the varying ages of the buildings on Crawley, the ‘sustainability’ of the buildings (e.g., energy and water efficiency) varies greatly. Part of the SD Plan will be to develop a UWA specific ratings system by which to measure a building’s ‘sustainability’ standard.

Sustainable development of the campus should be considered in a precinct context where sustainability is aggregated rather than focussed on a single building. As the Crawley campus expands to the west the built form will include a more diverse style of development where precincts will be characterised by a mix of accommodation, research, retail and service facilities. This urban neighbourhood style of mixed use development will add positively to the economic and social vibrancy of the community and will contribute to environmental sustainability through increased land use efficiency and a reduced carbon footprint.

Baseline Data: Number of buildings on campus with an acceptable level of sustainability (UWA Building Ratings system to be developed). Assessment of buildings to be carried out and form the baseline data for future initiatives i.e., a,2012 baseline

Proposed Target: 100% of all built forms to be compliant with sustainability policies (to be developed) by 2020

50% of all built forms to achieve an acceptable level of sustainability (UWA Building Ratings system to be developed) by 2020



Operational Objectives (Built Form)


(Appendix 3)Executive endorsement of Campus Plan 2010

Draft Campus Plan 2010 (which includes architectural and built form principles to be adopted) is currently under review for endorsement

Executive / FM 2011 B1

Ensure sustainability principles are applied comparably across the precinct and campus

Develop precinct plans, e.g., research, cultural, sports, etc. precincts, with a focus on sustainability FM 2014 B2

Executive endorsement of Built Form related policies and procedures

Develop or update a set of built form related policies and procedures consistent with the UWA policy framework

These policies may include but are not limited to the following: Sustainable space utilisation policy Sustainable building design policy Building management and operation policy


FM / University Secretary 2013 B3

Improve space utilisation within buildings

Develop and apply space utilisation and accountability policy

Investigate the feasibility of a user pay system for space

Assist Faculties and Sections to improve space utilisation through re-allocation and refurbishment

FM 2013 B4

Promote flexible work arrangements to improve space utilisation

Encourage HR policies that promote flexible work arrangements.

Review timetabling and scheduling of course contact hours.

Promote the use of telecommunications to enable working off campus. Continual improvement of web-based learning experience (eLearning / iLecture).

Executive / HR /

Timetabling and Venues Unit / ITS /

Student Services

2014 B5

Develop a university wide built form ratings system (e.g., Greenstar ratings)

Develop and apply a UWA specific ratings systems in order to assess ‘sustainability’ of existing and new buildings

FM 2013 B6




(Appendix 3) Ratings system should take consideration of the whole of

precinct rather than individual buildings

Ratings system can assist with assessing the ‘sustainability’ of UWA buildings and help focus development / refurbishment in some areas

Enhance sustainability of existing buildings

Investigate and apply environmentally sustainable principles to existing buildings where practical (buildings for water catchment, energy capture and generation, vertical gardens, etc.)

FM TBA B7



Focus Area: Landscape

Strategic Objective: To enhance and conserve the University’s cultural and natural landscapes

Description: UWA’s landscapes include its’ natural, urban, heritage and cultural landscapes. UWA maintains an enviable landscape portfolio characterised by its integration with its urban developments. Sustainable landscape development includes the use of green infrastructure such as green roofs, vertical gardens, water harvesting in the landscape and on the buildings to increase the operating efficiency of building and add to the biodiversity of the campus. As the university expands into the town, the landscape will be used to visually integrate the campus and create an urban ecology to promote biodiversity, improve the operating efficiency of the built form and promote health and wellbeing.

Baseline Data: Landscape character, e.g., area, richness, biodiversity, etc. (to be defined and measurement metrics to be developed), i.e., a 2012 baseline

Proposed Target: To maintain or improve UWA’s landscape character (measurement metrics to be developed) to 2020 and beyond



Operational Objectives (Landscape)


(Appendix 3)Executive endorsement of Crawley Village Landscape Masterplan

Develop a Crawley Village Landscape Masterplan which will build on the landscape principles outlined in the UWA Campus Plan 2010

Executive / FM 2013 L1, L6

Executive endorsement of Landscape related policies and procedures

Develop or update a set of landscape related policies and procedures consistent with the UWA policy framework

These policies may include but are not limited to the following:

Enhancement of landscape character Passive and active recreation spaces External teaching and learning spaces Urban design Green infrastructure Heritage Landscape Management Plan



2013 L2

Develop a university wide landscape ratings system or metrics

Develop and apply a UWA specific ratings systems in order to assess landscape character, such as richness and diversity

Ratings system can assist with assessing the ‘sustainability’ of UWA landscapes and help focus development / rehabilitation in some areas

FM 2013 L3

Explore initiatives which enhance the landscape of the University, involving student research and community engagement

Conduct research or feasibility studies into initiatives such as: Green infrastructure / vertical gardens Carbon sequestration potential of UWA sites Improving biodiversity linkages in key catchment areas

Develop plans and promote community engagement in landscape initiatives, such as:

Applied sustainability gardens College vegetable gardens


School

2014 L4,L5,L7



Focus Area: Procurement

Strategic Objective: To ensure that all UWA staff and their representatives who make purchasing decisions are aware of and adopt sustainable procurement principles and practices

Description: Sustainable Procurement implies that procurement activities are ecologically sound, socially just and economically viable, and that they will continue to be so for future generations. UWA is committed to ensuring that all the goods and services it purchases are manufactured, delivered, used and disposed of in an environmentally and socially responsible manner and deliver long term value for money.

Baseline Data: To be determined (2011 baseline)

Proposed Target: Improvements in Sustainable Procurement practices



Operational Objectives (Procurement)


(Appendix 3)Executive endorsement of Sustainable Procurement policies and procedures

Develop or update a set of procurement policies and procedures consistent with the UWA policy framework

These policies may include but are not limited to the following: Locally produced goods and services Environmental best practice Corporate governance Ethical procurement Product stewardship


Strategic Procurement /

Legal Services / University Secretary

2013 P1

Ensure the University applies sustainable procurement principles in the area of Energy

Establish Green Energy / Low Carbon Policy for Energy Supply Agreements FM / Strategic

Procurement 2014 P4

Ensure the University applies sustainable procurement principles in the area of Water

Develop a program to reduce/ eliminate the purchase of bottled water

FM / Guild / University

Club2012 P5

Ensure the University applies sustainable procurement principles in the area of Recycling

Centralise the procurement of paper to ensure recycled content

Centralise the procurement of office furniture to ensure recycled content

FM / Strategic Procurement P2,P6

Ensure the University applies sustainable procurement principles in the area of Transport

Conduct a feasibility study into the introduction of a centralised fleet of electric vehicles

Develop a carbon offset program for UWA travelFM 2013 P7,P8

Ensure the University applies sustainable procurement principles in the area of Built Form

Develop and apply sustainable procurement checklist to all construction and maintenance projects

Streamline and standardise the process of procurement of products and services for construction and maintenance needs

Develop a Sustainability Preferred Suppliers List

FM 2013 P3




(Appendix 3)Ensure the University applies sustainable procurement principles in the area of Landscape

Develop policies to ensure that sustainable materials and plants are used in turf, irrigation and horticultural practices

Develop policies and guidelines to protect the UWA heritage landscape from diseases introduced through procurement.(such as Phytophthora protection)

FM 2013 P9,P10

Ensure the University applies sustainable procurement principles in the area of Teaching and Research

Develop a plan to incorporate sustainable procurement within procurement practices in the area of teaching and research. This may include:

Procurement of chemicals and other hazardous materials

Feasibility of e-Freezers

Research Services / Health and

Safety / Strategic

Procurement

2014 P11



Focus Area: Communication and Engagement

Strategic Objective: The strategic objective is directly related to a Strategic Objective articulated in the Operational Priorities Plan 2009 – 2013, which is to improve the University’s positioning and reputation, and to develop strategic relationships and community engagement. It is also linked to Operational Objectives:

ERCE 2: To develop strategic relationships between the University and decision makers and leaders, particularly in industry and business, government at all levels, and the wider community and

ERCE 3: To enhance the University’s engagement with graduates and friends, and the wider community

Description: UWA have been active in promoting its sustainability initiatives within UWA and its communities over the past few years. Examples of this include the Green Building Office, recycling programs and Travelsmart Programs. Communications and engagement in the area of sustainability will be greatly enhanced by the launch of the Sustainable Development website (February 2011) and the development of a Communications and Engagement Plan (2012). Furthermore, collaboration between UWA operational and administrative sections, key research areas, industry partners and the surrounding community as a whole will deliver tangible outcomes in relation to important sustainability issues.

Baseline Data: Participation in sustainability events (2008)A measure of awareness of UWA Sustainable Development (2011)

Proposed Target: Increase in participation by UWA staff and students in sustainability events by 100% by 2020



Operational Objectives (Communication and Engagement)


(Appendix 3)Executive endorsement of a Communication and Engagement Plan

Develop communication and engagement plans and strategies which may include, but are not limited to, the following:

Sustainable Development website Social marketing schemes Social media Green Building program Annual program of events School Managers Forum Support for Guild Environmental Collective

FM/ Public Affairs /

Student Guild2012 C1

Develop strategic partnerships in the area of sustainability

Develop a database of industry partners in order to better target research and funding opportunities in sustainability

Engage with industry partners (businesses and government bodies) that may be interested in pursuing sustainability initiatives with the University (e.g., funding, guest speakers, research opportunities, etc.)

FM / Public Affairs 2012 C2,C4

Enhance the University’s engagement with staff, students and the wider community in the area of sustainability

Identify ‘key contacts’ within FM to engage with the University and wider community

Identify ‘key contacts’ within each Faculty or Section (e.g., Sustainability Officer) to champion and promote sustainability within their area

Develop and apply a Communications and Engagement Plan

All 2012 C3

Introduce a core Sustainability Unit in first year coursework

Review and coordinate via the Board of Coursework Studies for possible inclusion within New Courses 2012

Executive / Board of

Coursework Studies

2012 C5

Support student research scholarships in the area of sustainable development

The Summer School Research Scholarship program in the area of sustainable development was introduced in 2010/11

The topics and student researchers involved in the 2010/11


School

On-going C6




(Appendix 3)program are shown in Appendix 5



Appendix 1 :

Roadmap for Sustainable Development at UWA



Roadmap for Sustainable Development at UWAVice-Chancellor’s Introduction This Roadmap for Sustainable Development at the University of Western Australia (UWA) has been developed to advance the University’s commitment to a sustainable future. In particular it advances the University Operational Priorities Plan (OPP) operational objective that is aimed at making the University environmentally sustainable with a focus on meeting the requirements of the National Greenhouse and Energy Reporting Act 2007. This is done by articulating initial guiding critical principles, and suggesting outcomes and possible steps that will be considered in developing the UWA Sustainable Development Plan (the Plan).

Context

The University is committed to achieving a sustainable future for itself and for the communities it serves. Its teaching and research contribute to understanding and disseminating findings in relation to important sustainability issues, while its activities have ongoing environmental impacts.

The commitment to achieving a sustainable future is clearly articulated in the University’s OPP for 2009-2013. OPP strategies have been formulated with due consideration to the expected impacts on the University’s triple bottom line (social, environmental and economic) and the OPP includes a specific operational objective which aims at making the University environmentally sustainable with a focus on meeting the requirements of the National Greenhouse and Energy Reporting Act 2007.

To significantly advance its commitment to ensuring the sustainable development of the University into the future, UWA introduced the following three key initiatives in 2009:

establishment of the Vice Chancellors Sustainable Development Committee (VCSDC)

a planning workshop was held in June 2009 to canvas key principals and goals to guide the development of a UWA Sustainable Development Plan

the establishment of an Environmental Sustainable Development business unit within Facilities Management to oversee the development of the University of Western Australia Sustainable Development Plan and to integrate sustainability initiatives into the University’s operations.

The Roadmap follows these initiatives and has been written in consultation with key stakeholders under the guidance of the VCSDC to provide guiding critical principles and targets for the development of the UWA Sustainable Development Plan (the Plan).

Processes to Develop the Roadmap

The key processes integral to developing the plan as a working document developed and owned by the University community include:



Timeframe Activity

20091. Initial planning workshop to develop a Roadmap for Sustainable

Development at UWA, outlining the critical principles guiding the plan and a series of outcomes to be achieved by 2013.

2010 -20122. UWA wide workshops to develop the Vision Principles Objectives

and Goals for Sustainable Development (SD) focus areas 3. Development of draft strategies, actions, KPI’s and reporting for SD

focus areas 4. UWA wide review of draft plan for each SD focus area

20135. Final review of University of Western Australia Sustainable

Development Plan by VC Sustainable Development Committee6. Submission of University of Western Australia Sustainable

Development Plan to University Governance Committees for endorsement.

Whilst recognising sustainability as a responsibility, the University of Western Australia has also seized the opportunity to integrate research with sustainability initiatives. To that end the focus in 2010 will be to increase sustainable practices in a number of focus areas including energy, recycling and transport. The introduction of these initiatives will be a collaborative process in conjunction with key research areas of Social Change and the Centre for Built Environment and Health, thus ensuring that sustainability at the University is integrated across all streams of activity.

The creative use of the education and research resources of the University to test and pilot sustainability initiatives promises exciting outcomes for the University as a whole and it is anticipated that as the plan’s development progresses, other inspiring collaborations will be developed.

Professor Alan RobsonVice Chancellor and Chair (Advisory Committee for Sustainable Development)



Critical principles and pathways of adoptionAs a responsible member of the international community, the University of Western Australia will develop its leadership position in sustainable development guided by the following principles and associated pathways:

Critical principles Pathways

Clarity of goals By setting and communicating ambitious and realistic goals for all aspects of the University to maximise sustainable development potential

Commitment across all levels of the organisation

By considering sustainable development issues in the University’s decision-making, planning and management processes

Building on the University’s research strengths

By achieving excellence in research that can proactively contribute to solving complex problems involved in creating a sustainable organisation and world

Inclusiveness and integration By seeking engagement and participation from the University’s community in all aspects of sustainable development

A precautionary approach to future planning

By ensuring the lack of full scientific understanding is not used to justify postponing measures to prevent degradation where there is significant risk of irreversible environmental damage

Shared responsibility for outcomes By promoting and encouraging sustainable development ethos to ensure every member of the



Critical principles Pathways

University community is aware of their responsibilities.

The University as a role model By leading through research and practice in sustainable development initiatives

Benefits being shared by all By fostering sustainable development values in our students and staff, through research, teaching, and operations

Proposed Outcomes of the Sustainable Development PlanIt is proposed that the Sustainable Development Plan that will be developed under this Roadmap will lead to the following outcomes.

Key Outcomes

1. The advancement and dissemination of sustainable development knowledge

2. A plan for sustainable development at the University with best practice targets and systems for assessment of performance

3. Identification and promotion of internal exemplars of best practice



Key Outcomes

4. A culture of sustainable thinking across and within the University’s people and activities

5. The University is a leader for the practices of Sustainable Development

6. Sustainable Development results in increased health and wellbeing of staff and students

7. Funding sources identified to support Sustainable Development

8. A Communication Plan for University Sustainable Development completed, implemented and working effectively

9. Evaluations of development proposals for University sites include sustainability as a criteria for success

10.The University will have established a Centre for Ethics and Sustainable Development

Next StepsIt is planned to use this Roadmap to stimulate discussion about the Sustainable Development Plan and the steps to be undertaken to develop the Plan. The principles, outcomes and steps to be taken will be modified in light of these discussions. The Vice-Chancellor’s Sustainable Development Committee would welcome constructive feedback on the direction outlines in this document.



Comments may be directed to Professor Alistar Robertson, Deputy-Chair of the Committee (phone: 6488 2698 or email: [email protected]) or to the Committee’s Executive Officer, Ms Lyn Peacock (phone: 6488 1669 or email: [email protected]) or Associate Director, Environmental Sustainable Development, Helen Whitbread (phone 6488 4776 or email: [email protected] ).


mailto:[email protected]




Appendix 2 :

Sustainable Development Workshops Results

Energy Planning Workshop (17/3/10) Recycling Planning Workshop (24/3/10)Transport Planning Workshop (12/5/10)Built Form Planning Workshop (18/8/10)

Water Planning Workshop (18/8/10)Landscape Planning Workshop (18/8/10)



ENERGY PLANNING WORKSHOP, MARCH 17 ,2010

SCOPE AIMS GOALS (by 2013)

Energy used during travel including; Commuter travel (e.g., review of carparking, public

transportation and accommodation arrangements for staff and students)

Air travel (e.g., reduce air travel through use of telecommunications or purchase of carbon offsets)

UWA vehicles (e.g., incentives for use of higher fuel efficiency vehicles or electric / hybrid vehicles and provision of charging stations and bike riding facilities)

Energy used within buildings including; Environmentally sustainable planning and design of

new buildings Retrofitting of existing buildings (e.g., PV cladding) Monitoring and reporting of building energy usage Efficient use of space (e.g., during student vacation) Air-conditioning of buildings (review of air-

conditioning policy and temperature setpoints)

Research and development of energy projects, encompassing; Visible / explicit examples of research Research into energy generation (e.g., solar,

photovoltaic, off campus production to offset on-campus usage)

Research into energy reduction Research into carbon capture (e.g,

biosequestration) Allocation of funding for the development of energy

research projects Review of drivers of research (e.g., economics or

regulatory)

Review of energy usage policy, including; Metering of energy usage

Demonstrate commitment, including; Achieving best practices in comparison to other

Gof8 universities, eventually aiming for world’s best practices

Gaining recognition and building a reputation as a world leader in energy research and thought (e.g, nobel prize winning research)

Gaining recognition and building a reputation for its commitment towards energy efficient design and management of its built forms (e.g., integrating technologies into the campus)

Showcasing the UWA urban village as a model precinct in terms of achieving energy efficiencies through scale (e.g., district level heating and cooling, using the river for transport)

Integrating a sustainability culture to the student body and wider community

Contributing to debate and research Petitioning for university rankings to include energy

use and conservation

Reduce net energy use, including; Continuing to reduce its absolute energy use and

carbon footprint Producing renewable energy (e.g., to supply its

base load or becoming a net generator during off-peak periods)

Being able to monitor, report and display energy usage for each building and School or Faculty

Maximising business efficiencies driven by benchmarks

Develop partnerships, including; Partnerships with energy providers (renewable and

non-renewable sources) in order to influence through purchasing

Responsibility Responsibility rests with all levels of the university

community; however, accountability should be administered on a sectoral basis across campus

An energy policy would need to be articulated at the highest level in order to garner commitment and support from staff and students

A central committee for energy efficiency should be set up to provide a forum for information and access to expert support

Commitment from staff and students to low energy transport alternatives is required. This works in conjunction with a review of the parking policy, an improvement in public transportation and cycling facilities and accessible neighbouring student accommodation.

An NGER equivalent reporting system should be available to senior management

Faculties or Schools should be rewarded for achieving certain energy benchmarks or targets

Staff and students should undergo an induction or offered education on energy conservation to foster an energy conservation culture and awareness

Reduction Conversion of green waste and kitchen waste into

bio-energy (bio-gas), compost and soil improvers Consideration of water as a form of energy and

therefore subject to similar principles of conservation

Target for 2.0MWs of renewable energy generation by 2013

Set energy targets (per EFT staff and student) Reduce unmetered energy consumption Reduce LCD use in favour of low energy

alternatives (blackboard)



ENERGY PLANNING WORKSHOP, MARCH 17 ,2010

SCOPE AIMS GOALS (by 2013) Rewards for performance Energy budgets for Schools / Faculties

Review of procurement policies and practices, including; Procurement process to incorporate life cycle cost

analyses (triple bottom line decision making) Offset of CO2 emissions through procurement of

greenpower Consideration of embodied energy

Review of energy reporting requirements, including; Incorporating environmental sustainability standards

within university rankings and assessments (TEQSA, Gof8)

Setting targets (for energy usage and production)

Promoting University wide commitment and involvement, including; Student engagement, involvement and education

(e.g., guild activities, incorporating an ESD unit within the curriculum of every course)

Alumni and community engagement Staff support and acceptance (tangible

representation of UWA’s commitment to ESD, i.e., cultural and behavioural demonstration)

NOTE: This scope item would be applicable to the overall SD plan.

Collaborations with Go8 and other universities Developing links with world leaders in the field of

energy practices (e.g., Yale University) Partnerships with businesses and industries (e.g.,

oil and gas companies) to promote research and development in renewable energies

Research Development of one or more renewable energy

sources (e.g., bio fuels, solar, wind, geothermal or hydropower)

Existence of an operational geothermal facility on campus by 2013

Existence of an operational geothermal facility on QEII site

Existence of wind turbines on the roofs of some buildings

Existence of 2 ELV recharging stations on campus for electric vehicles

Reticulation of services between Crawley and QEII sites to achieve energy efficiencies (model urban precinct)

Approval of the Transport Plan and the existence of a light rail transit system by 2013

Approval of UniverCity or UWA / QEII Activity Centre Plan by 2013

Research into the effectiveness of different media to promote sustainable behaviour

Research into smart grids (EVs) Use of automated product delivery and storage

systems (e-Freezers)



RECYCLING PLANNING WORKSHOP, MARCH 24 ,2010

SCOPE AIMS GOALS by 2013

Responsibility Areas to cover office public commercial campus

operations in building grounds students research teaching

Whole community

Reduce Printing Reduce amount of waste not just recycle

Recycle e-waste Paper Cardboard Plastics Research waste

Hazardous waste Green waste Building water construction materials Furniture Office equipment cartridges human waste

Policy Purchasing to include recycling Policy for procurement

Position sustainability as an elite university positive use of logo and green marks

Zero waste to landfill Useful product outcome (energy) Students taught recycling and waste mgt

Recycling as a commodity or cost neutral Aim for zero waste through recycling , composting Rethink + RRR Education of UWA community Coordinated and comprehensive data approach

( assessment)

Responsibility

Executive Comprehensive recycling plan endorsed by senate Highest executive commitment through policy Staff commit to policy procurement and operating

process

Program Public place recycling rolled out across all campus

Regular feedback reporting Audits per faculty / dept competition and prizes

Comprehensive plan and system in place for recycling

Communication on recycling objectives and targets against what has been achieved

Provide space / mechanisms to permit recycling Single coordinated recycling of wet waste ( food ) Building waste coordination Recycling program in place for e- waste On campus recycling hub – ( large items) Re – use bank

Staff students visitors Materials recycled into useful gear by students Education / induction Students educated and supported in waste mgt

strategies Regular engagement of the green team ( students)

by the UWA Guild and supported by the exec Visitors – aware knowledgeable of Uni’s waste mgt

strategies Consistent office recycling



RECYCLING PLANNING WORKSHOP, MARCH 24 ,2010

SCOPE AIMS GOALS by 2013

Partnerships Local govt partnerships Council corporation industry engagement

Purchase Purchase agreements to comply with ESD policy

by removing waste from site Purchasing policy reviewed and updated also e-

waste Funding commitments negotiated within industry

and other stakeholders for research

Reduce Use less glossy paper – green paper handouts Reduce landfill waste - 90% 50% reduction in landfill waste

Research Feasibility for on-site biogas power plant Kitchen waste into energy Promote research in recycling Research thesis project prizes Faculties – research ( impact assessment )

curriculum practices and operations Defined research targets - investigate trends and

opportunities Seek research funding mechanisms



TRANSPORT PLANNING WORKSHOP, MAY 12 ,2010

SCOPE AIMS GOALS CCC by 2013

Improving / increasing local accommodation including: College accommodation, possibly co-funded by

UWA Neighbouring residential accommodation Staff and student accommodation Short stay for visitors Shared housing, homestay and temporary (e.g.,

transportables) options for students Shuttle services for accommodation slightly further

away Influencing local government planning and zoning

restrictions Promoting Ecovillage / residential University /

UniverCity concept Floating accommodation (Matilda Bay)

Effecting behavioural change through: Incentives and rewards for commuters Parking permit costs Research behavioural change triggers Awareness of environmental impacts Promotion and awareness of health benefits Promotion and awareness of pedestrian and

cycling facilities (O-Day, Travel Smart campaign, walking buddies, forums)

Promotion and awareness of alternative transport options

Review of public transportation, including Subsidised public transport Link campus card to Smart Rider Transport allowance UWA sponsored bus Improved bus shuttle services to and from satellite

Provide students, staff and visitors with access to reasonable short and long stay accommodation within surrounding neighbourhoods to allow shorter commuting times and to create a ‘Univercity’ experience.

Explore options to reduce traffic and parking congestion during peak hours by timetabling (after hours), flexible work arrangements and use of telecommunications.

Discourage the use of single occupancy vehicles and encourage the use of public transportation, walking or cycling as a means of travel to and from UWA sites.

Review of the parking management to establish a more efficient system and a more equitable arrangement between staff and students.

Community Review working arrangements (consider travel

time within work hours, flexible work hours, home based work, extend operating hours, timetabling

Urban planning and design of sites – better use of satellite sites, local retail and accommodation, cycle paths, public transport hubs, carparks

Parking policy – parking bays (car-pooling, small car bays, number of staff vs student vs visitor bays) and parking fees (match public transport charges, increased permit charges, pay-as-you park charges, E-charge)

Financial incentives for pedestrian and cyclists – salary package bicycles, subsidised bicycles, staff salary recognition

Financial incentives for public transport – subsidised public transport, transport allowance, link Smart Rider to campus card, recognise time taken on public transport

Promotion and awareness – bike breakfast, transport surveys, Travel Smart campaign, walking buddies)

Partnership with the Public Transport Authority to investigate other public transport options (ferry, trams, light rail)

Campus Improved facilities for pedestrians – shuttle

services, pedestrian crossings, footbridges, underpass, colonnades, lighting, safety considerations

Improved facilities for cyclists – cycle paths, bike fleets, collectives, bike loans, safety considerations, end-of-trip facilities, bike shops,




SCOPE AIMS GOALS CCC by 2013campuses and student accommodation hubs (e.g., city, Vic Park, etc.)

Extended bus service (after hours, out-of-semester, frequency)

Bicycles on buses and trains Investigating other public transport options (ferry

bus service, tram, light rail) Facilities at interchanges (more parking, beverage

outlets, shops, bike transfer nodes)

Encourage pedestrians and cyclists Financial incentives - salary packaging bicycles,

subsidies Van / car shuttle services between various UWA

sites Facilities for pedestrians (pedestrian crossings,

umbrellas, footbridge, colonnades, subway / underpass)

Facilities for cyclists (end-of-trip, bike shop, bike loan, bike collective, cycle paths )

Review of parking system Small car bays Multi-storey carparks / carparks in buildings Review parking fee structure (after-hours fees,

based on carbon footprint of vehicle, pay-as-you-park, postcode restrictions for staff, increased fees for staff)

Incentives for car-pooling Move activities to satellite sites to alleviate parking

at Crawley

Reducing congestion, through: Timetabling (e.g., tri-mesters, 7-days a week, part-

time) Flexible work and study arrangements (e.g., work

bike storage Improved public transport services (partnership

with Public Transport Authority) – bicycles on buses and trains, increase frequency, increase out-of-semester service, increase after hours service, service to south of Crawley campus, facilities at terminals

Curriculum Research sustainable transport options Research behavioural change triggers and barriers

to change




SCOPE AIMS GOALS CCC by 2013from home, web-based learning

BUILT FORM PLANNING WORKSHOP, AUGUST 18 ,2010

SCOPE AIMS GOALS CCC by 2013 Campus and precinct planning to encompass

community engagement, student accommodation, mixed use spaces, river engagement, etc. (Crawley Village)

Timetabling and alternative working arrangements (e.g., work from home, flexible work and lecture times) to reduce space requirements

Focus areas (international student community, Guild Rec Centre)

Create an environment for learning, working, living, recreation, social interaction and biodiversity (Live Learn Play at UWA)

Maximise utilisation of built form spaces including building, car parking and green spaces

Enhance the research into the interaction of the built form and land

Community Plan for mixed use (retail, accommodation), shared

buildings operating for extended hours Plan for buildings with greater life cycle rather than

temporary accommodation Remove barriers and allow greater access and

permeability between campus (e.g., Stirling Highway and Fairway)

Precinct planning rather than planning and designing singular 5 star buildings

Develop a university wide built form ratings for campuses

Incentives for Faculties to use space efficiently (e.g., charging rent)

Space planning and maximising utilisation rates to avoid building where possible

Alternative teaching, learning and working spaces (e.g., open plan, less cellular, more interactive spaces)

Campus Utilise poorly use areas more efficiently (e.g.,

tennis courts, glass houses, research areas on roofs)

Apply environmentally sustainable principles to buildings (buildings for water catchment, energy



capture and generation, vertical gardens, etc.) Use buildings as a teaching model for students

(apply best practice, metering, energy savings) Audit and assess existing buildings for their best

use (e.g., Physics suitable for office accommodation)

Curriculum Research into built form options to enhance social

sustainability principles Research into University appropriate ratings

systems for built forms Research into renewable energy sources (green

walls, PE, wind turbines, solar) Research into alternative energy sources (e.g., tri-

generation, pre-cooling, phase change)

WATER PLANNING WORKSHOP, AUGUST 18 ,2010

SCOPE AIMS GOALS CCC by 2013 Water harvesting and re-use – on-site recycling,

use buildings and carparks to harvest water Potable water – set high reduction targets for

water savings, staff and student awareness and education

Stormwater – no discharge to the river, find wider uses for rainwater

Groundwater – use in place of potable water for certain applications

Biodiversity / Landscape features and management – change to supportable biodiversity (natives), no or safer fertilisers

Community engagement - community gardens, partnership with councils and Watercorp

Research and innovation – optimise geothermal energy in place of electric chillers

Be a global exemplar of self sustaining closed loop water system.

Using and creating leading edge technology to find solution to effective water management

Minimise water use and waste, maximise water capture and re-use

Community Partnerships with local government and water

supplier Endorse water policy Set water reduction targets Monitor daily usage of all buildings and publish via

interactive website Website also used to monitor stormwater collection Publicise water savings initiatives undertaken Showcase successes (e.g., SunFair and Open

Days) Incentives / prizes for meeting / exceeding target

reduction levels Use river frontage as part of transport plan Reduce water use in toilets Engage with external partners to form collaborative

initiatives in water-wise projects (councils /




SCOPE AIMS GOALS CCC by 2013schools / clubs, etc.)

Campus Fit water meters to all buildings Reduce toilet water use through retrofitting with

water efficient fittings Replace lawn with native plants / wetlands for

wastewater filtration All new buildings to house composting toilets Conversion to waterless urinals and nitrogen

phosphorus toilets within 5 years Use groundwater or stormwater to offset cooling

tower mains water use by 50% within 3 years Install rainwater collection points across campus

and on new buildings for irrigation use Transportation infrastructure to include river ferry Investigate and alternative to airconditioning, thus

reducing cooling tower water use Conversion of waste to potable water (Rottnest

Island) Use wastewater for Crawley irrigation (as per

Sports Park) Use of Sports Park perimeter as a biodiverse land

filter within 3 years

Curriculum Postgraduate courses where students are involved

in the design / research / engineering, etc. of water wise initiatives

Utilise in-house expertise to drive new courses and integrated programs across faculties

Research into the integration of ecological processes and practices for filtering process

Research into Quantum hot water systems (not solar or gas) used in the Antarctic

Investigate alternative energy sources (e.g., geothermal) in lieu of cooling towers

Research into aerogel insulation to reduce the




SCOPE AIMS GOALS CCC by 2013cooling load and use of airconditioning.

‘Sustainability ’core unit across all courses



LANDSCAPE PLANNING WORKSHOP, AUGUST 18 ,2010

SCOPE AIMS GOALS CCC by 2013 Integrate landscape with the built form (landscape

as recreation, teaching and learning spaces) Education and awareness of landscape

sustainability and character Research (e.g., green infrastructure and carbon

sequestration) Urban design (University Village Concept) Management and administration of landscape

Develop a connection between the landscape, environment and people

Preserve the landscape as an active learning environment

Demonstrate leadership in integrated landscape systems

To be grid free in 15 years

Community Develop landscape policy to preserve or enhance

landscape Urban design to enhance community access and

involvement, student activity, greater transport options and improved pedestrian and cycling facilities

Community engagement

Campus Increase the amount of green space (possibly

vertical) Investigate environmentally sustainable features fpr

the landscape such as solar powered lighting, water harvesting and treatment (e.g., from carpark run-off), recycling and passive energy reduction strategies

Audit and review of low use / poorly used spaces Use of artwork Consideration of wildlife preservation and

enhancement (double levels within 5 years)

Curriculum Student research projects with practical

applications (e.g., DREAMFIT) Incorporate sustainability unit for all courses Funding and scholarships for landscape research Annual research symposium on sustainable

applications, supported by industry



Appendix 3 :

Operational Initiatives



Proposed Initiatives (Energy):

1 2 3 4 5

Initiative Benefits / rationale

Expected CO2-e

reduction

Financial payback

(Appendix 4)

Possible funding source (if any)

E1. Develop, ratify and implement energy policies, guidelines, plans and procedures consistent with UWA framework, in the areas of: conservation air-conditioning building and equipment use travel (fleet vehicles and air travel)

The policies available in this area were developed some time ago and require review and updating. A clear and consistent set of policies will assist in the understanding of responsibilities. TBD N/A N/A

E2. Develop a plan to introduce a user pay system, including consultative workshops to gauge support

Users are more likely to conserve energy if there is a financial incentive to do so. Low energy users can also be advocated as internal exemplars.

TBD N/A FM Utilities budget

E3. Identify and install electricity and gas meters to unmetered buildings. Ensure that building meters are functioning and able to be monitored by the Building Management System (BMS). Extend and improve data collection and reporting capabilities of the BMS.

This is essential for the implementation of the user pay system (E2).

N/A N/ACapital

(Infrastructure / Minor Works)

E4. Retrofitting of light fittings in some areas, including: Installation of motion sensors in all

toilets, corridors, stairways Upgrade light fittings (e.g., replace

incandescent lamps or install specular reflective fittings) (1 building per year)

Lighting accounts for 20% of campus electrical load. This initiative has the dual effect of reducing energy costs as well as reducing on-going maintenance costs.

0.9% 40 years Capital (Minor Works) / Life cycle

renewal



1 2 3 4 5


Expected CO2-e

reduction

Financial payback

(Appendix 4)


Continual upgrade of external lighting to more energy efficient fittings and extend BMS controls to all external security lights

E5. Review of Central Plant and chilled water network including: Installation of a second chilled water

storage tank on Crawley (funding has been allocated)

Retrofit chilled water system to encompass air-conditioned spaces not currently on the network (e.g., Civil and Mechanical Engineering offices)

Central Plant comprises 15% of campus electrical load. The effective utilisation of Central Plant has been identified as the area of highest potential to reduce energy consumption. The installation of a second chilled water storage tank has been shown to be financially viable [9] and $6M in Capital funding has been committecommittee.d

4.7% 28 yearsCapital (Minor

Works) / Life cycle renewal

E6. Extend BMS and access control to integrate with HVAC system within buildings

HVAC comprises 25% of campus electrical load. The ability to control the HVAC system following feedback from the access control system would result in energy savings. An example of this is the ability to remotely turn off air-conditioning when the room is unoccupied

6.3% 22 yearsCapital (Minor

Works) / Life cycle renewal

E7. Enable computer power savings by switching off computers at night and when not in use. This can be remotely programmed by ITS and Faculty IT departments through software

In most offices, 50% of people leave their computers on overnight. Applying this power savings to the computers managed by ITS and Faculty IT could result in large potential savings

4.5% 14 years Faculty IT / IS

E8. Use of renewable energy sources rather than purchased energy On-site geothermal (underway) Solar Energy (Preliminary feasibility

UWA is currently spending $6M a year on purchased gas and electricity. Energy from renewable sources will lower net energy costs and emissions.

9% 13 - 16 yrs Capital (Infrastructure)



1 2 3 4 5


Expected CO2-e

reduction

Financial payback

(Appendix 4)


by Doug Pearce shows that this is viable for the campus)

Wind Energy (requires initial feasibility to assess viability)

Geothermal - currently underwaySolar Energy – RECOMMEND for further feasibility and approvalsWind Energy – RECOMMEND for inclusion in Summer Scholarships program

Totals for Energy Initiatives 25.4%



Proposed Initiatives (Water):

1 2 3 5 6


Expected water

reduction (Appendix

3)

Financial payback

(Appendix 4)


W1. Develop, ratify and implement water policies, guidelines, plans and procedures consistent with UWA framework, in the areas of: conservation water harvesting and re-use building water management irrigation water management stormwater and groundwater

management

The policies available in this area were developed some time ago and require review and updating. A clear and consistent set of policies will assist in the understanding of responsibilities

TBD N/A N/A

W2. Develop a plan to introduce a user pay system and conduct workshops to gauge support

Users are more likely to conserve water if there is a financial incentive to do so. Low water users can also be advocated as internal exemplars

TBD N/A FM Utilities Budget

W3. Identify and install water meters to unmetered buildings and grounds Ensure that meters are functioning and able to be monitored by the Building Management System (BMS). Extend and improve data collection and reporting capabilities of the BMS. Ensure all new installations, e.g., water harvesting systems, irrigation systems, etc. are metered

This is essential for the implementation of the user pay system (W2)

N/A N/ACapital

(Infrastructure / Minor Works)

W4. Retrofitting of water efficient fittings in toilets, such as: Smart flush / waterless urinals

Toilets accounts for 50% of water use. Retrofitting of toilet fittings would result in maximum water savings

15.9% 3 years Capital (Minor Works) / Life cycle

renewal



1 2 3 5 6


Expected water

reduction (Appendix

3)

Financial payback

(Appendix 4)


Time flow taps Low flow (9L) shower heads

W5. Review of water use in Central Plant cooling towers, including: Reuse of cooling tower water (e.g.,

within an adjacent new building) Central Plant waste water re-use Irrigation water for cooling towers

(requires filters, settling tanks, etc.)

Loss of water through evaporation at the cooling towers in Central Plant comprises 30% of campus water use. Further technical and financial investigation is required to determine if potential water and cost savings exist. NOTE: reduced use of air-conditioning or increasing supply air temperature will result in less water loss (air-conditioning policy). Further study be undertaken to determine strategies and feasibilities. Recommend inclusion in Summer Scholarship Program.

TBD TBDCapital

(Infrastructure)

W6. Stormwater harvesting and re-use (Glasshouses irrigation)

Stormwater collection tanks exist in the Glasshouses area. It would be beneficial to adapt the existing installation to re-use the water for glasshouses irrigation (currently from scheme water). It has been suggested that retrofitting stormwater and greywater harvesting and re-use facilities would not yield viable payback [9]. Nevertheless, each new capital project should review its viability during planning and design

0.9% 10 yearsCapital

(Infrastructure)



1 2 3 5 6


Expected water

reduction (Appendix

3)

Financial payback

(Appendix 4)


W7. Extend groundwater irrigation network to the whole campus, including Ken and Julie Michael Building Administration / Hackett Hall area Great Court

90% of irrigation water at Crawley is supplied through groundwater. There remain parts of the campus irrigation network that are still using scheme water. Significant savings can be realised by converting these areas to groundwater irrigation

1.1% 5 yearsCapital

(Infrastructure)

W8. Install stormwater separators to arrest any pollution that may be discharged into the river

This initiative does not result in any water savings, however, it is an environmentally responsible initiative as it reduces the risk of contamination of the Swan River. Separators are required at 2 remaining stormwater discharge outlets

N/A N/ACapital

(Infrastructure)

W9. Relocate process water return lines to eliminate losses to sewer in MCS building

Process water is a major water consumer in the MCS building (42%). By diverting the return lines on the process water of some experimental set-ups, major losses to sewer can be avoided

1.1% TBDCapital

(Infrastructure)

Totals for Water Initiative 19%



Proposed Initiatives (Recycling):

1 2 3 5 6


Expected waste

reduction (Appendix

3)

Financial payback

(Appendix 4)


R1. Develop, ratify and implement waste management policies, guidelines, plans and procedures consistent with UWA framework, in the areas of: green procurement recycling demolition and construction waste e-waste

The policies available in this area require review and updating. A clear and consistent set of policies will assist in the understanding of responsibilities

TBD N/A N/A

R2. (Re-use) Develop a measurement and reporting tool for UWA recycling in building and refurbishment projects

A Re-use database will assist in reporting internally and externally on the % of materials recycled in UWA’s building projects.

TBD N/A N/A

R3. (Reduce) Develop a measurement and reporting tool for reduction of resource purchases

A Reduce database will assist in establishing cost savings through resource reduction.

TBD N/A N/A

R4. (Recycle) Conduct a feasibility study into the establishment of an organic waste facility for energy and compost production.

An organic waste facility will reduce the general waste to landfill, capture methane gas for internal use and provide organic material for horticultural use.

TBD TBD TBD

R5. Develop a permanent and efficient system for recycling operations, including: establishing a central waste collection

point for recyclable waste within a proposed Services Precinct (as per Campus Plan 2010)

maintaining a network of recycling stations throughout the campus and

Maintaining an efficient and centralised system of recycling will facilitate the University’s objective of Zero Waste. If the collection facility is incorporated within a new building project within the Services Precinct, the capital costs should be substantially lower. Due to extended payback period, it is recommended that a Recycling Plan be developed for further

194 tonnes (100%

reduction) general waste /

$18,000 per year savings

-ve NPV Capital / Cleaning Services



1 2 3 5 6

Initiative Benefits / rationaleExpected

waste reduction (Appendix

Financial payback

(Appendix 4)


within buildings centralising the management of skip

bins to maximise recycling and minimising skip contamination

feasibility and approvals

Totals for Recycling Initiatives



Proposed Initiatives (Transport):

1 2 3 54 56


Expected reduction

in SOV

Financial payback

(Appendix 4)


T1. Endorsement and implementation of the UWA Transport Plan 2009

The UWA Transport Plan was developed in 2009 and will be presented for SRC endorsement in April 2011. Endorsement of the Transport Plan would support the realisation of the 2020 targets

20% TBDParking Reserve

Fund

T2. Engage a Travelsmart Officer and develop and implement a Travelsmart Program

The TravelSmart programs and other community engagement programs will support UWA’s push towards active commuting. A TravelSmart Officer will be able to coordinate UWA’s participation in programs and promotions by the Public Transport Authority

N/A N/AParking Reserve

Fund

T3. Develop a Pedestrian Plan to improve the facilities for pedestrians, addressing aspects of:

safety

lighting

way-finding

shelter

end-of-trip facilities

The development and implementation of a Pedestrian Plan will help promote walking as a means of commuting for those living locally and in surrounding suburbs. Implementation cost TBD from Pedestrian Plan. Possible inclusion for the development of the Plan within the Summer Scholarship program

N/A N/AParking Reserve

Fund

T4. Develop a Cycle Plan to improve facilities for cyclist, addressing aspects of:

safety

cycle paths

end-of trip facilities

bike hire and repair facilities

The development and implementation of a Cycle Plan will help promote cycling as a means of commuting for those living locally or in surrounding suburbs. Implementation cost TBD from Cycle Plan. Possible inclusion for the development of the Plan within the Summer Scholarship program

N/A N/A Parking Reserve Fund



1 2 3 54 56

Initiative Benefits / rationaleExpected reduction

in SOV

Financial payback

(Appendix 4)


bike storage and security

T5. Promote and facilitate flexible working and teaching, including HR policies that encourage flexible

work arrangements Reviewing timetabling and

scheduling of course contact hours Enhance connectivity to the

University IT network Continual improvement of web-based

learning (eLearning / iLecture)

These initiatives will help reduce traffic and parking congestion during peak hours as well as facilitate working / teaching / learning for those with difficult commuting to the University

TBD N/A

T6. Introduce financial incentives to promote active commuting (e.g., U-pass)

U-Pass system has been successfully implemented in several universities in the United States and New Zealand. U-Pass feasibility for UWA has been carried out by Regan Bleechmore. Further feasibility and consultation underway for possible introduction in 2012

TBD TBDParking Reserve

Fund

T7. Improve public transport services in partnership with the Public Transport Authority, including frequency, reliability and efficiency of

service end-of-trip facilities additional routes or after hours

service additional options, such as ferries or

light rail

Improving the public transport system will help with the uptake of public transportation and reduce reliance on SOV. This initiative relates to the Transport Plan and U-Pass

TBD N/AParking Reserve

Fund

Totals for Transport Initiatives 20%



Proposed Initiatives (Built Form):

1 2 3 54 65


Expected improvem

ent in built form

rating

Financial payback

(Appendix 4)


B1. Endorse Campus Plan 2010, which outlines the architectural and built form principles to be adopted by the University

The Campus Plan 2010 sets out architectural and built form principles, which has implications on the social, environmental and economic sustainability of future buildings

N/A N/A N/A

B2. Develop and endorse precinct plans (research, cultural, sports, etc.) as an extension of the Campus Plan

Precinct Planning ensures that sustainability principles are applied comparably across the precincts and campus rather than to stand alone buildings

TBD N/A Capital

B3. Develop, ratify and implement built form policies, guidelines, plans and procedures consistent with UWA framework, in the areas of: Space utilisation Sustainable building design Building management and operation

The policies available in this area require review and updating. A clear and consistent set of policies will assist in the understanding of responsibilities TBD N/A N/A

B4. Develop a plan to introduce a user pay system for space and conduct workshops to gauge support. This system should reward the release of space rather than charge for use of space

Encouraging Faculties and Sections to release any unused or inefficiently used space through financial incentives, may alleviate the need for additional accommodation, and hence the need for new buildings. Efficient space users can also be advocated as internal exemplars

N/A N/A

B5. Promote and facilitate flexible working and teaching, including HR policies that encourage flexible

These initiatives may help improve space utilisation, through:

More staff / students working /

TBD N/A



work arrangements Reviewing timetabling and

scheduling of course contact hours Enhance connectivity to the

University IT network Continual improvement of web-based

learning (eLearning / iLecture)

learning from home

Extended use of lecture theatres through timetabling

B6. Develop a UWA specific Built Form Ratings system (similar to Green Building Council of Australia’s Greenstar ratings) and apply to new and existing buildings. The database of building sustainability ratings will form the baseline for future initiatives

This will assist with assessing the ‘sustainability’ of UWA building and help focus development of buildings considered ‘unsustainable’. This will also ensure sustainable development principles are applied to new buildings

N/A N/A

B7. Enhance the ‘sustainability’ of existing buildings. Examples of improvements include: Retrofitting window treatments and

insulation Vertical gardens

Energy capture and generation

Following assessment of a building or precinct as per the UWA Built Form Ratings system, any sustainability improvements to be carried out will require further feasibility study and financial analysis

TBD TBDCapital /

Life cycle renewal

Totals for Built Form Initiatives



Proposed Initiatives (Landscape):

1 2 3 54 65

Initiative Benefits / rationale / recommendation

Expected change in landscape

metrics

Financial payback

(Appendix 4)


L1. Endorse Campus Plan 2010, which outlines the landscape principles to be adopted by the University

The Campus Plan 2010 sets out landscape principles, which has implications on the social, environmental and economic sustainability of future landscapes

N/A N/A N/A

L2. Develop, ratify and implement landscape policies, guidelines, plans and procedures consistent with UWA framework, in the areas of: Landscape character Passive and active recreation spaces External teaching and learning

spaces Urban design Green infrastructure Heritage landscape

The policies available in this area require review and updating. A clear and consistent set of policies will assist in the understanding of responsibilities

TBD N/A N/A

L3. Develop a landscape metrics (quantitative?) to measure the characteristics of a landscape, e.g., its richness, diversity, pattern, etc. The metrics can then be applied to UWA’s significant landscape areas to form the baseline data for future landscape initiatives

This will assist with assessing the ‘sustainability’ of UWA landscapes and help focus development / rehabilitation in some areas

N/A N/A

L4. Develop flagship green Infrastructure project. Preliminary feasibility has been developed by xx as part of the Summer Scholarship program 2010/11

Green infrastructure such as vertical gardens, appear to be a good method of utilising energy reduction and water recycling technologies in an integrated

TBD TBD



1 2 3 54 65

Initiative Benefits / rationale / recommendation

Expected change in landscape

metrics

Financial payback

(Appendix 4)


built form / landscape environment. It would also be a visual landscape element of UWA’s commitment to sustainability

L5. Review biodiversity in key catchment areas and develop and implement a plan to improve biodiversity linkages

Improvements in biodiversity imply improvements in the health of an ecosystem. Biodiversity would form a part of the landscape metrics

TBD N/A External funding

L6. Develop a Crawley Village Landscape Masterplan

The Crawley Village Landscape Masterplan will establish design principles outlined in the UWA Campus Plan 2010 detailing the landscape linkage between the University in a Park and the University in a Town.

TBD N/A

L7. Investigate the carbon bio-sequestration potential of the University (as determined by the numbers and types of trees on UWA grounds). This initiative has been undertaken by Maria Thomason as part of the Summer Research Scholarship Program 2010/11

This would not result in a change to the landscape character, however, it may be beneficial to understand the energy offset potential for future energy reporting and the impact of future developments on the campus sequestration store.

N/A N/A

Totals for Landscape Initiatives



Proposed Initiatives (Procurement):

1 2 3 4 5 6


Expected change in Procure-

ment Practices

Costs Financial payback

(Appendix 4)


Capital Ex Operating Ex (p.a.)

P1. Develop, ratify and implement Sustainable Procurement policies, guidelines, plans and procedures consistent with UWA framework, in the areas of: Locally produced goods and

services Environmental best practice Corporate governance Ethical Procurement Product stewardship

The policies available in this area need to be developed. A clear and consistent set of policies will assist in the understanding of responsibilities

TBD N/A N/A N/A N/A

P2. Develop and implement a Procurement Plan for the procurement of products and services for office and administrative needs, for example:

Centralise the procurement of paper to ensure recycled content

Procurement of office furniture through Facilities Management

This may lead to a more efficient procurement process and better procurement decisions

TBD TBD TBD N/A

P3. Develop and implement a Procurement Plan for the procurement of products and services for construction and maintenance needs, for example:

Develop a list of preferred suppliers, consultants and contractors

Standardise process of engaging

This may lead to a more efficient procurement process and better procurement decisions. This initiative is currently being implemented by Strategic Procurement and Facilities Management

TBD N/A N/A N/A



1 2 3 4 5 6



ment Practices


(Appendix 4)



consultants and contractors (quotations, tendering, contracts, etc.)

Develop a checklist of sustainable products (e.g., furniture made from sustainable timber or paints and finishes with low volatile organic compounds)

Develop a Sustainability Preferred Suppliers List

P4. Energy - Establish Green Energy / Low Carbon Policy for Energy Supply Agreements

The amount of green energy/low carbon available through Energy Service providers has an impact on the University’s Carbon footprint and Energy Management Plan

N/A N/A

P5. Water - Develop a program to reduce/ eliminate the purchase of bottled water

Bottled water is 2500 times more expensive than tap water. Removing bottled water form the University will contribute to broader environmental sustainability

TBD TBDN/A

P6. Recycling – develop a database of Sustainability preferred suppliers

The database available in this area needs to be developed. A consistent database will assist in guiding sustainable procurement throughout the university

TBD TBD TBD

P7. Travel /Transport- conduct a feasibility study into the introduction of a centralised fleet of electric vehicles

Under the NGER reporting requirements UWA is required to report on vehicle emissions. An electric vehicle fleet will reduce the carbon emissions by XXXX

TBD TBD TBD

P8. Travel /Transport- develop a carbon offset program for UWA Travel

A UWA based Carbon Offset program will generate revenue that can be used in UWA energy abatement programs

P9. Landscape – develop policies to ensure Biodiversity values are protected through TBD TBD TBD TBD



1 2 3 4 5 6



ment Practices


(Appendix 4)



that sustainable materials and plants are used in turf, irrigation and horticultural practices.

the use of materials and plants that maximise the health of the soil, and underground water and maximise carbon sequestration opportunities.

P10. Landscape – develop policies and guidelines to protect the UWA heritage landscape from diseases introduced through procurement.(such as Phytophthora protection)

Protecting the landscape from introduced diseases is critical to maintaining the heritage environment of the Crawley Campus.

TBD TBD TBD TBD

P11. Develop and implement a Procurement Plan for the procurement of products and services for teaching and research needs, e.g.,

Procurement of hazardous materials, such as radioactive materials, chemicals, biological materials, etc.

E-Freezers

This may lead to a more efficient procurement process and better procurement decisions. Workshops may need to be conducted to canvass Faculty support for centralised procurement of some products, taking into account regulatory requirements for storage, handling, transport, disposal, etc.

TBD TBD TBD N/A

Totals for Procurement Initiatives $TBD $TBD



Proposed Initiatives (Communication and Engagement):

1 2 3 5 6


Expected increase

in participati

on

Financial payback

(Appendix 4)


C1. Develop and implement communication and engagement plan for all focus areas, encompassing: SD website Social marketing and media Green building program Annual program of events School Managers Forum

The communication and engagement plan will outline the programs, events, media, etc. for the focus areas of Energy, Water, Recycling, Transport, Built Form, Landscapes and Procurement. Operating expenditure TBD pending Communications and Engagement Plans (approx. $24,000 p.a.)

TBD N/AFM Sustainability

Fund

C2. Develop a database of strategic partnerships in the area of sustainability, including key research interests

To better target sustainability opportunities

N/A N/A N/A

C3. Develop a database of key contacts within FM, Faculties (e.g., Sustainability Officers) and the wider community

To assist with dissemination of information and to champion and promote sustainability within their area

N/A N/A N/A

C4. Develop a database of external funding opportunities

To better target sustainability funding opportunities N/A N/A N/A

C5. Introduction of relevant core Sustainability unit in first year coursework. Review and coordinate via the Board of Coursework Studies for possible inclusion within New Courses 2012

Sustainability underlies all aspects of our lives. A core first year unit for all courses would ensure that students have a fundamental understanding and appreciation for sustainability

N/A N/A

C6. Support for research projects that may assist the University in the various sustainability focus areas

The Summer Research Scholarship program is currently underway and covers topics in sustainable development.

N/A N/A



1 2 3 5 6

Initiative Benefits / rationaleExpected increase

in participati

Financial payback

(Appendix 4)


A list of possible projects and the projects undertaken in 2010/11 Scholarship program are shown in Appendix 5

Totals for Communication and Engagement Initiatives TBD



Appendix 4 :

Financial Modelling



FINANCIAL EVALUATION -- ENERGY

General parametersOff-peak energy rate 0.0673 $/kwh

On-peak energy rate 0.1454 $/kwh

Electricity price increases every 3 years

Electricity price periodic increases 17.0% every 3 years (contract renewed)

Greenhouse emission factor 0.84 kg/kwh

Carbon Prevention Reduction Scheme (CPRS) $10 per tonne

Academic days per year 220 days/year

Inflation 3.0%

Discount rate (nominal) 8%

E5: Retrofitting of light fittingsMotion Sensors in Toilets / Corridors / Stairways

Retrofit 1 building per year

Sample building has 100 light fittings in areas affected

Each fitting is 40W

Motion sensors turn off lighting for 12 hours per day (off peak hours)

Off peak electricity rate is 6.73 cents in 2011, increasing annually with CPI

Installation cost is $20,000 based on similar trial in Mathematics building

Variation in maintenance costs has not been considered

Savings in energy costs per building Savings in CPRS cost / building

Light fittings per building 100 fittings Energy saved 14,016 kwh/year

Lights switched on at all time 60% Greenhouse emission factor 0.84 kg/kwh

Wattage per fitting 40 W CO2 emission reduction 11.77 Tonne/year

Hours switched off 16 hours/dayCarbon Prevention Reduction Scheme

(CPRS) $10per tonne

Days per year 365 days/year Savings in CPRS cost per building $118 per year

Energy saved 38 kwh/day

Energy saved 14,016 kwh/year

Off-peak energy rate 0.0673 $/kwh Rebate $0 once-off payment

Savings in energy costs per building $943 per year

Capital Operating Cost

Installation cost -$20,000 per building (as per Math building) Light fittings per sensor 10 fittings

Replacement every 15 years Cost of sensor $50 per fittings



Capital contingency 5% Cost of sensor -$500

Sensor life span 10 years

Average annual operating cost -$50 per year

Operating contingency 5%

E5 : Motion sensors in toilets/ corridors / stairways (a) 0 1 2 3 4 5 6 7 8 9 10 149 150 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161Off-peak energy rate ($/kwh) $0.0693 $0.0714 $0.0735 $0.0860 $0.0886 $0.0913 $0.1068 $0.1100 $0.1133 $0.1326 $2,836.9048 $2,922.0119

Capital Installation cost -$20,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Capital contingency -$1,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Revenue (Saving)

Savings in energy costs per building $972 $1,001 $1,031 $1,206 $1,242 $1,279 $1,497 $1,542 $1,588 $1,858 $39,762,058 $40,954,919

Savings in CPRS cost per building $118 $121 $125 $129 $133 $136 $141 $145 $149 $154 $9,350 $9,631

Rebate $0

Expenditure

On-going operating costs -$52 -$53 -$55 -$56 -$58 -$60 -$61 -$63 -$65 -$3,971 -$4,090

Operating contingency -$3 -$3 -$3 -$3 -$3 -$3 -$3 -$3 -$3 -$199 -$204

Net cash flow $0 -$19,911 $1,068 $1,100 $1,277 $1,316 $1,355 $1,575 $1,622 $1,671 $1,943 $39,767,238 $40,960,255

Discounted cash flow $0 -$18,436 $916 $873 $939 $895 $854 $919 $876 $836 $900 $416 $397

Payback period calc

Discounted payback period calc

Payback period 13.2 years

Discounted payback period 42.2 years

NPV (@ 8.0% nominal) $54,364

IRR 10.8%



E5: Retrofitting of light fittingsUpgrade light fittings in buildings

Upgrade lighting in 1 building per year

Sample building has 3000 light fittings

Each fitting upgraded from 36W to 28W

Each fitting is on for an average of 6 hours a day (on peak hours)

On peak electricity rate is 14.54 cents in 2011, increasing annually with CPI (2.7% per annum increase)

Installation performed in house (labour rate of $40 per hour)

Cost of fitting approximately $15

Installation takes approximately 0.5 hours per fitting

Variation in maintenance costs has not been considered

Savings in energy costs per building Savings in CPRS cost per

building

Light tube per fitting 2 /fittings Energy saved 54,000 kwh/year

Light fittings per building 1,500 fittings Greenhouse emmision factor 0.84 kg/kwh

Wattage saving per light tube 8 W (36W - 28W) CO2 emission reduction 45.36 Tonne/year

Wattage saving per fitting 16 W (36W - 28W)Carbon Prevention Reduction Scheme

(CPRS) $10per tonne

Hours switched on 9 hours/day Savings in CPRS cost per building $454 per year

Days per year 250 days/year


Energy saved 54,000 kwh/year Rebate $0 once-off payment


Savings in energy costs per building $7,852 per year

Capital - Installation cost per building Operating Cost

Cost of fitting approximately $150per fittings (source: Graham)

Cost of replacement less existing ($150 each) $0

per fittings (-ve is saving)

Labour rate $65 per hour(Use external electrician)

On-going operating costs (Net) $0

(replacement of bulbs)

Installation time 0.5 hours/fittings Spread over 15 years

Installation cost -$273,750 per building Average annual operating cost $0 per year

Replacement every 1,000 years Operating contingency 5%

Capital contingency 5%



E5 : Upgrade light fittings in buildings (b)

0 1 2 3 4 5 6 7 8 9 10 149 150

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161On-peak energy rate ($/kwh) $0.1498 $0.1543 $0.1589 $0.1859 $0.1915 $0.1972 $0.2307 $0.2377 $0.2448 $0.2864 $6,129.0632 $6,312.9351

Capital

Installation cost per building -$273,750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0


Revenue (Saving)

Savings in energy costs per building $8,087 $8,330 $8,580 $10,038 $10,339 $10,650 $12,460 $12,834 $13,219 $15,466 $330,969,415 $340,898,498


Rebate $0

Expenditure

On-going operating costs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Operating contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net cash flow $0 -$278,897 $8,797 $9,061 $10,534 $10,850 $11,175 $13,002 $13,392 $13,793 $16,058 $331,005,438 $340,935,601

Discounted cash flow $0 -$258,238 $7,542 $7,193 $7,743 $7,384 $7,042 $7,586 $7,235 $6,900 $7,438 $3,465 $3,305

Payback period calc




NPV (@ 8.0% nominal) $506,654

IRR 10.5%



E5: Total (a+b)

0 1 2 3 4 5 6 7 8 9 10 149 150

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161Capital



Revenue (Saving)



Rebate $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Expenditure

On-going operating costs $0 -$52 -$53 -$55 -$56 -$58 -$60 -$61 -$63 -$65 -$3,971 -$4,090

Operating contingency $0 -$3 -$3 -$3 -$3 -$3 -$3 -$3 -$3 -$3 -$199 -$204

Net cash flow $0 -$298,807 $9,865 $10,161 $11,811 $12,165 $12,530 $14,576 $15,014 $15,464 $18,001 $370,772,676 $381,895,857


Payback period calc




NPV (@ 8.0% nominal) $561,018

IRR 10.5%



E6: Central Plant and Chilled Water networkRetrofit 1 building per year

There is a saving of approximately 5kW per room

The room is occupied for 8 hours a day

Sample building sas 30 rooms yet to be air-conditioned

Cost of installation is $20,000 per room

There may be additional costs to retrofit ceiling spaces or upgrade Air Handling Units within buildings


building

Rooms per building 30 per building Energy saved 120,000 kwh/year

Wattage saving per room 5 kW/room Greenhouse emmision factor 0.84 kg/kwh

Saving from efficiency 80% CO2 emission reduction 100.80 Tonne/year

Hours of air-conditioning 8 hours/dayCarbon Prevention Reduction Scheme

(CPRS) $10per tonne

Days per year (5dx25w spring - autumn) 125 days/year Savings in CPRS cost per building $1,008 per year



On-peak energy rate 0.1454 $/kwh Rebate $0 once-off payment

Savings in energy costs per building $17,448 per year


Installation cost -$10,000 per room Average annual operating cost $0 per year

Rooms per building 30 per building Operating contingency 5%

Installation cost -$300,000 per building

Replacement every 1,000 years




E6: Central Plant and Chilled Water network

0 1 2 3 4 5 6 7 8 9 10 149 150

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161Off-peak energy rate ($/kwh) $0.1498 $0.1543 $0.1589 $0.1859 $0.1915 $0.1972 $0.2307 $0.2377 $0.2448 $0.2864 $6,129.0632 $6,312.9351

Capital

Installation cost -$300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0


Revenue (Saving)


Savings in CPRS cost per building $1,008 $1,038 $1,069 $1,101 $1,135 $1,169 $1,204 $1,240 $1,277 $1,315 $80,052 $82,453

Rebate $0

Expenditure

On-going operating costs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0


Net cash flow -$296,021 $19,549 $20,135 $23,409 $24,111 $24,834 $28,892 $29,759 $30,652 $35,684 $735,567,641 $757,634,670

Discounted cash flow -$274,093 $16,760 $15,984 $17,206 $16,409 $15,650 $16,858 $16,078 $15,334 $16,529 $7,700 $7,343

Payback period calc




NPV (@ 8.0% nominal)$1,136,19

8

IRR 11.9%



E7: HVAC system (Controls)Retrofit 1 building per year (8 buildings from 2012-2020)

There is a saving of 25% in energy

Annual energy use of a sample building (eg Computer Science /LWAG) is 500,000 kWh

Cost of installing access control is $3,500 per door

There are 100 doors per building

There is a software cost of $50,000


building

Annual energy consumption 500,000 kWh/year Energy saved 125,000 kwh/year

Annual energy saving 25% per year Greenhouse emission factor 0.84 kg/kwh

Energy saved 125,000 kwh/year CO2 emission reduction 105.00 Tonne/year

On-peak energy rate 0.1454 $/kwhCarbon Prevention Reduction Scheme

(CPRS) $10per tonne

Savings in energy costs per building $18,175 per year Savings in CPRS cost per building $1,050 per year

Rebate $0 once-off payment


Doors per building 100 doors/building Average annual operating cost $0 per year

Cost of installing access control $3,500 per door Operating contingency 5%

Installation cost -$350,000 per building

Replacement every 1,000 years

Software cost (No licence fee) -$50,000 for 8 buildings

Software cost -$6,250 per building




E7: HVAC system (Controls) -- per building

0 1 2 3 4 5 6 7 8 9 10 149 150 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161

Off-peak energy rate ($/kwh) $0.1498 $0.1543 $0.1589 $0.1859 $0.1915 $0.1972 $0.2307 $0.2377 $0.2448 $0.2864 $6,129.0632 $6,312.9351

Capital Software cost per building -$6,250



Revenue (Saving)


Savings in CPRS cost $1,082 $1,114 $1,147 $1,182 $1,217 $1,254 $1,291 $1,330 $1,370 $1,411 $85,889 $88,465

Rebate $0

Expenditure

On-going operating costs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0


Net cash flow -$365,286 $20,396 $21,008 $24,418 $25,151 $25,905 $30,134 $31,038 $31,969 $37,212 $766,218,794 $789,205,358

Discounted cash flow -$338,228 $17,486 $16,677 $17,948 $17,117 $16,325 $17,583 $16,769 $15,992 $17,236 $8,021 $7,649

Payback period calc




NPV (@ 8.0% nominal)$1,432,95

6

IRR 12.9%



E8: Computer power savingsThere are approximately 4,000 computers currently managed by ITS of Faculty IT support offices

50% of these computers are left on overnight

Computers that are shutdown remotely would be off for an average of 16 hours

There are 200 days in the academic year

Computer average power saving is 60W

Software plus labour cost is $20 per computer

Savings in energy costs Savings in CPRS cost per

building

Number of computers 4,000 computers (Academin & Libraries) Energy saved 211,200 kwh/year Percentage of computers left on

overnight 25% computers Greenhouse emmision factor 0.84 kg/kwh

Hours computers shutdown remotely 16 hours/day CO2 emission reduction 177.41 Tonne/year

Computer average power saving 60 W per computerCarbon Prevention Reduction Scheme

(CPRS) $10per tonne

Academic days 220 days/year Savings in CPRS cost per building $1,774 per year



Off-peak energy rate 0.0673 $/kwh Rebate $0 once-off payment

Savings in energy costs $14,214 per year


Software plus labour cost $22 per computer (Juicepress software ) Support fee (assume external supplier) $3 per computer per year

Installation cost -$88,000 (by UWA staff) Support fee -$12,000 per year

Capital contingency 5% Operating contingency 5%



E8: Computer power savings

0 1 2 3 4 5 6 7 8 9 10 149 150

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161Off-peak energy rate ($/kwh) $0.0693 $0.0714 $0.0735 $0.0860 $0.0886 $0.0913 $0.1068 $0.1100 $0.1133 $0.1326 $2,836.9048 $2,922.0119

Capital

Installation cost -$88,000


Revenue (Saving)

Savings in energy costs $14,640 $15,079 $15,532 $18,172 $18,717 $19,279 $22,556 $23,233 $23,930 $27,998 $599,154,291 $617,128,920

Savings in CPRS cost $1,827 $1,882 $1,939 $1,997 $2,057 $2,118 $2,182 $2,247 $2,315 $2,384 $145,117 $149,471

Rebate $0

Expenditure

On-going operating costs -$12,360 -$12,731 -$13,113 -$13,506 -$13,911 -$14,329 -$14,758 -$15,201 -$15,657 -$952,995 -$981,585

Operating contingency -$618 -$637 -$656 -$675 -$696 -$716 -$738 -$760 -$783 -$47,650 -$49,079

Net cash flow $0 -$75,933 $3,983 $4,103 $6,401 $6,593 $6,790 $9,693 $9,984 $10,283 $13,942 $598,298,764 $616,247,727


Payback period calc




NPV (@ 8.0% nominal)$1,093,42

4

IRR 17.3%



FINANCIAL EVALUATION -- WATER

General parametersOff-peak energy rate 0.0673 $/kwh


Electricity price increases every 3 years

Electricity price periodic increases 17.0% every 3 years

Water rate (per kL) $2.50 per kL

Water rate increases every 1 years

Water price periodic increases 3.0% every 1 years


Inflation 3.0%

Discount rate (nominal) 8.0%



W4 : Retrofit toiletsSmart flush urinals save 100kL of water per year

There are approximately 50 Smart flush (stainless steel) urinals yet to be replaced

Waterless urinals saves 120kL of water a year

There are approximately 200 waterless (individual) urinals yet to be replaced

Time lapse taps save 100 L of water per day

There are approximately 300 taps yet to be replaced

Low flow shower heads save 15 L of water per day

There are approximately 70 showers yet to be replaced

Smart flush urinals cost approximately $150 (installation) and $70 (on-going) per urinal per year

Waterless urinals cost approximately $90 (installation and on-going) per year

Time lapse taps cost approximately $100 (installation) per tap

Low flow showers cost approximately $120 (installation) per shower

1 kL of water used costs approximately $2.50

Maintenance costs difference between old and retrofitted fitting is minimal, unless otherwise specified

Savings in water costs


Water rate (per kL) $2.50 $/kL

Saving

kL/yearunits to be

replaced

Installation cost per

unit

On-going cost per

unitInstallation

costOn-going

costTotal kL

savingTotal $ saving

Smart flush urinals 100 50 $1,500 $70 -$75,000 -$3,500 5,000 $12,500

Waterless urinals 120 200 $90 $90 -$18,000 -$18,000 24,000 $60,000

Time lapse taps 100 L/day 22 300 $100 -$30,000 $0 6,600 $16,500

Low flow shower heads 15 L/day 3 70 $120 -$8,400 $0 231 $578

Total -$131,400 -$21,500 35,831 $89,578

Savings in water 35,831

Savings in water costs $89,578 in 2011

Rebate $0


Installation cost -$131,400 in 2011 On-going operating costs -$21,500 per year

Installation over 3 years Operating contingency 5%

Installation cost -$43,800 per year (in 2011)




W4 : Retrofit toilets

0 1 2 3 4 5 6 7 8 9 10 149 150 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161

Water rate (per kL) $2.50 $2.58 $2.65 $2.73 $2.81 $2.90 $2.99 $3.07 $3.17 $3.26 $3.36 $204.50 $210.63

Capital

Installation cost -$45,114 -$46,467 -$47,861

Capital contingency -$2,256 -$2,323 -$2,393 $0 $0 $0 $0 $0 $0 $0 $0 $0

Revenue (Saving)

Savings in water costs $95,033 $97,884 $100,820 $103,845 $106,960 $110,169 $113,474 $116,878 $120,385 $7,327,324 $7,547,144

Rebate $0

Expenditure

On-going operating costs -$22,809 -$23,494 -$24,198 -$24,924 -$25,672 -$26,442 -$27,236 -$28,053 -$28,894 -$1,758,672 -$1,811,433

Operating contingency -$1,140 -$1,175 -$1,210 -$1,246 -$1,284 -$1,322 -$1,362 -$1,403 -$1,445 -$87,934 -$90,572

Net cash flow $0 -$47,370 $22,292 $22,961 $75,412 $77,674 $80,004 $82,405 $84,877 $87,423 $90,046 $5,480,718 $5,645,140

Discounted cash flow $0 -$43,861 $19,112 $18,227 $55,430 $52,864 $50,416 $48,082 $45,856 $43,733 $41,709 $57 $55

Payback period calc 3.0

Discounted payback period calc 3.1



NPV (@ 8.0% nominal)$1,189,63

9

IRR 82.8%



W7 : Stormwater Re-useWater reduction and implementation cost estimated by UWA technical staff

On-going maintenance and operating costs are minimal


Academic days per year 220 days/year Rebate $0

Water reduction (0.9%) 2,000 kL/year 9.09 kL/day


Savings in water costs $5,000 per year $23 per day


Installation cost -$30,000 in 2012 Chemical costs -$500 per year

Replacement every 1,000 years On-going operating costs -$500 per year

Capital contingency 5% Operating contingency 5%

W7: Stormwater re-use

0 1 2 3 4 5 6 7 8 9 10 149 150 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161

Water rate (per kL) $2.50 $2.58 $2.65 $2.73 $2.81 $2.90 $2.99 $3.07 $3.17 $3.26 $3.36 $204.50 $210.63

Capital Installation cost -$30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0


Revenue (Saving)

Savings in water costs $5,305 $5,464 $5,628 $5,796 $5,970 $6,149 $6,334 $6,524 $6,720 $408,994 $421,263

Rebate $0

Expenditure

Chemical costs -$530 -$546 -$563 -$580 -$597 -$615 -$633 -$652 -$672 -$40,899 -$42,126

On-going operating costs -$27 -$27 -$28 -$29 -$30 -$31 -$32 -$33 -$34 -$2,045 -$2,106

Net cash flow $0 -$31,500 $4,748 $4,890 $5,037 $5,188 $5,343 $5,504 $5,669 $5,839 $6,014 $366,049 $377,031

Discounted cash flow $0 -$29,167 $4,070 $3,882 $3,702 $3,531 $3,367 $3,211 $3,063 $2,921 $2,786 $4 $4







NPV (@ 8.0% nominal) $58,675

IRR 18.1%



W8: Extend Irrigation Remaining areas of scheme water irrigation include Ken and Julie Michael Building, Administration / Hackett Hall and Great Court

Water reduction and implementation cost estimated by UWA technical staff

On-going maintenance and operating costs are minimal


Water reduction (1.1%) 2,500 kL/year 6.85 kL/day Rebate $0


Savings in water costs $6,250 per year $17 per day


Installation cost including pump -$20,000 in 2012 Bore Pump power 1 kW

Bore Pump cost -$4,000 in 2011 Hours running 2 hours/day

Pump replacement every 5 years REPLACEMENT??? Days per year 365 days/year

Capital contingency 5% Energy consumption 730 kwh/year

Off-peak energy rate 0.0673 $/kwh

On-going operating costs $49 per year

Operating contingency 5%



W8: Extend groundwater irrigation

0 1 2 3 4 5 6 7 8 9 10 149 150

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161

Off-peak energy rate ($/kwh) $0.0673 $0.0787 $0.0811 $0.0835 $0.0977 $0.1007 $0.1037 $0.1213 $0.1250 $0.1287 $0.1506$3,222.503

5$3,319.178

6

Water rate (per kL) $2.50 $2.58 $2.65 $2.73 $2.81 $2.90 $2.99 $3.07 $3.17 $3.26 $3.36 $204.50 $210.63

Capital

Installation costs -$20,000

Bore Pump cost $0 $0 $0 $0 -$4,776 $0 $0 $0 $0 $0 $0

Capital contingency -$1,000 $0 $0 $0 $0 -$239 $0 $0 $0 $0 $0 $0

Revenue (Saving)

Savings in water costs $6,631 $6,830 $7,034 $7,245 $7,463 $7,687 $7,917 $8,155 $8,399 $511,242 $526,579

Rebate $0

Expenditure

On-going operating costs -$59 -$61 -$71 -$73 -$76 -$89 -$91 -$94 -$110 -$2,352,428 -$2,423,000

Operating contingency -$3 -$3 -$4 -$4 -$4 -$4 -$5 -$5 -$5 -$117,621 -$121,150

Net cash flow -$21,000 $6,568 $6,766 $6,960 $7,168 $2,368 $7,594 $7,822 $8,056 $8,284 -$1,958,807 -$2,017,571

Discounted cash flow -$19,444 $5,631 $5,371 $5,115 $4,879 $1,492 $4,431 $4,226 $4,030 $3,837 -$21 -$20




Discounted payback period 4.7 years NPV (@ 8.0% nominal) $82,635 IRR 31.8%



FINANCIAL EVALUATION -- RECYCLING

General parametersInflation 3.0%Discount rate (nominal) 8.0%

R2 : Recycling station and operation(NEED FURTHER INVESTIGATION)

Central recyclable waste collection facility at Services Precinct to be approximately 50x50m2Construction cost approximately $150/m2 for built space, including servicesOpportunity cost of space has not been consideredDisposal of recycled waste is $1.20 less than disposal of general waste for a standard binEach general waste bin weighs 13kgEach recycled waste bin weighs 11kg Increase in operating costs is estimated based on additional labour required

Savings in waste disposal costs Recycling waste bin less than general by $1.20 per bin

kg/bin

waste tonnes /

year bins / yeardisposal

cost / bin Total $ General 13 194.1 14,931 General waste $/bin cost UNKNOWN Recycling 11 194.1 17,645 Saving from using recycling bin 2,715 $1.20 $3,258

Savings in waste disposal costs $3,258 per year (in 2011)

Capital Operating Cost Installation cost On-going operating costs -$80,000 per year (in 2011)

Central recyclable waste area 2,500 m2 Operating contingency 0% Construction cost (space, services) $150 per m2 IS THIS ADDITIONAL COST?? Breakdown? Construction cost -$375,000 in 2011 Capital contingency 0%



R2 : Recycling station and operation 1 1 2 3 4 5 6 7 8 9 10 149 150 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2160 2161Capital

Installation cost -$397,838 Capital contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Revenue (Saving)

Savings in waste disposal costs $3,560 $3,666 $3,776 $3,890 $4,006 $4,127 $4,250 $4,378$266,46

9 $274,463Expenditure

On-going operating costs -$10,927 -$11,255 -$11,593 -$11,941 -$12,299 -$12,668 -$13,048 -$13,439

-$817,98

7 -$842,527Operating contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net cash flow $0 $0 -$397,838 -$7,368 -$7,589 -$7,816 -$8,051 -$8,292 -$8,541 -$8,797 -$9,061

-$551,51

8 -$568,063Discounted cash flow $0 $0 -$341,082 -$5,849 -$5,578 -$5,320 -$5,073 -$4,838 -$4,614 -$4,401 -$4,197 -$6 -$6Payback period calc Discounted payback period calc Payback period n/a years Discounted payback period n/a years NPV (@ 8.0% nominal) -$467,298 IRR #DIV/0!



FINANCIAL EVALUATION -- TRANSPORT

General parametersInflation 3.0%

Discount rate (nominal) 8.0% T6: U-Pass

Capital costs include development of pilot model, promotion and launch

Reduction in SOV trips based on UWA U-Pass Feasibility Study [22]

On-going annual costs and revenue based on UWA U-Pass Feasibility Study [22]

Expected revenue $6,058,000 per year (in year 2012)

Capital Operating

Implementation cost -$10,000 in 2011On-going operating

costs-

$6,125,000 per year (in year 2012)

Implementation over 2 years Operating contingency 5%

Installation cost -$5,000 per year (in 2011)




T6: U-Pass

0 1 2 3 4 5 6 7 8 9 10 150

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2161Capital 0 1 2 3 4 5 6 7 8 9 10 150

Installation cost -$5,000-

$5,150

Capital contingency -$250 -$258 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Revenue (Saving)

Expected revenue $6,239,740 $6,426,932 $6,619,740 $6,818,332 $7,022,882 $7,233,569 $7,450,576 $7,674,093 $7,904,316 $495,536,615

Expenditure

On-going operating costs-

$6,308,750-

$6,498,013 -$6,692,953-

$6,893,741-

$7,100,554-

$7,313,570-

$7,532,977-

$7,758,967-

$7,991,736-

$501,017,129

Operating contingency -$315,438 -$324,901 -$334,648 -$344,687 -$355,028 -$365,679 -$376,649 -$387,948 -$399,587 -$25,050,856

Net cash flow -$5,250-

$5,408 -$384,448 -$395,981 -$407,860 -$420,096 -$432,699 -$445,680 -$459,050 -$472,822 -$487,007 -$30,531,370

Discounted cash flow -$5,250-

$5,007 -$329,602 -$314,342 -$299,790 -$285,910 -$272,674 -$260,050 -$248,011 -$236,529 -$225,578 -$296

Payback period calc


Payback period n/a years

Discounted payback period n/a years

NPV (@ 8.0% nominal) -$7,123,559

IRR #DIV/0!



Appendix 5 :

UWA Sustainable Development Summer Scholarships (Summer 2010 / 2011)



UWA SUSTAINABLE DEVELOPMENT SUMMER SCHOLARSHIPS

SUMMER OF 2010/11The University is offering four summer scholarships aimed at students completing their third year of study in 2010. Other undergraduate students may apply.

The scholarships are worth $5,000 each and are to provide a salary to each of four students to work for eight weeks during the forthcoming summer break. The successful scholars will work on small research projects aimed at underpinning decisions to be made by the University on sustainable development projects on campus. The initiative is directly supported by the Vice-Chancellor as part of the University’s development of a Sustainable Development Plan for the University properties and operations.

Application for scholarships is to be done in the following way:1. Students must apply to do research on one of the issues provided in the attached

list

2. Students must approach and seek agreement of an academic staff member from the listed UWA Faculty who would be available to serve as their academic supervisor during the period of the project

3. Apply for the scholarship using the following information

Name and full contact details of the applicant

Current enrolment status and academic record

A statement on why you are interested in the proposed issue and the skills you bring to addressing the project (1 page or less)

Name and short statement of expertise of academic staff member who will supervise the project (half page max)

Period over which the project will be done in the summer of 2010/11

Signatures of both the student and academic supervisor

4. Please send applications as e-mail attachments to:

Professor Alistar Robertson, Pro Vice-Chancellor (Research) [email protected], marked SD Summer Scholarship

Applications due by COB November 17th

Successful applicants will be notified on 24th November

Successful applicants will be required to submit a report to their academic supervisor and relevant UWA Facilities Management staff member before the start of Semester 1 2011. Each scholarship may be required to provide a verbal presentation of findings at the first meeting of the UWA Vice-Chancellor’s Advisory Committee in 2011.




UWA Summer Internship 2010 – Possible Sustainable Development Research Projects

ITEM ISSUES / RISKS FOCUS AREA STUDENT NAME FACULTY

1 SOLAR PANELS

Various solar panel options, which supply electricity to homes / buildings using solar energy, are commercially available. There are significant variations in price and technical performance specifications between the different products. Further research is required to assess and compare the technical differences and effectiveness of the various products. Given the performance efficiencies, the payback period for the various alternatives could then be calculated.

ENERGY Doug Pearce “Research into the Feasibility of Solar Panel Installation at the Crawley Campus”

ALVA

2 CARBON CAPTURE

UWA is committed to reducing its carbon footprint. Furthermore, the introduction of a carbon tax appears imminent. Given its existing landscape portfolio, FM would like to explore the opportunity of offsetting its carbon footprint through bio-sequestration.

LANDSCAPE, ENERGY

Maria Thomason “Carbon Sequestration Storage on the University of Western Australia’s Crawley campus”

FNAS

3 VERTICAL GARDENS

Vertical gardens appear to be a good method of utilising energy reduction and water recycling technologies in an integrated built form / landscape environment. UWA Facilities Management would like to investigate the feasibility of implementing vertical gardens to a building on campus, including a study of capital and on-going cost commitments.

LANDSCAPE

BUILT FORM

ENERGY

WATER

Tobias Beale and Sally Farrah

“Vertical Gardens”

ALVA

4 WATER RECYCLING

There is an opportunity to integrate natural ecological processes with water filtration for irrigation or for other uses. An example of this would be to utilise the ecological processes inherent in the Taxonomic Gardens to filter water for irrigation of plants in the adjacent glasshouses. An appropriate water capture and recycling system would need to be designed.

WATER




5 ENERGY EFFECIENT MUSEUMS

Museums and art galleries are inherently energy inefficient buildings due to the need to maintain strict environmental conditions, such as constant temperature and humidity levels. Research into methods of delivering the required environmental controls more energy efficiently is required.

ENERGY

BUILT FORM

6 MCGILLIVRAY TUARTS

It has been observed that the Tuart trees on the McGillivray Sports Complex are susceptible to attack by a new species of lerps. The health of the trees requires examination. Proposal of a method to prevent further attack would be beneficial.

LANDSCAPE

7 WATER FOUNTAINS VERSUS BOTTLED WATER

There is a cost associated with the installation of drinking fountains throughout the campus. This cost comes in the form of additional infrastructure required as well as water wastage. The option of purchasing bottled water versus the provision of drinking fountains needs to be considered.

WATER

8 ON SITE BIO-GAS PLANT

UWA produces a large amount of organic waste material, e.g., green waste, kitchen waste, etc. Does an opportunity exist to utilise the waste material in an on-site bio-gas facility, which can in turn, supply some of the campus’ energy needs?

ENERGY

RECYCLING

9 UNIVERSAL PASS FOR PUBLIC TRANSPORT

It has been proposed by the Transport Plan 2009, the Active Commuting Survey 2010 conducted by CBEH and the Transport Workshop 2010, that the uptake of public transport would be greatly enhanced by the provision of a Universal pass. This U pass could be linked to the student / staff card and provided at little or no cost to the users. The feasibility of implementing a U pass system requires further investigation.

TRANSPORT Regan Bleechmore “UWA U-Pass Feasibility Study”

FMDHS




10 SOCIAL MARKETING

There is currently considerable work being undertaken within various sections of the University in the area of sustainability. However, there is a lack of awareness and understanding amongst the greater community with regards to the work being undertaken. In order to promote sustainability to a wider audience and to bring it ‘front of house’, a social marketing strategy needs to be developed. This strategy may involve a memorable catchphrase (in the vein of ‘Slip Slop Slap’) and involve various media and social networking sites.

ENGAGEMENT Nichola Burton “The Social Marketing of Sustainability: A Psychological Perspective”

FLPS



Appendix 6 :

Timeline and Capital Costs



Sustainable Development Plan Timeline and Capital Costs ($)

2011 2012 2013 2014 2015 2016 2017 2018 2019

Ener

gy

E1: Energy Policies $0 $0 E2: User Pay system $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000E3: Electricity and Gas meters $70,000 $70,000 $70,000 E4: Retrofit Light fittings $293,750 $293,750 $293,750 $293,750 $293,750 $293,750 $293,750 $293,750E5: Central Plant $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000E6: HVAC controls $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000E7: Computer Power Savings $88,000 E8: Renewable Energy $5,000,000 $5,000,000 $5,000,000

Total for Energy $0 $6,131,750

$6,043,750

$6,043,750 $973,750 $973,750 $973,750 $973,750 $973,750

Wat

er

W1: Water Policies $0 $0 W2: User Pay system $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000W3: Water meters $60,000 $60,000 $60,000 W4: Retrofit Toilet fittings $43,800 $43,800 $43,800 W5: Central Plant water TBD TBD TBD W6: Stormwater Re-use $30,000 W7: Extend Groundwater Irrigation $20,000 W8: Stormwater Separators $50,000 $100,000 W9: Process water recycling TBD TBD

Total for Water $0 $233,800 $233,800 $133,800 $30,000 $30,000 $30,000 $30,000 $30,000

Recy

clin

g

R1: Recycling Policies $0 $0 R2: Recycled building materials $0 $0 R3: Reduction of resource purchases $0 $0 R4: Organic waste facility TBD TBD R5: Recycling Collection facility $375,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000

Total for Recycling $0 $0 $375,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000

Tran

spor

t

T1: Transport Plan TBD TBD TBD $280,000 $280,000 $280,000 $280,000 $280,000 $280,000T2: Travel Smart Program $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000T3: Pedestrian Plan $8,000 TBD TBD TBD TBD TBD TBD TBDT4: Cycle Plan $8,000 TBD TBD TBD TBD TBD TBD TBDT5: Flexible work arrangements TBD TBD TBD TBD T6: U-Pass $5,000 $5,000 T7: Improve Public Transport $100,000 $100,000 $100,000

Total for Transport $105,000 $221,000 $200,000 $380,000 $380,000 $380,000 $380,000 $380,000 $380,000

Built

For

m

B1: Campus Plan 2010 $0 B2: Precinct Plans $20,000 $20,000 $20,000 B3: Built Form Policies $0 $0 B4: User Pay system $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000B5: Flexible work arrangements TBD TBD TBD TBD B6: Built Form ratings system $5,000 $5,000 B7: Enhance building sustainability TBD TBD TBD TBD TBD TBD TBD

Total for Built Form $5,000 $55,000 $50,000 $50,000 $30,000 $30,000 $30,000 $30,000 $30,000

Land

scap

e

L1: Campus Plan 2010 $0 L2: Landscape Policies $0 $0 L3: Landscape Metrics $5,000 $5,000 L4: Green Infrastructure TBD TBD L5: Biodiversity Linkages TBD TBD TBD L6: Crawley Landscape Masterplan $5,000 $5,000 L7: Carbon bio-sequestration $5,000

Total for Landscape $5,000 $10,000 $10,000 $0 $0 $0 $0 $0 $0

Proc

urem

ent

P1: Procurement Policies $0 $0 P2: Procurement for Offices TBD TBD P3: Procurement for Construction $0 $0 P4: Energy Supply Agreements TBD TBD P5: Eliminate bottled water TBD TBD P6: Preferred supplier database $0 $0 P7: Electric vehicles TBD TBD P8: Carbon offset for UWA travel TBD TBD P9: Landscape sustainability TBD TBD P10: Heritage Landscape TBD TBD P11: Procurement for Research TBD TBD

Total for Procurement $0 $0 $0 $0 $0 $0 $0 $0 $0

Com

m /

C1: Comms and Engagement Plan $5,000 $5,000 TBD TBD TBD TBD TBD TBD TBDC2: Strategic Partnerships TBD TBD TBD TBD TBD TBD TBD TBD TBDC3: Key contacts $0 $0 C4: External funding $0 $0



Enga

gem

entC5: Core Sustainability Unit TBD TBD

C4: Research projects $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000Total Comms &

Engagement $29,000 $29,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000

TOTAL$144,00

0$6,680,55

0$6,936,55

0$6,711,55

0$1,517,75

0$1,517,75

0$1,517,75

0$1,517,75

0$1,517,75

0NOTES: TBD - To be determined

Nominal maintenance costs not included in this tableEscalation has not been accounted forInitiatives for 2015 onwards (shaded area) will need to be reviewed in 2014



Appendix 7 :

Sources of Information



University of Western Australia, 2009, Operational Priorities Plan, viewed 27 October 2010, <http://www.registrar.uwa.edu.au/university_planning/strategic_operational_plans/opp>

Department of Climate Change and Energy Efficiency, 2007, National Greenhouse and Energy Reporting, viewed 30 October 2010, < http://www.climatechange.gov.au/reporting>

Alinta Sales Pty. Ltd, Electricity Supply Agreement between UWA and Alinta Sales Pty Ltd for Crawley site, effective 1 July 2010

Alinta Sales Pty. Ltd, Gas Supply Agreement between UWA and Alinta Sales Pty Ltd for Crawley site , effective 1 March 2011.

Department of Climate Change and Energy Efficiency, 2011, Carbon Pollution Reduction Scheme design overview, viewed 11 February 2011, <http://climatechange.gov.au/en/government/initiatives/cprs/carbon-price-design/overview.aspx>

Vice Chancellor’s Advisory Committee for Sustainable Development, Energy Planning Day, 17 March 2010, Ken and Julie Michael Building

Wright, G., personal communication, 2011

Alberfield Pty Ltd, University of Western Australia Crawley Campus Energy Audit Report, Document No. 61904-RP-001, Rev 0, Fremantle

Humphries, T., personal communication, 2011

Manessis, M. , 2010, UWA Crawley Campus Site Cooling Source Report, Perth.

Hall, K., personal communication, 2011

Langoulaut, J., 2011, email, 4 March 2011, <[email protected]>

Wun, J., personal communication, 2011

Pearce, D., 2011, Research into the Feasibility of Solar Panel Installation at the Crawley Campus , University of Western Australia, Perth.

Vice Chancellor’s Advisory Committee for Sustainable Development, Water Planning Workshop, 18 August 2010, UWA Watersports Complex.

Water Corporation, 2009, Water Efficiency Management Plan (WEMP) Annual Report 2008 – 2009, University of Western Australia, Perth

Walsh, G., personal communication, 2011

HFM Asset Management, 2010, Water Review MCS Building UWA, Perth.



Tywnham, A., personal communication, 2011

Vice Chancellor’s Advisory Committee for Sustainable Development, Recycling Planning Day, 24 March 2010, Ken and Julie Michael Building

The University of Western Australia, 2011, Campus Plan 2010, viewed 15 December 2010, <http://www.uwa.edu.au/campusplanning/plan/2010>

Department of Planning, Western Australian Planning Commission, 2010, Directions 2031 and Beyond, viewed 20 December 2010, <http://www.planning.wa.gov.au/Plans+and+policies/Publications/2224.aspx>

French, S., Giles-Corti, B. And I’Anson, K., 2010, 2010 UWA Commuting Survey Vol I and II, Centre for the Built Environment and Health, University of Western Australia, viewed 10 November 2010, <http://www.sph.uwa.edu.au/research/cbeh/projects/commuting-behaviour/>

SKM, 2009, UWA Strategic Transport Plan v5, University of Western Australia, Perth.

Tyrrell-Clark, D., personal communication, 2011

Vice Chancellor’s Advisory Committee for Sustainable Development, UWA Transport Plan Stakeholder Workshop, 12 May 2010, Ken and Julie Michael Building.

Bleechmore, R., 2011, UWA U-Pass Feasibility Study, University of Western Australia, Perth

Currie and Brown, 2008, 2008 TEFMA Benchmark Survey – Audit Report, Australia.

Cameron, R., personal communication, 2011

Vice Chancellor’s Advisory Committee for Sustainable Development, Built Form Planning Workshop, 18 August 2010, UWA Watersports Complex.

Whitbread, H., personal communication, 2011

Ivanovski, D., personal communication, 2011

Beale, T. and Farrah, S., 2011, Vertical Gardens, University of Western Australia, Perth

Vice Chancellor’s Advisory Committee for Sustainable Development, Landscape Planning Workshop, 18 August 2010, UWA Watersports Complex.

Thomason, M., Carbon Sequestration Storage on the University of Western Australia’s Crawley Campus, University of Western Australia, Perth.

Strategic Procurement, 2010, University Policy on: Sustainable Procurement (Draft), University of Western Australia, Perth

Howard, T., personal communication, 2011


http://www.uwa.edu.au/campusplanning/plan/2010