compendium of case studies environment and energy goals
TRANSCRIPT
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Compendium of Case Studies
Environment and Energy Goals
Case studies
The Department of the Environment and Energy sought case studies (up to 500 words)
that showcased work that gives effect to the environment and energy Goals and their
Targets. We are pleased to have received over 60 submissions for our 2017 Online
compendium.
The online compendium of case studies will enable stakeholders across Australia to
showcase their contribution to the environment and energy Goals. The compendium is
produced annually and will continue to be hosted on the Department of the Environment
and Energy webpage.
Disclaimer
The views in published submissions are the responsibility of the authors and do not
represent the views of the Australian Government or the Department.
Publication does not in any way constitute endorsement of the views of the authors.
The Department does not verify the information contained in published submissions and
makes no representation or warranty about the accuracy, reliability, currency or
completeness of any material contained in submissions.
The Commonwealth disclaims liability, to the extent permitted by law, for any loss or
damage resulting from any action taken, or reliance made, in relation to any information
contained in published submissions.
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Table of Contents Environment and Energy Goals case studies ......................................................................................... 1
Goal 6 – Clean Water and Sanitation (Lead agency: Department of Agriculture and Water Resources) .............................................................................................................................................. 5
Aboriginal Community Water and Sanitation Program ...................................................................... 5
Implementing the SDGs through the Melbourne Water System Strategy ......................................... 5
New South Wales (NSW) Aboriginal Communities Water and Sewerage Program ........................... 6
Regional Towns Water and Sewerage Regulation .............................................................................. 7
Safe and Secure Water Program (SSWP) ............................................................................................ 8
The Nimmie-Caira Project ................................................................................................................. 10
Revitalising Informal Settlements and their Environments (RISE) Program ..................................... 11
Water Sharing Plans .......................................................................................................................... 13
Water for Victoria and Timor Leste .................................................................................................. 14
Goal 7 – Affordable and Clean Energy ................................................................................................. 15
Monash Energy Materials and Systems Institute, Monash University ............................................. 15
Affordable and Clean Energy for Low Income Households .............................................................. 16
Implementation of the NSW Renewable Energy Action Plan ........................................................... 21
Victorian Energy Upgrades ............................................................................................................... 23
Goal 11 – Sustainable Cities and Communities (Lead agency: Prime Minister and Cabinet) ............ 24
ANZ: Largest single-tenanted 6 Star Green Star rated office fitout in Australia .............................. 24
Commonwealth Bank Place: Australia’s most sustainable office, after achieving 6 Star Green Star rating for design ................................................................................................................................ 27
Cooperative Intelligent Transport Initiative...................................................................................... 30
Desktop assessment of how City of Melbourne’s strategies and plans are delivering against the UN’s Sustainable Development Goals (SDGs). .................................................................................. 32
Green Star, Green Star Communities and National Carbon Offset Standard for Buildings and Precincts .............................................................................................................................................. 1
Health impact assessment of particulate matter (PM) air pollution in Sydney .................................. 3
Housing for Health .............................................................................................................................. 4
Lendlease, Barangaroo Authority ....................................................................................................... 5
Major NSW Public Transport Projects ................................................................................................ 7
Reforming land use planning systems to improve housing affordability ........................................... 9
Recovery from fire at Wye River and Separation Creek in December 2015 ..................................... 10
Sydney Metro, a comprehensive approach to sustainable rail infrastructure ................................. 12
Tonsley - Australia's first mixed-use urban redevelopment to be awarded the prestigious 6 Star Green Star – Green Building Council of Australia ............................................................................. 15
Goal 12 – Responsible Production and Consumption ......................................................................... 19
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Improving Environmental Health outcomes through Health Risk Assessment of contaminated sites .......................................................................................................................................................... 19
Love Food, Hate Waste, and the National Food Waste Strategy ..................................................... 20
Sustainable sourcing & procurement: a whole-of-government approach ....................................... 21
Victoria’s 30-Year Statewide Waste and Resource Recovery Infrastructure Plan ............................ 23
Goal 13 – Climate Action ...................................................................................................................... 25
Community coastal action in Port Fairy ............................................................................................ 25
Introduction of the new Victorian Climate Change Act 2017 ........................................................... 26
Strengthen resilience and adaptive capacity to climate-related hazards......................................... 27
The NSW Energy Savings Scheme (ESS) ............................................................................................ 29
The NSW and ACT Regional Climate Modelling (NARCliM) Project .................................................. 30
Goal 14 – Life below Water .................................................................................................................. 31
Australia’s Integrated Marine Observing System (IMOS) as a contribution to global ocean observing ........................................................................................................................................... 31
Port Phillip Bay Environmental Management Plan 2017-2027 ........................................................ 33
Microplastics in the marine environment ........................................................................................ 34
NSW marine estate reforms – statewide threat and risk assessment (TARA) informs development of the first 10-year Marine Estate Management Strategy (Strategy) ............................................... 35
Goal 15 – Life on Land .......................................................................................................................... 37
Melbourne Strategic Assessment (MSA) program ........................................................................... 37
NSW Forestry Industry Roadmap ..................................................................................................... 38
Victorian Forest Monitoring Program .............................................................................................. 39
Cross-linking of 2030 Agenda goals ..................................................................................................... 42
The Australian Marine Debris Initiative (AMDI) ................................................................................ 42
Better Buildings Partnership, Sydney ............................................................................................... 43
City Switch Green Office ................................................................................................................... 46
Climate Action and the Renewable Energy Revolution happening in corporate Australia .............. 48
Driving Resilient Melbourne’s Integrated Water Management (IWM) ............................................ 49
Establishment of a national body to support the uptake of electric vehicles in Australia ............... 51
Global Goals for Local Communities: Urban water advancing the Sustainable Development Goals .......................................................................................................................................................... 52
Indigenous rangers in Australia - Decent work and economic growth sustaining life on land and below water ...................................................................................................................................... 54
Integrated Water Management (IWM) Forums in Victoria .............................................................. 56
Implementing and Measuring the Sustainable Development Goals through Plan Melbourne 2017-2031 .................................................................................................................................................. 58
Monash Net Zero Initiative ............................................................................................................... 60
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Monash University’s global leadership in the delivery of water sensitive cities .............................. 63
Nature is good medicine ................................................................................................................... 64
Project Pioneer and Project Catalyst ................................................................................................ 65
Quencing the need for safe and reliable water in Remote Indigneous Community ........................ 67
Smart Green Apartments Program ................................................................................................... 69
State and Benefit Framework for the Victorian 2018 State of the Environment Report ................. 72
Strategic Planning for the SDGs in the Aged Care Sector ................................................................. 73
Sustainable & Resilient Coastal Communities in the Pacific ............................................................. 74
Sustainable Sydney 2030 .................................................................................................................. 76
Using the Sustainable Development Goals as a planning, reporting and communication framework within the Sustainability Advantage Program, NSW OEH ................................................................. 78
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GOAL 6 – CLEAN WATER AND SANITATION (LEAD AGENCY: DEPARTMENT OF AGRICULTURE AND WATER RESOURCES)
Title: Aboriginal Community Water and Sanitation Program
Organisation: NSW Department of Industry – Water
Partners: NSW Aboriginal Affairs, NSW Aboriginal Land Council, NSW Health, other State Government agencies, Local Councils and water utilities, Local Aboriginal Land Councils
Goals addressed: Improve Health and Wellbeing of 62 Aboriginal Communities in NSW - 25 year grant funded program starting 2008
Objective: • Improved level of water and sewerage services • Improved community health
Case Study Text: The Aboriginal Community Water and Sewerage Program (ACWSP) Operates and Maintains water and sewerage infrastructure on selected remote Aboriginal Communities in NSW by engaging experienced operators through 5 year service agreement. Scope includes:
o Regular Inspections o Backlog and emergency works o Water Quality Monitoring & Testing
Web link: http://www.water.nsw.gov.au/urban-water/aboriginal-communities
Title: Implementing the SDGs through the Melbourne Water System Strategy
Organisation: Melbourne Water
Partners (if any): Department of Environment, Land, Water and Planning (DELWP); Water Corporations
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Title: New South Wales (NSW) Aboriginal Communities Water and Sewerage Program
Organisation: Environmental Health Branch, NSW Health
Partners (if any): Aboriginal communities, local Aboriginal Land Councils, local water utilities, Local Government NSW, NSW Water Directorate
Goals addressed: Goal 6: Ensure availability and sustainability management of water and sanitation for all Target 6.2: By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations
Objective (maximum 5 dot-points):
Goals addressed: SDG 3, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17
Objective (maximum 50 words): The Melbourne Water System Strategy presents a system view of water resource management across Melbourne and the surrounding region over the next 50 years. The strategy explores two key challenges affecting Melbourne Water’s management of water resources: (1) our growing and changing region; and (2) our changing and variable climate.
Case Study Text (maximum 300 words): The UN SDGs have been utilised by Victorian water corporations in their development of urban water strategies with Melbourne Water. Melbourne Water have used the SDGs with stakeholders and customers as a common framework to deliver improved community well-being and a better natural environment. Activities in the Melbourne Water System Strategy have been directly linked to the SDGs to which they will contribute. Melbourne Water aspires to make a meaningful and material contribution to the SDGs, in order to advance the goals at all scales. In particular, the three pillars of its strategic direction are closely aligned to SDGs 6, 11 and 15 goals.
Web link (optional): https://www.melbournewater.com.au/sites/default/files/2017-09/Melbourne-Water-System-Strategy_0.pdf Images/Background information (optional):
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• Improve the health and wellbeing of Aboriginal people living in discrete communities by providing safe and effective water and sewerage services
• Support the ongoing operation, maintenance and monitoring of water and sewerage services in discrete Aboriginal communities
• Complete backlog maintenance and upgrade of infrastructure, where needed. Case Study Text (maximum 10 dot-points): • Aboriginal people are disadvantaged in health outcomes. • The Program is a partnership between the NSW Aboriginal Land Council and the NSW
Government to improve services for discrete Aboriginal communities. • The Program addresses long standing operation and maintenance issues that put the
health of communities at risk. More than 6000 Aboriginal people in 61 communities are benefiting from improved water and sewerage services.
• More than $200 million is being invested over 25 years for routine operation, maintenance, monitoring, repairs and replacement of infrastructure.
• Aboriginal communities participate in developing management plans, meetings and regular inspections. Risk-based water and sewerage management plans are being implemented for each community.
• Before the commencement of the Program in 2008, Aboriginal communities were responsible for the water and sewerage infrastructure on their land. Most had small populations, could not generate sufficient income for routine operations and lacked technical skills to sustain services.
• In some Aboriginal communities, water and sewerage services did not meet general community standards. Drinking water supplies in Aboriginal communities were more likely to be contaminated with Escherichia coli bacteria, experience boil water alerts and interruptions to supply.
• Regular monitoring now ensures that drinking water quality is maintained and improved. Almost all the communities now meet the microbiological criteria of the Australian Drinking Water Guidelines. The Program is working to improve drinking water quality in the remaining communities.
Web link (optional): Images/Background information (optional):
Title: Regional Towns Water and Sewerage Regulation
Organisation: Department of Industry – Crown Lands and Water Division
Partners: NSW Health, Officer of Local Government, NSW EPA, Local Government
Goals addressed: Goal 6 – Clean water and sanitation (primary goal) Goal 8 – Decent work and economic growth (secondary goal) Goal 9 – Industry, innovation and infrastructure (secondary goal) Goal 11 – Sustainable cities and communities (secondary goal)
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Objective: • The NSW Government is committed to supporting the critical needs of regional
communities by ensuring that water and sewerage services throughout regional NSW meet contemporary standards.
• The Department of Industry’s newly created Crown Lands and Water Division (CL&W) enacts this commitment by ensuring that the water and sewerage services provided by regional NSW’s local water utilities are safe, secure, affordable and sustainable.
Case Study Text: • CL&W sets the framework, known as the Best Practice Management (BPM)
Framework, for the successful delivery of water and sewerage services in regional NSW. This framework establishes the policy, planning, infrastructure and regulatory priorities for the industry that help to guarantee the delivery of these essential services.
• Within the BPM framework, CL&W conducts a number of critical functions: o Setting of policy and direction for the water industry, o Provision of guidance and review of planning and pricing strategies, o Assistance in the prioritization of NSW Government investment in
infrastructure, o Assessment and approvals of new and modified water and sewerage
infrastructure, o Risk based inspection of water utility operations and maintenance, o Monitoring and public reporting of water utility performance, and, o Provision of training for water and sewage treatment operators and
engineers. • On top of these functions, CL&W provides assistance to local government to meet
the cost of water cartage in times of emergencies such as drought or flood. • CL&W is also a source of expert advice to regional NSW’s local water utilities as
well as to other agencies and the NSW Government. • CL&W creates the environment where water and sewerage services can be relied
upon by the communities in regional NSW. These essential services create an environment that fosters strong businesses and stable regional economies.
• By providing guidance for planning activities and new infrastructure as well as producing performance benchmarking, CL&W brings consistency, innovation and accountability to the industry to ensure that the services meet evolutions in customers’ expectations.
Web link: http://www.water.nsw.gov.au/
Title: Safe and Secure Water Program (SSWP)
Organisation: NSW Department of Industry – Water
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Partners: Infrastructure NSW, NSW Treasury, DPC, Regional Councils and regional water service providers, prescribed dam owners
Goals addressed: SSWP is a Restart NSW funded program that will co- fund eligible water and sewerage projects that deliver public health, environmental and/or social benefits to regional communities which in turn support economic growth and productivity in the State.
Objective: • The Safe and Secure Water Program is a $1 billion NSW Government co-funding
program that will target water and sewerage projects in regional NSW to ensure infrastructure meets contemporary standards for water security, public health, environmental and safety outcomes into the future.
• The Program will provide co-funding to successful applicants such as local councils, water utilities, water corporations and prescribed dam owners for detailed planning and construction activities to install augment or decommission water and sewerage infrastructure.
• Projects must satisfy Strategic Assessment, Economic Assessment, Affordability, Deliverability criteria
Case Study Text: • The Safe and Secure Water Program (SSWP) was announced by Minister Blair on
15 June 2017. • The Program was launched with an announcement that 8 Projects were ready for
consideration for Program funding. These projects are being assessed with 3 approved by Treasury to date. These 8 projects combined have an estimated total cost of $93 million and are eligible to receive $39 million through the SSWP
• A call for Expressions of Interest for the remaining funds was announced mid-August 2017.
• A Technical review panel assessed an initial 30 projects on 9th November 2017.
Web link: http://www.water.nsw.gov.au/urban-water/safe-secure
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Title: The Nimmie-Caira Project
Organisation: Department of Industry – Crown Lands and Water Division
Partners: Department of Agriculture and Water Resources
Objective: • The $180 million Nimmie-Caira Project is a significant water saving project for NSW
and particularly for the Murrumbidgee region. • The Nimmie-Caira project area covers 84,417 ha in the lower reaches of the
Murrumbidgee River floodplain (the Lowbidgee) between Maude and Balranald, South Western NSW (Figure 1). It is a vital component the Lowbidgee being the largest remaining area of wetlands in the Murrumbidgee Valley.
• The project aims to balance the environmental and Aboriginal cultural heritage protection with commercial use so as to create an asset for the local community and the Murray Darling Basin.
Case Study Text • The project will develop long term land and water management arrangements to
care for the environmental and cultural heritage values of the area. • Water entitlements have been transferred to the Commonwealth for environmental
use, making a significant contribution to help bridge the gap in the water required to meet the sustainable diversion limits in the Commonwealth’s Basin Plan.
• Nimmie-Caira is currently under interim land management arrangements until a Non-Government Entity (NGE) is appointed. Until that time, my department has appointed a private contractor to undertake Land Management activities including infrastructure maintenance, feral animal and weed control, and flood and fire management.
• Expressions of Interest (EOI) for a suitable non-government entity opened on 23 May and closed 11 July, and there was considerable interest in future land management of the property.
• The second stage of the EOI, the Proposal Development Request (PDR) stage, opened 24 October and closes 14 December 2017. Evaluation of final submissions will then commence and continue until an NGE is selected in 2018.
• Market engagement activities and further development of the Land and Water Management Plan will continue through to when the property is handed over to the NGE in 2018.
Local Council Offsets
• The Nimmie-Caira Heads of Agreement provides offset funding to local governments including Hay, Balranald, and Murray River Councils to offset any impacts of the Nimmie-Caira land and water purchase.
• The funding provided to date has resulted in programs focused on youth, tourism, sustainability, community, and economic opportunities.
• The NSW Government continues to work with each of the Councils to ensure agreeable funding arrangements to offset impacts of the Nimmie-Caira project.
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Title: Revitalising Informal Settlements and their Environments (RISE) Program
Organisation: Monash Sustainable Development Institute (MSDI), Monash University
Partners: Part of Wellcome Trust’s ‘Our Planet, Our Health’ program, with support from the Asian Development Bank (ADB), RISE is being led by Monash University in partnership with the Cooperative Research Centre for Water Sensitive Cities, Stanford University, Emory University, The University of Melbourne, University of Cambridge, Fiji National University, Hasanuddin University, The University of the South Pacific, United Nations University, Melbourne Water, South East Water, Oxfam, WaterAid, and the Wellcome Trust Sanger Institute.
Goals addressed:
RISE is taking an integrated and holistic approach to achieving the Sustainable Development Goals (SDGs), with a deep understanding of the inherent connections between each. Program outcome is focused primarily on SDG6 (Clean Water and Sanitation).
Further, the program also addresses targets under SDG5 (Gender Equality), SDG9 (Industry, Innovation and Infrastructure), SDG10 (Reduced Inequalities), SDG11 (Sustainable Cities and Communities), SDG15 (Life on Land), and SDG17 (Partnerships for the Goals).
Objective (maximum 100 words):
RISE is providing empirical evidence that decentralised, nature-based water and sanitation approaches to revitalising informal settlements can deliver cost-effective and sustainable health and environmental improvements.
Working in 24 settlements across Suva, Fiji, and Makassar, Indonesia, RISE is co-designing location-specific solutions that integrate water sensitive infrastructure, such as constructed wetlands, rainwater harvesting, and bio-filters, to strengthen the whole-of-life water and sanitation cycle.
Community-led and socially inclusive, the intervention will enable residents to independently recycle wastewater, harvest rainwater, create green space for water cleansing and food cultivation, and reduce vulnerability to flooding and climate change.
Case Study Text (maximum 500 words):
Over one billion people live in urban informal settlements and over two billion live without basic sanitation. In these communites polluted water and inadequate sanitation are the leading causes of preventable diseases. Water and sanitation challenges are intensified by climate change and rapid population growth. A new approach to water and sanitation
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management is needed to achieve SDG3 (Good Health and Well-being), SDG6 (Clean Water and Sanitation), and SDG11 (Sustainable Cities and Communities).
To help meet this challenge, an interdisciplinary, global team of researchers are channelling their efforts into the Revitalising Informal Settlements and their Environments (RISE) program. RISE aims to provide unprecedented insight into a more sustainable approach to water management, trialling the water sensitive cities (WSC) approach in 24 urban informal settlements across Suva, Fiji and Makassar, Indonesia. The goal is to reduce both environmental contamination itself and human contact with contaminants. Underpinned by the emerging discipline of planetary health, success will be measured by the health and well-being of residents – particularly children under five years of age – and the ecological diversity of the surrounding environment.
The WSC approach integrates sustainable water sensitive infrastructure like constructed wetlands, bio-filtration gardens, and decentralised sanitation systems, into buildings and landscapes. Also known as nature-based solutions, these systems are more ecologically sustainable because they mimic natural processes, while being more economically sustainable because they require less energy to operate and maintain. Decentralised water infrastructure is implemented at dwelling, neighbourhood, and precinct scales to harvest rainwater and stormwater, recycle wastewater, and protect dwellings from flooding and environmental pollution. Wastewater is managed locally using natural passive treatment processes such as constructed wetlands and natural filters. Stormwater runoff is conveyed to minimise flooding and environmental pollution using grassed channels, surface wetlands and bio-filtration gardens. Locally sourced water, such as storm and rainwater, is used for a range of domestic purposes and economic activities including urban agriculture, while green spaces increase local amenity.
RISE researchers are examining the impact of the WSC approach; before, during and after the intervention. This will be done through a randomised control trial (RCT) whereby half the settlements receive the intervention first and the other half are control settlements, to receive the intervention after the initial period. Key human health, well-being and environmental dimensions are measured quarterly to provide the evidence base that a localised, WSC approach to upgrading informal settlements can deliver sustainable, cost-effective improvements in health and the environment.
Community-led and socially inclusive, RISE is applying a co-design process for each site, working closely with local communities, governments, leaders and in-country partner institutions. RISE has made significant progress since launching in August 2017. Strong partnerships have been forged with local and international institutions and government partners in both locations have committed their full support. RISE’s unique interdisciplinary nature is one of its key strengths, with highly experienced local teams and global partnerships ensuring the program is well positioned to achieve its objectives.
RISE commenced in August 2017 and will conclude in July 2022.
Web link (optional):
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Title: Water Sharing Plans
Organisation: Department of Industry – Crown Lands and Water Division
Partners: Office of Environment and Heritage (concurrence role on legislation)
Objective: • To preserve water resources in river and groundwater systems for the long term it is
critical to balance the needs of water users and the environment. • Water sharing plans establish rules for sharing water between different types of water
use such as town supply, rural domestic supply, stock watering, industry and irrigation and ensures that water is provided for the health of the system.
• Water sharing plans have been developed for rivers and groundwater systems across New South Wales following the introduction of the Water Management Act 2000.
• These plans provide water users with perpetual access licences, equitable conditions, and increased opportunities to trade water through separation of land and water.
Case Study Text: • Fifty seven water sharing plans have been implemented in NSW each with a term of
ten years. The ten year terms provide a level of certainty around the rules that apply to water sharing and enable water users to plan and manage their businesses.
• The water sharing plans cover all of the major surface and ground water resources within the state providing a legislative mechanism to manage the state’s water resources.
• At the end of ten year terms water sharing plans are reviewed to determine whether they should be extended, modified or replaced. Each plan is produced with extensive community and interagency consultation.
• In the inland region of NSW, most water sources will also be subject to the requirements of the Commonwealth’s Basin Plan.
• The separation of land and water rights has facilitated the establishment of an active water trading market that facilitates the transfer of water use to the highest value use. This mechanism has supported improved triple bottom line outcomes for water resource management within NSW. It has also increased water reliability and security of supply.
Web link: http://www.water.nsw.gov.au/water-management/water-sharing
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Title: Water for Victoria and Timor Leste
Organisation: Victorian Department of Environment, Land, Water and Planning (DELWP)
Partners (if any): Department of Environment, Land, Water and Planning; Water Corporations and Timor-Leste Government
Goals addressed: SDG 6 – Clean water and sanitation
Objective (maximum 50 words): Water for Victoria, the Victorian Government's strategic plan for management of water resources now and into the future, recognises its role as a global citizen providing regional leadership by advising developing countries on water security and sanitation needs. The plan contributes to Australia achieving SDG 6 and 11.
Case Study Text (maximum 300 words): The Victorian and Timor-Leste Governments have been working together to build the capacity of the Timorese Government in ways which match Timorese needs with Victorian capacity. In the water sector, Melbourne Water and Yarra Valley Water, along with DELWP, partnered with the Timorese Government to prepare a Masterplan for Sanitation and Drainage in Dili, which is currently being implemented by the Timor-Leste Government. The Victorian and Timor-Leste Governments are examining new opportunities through a refreshed Victorian Government Timor-Leste Strategy. The Victorian Government will encourage knowledge exchange with relevant jurisdictions and academic institutions. DELWP will continue to support the Cooperative Research Centre for Water Sensitive Cities, which has a partnership with the Asian Development Bank, to help developing cities in the Asia-Pacific region transition to sustainable and resilient cities. DELWP has joined the Australian Water Partnership, which aims to ensure water security in the Indo-Pacific region.
Web link (optional): https://www.water.vic.gov.au/water-for-victoria
Images/Background information (optional):
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GOAL 7 – AFFORDABLE AND CLEAN ENERGY
Title: Monash Energy Materials and Systems Institute, Monash University
Organisation:
Monash Energy Materials and Systems Institute (MEMSI)
Partners (if any):
Goals addressed:
Goal 7 – Affordable and Clean Energy
Goal 13 – Climate Action
Objective (maximum 100 words):
Monash Energy Materials and Systems Institute (MEMSI) is focused on developing solutions to enable sustainable generation, storage, distribution and end use of energy. Our research is directed by leaders with academic and industrial experience. This balance between academic excellence and industry application provides MEMSI the ability to effectively work with industrial partners to address significant national and global energy problems.
MEMSI builds strong research, industry and government partnerships, and facilitates impact through innovation in energy materials, advanced technologies and smart systems.
Case Study Text (maximum 500 words):
Australia-Indonesia Centre (AIC) Energy Cluster
Hosted at Monash, The Australia-Indonesia Centre was established by the Australian government in October 2013 to focus on creating a multi-stakeholder network between Australia and Indonesia that generates research excellence and high-impact relationships for the mutual benefit of both nations. The Centre is a $25 million collaboration funded by the Departments of Foreign Affairs and Trade; and Education.
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The Centre brings together leading Australian and Indonesian research institutions with business, government and communities in both nations to build stronger relationships and cultural understandings, and to create lasting impact from collaborative research. To this end, the Centre has invested in a small number of large, bilateral research clusters.
The AIC Energy Research Cluster which is co-led by MEMSI Deputy Director Ariel Liebman, is linked to the Indonesian Ministry of Energy and Mineral Resources through the signing of a Memorandum of Understanding.
The Energy Cluster theme is Affordable, sustainable energy for all – transforming electricity supply in Australia and Indonesia with Monash’s receiving $650k in funds in the project titled Microgrids as enablers of sustainable power system investment and decarbonisation pathways to answer the question: What is the right balance between centralised electricity transmission and local area microgrids? More information about this initiative is available at this link.
Web link (optional):
http://energy.australiaindonesiacentre.org/projects/microgrids-enablers-sustainable-power-system-investment-decarbonisation-pathways
Title: Affordable and Clean Energy for Low Income Households
Organisation: NSW Government Office of Environment and Heritage
Partners (if any): NSW Land and Housing Corporation, NSW Aboriginal Housing Office, NSW Federation of Housing Associations, The Good Guys, AGL Energy, SGCH, Hume Community Housing, Uniting Kildonnan, Evolve Community Housing, Community Housing Ltd, Housing Plus, Twofold Jigamy Aboriginal Housing, Good Shepherd Microfinance, Mission Australia. Consultants: The Energy Project, Energy for the People, Urbis.
Goals addressed: Goals 1, 3, 7, 8, 10 and 17
Objective (maximum 100 words): To measure the multiple impacts of the NSW Government’s Home Energy Action program (HEA).
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HEA provides subsidised home energy upgrades and energy efficient appliances to low-income households in NSW. In doing so, the program helps households access affordable and clean energy, resulting in environmental, financial, health and wellbeing outcomes. The program is delivered through partnerships between government, business and civil society, including community housing providers, public housing providers, Aboriginal housing providers, community service organisations, energy retailers and a large electrical appliance retailer.
Case Study Text (maximum 500 words): The Office of Environment and Heritage (OEH) has been delivering the Home Energy Action (HEA) Program since 2015, with funding of $26.7M for 2015-17 and a further $50M committed for five additional years’ delivery (2017-22). More than 25,000 low income households in NSW have benefited so far. In HEA, we use promotion of comfort and wellbeing, bill savings and improved housing stock when communicating the program’s intended outcomes to prospective partners. This allows identification of shared objectives around tenant health and wellbeing, social and economic inclusion, housing provider asset upgrades and so on. OEH has explored the International Energy Agency’s Multiple Benefits of Energy Efficiency (MBEE) framework1 and identified a subset of nine indicators to measure the impact of HEA beyond the traditional energy, cost and emission savings measures of kWh, CO2-e and $ (Table 1). Both our traditional indicators and the MBEE relate to those of the UN SDGs. To date, measurement of the non-energy impacts of the HEA program has been predominately qualitative. Further work is currently being scoped to implement robust scientific methodologies to quantify the health and well-being impacts of the program.
1 The International Energy Agency have been investigating the multiple benefits of energy efficiency since their publication of ‘Capturing the multiple benefits of energy efficiency’ in 2014. This puts energy efficiency at the centre and seeks to measure the additional benefits of the energy efficiency intervention (for example thermal comfort is deemed a co-benefit to the occupants of a home that is now insulated).
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Table 1 Mapping HEA Indicators to SDGs
Indicator Area Indicator Sustainable Development
Goal
SDG Goal/Indicator [remove column if word
limit requires]
Energy affordability Reduced electricity and gas consumption
$ spent on consumed electricity and gas
7.1.1 Proportion of population with access to electricity
7.3.1 Energy intensity measured in terms of primary energy and GDP
Carbon Emissions Mix of consumed energy –wind, solar, coal-fired, natural gas etc
Reduced CO2-e emissions
7.1.2 Proportion of population with primary reliance on clean fuels and technology
7.2.1 Renewable energy share in the total final energy consumption
Thermal comfort buildings/ homes
Internal temperature
Perceived comfort
1.4.1 Proportion of population living in households with access to basic services
11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums
Physical health program participants
Perceived general health;
Reduced acute health issues, e.g. asthma;
Reduced health care utilisation
3.4.1 Mortality rate attributed to cardiovascular disease, cancer, diabetes or chronic respiratory disease
Mental wellbeing program participants
Perceived mental well-being; reduced symptoms of stress, anxiety & depression
3.4 By 2030, reduce by one third premature mortality from non-communicable diseases through prevention and treatment and promote mental health and well-being
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Self-efficacy program participants (and communities)
Belief in ability to control energy use in home; or that actions to limit energy use will be successful
Improved attitudes to participation; to taking action; improved confidence
Reduced barriers to personal and community efficacy
10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status
10.3.1 Proportion of the population reporting having personally felt discriminated against or harassed within the previous 12 months on the basis of a ground of discrimination prohibited under international human rights law
11.3.2 Proportion of cities with a direct participation structure of civil society in urban planning and management that operate regularly and democratically
Community engagement and participation
Improved social connections;
community involvement; contribution to decision-making
Observed community activation/ participation
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
11.3.2 Proportion of cities with a direct participation structure of civil society in urban
Support for vulnerable people
Improved social connections
Increased provision of support options
Support options taken up
Satisfaction with support from the
10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard
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community; Reduced barriers to support
Partnerships Number & type of partnerships
Increased effectiveness of partnerships; reduced barriers
17.16 Enhance the Global Partnership for Sustainable Development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the Sustainable Development Goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships
Employment opportunities
Increased number of jobs created
Barriers/enablers to job growth
8.3 Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services
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New business opportunities
Expansion into new work areas
8.3 Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services
Web link (optional): http://future.environment.nsw.gov.au/energy-affordability
Title: Implementation of the NSW Renewable Energy Action Plan
Organisation: NSW Department of Planning and Environment
Partners: Multiple, including government agencies, research institutions, renewable energy companies and community energy groups
Goals addressed: 7.2, By 2030, increase substantially the share of renewable energy in the global energy mix.
Objective: • Attract renewable energy investment and projects • Build community support for renewables • Attract and grow renewable energy expertise and R&D
Case Study Text: • The Renewable Energy Action Plan (the Plan) has been the NSW Government’s
cornerstone policy on renewable energy since it was released in September 2013. 21 of the 24 actions in the Plan have now been completed.
• Key achievements in implementing the Plan include: o Contributing $64.9 million in funding support to the Solar Flagships projects at
Broken Hill and Nyngan, to help demonstrate large-scale solar in NSW.
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o Finalising the Wind Energy Planning Framework to provide the right settings to attract investment in wind farms while balancing community interests.
o Providing funding to 19 community energy groups for pre-feasibility studies on community renewable energy projects.
o Providing unique support to 35 large-scale renewable energy projects including facilitating grid connections.
o Removing technology-specific barriers to bioenergy projects through publication of the Energy-from-Waste Policy Statement.
o Partnering with the University of Technology Sydney (UTS) on the Networks o Renewed practical research project which seeks to show how our household
solar and batteries can help support grid stability. o Assessing the potential of solar in Sydney’s CBD which identified
approximately 400 megawatts (MW) of available capacity on Sydney rooftops. o Launching the Home Solar Battery Guide to help customers assess the best
way to manage their energy, including through battery storage. o The success of the Plan has been highlighted by the growth of renewable
energy in NSW. Over the past five years, the share of renewables in the NSW electricity generation mix has more than doubled. In 2016, 19.6 per cent of the state’s generation came from renewable sources – this was the highest on record.
o NSW is home eight major operational wind farms and three of Australia’s largest solar farms. Around 380,000 NSW households have adopted small-scale solar, which is equivalent to around one in seven houses in NSW.
o The growth of renewable energy in NSW is set to continue. The state has around 10,800 MW of large-scale renewable energy projects that are either approved or progressing through the NSW planning system. This is in addition to the over 1,200 megawatts of projects that are already under construction around the state in Glen Innes, Inverell, Dubbo, Wellington, Parkes, Forbes, Broken Hill, Griffith and Goulburn.
Web link: http://www.resourcesandenergy.nsw.gov.au/energyconsumers/ sustainable-energy/renewable-energy-action-plan
Images/Background information:
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Title: Victorian Energy Upgrades
Organisation: Victorian Department of Environment, Land, Water and Planning
Partners (if any): Essential Service Commission
Goals addressed: SDG7 – Affordable and clean energy
Objective (maximum 50 words): The Victorian Energy Upgrades program, established under the Victorian Energy Efficiency Target Act 2007, is helping Victorians cut power bills and reduce greenhouse gas emissions, by giving households and businesses access to discounted energy efficient products and services.
Case Study Text (maximum 300 words):
The Victorian Energy Upgrades program, established under the Victorian Energy Efficiency Target Act 2007, is helping Victorians cut power bills and reduce greenhouse gas emissions, by giving households and businesses access to discounted energy efficient products and services. The discounts are granted through yearly greenhouse gas reduction targets that the Victorian Government has set for energy retailers. Energy retailers are required to buy sufficient Victorian Energy Efficiency Certificates to match the target for that year. One certificate equals one tonne of greenhouse gas.
• Since the program commenced, approximately 1.7 million households and 70,000 businesses have participated in the program. Approximately 30 percent of this total occurred in regional Victoria.
• The program has saved over 44 million tonnes of greenhouse gas emissions since 2009, and plays an important role in Victoria’s economy, supporting more than 2,000 jobs.
• In 2017, Victorian Energy Upgrades is helping Victorians save over $400 million on their energy bills. Households and businesses which participated in 2016 will save on average $180 and $3,500, respectively.
Web link (optional): https://www.victorianenergysaver.vic.gov.au/victorian-energy-upgrades Images/Background information (optional):
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GOAL 11 – SUSTAINABLE CITIES AND COMMUNITIES (LEAD AGENCY: PRIME MINISTER AND CABINET)
Title: ANZ: Largest single-tenanted 6 Star Green Star rated office fitout in Australia
Organisation: Green Building Council of Australia
Partners (if any): ANZ Goals addressed:
1. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
2. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
3. Ensure sustainable consumption and productison patterns 4. Take urgent action to combat climate change and its impacts
Objective (maximum 100 words):
• Largest single-tenanted 6 Star Green Star rated office fitout in Australia • Second building in Australia to achieve a 6 Star Green Star certification ‘trifecta’ of
Design, As Built and Interiors ratings • The building has achieved an annual reduction in electricity demand of more then
12 per cent since the building’s opening
Case Study Text (maximum 500 words):
Project achievements
For a bank that has been recognised as the most sustainable in the world no less than five times in six years by the global Dow Jones Sustainability Index (DJSI), it is perhaps unsurprising that ANZ should have one of the most sustainable office fitouts in Australia. What is surprising is the scale at which ‘World Leadership’ sustainable office design has been achieved at the ANZ Centre in Melbourne’s Docklands.
The 83,796 square metre office achieved 6 Star Green Star – Office Interiors v1.1 certification in July 2012, making it the largest single-tenanted 6 Star Green Star rated office fitout in the country, and only the second building in Australia to have achieved the 6 Star Green Star certification ‘trifecta’ of Design, As Built and Interiors ratings.
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The ANZ Centre is a campus-style office development comprised of two interlocking built forms of five and ten storeys, arranged around two central atria. The design of the office emphasises and facilitates teamwork, offering a range of interconnected spaces to support individual and group working styles.
According to ANZ Group General Manager for Property, Kate Langan, ANZ is reaping the rewards of its investment in the Green Star initiatives at its global headquarters.
“The implementation of ongoing operational efficiencies, made possible by the ANZ Centre’s Green Star-certified environmental design, has reduced our annual electricity demand by over 12 per cent since the building’s opening. This has translated into energy cost savings of around $200,000 per annum, a ‘good news story’ in a time when energy costs are rising,” she says.
ANZ Group Chief Operating Officer, Alistair Currie, is full of praise for the value that Green Star sustainability measures are adding to the operational efficiencies of the ANZ Centre, and to ANZ as a business. “As we continue our focused expansion into Asia, the ANZ Centre serves as a very important benchmark for environmental efficiency and great workspaces, and will play a major role in helping us achieve our business and sustainability objectives,” he explains.
“Not only has the Centre helped ANZ reduce the size of its carbon footprint, it has also helped deliver energy cost savings by using less energy during peak times when energy is at its most expensive. This is money that can be re-directed into the business to support our super-regional strategy,” Currie concludes.
Water
The ANZ Centre has been designed for maximum efficiency when it comes to potable water use. Water from taps, toilets and showers across the tenancy is reticulated to the Centre’s onsite blackwater treatment plant, saving thousands of litres of potable water annually and generating significant cost savings
Energy
The ANZ Centre project was awarded Green Star ‘Innovation’ points for its Green Star – Office Interiors assessment, which recognises the tenancy fitout initiative that has a significant, measurable environmental benefit and that is not otherwise awarded points by Green Star - Office Interiors v1.1. The ANZ Centre building reduces its peak load energy demand with their tenancy tri-generation cogeneration system. While tri-generation cogeneration technology has become relatively common for powering base building loads, it is rarely used to provide direct supply to tenancies. Energy modelling conducted for the ANZ Centre has determined that peak electricity demand for the building has been reduced by 20 per cent as a result of the tri-generated supply.
IEQ
The ANZ Centre’s focus on water and energy efficiency has not come at the cost of occupant comfort, with indoor environment quality and user amenity core aspects of the design brief. The central atria allow for ample natural light to penetrate into the
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workspaces and facilitate visual connectivity between floors. The fitout was also awarded a Green Star ‘Innovation’ point for the use of underfloor air-ventilation. While the provision of underfloor heating and cooling is not uncommon, particularly in Europe, the scale at which individual comfort control has been provided to every workstation through the system is as yet a rarity within the Australian market.
The quality of internal air is further enhanced at ANZ through the presence of a green wall at the base of the main atrium and the distribution of indoor plants across the upper floors. Carbon dioxide levels are constantly monitored across the workspaces and additional outside air introduced as necessary. These IEQ measures, in addition to the specification of low-emissions carpets, paints, glues and sealants across the building, combine to make the ANZ Centre a healthy and productive place to work.
Transport
The ANZ Centre delivers a number of significant environmental benefits as a result of sustainable transport initiatives. The building’s close proximity to public transport including trains, trams, buses and cycleways, coupled with the provision of 560 bicycle racks, change-rooms, showering facilities and 974 lockers, means that ANZ employees are supported in their choice of less carbon-intensive modes of transport. The number of car parking spaces allocated to the ANZ tenancy is 94 per cent lower than the maximum allowed under local planning standards, and was awarded an ‘Innovation’ point for exceeding Green Star benchmarks.
Modelling undertaken by building developer, Lend Lease, suggests that the decision not to build the extra car parking spaces equates to an embodied carbon saving of 5,681 tonnes (tCO2-e) - the equivalent of taking 1,000 cars off our roads for a year. By providing less parking, ANZ is also leaving a sustainable legacy for the Docklands community, through reductions in fossil fuel consumption attributable to private vehicle use by ANZ employees, and
the consequent minimisation of city congestion. “We are proud to cater for the growing number of staff who choose to cycle to work, particularly given the rising popularity of cycling across the wider community,” says Langan. “This was a deliberate strategy from the outset and we are very proud that it continues to be so well utilised and appreciated by our staff.”
Web link (optional): http://new.gbca.org.au/showcase/projects/anz-headquarters-melbourne/
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Title: Commonwealth Bank Place: Australia’s most sustainable office, after achieving 6 Star Green Star rating for design
Organisation: Green Building Council of Australia
Partners (if any): Commonwealth Bank of Australia
Goals addressed:
5. Ensure availability and sustainable management of water and sanitation for all 6. Ensure access to affordable, reliable, sustainable and modern energy for all 7. Promote sustained, inclusive and sustainable economic growth, full and productive
employment and decent work for all 8. Build resilient infrastructure, promote inclusive and sustainable industrialization and
foster innovation 9. Ensure sustainable consumption and production patterns 10. Take urgent action to combat climate change and its impacts
Objective (maximum 100 words): The largest commercial office development in Sydney’s CBD, Commonwealth Bank Place at Sydney’s Darling Quarter is an outstanding showcase for social, environmental and economic sustainability.
Now, Commonwealth Bank Place can lay claim to the title of Australia’s most sustainable office, after achieving 6 Star Green Star ratings for design, construction, interior fitout and performance.
Case Study Text (maximum 500 words):
Sustainability showcase
Completed in 2012 at a cost of $500 million, Commonwealth Bank Place features 58,000 sqm of commercial office space fully occupied by the Commonwealth Bank.
A 6 Star Green Star – Performance rating confirms that Lendlease’s design and construction intentions have translated into a building that is efficient in operation.
The Green Star – Performance rating tool measured the operational performance of Commonwealth Bank Place across nine categories – including energy, water and indoor environment quality.
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The building scored 81 points out of a possible 100, exceeding the 6 Star benchmark of 75 points.
Sustainability initiatives include a high-performance façade, energy-efficient lighting, heating, ventilation and air-conditioning, rainwater harvesting and re-use, as well as trigeneration and onsite blackwater treatment systems.
The building generates 50 per cent less greenhouse gas emissions than an average commercial office building and consumes 80 per cent less drinking water. This is equivalent to taking 680 cars off the road and saving 13 Olympic swimming pools of water each year.
A place for people
Commonwealth Bank Place is more than an office – it’s a dynamic destination that attracts everyone from sightseers and shoppers to school children.
Once a forgotten corner of Sydney’s CBD, the office is complemented by a popular 3,000 sqm retail terrace, a spectacular children’s playground, youth theatre, interactive digital façade and community green.
The workplace for 6,500 staff is also one of the most successful examples of building-wide ‘activity-based working’ offices in the country.
According to the bank’s Head of Group Property, Jennifer Saiz, the bank was committed to ensuring it had a “workplace that maximises our energy and water efficiency while creating a healthier working environment for our people.”
“Commonwealth Bank Place is not only an environmentally-sustainable workplace. Our activity-based working design has also promoted collaboration and flexibility in how we work, which is delivering better outcomes for our customers,” Saiz says.
The building has garnered a number of major awards since completion, including best new sustainable building and development of the year in the 2013 Property Council of Australia awards, and the 2012 Banksia Award for the Built Environment category.
Positive proof of a good investment
As investors look for direction to determine low-carbon and energy-efficient assets, a Green Star rating can help our industry demonstrate transparency and accountability, boost asset value and attract capital. Managing director of Lendlease’s Australian Investment Management business Kylie Rampa said the rating was in line with co-owner Australian Prime Property Fund (APPF) Commercial’s focus on next generation, highly sustainable commercial assets.
“From an ownership perspective, a better performing building delivers a number of direct economic benefits to stakeholders including more productive workplaces and precincts which generate greater value,” Rampa says.
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“APPF Commercial has a long-standing commitment to sustainability, which is emphasised by buildings that are outperforming on a global scale and a collection of 6 Star certifications that the GBCA classes as ‘Global Leadership’,” Rampa adds.
Web link (optional): http://new.gbca.org.au/showcase/projects/commonwealth-bank-place/
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Title: Cooperative Intelligent Transport Initiative
Organisation: Transport for NSW
Partners: Roads and Maritime Services (RMS), Toll Group, Bulktrans, Autocare Services and Premier Buses.
Goals addressed: • Goal 9: Build resilient infrastructure, promote inclusive and sustainable
industrialisation and foster innovation. • Goal 11: Make cities inclusive, safe, resilient and sustainable.
Objective: • Key objectives include:
o Collect real world quantitative and qualitative data and validate the claimed potential safety, economic and environmental benefits of Cooperative Intelligent Transport Systems (CIT-S).
o Allow vehicles to communicate with other vehicles and infrastructure, such as traffic lights, that are fitted with the same system.
o Allow drivers to receive alerts about upcoming hazards which could cause a crash.
o Establish a testbed to allow companies to test their technologies and other applications.
Case Study: • C-ITS technology enables vehicles to communicate with each other as well as
roadside infrastructure. • The Cooperative Intelligent Transport Initiative (CITI) is Australia’s only long-term
test bed for testing of this technology. • Currently, the 42km connected freight corridor testbed extends from Port Kembla
Harbour to the Hume Highway and includes 38 trucks, 11 public buses, three light vehicles, a motorcycle and three signalised intersections, which all communicate with each other at ten times per second.
• Stage 2 of the project will see an expansion of CITI to include 55 light passenger vehicles driven by members of the community and fitted with additional data acquisition systems that will enable researchers to better quantify the benefits of C-ITS.
• A data acquisition and storage system was also developed that enables researchers to remotely collect data from vehicles.
• Over three billion safety messages have been generated by the C-ITS devices to date. Preliminary analysis of this data has confirmed that vehicles can successfully communicate with each other and with roadside infrastructure.
• Additional future expansions planned or considered for CITI include: o a further 22 heavy vehicles which have agreed to join the initiative; o the adoption of ‘Big Data Analytics’ and ‘Artificial Intelligence’ to better manage
and analyse the high volumes of data generated; o a connected railway level crossing to warn drivers up to 400 metres away that
a train is crossing the road;
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o trialling a trailer-mounted C-ITS application that warns drivers on high speed highways of vehicles entering from rural side roads;
o implementing freight signal priority using C-ITS to enable Heavy Vehicles to have a “green” wave through connected intersections.
Web link: http://roadsafety.transport.nsw.gov.au/research/roadsafetytechnology/cits/citi/index.html
Images/Background information:
Source: Dominic Wall
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Title: Desktop assessment of how City of Melbourne’s strategies and plans are delivering against the UN’s Sustainable Development Goals (SDGs).
Organisation: City of Melbourne
Partners (if any): City of Melbourne consulted informally with the Monash Sustainability Institute.
Goals addressed: All SDGs were addressed.
Objective (maximum 100 words): To understand how City of Melbourne is currently delivering against the SDGs and to determine if they would add value to City of Melbourne’s approach to work and outcomes sought.
Case Study Text (maximum 500 words): City of Melbourne set an Annual Plan Initiative for 2017/18 to complete a desktop assessment of how City of Melbourne’s strategies and plans are delivering against the UN’s SDGs. The Annual Plan Initiative was completed on 10 November 2017.
The scope of the work included:
1. A desktop mapping exercise aligning City of Melbourne strategies and plans against the UN’s SDGs.
2. A report to the Executive Leadership Team and Council on how City of Melbourne strategies and plans are delivering on the goals and recommendations for action.
3. The development of a scorecard on City of Melbourne's current approach to be made available to the public.
Method:
The approach taken by officers was to address three questions:
1. Do City of Melbourne’s strategies and plans align with the SDGs?
The SDGs were mapped against each of City of Melbourne’s strategies and plans to assess current delivery and interconnectedness. The City of Melbourne’s strategies and plans were also then mapped against the SDGs to identify gaps and opportunities. This process included an assessment to determine which goals and global targets were relevant to the City of Melbourne.
2. Do City of Melbourne’s goals align with the SDGs?
The strategies and plans were grouped under each Council goal they primarily relate to, as a way to order the assessment of strategies and plans. An internal peer-review group considered the assessments and the relevance of global targets.
3. Would the SDGs add value to the City of Melbourne’s approach to work and the outcomes we seek?
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The lead officers and peer review group considered how the SDGs might be used, e.g. as a checklist; to enable stretch thinking; to improve integration; to provide a common language with stakeholders and the community; and as a future benchmarking opportunity. Findings:
The desktop assessment determined all 17 SDGs can be aligned with City of Melbourne’s strategies and plans and Council goals. Some strategies and plans align to multiple SDGs.
However, the review identified an opportunity to strengthen delivery against key SDGs and promote further integration across strategies and plans: SDG 1 No poverty, SDG 2 Zero hunger, SDG 4 Quality education, SDG 5 Gender equality, SDG 10 Reduced inequalities, SDG 12 Responsible consumption and production, SDG 13 Climate action, SDG 14 Life below water and SDG 15 Life on land. Further value is in the practical global reference point the SDGs provide to think holistically about sustainable development, while providing a common language to engage and communicate with key stakeholders and the community. Recommendations:
Officers recommended to align with the SDGs to guide a more integrated approach to Council’s work, with particular focus on a small number of identified opportunity areas, and to pursue the following actions:
• Next six months: Consider SDG thinking in the Municipal Strategic Statement review • Six to 18 months: Embed SDG thinking into City of Melbourne’s strategy framework • Ongoing: engage with SDG stakeholders to share lessons learned and gain insight
from others, as the City of Melbourne aligns with the SDGs.
Web link (optional): Refer attached City of Melbourne SDG Scorecard.
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City of Melbourne Sustainable Development Scorecard The SDGs we are currently delivering on through our strategies and plans, as determined by a materiality assessment against SDG targets
A CITY THAT CARES FOR ITS ENVIRONMENT
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
Zero Net Emissions Strategy by 2020
Supporting strategies and plans:
• Zero Net Emissions Implementation Plan 2014-2020
• Council Carbon Neutral Strategy 20122020
• Emissions Reduction Plan 2016 – 2021 • Public Lighting Strategy 2013
Climate Change Adaptation Strategy Primary Supporting strategies and plans: • Urban Forest Strategy 2012 - 2032 • Nature in the City Strategy • Total Watermark: City as a Catchment • Open Space Strategy
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Urban Forest Strategy 2012-2032
Supporting strategies and plans: • Urban Forest Precinct Plans • Green Roofs, Walls, Facades 2017 • Urban Forest Fund
Nature in the City Strategy 2017
As per above As per above.
Total Watermark – City as a Catchment Strategy
Supporting strategies and plans: • Municipal Integrated Water Cycle
Management Plan 2017 • Elizabeth Street Catchment Integrated
Water Cycle Management Plan
Municipal Integrated Water Cycle Management Plan 2017
As per above As per above
Elizabeth Street Catchment Integrated Water Cycle Management Plan
As per above As per above
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Waste and Resource Recovery Plan 20152018
A CITY FOR PEOPLE
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
Municipal Health and Wellbeing Plan 2017 - 2021
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Food City 2012
Housing Strategy 2014-2018
A CREATIVE CITY
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
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Arts Infrastructure Framework
Music Strategy
A PROSPEROUS CITY
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
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Start Up Action Plan 2017
A KNOWLEDGE CITY
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
Knowledge City Strategy 2014-2018
Smart City Strategy (approach in development)
A CONNECTED CITY
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
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Transport Strategy 2012- 2030
Bicycle Plan As per above As per above
Motorcycle Plan As per above As per above
Last Kilometre Freight Plan 2016 As per above As per above
Access Docklands
Docklands Waterways Strategic Plan 20092018
As per above As per above
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A DELIBERATIVE CITY
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
City of Melbourne’s (CoM) open data platform
The Council Plan is underpinned by the Future Melbourne process. There is opportunity to strengthen Aboriginal and Torres Strait Islander interests and governance.
A CITY PLANNING FOR GROWTH
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
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Community Infrastructure Development Framework
Docklands Community and Place Plan 2012 As per above As per above
Docklands Public Realm Plan 2012-2022 As per above As per above
Open Space Strategy
Parks Masterplans:
Royal Parl (1998), Flagstaff (2000), Carlton Garden (2005), Fawkner (2006), JJ Holland (2010), Newmarket Reserve (2011), Princes (2013), Domain Parklands (2017)
As per above As per above
-
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Skate Framework 2012-2030
Structure Plans
Arden-Macaulay, City North (2012-2040); Southbank (2010-2040) including City Road Master Plan (2016)
Structure Plans present an opportunity to bring together all SDGs
Fishermans Bend and Lorimer Precinct Plan As per above As per above
West Melbourne Structure Plan As per above As per above
Heritage Strategy
A CITY WITH AN ABORIGINAL FOCUS
Strategy / Plan SDGs the Council is delivering on SDGs that could be used better / drive deeper action
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Aboriginal Heritage Action Plan 2015-2018
Reconciliation Action Plan 2015-2018
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Title: Green Star, Green Star Communities and National Carbon Offset Standard for Buildings and Precincts
Organisation: Green Building Council of Australia
Contact name: Jonathan Cartledge, Head of Public Affairs
Contact email and phone number: [email protected]; 02 8239 6207
Name of policy, program, initative etc: Green Star
Primary objective: Launched by the GBCA in 2003 as Australia’s only national, voluntary and holistic rating system for sustainable buildings and communities, Green Star is an internationally recognised built environment rating system. The Green Star rating system has been developed by Australian industry, collaboratively with government, and locally adapted to suit the Australian market. Achievements to date:
• There are over 1700 Green Star-rated projects across Australia: • Green Star certified buildings, on average: produce 62% fewer greenhouse gas
emissions and use 66% less electricity than the average building; 51% less potable water than minimum industry requirements; and recycle 96% of their construction and demolition waste.
• 37% of Australia’s office space is Green Star certified. • 6% of the workforce head to a green office each day. • 42,000 people live in Green Star-rated apartments. • 1.3 million people visit a Green Star-rated shopping centre each day.
Link to further information: www.gbca.org.au Name of policy, program, initative etc: Green Star Communities
Primary objective:
Green Star Communities, established in 2012, assesses the planning, design and construction of large scale development projects at a precinct, neighbourhood and/or community scale. It provides a rigorous and holistic rating across five impact categories: governance, liveability, economic prosperity, environment, and innovation. Green Star Communities provides a vision, a set of principles and aspirations to help guide and support the development of sustainable communities.
Achievements to date:
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425,000 people are moving into Green Star Communities around the country in the coming decades. Green Star Communities have already made a significant impact on Australia’s built environment. There are now 32 precinct and community-scale projects that have achieved Green Star Communities certification with a further 20 registered projects around Australia. The rating tool is currently influencing the design and delivery of major developments around the country—from Parramatta Square, Barangaroo and Fisherman’s Bend, some of the largest urban renewal projects in Australia, to Aura on the Sunshine Coast that will be home to 50,000 people. Link to further information: Green Star Communities Guide (2017) Name of policy, program, initative etc: National Carbon Offset Standard for Buildings and Precincts
Primary objective: The Australian Government’s National Carbon Offset Standards (NCOS) for Buildings and Precincts have been designed collaboratively with industry to accommodate a wide variety of building types and precincts in Australia. From large office buildings to smaller apartment complexes, large-scale mixed-use developments to smaller university precincts, the NCOS provides a framework to achieve carbon neutrality and showcase climate leadership. Achievements to date: These new standards, launched in October 2017, provides that next step for building and precinct owners and managers to demonstrate and be recognised for their sustainability credentials and journey to carbon neutrality. Link to further information: http://www.environment.gov.au/climate-change/government/carbon-neutral/ncos Any other comments or perspectives on Australia’s progress in implementing Sustainable Development Goal 11 (Cities and Sustainable Communities): The success of Green Star in Australia over the last fifteen years, as summarised above, is reflected in our industry’s global leadership as measured through international benchmarks like the Global Real Estate Sustainability Benchmark (GRESB), Dow Jones Sustainability Index, and the CDP climate change A List. In 2017 GRESB assessed 850 real estate companies and funds, representing more than 77,000 properties and AUD $4.6 trillion in global assets under management. The Australia/New Zealand region topped the GRESB results for the seventh year running. Lendlease’s Australian Prime Property Fund Commercial was ranked number one of all 850 companies and funds globally for 2017. The Dow Jones Sustainability Index named Mirvac the top real estate group for 2017; and Stockland was one of only 112 companies internationally to make the CDP climate change A List, receiving the highest ‘A’ rating. These are significant achievements that reflect the leadership of those companies and Australian industry in delivering more sustainable buildings cities and communities both domestically and internationally.
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Since our establishment in 2002, the GBCA has grown to represent over 650 members, including government organisations, local governments and universities, committed to supporting our vision of healthy, resilient and positive places for people and the natural envrionment. We would be pleased to share with you further practical examples on how the GBCA and our members are working collaboratively with government, and leading internationally in the delivery of Goal 11 to make our cities more inclusive, safe, resilient and sustainable.
Title: Health impact assessment of particulate matter (PM) air pollution in Sydney
Organisation: Environmental Health Branch, NSW Health
Partners (if any): NSW EPA, CSIRO, University of Sydney, University of Tasmania
Goals addressed: Goal: Make cities and human settlements inclusive, safe, resilient and sustainable Target 11.6: By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management
Objective (maximum 5 dot-points): • Estimate the health impact of particulate matter <2.5 µm in diameter (PM2.5) in the Greater
Metropolitan Region in and around Sydney • Estimate the impact of PM2.5 from specific emission sources on mortality in the Greater
Metropolitan Region • Inform environmental policy to reduce the health impact of PM air pollution
Case Study Text (maximum 10 dot-points): • The Public Health Observatory of the Sydney Local Health District and Environmental
Health Branch of NSW Health, in collaboration with environmental agencies and academics, conducted a series of assessments of the health impact of PM air pollution on the population of Sydney and surrounding regional metropolitan areas.
• These health impacts estimated deaths and hospitalisations attributable to exposure of the population to outdoor PM2.5 from all anthropogenic emission sources as well as from household wood heaters, coal-fired power stations and shipping.
• It was determined that reducing air pollution by a small amount (10%) would, over ten years result in about 650 fewer premature deaths and about 700 fewer respiratory and cardiovascular hospital visits.
• Almost a quarter of deaths attributable to exposure to anthropogenic PM2.5 are due to PM2.5 emissions from household wood heaters.
• These findings provide an evidence base on which to develop policy to significantly reduce the health burden of air pollution.
Web link (optional):
Images/Background information (optional):
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Title: Housing for Health
Organisation: Environmental Health Branch, NSW Health
Partners (if any): Healthabitat, individual NSW Aboriginal Land Councils and Corporations, NSW Health Public Health Units
Goals addressed: Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable Target 11.1: By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums Objective (maximum 5 dot-points): • Improve living conditions in Aboriginal communities • Improve people’s ability to be safe and healthy within their homes • Improve people’s ability to practice healthy living practices within their homes and
communities • Foster partnerships between NSW Health, Public Health Units, Aboriginal Land
Councils and Housing Corporations and Aboriginal communities across NSW • Contribute to Aboriginal employment initiatives
Case Study Text (maximum 10 dot-points): • Housing and infrastructure have long been identified as major environmental factors
affecting the health of people. Inadequate or poorly maintained housing and the absence of functioning infrastructure can pose serious health risks. In Australia, Aboriginal people are more likely to live in overcrowded dwellings and poor quality housing, which can lead to the spread of infectious diseases (ABS and AIHW, 2008).
• The Housing for Health process aims to assess, repair or replace health hardware so that houses are safe and the occupants have the ability to carry out healthy living practices (HLPs). The 9 HLPs are: washing people, washing clothes and bedding, removing waste safely, improving nutrition, reducing overcrowding, reducing the impact of animals, vermin or dust, controlling temperature and reducing trauma.
• The project uses a fixed methodology, centred around community consultation and engagement, and the principle of ‘no survey without service’.
• Over the last 20 years the NSW Department of Health (Health) has been delivering Housing for Health projects in the Aboriginal community housing sector across NSW.
• In a 10 year review of the Housing for Health program, published in 2010, it was found that: “Those who received the Housing for Health intervention had a significantly reduced rate of hospital separations for infectious diseases – 40 per cent less than the hospital separation rate for the rest of the Rural NSW Aboriginal population without the Housing for Health interventions.”
• The Housing for Health principles are also adopted by the National Framework for Design, Construction and Maintenance of Indigenous Housing and the National Indigenous Housing Guide (3rd edition).
• Since program commencement in 1997, AEHU have managed 122 Housing for Health projects across NSW, benefitting 3849 houses and approximately 16,000 people with over 103,000 items fixed around the homes.
• By delivering immediate and tangible improvements to housing, the program has built goodwill between communities and public health units across which other public health programs have been run. These “value-add” projects have included such initiatives as injury prevention, fire education, electrical safety education, health screening,
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household energy consumption education and audits, community clean-ups, vermin reduction, water monitoring and service improvement.
• The program has also helped to challenge stereotypes around housing conditions and tenant culpability. Analysis of national Housing for Health data indicates that only 7 per cent of all problems found within the home are due to damage, vandalism, misuse or overuse by tenants; the majority are due to lack of routine maintenance (73 per cent) and poor initial construction (20 per cent).
Web link (optional): - www.health.nsw.gov.au/environment/aboriginal/Pages/housing-for-health.aspx - www.health.nsw.gov.au/environment/aboriginal/Publications/housing-health.pdf - www.healthabitat.com/ Images/Background information (optional):
Title: Lendlease, Barangaroo Authority
Organisation: Green Building Council of Australia
Partners (if any): Lendlease, Barangaroo Authority Goals addressed:
11. Ensure availability and sustainable management of water and sanitation for all 12. Ensure access to affordable, reliable, sustainable and modern energy for all 13. Promote sustained, inclusive and sustainable economic growth, full and
productive employment and decent work for all 14. Build resilient infrastructure, promote inclusive and sustainable industrialization
and foster innovation 15. Ensure sustainable consumption and production patterns 16. Take urgent action to combat climate change and its impacts
Objective (maximum 100 words): Lendlease has set a new benchmark in the creation of sustainable, inner city precincts with Barangaroo South awarded a 6 Star Green Star – Communities rating, scoring an unprecedented 104.98 out of a possible 110 points.
Case Study Text (maximum 500 words):
The Green Building Council of Australia (GBCA) awarded the rating to the Barangaroo South precinct by assessing the sustainability performance across five impact categories – Governance, Innovation, Liveability, Economic Prosperity and the Environment.
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Lendlease Group Chief Executive Officer and Managing Director Steve McCann said resilient urban communities are one of the most sustainable responses a society can make to economic growth.
“As the world’s population urbanises, there is a greater emphasis placed on the role of the built environment, including place, sustainability and community outcomes. People want to live and work in cities that are liveable, connected, accessible and beautiful.
"This fits into our company’s ethos - at Lendlease our culture is all about innovating to deliver authentic places that ultimately enrich the lives of people.
“The only way for a city to successfully evolve is through partnership and collaboration between government and the private sector; between individuals and groups; between industries and organisations. We are extremely proud of our relationship with GBCA which spans more than a decade and are honoured to be delivering Barangaroo Southfor the State Government.”
GBCA’s Chief Executive Officer, Romilly Madew, said; “Lendlease understands that each development it undertakes represents a once-in-a-lifetime opportunity to build better places for people. Never has this been more evident than at Barangaroo South.
"This 6 Star Green Star – Communities rating represents ‘world leadership’ in the design and delivery of sustainable communities. When one in 20 CBD workers will be coming to Barangaroo South each day, the impact this development will have on people is obvious. This is what a sustainable city looks like.”
Barangaroo South is Sydney’s largest urban renewal project since the 2000 Olympics and is targeted to become Australia’s first large scale carbon neutral community.
Barangaroo is one of only 17 projects globally to be part of the C40 Cities-Clinton Climate Initiative’s Climate Positive Development Program. The precinct is capable of being water positive, with an on-site blackwater treatment plant capable of supplying one million litres of recycled water a day to the precinct and surrounding suburbs.
Barangaroo is also targeting zero net waste to landfill by 2020.
Upon completion Barangaroo South will become home to around 1,500 residents, there will be next generation office space for 23,000 workers, more than 80 new retail outlets and over 50% of the precinct will be open public spaces for everyone to enjoy.
For more information visit www.barangaroosouth.com.au
Web link (optional): http://new.gbca.org.au/showcase/projects/Barangaroo/
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Title: Major NSW Public Transport Projects
Organisation: Transport for NSW
Goals addressed: • Goal 9: Build resilient infrastructure, promote sustainable industrialisation and
foster innovation. • Goal 11: Make cities inclusive, safe, resilient and sustainable. • Goal 8: Promote inclusive and sustainable economic growth, employment and
decent work for all.
Objective: • Investment in public transport is essential to the economic and social
development of cities. It provides access to jobs, housing, goods and services, and enhances quality of life by connecting people with what they need.
• Key social, economic and environmental objectives of public transport projects include:
o Delivering fast, efficient, safe and affordable transport for people. o Connecting places and communities, and enhancing social inclusion and
economic development. o Reducing traffic congestion, green-house gas emissions, and noise and
air pollution by encouraging mode shift away from private car use. Case Study:
• Investment in city shaping public transport infrastructure is critical to the sustainable development of cities and meeting economic and social changes.
• In NSW, the population is forecast to grow to 11.2 million people by 2056 with most of the growth occurring in Sydney and costal regional cities like Newcastle.
• Alongside this growth, the number of people aged over 85 in will double and one in every five people will be over 65. This growth will place increasing pressure on the transport network.
• To accommodate these changes, NSW is delivering the largest transport infrastructure program in Australia, with $41.4 billion of investment over the next four years in game changing projects.
• Central to this is Sydney Metro, Australia’s largest public transport infrastructure project. This standalone rapid rail network will connect Sydney’s North West with the South West through Sydney’s CBD and beyond. This will see the delivery of 31 metro stations, and 66 kilometres of new metro rail - transforming the way Sydney functions. Planning of another line from Sydney’s CBD to its Central City at Parramatta is also underway.
• Sydney Metro is committed to building skills and jobs by developing new industry capacity and capability, providing sustainable employment for local people and underrepresented groups and developing a highly skilled and transferable workforce. For example, on the Northwest component of the project, over 1300
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new sustainable jobs have been created, with 45 per cent being from the Greater Western Sydney Region2.
• The state’s light rail projects further highlight the importance of investment in major public transport infrastructure to the sustainable development of cities. As an environmentally-focused mode of transport, light rail will reduce greenhouse gases and noise pollution to provide clean, efficient travel.
• The CBD and South East Light Rail will provide a sustainable public transport option to customers who live, work and travel with the CBD and South East, easing the pressure on Sydney’s roads by reducing reliance on cars.
• Light rail can be used to support urban revitalisation and place making. For example, the Newcastle Light Rail project is part of an integrated urban renewal program, which aims to bring people back to the Newcastle city centre by strengthening connections between the city and the waterfront, creating job opportunities, providing more public places and spaces, and delivering better transport.
• Further, the Parramatta Light Rail project is being used to support Parramatta as Sydney’s Central City and improve and support the places on the route. The first stage of the project will link Parramatta’s CBD and train station to the Westmead Health precinct, Parramatta North Urban Transformation Program, the new Western Sydney Stadium, the Camellia Precinct, the new Powerhouse Museum and Riverside Theatres Cultural Hub, the private and social housing redevelopment at Telopea, Rosehill Gardens Racecourse and three Western Sydney University campuses.
• The Northern Beaches B-Line project will deliver high frequency double-decker bus services on the Northern Beaches to the CBD and reliable and accessible services to customers.
Web link: • Sydney Metro - https://www.sydneymetro.info • CBD and South East Light Rail - http://sydneylightrail.transport.nsw.gov.au/ • Newcastle Light Rail - http://revitalisingnewcastle.nsw.gov.au/what-we-are-
doing/newcastle-light-rail • Parramatta Light Rail - http://www.parramattalightrail.nsw.gov.au/ • Northern Beaches B-Line – http://b-line.transport.nsw.gov.au/about-the-program
2 A case study on the sustainability benefits of Sydney Metro is provided separately.
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Title: Reforming land use planning systems to improve housing affordability
Organisation: Department of Environment Land Water and Planning
Partners (if any): Other Victorian Government agencies; local government
Goals addressed: SDG11 Sustainable Cities and communities- Adequate, safe and affordable housing
Objective (maximum 50 words): To reform the land use planning system to facilitate the supply of housing affordable for low and moderate income households
Case Study Text (maximum 300 words): Housing affordability is a significant challenge in Victoria: • Significant price rises has meant that fewer young households can afford to enter into
homeownership; • An increasing number of lower income households in the rental market are facing
significant housing affordability problems; and • More people are seeking the assistance of homelessness services.
In response to these challenges the Victorian government released Homes for Victorians: Affordability, access and choice in March 2017. This announced a range of initiatives to: support first homebuyers; reform the regulation of the private rental market; and to increase funding for social housing and homelessness services.
It also recognized that that while planning system alone could not address all of the issues, it could be reformed and strengthened to help improve housing affordability.
The planning reforms in Homes for Victorians included initiatives to help ensure overall housing supply can meet demand. This included an initiative to advance plans for the release of residential land on Melbourne’s fringes to help meet the strong demand for greenfield housing lots and contain price inflation. It also included initiatives to make better use of land in Melbourne’s inner and middle suburbs and funding to support local governments deal with unnecessary delays in statutory and strategic planning.
The planning reforms in Homes for Victorians also included initiatives to help facilitate the supply of social and other affordable housing.
Homes for Victorians included a pilot program to identify suitable surplus government land and provide low cost housing as part of its development. It also proposed amendments to the Planning and Environment Act 1987 to provide the certainty and clarity required to make it much easier for councils and the owners of land to enter into agreements for the provision of affordable housing as part of development applications.
Web link (optional): https://www.premier.vic.gov.au/homes-for-victorians/
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Images/Background information (optional):
Title: Recovery from fire at Wye River and Separation Creek in December 2015
Organisation: Department of Environment, Land, Water & Planning
Partners: Victoria Police; Emergency Management Victoria; VicRoads; Environment Protection Authority; Department of Health and Human Services; Colac Otway Shire Council.
Colac Otway Shire Council. Goals addressed: Sustainable cities and communities (SDG11) – ‘Disaster resilience and mitigation strategies’. Objective: To support recovery and rebuilding of the Wye River and Separation Creek community. Wye River and Separation Creek are a small community, situated at the base of the Great Otway National Park along the Great Ocean Road in Victoria. The community was impacted by bushfire and landslides destroying 109 properties, causing significant economic, social and environmental disturbance and isolating the community from infrastructure and employment. Recovery: The government funded clean-up of fire-affected properties was undertaken using an external contractor. Retaining walls were constructed at ‘high-risk’ sites and temporary drainage and hydro-mulching works were undertaken to minimise surface erosion and promote vegetation regeneration. Township erosion, sediment control and drainage works are being undertaken to improve the flow of storm water and reduce the risk of landslides. Rebuilding: The government provided funding to establish a ‘one-stop-shop’ within Colac Otway Shire to expedite planning approval and support the community to rebuild. State funding was also provided for expert geotechnical, waste water, building design and bushfire management advice. Other highlights: Significant upgrades to public infrastructure have also been completed, including: the construction of a new children’s playground; the Wye River walking track; facilities upgrade to the foreshore caravan park; and beach furniture and upgrades to the CFA station and Wye River Lifesaving Club. The government also allocated $1.4 million as part of the Great Ocean Road Economic and Community Recovery package, allocated to a range of locally driven initiatives, including community events, tourism and community infrastructure and small business mentoring. Business assistance grants totaling $200,000 were available to local business negatively affected by the closure of the Great Ocean Road after the bushfire and landslips.
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Web link: https://www.emv.vic.gov.au/publications/review-of-the-wye-river-and-separation-creek-fire-recovery Images/Background information (optional):
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Title: Sydney Metro, a comprehensive approach to sustainable rail infrastructure
Organisation: Transport for NSW
Goals addressed: • Goal 9: Build resilient infrastructure, promote sustainable industrialisation and
foster innovation. • Goal 11: Make cities inclusive, safe, resilient and sustainable. • Goal 13: Take urgent action to combat climate change and its impacts. • Goal 12: Ensure sustainable consumption and production patterns.
Objective: • Sydney Metro is committed to:
o Building skills and jobs by developing new industry capacity and capability, providing sustainable employment for local people and under-represented groups, and developing a highly skilled and transferrable workforce for NSW.
o Boosting economic activity along the alignment by creating resilient and sustainable infrastructure and encouraging the adoption of innovative practices and technologies.
o Creating a transport system that seamlessly integrates with the community, reduces congestion, and encourages active and environmentally responsible transport options.
o Enabling contractors to champion sustainable procurement practices and using more innovative and environmentally sustainable materials.
o Building and designing a rail network which is resilient against the potential risks of climate change.
Case Study: • Sydney Metro is Australia’s largest public transport infrastructure project. This
standalone rapid rail network will connect Sydney’s North West with the South West through Sydney’s CBD and beyond. It will also connect Sydney’s CBD to its Central City at Parramatta.
• Sydney Metro will make a positive contribution to Sydney by improving connectivity and access to employment opportunities, education and health precincts, retail and commercial centres, and green open spaces.
• Sustainability underpins the core project objectives and is integrated across all project stages.
• For example, ensuring the program minimises its impact on the environment has meant reducing how much waste is sent to landfill, minimising use of water and maximising the use of clean spoil excavated on site. Sydney Metro has a construction recycling rate of 96 per cent (over 87,000 tonnes), a spoil re-use rate of 100 per cent (over 6.4 million tonnes) and reduces potable water consumption.
• Further, Sydney Metro is committed to using more innovative and environmentally sustainable materials. On the Northwest stage alone 48,000 tonnes of steel and
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1,100,000 tonnes of concrete have been used. Where practical, embodied carbon emissions were minimised by reducing cement use, focussing on low impact alternatives and using recycled concrete and aggregate. Through influencing the supply chain, 100 per cent of the timber used on the Northwest stage is recycled, reused or responsibly sourced.
• Sydney Metro has taken a forward looking approach toward climate risks, such as increased flooding and extreme temperature events. The design process has carefully considered the adaptability and resilience of the Northwest stage not only in the near-term (2030) but also in the long-term (2070).
• Sydney Metro is also mitigating the impacts of climate change through a number of initiatives: o An energy management hierarchy has been implemented to reduce or avoid
energy use, improve energy efficiency, source low carbon energy and offset carbon. This includes a target of a minimum of 20 per cent construction energy offset through the GreenPower scheme or carbon offsets, and offsetting 100 per cent of operational energy through a new build renewable energy facility in regional NSW.
o Solar photovoltaics have been installed on the Sydney Metro maintenance facility to offset 5-10 per cent of the energy used at the facility, car parks, and stations. The 1.1 MW of solar photovoltaics is enough to power almost 270 average Australian households annually.
The rolling stock has been designed and built to be energy efficient. A system of regenerative braking has been designed into the rolling stock to reduce energy consumed in traction. This means energy from braking, which would otherwise be lost, is captured and passed on to power another metro train in range. This has the potential to save 31 per cent traction power during peak operation.
Web link: https://www.sydneymetro.info/
City and Southwest Sustainability Strategy
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Images/Background information:
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Title: Tonsley - Australia's first mixed-use urban redevelopment to be awarded the prestigious 6 Star Green Star – Green Building Council of Australia
Organisation: Green Building Council of Australia
Partners (if any): Renewal SA, University of South Australia and the Low Carbon Living Cooperative Research Centre (CRC)
Goals addressed:
17. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
18. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
19. Ensure sustainable consumption and production patterns 20. Take urgent action to combat climate change and its impacts
Objective (maximum 100 words): When the South Australian Government began to think about alternate uses for Tonsley – Mitsubishi’s former manufacturing site in Adelaide – it saw an opportunity to create a thriving community that was prosperous, resilient and sustainable, and so it turned to Green Star – Communities for help.
Case Study Text (maximum 500 words):
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Renewal for the future
Tonsley is Australia's first mixed-use urban redevelopment to be awarded the prestigious 6 Star Green Star – Communities certification, an achievement the GBCA’s Chief Executive Officer says reflects Tonsley’s outstanding commitment to sustainability.
“Tonsley is not only smart and sustainable. It’s also a place for people. The Green Star – Communities rating demonstrates that the project team has considered how Tonsley will support healthy and active living, social cohesion and affordable housing, how it will create employment opportunities and how it will be a great place to live and work not just now, but in decades to come.”
“Tonsley’s 6 Star Green Star accreditation is an unprecedented milestone for the South Australian building industry,” said South Australian Treasurer Mr Tom Koutsantonis.
“Tonsley is Australia’s only urban renewal development to achieve this level of [Green Star] certification and is a testament to the world-class design principles which have guided the redevelopment of the former Mitsubishi site.”
While planning Tonsley, the project team created a Site Wide Built Form Development Manual and site-specific Urban Design Protocol to ensure all buildings adhere to the sustainability and liveability vision for the site – and in doing so has set new benchmarks for sustainable urban renewal in Australia.
In fact, Tonsley has become part of the ‘Adelaide Living Laboratory’ project, a unique collaboration between Renewal SA, University of South Australia and the Low Carbon Living Cooperative Research Centre (CRC). The project brings industry, government and researchers together to collaborate on low carbon solutions for the built environment.
Tonsley will play an important role by enabling the CRC to explore behaviour change towards more sustainable living and test new ideas for future low-carbon precincts.
Matthew Waltho, Renewal SA’s Sustainability Manager, led the Tonsley Project team to understand the Green Star – Communities framework and implement strategies and projects to meet the requirements.
“Achieving a 6 Star outcome came as a result of an outstanding co-ordinated effort from the team, including many consultants across a wide range of disciplines, who kept a focus on innovative ways to integrate sustainability with economic growth and community investment from the initial master planning stages. This is now being delivered in the early built form stages of the project,” he says.
The right mix
When Tonsley’s masterplan was being developed back in 2012, the South Australian Government set a clear brief for the site.
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The former manufacturing park was to become a sustainable centre for innovation and productivity, drawing workers, developing high-value industries and contributing to the state’s economic success.
To achieve these goals, Tonsley needed to incorporate the right mix of uses, and to facilitate connections between people, businesses and educational institutions.
Adaptive reuse of existing infrastructure is helping to do this by creating a central hub of activity for the community and plenty of opportunities for social and commercial interaction.
The former Mitsubishi Main Assembly Building (MAB) has been retained as the central town square. Once complete, MAB will incorporate retail outlets, eateries, meeting areas and education spaces. Flexible, modular and pod tenancies will also attract small and medium businesses.
Education and research are true cornerstones of the Tonsley masterplan, with Flinders University and TAFE SA signing up as anchor partners in the development. TAFE's $119 million Sustainable Industries Education Centre (SIEC) provides nearly 45,000 sqm of world-class, energy efficient, trade training infrastructure.
The centre – considered the most innovative and advanced in Australia – brings together all the building, construction and renewable energy trades under one roof so students can learn and work together, with more than 6,500 students training in sustainable building and construction occupations each year. Flinders University's $124 million Tonsley campus, home to computer science, engineering and mathematics, as well as the New Venture Institute focused on entrepreneurship and Flinders Partners’ innovation program, is the largest single investment in educational facilities since the university was established more than 40 years ago.
Approximately 2,000 students and 150 staff will be based in the new building. Flinders University Vice Chancellor, Professor Colin Stirling says the co-location of key industries with tertiary education and research facilities will be a boon for the community and its residents.
Tonsley represents a huge opportunity, Stirling says, “to create jobs, to stimulate the economy – in this part of Adelaide and beyond.”
Tonsley will “be a place where ideas are nurtured from the laboratory” and grow into “successful companies of the future.”
Sustainable at heart
In addition to providing an activated hub at the heart of the community, retaining the MAB ensures Tonsley is a world-leader in emissions reduction. Around 90,000 tonnes of embodied carbon emissions have been saved – the equivalent of removing 25,000 cars from the road for a year.Within the MAB, internal forests will provide beautiful natural spaces for members of the community to enjoy, while at the same time capturing carbon and purifying the air.
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The environmental benefits don’t stop at carbon capture, with the MAB’s expansive roof providing the perfect infrastructure to support an extensive 3MW photovoltaic array. Tonsley’s public spaces are being created using water-sensitive urban design principles, while walking and cycle paths provide easy access to public transport and connectivity across the precinct.
Tonsley’s masterplan also incorporates around 11 hectares of residential space which will eventually be home to around 1,200 people. Creating homes will ensure the precinct remains active outside of business hours, and give the opportunity for those who work or study at Tonsley to live close by.
The rail station is at the doorstep of the residential area, with new electric trains meaning faster, more frequent and cleaner journeys to the city. The result? Fewer transport emissions and a cohesive community identity.
Web link (optional): http://new.gbca.org.au/showcase/projects/tonsley/
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GOAL 12 – RESPONSIBLE PRODUCTION AND CONSUMPTION
Title: Improving Environmental Health outcomes through Health Risk Assessment of contaminated sites
Organisation: Environmental Health Branch, NSW Health
Partners (if any): NSW Environment Protection Authority; Office of Environment and Heritage
Goals addressed: Goal 12: Ensure sustainable consumption and production patterns Target 12.4: By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimise their adverse impacts on human health and the environment
Objective (maximum 5 dot-points): • NSW Health contributes to good practice in environmental health through development
of national policy settings for risk-based assessment of contaminated land issues related to air, soil and water.
Case Study Text (maximum 10 dot-points): • NSW’s three major cities, Sydney, Newcastle and Wollongong have undergone
substantial land-use transformations over the last two decades. Health risk-assessment processes have provided the framework in which acceptable clean-up of industrial contamination has occurred, transforming former industrial sites into highly valued residential and light commercial real estate.
• NSW Health is committed to finding solutions to legacy industrial contamination issues by working with communities, industry and other government stakeholders.
• NSW Health provides site specific expert advice when issues have been identified, when major projects are proposed and during remediation phases.
• Some examples are: • Remediation and redevelopment of the Rhodes peninsula and Homebush Bay
sites for residential towers and facilities for the Olympic games. • The Broken Hill lead smart program works with the lead miners and community to
make sure the children of Broken Hill remain safe from exposure to lead dust. • Heads of Asbestos coordination authority projects include clean-up of legacy
dump sites, understanding the risks posed to local communities from an abandoned asbestos mine, and understanding loose-fill asbestos used for house insulation.
• The NSW PFAS program which is identifying legacy contamination from poly and Per fluorinated akyl substances and issuing precautionary advice to communities where exposure to PFAS is likely.
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Web link (optional):
www.health.nsw.gov.au/environment/hazard/Pages/contaminated-sites.aspx www.leadsmart.nsw.gov.au/ www.health.nsw.gov.au/environment/factsheets/Pages/pfos.aspx Images/Background information (optional):
Title: Love Food, Hate Waste, and the National Food Waste Strategy
Organisation: Sustainability Victoria
Partners (if any): Department of Environment, Land, Water and Planning
Goal addressed: SDG 12 Responsible consumption and production Focus area: Halve per capital global food waste
Objective (maximum 50 words): When food is sent to landfill, it can create the greenhouse gas methane and leachate which can migrate into the surrounding environment. Each year Victorian households send over 250,000 tonnes of avoidable food waste to landfill, presenting a financial loss for households and impacting on our environment. Case Study Text (maximum 300 words): Love Food Hate Waste is a campaign that aims to raise awareness of avoidable food waste from Victorian households. This campaign is linked to the successful campaign of the same name developed in the United Kingdom by WRAP UK and delivered in New South Wales by the Environment Protection Authority. In Victoria the campaign is delivered by Sustainability Victoria. The web and social media based campaign raises community awareness of the scope and impacts of food waste, and provides an interactive toolkit to help households minimise their food waste. This includes a recipe finder for common avoidably wasted food, to encourage the use of these leftovers, and tips for menu planning, shopping, cooking and storage. The campaign also works with Victorian local governments to extend the food waste avoidance message in local communities. The Victorian Government is also supporting implementation of the National Food Waste Strategy, to achieve our national goal of halving food waste by 2030, which launched in November 2017. Web link (optional): http://www.lovefoodhatewaste.vic.gov.au
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Images/Background information (optional):
Title: Sustainable sourcing & procurement: a whole-of-government approach
Organisation: HealthShare NSW
Partners (if any): NSW Office of Environment & Heritage
Goals addressed: 12 & 17
Objective (maximum 100 words): HealthShare NSW, the business unit responsible for procurement of food supply and distribution for the New South Wales Government, used the expiry of the existing AUD$100 million per annum 801 Food Services contract to introduce new sustainability clauses for suppliers. Running from 1st April 2018 to 31 March 2021, the new contract is designed to reduce environmental footprint, promote ethical supply chains and use government leverage as a large consumer of food supply and distribution services to work with suppliers to drive more responsible consumption and production, as called for under Target 12.7 of the UN Sustainable Development Goals.
Case Study Text (maximum 500 words):
HealthShare New South Wales (HSNSW) is a Business Unit of NSW Health. Its purpose is to provide high-quality shared services to support patient care within the NSW Health system, such as Food and Patient Services, Linen Services and Procurement. A key HSNSW function is to manage the whole-of-government 801 Food Supply and Distribution contract.
HSNSW currently provides Food Services to 14 Local Health Districts and 150 hospitals, serving 24 million meals a year. It has annual food expenditure of approximately AUD$80 million, around AUD$57 million of which is contracted under the 801 contract. This contract is also used to procure food supply and distribution services by the NSW Department of Justice, Corrective Services Industries, TAFE NSW (Technical and Further Education), the NSW Department of Education, and other eligible organisations such as Aged Care facilities, local government, charities, not-for-profit organisations, universities, and RSLs (Returned Servicemen’s Leagues).
Across NSW Government, total food supply and distribution expenditure under the 801-food services contract is approximately $100 million per annum and expected to grow on the back of increased volume and wider use of the whole-of-government contract.
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With the current 801 food services contract expiring on 31st March 2018, in mid-2017 HSNSW issued a Request for Tender (RFT): HSSP_HC_17_801 Food Supply and Distribution seeking tenders from suitably capable suppliers. The new contract will run from 1st April 2018 to 31st March 2021, with two twelve-month extension options, and includes supply and distribution in key food categories of ambient, chilled and frozen grocery, bread, milk and dairy, fresh fruit and vegetables, bulk raw meat and poultry and water.
To ensure that the RFT reflected sustainable sourcing and procurement good practice, HSNSW partnered with the NSW Office of Environment and Heritage (OEH) via its Sustainability Advantage program and collaborated with the Australian Packaging Covenant Organisation (APCO), to identify significant sustainability issues and integrate appropriate clauses into the RFT. With the support of consultants Strategic Access and One Stone Advisors:
• Key social and environmental material issues were identified and mapped to the SDGs
• Global industry peer good practice examples were analysed
• Model clauses on e.g. Modern Slavery were collated
• A workshop was held with the HSNSW procurement and sustainability teams, APCO, OEH and an expert from the University of Technology Sydney to secure buy-in
• A set of draft sustainability clauses was developed for inclusion in the RFT.
To drive sustainable public procurement, the RFT includes in its statement of supplier requirements and performance management expectations clauses on packaging and labelling, ethical conduct, work health and safety, environmental impact and waste management, and value-adding services.
A special feature is the Schedule 10 Projects clause, which enables the customer, over the life of the contract, to partner with suppliers on innovative project work relating to logistics optimisation, packaging, supply chain improvements, and sustainability enhancements. As well as promoting multi-stakeholder partnerships (SDG 17.17), this makes direct reference to SDG 12.7 on promoting sustainable public procurement practices.
The 801 provides a good practice model for sustainable government procurement to achieve the SDGs.
Web link (optional): http://www.healthshare.nsw.gov.au
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Title: Victoria’s 30-Year Statewide Waste and Resource Recovery Infrastructure Plan
Organisation: Sustainability Victoria
Partners (if any): Department of Environment, Land, Water and Planning (DELWP); Environment Protection Authority (EPA) Victoria; Waste and Resource Recovery Groups
Goal addressed: SDG 12 Responsible consumption and production Focus area: Sustainable management and efficient use of natural resources
Objective (maximum 50 words): Waste from households and businesses can have human health, environment, and economic impacts if not well-managed. Victoria’s waste and resource recovery system incorporates a resource recovery infrastructure system to minimise these impacts. Strategic expansion of resource recovery capacity will facilitate management of increasing volumes of waste associated with population growth and increase the recovery of valuable resources.
Case Study Text (maximum 300 words): The Victorian Statewide Waste and Resource Recovery Infrastructure Plan (SWRRIP) was released in 2015. The 30-year plan prioritises the establishment of infrastructure to maximise resource recovery. It is supported in this by seven 10-year Regional Implementation Plans. This infrastructure planning framework is the first of its kind in Australia. Diverting materials away from landfill for viable recovery creates opportunities to reduce potential risks, capture value from our wastes and generate jobs that contribute to the economy, while efforts to recover resources must be matched by efforts to stimulate demand for these materials from well-developed markets. The SWRRIP guides planning and investment decisions made by the waste and resource recovery industry, and by local and state governments, and influences land use planning, transport and broader environmental policy. The SWRRIP sets out the current waste and resource recovery system in Victoria, and models projections for future trends in waste generation, recovery and landfilling over the next 30 years. The SWRRIP summarises current recovery rates, and opportunities and barriers to increasing this for each of the main material streams. It also provides clarity and transparency to decision-makers and the community. The SWRRIP is currently being reviewed to update waste data, capacity gaps, regional infrastructure priorities and current policy settings. This planning framework enables Victoria to establish an integrated statewide waste and resource recovery system that:
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• effectively manages the expected mix and volumes of waste • supports a viable resource recovery industry • reduces the amount of valuable materials going to landfill
The SWRRIP also responds to broader Victorian and national government policies, positions and regulations, such as the 2014 commitment to ban e-waste from landfill, currently in development.
Web link (optional): http://www.sustainability.vic.gov.au/about-us/what-we-do/strategy-and-planning/statewide-waste-and-resource-recovery-infrastructure-plan
Images/Background information (optional):
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GOAL 13 – CLIMATE ACTION
Title: Community coastal action in Port Fairy
Organisation: Victorian State Government and Moyne Shire Council
Partners (if any): Port Fairy Coastal Group
Goals addressed: SDG 13 – Climate Action
Objective (maximum 50 words): Local Coastal Hazard Assessments provide a detailed analysis of the risks and impacts of climate change on a particular area.
Case Study Text (maximum 300 words): The township of Port Fairy, voted the world’s most liveable town in 2012, sits on the coast of western Victoria. The coastline underpins the town’s attractiveness and economy; however, storm events and storm surges are likely to increase with future sea level rise and threaten this area. The State Government and Moyne Shire Council produced a Local Coastal Hazard Assessment (LCHA) for Port Fairy, which gives a detailed picture of Port Fairy’s existing and future coastal hazards to inform planning and management options for the future. The assessment showed that 271 properties are currently under threat from coastal inundation, which will increase to 440 for the 2080 planning horizon if no action is taken. The local community has been heavily involved in the town’s response to the threats of climate change. Following the release of the LCHA, the community led Port Fairy Coastal Group developed posters that were displayed in cafes over the 2014-15 summer period, interpreting the LCHA report findings and mapping. The posters also promoted a community values and priorities survey, which received over 800 responses. The survey responses have been used by Moyne Shire Council develop its Adaptation Plan. From early 2014 the Port Fairy Coastal Group has been monitoring sand levels and dune movements on East Beach. This program has now been extended into the local primary school’s curriculum.
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The partnership between the community, local and state government ensures community views and values are taken into consideration in long-term planning, and builds a strong foundation to increase Port Fairy’s resilience to climate change.
Web link (optional):
Images/Background information (optional):
Title: Introduction of the new Victorian Climate Change Act 2017
Organisation: Department of Environment Land, Water and Planning, and State Government of Victoria
Partners (if any):
Goals addressed: SDG 13 – Climate Action
Objective (maximum 50 words): The Climate Change Act 2017 provides Victoria with a world-leading legislative foundation to manage climate change risks, maximise the opportunities that arise from decisive action, and drive Victoria’s transition to a net zero emissions, climate resilient community and economy.
Case Study Text (maximum 300 words): • A long-term emissions reduction target of net zero greenhouse gas emissions by 2050 and
a duty on the Premier and the Minister for Energy, Environment and Climate Change to ensure it is met. This is consistent with the Paris Agreement and with the steps being taken by comparable jurisdictions including ACT, SA, NSW and many other governments internationally.
• Five-yearly interim targets set by the Premier and the Minister for Energy, Environment and Climate Change to ensure Victoria remains on track to meet the long-term target. These will commence from the 2021-2025 period.
• A new set of policy objectives and an updated set of guiding principles to help embed climate change into government decision making, and to inform action taken under the Act.
• A Victorian Climate Change Strategy every five years to set out how Victoria will meet its emissions reduction targets, adapt to the impacts of climate change, and transition to a net zero emissions future.
• System-based Adaptation Action Plans to be prepared by nominated Ministers for key systems (for example, primary production, transport, water cycle, etc.) that are either vulnerable to the inevitable impacts of climate change, or essential to ensure Victoria is better prepared.
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• A pledging model to reduce emissions from state and local government’s own operations as well as from key emitting sectors of the economy (for example, energy, waste and land use).
• A system of periodic reporting to provide transparency, accountability and ensure the community remains informed. This introduces:
o Standalone reports on the science and data relevant to climate change in Victoria; o Annual greenhouse gas emissions reporting; and o Assessment reports at the end of each interim target period.
Web link (optional): https://www.climatechange.vic.gov.au/legislation/climate-change-act-2017
Images/Background information (optional):
Title: Strengthen resilience and adaptive capacity to climate-related hazards
Organisation: Environmental Health Branch, NSW Health
Partners (if any): NSW Office of Environment and Heritage; University of Sydney; Local Health Districts
Goals addressed: Goal 13: Take urgent action to combat climate change and its impacts Target 13.1: Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
Objective (maximum 5 dot-points): • Conduct a policy investigation on the impacts of climate change on health and wellbeing,
in the context of the NSW Climate Change Policy Framework • Convene forums to enable climate change action within the health system at the Local
Health District level across NSW • Enable communities to be better prepared and resilient to climate change impacts • Identify and support vulnerable communities • Conduct collaborative adaptation projects
Case Study Text (maximum 10 dot-points): • NSW Health is conducting a Policy Investigation to better understand how climate change
impacts on the health of the population of NSW. • Issues of concern are hot weather and heatwaves, natural disasters and extreme weather
events, air-borne allergens and air pollutants, food quality and quantity, food-borne diseases, drinking water quality and water borne diseases, and vector-borne diseases.
• Population groups of concern include socio-economically disadvantages communities, remote aboriginal communities, rural communities, older people, children, pregnant women and their unborn babies, people with disabilities and/or chronic health conditions, industries and their workers, and tourists.
• In partnership with the Adaptation Research Hub of the NSW Office of Environment and Heritage, NSW Health is coordinating a series of interinstitutional and intersectorial projects to address different aspects of climate change adaptation to protect human health.
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• NSW Health and the University of Sydney are coordinating a special issue of the journal Public Health Research and Practice to disseminate the latest knowledge and research on climate change and health in NSW.
• NSW Local Health Districts have convened a forum to enable climate change action within the health system. This has involved individuals at all levels of the health system, including clinicians, managers, and leaders across NSW Health.
Web link (optional): www.health.nsw.gov.au/environment/climate/Pages/climate-change-and-health.aspx Images/Background information (optional):
http://www.health.nsw.gov.au/environment/climate/PublishingImages/climate-health-impacts.PNG
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Title: The NSW Energy Savings Scheme (ESS)
Organisation: NSW Office of Environment & Heritage
Partners: The Independent Pricing and Regulatory Tribunal of NSW (IPART) is both the Scheme Administrator and Scheme Regulator. Other Partners are the Department of Planning & Environment (Division of Energy, Water and Portfolio Strategy), the Scheme Participants and the Accredited Service Providers.
Goals addressed: Ensure access to affordable, reliable, sustainable and modern energy for all (SDG 7) and Take urgent action to combat climate change and its impacts (SDG 13); also touches on SDGs 8, 9, 11 and 12
Objective: • The ESS reduces electricity consumption and saves emissions by creating financial
incentives for organisations to invest in energy savings projects in NSW. Energy savings are achieved by installing, improving or replacing energy savings equipment.
• The ESS is governed by NSW legislation. It places a mandatory obligation on Scheme Participants to obtain and surrender energy savings certificates, which represent energy savings.
Case Study Text: • The ESS provides a financial incentive for a range of energy efficiency upgrades for
households and businesses such as replacing downlights with LEDs or heating, ventilation and air conditioning upgrades.
• The ESS also provides appliance retailers an incentive to sell higher efficiency appliances to consumers who benefit from the ongoing electricity savings.
• Accredited Certificate Providers can implement energy saving projects and create Energy Saving Certificates which represent the energy savings from each project.
• These certificates can be traded and sold to Scheme Participants who have an obligation to meet energy savings targets each year through the surrender of certificates or the paying of a penalty.
• Obligated Scheme Participants are electricity retailers, direct suppliers of electricity and market customers. Full or partial exemptions from the Scheme may be granted for electricity used in conjunction with emission-intensive, trade-exposed industries.
• The ESS has recently been amended in 2015 and 2017 to increase the energy savings target by 70 per cent over four years, to expand it to gas savings and to update it to the development of technologies, standards and calculation methods.
The ESS is legislated to run until 2025 or until there is an equivalent national energy efficiency scheme.
Web link: http://www.ess.nsw.gov.au/Home
Images/Background information: • A graph illustrating the ESS could be included, see
http://www.ess.nsw.gov.au/How_the_scheme_works/Overview_of_the_scheme
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Title: The NSW and ACT Regional Climate Modelling (NARCliM) Project
Organisation: NSW Office of Environment & Heritage
Partners: ACT Government, Sydney Water, Sydney Catchment Authority, Hunter Water, Transport for NSW, NSW Department of Primary Industries, NSW Office of Water, UNSW Climate Change Research Center
Goals addressed: Take urgent action to combat climate change and its impacts (SDG 13); also touches on SDGs 6, 9, 11, 14 and 15
Objective: • NARCliM is a research partnership between the NSW and ACT Governments and the
Climate Change Research Centre at the University of NSW. • NARCliM provides robust regional climate projections for south-eastern Australia that
are downscaled and can be used by the NSW and ACT community to plan for the range of likely future changes in climate.
Case Study Text: • Climate projections are a very important tool for decision makers. At high resolution,
they can be used by researchers, businesses and government on a regional and local scale.
• The NARCliM climate projections are dynamically downscaled for south-east Australia at a 10-km resolution and for the whole of Australasia at 50 km, in line with the CORDEX Framework. They also cover a large area of ocean, specifically chosen to capture offshore climate events.
• The NARCliM models generate data for more than 100 meteorological variables. The most commonly used variables are being provided through Adapt NSW website in multiple formats to ensure the information is easily accessible and easy to use. These include hourly temperatures, daily maximum and minimum temperatures, precipitation, surface pressure, specific humidity, wind speed, surface evaporation, soil moisture, and snow amount and sea surface temperature.
Web link: http://climatechange.environment.nsw.gov.au/Climate-projections-for-NSW/About-NARCliM
Images/Background information: • The map provided on the webpage linked above could be used for illustration.
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GOAL 14 – LIFE BELOW WATER
Title: Australia’s Integrated Marine Observing System (IMOS) as a contribution to global ocean observing
Organisation:
Integrated Marine Observing System
Partners (if any):
University of Tasmania (lead agent), Bureau of Meteorology, CSIRO, Australian Institute of Marine Science, University of Western Australia, Sydney Institute of Marine Science, South Australian Research and Development Institute, Curtin University
Goals addressed:
SDG 14.2 By 2020, sustainably manage and protect marine and coastal ecosystems to avoid significant adverse impacts, including by strengthening their resilience, and take action for their restoration in order to achieve healthy and productive oceans SDG 14.3 Minimize and address the impacts of ocean acidification, including through enhanced scientific cooperation at all levels SDG 14.5 By 2020, conserve at least 10 per cent of coastal and marine areas, consistent with national and international law and based on the best available scientific information. SDG 14.a Increase scientific knowledge, develop research capacity and transfer marine technology, taking into account the Intergovernmental Oceanographic Commission Criteria and Guidelines on the Transfer of Marine Technology, in order to improve ocean health and to enhance the contribution of marine biodiversity to the development of developing countries, in particular small island developing States and least developed countries. SDG 14.c Enhance the conservation and sustainable use of oceans and their resources by implementing international law as reflected in UNCLOS, which provides the legal framework for the conservation and sustainable use of oceans and their resources, as recalled in paragraph 158 of The Future We Want.
Objective (maximum 100 words):
The Australian Government invests in the Integrated Marine Observing System (IMOS). IMOS is a national collaborative research infrastructure that operates a wide range of ocean observing equipment throughout Australia’s coastal and open oceans. IMOS makes
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all data collected by the equipment freely accessible to the marine and climate science community, other stakeholders, and international collaborators through the Australian Ocean Data Network. IMOS has recently been listed by the Australian Government as a voluntary commitment to Sustainable Development Goal 14 – Life Below Water. IMOS further contributes to SDGs as one of thirteen Regional Alliances of the Global Ocean Observing System.
Case Study Text (maximum 500 words):
IMOS, as a collaborative research infrastructure, deploys and recovers various kinds of ocean observing equipment, including Argo profiling floats, instrument on ships, deep-water moorings, shelf/coastal moorings, ocean gliders, autonomous underwater vehicles, ocean radars, animal tracking equipment, wireless sensor networks, and satellite remote sensing capabilities.
IMOS provides open access to all data from these and other ocean observing platforms. Data is freely available in near real time (where possible), and in delayed mode/quality controlled mode, via the Australian Ocean Data Network, which is an interoperable online network of marine and climate data resources.
Research derived from IMOS observations and data is most evident through many projects, policy documents, publications, presentations and products. IMOS has relevance and impact across all sectors of government, industry and society with that rely on ocean information i.e. marine security and safety, energy security, food security, biodiversity conservation and ecosystem health, climate variability and change, resource allocation, and urban coastal environments.
Notably, IMOS observations assist in the sustainable management and protection of marine and coastal ecosystems in Australia’s exclusive economic zones through its partnership with the National Environmental Science Programme Marine Biodiversity Hub, and through use of its data in the State of the Environment Report (SDG 14.2). The National Environmental Science Programme Marine Biodiversity Hub is also working in partnership with IMOS to monitor Australia’s network of Commonwealth Marine Parks through its use of IMOS autonomous underwater vehicles (SDG 14.5).
Under SDG 14.3, IMOS observations provide information from its ocean acidification sampling stations. The data from the ocean acidification moorings are used as part of Australia’s actions and responsibilities under the UNFCCC, the Global Ocean Acidification Network, and the Surface Ocean CO₂ Atlas.
IMOS is engaged with many international programmes that have global impact in increasing our knowledge of the ocean. This engagement includes being one of thirteen Global Ocean Observing System Regional Alliances. As a Regional Alliance, IMOS works with the Global Ocean Observing System to ensure its observational and data contributions are of broad societal, economic, cultural and environmental benefit to all human livelihoods.
Web link (optional): https://oceanconference.un.org/commitments/?id=17426
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Title: Port Phillip Bay Environmental Management Plan 2017-2027
Organisation: Department of Environment, Land, Water and Planning (Victoria)
Partners (if any): Melbourne Water, Environment Protection Authority (Victoria), Victorian Coastal Council, Central Coastal Board, Association of Bayside Municipalities (representing 10 Local Councils)
Goals addressed: SDG14
Objective (maximum 50 words): The Port Phillip Bay Environmental Management Plan sets the strategic objectives for government, industry and the community to achieve long term health outcomes for 1,964 Km2 of coastal waters that will benefit over 4.5 million surrounding residents, businesses and the Victorian Economy.
Case Study Text (maximum 300 words): Port Phillip Bay is a unique and precious natural asset, supporting a wide range of community uses, rich and diverse marine life, spectacular scenery, and providing significant benefits for local businesses and the Victorian economy. This Plan intends to build on the good work that is already being done to maintain the health of the Bay. It aligns government, industry and community groups on actions that will address challenges resulting from population growth, urbanisation and climate change. This Plan has three overarching goals: (1) improved stewardship of the Bay, (2) water quality and (3) marine biodiversity with priority areas and actions which address both present and future challenges to the health and resilience of the Bay. These priorities were identified through background investigations undertaken by scientific and management experts, and significant community and agency consultation. The Plan will be implemented over 10 years and follow an adaptive management approach. A number of activities will be aligned to, and directly delivered by, complementary regional plans and strategies (such as whole-of-catchment planning or integrated water cycle management). A \A Delivery Plan with annual reporting and 5-yearly evaluations will ensure that the Plan’s actions remain focused and aligned. The first Delivery Plan will be available in early 2018 to provide detail on specific activities, program partners and expected outcomes for the first year of implementation.
Web link (optional):
https://www.coastsandmarine.vic.gov.au/coastal-programs/port-phillip-bay
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Images/Background information (optional): Photo Credit/Source: Department of Environment, Land, Water and Planning (Victoria)
Photo Credit: Parks Victoria
Title: Microplastics in the marine environment
Organisation: NSW Environment Protection Authority
Partners: • Commonwealth Government and Accord (voluntary phase out) • CSIRO (scientific research)
Objective: • To protect waterways and the marine environment from the potential damage
caused by microplastics. • To assess the potential impact of microplastics on the marine environment.
Case Study Text:
• Microplastics are small plastic particles with an upper size limit of five millimeters in diameter.
• Microbeads are one type of microplastic. They are small purposefully manufactured plastic particles, and are used in a variety of cosmetics, personal care and cleaning products.
• Microbeads are washed down sinks and drains after use, and have the potential to
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cause harm in the marine environment and to human health due to their composition, ability to attract toxins and to transfer up the food chain.
• In response to evidence of potential harm caused by microbeads, all Australian Environment Ministers agreed to a voluntary, industry-led phase out of microbeads in personal care, cosmetic and cleaning products by mid-2018.
• The NSW Government is leading work with the Commonwealth Government and industry group Accord to progress a voluntary phase out.
• The NSW EPA has also commissioned the CSIRO to undertake an extensive study on microplastics, including microbeads.
• This study aims to identify the type, composition, quantity and potential risk of microplastics that might be entering the marine environment via waste water, which will help inform future policy approaches.
The research will also provide data that will be used to evaluate the effectiveness of the voluntary industry phase out in reducing microbeads in the marine environment.
Title: NSW marine estate reforms – statewide threat and risk assessment (TARA) informs development of the first 10-year Marine Estate Management Strategy (Strategy)
Organisation: NSW Marine Estate Management Authority (MEMA) - comprises an independent Chair, the Chair of the Marine Estate Expert Knowledge Panel, and the heads of the four agencies involved in managing the NSW marine estate: NSW Department of Primary Industries, NSW Department of Planning and Environment, NSW Office of Environment and Heritage, and Transport for NSW.
Partners: partners in the finalisation of the statewide TARA and development of the Strategy include MEMA agencies, other NSW State and local government agencies, industry and stakeholders.
Goals addressed: Goal 14 – Conserve and sustainably use the oceans, seas and marine resources for sustainable development. To ensure management of the NSW marine estate delivers on MEMA’s vision of ‘a healthy coast and sea, managed for the greatest wellbeing of the community, now and into the future’.
Objective: • Identify and address the major threats to the environmental assets (water quality,
estuarine and marine habitats and biodiversity) and social, cultural and economic benefits derived from the marine estate
• achieve holistic, coordinated and evidence-based management • deliver a ten-year statewide Strategy that balances economic growth, use and
conservation of the marine estate, informed by extensive community engagement.
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Case Study Text: • MEMA completed an evidence-based statewide TARA to identify the threats and
risks to the environmental assets and social, cultural and economic benefits derived from the NSW marine estate in 2017.
• Consultation on the draft statewide TARA occurred from January to April 2017. Over 1400 submissions were considered and assessed in finalising the TARA.
• A Community and Stakeholder Engagement Report on the draft statewide TARA details how comments and evidence provided were used to finalise the statewide TARA
• A report entitled the NSW Marine Estate Threat and Risk Assessment – Background Environmental Information, which reviews the scientific literature for threats to the environmental assets and benefits of the NSW marine estate, was also updated during this process and now includes over 1000 evidence-based publications underpinning the TARA findings.
• The statewide TARA found that the greatest threats to the environmental assets of the marine estate were: o urban and rural water pollution or run-off o climate change (over a 20 year outlook) o disturbance to habitat and species from estuarine entrance modification,
harbour maintenance, foreshore development, wetland drainage and other works
• For the first time in NSW (and possibly worldwide) threats to social, cultural and economic benefits were assessed through the lens of ‘community wellbeing’. The priority threats to these benefits were associated with water pollution and a general lack of social, cultural and economic information, lack of compliance with regulations and lack of access to the marine estate.
• The final TARA was used to inform the development of a draft 10-year Marine Estate Management Strategy in late 2017.
• Eight management initiatives are included in the Strategy to address the priority and cumulative threats identified via the statewide TARA. The initiatives seek to: o Improve water quality and reduce litter o Ensure sustainable coastal use and development for healthy habitats o Plan for a changing climate o Reduce impacts on wildlife o Protect the cultural values of the marine estate o Ensure sustainable fishing and aquaculture o Enable safe and sustainable boating o Improve governance and enhance social and economic benefits.
• These initiatives summarise management objectives, benefits, threats, stressors and proposed management actions. Importantly, actions in one initiative are often linked to actions in another, and so the initiatives operate collectively and not in isolation.
For the first time ever, we will have a 10-year evidence based statewide Strategy that balances economic growth, use and conservation of the marine estate, informed by extensive community engagement. Web link: www.marine.nsw.gov.au
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GOAL 15 – LIFE ON LAND
Title: Melbourne Strategic Assessment (MSA) program
Organisation: Department of Environment, Land, Water and Planning (Victoria)
Partners (if any): Department of Environment and Energy (Commonwealth), seven local governments covering Melbourne’s growth corridors, Melbourne Water, Parks Victoria, the Victorian Planning Authority.
Goals addressed: SDG 15 Life on land
Objective (maximum 50 words): to ensure that development within Melbourne’s expanded urban growth boundary does not result in a net loss of biodiversity values
Case Study Text (maximum 300 words): Under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act), actions that have a ‘significant impact’ on important habitat for threatened species require the approval of the Commonwealth Government. In Victoria, the removal of native vegetation is regulated by the planning schemes. Both the Commonwealth and Victorian regulations require proponents to secure biodiversity offsets to compensate for the impact on a case-by-case basis. In December 2008, Victoria announced a significant expansion to Melbourne’s urban growth boundary to satisfy future housing demand. The proposed urban expansion had the potential to cause significant impacts on threatened species. The Commonwealth and Victorian Governments agreed to conduct a ‘strategic assessment’ of the biodiversity impacts of the proposed urban expansion. The assessment considered the combined impacts on biodiversity matters protected under both Commonwealth and Victorian law. The strategic assessment applied a strategic approach to land use planning for biodiversity that:
- protected key biodiversity assets within the growth corridors as conservation areas, and
- established a long-term strategic offset program to mitigate the residual impacts of urban expansion.
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The strategic assessment process has enabled:
- the full integration of conservation areas and biodiversity considerations in urban planning processes
- the acquisition of private land to create the 15,000 hectare Western Grassland Reserve containing the most contiguous remaining area of Natural Temperate Grassland on the Victorian Volcanic Plain, which will offset the impacts of urban development in the growth corridors
- certainty and simplicity for developers meeting their offset obligations.
Developers make payments based on their impact. the MSA program invests these funds to acquire and manage the Western Grassland Reserve, as well as deliver comprehensive works to conserve populations of Growling Grass Frog, Southern Brown Bandicoot, Golden Sun Moth, Spiny Rice-flower, Matted Flax-lily, and other threatened species impacted by urban expansion. Web link: https://www.msa.vic.gov.au/home
Images/Background information:
Title: NSW Forestry Industry Roadmap
Organisation: NSW Department of Primary Industries
Partners: NSW Office of Environment and Heritage
Goals addressed: 15.2 By 2020, promote the implementation of sustainable management of all types of
forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally
Objective: • NSW to have a sustainably managed forest estate that underpins a dynamic,
economically efficient forestry industry, which continues to support regional economies and delivers social and environmental benefits
Case Study Text: • The NSW Forestry Industry Roadmap is the NSW Government’s strategic action
plan to build a stronger, more competitive and ecologically sustainable forestry industry.
• It outlines a triple bottom line approach to achieving social, ecological and economic sustainability through four priority pillars:
1. Regulatory modernisation and environmental sustainability
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2. Balancing supply and demand 3. Community understanding and confidence 4. Industry innovation and new markets
• The NSW Forestry Industry Roadmap ensures that NSW Forest policy decisions recognise the legitimate range of economic, social and environmental values in the states’ forest estate and the NSW Government’s commitments under the National Forest Policy Statement.
• Policy decisions will balance long term sustainable and reliable timber supply with the maintenance of environmental values.
• The NSW planted and native forestry estate should be managed in line with the principles of Ecologically Sustainable Forest Management, and the NSW Government commitments under current and future Regional Forest Agreements and Wood Supply Agreements.
• The forestry industry should be encouraged to participate in transformative new markets, including engineered wood products and the carbon economy.
• Data supporting forest policy decisions should be timely, reliable and transparent. • Regulation of the forestry industry should be efficient, effective, transparent and
outcomes-focused.
Web link: http://www.crownland.nsw.gov.au/forestry/industry-roadmap
Title: Victorian Forest Monitoring Program
Organisation: Department of Environment, Land, Water and Planning (DELWP).
Partners (if any): Parks Victoria
Goals addressed: 15
Objective (maximum 50 words): The objective of the Victorian Forest Monitoring Program (VFMP) is to assess and monitor the extent, state and sustainable development of Victoria’s forests in a timely and accurate manner. Case Study Text (maximum 300 words): The VFMP is Victoria’s state-wide public land monitoring system. It has been developed to provide baseline data for long term trend detection and prediction of type and severity of future changes, so that management options can be developed and evaluated in time to be effective. It provides a platform to meet statutory reporting obligations, support forest policy and management decisions and assess Victoria’s performance towards sustainable forest management.
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To meet these requirements and information needs, it is imperative that the VFMP provide monitoring results that are defensible, transparent and repeatable. To ensure these aims are met, a comprehensive suite of standard operating procedures, including quality assurance procedures have been compiled and are regularly reviewed to ensure best practice is maintained. The VFMP was initiated in 2010 and consists of three tiers of data collection:
1. Permanent ground plot network 2. Remote sensing - aerial imagery 3. Remote sensing - satellite imagery. An independent panel of experts have described the VFMP as Australia’s most comprehensive state-wide public forest monitoring program, that is consistent with best practice elsewhere in the OECD countries.
Web link (optional): https://www.forestsandreserves.vic.gov.au/forest-management/victorian-forest-monitoring-program
Images/Background information (optional): Two pictures and a background journal article are attached.
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CROSS-LINKING OF 2030 AGENDA GOALS
Title: The Australian Marine Debris Initiative (AMDI)
Organisation: Tangaroa Blue Foundation
Partners (if any): AMDI partners include more than 1000 organisations including NGOs, community groups, schools, indigenous rangers, local government authorities, state government agencies, federal government agencies, universities, industry bodies and businesses and individual volunteers.
Goals addressed: 6.6, 12.5, 12.6 14.1, 14.2, 17.16 and 17.17
Objective (maximum 100 words): The Australian Marine Debris Initiative is a network of communities, schools, industries, government agencies and individuals focused on reducing the amount of marine debris washing into our oceans.
Case Study Text (maximum 500 words): In its formative stage the initiative developed a system and methodology which, with community engagement, encouraged those involved in removing marine debris to take the extra step of recording what was found and contributing that information to a central database. Partnerships were formed and the AMDI community grew into a national entity.
In 2015 the Australian Marine Debris Database received 1400 data submissions and by the end of 2017 over 2000 annual submissions were received. This growth in participation has been accompanied by a broadening of the types of locations where clean-up activity and data collection are occurring and the purpose of those activities. In addition to coastal locations, clean-up activity by AMDI partners is now providing marine debris data and information about pollution in estuaries, rivers, lakes, dry land facilities and locations, and various underwater settings. Clean-up activity is expanding from opportunistic clean-ups and basic beach monitoring activities to more specific monitoring of, for example,
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microplastic pollution, plastic resin pellets, single-use plastic packaging and specific commercial fishing items. As a network, AMDI participants have a growing capacity to provide early warning of spills and releases, track them, and carry out a ‘coast watch’ function providing information of interest to quarantine and marine safety agencies.
From the outset, source reduction was the primary reason for data collection for the AMDI. Recent growth of activity and broadening of focus in the AMDI community has increased momentum on source reduction efforts. There are three broad areas of source reduction activity, the first being community based activities including workshops and education programs. These workshops provide a template and immediate practical application of source reduction ideas by choosing a target and formulating a plan. An example of this was the banning of the release of helium filled balloons by a local council in Western Australia following a concerted campaign by local councilors and community members who mapped out the basic task at a Source Reduction Plan workshop. The second is participation in public sector forums including advocating for legislative and regulatory change. Recent activity in this area includes submissions and appearances at Senate enquiries, the Threat Abatement Plan review and a range of consultative forums. The third area involves working with industry to effect change in practice. A recent success in this area is the establishment of Operation Clean Sweep® to address the accidental release of plastic resin pellets into the environment by the plastics industry. - an AMDI partnership gathered the data on the extent of the problem and then promoted the solution to the plastics industry in Victoria. Operation Clean Sweep® now has the potential to become a national initiative.
The Australian Marine Debris Initiative has a strong community base, a growing and diverse list of partners and an extensive national database of marine debris covering coastal and inland waterway sites nationally. Coupled with a source reduction strategy and plans that produce results, the AMDI provides a successful working model for achieving successful outcomes in pursuit of the Sustainable Development Goals.
Web link (optional): www.tangaroablue.org and www.opcleansweep.org.au
Title: Better Buildings Partnership, Sydney
Organisation: City of Sydney
Partners (if any): Better Buildings Partnership
Goals addressed: 7 – Affordable and Clean Energy
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13 – Climate Action
12 – Sustainble Consumption and Production
17 – Partnerships for the Goals
Objective:
The Better Building Partnership was formed to: • Work collaboratively to improve the sustainability of Sydney’s commercial and
public sector buildings and achieve the City’s Sustainable Sydney 2030 goals • Improve the environmental performance of buildings within the City’s local
government area • Facilitate the rollout of, and connection to green infrastructure through the
development of commercial propositions and removal of structural barriers to action
• Engage with regulators and governments on key environmental policy and regulatory issues
• Champion and promote the objectives and outcomes of the Better Buildings Partnership and Sustainable Sydney 2030 to tenants and the wider community.
Case Study Text (maximum 500 words):
Sustainable Sydney 2030 expresses the community’s vision and the City of Sydney’s commitment to the sustainable development of our city to 2030 and beyond.
Setting out ambitious environmental, social, cultural and economic goals with measurable targets; it is our plan for a green, global and connected future. First adopted in 2008, the plan has shaped the development of our city and provided a platform for partnerships with the private sector, civil society, and other levels of government.
In 2017 Sustainable Sydney 2030 was aligned with the Sustainable Development Goals in recognition of its role as a local action plan delivering integrated environmental, economic and social outcomes that contribute to Australia’s global commitments.
The Better Building Partnership was formed in March 2011. It is a collaboration of leading property owners, managers, peak bodies and industry influencers that work to improve the performance and sustainability of existing commercial and public buildings in the City of Sydney area and across Australia.
Globally, 70 per cent of emissions are generated in cities and the majority of those are from buildings.
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The Better Buildings Partnership represents approximately half of Sydney’s commercial floor space in the city centre; in financial year 2016 this totalled 90 commercial office buildings valued at $105bn investment under management.
Their commitment is to the City of Sydney’s target of reducing emissions by 70 per cent by 2030 (from a 2006 baseline) and Net Zero by 2050. Many members have already commitmented to their own net zero target for national portfolios.
The partnership demonstrates how effective new models of collective action can be in unlocking complex barriers around change. It also demonstrates how by working together, the private sector and government can deliver on shared goals.
The results are outstanding.
By financial year 2016, emissions have reduced by 47% from the baseline established in financial year 2006. The partnership is more than two-thirds of the way to reaching its target of 70 per cent emissions reduction by 2030.
Since financial year 2006, over 2.6 TJ of energy has been saved through building performance improvements. This represents a reduction in energy consumed of 33%.
Lower energy consumption has of course led to lower energy costs and in financial year 2016, savings of $32 million per annum were recorded by the partnership.
Potable water consumption has also reduced over time. Since financial year 2006, consumption of 6.4GL of potable water has been avoided; a reduction in annual consumption of 35%.
Other recent initiatives include:
• the creation of new waste management guidelines that seek to increase commercial waste recycling from 57% (baseline 2010-11) to 70% by 2021-22
• the development of refurbishment waste guidelines that establish a best practice standard to achieve a minimum resource recovery target of 60% during the office strip-out and refurbishment process
• Creation of best practice green leasing standard, template clauses and scoring tool to incorporate environmental standards and ongoing engagement between the owner and tenants to deliver these, into office leases
Web link (optional):
http://www.betterbuildingspartnership.com.au/
Sustainable Sydney 2030
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Title: City Switch Green Office
Organisation: City of Sydney
Partners (if any): Signatories to the City Switch Program, North Sydney Council, Willoughby Council, City of Adelaide, City of Melbourne, City of Perth, Office of Environment and Heritage
Goals addressed: 7 – Affordable and Clean Energy
13 – Climate Action
12 – Sustainble Consumption and Production
17 – Partnerships for the Goals
Objective (maximum 100 words):
The City Switch program aims to:
• educate and inspire with a respected event series and by providing toolkits, workbooks, case studies and site tours
• facilitate links to other programs, information sources, industry bodies and communities of interest by identifying the market expertise that participants might need in order to build corporate capacity, systems and comply with evolving legislative requirements
• identify incentives and financial vehicles that are available to expedite the uptake of energy efficiency investments
• celebrate and reward environmental leadership and achievement though an annual awards and ongoing member promotions in order to create competitive advantage for members wherever possible
Case Study Text (maximum 500 words):
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Sustainable Sydney 2030 expresses the community’s vision and the City of Sydney’s commitment to the sustainable development of our city to 2030 and beyond.
Setting out ambitious environmental, social, cultural and economic goals with measurable targets; it is our plan for a green, global and connected future. First adopted in 2008, the plan has shaped the development of our city and provided a platform for partnerships with the private sector, civil society, and other levels of government.
In 2017 Sustainable Sydney 2030 was aligned with the Sustainable Development Goals in recognition of its role as a local action plan delivering integrated environmental, economic and social outcomes that contribute to Australia’s global commitments.
Globally, 70 per cent of emissions are generated in cities and the majority of those are from buildings. Of the emissions generated by buildings, approximately half can be attributed to the base building, the other half to tenant activities and behaviour.
City Switch Green Office program was established in Sydney in 2005 as a high-value no-cost service to support commercial office tenants improve their environmental performance. The original targeted outcomes have evolved from a focus on energy efficiency measured by the NABERS rating tool, to include reducing waste impacts, carbon emissions and improving theg health and productivity of occupants..Initial partners included the City of Sydney, North Sydney Council, Parramatta City Council and the NSW Office of Environment and Heritage. Reflecting increasing demand within the tenant sector, most capital cities had joined in delivering the program within local government areas across Australia by 2008. It is now a national program.. The City of Sydney provides the National Secretariat service.
The program provides a structured approach to planning and implementing energy and waste efficiency projects, saves participants time and money and helps build their internal capacity to embed sustainability within their corporate structure.
It also delivers significant results.
In 2017 within the City of Sydney, there are 119 signatories to the City Switch program, representing 139 tenancies and 20.6 per cent of office floor space. These tenancies have achieved an average NABERS energy rating of 4.6 stars.
Nationally, the program has 576 signatories, representing 801 tenancies or 14 per cent of all Australian office space.
In 2016, achievements included 381,841 total tonnes CO2-e greenhouse gases saved or
abated. Of this total, 57,871 tonnes CO2-e greenhouse gases were saved through energy
efficiency.
107 tenancies across the country have an accredited NABERS energy rating of 4 star and above and 15 tenancies have an accredited 6 star NABERS energy rating.
Other initiatives that will lead to positive future outcomes include the development of a City Switch waste tool to enable tenants to monitor waste and recycling rates and develop plans to reduce their office waste. As well options for the procurement and installation of renewable energy are being pursued.
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Web link: http://cityswitch.net.au/
Sustainable Sydney 2030
Title: Climate Action and the Renewable Energy Revolution happening in corporate Australia
Organisation: WWF- Australia
Partners (if any):
Goals addressed: SDG13; SDG7; SDG17
Objective (maximum 100 words): WWF’s global goal for climate and energy is to see a global shift towards a low carbon and climate resilient future. The Paris Agreement sets a global pathway for a low carbon society and signals that the world is moving, and Australia must accelerate its own efforts to keep up. Business will play a key role in this transition. A zero carbon and climate resilient future will require supportive policy settings and innovative and solutions-focused programs that works directly with entrepreneurs, investors and businesses to support and promote innovative, low carbon and zero carbon solutions.
Case Study Text (maximum 500 words):
The transition to a low-carbon economy is underway and accelerating globally. Every sector in every market will be transformed. There is increasing expectation in the community that organisations should act on climate change and many are responding with strong commitments. One of the ways companies are responding is to future proof their business by setting a science-based targets to increase innovation and transformation, reduce regulatory uncertainty, strengthen investor confidence and credibility, improve profitability and competitiveness, and meet expectations of their shareholders and employees. Setting ambitious targets now ensures a lean, efficient, and durable company into a future where resources become increasingly more expensive – particularly resources derived from fossil fuels. Rising prices of raw materials, poor management of climate risk and supply chains can mean the difference between profit and loss. WWF has a global partnership with CDP, UN Global Compact and WRI to run a Science-Based Target Initiative that supports companies to set their emissions trajectory based on the latest science with a public recognition platform to acknowledge company efforts. WWF-Australia runs a SBTi Community of Practice as a peer to peer knowledge sharing and support platform.
Another action being taken by companies is to explore purchasing renewable energy through long term contracts (Corporate PPAs). With the Australian electricity sector in a state of transition, energy consumption patterns shifting, the volatile nature of electricity prices, and renewable energy becoming more cost competitive, Australian companies are exploring their options and
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becoming more sophisticated in their energy purchasing. WWF-Australia established the Renewable Energy Buyers Forum (REBF) to accelerate renewable energy uptake by corporate organisations in Australia. Since its inception in 2015, the REBF membership has grown to over 200 organisations, with most of this growth having occurred in the last year. Membership includes many top 50 ASX-listed companies and comprises around 50% buyers (corporates, institutions, state and local governments), 30% project developers and 20% consultants (specialist law firms, etc.). WWF’s REBF has produced publications including ‘Helping Business Pathways to Purchase Renewable Energy’ and ‘Corporate PPA’s in Australia’, together with specialist consultants, available at our website. By providing industry events, information, facilitation and outreach, the WWF’s REBF provides a focal point for independent advice and to support the uptake of renewable energy through the purchase of long term PPA contracts. Consequently, large energy users are increasingly looking at Corporate PPAs as part of a strategy to:
mitigate the risk of increased electricity and environmental compliance cost; as well as energy budget volatility; enhance their sustainability and compliance leadership positions (i.e. social licence to operate); and unlock co-benefits, such as increasing their NABERS ratings to secure increased rental returns in commercial offices.
According to a recent survey of Australia’s top 400 companies and their customers by the Australian Government’ Renewable Energy Agency (ARENA), whilst 46% of companies purchase renewable energy, for most it represents only 10% or less of their electricity use. There is considerable work ahead to grow the Corporate PPA market however WWF-Australia is confident that this will occur.
Web link (optional): http://www.wwf.org.au/what-we-do/climate
Title: Driving Resilient Melbourne’s Integrated Water Management (IWM)
Organisation: Monash Water Sensitive Cities (MWSC), Monash Sustainable Development Institute (MSDI), Monash University
Partners (if any): Resilient Melbourne , Melbourne City Council
Goals addressed: The outcomes of Resilient Melbourne’s Integrated Water Management project supports SDG 6 (Clean Water and Sanitation) and SDG 11 (Sustainable Cities and Communities) and is accomplished through a wide network of partnership across local and state government, and across academic institutions supporting SDG 17 (Partnership for Goals).
Objective (maximum 100 words):
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The two year grant from 100 Resilient Cities – pioneered by the Rockefeller Foundation, which initated Resilient Melbourne, saw local government from across Metropolitan Melbourne coming together to create Melbourne’s first “resilience strategy”.
A critical action within the strategy is providing IWM support to help key stakeholders coordinate efforts in this space. Monash Water Sensitive Cities partners with Water for Victoria on this program which focuses on developing the capacity of local government to apply IWM concepts, practices and tools so that they can participate meaningfully in the Victorian Governmant’s IWM Forum processes (submitted as separate case study).
Case Study Text (maximum 500 words):
Resilient Melbourne is collaborating with a range of local government and institutional partners to promote and enable local-level investment in integrated water management (IWM). The integrated Water Management Framework is part of the Government’s Water for Victoria plan – a long-term plan to boost water security, protect jobs and agriculture, recognise Aboriginal water values and improve environmental health.
Since the release of the Resilient Melbourne strategy, a range of IWM programs across Victoria and metropolitan Melbourne have made progress, including through the Department of Environment, Land, Water, and Planning’s (DELWP) release of Water for Victoria and accompanying IWM Framework (see separate case study).
The Director of Monash Water Sensitive Cities from Monash University’s Monash Sustainable Development Institute collaborates on implementing Water for Victoria to assemble the IWM Support Working and Alignment Group, which includes water sector, state and local government representatives. The purpose of this group is to align current IWM activities, support local government in implementing IWM projects, and link these activities with related projects (such as urban greening).
The IWM Working Group has determined that priority activities should focus on near-term opportunities for influence and tangible change (vs. emphasis on long-term agendas).In this respect the group is developing a gap analysis framework which identifies priority work areas across a range of categories:
o Policy and regulation o Community engagement o Financing o Town planning o Implementation o Maintenance
Resilient Melbourne is also working to identify ways to finance identified projects that can provide multiple benefits to communities and are working with DELWP to compile a set of case studies to form a ‘pre-prospectus’ to begin attracting investment in high-priority projects. Web link (optional): www.resilientmelbourne.com.au
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Title: Establishment of a national body to support the uptake of electric vehicles in Australia
Organisation: ClimateWorks Australia
Partners (if any): Electric Vehicle Council and members (ActewAGL, AGL, Audi, BMW, ChargePoint, ClimateWorks Australia, Delta Energy, Energy QLD, Evoke, Fleet Partners, Hyundai, IAG, Jaguar Land Rover, Jemena, JET Charge, Lennock Fleet, Linfox / AARC, Lumen Freedom, Mercedes-Benz, Mitsubishi, Nissan, Origin, Porsche, RACV, RSM Australia, SA Power Networks, Spaarks, SSE-Australia, Synergy, Tesla, TransGrid, Tritium, VACC, Volkswagen)
Goals addressed: 7, 13, 17
Objective (maximum 100 words): The transport sector is one of the fastest growing sources of emissions within Australia, increasing by 47.5% since 1990. However it also represents the most financially attractive emission reduction opportunity across the Australian economy. ClimateWorks Australia modelling shows that the electrification of passenger vehicles, combined with decarbonising the electricity grid, could provide emission reductions of 9 Mt CO2e by 2030. The lack of a national policy framework for electric vehicles in Australia has led to limited overall support and incentives in comparison to our global peers. Through supporting the establishment of a national agenda-setting organisation we aimed to address key barriers and to support the uptake of electric vehicles in Australia.
Case Study Text (maximum 500 words): In March 2016, ClimateWorks Australia identified the need for a national agenda-setting organisation. A year later, a new national body to support the uptake of low emissions vehicles in Australia was launched at Parliament House. The Hon. Josh Frydenberg attended, announcing a $390,000 grant to ClimateWorks to support the initiative. ClimateWorks played a key role in the coordination and establishment of the Electric Vehicle Council as a national body. The Electric Vehicle Council is now a self-sustaining organisation with 34 members and ClimateWorks continues to hold a board position, providing strategic guidance and ongoing support. The Electric Vehicle Council is the national body representing the electric vehicle industry in Australia. Representing companies involved in providing, powering and supporting electric vehicles, the Council has a mission is to accelerate the electrification of road transport for a sustainable and prosperous Australia.
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Since the establishment of the Electric Vehicle Council, their proactive engagement with decision makers has highlighted the significant opportunity attached to the global transition toward electric road transport, and the urgent need for action to catalyse Australia’s market. As a result, almost every state and territory government across Australia has either announced or is developing an electric vehicle strategy. In addition, in 2017 the Electric Vehicle Council:
• generated more than 98 media articles, 72 of those from major national, state and metropolitan media outlets;
• spoke at 25 conferences, from 13 different industries;
• created two market reports with research partners; and
• advised a wide range of businesses on market investment; and engaged Ministers and senior officials from every state and territory government.
Web link (optional):
https://climateworks.com.au/story/media-release/new-national-body-drive-uptake-electric-vehicles-australia
http://electricvehiclecouncil.com.au/
Title: Global Goals for Local Communities: Urban water advancing the Sustainable Development Goals
Case study no. 7, page 26: Renewable Energy (Austalian water utilities)
Organisation: Water Services Association of Australia (WSAA)
Partners (if any): various
Goals addressed by Case study: SDGs 6, 7, 11, 12, 17
Objective:
The Australian water sector is a large energy user during the supply, treatment and distribution of water. Energy use is heavily influenced by the requirement to pump water
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and sewage and by treatment processes. To avoid challenges in a carbon constrained world, future utilities will need to rely more on renewable sources of energy. Many utilities already have renewable energy projects underway to meet their energy demands.
The generation of renewable energy has multiple benefits including: • Financial savings through reduced energy costs • Reduction of greenhouse gases • Contribution to liveable and resilient cities • Demonstrated industry committment
WSAA Case Study no. 7, Global Goals for Local Communities: Renewable Energy Many urban water utilities are working towards minimising their impact by investing in renewable energy.
Sydney Water have a diverse renewable energy portfolio comprising cogeneration, hydroelectricity and solar. It accounts for approximately 20 per cent of the organisation’s total energy demand. Of this, approximately 15 per cent of energy is produced through cogeneration. Sydney water is now trialling codigestion of sewage sludge and organic food wastes. This will provide broader benefits by diverting waste to land fill and increasing renewable generation capabilities.
Melbourne Water’s renewable energy program includes nine mini-hydros across their water supply network generating 61,000 Megawatt hours of electricity each year–enough to power 9,000 households. The water supply network generates more electricity than it uses. On the wastewater side, Melbourne Water captures biogas from their waste treatment processes and uses it to power 40 per cent of the electricity required for treatment processes. The Western Treatment Plant is on track to become energy self-sufficient (utilising its own biogas) in 2016/17. As part of its continued commitment to reduce emissions, Melbourne Water also has a pipeline of R&D and commercialisation. These projects include algae for treatment and biofuel production, advanced biogas recovery and small scale hydro and solar generation.
Yarra Valley Water, have commissioned a waste to energy facility linked to a sewage treatment plant. It generates enough biogas to run both sites with surplus energy exported to the electricity grid. The purpose-built facility provides an environmentally friendly disposal solution for commercial organic waste. The facility will divert 33,000 tonnes of commercial food waste from landfill each year.
SA Water’s Bolivar wastewater treatment plant is 87 per cent energy self-sufficient using biogas to produce renewable energy. The electricity generated is enough to power 4000 houses a year. SA Water is also taking large strides in energy efficiency across its other sites. Since 2013-14, its innovative energy management program has helped reduce carbon emissions by 13,000 tonnes per year.
Queensland Urban Utilities operates three cogeneration units at its biggest sewage treatment plants. The state-of-the-art technology produces up to 50 per cent of the plants’ electricity needs, delivering savings of up to $2.5 million a year. They have also unveiled Australia’s first poo-powered car. The car runs on electricity generated from sewage at the Oxley Creek Sewage Treatment Plant in Brisbane’s west.
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Water Corporation offset the electricity needs of their Southern Seawater Desalination Plant by purchasing all outputs from the Mumbida Wind Farm and Greenough River Solar Farm. In addition, planning is underway for a project to provide a significant reduction in operating costs and greenhouse gas emissions by offsetting most of the power consumed by their Beenyup Wastewater Treatment Plant. Delivery of this project is expected to be complete in 2018.
Utilities across the country are generation their own renewable energy or investing in others. These contributions range from on-site behind the meter solar to (proposed) shared large-scale facilities, to wind towers, and off-grid solutions.
Web link: Case study no. 7, page 26: Renewable Energy (Austalian water utilities) plus other case studies
WSAA Global Goals for Local Communities: Urban water advancing the Sustainable Development Goals
Title: Indigenous rangers in Australia - Decent work and economic growth sustaining life on land and below water
Organisation: WWF-Australia
Partners (if any):
Kimberley Land Council Indigenous Land Corporation Nyikina Mangala Rangers Bardi Jawi Rangers Nyul Nyul Rangers Kija Rangers Balanggarra Rangers Nyagila Rangers Yawuru Country Managers Wardamen Rangers Wungurr Rangers Uunguu Rangers Dambimangari Rangers Gooniyandi Rangers Karajarri Rangers Paruku Rangers Ngurrara Rangers Gudjuda Aboriginal Reference Group Gidargil Aboriginal Development Corporation Yuibera Aboriginal Corporation Girringun Aboriginal Corporation
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Lotterywest Rangelands NRM
Goals addressed: SDG8 (Decent Work and Economic Growth), SDG14 (Life Below Water), SDG15 (Life on Land), SDG5 (Gender Equality)
Objective (maximum 100 words):
Indigenous Ranger programs across Australia occupy a unique space where environmental, economic, social and cultural interests intersect. These programs provide real employment and training for some of the country’s most remote and marginalised communities, delivering long-term economic development outcomes. They are also critical to the conservation of Australia’s biodiversity: a combination of traditional ecological knowledge, western science and modern technologies make these ranger groups central to the conservation of threatened species and their habitats. These programs are authentic, tangible, real-world examples of decent work and economic growth (SDG8) sustaining life on land (SDG15) and below water (SDG14).
Case Study Text (maximum 500 words):
A future in which humans live and prosper in harmony with nature is WWF’s vision. Indigenous Ranger programs across Australia are an embodiment of this vision, occupying a unique space where environmental, economic, social and cultural interests intersect. These programs provide real employment and training for some of the country’s most remote and marginalised communities, delivering long-term economic development outcomes. They are also critical to the conservation of Australia’s biodiversity: a combination of traditional ecological knowledge, western science and modern technology make these groups central to the conservation of threatened species and their habitats. These programs are authentic, tangible, real-world examples of decent work and economic growth (SDG8) sustaining life on land (SDG15) and below water (SDG14).
WWF-Australia has worked closely with Indigenous Ranger groups for at least a decade, partnering with more than 20 groups, primarily across northern Australia; from marine turtle conservation on the Great Barrier Reef, to “right way fire” in the remote Kimberley region.
As part of our work with Indigenous Rangers, WWF has designed and developed the Kimberley Indigenous Ranger Threatened Species program, which currently works to protect 12 species alongside 15 Ranger groups. The Kimberley is one of the Earth’s great natural and cultural treasures. It is also believed to be the only biogeographic zone in Australia not to have observed a mammal extinction. The region is a national biodiversity hotspot and a stronghold for species disappearing from other parts of Australia. Many of the natural and cultural values of the landscape are managed by Traditional Owners through Indigenous Protected Areas and Indigenous Ranger programs.
One of the groups WWF-Australia has successfully been working with in the Kimberley are the Nyikina Mangala Rangers. Together we have been able to gain vital information
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about the Wiliji, one of Australia’s most understudied species. This black-flanked rock-wallaby, listed as endangered in Western Australia, is found in only three isolated ranges of the west Kimberley. A population once thought to be 2,500 strong has plummeted to just 200-300, and this gorgeous creature could easily become extinct within a decade without Ranger intervention.
But the Traditional Owners of the region, the Nyikina Mangala people, recall a time when the Wiliji was more plentiful on the cliffs and escarpments of the homelands they share. A time before the arrival of feral cats and foxes, the livestock that compete for food, and the indiscriminate wildfires that can degrade the Wiliji's limited habitat. So, who better to help protect the wiliji than those who know its lands best?
WWF-Australia and the Nyikina Mangala Rangers have been working together to give the Wiliji every chance of survival in the Grant, Edgar and Erskine ranges. Thanks to controlled burning conducted by the Rangers, vital Wiliji feeding ground has been protected from the destructive wildfires that can ignite late in the season, while our surveys of this remote country are providing more and more vital information so that we can be even more targeted in our recovery efforts.
Australia’s army of 700 Indigenous rangers unlock the clues to conserve Australia’s indigenous species. Participating in this type of natural and cultural resource management provides meaningful work in isolated areas, delivers proven health and education benefits, and strongly reinforces connections to country - their country. As Australia’s Indigenous estate continues to grow, it is crucial that this army of rangers also continues to grow.
Web link (optional):
http://www.wwf.org.au/news/blogs/recognising-our-rangers#gs.Kxp12WM
http://www.wwf.org.au/what-we-do/species/black-flanked-rock-wallaby/wiliji-rock-wallaby#gs.2dMeFf4
http://www.wwf.org.au/news/blogs/on-sea-country#gs.c9hUyxk
Title: Integrated Water Management (IWM) Forums in Victoria
Organisation: Monash Water Sensitive Cities (MWSC) a unit of Monash Sustainable Develoment Institute (MSDI), Monash University
Partners (if any): Department of Environment, Land, Water and Planning, Victoria (DELWP)
Goals addressed: The outcomes of the forum supports SDG 6 Clean Water and Sanitation (particularly Goal 6.5), SDG 11 Sustainable Cities and Communities and SDG 17 Partnership for the Goals.
Objective (maximum 100 words):
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The Water for Victoria integrated water management planning framework (SDG 6.5) has been developed for Victoria to guide the development of place-based IWM plans to provide diverse water services. The objective is to develop plans that deliver water systems that address 5 defined outcomes:
• Safe, secure and affordable supplies in an uncertain future • Effective and affordable wastewater systems • Effective stormwater management that protects our urban environment • Healthy and valued urban landscapes • Community values reflected in place based planning
To develop IWM strategies, broad-scale IWM Forums have been esablished comprising key stakeholders including local government, water authorities, catchment management groups and traditional land owners.
Case Study Text (maximum 500 words): The IWM Framework for Victoria outlines the Victorian Government’s approach to putting IWM into practice. It recognises the need for working together at all levels of government within the urban water sector and across communities, in a consistent and systematic manner (https://www.water.vic.gov.au/__data/assets/pdf_file/0022/81544/DELWP-IWM-Framework).
The overall objective is to ensure water provides an effective contribution to urban environments, to make Victoria a great place to live, with stunning natural environments, green urban spaces and well-planned cities and towns, capable of meeting the challenges of a growing population and climate change.
A key element of the IWM Framework for Victoria is the establishment of IWM Forums. These Forums bring together leaders of local government, water corporations, catchment management authorities and Traditional Owners to deliver greater community value when planning and managing water in urban environments.
Five IWM Forums are being established in metropolitan Melbourne, in alignment with the catchments of major rivers flowing into the Port Phillip Bay and Western Port Bay. Eleven IWM Forums will be established in regional Victoria based on Urban Water Corporation boundaries.
Each IWM Forum is led by an independent Chair, endorsed by the Victorian Government’s Minister for Water. The Chairs are supported by DELWP, to ensure consistency in cross-sector collaboration and to provide guidance as required.
Participants of the IWM Forums will work together to develop shared outcomes and a strategic action plan for regional water management. Outcomes may involve improving waterway health, liveability and greenspace, climate adaptation and flood management. Actions related to place-based, local opportunities or catchment-wide analyses will be developed as IWM Plans through IWM Working Groups.
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Senior executive representation in the IWM Forums is expected to provide leadership and strategic direction to achieve the shared outcomes for the Forum area. This may include overseeing the implementation of strategic actions and providing in-principle support at critical milestones.
IWM Forums are not intended to expand the accountabilities of participating organisations. Rather they provide an enabling platform to more effectively deliver existing responsibilities through collaboration that incorporates each organisation’s strategic water related objectives. By providing a broader perspective, this collaboration can capture opportunities for mutual benefit across the Forum area.
Participants can raise policy and regulatory impediments through the Forum process for further consideration by DELWP.
The IWM Forums operate within the existing institutional structure of the Victorian water and local government sector. Enduring collaborations developed through the IWM Forums will lead to organisations accountable for different elements of the urban water cycle working together to ensure water supports healthy people, thriving community and environmental places, now and in the future.
The person responsible for leading the IWM Chairs is Professor Rob Skinner, Director of Monash Water Sensitive Cities.
Web link (optional): https://www.water.vic.gov.au/water-for-victoria
https://www.water.vic.gov.au/__data/assets/pdf_file/0022/81544/DELWP-IWM-Framework
Title: Implementing and Measuring the Sustainable Development Goals through Plan Melbourne 2017-2031
Organisation: Department of Environment, Land, Water and Planning (DELWP)
Partners (if any): Victorian Government agencies and authorities, local councils, communities, private sector, and other non-government organisations.
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Goals addressed: SDG 3 – Good Health and Wellbeing SDG 6 – Clean Water and Sanitation SDG 7 – Affordable and Clean Energy SDG 8 – Decent Work and Economic Growth SDG 10 – Reduced Inequalities SDG 11 – Sustainable Cities and Communities SDG 12 – Responsible Consumption and Production SDG 13 – Climate Action SDG 14 – Life Below Water SDG 15 – Life on Land SDG 16 – Peace, Justice and Strong Institutions SDG 17 – Partnerships for the Goals Objective (maximum 50 words): To establish a new metropolitan planning strategy and performance management system that supports sustainable development.
Case Study Text (maximum 300 words): Plan Melbourne 2017 – 2050 (Plan Melbourne) is Australia’s first metropolitan planning strategy that is directly linked to the Sustainable Development Goals (SDGs). Released in 2017 by the Victorian government, it includes a monitoring system based on the SDGs that could provide a consistent measurement system for all Australian cities, allowing comparisons with cities worldwide. The objectives of planning in Victoria are specified in the Planning and Environment Act 1987 as being ‘to provide for the fair, orderly, economic and sustainable use and development of land’. This closely aligns with the key pillars underpinning the SDGs (economic prosperity, social inclusion and environmental sustainability). These principles are reflected in Plan Melbourne that set a bold agenda to manage change in a positive way so that Melbourne continues to be a sustainable, global city of opportunity and choice as it grows from 4.5 million people today to an estimated 8 million people by 2050. Plan Melbourne is a whole of government plan, led by DELWP in partnership with local governments, agencies, the research and private sectors, and communities, and driven by a five-year implementation plan. Six Metropolitan Partnerships comprising community, business, local, state and Australian government representatives will help facilitate stronger collaboration and a participatory approach to delivering Plan Melbourne. This approach supports SDG16, and the creation of effective, accountable and inclusive institutions at all levels. Central to Plan Melbourne is the creation of ‘20-minute neighbourhoods’ that offer accessible, safe and attractive local areas where people can access most of their everyday needs within a 20-minute walk, cycle or local public transport trip. This exemplifies how the SDGs can be delivered locally, making Melbourne a healthier, more sustainable, liveable and inclusive place to live. DELWP is leading a pilot program that will support the implementation of 20-minute neighbourhoods across Melbourne, helping the city to continue to deliver on the SDGs as it grows.
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Web link (optional): http://www.planmelbourne.vic.gov.au/
Images/Background information (optional):
Title: Monash Net Zero Initiative
Organisation: Monash University
Partners (if any):
Goals addressed:
Goal 7 – Affordable and Clean Energy
Goal 11 – Sustainable Cities and Communities
Goal 13 – Climate Action
Objective (maximum 100 words): Monash University, a signatory to the United Nations Sustainable Development Goals has embarked on a journey to 100% renewable power and committed to achieving Net Zero emissions for its Australian campuses by 2030. Monash is taking a pathway to genuine climate action and leadership and Monash’s Net Zero Target aims to facilitate the transition to an energy efficient, renewable energy powered future by transforming and utilising its own campus assets that will act as a living laboratory to enable research and demonstrate real technology, policy and business solutions in both Australian and internationally.
Case Study Text (maximum 500 words): Monash University has embarked on a journey to 100% renewable power and committed to achieving Net Zero emissions for its Australian campuses by 2030. Monash is taking a
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pathway to genuine climate action and leadership. While others seek to achieve carbon neutrality by reducing emissions through offsets, Monash’s Net Zero Target aims to facilitate the transition to an energy efficient, renewable energy powered future by transforming and utilising its own campus assets. The strategy was jointly developed with ClimateWorks Australia and based on its research for the UN’s Sustainable Development Solution Network Deep Decarbonisation Pathways Project.
To achieve its Net Zero targets, Monash University has undertaken a vast amount of work to develop an overarching strategy that encompasses:
• Deep energy efficiency measures within the existing estate,
• Performance standards for new builds,
• Campus electrification, switching from gas to all-electric campuses,
• Deployment of on-site renewable energy, and off-site renewable energy through power purchase agreements to power all Australian campuses with 100% renewable energy,
• Innovating on how renewable energy is used and stored through the development of Monash Sustainable Microgrid,
• Engaging with industry partners and communities to help create a more sustainable future.
Monash University has committed to an Energy Transformation expenditure of $135 million over the next 13 years that encompasses operational aspects of the strategy. Energy savings will result in significant cost savings which are estimated to a minimum of $15m p.a. from 2030.
The Net Zero Implementation Plan is driven by the commitment of the Net Zero target and more broadly the aspirations of Monash University’s Environmental Sustainability (Operations) Strategy (Draft) 2017-2020. The plan outlines an implementation framework to undertake projects and initiatives to achieve these targets. The implementation framework is divided into three key focus areas, for which each goal and associated pathways to attain the objectives
Focus Goal Pathways
CLIMATE ACTION
Achieve Net Zero Emissions
by 2030
Energy efficiency
Campus electrification
On-site renewable generation
Off-site renewable generation
Energy and demand management
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LEADERSHIP
Position Monash at the Centre of
the Energy Transformation
Set an example for the achievement of the Paris Agreement goal
Demonstrate commitment to the Sustainable Development Goals
Embed sustainability into our culture and work practices
Be a community leader and demonstrate successful transformation
Empower change champions at Monash and in the community
PARTNERSHIPS
Create a Living Laboratory for
Industry Relevant Learnings
Use Monash campuses to address and find solutions to today’s energy challenges
Drive innovation by enabling and fostering research opportunities
Capitalise on opportunities to form deep partnerships with local and international industry and government
Enhance campus experience by enabling reciprocal learnings between operations and Research & Teaching
Encourage opportunities to equip staff and students with the knowledge and skills to take sustainable action
Monash University is a signatory to the United Nations Sustainable Development Goals, and the Monash Net Zero Initiative in particular shows commitment and leadership on Goal 7 to ensure access to affordable, reliable, sustainable and modern energy for all.
The Net Zero Initiative is supported by the Monash Sustainable Microgrid, a large scale technology and research platform to demonstrate solutions to policy, business and technology issues in providing affordable and clean energy. In partnership with Australian and International industry leaders, Monash will use its own campus to demonstrate how electricity networks can increase the supply of distributed renewable energy in the global energy mix (Target 7.2). Microgrids will provide reliability and resilience within Australia, and local research and leadership will be transferrable to poorest and most isolated developing nationals and island states, a key enabler of increasing cost effective energy independence (Target 7.3).
Web link (optional): https://www.monash.edu/net-zero-initiative
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Title: Monash University’s global leadership in the delivery of water sensitive cities
Organisation: Monash Water Sensitive Cities (MWSC), Monash Sustainable Development Institute (MSDI), Monash University
Partners (if any): Cooperative Research Centre for Water Sensitive Cities (CRCWSC)
Goals addressed: The outcomes of the project support SDG 6 Clean Water and Sanitation (particularly SDG 6.1, 6.4 and 6.5), SDG 11 Sustainable Cities and Communities (and others that are linked, particularly SDGs 13, 14, 15) and the objectives are accomplished through partnerships supporting SDG 17 (Partnerships for the Goals).
Objective (maximum 100 words): The MWSC’s objective is to transform the way water systems are managed to shape cities that are sustainable, resilient and liveable. It does this by collaborating across disciplines, industries and sectors to deliver research excellence and real-world impact in innovative water systems planning and management to support cities that have resilient water security systems and liveable urban areas.
MWSC is facilitated by MSDI and includes researchers from across Monash faculties. Research and practice developed at MWSC has been used to inform policy and strategic practice across Australia and internationally. The research and practice leadership is now being extended into challenges facing informal settlements in emerging economies (see RISE project as separate submission).
Case Study Text (maximum 500 words): The faculty partners of MWSC undertake approximately half of the research for the Cooperative Research Centre for Water Sensitive Cities. Unitl recently MWSC’s work has been mostly in countries with developed economies. In this respect, highlights of the research and synthesis program undertaken by Monash researchers include:
1. Enabling structures – Addressing SDG 6 and SDG 17 in particular, this work has been about understanding and influencing the broader social, political and economic framework in which urban water management takes place. This work has developed understandings of the current policies, strategies and governance structures guiding water and environmental decisions which has led to recommendations and tools to guide water sensitive city policy development. This work has influenced government policy and strategy frameworks both nationally and internationally (eg Water for Victoria and IWA Principles of Water Wise Cities) Refer for example Bettini, Y., Brown, R. R. and De Haan, F. J. (2015). Exploring institutional adaptive capacity in practice: examining water governance adaptation in Australia . Ecology and Society, 20(1), p. 47.
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2. On-ground practices – addressing SDG 6 and SDG 11 in particular, this area of research directly influences what gets done on the ground to deliver water sensitive city outcomes – involving the development of assessment tools and frameworks used to inform water infrastructure planning; and the creation of guidance material and frameworks/models to inform collaborative planning processes. It also established evidence on how important water and green landscapes are in our urban environments and created guidance material and frameworks/models to inform the design of our urban areas to protect waterway and groundwater health, and provide microclimate and amenity benefits. Refer for example Urich, C., Bach, P., Sitzenfrei, R., Kleidorfer, M., McCarthy, D. T., Deletic, A. and Rauch, W. (2013). Modelling cities and water infrastructure dynamics. In: Proceedings of the Institution of Civil Engineers: Engineering Sustainability , 166(5), pp. 301-308. 3. Socio-political capital – building support for pursuing the water sensitive city goals. Work in recent years has built an understanding of the existing water sensitive city skills and knowledge across multiple stakeholder groups and identified opportunities for improvement. The program has developed tools to assist practitioners to access and integrate multiple benefits of water sensitive cities; developed training and guidelines to transfer new knowledge; built capacity for use of new tools such as the Water Sensitive Cities Tool Kit and Water Sensitive Cities Index that now has widespread use locally and globally. See, for example, CRCWSC (2016). Water Sensitive Cities Index. Available at: https://watersensitivecities.org.au/solutions/water-sensitive-cities-index/ Web link (optional): https://www.monash.edu/sustainable-development https://watersensitivecities.org.au/content/read-online-tranche-1-research-outputs-publication/
Title: Nature is good medicine
Organisation: Department of Environment, Land, Water and Planning (Victoria), Department of Health and Human Services (Victoria) and Parks Victoria.
Partners (if any): IUCN, WHO, Salzburg Global Seminar, VicHealth.
Goals addressed: SDG3 (with links to SDG11, SDG13, SDG13, SDG15)
Objective (maximum 50 words): Strengthening of cross sector partnerships to recognise the contributions of nature to health, wellbeing and quality of life Case Study Text (maximum 300 words):
Healthy ecosystems – including parks and other natural environments – provide the food, clean air and water we need to survive. Parks and other open spaces are also places for physical exercise, relaxation, play, learning and discovery, and can benefit our mental,
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physical, cultural, spiritual and social health and wellbeing. The Victorian Government has been working closely with the IUCN and its member organisations, across jurisdictions and sectors to develop integrated policy and programs that recognise the increasingly important contribution of nature and parks for our physical, mental cultural and spiritual health and wellbeing. This work included the development of Resolution #64 at the 2016 World Conservation Congress which calls for the strengthening of cross sector partnerships to recognise the contributions of nature to health, wellbeing and quality of life. The Victorian Government has also worked to develop a whole-of-government approach to improving health and wellbeing through nature. This work builds on the innovative Healthy Parks, Healthy People message, originally developed by Parks Victoria. The message has grown to become a global movement that uses a strong evidence base to highlight the benefits of contact with nature for our health and wellbeing. These benefits are now recognised in the Victorian public health and wellbeing plan 2015-19 and Victoria’s new Biodiversity Plan: Protecting Victoria’s Environment – Biodiversity 2037. The biodiversity plan was launched in 2017 at the 15th World Congress on Public Health in Melbourne accompanied by a joint ministerial statement, the Victorian Memorandum for Health and Nature. The memorandum provides direction for the Victorian Government health and environment portfolios to collaborate to maximise the public health benefits that are associated with being in nature. Victorian Government departments and agencies are now developing a joint work program that aligns with the Memorandum.
Web link (optional): https://www.environment.vic.gov.au/biodiversity/victorian-memorandum-for-health-and-nature Images/Background information (optional):
Photo Credit: Parks Victoria
Title: Project Pioneer and Project Catalyst
Organisation: WWF-Australia
Partners (if any):
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Project Pioneer: Resource Consulting Services, the Australian Governments Reef Trust, WWF-Australia
Project Catalyst: The Coca-Cola Foundation, The Australian Government, Reef Catchments NRM, North Queensland Dry Tropics NRM, Terrain NRM, WWF-Australia
Goals addressed: 15: Life on Land, 14: Life below Water, 12: Responsible Consumption and Production, 2: Zero Hunger
Objective (maximum 100 words): These projects work in partnership with farmers to trial, validate and promote innovative, sustainable practices on-farm. By adopting best-practice, farms generate less sediment and nutrient flows to the Great Barrier reef, adapt to climate change and increase producitivty and profitability.
Central to both projects is high quality extension services, to support the participating farmers to trial innovative practices, and to assist them to adopt new practices appropriate for their conditions. Both projects seek to identify and promote those practices that are good for producitivty and the environment.
Case Study Text (maximum 500 words):
Declining water quality, predominately due to run-off from agricultural land, is recognised as one of the greatest threats to the long-term health of the Great Barrier Reef (GBR). The catchments that feed into the GBR lagoon are home to about 19% of Australia’s beef herd and 83% of sugarcane production3.
BEEF: Despite some improvements in land use practices, beef production remains one of the main threats to the health of the GBR, due to high levels of sediment and other pollutants in run-off from grazing land. Recent research shows that managing this issue can help build the resilience of the GBR to other pressures, such as those associated with a changing climate. Project Pioneer has recruited 50 producers to test the potential of innovative grazing management practices, including sustainable intensification and managing for soil carbon. The participating producers undertake intensive training that aims to assist them with decision-making, amongst other things, with stocking levels and pasture management
SUGARCANE: Established in 2009, Project Catalyst works with about 80 cane farming families (farming about 20,000 Ha of land) in the GBR catchments, extending from Sarina in the South to Mossman in the North. With funding from the public and private sector, Project Catalyst supports these cane farming businesses to reduce their environmental footprint, enhance crop production and increase farm viability by accelerating the identification, validation and adoption of innovative farming practices. Project Catalyst supports cane farmers to establish rigorous on-farm trials to evaluate alternative approaches to nutrient and water management, and promotes wider adoption of those practices that are shown to provide economic and environmental benefits.
The current trial program encompasses nutrient management practices such as enhanced efficiency fertilisers, reducing fertiliser in late cut crops, reducing fertiliser application following green manure crops and evaluating extended fallow; trials are also evaluating ways to improve irrigation water use efficiency through application of telemetry and drip irrigation.
3 Canegrowers Annual Report 2016/17
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Practices shown to be economically and environmentally beneficial are promoted for farm-wide adoption, and to date these have included soil mapping, banded mill mud application, and variable rate fertiliser application. These and other approaches reduce, on average fertiliser application by an estimated 28kg of nitrogen/ha/year.
Web link (optional):
http://www.rcsaustralia.com.au/the-rcs-story/project-pioneer/
https://www.projectcatalyst.net.au
Title: Quencing the need for safe and reliable water in Remote Indigneous Community
Organisation: Arup
Partners (if any): Yintingga Aboriginal Corporation (YAC), the Centre for Appropriate Technology Ltd (CAT Ltd.), and Engineers Without Borders Australia
Goals addressed: Goal 6: Clean Water and Sanitation; Goal 11: Sustainable Cities and Communities; Goal 17: Partnerships for the Goals Objective (maximum 100 words): For over a decade the Lama Lama people of Port Stewart, Queensland, have been struggling to get a safe and reliable supply of water since their original water intake was destroyed by a cyclone in 2006, impacting the health of the indigenous community. Arup has been working with the Indigenous organisations Yintingga (Lama Lama) Aboriginal Corporation, the Centre of Appropriate Technology Ltd and EWB Connect to, on a pro bono basis, design a safe, robust and reliable supply of water for an Indigenous community to enable them to source funding for the new intake and treatment system. Case Study Text (maximum 500 words): Port Stewart is a small, remote community in far North Queensland. It is located at the mouth of the Stewart River on the Cape York Peninsula. The Lama Lama people are a
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community of 15-80 (the population varies throughout the year) who have not had safe access to reliable water since a cyclone in 2006 destroyed their well and the pumps failed.
Since 2006, the community has been using a portable petrol pump to extract untreated water from the Port Stewart River. In the dry season, water levels fall below the riverbed sand and an improvised pond is excavated in the bed. The improvised arrangements are unreliable and prone to contamination. The high levels of iron and E.Coli in the water have impacted the community hygiene and health.
In order to source a safe and reliable source of water, the community were required to provide detailed designs and cost estimates to source funding for new infrastructure. They needed support and appropriate partnerships to understand the requirements for the design and installation of a reliable and resilient system.
Looking for a solution, the Indigenous organisations Yintingga Aboriginal Corporation (YAC), and the Centre for Appropriate Technology Ltd (CAT Ltd.), approached Engineers Without Borders’ EWB Connect programme. Arup, a founding member of EWB Connect, came on board to provide probono engineering services to design a new water supply intake and treatment system using technology suitable for this remote, off-grid location, to provide the community with 40kL per day. The design was required to meet the local constraints, including: no services; minimum maintenance; suitable for a non-technical community; low ongoing costs; resilience to bushfires, extreme heat, cyclones and flooding; accessible in wet season, when the river floods and crocodiles surround the river. Such constraints required innovative and appropriate design solutions for the context, extensive stakeholder engagement to ensure appropriateness, as well as financially, environmentally and socially sustainable outcomes.
The design uses solar-powered submersible bore pumps to retrieve water from below the bed sands of the river. A low-maintenance aeration filtration system, which is chemical-free and uses no electricity, will remove the high levels of iron found in the raw water source. Solar powered UV will be used to treat the water for E.Coli.
The design has enabled CAT Ltd and YAC to raise over $250,000 in funding, enough to build the new infrastructure. With safe and reliable water, the Lama Lama people will be able to pursue new economic opportunities. Regular engagement with the Indigenous organisations and building a strong, long term relationship with CAT Ltd. ensured the design was suitable for the community and appropriate training would be provided so they could maintain the system over time.
Figure 1: Improvised Water Intake
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Figure 2: Visualisation of New Water Treatment System and Existing Infrastructure
Figure 5: YAC Community Site Visit with Water Designs
Web link (optional): http://www.ewbconnect.org/lama-lama-water-supply-project Title: Smart Green Apartments Program
Organisation: City of Sydney
Partners (if any): Apartment residents, Strata managers, Reference Group
Goals addressed: 6 – Clean Water and Sanitation
11 – Sustainable Cities and Communities
13 – Climate Action
17 – Partnerships for the Goals
Objective (maximum 100 words):
Sustainable Sydney 2030 expresses the community’s vision and the City of Sydney’s commitment to the sustainable development of our city to 2030.
The objective of the Smart Green Apartment Program is to work collaboratively with apartment owners, residents and strata managers to reduce energy and water consumption and improve waste management in large apartment buildings in the City of Sydney local government area.
Case Study Text (maximum 500 words):
Sustainable Sydney 2030 expresses the community’s vision and the City of Sydney’s commitment to the sustainable development of our city to 2030 and beyond. Setting out
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ambitious environmental, social, cultural and economic goals with measurable targets; it is our plan for a green, global and connected future.
First adopted in 2008, the plan has shaped the development of our city and provides a platform for partnerships with the private sector, civil society, and other levels of government.
In 2017 Sustainable Sydney 2030 was aligned with the Sustainable Development Goals in recognition of its role as a local action plan delivering integrated outcomes that contribute to Australia’s global commitments.
In particular, it delivers on the aspirations of Goal 11 to make cities and human settlements inclusive, safe, resilient and sustainable and Goal 13 to take urgent action to combat climate change and its impacts.
The City has committed to ambitious targets including reducing emissions by 70% by 2030 (2006 baseline) and reaching net zero emissions by 2050, maintaining potable water consumption at 2006 levels, ensuring 50% of electricity consumed is from renewable sources by 2030 and increasing tree canopy cover by 50% (2008 baseline) by 2030.
Approximately 75% of local residents live in apartment buildings. These vertical villages account for 38% of the local area's water use, 10% of its greenhouse gas emissions and 14% of its waste.
To help apartment owners and residents reduce their water and energy use, and minimise waste, the City has developed the residential apartment sustainability plan. The plan sets targets, outcomes and practical actions for increasing sustainability in new and existing apartment buildings that will save the community money and reduce emissions, water and waste. A Reference Group comprising industry and government representatives assists the City with the implementation of the plan.
Well performing, efficient buildings cost less money to run and are increasingly in demand from prospective buyers and renters.
Through the Smart Green Apartments Program, each year the City works with 20 large apartment buildings which house over 6,000 city residents. The City has modelled that this program will deliver a 9% reduction in the carbon emissions within the apartment sector by 2030. Each building undergoes:
• tailored energy and water assessments to identify cost-effective improvements and upgrades in common areas
• technical support to help implement energy and water efficiency upgrades
• a waste and recycling operational assessment with tailored solutions
• an online platform to track and manage the building’s energy and water consumption.
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In its second year, the program is evidencing average per building savings of 35% in energy consumption and cost savings of $57,000.
Some buildings have also realized significant savings in water consumption and reduced the amount of waste generated by residents. Sustainable transport plans have been developed for enthusiastic buildings.
The City recognizes that to reach our ambitious environmental targets requires everyone in the community to contribute. The Smart Green Apartments Program is an effective mechanism to drive change in the way residential apartment buildings are managed.
Web link (optional):
Sustainable Sydney 2030
Environmental Strategy and Action Plan 2016-2022
Residential Apartments Sustainability Plan
Smart Green Apartments Program
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Title: State and Benefit Framework for the Victorian 2018 State of the Environment Report
Organisation: Office for the Commissioner of Environmental Sustainability (Victoria)
Partners (if any):
Goals addressed: SDG 6, 13, 14, 15
Objective (maximum 50 words): The State and Benefit framework aims to embed the Sustainable Development Goals and internationally agreed indicators into environmental reporting in Victoria
Case Study Text (maximum 300 words): State and Benefit is a framework for reporting reform. It aligns Victoria with international environmental reporting initiatives and improves the efficacy of our collective environmental monitoring and reporting effort. State and Benefit aims to establish Victoria as a leader in environmental reporting. It commences a reform journey that will continue past the 2018 State of the Environment reporting cycle to deliver a shift to digital reporting, introduce a set of agreed statewide indicators to help make Victoria’s many environmental reports comparable, and will take into account the socio-economic values of our natural capital. It will report on climate change impact and adaptation indicators and will align with international frameworks - the United Nation’s (UN) System of Environmental Economic Accounts (SEEA) and the UN Sustainable Development Goals (SDGs).
Web link (optional): http://www.ces.vic.gov.au/sites/default/files/publication-documents/Framework%20for%20the%202018%20State%20of%20the%20Environment%20report.pdf
Images/Background information (optional):
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Title: Strategic Planning for the SDGs in the Aged Care Sector
Organisation: NSW Office of Environment and Heritage (OEH)
Partners (if any): Uniting, Southern Cross Care (SCC), Royal Freemasons’ Benevolent Institution (RFBI), Warrigal, Maroba, The Whiddon Group, HammondCare, Mercy Services, Anglican Care
Goals addressed: all, but especially 3, 4, 5, 8, 9, 11, 12, 13, 16 and 17
Objective (maximum 100 words): Since 2016, under its flagship Sustainability Advantage program, the NSW Government has been working with an industry cluster of aged care providers to integrate the Sustainable Development Goals into the way they do business. The objective is threefold: i) to raise awareness of Agenda 2030 and its relevance for the aged care sector; ii) to build senior management capacity and develop strategic SDG planning tools to support ambitious joint and individual action by the industry on priority issues; and iii) to improve the extent and quality of sustainability communication and reporting by aged care providers, in line with SDG target 12.6.
Case Study Text (maximum 500 words):
New South Wales (NSW) is Australia’s biggest state economy, accounting for around 30% of the nation’s GDP. Within NSW, Sustainability Advantage (SA) is a business program, run by the NSW Government Office of Environment and Heritage (OEH). A membership-based industry/business partnership program, SA helps large and medium-sized businesses, not-for-profit (NFP) organisations and government agencies improve their sustainability performance through expert support, capacity-building, sharing best practice and resource efficiency and sustainable supply chain projects.
A core function of SA is to facilitate networking and collaboration. To foster cooperation and solve shared sustainability challenges, industry clusters have been established among SA’s membership, including in the aged care sector. The SA Aged Care Cluster is made up of 9 NFP providers across NSW who, nationally, represent 57% of residential aged care places in Australia. With over-65s projected to increase by 84.8% by 2031, meeting the needs of older persons sustainably and helping them to live fulfilled and dignified lives are growing priorities.
In 2016, SA began work with the Aged Care Cluster to raise awareness of Agenda 2030 and explore its relevance for organisations caring for older persons. Following an introductory webinar on the Sustainable Development Goals (SDGs), a series of tailored workshops was held during 2017 to explore how aged care providers could make a positive impact on the goals. Consultation was also carried out with the Australian Aged Care Quality Agency (AACQA) and Aged and Community Services (ACSA) national NFP industry association. A key outcome was a set of priority goals and targets where Aged
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Care providers can make the biggest difference. In total nine SDGs were identified—3, 4, 5, 8, 9, 11, 12, 13 and 16—with SDG 17, the partnerships goal, running through them as a cross-cutting way of delivering on all the goals.
To help members operationalise these priority goals and embed them into business practice, an Aged Care SDG Framework was then developed. The Framework comprises an SDG management toolkit to assist aged care providers in developing strategy, setting metrics and targets, benchmarking, monitoring and communicating their sustainability progress, in line with wider industry standards. The toolkit consists of a planning and implementation cycle built around five elements: a list of material issues, an SDG reference chart, a project checklist, a project planning template, and a set of relevant reporting indicators.
By helping the aged care industry adopt sustainable practices and integrate sustainability information into their communications and reporting cycle, the Framework contributes directly to SDG target 12.6, as well as enabling measurable action on other priority goals. It is being piloted by Warrigal and Uniting in NSW during 2018, with potential to scale—nationally, to the private sector and overseas.
Through integrating the goals into business planning, aged care providers will be better prepared strategically to welcome the baby-boomer cohort and ensure their sustainability initiatives deliver value and positive impact where it matters most—quality of care and quality of life for older persons and future generations alike.
Web link (optional): http://www.environment.nsw.gov.au/sustainabilityadvantage/
Title: Sustainable & Resilient Coastal Communities in the Pacific
Organisation: WWF-Australia
Partners (if any):WWF-Pacific, Department of Foreign Affairs and Trade, John West Australia
Goals addressed: 14 Life Below Water (specifically 14.2, 14.4, 14.5 & 14.7) , 1 No Poverty (specifically 1.4 & 1.5), 5 Gender Equality (specifically 5.5 and 5a)
Objective (maximum 100 words): To support the people of the Pacific to conserve and manage coastal and marine ecosystems and resources and drive their own social and economic development for a sustainable, inclusive and resilient future.
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Case Study Text (maximum 500 words): Inshore fisheries supply 50-90% of dietary protein and are the primary or secondary source of income for more than 45% of people living in coastal communities in Pacific Island countries and territories. Fishing is also central to the cultures and lifestyles of many of Australia’s Pacific Island neighbours and, in some countries, coastal fisheries provide as much as 17% of GDP (source).
These precious resources are threatened by habitat destruction, ocean acidification, coral bleaching, climate change and over-fishing. It is estimated that by 2030, the demand for fish in the Pacific will completely outstrip supply, but with so many people depending on them for their livelihoods and food security, the solution is not a simple matter of shutting down fisheries or introducing strict catch limits.
Since 2013, with support from the Australian Government aid program, John West Australia and private Australian donors, WWF has worked with coastal communities in Solomon Islands and Papua New Guinea to put sustainable and inclusive coastal fisheries at the heart of their progress towards the Sustainable Development Goals.
Supporting efforts towards Goal 14 (specifically targets 14.2 and 14.4), WWF engages local fishers and community leaders by using innovative and cost-effective methods to train and support them to collect their own data for fish stock assessments. These assessments empower communities with the knowledge they need to design and implement effective, locally appropriate co-management strategies in consultation with local authorities. Where appropriate, WWF also supports communities to deploy inshore Fish Aggregating Devices (iFADs) as a sustainable alternative to reef fishing.
A crucial enabling factor of this work has been integrating poverty alleviation (Goal 1) and women’s economic empowerment (Goal 5) with community-based fisheries co-management. By facilitating opportunities for household income diversification through alternative sustainable livelihoods and women’s financial inclusion, WWF is able to increase community buy-in and ensure that people do not have to choose between their livelihoods and the sustainability of the ecosystems upon which they depend.
In Solomon Islands’ Western Province, for example, WWF has worked with more than 1000 women across 33 communities to help establish women’s microfinance savings clubs, conduct training in financial literacy, business planning, sustainability, governance and leadership and train savings club members as trainers to extend the program’s reach. In just over four years, the program has seen the emergence of more than 120 women-led micro-business initiatives, all underpinned by strong business, social and environmental sustainability criteria.
In addition to the direct economic benefits to these women, their families and communities, there are early indications that the income generated through these initiatives is reducing household dependency on overexploited coastal fisheries. Just as importantly, with women continuing to face systematic discrimination and numerous structural obstacles to their participation, the financial inclusion component serves as a
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stepping stone for women’s broader involvement in natural resource management and other community decision-making processes that affect their lives.
Web link (optional):
Title: Sustainable Sydney 2030
Organisation: City of Sydney
Partners (if any):
Goals addressed: 11 – Sustainable Cities and Communities
13 – Climate Action
17 – Partnerships for the Goals
Objective (maximum 100 words):
Sustainable Sydney 2030 expresses the community’s vision and the City of Sydney’s commitment to the sustainable development of our city to 2030.
The aspiration for our city is to be:
Green with outstanding environmental and economic performance, and with a community that carefully manages precious resources and has the capacity to adapt to the impacts of a changing climate.
Global in economic orientation, and home to globally oriented people, jobs and businesses.
Connected physically by walking, cycling and public transport, connected ‘virtually’, connected as communities, and connected to other spheres of government and to those with an interest in the city.
Case Study Text (maximum 500 words):
Sustainable Sydney 2030 expresses the community’s vision and the City of Sydney’s commitment to the sustainable development of our city to 2030 and beyond. Setting out ambitious environmental, social, cultural and economic goals with measurable targets; it is our plan for a green, global and connected future.
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First adopted in 2008, the plan has shaped the development of our city and provides a platform for partnerships with the private sector, civil society, and other levels of government.
In 2017 Sustainable Sydney 2030 was aligned with the Sustainable Development Goals in recognition of its role as a local action plan delivering integrated outcomes that contribute to Australia’s global commitments.
In particular, it delivers on the aspirations of Goal 11 to make cities and human settlements inclusive, safe, resilient and sustainable and Goal 13 to take urgent action to combat climate change and its impacts.
The City has committed to ambitious targets including reducing emissions by 70% by 2030 (2006 baseline) and reaching net zero emissions by 2050, maintaining potable water consumption at 2006 levels, ensuring 50% of electricity consumed is from renewable sources by 2030 and increasing tree canopy cover by 50% (2008 baseline) by 2030.
Actions to reach these targets include:
• Low carbon city – reducing emissions across the local government area and our own operations, optimizing the use of renewable energy and energy storage and generating low-carbon energy locally.
• Water sensitive city – minimizing the use of potable water through efficiency, water recycling for non-potable purposes and improved stormwater management.
• Climate resilient city – improved collaboration and planning to respond to extreme weather events and to protect our most vulnerable residents and infrastructure.
• Zero waste city – achieved by diverting waste from landfill, encouraging re-use, recycling and energy recovery.
• Active and connected city – promoting the most sustainable modes of transport, including walking and cycling and public transport.
• Green and cool city – increasing canopy cover and preserving natural habitat to reduce the heat island effect, improve air quality and enhance liveabilty.
Progress against selected Sustainble Sydney 2030 targets include 19.6% reduction in greenhouse gas emissions across the local government area as at June 2016 (from 2006 baseline).
Economic output or contribution to national GDP from our local government area increased by 73.2 % in the same period in nominal terms. When adjustment is made for inflation, real growth was 37.4 %, or more than 3% per annum compound.
Residential, worker and visitor population growth was unprecented during this period. Residential population grew by 36.2%, employment by 28.3% and overnight visitors by 33.7%.
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The result is a significant reduction in per capita emissions by more than 30%. Water usage has also fallen by 10% on a per capita basis over the same period.
These results demonstrate that sustainable economic growth can be achieved, and is compatible, with substantial reduction in environment impact, when undertaken through specific integrated actions in collaboration with businesses and the resident community
Web link (optional):
Sustainable Sydney 2030
Environmental Strategy and Action Plan 2016-2022
Green Report January to June 2017
Title: Using the Sustainable Development Goals as a planning, reporting and communication framework within the Sustainability Advantage Program, NSW OEH
Organisation: NSW Government Office of Environment and Heritage
Partners (if any): Members of the Sustainability Advantage Program. Members are medium to large organisations across NSW (business, government and NFPs). More than 40 percent located in regional NSW.
Goals addressed: Goal 17 (overarching), plus subsets of goals identified by individual organisations or sector collaboration for maximum impact. Eg, Aged Care Cluster: Goals 3, 4, 5, 8, 9, 11, 12, 13, 16 and 17; Council Cluster: Goals 6, 7, 9, 11, 12, 13,16 and 17. Objective (maximum 100 words): The NSW Government’s premier business support program, Sustainability Advantage (SA), is integrating the Sustainable Development Goals (SDGs) into its work with the business community, helping organisations to understand the goals and opportunities for impact.
SA recognises the value of the SDGs as a framework to demonstrate the alignment between business strategy and broader community and global outcomes, and to showcase the contribution by Australian organisations.
A key strength of the program is its ability to broker strategic collaborations to drive sustainability actions that deliver value and positive impact. Goal 17 – the partnerships goal – has been embraced as the way to deliver on all the goals the program’s members are impacting.
Case Study Text (maximum 500 words):
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The Sustainability Advantage program first started to build awareness about the goals in early 2016 by introducing them to businesses at member networking forumsi. An SDGs masterclassii was subsequently developed to raise general awareness in our member community. Having raised awareness, the masterclass provided the foundation for focussed investigations with individual organisations and select sectors on how to integrate the goals into business planning.
Sector examples demonstrate best the program’s commitment to fostering collaboration for shared purpose.
By late 2016 Sustainability Advantage was working with members of its Aged Care Cluster to identify ways for the sector to work together to promote and advance the goals. Workshops were held to priortise the goals and consultation carried out with key stakeholders. A key outcome was a shared set of priority goals and targets where the Aged Care Sector can make the biggest difference (Figure 1). A draft Aged Care SDG Framework to help members operationalise these priority goals into business practice was released in August 2017. The expected project outcome is a robust planning and reporting tool that Aged Care providers can use to develop strategy, set baselines and objects, benchmark, monitor and communicate their sustainability progress, in line with wider industry standards and the 2030 Agenda.
Figure 1: Nine Priority Goals for the Agenda Care Sector (source: Aged Care SDG Framework, August, 2017)
The program’s Local Council Cluster are also utilising the Goals to meet the challenging roles local government faces in addressing climate change, increased consumer demands for affordable and clean energy and liveable communitiesiii. Goals 6, 7, 9, 11, 12 and 13 are particularly pertinent for local councils. The last two goals, Goal 16 (Peace, Justice and Strong Institutions) and Goal 17 (Partnerships for the Goals) are recognised as fundamental to the work of all levels of government and so underpin the work councils are doing.
SDG17
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Within its own operations, the Sustainability Advantage program is also evolving its prestigious Recognition Scheme, which rewards organisations for continuous improvement on sustainability performance in the areas of strategy, management of resources (energy, waste and emissions, productivity and efficiency), training and stakeholder engagement, as well as target-setting, benchmarking and reporting. In 2018 the SDG targets will clearly be linked to recognition criteria for all levels of achievement (Bronze, Silver and Gold Partners and Platinum Project Partners), thereby showcasing the value of sustainability outcomes beyond the state and national level. This public recognition can be used as a framework for progressing through the Program while contributing to the SDGs and their targets.The program actively works with individual organisations to identify key indicators for measurement and evaluation to facilitate reporting against the goals and targets identified for impact.
Web link (optional)/program background:
Sustainability Advantage (SA) is now in its thirteenth year and over this time has supported more than 600 NSW organisations to become more sustainable. The program has members from metropolitan and regional NSW and includes many international companies such as Ikea, Qantas, Ferrero, Unilever and the Sydney Opera House, as well as medium sized manufacturers, aged care and health organisations, local councils, tourism and hospitality organisations and service companies. The success of the Program lies in a customer-centric approach which customises delivery of support and expertise to the individual needs of each member. In addition, the program helps members stay abreast of international trends and agendas such as the circular economy, shared value, Agenda 2030 and the role of supply chains in achieving sustainability outcomes.
www.environment.nsw.gov.au/sustainabilityadvantage/
i How the Sustainable Development Goals can improve the way you do business, Sam Mostyn, President of the Australian Council for International Development (keynote address) at After Paris: Local implications and opportunities networking forum ii Sustainable Development Goals Masterclass, developed by Sustainability Advantage in conjunction with the Australian Centre for Corporate Social Responsibility. Presented in Sydney, Newcastle and via webinar. iii Linking Sustainable Development Goals to Core Business: A Local Government Approach, report June 2016