green star for new buildings: people draft credits · • gender inclusive fit-for-purpose personal...

Green Star for New Buildings: People draft credits

Providing feedback

This document is to be used to provide feedback on the credits that fall under the People category.

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Table of contents

Social construction practices 4

4

5

Minimum requirement

Credit achievement

Exceptional performance 6

Community engagement 8

Credit achievement 8

Culture, heritage and identity 10

10Credit achievement


Social procurement 13

13Credit achievement


3

Design for Inclusion

Credit achievement

Exceptional performance

Privacy

Credit achievement

Design Quality

Credit achievement

16

17

16

19

19

21

21

DRAFT CREDIT FOR CONSULTATION ONLY

Alignment Description

Synergies with other credits

Sustainable Development Goals

Other reporting initiatives

Stage implementation Strategy Brief Concept Design Dev. Tender Construction Handover Use

Outcome

Minimum expectation

Criteria Applicability & Guidance Changes from Green Star – Design & As Built Rationale for change

Responsible construction (Responsible); Social procurement (People)

Goal 5 (Gender equality); Goal 8 (Decent Work and Economic Growth)

None

√ √

Social construction practices

The following must be met to satisfy the minimum requirements:

• The site offices of the responsible party must include separate gender inclusive bathroom

facilities and changing amenities with a high degree of privacy;

• Gender inclusive fit-for-purpose Personal Protective Equipment (PPE) must be provided;

• Training must be provided to all contractors and subcontractors that were present for at least

three days on site. The training must include information on any sustainable building

certification(s) sought; the sustainability attributes of the building and their benefits; explain the

value of certification; and the role site workers play in delivering a sustainable certified building;

and

• Policies must also be put in place to address issues of discrimination, racism, and bullying on

site. Policies must include training to all contractors. The policy must also have redress

procedures for any relevant breaches, and corrective measures to be put in place should any

incident by identified.

This credit applies to all building sectors. The credit introduces a minimum expectation.

This minimum expectation introduces new

requirements and also draws on a credit from

the Green Star – Design & As Built rating tool.

Sustainability education

This has broadened beyond information on the

certification of the building to now include

specifics on the sustainability attributes of the

building.

Women make up less than two per cent of

construction, automotive and electrical trades in

Australia. There are a number of programs

targeted at increasing female participation in

trade roles. In order to increase the diversity of

the construction workforce, it is important to

remove the physical and cultural barriers that

have been identified as being present.

Many site facilities do not provide bathrooms or

change facilities that are private and easily

accessible by women. There are also health and

safety implications of Personal Protective

Equipment (PPE) taking a ‘one size fits all’

approach and being ill fitting for many women.

Green Star is introducing these requirements in

order to create workplaces that are gender

inclusive.

The builder’s construction practices promote diversity and inclusion and reduce physical and mental health impacts

4







Outcome

Criteria Applicability & Guidance Changes from Green Star – Design & As Built Rationale for change

Credit achievement Responsible construction (Responsible); Social procurement (People)


None

√ √


High quality staff support

Promote positive mental and physical health outcomes of the site activities and culture of site

workers, through programs and solutions on site that address at least 5 of the following

considerations:

The responsible party should carry a needs analysis of site workers and contractors to determine

appropriate actions. The policies and programs must be relevant to all construction workers on site

for the whole duration of construction. A mix of programs is acceptable throughout the duration of

construction.

High performing site offices

All projects with a total contract value (TVC) over $20m must provide site sheds or site offices that

promote positive social and environmental outcomes. All site sheds and offices must, at a

minimum, address stipulated criteria related the following outcomes:

An assessment of the satisfaction of the occupants of the site office must be conducted during its

use, and where issues were found, they must be addressed, ideally using BOSSA. A copy of the

survey and summary of the results, with any corrective actions, must be provided for assessment.

This credit is applicable to all building sectors.

High performance site offices is applicable to all

demountable accommodation, regardless of whether it is

utilised for continuous/permanent or transient occupancy.

This applies to both ‘site sheds’ and ‘site offices’, noting the

nuances between them.

A nearby existing building can be used to claim this credit.

However, the space must still meet all the compliance

requirements.

This has been promoted from an Innovation challenge. The

requirement that all projects with a TCV over $20m must

address the high performing site offices has been

introduced to the rating tool.

This version of the credit takes a more performance

pathway approach when compared to the current Innovation

challenge.


In Green Star – Design & As Built v1.3 only

three initiatives aimed at improving site workers’

mental health needed to be addressed. In Green

Star for New Buildings, this has increased to

five.


This has been promoted from an Innovation

Challenge into the rating tool. The threshold of

any projects with a TVC over $20m has also

been added.


Building developments have a significant

opportunity to influence many workers and

promote workers’ mental and physical health.

The considerations have been increased to five

to enable a wider spectrum of issues to be

covered.


Recent uptake of this Innovation challenge

indicates that there is appetite for this

initiative. Furthermore, as Green Star for New

Buildings expands the scope of social

sustainability outcomes, this outcome presents

an opportunity to positively influence the lives of

all of those involved in the project lifecycle.


• Suicide prevention

• Healthy eating and active living

• Reduce harmful alcohol and drug and

tobacco consumption

• Increased social cohesion, community

and cultural participation

• Understanding depression

• Preventing violence and injury

• Decrease psychological stress

• Finding fulfillment at work or mindful

meditation

• Manufacture of shed

• Materials

• Energy efficiency

• Greenhouse gas emissions

• Metering and monitoring

• Air quality

• Thermal comfort

• Acoustics

• Lighting

• Exposure to toxins

• Indoor plants

• Water efficient appliances

• Refrigerants

• Acoustics

5







Outcome

Criteria Applicability & Guidance Rationale for Introduction

Exceptional performance Responsible construction (Responsible); Social procurement (People)


None

√ √


The development generates employment opportunities for socially disadvantaged minority groups

and increases workforce capacity and capability. Increase the diversity of construction workforce

by integrating targets in construction contracts and sub-contracts. As a minimum, the following

targets apply:

• 5% Aboriginal and Torres Strait Islander participation;

• 3% Women in non-traditional roles/ professions; and

• At least one other target group (for example, culturally and linguistically diverse, local

participation and long term unemployed).

Targets must be incorporated into main construction contracts including sub-contracts and

require:

• Retention of employed staff for the duration of the project/ contract delivery;

• Data collection, monitoring and reporting; and

• A framework for incentivising the achievement of targets.

A Workforce Plan must be developed that includes:

• A demographic study of the local region to inform identification of additional target groups;

• Project jobs and skills demand assessment;

• Target group jobs and skills supply assessment;

• Clear governance structure to ensure implementation of the workforce plan;

• Identified roles and responsibilities in the implementation and monitoring of workforce targets;

• Outline capacity building and training opportunities for target group;

• Training of contractors and sub-contractors on diversity and inclusion (for example cultural

awareness training);

• Identify data collection and reporting templates/ tools;

• Outline the process to collect data from Tier 2 and Tier 3 contractors; and

• Establish monitoring and reporting requirements to measure impacts and outcomes as well as

benefits realised.

Projects must report monthly and at the time of practical completion provide a summary of:

• Number of jobs created per target group;

• Job retention rate over life of project per target group; and

• Jobs supported.

This credit applies to all building sectors.

When developing targets related to workforce, the project

should consider the local conditions as well as the project

size. Target groups can include:

• People from a culturally and linguistically diverse

background;

• Long term unemployed;

• Refugees;

• Youth (those aged 18 to 24);

• Apprentices and learning workers; and

• Local employment.

A demographic study will inform targets to be developed.

Government sources such as the Australian Bureau of

Statistics; the NSW Department of Communities and

Justice; and the National Centre for Vocational Education

provide useful statistics and data to help develop project

specific targets.

When developing workforce targets the following principles

are recommended:

• Allow flexibility in the targets so that they can be

adapted depending on the project phase and life-cycle;

• Ensure targets and requirements in the Workforce Plan

are able to be contractually enforceable;

• Provide value to target group and project;

• Ensure they are realistic, and thus while aspirational, are

able to be achieved.

Engagement with employer providers is recommended to

better understand local supply and development needs.

While the following list is not exhaustive, it can be used to

guide the project:

• Aboriginal Employment Strategy;

• Apprentice Employment Network;

• Refugee Settlement Program; and

• National Association for Women in Construction.

Working with the procurement team during the development

of the Workforce Plan is important, as integration into the

overall Procurement Strategy/Plan for the project is the

mechanism by which workforce targets can be

implemented.

This is a new credit.

Targeted employment strategies is seen as an important lever in not only increasing job opportunities

for under-represented and disadvantaged groups, but in also addressing skills shortages. Nine out of

ten trades is experiencing a shortage in skilled workers to meet current and future demand. This

presents a risk to the delivery of construction projects across Australia.

Industry requires an additional 300,00 construction workers by 2024 (Master Builders Association).

Workforce targets are an important way to increase participation, diversity and build industry skills and

capacity.


6

http://abs.gov.au/websitedbs/D3310114.nsf/home/Hom

https://www.facs.nsw.gov.au/

https://www.ncver.edu.au/

https://aes.org.au/

http://www.apprenticeemploymentnetwork.com.au/

https://www.ssi.org.au/services/refugee-employment-support-program

https://www.nawic.com.au/Web/About/Web/About/About_Us.aspx?hkey=29b7bc06-8e62-426e-8b5e-2ba4ef4d3588


Issues to consider as part of your feedback

Do you have any comments on the credit proposed?

In principle, do you support the proposed credit? Yes No

Yes No

Is this credit worth including when compared against others in the rating tool? Yes No

Do you support the detail of the proposed credit?

• Do you agree with the requirements in the Minimum expectation?

• Do you agree with the proposed physical and mental health identified?

• Do you agree with the proposed workforce targets for Exceptional performance? Are

there any targets groups that you recommend be included/ excluded? What

guidance do you recommend are needed to help develop and implement workforce

targets?


7







Outcome


Credit achievement Culture and heritage, Design for inclusion (People); Enjoyable places, Activated places (Places)

Goal 11 (Sustainable Cities and Communities); Goal 16 (Peace, Justice and Strong Institutions)

None

√ √ √

Community engagement

The building must demonstrate that it has engaged with the community during the early design

stages.

The project must produce an Engagement Report using the the International Association for Public

Participation Australasia (IAP2) core values for public participation and to show how it will achieved

the ‘Collaborate’ status.

The IAP2 framework will guide the engagement strategy by including elements such as a value

statement, policy and/or procedures for engagement.

The Engagement Report must provide information on the following:

• List the various community groups in the area, including hard-to-reach groups, and identify

stakeholders by relevant categories (e.g. business, residential, interest groups, government);

• How the local community was reached out to, engaged, and how the data was collected;

• How the engagement data influenced the building design and programming, with supporting

evidence; and

• How decisions were fed back to the community groups that participated in the engagement

activities.


To achieve meaningful engagement, it is recommended that

engagement activities commence as early as possible

(i.e before Development Application) so that the community

is involved from the beginning of the project. Engaging the

community after most of the decisions are made means their

input is unlikely to be reflected; and it is more difficult to

obtain the community’s buy-in.

Guidance tools other than IAP2 are acceptable where it can

be demonstrated that the alternative guideline also strives to

implement an equivalent set of core values in its approach

to the process of public participation.

While it is recognised that demonstrating deep engagement

is difficult and relies on qualitative rather than quantitative

assessment, there are success factors that can be used to

guide the project team during the engagement process.

This will be helped by a focus on:

• Depth of research on community groups and members

to be engaged;

• Diversity of individual participants and groups who were

engaged;

• Rigour in the data collected from community

engagement; and

• Extent to which community engagement influenced the

project.

The local community engaged pre-DA and pre-occupation

can be different from the actual users or occupants. The

purpose of the engagement is not to respond to self-

interests of the individuals, but rather to gather data and

insights on what is important to the existing community and

to build on those values and aspirations. Future users,

occupants and the property owner/manager may have

different views and the place should be designed so that it

can evolve with them.


There are many impacts that a project can have on the broader community. A building that the

community can engage and interact with can transform it into a centre of activity for the community, a

meeting place, a place of cultural significance, and a source of pride to local residents. To achieve this

desired outcome, strong community engagement must be a key component of the design stage.

Conversely, if the community is not encouraged to engage with a building it reduces that project’s

capacity to add value to the community and build trust.

The Community engagement credit is an extension of the current Community benefits Innovation

Challenge. It has a strong focus on encouraging the community to become part of the project and

ultimately influence the design of the building in some way. The Community engagement credit aims

to encourage project teams to go above and beyond what is commonly provided when designing and

developing buildings in Australia.

Additional benefits of effective community engagement include:

• Fewer backlashes and increased buy-ins from the community, along with enhanced trust;

• Enabling the community to connect with each other and build local relationships to support

place evolution;

• Validation of design proposal and opportunity to pivot through data collection and respond to

community inputs;

• Demonstration of community values in building design; and

• Potentially smoother Development Application (DA) process.

Because the built environment has the potential – and responsibility – to build social trust and

cohesion, this credit is a timely introduction into the rating tool.

The community influences the design of the building.

8





Yes No



• Do you feel the current criteria are reflective of best practice in Australia?

• Is 'Collaborate' status on the IAP2 spectrum a reasonable expectation?

• Is there an Exceptional performance level of achievement in this credit? What

should that be?

• Should there be the communication, collaboration and/or governance mechanism to

support ongoing community interaction that will support community cohesion

criteria?

• Would this credit be applicable to all building types? If not, which ones would it not

apply to and why?

Community engagement

9







Outcome


Credit achievement Community engagement; Design quality (People); Enjoyable places, Activated places (Places)

Goal 10 (Reduced Inequalities); Goal 16 (Peace, Justice and Strong Institutions); Goal 11 (Sustainable Cities and Communities)

None

√ √ √ √

Culture, heritage and identity

To achieve this credit, the project team must show that the building’s design reflects and enhances

the local culture, heritage and/ or identity.

The development of an Interpretation Plan is a first step in identifying material issues related to

culture, heritage and identity and is a requirement of achieving this credit. The process for

developing a project specific Interpretation Plan should address the following:

• Identify opportunities to recognise, acknowledge and celebrate Aboriginal and Torres Strait

Islander culture in the project. This can be achieved by:

• Identifying the local Aboriginal and Torre Strait Islander culture, that is the Country

and People

• Undertaking engagement founded on acknowledgement and respect

• Meaningfully participating in the design process

• Investigating opportunities for participating in the project's delivery

• Using ceremony to create enduring partnerships.

• Other local demographics and community identities (e.g. ethnicities, languages, religions, ages

and gender);

• How hidden or minority identities that are not immediately obvious have been researched and

reflected; and

• History and heritage of the place (including indigenous and non-indigenous).

As part of this research, the project must demonstrate that it has meaningfully engaged

with identified community groups. This can be demonstrated by meeting credit Community

engagement in the People category.

The project must then show how the research and engagement conducted above translated into

the design of the building. For example, this can be achieved through:

• Community art or placemaking projects;

• Selection of suppliers/designers of artwork or cultural elements were selected;

• Building elements that tell stories of the past and heritage; and

• Spaces and uses that reflect the local identities.


Public buildings whose occupants/users are likely to be the

local community may require more in-depth community

engagement to ensure they are fit for purpose, inclusive and

to build place attachment from an early stage.

It is recommended that projects undertake the analysis to

inform the projects' strategy and design as early as possible,

preferably before Development Application (DA). This is to

ensure that the research can meaningfully be integrated into

the building design rather than being an afterthought e.g.

spatial designs or land uses that reflect the local culture and

identity is preferable to an add-on graphic design on a

façade.

The culture, identity and heritage reflected in the building

are likely to be those of the past and present. Future users,

occupants and the property owner/manager may have

different views and the place should be designed so that it

can evolve with them.

Aboriginal and Torres Strait Islander design response

should following the eight points from the Australian

Indigenous Design Charter:

• Indigenous led. Ensure Aboriginal representation in the

creation of the design.

• Self-determined. Respect for the rights of Aboriginal

peoples to oversee representation creation of their

culture in design practice.

• Community specific. Ensure respect for the diversity of

Aboriginal and Torres Strait Islander culture by following

community specific cultural protocols.

• Deep listening. Ensure respectful, culturally specific,

personal engagement behaviours for effective

communication and courteous interaction are practiced.

• Impact of design. Always consider the reception and

implications of all designs so that they are respectful to

Indigenous culture.

• Indigenous knowledge. Respectfully ask the client if

there is an aspect to the project, in relation to any

design brief, that may be improved with Indigenous

knowledge.

• Shared knowledge (collaboration, co-creation,

procurement). Develop and implement respectful

methods for all levels of engagement and sharing of

Indigenous knowledge (collaboration, co-creation,

procurement).

• Legal and moral. Demonstrate respect and honour

cultural ownership and intellectual property rights,

including moral rights, and obtain appropriate

permissions where required.


A current Culture, heritage and identity Innovation challenge exists for Green Star – Design & As Built

projects. However, this current Innovation challenge is focused on retaining heritage buildings. The

proposed credit extents into new developments with the opportunity to influence the design of the

building to reflect culture, heritage and identity.

Cultural heritage is critical to the identity of a community. In the context of the urban fabric, cultural

heritage may mean buildings that carry a significant meaning to locals or those that provide a window

to the past.

Key benefits include:

• Contribution to building design quality, complexity, ‘nuance’ – building is more distinctive and

interesting/engaging;

• Memorable, meaningful and unique places that increase place attachment and foot traffic;

• Increase in the occupants' and the general public’s awareness of the place story;

• Procurement of artists, artworks and materials that contribute to the local economy;

• Community building using cultural spaces and programs as a vehicle; and

• Better contextual ‘fit’ for the building.

The building reflects local culture, identify and heritage.

10







Outcome


Exceptional performance Community Engagement; Design Quality (People); Enjoyable Places, Activated Places (Places)

Goal 10 (Reduced Inequalities); Goal 16 (Peace, Justice and Strong Institutions); Goal 11 (Sustainable Cities and Communities)

None

√ √ √ √


The Green Star project being rated must play a central role in the delivery of the targets set in the

organisational Reconciliation Action Plan (RAP). To claim Exceptional performance, the project

team must demonstrate that:

• A key member of the Project Team is part of the organisational RAP Working Group;

• At least 90% of the RAP targets have been met on the project; and

• All implemented actions related to the RAP are publicly reported on the Project's website.

Any design element must be informed by consultation undertaken with the local Aboriginal and

Torres Strait Islander community through nominated representatives.


Where an organisational RAP has already been developed

and endorsed, the project is required to adapt this to the

project under certification. To achieve the Exceptional

performance the project must detail specific engagement,

implementation and actions that have positively influenced

the outcomes of the project.

In order for meaningful engagement to be undertaken, the

nominated representatives must be identified and contacted

as early in the design process as possible. Best practice

guides do exist. Some examples include:

• Engaging with Indigenous Australia— exploring the

conditions for effective relationships with Aboriginal and

Torres Strait Islander communities

• National Science an Environment Program: Indigenous

Engagement Guidelines

Aboriginal and Torres Strait Islander design response

should following the eight points from the Australian

Indigenous Design Charter:

• Indigenous led. Ensure Aboriginal representation in the

creation of the design.

• Self-determined. Respect for the rights of Aboriginal

peoples to oversee representation creation of their

culture in design practice.

• Community specific. Ensure respect for the diversity of

Aboriginal and Torres Strait Islander culture by following

community specific cultural protocols.

• Deep listening. Ensure respectful, culturally specific,

personal engagement behaviours for effective

communication and courteous interaction are practiced.

• Impact of design. Always consider the reception and

implications of all designs so that they are respectful to

Indigenous culture.

• Indigenous knowledge. Respectfully ask the client if

there is an aspect to the project, in relation to any

design brief, that may be improved with Indigenous

knowledge.

• Shared knowledge (collaboration, co-creation,

procurement). Develop and implement respectful

methods for all levels of engagement and sharing of

Indigenous knowledge (collaboration, co-creation,

procurement).

• Legal and moral. Demonstrate respect and honour

cultural ownership and intellectual property rights,

including moral rights, and obtain appropriate

permissions where required.


A current Reconciliation Action Plan (RAP) Innovation challenge exists for Green Star – Design & As

Built projects. Due to uptake, and the desired outcomes the credit delivers, this has been promoted

from Innovation Challenge into the rating tool.

Addressing social inequalities is a key contribution to the sustainable development of an organisation.

One of the major existing social inequalities within Australia is between Indigenous and non-

Indigenous Australians. Through the development of a RAP these inequalities can be addressed in a

formalised manner.

Aboriginal and Torres Strait Islander people have a deep connection to the land and water, and

through their enduring history with the country they are able to bring unique and valuable perspectives

and knowledge to enrich and holistically inform a range of project initiatives, from design to delivery.

The Green Star project being rated must play a central role in the delivery of the RAP.

The building reflects local culture, identify and heritage.

11

https://www.aihw.gov.au/getmedia/7d54eac8-4c95-4de1-91bb-0d6b1cf348e2/ctgc-ip05.pdf.aspx?inline=true

http://www.environment.gov.au/system/files/pages/2f561690-b47e-4bf2-b028-d18739b3486f/files/nesp-indigenous-engagement-guidelines.docx





Yes No



• Should Reconciliation Action Plans be included in the rating tool?

• Is the necessary research in the Interpretation Plan sufficient? Any other types of

research that should be conducted?

• Is the requirement to create a project-specific RAP reasonable? Do you have any

guidance on requirements for this?


12







Outcome


Credit achievement Socially responsible construction practices (People); Responsible procurement (Responsible)

Goal 5 (Gender Equality); Goal 8 (Decent Work and Economic Growth)

None

√ √ √

Social procurement

Social procurement is when organisations use their buying power to generate social benefit

beyond the goods and devices being provided.

In order to achieve this credit the project must direct at least 3% of its CAPEX to the procurement

of goods, services and construction provided by:

• Aboriginal businesses;

• Social enterprises; and/ or

• Disability enterprises.

Enterprise providers must be certified by third party organisations such as Supply Nation, Social

Traders, BuyAbility and government chamber of commerce.

To ensure the successful delivery of the social procurement targets, the project must develop a

Social Procurement Plan/ Strategy (this can be part of an overall project

procurement plan/strategy). The plan must:

• Identify social procurement project objectives;

• Establish clear governance structures to ensure implementation of the social procurement

targets;

• Identify roles and responsibilities in the implementation and monitoring of social procurement

targets and contracts;

• Outline capacity building and training opportunities for project staff as well as contractors and

sub-contractors on social procurement targets;


• Outline the process to collect data from Tier 2 and Tier 3 contractors;


benefits realised; and

• The project must incorporate social procurement targets into key contracts. Contracts must

require data collection, monitoring and reporting; and a framework for incentivising the

achievement of targets.

Projects must report annually and at the time of practical completion:

• Dollar spent and as a proportion of project CAPEX;

• Supplier engaged; and

• Jobs supported.

This credit applies to all building sectors.

Social procurement is the use of strategic procurement

practice to generate social benefits beyond the products

and services required. Social procurement occurs when

organisations intentionally choose to purchase a social

outcome when buying a good, service or delivering works.

Social procurement is being driven at a State level by

a number of governments. The Victorian Social

Procurement Framework is considered a best practice guide

that can be used by projects when developing and

implementing their Social Procurement Strategy/ Plan.

Other existing guidelines include:

• Social Procurement in NSW; and

• Insights into Social Procurement: From Policy to

Practice.

Early engagement with the procurement professionals and

identified supply chain are important success factors.

The accreditation organistaions (i.e. Supply Nation, Social

Traders and BuyAbility for example) provide advisory

services to help projects identify opportunities for suitable

spend and can provide data demonstrating social impacts.


The built environment has a wide and diverse supply chain. In recognition of this, procurement is

increasingly being used to improve environmental and social outcomes beyond the project

boundary.

Directing spend towards enterprises that achieve social outcomes is an effective way to create

employment opportunities for disadvantaged communities and groups such as Aboriginal and Torres

Strait Islander and disabled.

As well as social benefits, encouraging investment in social procurement has the benefit of supporting

small and medium sized enterprises and is a good way of diversifying the supply chain.

This credit builds on the work underway by a number of government organisations at the national,

state and local levels, embedding social procurement in their procurement strategies and targets.

The development facilitates workforce participation and economic development of disadvantaged and under-represented groups through targeted procurement activities.

13

https://buyingfor.vic.gov.au/social-procurement-victorian-government-approach

http://socialprocurementaustralasia.com/wp-content/uploads/2013/09/Social-Procurement-in-NSW-Full-Guide.pdf

http://socialprocurementaustralasia.com/wp-content/uploads/2015/07/SPA-Insights-From-Policy-to-Practice-2015_FINAL.pdf







Outcome


Exceptional performance Socially responsible construction practices (People); Responsible procurement (Responsible)

Goal 5 (Gender Equality); Goal 8 (Decent Work and Economic Growth)

None

√ √ √

Social procurement

Direct at least 6% of the project’s CAPEX to the procurement of goods, services and construction

provided by:

• Aboriginal businesses;

• Social enterprises; and/ or

• Disability enterprises.

Enterprise providers must be certified by third party organisations such as Supply Nation, Social

Traders, BuyAbility and government chamber of commerce.

To ensure the successful delivery of the social procurement targets, the project must develop a

Social Procurement Plan/ Strategy (this can be part of an overall project

procurement plan/strategy). The plan must:

• Identify social procurement project objectives;

• Establish clear governance structures to ensure implementation of the social procurement

targets;

• Identify roles and responsibilities in the implementation and monitoring of social procurement

targets and contracts;

• Outline capacity building and training opportunities for project staff as well as contractors and

sub-contractors on social procurement targets;


• Outline the process to collect data from Tier 2 and Tier 3 contractors;


benefits realised; and

• The project must incorporate social procurement targets into key contracts. Contracts must

require data collection, monitoring and reporting; and a framework for incentivising the

achievement of targets.

Projects must report annually and at the time of practical completion:

• Dollar spent and as a proportion of project CAPEX;

• Supplier engaged; and

• Jobs supported.

Refer to Credit achievement for applicability and guidance. Refer to Credit achievement for rationale.

The development facilitates workforce participation and economic development of disadvantaged and under-represented groups through targeted procurement activities.

14





Yes No



• Do you agree with the specified groups identified in the credit?

• Do you agree with the proposed targets for Credit achievement and

Exceptional performance?

• Are there any other issues that should be added to the requirements of the

Social Procurement Strategy?

• Are there any guidelines or organisations that can be added to support

update of this credit?

Social procurement

15







Outcome


Credit achievement Responsible construction (Responsible)


None

√ √

Design for inclusion

The building’s design must show an increase in design for diversity considerations beyond

legislative requirements.

The credit must enable the navigation and enjoyment of as many stakeholders of diverse ages,

genders, and abilities (physical, sight, sound, mind, spectrum, and others) as possible.

There are three criteria that must be met:

• Equal access to the building: Provide identical, appealing, safe, and secure access in a

manner that does not segregate or stigmatize users through all principal entrance points and

main thoroughfares inside and outside the building.

• Diverse wayfinding: Introduce visual, physical, olfactory, and auditory solutions to help

individuals navigate the site in a safe and enjoyable manner.

• Inclusive spaces: introduce internal and external spaces for a diverse range of users, including

parents, family restrooms, emergency rooms, quiet rooms and social interaction rooms. These

rooms should be accessible to all users.

In addition to the above, the following must also occur:

• Training for the project development team on universal design principles and project goals.

• Training for the future building operations and facilities management team on the design

features that enable inclusivity, how to maintain them properly, and how to respectfully work

with all stakeholders to assist them on their needs.

• Develop policies for the maintenance of the building to ensure a focus on inclusiveness. These

policies should include staff training, cleaning procedures, rapid response for maintenance

issues, and how to manage emergency situations.

• Equal access to the building: Provide identical, appealing, safe, and secure access in a

manner that does not segregate or stigmatize users through all principal entrance points and

main thoroughfares inside and outside the building.


The credit is targeting an includ

There are a number of guidelines that can be used to deliver solutions that go beyond relevant legislation:

• Design for Dignity Guidelines, Australian network ondisability.

• Inclusive design standard, London legacy developmentcorporation

• isUD certification guidelines, Centre for inclusive designand environmental access

• Centre for Excellence in Universal Design, Building forEveryone series

The Design for Inclusion credit fundamentally aims to take more inclusive view of how people access

and engage with a place, and most importantly, how they can do so seamlessly with equity and

dignity.

While this is a new credit to the rating tool, it expands on the successful Universal Design Innovation

Challenge.

The scope of the credit has broadened to address other aspects of inclusivity. The current Universal

Design Innovation Challenge is aimed at providing greater accessibility, this credit looks extends to

expand this to other groups.

The new credit also includes the requirements to develop training and policies to ensure the outcomes

are maximised and continually achieved throughout the operations of the building. It recognises that

designing an inclusive building is the first step, and maintaining it is the second. One without the other

does not deliver optimal outcomes.

The building is welcoming to a diverse population and delivers on their needs.

16

https://www.and.org.au/pages/design-for-dignity.html

https://www.queenelizabetholympicpark.co.uk/-/media/inclusive-design-standards-low-res-final.ashx?la=en

https://www.thisisud.com/dashboard/solutions.php

http://universaldesign.ie/Built-Environment/Building-for-Everyone/Entire-Series-Books-1_10.pdf







Outcome


Exceptional performance Responsible construction (Responsible)


None

√ √

Design for inclusion

As part of the design process, the project team must consult with distinct community community

types to develop a needs analysis that will influence the project.

The consultation must include a balanced cross-section of representation from the disability

community. The consultation must be considerate and relevant to the project. The consultation

process must generate a report that is then used to influence the design of the project.

How the needs analysis is completed will need to be suited to the project and stakeholders –the

end-use, types of users, who is doing the analysis and why the analysis is being done. In

submitting for this project teams will need to describe the needs analysis that was undertaken and

how this contributed to the project’s design solutions. The needs analysis may be formal and

extensive, or informal and focused, depending on the project-specific circumstances.

As a result of the needs analysis, the building must show features that go beyond typical practice.

It must enable the navigation and enjoyment of stakeholders of diverse ages, genders, and

abilities (physical, sight, sound, mind, and others).

Building solutions that are expected to be included would be assistive technologies, emotional

health spaces, acoustic treatments, adaptive strategies, gender, size, and physical appropriate

facilities, etc.

Please see guidance under the Credit achievement.

The Design for Inclusion credit fundamentally aims to take more inclusive view of how people access

and engage with a place, and most importantly, how they can do so seamlessly with equity and

dignity.

While this is a new credit to the rating tool, it expands on the successful Universal Design Innovation

Challenge.

The scope of the credit has broadened to address other aspects of inclusivity. The current Universal

Design Innovation Challenge is aimed at providing greater accessibility, this credit looks extends to

expand this to other groups.

The exceptional performance takes this credit further. Where the credit achievement recognises the

need for better outcomes, the exceptional performance recognises efforts where the community has

been brought onto the project to inform appropriate design solutions.

The building is welcoming to a diverse population and delivers on their needs.

17





Yes No



• The credit takes a much broader view of inclusivity and is relevant to all people using

the building. Is this a reasonable approach, or should it be focused only on those

with disabilities?

• Are there any other guidelines that could be referenced?

• Do you support the proposal to develop training material and policies?

• Are there any building types where universal access in particular is poorly

addressed?

Design for Inclusion

18







Outcome


Credit achievement

The building’s smart technologies and services relying on capturing data were procured following

privacy by design principles. An operational plan is developed to manage any relevant data issues.

In addition, any activities related to data gathering or any systems that may obtain, manage, and

dispose of privacy data are disclosed to building occupants in plain English and in a relevant,

prominent, and accessible place. A process to obtain collected data must also be in place.

Privacy by Design framework

As part of the development of the building, and prior to significant procurement, the project team

must commit to following a ‘Privacy by Design’ framework. As part of the procurement, the project

team must also perform a ‘Privacy Impact Assessment’ for all data capturing technologies in the

building. The assessment must identify potential impacted stakeholders resulting from any manual

or machine data gathering, identify the risks to those stakeholders, and address measures in place

to reduce those impacts. Consideration must be given to meeting legal requirements, fiduciary

obligations, and community expectations.

Procurement of smart technologies

The procurement and installation of smart building technologies must consider:

• Identifying the purpose of data collection

• Reducing the amount of collected data

• Identifying disclosure limitations

• Security and access to data

• Disposal of that data in a safe and secure manner where applicable

The project team must also develop an operational plan related to privacy matters for the

management of the building. The operational plan must be written in plain English, and enable the

facilities management team to understand the privacy implications of all smart technologies

installed. The operational plan must also address what to do in case of a privacy breach and how

to redress the problem. Alternatively, the data management plan (to include privacy issues) must

be incorporated into the building's risk framework management to ensure data privacy breaches

are an intrinsic part of the building's operational management plan.

Disclosure of data to building occupants

The disclosures to occupants must be in plain English, and encourage the active

acknowledgement of the person in providing such data. Passive actions are not acceptable.

Where active acknowledgment is not possible, for example where the data collection is related to

building sensors, beacons, cameras, or some other form of passive identification, the disclosure

must be made prominently and in plain English. In addition to this, more information must be

provided online on what the disclosures mean to them, such as when do they expect their data to

no longer be required by the building management.

Finally, a facility to view, download and explore this data must be made available in a format that

enables a typical person to view the information. The individual should also be able to download

and delete relevant identifiable information. The information does not have to be instantly provided.

A window of 5 to 10 days is acceptable for the user to receive the information.


The privacy by design framework is based aims to

proactively embedding privacy into the procurement,

installation, and operation of smart building technologies.

A privacy impact assessment (PIA) is a systematic

assessment of a project that identifies the impact that the

project might have on the privacy of individuals, and sets out

recommendations for managing, minimizing or eliminating

those impacts.

Resources for this credit include:

• Privacy by Design - The 7 Foundational Principles,

https://www.ipc.on.ca/wp-

content/uploads/Resources/7foundationalprinciples.pdf

• Guide to undertaking privacy impact assessments,

Office of the Australian Information Commissioner,

https://www.oaic.gov.au/privacy/guidance-and-

advice/guide-to-undertaking-privacy-impact-

assessments/


The introduction of smart technologies in the built environment has the capacity to deliver significant

improvements to how buildings perform and are managed. Within the scope of these smart

technologies, a large amount of data is collected to enable their operation.

Captured in this data is a significant amount of information related to how individuals live, work, and

play. In most cases this information is not a cause of concern (e.g. number of people who walk

through a building). In others, the data collected, if not secured and anonymised appropriately can

lead to the loss of privacy for an individual (e.g. which store you walked into on which day).

While there are already laws in place requiring a high level of security, there are still risks to be

considered when deployed in the built environment. For example, increases in excessive monitoring

may hamper the enjoyment of public realm. Alternatively, the public disclosure of monitoring may also

lead to individuals feeling safer while enjoying the amenities provided.

Privacy is a human right. More importantly, it is an expectation that information that is being provided

to an entity, whether by design or accident, is being treated appropriately and securely.

This credit aims to bring privacy to the forefront. Its goal is to ensure privacy considerations are

embedded into the procurement and deployment of any smart building technologies. It also aims to

ensure any data collection activities are clearly disclosed to the user.

19

Responsible Procurement (Responsible)

Goal 8 (Decent Work and Economic Growth); Goal 11 (Sustainable places and Communities), Goal 16 (Peace, Justice and Strong Institutions)

None

√ √ √ √ √

Privacy

The building’s implementation of technology considered and discloses the privacy implications of its deployment on visitors and occupants

https://www.ipc.on.ca/wp-content/uploads/Resources/7foundationalprinciples.pdf

https://www.oaic.gov.au/privacy/guidance-and-advice/guide-to-undertaking-privacy-impact-assessments/





Yes No



• Is the suggested approach appropriate for this credit?

• This credit aims to go beyond legal obligations. Are the requirements doing this?

• This credit is focused on the privacy implications of smart technology deployment.

Are there other privacy implications that should be considered?

Privacy

20







Outcome


Credit achievement

The building’s procurement process enables good design. The building also goes through a design

review process.

Comprehensive Procurement

A comprehensive procurement plan to deliver design quality throughout all project stages is

prepared and followed, including:

• Project Brief including aspiration and delivery of design quality;

• An outline of the procurement process and how design quality is embedded in contractual

arrangements from inception/brief to completion of the project. In the case of novation this

needs to include the extent of design development and documentation before novation;

• A statement by the Quantity Surveyor that the budget is appropriate for the aspiration

of the project;

• An independent design review process. Commitment and then reports about how

recommendations from the independent design reviews have been taken on board;

• The program showing:

• Sufficient time allocation for each design and documentation stage

• Independent design review points in each design and documentation stage. (Note:

guidance: not at the end of design stages but early on, where changes can be made)

• Inclusion of the design team and/or independent reviewers in any value management

and other processes that can impact design

• Alignment with existing design quality processes such as the City of Sydney

Competitive Design Policy

• A plan how design quality is made a shared responsibility by key players

• As the project progresses respective evidence for the execution of the procurement plan must

be provided (e.g. design review reports, incorporation of recommendations etc.)

Design Review

Design reviews are held at key points in the development of the design. At a minimum, these

should occur as follows:

• Design Review during concept/schematic design stage, to ensure that proponents can take

advantage of the advice offered at a time where the design is flexible enough to accommodate

change without impacting on time and cost constraints.

• A subsequent review should typically occur at a stage when the design has been further

progressed. This review session will typically occur during design development.

• At building permit stage (after development approval) it is suggested that a check takes place

by the Design Review Panel Chair or delegate, to ensure that the design quality of the

proposal is consistent with the approved development application and any relevant conditions

related to design quality.


The design review must be included in the design and

planning process

The design review panel must be made up of experienced

professionals

Design reviews may be either in-house, mixed, or fully

independent of the project

The design review must use comprehensive terms of

reference during the project’s design and design

development phase. The Green Star for New Buildings

submission guidelines outline a number of issues that may

also compliment the design review. Project teams that are

unable to meet specific Green Star criteria, can show that

they have used the sought outcomes as a guide for the

process outlined in this credit.

Resources for this credit:

• Australian institute of Architects, Competition policy

• Government Architect NSW, Better Placed

• Office of the Victorian Government Architect

• Government as Smart Client

• The Case for Good Design

• Good Design Publication Series

• Design WA, Better Places, Better Spaces

The design of a building has implications that extend beyond the building itself. Not only does good

design help deliver better outcomes such as energy efficiency or resilience, but it also contributes to

the ‘look and feel’ of the place in which it is located.

Design is not always given the attention is requires due to tight delivery timelines. The emphasis

becomes about designing a building that meets regulatory requirements, and is able to be constructed

in as short a time as possible. While this is by no means standard practice, it occurs enough to be an

issue, and something that Green Star is potentially able to influence. Thus, the credit seeks to embed

good design principles into the early stages of the projects lifecycle as possible.

Some aspects of good design can be measured quantitatively, such as many sustainability measures

(e.g. through other green star credits), length of activated façade, durability of façade material etc..

Many aspects of a design concept and the design response as whole are often a qualitative

assessment however. This is partly because there are often different ways to arrive at a good design

solution but also because of the inability to squeeze good design into a set of rules and numbers. To

evaluate design therefore requires specific independent expertise and review. The design and

specialist technical expertise of the reviewers is critical in giving constructive peer-feedback to ensure

that the design response is comprehensive and coherent.

Engaging in design review improves the design quality of projects and can speed up the planning

process, leading to quicker delivery of high-quality buildings and places that provide a wide range of

benefits to occupants, neighbours and the broader community.

Design teams can benefit from design review by:

• confirming the validity of design approaches early, before detailed design occurs

• receiving constructive independent advice including recommendations for change early, when it is

most likely to be useful and more easily implemented i.e. before too many project variables are set

• receiving support for good design and innovative proposals

Developers can benefit from design review by:

• receiving expert independent advice on the design quality of their project

• providing the flexibility needed to pursue improved outcomes

• reducing risks and costs of delays in the planning process that can result from inadequate design

quality by identifying weaknesses within the design at the earliest possible opportunity, when

changes are less costly

• increasing the confidence of clients and designers to pursue innovative solutions

A design review process is an effective way to demonstrate that a building has been designed under

these principles.

Ultimately, buildings should be designed that maximises outcomes whilst still delivering the functional

requirements needed to meet client expectations, and achieve the desired Green Star rating.

21

Enjoyable Places, Contribution to Place (Places); Responsible Procurement (Responsible)

Goal 8 (Decent Work and Economic Growth)

None

√ √ √

Design Quality

The development is of lasting high quality of design to its occupants, the community and the environment.





Yes No



• Do you feel the pathways will deliver the intended outcomes? If not, what else could

you required to demonstrate compliance with the credit?

• Are there any development that can’t appoint a design review panel? Which ones,

and what are the reasons for this?

• Are there alternatives to a design review panel that could deliver the same intended

outcome? What are these?

• Should more work be done to define the different design review options? In-house vs

internal reviews?

• Does the independence of the design review matter?

• Should other disciplines be involved in delivering design quality?

Design Quality

22

General Feedback

Please add in comments you have about the People category in general:

23

green star for new buildings: people draft credits · • gender inclusive fit-for-purpose personal...

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