monash university esd guide

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4 Earths

Monash University Guide for

Design & Management ofEcologically Sustainable Buildings:

the Eco-Accord model

Part 1: Introduction to Guide

Part 2: Ecologically Sustainable Design Guide

Part 3: Ecologically Sustainable Management Plan

October 2006


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4 Earths

Prepared for Monash University by the:Facilities and Services DivisionOctober 2006

Monash University 2006. This work is copyright. Apart from any use as permitted under theCopyright Act 1968, no part may be reproduced by any process without prior written

permission from Monash University.

Approval concerning reproduction should be directed to the Office of the Divisional DirectorFacilities and Services Division Monash University or as defined in the terms of engagementwhen being copied for use in approved university projects.

*The Eco-Accord logo, the 4 Earths' signifies our resource intensive lifestyle and the need toreduce the magnitude of our current unsustainable rate of resource consumption.


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4 Earths

Monash University Guide for Design & Management ofEcologically Sustainable Buildings:


Table of Contents

Page No.

Part 1: Introduction to Guide 8

1.0 Executive Summary 82.0 Program Purpose 93.0 Eco-Accord model 9

3.1 Model Overview 93.2 Relationship of the Parts 103.3 How to Use this Model 103.4 The Eco-Accord Steps 11

4.0 Importance of ESD 125.0 Monash and the Environment 12

5.1 University Commitments 12

5.2 University Strategies for Improvement 135.3 Current University Performance 135.4 Risks and Need for Change 145.5 University Benefits from Change 15

6.0 Principles of Sustainable Development 166.1 Environmental Sustainability 166.2 Sustainable Developments (Green Buildings) 17

7.0 Guide Development 187.1 First version 187.2 International Practice 19

7.3 Local Practice 208.0 Principles of the Eco-Accord Model 21

8.1 Design Guide 208.1.1 Design Guide Overview 218.1.2 ESD strategies 218.1.3 Quality Design Guide 21

8.2 Management Plan 228.2.1 Management Plan Overview 228.2.2 Design Standards 228.2.3 Process management 238.2.4 Quality Management Plan 23


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1.0 Introduction to Part 2 26

Eco-Accord:

step 1Corporate Aim: 281.0 Strategies: 281.1 Monash Directions 2025: 281.2 Environmental Policy: 28

1.2.1 Natural environment; 29

1.3 Campus Developments: 291.3.1 Sustainable development; 29

2.0 Resources: 293.0 Summary of Findings: 29

Eco-Accord:step 2Stakeholder Relationships: 301.0 Strategies: 301.1 Client TeamEstablishment: 30

1.1.1 Resource requirements; 30

1.2 Consultant Selection: 311.1.2 Consultants capabilities; 31

1.3 Project Management: 311.1.3 Management relationships; 31


Eco-Accord:step 3Site Analysis: 331.0 Strategies: 33

1.1 Site Environs survey: 331.1.1 Features survey: 331.1 2 Environmental Conditions: 341.1.3 Landscape Review: 34

1.2 Cultural Heritage: 341.2.1 Heritage: 34

1.3 Geotechnical: 341.3.1 Geological features: 34

1.4 Infrastructure: 351.4.1 Existing services; 35

1.5 Site Linkages: 351.5.1 Facilities and features; 35

1.6 Site Transport: 351.6.1 Transportation Links; 35

1.7 Hazards & Risks: 351.7.1 Hazards; 35


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Table of Contents

Eco-Accord:step 4Site Modelling 371.0 Strategies: 37

1.1 Bioclimatic Review: 381.1.1 Topographical features: 381.1.2 Environmental conditions: 381.1.3 Landscape review: 38

1.2 Site Review: 381.2.1 Site identification: 391.2.2 Linkage and access: 39

1.3 Cultural Heritage: 401.3.1 Values and waste: 40

1.4 Site Planning: 401.4.1 Siting and retention: 40

1.5 Mitigation of Hazards & Risks: 411.5.1 Nuisance and risk:

1.6 Innovation: 41

1.6.1 Consumption and reuse:


Eco-Accord:step 5Project Design: 431.0 Strategies: 43

1.1 Bioclimatic Design: 441.1.1 Seasonal variations; 441.1.2 Topographical features; 441.1.3 Built form; 44

1.2 Building Design: 451.2.1 Building envelope; 451.2.2 Building form; 451.2.3 Building features; 45

1.3 Spatial Design: 461.3.1 Functional areas; 461.3.2 Space planning 461.3.3 Space Types; 471.1.4 External infrastructure; 47

1.4 Building Technologies: 471.4.1 Lighting Design: 481.4.2 Heating Ventilation and Cooling: 491.4.3 Mechanical Systems 501.4.4 Energy Management: 51

1.5 Interior Architecture: 511.5.1 Indoor Air Quality: 521.5.2 Visual Quality: 521.5.3 Acoustic Quality: 53

1.6 Materials Selection: 541.6.1 Procurement: 551.6.2 Design Principles: 55

1.7 Water conservation: 561.7.1 Water consumption: 56

1.7.2 Water conservation: 56

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1.8 Landscape Design: 571.8.1 Natural eco-systems: 571.8.2 Landscape Design Principles: 571.8.3 Civil works & amenity: 58

1.9 Operational Requirements: 59

1.9.1 Service operations: 591.10 Innovation: 591.10.1 Energy and resource management: 59


Eco-Accord:step 6Project Delivery: 611.0 Strategies:

1.1 Contract Performance Requirements: 611.1.1 Contractual management; 62

1.1.2 Project management; 621.2 Contractor selection: 63

1.2.1 Selection Criteria 64

1.3 Commissioning: 641.3.1 Commissioning; 641.3.2 Completion; 64


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Table of Contents

Part 3: Ecologically Sustainable Management Plan

1.0 Introduction to Part 3 66

Eco-Accord:step 1Corporate Aim: 681.0 Compliance to Strategies: 68

1.1 Monash Directions 2025: 681.2 Environmental Policy: 68

1.2.1 Natural environment; 68

1.3 Campus Developments: 691.3.1 Sustainable development; 69

2.0 Resource Outputs: 693.0 Summary of Findings: 69

Corporate Aim Statement of Compliance: 71

Corporate Aim Outputs: 72

Eco-Accord:step 2Stakeholder Relationships: 731.0 Compliance to Strategies: 73

1.1 Client TeamEstablishment: 731.1.1 Resource requirements; 73

1.2 Consultant Selection: 731.1.2 Consultants capabilities; 73

1.3 Project Management: 741.1.3 Management relationships; 74


Stakeholder Relationships Statement of Compliance: 76Stakeholder Relationships Outputs: 77

Eco-Accord:step 3Site Analysis: 781.0 Compliance to Strategies 78

1.1 Site Environs survey: 781.1.1 Features survey: 781.1 2 Environmental Conditions: 78

1.1.3 Landscape Review: 781.2 Cultural Heritage: 79

1.2.1 Heritage: 79

1.3 Geotechnical: 791.3.1 Geological features: 79

1.4 Infrastructure: 791.4.1 Existing services; 79

1.5 Site Linkages: 801.5.1 Facilities and features; 80

1.6 Site Transport: 811.6.1 Transportation Links; 81

1.7 Hazards & Risks: 81

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1.7.1 Hazards; 81


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Site Analysis Statement of Compliance: 83Site Analysis Outputs: 84

Eco-Accord:step 4Site Modelling: 851.0 Compliance to Strategies: 85

1.1 Bioclimatic Review: 851.1.1 Topographical features: 851.1.2 Environmental conditions: 851.1.3 Landscape review: 85

1.2 Site Review: 861.2.1 Site identification: 861.2.2 Linkage and access: 86

1.3 Cultural Heritage: 86

1.3.1 Values and waste: 861.4 Site Planning: 87

1.4.1 Siting and retention: 87

1.5 Mitigation of Hazards & Risks: 871.5.1 Nuisance and risk: 87

1.6 Innovation: 881.6.1 Consumption and reuse: 88


Site Modelling Statement of Compliance: 90Site Modelling Outputs: 91

Eco-Accord:step 5Project Design: 921.0 Compliance to Strategies 92

1.1 Bioclimatic Design: 921.1.1 Seasonal variations; 921.1.2 Topographical features; 921.1.3 Built form; 92

1.2 Building Design: 931.2.1 Building envelope; 931.2.2 Building form; 931.2.3 Building features; 93

1.3 Spatial Design: 931.3.1 Functional areas; 931.3.2 Space planning 931.3.3 Space Types; 93

1.4 Building Technologies: 941.4.1 Lighting Design: 941.4.2 Heating Ventilation and Cooling: 941.4.3 Mechanical Systems 941.4.4 Energy Management: 94

1.5 Interior Architecture: 951.5.1 Indoor Air Quality: 95

1.4.2 Visual Quality: 95

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1.4.3 Acoustic Quality: 95


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1.6 Materials Selection: 951.6.1 Procurement: 951.6.2 Design Principles: 96

1.7 Water conservation: 961.7.1 Water consumption: 96

1.7.2 Water conservation: 961.8 Landscape Design: 971.8.1 Natural eco-systems: 971.8.2 Landscape Design Principles: 971.8.3 Civil works & amenity: 97

1.9 Operational Requirements: 971.9.1 Service operations: 97

1.10 Innovation: 981.10.1 Energy and resource management: 98


Site Modelling Statement of Compliance: 100Site Modelling Outputs: 101

Eco-Accord:step 6Project Delivery: 1021.0 Compliance to Strategies : 1021.1 Contract Performance Requirements: 103

1.1.1 Contractual management; 1021.1.2 Project management; 102

1.2 Contractor selection: 103

1.2.1 Selection Criteria 1031.3 Commissioning: 199

1.3.1 Commissioning; 1991.3.2 Completion; 103


Project Delivery Statement of Compliance: 105Project Delivery Outputs: 106

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4 Earths



Part 1: Introduction to Guide

1.0 Executive Summary

The Monash University Guide for Design and Management of Ecologically Sustainable

Buildings: the Eco-Accord Model (the Guide) is a project management tool and a resource forthe procurement of new building projects and the refurbishment of existing buildings.

The Australian and Victorian governments warn of the implications of climate change andpromote the need for building developments to be ecologically sustainable.

Globally buildings and construction activity consumes forty percent of the worlds materialsand energy. Thirty per cent of newly-built or renovated buildings suffer from sick buildingsyndrome causing health concerns for the occupants (Roodman and Lenssen 1995).

In Victoria, energy use in commercial buildings is responsible for around twelve per cent ofthe States total greenhouse gas emissions (Victorian greenhouse strategy action plan 2005).

The quality and performance of the Monashs capital buildings, infrastructure and assets arethe major source of the Universitys greenhouse gas emissions and greatly contribute to theexcessive consumption of natural resources by the University. In terms of total consumptionMonash is one of the highest users of water and energy of all Australian universities.

To ensure projects are ecologically sustainable requires a whole of organisation approach.This approach requires that necessary cultural changes are embedded into the organisationalong with the provision of new project management tools and the provision of EcologicallySustainable Design (ESD) advice.

The Guide is a part of an overall approach to inform the University executive, projectmanagers, consultants and the wider University community on the principles of ESD. TheEPC approved the Guide in principle and now requires it to be implemented throughout all of

the universitys operations (EPC Meeting May 2006).

Further, this resource and the expected improvements arising from its adoption will enhancethe educational experience of Monash students and researchers engaged in Universityprograms. On completion, buildings will be better places in which to study, work and live.ESD buildings improve human well-being as measured by occupant health and productivity,can cost less to operate, are more adaptable to alternative uses and can have longereconomic lives.

In summary, the purpose of the Guide is to ensure University building projects cause lessenvironmental impact and provide more benefits than traditional institutional facilities.

The adoption of this first version of the Guide will be a further demonstration of the Monash

Universitys Statement of Purpose commitment to a sustainable environment.


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Part 1 Introduction to Design Guide & Management Plan

2.0 Program Purpose

The Guide is a project management tool and resource for the procurement of new buildingsand the refurbishment of existing buildings to ensure these developments are ecologicallysustainable.

Australian and Victorian governments climate change strategies indicate the importance ofensuring developments are ecologically sustainable. Monash Universitys Statement ofPurpose, their Environmental Policy and commitments to the wider community requiresMonash to demonstrate leadership and ensure buildings are ecologically sustainable.

To ensure buildings are ecologically sustainable requires a whole of organisation approach.To achieve this requires the necessary cultural changes be embedded in the organisation,along with the need to adopt new project management tools and the provision of advice,knowledge and training.

The development of the Management Plan and Design Guide and the Eco-Accord model ispart of this overall approach and a means to inform the University executive, project

managers, consultants and the wider university community on the principles of ecologicaldevelopment.

In the development of the Eco-Accord model knowledge has been drawn from a range ofsources made available by national and international government authorities, variousagencies, non-profit industry associations, other universities and some environmentaladvocacy groups.

The knowledge gained has been used to consider how ecologically sustainable designprinciples can inform the procurement process of new building projects and the refurbishmentof existing buildings to ensure buildings are ecologically sustainable. The Guide has beenprepared by the Facilities and Services Division of Monash University under the guidance ofthe University Environmental Policy Committee (EPC) ESD working party and in consultation

with key university stakeholders.

The EPC ESD working party determined a need for a process and environmental standardsto ensure building projects are well designed, appropriately managed and to maximise usagefor their intended life. Further, there is a need to document the principles of ESD, providetraining for those involved in designing, delivering, maintaining and using buildings and tomake this information available to the wider University community.

The EPC approved the Guide in principle and now requires it to be implemented throughoutall of the universitys operations (EPC Meeting May 2006).

3.0 Eco-Accord Model

3.1 Model Overview

To ensure proper project management and adequate provision of information for thoseinvolved in the procurement and use of building projects, a project procurement process hasbeen developed titled the Eco-Accord model.

The model will enable all those with a general or specific interest to be informed and engagedas required in the procurement process and the ongoing operation of a building.

As well as being able to inform the people who use the facilities and the key stakeholders, theEco-Accord model provides an opportunity for University staff and students with an academic

interest in sustainable developments to learn from the projects outputs and outcomesthroughout the procurement process.

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The resultant program: the ESD: Management Plan and Design Guide using the Eco-Accordmodel has established three related and integrated parts. These are:

Part 1: Introduction; Part 2: Ecologically Sustainable Development Design Guide; and Part 3: Ecologically Sustainable Development Management Plan.

3.2 Relationship of the Parts

The relationship between the three parts of the overall program model is as follows.

Part 1: Introduction: presents the case of ESD in context with government and Universitystrategies, policies and commitments; describes the Eco-Accord model; outlines the principlesof ESD (green buildings); promotes the benefits Monash can expect ESD developments; andestablishes a resource for wider educational purposes.

Part 2: Ecologically Sustainable Development: Design Guide: provides the projectmanagement strategies to be adopted and the step-by-step approach to be taken in theprocurement of University projects. It includes the ESD design principles and technicaladvice for review.

Part 3: Ecologically Sustainable Development: Management Plan: documents the Monashproject management process and ESD project standards, using the same step-by-stepapproach. It includes the project ESD checklists, quality review cycle, University standards tobe adopted and the approval processes required to ensure projects are ecologicallysustainable. Further, the outputs and outcomes are made available for wider reference.

The quality process adopted for the review of each stages outputs in Parts 2 and 3 is in linewith the Monash Quality Cycle of Plan, Act, Evaluate and Improve.

3.3 How to Use this Model

The purpose of having the program prepared in three parts is that it is not necessary foreveryone to read all sections. The model responds to the need that the overall programrequires a whole of organisation approach. However you only need to read the Part relevantto your role in the project procurement process.

Part 1 is mostly useful for the universitys higher level management to identify and confirm theprograms overall linkages to university commitments and policies.

Part 2 mostly informs the project designers, contract managers, contractors and internalproject managers of the strategies and technical design advice required to achieve

ecologically sustainable (green) buildings.

Part 3 is for use by the project team under the guidance of the project manager to ensure thatthe ESD strategies have been comprehensively considered and reviewed before gaining thenecessary project approvals at all levels of the university and before proceeding any furtherwith the overall procurement of the project.

The three tiers of facility management including the building occupants relationships withfacility managers and operational staff is also expressed in the model.

Future improvements to the Guide will be mostly achieved through communication andconsultation with the various key stakeholders within the university, by reviewing theperformance of the building projects overtime and the evaluation of new standards in ESD.

The intent of the three parts of the model is explained further in Figure 1 page 24.

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3.4 The Eco-Accord Steps

The Eco-Accord model requires the use of a step-by-step approach in the procurement ofuniversity projects. Each Eco-Accord step includes the project management strategies andoutcomes that are considered critical in ensuring a project is well managed from itsconception through to occupation. The steps are common to Part 2 and Part 3.

The purpose of Guide and the Eco-Accord model is to ensure University building projectscause less environmental impact, provide more benefits than traditional institutional facilities,and ensure outcomes are in-line with the Universitys Statement of Purpose.

The program begins by ensuring there is high level organisational support for the project to bean environmentally sustainable development and concludes with confirming the project ESDobjectives have been met on delivery. It requires the process is public and transparent so theoutputs and benefits can be easily reviewed and is readily available for educational purposes.

The Eco-Accord steps are common to Part 2 and Part 3 and include:

Eco-Accord Step 1: Corporate Aim Eco-Accord Step 2: Stakeholder Relationships Eco-Accord Step 3: Site Analysis Eco-Accord Step 4: Site Modelling Eco-Accord Step 5: Project Planning Eco-Accord Step 6: Project Delivery

Eco-Accord Step 1: Corporate Aim requires agreement at the highest organisational level theproject is to be a sustainable development.

Eco-Accord Step 2: Stakeholder Relationships requires the internal project team to beadequately resourced and suitably qualified consultants are engaged.

Eco-Accord Step 3: Site Analysis requires the project sites natural and physical environmentto be assessed.

Eco-Accord Step 4: Site Modelling determines the ESD design opportunities and constraints.

Eco-Accord Step 5: Project Planning ensures the natural environment is preserved, theprojects adverse impacts are reduced and the development takes advantage of the naturalenvironment.

Eco-Accord Step 6 Project Delivery ensures the project conforms with is ESD principles.

At the completion of each step, it is necessary for the project team to report on any conditionsor qualifications regarding the ability to undertake the project as originally intended. The team

must advise on any pitfalls, reach accord in respect to the projects scope and intent at eachof the models steps, sign off the project step, and seek endorsement and approval toproceed to the next program step.

At the completion of each step there is a requirement to publicly report on the outputs andoutcomes of each stage regardless of the rate of success. This public reporting can be usedas an educational resource for review and for the engagement of interest groups internal orexternal to the University.

Involvement and participation can range from the inclusion of success stories in Universitypublications to detailed interrogation by those working in related fields of academicendeavour, including presentations and case studies for students.

The relationship of the model is demonstrated in the program model detailing the six Eco-Accord steps designed for Part 2 and Part 3. Refer to Figure 2 page 25.

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4.0 Importance of ESD

The Australian Government advises there is growing recognition Australia has to look beyondeconomic progress to achieve sustainable society. Sustainable development must beecologically sustainable (Australian Government Ecologically Sustainable Development2005).

The Australian Department of the Environment and Heritage (DEH) warns, existingpressures from human settlements are not consistent with a sustainable environment andthere is a high and increasing per capita energy usage in human settlements leading toincrease in greenhouse gas emissions... (State of the Environment Summary DEH 2001).

The State Government of Victoria says the most serious environmental problem facing theglobal community is climate change and Victoria has an important role to play:-our emissionsdo matter (Victorian Greenhouse Strategy Update 2005).

The United Nations promotes sustainable development rests on the three pillars of:environmental protection, economic development and social progress and involves issues of

international relevance such as poverty reduction, climate change and the conservation ofbiodiversity (Our Common Future 1987).

Australias National Strategy for ESD defines ecologically sustainable development asusing, conserving and enhancing the communities resources so that ecological processes,on which life depends, are maintained, and the total quality of life, now and in the future, canbe increased.

The Victorian Government promotes that university and TAFE sectors have a strategic role toplay in developing a skilled and informed workforce capable of responding to the challenge ofclimate change (Greenhouse Strategy Action Plan Update 2005).

The Victorian Government commissioned the Environment Protection Authority (EPA) to

determine what Victorians demand of nature to sustain our lifestyle. The EPA calculated thatif the entire world lived as we do in Victoria, four planet Earths would be needed to supply theresources (The Ecological Footprint Assessing Victorias Demand on Nature).

The Eco-Accord logo, the earth and the number 4 represents our resource intensive lifestyle and theneed to reduce the magnitude of our current unsustainable rate of resource consumption.

5.0 Monash and the Environment

5.1 University Commitments

Monash was founded by an act of Parliament in 1958 and originally located in Clayton. Sincethen Monash has expanded to become one of Australias largest and most prestigiousuniversities. Monash locally has established a presence in Parkville, Caulfield, Peninsula,Berwick and Gippsland. Internationally Monash has campuses in Malaysia and South Africaand centres in London (United Kingdom) and Prato (Italy).

Monash University takes seriously the importance of ESD and the challenges of climatechange. The University has declared this in their Statement of Purpose: Monash Universityseeks to improve the human condition by advancing knowledge and fostering creativity. Itdoes so through research and education and a commitment to social justice, human rightsand a sustainable environment (Monash Directions 2025). Monash is also committed toresearch and educational programs that embrace themes and problems relevant to theregions and countries in which they take place and the major issues of our times (Monash

Directions 2025).

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The Universitys Environmental Policy (2002) makes a strong statement about theenvironment. It states: Monash recognises its duty to the wider community to minimise itsown environmental impacts through the implementation of sustainable and environmentalbest practice in all aspects of its operations and continuous development of innovativeapproaches to environmental management. It also states that Monash University respects thenatural environmentand its life supporting ecosystems, and recognises the adverse impacts

human activities can impose on the natural environment. The Policy indicates the key toreducing the Universitys adverse environmental impacts is a life cycle assessment of theinfrastructure, resources, products and services.

5.2 University Strategies for Improvement

The Universitys planning strategy Monash Directions 2025 states that Monash aims to beranked as one of the best universities in the world on reputable indices by 2025. Monash hasestablished strategic planning frameworks to inform the wider University of activities requiredto advance specific policies and programs.

To respond to the challenges of climate change Monash has adopted a number of planningstrategies. The Annual Environmental Sustainability Plan outlines the activities and theimplementation strategies to be adopted to meet the objectives of the Environmental Policyand includes performance targets, measures, and timelines and identifies the faculty ordivision that is accountable for their implementation.

Monash compares the Universitys current and historic environmental impacts with itsAustralian counterparts, namely the Group of Eight (Go8). The Go8 represent Australiasleading research universities. The Go8s mission statement is: building the intellectual, social,cultural and economic excellence of Australias future.

The future environmental performance measures to be adopted by Monash are beingestablished for the period 2006-2010. The measures include requirements for InstitutionalInfrastructure and Operations which will have the most impact on the design, delivery andoperation of University projects. These include setting performance measures and targets for:improvements to buildings and properties; water conservation; reduction in energyconsumption; transport initiatives; reduction in waste, reuse and recycling; and procurementof goods and services.

5.3 Current University Performance

Two critical measures of sustainability are the amounts of water and energy consumed by theUniversity. In terms of total consumption Monash is one of the highest users of water andenergy of all Australian universities. Monash has adopted a range of strategies in responseto this including cultural change programs and improvements to infrastructure. However the

of consumption of energy continues to increase.

To reduce the Monashs impact on the environment (greenhouse gas emissions) theUniversity has committed to purchasing ten per cent of the electrical energy consumed in theform of Green Power. However Monash remains the university producing the mostgreenhouse gas emissions of any Australian university.

To improve Monashs performance, the Vice Chancellor launched a campaign to reduce totalenergy use by 20 per cent per Effective Fulltime Student Load (EFTLS) by 2010 based on2005 consumption levels. The setting of this target was strongly influenced by a national andlocal student campaign to reduce Monashs contribution to climate change.

Other environmental initiatives aimed at improving the Universitys environmental

performance are the Green Office Program, the Waste Wise program, membership to theGreenhouse Challenge Plus program and green purchasing commitments.

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5.4 Risks and Need for Change

To improve Monashs environmental performance, the University is continually developingcomprehensive environmental plans and setting higher order performance targets for criticalactivities. The University measures performance against these targets. The need to ensuredevelopments are ecologically sustainable has been identified as one of the most critical

activities to be acted upon.

There is increasing community awareness and growing government concerns, at all levels, forthe need to take action and respond to the challenges of climate change. If Monash does notensure developments are ecologically sustainable, the University is further at risk of havingexternal groups establishing requirements.

If the University does not act, external authorities, agencies and industry groups mayestablish universal project standards, reporting procedures and approval processes. Ifexternally imposed standards are generic, they may be difficult to achieve in the universitycontext. There may also be requirements to prepare reports to various agencies andauthorities on the project standards as a part of a projects approval process. A need tocommission independent auditors to review developments and confirm compliance to thesestandards may arise.

The added complexity and reporting that comes with any externally imposed system will mostlikely result in additional administrative requirements, adding to staff workloads and increasingproject costs.

Governments, along with industry associations, are already introducing additional proceduresin response to environmental concerns. Some of the government and industry initiativescurrently in planning will likely affect university developments and operations,. Some recentdevelopments testify to this and include:

Example 1: Australian Government legislation.

The Australian Government has recently passed legislation requiring that from July 2006corporations using more than 0.5 petajoules (PJ) of energy per year to undertake a rigorousassessment of Energy Efficiency Opportunities (EEO) every five years and report publicly onthe outcomes. This program was established to capture what the Australian Bureau ofStatistics identified as being the top 250 energy consuming businesses in Australia.

The Universitys use of energy is already above this level and will most likely need to complywith this legislation. New building projects and refurbishments may need to be reviewed todetermine compliance with the intent of the EEO program, to reduce operational energyconsumption.

Example 2: Building Codes.

The Australian Building Codes Board (ABCB) is a joint initiative of all levels of government inAustralia and the building industry. The ABCB has decided to include energy efficiencymeasures for commercial buildings in the Building Code of Australia (BCA) 2006. Some of theUniversitys building projects, particularly those partly or wholly built for commercial use, mayneed to comply with these standards.

Example 3: Town Planning.

The City of Melbourne has recently adopted a new policy, to obtain a town planning permit fora commercial building, the project has to be a minimum of a four star rating under theAustralian Green Building Councils (AGBC) Green-star rating system.Any Monash project in the City of Melbourne, or in other municipalities that adopt similar

policies, could require future Monash projects to meet such standards.

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At present the AGBC is developing a Green-star rating tool for hospital developments andplan to develop a rating tool for university projects. The new process and standards changespromoted in Guide may be advance of what will soon become universally acceptedstandards.

By adopting Eco-Accord Monash can demonstrate it is actively responding to the challenges

of climate change by reducing the Universitys environmental impacts and recognising theneed consumption of natural resources.

5.5 University Benefits from Change

Monash will benefit in many ways by adopting the principles of ecologically sustainabledevelopment. Benefits include financial savings arising from reduced operational costs forthe designed life of the buildings; decreased energy use from grid sources; less consumptionof potable water; and reduced waste disposal costs.

Students will benefit also, including improving the quality of their learning. An American studyof students in three cities found students in classrooms with the greatest amount of daylightperformed up to 20 per cent better than those in classrooms that had little daylight(Heschong-Mahone Group Day Lighting in Schools 1999).

Reported staff benefits include improved occupant health, comfort and productivity. Buildingswith good overall environmental quality can reduce the rate of respiratory disease, allergiesand asthma. This, in turn, translates to greater staff productivity from reduced absenteeismcaused by illness. Reductions in staff turnover in ESD buildings have been reported whichcontributes to a more informed and efficient work force.

One example of the benefits of a healthier workplace is from the telecommunicationscompany, Veriphone. Eighteen months after Veriphone employees began working in abuilding retrofitted to cut indoor pollution and improve indoor environmental quality,absenteeism rates were down 40 per cent and productivity was up more than five per cent(US Environmental Protection Agency, Indoor Air Quality 2003).

Monashs annual operating costs are approximately half the total asset value when includingthe Universitys properties, infrastructure and equipment. As staff costs are a significantproportion of the operating costs, improving and maintaining staff health and productivity areimportant factors in securing the Universitys future.

Broader institutional benefits include: financial gains as developments are less reliant on theuse of personal motor cars; better utilisation of existing facilities; and higher qualityinfrastructure. Significant reductions in total project costs can be achieved with: more efficientfacilities; smaller building floor plates; greater flexibility of use; and adaptable infrastructure toaccommodate institutional churn.

Efficiencies can be gained by building occupants using different spaces internal and externalto buildings. For example, the new National Bank of Australia (NAB) headquarters located inDocklands provides opportunities for people to meet and interact in of non-traditional wayssuch as using modified circulation spaces.

The possibility for improving communication and providing enhanced opportunities for socialinteraction in educational facilities can be achieved by better utilisation of the public spaces.Examples of improved communication and interaction are: circulation spaces provided withamenities for working such as tables, power points for laptops etc. and lounges, open meetingareas and even outdoor spaces can be used for some classroom and tutorial activities, inaddition to their primary purpose.

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A projects capital cost and ongoing operational cost can be reduced by providing higherquality outdoor spaces with shade and shelter or by designing innovative hybrid spaces thatcan be readily converted from indoor to outdoor spaces, as needs arise and weather permits.Victorias and particularly Melbournes climate is very mild for most of the year and given theextreme heat of summers is mostly experienced outside of the normal academic semester;the milder term time is quite conducive to making better use of indoor/outdoor spaces. Some

social spaces can be improved by providing directly for educational activities such as,creating IT Hot Spots.

6.0 Principles of Sustainable Development

6.1 Environmental Sustainability

According to Canada International Development Agencys (CIDA) Policy for EnvironmentalSustainability, sustainable development requires three concepts to be considered andapplied. These are:

1. the ecological basis for development, to recognise the productive potential andecosystem limits to development in a given area;

2. the economic value of the environment and means for recognising environmentalvalues in economic decision making; and

3. the relationships among poverty, population dynamics natural resource consumptionand environmental degradation.

The Australian university and higher education sector peak body for facilities management,the Tertiary Education Facilities Management Association (TEFMA), has adopted theAustralian National Strategy (ANS) for Ecologically Sustainable Development (1991) definitionfor ESD.

The ANS defines ESD as: using, conserving and enhancing the communitys resources so

that ecological processes, on which life depends, are maintained, and the total quality of life,now and in the future, can be increased.

TEFMA promotes that facilities managers have the ability to significantly influencesustainability outcomes in a wide range of activities such as campus planning and design,building construction, waste management, environmental management, purchasing, andbuildings and grounds maintenance (A guide to incorporating Sustainability into FacilitiesManagement 2004).

Globally, according to World Watch Institute (Roodman and Lenssen 1995) buildings andconstruction activity consume: forty percent of the worlds materials and energy and

Fifty five per cent of the wood cut for uses other than fuel. Thirty per cent of newly-built orrenovated buildings suffer from sick building syndrome, exposing occupants to stale or

mould-and chemically-laden air.

According to the State Environmental Resource Centre of California (SERC) otherenvironmental and economic impacts that traditional buildings are responsible for include(www.serconline.org 2004):

fifty per cent of all materials and resources; thirty-five per cent of the worlds CO2emissions; eighty per cent of potable water use; and forty percent of municipal solid waste to landfill.

In Victoria, energy use in commercial buildings is responsible for around twelve per cent ofthe States total greenhouse gas emissions (Victorian greenhouse strategy action plan update

2005).

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The quality and performance of the Monashs capital buildings, infrastructure and assets arethe major source of the Universitys greenhouse gas emissions and greatly contribute to theexcessive consumption of natural resources by the University.

6.2 Sustainable Developments (Green Buildings)

The United Nations have adopted the Bruntland definition of sustainable development;meeting the needs of the present generation without compromising the ability of futuregenerations to meet their own needs (Our Common Future 1987).

Building projects to be sustainable developments need to be built, renovated, operated, orreused in an ecologically and resource efficient way and reduce the impact on theenvironmental and social systems that surround it.

Monashs commitment to sustainable development will be mostly demonstrated and achievedthrough the Universitys capital building developments, refurbishment projects, minor worksand renewal programs, and purchasing programs.

An environmentally sustainable building is commonly known as a green building. Comparedto traditional buildings, green buildings use less water and energy and fewer raw materialsand resources.

The University of British Columbia (UBC) report shows that green buildings are far superior totheir traditional counterparts. As part of their design they typically feature:

appropriate building form and orientation; thermally efficient roofs, walls and windows; thermal mass and day lighting; water efficient supply and waste fixtures; visual access to the outdoors; and reduced sources of interior pollutants;

landscaping with little or no irrigation; on-site stormwater management; and alternative commuting options for building users.

Green buildings are better places in which to live and work. hey cost less to operate, and aremore adaptable to alternative uses and as a result can have longer economic lives (Why BuildGreen? Ten key questions answered School of Architecture University of British Columbia2002).

A key feature of green buildings is energy efficiency. This is achieved by reducing thebuildings infrastructure and adopting passive design principles. Passive design is energyefficient design and makes use of local conditions and ensures the internal environment iscomfortable while reducing operating costs.

Passive design can significantly reduce the need for expensive artificial lighting, mechanicalheating and cooling by considering designs that use natural systems such as natural light andcooling breezes to make spaces more pleasant, comfortable and natural.

Green buildings improve occupant experiences and comfort by giving them more control overthe internal environment. This can be as simple as opening or closing a window, or choosingto work closer to a natural light source.

Maintenance and service contractors have a significant role in managing green buildings tomaintain the buildings environmental performance. Operational staff can adjust the buildingsenvironmental systems, as required, to maximise the efficiency of the energy systems andimprove user comfort. The scale of the systems is usually determined by the facility type and

level of sophistication required to manage them.

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Waste reduction strategies also bring benefits during construction, renovations and in theongoing operation of green buildings.

International studies demonstrate that with experience, green buildings will cost no morewhen ESD principles are included from the beginning of a project. It has been reported bythose who have surveyed designers of green buildings they can attract premiums of about

three to four per cent of the project cost. A recent study prepared for the State of Californiafound even if an additional upfront investment of about tow per cent of construction costs isrequired, green buildings can yield returns of ten times the initial investment (A Report toCalifornias Sustainability Building Task Force 2003).

The same Californian study found that on average twenty five to thirty per cent more energyefficient buildings are typical of the higher rating buildings under the US Green BuildingCouncil green building rating system LEED. They further report that water consumption couldbe reduced by twenty per cent for schools and hospitals, with much higher savings for officebuildings.

Enabling greater access to public transport canreduce the need for the provision of car parks,roads, and transport infrastructure and for personal required for traffic management. The

provision of bicycle parking and associated amenities such as secure compounds, showersand lockers can encourage the use of more environmentally responsible forms of transport.

Green buildings are usually better buildings because of the skill, discipline and processesrequired to design them. For example, many of the environmentally sustainable buildings usemodular building components to reduce wastage by avoiding creating off cuts from materials.In turn, when maintenance is required, the task of repairing and or replacing damagedcomponents or adding more if the need arises, is a far easier and more efficient task whencompared to one-off on-site solutions.

The quality processes employed to design and deliver more environmentally sustainablebuildings makes them easier to alter regardless of whether the changes require minor worksor a major renewal and refurbishment. When the facility is no longer fit for its current purpose

or is not required, its partial or total demolition, reuse, recycling and disposal is more easilyaccomplished.

7.0 Guide Development

7.1 First version

The Universitys EPC has made a commitment to establish a project delivery process, set ofdesign standards and a project guide to ensure future University building projects areenvironmentally sustainable.The Monash University Ecologically Sustainable Development: Management Plan and Design

Guide using the Eco-Accord model has been prepared by the Facilities and Services Divisionof Monash University under the guidance of the EPC ESD working party.

In the development of the Eco-Accord model consultation has taken place with keystakeholders including: representatives of the Monash Sustainability Institute (MSI), OHSE,academic experts, and the Facilities and Services Division.

This first version of the Management Plan and Design Guide is intended to establish thebroad framework and provide quality information about the principles of sustainabledevelopment. Further, it is intended to establish the University ecological design standardsand prescribe the processes required to ensure new buildings and refurbishment projects areecologically sustainable developments.

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As experience with the Eco-Accord model and the principles and knowledge on sustainabledevelopments is gained and further knowledge acquired, the guide can be added to andimproved upon.

Continuous development will enable embedding of the necessary cultural changes along withidentifying improvements to the project management tools, the quality of advice, level of

knowledge and provision of further training.

The programs overall capability and potential to become a resource for teaching andresearch programs has also been recognised and the projects outputs and outcomes can bemade available for this purpose.

7.2 International Practice

A review of how major organisations are approaching ESD capital development programs hasinfluenced many international universities, state governments and public authorities,particularly on the North American continent, to adopt a dual approach to projectprocurement.

A dual approach involves the establishment of a project management delivery process alongwith the information about the principles of ESD.

Stanford and Cambridge universities and government agencies such as the United StatesNational Institute of Health (NIH), have all adopted this dual approach even though theydeveloped different systems to meet their own needs.

The project management process specifies the tasks required and ESD deliverables at eachstage of the projects procurement and approval process. The principles of what makes aproject sustainable are provided and include advice on best practice in design, contemporarytrends in facility management and systems selection.

The project management process includes establishing a quality project management system:determining project objectives and questioning and validating the projects requirements. Theprocesses involve the institutions senior executive and relevant management at all levels,including: those with responsibility to procure, deliver, commission and operate projects aswell as users, key stakeholders and the wider community.

The results of the project management process are used to inform the project professionalsabout the institutions ESD requirements and standards for the project, which are typicallyprovided in the form of a guide.

A means of scoring and rating designs through the procurement process is used by someinstitutions, such as those adopted by the University of Minnesota (Minnesota SustainableDesign Guide 2002). The Minnesota Sustainable Design Guide scoring system enables thedesign team and building operators to evaluate the building performance. Points are awardedbased on specific performance indicators from the one hundred points made available. Achecklist of actions is required to be completed at each identified stage.

Stanford University have adopted a heart-beat model for both new construction andrenovation projects. The heart-beat is meant to indicate the magnitude of the importance ofkey decisions and at what level of authority they should be made. For example, projectsgreater than US$3 million must be approved by a committee of the Board of Trustees.

In recognition of importance of the early stages of a projects procurement, Stanford requireeach new construction project to be reviewed and approved by the Board four times prior toconstruction with a final report submitted after completion. Renovation projects are reviewed

three times by the Board with a final report on completion. Renovations involving externalfeatures are approved as for new projects (The Project Delivery Process at Stanford 2001).

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International approaches to ESD guides include successful project case studies;supplementary advice in the form of graphics and useful models; and indicate whereadditional advice and resources can be obtained.

Processes for reviewing final project outcomes, such as post occupancy evaluation reports,are used to identify improvement opportunities.

The most significant and common feature of the processes and guides reviewed is the needto adopt a different approach for the engagement and involvement of the designprofessionals, building owners and clients along with the buildings commissioning teams andbuilding occupants.

To achieve higher order environmentally sustainable outcomes requires higher levels ofapproach, with respect to project management and project design including the provision ofexpert advice. The City of New York believes higher order outcomes in ESD buildings requirean interdisciplinary approach, team coordination and client participation , which is not seen intraditional buildings (High Performance Building Guidelines City of New York 1999).

In the traditional approach, often the professionals advice is based on previous project

experience and knowledge of the project type. The traditional approach has sometimes beenreferred to as working in professional silos with one group taking responsibility for the overalldesign outputs and others providing specific advice and services relating to parts of a projectonly (NIH Design Policy 1999).

7.3 Local Practice

The City of Melbournes new Council House 2 (CH2) is a green building project currentlyunder construction. The project design processes commenced with a char-rette involving keyprofessionals and a range of other stakeholders The Project Director has stated that thedesign concept was informed by the imaginative and lateral thinking of an architecturalstudent involved in the char-rette. The students thinking assisted in determining thefundamental project design principle, allowing the project to be further developed (developedinto what a more ESD compliant building?). CH2 has since been declared Australias mostgreen commercial project so far (Rob Adams, City of Melbourne Director of Culture and CityProjects).

A range of systems are used for reviewing project outcomes to ensure they areenvironmentally sustainable designs. Many processes engage independent third party groupsto audit a project using green rating tools such as: the Building Research EstablishmentAssessment Model (BREAM), developed in the UK and the Leadership in Energy andEnvironmental Design (LEED) developed in the USA.

Locally, the Green Building Council of Australia (GBCA) has developed the Greenstar ratingtool and to-date the tool series includes Greenstar-Office Design which evaluatesenvironmental initiatives and/or potential environmental impacts of new or refurbished Class 5commercial office buildings. Although Greenstar is primarily for office buildings, the GBCAhave reported that many and varied organisations internationally and locally have used theGreenstar-Office Design tool in a range of project types and it has provided significantbenefits.

TEFMA recently produced A Guide to incorporating Sustainability into Facilities Managementand much of the development of this ESD: Management Plan and Design Guide have beeninformed by this work on embedding the principles of ESD into facilities management.Monash has a strong association with TEFMA and TEFMA provides is the primary source ofbenchmark data and information used to measure and compare Monashs facilitiesmanagement performance. The TEFMA guide is the tool that will be used to measure the

progress made by Australian universities to successfully incorporate sustainability intofacilities management.

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8.0 Principles of the Eco-Accord Model

8.1 Design Guide

8.1.1 Design Guide Overview

Part 2: Ecologically Sustainable Buildings Design Guide is the primary source of informationto inform the procurement process of new building projects refurbishments of the ecologicalprinciples required to ensure buildings are environmentally sustainable.

The guide provides instruction on the strategies to be employed to steer the projectsprogression through the procurement process and is a resource to inform all those associatedwith the project from its conception, through to completion and occupation about thestrategies required to ensure building projects are environmentally sustainable in design andoperation.

Establishing the projects environmental and ecological sustainability principles and strategiesin-line with the design process is an effective means of ensuring the ESD aspects will be

considered throughout the procurement process.

This approach to the embedding of ESD in a project is in response to reviews of majororganisations and is driven by the concern that environmentally sustainable projectopportunities are being considered as optional or as add-ons. If ESD is not seen as integralto the design process there is a high risk that ESD aspects will be expunged in the laterproject stages if costs are high. This frequently occurs in traditional approaches.

8.1.2 ESD Strategies

The strategies adopted in the Guide include many ESD design principles that are consideredto be applicable to a range of typical institutional university projects. It is also recognised thatthe strategies and design principles must be practical, and achievable if they are to be usefulin informing the procurement process.

Environmentally sustainable buildings can be higher order buildings. To achieve this theapproach to design needs to give consideration to the environmental factors and thereforeshould not be limited by the services normally provided by professional consultants working todiscipline and industry-based project briefs and specifications.

The Guide also incorporates concepts and innovations that rely upon sensible and informeduse of the facilities by the buildings occupants. It also includes ideas about how theoperational staff can be actively involved in managing the infrastructure as well as beingresponsible for managing central building automated systems.

8.1.3 Quality Design Guide

The Eco-Accord steps include an overview of the aim of each stage, provide an explanationof the purpose of each section, and describe the expected outcomes and how these are to becarried forward to the next stage of the projects development.

The project team needs to consider each stage collectively. The outcomes of each stagethen inform the Management Plan review. Issues or aspects not fully accounted for need tobe noted and reported according to the Management Plan process requirements.

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This relationship provides an opportunity to review all ESD opportunities, and to consider,debate, include, reject, or modify as appropriate as well as include new initiatives notconsidered at project inception. The adoption of innovative solutions is encouragedthroughout this process.

The formal review process in the Management Plan enables feedback to be provided to the

projects initiators and approvers, so they can be informed in a transparent and meaningfulway of what is being achieved and what can be expected once the project is ultimatelyrealised.

8.2 Management Plan

8.2.1 Management Plan Overview

Part 3: Ecologically Sustainable Buildings Management Plan is the project deliverymanagement tool that specifies the Universitys environmental sustainability standards andenables project specific environmental performance requirements to be established in

advance of the project design and delivery process.

Establishing the projects environmental sustainability standards and goals prior tocommencement is an effective means of ensuring that projects will be environmentallysustainable developments.Traditional approaches often involve firstly engaging a lead consultant who may commencesome preliminary design work, identifying a few project options, presenting indicative designsolutions and providing estimates for the capital costs. Rarely are operational costs and life-cycle costs estimates included. Pay back periods for specific items of plant and systems maybe investigated by specialist consultants, but it is not mandatory.

The Eco-Accord model requires the Universitys ESD project requirements to be agreed uponin-line with the projects overall function and performance requirements. The projects intent

and sustainability requirements are agreed upon and there is accord reached with the keystakeholders, management and operational representatives.

By establishing the agreed project purpose and aims, this allows the capabilities of thoserequired to design, deliver and manage project procurement to be established. By adoptingquality based selection procedures and selecting appropriately skilled and experienced teammembers the project outcomes can be delivered with the available resources.

Once the team is established the overall team charter can be confirmed. This approachempowers the project team to work collaboratively towards the projects common goals and tothe Universitys ESD standards.

The management plan sets out the step-by-step process that ensures the standards and

goals are achieved at the predetermined stages, or steps.

8.2.2 Design Standards

The ESD standards and goals adopted in Eco-Accord model include firstly Universitystandards (if established), then industry standards; and then generic standards. Where nostandard exists or is deemed suitable, then performance specifications are given.

The standards range from minimum requirements to higher order targets as required to meetparticular project circumstances or University commitment. For example, the waterconservation performance standard is taken from the KPIs reported to University Council.

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The review and setting of further standards will be closely scrutinised in the adoption of thisfirst version.

An open review process will ensure the Universitys environmental standards andperformance requirements are the most appropriate for each project type and will ensuredevelopments are ecologically sustainable.

8.2.3 Process Management

The step-by-step requirement of the Management Plan process is designed to ensure areview and evaluation of the ESD aspects of a project is undertaken before proceeding to thenext step of the projects development.

It is intended that by adopting a more structured process there is a greater prospect ofoptimising the opportunities for achieving higher order and more environmentally sustainablebuildings.

The step-by-step process ensures the critical aspects required to procure an environmentallysustainable project are identified, reviewed and assessed against the original project intent,

University standards and project specific performance targets.

The agreed targets and outcomes include the primary client expectations, managementrequirements, the requirements of those associated with the task of delivering the project andeventually those responsible for maintaining and operating the asset.

The review process is undertaken by the project team, including key stakeholders and usingpeer review when this has been identified as being critical to achieving the required projectoutcome. That is, for example, if it is intended at the initiation of a project to achieve a certaintarget such as a 5 star rated building under the GBCA Greenstar program, then it will benecessary to engage an independent certified auditor in accordance with the Greenstarstandard.

8.2.4 Quality Management Plan

The collective team review process provides an opportunity to review and consider anyunforeseen impediments and/or to include new initiatives not originally taken advantage of atthe outset of the project. The adoption of innovative solutions is encouraged throughout thisprocess.

The formal review process enables feedback to be given to those who initiated and approvedthe project so they can be informed in a transparent and meaningful way what is beingachieved and what can be expected once the project is ultimately realised.

By establishing the projects environmental sustainability standards and goals in advance ofthe design process the University does not mean to disempower the project design team fromproposing innovative design solutions, nor does it mean to say that higher order standardsshould be precluded. The setting of performance goals should be seen as an opportunity forskilled professionals to optimise design outcomes from their collective capabilities andexperience in the project design and delivery.

The review process includes the Monash University Quality cycle of Plan, Act, Evaluate,Improve is utilised to optimise the project benefits and enhance the potential outcomes ateach predetermined stage of its development. Opportunities for innovation can also beflagged at each review.

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the Eco-Accord model:Relationship of Parts

4 Earths

Pro ram Im lementation

PART 1ESD Princ iples &Benefits toMonashUniversity

PART 2Design Guide:Technical Advicefor Green Buildings

PART 3Management Plan:Project ApprovalProcess to Ach ieveGreen Buildings

ReInforms

Review

Building Occupants, Facility Users and Visitors

Facilities & Services Project Managers & Operational Staff

High LevelManagement

Interested Parties

Informs

InformsInforms

StrategiesLinkage toPlanning &Policies

Process

Project Designers

Contract Manager

Project Managers

Contractors

ProjectManagement

Check

Project Managers

Project Teams

Project Directors

Facilities & Services Managers

Ke Stakeholders

Figure 1 Parts Relationship Model

Copyright Monash University


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the Eco-Accord model:Program Model

4 Earths Eco- Accord step1

Corporate Aim

Eco- Accord step2Stakeholder Relationships

Eco- Accord step3Site Analysis

Eco- Accord step4

Site Modelling

Eco- Accord step5Project Design

Completion

Eco- Accord step2Stakeholder Relationships

Completion

Eco- Accord step3Site Analysis

Completion

Eco- Accord step4Site Modelling

Completion

Eco- Accord step5Project Design

Completion

Project Completion

Eco- Accord step6Project Delivery Eco- Accord step6Project Delivery

Eco-Accord step1Corporate Aim

Figure 2 Program Model Six Steps



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1.0 Introduction to Part 2

The Monash University Guide for Design and Management of Ecologically Sustainable

Buildings: the Eco-Accord model (the Guide) is a project management tool and a resource forthe procurement of new building projects and the refurbishment of existing buildings.

The Program includes three parts:

Part 1: Introduction;

Part 2: Ecologically Sustainable Development Design Guide; and

Part 3: Ecologically Sustainable Development Management Plan.

Part 1: Introduction: presents the case of ESD in context with government and Universitystrategies, policies and commitments; describes the Eco-Accord model; outlines the principlesof ESD (green buildings); promotes the benefits Monash can expect ESD developments; andestablishes a resource for wider educational purposes.

Part 2: Ecologically Sustainable Development: Design Guide: provides the projectmanagement strategies to be adopted and the step-by-step approach to be taken in theprocurement of University projects. It includes the ESD design principles and technicaladvice for review.

Part 3: Ecologically Sustainable Development: Management Plan: documents the Monashproject management process and ESD project standards, using the same step-by-stepapproach and involves reaching accord in respect to the projects scope and intent at each ofthe models steps. It includes the project ESD checklists, quality review cycle, Universitystandards to be adopted and the approval processes required to ensure projects areecologically sustainable. Further, the outputs and outcomes are made available for widerreference.

The purpose of having the program prepared in three parts is that it is not necessary foreveryone to read all sections. The model responds to the need that the overall programrequires a whole of organisation approach. However you only need to read the Part relevantto your role in the project procurement process.

Part 1 is mostly useful for the universitys higher level management to identify and confirm theprograms overall linkages to university commitments and policies.

Part 2 (this Part) mostly informs the project designers, contract managers, contractors andinternal project managers of the strategies and technical design advice required to achieveecologically sustainable (green) buildings.


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Part 3 (this Part) is for use mostly by the project team under the guidance of the projectmanager to ensure that the ESD strategies have been considered from the first identificationof the need for the project though to the projects completion, commissioning and occupation.

The intent of the three parts of the model is explained further in Part 1 Figure 1 page 24.

The step-by-step approach, termed Eco-Accord steps, refers to the project managementsteps that are considered critical to ensure a project is well managed from its conceptionthrough to occupation. The steps are common to Part 2: ESD Design Guide and Part 3: ESDManagement Plan.

The purpose of Eco-Accord steps is to ensure University building projects cause lessenvironmental impact, provide more benefits than traditional institutional facilities, and ensureoutcomes are in-line with the Universitys Statement of Purpose.

The program begins by ensuring there is high level organisational support for the project to bean environmentally sustainable development and concludes with confirming the project ESDobjectives have been met on delivery. It requires the process is public and transparent so theoutputs and benefits achieved can be widely assessed and used for institutional educational

purposes.

The Eco-Accord steps are common to Part 2 and Part 3 and include:

Eco-Accord step 1: Corporate Aim

Eco-Accord step 2: Stakeholder Relationships

Eco-Accord step 3: Site Analysis

Eco-Accord step 4: Site Modelling

Eco-Accord step 5: Project Planning

Eco-Accord step 6: Project Delivery

Eco-Accord step 1: Corporate Aim requires agreement at the highest organisational level theproject is to be a sustainable development.

Eco-Accord step 2: Client Relationships requires the internal project team to be adequatelyresourced and suitably qualified consultants are engaged.

Eco-Accord step 3: Site Analysis requires the project sites natural and physical environmentto be assessed.

Eco-Accord step 4: Site Modelling determines the ESD design opportunities and constraints.

Eco-Accord step 5: Project Design ensures the natural environment is preserved, the projectsadverse impacts are reduced and the development takes advantage of the naturalenvironment.

Eco-Accord step 6 Project Delivery ensures the project conforms with the ESD principles.

The relationship of the model is demonstrated in the program model detailing the six Eco-Accord steps designed for Part 2 and Part 3. Refer to Part 1 Figure 2 page 25.

The Eco-Accord step Programs, Targets, Strategies and Output requirements follow.

Monash University Guide for Design & Management of Ecologically Sustainable Buildings:

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Eco-Accord: Ecologically Sustainable Design Guide

Eco-Accord: step 1Corporate Aim4 Earths

Program Overview:Agree and confirm at the highest organisational level the project is to be inaccordance with the universitys statement of aim, policies, campusdevelopments and public commitments.

Target:To include in the projects business case the principles and standards required to

ensure the project will be an ecologically sustainable development.

1.0 Strategies:

Adopting the following review criteria will ensure the aim of the project is: in accordance withthe universitys statement of aim, public commitments and policies, is clearly defined; can bereadily agreed upon by the university executive, management; client groups, communitystakeholders and is able to be clearly communicated to the project team.

1.1 Monash Directions 2025:

Monash Directions 2025 seeks to improve the human condition by advancing knowledgeand fostering creativity through research and education and a commitment to social justice,human rights and a sustainable environment.

1.1.1 Sustainable environment;The commitment to ecologically sustainable environment can be achieved by:

Project vision: ensuring the project vision is in accordance with the MonashDirections 2025 Statement of Aim, university commitments and policies,

Business case: ensuring a business case is established for the project andincludes provision for a life cycle assessment of the project and an environmentalimpact statement for review and approval,

Triple bottom line: ensuring the project business case is in line with MonashUniversitys agreed performance targets and triple bottom line measures pertainingto; social justice, human rights and a sustainable environment.



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1.2 Environmental Policy:

Monash University respects the natural environment and its life supporting ecosystems, andrecognises the adverse impacts human activities can impose on the natural environment.

1.2.1 Natural environment;

Respect of the natural environment and the avoidance of adverse environmental impactscan be achieved by:

Best practice:reviewing and adopting sustainable and environmental best practicein all aspects of procuring projects and ensuring service operations minimiseenvironmental impacts,

Innovation: identifying and adopting innovative approaches that enhanceopportunities to procure environmentally sustainable developments, improvebuilding management practices and service operations.

1.3 Campus Developments:

Campus developments need to be sustainable over time, meet the universitys short,medium and longer term research and education programs space, amenity and facility

requirements; take account of the relevant campus master plan and be compliant.

1.3.1 Sustainable development;Sustainable campus developments can be determined by:

Master Plans: ensuring the proposed development conforms to the CampusMaster Plan, specific site or refurbishment project requirements,

Compliance: confirming the intention to comply with all relevant environmentalsustainability building controls, regulations and acts of local, state and nationalauthorities and their agencies,

International standards: identifying and giving consideration to adoptinginternational environmental sustainability standards, procedures and processes,

Environmental impact assessment: committing to undertaking an environmentalimpact assessment and accounting for any factors affecting the site or surrounds,

Key stakeholders:agreeing the environmental impact statement will be accessibleto key stakeholders, relevant authorities, and the local community both internallyand externally to the university.

2.0 Resources:

The resources required to confirm ecologically sustainable principles are incorporated intothe projects statement of aim, they are in line with the strategic vision and policies of theuniversity and there has been community consultation are those normally employed in theestablishment of a capital program capital and operational plan.

3.0 Summary of Findings:

The Corporate Aim should conclude with the outputs as described and be able to clearlycommunicate the ecologically sustainable objectives included in the projects business case.

Corporate Aim Outputs:The Corporate Aim should confirm at the highest organisational level required theproject is to be in accordance with the universitys statement of aim, publiccommitments and policies to ensure it will be an ecologically sustainable development.

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Eco-Accord: step 2Stakeholder Relationships4 Earths

Program:Establish the project team and network necessary to ensure the projectsoutcomes will meet Monashs commitment; university projects are to beecologically sustainable developments.

Target:To engage a suitably qualified project team capable of managing the projects

development from its inception to completion and, to determine individual andteam roles responsibilities in accordance with the projects sustainabilityobjectives.

1.0 Strategies:

Adopting the following project team and client representative group selection strategy at theoutset will ensure; the team is capable of undertaking the projects further development, theproject teams roles and responsibilities are clearly defined and can be effectivelycommunicated to management for approval, key stakeholders for consultation andinformation.

1.1 Client TeamEstablishment:

The ecologically sustainable objectives included in the projects business case needreviewed to determine the resource requirements necessary to initiate the program andfurther advance and manage the overall project procurement process.

1.1.1 Resource requirements;The projects internally allocated resource requirements need to be determined, rolesclarified and responsibilities allocated. Give consideration to:

Project resources: reviewing the projects environmentally sustainable objectivesincluded in the business case, identify key client representatives, internalstakeholders, community stakeholders, determine the key project leaders and therequired resources,

Terms of reference: preparing and confirming the terms of reference for theestablishment of a project steering group,

Project steering group:establishing a project steering group which includes keystakeholders, responsible management and project management,

Responsibilities:identifying terms of roles and responsibilities of project steeringgroup and allied people required for delivering the identified outcomes,



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Approval: have the team terms of reference, roles and responsibilities agreed toand approved by the relevant accountable authorities within and, if required, thoseexternal to the university.

1.2 Consultant Selection:

The capabilities of those involved in the design, management, commissioning, of theproject, preparing information for the facility users and providing training for the operators offacilities and associated infrastructure is paramount in ensuring the projects environmentalperformance standards are achieved.

1.1.2 Consultants capabilities;The projects external resource requirements need to be determined, roles clarified andresponsibilities allocated. Give consideration to:

Consultant selection: ensuring consultants selection procedure is qualificationbased,

Key selection criteria: determining key selection criteria that requires a biddingorganisation and consultancy group to demonstrate they have a capability to design

and deliver environmentally sustainable projects, Experience: taking account of consultants experience in projects environmental

sustainability performance requirements,

Capabilities: assessing consultants overall capabilities required to fulfil thecommissions professional obligations within the available resources.

1.3 Project Management:

The allocation of responsibilities for managing and delivering the required outcomes in linewith the original projects intent and purpose is critical to ensuring the project will beenvironmentally sustainable its life.

1.1.3 Management relationships; The projects internal managements requirements need to be determined, roles clarified andresponsibilities allocated. Give consideration to:

Commitment: ensuring the accountable management groups the client teamreports to commits to supporting and providing adequate resources to the appointedclient team throughout the program,

External environment:ensuring the accountable management groups commits tokeeping the client team informed of any changing circumstances affecting orinfluencing the project or program,

Reporting: ensuring the client team has a reporting program back to themanagement group agreed to and as required by the program,

Relationships:ensuring the same standards of relationships and understandingsare established throughout the internal, external stakeholders networks and with the

commissioned consultants, Knowledge transfer: ensuring the project management team enables sufficient

and continuous communications and knowledge being collected and disseminatedat the key project milestones of the procurement process

Peer review: engaging independent environmental auditors if required for thirdparty project review to meet any externally recognised project standards.

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2.0 Resources:

The expertise required to establish the quality network and meet the universityscommitments to environmental sustainability should exist within the organisation.

To obtain the best external practitioners and professionals experienced in environmentally

sustainable design should be undertaken by adopting peer review and the use ofqualification based selection criteria.

3.0 Summary of Findings:

The Client Relationships should conclude with the outputs as described to ensure that thequality network required to undertake the identified program of works is established and iscapable of ensuring the project is an ecologically sustainable development.

Stakeholder Relationships Outputs:

The Stakeholder Relationships stage outputs include the engagement a suitablyqualified and adequately resourced project team; capable of managing the projectsdevelopment from its inception to completion, individual and team roles responsibilitiesagreed and allocated, clear communication reporting lines established and overall ableto meet the projects sustainability objectives and obligations.

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Eco-Accord: step 3Site Analysis4 Earths

Program:Investigate and document the development site and areas for refurbishmentsurrounds and natural and constructed environmental features including: theprevailing environmental site conditions, physical attributes and heritage values,noting the constraints and opportunities requiring further consideration to ensurethe projects ecologically sustainability objectives can be achieved.

Target:To gain a proper understanding of the site and the surrounds and areas to berefurbished to fully inform the project team of the sites attributes and prevailingconditions and to determine the strategies needing to be employed to mitigate orminimise the projects environmental impacts.

To identify opportunities for to the enhancing the natural and built environmentand ensuring the projects overall ecologically sustainability objectives are met.

1.0 Strategies:

Undertaking a thorough investigation of the project sites natural environment and physicalinfrastructure at the outset of the program will assist in determining the scope and type of

works required to reduce the environmental impacts of the proposed development.

1.1 Site Environs survey:

Recording and assessing the sites natural features, environmental conditions andlandscape features is required to enable the sites development potential to be the assessedand considered in conjunction with determining the ecologically sustainability developmentopportunities and constraints.

1.1.1 Features survey:Record the existing site features by undertaking a site survey of the existing natural andbuilt environment. Give consideration to:

Survey: surveying all land forms, contours, depressions, wetlands, water featuresand vegetation including, locating tree trunks, root zones and canopies for largeand specimen trees,

Levels:locating surface infrastructure access points and all systems levels,

Risks:determine any risk of flooding or potential for overflows from adjacent areas,

Views:establish sight lines to nearby features and distant views.



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1.1.2 Environmental Condit ions:Determine in consultation with relevant authorities, people with knowledge and from localinvestigations the environmental factors having an influence across and near to the site andsurrounds. Give consideration to:

Winds: recording air movement patterns, particularly for high winds, low levelwinds, sheltered zones and the presence of gentle breezes at ground level taking

account of seasonal variations, Solar access:preparing solar access diagrams for the site and recording existing

shade and shelter arising from the existing built environment and naturalenvironmental features.

1.1.3 Landscape Review: Determine record and assess the landscapes values both within the site

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