Sustaining our future - SUSTAINABILITY STRATEGY: 2015-2019 - Macquarie University
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Sustaining our future SUSTAINABILITY STRATEGY: 2015–2019
2 DVC STUDENTS AND REGISTRAR STRATEGIC FRAMEWORK: 2015–2018
SUSTAINABILITY STRATEGY: 2015–2019 3
Contents
OUR UNIVERSITY - A FRAMING OF FUTURES 4
THE APPROACH 5
PRIORITY AREAS
1: LEADERSHIP AND GOVERNANCE7
2: LEARNING, TEACHING AND RESEARCH8
3: PARTNERSHIPS AND ENGAGEMENT11
4: FACILITIES AND OPERATIONS12
GOVERNANCE AND IMPLEMENTATION 14
MONITORING, REPORTING AND EVALUATION 15
APPENDIX 1: DEFINING SUSTAINABILITY 16
4 SUSTAINABILITY STRATEGY: 2015–2019
We adhere firmly
to our commitment
to the principles of
sustainability in all we do
OUR UNIVERSITY: A FRAMING OF FUTURES (2013)
The strategic document Framing of In a world facing constantly changing • The responsible consumption of
Futures articulates the direction for environmental and social landscapes, energy, water, food, products and
Macquarie University, setting the our ability to appropriately position transport;
scene for the type of place we want to our students, our staff, and our • Actively supporting sustainability
be for our students, staff and broader campus infrastructure as pursuing in our local community and
community. Importantly, many sustainability1 is critical if we are region; and
elements of Framing of Futures align to remain relevant, innovative
with the direction we need to pursue and distinctive. The vision for • Having a reputation for being
in order to become a sustainable sustainability embodies the thoughts the place to learn, to work and to
university; most notably these are: and ideas of staff and students: connect with the local and global
community.
• The stated values of:
• Scholarship: learning, “Macquarie University adheres firmly
enquiry and discovery to our commitment to the principles The principles of sustainability are
improving lives of sustainability in all we do.” defined as:
• Integrity: conducting • Global, social and community
ourselves ethically, awareness;
This commitment includes:
equitably and for mutual • Staff, student and community
benefit • Undertaking world-changing, participation;
impactful research that
• Empowerment: making contributes to solving and • An inclusive campus community;
our community a source of addressing global challenges • Shared responsibility;
strength and creativity;
• Ensuring students leave • Best practice and leadership;
• Changing the lives of our staff the University prepared to • Open and transparent processes;
and students through a culture of contribute as active citizens to
transformative learning; • The precautionary principle;
an environmentally healthy and
• Partnering, engaging and equitable society; • Innovation and creativity; and
working collaboratively with • Actively seeking to meet • A whole systems approach to
industry, business, government, changing social, environmental change.
foundations and NGOs; and and economic conditions and
• Developing an aspiring and reduce the negative impact of our 1
See Appendix 1 for Macquarie
engaging campus that represents actions upon our environment
University’s definition of
all that is good about Macquarie and society;
sustainability
SUSTAINABILITY STRATEGY: 2015–2019 5
The approach
The approach used to embed sustainability across the institution is based on the Learning in Future Environments
(LiFE) Index (Figure 1), a performance management framework developed by colleagues across the higher education
sector from Australia, New Zealand and the United Kingdom as the best way to address holistic campus sustainability.
Without addressing and actioning each of these areas in detail, our university will never become truly sustainable.
Figure 1: The LiFE Index Priority Areas and Sub-themes
• Leadership • Community and public
• Human capital engagement
• Business and industry
interface
• Procurement and
supplier engagement
• Staff engagement
Leadership Partnership
and and
governance engagement
Facilities and Learning,
operations teaching and
• Energy research
• Water
• Resource efficiency
and waste
• Sustainable ICT
• Sustainable construction • Learning and
and renovation teaching
• Biodiversity • Research
• Transport • Student engagement
6 SUSTAINABILITY STRATEGY: 2015–2019
SUSTAINABILITY STRATEGY: 2015–2019 7
1. Leadership and
Governance
LEADING SUSTAINABILITY IN PRACTICE
Leadership and Governance addresses not only the REQUIREMENTS FOR SUCCESS
ambitious strategic intent to be forward thinking The active support and engagement of senior
leaders in society, but the way in which this will be management to provide the leadership and
achieved through our approach to the well-being of governance required; a strong partnership with
our staff and students, and by building capacity in Human Resources; utilising opportunities that
human capital and development. arise through process review.
OBJECTIVE KEY MEASURES OF SUCCESS
Encompass sustainability principles into Action Measure
leadership as well as established and developing Develop and roll out a Pitch developed
processes and systems to ensure long-term benefit sustainability PR pitch story
to management
for students, staff and the broader community. In Number of communications
disseminated
doing so, we will become an institutional leader for
sustainability in practice. Number of responses
Investigate feasibility and Feasibility study completed
usefulness of including
GOALS sustainability as part of
1. Build sustainability principles into decision executive KPIs (sub action Decision made as to how to
of sponsorship) proceed
making processes
2. Strengthen the strategic imperative for Co launch a well-being Successful launch of program
program with HR
sustainability in core business functions Participation in program
3. Support the well-being of staff and students Number of communications
4. Build staff and student capacity to Work with OD team in All courses evaluated
HR and LTC to make
think sustainably through development implicit connections to
opportunities sustainability learning
explicit
Provide internship Number of projects
opportunities with
Macquarie Sustainability Number of students involved
8 SUSTAINABILITY STRATEGY: 2015–2019
2. Learning, Teaching
and Research
TRANSFORMING OUR STUDENTS AND STAFF FOR LIFE
Addressing the societal shifts required for GOALS
sustainability as part of the University’s learning, 1. Provide and take advantage of opportunities
teaching and research is a critical element in our to ensure sustainability is suitably embedded
journey and a responsibility we enthusiastically across the curriculum
embrace. Through formal and informal curricula, 2. Ensure long-term planning for tools/facilities/
skills training and development, knowledge technology to enhance the overall learning and
transfer and research, we can have a significant, teaching experience
long-term positive impact on society. While 3. Build sustainability into learning and teaching
embedding sustainability into learning and practices (e.g. delivery of course work, the
teaching is achievable, it will require changes to management of assessment and feedback, etc.)
existing practice and processes to be successful.
Therefore it is essential to work with academia 4. Build sustainability into research practices (e.g.
in a supporting capacity. The focus and direction grant applications, lab work, etc.)
of the research undertaken will also need to be 5. Provide informal learning opportunities to
transformative if it is to have a positive impact staff, students and community
towards sustainability. Significantly, the Future- 6. Engage with students through various existing
shaping Research Priorities defined within the channels to build awareness
Strategic Research Framework 2015–2024: World-
7. Provide students with opportunities for the
Leading Research, World-Changing Impact align
application of knowledge to gain practical
well with this requirement3.
experience
8. Highlight research that contributes to
OBJECTIVE sustainability
Transform our students and staff for life by 9. Further develop the campus as a living
ensuring opportunities to become active citizens laboratory
are maximised through learning and teaching and
through research knowledge and practice.
3
See the website at http://www.mq.edu.au/about_us/how_
mq_works/executive/deputy_vice-chancellor_research/world-
leadingresearch/ for more details
SUSTAINABILITY STRATEGY: 2015–2019 9
REQUIREMENTS FOR SUCCESS
Develop student projects Number of projects developed for
Active engagement and participation of academic that contribute to campus students
sustainability and can
colleagues, and support from overseeing bodies be delivered through Number of students involved
coursework
including Academic Senate; utilising opportunities
that arise through review processes; embedded in Database to detail living As necessary
laboratory opportunities
the learning and teaching plan being developed in
2015.
KEY MEASURES OF SUCCESS
Action Measure
Map and enhance Number of programs mapped
connections to
sustainability literacy in
units and programs Number of programs with
sustainability embedded (%)
Map sustainability research Toolkit developed
experts to create synergy
with Learning and Teaching
for Sustainability
Co launch a well-being Toolkit developed
program with HR
Work with OD team in Database of curriculum linkages
HR and LTC to make
implicit connections to
sustainability learning Number of academics engaged
explicit
Number of students engaged
Provide internship Number of projects
opportunities with
Macquarie Sustainability Number of students involved
10 SUSTAINABILITY STRATEGY: 2015–2019
SUSTAINABILITY STRATEGY: 2015–2019 11
3. Partnerships and
Engagement
M-POWERING CONNECTIONS AND PARTNERSHIPS
Sustainability is only possible when there is KEY MEASURES OF SUCCESS
collaboration and engagement. The challenges Action Measure
posed by the complexity of delivering sustainable
Develop a strategy for a Strategy developed
development mean that progress is achieved coordinated approach
through the sharing of ideas and approaches to building community Strategy implemented
across campus
that can lead us to more sustainable practices.
Deliver the M-Power Themes per year
Collaboration builds community, through program to staff,
which a cultural shift towards sustainability can students and partners Resources developed
occur. Building partnerships and strengthening Communications disseminated
engagement is a priority focus for Macquarie. Number of participants
Feedback and evaluation
OBJECTIVE
Utilise existing Involvement in joint projects
Empower staff, students and community to build on and develop new
opportunities to leverage
internal and external partnerships and engagement sustainability focus of Learnings shared
opportunities, with a view for sharing knowledge companies on campus
and expertise for balanced, positive, and active Utilise existing Outcomes of relationships
and develop new
social, environmental and economic outcomes. opportunities to leverage Involvement in joint projects
sustainability focus
of Macquarie Park
businesses Learnings shared
GOALS
1. Provide opportunity for the internal Review tendering Tenders include sustainability criteria
processes to ensure
and broader community to engage with sustainability criteria is Number of tenders using criteria
sustainability practice and thinking included from the outset
Provide support and Number of staff supported
2. Foster collaborative alliances with educational assistance to Faculty and
institutions, governments, non-profits and department based admin
staff with responsibility
businesses for purchasing
3. Actively pursue continual improvement in Coordinate regular group 4 x meetings per year
sustainable procurement, particularly through gatherings of the SRN
Number of participants
supply chain relationships and partnerships
Focus and outcomes of meetings
4. Support and enhance internal staff structures
Build the volunteering Communications disseminated
that improve connectivity and community profile of the institution
(such as the Sustainability Representative Number of queries from staff
Network) Number of staff accessing volunteer
leave
REQUIREMENTS FOR SUCCESS
Coordination and effective management of existing
and new partnerships to leverage opportunity,
whilst providing partners with a consistent
message; good partnership with Corporate
Advancement.12 SUSTAINABILITY STRATEGY: 2015–2019
4. Facilities and
Operations
ACHIEVING A VIBRANT, PARKLAND CAMPUS
Sustainable building design, energy efficiency, 4. Reduce potable water consumption per EFTP
waste reduction and diversion, water conservation, by 40% of 2007 figures in new commercial
biodiversity management, green IT and buildings
sustainable travel planning all provide evidence 5. 90% waste diversion from landfill by 2020
of an institution’s commitment to environmental
6. A “One Planet” or better ecological campus
management and social responsibility. Addressing
footprint by 2030
the way our buildings and grounds operate
provides an opportunity to show students, 7. Renewal of the “Campus in the Park” concept,
staff and the broader community how we are with a net increase in quality and connectivity
planning, managing and implementing measures of on-campus biodiversity assets (bushland
to meet sustainability best practice, whilst and waterways)
providing a living laboratory space to educate and 8. Provide opportunity to maximize the uptake of
demonstrate. alternative travel to single occupant vehicles,
as well as vehicles that are a sustainable
alternative to petrol
OBJECTIVE
Become a model collaborative community 9. Invest in sustainable Information and
demonstrating global leadership and innovation Communication Technology infrastructure and
in the sustainable development of the built solutions
environment within a vibrant, parkland campus.
REQUIREMENTS FOR SUCCESS
Active participation and implementation
GOALS
from Property and Informatics to incorporate
1. Achieve 5 Star Green Star ratings and 4.5
sustainability practice through everyday
NABERS energy and water ratings for
procedures; effective awareness/engagement
commercial buildings on the campus
campaigns to campus users.
2. Operational energy savings across building
portfolio 4
Property related sustainability targets are outlined in the 2014
3. 40% reduction of greenhouse gas emissions Masterplan, which has a delivery date of 2030. Therefore the goals
in this section are longer term than other sections.
intensity per square metre of gross floor area
(from 2009 baseline)SUSTAINABILITY STRATEGY: 2015–2019 13
KEY MEASURES OF SUCCESS
Action Measure
Support delivery of 5 Star Oversight included for compliant
Green Star ratings and 4.5 green building attributes during
NABERS energy and water business case, detailed design and
ratings for new commercial pre-tender stages
buildings on the campus at
key project stages
Align efficiency targets with Proportion of relevant projects
deliverables in the 2-3 year under capex program reviewed
capex program schedule against Energy Strategy’s modelled
opportunities
Embed performance GFA of projects adopting targets to
targets into new builds and outperform the base case (business
refurbishments as usual) energy specification
Install consumption meters Number of meters installed/
in long-term buildings upgraded per year (until
completion)
Monitor diversion-from- Annual snapshot of compliance
landfill targets in all major obtained
waste contracts
Sustainable design Guidelines created; number of
guidelines created and new builds utilising guidelines;
implemented for all new number of refurbishments utilising
build and refurbishment guidelines
projects
Complete strategic green Landscape plan completed
space planning to maximise
amenity
Explore strategies to TMA initiatives are promoted/
encourage mode shift to supported within University
sustainable transport
Work closely with Strategy developed;
Informatics to develop an implementation underway
appropriate strategy for
sustainable ICT14 SUSTAINABILITY STRATEGY: 2015–2019
Governance and
implementation
The responsibility to become a more sustainable university lies with
all staff and students. To this end Macquarie Sustainability provides
an enabling and capacity building function, creating linkages to
the strategic imperatives of Faculties, Offices and Departments
to incorporate the principles of sustainability into the fabric of
the University – ideally making implicit connections explicit and
building a culture that brings our values to life.
The Sustainability Representative Network (SRN) also plays an
important supporting role through two-way communication and
championing of actions at the local level. Involvement in the SRN is a
formally recognised role for University staff.
Wherever possible we leverage off existing and developing plans to
ensure our approach remains holistic and connected. This linked
in approach is one of our greatest strengths and a distinguishing
feature to ensure the operationalization and delivery of our goals
and objectives. More detailed information pertaining to KPIs,
measurements and target dates is available in the Action Plan for
each area.SUSTAINABILITY STRATEGY: 2015–2019 15
Monitoring,
reporting and
evaluation
Supporting this document are action plans detailing how goals and
objectives will be reached in each priority area. These action plans
will be revisited annually to ensure progress is on track.
Reporting against this Strategy will be undertaken on an annual
basis. The Sustainability Annual Report will be provided to the
Vice-Chancellor’s Executive Team by the end of April each year.
The annual report will assess performance against targets and
implementation capacity.16 SUSTAINABILITY STRATEGY: 2015–2019
Appendix 1
DEFINING SUSTAINABILITY
Sustainability is a concept, a goal, and a strategy. ENVIRONMENTAL PROTECTION
The concept addresses the need for balance The practice of protecting the natural environment
between society, environment and economy, both for the benefit of humans and the natural
now and into the future. The goal is to achieve environment itself. To this end and to the best
an ecologically and socially just world within of our abilities, we will negate the impact of our
the means of nature. The process or strategy activities upon our environment to maintain or
involves understanding how we move towards enhance the integrity, quality and quantity of
this sustainable future, and as an educational existing biodiversity. This includes ensuring we
institution, what our specific role is in this process. equip our students with the knowledge and skills to
actively contribute to environmental protection, as
Through consultation with stakeholders, the well as the efficient use of resources.
University has concluded that sustainability aims
for a balance between: ECONOMIC WELL-BEING
Economic well-being “is a crucial element of
INCLUSION human well-being because most aspects of
Inclusion is a state of being valued, respected and well-being in modern human society have to be
supported. It is about focusing on the needs of purchased, including food, water, shelter, health
every individual and ensuring the right conditions care and many forms of recreation”7. This includes
are in place for each person to achieve his or her two primary considerations: well-being of the
full potential. Inclusion should be reflected in an University and well-being of the individual. As
organisation’s culture, practices and relationships such, we seek to maintain and/or improve the
that are in place to support a diverse workforce5. economic position to the benefit of staff, students
and the community, though not at the expense of
SOCIAL JUSTICE AND WELL BEING
other principles or individual economic well-being.
Includes meeting basic human needs and concern
for the rights, dignity, and welfare of all people. It DIVERSITY
includes respect for the traditions and religions of Most commonly refers to differences between
other societies and cultures, and it fosters empathy individuals or groups of people in age, cultural
for the life conditions of other peoples. Ecological background, disability, ethnicity, family
sustainability and resource conservation are responsibilities, gender, language, marital status,
considered part of social justice6. religious belief and sexual orientation; diversitySUSTAINABILITY STRATEGY: 2015–2019 17
Inclusion Social justice and
well-being
Environmental Economic Diversity
protection well-being
may also include other ways in which people are direction, operational examples of best
different, such as education, life experience, work practice, and informal and formal educational
experience and socio-economic background. activities;
Acknowledging diversity enables differences to be
recognised and valued in the educational setting • Issues associated with internationalisation,
and in the workplace. ethical practice, equality, health, climate
change, planning and development, resource
The University aligns itself with this definition, use, diversity and biodiversity are all
recognising that: intertwined and linked to sustainability; and
• Sustainability is both a journey and an end • The active engagement and participation of
point, aiming for a balance between the students and staff is considered integral to
aforementioned principles; the successful implementation of initiatives
for change, and particularly at the Executive
• Sustainability requires challenges to people’s level as the Executive provide the rest of the
thinking and practices on a continual basis in University with examples of best practice and
order to build sustainable mindsets and better behaviour.
relationships between people, and between
people and their environment;
• Education plays a key role in change towards 5
Definition of ‘Diversity and Inclusion’ provided by Macquarie
University’s Equity and Diversity Unit.
sustainability and the University is in a position
to provide this through broad engagement of
6
UNESCO ESD Toolkit
internal and external community, research
7
Department of the Environment, Water, Heritage and the Arts,
200218 SUSTAINABILITY STRATEGY: 2015–2019
SUSTAINABILITY STRATEGY: 2015–2019 19
FIND OUT MORE AT mq.edu.au/sustainability sustainability@mq.edu.au CRICOS Provider 00002J T2MAC25 201114
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