guidelines for sustainability in health care capital works for... · health care facilities....

Guidelines for sustainability in health care capital works

Accessibility

If you would like to receive this publication in an accessible format, please phone 9096 2057 using the National Relay Service 13 36 77 if required, or email: [email protected]

This document is available in PDF format on the internet at: www.health.vic.gov.au

Published by the Capital Projects and Service Planning Branch, Victorian Government, Department of Health, Melbourne, Victoria Authorised by the State Government of Victoria, 50 Lonsdale Street, Melbourne.

© Copyright, State of Victoria, Department of Health, 2010

This publication is copyright, no part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.

July 2010

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Contents

Foreword ........................................... ...................................................................................... iv 1 Introduction....................................... .......................................................................... 1 1.1 Purpose of the guideline............................................................................................... 1 1.2 Scope of the guideline .................................................................................................. 1 1.3 Further information ....................................................................................................... 1 1.4 Government commitment to sustainability ................................................................... 2 1.4.1 Victorian Government resource efficiency.................................................................... 2 1.4.2 The department’s commitment to sustainability ........................................................... 3 2 Stakeholders ....................................... ........................................................................ 4 2.1 Regulatory bodies......................................................................................................... 4 2.2 Department of Health ................................................................................................... 4 2.3 Health care providers ................................................................................................... 4 2.4 Local community........................................................................................................... 5 2.5 Consultants and contractors......................................................................................... 5 3 Sustainability in health care ...................... ................................................................ 6 3.1 Sustainability and wellbeing ......................................................................................... 6 3.2 Reduced operating costs.............................................................................................. 7 3.3 Reduced environmental impact .................................................................................... 7 4 Sustainability principles .......................... .................................................................. 9 4.1 Introduction ................................................................................................................... 9 4.2 Standard practice ......................................................................................................... 9 4.3 Green Star – Healthcare............................................................................................... 9 4.4 Sustainability consultants ........................................................................................... 10 4.5 Sustainability budget .................................................................................................. 11 4.6 Design and sustainability principles ........................................................................... 11 4.7 Monitoring sustainability in capital works ................................................................... 12 5 Sustainability in health care capital works ........ .................................................... 13 5.1 Introduction ................................................................................................................. 13 5.2 Strategic business case.............................................................................................. 13 5.2.1 Sustainability influencers ............................................................................................ 13 5.2.2 Deliverables ................................................................................................................ 14 5.3 Master plan ................................................................................................................. 14 5.3.1 Sustainability influencers ............................................................................................ 14 5.3.2 Roles and responsibilities........................................................................................... 15 5.3.3 Deliverables ................................................................................................................ 15 5.4 Feasibility study .......................................................................................................... 16 5.4.1 Sustainability influencers ............................................................................................ 16 5.4.2 Roles and responsibilities........................................................................................... 17 5.4.3 Deliverables ................................................................................................................ 17 5.5 Preliminary business case.......................................................................................... 18 5.5.1 Sustainability influencers ............................................................................................ 18 5.5.2 Roles and responsibilities........................................................................................... 18 5.5.3 Deliverables ................................................................................................................ 19 5.6 Schematic design ....................................................................................................... 19

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5.6.1 Sustainability influencers ............................................................................................ 19 5.6.2 Roles and responsibilities........................................................................................... 21 5.6.3 Deliverables ................................................................................................................ 22 5.7 Final business case .................................................................................................... 22 5.7.1 Sustainability influencers ............................................................................................ 22 5.7.2 Roles and responsibilities........................................................................................... 23 5.7.3 Deliverables ................................................................................................................ 23 5.8 Delivery phase............................................................................................................ 23 5.8.1 Sustainability influencers ............................................................................................ 23 5.8.2 Roles and responsibilities........................................................................................... 26 5.8.3 Deliverables ................................................................................................................ 26 5.9 Implementation phase ................................................................................................ 27 5.9.1 Sustainability influencers ............................................................................................ 27 5.9.2 Roles and responsibilities........................................................................................... 28 5.9.3 Deliverables ................................................................................................................ 28 5.10 Post-occupancy evaluation......................................................................................... 29 Appendix 1: Regulatory authorities................. .................................................................... 31 Appendix 2: Standard practice sustainability initia tives.............................................. ..... 33 Appendix 3: Sustainability case study template ..... ........................................................... 39

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Foreword

The Victorian public health care portfolio covers close to 2.5 million square metres, equivalent

to around 100 MCGs. The facilities vary widely in age, size, acuity and complexity. Ensuring

public health care facilities continue to deliver efficient and effective patient outcomes requires

significant investment every year.

Each year public hospitals use enough energy to power over 60,000 households, enough

water to fill over 1,700 olympic-sized swimming pools and generate approximately 14 billion

black balloons (or the equivalent of 180,000 cars) of greenhouse gas emissions.

As a significant user of natural resources the Department of Health is committed to delivering

health care facilities that deliver positive patient outcomes, are environmentally efficient and

have a minimal impact on the environment. As health care practitioners we must not forget

that the environment is a key determinant of health, and therefore the health care sector has

in a sense a moral obligation to minimise its own environmental footprint.

The department recognises the importance of providing facilities with access to daylight, fresh

air and external views for patients, staff and visitors. The effect of good indoor environment

quality on patients is well known and has the potential to deliver significant savings across the

health care system. It is important, however, not to forget that health care practitioners spend

a significant proportion of their working life in buildings and therefore access to daylight, fresh

air and external views should not be isolated to patients.

To deliver sustainable facilities all health care capital projects must include a number of

measures in all projects, including water tanks, energy efficient lighting and low-pollutant

materials. In addition, between 2.5 and 5.0 per cent of the project’s budget is allocated to

sustainability initiatives beyond what is usually expected on capital projects.

I recommend this guideline to health care agencies and to all our stakeholders involved in

designing and delivering health care capital projects. The guideline will also be of interest to

private hospital operators, as well as health care jurisdictions across Australasia.

Leanne Price

Director, Capital Projects and Service Planning

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1 Introduction

1.1 Purpose of the guideline

This guideline has been developed to assist the Department of Health and stakeholders to

embed sustainability into the full life cycle of health care capital works.

The purpose of the guideline and associated checklists is to:

• provide a broad context of sustainability in health care and related statutory requirements

and government commitments

• demonstrate and explain the processes used to embed sustainability into in health care

capital works

• provide guidance on sustainability to staff, health care agencies and consultants

delivering health care capital works

• enable staff to check compliance of consultants and contractors in applying this guideline.

The guideline forms part of the Capital development guidelines and should be read in the

wider context of these guidelines.

1.2 Scope of the guideline

The guideline applies to all health care capital works delivered by the department. They have

been developed specifically for Victorian public health care capital works though will also be

applicable to private health care works. The guideline may also be of interest to health care

services in other jurisdictions, as well as private health care operators.

1.3 Further information

For further information on sustainability in health care capital works, please contact the

Manager Environmental Sustainability, Department of Health on (03) 9096 2057, or at

[email protected].

The guideline, checklists and case studies are all available at:

http://www.capital.health.vic.gov.au/Sustainability/

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1.4 Government commitment to sustainability

1.4.1 Victorian Government resource efficiency

Since 2002 the Victorian Government has taken significant steps to improve resource

efficiency of its own operations. The initial focus has been on the office-based impacts of the

10 core Victorian Government departments, and improving energy efficiency in all facilities

(including health care, education and correctional facilities). Currently all departments and

environment portfolio agencies are required to reduce environmental impacts associated with

energy, water, waste, paper, transport fuel and procurement, and report on the environmental

performance of their offices in their annual reports (see Financial Reporting Direction 24C).1

The Environmental sustainability framework (2005) is a key driver of the government’s

commitment to make Victoria a leader in environmental sustainability. It provides direction for

government, business and the community on building environmental considerations into the

way Victorians work and live. This document commits the state government to build

environmental sustainability into planning and operations, as well as government policies,

programs, regulations, investments and budgets. The guideline provides the process in which

the department integrates sustainability into investments across its health care built portfolio.

The government’s Environmental sustainability action statement (ESAS, July 2006) commits

to expanding environmental management programs into statutory agencies, including health

care facilities and beyond the current focus on energy and water.

A number of key government commitments apply to statutory agencies, including public

health care facilities. Commitments and targets related to capital development include:

• incorporating green standards into all new government leases

• using the Green Building Council of Australia’s (GBCA) Green Star rating tool in the

planning, design and construction process for Victorian public hospitals, clinics and health

care facilities

• adopting purchasing strategies that minimise environmental impacts

• implementing energy and water efficiency initiatives that have a payback of less than four

years

• using environmental performance outcomes as a criterion in tender evaluation

• incorporating environmental sustainability principles into procurement objectives and

processes

• collecting energy, water and waste data for tracking and reporting of government’s

environmental performance.

1 See: www.dtf.vic.gov.au/CA25713E0002EF43/pages/bfm-financial-reporting-policy-financial-reporting-directions1

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The Victorian Government is also committed to improving the energy efficiency in its own

operations by 20 per cent by June 2011 based on a 1999–2000 base year.

Greener Government Buildings (GGB) is a program administered by the Department of

Treasury and Finance (DTF) that aims to reduce government’s environmental impact and

operational costs by improving the energy and water efficiency of existing government

buildings.

Under GGB, all departments and agencies are required to implement energy efficiency

projects across their facilities to meet the following program targets:

• By 2012, sites accounting for at least 20 per cent of a public sector entity’s total energy

consumption must have committed to undertaking an energy performance contracting

(EPC) or equivalent project.

• By 2018, sites accounting for at least 90 per cent of a public sector entity’s total energy

consumption must have committed to undertaking an EPC or equivalent project.

The GGB is being managed and delivered centrally across the health care portfolio by the

Department of Health.

1.4.2 The department’s commitment to sustainability

The Department of Health currently has a series of mechanisms for ensuring sustainability is

considered throughout the life cycle of capital management projects. At the macro level the

department’s Environment policy provides the overarching commitment to sustainability in

capital works and the sustainability guideline ensures this commitment is delivered in health

care capital works.

The department’s Environment policy recognises ‘the link between the health and wellbeing of

Victorians and the health and wellbeing of the environment’ and is ‘committed to minimising

the environmental impacts associated with [its] operations to the greatest extent possible’.

The policy commits to ‘provide environmentally sound places for the delivery of [its] services’

and to comply with ‘the Victorian Government’s environmental polices and initiatives’.

The benefits of embedding environmental sustainability into health care facilities can be split

into three broad categories: reduced operating costs; improved patient, visitor and staff

experience; and reduced environmental impact. This is explained more in section 3.

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2 Stakeholders

The Department of Health has a wide range of stakeholders that it engages with when

addressing sustainability in capital health care projects. These include organisations that the

department is required to obtain permits and approvals from (regulatory bodies) for certain

aspects of work, stakeholders engaged directly with the delivery of projects and other

stakeholders which often have an interest in the design and/or outcomes of the project.

2.1 Regulatory bodies

A number of regulatory bodies are involved in ensuring health care capital projects meet the

required environmental standards, including federal and state government departments, local

councils and the EPA.

The list of key regulatory bodies, key areas of interface with the department and their contact

details are included in Appendix 1.

2.2 Department of Health

The Victorian Department of Health's objective is to achieve the best health and wellbeing for

all Victorians. It does this through managing the public hospital system, developing health

infrastructure in rural and metropolitan Victoria, public health interventions, implementing

major health initiatives, and pursuing opportunities for partnership with the primary care sector

and other governments.

The department therefore has a direct interest in ensuring that health care facilities are well

designed, efficient and located where the services are needed.

As a government department and a major energy user, the department has a role in

mitigating climate change by building low carbon facilities, as well as demonstrating

innovative technologies such as co/tri-generation and geothermal energy, thereby helping

facilitate its broader take-up in the community.

2.3 Health care providers

Health care providers have numerous roles in the delivery of health care capital works. Health

care providers are the end user of the facility and have a clear interest in the design,

operation and maintainability of the facility, and, as such, are represented on the various

governance groups responsible for delivering the project.

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In regards to sustainability the key interests of health care providers are that the facility:

• The facility provides a welcoming and healing environment and meets the needs of its

staff, patients and visitors.

• The facility is as sustainable as possible given the individual constraints (such as location,

funding and building age).

• The facility provides value for money, is easy to maintain and efficient to run.

Some health care agencies have well-established environment committees and it is

recommended that they are given the opportunity to provide input into the design process.

2.4 Local community

Most health care capital projects will have some level of community interaction. The level of

consultation will vary, depending on the size or sensitivity of the project. The Environmental

Effects Act and Environmental Protection and Biodiversity Conservation Act set out specific

community consultation requirements for projects being formally assessed under these Acts.

Local communities also have the opportunity to comment on any permits sought through the

local council.

Community involvement on projects will depend on the level of interest from the local

community. For example, a new facility will be of more interest to a community than a routine

upgrade project.

Some local communities have ‘Friends of…’ groups that often take a proactive interest in

protecting their local environment. The project team should seek to involve these groups as

soon as practically possible in any projects that are likely to impact on the local environment.

Contact details of such groups are often available from the local council or via an internet

search.

2.5 Consultants and contractors

The department’s health care capital projects are delivered through project teams comprising

externally appointed experts, including architects, engineering consultants, cost planners,

contractors and project managers. A number of projects also engage independent

sustainability consultants (see section 4.4). The roles and responsibilities of all stakeholders

in regards to sustainability are outlined in more detail in section 5.

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3 Sustainability in health care

3.1 Sustainability and wellbeing

There are clear linkages between sustainability and wellbeing. At the basic level sustainable

transport, such as cycling and walking, has direct health benefits through a more active

lifestyle. At the more complex levels, studies have found that patients hospitalised for severe

depression reduced their stays by an average of 3.67 days if assigned to a sunny rather than

a dull room overlooking spaces in shadow.2

Other research linking sustainability to wellbeing includes evidence that the use of sound-

absorbing ceiling tiles lead to patients sleeping better, less stress, lower incidences of re-

hospitalisation and reports that nurses provided better care.3 Hospital gardens have been

found to enhance healing, reduce stress and provide opportunities for positive escape and

sense of control with respect to stressful clinical settings, as well as increasing patient and

family satisfaction with overall quality of care.4

The National heatwave plan for England (2008)5 highlights the importance of green spaces to

aid cooling, especially around hospitals, care homes and in urban areas. Trees create a

cooling effect by reflecting heat, producing shade and evaporating water, and, when planted

around buildings, can reduce the need for air conditioning by up to a third. Trees and green

spaces also assist in draining floodwater and in improving air quality. Aside from the

environmental benefits of green spaces, there are a wide range of wellbeing benefits

including:

• For every 10 per cent increase in green space there can be a reduction in health

complaints in communities, equivalent to a reduction of five years of age.

• Accessibility to nearby attractive public green space and footpaths is more likely to

increase levels of walking.

• Patients recovering from operations are likely to stay in hospital for less time and need

less pain killers if they look out onto a natural scene from their hospital bed.

• Green exercise creates an immediate improvement in self-esteem.

• Children with attention deficit disorder have significant improvements of symptoms if they

play in natural areas or even have views of trees and grass outside their home.

2 See Ulrich, R & Zimring, C 2004 The role of the physical environment in the hospital of the 21st century: A once-in-a-lifetime opportunity, The Center for Health Design, Concord. 3 Ibid. 4 Ibid. 5 http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/DH_084670

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There are also benefits for people working in and visiting sustainable buildings. People can

spend up to 90 per cent of their time in buildings and this is especially the case for those who

work in the health sector. The benefits of sustainable buildings from a human resources

perspective include:

• Attracting and retaining staff.

• Increased staff productivity.

• Reduced staff sick days.

• Better waiting experience for visitors.

More information on the linkages between sustainability, well-being and hospital design can

be found in the report The health impacts of the design of hospital facilities on patient

recovery and wellbeing, and staff wellbeing: a review of the literature by the Centre for

Primary Health Care and Equity, University of New South Wales: Sydney6.

3.2 Reduced operating costs

Health care agencies account for around half of the Victorian Government’s stationery energy

use and approximately 5 per cent of Victoria’s total built environment energy use. In addition,

health care is a significant water user, with more than 60 public health care facilities using

over 10 mega-litres of water every year. Hospitals also generate significant quantities of

waste, the majority of which is sent to landfill.

Improving energy efficiency, lowering water use and reducing waste to landfill can result in

significant economic benefits for a health care portfolio. However, costs for energy, water and

waste account for only up to 4 per cent of a hospital’s running cost, so savings, despite being

significant, can be relatively minor at the individual facility level compared with other

operational costs.

Direct benefits are likely to increase in the near future as the cost of utilities increase, such as

higher energy and water prices and higher landfill levies. Price increases will also improve the

cost-effectiveness of energy, water and waste management practices, with the potential for

payback periods to be substantially reduced.

3.3 Reduced environmental impact

There is a growing consensus on the importance of systematic differences in exposure to

health hazards and risk conditions in the population. This means some groups in society have

a much poorer chance of achieving their full health potential as a result of their life

circumstances – including political, social, economic and environmental.

6 Available at: www.hiaconnect.edu.au/files/Hospital_Design_Review.pdf

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Factors that lead to a positive effect on the health and wellbeing of people include safe

physical environments, regular supply of nutritious food and water and regular physical

activity. Conversely, risks to the health and wellbeing of people include a polluted

environment, natural resource depletion and physical inactivity.

As public health care facilities are significant users of natural resources and generators of

waste, there is a clear driver for the health care sector to reduce its direct and indirect impacts

on the environment.

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4 Sustainability principles

4.1 Introduction

The Department of Health is committed to delivering health care capital projects that provide

whole-of-life benefits to patients, visitors, staff and the wider community. From a sustainability

perspective, these benefits can be quantitative (lower operating costs), qualitative (improved

patient well-being from better indoor environment quality), direct (reduced carbon footprint) or

indirect (lower maintenance costs from more efficient lighting with a longer lamp life).

It is important to include qualitative and indirect benefits in the cost–benefit analysis and such

benefits should not be excluded because they are hard to quantify and difficult to include in

traditional accounting methodologies. Indeed, in some cases it is these benefits that will

deliver the best returns, such as reduced average length of stay or reduced maintenance of

lighting systems.

This section outlines the processes for ensuring sustainability is embedded throughout the

capital development process.

4.2 Standard practice

Health care buildings should be designed to provide an environment conducive to improving

and promoting health and wellbeing, as well as reducing their environmental footprint and

being efficient facilities to operate and maintain. The Principal Consultant should ensure (as

far as practical) that the standard practice sustainability initiatives contained in Appendix 2 are

integrated into the project design. These initiatives must be delivered as part of the baseline

project cost and not as part of the sustainability budget (see 4.5).

Installing water tanks for capturing rainwater and associated infrastructure for irrigation and

staff/public toilets should be incorporated on all projects and funded from the civil/hydraulics

budget.

The provision of bicycle parking and associated infrastructure in accordance with the VPP

must be incorporated into all projects (even where the project is exempt from the VPP) and

funded from the transport budget.

4.3 Green Star – Healthcare

The Victorian Government is committed to using Green Building Council of Australia’s

(GBCA) Green Star – Healthcare tool in the planning, design and construction process for

Victorian public hospitals, clinics and health care facilities.

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All health care capital projects delivered by the department are to undertake a self-

assessment against Green Star – Healthcare during the schematic design and delivery

phases. All projects are expected to achieve the outcome of at least ‘best practice’ on a self-

assessment model.

The decision to apply for a formal Green Star – Healthcare certification on projects should be

made on a project-by-project basis and only following discussion with the department and

endorsement from the project control group (PCG).

All costs associated with formal certification, including application fees and additional

consultant fees, are to be borne by the project.

4.4 Sustainability consultants

For projects with a total estimated investment (TEI) of $15 million and over, or a project

designated to be significant by the department, the department must engage an independent

sustainability consultant who:

• is a Green Star-accredited professional

• has over five years’ experience addressing the sustainability of projects

• has relevant experience in the health care sector.

The sustainability consultant is responsible for:

• assisting the design team to achieve suitable performance outcomes

• reporting to the departmental project manager on integration and implementation of

standard practice sustainability requirements

• ensuring the project delivers value for money on a whole-of-life basis

• undertaking Green Star – Healthcare self-assessments.

For all projects valued between $5 million and $15 million, a sustainability consultant should

be engaged under the Principal Consultant.

For projects under $5 million, sustainability requirements are the responsibility of the engineer

and/or architect and the requirements should therefore be included in their brief.

Where a project is going for formal Green Star certification, the sustainability consultant

should coordinate the application to the GBCA and the brief for all consultants (not just the

sustainability consultant) should reflect the additional work and rigour that this requires.

Even when sustainability consultants are engaged it is important to remember that everyone

on the project team has a key role to play in delivering sustainability initiatives (see Table

4.1).

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Table 4.1 Examples of sustainability input by consu ltant type

Architects Engineers

Passive design

Material selection

Landscaping

Sustainable transport solutions

Efficient plant

Technological solutions

Cost planners Contractors

Delivering value for money

Assessing whole-of-life costs

On-site environmental management

Project managers Sustainability consultants

Ensuring sustainability minimum requirements and targets are met

Green Star self-assessments

Identifying and costing sustainability initiatives

Independent review of proposals/reports

4.5 Sustainability budget

The department allocates up to 5 per cent of the capital development works budget for

investment in infrastructure and sustainability initiatives. At least 2.5 per cent of this is ring-

fenced for implementing sustainability initiatives above and beyond standard practice,

including, for example, installing renewable energy, sustainable materials, innovative

technology or higher efficiency plant.

For retrofit and upgrade projects where it is not practical or effective to implement

sustainability initiatives above the minimum requirements, the sustainability budget can be

spent elsewhere on the site to bring site-wide existing facilities up to minimum requirements,

such as water retention, power factor correction and more efficient plant.

4.6 Design and sustainability principles

The Design and Sustainability teams in the Capital Projects and Service Planning Branch

(CPSPB) will organise a design and sustainability workshop at the start of master planning for

projects with a TEI of $15 million and over. The workshop will be particularly important for

new builds, major refurbishments and extensions.

This workshop will involve all key stakeholders and establish the overarching design and

sustainability principles for the project. The Design and Sustainability teams will issue a report

detailing the outcomes of the workshop, which is to be used as the basis for establishing

priorities and integrating design and sustainability issues into the project.

The purpose of the workshop is to provide the project team with a clear, high-level framework

for the facility design from the Department of Health and the auspicing agency at the

commencement of the project. The purpose of the framework is to guide the project team as

they respond to the functional brief and engage in user group consultations.

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For projects with a TEI of under $15 million, it is not mandatory to hold a design and

sustainability workshop, although the department may choose to hold one.

4.7 Monitoring sustainability in capital works

All stakeholders involved in health care capital works have a role to play in ensuring that

sustainability is integrated into the design and followed through in construction and operation.

There is a need, however, for oversight of the sustainability process, which falls to the

sustainability consultants and departmental project managers.

The Capital development guidelines checklists for submitting documentation outline the

requirements for key sustainability deliverables. A series of additional sustainability checklists

have been developed and must be submitted to the departmental project manager as outlined

in Table 4.2.

Table 4.2 Sustainability checklists by phase

Phase

Tar

gets

Ben

chm

arks

Initi

ativ

es

Opt

ion

asse

ssm

ent

Gre

en S

tar

Con

trac

tor

EM

P

Tar

gets

– P

OE

Ben

chm

arks

–

PO

E

Master plan x

Feasibility x x x

Preliminary business case x x

Schematic design x x x x

Final business case x x x x

Delivery x x x x x

Implementation x x x

Table 4.3 summarises the sustainability requirements for projects by level of investment.

Table 4.3 Sustainability requirements by project si ze

Project size (TEI)

Requirement $15 million + $5 million – $14.9

million < $5 million

Sustainability budget 2.5–5.0 per cent

Sustainability consultant Engaged by the

department Engaged by Principal

Consultant Resp. of

arch./eng.

Design and sustainability principles workshop

Department led Optional, led by the department

Contractor – environmental management system

In accordance with ISO14001

Contractor – environmental management plan

In accordance with requirements set out in the sustainability guideline

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5 Sustainability in health care capital works

5.1 Introduction

The delivery of health care capital works is governed by the department’s Capital

development guidelines.7 The guideline provide regions, program divisions, health service

boards, agency managers and consultants with a consistent and best practice approach to

managing, planning, designing and implementing all capital investment projects regardless of

their size, cost, complexity and source of funds.

This guideline outlines the sustainability influencers for each stage of the capital development

process, key roles and responsibilities and deliverables from a sustainability perspective. It is

expected that the sustainability consultant will prepare a sustainability report for each stage

for which they are appointed.

5.2 Strategic business case

5.2.1 Sustainability influencers

The strategic business case is the key document for setting out why the project in question is

needed. The elements of the strategic business case that have sustainability influencers are

outlined below.

Alignment with government policy

A range of government policies relate to the sustainability of government-funded capital

works. The strategic business case should clearly specify how the project aligns with the

relevant policies.

Project objectives and critical success factors

It is paramount that there is clear direction from the start on the desired sustainability

outcomes of the project. Objectives could include, for example, ‘deliver a facility that

maximises patient and staff wellbeing’. A statement of vision, where adopted, should specify

the desired sustainability outcomes.

Evaluation of options

When identifying options for further evaluation, potential sustainability implications should be

considered. For example, non-asset solutions could be preferential from an embodied energy

perspective, but if replacing an older, less efficient facility, an asset solution could benefit from

an overall carbon footprint perspective.

7 See http://www.capital.dhs.vic.gov.au/capdev/

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Project risk analysis

The project risk analysis should ensure all sustainability risks are identified. Such risks could

be as specific as increased recurrent costs due to higher energy prices, or reduced water

security due to lower water availability. At a more strategic level there could be the risk, for

example, of sustainability initiatives not being implemented due to pressure on the capital

budget, with a flow on risk to the health care agency of higher recurrent costs.

Stakeholder identification

A number of stakeholders will have an interest in the sustainability outcomes and potential

environmental impacts of the project. Interested parties could include the local community

(design, location and access arrangements), DTF (value for money), staff and patients (indoor

environment quality, respite areas), Department of Sustainability and Environment (energy

efficiency, carbon footprint) and local government (transport solutions, water-sensitive

design).

5.2.2 Deliverables

The key sustainability deliverable during the strategic business case is the statement of

vision, which should include the broad sustainability objectives. In addition, key outputs are:

• agreed sustainability outcomes for the project

• identified sustainability risks

• list of relevant government policies

• list of stakeholders.

5.3 Master plan


The master plan is a key phase in the capital development process and has numerous steps

that will influence the sustainability of the final facility, including assessment of existing

assets, site investigation, options and engineering services.

Assessment of existing assets

The review of existing assets should include an analysis of existing energy and water use and

waste generation, plant efficiency and any previous sustainability initiatives. Baseline data for

energy, water and waste should be collected with a view to benchmarking existing resource

use and setting sustainability targets for the project.

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Site investigation

The location and orientation of sites is arguably the most significant sustainability influencer.

For example, site location will affect how people access the site and site orientation will

influence the effectiveness of passive design. Issues such as availability of energy sources

(such as geo-thermal, wind and solar), construction impacts (for example, level of cut and fill,

availability of materials), views, heritage, site contamination and adjoining uses (such as

provision of precinct-wide sustainability initiatives) also have sustainability implications. The

site investigation report should include an assessment of the sustainability strengths,

weaknesses and opportunities of the site. This is especially important where a site selection

process is part of the site investigation.

Options

The development and evaluation of options will need to consider the sustainability

implications of each option. This could include site selection, building orientation and

engineering services (such as co-generation). The sustainability outcomes for each option

should be clearly indicated in the options analysis.

Engineering services

There is a direct link between engineering services and the sustainability of facilities.

Whereas factors such as reliability, maintainability and capital cost are key issues when

designing engineering services, sustainability issues cannot be ignored. Engineering services

must be designed on the basis of delivering value for money on a whole-of-life cost, including

recurrent costs, maintenance and greenhouse gas emissions. For example, decentralised

plant can be more energy efficient, easier to maintain and free up roof space for roof gardens,

and/or renewable energy.

5.3.2 Roles and responsibilities

The roles and responsibilities for the sustainability aspects of the master plan are outlined

overleaf in Table 5.2.

5.3.3 Deliverables

The key sustainability deliverable during the master plan is the sustainability report (master

plan), which should include:

• design and sustainability principles

• energy, waste and water data from existing facilities (where applicable)

• sustainability targets

• sustainability risks.

16

Table 5.2 Master plan – sustainability roles and responsibili ties

Role Responsibility

Project control group Integrate sustainability outcomes into decision-making processes

Agree sustainability targets for the project

CPSPB project manager Ensure sustainability deliverables for the master plan phase are delivered

Architect Integrate sustainability issues in the site investigation report

Include passive design in the master plan

Engineer Integrate sustainability into the engineering services master plan

Sustainability consultant* Collate energy, water and waste data of existing facilities

Establish benchmarks for energy, water and waste

Establish sustainability targets for the project

Assess sustainability implications of options

Cost planner Include a sustainability budget in cost plan

CPSPB Design and Sustainability teams

Organise a design and sustainability workshop

Prepare and finalise a design and sustainability principles report

Provide sustainability advice as required

* Where a sustainability consultant is not engaged these tasks should be completed by either

the engineer or architect.

5.4 Feasibility study


During the feasibility study the sustainability initiatives to be implemented as part of the

project should be further refined following the master-planning process. This should include:

• identifying ‘standard practice’ initiatives to be implemented

• broadly allocating the sustainability budget to initiatives

• assessing progress in meeting sustainability targets and benchmarks.

The engineering and services proposals should make specific reference to how they will

deliver sustainability benefits to the project.

Where multiple options are being developed, the sustainability implications of each should be

assessed, with specific reference to the sustainability advantages and disadvantages of each

option, including life cycle and recurrent costs.

17

Where the options differ significantly there should be a clear recommendation as to which

option is preferable from a sustainability perspective.

The CPSPB will undertake a high-level review of the preferred option against the design and

sustainability principles identified in the master plan phase.


The roles and responsibilities for the sustainability aspects of the feasibility study are outlined

in Table 5.3.

Table 5.3 Feasibility study – sustainability roles and respon sibilities

Role Responsibility


CPSPB project manager Ensure sustainability deliverables for the feasibility phase are delivered

Architect Integrate sustainability issues into the feasibility report

Engineer Integrate sustainability into the engineering and services proposals

Sustainability consultant* Allocate the sustainability budget broadly to sustainability initiatives

Assess the sustainability implications of options

Assess progress in meeting sustainability targets and benchmarks

Cost planner Include the sustainability budget in cost plan


Review against design and sustainability principles




5.4.3 Deliverables

The key sustainability deliverables during the feasibility study is the sustainability report

(feasibility), which should include:

• sustainability targets and benchmarks

• sustainability initiatives

• sustainability risks.

The Design and Sustainability team will undertake a review of the preferred option against the

design and sustainability principles agreed during the master plan phase.

18

5.5 Preliminary business case


The preliminary business case should include an analysis of the project against:

• government policy on sustainability

• the agreed project sustainability and design principles

• the agreed project sustainability targets.

Where multiple options are being assessed, the sustainability implications of each should be

considered, with specific reference to the implications of each option, including life-cycle and

recurrent costs.

Where the options differ significantly there should be clear recommendation as to which

option is preferable from a sustainability perspective.

The preliminary business case should also recognise the impact of health care capital

projects on natural resources, through their direct use (such as water), indirect use (such as

coal via energy use) and impact through emissions to air, land and water. Traditional

accounting procedures do not generally take into account these externalities, although this

does not mean they are less important in informing investment decisions.


The roles and responsibilities for the sustainability aspects of the preliminary business case

are outlined in Table 5.4.

Table 5.4 Preliminary business case – sustainability roles an d responsibilities

Role Responsibility


CPSPB project manager Ensure sustainability deliverables for the preliminary business case are delivered

Architect/engineer Integrate sustainability issues into the preliminary business case

Sustainability consultant* Assess the sustainability implications of options

Assess progress in meeting sustainability targets

Conduct a high-level environmental analysis of the preferred option

Cost planner Include the sustainability budget in the cost plan





19

5.5.3 Deliverables

The key sustainability deliverables during the preliminary business case is assessing options

against the sustainability and design principles and the sustainability targets, as well as a

high-level environmental analysis of the preferred option.

5.6 Schematic design


The schematic design is the key process through which sustainability can be integrated within

the design of the facility. It is during schematic design that the sustainability initiatives are

finalised and embedded within the project.

Review feasibility study findings

Government policy in regards to government leadership and sustainability in construction

should be reviewed to ensure the project is still consistent with policy commitments.

The sustainability targets and any benchmarks for the project should be reviewed and

confirmed by the project team.

It may also be useful to review the availability of any government sustainability grants or

funding opportunities that may be applicable to the project and fit with the project timelines.

Design brief and room data sheets

During this stage careful attention should be given to material selection and their potential

sustainability impacts, such as human health and embodied energy and water. It is necessary

to consider the full life-cycle costs of proposed materials to allow an informed decision to be

made of their ongoing effects on room occupants.

Equipment selection should include consideration of energy and water efficiency; in general

the most energy- and water-efficient equipment that is fit for purpose should always be

selected.

Schematic design

The sustainability principles developed during the master-planning process, standard practice

sustainability initiatives and any agreed benchmarks and targets are key inputs the schematic

design process. The additional sustainability initiatives, to be funded by the sustainability

budget, should be finalised during the schematic design process.

The schematic design report should clearly identify how the proposed design meets all

relevant principles, targets and benchmarks. Particular attention should be given to indoor

environment quality, energy efficiency, greenhouse gas emissions and water conservation

and efficiency.

20

The schematic design process should also consider the suitability of undertaking a life-cycle

assessment of the proposed design, especially where a number of options are being

considered. Material selection should include consideration of embodied energy and water,

recycled content, human health impacts and impacts on resource depletion.

The schematic design should include (as far as possible) future-proofing the facility in regards

to sustainability. This could be as simple as designing and installing lighting systems to be

able to be converted to LED at a later date, or as complex as ensuring engineering services

could be linked into a future co-generation plant.

A Green Star self-assessment of the schematic design must be undertaken and included in

the schematic design report. The role of the sustainability consultant is especially important if

the project is seeking an accredited ‘as designed’ or ‘as built’ Green Star rating due to the

need for documentation of the design process and all sustainability initiatives.

Specific tasks to be undertaken by the sustainability consultant during schematic design

include to:

• analyse the environmental and functional (area and room data sheets) requirements and

confirm performance standards to be met by sustainability systems

• assess the requirements for redundancy and for future expansion for sizing of a major

plant

• prepare a sustainability report (schematic design) following a comprehensive assessment

of possible alternative solutions to the project’s service requirements, including capital

development costs and ongoing operating and maintenance costs of each alternative (the

report is to be provided to the quantity surveyor for inclusion in the investment evaluation

report)

• identify the cost of capital required to achieve recurrent savings

• continuously monitor drawings, documentation, and architectural, mechanical, electrical,

structural and civil engineering and services decisions for their functional, capital and/or

recurrent cost impact

• review environmental performance benchmarks and targets for evaluating the schematic

design against comparable projects.

Statutory requirements

The schematic design report should identify all relevant environmental statutory requirements

(e.g. planning, biodiversity, cultural heritage and environmental protection) and, if appropriate,

obtain necessary approvals.

The schematic design report should also identify any ongoing statutory requirements resulting

from the implementation of any sustainability initiatives, for example, maintenance of grey-

water systems.

21

Cost estimate

The Cost Plan C1 should clearly detail the sustainability initiatives. The capital costs of these

initiatives, including those to be funded as part of the base case and those to be funded

through the sustainability budget, should be identified, as well as any ongoing recurrent costs

(such as annual audits of grey-water systems) or savings (such as reduced energy costs).


The roles and responsibilities for the sustainability aspects of the schematic design are

outlined in Table 5.5.

Table 5.5 Schematic design – sustainability roles and respons ibilities

Role Responsibility


CPSPB project manager Ensure the sustainability deliverables for the schematic design are delivered

Architect/engineer Integrate sustainability and future-proofing issues into the schematic design

Ensure all statutory requirements are identified and approvals obtained

Sustainability consultant* Allocate the sustainability budget to sustainability initiatives

Consider the suitability of undertaking a life-cycle assessment of the schematic design and/or options

Green Star self-assessment of the schematic design

Cost planner Include capital and recurrent costs and benefits of sustainability initiatives in cost plan



Review against design and sustainability principles

Review progress in implementing sustainability initiatives, and achieving targets and benchmarks.



22

5.6.3 Deliverables

The key sustainability deliverable during schematic design is the sustainability report

(schematic design). This should include:

• a Green Star self-assessment of the schematic design

• a life-cycle assessment (optional)

• a list of final sustainability targets, benchmarks and initiatives

• sustainability capital costs and recurrent savings

• sustainability risks

• a list of statutory requirements (and approvals, where appropriate).

The Design and Sustainability teams will undertake a review of the project design against the

design and sustainability principles agreed during the master plan phase.

5.7 Final business case


The final business case must include an environmental analysis of the proposal as detailed in

DTF’s 2008 Investment lifecycle guidelines,8 which states:

An environmental analysis is required for all proposals, to meet all relevant

legislative requirements and likely community concerns. Proposals should be

consistent with government environmental policy. The environmental analysis

should assess the extent and nature of environmental consequences and

opportunities surrounding the proposal.

Where an assessment confirms areas of significant concerns, possible intervention strategies

and options should be developed to feasibly address these concerns. The costs and benefits

associated with these strategies should be identified, valued or ranked, and then accounted

for when assessing options.

Environmental impacts should be identified as either quantified (such as carbon emissions) or

non-quantified (such as sense of security). The use of triple-bottom-line reporting can help

with reporting the economic, social and environmental impacts of a proposal or project.

Further guidance on triple-bottom-line analysis can be found in the Investment lifecycle

guidelines or Environment Australia’s Triple bottom line reporting in Australia (2003).

8 http://www.lifecycleguidance.dtf.vic.gov.au/

23


The roles and responsibilities for the sustainability aspects of the final business case are


Table 5.6 Final business case – sustainability roles and resp onsibilities

Role Responsibility


CPSPB project manager Ensure sustainability deliverables are included in the final business case

Sustainability consultant* Provide input to environmental analysis as required

Cost planner Include capital and recurrent costs and benefits of sustainability initiatives in the final business case





5.7.3 Deliverables

The key sustainability deliverable during the final business case is the environmental analysis.

5.8 Delivery phase


The sustainability consultant has a key role to play during the delivery of a project to ensure

the sustainability initiatives are implemented as agreed in the schematic design. The role of

the sustainability consultant is especially important if the project is seeking an accredited ‘as

built’ Green Star rating due to the need for documentation of all sustainability initiatives.

Design development

Specific tasks to be undertaken by the sustainability consultant during design development

include to:

• assist the project team to undertake any changes to the schematic design required as a

result of the value management review

• ensure the design development meets the sustainability requirements of the brief and is

in accordance with the project budget

• provide any information necessary to identify issues associated with special facilities

and/or major plant and equipment

• undertake a Green Star self-assessment

24

• provide the quantity surveyor with a report of sustainability aspects for inclusion in Cost

Plan C2

• review all systems to ensure their compliance with all original targets and objectives

established for the project.

Where an accredited Green Star rating is being sought the sustainability consultant is

responsible for collating all material required for the application to the GBCA, unless

otherwise agreed with the architect.

Contract documentation

The CPSPB project manager is to ensure that contract documentation includes all relevant

sustainability criteria. This could include tender evaluation criteria and/or specific statutory

requirements (such as any permit conditions).

Tender, evaluate and award

The CPSPB project manager must ensure the tendering process gives due consideration to

the environmental history and experience of the contractor. This could include requiring

contractors to submit documentation on environmental management systems, details of

previous environmental fines and/or penalties and training records of key operational staff.

Construction

The contractor is required to prepare a project-specific contractor’s environmental

management plan (EMP). The contractor’s EMP must include, as a minimum:

• The identification of work activities and an assessment of their potential impacts and

associated risks to on-site and off-site environmental receptors (such as community, land

uses, waters, flora and fauna, cultural heritage) including times when the contractor is not

on site.

• Legal and other requirements – details of approvals, licences and permits necessary to

meet statutory requirements.

• Resources, roles, responsibility and authority – details of staff involved in the approval,

implementation and review of the EMP.

• Competence, training and awareness – an induction and training plan to ensure all site

personnel (including subcontractors) understand the EMP and are aware how the EMP is

to be implemented in relation to the works, including any possible emergency response

procedures.

• Operational control – the EMP must document environmental procedures to manage all

identified impacts and environmental protection requirements.

• Scaled drawings that clearly show the location and extent of environmental controls,

modifications to existing control devices and monitoring locations.

25

• Emergency preparedness and response – an emergency response procedure must

include processes for managing any environmental emergency on site, such as

contacting relevant stakeholders and site clean-up.

• Non-conformity, environmental incidents and corrective and preventative action

procedures.

• Audit – a documented process for auditing the EMP against the contract requirements,

including the effectiveness of on-site environmental protection measures.

• Review and continual improvement – a procedure for reviewing and continually improving

the EMP including an adaptive approach for reviewing and updating as works progress

and/or following non-conformances, complaints or previously unidentified issues.

Specific tasks to be undertaken by the sustainability consultant during construction include:

• Identifying dangerous materials and hazardous goods areas to maintain safe

environmental practices.

• Providing required documentation for processing variations related to sustainability

initiatives.

• Checking that suitable reports on implementation of the contractor’s EMP have been

completed and provided to the client.

Where an accredited Green Star ‘as built’ rating is being sought the sustainability consultant

is responsible for collating all material required for the application to the GBCA, unless

otherwise agreed with the architect.

26


The roles and responsibilities for the sustainability aspects of the delivery phase are outlined

in Table 5.7.

Table 5.7 Delivery phase – sustainability roles and responsib ilities

Role Responsibility


CPSPB project manager Ensure contract documentation includes relevant environmental criteria

Ensure the tender process gives due consideration to environmental issues

Ensure the sustainability deliverables for delivery phase are delivered

Sustainability consultant* Ensure sustainability initiatives are implemented as agreed in the schematic design

Green Star self-assessment

Collate documentation for Green Star application (if applicable)

Review on-site environmental management practices (including waste)

Contractor Prepare the contractor EMP

Provide environmental induction for all site workers and visitors





5.8.3 Deliverables

The key sustainability deliverables during the delivery phase are:

• Green Star self-assessment

• standard and specific environmental contract clauses

• contractor’s EMP

• Green Star documentation (if applicable).

27

5.9 Implementation phase


The implementation phase is critical in ensuring that the building is used as intended from a

sustainability perspective. This is important both from a technological viewpoint (such as

automated systems) and regarding occupant behavioural issues (such as waste

management, non-potable water use and operable windows).

The sustainability consultant must provide input into the building user guide to ensure facility

managers are fully aware of the operational and maintenance requirements for all

sustainability initiatives. The building user guide should cover both technological aspects of

the facility, as well as generic operational issues for staff, patients and visitors.

The sustainability consultant must provide input into the development of the asset

maintenance budget. The budget must indicate the anticipated cash flow and annual budget

for the life of the facility (15–20 years) and include:

• EMP and associated energy consumption costs (such as electricity and gas for lighting,

power, heating and cooling)

• a waste and water management program and associated costs

• operating and maintenance costs of related services (such as solar heating and grey-

water treatment systems)

• other environmental operating activities associated with building management systems,

training, induction, data collection and participation in environmental change programs.

The health care agency should ensure signage is installed (such as waste, water and energy)

to encourage the occupants to adopt sustainable practices and include the new/upgraded

facility in the ResourceSmart healthcare strategy.9

The sustainability consultant is to prepare case studies of at least two initiatives funded out of

the sustainability budget. Case studies should take into consideration those that have already

been prepared under previous projects and should be prepared using the template in

Appendix 3. Case studies may be made public on the department’s website.

9 See http://www.resourcesmart.vic.gov.au/healthcare.

28


The roles and responsibilities for the sustainability aspects of the implementation phase are


Table 5.8 Implementation phase – sustainability rol es and responsibilities

Role Responsibility


CPSPB project manager Ensure sustainability deliverables for the implementation phase are delivered

Sustainability consultant* Provide input into the building user guide

Provide input into the asset maintenance budget

Prepare case studies of at least two initiatives

Health care agency Ensure environmental signage is installed

Include coverage of the new/upgraded facility in its ResourceSmart healthcare strategy



Record list of initiatives and expected savings

Update environmental benchmarks as required



5.9.3 Deliverables

The key sustainability deliverables during the implementation phase are:

• a final list of sustainability initiatives and key issues

• case studies of at least two initiatives

• a building user guide

• the asset maintenance budget

• an updated ResourceSmart healthcare strategy.

29

5.10 Post-occupancy evaluation

Post-occupancy evaluation (POE) is an essential aspect of the capital development process,

in that it provides an assessment of whether the facility operates as designed and as

intended. A POE also provides useful information on the effectiveness of specific initiatives

that can be used in the development of future projects.

The POE should be done at least 12 months after occupancy of the facility and, from a

sustainability perspective, should include:

• a list of all sustainability initiatives proposed and implemented

• a summary of any targets and/or benchmarks adopted during the design process

• a summary of expected savings

• an assessment of building performance against the parameters listed above

• actual normalised energy and water use and waste generation (by stream).

Where a strong emphasis was placed on improving indoor environmental quality (IEQ) it may

be beneficial to undertake an occupant survey and to do IEQ tests to ascertain whether

improved IEQ has led to any qualitative benefits, such as improved patient outcome and/or

staff productivity.

The CPSPB project manager is responsible for ensuring there is sufficient budget available to

undertake the POE 12 months post occupancy and that an independent, robust and

comprehensive POE is completed.

31

Appendix 1: Regulatory authorities

Department/agency* Contact details DH capital works interface*

Federal Department of Environment, Water, Heritage and the Arts

John Gorton Building Environment entrance King Edward Terrace Parkes ACT 2600

02 6274 1111

www.environment.gov.au

Environmental assessment under the Environment Protection and Biodiversity Conservation Act

Federal Department of Climate Change and Energy Efficiency

GPO Box 854 Canberra ACT 2601

02 6159 7000 www.climatechange.gov.au

National policy on energy efficiency and climate change

Department of Sustainability and Environment

8 Nicholson Street PO Box 500 East Melbourne VIC 3002 131 186

www.dse.vic.gov.au

Issuing permits under FFG Act

Referral authority for planning applications and net gain assessments

Department of Planning and Community Development

1 Spring Street Melbourne VIC 3000

03 9208 3333

www.dpcd.vic.gov.au

Environmental assessment under the Environment Effects Act

Aboriginal and cultural heritage

Environment Protection Authority

200 Victoria Street Carlton VIC 3053 03 9695 2722

www.epa.vic.gov.au

Pollution licensing

Works approvals

Waste management and transport

Local councils www.localgovernment.vic.gov.au Planning applications

Water-sensitive road design

Access and transport

Net gain assessments

* Note: this list is not exhaustive and should be used as guidance only.

33

Appendix 2: Standard practice sustainability initia tives

1.0 Indoor environment quality Phase

1.1 Appropriate design and internal layout to provide daylight for occupied functional areas (all areas likely to be occupied for at least one continuous hour per day).

Master plan

1.2 Appropriate internal layout to reduce excessive solar heat gain for patient areas.

Feasibility

1.3 Utilise internal, manually operated blinds to provide shade to occupants.

Schematic design

1.4 Use high-frequency ballasts for all fluorescent luminaries. Schematic design

1.5 Lighting design to provide maintained illuminance levels of not greater than 25 per cent above the minimum maintained illuminance levels recommended in Table F1 of AS1680.2.5-1997 for 95 per cent of occupied functional areas.

Schematic design

1.6 Locate outside air intakes to reduce contaminants from entering the building, with minimum distances from sources of contaminants, such as major roads, loading dock or a waste collection facility.

Schematic design

1.7 Design for thermal comfort and zone heating, ventilating and air conditioning (HVAC) systems to maintain effective comfort in individual zones.

Schematic design

1.8 Consider the use of a wider and more variable internal temperature band (such as 19–26° Celsius) unless contraindicate d for clinical or operational reasons.

Schematic design

1.9 Photocopy rooms to be sealed from work and meeting areas and include provision of exhaust riser to remove indoor pollutants.

Schematic design

1.10 95 per cent of all wall and ceiling coverings, flooring and paints are low volatile organic compounds (VOC).

Schematic design

1.11 Use low formaldehyde emission options for particle and composite boards.

Schematic design

1.12 Access provided to ductwork to allow maintenance and cleaning in accordance with design guidelines for hospitals and day procedure centres.

Schematic design

1.13 The internal noise levels from building services meets the recommended design sound levels provided in Table 1 of AS/NZS2107:2000.

Schematic design

34

2.0 Energy Phase

2.1 Orient and design the building, within site constraints, so that as close as possible to 100 per cent of the north façade is shaded at the noon solstice and there is minimal glazing (with shading) on the west façade.

Master plan

2.2 Maximise shading from existing trees and neighbouring buildings. Master plan

2.3 Treat doorways and other external openings to manage prevailing winds and draughts.

Feasibility

2.4 Maximise use of stairs through location and design. Schematic design

2.5 Insulation to meet levels specified in the Building Code of Australia. Schematic design

2.6 Use light-coloured window frames to reduce heat absorption into the building.

Schematic design

2.7 Use skylights for day-lighting in single-storey buildings and the top floor of multi-storey buildings within travel areas.

Schematic design

2.8 Provide manually operable windows for natural ventilation in sub-acute patient and administration areas, where feasible.

Schematic design

2.9 All below-ground car parks to have carbon monoxide monitoring and variable speed drive (VSD) fan controls.

Schematic design

2.10 All three-phase HVAC system motors above 5kW to have variable speed drives.

Schematic design

2.11 Provision of solar hot water for domestic hot water (primary systems 60 per cent or pre-heater systems 20 per cent).

Schematic design

2.12 All linear fluorescent lighting to be T5. Schematic design

2.13 The use of low-voltage halogen downlights is not permitted in any areas of the facility, including lifts, foyers/reception areas, toilets, meeting rooms, concessions and executive suites.

Schematic design

2.14 Install voltage reduction on all car parking lighting and external lighting systems.

Schematic design

2.15 Achieve internal lighting power density to less than 2 watts/m2/100 lux.

Schematic design

2.16 Include local control for all light zones of up to 100 m2. Schematic design

2.17 Include occupancy and light sensors in rooms intermittently used, including dining rooms, activity rooms, meeting rooms, staff rooms, store rooms and staff toilets.

Schematic design

2.18 Avoid dead legs on hot water systems. Schematic design

2.19 Install time controls on all boiling water units in kitchens and activity rooms.

Schematic design

2.20 Install minimum 0.95 power factor correction systems for building services.

Schematic design

35

3.0 Water Phase

3.1 Include water-sensitive urban design, such as swales and bio-filtration, in external areas.

Schematic design

3.2 Install pressure-reducing valves on hydraulic appliances. Schematic design

3.3 Provide rainwater tanks to collect water from roof tops, reverse osmosis (dialysis) and other areas where flows justify. Collected water to be treated and used for landscape irrigation and toilet flushing. Use of non-potable water to be in accordance with the Guidelines for water reuse and recycling in Victorian health care facilities.

Schematic design

3.4 Install tap-ware with maximum flow rate of 4.5 litres (6* WELS rating) in all ensuites and general amenity areas.

Schematic design

3.5 Install dual flush toilets with capacity of 3/4.5 litres (4* WELS rating). Schematic design

3.6 Install showers with maximum flow rate of 7.5/9 litres (3* WELS rating).

Schematic design

3.7 Install waterless or non-potable water flushed 6* WELS-rated urinals for staff and visitors. Use of non-potable water to be in accordance with the Guidelines for water reuse and recycling in Victorian health care facilities.

Schematic design

3.8 Design landscaping to be water efficient, including use of mulching, plant selection and water-efficient irrigation system, comprising subsoil drip systems and automatic timers with rainwater or soil moisture sensor over-ride.

Schematic design

3.9 Adiabatic coolers and/or ultra-low water use cooling towers/closed circuit coolers are to be used.

Schematic design

3.10 Avoid cooling of equipment such as CSSD or compressors with single-pass water, use chilled water and heat exchangers or non-potable water instead where services are in close proximity. Use of non-potable water to be in accordance with Guidelines for water reuse and recycling in Victorian health care facilities.

Schematic design

4.0 Materials Phase

4.1 Re-use fittings, furniture, workstations and materials from vacated and/or demolished premises.

Schematic design

4.2 Reuse existing structures/facilities on-site within design, where feasible.

Schematic design

4.3 Where practical select finishes and furniture designed and manufactured for low environmental impact (including sustainably managed plantation timber and joinery).

Schematic design

4.4 Provide infrastructure with appropriate access within facility to allow segregation of waste into reusable, recyclable, compostable and true waste components in accordance with waste management guidelines.

Schematic design

4.5 Minimise use of paint or finishes on exterior surfaces. Schematic design

4.6 Require use of standard material sizes and components. Schematic design

4.7 Use of post-consumer waste/post-industrial waste such as recycled aggregate, fly ash and silica fume for concrete and post-consumer recycled content or re-used steel.

Schematic design

4.8 Maximise use of locally produced building materials, construction workers and facilities.

Delivery

36

5.0 Ecology and land use Phase

5.1 Maximise retention of existing ecological resources, contiguous ecosystems networks and native vegetation.

Master plan

5.2 Avoid land that is of prime agricultural value: below the 100-year flood operations location; subject to erosion, wildfire or landslides; wetlands; virgin forest or land; or any other area of recognised heritage or conservation value.

Master plan

5.3 Provide preference to previous commercially used sites where use outweighs remediation costs.

Master plan

5.4 Maintain balance of topsoil and fill on site, such that no topsoil is removed from site.

Master plan

5.5 Use locally consistent flora in landscaping. Schematic design

6.0 Transport Phase

6.1 Select site and design layout to maximise access to existing or proposed future public transport.

Master plan

6.2 Provide secure and conveniently located on-site bicycle parking for staff and visitors and ‘after-trip’ facilities for staff in accordance with provisions in the VPP clause 52.34, including where exemptions from the VPP exists.

Schematic design

6.3 Provide tele- and video-conferencing facilities. Schematic design

6.4 Encourage reduction of car-parking numbers from planning allowances to encourage use of alternative transport without reducing accessibility to services for patients.

Schematic design

6.5 Provide 15 per cent of total parking spaces designed and labelled for small cars and/or motorcycles/mopeds, hybrids and alternative-fuel vehicles and carpools in preferential locations.

Schematic design

6.6 Develop an integrated transport plan (ITP) for the project consolidating all behavioural and infrastructural transport measures implemented on site and recommendations for future improvements.

Schematic design

7.0 Emissions to land, water and air Phase

7.1 Minimise noise emissions to adjacent properties. Feasibility

7.2 Use of water-sensitive urban design (WSUD) in all hard-surface and landscaped areas, including use of pollution prevention/interception devices as required to maintain stormwater quality leaving site.

Feasibility

7.3 Avoid ozone-depleting chemicals by sourcing recognised alternatives with low ozone-depleting potential (ODP), for example, hydrocarbon gases in air conditioning and thermal insulants.

Schematic design

7.4 Ensure no direct lighting is directed beyond site boundaries or upwards without falling directly onto a surface for illumination, being mindful of safety and ‘ambience’ requirements.

Schematic design

7.5 All trade waste discharges to meet requirements of Standards for trade waste discharges to sewerage system (SEWL, June 2007), or subsequent versions that supersede this document.

Schematic design

37

8.0 Management Phase

8.1 Agency to assign responsibility for integrating environmentally sustainable design (ESD) into the project and provide input to relevant user group consultation.

Master plan

8.2 Appointment of Green Star – Healthcare accredited professional on design team.

Feasibility

8.3 Investigate use of government funding schemes to assist in implementing sustainability initiatives.

Feasibility

8.4 Develop a metering strategy (and install required meters) to allow measurement of energy and water from functional areas, concessions, areas of substantive electricity use (greater than 100 kVA) and areas of high water use (such as kitchen, laundry and CSSD). The strategy must indicate how data will be used to report against targets and benchmarks and influence behaviour change.

Schematic design

8.5 Installation of an electronic building management system (BMS) to report and control all energy- and water-consuming systems and allow for the optimisation of building systems (without the use of excessive controls).

Schematic design

8.6 Minimise adverse impacts from development during construction and operation on local streetscape/landscape and neighbouring residents and businesses.

Delivery

8.7 Adopt a project-specific formal environmental management plan (including waste) for demolition and construction.

Delivery

8.8 The managing contractor (builder) to have an environmental management system developed in accordance with ISO 14001.

Delivery

8.9 Commissioning in compliance with Chartered Institute of Building Services Engineers (CIBSE) and American Society of Heating, Refrigerating and Air Conditioning Engineers (ASHRAE) commissioning codes.

Delivery

8.10 Provide a building user guide detailing the energy and environmental strategies, monitoring and targeting, building services, transport facilities, materials and waste policy, expansion/re-fit considerations, references and further information, and a building maintenance guide detailing the maintenance and access provisions to the building services and building fabric.

Delivery

8.11 Provide staff training in appropriate operational procedures. Delivery

8.12 Provide appropriate equipment maintenance procedures. Delivery

8.13 80 per cent by weight target for demolition and construction materials (excluding hazardous waste) to be re-used and/or recycled.

Delivery

39

Appendix 3: Sustainability case study template

41

Insert title here Insert category here (e.g. energy, water, IEQ)

Insert summary of initiative here, e.g. what it is, how it works, where it was installed, key benefits etc.

Insert any testimonials from the agency (preferable but not essential).

Hospital Project

Insert project here

Total investment

Insert TEI here

Date of completion

Insert date here

Project Architect

Insert name here

Sustainability Consultant

Insert name here

Insert name of photo here and send photo as separate file

Insert photo caption here

Insert photo credit here

Insert key issues that arose during the implementation (from design to installation) and how they were addressed, e.g. infection control, agency support, design issues, interface with engineering etc.

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Insert technical specifications of what was installed, e.g. make, model, cost and any other relevant issues

Insert any more detail of the initiative.

Insert name of photo here and send photo as separate file

Insert photo caption here

Insert photo credit here

For further information : Healthcare Agency Name E-mail Phone Sustainability Consultant Name E-mail Phone DH Sustainability Unit Tiernan Humphrys [email protected]

Insert name of logo files here (sustainability consultant, architect and healthcare agency) and send as separate file

guidelines for sustainability in health care capital works for... · health care facilities....

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