| Overall Rating | Gold |
|---|---|
| Overall Score | 68.44 |
| Liaison | William Van Ausdal |
| Submission Date | July 9, 2024 |
Flinders University
PA-2: Commitments and Planning
| Status | Score | Responsible Party |
|---|---|---|
|
5.33 / 6.00 |
2.1 Public sustainability commitment
Narrative detailing the institution’s guiding vision or goals for sustainability and the plan(s) in which they are published:
Flinders University Vision:
To be internationally recognised as a world leader in research, an innovator in contemporary education, and the source of Australia’s most enterprising graduates.
Our Sustainability Vision:
Flinders University is committed to sustainability, inclusivity, and global responsibility, we will confront challenges such as climate change, biodiversity loss, and social inequalities and lead society towards a brighter future. By integrating these pressing issues into our strategic agenda, conducting research, offering sustainability-focused and inclusive educational programs, implementing sustainable practices across all functions, and engaging with external networks, we will actively contribute to addressing societal needs and advancing sustainability on a local, national, and global scale
(as per our 2030 Sustainability Strategy https://www.flinders.edu.au/content/dam/documents/campus/sustainability/Flinders%20University%202030%20Sustainability%20Strategy%20-%20Version%201.3%20(April%202024).pdf )
Narrative and/or website URL outlining the institution’s external sustainability commitments that include a reporting requirement:
Our 2030 Sustainability Strategy describes our plans and commitments, including objectives and initiatives. Reporting is part of Strategic Pillar 4 - Leadership and Governance: 4.3 Reporting, Objective: Advance sustainability reporting and recognition. One of the reporting objectives is to achieve a Sustainability Tracking, Assessment & Rating System (STARS) Rating. https://www.flinders.edu.au/content/dam/documents/campus/sustainability/Flinders%20University%202030%20Sustainability%20Strategy%20-%20Version%201.3%20(April%202024).pdf
Our Reconciliation Action Plan 2023-2025 describes the pathway and actions to our vision to establish Flinders University as a place where reconciliation is embedded in the lived actions of the Flinders University community. We aim to do this by promoting social responsibility and accountability, underpinned by truth telling, mutual respect and understanding, that champions Aboriginal and Torres Strait Islander people’s selfdetermination. The plan includes an action on reporting: Action 14. Build accountability and transparency through reporting RAP achievements, challenges, and learnings both internally and externally. https://www.flinders.edu.au/content/dam/images/reconciliation-action-plan/OISE_RAP_2023_Final_web.pdf (page 21).
The Reporting Tool will automatically calculate the following figure:
2.2 Measurable sustainability objectives
Narrative listing the institution’s measurable sustainability objectives that address teaching, learning, and research:
As per the 2030 Sustainability Strategy, the objective for Learning and Teaching in the Strategy is: Flinders graduates are sustainability literate and prepared to lead transformational change within their organisations and communities
It identifies six initatives and actions (see plan for details) with the Deputy Vice-Chancellor (Students and Learning), Teaching and Innovation Committee and the Sustainability Advisory Group responsible. Identified metrics are:
- Number of graduates in sustainability-focused undergraduate and graduate-level degree, courses.
• Number of topics and degree courses offering sustainability focused and inclusive
content.
• Number of student-completions for sustainability-focused and inclusive topics
• Increased levels of sustainability knowledge, literacy and involvement amongst students.
The objective for research is: Flinders’ research activities are helping society solve complex sustainability challenges. The plan identifies three actions/initiatives with Deputy Vice-Chancellor (Research) responsible. Identified metrics are:
- Quantity of sustainability-related research projects and publications aligned to SDGs.
• Increased levels of funding secured by research units in the areas of environmental and
social impact research.
• Number of demonstration research projects applied on campus.
(Refer to pages 8 and 9 in the 2030 Sustainability Strategy)
Has the institution adopted one or more measurable sustainability objectives that address stakeholder engagement?:
Narrative listing the institution’s measurable sustainability objectives that address stakeholder engagement:
As per the 2030 Sustainability Strategy, the main objective for Student, Alumni and Staff Campus Engagement is: Sustainable behaviours are embedded into the culture of Flinders University. It identified eight initiatives and actions with the Deputy Vice-Chancellor (Students), Flinders University Student Association (FUSA), Property, Facilities and Development, People and Culture, Deans of People and Resources; Academic and Student leaders from each college, Health Counselling and Disability Services (HCD), OISE resposible. The metrics are:
• Increased levels of knowledge, responsibility and engagement amongst staff and students as measured in a survey every 3 years.
• Increase in the number of student-led sustainability projects and initiatives.
The objective for Community and Public Engagement is: Grow community engagement for sustainable impact. Two initiatives and actions were identified with the Property, Facilities and Development division responsible. The metrics are:
• Increased collaborative local and regional sustainability project and formal network
involvement.
The objective for Business and Industry Partnerships is: Strengthen collaboration with business, government and industry. Two intiiatives and actions were identified with Corporate Services portfolio responsible. The related metrics are:
• At least one partnership in each sector – community, industry, inter-university
Refer to pages 15 to 16 in the 2030 Sustainability Strategy)
Has the institution adopted one or more measurable sustainability objectives that address campus operations?:
Narrative listing the institution’s measurable sustainability objectives that address campus operations:
As per the 2030 Sustainability Strategy, the objective for Energy, Building and Construction is: Develop low carbon, efficient and healthy campus infrastructure. There are ten intiatives and actions with the Property, Facilities and Development division primarily responsible.The metrics for this objective are:
• Minimum 5-Star Green Star and/or Gold WELL rating achieved and life-cycle-assessment
for new major builds.
• Organisational GHG emissions (CO2e) and emissions per full-time student.
• Renewable energy generation and consumption (as % of demand).
The objective for Procurement and Supply is: Develop a low environmental impact responsible supply chain. There are three initiatives and actions with the Finance and Procurement division responsible. The metrics are:
• Sustainability principles are embedded in the University’s tendering and procurement
processes.
• Number of partnerships with suppliers that demonstrate sustainable and ethical
practices (e.g. carbon-neutral, repurposed, reused, recycled, take back scheme, local,
socially ethical, indigenous, and slave-free suppliers).
• GHG (CO2e) emissions of supply chain (goods and services).
The objective for Transport is: Move towards sustainable transport. There are eleven initiatives and actions with Property, Facilities and Development; International; and Finance and Procurement being responsible. The metrics are:
• Increase in the use of public transport, the loop bus, walking and cycling (from baseline).
• Reduction in transport related GHG (CO2e) emissions.
• Decrease in air travel emissions per FTE staff.
• EV vehicles as % of fleet.
The objective for Water in the strategy is: Cultivate water-wise campuses. There are three actions and initiatives with the Property, Facilities and Development division responsible. The metrics are:
• Reduce water use on campus and increase in % recycled water.
• Improved water efficiency in landscape maintenance and increased utilisation of
stormwater (from baseline).
The objective for Resource Recovery is: Maximise resource efficiency and recovery. There are seven actions and initiatives with the Property, Facilities and Development division responsible. The metrics are:
• Waste to landfill (including to energy), reuse, recycling and organics (volume and %)
• Contamination rate in recycling streams and recyclables in waste streams (%)
• Retailers reuse or use 100% compostable serving ware (# of compliant retailers).
The objective for Food and Dining is: Nourish people and planet. There are three initiatives and actions with three actions and initiatives with Property, Facilities and Development division responsible. The metrics are:
• Food choice availability including organic, vegan, vegetarian, unprocessed, locally sourced
(# of participant retailers).
The objective for Climate Action is: Adapt to a changing climate. There are two actions and initiatives with the Property, Facilities and Development division esponsible. The metric is:
• Reduction, or at least mitigation, of climate risks assessed as high or extreme.
The objective for Landscapes and Biodiversity is: Preserve and increase biodiverse, ecologically appropriate, and productive campus landscapes. There are four actions and initiatives with the Property, Facilities and Division and the Office of Indigenous Strategy and Engagement responsible. The metrics are:
• Upward trends in campus biodiversity indicators (flora species by type, number,
endemic, non-endemic).
• Reduction in herbicide, pesticide and fertiliser use on campus.
• Number of significant trees registered.
(Refer to pages 9 to 15 of the 2030 Sustainability Strategy)
Has the institution adopted one or more measurable sustainability objectives that address racial equity and social justice?:
Narrative listing the institution’s measurable sustainability objectives that address racial equity and social justice:
As per our Reconciliation Action Plan 2023-2025, the following Actions are pursued:
8. Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention, and professional development. Responsibility: Director, People and Culture
9. Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes. Responsibility: Vice-President Corporate Services
(Refer to page 18 of the Reconciliation Action Plan 2023-2025)
Has the institution adopted one or more measurable sustainability objectives that address administration and finance?:
Narrative listing the institution’s measurable sustainability objectives that address administration and finance:
As per the 2030 Sustainability Strategy, the Driving Responsible Investment objective is: Realise and demonstrate responsible Investment. There are two initiatives and actions with Finance and Procurement and the Property, Facilities and Development development responsible. The metric is:
• Operation of a revolving sustainability fund.
The Reporting objective is: Advance sustainability reporting and recognition. There are three initiatives and actions with the Property, Facilities and Development responsible. The metrics are:
• Annual GHG reporting, STARS® (3-yearly)
• Improved sustainability rankings.
(Refer to page 17 to 18 of the 2030 Sustainability Strategy)
The Reporting Tool will automatically calculate the following figure:
2.3 Climate resilience assessment and planning
Narrative and/or website URL providing an overview of the institution’s climate resilience assessment:
Does the institution participate in an ongoing campus-community task force or committee that is focused on climate resilience?:
Narrative and/or website URL providing an overview of the campus-community task force or committee focused on climate resilience:
Has the institution incorporated climate resilience strategies and/or goals into one or more of its published plans?:
Narrative listing the institution’s climate resilience strategies and goals and the plan(s) in which they are published:
The climate resilience strategies and goals from the Flinders University 2030 Sustainability Strategy are:
•Energy efficiency improved by 20% and reduction of stationary diesel fuel (generator) emissions by 30% (owned by the Property, Facilities and Development division by 2030).
• Develop energy storage to support electrification within demand constraints (owned by the Property, Facilities and Development division by 2030).
•Replacement of 80% Hydrofluorocarbons (HFCs) refrigerants with low-global warming potential (GWP) alternatives through maintenance and replacement cycles, primarily via chillers and heat pumps (owned by the Property, Facilities and Development division by 2030)
• Electrify the small vehicle fleet (by 2026) and 90% of the entire fleet, and campus loop bus services (owned by the Property, Facilities and Development division by 2030).
• Reduce mains water usage by 20% connecting to an integrated water recycling system (owned by the Property, Facilities and Development division from 2024).
• All new buildings to have dual recycled water reticulation and water efficiency (owned by the Property, Facilities and Development division from 2024).
• Use green infrastructure and low impact development (LID) practices to help mitigate stormwater run-off impacts and treat rainwater as a resource rather than as a waste product (owned by the Property, Facilities and Development division from 2024).
• Ensure sustainability and climate adaptation principles (including bushfire, extreme heat and weather, and flooding prevention) are integrated into the master planning process (owned by the Property, Facilities and Development division by 2024).
• Adopt ‘no net loss’ development (with ‘net gain’ outcomes incorporated in all projects) adhered to across all campuses (owned by the Property, Facilities and Development division by 2025).
• Maintain and promote healthy, local food security and wellness by hosting a weekly community market and community garden for student use (owned by the Property, Facilities and Development division by 2024).
• Adopt ‘no net loss’ development (with ‘net gain’ outcomes incorporated in all projects) adhered to across all campuses (owned by the Property, Facilities and Development division by 2025).
• Adopt a unified EV support strategy and support the ongoing adoption of low emissions vehicles by our staff, students and visitors by providing adequate charging infrastructure at university and rural and remote sites, where appropriate, to include fast charging and bi-directional charging infrastructure (owned by the Property, Facilities and Development division through 2030
The Reporting Tool will automatically calculate the following figure:
Optional documentation
Additional documentation for this credit:
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.