CONTEXTUALISATION GUIDE CORRECTIONAL SERVICES

BSBSUS501A: Develop workplace policy and procedures for sustainabilityBSBSUS301A: Implement and monitor environmentally sustainable work practicesBSBSUS201A: Participate in environmentally sustainable work practices

CONTEXTUALISATION GUIDE

CORRECTIONAL SERVICES

Contextualisation Guide GSA - Corrections v3 1 of 59

This Contextualisation Guide has been produced with assistance of funding provided by the Commonwealth Government. Developed by the Government and Community Safety Industry Skills Council. Government Skills Australia Level 11, 147 Pirie Street, Adelaide, South Australia, 5000 T +61 8 8100 7400 F +61 8 8232 7444 E [email protected]

www.governmentskills.com.au


TABLE OF CONTENTS

1. ABOUT THIS GUIDE ......................................................... 4

1.1 TARGET AUDIENCE ...................................................................................................................... 4

1.2 PURPOSE OF THIS GUIDE AND BACKGROUND ............................................................................ 4

2. SUSTAINABILITY............................................................. 6

2.1 ENVIRONMENTAL SUSTAINABILITY ............................................................................................. 6

2.2 Social sustainability ..................................................................................................................... 7

2.3 Economic sustainability ............................................................................................................... 7

2.4 Sustainability in business ............................................................................................................ 7

2.4.1 Environmental Sustainability in business ............................................................................. 8

2.4.2 Social Sustainability in business ........................................................................................... 9

2.4.3 Economic Sustainability in business ..................................................................................... 9

3. CONTEXTUALISATION ..................................................... 11

3.1 BENEFITS OF CONTEXTUALISATION .......................................................................................... 11

3.1.1 Organisation benefits ......................................................................................................... 11

3.1.2 Learner Benefits ................................................................................................................. 11

3.1.3 Registered Training Organisations benefits ....................................................................... 12

3.2 PREPARING THE CONTEXTUALISATION ..................................................................................... 12

3.2.1 Contextualise BSBSUS501A, BSBSUS301A and BSBSUS201A ............................................. 12

3.2.2 Incorporating sustainability skills into existing qualifications ............................................ 13

3.2.3 Understanding the context ................................................................................................ 13

4. THE APPROACH ADOPTED IN THIS GUIDE .............................. 16

4.1 Contextualise BSBSUS501A, BSBSUS301A & BSBSUS201A ....................................................... 16

4.2 Integrate the learning outcomes of the sustainability units of competency into other units of

competency ...................................................................................................................................... 17

4.2.1 Identifying similarities between sustainability units and other units of competency ....... 18

4.2.2 Incorporating sustainability skills into existing qualifications ............................................ 18

5. CONTEXTUALISE BSBSUS501A, BSBSUS301A and BSBSUS201A ....... 20

5.1 BSBSUS501A .............................................................................................................................. 20

5.2 BSBSUS301A .............................................................................................................................. 29

5.3 BSBSUS201A .............................................................................................................................. 38

6. Integrate the learning outcomes of the sustainability units of

competency ..................................................................... 43


6.1 Identifying similarities between sustainability units and other units of competency .............. 43

6.2 Incorporating sustainability skills into existing qualifications ................................................... 46

7. CASE STUDIES .............................................................. 50

Corporate Greenhouse Gas Emissions Inventory – City of Onkaparinga (South Australia).......... 50

City of Melbourne – “Council House 2 – Our green building” ...................................................... 50

ESD Design Guide – Office and Public Buildings ........................................................................... 51

Brush Farm Corrective Services Academy – Correctional Services (NSW) ................................... 51

Sustainable government case studies – Office of Environment and Heritage (NSW) .................. 51

Glen Innes Correctional Centre ..................................................................................................... 52

NSW State Parole Authority (e-Office Solution) ........................................................................... 52

8. REFERENCES AND RESOURCES ........................................... 54


1. ABOUT THIS GUIDE

1.1 TARGET AUDIENCE

The target audience for this guide includes:

Registered Training Organisations

Trainers and Assessors (including enterprise trainers and assessors)

Developers of learning and assessment materials

1.2 PURPOSE OF THIS GUIDE AND BACKGROUND

The intent of this Guide is to:

Provide advice and information that will support the Contextualisation of 3 units of competency which have been imported into the Correctional Services Training Package. Namely:

o BSBSUS501A – Develop workplace policy and procedures for sustainability o BSBSUS301A – Implement and monitor environmentally sustainable work

practices o BSBSUS201A – Participate in environmentally sustainable work practices

Provide advice and information as to how the skills and knowledge outlined in these units of competency can be embedded into other qualifications and/or units of competency.

Training and education now play a vital role in supporting industries and organisations as they seek to adopt more environmentally, socially and economically sustainable approaches. This Guide aims to support the contextualisation of these units of competency.

The National VET Sector Sustainability Policy and Action Plan (2009-2012) were endorsed by the Ministerial Council for Vocational and Technical Education in 2009. The introduction to this plan states:

“The vocational education and training (VET) sector’s central role is to support the development and maintenance of a productive national economy through the provision of a skilled workforce. The VET sector must identify emerging areas of skills demand and ensure the availability of relevant training product and delivery. The growing demand for skills to support the transition to an environmentally more sustainable economy is one such area.”

National VET Sector Sustainability Policy and Action Plan (2009-2012)

Action 2.3.2.1 of this Plan states that sustainability skill elements and/or competencies should be incorporated into all training products (i.e. Training Packages and qualifications) and into relevant learning support materials that reflect the skills needed in a sustainable economy.

By embedding sustainability skills into vocational education and training learners will gain valuable insight into the environmental, social and economic impacts of their work, their


workplace and their industry sector. They will also develop the knowledge, skills and attitudes necessary to minimise negative impacts and maximise positive impacts.

Similarly, industries and organisations will benefit by having employees, or access to potential employees, who have the necessary knowledge, skills and attitudes to assist with developing, implementing, monitoring and reporting on environmental, social and economic sustainability strategies and actions.

Three specific Units of Competency have been developed within the Business Services Training Package to support sustainability. These are:

BSBSUS501A – Develop workplace policy and procedures for sustainability

BSBSUS301A – Implement and monitor environmentally sustainable work practices

BSBSUS201A – Participate in environmentally sustainable work practices

These units are now electives in a wide range of qualifications and have been imported into the Correctional Services Training Package.

Frequently accessed qualifications within the Correctional Services sector include:

BSB51107 Diploma of Management

BSB40807 Certificate IV in Frontline Management

CSC40107 Certificate IV in Correctional Practice

BSB51407 Diploma of Project Management

CSC20107 Certificate II in Justice Services

CSC30107 Certificate III in Correctional Practice

CSC30207 Certificate III in Correctional Practice (Custodial)

CSC30307 Certificate III in Correctional Practice (Community)

The first 3 of these qualifications are specifically covered in this Contextualisation Guide.

However, the same principles and approach to contextualisation can be applied to other

qualifications utilised within the Correctional Services sector.


2. SUSTAINABILITY

Climate change, ecological footprint, the protection and conservation of natural resources, social impacts and economic sustainability have been the focus of individuals, communities and Governments for many years. Industry and business also recognise the importance of environmental, social and economic sustainability.

2.1 ENVIRONMENTAL SUSTAINABILITY

The National Strategy for Ecologically Sustainable Development defines ecological sustainability as ‘using, conserving and enhancing the community's resources so that ecological processes, on which life depends, are maintained, and the total quality of life, now and in the future, can be increased.’

Environmental sustainability encompasses:

Air Quality

Greenhouse gas emissions from the burning of fossil fuels contribute to climate change. Whilst the extent and nature of this change is the subject of ongoing scientific and community debate, the changes are likely to result in direct health impacts and changing weather patterns.

Water Quality

Some of the concerns related to water quality include reduced environmental flows, pollution due to high nutrient levels, heavy metal contaminants and sewage treatment as well as ground water contamination. Decreases in the availability and quality of water will inevitably impact food production and quality of life.

Natural Resource Management

The use of non-renewable resources, or the consumption of renewable resources at rates faster than they can renew, also have long term environmental and economic consequences. Resources will become more expensive and competition for the available resources will increase.

Waste Management

The disposal of waste into landfill already presents challenges for many communities and, as the availability of suitable land diminishes, the cost of waste transportation increases. Toxic waste disposal is also becoming an increasing problem for many countries, communities, industries and businesses. Of particular concern are those materials which will continue to present hazards for many decades or centuries, and those which have the potential to pollute land and natural water supplies.

Land and wildlife

Soil erosion, chemical contamination, deforestation and the destruction of natural habitats will all have an impact on future land use and the diversity of fauna and flora. Deforestation also leads to reductions in carbon dioxide absorption and oxygen production.

Noise

Consideration of the impacts of noise on workers and local communities is also of increasing concern, both because of the potential health impacts and quality of life effects.

Heritage


The preservation of natural wilderness and natural heritage sites for the benefits of future generations is of increasing concern to all Australians. The retention and preservation of sites with cultural and historical significance is also receiving greater attention.

2.2 Social sustainability

Socially sustainable communities are equitable, diverse, connected and democratic and provide a good quality of life. Whilst these aspects of sustainability are sometimes more difficult to describe, quantify and measure than environmental sustainability, common considerations include:

Equity

This relates to a community providing equitable opportunities, access and outcomes for all of its members, particularly the most vulnerable or marginalised members.

Social and community participation

This represents the ability for all members of a community to actively engage with each other and to establish a sense of connectedness with others in their community. This includes the businesses and organisations within that community.

Active engagement also means fair and equitable access to resources, services and opportunities.

Diversity

This area considers the ability and willingness of all community members to value, encourage and promote diversity.

Quality of life

This relates to a community’s capacity to ensure that members’ basic needs are met and foster a good quality of life for all members at the individual, group and community level (e.g. health, housing, education, employment, and safety).

Democracy and governance

This represents a community’s ability and willingness to provide democratic processes and open and accountable governance structures and decision making. This includes having a say or input into what happens within that community.

2.3 Economic sustainability

Economic sustainability is the ability to support a defined level of economic production indefinitely. This means development and production that meets the needs of the present but does not compromise the needs of future generations.

It involves the use of various strategies to utilise existing resources optimally so that a responsible balance can be achieved over the long term.

It is argued that economic sustainability is dependent on both environmental and social sustainability.

2.4 Sustainability in business

John Elkington, a world authority on corporate responsibility and sustainable development, coined the phrase ‘Triple Bottom Line’. He argued that organisations should


have three bottom lines against which they should measure their performance and ultimately report on. These are:

Profit – the traditional measure of financial performance.

People – the measure of social responsibility which an organisation can demonstrate.

Planet – the measure of environmental responsibility and sustainability.

(John Elkington – Cannibals With Forks: The Triple Bottom of 21st Century Business, Capstone Press 1997)

This thinking has been extended in recent years and is often described as:

Economic Growth – preserving economic capacity for future generations and universal access to resources, goods and services.

Social Equity - equal opportunity, in a safe and healthy environment.

Environmental Integrity – the conservation of essential life-support ecosystems for our well-being and survival, and to maintain an adequate resource base for future generations.

2.4.1 Environmental Sustainability in business

Organisations have many goals. Primary amongst these is the need to be productive and profitable. In Government and not for profit organisations the focus is not necessarily on profitability per se, rather the ability to maintain/increase services within resource limitations. For environmental sustainability to be successful it must therefore be cost effective. The business case for sustainability includes:

Increased efficiency and productivity

Reduced input costs with regard to raw materials, energy and water

Reduced costs associated with waste management

Reduced legal and financial liabilities associated with risks

Increased customer loyalty, sales and market share

Enhanced business and community profile

Increased staff commitment.

Sustainability thinking and action can be targeted at different levels within an organisation. At the highest level, it can be incorporated at the Strategic & Management level. This allows for improvements in sustainability across the whole organisation.

It can be targeted at the level of Technology and Product Design. In this way improvements can be made in such areas as energy efficiency, product life-cycle management and innovative design.

Lastly, it can be targeted at the Operational level, where day to day activities are conducted in more sustainable ways.

Organisations are increasingly targeting their sustainable thinking and actions across all three of these levels (Figure 1).


Figure 1 – Potential areas of focus for sustainability in organisations.

2.4.2 Social Sustainability in business

Organisations are also focussing attention on the value of social sustainability. Many businesses are developing and implementing strategies to engage with their local community, and to have that community engage with the business. This includes measures such as sourcing local supplies, supporting skill development in local labour markets and supporting community infrastructure and social capital development.

Social sustainability also includes strategies to support employees seeking appropriate work life balance, healthy working conditions and an equitable return for effort.

2.4.3 Economic Sustainability in business

Sustainability educator Michael Thomas Needham referred to 'Sustainable Development' "as the ability to meet the needs of the present while contributing to the future generations needs”

Needham, M. T. (2011). A Psychological Approach to a Thriving Resilient Community. International Journal of Business, Humanities and Technology, vol. 1 no. 3. NY, USA.: CPI

Economic sustainability is about preserving the value of organisations so that they can continue to operate for the long term. Organisations cannot prosper in unhealthy communities. Economic sustainability is ultimately linked to both environmental and social sustainability.

Many organisations and businesses now regard an understanding of the relationship between economic, social and environmental sustainability as a vital prerequisite of sustainable development. This relationship has been described in many ways, such as that shown in Figure 2 below.

STRATEGIC & MANAGEMENT

Corporate Governance

Community Engagement

Compliance

Planning, Policies &

Procedures

Organisational Risk

Management

TECHNOLOGY & PRODUCT DESIGN

Product Innovation & Improvement

Facilities Design & Management

Product Life-Cycle

Improvement

Environment Management

Systems Development

OPERATIONAL

Resource Efficiency

Process Improvement

Operational Risk Management

Supply Chain Efficiency

Waste Management

Measurement & Reporting


Figure 2 – The relationship between Environmental, Social and Economic Sustainability (Adapted from Melbourne Sustainable Society Institute – University of Melbourne)

A Viable

World

A Liveable

world

A Fair

World

Sustainable

Development

ENVIRONMENTAL

SUSTAINABILITY

ECONOMIC

SUSTAINABILITY

SOCIAL

SUSTAINABILITY


3. CONTEXTUALISATION

Sustainability skills apply in almost every facet of life. They therefore apply to all industry

sectors, businesses, organisations and work places. They also apply to all types of work

and job roles. However, to be effective, they must be learned and understood within the

context of specific industries, organisations, workplaces and job roles.

Every industry sector has the capacity to respond in unique and innovative ways to

sustainability. Therefore, the development of competencies should be equally industry

focussed and contextualised.

Contextualisation begins with developing an understanding of what the capacity is for the

Correctional Services sector to impact environmental, social and economic sustainability.

Consideration needs to be given to the scope of sustainability that may apply broadly to

the Correctional Services and to the various enterprises and job roles within it. In this

sense, scope of sustainability refers to both the breadth and depth of opportunities to

act sustainably.

Breadth of sustainability – refers to capacity that the industry, an enterprise or a job role

has to impact sustainability across environmental, social and economic sustainability. For

example, a broad application of environmental sustainability may include initiatives which

impact water quality, water use, air quality, energy efficiency, natural resource

management, waste management and biodiversity protection. A narrower application of

sustainability may only involve initiatives associated with energy efficiency and recycling.

Depth of sustainability – is the degree to which sustainability initiatives and opportunities

contribute to fundamental change and long term benefit. For example, when considering

waste management, fundamental change and very long term benefits may be achieved

through re-engineering processes, thereby reducing waste to zero or near-zero levels.

Initiatives focussed on recycling, whilst they are important, do not provide the same

contribution to long term sustainability.

3.1 BENEFITS OF CONTEXTUALISATION

The benefits of contextualisation are many and varied and apply equally to organisations,

learners and Registered Training Organisations.

3.1.1 Organisation benefits

Whilst there is a continuing demand for staff with specialist ‘Green’ skills, the benefits of

sustainable strategy, operations, monitoring and reporting can only be fully realised when

all staff have the requisite skills and knowledge to actively participate in, and contribute

to sustainability initiatives. Contextualisation means that the knowledge and skills

required have been developed with specific reference to the unique requirements,

circumstances and challenges of the Correctional Services sector.

3.1.2 Learner Benefits

Organisations are looking for staff who possess the knowledge and skills to actively

participate in sustainability, whether at a management or operational level. Through


contextualisation these skills and knowledge are developed within a specific industry

and/or organisation context, but in a way that does not diminish their portability.

3.1.3 Registered Training Organisations benefits

The ability of RTOs to offer their clients (learners and organisations) highly relevant

training and assessment is crucial. This includes the ability to successfully contextualise

training and assessment without compromising the integrity of selected units of

competency and qualifications. This Guide will assist RTOs, trainers, assessors and

resource developers in the Correctional Services sector to contextualise BSBSUS501A,

BSBSUS301A and BSBSUS201A and thereby demonstrate their commitment to the Education

for Sustainability strategy.

3.2 PREPARING THE CONTEXTUALISATION

In preparing to contextualise a unit of competency it is important to understand that a key

requirement is that the unit of competency not be diminished in any way.

The National Quality Council Training Package Development Handbook states that:

Contextualisation can only involve providing additional information to the range

statement and evidence guide, and such changes must not diminish the competency’s

breadth, reduce its portability, or limit its use.

http://www.deewr.gov.au/skills/overview/policy/tpdh/pages/main.aspx

This applies to both the contextualisation of the specific sustainability units of

competency (BSBSUS501A, BSBSUS301A and BSBSUS201A) and to the incorporation of

sustainability into other units of competency.

There are fundamentally two ways to develop sustainability skills and knowledge in

learning and assessment. Firstly, the relevant sustainability unit of competency can be

appropriately packaged into a qualification or delivered as a standalone unit. Secondly,

sustainability skills and knowledge can be incorporated into other units of competency. In

both case contextualisation will be required to ensure relevance to organisations and

learners.

3.2.1 Contextualise BSBSUS501A, BSBSUS301A and BSBSUS201A

For BSBSUS501A (Develop workplace policy and procedures for sustainability), the Unit

Application requirements include the statement, ‘The context of the unit applies to all

sectors of the business industry: it may be applied to all sections of an organisation,

including the office, the factory floor, or work area. With such a broad application, the

unit will need to be contextualised as it is applied across an organisation and across

different industry sectors’.

For BSBSUS301A (Implement and monitor environmentally sustainable work practices) the

Unit Application requirements includes the statement ‘A person who demonstrates

competence in this unit must be able to provide evidence of the ability to implement and

monitor integrated environmental and resource efficiency management policies and

procedures within an organisation. Evidence must be strictly relevant to the particular

workplace role’.



For BSBSUS201A (Participate in environmentally sustainable work practices) the Unit

Application requirements includes the statement ‘This unit applies to operators/team

members under supervision or guidance, who are required to follow workplace procedures

and instructions, and to work in an environmentally sustainable manner’.

3.2.2 Incorporating sustainability skills into existing qualifications

This involves identifying other units of competency within qualifications which can

incorporate sustainability knowledge and skills. This includes providing additional

information to the range statement and evidence guide for that unit of competency

without diminishing the breadth of the competency or reducing its portability.

3.2.3 Understanding the context

In preparing to contextualise a unit of competency it is essential that the following

questions be considered.

What aspects of sustainability are most commonly focused on within the sector?

What specific initiatives, experiences and opportunities exist within the sector to

support the development, implementation, monitoring and reporting of

sustainability?

How can sustainability learning and assessment activities be developed with specific

reference to the Correctional Services sector and to the specific job roles within the

sector?

Who will be participating in the learning and assessment?

At what level is the learning?

What is being studied?

What specific legislative requirements and/or codes of practice exist within the

sector which must be understood and applied by learners?

Answers to these questions will build a picture of the appropriate context within which

learning and assessment is to be delivered. It is not the intention of this Guide to provide

answers to these questions: rather to encourage appropriate exploration of the context

into which training and assessment is being provided.

A brief outline of the purpose of each question follows.

What aspects of sustainability are most commonly focused on within the

Correctional Services sector?

This will help to identify whether sustainability is broadly applied, or specifically targets

those areas likely to achieve the most impact. For example, is it energy efficiency, carbon

emissions, water usage and quality, resource usage, waste management, biodiversity

management etc.?

This question should also consider whether sustainability is applied across the whole

service/product lifecycle or supply chain, or whether it is targeted at specific stages (e.g.

design & technology, procurement, transportation & logistics, end-of-product-life

management etc.). This will also help to identify requisite knowledge and skills.

In addition to environmental sustainability, is there scope to also focus on social

sustainability and corporate social responsibility?


What specific initiatives, experiences and opportunities exist within the sector to

support the development, implementation, monitoring and reporting of

sustainability?

This will help to identify specific strategies and initiatives that already exist within

Correctional Services and which could therefore be referred to.

How can sustainability learning and assessment activities be developed with

specific reference to the Correctional Services sector and to the specific job

roles within the sector?

This will help to focus attention on the specific, and sometimes unique, opportunities that

exist within the sector to impact sustainability and therefore indicate the requisite

knowledge and skills.

Who will be participating in the learning and assessment?

This question will identify whether the training and assessment will be delivered to

learners who are in operational roles, leadership roles, and management roles or in

executive roles. It should also consider whether learners are in specialist positions. This

will allow for consideration of the nature of, and need for, sustainable work practices and

how they might be applied within areas of specialisation.

At what level is the learning?

Depending on the level of study being undertaken, the learning and assessment must be

targeted at an appropriate level.

The Australian Qualifications Framework sets out the Learning Outcomes Descriptors at

each of the AQF levels. Within these Descriptors are Statements of Purpose for each level.

These include:

Qualification Type AQF Level Learning Outcomes Descriptor - Purpose

Certificate II 2 Graduates at this level will have knowledge and skills in a defined context and/or further learning.

Certificate III 3 Graduates at this level will have theoretical and practical knowledge and skills for work and/or further learning.

Certificate IV 4 Graduates at this level will have theoretical knowledge and skills for specialised and/or skilled work and/or further learning.

Diploma 5 Graduates at this level will have specialised knowledge and skills for skilled and/or paraprofessional work and/or further learning.

Advanced Diploma 6 Graduates of this level will have broad knowledge and skills for paraprofessional/highly skilled work and/or further learning.

Source http://www.aqf.edu.au/Portals/0/Documents/Handbook/AustQuals%20FrmwrkFirstEditionJuly2011_FINAL.pdf

http://www.aqf.edu.au/Portals/0/Documents/Handbook/AustQuals%20FrmwrkFirstEditionJuly2011_FINAL.pdf


These Learning Outcomes Descriptors should inform the level and depth of learning and

application of sustainability knowledge and skills.

What is being studied?

The nature of the learning and assessment being undertaken will influence what

sustainability skills and knowledge are most appropriate to apply, and how they will be

assessed.

What specific legislative requirements and/or codes of practice exist within the

Correctional Services sector which must be understood and applied by learners?

Again, this will indicate the necessary knowledge and skills required.


4. THE APPROACH ADOPTED IN THIS GUIDE

As previously outlined, this guide proposes that sustainability skills and knowledge can be

developed in two ways. Firstly, the relevant sustainability unit of competency can be

appropriately packaged into a qualification or delivered as a standalone unit. Secondly,

sustainability skills and knowledge can be incorporated into other units of competency. In

both cases contextualisation will be required to ensure relevance to organisations and

learners. This Guide provides information to support both approaches.

The benefits and disadvantages of each approach include:

Advantages Disadvantages

Contextualising the specific sustainability units of competency.

Allows for a specific focus on sustainability.

May help to emphasise and demonstrate the importance of sustainability.

Can be delivered as a standalone unit of competency, independent of any qualification.

Can subsequently be utilised as an elective unit (through credit transfer) in a range of qualifications, subject to packaging rules.

Capacity to add an additional unit of competency within qualifications make be limited.

Inclusion of the unit of competency may come at the expense of other, more desirable units.

May be viewed as an ‘add-on’ by organisations and learners, and therefore may compromise the fundamental embedding of sustainability in all organisation activities, and at all levels.

Integrating the sustainability learning outcomes into other units of competency, where appropriate.

Helps to embed sustainability across a range of organisational activities and a range of levels.

Does not require additional units of competency to be delivered, nor for other more desirable units to be replaced.

May not lead to the awarding of a statement of attainment for the respective sustainability unit due to not being able to meet ALL of the unit’s requirements.

4.1 Contextualise BSBSUS501A, BSBSUS301A & BSBSUS201A

This section provides advice as to what questions could be considered, and what

information could be sought, to support appropriate contextualisation.

The Elements and Performance Criteria, Critical Aspects for Assessment & Evidence and

the Range Statement for each of the three sustainability units of competency are

considered in Tables 1 – 9.

Table 1 – BSBSUS501A – Elements and Performance Criteria


The left hand column lists the Elements and Performance Criterion for the Unit of

Competency. The right hand column lists some suggestions that could be considered, and

key questions that could be asked, to support effective and appropriate contextualisation

of the unit.

Table 2 – BSBSUS501A – Critical Aspects for Assessment & Evidence

The left hand column outlines information from the Unit of Competency Evidence Guide. It

details information listed under “Evidence of the following is essential” section.

The right hand column encourages identification and consideration of the types of

evidence that may routinely be available within the Correctional Services sector. The

information in this table does NOT cover (nor intend to cover) all aspects of the evidence

requirements for this unit. The Unit of Competency Evidence Guide must be read in

conjunction with this Contextualisation Guide.

Table 3 – BSBSUS501A – Range Statement

The left hand column lists the key range statement items outlined in the Unit of

Competency. The right hand column provides some suggestions and areas for exploration

which should be considered within the Correctional Services sector. Some items from the

Unit Range Statement are repeated in this column. The information in this table does NOT

cover (nor intend to cover) all aspects of the Range Statement for this unit. The Unit of

Competency Range Statement must be read in conjunction with this Contextualisation

Guide.

Tables 4, 5 and 6 – BSBSUS301A

These tables are structured the same way as tables 1, 2 and 3. They contain comparable

information, suggestions and questions but in relation to BSBSUS301A.

Tables 7, 8 and 9 – BSBSUS201A

These tables are structured the same way as tables 1, 2 and 3. They contain comparable

information, suggestions and questions but in relation to BSBSU2301A.

4.2 Integrate the learning outcomes of the sustainability units of competency into other units of competency

Selecting a specific unit of competency related to sustainability as an elective may not be

the preferred option for some organisations within the Correctional Services sector. Whilst

these units are available as electives in a number of qualifications routinely utilised within

the sector, their selection will be influenced by an organisation’s capacity to

accommodate them. In some circumstances it would mean undertaking an additional unit

of competency, over and above what is required by an organisation. In other

circumstances the sustainability unit could be included as an elective but only if it

replaced another elective unit. This may also not be the preferred option for some

organisations.

In these circumstances it may be beneficial to incorporate the sustainability learning

outcomes and assessment into other units, where appropriate.


4.2.1 Identifying similarities between sustainability units and other units of

competency

The Guidance information for assessment for each sustainability unit recommends

holistic assessment of the respective units with other units relevant to the industry sector,

workplace and job role. It outlines a number of examples of units that this could readily

apply to. Many of these units are also routinely utilised within the Correctional Services

sector. They include:

BSBSUS501A

BSBINN502A Build and sustain an innovative work environment

BSBMGT515A Manage operational plan

BSBMGT516C Facilitate continuous improvement

BSBMGT608C Manage innovation and continuous improvement

BSBMGT616A Develop and implement strategic plans

BSBMGT617A Develop and implement a business plan

BSBRSK501A Manage risk.

BSBSUS301A

BSBINN301A Promote innovation in a team environment

BSBLED401A Develop teams and individuals

BSBMGT402A Implement operational plan

BSBMGT403A Implement continuous improvement

BSBRSK401A Identify risk and apply risk management processes.

BSBSUS201A

BSBINN201A Contribute to workplace innovation

BSBWOR202A Organise and complete daily work activities.

A comparison between some the units of competency routinely utilised by the Correctional

Services sector and the sustainability units of competency are outlined in Table 10.

Table 10 – Comparison of sustainability units of competency and some units of

competency routinely utilised within the Correctional Services sector.

The left hand column details the sustainability Units of Competency and the associated

Elements.

The centre column outlines some of the units of competency currently utilised within the

sector.

The right hand column outlines Elements within those Units which have significant

similarities to the sustainability Elements in the left hand column.

The information provided in this table is a guide only. RTOs, trainers, assessors and

resource developers are responsible for ensuring that all the Elements and Performance

Criteria for each respective unit are appropriately accommodated.

4.2.2 Incorporating sustainability skills into existing qualifications

This option involves identifying some units of competency within selected qualifications

utilised within the sector, and which could incorporate sustainability knowledge and skills.


The qualifications and units chosen are based on the prevalence of use within the sector

AND the ease with which sustainability could be incorporated and embedded.

This approach must only involve the provision of additional information to the range

statement and evidence guide for that unit of competency and must not diminish the

breadth of the competency or reduce its portability.

Tables 11, 12 and 13 contain information regarding 3 qualifications which are frequently

utilised within the Correctional Services sector.

Table 11 - BSB51107 – Diploma of Management

Table 12 – BSB40807 - Certificate IV in Frontline Management

Table 13 - CSC40107 – Certificate IV in Correctional Practice

In each of these tables the left hand column lists a small selection of the Core Units of

Competency for that qualification. The right hand column provides some suggestions as to

how sustainability could be incorporated into that unit of competency and poses some

questions for further exploration.


5. CONTEXTUALISE BSBSUS501A, BSBSUS301A and BSBSUS201A

5.1 BSBSUS501A

Table 1 - Elements and Performance Criteria

BBSBSUS501A – Develop workplace policy and procedures for sustainability

Element / Performance Criteria Contextualisation suggestions and key questions

(The information listed in this column must be considered in conjunction with the Range Statement for this unit in order to comprehensively address all the unit

requirements)

1. Develop workplace sustainability policy Consider strategic and operational initiatives. Integrate sustainability policy with other organisational policies

1.1 Define scope of sustainability policy Identify the breadth of sustainability to be employed in the organisation. Strategic, operational, project level. Incorporate all organisation functions – operations, service delivery, communications, assets and infrastructure, waste management, human resources management, financial management

Identify sustainability focus – environment and social/communities

Identify key drivers of sustainability – efficiency, productivity, reputation, OH&S, risk management etc.

Identify relevant laws, regulations or best practice that applies – international, national, state and regional

Consider whether the aim is compliance or whether it is focusing on best practice through additional voluntary initiatives (within limits of level of responsibility and job role)

Identify the benefits of sustainability


1.2 Gather information from a range of sources to plan and develop policy

Identify relevant Standards & Regulations which apply in Correctional Services and more broadly to all organisations (Refer Section 8 - Resources)

Organisational Strategic and Operational Plans

Voluntary Codes of Practice

Existing policies within the organisation or sector

Organisational Environmental Management Plans

Case Studies (Refer Section 7)

Specialist staff and external subject matter experts

Access resources to support information gathering (Refer Section 8 - Resources) such as ecological footprint, energy efficient technologies, Triple Bottom Line reporting, fact sheets, guides, Government initiatives and incentives, etc.

1.3 Identify and consult stakeholders as a key component of the policy development process

Technical and subject matter experts and specialists (internal and external to the organisation)

Formal consultative bodies or reference groups (internal and external to the organisation)

Lobby groups, environmental organisations and wider community representatives

Industry associations

Service users / inmates

Suppliers / Contractors

1.4 Include appropriate strategies in policy at all stages of work for minimising resource use, reducing toxic material and hazardous chemical use, and employing life cycle management approaches

Consider strategies related to specific sustainability initiatives and the strategies to promote and raise awareness of those initiatives and to train staff

5Rs – reduce, reuse, replace, recycle & reinvent

Reference particular materials and chemicals routinely utilised

Supply chain sustainability for own services/products and for those being acquired


Source of inputs

Technology initiatives & automated systems

Design

Process re-engineering

1.5 Make recommendations for policy options based on likely effectiveness, timeframes and cost

Analysis of options and alternatives with regard to capital outlay, cost/benefit, Internal Rate of Return (IRR), payback periods etc. Factor in benefits associated with inmate work programs and community initiatives

1.6 Develop policy that reflects the organisation's commitment to sustainability as an integral part of business planning and as a business opportunity

Integrated policy with other key strategic initiatives

Analysis of options and alternatives with regard to capital outlay, cost/benefit, Internal Rate of Return (IRR), payback periods etc. Include implications of carbon pricing if appropriate

Implications for marketing/promotion and enhancement of reputation

Consider implications of the ‘do nothing’ option

1.7 Agree to appropriate methods of implementation

Method of implementation consistent with chosen strategy.

Consistent with legal requirements, industry codes of practice, licensing provisions and custodial practice

Guard against ‘green-washing’ – making sustainability claims which cannot be justified or demonstrated

2. Communicate workplace sustainability policy The same general requirements, skills, knowledge are required to communicate any organisational policy

2.1 Promote workplace sustainability policy, including its expected outcome to key stakeholders

Consider inclusion of metrics to promote chosen strategy such as:

dollar savings

carbon reduction

percentage decrease in energy use


volume of water used/captured/recycled

social capital improvements

waste reduction percentage/weight/volume

waste to landfill measures

active contributions & projects (e.g. environmental care programs, non-native species removal, etc.)

2.2 Inform those involved in implementing the policy as to outcomes expected, activities to be undertaken and responsibilities assigned

Reference items in 2.1 above re expected outcomes

Responsibilities assigned to subject matter experts

3. Implement workplace sustainability policy The same general requirements, skills, knowledge are required to implement any organisational policy

3.1 Develop and communicate procedures to help implement workplace sustainability policy

Capture and record appropriate information (reference 2.1 above) as evidence or for future comparisons or benchmarking

3.2 Implement strategies for continuous improvement in resource efficiency

Measure performance (reference 2.1 above) and develop/implement strategies for improvements (e.g. energy efficiency, water use, waste management, reduced emissions, maintenance of biodiversity, environmental improvements, community programs, etc.)

3.3 Establish and assign responsibility to use recording systems for tracking continuous improvements in sustainability approaches

Identify and access specialist tools/systems which capture, measure and track relevant sustainability data and information

Establish and apply procedures associated with any relevant proprietary or in-house Quality Management Systems

4. Review workplace sustainability policy implementation

The same general requirements, skills, knowledge are required to review any organisational policy

4.1 Document outcomes and provide feedback to key personnel and stakeholders

Identify and access specialist tools/systems which analyse and report relevant sustainability data and information.


Identify which key personnel and stakeholders (internal and external) require feedback

4.2 Investigate successes or otherwise of policy Review information (reference 2.1, 3.3 & 4.1 above).

Identify changes in relevant sustainability initiatives (e.g. energy consumption, GHG emissions, waste management, community engagement and profile), and analyse reasons for success, or lack of success

Benchmark across Correctional Services sector from available information and case studies

4.3 Monitor records to identify trends that may require remedial action and use to promote continuous improvement of performance

Track performance over time (reference 2.1 above). Consider short and long term trends in such areas as energy use, reduction in waste, cost savings, media and community profile etc.

4.3 Modify policy and or procedures as required to ensure improvements are made

Reference Element 1.



BSBSUS501A – Critical Evidence Identifying the range and types of evidence routinely available within Correctional Services

(The information listed in this column must be considered in conjunction with the Evidence Guide for this unit in order to comprehensively address all the unit

evidence requirements)

candidate's involvement as a key person in planning, developing and implementing organisational policy and that the developed policy complies with legislative requirements

Identify the range of sustainability policies that are prevalent within Correctional Services (e.g. policies associated with improved waste management and reduction, decreasing energy consumption, reducing GHG emissions, impacts on natural environment and biodiversity, local community engagement, etc.)

Identify other organisational policies within specialisation areas which routinely incorporate sustainability initiatives, such as:

Procurement, quality management, human resource management, finance, IT & T, health & safety, public relations, contract management, project management, risk management, stakeholder engagement, asset management, industrial relations, etc.

implementation strategy, as part of the policy, that has been devised, implemented and reviewed showing a measurable improvement utilising the chosen benchmark indicators

Implementation strategy relates to the specific sustainability policies as identified above

Include the development of improvement indicators (e.g. targets for the reduction in energy use, water use, GHG emissions, levels of local community support, staff satisfaction etc.)

communicating with stakeholders to discuss possible approaches to policy development and implementation, and contributing to the resolution of disputes among stakeholders

identify and evidence prevalent stakeholder engagement initiatives within Correctional Services

stakeholder communication includes an outline of the benefits of sustainability broadly, and the specific benefits routinely identified and promoted within Correctional Services

developing and monitoring policies for identify data related to specific sustainability policies and initiatives within the


analysing data on enterprise resource consumption

sector

identify the types of resources used/consumed within Correctional Services to which this evidence could apply

using software systems for recording and filing documentation for measurement of current usage and using word processing and other basic software for interpreting charts, flowcharts, graphs and other visual data and information

identify specialist tools/systems which capture, measure and track relevant sustainability data and information (e.g. energy and water use metering, staff surveys, media monitoring, etc.)

reviewing and improving policies by identifying improvements and benchmarking against industry best practice and attempting new approaches continuously over time.

identify specific industry benchmarks (if any) related to areas of sustainability previously identified. Consider both national and international benchmarking



BSBSUS501A - Range Statement Allows for the Unit to be applied within the unique context of Correctional Services and within workplace or job role limitations

(The information listed in this column must be considered in conjunction with the full Range Statement for this unit in order to comprehensively address all the unit

requirements.)

Scope of workplace sustainability policy may include:

Referring or considering the relevant guidelines, laws & codes of practice applicable in Correctional Services:

ecological foot printing

Energy Efficiency Opportunities Bill 2005

green office program

green purchasing

Greenhouse Challenge Plus (Australian government initiative)

ISO 14001:1996 Environmental management systems life cycle analyses

sustainability covenants/compacts

triple bottom line reporting

integrated approach to sustainability which includes environmental, economic and social aspects, or a specific approach that focuses on each aspect individually

application of sustainability across all divisions of an organisation (e.g. administration, operations, asset management, media and PR etc.)

application of sustainability at all levels of an organisation (e.g. executive management and whole of organisation, individual site/facility specific, work unit specific etc.)

Sources (of information / requirements) may Organisational Strategies and Plans


include: Organisational policies and procedures

Applicable standards and regulations

Industry specific case studies or more broadly applicable case studies, as appropriate

Refer to Section 8 – References and Resources

Stakeholders may include: Executives

Subject Matter Experts including specialist health & safety staff, environmental management specialists, community engagement specialists, economic and accounting specialists, etc.


Local Government

Federal and State Government Agencies

Statutory and Regulatory Boards and Authorities

Community (including special interest groups such as conservation and heritage group)

Inmates & service users

Partners, suppliers, subcontractors

Strategies may include: Strategies may relate to and include:

Policy, programs and processes

Promotion and influence

Information, awareness raising and education

Training


5.2 BSBSUS301A Table 4 - Elements and Performance Criteria

BBSBSUS301A – Implement and monitor environmentally sustainable work practices



requirements)

1. Investigate current practices in relation to resource usage

Internal and external data/information gathering. Consider any available best practice within the Correction Services sector

1.1 Identify environmental regulations applying to the enterprise

Identify generally applicable environmental regulations at both a State and Federal level (Refer Section 8 - Resources)

Identify industry specific environmental regulations at a Regional, State and Federal level as appropriate (Refer Section 8 - Resources) – e.g. relevant State Departmental Environment Management Plans

Include consideration of emerging carbon pricing policies and associated regulations

1.2 Analyse procedures for assessing compliance with environmental/sustainability regulations

Refer 1.1 above for areas requiring compliance

1.3 Collect information on environmental and resource efficiency systems and procedures, and provide to the work group where appropriate

Identify scope of environmental sustainability routinely focussed on within Correctional Services (e.g. energy use, water use, waste management, use of chemicals, biodiversity impacts, etc.)

1.4 Collect, analyse and organise information from a range of sources to provide information/advice and tools/resources for improvement opportunities

Identify any specialised software/systems utilised to capture, analyse and report information on such areas as energy use, water use etc.

Identify any specialised environmental management audit tools

Identify subject matter specialists (internal and external)


1.5 Measure and document current resource usage of members of the work group

Identify any specialised software/systems utilised to capture, analyse and report on resource usage

Environmental audit tools

1.6 Analyse and document current purchasing strategies

Consider any prescribed purchasing policies which include criteria related to sustainability. Examples include Energy Efficiency of procured goods, National Waste Policy and National Packaging Covenant (Refer Section 8 - Resources)

Identify strategies to influence environmentally sustainable practices of suppliers of goods and services (e.g. reduction in non-recyclable packaging, utilisation of renewable resources, etc.)

1.7 Analyse current work processes to access information and data to assist in identifying areas for improvement

Consider any routinely utilised methodologies/systems which analyse organisational processes for efficiencies as they related to environmental sustainability (e.g. water use, energy efficiency, waste management, natural habitat conservation, environmental remediation, use of chemicals, etc.)

Establish and apply procedures associated with any proprietary or in-house Quality Management Systems in use

2. Set targets for improvements

2.1 Seek input from stakeholders, key personnel and specialists

Identify key stakeholders related to sustainability – specialists (internal and external), special interest groups, Government (Federal, State and local), Regulatory Authorities, Government Instrumentalities, Local Government, Resource Management Boards etc.

2.2 Access external sources of information and data as required

Include accessing specific industry data/information available through peak bodies or Correctional Services representative groups (Refer Section 8 - Resources)

2.3 Evaluate alternative solutions to workplace environmental issues

Consider identification & inclusion of relevant Case Studies

Cost / Benefit analysis includes consideration of environmental costs/impacts

Include the ‘do-nothing’ option


2.4 Set efficiency targets Set industry relevant targets based on Correctional Services capacity and capability to impact sustainability (e.g. energy efficiency, water use, waste management, chemical use, etc.)

Consider capacity to benchmark across the Correctional Services sector (State & National)

3. Implement performance improvement strategies

The same general requirements, skills and knowledge are required to implement ANY organisational strategies

3.1 Source and use appropriate techniques and tools to assist in achieving efficiency targets

Identify appropriate data gathering techniques

Software to capture, record and analyse information

Identify specific industry tools and techniques if available

3.2 Apply continuous improvement strategies to own work area of responsibility, including ideas and possible solutions to communicate to the work group and management

Strategies focussed on areas of sustainability which are most relevant to Correctional Services. Refer to Scope of sustainability in Range Statement

Strategies for continuous improvement should be consistent with efficiency targets established as per Element 2.4 (e.g. energy efficiency, water use, waste management, community engagement, contribution to social capital, etc.)

Apply procedures associated with any proprietary or in-house Quality Management Systems in use.

3.3 Implement and integrate environmental and resource efficiency improvement plans for own work group with other operational activities

Consider appropriate waste management hierarchy – reduce, reuse, replace, recycle, reinvent – in administrative processes, operational processes and asset management

Consider appropriate energy efficiency plans (e.g. building design, process analysis, equipment purchasing & usage etc.)

Consider other plans related to water use, biodiversity impacts and natural environment management

Include environmental risk assessment and management as a routine part of operational management


3.4 Supervise and support team members to identify possible areas for improved practices and resource efficiency in work area

Refer Element 1.3 above for scope of sustainability and consider job role

Utilise any available QMS and CI methodologies and systems

3.5 Seek suggestions and ideas about environmental and resource efficiency management from stakeholders and act upon where appropriate

Refer to the Range Statement for relevant Suggestions and Key Stakeholders

3.6 Implement costing strategies to fully value environmental assets

Consider any routinely utilised methodologies/systems which analyse and cost environmental impacts and also values the contribution made by community/environmental work programs with respect to inmate rehabilitation

4. Monitor performance

4.1 Use and/or develop evaluation and monitoring, tools and technology

Identify routinely utilised tools and technology utilised within Correctional Services

4.2 Document and communicate outcomes to report on efficiency targets to key personnel and stakeholders

Refer 2.1 above for stakeholders

Refer 2.4 above for relevant targets

Identify specific benefits of sustainability initiatives as part of reporting

4.3 Evaluate strategies and improvement plans Identify prevailing industry benchmarks (State and National) and Case Studies (Refer Section 8 - Resources and Section 7 - Case Studies)

4.4 Set new efficiency targets, and investigate and apply new tools and strategies

As per 2 and 3 above

4.5 Promote successful strategies and reward participants where possible

Identify prevailing Correctional Services benchmarks and Case Studies (Refer Section 8 – References and Resources and Section 7 - Case Studies)

Identify any industry sector (or broader) awards and recognition initiatives related to environmental management and sustainability






knowledge of relevant compliance requirements within work area

Identify generally applicable environmental regulations (Federal, State and regional) relevant to scope of sustainability within Correctional Services. Consider energy efficiency, emissions, water use, water runoff, chemical use, waste management/treatment. Refer Section 8 - Resources

Identify environmental regulations specifically applying within Correctional Services if appropriate (e.g. any regulations that may apply to rehabilitation / work programs that have the potential to impact the environment)

developing plans to make improvements Related to evidence above

planning and organising work group activities in relation to measuring current use and devising strategies to improve usage

Identify scope of environmental sustainability routinely focussed on within the sector (e.g. energy efficiency, water, waste management, biodiversity impacts, chemical use & management, etc.) and the associated measurement/strategies that apply

Identify types of resources used/consumed within Correctional services to which this evidence could apply

monitoring resource use and improvements for environmental performance relative to work area and supervision

Identify scope of environmental sustainability routinely focussed on within the sector (e.g. energy efficiency, water, waste management, biodiversity impacts, chemical use & management, etc.) and the associated measurement/strategies that apply

ensuring appropriate action is taken within work area in relation to environmental/sustainability compliance

Identify generally applicable, and Correctional Services specific environmental regulations, and related processes and procedures


and potential hazards Identify specific environmental hazards routinely managed in Correctional Services and facilities (e.g. chemical spills, environmental damage, etc.)

implementing new approaches to work area in an effort to resolve and improve environmental and resource efficiency issues and reporting as required

Evidence related to the scope of sustainability applicable within Correctional Services identified above



BSBSUS301A - Range Statement Allows for the Unit to be applied within the unique context of Correctional Services and within workplace or job role limitations.

(The information listed in this column must be considered in conjunction with the full Range Statement for this unit in order to comprehensively address all the unit requirements).

Compliance may include: Related to relevant legislation and regulations which apply generally, and to those which apply specifically within Correctional Services

Related to industry specific codes of practice

Legislation, regulation and codes of practice may apply at a national, state and regional level

Sources (of information / requirements) may include:

Organisational Strategies and Plans

Organisational policies and procedures

Include internal and external stakeholders as sources of information (e.g. subject matter experts)

Refer Section 8 – References and Resources

Purchasing strategies may include: Lifecycle management consideration of frequently used products and resources

Purchasing criteria includes environmental performance and sustainability considerations (e.g. renewable energy use, amount and disposition of packaging, etc.)

Influencing suppliers to apply/adopt sustainable practices

Stakeholders, key personnel and specialists may include:

Executives

Subject Matter Experts including specialist health & safety staff, environmental management specialists, etc. Consider both internal and external specialists



Local Government

Federal and State Government Agencies

Statutory and Regulatory Boards and Authorities

Community (including special interest groups such as conservation and heritage groups)

Inmates and service users

Suppliers and subcontractors

Techniques and tools may include: Reviewing supplier /contractor environmental management claims (e.g. through tender documentation, product descriptions and specifications, etc.)

Measuring consumption through scrutiny of detailed invoices (e.g. electricity use, water use, volume/weight of waste generated etc.)

Environmental and resource efficiency improvement plans may include:

environmental management systems and action plans

waste management plans

energy efficiency plans

applying the waste management hierarchy in the workplace

determining organisation's most appropriate waste treatment strategies including waste to landfill, recycling, re-use, recoverable resources and wastewater treatment

initiating and/or maintaining appropriate organisational procedures for operational energy consumption, including stationary energy and non-stationary (transport)

preventing and minimising risks, and maximising opportunities such as:

improving resource/energy efficiency


reducing emissions of greenhouse gases

contributing to environmental management / improvement through work programs

reducing use of non-renewable resources

referencing standards, guidelines and approaches such as:

ecological foot printing

Energy Efficiency Opportunities Bill 2005

green office program - a cultural change program

green purchasing

Greenhouse Challenge Plus (Australian government initiative)

ISO 14001:1996 Environmental management systems life cycle analyses

sustainability covenants/compacts

triple bottom line reporting.

Suggestions may include ideas that help to: prevent and minimise risks and maximise opportunities such as:

usage of renewable energies where appropriate

reducing emissions of greenhouse gases

reducing use of non-renewable resources

making more efficient use of resources, energy and water

maximising opportunities to re-use, recycle and reclaim materials

identifying strategies to offset or mitigate environmental impacts:

energy conservation

reducing chemical use

reducing material consumption


establish work programs associated with a contribution environmental management (e.g. tree planting, natural environment remediation, etc.)

expressing purchasing power through the selection of suppliers with improved environmental performance

eliminating the use of hazardous and toxic materials.

5.3 BSBSUS201A

Table 7 - Elements and Performance Criteria

BBSBSUS201A – Participate in environmentally sustainable work practices



requirements)

1. Identify current resource use

1.1 Identify workplace environmental and resource efficiency issues

Identify scope of environmental and resource efficiency opportunities routinely focussed on within Correctional Services (e.g. energy efficiency, water use, waste management, use of chemicals, biodiversity impacts, etc.)

1.2 Identify resources used in own work role Relevant to 1.1 above and of relevance to specific job role

1.3 Document and measure current usage of resources using appropriate techniques

Identify any specialised software/systems utilised to capture, analyse and report on resource usage

Environmental audit tools

Measuring consumption through scrutiny of detailed invoices (e.g. electricity use, water use, volume/weight of waste generated etc.)


1.4 Record and file documentation measuring current usage, using technology (such as software systems) where applicable

Related to resources identified in 1.3 above

1.5 Identify and report workplace environmental hazards to appropriate personnel

Identify commonly encountered environmental hazards within Correctional Services and facilities such as those associated with chemical use, oils & fuels

Consider hazards relevant to workplace and types of work (e.g. spills, environmental damage, air borne pollutants, waterway pollutants, etc.)

2. Comply with environmental regulations

2.1 Follow workplace procedures to ensure compliance

Identify generally applicable environmental regulations (Federal and State) and associated processes relevant to scope of environmental and resource efficiency opportunities routinely focussed on within Correctional Services (e.g. energy efficiency, water use, emissions, waste management, chemical use, biodiversity impacts, etc.)

Identify industry specific environmental regulations (Federal, State and Regional) and associated processes relevant to scope of environmental and resource efficiency opportunities routinely focussed on within Correctional Services (e.g. energy efficiency, water use, waste management, chemical use, biodiversity impacts, etc.)

Refer to State Correctional Services Environmental Management Plans, if applicable

2.2 Report breaches or potential breaches to appropriate personnel

Related to areas of compliance identified in 2.1 above

Identify range of appropriate personnel (e.g. manager, environmental management specialists, health & safety specialists, etc.)

3. Seek opportunities to improve resource efficiency

3.1 Follow organisational plans to improve environmental practices and resource efficiency

Identify environmental management plans which are routinely developed within Correctional Services. Consider purchasing, building layout/design, asset management, energy efficiency and waste management plans


3.2 Work as part of a team, where relevant, to identify possible areas for improvements to work practices in own work area

Identify areas of sustainability which are of most relevance to the industry sector and the associated work practices

Areas for improvement should be consistent with environmental and resource efficiency issues identified as per Element 1.1 and 3.1 above (e.g. energy efficiency, water use, waste management, biodiversity impacts, etc.)

3.3 Make suggestions for improvements to workplace practices in own work area

Relevant to 3.1 above

Refer to Unit Range Statement for relevant Suggestions





accessing, interpreting and complying with a range of environment/sustainability legislation and procedural requirements relevant to daily responsibilities

Identify generally applicable environmental regulations (Federal and State) relevant to scope of sustainability within Correctional Services. Refer Section 8 - Resources

Identify industry specific environmental regulations if appropriate

Evidence of processes which are consistent with the scope of sustainability

accurately following organisational information to participate in and support an improved resource efficiency process and reporting as required

identify scope of environmental sustainability routinely focussed on within the sector (e.g. energy efficiency, water, waste management, biodiversity impacts, chemical use and impacts, etc.) and the associated efficiency process and reporting

developing and/or using tools such as inspection checklists, to collect and

Related to evidence above


measure relevant information on organisation resource consumption, within work role

identifying organisational improvements by applying efficient resource use to daily activities

Related to evidence above

knowledge of environmental and resource hazards/risks.

Identify generally applicable, and Correctional Services specific environmental regulations, and related processes and procedures

Identify specific environmental hazards/risks routinely evident in Correctional Services


BSBSUS201A - Range Statement Allows for the Unit to be applied within the unique context of Correctional Services and within workplace or job role limitations.

(The information listed in this column must be considered in conjunction with the full Range Statement for this unit in order to comprehensively address all the unit requirements).

Environmental and resource efficiency issues may include:

maximising opportunities to improve business environmental performance

minimising environmental risks

promoting more efficient production and consumption of natural resources, for example minimising waste by participating in or using a waste management system

using resources efficiently such as material usage, energy usage (seeking alternative sources of energy or energy conservation) or efficient water usage

Appropriate techniques may include: examining and documenting resources in work area

examining invoices from suppliers

examining relevant information and data

measuring resource usage under different conditions

reports from other parties involved in the process of identifying and


implementing improvements

Compliance may include: meeting relevant laws, by-laws and regulations or best practice to support compliance in environmental performance and sustainability at each level as required (such as Environmental Protection or Biodiversity Conservation Act):

international

commonwealth

state/territory

local government

industry

organisation

Organisational plans may include: documented strategies, policies, plans and procedures

work plans to minimise waste or to increase efficiency of resources such as a green office program, purchasing sustainable products or an environmental management plan/framework

Suggestions may include ideas that help to: improve energy efficiency

increase use of renewable, recyclable, reusable and recoverable resources

activate programs which contribute to environmental improvements (e.g. work programs such as tree planting, natural environment remediation, etc.)

maximise opportunities such as use of solar power or other alternative forms of energy, where appropriate

prevent and minimise risks

reduce emissions of greenhouse gases

reduce use of non-renewable resources


6. Integrate the learning outcomes of the sustainability units of competency

6.1 Identifying similarities between sustainability units and other units of competency

The left hand column in this table details the sustainability Units of Competency and the associated Elements. The centre column outlines

some of the units of competency currently utilised within the Correctional Services sector. The right hand column outlines Elements within

those Units which have significant similarities to the sustainability Elements in the left hand column.

The information provided in this table is a guide only. RTOs, trainers, assessors and resource developers are responsible for ensuring that all

the Elements and Performance Criteria for each respective unit are appropriately accommodated.

Table 10 – Comparison of sustainability units of competency and some units of competency routinely utilised within the Correctional

Services sector.

BSBSUS501A COMMON INDUSTRY SECTOR UNIT OF COMPETENCY

ELEMENT 1 - Develop workplace sustainability policy

UNIT - BSBMGT406A Plan and monitor continuous improvement

ELEMENT 1 - Plan continuous improvement systems and processes

UNIT - BSBINN501A Establish systems that support innovation

ELEMENT 2 - Generate system concepts and options

ELEMENT 2 - Communicate workplace sustainability policy

UNIT - BSBINN501A Establish systems that support innovation

ELEMENT 3 - Develop a plan for the system

UNIT - BSBCMN412A Promote innovation and change

ELEMENT 3 - Facilitate commitment to workplace change


ELEMENT 3 - Implement workplace sustainability policy

UNIT - BSBCMN412A Promote innovation and change

ELEMENT 2 - Lead team to foster innovative work practices


ELEMENT 3 - Provide opportunities for further improvement

ELEMENT 4 - Review workplace sustainability policy implementation


ELEMENT 2 - Monitor and review performance

UNIT - BSBINM501A Manage an information or knowledge management system

ELEMENT 2 - Manage use of information or knowledge management system


ELEMENT 1 - Investigate current practices in relation to resource usage

UNIT - CSCORG402A Gather and report complex information

ELEMENT 2 - Analyse information (*As it is applied to organisation and administrative activities)

ELEMENT 1 - Gather information. (*As it is applied to organisation and administrative activities)

ELEMENT 2 - Set targets for improvements

UNIT - BSBINN301A Promote innovation in a team environment

ELEMENT 1 - Create opportunities to maximise innovation within the team

ELEMENT 3 - Implement performance improvement strategies

UNIT - BSBMGT403A Implement continuous improvement

ELEMENT 3 - Provide opportunities for further improvement


ELEMENT 2 - Implement continuous improvement systems and processes


ELEMENT 2 - Comply with environmental regulations

UNIT - CSCORG201A Contribute to achieving the goals of the organisation

ELEMENT 1 - Implement the organisation's policies and procedures. (*As they apply to any relevant environmental regulations)

* Author’s additional note

Whilst there are significant similarities between the requirements in these units of competency and elements, those developing learning

and assessment strategies, learning resources and assessments will need to review each Element in detail to ascertain the strength of that

alignment. This can be assisted by also reviewing the relevant Evidence Guide and Range Statement for each respective unit.


6.2 Incorporating sustainability skills into existing qualifications

As previously identified, the Correctional Services sector has a range of typical qualifications and units of competency which are routinely

utilised to meet workforce development needs. A small selection of those qualifications and a selection of units within those qualifications

have been listed below. The right hand column provides some suggestions as to how sustainability could be incorporated into that unit of

competency and poses some questions for further exploration.

Table 11 - BSB51107 – Diploma of Management

BSB51107 – Diploma of Management

Unit of Competency (DELETE Contextualisation suggestions and key questions)

ADD Suggestions and areas for further exploration to assist the incorporation of sustainable learning and practice into unit of competency

BSBINM501A

Manage an information or knowledge management system

Identify Scope of sustainability (refers to the breadth and depth of sustainability – refer Section 3 of this Guide) and typical initiatives that derive from these areas (refer to Range Statement for BSBSUS501A)

Focus learning and knowledge management on identified sustainability initiatives

Capture data and information relevant to sustainability initiatives

Analyse data and provide reports relevant to sustainability initiatives

Review use of system and improve as appropriate

Consider analysing sustainability practices of partners and suppliers

BSBINN501A

Establish systems that support innovation

Identify Scope of sustainability (refer to Range Statement for BSBSUS501A)

Explore and analyse the impact of systems in the overall context of innovative sustainability initiatives

Identify gaps within current systems and make recommendations


Foster innovative practices associated with sustainability – consider strategic, operational, work practices, waste management, energy efficiency, water use, resource inputs etc. Consider proactive initiatives associated with work programs (e.g. environmental remediation programs etc.)

Identify resources / commitment required to support innovative sustainability initiatives – identify opportunities for coaching and mentoring

Subject systems and innovations to ongoing testing, exploration and challenge. Include cost benefit analyses.

Identify and engage specialist assistance for design and implementation of systems to support sustainability initiatives

Trial systems and apply continuous improvements

BSBMGT406A

Plan and monitor continuous improvement

Plan continuous improvement systems and processes associated with sustainability initiatives– consider strategic, operational, work practices, waste management, energy efficiency, water use, resource inputs etc.

Plan and monitor proactive environmental initiatives associated with work / rehabilitation programs

Identify resources / commitment required to support innovative sustainability initiatives – identify opportunities for coaching and mentoring

Record performance of sustainability initiatives (energy savings, waste reduction, water use, etc.)

Engage relevant stakeholders / specialists (refer Range Statement for BSBSUS501A and BSBSUS301A)

Support efforts to enhance sustainable and environmentally friendly work practices in accordance with the organisation's continuous improvement processes

Utilise systems to capture, analyse and report on sustainability initiatives and to identify improvements


Table 12 – BSB40807 - Certificate IV in Frontline Management

BSB40807 - Certificate IV in Frontline Management

Unit of Competency Suggestions and areas for further exploration to assist the incorporation of sustainable learning and practice into unit of competency

BSBINN301A

Promote innovation in a team environment

Identify Scope of sustainability (refer to Range Statement for BSBSUS301A and BSB501A)

Identify opportunities for teams to engage in, and maximise, innovation in sustainability (energy efficiency, resource usage, waste reduction and management, proactive environmental programs, environmental remediation, etc.)

Support team initiatives focussed on sustainability. Provide guidance and coaching where appropriate

BSBMGT403A

Implement continuous improvement

Implement improvements associated with sustainability initiatives– consider operations, work practices, waste management, energy efficiency, water use, resource inputs etc.

Encourage and support team involvement in sustainability initiatives

Develop processes to ensure team members are informed of savings / contributions to environmental sustainability

Document performance in relation to sustainability initiatives

BSBRES401A

Analyse and present research information

Identify Scope of sustainability (refer to Range Statement for BSBSUS501A and BSBSUS301A)

Identify types of information that are relevant to scope of sustainability (energy use, water use, waste management, resource inputs, etc.)

Identify methods of collecting this information and any associated technology / software

Identify potential sources of information for use in research relevant to scope of sustainability (Refer Section 8 - Resources for examples)

Present information utilising current and prevailing environmental management language (e.g. carbon footprint, GHG emissions, carbon management planning, environmental


management planning, product lifecycle management etc.)

Table 13 - CSC40107 – Certificate IV in Correctional Practice

CSC40107 – Certificate IV in Correctional Practice

Unit of Competency Suggestions and areas for further exploration to assist the incorporation of sustainable learning and practice into unit of competency

CSCORG402A

Gather and report complex information

Included in the Range Statement for this Unit is:

advising on programs and services review and evaluation of organisational activities and outcomes review of administrative activities and services

These activities can be focused on sustainability initiatives. Consider energy efficiency, waste management, water use, soil/land care, use of natural resources etc.

Include sustainable practices and initiatives in correctional facility enterprises and/or work programs

BSBCMN412A

Promote innovation and change

Options for change incorporating identified improvements to work practices and procedures which relate to sustainability (e.g. energy efficiency, waste management, process re-engineering, water use etc.)

Benefits of change include information related to changes in environment impacts

Team member involvement in the planning, implementation & review of innovative sustainability initiatives.

Fostering commitment through inclusion of environmental benefits

Negotiations with suppliers and contractors with respect to their environmental management policies and procedures


7. CASE STUDIES

The following selection of case studies provides examples of sustainability initiatives or

projects within Australia. Whilst some of the initiatives and projects are not directly from

this industry sector they have elements which have broad application. Links have been

provided to the web page/s which describes the case study initiative or project in more

detail.

Corporate Greenhouse Gas Emissions Inventory – City of Onkaparinga (South Australia)

The City of Onkaparinga in southern Adelaide aims to achieve carbon neutrality by 2013. To support this goal the council have been measuring the greenhouse gas emissions generated by the City of Onkaparinga since 2007. The Corporate Greenhouse Gas Emissions Inventory provides a baseline for assessing the carbon footprint of its operations and is the basis for evaluating progress towards the carbon neutral goal. Annual Inventory Reports are available for 2007/2008, 2008/2009 and 2009/2010.

http://www.onkaparingacity.com/onka/living_here/our_environment/climate_change_energy/corporate_ghg_emissions_inventory.jsp

City of Melbourne – “Council House 2 – Our green building”

In 2004, the City of Melbourne was faced with an accommodation dilemma. Staff were housed in dated office buildings which although centrally located to the Town Hall, were nearing the end of their lifespan.

Rather than relocate staff to alternative offices, Council embarked on an ambitious plan to construct a new office building, Council House 2 (CH2), that would meet its spatial requirements and lead the way in the development of an holistic green environment.

CH2 has been designed to not only conserve energy and water, but the quality of the internal environment of building has also been designed to improve the wellbeing of its occupants. CH2 demonstrates a new approach to workplace design, creating a model for others to learn from and follow. Key sustainability initiatives associated with this facility building include:

Conserving energy and water

Energy efficiency in CH2 is achieved through an integrated set of features focusing on heating, cooling and water reuse.

Internal environment

CH2 was designed on the principle that a quality internal environment, complete with fresh air and carefully selected materials, can have a positive impact on the wellbeing of its occupants.

Art

Art is integrated into the fabric of CH2, complementing and extending the building beyond its engineering and architectural aspirations.

Artists were selected to participate in the project via a formal selection process held in October 2003. Selected artists worked closely with the design team during 2004 while developing and finalising their designs.




http://www.melbourne.vic.gov.au/Environment/CH2/Pages/CH2Ourgreenbuilding.aspx

ESD Design Guide – Office and Public Buildings

This series of case studies outlines a wide range of examples of environmentally sustainable building design. It includes examples such as:

Victorian State Emergency Services Headquarters

The Victorian State Emergency Services headquarters is located in the Melbourne CBD. The building has won several awards for its approach to sustainable design and architecture and was a finalist in the ‘Leadership in Sustainable Buildings’ category in the Banksia Awards.

This case study briefly outlines the approach taken with regards to Environmentally Sustainable Design (ESD), water usage and Indoor Environmental Quality (IEQ).

RAAF Richmond

Richmond 36 and 37 Squadron Headquarters, a part of the RAAF Richmond Reinvestment Project, is the first project to achieve the Green Star - Office Design (September 2005), Green Star - Office as Built (November 2005) and Green Star - Office Interiors (June 2006) Certified ratings. It is the first Green Star development by the Department of Defence and informs Defence’s approach to Environmentally Sustainable Design (ESD) on new and refurbishment projects.

Sustainable Building Practices – Galleries, Museums and Libraries

Galleries, libraries and museums are special spaces with particular requirements, such as high levels of lighting and strict temperature and humidity control. This constrains the possibilities for use of some sustainable building practices and requires greater innovation to incorporate sustainable measures. These brief case study looks at both the simple and innovative measures that venues around Australia and overseas have taken to be more ecologically sustainable.

http://www.environment.gov.au/sustainability/government/publications/esd-design/pubs/esd-design-guide-appendices.pdf

Brush Farm Corrective Services Academy – Correctional Services (NSW)

The Academy actively pursues ways to improve and embed environmental sustainability into its operations and practices. This site lists details of environmental milestones and successes for the Academy from 2008 to 2012. It includes links to specific initiatives and programs.

http://www.bfcsa.nsw.gov.au/environment

Sustainable government case studies – Office of Environment and Heritage (NSW)

This site includes a range of case studies related to environmental management and sustainability, including short videos.

http://www.environment.nsw.gov.au/government/casestudies.htm

http://www.melbourne.vic.gov.au/Environment/CH2/Pages/CH2Ourgreenbuilding.aspx



http://www.bfcsa.nsw.gov.au/environment

http://www.environment.nsw.gov.au/government/casestudies.htm


Glen Innes Correctional Centre

Winner (2007 and 2010) – CSNSW Excellence Award for Contribution to Environmental Management. Initiatives included:

Worm Farming – turning shredded office paper and food waste into liquid fertiliser and compost. Used on the grounds at Glen Innes Correctional Centre.

Recycling - waste cardboard, aluminium and PET sorted and bailed. Waste sawdust and wood chips from on-site milling operations bagged for use in landscaping, gardens and stables etc. These are sold commercially.

Creek Rehabilitation – fencing of riparian zone, stabilisation of banks (including the construction of over 300m of contour banking) and 5 new retention dams to slow run-off and reduce siltation and erosion (and provide an OHS control point for accidental spills). Regular testing of quality water has seen significant improvements.

Noxious Weed Control – removal of weeds and planting of native flora, including onsite propagation. Work in this program is linked to vocational qualifications for offenders – Certificates 1 & 2 in Horticulture.

Compost – sawdust, potash and cow manure are processed into retail grade compost for commercial sale. This operates in partnership with a local feedlot merchant which exchanges waste cow manure for waste sawdust.

Income – commercial sale of garden mulch, compost, sawmill by-products are currently generating income in excess of $150,000pa for the Centre.

Contact: Owen Johansen, Administration Manager, Glen Innes Correctional Centre [email protected]

NSW State Parole Authority (e-Office Solution)

Winner (2009) – CSNSW Excellence Award for Contribution to Environmental Management

In 2007 State Parole Authority (SPA) successfully applied for a $300,000 grant from the Microsoft Innovation Fund – which funded the design and specifications of new software to meet the specific needs of the SPA.

In contrast to manually photocopying and couriering multiple sets of papers for Authority members, the Secretariat now scans papers once, stores them using TRIM and then distributes papers on USB mass storage devices.

The Authority handles a high volume of matters each week (360 on average). Before the e-office solution, the Secretariat sent copies of files containing submissions, reports, judges’ remarks and case histories to all sitting Authority members. As a result, the Secretariat had very high photocopying, courier, overtime (for culling and archiving) and secure document destruction costs. The paper-based system was also cumbersome (with significant manual handling risks) and very time-consuming.

Savings* and Benefits (*Based on comparison between 2007 and 2010 expenditure)

Financial – photocopy paper & consumables (from $47,000 to <$10,000), courier (from $11,000 to <$2,000), equipment rental (from $11,000 to $0), waste disposal and secure document destruction (from $11,000 to $0) and overtime for bi-annual archiving and file clear-out (from $70,000 to $0). Total annual savings in 2010 = $138,000.

GHG – GHG emissions associated with courier services has declined by more than 80%.

OHS – reduced clutter and improved indoor environment, lower risk of manual handling injuries, reduced pressure on staff in terms of managing high volumes of paperwork.

mailto:[email protected]


Reputation – Parole Boards in other jurisdictions planning to emulate SPA.

Productivity – no increase in staff since 2005, despite an increasing caseload, and reduced error rate in data compilation.

Innovation – externally funded solution (Microsoft Innovation Fund).

Contact: Laurie Sobhi, Administrative Officer SPA [email protected]

mailto:[email protected]


8. REFERENCES AND RESOURCES

This section outlines references and sources of information which are available in relation

to sustainability within the sector: or more broadly. This includes legislation, regulations,

Codes of Practice, fact sheets, guides and other material related to sustainability.

Where possible the material includes the origin of the information so that any changes to

specific information (e.g. change in legislation) can be identified and accessed. This will

help to ensure that the most up to date information is accessed for use in the design of

training and the development of training resources. Care should be taken when relying on

critical information provided (e.g. legislative requirements) to ensure that the information

is still appropriate, current and complete.

ACT Government – Territory & Municipal Services - Environment http://www.tams.act.gov.au/live/environment This site contains information on land management, bushfire, pests, park care, animal licensing and tree protection in the ACT. Association for Sustainability in Business http://sustainabilitybusiness.com.au/index.php/home The Association for Sustainability in Business is a not for profit association that assists members and others through education and business case studies. Australia’s New Green Economy equation: Can environment + enterprise = a sustainable future? http://www.tec.org.au/greencapital/images/stories/new_green_economy_discussion_paper_final.pdf Published by the Total Environment Centre - http://www.tec.org.au/ - this paper’s objective is to identify, test and promote key action areas to accelerate the transition to a genuine green economy for Australia. Australian Standards – Environmental Management (ISO 14000 series) http://www.iso.org/iso/home.htm This site provides access to the ISO 14000 family of standards. Environmental Management Standards exist for areas such as Environmental Management Systems, Environmental Auditing an Environmental Performance and Evaluation. Australia’s National Strategy for Ecologically sustainable development http://www.environment.gov.au/about/esd/index.html The National Strategy for Ecologically Sustainable Development provides broad strategic directions and framework for governments to direct policy and decision-making. The strategy facilitates a coordinated and co-operative approach to ecologically sustainable development and encourages long-term benefits for Australia over short-term gains. The Australian Weeds Strategy – Australia Government http://www.weeds.gov.au/publications/strategies/pubs/weed-strategy.pdf The Australian Weeds Strategy provides a framework to establish consistent guidance for all parties, and identifies priorities for weed management across the nation with the aim of minimising the impact of weeds on Australia’s environmental, economic and social assets.

http://www.tams.act.gov.au/live/environment

http://sustainabilitybusiness.com.au/index.php/home

http://www.tec.org.au/greencapital/images/stories/new_green_economy_discussion_paper_final.pdf

http://www.tec.org.au/greencapital/images/stories/new_green_economy_discussion_paper_final.pdf

http://www.tec.org.au/

http://www.iso.org/iso/home.htm

http://www.environment.gov.au/about/esd/index.html

http://www.weeds.gov.au/publications/strategies/pubs/weed-strategy.pdf


Carbon Offset Guide Australia http://www.carbonoffsetguide.com.au/ The Carbon Offset Guide is an independent directory of Australian carbon offset providers developed through a partnership between Low Carbon Australia, EPA Victoria and the University of Queensland. It is an important resource for businesses, government agencies and NGO's seeking information about carbon offsets. Clean Energy Future – Australian Government http://www.cleanenergyfuture.gov.au/ Provides information on Australia’s ‘carbon tax’. Clean Energy Legislation – Department of Climate Change and Energy Efficiency http://www.climatechange.gov.au/en/government/clean-energy-future/legislation.aspx Outlines the Clean Energy Legislation and specifically the provisions of the Clean Energy Act (2011), Clean Energy Regulator Act (2011) and the Climate Change Authority Act (2011). Clean Energy Regulator – Commonwealth Government http://www.cleanenergyregulator.gov.au/Pages/default.aspx The Clean Energy Regulator is the Government body responsible for administering legislation designed to reduce carbon emissions and increase the use of clean energy. The Clean Energy Regulator is part of the Climate Change Portfolio and administers the Carbon Pricing Mechanism, the National Greenhouse and Energy Reporting (NGER) scheme, the Carbon Farming Initiative and the Renewable Energy Target. Commonwealth Department of Resources, Energy and Tourism http://www.ret.gov.au/Pages/default.aspx The Department of Resources, Energy and Tourism provides advice and policy support to the Australian Government regarding Australia's resources, energy and tourism sectors. The Department develops and delivers policies to increase Australia's international competitiveness, consistent with the principles of environmental responsibility and sustainable development. This site contains links to specific policies and initiatives for; Carbon capture and storage, energy efficiency & clean energy, sustainability & climate change as well as energy facts, statistics and publications. Corporate Sustainability Solutions – Sustainability Edge Solutions http://sustainabilityedge.com/corporate-sustainability/ Provides an outline of Corporate Sustainability and includes links to other relevant resources. Corrective Services – Environmental Management Plan http://www.correctiveservices.nsw.gov.au/about-us/publications/environmental-management-plan This Environmental Management Plan (EMP) of Corrective Services NSW outlines the mechanisms by which it will manage environmental risks, meet targets for energy efficiency, greenhouse gas emission reductions, recycling, ‘green’ purchasing and land and heritage conservation and restoration. Department of Sustainability, Environment, Water, Population and Communities http://www.cleanenergyfuture.gov.au Contains details of a range of Clean Energy Initiatives and Programs such as the Clean Technology Innovation Program, the Community Energy Efficiency Program and the Energy Efficiency Opportunities Initiative.

http://www.carbonoffsetguide.com.au/

http://www.carbonoffsetguide.com.au/glossary/8#term981

http://www.cleanenergyfuture.gov.au/

http://www.climatechange.gov.au/en/government/clean-energy-future/legislation.aspx

http://www.cleanenergyregulator.gov.au/Pages/default.aspx

http://www.ret.gov.au/Pages/default.aspx

http://sustainabilityedge.com/corporate-sustainability/

http://www.correctiveservices.nsw.gov.au/about-us/publications/environmental-management-plan

http://www.correctiveservices.nsw.gov.au/about-us/publications/environmental-management-plan

http://www.cleanenergyfuture.gov.au/


Department of Sustainability and Environment - Victoria http://www.dse.vic.gov.au/ The Department of Sustainability and Environment (DSE) is the lead Victorian Government agency responsible for the sustainable management water resources and catchments, climate change, bushfires, parks and other public land, forests, biodiversity and ecosystem conservation. It contains links to policies and strategies for coast & marine protection, conservation & environment, forests, land management, parks & reserves and plants & animals. Ecologically Sustainable Development design guide for office and public buildings http://www.environment.gov.au/sustainability/government/publications/esd-design/index.html Contains link to a range of resources (including videos) related to the design of office and public buildings. Based on the work of RMIT University and the Department of the Environment and Water Resources “Sustainable Built Environments and Centre for Design - May 2007. Ecological Footprint – Measuring Our Impact on the Environment – EPA Victoria http://www.epa.vic.gov.au/ecologicalfootprint/default.asp Contains information and case studies on the use of an Ecological Footprint tool. Economic Sustainability; The business of staying in business http://projectsigma.co.uk/RnDStreams/RD_economic_sustain.pdf Energy Efficiency Opportunities Act 2006 - Commonwealth http://www.comlaw.gov.au/Details/C2007C00194 An Act to encourage more efficient use of energy by large energy using businesses, and for related purposes. Energy Efficiency Opportunities Regulations 2006 - Commonwealth http://www.comlaw.gov.au/Details/F2011C00698 Regulations associated with the Energy Efficiency Opportunities Act 2006. Environment and Sustainable Development – ACT Government http://www.environment.act.gov.au/home The new Directorate unites environment, climate change, energy and water units of the ACT Government with planning (including development assessment, leasing, construction, land use and utilities regulation, surveying and land information), the Government architect, heritage, transport planning and nature conservation. ESD design guide for office and public buildings http://www.environment.gov.au/sustainability/government/publications/esd-design/index.html This guide provides an accessible introduction to ESD in buildings, suitable for all public sector staff involved in construction or refurbishment projects. ESD design guide for office and public buildings – Case Studies http://www.environment.gov.au/sustainability/government/publications/esd-design/pubs/esd-design-guide-appendices.pdf Green Skills Agreement – Council of Australian Governments (COAG) http://www.deewr.gov.au/Skills/Programs/WorkDevelop/ClimateChangeSustainability/Pages/GreenSkillsAgreement.aspx

http://www.dse.vic.gov.au/

http://www.environment.gov.au/sustainability/government/publications/esd-design/index.html


http://www.epa.vic.gov.au/ecologicalfootprint/default.asp

http://projectsigma.co.uk/RnDStreams/RD_economic_sustain.pdf

http://www.comlaw.gov.au/Details/C2007C00194

http://www.comlaw.gov.au/Details/F2011C00698

http://www.environment.act.gov.au/home

http://www.actpla.act.gov.au/home

http://www.environment.act.gov.au/heritage

http://www.transport.act.gov.au/

http://www.environment.act.gov.au/cpr







http://www.deewr.gov.au/Skills/Programs/WorkDevelop/ClimateChangeSustainability/Pages/GreenSkillsAgreement.aspx

http://www.deewr.gov.au/Skills/Programs/WorkDevelop/ClimateChangeSustainability/Pages/GreenSkillsAgreement.aspx


The Agreement is a statement of the commitment of the Australian and state and territory governments to work collaboratively with employer and employee representatives, the VET sector and community organisations to ensure that training in, and the delivery of, skills for sustainability is an integral part of all vocational education and training and is relevant to the needs of industry. ISO26000:2010 – Guidance on social responsibility http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/social_responsibility/sr_discovering_iso26000.htm ISO 26000:2010 is intended to assist organisations in contributing to sustainable development. It is intended to encourage them to go beyond legal compliance, recognizing that compliance with law is a fundamental duty of any organization and an essential part of their social responsibility. It is intended to promote common understanding in the field of social responsibility, and to complement other instruments and initiatives for social responsibility, not to replace them. National VET Sector Sustainability Action Plan (NVSSAP) 2009-2012 http://www.deewr.gov.au/Skills/Programs/WorkDevelop/ClimateChangeSustainability/Pages/NationalVETSectorSustainabilityActionPlan.aspx The National VET Sector Sustainability Action Plan (NVSSAP) 2009-2012 was endorsed by the Ministerial Council for Vocational and Technical Education (MCVTE) on 12 June 2009. The purpose of the Policy and Action Plan is to provide a national framework for the VET sector to support the development of a productive workforce as industry, government, individuals and the wider community move to a sustainable economy. National Carbon Accounting System – Dept of Climate Change and Energy Efficiency Outlines Australia’s National Carbon Accounting System (NCAS) which provides accounting for greenhouse gas emissions from land based activities. http://www.climatechange.gov.au/en/government/initiatives/national-carbon-accounting.aspx National Australia Built Environment Rating Systems- NABERS NABERS is a performance-based rating system for existing buildings. NABERS rates a building on the basis of its measured operational impacts on the environment, and provides a simple indication of how well environmental impacts are being managed. NABERS - is a national initiative managed by the NSW Office of Environment and Heritage. http://www.abgr.com.au/ Northern Territory - Department of Lands and Planning - Sustainability http://www.dlp.nt.gov.au/sustainability/about-us The Sustainability Unit provides technical and policy advice and services, benchmarking and reporting tools, and oversees projects to promote environmentally sustainable Government infrastructure. Northern Territory Government - Incorporating sustainability into your business or organisation http://www.dlp.nt.gov.au/sustainability/tips-and-resources/for-business Improvements in the way a business or organisation and its facilities use energy and other resources can reduce operating costs and improve services. Development of energy management plans or wider environmental management plans involve a process of continuous improvement and comprise a set of well-planned actions aimed at reducing an organisation's resource use. This site contains a range of supporting Fact Sheets. Public sector environmental reporting - Section 516A of the EPBC Act

http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/social_responsibility/sr_discovering_iso26000.htm

http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/social_responsibility/sr_discovering_iso26000.htm

http://www.deewr.gov.au/Skills/Programs/WorkDevelop/ClimateChangeSustainability/Pages/NationalVETSectorSustainabilityActionPlan.aspx

http://www.deewr.gov.au/Skills/Programs/WorkDevelop/ClimateChangeSustainability/Pages/NationalVETSectorSustainabilityActionPlan.aspx

http://www.climatechange.gov.au/en/government/initiatives/national-carbon-accounting.aspx

http://www.climatechange.gov.au/en/government/initiatives/national-carbon-accounting.aspx

http://www.environment.nsw.gov.au/

http://www.abgr.com.au/

http://www.dlp.nt.gov.au/sustainability/about-us

http://www.dlp.nt.gov.au/sustainability/tips-and-resources/for-business


http://www.environment.gov.au/sustainability/government/reporting.html Outlines the reporting requirements for Australian Government Organisations under Section 516A of the Environment Protection and Biodiversity Conservation Act 1999. Agencies must report information about their agencies environmental performance and contribution to ecologically sustainable development as part of their annual reporting. Queensland Government http://www.derm.qld.gov.au/ This site provides a portal to the environmental and resource management services and information administered by a range of Departments including:

Department of Environment and Heritage Protection

Department of Natural Resources and Mines

Department of National Parks, Recreation, Sport and Racing

Department of Energy and Water Supply

Department of Science, Information Technology, Innovation and the Arts

Sustainability Edge Solutions http://sustainabilityedge.com/ Provides access to a range of sustainability resources including particular reference to Social Sustainability. Queensland Office of Climate Change http://www.climatechange.qld.gov.au/whatsbeingdone/queensland/officeofclimatechange.html The Office of Climate Change is responsible for the coordination, implementation and review of Queensland’s climate change strategies and whole-of-government policy recommendations for achieving further cuts to the state's emissions profile. Queensland Government - Earth Smart - Environmental Sustainability Strategic Plan 2008–2012 http://deta.qld.gov.au/publications/strategic/pdf/earthsmart.pdf The Queensland Government’s Environmental Sustainability Strategic Plan focuses on ecological footprint, educating for sustainability and the natural environment. SAI Global – International Standard for Environmental Management Systems http://infostore.saiglobal.com/store/Details.aspx?ProductID=236035&gclid=CPuA_JaP868CFaVKpgodZT4bWg ISO 14001:2004 specifies requirements for an environmental management system to enable an organization to develop and implement a policy and objectives which take into account legal requirements and other requirements to which the organization subscribes, and information about significant environmental aspects. It applies to those environmental aspects that the organization identifies as those which it can control and those which it can influence. South Australian Government - Water, Energy and Environment http://www.sa.gov.au/subject/Water%2C+energy+and+environment This site contains links to policies, strategies and information related to Energy, Water, Environment & Natural Resources, Climate Change, Recycling & Waste and Wildlife. Tasmanian Climate Change Office http://www.climatechange.tas.gov.au/

http://www.environment.gov.au/sustainability/government/reporting.html

http://www.derm.qld.gov.au/

http://sustainabilityedge.com/

http://www.climatechange.qld.gov.au/whatsbeingdone/queensland/officeofclimatechange.html

http://www.climatechange.qld.gov.au/whatsbeingdone/queensland/officeofclimatechange.html

http://deta.qld.gov.au/publications/strategic/pdf/earthsmart.pdf

http://infostore.saiglobal.com/store/Details.aspx?ProductID=236035&gclid=CPuA_JaP868CFaVKpgodZT4bWg

http://infostore.saiglobal.com/store/Details.aspx?ProductID=236035&gclid=CPuA_JaP868CFaVKpgodZT4bWg

http://www.sa.gov.au/subject/Water%2C+energy+and+environment

http://www.climatechange.tas.gov.au/


This site details the Tasmania Government’s response to Climate Change, Emissions and Energy Efficiency. Training Package Development Handbook http://www.deewr.gov.au/skills/overview/policy/tpdh/pages/main.aspx The Training Package Development Handbook site provides National Quality Council policy for the development of Training Packages. This policy applies to all Training Packages developed and endorsed through the National Quality Council development and endorsement processes. It contains information regarding the Contextualisation of Units of Competence and Qualifications. Western Australian Government - State Sustainability Strategy http://www.dec.wa.gov.au/content/view/3523/2066/ This site contains links to resources such as the WA Government State Sustainability Strategy, Code of Practice, Influencing Sustainability and Stakeholder Engagement. Western Australia Department of Environment and Conservation – Climate Change Unit http://www.dec.wa.gov.au/content/view/3435/1745 The Climate Change Unit provides information and resources concerning climate change and biodiversity in WA, International and national initiatives and Reports and publications.


http://www.dec.wa.gov.au/content/view/3523/2066/

http://www.dec.wa.gov.au/content/view/3435/1745





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