THE BAYS

WATERFRONT
PROMENADE &
GLEBE ISLAND
BRIDGE
Project Sustainability Plan

COSTA TIERRA DEVELOPMENTS

Table of Contents
1 PROJECT SUMMARY

1.1 STRATEGY & VISION

1.2 BACKGROUND

1.3 OBJECTIVES

1.4 POTENTIAL BENEFITS

1.5 OUR VISION

2 SUSTAINABILITY FRAMEWORK

2.1 SUSTAINABILITY VALUES

2.2 SUSTAINABILITY FRAMEWORK

10

2.3 SUSTAINABILITY METRICS

12

3 STRATEGIES

14

3.1 SOCIAL

15

3.2 ENVIRONMENTAL

17

3.3 ECONOMIC

20

4 LONG-TERM STABILITY

22

5 IMPLEMENTATION PLAN

26

5.1 DESIGN WORK-STREAM

27

5.2 PROCUREMENT WORK-STREAM

28

5.3 CONSTRUCTION WORK-STREAM

29

6 RISK REGISTER

31

7 DESIGN

34

7.1 BLACKWATTLE BAY

35

7.2 ROZELLE BAY

36

7.3 GLEBE ISLAND PROMENADE

37

7.4 GLEBE ISLAND BRIDGE

38

7.5 IMPLEMENTATION STRATEGY

40

LIST OF TABLES

Table 1. Costa Tierra Development's Sustainability Framework

11

Table 2. Analysis of the long term impacts of the project

24

Table 3. Analysis of costs throughout the different stages of the project

25

Table 4. Assignment of Responsibility for Design Work-Stream

27

Table 5. Reporting requirements for Design Work-Stream

27

Table 6. Assignment of responsibility for Procurement Work-Stream

28

Table 7. Reporting requirements for Procurement Work-Stream

28

Table 8. Assignment of responsibility for Construction Work-Stream

29

Table 9. Reporting requirements for Construction Work-Stream

30

Table 11. Deliverable of Blackwattle Bay Promenade segment

35

Table 12. Deliverables of Rozelle Bay Promenade segmeent

37

Table 13. Deliverables for Glebe Island Promenade segment

38

Table 14. Deliverables for Glebe Island Bridge segment

39

Table 15. Focus sustainability outcomes for designing the promenade and bridge

40

PROJECT
SUMMARY

1.1

STRATEGY & VISION

Founded in 1999, Costa Tierra Developments (CTD) has risen from a small Sydney construction firm to
an international specialist in designing and developing waterfront locations.
CTD aim to create high quality products and services, whilst meeting the needs and requirements of
todays society. The key factor involved here, is ensuring the sustainability of our developments. Our
strategy is to implement our five-point sustainability framework into all projects. In doing this, we are
able to continuously deliver superior results and foster valuable relationships with clients, investors,
and communities in Australia and internationally.
CTD strives to produce ecologically supportive environments, to help minimise the negative effects
humans induce on the natural environment and exercise methods to use the natural resources that
the earth provides.

1.2

BACKGROUND

The Bays Precinct is a collection of some of the most valuable real estate in Sydney. It expands over 95
hectares of land and 94 hectares of waterways. It extends from the Sydney Fish Markets, to
Wentworth Park and Blackwattle Bay, across to Rozelle Bay, including the Rozelle Rail Yards, Glebe
Island, White Bay and the heritage listed White Bay Power Station. The aim is to renew this area and
develop it into an internationally recognised waterfront destination and a generator of economic and
social transformation [1].
The Bays Precinct Transformation Plan, published by Urban Growth NSW, identifies seven key actions
that are to be addressed, shown in Figure 1. As our speciality is waterfront design and construction,
CTD aim to focus on action #2, The Bays Waterfront Promenade, in conjunction with #6, repurposing
the Glebe Island Bridge.
The waterfront promenade consists of 5.5km of shoreline, through which Urban Growth NSW wants
to provide a continuous path, allowing pedestrian/cycle access from Pyrmont to Balmain with open
views of Sydney Harbour. They have identified that the Pyrmont to Blackwattle Bay connection is an
immediate priority for the project [1].

Figure 1. The seven action areas identified for The Bays Precinct Transformation Plan by UrbanGrowth NSW [1]

1.3

OBJECTIVES

There are a number of objectives The Bays Precinct transformation project aims to achieve. At CTD,
we have developed our set of objectives in line with those proposed by UrbanGrowth NSW, and have
tailored them with our knowledge and expertise.
CTD OBJECTIVES
To deliver a superior and innovative waterfront that furthers Sydneys reputation as one of
the best harbours

To restore and refine the Glebe Island Bridge

To deliver wide, open green spaces for residents and tourists to become more socially and
physically active

To ease the accessibility into and between to the Bays Precinct areas

To reimmerse Sydneysiders in the history and culture held within the Bays Precinct area

To adhere to our sustainability framework in order to develop an endurable, resilient and
adaptable environment for future generations

To contribute to the economic and social transformation of the whole Bays Precinct area

To maintain and/or implement integration of environments, fostering biodiversity within the
waterfront promenade

To deliver a high-quality experience for all stakeholders

1.4

POTENTIAL BENEFITS

There are a number of realised and unrealised benefits this project will provide. At CTD we have
identified the following potential benefits:
Increase in economic and social activity in the Bays Precinct
Increase in health and wellbeing of local residents
Decrease in travel times between Balmain and Pyrmont
Education of visitors about the areas history
Greater use and interaction with the natural environment
Preservation and restoration of world heritage sites
Increase in the community atmosphere
Participation in one of Sydneys most significant projects of the century

1.5

OUR VISION

At CTD we have a drive to deliver superior and high quality projects. Our vision is to create a new
social and green hub for Sydneysiders. The Waterfront Promenade shall be a night and daytime
destination for its visitors, offering a range of entertainment and dining experiences easily accessible
throughout the 5.5km esplanade but also a pace to escape and feel close to nature. The infamous and
stunning views of Sydney Harbour will be a main focal point for those who visit the promenade. Wide
open, green spaces will provide visitors with a sense of serenity and draw them away from the hustle
and bustle of the Sydney CBD.

In our vision, the project has four distinct focus
areas:

Blackwattle Bay

Rozelle Bay

Glebe Island Promenade

Glebe Island Bridge

Figure 2. CTDs project vision consisting of 4 main action areas

SUSTAINABILITY
FRAMEWORK

2.1

SUSTAINABILITY VALUES

The sustainability of our work is a core focus at Costa Tierra. Today we understand the impact of our
lifestyles on the environment, as we experience climate change and resource depletion. It is our
responsibility as a construction firm to ensure our practices are sustainable, not just for the project
lifetime, but also for the lifetime of our work in the years to come.

Costa Tierras sustainability plan is based upon three core values, Fostering Betterment, Continuous
Improvement and Responsible Custodianship.

FO STERIN G BETTERM EN T
Motivate people to take action
People are the core to a sustainable future. If they look after and better themselves, it will radiate into
the environment surrounding them. We aim to motivate people to become aware of not only their
health and wellbeing, but also to respect and interact with their natural environments. Furthermore
we aim to create opportunities for people to participate in a sustainability oriented work environment,
to share and teach our knowledge.

CO N TIN U O U S IM PRO VEM E N T

Learn from history to build for tomorrow
It is important to learn and understand the people and their environment, to ensure developments
align to their needs. In a world that is constantly evolving, our work must embody resilience, for both
its inhabitants and its environments. By looking at historic trends and changes, we can plan for an
adaptable future.

RESPONSIBLE CUSTODIANSHIP
Respect the natural environment and utilize resources wisely
As the most developed species, it is our duty to ensure the earths health and longevity. It is important
to ensure our interaction with the natural world is positive and mutually beneficial. Where possible,
natural and recyclable materials must be given preference. Encouraging the use and growth of
renewable resources helps not only our work today, but also future generations.

From our three key values, stems our sustainability framework of which we have six focus factors.

2.2

SUSTAINABILITY FRAMEWORK

In order to quantify and convey the sustainability characteristics of our project, the relevant aspects
must be identified. At CTD, we use an internally developed framework in order to measure the
sustainability of our projects. The framework forces the Project Management Office (PMO) to measure
their project outcomes against a set of Sustainability and Performance Targets. These Sustainability
and Performance Targets correlate with the six key characteristics of sustainability chosen to be
relevant to CTDs outlook, being the following:

1) Health & Wellbeing
2) Training, Skills & Employment
3) Community & Development
4) Resilience & Adaption
5) Natural Environment
6) Materials & Supply Chain

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This method of using quantitative performance targets for the management of a project with respect
to sustainability is the most suitable approach because it leaves a hard paper-trail for independent
audit and gives CTD the ability to lean on past sustainably-managed projects to seek further work.

Table 1. Costa Tierra Development's Sustainability Framework

Value/
No.

Performance

Sustainability Target

Target

Method

Health & Wellbeing

1.

[ha] area devoted to outdoor exercise / sports

10 ha

Geo-survey

2.

[ha] additional area that can serve a sporting purpose

7 ha

Geo-survey

3.

[%] area with uninterrupted view of water

95%

Geo-survey

Training, Skills & Employment

4.

[FTE*] unskilled workers trained

7 FTE

5.

[%] employment of local labour

90%

6.

[FTE] Indigenous employment

6 FTE

7.

[%] total workforce that are apprentices

8.

[%] workforce participating in in-house training

95%

9.

[#] placements for work experience

Workforce
audit
Workforce
audit
Workforce
audit
Workforce
audit
Workforce
audit
Workforce
audit

Community & Development

10.
11.

[%] value of subcontractors who are SMEs (Small and

Medium Businesses)
[%] area that can serve for community recreation

60%

External audit

80%

Geo-survey

Resilience & Adaption

12.

[%] workforce is diversity target background

20%

13.

[FTE] workers with disability

Workforce
audit
Workforce
audit

11

Natural Environment
14.

[kg] embodied carbon captured in new plants

16 tCO2

External audit

15.

[kg] carbon saved by reducing energy usage

35 tCO2

External audit

16.

[MWh] reduction in energy consumption

1000 MWh

External audit

17.

[ML] wastewater reused

115 ML

External audit

18.

[ML] reduction in water consumption

85 ML

External audit

19

[%] increase in biodiversity

35%

External audit

20.

[km] shoreline returned to pre-colonisation likeness

4.5 km

External audit

Materials & Supply Chain

21.

[%] waste that is recycled

80%

Supplier audit

22.

[%] recycled aggregate in concrete

75%

Supplier audit

23.

[%] recycled steel used

60%

Supplier audit

100 km

Supplier audit

24.

[km] aggregate distance from source of landscaping

materials used averaged by tonne material

25.

[MWh] embodied energy in construction materials

1,400 tCO2

Supplier audit

26.

[%] bulk materials manufactured nationally

98%

Supplier audit

*FTE = Full time equivalent

2.3

SUSTAINABILITY METRICS

Sustainable development indicators (SDI) are measures of sustainability and are fundamental for the
success of any project striving for sustainability. This section of the report details the SDIs we have
closely adopted in order to achieve sustainability on economic, social and environmental fronts.
Our first SDI we wish to fulfil is obtaining a score in the Green Building Council Australia (GBCA) Green
Star rating. In the Green Star rating system, this project will be registered as a Communities and
precinct-wide project and will be assessed based on the sustainable performance across 5 categories,
which are: governance, liveability, economic prosperity, environment and innovation. Gaining this SDI
indicates that the completed project is sustainable in the eyes of Australias most famous sustainability
rating system. Not only will this be a great milestone for the project but will also act as a benefit in the
attention and promotion the project will receive.

A very important SDI for this project is the feedback received from locals and promenade users. This
will be achieved by sending questionnaires to such people. A number of different mediums will be
utilised, including: pamphlets available along the promenade with collection bins, email, social

12

networks such as Facebook and twitter and door to door questioning. Loosely speaking, by ensuring
we hear what the promenade users are thinking, we can determine whether the project has met
everyones taste and can investigate into further modifications or additions in order to reach a
sustainable outcome on everyones basis. This SDI targets social sustainability.

Additionally, a crucial SDI that will target environmental sustainability will be in observations made
based on the local native ecological systems and environment. Achieving sustainability will mean that
ecological systems and local flora and fauna will thrive. This should be noticed especially in the areas
including: Blackwattle bay, Rozelle bay and the Glebe point island promenade. At the moment these
areas are considerably run down and industrial, however after the promenade has been implemented,
a sustainable solution will be achieved meaning wildlife and ecosystems will flourish.
A SDI that targets economic sustainability is in assessing customer value that is based on the
promenade. This information will be sourced through feedback from locals and users. A high customer
value will increase the property value surrounding the promenade. Although this will not directly
affect stakeholders in the project, it is still an economic indicator of sustainability.
Lastly another key SDI will be in consistent inspection of the areas soil, air and water quality. Again
targeting environmental sustainability, this SDI is most fundamental to the environments condition
itself. Of course, improved readings in the soil, air and water quality are signs of sustainability.

13

STRATEGIES

14

Strategies for sustainable development need to satisfy the needs of the present without compromising
resources of future generations. Ecologically sustainable development principles should be utilised
while the project is undertaken to ensure future generations will be able to utilise the Heritage values,
Utility values, ensure the maintenance of genetic diversity, natural beauty of the site, and occurrence
of natural processes.

3.1

SOCIAL

3.1.1.

HERITAGE

The Glebe Point Island Bridge which is on the state heritage list for conservation and restoration sits
between Pyrmont and Balmain. The restoration of this structure will ensure that this heritage will be
enjoyed by future generations. The restoration will need to be performed in accordance with the
state government regulations for heritage sites.
The White Bay Promenade was previously utilised by the Cadigal and Wangal clans of the Eora nation,
as a hunting and fishing ground, as the intertidal wetlands that resided there were abundant in natural
food supplies. These clans established a thriving Aboriginal culture that was seldom observed and
gradually declined after the arrival of the First Fleet. The development of the promenade should be
sensitive to this, and thus must interact with the descendants of these tribes to ensure developments
are respectful and have aspects, which outline sections of their rich culture.
Strategies to include these elements could include aboriginal murals, art exhibitions, and plaques
outlining their daily life. Ultimately increasing the awareness of individuals as they use the
promenade.


3.1.2.

CULTURE

Major urban developments should aim to drive connection and community, by the integration of
creative and cultural amenity for all. The state government also aims for Sydney to be a world class
destination and thus providing locations for recreation and enjoyment both goals can be achieved.
The use of cultural aspects like impromptu performances, akin to street performers, or more formal
art installations throughout the project will help drive this connection. Additionally, the increased
connections with the city and cycle-ways will allow for active forms of transit, encouraging the
increase in healthy living

15

3.1.3.

STAKEHOLDERS

Due to the high number of stakeholders in the project, an intensive stakeholder management strategy
needs to be implemented, to ensure the best outcome is achieved while the project goes forward.
This would involve the use of community meetings, surveys, consultations and the ability to
participate in dialogue to ultimately shape the design vision.
However due to the sheer extent of the project, and the vast number of stakeholders, a strategy to
assign importance to stakeholders needs to be established. This will be done through the mapping the
level of stakeholder interest, how important the success or failure of the project is to the stakeholder,
and degree of power, the level of authority a stakeholder has over the project outcome. The resultant
mapping provides insights as to how to proceed by either engaging, communicating or informing the
stakeholder, as seen below.

Figure 3. Stakeholder Engagement Matrix

Furthermore, as the project progresses stakeholders will move up in interest in accordance with the
stakeholder commitment curve. Thus the level of interaction between the project team and the
stakeholders will need to be adjusted. This form of change management strategy will help
stakeholders accept changes and ultimately will improve the stakeholder satisfaction at the end of the
project.

16

Figure 4. Commitment curve of stakeholders

At the end of the day, its the level of engagement with the stakeholders who have power and
influence that will determine the projects success. Thus influence and adequate engagement with key
stakeholders will aid in dealing with those that may be impacted by the project, and a shared
sustainability vision may develop. The community, although, not as powerful should also be engaged
to ensure that the outcomes of the project are sensitive to each.
Regular reporting on the progress of the project will need to be delivered to relevant stakeholders, as
well as any amendments to the project plan.

3.2

ENVIRONMENTAL

The design of the promenade, would be such that it exhibits resilience to extreme weather conditions,
such as high winds, rain and waves. This can be managed through a strategy of employing a system of
sea walls and wave breaks along the promenade in areas waves may occur, a stormwater system that
is capable of draining paved areas at a high rate, (see below), and trees arranged as a wind break to
protect other infrastructure. In this way the design will be resilient no matter what the weather
conditions.

3.2.1.

ENERGY

Renewable energy can be sourced from a variety of locations, and minimising the distance between
site of harvest and site of utilisation will maximise the benefits received, thus inner city renewable
power sources will provide the most benefit. Many renewable energy generation methods are passive

17

which is beneficial to a sustainably concerned project, as it minimised the need for maintenance,
monitoring and control.
Energy generation methods such as photovoltaic cells, and wind turbines may be used to generate
electricity for use on site, stored in capacitors, or potentially given back to the grid.
Innovative technologies for energy generation could be used, such as tidal power, in the mouth of the
bay, kinetic energy generating footpaths, along the promenade, or a reverse underfloor heating
mechanism that harvests energy from the sun by heating fluid filled coils under the surface, that can
generate power, at a heat exchanger.
Within the project the use of energy efficient technologies such as Led Lighting, as well as passive
heating and cooling strategies, such as orientation with the sun, when designing on site structures will
minimise energy demands. This coupled with effective metering and monitoring of energy will allow
for the analysis of consumption and potentially indicate where electricity use could be minimised.
Ultimately the project should aim for 100% green power utilisation, with all excess energy being
returned to the grid.

3.2.2.

WATER

Strategies such as use of water conserving plumbing fittings in amenities, as well as greywater waste
treatment, for use on vegetation, along with installation of water usage metering will aid in managing
water consumption on site.
In storms runoff from man-made surfaces carry pollutants such as garbage, that can be collected in
gross pollutant traps and silt that can be caught in sediment collection sumps. Both strategies, of
which could be implemented in the overall design. However, the runoff also contains chemical
pollution, due to the developed surroundings, and thermal pollution, due to the high albedos of manmade surfaces. Thus water retention strategies prior to release would be beneficial to the
environmental sustainability. Allowing for the water to be retained, lets it cool and any harmful
chemicals to oxidise, neutralising most pollutants.
Further strategies such as intercepting and remedially treating the water prior to its release into the
waterways, as well as the use of soft-bedded storm water control ponds, maximise water infiltration
back into the ground.

3.2.3.

WASTE & POLLUTION

Strategies revolving around waste and pollution mainly concern the minimisation of non-renewable
resources in construction. These materials however must not compromise the functionality or

18

lifespan of the design, i.e. being low maintenance, and low impact environmentally. Use of durable
and inert materials like hard woods that are reclaimed or sustainably sourced, are excellent materials
for sustainability purposes.

Additionally, using building materials and building elements that are manufactured using low resource
consumption. Like recycled aluminium as opposed to refined aluminium, can further decrease the
environmental impact of construction.

Furthermore, the volume of materials required could be reduced by reusing or repurposing existing
structures while also minimising the demolition and construction waste by up-cycling the materials. If
construction was required, the use of standard dimensions will prevent waste in the form of offcuts.
When considering waste, the lifespan of the project needs to be considered, along with the demolition
plan. This is rarely accounted for in projects, as owners believe the structure will last forever. Thus
the use of materials that can be recycled at the end of lifespan along with designing with maintenance
and demolition in mind, minimise any potential waste at the end of the lifespan.

During construction, waste recycling programs should be implemented, along with noise minimisation
strategies, as required by the guidelines set out by the Environmental Proetection Agency. This plan
will involve the practice of monitoring background noise levels as well as predict noise levels from any
proposed activites, allong with mitigating or managing any case that exceeds the required levels. This
is important when considering development near populated areas like Pyrmont and Balmain, as the
local population are significant stakeholders in the project, and should not be neglected.

Soil testing in excavations will be undertaken to ensure groundwater is not contaminated. This is
important due to the previous land use in the area, involving heavy industry, and minimising or totally
preventing the release of this water into waterways is advisable from an environmental sustainability
perspective.

Throughout the operation of the design waste strategies should be utilised to minimise environmental
impacts. The use of garbage traps, recycling, and landfill bins on site, as well as providing green waste
bins will allow for the recycling of green and organic waste.

3.2.4.

BIODIVERSITY

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The development site for the White Bay Promenade, was previously an intertidal wetland, consisting
of mangroves swamp and saltmarsh flats. In the past these environments were deemed worthless,
and reclaimed as more useful coastal land, however more recently it has been observed that such
environments are essential for the replenishment of fish stocks. Thus they play a vital role in the
sustainability of marine environments, not to mention the CO2 capture and intrinsic qualities.

Thus in terms of sustainability, it would be beneficial if strategies similar to that of the recently
constructed Jubilee Park mangrove swamp, or the rejuvenation of mangroves in the nearby Canada
Bay were to be implemented. This would increase the extent of the highly biodiverse mangrove
swamps, to levels closer to pre-settlement dramatically increasing the resilience of the local marine
ecosystems.

The selection of terrestrial flora to be arranged around the promenade would be based on those of
which minimise the need for chemical pesticides and herbicides, by selecting appropriate hearty
species, and ground covers. Furthermore, a selection of endemic plant species will enhance the local
biodiversity, and increase the extent of the local natural environment. This will also have a knock on
effect of allowing promenade users to appreciate Australias remarkable botanic landscape.
The use of trees in this selection would further benefit the local microclimate, despite being an
incredibly long-term investment. The use of trees and natural shade will reduce the albedo of the
promenade, reducing evaporation, thermal pollution and increase the intrinsic qualities of the
promenade.

Other strategies such as using organic mulches, and water retaining technologies such as water
crystals in soils, ensuring that they are capable of retaining water will further minimise the need for
irrigation.

3.1

ECONOMIC

Due to the nature of the White Bay Promenade project, the economic aspects of sustainability will
suffer, as the production of a public good is necessarily non-excludable and non-rival. Thus the budget
would need to be either sourced as a major unique capital investment from a sponsor, most likely the
state or local government, to allow for the social and environmental return. However, with the use of
innovative technologies, some capital may be reclaimed through the operation of the design, but it is
unclear as to whether or not this would be the case as the processes are unproven.

20

The size of the required budget would be derived from external projects such as the already
completed promenade along the southern foreshore. This knowledge transfer, along with providing a
guide to the final project budget, will also reduce the cost overall as it prevents the need for the
processes to be redefined by the project team.
Successful application of quality management strategies in the project would sustainably reduce the
cost of construction, as less rework would be required, as higher quality of practice is embedded into
the workforce.
One of the major long-term costs of the project would be in the form of decreased economic
productivity, as the Glebe Point Island Bridge hinders naval traffic. This aspect of the development will
be spurred on by the government and the state heritage council, of which may compensate or
subsidise stakeholders affected.
The social and environmental benefits of the development would be majorly positive, and although
difficult to track, would be net positive in economic benefits, e.g. increased fish stocks due to intertidal
wetland renewal, and increased health due to availability of cycling and running tracks.

21

LONG-TERM
STABILITY

22

As obvious throughout this report, ensuring long term sustainability for our project is one our utmost
concerns thus it is crucial to construct a detailed business case outlining our justification for the
project and the benefits and cost incurred throughout the project. This section of the report describes
in detail our long-term sustainability business case.

Firstly we must justify our decision to ensure long-term sustainability. This justification stems back to
the very reason why we are completing this project, which basically is summed up in our first objective
to deliver a superior and innovative waterfront that furthers Sydneys reputation as one of the best
harbours. Breaking this objective down, we wish to create a waterfront promenade that makes
Sydney and the entire of Australia proud to showcase. In order for this project to achieve such a
standard, certain features must be achieved. The project must enable a recreational space for people
to enjoy and physical and social lifestyle. It must have a lasting physicality to it to ensure that it is in its
full potential for future generations to come. The project must enable the local environment and
native ecosystem to flourish. It must also be able to immerse users in the Bays historic and cultural
past. Lastly the project must be able to contribute to an economic transformation of the area.
Achieving these features is without a doubt resolving the project into a long term sustainable one. It is
certainly the preeminent path in order to achieve our first objective.

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To further our justification, the benefits from each of the project objectives will be analysed. The table
below outlines the qualitative and quantitative impacts of these benefits (where the benefit in terms
of the qualitative and quantitative score is a score of 1 star out of 5 stars, with 5 being the most
impacting).

Table 2. Analysis of the long term impacts of the project

Objectives

Benefits

To deliver a superior and innovative

waterfront that furthers Sydneys
reputation as one of the best harbours

Showcases Sydneys ability to remain

innovative and at the forefront of
improving our infrastructure
Encourages tourism

To restore and refine the Glebe island

bridge

To deliver wide, open green space for

residents and tourists to become more
socially and physically active

Quantitative

To flourish the Bays natural

environment

Reinforces our companies reputation

Allows for longevity of the current

structure
Through a restoration and
refinement there will be no
significant impact on the current
thoroughfare for local residents
Encourages social and physical
activity
Boasts as a tourist attraction

Allows for residents to feel a sense of

community
To ease the accessibility into and inProvides more convenient
between the Bays Precinct areas
accessibility for local residents
Will encourage residents to walk
rather than drive
To immerse Sydneysiders in the history Tourist attraction
and culture held within the Bays
Educating the tourists promenade
Precinct area
users of the history
To adhere to our sustainability
To develop an educational
framework in order to develop an
experience for the future
endurable resilient and adaptable
generations to come
environment for future generations
To contribute to the economic and
To raise the quality of life for locals
social transformation of the whole
Bays Precinct area
To strengthen the community
To maintain and/or implement
integration of environments, fostering
biodiversity within the waterfront
promenade
To deliver a high-quality experience for
all stakeholders

Qualitative

To raise the quality of life for locals

As demonstrated by the above table, the benefits for each of the objectives have a range of qualitative
and quantitative benefits.

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Lastly we must investigate into the costs that will incur both on a qualitative and quantitative level.
Costs will have different impacts during different stages of the project. The following table outlines a
qualitative and quantitative cost analysis during different stages of the project (where the quantitative
cost is a score of 1 star out of 5 stars, with 5 been the most expensive).

Table 3. Analysis of costs throughout the different stages of the project
Stage

Qualitative cost

Quantitative cost

Proposal

Time invested

Project planning

A detailed project plan encompassing every facet

of the project must be built (for example scope,
communication plan, risk management plan,
contingency plan etc.)
Contracts between landowners and contractors
must be finalised.
Government approval must be granted
Legal matters must be accounted for
Designers cost

Execution

Construction begins
Contractor costs
Uncertainties may occur
Pre-meditated risks may occur
Areas around Bay site will turn into a construction
site inhibiting the current status of the Bay
precinct.
Final changes to make

Close
Monitoring and
maintenance

Implementation of SDIs at a regular basis, with

implications when necessary.

As evident from the table above, the project stages with the highest costs are project planning and
execution. Both these stages have a wide range of costs and are both subjected to uncertainties. It is
important to note that appropriate contingency funds should be allocated for these two stages in
particular.

Thus this long-term sustainability model highlights the purpose, benefits and costs of this project. It is
clear that the benefits out weight the costs and that further reinforces our reason for the sustainable
nature of the project.

25

IMPLEMENTATION
PLAN

26

In order to achieve the Sustainability Performance Targets that CTD requires of the Project
Management Office, sustainability initiatives must be implemented across the three major workstream involved in the Project; Design, Procurement and Construction.

Within each respective work-stream, there is both an assignment of responsibility for the
sustainability reporting, a reporting framework/timeline and an auditing process.
The details of which for each work-stream is explained below.

5.1

DESIGN WORK-STREAM

The Design work-stream is essential to setting up the project to be both led sustainably and have a
sustainable product output. The Sustainability Performance Targets must be considered in all phases,
but without consideration during the design phase the desired output would not be possible.

5.1.1 ASSIGNMENT OF RESPONSIBILITY

Table 4. Assignment of Responsibility for Design Work-Stream

Work Stream

Aspect

Responsibility

Design

Sustainability

Sustainability Director

The Sustainability Director is responsible for ensuring the Design work-stream is correctly aligned with
the Sustainability Performance Targets laid out in the internal Sustainability framework. The
Sustainability Director is also responsible for monitoring change-requests and their interaction with
the Targets, and finally the continuing engagement of stakeholders and their changing needs.

5.1.2 REPORTING FRAMEWORK/TIMELINE

Table 5. Reporting requirements for Design Work-Stream

Aspect

Reporting Method

Timeline

Design - Sustainability

Meetings with Management

Fortnightly

Design - Sustainability

Progress Report

Monthly

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The Sustainability Director will regularly meet with Management to report the status of their charge.
The frequency of these meetings is fortnightly, concurrent with all Sustainability Management decision
workshops. The Sustainability Director is also expected to produce monthly reports to ensure the
correct paper trail is available for independent and external audits of the project.

5.2 PROCUREMENT WORK-STREAM

The Procurement Work-Stream has a large impact on the sustainability of a CTD project, across the
environmental, social and economic means. Many of the core Sustainability Performance Targets align
directly with Procurement, meaning that the source of the projects resources will have a material
affect on the sustainability of the final product and outcome.

5.2.1 ASSIGNMENT OF RESPONSIBILITY
Table 6. Assignment of responsibility for Procurement Work-Stream

Work Stream

Aspect

Responsibility

Procurement

Sustainability

Procurement Manager

The Procurement Manager is responsible for ensuring the Procurement work-stream is correctly
aligned with the Sustainability Performance Targets laid out in the internal Sustainability Framework.
The Procurement Manager will achieve this through the following:

Manage and monitor Suppliers contracts to ensure presence of clauses aligning their
product with the Targets
Convey to Suppliers the importance of sustainability to CTD and the Project Sponsors
Question Supplier with regards to their own internal sustainability methodologies as part
of the tender process.
Audit Suppliers to ensure their compliance with the contracts with respect to
sustainability.

5.2.2 REPORTING FRAMEWORK/TIMELINE
Table 7. Reporting requirements for Procurement Work-Stream

Aspect

Reporting Method

Timeline

Design - Procurement

Meeting with Suppliers

Monthly

Design - Procurement

Supplier Audit

Quarterly

28

The Procurement Manager will meet with Suppliers on a monthly basis to communicate on the basis
of sustainability. This communication will take place within the larger, regularly scheduled, meetings
with Suppliers that are essential to the CTD way. The Procurement Manager also organises audits of
Suppliers to ensure their compliance with multiple standards, where sustainability is measured
alongside other factors such as safety and technical specifications.

5.3

CONSTRUCTION WORK-STREAM

The Construction work-stream is quantifiably less material to the sustainability of the project relative
to the other work-streams. However, the construction of the project does still have a large impact on
this facet of the project and its success outcomes such as the workforce-related Sustainability
Performance Targets. A large focus on the sustainability of the Construction work-stream relates to
the tender, employment and monitoring of sub-contractors.

5.3.1 ASSIGNMENT OF RESPONSIBILITY

Table 8. Assignment of responsibility for Construction Work-Stream

Work Stream

Aspect

Responsibility

Construction

Sustainability

Project Manager

The Project Manager is responsible for ensuring the Construction work-stream is correctly aligned with
the Sustainability Performance Targets laid out in the internal Sustainability Framework. The Project
Manager, in addition to their other duties, will achieve this through the following:

Develop and communicate requirements to potential sub-contractors during the tender

process.
Ensure successful sub-contractor tenders comply with the Sustainability Performance
Targets regarding workforce composition and training.
Manage the reduction and recycling of waste products by both CTD- and subcontractoremployees to comply with the Targets
Communicate with the Procurement Manager and Sustainability Director to ensure the
current design and supplies comply as per the initial plan.
Ensure site inductions for all relevant participants outlay CTDs sustainability objectives for
the project.

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5.3.2 REPORTING FRAMEWORK/TIMELINE

Table 9. Reporting requirements for Construction Work-Stream

Aspect

Reporting Method

Timeline

Design - Construction

Meeting with Management

Fortnightly

Design - Construction

Progress Report

Monthly

The Project Manager will be required to communicate to Management on a fortnightly basis the
sustainability aspects of the project, in conjunction with the larger overall progress aligning with their
multiple areas of responsibility. The PM will also be required to include a Sustainability Performance
Target achievement component into their monthly written report to allow for external audit of the
project.

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6
RISK REGISTER

31

Table 10. Risk register for project (including both sustainability and general project risks)

32

33

DESIGN

34

7.1

BLACKWATTLE BAY

7.1.1 OBJECTIVES
Blackwattle bay has potential to be transformed into a tourist destination similar to the likes of San
Franciscos Pier 39, and in conjunction with the proposed promenade travelling throughout some of
Sydneys most iconic views, has surpassing potential.
As such the objectives of the Blackwattle Bay redevelopment, cast in the shadow of the entire
promenade project, have been determined through site assessment, environmental assessment,
premeditated observations and with consultation from property-owners and other stakeholders.
Below lists the necessary objectives required to succeed in the Blackwattle Bay transformation:

To create a promenade that connects the Glebe island bridge to the already existing path
along the foreshore in front of Sydney Secondary College Blackwattle Bay. This path will
travel beside the foreshore along Bank Street Pyrmont, through the Sydney Fish Markets,
along Bridge road Ultimo and then finally reconnect with the existing path.

To utilize the sites value as a tourist destination as well as to increase public usage.

To enhance and extend the areas natural and historic landscape.

To recognize the sites value as a business location within a convenient vicinity to Sydneys
CBD.

To acknowledge the ability of water sports/activities across the bay.

7.1.2 DELIVERABLES
Of course, the objectives listed above have direct deliverables that any person walking nearby the
vicinity will experience. These deliverables are seen and described in the table below:

Table 11. Deliverable of Blackwattle Bay Promenade segment

Deliverable

Description

Foreshore

The continuation of the foreshore promenade path (consisting of two

promenade path

bike and walking lanes in opposing directions) that runs

uninterruptedly as described in the first objective.

Landscape

Various lots along Bank street will be transformed into green open
spaces filled with local native fauna and flora.

35

Historic education

Along the promenade path at various points, display signs will illustrate
and educate the people of Australias past at this location.

Relaxed recreation

A picnic area accompanied with a barbecue and childrens play

equipment will be raised along Bank street.

Pontoon

A public pontoon(s) will be present, including water vessel storage

(depending on size)

Club facilities

A boating club will be situated nearby one of the pontoons.

Commercial offices

Commercial offices will be sold to companies. This has been included in

the deliverables due to the high demand for water front work offices.

Blackwattle Bay

The Blackwattle bay marina (100 Bridge Rd, Ultimo) will receive

marina upgrade

upgrades, ensuring that it is user friendly for the public as well as

having the promenade path run through its foreshore.

7.2

ROZELLE BAY

7.2.1 OBJECTIVES
For Rozelle Bay CTD plans to construct a walkway along the foreshore to ensure a continuous path
along the whole bays precinct shoreline. It shall be continued in the same style as the existing
pathways, with wide smooth surfaces and foliage around the edges of the pathway to provide a
natural feel to the walk.

The goal for this is to increase foot traffic and access across the whole bays precinct. This will give
benefits to the general public in terms of better health outcomes from increased physical activity and
to the precinct bringing in increased revenue for venues and events being held in the area. Therefore
the key objectives are:

To create an accessible pathway for commuters to use between Bicentennial Park and
Glebe Island

To provide access to the Glebe Island Bridge

To utilize the sites value as a tourist destination as well as to increase public usage

To recognize the sites value as a business location within a convenient vicinity to Sydneys
CBD.

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To enhance and extend the areas natural and historic landscape

To acknowledge the ability of water sports/activities across the bay

7.2.2 DELIVERABLES

Table 12. Deliverables of Rozelle Bay Promenade segmeent

#
1

Deliverable
Promenade path

Description
The continuation of the foreshore promenade path
(consisting of two bike and walking lanes in opposing
directions) that runs uninterruptedly

Landscape

Various sections will be transformed into green open

spaces filled with local native fauna and flora.

Historic education

Along the promenade path at various points, display

signs will illustrate and educate the people of Australias
past at this location.

Shoreline restoration

Work on any necessary points that require restoration

along the current shoreline

7.3

GLEBE ISLAND PROMENADE

7.3.1 OBJECTIVES
The Glebe Island promenade will seamlessly integrate with the existing promenade connecting to
white bay, as well as the proposed developments from Blackwattle Bay and Rozelle Bay promenades.
Boasting spectacular views across Sydney Harbour, the Glebe Island Promenade shall be a centrepiece
for the whole Bays Precinct Area. CTD will aim to include green spaces, with the use of locally native
flora and converting sections of the shoreline into accessible beaches and rock walls. We propose to
have an aboriginal art installation designed and erected at point of the headland. We hope to choose a
piece that will induce a curiosity not only in tourists, but also local residents, and that it becomes one
of Sydneys must see points of interest. In doing this we display respect for the original owners of
the land, allow for appreciation of their culture and exhibit their talent.

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In practical terms we aim to increase the accessibility and decrease the travel time for those walking
or cycling between Pyrmont and Blackwattle Bay, and provide an aesthetic environment for their
commute. Similarly to the Blackwattle Bay and Rozelle Bay developments, the objectives of developing
the Glebe Island Promenade are:

To create an accessible pathway for commuters to use between Pyrmont and Rozelle Bay

To provide access to the Glebe Island Bridge

To utilize the sites value as a tourist destination as well as to increase public usage

To install a to-be-world-famous aboriginal art piece

To enhance and extend the areas natural and historic landscape

To acknowledge the ability of water sports/activities across the bay

7.3.2 DELIVERABLES

Table 13. Deliverables for Glebe Island Promenade segment

#
1

Deliverable
Promenade path

Description
The continuation of the foreshore promenade path
(consisting of two bike and walking lanes in opposing
directions) that runs uninterruptedly

Landscape

Various sections will be transformed into green open

spaces filled with local native fauna and flora.

Historic education

Along the promenade path at various points, display

signs will illustrate and educate the people of Australias
pas at this location.

Shoreline restoration

Indigenous Art Installation

7.4

Work on any necessary points that require restoration

along the current shoreline
Install a traditional indigenous art piece at the point of
the headland

GLEBE ISLAND BRIDGE

7.4.1 OBJECTIVES
The Glebe Point Island Bridge has been neglected since its closing in 1995, and has entered a state of
disrepair. Thus in alignment with the state heritage and local councils, CTD proposes to rejuvenate and

38

preserve this historic structure, and return it to working condition, providing a more direct route to
the inner city for cyclists and pedestrians.
CTD aims to this while being as sustainable as possible, while not only restoring the historical site, but
also incorporating sustainable alternatives and practices to improve the structure.

Use of Green space on the bridge, incorporating hearty varieties of native plants to reduce
ongoing landscaping costs

Increase the level of active transit (cycling, walking, running, dog walking etc.) to the city and
around the bays precinct

Restore the Glebe Point Island Bridge above and beyond its former prime

Use of Innovative sustainability ideas incorporated into design

CTD will use locally sourced and, where possible, environmentally conscious materials for both
restoration and development purposes. Such as Crescent Timbers Biowood products and Hymixs
Environmentally conscious concrete mixes. Both these suppliers are incredibly close to site, which will
in turn reduce the environmental and economic costs incurred by transport. Using these suppliers
also has the added benefit of supporting local industries, and thus promoting economic prosperity in
the area.

7.4.2 DELIVERABLES

Table 14. Deliverables for Glebe Island Bridge segment

#
1

Deliverable
Restoration of the swing span

Appreciation of heritage status

Redevelopment of the bridge deck

into a promenade and cycleway

Creation of public green spaces on

deck of the bridge

Seamless integration of Glebe Point

Island Bridge into Sydney City, and
Leichhardt municipal councils
sustainable transport infrastructure

Description
Allowing for passage of maritime vessels in and out of
the bay
Providing a minor tourist attraction akin to Pyrmont
bridge in Darling Harbour
Glebe Point Island Bridge is a part of Sydneys history as
deemed by the state of NSW.
Preservation of the structure will ensure enjoyment by
present and future generations.
Encouraging active transport between the surrounding
suburbs and the city, relieving congestion on Sydneys
roads
Natural elements that can be appreciated as one passes
over the structure, may be used for picnics as dramatic
views of Sydney harbour are enjoyed
Links to already present bike paths and promenades will
ensure ease of use, and convenience for the populace

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7.5

SUSTAINABILITY CONSIDERATIONS

The Bays Waterfront Promenade and Glebe Island Bridge aims to achieve sustainability in all of the key
areas of the CTD sustainability framework including; The health and wellbeing of all users of the area,
the opportunity training, skills and employment rom the project within the local community, building
and developing community through the project, fostering the resilience and adaption of the area,
fostering natural environment and using sustainable materials and supply chain acquisition methods.
This will be done with the large open spaces and pathways encouraging an active lifestyle, the
employment of experienced and inexperienced workers from all backgrounds equally and fairly,
community engagement throughout the process to foster a sense of ownership with the project, the
use of native flora and fauna to foster resilience and the natural environment and all material shall be
locally sourced to ensure sustainable construction and a sustainable final product. From a design
perspective we will focus on the factors in Table 15.

Table 15. Focus sustainability outcomes for designing the promenade and bridge

Value

Sustainability Target

#
2.

Performance

Method

Target
[ha] additional area that can serve a sporting

7 ha

Geo-survey

95%

Geo-survey

16 tCO2

External

purpose
3.

[%] area with uninterrupted view of water

14.

[kg] embodied carbon captured in new plants per

year

19

[%] increase in biodiversity

audit
35%

External
audit

20.

[km] shoreline returned to pre-colonisation likeness

4.5 km

External
audit

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7.6

IMPLEMENTATION STRATEGY

For the project to progress smoothly, an implementation strategy must be established. This
implementation strategy ties in quite strongly with our sustainable initiatives (please see section 2 of
this report).

This strategy must encompass a high level of communication between the stakeholders, project
management team, contracted companies and current landowners. Weekly update reports, on how
the project is progressing, must be delivered to all bodies listed above. In addition to this, mediums for
contact between staff members of all bodies must be constantly available and meetings with company
representatives must occur weekly as well. By maintaining this, the listed deadlines can be
accomplished without too much internal complication.

REFERENCES

1. UrbanGrowth NSW. The Bays Precinct Transformation Plan; NSW Government: Sydney, 2015.

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