Sustainable Development Unit. Business Plan 2017/18

Transcription

1 Sustainable Development Unit Business Plan 2017/18

2 Preface This year s Business Plan commits the Unit, with its partners, to an agreed programme of work that takes forward the three core areas of the national strategy: 1) reducing harm; 2) creating health and resilience; and 3) normalising innovation into routine quality. In each of these three areas, there is an suite of actions that supports the health system s ambition to be an exemplary low carbon and sustainable sector: improving health, saving resources, and adding value, health, and resilience to people and communities. (The overview below can be read in conjunction with more detailed slides below.) 1. Accountability: evidence, guidance and tools to reduce harm and improve safety. Enabling all parts of the system, nationally and locally, to understand, account for and reduce their harmful environmental impact. Ensuring that the health and care system has the necessary information, guidance and tools to systematically and accurately hold itself to account in line with statutory requirements, system-wide commitments, the scientific evidence, and public / staff expectations of responsible corporate behaviour. This includes a new sustainability reporting platform, a completely updated and simplified Good Corporate Citizenship tool, a clearer overview of sustainability reports and organisational summaries, a new expanded UK health footprint, and a more integrated programme of work both within and across the health service s national Arm s Length Bodies (ALBs) - all to be detailed in the HealthCheck 2018.

3 2. Ensuring local health and care staff and systems create fair, resilient, and sustainable communities. Supporting locally accountable health systems to improve population health by addressing the environmental, social, and economic causes of health, fairness and resilience. Ensuring local health and care systems, their partners, and the communities they serve, are resilient to changing times and climates. Recognising and rewarding local excellence in sustainable health and care, and ensuring the sharing of successful leadership locally and nationally. Ensuring that staff at every level understand how they can help their organisations add social, environmental and economic value to their communities, through planning and development of sustainable services, resilient communities and empowered people. This includes the launch of a systematic approach to developing individuals (Local Ambassador Programme), organisations (Health and Sustainability Events, Awards and Week), and a clearer research base and narrative on how anchor institutions add value and improve health.

4 Preface 3. Using the influence of the health sector - the staff, partners and supply chain - to normalise the innovative ways of improving environmental, social and economic health. Embedding and normalising the improvements and innovations already being made across the whole system and the whole country through every contact and every contract. Ensuring the law, the science, the national and local commitments, the guidance, and the best practice, are increasingly reflected visibly in normal practice. Ensuring examples of better models of care and prevention, and new ways of partnership, commissioning, and procurement are more routine. Ensuring that past innovation is now normal, yielding multiple benefits (reduced costs, waste, emissions, and pollution; improved health, wellbeing, fairness and resilience) both immediately and for the long term. This includes work to embed all dimensions of sustainability into Sustainability and Transformation Plans and Accountable Care Systems as well as ensuring that the law [such as the Public Services (Social Value) Act 2012] the NHS Constitution, and PHE s pledge on the Sustainable Development Goals are fully implemented. Dr David Pencheon Director.

5 Leadership by example Strengthening of the cross system mechanisms at a national and local level to value, target, implement, consistently account and report on measures to achieve a socially environmentally and financial sustainable health and social care system

6 Leadership by example SDS goal: valuing and enhancing our natural resources, whilst also reducing harmful pollution and significantly reducing carbon emissions aim: 100% coverage of SDMPs and good quality SRs. All HSC organisations showing significant CO2 reductions and resource efficiency and cost savings

7 Leadership by example Outputs Outcomes When New Sustainability reporting New online Sustainability Reporting tool Apr-17 platform launched for testing launched, simplifying reporting process Reworked Good Corporate New GCC tool launched with links to Jul-17 Citizenship tool launched SDGs, action plan output and evidence collection Annual review of all Detailed metrics on progress across the Nov-17 sustainability reports Organisational summaries sheet published UK Health footprint complete & published. Includes additional aspects (e.g. water and citizen footprint) system available for Health check 2018 Providers and commissioners aware of how their progress on Sustainability compares to others, poor progress is visible Publication of 2017 footprint Dec-17 Feb-18

8 Leadership by example Outputs Outcomes When Sustainability Analyst post established in NICE; NICE start to embed environmental impacts alongside costing statements, visible NICE focus starts to increase Apr-17 All ALBs supported to adopt SD mangment plans Certificates issued with NHSI and HFMA for excellent quality sustainability reports. Establish a carbon metric through the NHSI metric assurance process attributed to sustainability in sector All Arms Length Bodies have an SD Management Plans; SDU will continue to chair the ALB SD group Certificates issued and sent recognising excellent practice, encouraging leaders Established carbon metric with NHS Digital Jan-18 Jan-18 Mar-18

9 Sustainable communities Working with health sector staff and cross sector partners to extend the positive public health impact and value of sustainable healthcare into the wider communities around the local health organisations.

10 Sustainable communities SDS goal: Communities and services are ready and resilient for changing times and climates. Supported by multi-agency planning and organisational collaboration 2020 aim: Most HSC organisations supporting staff to take an active role in building sustainable, resilient communities. Most HSC organisations active with partners in community wide approached to sustainable development

11 Sustainable communities Outputs Outcomes When Healthcheck 2018 Mantain clear open reporting on progress of Jan-18 system in delivery of the Sustainable Development Stategy Develop and publish briefing /web Increased web content on workforce Oct-17 content on opportunities for home-work staff engagement engagement with comms material Health and care staff perceptions Poll shows awareness, understanding and Oct-17 of SD Poll conducted barriers to action among workforce Local ambassadors identified and At least 1 ambassador identified per STP Dec-17 appointed, Training and support programme for ambassadors developed and piloted area At least 1 ambassador trained and supported per STP area NHS Sustainability awards and Raised profile and value of excellence in engagment partner commissioned; sustainability improvements made on quality, reach and recognition of programme Aug-17 Jul-17

12 Sustainable communities Outputs Outcomes When SDU website refresh Clearer access to key resources and Aug-17 information for health organisations Routemap event (focus on Increased engagement of health Jul-17 transport and air pollution); organisations and staff in sustainable transport initiatives, include public launch of sustainable travel tool Health check 2018 event Launch of 2017 footprint and public Feb-18 reporting of system wide progress 2018 HSC sustainability Health and social care organisations Through engaement events. 4x local leads events 1 x conference Min 8 SDU attends at regional/national partner events with EAUC, ALEO, Medilink etc. supported directly to share good practice Growing, empowered and emboldened network of local ambassadors supporting embedding and delivery of Sustainability into local plans and delivery Maintaining engagement and profile of sustainable health across sectors and with supply chain to encourage partnerships. year Through year Through year

13 Innovation for sustainability in product and services To ensure that every contact with the health system supports improvements in the quality of health care, health equity and prevention, through the wider determinants of health. This is true in areas unique to health, but also in areas that provide opportunities for local cross sector collaboration (e.g. transport, food and digital economy)

14 Innovation for sustainability in product and services SDS goal: Every contact and every decision taken across the system can build benefits - helping people be well and reduce their care needs. Improved information, more integrated approaches and smarter more aligned incentives will help minimise ill-health and health inequalities aim: HSC organisations collaborating with procurers and commissioners to engage local supply chains to cut waste, emissions and environmental impacts. SD and SV expected in all commissioning and procurement.

15 Outputs Outcomes When Published 'legal aspects register for EMS Shared legal aspects register published, Providers supported to implement formal environmental accreditations where applicable, appropriate and cost effective Published EMS/accreditation guidance Providers + commissioners supported to expect + recognise sustainability accreditations where appropriate from smaller providers/suppliers Published details and case studies of procurement frameworks with sustainable solutions Updated P4CR+SCO2PE sustainable procurement training tool Published at least 5 healthcare product environmental footprint case studies Published at least 5 care pathways/service lines with environmental footprints Innovation for sustainability in product and services Increasing procurement of sustainable solution for energy, waste, water, transport and durable and remanufactured goods. Evidenced in SRs Improve sustainable procurement tools to support action and tracking progress rather than just hotspotting Studies published using SDU/CSPM bottom up methodology published. Universities and AHSNs become engaged in using guidance to work with NHS suppliers and providers Studies published using SDU/CSPM bottom up methodology. NICE starts to embed environmental footprints alongside costing statements Sep-17 Sep-17 Jan-18 Jan-18 Feb-18 Feb-18

16 Outputs Outcomes When Sustainability is integral to the Future Operating Model category towers AHSN engagement on innovation for sustainability at national and local level At least 1 PhD studentship monitoring impact of NICE environmental guidelines Work with Community Equipment Services (CES) and reuse providers to support improved stock control in durable community equipment. At least 1 sustainable procurement network per NHSE region established or identified Consistently raise profile of Commissioners using Sustainability Impact Assessments in service design. Support sustainability to form part of a supplier awards programme. Present to at least 3 supplier events. Innovation for sustainability in product and services Increasing range and visibility of sustainability criteria and options on frameworks such as air pollution, carbon and waste impacts. Increased cross-fertilisation between the growing Cleantech sector (low carbon environmental goods and services) and the health and biosciences sectors. Cleantech in health products and services increasingly seen as a UK market and export opportunity. PhD student appointed Clear replicable methodology established. Some early case study evidence of increased return and reuse of community equipment issued from trusts Mar-18 Through year Dec-17 Through year 1 network identified/established per region Through year SR analysis shows evidence of CCGs including sustainability in EIA and integrated impact assessment (reference to NICE pathways work) Sustainability increasingly cited and quantified by suppliers as an aspect of quality and VFM in innovative new products and services. Through year Aug-17