Sustainable Development Management Plan. Sustainability Department, Royal Bournemouth & Christchurch Hospitals Foundation Trust

Transcription

1 Sustainable Development Management Plan Sustainability Department, Royal Bournemouth & Christchurch Hospitals Foundation Trust

2 TABLE OF CONTENTS List of Tables and Figures... 2 Executive summary... 3 Introduction Context and Purpose Clinical Services Review Decision and Implications for Emission Reduction Targets Sustainable Development UK government Strategy Sustainable development and Healthcare NHS carbon reduction strategy Key policies and guidance documents Benefits of implementing the plan Carbon reduction in the Trust Leadership and Management Trusts efforts towards sustainability and carbon reduction The Trust Carbon Footprint Aims, Objectives and Targets Energy and Carbon Management Procurement and Food Travel and Transport Management Water and Waste Management Buildings and Site design Organisation and workforce development Partnerships and networks Finance Good Corporate Citizenship/ Sustainable Development Assessment Tool Analysis of our achievements against objectives from last sustainable development management plan Energy and Carbon Management RBCH Sustainable Development Management Plan Page 1

3 5.2 Procurement and Food Travel and Transport Management Water Management Waste Management Buildings and Site design Organisation and workforce development Partnerships and networks Finance Good Corporate Citizenship Conclusion Glossary LIST OF TABLES AND FIGURES Table 1: RBCH Carbon Footprint change Table 2: SDMP Targets for Table 3: Results of 2004, 2010, 2014 & 2018 travel surveys Table 4: Analysis of RBCH performance against targets of SMP Figure 1: RBCH Sustainable Development Management Program supporting documents... 4 Figure 2: Strategic Carbon reductions for NHS (SDU, 2009)... 6 Figure 3: Projected CO2E emission targets for RBCH from Figure 4: Contributions from Interventions to Carbon Reductions (SDU, 2014) RBCH Sustainable Development Management Plan Page 2

4 EXECUTIVE SUMMARY The Royal Bournemouth and Christchurch Hospital Foundation Trust have been running a Sustainable Development Management Program since Over the last 8 years a number of milestones and achievements have been accomplished including the installation of PV panels, the procurement of EVS for staff travel and significant reductions in energy wastage throughout the Trust. The Trust has achieved most of the strategic goals of the Sustainable Management Plan (SMP), The Trust has also invested in other sustainability programs which go beyond the targets set, this has been to ensure that we can achieve the best use of public money. The Trust has overachieved on a number of targets from our previous SMP including: - Energy and Carbon Management - Water Management - Food quality and Waste - Organisations and Workforce Development - Building and Site design - Finance - Networks and Partnerships - Good Corporate Citizenship The Trust was unsuccessful in achieving the targets for - Procurement - Travel and Transport - Waste Management The successes and lessons learned from running the Sustainable Development Management Program over the last 8 years have been evaluated and new strategic targets for the Trust have been outlined in this document. The Trust is committed to achieve its emissions reduction commitments as outlined in the NHS Carbon Reduction Strategy [2009] and has projected what projects will be required to achieve our 34% reduction by The targets within this Sustainable Development Management Plan have been approved by the Trusts Carbon group and are believed to be both challenging and achievable. These targets will set the strategic direction of the Trust for the next 5 years and set the foundation for a sustainable future. RBCH Sustainable Development Management Plan Page 3

5 INTRODUCTION 1.1 CONTEXT AND PURPOSE The RBCH is committed to contribute towards the global efforts to mitigate the impacts of Climate Change by reducing ecological impacts today to ensure that the trust can provide excellent service into the future. The RBCH is a community leader and seeks to be at the forefront of sustainability projects throughout Dorset and the UK. The Trust strives to be an example of how other large NHS organisations can reduce their ecological impacts and public healthcare expenditure through sustainability initiatives. The Sustainable Development Management Plan (SDMP) will act as a framework influencing all the other aspects of the Trust sustainability planning policies; these policies include procurement, energy, IT, waste, food, biodiversity, adaptation and sustainable travel. Figure 1: RBCH Sustainable Development Management Program supporting documents 1.2 CLINICAL SERVICES REVIEW DECISION AND IMPLICATIONS FOR EMISSION REDUCTION TARGETS On the 20 th of September 2017, Dorset Clinical Commissioning Group announced the recommendations of the Clinical Services Review. The recommendations included developing Royal Bournemouth Hospital into the region s major emergency hospital. Early RBCH Sustainable Development Management Plan Page 4

6 planning of these developments indicate a number of increased services moving onto the Bournemouth Hospital as well as other services being transferred from the main hospital to other nearby locations. These changes will increase the amount of energy consumed by RBCH and will result in an increase in CO2e emissions during the Construction and transition years before the declining trend will return. The implications of these developments are discussed in more detail in the Trust Energy Strategy. 1.3 SUSTAINABLE DEVELOPMENT The definition of Sustainable Development used in this SDMP comes from the 1987 Brundtland report from the United Nation world commission on Environment and Development. To meet the needs of the present without compromising the ability of future generations to meet their own needs Brundtland Report, UK GOVERNMENT STRATEGY The United Kingdom was the first nation to legislatively set out its commitment to reducing CO2e emissions. This was done in 2008 through the Climate Change Act which sought to reduce the UK s CO2 emission by 80% from the 1990 levels. To achieve this reduction within the NHS the Sustainable Development Unit (SDU) had created the NHS carbon reduction strategy document which sought to act as a framework for NHS organisation to achieve this 80% reduction by SUSTAINABLE DEVELOPMENT AND HEALTHCARE 2.1 NHS CARBON REDUCTION STRATEGY The NHS carbon reduction strategy 2009 sets out the periodic targets required for NHS organisation to meet their requirements under the Climate Change Act Figure 2. This document also seeks to provide NHS organisations with the key actions required for them to become leading sustainable and low carbon organisations. RBCH Sustainable Development Management Plan Page 5

7 Figure 2: Strategic Carbon reductions for NHS (SDU, 2009) The NHS carbon reduction goals along with the Sustainable Development Assessment Tool (SDAT) have acted as a framework to the SDMP. In accordance with these documents the SDMP aims to ensure that throughout the Trust there is; - Responsibility for the management of sustainability issues - Organisational and workforce development - Interactions with key partners and networks - Integration of carbon into finance models - Compliance with the applicable legislation - Energy management - Waste management - Travel and transport management - Procurement of materials goods and services - Design and operation of buildings - Good corporate citizenship 2.2 KEY POLICIES AND GUIDANCE DOCUMENTS RBCH Sustainable Development Management Plan Page 6

8 2.2.1 SUSTAINABLE DEVELOPMENT MANAGEMENT PLAN (SDMP) GUIDANCE FOR HEALTH AND SOCIAL CARE ORGANISATIONS (JAN 2017): This guidance document produced in accordance with the SDU provides a check list of requirements for health and social care organisations to implement within their own Sustainable Development Management Plans. This document has also been update to reflect the criteria required for Premises Assurances Model (PAMS) assessments SUSTAINABLE DEVELOPMENT UNIT S GOOD CORPORATE CITIZENSHIP SELF- ASSESSMENT TOOL & SUSTAINABLE DEVELOPMENT ASSESSMENT TOOL The Good Corporate Citizenship tool (GCC) was designed as a mechanism by which NHS organisations could benchmark against industry best practise to continually improve their good corporate citizenship performances. The GCC tool was used to identify where the RBCH could improve its social and environmental outputs. The results of the 2017 bi-annual update have informed many of the strategies featured in this document. In October 2017 the SDU released a new system to replace the GCC, the Sustainable Development Assessment Tool (SDAT). This tool focused on relating actions from NHS organisations to the United Nations 17 Sustainable Development Goals. This system allows the users to adopt a more holistic approach to sustainability within their organisation HEALTH TECHNICAL MEMORANDUM- SAFE MANAGEMENT OF HEALTHCARE WASTE: This document is a best practise guide to the management of healthcare waste including its storage, carriage, treatment and disposal. This document was also used to develop RBCH s Waste Management Policy HEALTH TECHNICAL MEMORANDUM- SUSTAINABLE HEALTH AND SOCIAL CARE BUILDINGS: This document is a best practice guide for sustainable development throughout a healthcare building s life cycle and is aligned with the demands of BREEAM Healthcare ROYAL BOURNEMOUTH AND CHRISTCHURCH HOSPITAL FOUNDATION TRUST SUSTAINABLE MANAGEMENT PLAN. RBCH Sustainable Development Management Plan Page 7

9 This was the hospitals previous sustainability document which was developed in 2010 and coordinated the Trust sustainability efforts from This document has also influenced the current document as the monitoring of our sustainability achievements will continue to operate from the framework established in this document. 2.3 BENEFITS OF IMPLEMENTING THE PLAN There are several benefits to the Trust and the broader community as a result of instituting this SDMP, this have been listed below. REDUCED FINANCIAL COST: Implementing sustainability initiatives is not only beneficial to the environment it will allow the trust to reduce its financial expenditure on energy, travel, water and wastewater and create a healthier happier workforce. REDUCED PRESSURE ON THE ENERGY NETWORK: The RBCH is a highly energy intensive organisation, requiring a significant amount of electricity from the local grid. The sustainability initiatives listed in this plan will help to reduce our total energy consumption, while also enabling us to reduce our reliance on the grid by producing energy onsite through renewable and non-renewable sources. PUBLIC HEALTH: The public health benefits of the sustainability initiatives listed in this document will improve the public health outcomes of the broader community in both measureable and anecdotal ways. By reducing traffic congestion around the hospital we will be able to improve local air quality and reduce stress associated with traffic. The public health benefits will also help to reduce the number of admissions to the RBCH as the general population will be healthier. REPUTATION: The reputation of RBCH as a Good Corporate Citizen is critical to maintaining a social licence to operate within the community, to this end it is important that RBCH be seen to be working with the public to improve the community and contribute towards the global efforts to address anthropogenic climate change. The sustainability initiatives listed in this document will direct the RBCH s corporate responsibility by promoting community benefits and address our ecological footprint. The corporate social responsibility of the RBCH will also involve strategic partnerships with external organisations to promote community benefit. COMPLIANCE: There are several NHS directives and pieces of UK legislation which detail the Trust obligations relative to sustainability and the environment. This SDMP is the trust living document to detail the strategies required to meet our statutory and non-statutory sustainability goals. RBCH Sustainable Development Management Plan Page 8

10 SUPPORTING GOALS: The sustainability initiatives listed in this SDMP will support associated actions and best practice principals which the trust is also seeking to implement. These plans include quality improvement, innovation, protection and productivity. 3. CARBON REDUCTION IN THE TRUST Carbon monitoring and reduction strategies are developed by the estates department on behalf of the Trust. These strategies will involve two methods of reducing our carbon emissions; the first is to change behaviour and facilities to reduce our demand for energy while the second is to increase the efficiency of the energy which the Trust uses. 3.1 LEADERSHIP AND MANAGEMENT The Trust has appointed a sustainability team who look at implementing sustainability projects. The role of the sustainability team is also to ensure that all members of staff at the Trust are able to contact the team if they have any ideas, concerns or questions regarding sustainability in the Trust. The sustainability team is based within the estates department but works with all members of staff by promoting sustainable behaviours in the work place. 3.2 TRUSTS EFFORTS TOWARDS SUSTAINABILITY AND CARBON REDUCTION The Trust successfully achieved the first carbon reduction target of 10% in 2015/16. This SDMP will guide the trust to achieve a 34% reduction by 2020/21. The trust has installed several solar PV panels throughout the estate, at present the energy produced by these panels accounts for roughly 1% of total energy consumption. In addition to producing renewable energy on site the Trust has also been working to install more efficient appliances and energy Infrastructure. The hospitals main corridors along with external carpark lighting have all been upgraded to energy efficient LEDs, these changes have resulted in noticeable reductions to the Trust electricity consumption. To continue RBCH s energy conservation progress the 2017 RBCH Energy Strategy was developed. This document will direct the energy projects the Trust will adopt over the coming years. The Trust has engaged staff to adopt more sustainable practices within their work. The Green Impact scheme is a sustainability accreditation scheme which the RBCH has been running since The scheme focuses on improving the health and productivity of our workforce as well as reducing the overall carbon footprint of our organisation. The program has continued to increase in size annually and it is estimated that the savings made from this program amount to over 80,000 in just 6 years of implementation. RBCH Sustainable Development Management Plan Page 9

11 The Trust has significantly changed its waste management policy over the last 7 years to improve the outcomes associated with its waste stream. Since 2013 the trust has adopted a zero to landfill waste policy. This policy significantly saw a reduction in the Trust waste emissions and its overall carbon footprint. There have been measurable reductions in the consumption of water and wastewater throughout RBCH. The reductions in water consumption have been accomplished by the installation of several water efficient fittings to bathrooms and kitchens throughout the estate. This has been conducted by Aqua fund as well as our water suppliers. The RBCH has invested in future transport infrastructure through the installation of several electric vehicle charging points. There are three electric vehicles in operation at the Trust which are predominantly used to move staff from Bournemouth Hospital to Christchurch Hospital. A number of future projects are planned for the next 5 years that will continue to allow the Trust to reduce its ecological footprint and improve the quality of services we provide. 3.3 THE TRUST CARBON FOOTPRINT The Carbon Footprint of the Trust in 2010 was calculated as 32,884 tonnes of Co2e. Procurement, Energy and Travel were the largest contributors of Co2e emissions while water and waste contributed a fraction of total emissions. Between 2010 and now RBCH has been able to reduce Co2e emission in every categories except for Procurement. Table 1 shows the change in emissions for each category over the period. Table 1: RBCH Carbon Footprint change Energy Water Waste Travel PTS Procurement Fugitive emissions Total Emissions of the Trust 2009/ / Total Emission Change As can be seen in Table 1 reductions have been made in nearly all categories except procurement which has seen a 40% increase over the last 7 years. This increase in procurement is a result of the emission factor for procurement being calculated by how much money is spent on medicines and other items. For this reason the estimate of emissions for procurement are not a good indicator of the Trust work within procurement as the sustainable actions are often not factored into current carbon factor calculations. RBCH Sustainable Development Management Plan Page 10

12 4. AIMS, OBJECTIVES AND TARGETS Table 2: SDMP Targets for Sustainability Target (SDMP) Energy and Carbon Management. Procurement and food. Travel and Transport Management. Water Management Waste Management Building and Site design Organisation and Workforce Development 1. 28% reduction by 2020/21 in absolute emissions from a 2012/13 baseline. Total emissions must not exceed 10,357 tonnes of Co2e 1. Satisfy 50 of 57. Statements for Procurement from the Sustainable Development Assessment Tool. 2. Maintain a Silver Food for Life award From soil association 1. Reduce single occupancy car travel by staff to the trust to below 45% by Increase number of staff traveling to work via bus, cycling or walking to above 60% of total. 1. Reduce water consumption by 10% from 2016/17 baseline. 1. Reduce the amount of incorrect waste segregation incidents by 80% relative to 2014 baseline. 2. Increase the total amount of waste that is recycled to from 20% to 40% 3. Reduce the total waste volume of the Trust to below the average as determined by Eric Reporting 1. Ensure that all new developments within the trust receive at least a Very Good rating from BREEAM. 2. Build climate resilience into both built and natural environment of Trust sites. 3. Maintain Green flag award for Royal Bournemouth Hospital site. 1. Increase staff participation in In house sustainability program to represents 20% of departments. 2. Embed sustainability training within staff inductions. Partnership and Networks Finance Sustainable Development Assessment Tool. 1. The Trust will engage with key partners to health promote sustainability through broader community and improve our own sustainability outcomes. 1. Invest in carbon reduction and other finances saving projects to improve efficacy and sustainability in the public healthcare sector. 1. Complete annual assessments of the Trust performance against the tool and develop action plans to help to stratify all statements. RBCH Sustainable Development Management Plan Page 11

13 4.1 ENERGY AND CARBON MANAGEMENT The Trust is committed to help the NHS achieve the 34% reduction in total scoped emissions by 2020/21, relative to emission levels in 2007/08. This reduction would mean that by 2020/21 the trust total annual scoped emissions will not exceed 10,357 tonnes of CO2e. This target is based on a total reduction of 28% from 2012/13 baseline. The Trust has developed the RBCH Energy Strategy document which details the projects the Trust is seeking to implement to achieve these carbon reductions. This annually renewed document will be critical in ensuring that the trust is aware of the investment required to achieve these reductions and the savings that these projects will make for RBCH over the long term. The 2050 targets for emissions reductions are difficult to estimate as the individual targets for each NHS organisation are determined by how well the NHS as a cohort has achieved the previous target. For example the NHS as a whole was able to achieve an 11% reduction in absolute emissions between 2007 and This reduction exceeded the 10% target set in 2009 and therefore determined the 2020 target of 28% from a 2012/13 baseline. Due to the uncertainty surrounding how well the NHS as a cohort is able to achieve the emission reductions targets in the long term there have been two projections through to Figure 3 Model 1 Model 1 assumes the NHS as a Cohort is able to continue to exceed its emission reduction targets. The estimates of this model indicate that RBCH could potentially have 2050 emission reduction targets as high as Model 2 Model 2 Assumes that the NHS fails to achieve a number of targets and therefore the emission reduction targets of individual Trust remains 80% reduction from 1990 levels meaning the RBCHs 2050 targets would be 2881 tonnes of Co2e. RBCH Sustainable Development Management Plan Page 12

14 Projected CO2e emission targets for RBCH from Actual RBCH Emisstions Presently Defined Targets for Health and Social Care Organisations Estimated Future Target Model 1 Estimated Future Targets Model 2 Figure 3: Projected CO2E emission targets for RBCH from PROCUREMENT AND FOOD The Trust is committed to ensuring that it continues to promote ethical and sustainable procurement throughout all departments. Training to key staff members has been provided to ensure that when sourcing contracts, products and services the carbon footprint of these decisions is considered. The SDMP recognises sustainable and ethical procurement as a holistic process should be undertaken by all members of staff. Promoting the benefits of sustainable procurement principals to all members of staff will result in a greater engagement throughout the organisation. The Trust has adopted the Procurement for Carbon Reduction model of reducing the Co2e emissions between now and The main drivers that will see a clear reduction in emission between now and 2050 include; reducing demand, substitution and innovation and supply chain management reduction. Figure 4 RBCH Sustainable Development Management Plan Page 13

15 Figure 4: Contributions from Interventions to Carbon Reductions (SDU, 2014) ETHICAL PROCUREMENT The Trust ensures that all suppliers and contractors will be complaint with the Modern Slavery Act (2015). The Trust adopts a holistic approach to Procurement looking and evaluating the social, environmental and economic outcomes of our procurement decision. Further details can be found in the Trust Procurement Policy. SUSTAINABLE PROCUREMENT AND SOURCING OF LOCAL FOODS The Trust will look to source our food from sustainable local suppliers and work with external organisation to ensure that food produced on site is of the highest quality and enables a change to a more sustainable agricultural system. The Trust will continue to Strive to achieve at least a silver Award from the Food for Life program offered by Soil Association. 4.3 TRAVEL AND TRANSPORT MANAGEMENT The Trusts workforce is projected to increase by an estimated people between now and This significant increase in workforce will continue to place stress on the existing parking Infrastructure of the site. To address this, the Trust will continue to promote sustainable transport options to staff whether they are walking, cycling, public transport or car sharing. RBCH Sustainable Development Management Plan Page 14

16 Travel surveys have infrequently been conducted in 2004, 2010, 2014 & The results of these surveys have been summarised in Table 3. Table 3: Results of 2004, 2010, 2014 & 2018 travel surveys Car & taxis 90.20% 89.60% 50% 50% Pedal cycles 1.70% 2.50% 19% 20% Motorcycles 0.80% 0.90% 0.90% 0.90% Walking N/A N/A 11% 13% Public N/A N/A 11% 11% Transport Car sharing N/A N/A 7% 5% An analysis of the information given during the 2014 and 2018 travel surveys gives insight into the spatial distances travelled by RBCH staff. The sample survey revealed that 95% of respondents live in a BH post codes with the average distance travelled to work being 5.4 km. 12% of respondents indicated that they used public transport as their main transport option while 32% indicated that they either walk or cycle to work. More details can be found in The Active Travel Plan. 4.4 WATER AND WASTE MANAGEMENT The SMP had originally intended for 60% of the waste produced by RBCH to be recycled by This target was not achieved and the trust failure to do so can be attributed to both the lack of awareness of staff towards waste and the infrastructure utilised for waste management to date. Addressing this structural issue is critical to improving Waste Management at RBCH moving forward and therefore key to achieving the waste goals of this document The Trust also sought to reduce its waste production by 20% however; there has been a 24% increase in waste at RBCH over the last 8 years. It is unlikely that waste production can reduce over the next 5 years as the hospital is expected to increase its activity by as much as 40%, therefore it is unrealistic to aim to reduce our waste production over this period. The recycling rate of the RBCH has been shifting between 16-22% of total waste since The change in percentage can be attributed to increases in other waste streams at the Trust over this same time period. The inability of the recycling waste stream to increase is indicative of the need for change to the process, infrastructure and knowledge of the Trust towards waste. RBCH Sustainable Development Management Plan Page 15

17 4.5 BUILDINGS AND SITE DESIGN The future CSR developments will result in a number of new buildings and expansions for the Royal Bournemouth Hospital site over the next 5 years. The estates department is committed to ensuring these building are built with energy efficiency and suitable adaptation capacity to ensure they will help the trust to reduce our Co2e emission over the next century. The Royal Bournemouth Hospital has received 3 Green Flag Awards for the sites biodiversity value. The Trust was the first Hospital to win the Green Flag Award and is still the only NHS site to be a recipient of the award for publically accessible parks. The Trust has aspired to ensure that any new building developments will come with BREEAM healthcare ratings; this will continue the tradition that our latest development the Jigsaw building had achieved. Finally the Trust is committed to ensuring that it will continue to use internal building space as efficiently as possible to reduce any unnecessary footprint within our estate and provide the most cost effective service we can. 4.6 ORGANISATION AND WORKFORCE DEVELOPMENT The Trust has made significant progress in terms of incorporating sustainability into our organisation and workforce development. In 2011 RBCH recruited a Sustainability Manager to work throughout all departments of the Trust to help reduce the ecological footprint and develop more sustainable models of care within the Trust. RBCH also sort to promote sustainability amongst its own staff through sustainable procurement training for procurement and waste management training for all leadership staff. The goals moving forward for this strategy include embedding sustainability training for newly inducted staff and more involvement of staff with the Sustainable working Program Sustain-RBCH. 4.7 PARTNERSHIPS AND NETWORKS The RBCH has made partnerships with a number of organisations within the local community and the larger health and social care sector. These partnerships focus of collaborative work which seeks to improve outcomes, share knowledge and raise awareness about sustainability issues. The RBCH has been helping to promote a fuel poverty aversion program called LEAP (Local Energy Awareness Program) the program offers suitably qualified family and individuals a number of energy efficiency technologies for no cost to them. This program is entirely RBCH Sustainable Development Management Plan Page 16

18 funded by local councils and the hospital has been helping to promote the service to the community. The RBCH is a member of the Bournemouth Sustainable Business Leadership Group. This group is made up of the largest employers in Bournemouth and share knowledge about what sustainability initiatives they have completed along with suggestion regarding how they can improve sustainability amongst the broader community. The RBCH is a part of the Bournemouth and Poole Business Travel Network which is a fund that seeks to help businesses in the region promote more sustainable travel options to staff and visitors. The RBCH has used this fund to help construct allot of the travel infrastructure which is present on the Main hospital site (lockers, electric bikes and maintenance stands). The RBCH is a member of the Health Estates and Facilities Management Association (HEFMA) these groups meet quarterly and used the shared knowledge to try and increase the saving available to individual trust through different energy procurement options and waste management approaches. 4.8 FINANCE The Trust will seek to reduce total utility consumption to reduce cost for the Trust, continually update the cost of inaction while promoting sustainability, and communicate the savings that our projects have already achieved. 4.9 GOOD CORPORATE CITIZENSHIP/ SUSTAINABLE DEVELOPMENT ASSESSMENT TOOL. The Trust will continue to conduct SDAT assessments over the next 5 years to ensure that we continue to make progress in terms of addressing the sustainability challenges facing our organisation. RBCH Sustainable Development Management Plan Page 17

19 5. ANALYSIS OF OUR ACHIEVEMENTS AGAINST OBJECTIVES FROM LAST SUSTAINABLE DEVELOPMENT MANAGEMENT PLAN Table 4: Analysis of RBCH performance against targets of SMP Energy and Carbon Management. Procurement and food. Desired action (SMP 2010) Achieved action (2016/17) Target achieved? 10% reduction in absolute emissions from a 2007/8 baseline. Develop a Sustainable Procurement Policy (SPP), Sustainable Procurement Action Plan, promoting local sustainable food. 12.7% reduction in absolute emissions Yes SPP in place, SPAP in place and Silver Food For Life Award from Soil Association. Yes Travel and Transport Management. Reduce Co2e emissions from business travel by 30%, reduce single occupancy car use by staff and visitors by 5% % reduction in business travel emissions and 23% reduction in staff travel by single occupancy. Not applicable Water Management Reduce water consumption by 10% Waste Management Reduce waste production by 20% Increase the percentage of recycled waste to 60% of domestic. Reduced water consumption by 11.65% Waste production increased by 12% over this time period. 17% of waste recycled. Yes No Building and Site design Enhance greenspace, ensure all new building are constructed in accordance with BREEAM Green flag award 2016, 2017 & 2018 Jigsaw building received a Very Good rating according to BREEAM. Yes Organisation and Workforce Development Engage with staff on sustainability; ensure key staffs receive appropriate training on sustainability issues and ensure sustainability goals and responsibilities are made clear upon induction and with senior management. Sustainability Manager position within estate department, Key training for procurement, waste, energy and sustainability staff; more work needed to incorporate the trust sustainability goals during trust induction day. Yes Partnership and Networks The Trust will engage with key partners to health promote sustainability through broader community and improve our own sustainability outcomes. The Trust has worked with organisations external to the trust to improve public health and sustainability outcomes. Yes Finance Invest in carbon reduction and other finances saving projects to improve efficacy and sustainability in the public healthcare sector. The Trust has invested in technology to improve energy efficacy and produce renewable energy onsite. The trust has also invested in staff engagement programs. Yes Good Corporate Citizenship Work towards achieving excellent in all areas of the good corporate citizenship model as soon as possible. The Trust continues to benchmark itself against the Good Corporate Citizenship model to Identify actions to improve its GCC. Yes RBCH Sustainable Development Management Plan Page 18

20 5.1 ENERGY AND CARBON MANAGEMENT 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Achieve a 10% reduction of absolute Co2e emissions between the 2007/8 and 2015/16 Total emissions in 2007/8 baseline year were tonnes of Co2e; this means that the RBCH would have to achieve an absolute reduction of at least 1480 tonnes of Co2e by 2015/16. The total carbon emissions for RBCH in the 2015/16 financial year were 12, tonnes of Co2e. This means that RBCH achieved an absolute reduction of 12.7% of total Co2e emissions. The largest reductions to our carbon emissions over the last 5 years have been attributed to reductions on the carbon factor of electricity from the National Grid. The reduced carbon factor accounts for roughly 43% of the scoped emission reduction between 2007/8 and 2016/17. The Carbon Factor of the National Grid is expected to continue to decrease as more of the carbon intensive energy generation technologies are replaced by renewable technologies over the next 30 years. This change in carbon intensity has been a critical component of the Trust being able to achieve the first carbon reduction target; however more systemic changes will be required for the Trust to achieve the remaining targets through to PROCUREMENT AND FOOD 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Develop a Sustainable Procurement Policy, Sustainable Procurement Action Plan and source local sustainable food The RBCH s has had a Sustainable Procurement Policy in place, since 2012, and similarly has had a Sustainable Procurement Action Plan since The catering department has achieved a Silver Food for Life Award from Soil association during this time meaning they satisfy the criteria for providing healthy locally sustainably sourced foods. The total emissions from procurement have continued to increase incrementally on an annual basis. This is a result of trust increases its expenditure. These emissions are currently not reported annually into our sustainability reports; however they are the largest component of our total carbon footprint as can be seen in Table 1. RBCH Sustainable Development Management Plan Page 19

21 5.3 TRAVEL AND TRANSPORT MANAGEMENT 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Achieve a 30% reduction in emissions associated with business travel and a 5% reduction in single occupancy car use It was estimated that business travel accounted for 1% of the total travel emissions of RBCH in the 2007/8 meaning the emissions associated with business travel were 55.1 tonnes of Co2e. The total emissions associated with business travel in 2015/16 were tonnes of Co2e emissions meaning the trust had achieved a total reduction of nearly 10 tonnes. This reduction in CO2e emission can be attributed to the Trust us of electric cars which are powered by the onsite solar PV panels which allow staff to travel without creating emissions. There is no clear record of the percentage of staff and visitor single occupancy car use for our baseline year of 2007/8, however the Trust Active Travel Plan from 2012 states that 90% of visitors travel to the hospital via car (single occupancy or car share), while 70% of staff travel to work via single occupancy A travel survey in 2014 had found that only 47% of staff travelled to work in single occupancy car travel. This reduction in single occupancy car use amounts to a reduction of 23% in the 2 year between the two documents. There are several possible causes for the significant difference in these two documents, the first of these is the different survey methods of the documents. The second possible explanations are the change in hospital infrastructure namely improved bus station facility and bike sheds. There is currently an informal survey conducted in 2018 revealed that 68% of visitor journeys to the Hospital are made by car, however more data is needed to confidently estimate this number. 5.4 WATER MANAGEMENT 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Achieve a 10% reduction in total water usage from 2007/08 baseline by 2015/16 The total water consumption for RBCH in the baseline year was 249,895 M 3 equalling a total emission of 129 tonnes of Co2e. The total water consumption of RBCH in 2015/16 was 220,760 equalling 113 tonnes of Co2e. This is a total reduction in consumption and emissions of 11.65%. RBCH Sustainable Development Management Plan Page 20

22 5.5 WASTE MANAGEMENT 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Reduce waste production by 20% and increase domestic recycling to 60% of total waste levels The carbon emissions of waste for the RBCH amounted to 315 tonnes of Co2e for the baseline year of 2007/8; the makeup of these emissions is unclear as waste management protocols at the hospital have changed significantly since the SMP publication. During 2015/16 the carbon emission of waste management amounted to 145 tonnes of co2e. This is a reduction of 54% for emissions associated with waste. The total volume of waste for the 2015/16 year was tonnes. This drastic reduction in the carbon emissions of RBCH s waste can be attributed to the trust operating a zero waste to landfill policy since The majority of RBCH s waste is now recycled or sent to energy recovery facilities. During 2015/16 17% of waste in recycled while another 40% is sent to energy recovery facilities. There is still more work to be done in increasing the amount of waste recycled at the Trust. 5.6 BUILDINGS AND SITE DESIGN 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Enhance green spaces on site and ensure new building projects are in line with BREEAM standards The RBCH was the first hospital to be awarded the Green Flag Award in 2016,2017 and again in The Green Flag Award is the benchmark national standard for publicly accessible parks and green spaces in the United Kingdom. The Jigsaw building is the latest development to the Royal Bournemouth Hospital site, it opened in Its design and efficacy had allowed the building to achieve very good rating under the BREEAM standards. It was the only major development to the hospital site since the previous SMP, however there will likely be an increase in the number of buildings on site in the future in depending on the outcome of the CSR. 5.7 ORGANISATION AND WORKFORCE DEVELOPMENT 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: RBCH Sustainable Development Management Plan Page 21

23 Engage with staff regarding sustainability, provide training to key staff on sustainability issues and make the sustainability responsibilities and goals of the organisation clear to all staff upon induction In 2011 the RBCH appointed a Sustainability Manager to the Trust which has since developed into the boarder sustainability team. The sustainability team works throughout the Trust to provide advice and guidance on how the staff can reduce cost and ecological footprints. In addition to this there are several management groups throughout the Trust who work with a number of Departments to understand and manage the Trust carbon emissions and waste management policies. There have been several key training sessions throughout the last 8 years to develop the knowledge and skills of key members of staff in relation to waste, procurement and transport. These training sessions are delivered at an adhoc basis and the Trust is working towards implementing a more regularly visited elearning module. The Trust is looking to incorporate sustainability objectives and programs into core inductions for new staff. This is to promote the knowledge and awareness of sustainability programs available to staff. 5.8 PARTNERSHIPS AND NETWORKS 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Engage in strategic partnerships with local authorities to develop community improvements in sustainability and public health In 2014 in consultation with Bournemouth Borough Council the Royal Bournemouth Hospital bus hub was constructed. This development significantly improved the accessibility of RBCH to the community by improving public transportation infrastructure. The RBCH continues to work with the council in developing strategies to address grid lock which infrequently occurs adjacent to the Bournemouth Hospital site. In 2017 the RBCH again partnered with Bournemouth Borough Council and Ridgewater Energy to promote the Local Energy Advice Program (LEAP). This program seeks to assist vulnerable members of the community to address fuel poverty through utilisation of energy saving measures like LED light bulbs. This program also benefits RBCH by indirectly by reducing the number of hospital admissions as there is improved public health within the community. The Trust has also engaged with a number of local sustainability networks to ensure that we are at the forefront of sustainable development within our community and can help lead RBCH Sustainable Development Management Plan Page 22

24 our local Health and Social Care services. Our networks include the Sustainable Business Leadership Group, The Business Travel Network and South west HEFMA. 5.9 FINANCE 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: Invest in carbon saving projects and other efficacy projects to ensure that the trust uses public money responsibly The RBCH has invested in several carbon saving measures over the last 7 years. These measures are broken into three groups, generating renewable energy onsite, improving energy efficacy through technology and reducing energy consumption through staff engagement. In 2011 the first solar PV panels were installed at RBCH which allowed the hospital to feed renewable energy back into the grid. Since then two more solar arrays have been installed on site and there are plans to increase this number in the future. In addition to the solar panels the RBCH has also purchased several electric vehicles and charging stations. These stations are charged by the PV panel s onsite which allows for emission free travel. In 2017 the RBCH developed its own Energy Strategy which is a dynamic document which can be updated annually to ensure that it can successfully achieve the desired carbon emission reductions. The Energy Strategy details the cost and potential savings of different energy projects as well as any contextual issues and opportunities. The document was developed to ensure that RBCH would be able to achieve our next carbon emissions target in 2020/ GOOD CORPORATE CITIZENSHIP 2010 SUSTAINABLE MANAGEMENT PLAN GOAL: work towards achieving an Excellent rating across all areas within the Good Corporate Citizenship self-assessment tool The Trust has made steady improvement in achieving higher results in the Good Corporate Citizenship biannual assessments moving from achieving 28% in 2013 to 48% in There are still significant areas where improvement is required namely Procurement, Community Engagement and Developing Sustainable Models of Care. RBCH Sustainable Development Management Plan Page 23

25 The Trust is outperforming a majority of local trust in most other categories including Travel, Facilities, Workforce Development, Buildings and Adaptation. 6. CONCLUSION The Royal Bournemouth and Christchurch Hospitals Foundation Trust are committed to ensuring we are able to achieve our desired emission reduction targets now and into the future. The SDMP sets the strategic direction of the Trust in terms of Energy, Carbon, Waste, Water, Travel, Site design, workforce development and overarching Sustainable Development. More detailed analysis and policies can be found in the following documents: - Energy Strategy - Waste Policy - Active travel Plan - Sustainable Procurement Policy - Biodiversity Management Plan - Other document to be developed over the Next 5 years This document shall act as the framework of the broader Sustainable Development Management Program of RBCH and will enable the Trust to meet the needs of the present without compromising the ability of future generations to meet their own needs. RBCH Sustainable Development Management Plan Page 24

26 7. GLOSSARY SDMP SMP GHG CO2E GCC SDAT RBCH Sustainable Development Management Plan Sustainable Management Plan Green House Gas Carbon Dioxide Equivalent Good Corporate Citizenship Sustainable Development Assessment Tool Royal Bournemouth and Christchurch Hospital Foundation Trust RBCH Sustainable Development Management Plan Page 25