SUSTAINABILITY STRATEGY

Transcription

1 SUSTAINABILITY STRATEGY Policy Details: Author job title: Current review changes Ratifying Body: Date ratified: Date operational Date to be reviewed: Audience. Organisation (s) Audience Department (s) Audience.Staff categories Head of Estates & Facilities & Capital Planning Trust Board TBC TBC Hereford Hospital NHS Trust All Wards and Departments All staff and third party contractors working within Hereford Hospital NHS Trust, third party Organisations working with Hereford Hospital NHS Trust Review History First Operation Review Date

2 Contents 1. Introduction 2. Policy content 3. Sustainable Development Management Plans 4. Reporting framework 5. Management arrangements 6. Trust Sustainability Action Plan

3 1. INTRODUCTION This strategy provides an overview of the approach adopted by Hereford Hospitals NHS Trust (HHT) to sustainable development. Through its work on the Good Corporate Citizen agenda, HHT has committed itself to employing the taxonomy developed by the Sustainable Development Commission (SDC) in its work on sustainability. The SDC taxonomy identifies 6 areas for action: 1) Transport 2) Procurement 3) Facilities management 4) Employment and skills 5) Community engagement 6) New buildings However, guidance from the Department of Health s Sustainable Development Unit employs a different taxonomy which introduces a range of additional areas for action. Whilst remaining true to the framework provided by the SDC, this strategy has nevertheless sought to cover all areas identified for action by the DoH. Recognising that HHT will as from April 2011 merge the services provided from the County Hospital with those provided by the Herefordshire PCT provider arm, the Herefordshire Council adult social care directorate and create an Integrated Care Organisation (ICO), this sustainability strategy should be regarded as interim. The future ICO will need at an appropriate early stage in its development to produce a county wide strategy for the sustainable delivery of the health and social care services for which it is responsible. In the light of current work as required by the ICO work programme on HR issues (and hence employment and skills) and on consultation and social capital (and hence community engagement), the focus of this strategy is limited to transport, procurement, facilities management and new buildings. This strategy has driven and should be read in conjunction with the HHT Carbon Reduction Strategy. The strategy sets out in turn The policy context Sustainable development management plans for the four focus areas (transport, procurement, facilities management and new buildings) The proposed reporting framework Management arrangements An action plan for the remainder of 2010/11

4 2. POLICY CONTEXT Introduction Sustainable development is making sure we meet the needs of the present without compromising the needs of future generations. It is about energy efficiency, carbon reduction and recycling and also ensuring social justice and equity, and integrating environmental, health, social, political and economic issues into decision making. As the largest single organisation in the UK, the NHS has huge purchasing power and is responsible for major consumption of resources. The NHS emits around 18million tones of CO 2 every year. Five percent of all the UK s emissions from road transport are attributable to NHS related journeys. The NHS is our national guardian of healthcare and wellbeing and as such it can provide a clear example for others to follow by working in partnership within the communities it serves and by providing clear leadership. Working towards sustainable development will also impact on health outcomes. Public health, reducing health inequalities and sustainable development are wholly entwined. Increases in chronic conditions such as obesity, diabetes, asthma, hypertension and heart disease are in part caused by adverse environmental factors such as poor air quality, poor quality food, over-reliance on cars, and badly-designed environments limiting opportunities for physical activity. Mental health and health inequalities are also linked to these factors. The link between sustainable development and health can be described on three levels: The impact of the built environment on health ensuring the focus of planning and designing decisions is to help us lead physically active lives, reduce reliance on cars to access health care services, food shops and schools, reduce food miles, reduce social isolation and fear of crime, improve housing quality, increase energy efficient housing and reduce fuel poverty, reduce cardiovascular disease and other health risks from cold/damp Environmental and health inequalities everyone has a right to live and work in a health promoting environment. Disadvantaged communities are more likely to experience poor quality environments (e.g. through air pollution, lack of access to green space) The positive effects of nature on health mental health, mood and well being (walks in green spaces, gardening); physical activity (green exercise programmes); increasing social contact/social capital by using green space; contributing to children s development (outdoor activities can improve symptoms of Attention Deficit Hyperactivity Disorder), assisting recovery from surgery (views of gardens or trees); reducing agitation in people with dementia National policy At a national level the UK government s strategy for sustainable development Securing the Future and the Department of Health s strategy Taking the Long Term View are both major public health policies which provide a mandate for the NHS to engage in sustainable development. The strategies focus on four areas: Sustainable development and production using fewer material goods, using locally produced goods and services, minimising waste, maximising energy efficiency Climate change and energy encouraging low carbon lifestyles and travel habits, investing in energy from sustainable sources, using the most energy efficient goods and services Protecting natural resources and environment air, water, soil and biological resources Creating sustainable communities green spaces and access to nature, land use planning and public spaces, transport, cycle lanes, recreational facilities, social support networks, accessible low cost food and a fairer world reducing health and other inequalities

5 Recent Initiatives Several recent initiatives have been given the issue greater focus in the NHS. The NHS Carbon Reduction Strategy launched in January sets an ambition for the NHS to help drive change towards a low carbon society. The strategy shows the scale of reduction in carbon required for the NHS to progress towards the Climate Change Act (2008) requirements and recommends key actions for the NHS to become a leading sustainable and low carbon organisation. As one of the largest organizations in the world, the NHS has a crucial role in contributing to the overall cuts in emission and achieving the UK targets. The Department of Health has set out clear expectations for NHS organisations on the steps necessary to reduce its carbon footprint in the Strategy and has established a Sustainable Development Unit. The areas for action include: Building design Energy and carbon management Finance Governance Organisational and workforce development Partnerships and networks Procurement and food Travel and transport Water Waste The strategy encourages NHS organizations to sign up to the Good Corporate Citizenship Assessment Model, raise carbon awareness and develop a range of measures to monitor and report progress. Work to date has fallen short of mandatory targets but these are widely predicted to follow. Secondly, the Carbon Reduction Commitment (Energy Efficiency Scheme) is more hard edged government policy which will impact on the Trust and require measurement, reporting and reduction of emissions in respect of the Trust s estate. It is a mandatory cap and trade scheme which will have significant financial and reputation implications for the Trust. Thirdly, the use of nature resources assessment by the Audit Commission, which is being applied to Primary Care Trust s (PCT s), looks at how, by reducing its own consumption of natural resources, and by influencing others through the example it sets, the public sector can make a significant contribution to achieving sustainable development. PCT s are looking to build in the expectations of this approach into their work with partners and providers. Fourthly, the Treasury and Monitor are introducing sustainability reporting frameworks that require Trusts to report more rigorously on their environmental performance. Partnerships and Sustainability Working with partners is a crucial aspect of success on sustainability. For the Trust, keeping our communities healthy is a key part of the overall vision and rationale for good corporate citizenship. The Trust s contribution to sustainability is fundamental to the broader agenda of keeping local people healthy and maximising their life changes. Community leadership and engagement is also an important part of the Trust s Foundation Trust rationale. A sustainable development strategy is one element of how HHT will deliver this and show its relevance to our communities.

6 3. SUSTAINABLE DEVELOPMENT MANAGEMENT PLANS 3.1 Baseline The voluntary Sustainable Development Commission (SDC) self assessment model is designed to help facilitate discussion, generates ideas, promote learning and motivate. It can be used to engage with both employers and the local community. It builds on and pullstogether a comprehensive list of existing guidance and resources, which will help develop the NHS s capacity in the six areas. The table below sets out the self assessment model, the baseline positions were agreed and approved at the Good Corporate Citizen Group meeting in April The Trust Lead for each area reviewed the Sustainable Development Commissions Self Assessment Model and agreed the position in each area, as detailed in the table below. These scores have been recently reviewed and updated, for the HHT s performance in respect of transport, procurement, facilities management and new buildings using the SDC framework. Criteria Assessed Score Excellence 7 to 9 Getting there 3 to 6 Basic 0 to 2 Maximum Score Transport 1. Planning Service design and minimizing travel Walking and cycling Low emission vehicles Car parking management Policies and performance management Procurement 1. Tendering process Supplier management Innovation Supporting local businesses Reducing packaging and waste Healthy food choices Ethical trading Policies and performance management Facilities Management 1. Energy/Carbon Waste Water Chemical use Biodiversity Policies and performance management New Buildings 1. Energy/Carbon Construction waste Building materials Regeneration and Planning Design Community resources and engagement Green spaces Policies and performance management TOTAL Average Score 5.4

7 3.2 Transport Access - Transport 1.1 Travel 1.2 Travel Plan 1.3 Modal Shift and awareness 1.4 Improve the current transport options available to the Trust Update the green travel plan to ensure sustainability that links to carbon management, community and is holistically forward thinking and sustainable Review and update the travel policy Monitoring of use, business mileage and reporting to the board Healthcare Closer to home Several satellite units already in the community Activity promote healthier transport options Initiate examination of the rail network Possible train stop for hospital & Human Resources / Human Resources Integrated Care Organisation (ICO) Reduce CO 2 100% Reduce CO 2 40% Reduce CO 2 40% Reduce CO 2 Ongoing Reduce CO 2 50% Reduce CO 2 15% Access - Pedestrian 2.1 Accessibility to site for pedestrians 2.2 Access and connectivity of sites and local amenities 2.3 Promote walking for health New pedestrian access on all boundaries of the hospital site Monitor existing walkways to connect effectively with local community facilities Form partnerships with walking for health groups and set up staff and community walking groups Healthier travel options reduce harmful emissions 100% and CO 2 Healthier travel options reduce harmful emissions 100% and CO 2 Healthier travel options reduce harmful emissions and CO 2 25%

8 Access - Cycling 3.1 Increase the accessibility to site for cyclists 3.2 Work with partners to improve cycle access throughout the City 3.3 Promote cycling to work 3.3 Procurement Improvement on cycle route around the Trust Create partnership links and create safe cycling pathways Active members of City and regional transport groups Promote cycling with staff ensure there is sufficient cycle racks, showers and changing facilities Healthier travel options reduce harmful emissions and CO 2 40% Healthier travel options reduce harmful emissions and CO 2 30% Healthier travel options reduce harmful emissions and CO 2 50% B-Procurement - Procurement 1.1 Ensure that the procurement of all goods and services has sustainable development as one of its core requirements 1.2 There is a procurement policy that details the way the Trust manages procurement 1.3 The principles of local procurement whole life costing, environmental impacts of products and transport are considered by the Trust 1.4 Ethical procurement will be part of the tendering process, as part of the global economy how we equip ourselves locally as worldwide is as important to the sustainability of the planet Develop and implement a policy that identifies the sustainable and ethical procurement process Conduct a procurement audit Write procurement policy that fulfils the sustainability objectives of the Trust Write procurement policy and implement a procurement sustainability reporting process Develop and implement a policy that identifies the process to ensure the source material are ethically procured Supplies Manager/ M&C Energy/ PFI Partners Supplies Manager/ M&C Energy Supplies Manager/ M&C Energy Supplies Manager/ M&C Energy Supplies Manager/ M&C Energy Better procurement practice will lower CO 2 10% Better procurement practice will lower CO 2 10% Better procurement practice will lower CO 2 10% Better procurement practice will lower CO 2 Part of the issue sits within the PFI contract Better procurement practice will lower CO 2 10%

9 Procurement - Pharmacy 2.1 Quantification of the carbon footprint of pharmaceuticals within the Trust Write a pharmacy carbon reduction action plan Pharmacy Principal Will reduce CO 2 10% Procurement - Food 3.1 Promotion of sustainable food and nutrition throughout the Trust 3.4 Facilities Management Through Sodexo supply chain Head of Estates & Facilities/ Will reduce CO 2 Part of PFI contract Energy/Carbon - Energy 1.1 Ensure that energy performance and whole life costing is considered in the purchase of new equipment 1.2 Energy is managed and data examined to reduce use 1.3 Set up a review process for new technologies 1.4 Ensure management and staff are committed to energy reduction 1.5 Set up a good housekeeping initiative 1.6 Set up an energy review processes for plant, energy use and operation Procurement policy that details process Write and implement a carbon management policy Regularly consult review on new technologies that are appropriate Get sign up from senior management and implement awareness campaigns Check and adjust all controls, local systems, management systems are effective in controlling the use of energy Set up a Carbon Group to review and set direction for energy reduction Supplies Manager More efficient equipment will deliver CO 2 reduction and cost saving over time CO 2 reduction measured under CRC 10% 10% Head of Estates & Facilities Will help lower CO 2 25% Head of Estates & Facilities Will help lower CO 2 50% Will reduce energy consumption and reduce CO 2 emissions 25% Reduce CO 2 20%

10 Energy/Carbon - Carbon Management 2.1 Carbon reduction targets for % 2.2 Carbon reduction targets for % 2.3 Carbon reduction targets for % 2.4 Monitor, review and report on carbon 2.5 Ensure all carbon data is captured to give an accurate carbon footprint 2.6 Ensure Carbon trading is on the Trust Board agenda Write a carbon reduction profile that details the reduction required over time to achieve the targets Write a carbon reduction profile that details the reduction required over time to achieve the targets Write a carbon reduction profile that details the reduction required over time to achieve the targets Carbon usage to be reported monthly to Carbon Group Set scope and collect monthly carbon data Report to Trust Board on the risks and opportunities of carbon trading officer Head of Estates & Facilities Head of Estates & Facilities Head of Estates & Facilities Requirement of CRC and NHS carbon strategy Requirement of CRC and NHS carbon strategy Requirement of CRC and NHS carbon strategy Requirement of CRC and NHS carbon strategy 50% 10% 10% 40% It must be measured to show reduction or not in CO 2 50% Is a requirement of CRC 10% Water - Water 3.1 Measure and reduce the amount of water used on site 3.2 River and controlled water management 3.3 Ensure security and purity of supply of drinking water 3.4 Review new technologies to achieve carbon saving Write a water management policy and form water management group Include river and flood plan management in to the biodiversity action plan Write a water management policy Write emergency procedure for water contamination water supply failure Review and consider appropriate technology solutions, i.e. rainwater harvesting Head of Estates & Facilities Head of Estates & Facilities/ Business Continuity Plan Head of Estates & Facilities Reduction in water is a reduction in CO 2 70% Pollution prevention 25% Is a sustainability target More efficient technology will reduce carbon 50% Hospital is a priority customer 20%

11 Waste Management - Recycling 4.1 Recycling is to be increased targets are set 4.2 Re-use Ensure that targets are set for recycling year on year Where possible ensure that products can be re-used Monitoring Less waste reduces CO 2 20% Monitoring Less waste reduces CO 2 20% Waste Management Reduction 5.1 Reduce the amount of waste sent to landfill and incineration Prevention of waste entering the waste stream, recycling and re-use Monitoring Less waste reduces CO 2 20% Partnerships PFI engagement 6.1 Working with partners 6.2 Operational working initiatives 3.5 New Buildings Set up joint action groups Head of Estates & Facilities CO 2 reduction 20% Good house keeping Head of Estates & Facilities CO 2 reduction 25% Built Environment Trust Estate 1.1 New Buildings 1.2 Existing Buildings Set targets for carbon efficiency for all new builds and refurbishments Set targets for improvement in building carbon efficiency or replacement of estate Head of Estates & Facilities Head of Estates & Facilities CO 2 reduction 100% CO 2 reduction 20%

12 Built Environment Bio-diversity 2.1 Preserve and improve the Biodiversity of the Trust estate 2.2 Environmental Monitoring and reporting 2.3 Improve the green estates Develop a Biodiversity action plan Details of the biodiversity of the areas must be recorded and be reported in the annual report Plant trees and improve the natural flora by encouraging native species Head of Estates & Facilities CO 2 reduction 25% CO 2 reduction 20% CO 2 reduction 30%

13 4. REPORTING FRAMEWORK Sustainability Reporting The statistical data for the fields below will collected on a monthly basis and reported to the Trust Company Secretary to enter onto the Trust KPI dashboard. Utilities, CO² and Energy will be compared with National NHS targets and progress against Estates Returns Information Collection (ERIC) figures for comparable hospitals. Waste will be compared with Health Service Targets and Best Practice values. Should any area highlight concern, an action plan will be created to ensure the target returns to normal levels. Waste Metric Commodity Level In Year Target Financial 2009/ / / / /11,000,000 Total Waste tonnes Produced Methods of Disposal - Clinical tonnes Waste - Hazardous tonnes - Landfill tonnes - Reused / tonnes Recycled Volumes / Inflation / Actions being taken Future Priorities and Targets Direct Impacts Indirect Impacts Finite Resource - Energy Electricity Non Renewable Electricity - Renewable Gas Other Metric GJ s GJ s GJ s GJ s Diesel oil Targets & Commentary Volumes / Inflation / Actions being taken Commodity Level In Year Target Financial 2009/ / / / /11,000,000 Future Priorities and Targets Direct Impacts

14 Indirect Impacts Finite Resource - Water Water Metric Cubic metres Targets & Commentary Volumes / Inflation / Actions being taken Commodity Level In Year Target Financial 2009/ / / / /11,000,000 Future Priorities and Targets Direct Impacts Indirect Impacts Greenhouse Gas Emissions Direct GHG from sources owned and/or controlled by the Trust (scope 1) Indirect GHG supplied by another party e.g. energy (scope 2) Official Business Travel (scope 3) Metric CO 2 tonnes CO 2 tonnes CO 2 tonnes Targets & Commentary Volumes / Inflation / Actions being taken Commodity Level In Year Target Financial 2009/ / / / /11,000,000 Future Priorities and Targets Direct Impacts Indirect Impacts

15 5. MANAGEMENT ARRANGEMENTS Delivery of this strategy together with on going monitoring and reporting will be the responsibility of the newly established Sustainable Development Management Group (SDMG). The Director of Business Development will chair the SDMG. The SDMG will be supported by a range of new working parties and existing committees/groups. Transport Travel Plan Coordination Group Procurement Sustainable Procurement Working Party Facilities Management Capital & Facilities Management Group New Buildings - Facilities, Estates and Capital Planning Group - Project Boards (established for each capital scheme) Carbon Reduction Commitment Carbon Management Group 6. TRUST SUSTAINABILITY ACTION PLAN 2010/11 Requirement Action Who Date Progress Develop a Board approved Sustainable Development Plan Write plan and present to the Trust Board Risk Manager/ Head of Estates & Facilities March 2011 Complete Complete the Good Corporate Self assessment online and report the score to the Board Develop a sustainable transport and travel plan as part of your Board management plan Sign up to the Carbon Trust Management Programme Report to the Trust on options for the development of on-site renewable energy Conduct an energy audit including checking your compliance with Display Energy Certificates Conduct a procurement audit Conduct a waste audit Report to the Board on the implications of Carbon Reduction Commitment (CRC) Develop a staff education and training programme supported by incentives Enter data on form Report to Board Travel plan in place Review and update plan Send request to Carbon Trust Present business case to Board An audit is taking place with Healthcare estates as part of the DEC process. An audit of all procurement routes including PFI Carry out a waste audit Present report to Board Create an education and training programme Non Exec Lead/ Head of Estates & Facilities Head of Estates & Facilities Supplies Manager/ M&C Energy Monitoring Head of Estates & Facilities March 2011 Dec % Complete Report to be presented 100% Application has been made to the Carbon Trust, however, Sept 2010 due to over subscription space may not be available until 2011 Oct % Detailed in the Estates Strategy Dec % March 2011 Ongoing July 2010 full external audit Dec 2010 Ongoing 10% M&C Energy Audit Ongoing Audits are carried out on all waste streams continually at set intervals (complete) Awaiting further guidance following the Parliament spending review Ongoing Carbon and sustainability are in the induction

16 and mandatory training programme Information and training regarding the 10:10 campaign is in the workplace Displays and awareness sessions are underway