A Strategy and Sustainable Development Management Plan (SDMP) for Nottinghamshire Healthcare NHS Foundation Trust

Transcription

1 A Strategy and Sustainable Development Management Plan (SDMP) for Nottinghamshire Healthcare NHS Foundation Trust Index Section Page No.1 Introduction 2 International and national context 2 Sustainable Development within the NHS 2 Nottinghamshire Healthcare NHS Foundation Trust Approach to Sustainable Development Nottinghamshire Healthcare NHS Foundation Trust Sustainable Development Management Plan 3 6 to 16 Appendix 1: Objectives Progress Made 17 to 21 Appendix 2: Good Corporate Citizen Assessment Name Assessors 22 Produced by: Neil Alcock: Adviser and Energy and Environmental Manager Lynn Richards: Divisional Energy and Environmental Manager (Forensic Services) Nick Fayers: Divisional Energy and Environmental Manager (Local Services and Health Partnerships) A Sustainable Development Management Plan for NHT Nov2015 Page 1 of 23

2 Introduction Climate change is now viewed as one of the most serious threats to the continued wellbeing of millions of people worldwide. The worst aspects of climate change will inevitably impact greatest on those within society who are most vulnerable and least able to cope. It is therefore vital that action is taken at all levels to implement effective strategies not only to reduce carbon emissions, but also apply the broader principles of sustainable development. Outlined in this Strategy are the actions that Nottinghamshire Healthcare NHS Foundation Trust will take to reduce the environmental impact of its services. It should be remembered at all times that the focus of our actions must be the mental and physical wellbeing of not only our patients, but also our staff and the wider community. Caring for our patients in a sustainable manner and being aware of the social impacts of our actions will help achieve the goals of caring for the environment, reducing long term expenditure, and building a supportive base in the society in which we operate. International and National Context The UK Government is at the forefront of international efforts to reduce carbon emissions resulting from human activity, which is believed to be responsible for the accelerated pace of climate change often referred to as global warming: Warming of the climate system is unequivocal, as is now evident from observations of increases in global average air and ocean temperatures, widespread melting of snow and ice, and rises in global average sea level the most likely cause of which is increasing anthropogenic activity (IPCC vol ) To reduce carbon emissions the UK Government implemented the Climate Change Act (2008) which sets the following targets for carbon reduction across the UK: A 34% reduction by 2020 and an 80% reduction by 2050 In addition to emission reductions, the act also requires the government to assess climate change risks and develop plans to increase resilience and preparedness. Sustainable Development within the NHS In order to contribute to the UK carbon reduction targets and implement much wider reaching sustainability objectives, the Department of Health established the NHS Sustainable Development Unit. In January 2014 the NHS Sustainable Development Unit (SDU) launched its second five year sustainability strategy The Sustainable Development Strategy for the Health, Public Health and Social Care System The carbon reduction targets contained within this strategy remain the same as those in the previous version which are a 10% reduction in carbon emissions by 2015 and a 34% reduction by 2020 using 2007/08 as the base year. Although carbon reduction measures are key to the government s strategy to implement sustainable development within the NHS, it should be remembered that it has a much wider scope requiring both the economic and social implications of any measures taken to be considered. The new strategy is based on a modular approach with eight individual guidance documents which cover: A Sustainable Development Management Plan for NHT Nov2015 Page 2 of 23

3 1. Carbon hotspots 2. Sustainable clinical and care models 3. Healthy sustainable and resilient communities 4. Commissioning and procurement 5. Leadership, engagement and development 6. Innovation, research and technology 7. An integrated approach to metrics 8. Creating Social Value These documents provide detailed advice on how to achieve the three goals of the new strategy which are: A healthier environment; Communities and services which are ready and resilient for changing times and climates; and Opportunities which contribute to healthy lives, healthy communities and healthy environments. Nottinghamshire Healthcare NHS Foundation Trust Approach to Sustainable Development The Trust has made excellent progress in meeting the thirteen objectives it set itself in response to the SDU s original sustainability strategy. This is summarised in Appendix 1. However, following the publication of the new Sustainable Development Strategy for the Health, Public Health and Social Care System Nottinghamshire Healthcare NHS Foundation Trust will revise its approach to ensure it: 1. Has a board approved Sustainable Development Management Plan 2. Measures, monitors and reports on the actions taken in relation to sustainable development and climate change adaption. 3. Evaluates progress made with this agenda using the Good Corporate Citizen tool 4. Engages with the public, patients, clients and staff to help understand and support the development of a more sustainable and resilient healthcare system. The new strategy guidance places much greater emphasis on the social and wellbeing aspects of sustainability, which requires a wider range of actions to be taken. There is as a result, a much greater need for an holistic approach, embedding sustainability in the day to day actions of all Trust employees. This presents a much more challenging agenda than before which requires a multi-disciplinary approach. In order to develop a multi-disciplinary approach, module leaders will be identified to help drive the agenda forward and report accordingly via the respective sections of the Good Corporate Citizen Guide. A Sustainable Development Management Plan for NHT Nov2015 Page 3 of 23

4 Module Good Corporate Citizen Module Carbon hotspots Facilities, Buildings and Travel Sustainable clinical and care models Healthy sustainable and resilient communities Commissioning and procurement Models of care Community Engagement and Adaptation Procurement Lead Contributors Energy and Environmental Manager, Head of Procurement, Associate Director of Capital Planning, Heads of Estates and Facilities s, Business Development Unit Emergency Preparedness Lead, Heads of Estate of Facilities, those with links to Wellbeing Boards, and our wider communities. Head of Procurement, Business Development Unit, Capital Planning Unit Named Leads Neil Alcock Terry Dean Kay Mulcahy Chris Packham Julie Hankin Dean Howells Caroline Brooks Terry Dean Kay Mulcahy Simon Smith John Williams Richard Brown Leadership, engagement and development Innovation, research and technology An integrated approach to metrics Creating Social Value Corporate and Workforce Facilities, Buildings, Procurement All Community Engagement, Models of Care Executive Leadership Team, Human Resource, Involvement Team Estates and Facilities, Capital Planning Unit, Procurement Energy and Environmental Manager, Emergency Planning, Estates and Facilities, Procurement s, Human Resources, Trust Board Simon Smith Clare Teeny Kay Mulcahy Terry Dean Richard Brown John Williams Neil Alcock Simon Smith Nottinghamshire Healthcare NHS Foundation Trust Development Management Plan In order to deliver improvements in the Trusts sustainability performance a Sustainable Development Management Plan (SDMP) has been produced which identifies what needs to be achieved (target) those who will be instrumental in achieving these targets (identified leads) and how our performance will be monitored (annual completion of the Good Corporate Citizen (GCC) Assessment). A chart showing our progress to date in the GCC assessment is shown in Appendix 2. A Sustainable Development Management Plan for NHT Nov2015 Page 4 of 23

5 An SDMP for Nottinghamshire Healthcare 1. Carbon Hotspots: Target action in areas where our carbon emissions are high in order to reduce environmental impacts and mitigate the risk of unmanageable climate change. Measures of success by 2020 Organisations understand and reduce carbon emissions in areas of their operations with the highest carbon footprint. Opportunities are explored for cross agency and sector action to reduce carbon emissions Carbon emissions are monitored and publicly reported Existing good practice on delivering ambitious carbon reduction is shared and adopted across the system 1 Target Timeframe Delivered by Outcome to measure performance 1.1 Monitor, report and set targets to reduce energy consumption Annual to coincide Head of Estates and Energy data as gathered for ERIC by 34% by 2020 and 80% by 2050 with financial year Facilities Display Energy Certificates Metered energy use Estates and Facilities Management Section of * Good Corporate Citizen (GCC) Assessment 1.2 Develop a new Board Level Approved Trust Wide Travel Plan to reduce business miles claimed and promote the use of public transport, cycling and walking (to include use of video conferencing) 1.3 Monitor, report and set targets to reduce the consumption of metered water use 1.4 Monitor, report set targets to reduce the amount of general waste and clinical/pharmaceutical waste October 2016 Annual to coincide with financial year Annual to coincide with financial year Divisional Leads IT Lead Divisional Leads Estates Leads Divisional Leads IPC Lead 1.5 Develop a plan to reduce high carbon pharmaceutical items October 2016 Divisional Leads Procurement Lead 1.6 Review current procedures to include carbon reduction in our decision making and business planning for the design and delivery of services. April 2016 Procurement Leads (with Crown Commercial Services) Travel expenses claims Business Miles Video conferencing take up Water consumption data Estates and Facilities Management Section of GCC Assessment ERIC waste data Estates and Facilities Management Section of GCC Assessment Data gathering on current carbon footprint of procuring pharmaceuticals Development of a plan to demonstrate reduction Monitoring and reporting of progress Contracts OJEU process Procurement of new services Integrated business planning New works and Refurbishment works A Sustainable Development Management Plan for NHT Nov2015 Page 5 of 23

6 2. Sustainable Clinical and Care Models: Consider and embed sustainability principles that transform and deliver improved health outcomes for patients coupled with social and environmental benefits Measures of Success by 2020 Professionals are encouraged to consider sustainability principles when deciding what is right for patients and clients. Service transformation delivers improved health outcomes coupled with social and environmental benefits. is a core and measurable dimension that underpins quality Funding solutions and contracts that incentivise more sustainable models of care and enable the reconfiguration of services away from acute settings are jointly developed by commissioners, regulators and providers 2 Target Timeframe Delivered by Outcome to measure performance 2.1 Include sustainability assessments in business case and April 2016 Models of care section in GCC Assessment service delivery templates Including in new policy/procedures a section on sustainability Committee Business Development Management Unit OJEU process Tender documentation 2.2 Review models of care and patient pathways taking into account the use of resources and carbon footprint and identify where reductions can be made 2.3 Estates Strategy to include consideration of service location to minimise travel and facilitate access, include use of mobile technology 2.4 Develop plans to improve the physical and mental health of our service users and staff through improved nutrition, exercise and a healthy working and home environment October 2016 Procurement IT Lead April 2016 Heads of Estates and Facilities and Capital Planning Directorate Leads October 2016 Facilities HR Lead Dieticians Models of care section in GCC Assessment Trust carbon footprint Estates Strategy and Plan Integrated Business Plan Clinical Strategy Food and Drink Strategy Health and Well Being Initiative Travel and Transport Plan Nutritional Steering Group 2.5 Educate clinical and care staff about how they can contribute to sustainable health and social care delivery and how they can try to reduce the carbon impact in areas of service delivery 2.6 Explore financially and environmentally sustainable models of care particularly in relation to elderly care and long term conditions April 2016 Divisional Leads October 2016 Care Plan Strategies Clinical Strategy Green Champion Network Green Champion Event NHS Day and associated initiatives A Sustainable Development Management Plan for NHT Nov2015 Page 6 of 23

7 3. Healthy Sustainable and Resilient Communities: Develop communities, services and infrastructures in preparedness for changing times and climates which protect and enhance the environment Measures of Success by 2020 Public services and communities work together within a high level framework for sustainable development for instance through Health and Wellbeing Boards Current and future risks to health and wellbeing from changing times and climates are understood and minimised Communities, services and infrastructures are prepared and resilient to weather events and other crises Health and wellbeing is protected and improved by building on social assets, reducing environmental harm and enhancing the natural environment 3 Target Timeframe Delivered by Outcome to measure performance 3.1 Include in the Trust Risk Register the challenges of building resilience to climate change which covers the legal, financial, infrastructure and service risks February Identify and understand the current risks and vulnerabilities to our service and patients associated with climate change impacts 3.3 Develop a Climate Change Adaptation Plan that links to business continuity and emergency planning 3.4 Review our green space provision and improve access to it, understand the benefits it brings 3.5 Gather evidence on the value of green spaces to people and biodiversity on our estate and use this to inform our planning process April 2016 April 2017 April 2017 April 2017 Divisional Leads Risk Managers Emergency Preparedness, Resilience and Response Divisional Leads with support from Estates and Facilities Emergency Preparedness, Resilience Response Divisional Leads Emergency Preparedness, Resilience and and Response Divisional Leads Heads of Estates and Facilities Heads of Estates and Facilities Review of current situation Adaptation section of the GCC Assessment Trust Risk Register Annual Report Review of current situation Adaptation section of the GCC Assessment Trust Risk Register Annual Report Adaptation section of the Good Corporate Citizen Assessment Adaptation Plan Annual Report Trust Biodiversity Action Plan Integrated Business Plan Estates Strategy and Plan Trust Biodiversity Action Plan Integrated Business Plan Estates Strategy and Plan A Sustainable Development Management Plan for NHT Nov2015 Page 7 of 23

8 3.6 Carry out risk assessments of buildings to ensure they are resilient to projected changes in climate and weather extremes 3.7 Review new build design and refurbishment plans to reduce environmental damage as far as reasonably practicable whole life costing 3.8 For new builds incorporate a plan to achieve BREEM Outstanding standard October 2016 repeated annually Heads of Estates and Facilities Estates Managers Estates Return Information Collection Premises Assurance Model 8 Facet Survey April 2016 Capital Planning Unit Trusts Capital Plan (Minor and Major Capital Works) BREEAM In conjunction with project timeframe Capital Planning Unit 3.9 Work to promote our buildings as community resources October 2016 Capital Planning Unit Business Development Management Unit Estates and Facilities Project completion Hand over to Trust Standards assessed and achieved Commercial Property Report Estates Strategy and Plan Estates Rationalisation Plan A Sustainable Development Management Plan for NHT Nov2015 Page 8 of 23

9 4. Commissioning and Procurement: Through the commissioning and procurement of goods and services, develop more environmentally, financially and social responsible practices Measures of Success by 2020 Commissioning of programmes and services realise wider environmental and social benefits A responsible, whole lifecycle approach is taken to procuring products Commissioning organisations are key partners in enhancing the environmental, social and economic wellbeing of local areas Assessment of business cases, option appraisals and models of care redesign include social and environmental impacts alongside financial impacts. 4 Target Timeframe Delivered by Outcome to measure performance 4.1 Develop clear procedures on how the organisation complies January 2016 Procurement Team Procurement procedures with the Public Services (Social Value) Act 2012) 4.2 Whole lifecycle costing for procurement contracts January 2016 Procurement Team Procurement Standard Tender documentation based on Most Economically Advantageous Tender (MEAT) Criteria 4.3 Review existing high expenditure goods and services to January 2016 Procurement Team Procurement Annual Workplan identify priority action 4.4 Establish a system to monitor procurement decisions on our April 2017 Procurement Team Report to Committee carbon targets and use this to inform decision making and Divisional Leads 4.5 Investigate and seek accreditation to the Soil Associations Food for Life Scheme April 2017 Facilities Divisional Leads Food for Life Catering Mark Standard Food for Life Hospital Leaders 4.6 Meet Government Buying Standards for all relevant categories 4.7 Define and produce a an Ethical Procurement Action Plan and communicate to all staff 4.8 Implement the recommendation of the guidance Procuring for Carbon Reduction Hierarchy of Interventions 1) Reduce demand 2) Efficiency in use 3) Substitute and Innovate 4) Supply Chain Management 4.9 Ensure that sustainable procurement objectives are included in the appraisal process for all roles involving purchasing or procurement Measure, monitor and report on the social, environmental and economic impacts of our procurement decisions April 2017 Procurement and Estates and Facilities Lead December 2016 Environmental Leads & Procurement Team October 2016 Procurement Team and Divisional Leads January 2016 Procurement Team and HR Lead Report to Committee Ethical Procurement Action Plan Procurement Procedures Procurement procedures Appraisal process Annually Procurement Team 6 monthly report to Trust Wide Committee A Sustainable Development Management Plan for NHT Nov2015 Page 9 of 23

10 5. Leadership, Engagement and Development: Develop methodology for staff, service users and the public which embeds sustainability into everyday practices through committed leadership and system wide engagement Measures of Success by 2020 Communities and staff are enthusiastic and committed because leaders at all levels have engaged widely and developed a narrative for sustainable development that aligns visions, priorities and delivery. Education, training and development equip leaders and the workforce with the necessary knowledge and skills to function in changing times and climates Exemplary employment practices enhance the health and wellbeing of the workforce 5 Target Timeframe Delivered by Outcome to measure performance 5.1 Report progress to Trust Wide Committee Six monthly Divisional Leads Minutes of meetings Divisional update report 5.2 Report progress to the Board via Trust Wide Committee Six monthly Chair of Trust Wide Committee 5.3 Include as a duty in all new job descriptions April 2016 Human Resources in conjunction with Divisional Leads 5.4 Develop a Sustainable Development Communications October 2016 Communications Strategy (to include reporting to the public) Team and Divisional Minutes of Committee Meetings Workforce section of the Good Corporate Citizen Assessment Job description template Communication Strategy Leads 5.5 Develop a network of Green Champions October 2015 Divisional Leads Green Champion Network growth reported at Committee Meeting 5.6 Include in Staff inductions October 2015 Human Resources in conjunction with Divisional Leads Workforce section of the Good Corporate Citizen Assessment Staff induction 5.7 Hold an annual event to raise awareness of sustainability March 2016 (annual event) 5.8 Include responsibility for delivering sustainable care in the values and mission statement of our organisation. October 2016 Divisional Leads and Communications Team Committee Chair of Trust Wide NHS Day Green Champion Network Event Updated values and mission statement A Sustainable Development Management Plan for NHT Nov2015 Page 10 of 23

11 5.9 Board template papers to feature a mandatory section on sustainability. October 2016 Committee Chair of Trust Wide Committee Section in Board Paper Communications strategy 5.10 Set up sustainable Board Leadership Programmes to promote leadership competencies which deliver carbon reduction Ensure sustainability is part of our staff annual appraisals and that they link into organisational policies. October 2016 Leads Board Leadership Programme April 2016 HR Lead Annual appraisals A Sustainable Development Management Plan for NHT Nov2015 Page 11 of 23

12 6. Innovation, research and technology: Delivering services where innovation, technology and research and development are routinely used to improve health and care, and where sustainable practice is embedded to generate greater value from available resources. Measures of Success of Success by 2020: Recognised and tested technologies that provide innovative low carbon solutions, helping mitigate the sector s environmental impacts, are readily identified and organisations are incentivised to adopt them. Gaps in research and barriers to innovation and implementation are addressed systematically and in a multi-disciplinary way to ensure that progress is based on a sound and growing body of evidence. Innovation to reduce environmental impact, enhance social value, reduce cost and improve quality of care is an integral part of the planning, development and delivery of services. It is visible in all elements of the system including the models of care, illness prevention, facilities management, financial mechanisms and workforce development. 6 Target Timeframe Delivered by Outcome to measure performance 6.1 Research and review the latest technology available within the health system to support and enhance carers and patients/service users models of care 6 monthly review in line with Committee Meeting s Estates and Facilities Institute of Mental Health Mobile phone technology Mobile working Electronic Task requests Annual Plan and Report GCC 6.2 Design estates infrastructure around systems of prevention and care, ensuring the highest efficiency in energy and resource use 6 monthly review in line with Committee Meeting Estates and Facilities Estates Strategy and Plan Property Commercial Report CHP Plant Carbon Reduction Strategy 6.3 Plan and use buildings to their maximum potential focussing on multiple/flexible use 6 monthly review in line with Committee Meeting Capital Planning Unit Estates and Facilities Business Development Management Unit Estates Strategy and Plan Property Commercial Report Clinical Strategy Integrated Business Plans 6.4 Integrate research from different disciplines and perspectives to improve policy, practice and health outcomes for our patients/service users/carers/staff 6 monthly review in line with Committee Meeting Committee Leads SDMP Adaptation Plan Travel and Transport Plan A Sustainable Development Management Plan for NHT Nov2015 Page 12 of 23

13 6.5 Ensure sustainable technologies are utilised to improve the care environment incorporating carbon saving measures 6.6 Research and review innovative techniques to improve health outcomes with sustainability being a core dimension of the quality agenda through improved policies and practices 6.7 In conjunction with the NHS Five Year Forward view, utilise technology to provide our patients/service users greater understanding and control over the healthcare received 6.8 Through the Food and Drink Strategy enable sustainable food systems to promote better health Annual to coincide with financial year 6 monthly review in line with Committee Meeting 6 monthly review in line with Committee Meeting October 2016 Estates and Facilities Committee IT Lead Facilities HR Lead Dieticians Carbon Footprint CHP Renewable Energy Technologies Trust Quality Report Trust Annual Report Annual Report Telemedicine Telehealth Home care Systmone Rio Food and Drink Strategy Health and Well Being Initiative Travel and Transport Plan Nutritional Steering Group A Sustainable Development Management Plan for NHT Nov2015 Page 13 of 23

14 7. An Integrated Approach to Metrics: A healthcare system where the progress in sustainable development with the organisation as a whole can be clearly seen Measures of success by 2020: The health and care system, and organisations within it, can monitor and clearly demonstrate progress against targets from the Sustainable Development Strategy, Climate Change Act and Public Services Act. The monitoring of progress supports decision making throughout the system by identifying hotspots and areas for action. Organisations are able to accurately benchmark their progress against others through systematic monitoring, collation and reporting ensuring progress is clear to the public. 7 Target Timeframe Delivered by Outcome to measure performance 7.1 Develop a new Board Approved Trustwide Sustainable Jan 2016 SDMP agreed by the Board Development Management Plan Committee 7.2 Include sustainability assessments in business case and service delivery templates Including in new policy/procedures a section on sustainability April 2016 Committee Business Development Management Unit Models of care section in GCC Assessment OJEU process Tender documentation 7.3 Develop a Climate Change Adaptation Plan that links to business continuity and emergency planning 7.4 Monitor, report and set targets to reduce energy consumption by 34% by 2020 and 80% by In conjunction with the NHS Five Year Forward view, utilise technology to provide our patients/service users greater understanding and control over the healthcare received April 2017 Annual to coincide with financial year 6 monthly review in line with Committee Meeting Procurement Divisional Leads Emergency Preparedness, Resilience and Response Head of Estates and Facilities IT Lead Adaptation section of the Good Corporate Citizen Assessment Adaptation Plan Annual Report Energy data as gathered for ERIC Display Energy Certificates Metered energy use Estates and Facilities Management Section of * GCC Assessment Telemedicine Telehealth Home care Systmone Rio A Sustainable Development Management Plan for NHT Nov2015 Page 14 of 23

15 7.6 Benchmark the Trusts performance against other NHS organisations. Annual in conjunction with the financial year Estates and Facilities GCC Premises assurance model ERIC A Sustainable Development Management Plan for NHT Nov2015 Page 15 of 23

16 8. Creating Social Value: Delivery of services that actively and systematically adds social value to the communities they serve, the care they commission and the products they procure. Measures of Success by 2020 Organisations across the system have regularly assessed their local area and genuinely work to build stronger communities through effective partnerships. They continually review impacts of their contributions in order to improve the ways in which they protect and improve health and wellbeing. Sustainable Development Management Plans include robust social interventions alongside environmental ones to improve health, reduce environmental impact and enhance social value. Commissioners and providers routinely use a tested framework for designing and implementing initiatives which have a demonstrable and positive impact on social value. Tools for measuring and evaluating social value are commonly used by organisations and in local systems of care. A cross-sector steering group for social value effectively encourages wider adoption across health and social care for instance through guidance and case-studies that highlight good practice. It regularly reports on social value across the health and care sector. 8. Target Timeframe Delivered by Outcome to measure performance 8.1 Develop a framework for all partners to contribute to a health care system that actively and systematically adds social value to the local communities, commissioned services and procured products. October 2016 HR Lead Trust Board Workforce data Procurement data Commissioning reports Financial data Health Needs Assessments Communication Plan Trust Governor Network A Sustainable Development Management Plan for NHT Nov2015 Page 16 of 23

17 Appendix 1: Objectives Progress Made Note: The main objectives are numbered from 1 to 13 and highlighted in bold with the actions taken then shown in plain type. 1. Sustainable Development Management Plan Develop the content to encompass all Trust activities which impact on the environment and sign up to the Good Corporate Citizenship Assessment model, which may help shape this. 1.1 Good Corporate Citizen (GCC) assessments are being carried out. The revised GCC website tool has now been adopted by the Trust and all sections have recently been assessed apart from the two additional sections on Adaptation (to climate change) and Models of Care. 1.2 Carbon all scopes footprinting exercise now completed for the last four financial years. The summary results are displayed in appendix 1. The figures are provisional, especially with regard to Procurement as the last quarter figures are not yet available. However, the Trust has made excellent progress in the last five years and has reduced its measurable carbon footprint by approximately 36% despite the fact that it has taken on over 3,000 additional staff and the buildings in which they work. 2. Travel Plan Ensure implementation of an active travel plan within a wider sustainable development plan- this could also include a flat rate for business mileage, regardless of the transport option The inaugural meeting of the Trust wide Transport and Travel Group on 6 th March 2012 and it has been meeting on a quarterly basis since then. The Trust wide T&T plan has been submitted for Board approval but has not yet been ratified. Very good progress has been made on the five main objectives which were identified from both the Trust wide Highbury Hospital and Arnold Lodge transport and travel plans. 2.1 Formulation of a Bicycle User Group (BUG) and identification of improved facilities for bicycle users. By the end of March 2014 it is anticipated that the secure cycle storage facilities will be in place in line with BUG requests. In addition work is progressing on changing and showering facilities. 2.2 Adoption of the Easy Rider Travel Scheme for staff using NCT buses and a similar discount scheme for Arnold Lodge bus users. 2.3 Pool Car Scheme: Three pool cars were delivered to Duncan Macmillan during February 2014 a programme of publicity to encourage use is to be taken forward during Car Sharing Scheme: The Liftshare website has now been set up for all Trust staff. To date take up has been low. 2.5 Conduct a Trust wide survey of staff travel modes and use the information to refine T&T planning: In addition to the Trust wide survey three short surveys have been conducted at DMH, Highbury Hospital and Arnold Lodge, the results have been A Sustainable Development Management Plan for NHT Nov2015 Page 17 of 23

18 presented to the Committee in order to aid decision making with regard to future actions. 3. Agreed Targets Agree energy saving and carbon reduction targets, in line with what is proposed in the NHS Carbon Reduction Strategy. 3.1 Trustwide Building Energy Plan in place and national target of 34% reduction of CO2 by 2020 on target and is likely to be met by 2014/15 well ahead of the target date. The Trust was successful in gaining 130,000 from the DH for building energy improvements to DMH data centre and install LED lighting. 3.3 Transport and Travel: It has been agreed that the new lease car contract will limit vehicles available to 120g/km. 3.4 Rate for standard car users: a proposal to have a flat rate in line with DH guidance of around 53p/mile to encourage use of more energy efficient cars. The Trust has adopted the revised rate of 67p/mile in line with AfC national guidance. This drops to 24 pence a mile after 3500 miles. By most standards this rate is extremely generous and may have the perverse effect of encouraging car use. The E expenses travel data will be monitored to establish what effect the change has had. 3.5 Electric Vehicle (EV): Trials at two sites Stapleford HC and Highbury Hospital successfully completed. As the trial showed that electric vehicles were practical for staff use it was decided to include this as an option in the pool car tender. However, the costs submitted by the tenderers showed that the EV s were significantly more expensive and instead three small petrol engine cars are being used. 3.6 Procurement: Major elements of carbon production identified from carbon footprinting report. Biggest single element is currently the MITIE contract. 4. Renewable Energy Production Develop potential for carbon offsetting through renewables. 4.1 PV installs already in place at Bracken House, Arnold Lodge and Rampton, Macmillan Close, Enwright Close, Heather Close and Portland Street are generating on-going returns. Rampton energy centre project has been agreed by the Trust Board and will include a 1.2 MWe CHP plant and 1MW biomass boiler. It is anticipated the plant will be brought on line towards at the start of The Rampton wind turbine proposal is on hold until the boiler house refurbishment has been completed. Electricity contracts on a 10% renewable tariff 5. Reduce, Reuse, Recycle 5.1 Over 96% of Trust properties now have recycling facilities in place work continuing to bring on board remaining difficult to reach sites. 6. Staff Engagement A Sustainable Development Management Plan for NHT Nov2015 Page 18 of 23

19 Promote staff engagement at all levels and promote the development of leadership competencies to deliver carbon reduction. 6.1 Staff now engaged via the Sustainable Development Committee, Transport and Travel Group and Bicycle User Group. 6.2 Major engagements events are now being held on NHS Day. 6.3 On going work alongside infection control to aid the roll out of effective waste compliance procedures particularly in Community and Offender Health settings A waste e-learning package is being developed to aid effective waste compliance within Trust properties. 6.5 The Environmental Team host a stand at the AGM to engage both staff and service users. 7. Annual Reporting This will raise awareness of individual impacts, achievements and targets, within the organisation and externally. 7.1 Annual report now to be produced in line with Monitor guidance. 7.2 Quarterly updates provided to the Finance and Performance Committee. 7.3 Regular sustainability articles are featured in the Positive magazine. 7.4 The Environmental Issues of the Trust website provides information on sustainability work and related topics. 8. Biodiversity, Water & Chemical Develop implementation of biodiversity, water and chemical management strategies: 8.1 Large scale water conservation measures have not been taken forward due to poor payback rates on retro-fitted schemes. 9. BREEAM 9.1 Systems for efficient use of water & energy should be integrated into building developments at design stage. 9.1 BREEAM assessments are being performed by Capital Projects and Property Department. 10. Green Space 10.1 A Trust wide survey of sites was carried out to identify where improvements could most effectively be made. A programme of biodiversity work has now been carried out with particular emphasis on improving the external environment for both staff and service users and making use of service user advice and suggestions. A Sustainable Development Management Plan for NHT Nov2015 Page 19 of 23

20 11. Procurement Through the commissioning and procurement of goods and services, develop more environmentally, financially and social responsible practices Life Cycle Costing The procurement team evaluate their tenders based on the most economically advantageous tender (MEAT) total cost model. They also work with their contracted suppliers to encourage a culture of life cycle costing, and environmental awareness throughout the contract term 11.2 Social Value Act An assessment is carried out as to how the aims of the Social Value Act can be incorporated into the proposed tendering activity for all new projects. Bidders are also required to demonstrate how they support the local economy through the Social Value Act as part of their tender response Reducing Demand The Trust has recently launched an integrated furniture recycling process via a company called WARPIT (Waste Action Reuse Portal) into its processes. This allows colleagues across the Trust to put surplus furniture onto an on-line portal. All new requirements for furniture are first checked against the portal to see if a suitable surplus item of existing furniture is available for use. It is estimated this will reduce the demand for new furniture by at least 15% Reducing Carbon on Business Travel The Trust has been out to tender and awarded to a local not for profit organisation for an electric pool car service within the Trust. The Trust has also set a 120g emissions limit on all new employee lease cars and launched a salary sacrifice scheme. All of which will support reduced carbon emissions for business travel Encouraging the use of SME s and Local Providers The Trust splits tenders by geographical lots wherever possible to encourage competition and the use of SME s and local providers. Examples of this include a recent tender for Waste Services and the Trusts Taxi tender. In addition the Waste tender had a strong focus reducing waste and improving recycling and the taxi tender focused on the use of hybrid taxi vehicles Provisions The Trust is in the process of reviewing its spend on provisions. The aim is to break requirements down into specific categories, to meet Government Buying Standards, encourage local providers and work towards Soil Association accreditations A Sustainable Development Management Plan for NHT Nov2015 Page 20 of 23

21 12. Communication Identify and work effectively in partnership with all relevant stakeholders in this agenda- for example with Local Strategic Partnerships Membership of the steering group for Midlands and East Sustainable Development Network Major display and information stand at the international Cleanmed conference in Oxford providing information and advice to attendees on practical delivery of sustainability within the healthcare environment Working directly with Nottingham City Council to develop and implement the Highbury Transport and Travel Plan Hosting the East Midlands regional sustainability event which was used to publicise the NHS sustainability day on the 27 th March The event featured a keynote address by Luciana Berger Shadow Minister for Public Health Holding three sustainable travel days at Highbury Hospital, Arnold Lodge and DMH to publicise sustainable travel options Holding events for the last three years to celebrate NHS sustainability day. 13. Sustainable Healthy Food This was not in the original sustainability plan but has been added and the following are some of the measures being implemented: Fresh food you can trust Sourcing environmentally sustainable and ethical food Championing local food producers 13.4 Making healthy eating easy 13.5 No undesirable additives or trans fats 13.6 At least 75% of dishes on the menu are freshly prepared (on site or at a local hub) from unprocessed ingredients 13.7 All meat is from farms which satisfy UK welfare standards 13.8 Eggs are from cage-free hens 13.9 Menus are seasonal and in-season produce is highlighted Catering staff are supported with skills training in fresh food preparation and the Catering Mark A Sustainable Development Management Plan for NHT Nov2015 Page 21 of 23

22 Appendix 2: Good Corporate Citizen Appraisal A Sustainable Development Management Plan for NHT Nov2015 Page 22 of 23

23 Good Corporate Citizen Assessment and Assessors Item Good Corporate Citizen Category Assesser Comments Last submission 1 Overall N Alcock, L Richards, N Fayers 13/04/ Travel N Alcock, L Richards, N Fayers 13/04/ Procurement J Williams 24/07/ Facilities Management N Alcock, L Richards, N Fayers 13/04/ Workforce Clare Teeney 16/06/ Community Engagement Simon Smith Working with the many trust stakeholders, e.g. patients, volunteers, support groups etc to obtain widespread support for sustainability. Particularly the Health and Wellbeing Boards. 7 Buildings R Brown 26/06/ Adaptation Caroline Brookes 12/06/ Models of Care Chris Packham, Julie Hankin, Dean Howells Deals with how sustainability is embedded in the patient experience and board level thinking A Sustainable Development Management Plan for NHT Nov2015 Page 23 of 23