Herts Valleys CCG Sustainability Annual Report 2016/17

Transcription

1 Herts Valleys CCG Sustainability Annual Report 2016/17 Introduction As an NHS organisation, and as a spender of public funds, we have an obligation to work in a way that has a positive effect on the communities for which we commission and procure healthcare services. Sustainability means spending public money well, the smart and efficient use of natural resources and building healthy, resilient communities. By making the most of social, environmental and economic assets we can improve health both in the immediate and long term, even in the context of the rising cost of natural resources. Spending money well and considering the social and environmental impacts is enshrined in the Public Services (Social Value) Act (2012). As a part of the NHS, public health and social care system, it is our duty to contribute towards the level of ambition set in 2014 of reducing the carbon footprint of the NHS, public health and social care system by 34% (from a 1990 baseline) equivalent to a 28% reduction from a 2013 baseline by Modelled carbon footprint The majority of the environmental and social impacts are through the services we commission. Therefore, the following information uses a scaled model based on work performed by the Sustainable Development Unit (SDU) in 2014/15. More information is available here: The CCG s estimated total carbon footprint for 2016/17 is 180,727 tonnes of carbon dioxide equivalent emissions (tco2e). However, it should be noted that quarter 4 data used to compile this report has been estimated, based on that recorded for quarter 4 last year. The majority of impact is from the services that we commission. Category % CO 2 e Energy 0% 0% Procurement 10% Commissioning 90% Proportions of Carbon Footprint 90% 0%10% Energy Procurement Commissioning Policies In order to embed sustainability within our business it is important to explain where in our process and procedures sustainability features. Area Commissioning (environmental) Commissioning (social impact) Suppliers' impact Business Cases Is sustainability considered? No 1

2 One of the ways in which an organisation can embded sustainability is through the use of a Sustainable Development Management Plan (SDMP). The Board approved our revised SDMP in January 2016 so our plans for s sustainable future are well known within the organisation and clearly laid out. One of the ways in which we measure our impact as an organisation on corporate social responsibility is through the use of the Good Corporate Citizenship (GCC) tool. The last time we used the GCC self-assessment tool was in November 2016, scoring 44%. As an organisation that acknowledges its responsibility towards creating a sustainable future, we help achieve that goal by running awareness campaigns that prmote the benefits of sustainability to our staff. Climate change brings new challenges to our business both in direct effects to the healthcare estates, but also to patient health. Examples of recent years include the effect of heatwaves, extreme temperatures and prolonged periods of cold, floods, droughts etc. Our Board approved plans address the potential need to adapt thedelivery of the organisations activities and infrastructure to climate change and adverse weather events. Partnerships As a commissioning and contracting organisation, we will need effective contract mechanisms to deliver our ambitions for sustainable healthcare delivery. The NHS policy framework already sets the scene for commissioners and providers to operate in a sustainable manner. Crucially for us as a CCG, evidence of this commitment will need to be provided in part through contracting mechanisms. We have not currently established any strategic partnerships. For commissioned services here is the sustainability comparitor for providers: Organisation Name SDMP On track for 34% reduction GCC WEST HERTFORDSHIRE HOSPITALS NHS TRUST EAST OF ENGLAND AMBULANCE SERVICE NHS TRUST No 4. No Sustainable Development Management Plan or Carbon reduction Plan 2. Target included but not on track to be met Healthy travel plan Adaptation No No No Poor No No No Poor HERTFORDSHIRE COMMUNITY NHS TRUST 1. On track to meet target No No No Poor SD Reporting score HERTFORDSHIRE PARTNERSHIP NHS FOUNDATION TRUST ROYAL NATIONAL ORTHOPAEDIC HOSPITAL NHS TRUST ROYAL FREE LONDON NHS FOUNDATION TRUST 1. On track to meet target No No Poor No 4. No Sustainable Development Management Plan or Carbon reduction Plan No No No Excellent 1. On track to meet target No No No Poor Performance Organisation As a part of the NHS, public health and social care system, it is our duty to contribute towards the level of ambition set in 2014 of reducing the carbon footprint of the NHS, public health and social care system by 34% (from a 1990 baseline) equivalent to a 28% reduction from a 2013 baseline by We have superseded this target by aiming to reduce our carbon footprint by 5% per annum 2

3 using 2013/14 as the baseline year. So far, we have not been successful, our results are outlined below: Commissioned activity Organisation Name WEST HERTFORDSHIRE HOSPITALS NHS TRUST EAST OF ENGLAND AMBULANCE SERVICE NHS TRUST HERTFORDSHIRE COMMUNITY NHS TRUST HERTFORDSHIRE PARTNERSHIP NHS FOUNDATION TRUST ROYAL NATIONAL ORTHOPAEDIC HOSPITAL NHS TRUST ROYAL FREE LONDON NHS FOUNDATION TRUST Building energy use 0-10% >10% Data not available Data not available 0-10% 0-10% Building energy use per FTE Water >20% >20% Water use per FTE Percent waste >89% >97% >75% >97% >89% >89% Waste cost >20% >20% More information on these measures is available here: We can improve local air quality and improve the health of our community by promo by promoting active travel to our staff, through our providers and to the patients and public that use the services we commission. Every action counts and we are a lean organisation trying to realise efficiencies across the board for cost and carbon (CO2e) reductions. We support a culture for active travel to improve staff wellbeing and reduce sickness. Category Mode 2013/ / / /17 Business Staff commute miles 39,960 81, ,415 57,156 tco 2 e miles 110,850 1,704,960 2,592,960 2,416,425 tco 2 e For the first time in 2016/17 following the staff travel survey last year, we saw a small reduction in the estimated staff commuting distance. However, the effect of this has been minimal as it has been offset by a continued in staffing numbers (from 146wte in March 2016 to 165wte in March 2017). The number of staff working for our organisation and the associated commute significantly affects our travel carbon footprint and the CCG has a large number of staff that commute quite some distance to work. Business travel has significantly reduced and we will continue to promote alternatives to this, with a project underway to investigate the feasibility of videoconferencing to support d agile working. Energy It is estimated that HVCCG will have spent approximately 13,489 on energy in 2016/17 which is a 27.6% on energy spend from last year. 3

4 Resource 2013/ / / /17 Gas (kwh) 96, , , ,640 tco 2 e Oil (kwh) tco 2 e Coal (kwh) tco 2 e Electricity (kwh) 182,474 82, ,597 86,642 tco 2 e Green (kwh) Electricity tco 2 e Total Energy CO 2 e Total Energy Spend 24,030 16,436 17,395 13,489 Carbon (tco2e) Carbon Emissions - Energy Gas Coal 2013/ / / /17 Green Electricity Oil Electricity Based on this data, HVCCH has greatly reduced electricity usage since 2013/14. Gas consumption has also reduced significantly since 2014/15. It is likely that this has been achieved through relocation to more modern and fuel efficient premises, reducing the number of operational sites and promoting energy efficiency to raise staff awareness. Waste Waste 2013/ / / /17 Recycling/ (tonnes) reuse tco 2 e Other (tonnes) tco 2 e Landfill (tonnes) tco 2 e Total Waste (tonnes) % Recycled or Reused 63% 56% 65% 52% Total Waste tco 2 e Weight (tonnes) Waste Breakdown Recycling/ reuse Other Landfill Based on the estimated data, it looks as if the landfill waste produced by HVCCG staff this year has d again and quite significantly. This could be partly due to the continued increasing size of the organisation but we also had a significant de-clutter challenge in 2016 which generated a lot of non-recyclable waste. Unfortunately, the estimated data also indicates that rates of recycling have reduced from 2015/16 although these are still showing an from the 2013/14 baseline. Our waste amounts are calculated based on a proportion of that produced by all of the tenants in the buildings that we occupy and therefore it is a real challenge to reduce reported amounts of landfill waste significantly without involving them. We have previously tried to engage other tenants at Hemel One in this respect, but with no success. The CCG has introduced an office efficiency policy this year to try and ensure that our own staff are proactively engaged with efficient waste 4

5 management. In addition, we focussed on drawing the attention of staff to waste recycling on NHS Sustainability Day in March Finite Resource Water Water 2013/ / / /17 Mains m 3 1, tco 2 e Water & Sewage Spend 3,068 1,306 1, The estimated data shows that HVCCG has continued to significantly reduce water usage since 13/14. This has been achieved through more modern and efficient premises, reducing the number of operational sites and promoting water efficiency to raise staff awareness. There is likely to be little more that we can do to make any significant reduction to our water carbon footprint, but we will continue to promote efficient energy use amongst staff. Benchmarking While HVCCG s carbon footprint appears to be increasing, it is not doing so disproportionately to the increasing population that we serve. Carbon Emissions (tco 2 e) Organisation Carbon Footprint by head of population Energy Commissioning Procurement. Good Corporate Citizen One of the ways in which we measure our impact as an organisation on corporate social responsibility is through the use of the Good Corporate Citizen Citizenship (GCC) toll. The table below shows the compliance achieved by the CCG in each of the different domains, leading to an in overall compliance this year from 29% to 44%. 5

6 Domain % compliance 2014 / 15 % compliance 2015 / 16 Corporate Approach Procurement 8 24 Facilities Management Workforce Community Engagement Buildings Models of Care Adaptation Adaptation Events such as heatwaves, cold snaps and flooding are expected to as a result of climate change. To ensure that the CCG would continue to meet the needs of our local population during such events we have developed a number of policies and protocols in partnership with other agencies. These include: Business Continuity plan Emergency Planning, Resilience and Response policy Incident plan Risk Management strategy and procedure Severe Weather policy Provider environmental performance Following the success of opening Kingfisher Court in Radlett, Hertfordshire in 2014/ 15 for which they were awarded Project of the Year at the Design in Mental Health Awards 2015, Herts Partnership University Foundation Trust (HPFT) have followed up with the refurbishment of Lambourn Grove in St Albans during 2016/17. Lambourn Grove is a state of the art, 24 bed continuing health care unit which has been refurbished to help meet new standards for dementia care, creating a more appropriate environment for service users. Sustainability was also a key consideration throughout the refurbishment, with additional loft insulation, LED lighting, new more fuel efficient boilers and boiler management systems being provided as part of the overall refurbishment, as well as cavity wall insulation. Managing Demand, System Efficiency and Care Miles HVCCG continues to progress the Your Care, Your Future strategy which is designed to change the way that services are delivered to patients and service users in West Hertfordshire. The strategy will ultimately ensure that care services are delivered closer to home and will place a greater emphasis on people staying healthy, rather than treating people when they get ill. Pharmaceuticals Waste The environmental impact of medicines that are not used can be quite significant with the potential for local sewage, river water and wildlife to be contaminated with pharmaceuticals as a result of people putting medicines down sinks and toilets. There is also a financial implication for the NHS in relation to the incineration of medicines returned to community pharmacies, as well as potential air contamination from chemicals due to the incineration process. In 2016/17 three pharmacists from the Medicines Optimisation Team did pilot work over 12 working days in three practices in differing localities to assess the magnitude of avoidable waste. This local work was reviewed at the Medicines Optimisation Clinical Leads meeting. The main area for future work is felt to be in reviewing processes within individual practices to reduce waste. These 6

7 processes will be reviewed at individual pharmaceutical advisors visits during the period of April June 2017, improvement of processes (where possible) will be implemented and any specific learning from the best performing practices in this area will be shared. 7