Sustainability Indicators
|
|
- Nigel Holmes
- 6 years ago
- Views:
Transcription
1 Sustainability Indicators Contents Introduction...2 Background...2 Objectives...2 Process used to identify these metrics...3 Next steps...3 Appendix 1 - Driver diagram overview...4 Appendix 2 - Driver diagram for sustainability...6 Appendix 3 - Driver diagram for improving sustainability summary of indicators 12 Appendix 4 - Metrics used in existing NHS sustainability frameworks Appendix 5 - Defra Sustainable Development Indicators
2 Introduction Without measurement monitoring progress on sustainability will not be possible. Carbon emissions are often used as an indicator of sustainability however this captures only some of the impacts on sustainability. Incorporating economic, environmental and social considerations will capture more of the impacts. This document pulls together information on three themes. Firstly, the document provides the context of a driver diagram. Secondly the driver diagram is used to give an overview of sustainability metrics for the health system. Thirdly, metrics and action are linked with a map of metrics already identified through various guidance documents. Metrics, measures and indicators are provided to support a balanced consideration of sustainable development in a health context. Background Some areas of sustainability are already being measured across the health system however some areas are easier to quantify than others. The Public Services (Social Value) Act requires all commissioners of public services to consider taking into account economic, social and environmental value, not just price, when buying goods and services. Many NHS organisations are already incorporating measurement of sustainable development into their annual reports 2, Sustainable Development Management Plans 3 and using the Good Corporate Citizen assessment model 4. Measures include carbon, waste, water and some process measures. The Public Health Outcomes Framework 5 includes an indicator of Sustainable Development Management Plans across public sector organisations. The NHS England carbon footprint provides an overview of carbon impacts from buildings, travel and procurement. Objectives Measurement of sustainability in the health system can be improved through: Quantification of the link between sustainability and health Comprehensive metrics and indicators covering the breadth of sustainability Alignment of indicators across different settings 1 HMSO: Public Services (Social Value) Act Available at: 2 Nottingham Energy Partnership analysis of published data on sustainable development for NHS organisations. Available at: 3 Sustainable Development Management Plans map of regions. Available at: 4 Good Corporate Citizen regional performance. Available at: 5 Public Health Outcomes Framework Available at: 2
3 The NHS Sustainability Metrics Steering group prioritised the project to review the existing indicators and summarise the current metrics and measures covering the breadth of sustainability. Using a balanced approach to sustainability these indicate action across the healthcare system on high quality health, social, environmental and economic considerations. Through reviewing and summarising a standard set of metrics these indicators can be aligned across different settings. Indicators have been identified both where they already exist and where measurable actions are clear but not measured. Process used to identify these metrics Driver diagrams are a powerful tool to translate high level improvement goals into action and measurement. In our case the goal is a high quality, sustainable, affordable healthcare system more for less forever. Further information about driver diagrams and their use is available in Appendix 1 - Driver diagram overview. Using the framework of the driver diagram the metrics steering group identified existing metrics and measures where applicable. Measures were aligned with Outcomes Frameworks, sustainability indicators and existing measures for the NHS. Measures which are already available were identified for the sustainable development scorecard. Mapping of metrics across guidance, route map for sustainable health is available in Appendix 4 - Metrics used in existing NHS sustainability frameworks. Next steps Development of metrics for sustainability in the health system can be improved in a number of ways. These include identifying measures in different categories: priorities and core measures; hierarchy and demonstrating progress; and missing indicators and duplication of topics For many of the indicators identified in this document there is yet to be determined the data flows and frequency of expectations on reporting. 3
4 Appendix 1 - Driver diagram overview A driver diagram is an immensely powerful tool that helps you to translate a high level improvement goal into a logical set of underpinning goals and projects. It captures an entire change programme in a single diagram and also provides a measurement framework for monitoring progress. It is your theory about how the system you are working in and wanting to improve actually works. The layout of a driver diagram is most easily explained via a simple example. Imagine your personal goal was to reduce the amount you spend on petrol (i.e. decrease fuel costs ). The diagram below shows a part of a typical driver diagram constructed around this goal. Aim Primary Secondary Tertiary Actions/ Interventions Reduce price per litre 2 Decrease fuel costs 1 Reduce miles driven 3 Increase mpg 4 Improve car efficiency 5 Limit speed 7 Buy a diesel car next time Stick to 70 mph on motorway Improve driving patterns 6 Use appropriate gear 8 Get into highest gear more quickly Drive smoothly 9 Accelerate more slowly Book onto AA course Driver diagram goal The driver diagram starts with a clearly and measurable goal (box 1). Often these come with a numeric target but it is not necessary to have one for the diagram to work. Primary The overall goal is linked here to three factors that are believed to have a direct impact on it. We assume that fuel costs will go down if you find cheaper fuel (box 2), reduce the number of miles you drive (box 3) or increase your fuel efficiency (box 4). This first set of underpinning goals are referred to as primary because they drive the achievement of your main goal. These may act independently or in concert to achieve the overall goal. 4
5 Lower level The process of breaking down a goal can continue to lower levels to create secondary or tertiary. Here it is done for one of the primary increase mpg (boxes 5 to 9). Actions or interventions The ultimate aim of a driver diagram is to define the range of actions or interventions that you may want to undertake. These can appear anywhere in the hierarchy of the driver diagram but are usually shown on the right hand side. Driver diagrams therefore help to break down an overall improvement goal into underpinning goals (i.e. ) to the point where you can easily define the actions that you need to make. How to create a driver diagram Start with a clearly goal Brainstorm potential - the areas where change will impact on your aim. Concentrate on generating ideas for at this stage, don t try to allocate into primary or secondary straight away. Once you ve completed the brainstorm then cluster the ideas to create an agreed set of - make sure you use language like improve or decrease and that each driver is clearly (and potentially measurable) Now you can identify the links between the creating primary, secondary and tertiary and set these out in the diagram format. Add actions or interventions for each driver. Finally, decide which and interventions that you want to measure and add those to the diagram. Tips and tricks Driver diagrams are a live tool. They will change over time as you make changes to your system. If you can make your measurable you have created a measurement framework for determining progress towards your overall goal Creating a driver diagram with a team ensures that everyone understands your goal and how they can contribute towards achieving it Driver diagrams will vary from place to place - there is no definitive right answer as your local situation may be very different from other parts of the country NHS Institute for Innovation & Improvement, May 2012 What do people think of driver diagrams? It took us a few times to get it refined, we changed it six times; it was an intuitive process. But it really is the backbone of our strategy. We re now hanging project measures on to it. Driver diagrams are something that can be applied to any environment, any situation It gets you into a structure of thinking where even with a very complex and complicated programme, you can put that into context to another person. It enables us to move from a concept or an idea into starting to execute a programme and delivery very quickly. That has been a major difference to the way we work... 5
6 Appendix 2 - Driver diagram for sustainability Aim Primary Secondary Indicator Governance Use of resources Increased quantification in sustainability for health Models of care and technology See following pages Adaptation Behaviours 6
7 Aim Primary Secondary Indicator Organisation Sustainable Development Management Plans (SDMPs) Board approved SDMPs for healthcare organisations GCC assessment performed Good Corporate Citizen Increased quantification in sustainability for health Governance GCC score Presentation of information Benchmarked indicators available for organisations Setting goals and quantifying scale of change Not 7
8 Aim Primary Secondary Indicator Measure carbon reduction Monitor electricity use Monitor fossil fuel use Water use reduction Monitor water use Waste reduction Monitor waste to landfill Monitor clinical waste Increased quantification in sustainability for health Use of resources Reduce impact of procurement Assessment of procurement carbon impact (e.g. SCO2PE tool) Assessment using P4CR Flexible Framework Ethical Procurement BMA guidance Reduce environmental impacts Sustainability impact assessment included in service configuration decisions 8
9 Aim Primary Secondary Indicator NHS uses effective treatments and reduces ineffective treatments Effective treatment Treatment accreditation considers sustainable development Care closer to home Percentage of people who die at home Increased quantification in sustainability for health Models of care and technology Effective delivery Percentage of people with long term conditions supported to manage their condition Use of appropriate telehealth Emergency admissions for acute conditions that should not usually need hospital admission Commissioning support Partnership working to roll out low carbon models of care Low unplanned admissions Preventing ill health Healthy life expectancy 9
10 Aim Primary Secondary Indicator Adaption planning Board approved Adaption Plan for healthcare organisations Reduced dependence on resources Transparency in energy dependence Increased quantification in sustainability for health Adaptation Capacities for adaptation Emergency planning Climate Change Risk Assessments PAM SAQ Effectiveness - Handling capacity and throughput demands under unexpected circumstances Adapting to models of treatment PAM SAQ Effectiveness - Anticipating future adaptability Business continuity PAM SAQ Finance&VFM - Asset improvement, disposal & business continuity strategies 10
11 Aim Primary Secondary Indicator Legislation Society Increased quantification in sustainability for health Behaviours Health and Social Care Operating frameworks Staff green workplace Individuals Job descriptions include SD 11
12 Appendix 3 - Driver diagram for improving sustainability summary of indicators Primary Drivers Secondary Drivers Indicator Status Governance Use of resources Models of care and technology Organisation Sustainable Development Management Plans (SDMPs) Board approved SDMPs for healthcare organisations Indicator Good Corporate Citizen GCC assessment performed Good Corporate Citizen GCC score Presentation of information Setting goals and quantifying scale of change Measure carbon reduction Measure carbon reduction Benchmarked indicators available for organisations Not Indicator not Monitor electricity use Indicator Monitor fossil fuel use Indicator Water use reduction Monitor water use Indicator Waste reduction Monitor waste to landfill Indicator Waste reduction Monitor clinical waste Indicator Reduce impact of procurement Reduce impact of procurement Reduce impact of procurement Reduce environmental impacts Effective treatment Assessment of procurement carbon impact (e.g. SCO2PE tool) Assessment using P4CR Flexible Framework Ethical Procurement BMA guidance Sustainability impact assessment included in service configuration decisions Treatment accreditation considers sustainable development Indicator not Indicator not Effective treatment NHS uses effective treatments Indicator not and reduces ineffective treatments Effective delivery Care closer to home Indicator not 12
13 Primary Drivers Secondary Drivers Indicator Status Effective delivery Effective delivery Percentage of people who die at home Percentage of people with long term conditions supported to manage their condition Effective delivery Use of appropriate telehealth Indicator not Effective delivery Emergency admissions for acute conditions that should not usually need hospital admission Commissioning support Partnership working to roll out low carbon models of care Indicator not Preventing ill health Low unplanned admissions Indicator Preventing ill health Healthy life expectancy Indicator Adaptation Adaption planning Board approved Adaption Plan for healthcare organisations Reduced dependence on resources Transparency in energy dependence Capacities for adaptation Climate Change Risk Assessments Emergency planning PAM SAQ Effectiveness - Handling capacity and throughput demands under unexpected circumstances Adapting to models of PAM SAQ Effectiveness - treatment Anticipating future adaptability Business continuity PAM SAQ Finance&VFM - Asset improvement, disposal & business continuity strategies Indicator not Behaviours Society Legislation Indicator not Society Health and Social Care Operating frameworks Individuals Staff green workplace Individuals Job descriptions include SD 13
14 Appendix 4 - Metrics used in existing NHS sustainability frameworks Existing measures were reviewed to align were possible both in terms of frameworks and indicators. Colour coding from the Route map Route Map Societal behaviours Health system explains the case and how it s taking sustainability forward Integrated sustainability in products, services and places We embed true value in society with a life time consideration Individual behaviours You understand, act and know you can make the difference You make choices based on sustainability and health criteria You demand zero tolerance of unsustainable behaviours System Governance Responsibilities, mechanisms, measures and incentives are agreed Sustainability is accounted for in decision making including the life cycle cost System uses self regulation and feedback across the health system Use of resources Models of care Technology Identify, prioritise and address gaps in knowledge through research Entire resource impact (including full life cycle carbon and sustainability costings) are used in health decision making All resources including people s time and natural environment are accounted for, enabling a no waste approach Explore sustainable models of care including reducing ineffective care and increasing prevention of illness Collaborate to prevent illness, promote health and develop joint service plans Tailor healthcare so it s closer to home, working together to reduce inequalities Adopt and invest in sustainable technologies and welcome innovation Enable and support technology to allow the empowerment, equality and wellbeing of individuals Require and expect low carbon technologies to be incorporated in all healthcare services and products 14
15 Sustainability reporting framework Energy and carbon management Energy cost Energy use Renewable energy Emissions from electricity Emissions from gas Emissions from business travel Emissions from other activities inc. procurement Finance Use of resources Workforce Adaptation Organisation Governance NPV of sustainability savings CRC expenditure Expenditure on business travel Waste and recycling volume (weight) Water volume Water cost Waste cost Finite resource use Sustainable development included in every job description Staff energy awareness campaigns Adaptation of models of care Adaptation of buildings Sustainability issues in risk management Board approved SDMP Policies to deliver sustainable procurement Board level lead for SD Sustainable Transport Plan 15
16 Carbon Reduction Strategy Energy and carbon management Procurement and food Low carbon travel, transport and access Water Waste Designing the built environment Organisational and workforce development Role of partnership and networks Governance Finance Board approved SDMP Renewable energy Measure and monitor whole life cycle costs Behaviours and energy use Minimising wastage at the buying stage Partnership working with suppliers Whole life cycle cost Promoting sustainable food Review the need for travel Monitor business mileage Incentives for low carbon transport Promote care closer to home, telemedicine and home working Measure and monitor water usage Design for low water use Quick response to leaks Avoiding bottled water Water efficient technologies Monitor and set targets for waste Review single use and decontaminatio n options Built environment encourages sustainable development Resilience to the effects of climate change Energy management Broad approach to transport, service delivery and community engagement Encouraged and enabled workforce Awareness and behaviour change programmes Encourage home working and low carbon travel Include sustainable development in every job description Consolidate partnership working in local area Regional networks with a broad, consistent approach Sign up to Good Corporate Citizenship assessment model Board approved Sustainable Development Management Plan Interim target for CR 10% by 2015 on 2007 baseline Carbon literate including NPV of sustainability savings Prepare for carbon taxes including CRC and EUETS Partnership working with appropriate incentives 16
17 Good Corporate Citizen Travel Procurement Facilities management Workforce Community Engagement Buildings Travel policies and performance Area planning for improved travel Service delivery Active travel Business travel Traffic management Procurement policies and performance Procurement skills Procurement processes Engaging suppliers Minimising waste Ethical procurement Facilities policies and performance Energy use and carbon Waste Water Hazardous substances Green space Workforce policies and performance Diversity and inclusion Valuing workforce Healthy workplace Childcare and carer support Learning and development Community engagement policies and performance Local partnership and planning Community participation Healthy and sustainable food choices Assets and resources Communication Buildings policy and performance Planning Design Sustainable procurement Energy and carbon Green Space 17
18 SDMP checklist Governance Action Plan Monitoring and reporting Sections Board approved SDMP Governance arrangements for monitoring progress and assurance Sustainability mission statement in line with core business List of sustainability objectives Board level lead for SD Encourages sustainability in other organisations Sustainable development included in every job description Actions including timeframes and milestones Named person responsible for delivery Reporting arrangements Quantitative measures Baseline figures and performance targets Responsibilities/ accountabilities for development, implementation and monitoring Monitoring building energy use, waste and water Outlining compliance with HM Treasury sustainability requirement Setting an absolute carbon reduction target of 10% by 2015 on a 2007 baseline Setting annual targets for absolute Outlining the specific metrics used to monitor progress and provide assurance Outlining public reporting arrangements e.g. what s included in annual reports Monitoring carbon related to procurement and travel Risk assessment and mitigation plan Section on adaptation Plan of action for compliance with the CRC Coverage of the 10 areas of the Carbon Reduction Strategy 18
19 Appendix 5 - Defra Sustainable Development Indicators Economy Society Environment Economic prosperity Healthy life expectancy* Greenhouse gas emissions Long term unemployment Poverty Social Capital Social mobility in adulthood Natural resource use Wildlife & biodiversity Knowledge & skills Housing provision Water availability Economy Society Environment Population demographics Total population Population Demographics - Households Avoidable mortality Obesity UK CO2 emissions by sector Energy consumed in the UK from renewable sources Debt Lifestyles Housing energy efficiency Pension provision Infant health Waste Physical infrastructure Air quality Land use & development Climate change adaptation Noise Origins of food consumed in the UK Research & development Fuel poverty River water quality Environmental goods & services sector Fish stocks Status of species & habitats UK Biodiversity impacts overseas Available at: NHS Sustainable Development Unit NHS England carbon footprint update 19
GOOD CORPORATE CITIZENSHIP ASSESSMENT MODEL
GOOD CORPORATE CITIZENSHIP ASSESSMENT MODEL Instructions 1. The test is divided into six sections: - Travel - Procurement - Facilities management - Workforce - Community engagement - Buildings 2. In each
More informationWorkbook A: Writing your SDMP Published by: The Sustainable Development Unit and NHS Improvement
Workbook A: Writing your SDMP Published by: The Sustainable Development Unit and NHS Improvement (The SDU is funded by, and accountable to, NHS England and Public Health England) Workbook A Writing your
More informationSUSTAINABLE DEVELOPMENT MANAGEMENT PLAN 2018/ /20
SUSTAINABLE DEVELOPMENT MANAGEMENT PLAN 2018/19 2019/20 Version number Summary of changes Ratified By/Date & date 0.1 Approval of draft plan BHR CCGs Joint Management Team - Date to be confirmed 1.0 Approval
More informationCARBON REDUCTION AND SUSTAINABILITY POLICY
CARBON REDUCTION AND SUSTAINABILITY POLICY Version: 4 Ratified by: Senior Managers Operational Group Date ratified: March 2016 Title of originator/author: Sustainability and Carbon Reduction Lead Title
More informationCare Without Carbon: a new approach to sustainable healthcare
Care Without Carbon: a new approach to sustainable healthcare How has your project improved sustainable development within your organisation or community setting? In 2010 the Board of Sussex Community
More informationHerts Valleys CCG Sustainability Annual Report 2016/17
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
More informationSUSTAINABILITY STRATEGY
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)
More informationRotherham CCG - Taking Responsibility and leading the way. Sustainability/Corporate Responsibility Development Plan 2014
Rotherham CCG - Taking Responsibility and leading the way Sustainability/Corporate Responsibility Development Plan 2014 Introduction Rotherham Clinical Commissioning Group is a socially and environmentally
More informationThis Policy supersedes the following Policy which must now be destroyed:
Document Title Reference Number Lead Officer Author(s) (name and designation) Ratified by Environmental Sustainability Policy NTW(O)02 Paul McCabe, Head of Estates and Facilities (NTW Solutions Ltd) Sarah
More informationSustainable Development Management Plan
Sustainable Development Management Plan Summary Report 2017 2022 Published November 2017 Copyright 2017 Health and Social Care Information Centre. The Health and Social Care Information Centre is a non-departmental
More informationOur Pledge for a Sustainable Future
The Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust Our Pledge for a Sustainable Future 2015 www.rjah.nhs.uk Delivering Outstanding Patient Care Sustainability is improving the quality
More informationCENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST
CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Report of: Paper prepared by: Chief Nurse/Deputy Chief Executive Gill Heaton Director of Nursing (adults) Cheryl Lenney & Head of PFI Contract
More informationHEALTH PURCHASING VICTORIA STRATEGY. December 2017
HEALTH PURCHASING VICTORIA 2018-2022 STRATEGY December 2017 CONTENTS Contents... 2 Executive Summary... 3 Operating Environment... 5 HPV Vision and Values... 9 HPV Strategy 2018-2022: Framework... 10 HPV
More informationNational Commissioning Board. Leading Integrated and Collaborative Commissioning A Practice Guide
National Commissioning Board Leading Integrated and Collaborative Commissioning A Practice Guide March 2017 Introduction The short practical guide is intended to stimulate commissioners and other senior
More informationSustainable Development Management Plan. Sustainability Department, Royal Bournemouth & Christchurch Hospitals Foundation Trust
2018-2023 Sustainable Development Management Plan Sustainability Department, Royal Bournemouth & Christchurch Hospitals Foundation Trust 2018-2023 TABLE OF CONTENTS List of Tables and Figures... 2 Executive
More informationSustainability Strategy to 2021
CONTENTS 1. Foreword by the Chief Constable page 2 2. What do we mean by Sustainability? page 3 3. Our Sustainability journey (a) the story so far (b) performance to date pages 4 6 4. Who s responsible
More information48.2 Follow OJEU guidelines for procurement tenders and incorporate sustainable procurement where possible and compliant with the OJEU guidelines
UCLH Actions Optimising Policy Aims (source: UCLH Carbon Reduction and Sustainability Management Plan, 2010) Policy 48.1 Produce updated sustainable procurement policy. Refer to NHS/ DH sustainability
More informationSustainability & Environmental Management Policy
Sustainability & Environmental Management Policy Date: April 2015 Version number: 2 Author: Head of Estates and Facilities Review Date: April 2018 If you would like this document in an alternative language
More informationSustainable Health, Low Carbon
Sustainable Health, Low Carbon SUSTAINABLE DEVELOPMENT MANAGEMENT PLAN November 2009 NHSN-09-118 Sustainable Development Management Plan Page 1 of 31 Foreword This Sustainable Development Management Plan
More informationKey performance indicators to underpin Scottish climate change policy
1. Background Key performance indicators to underpin Scottish climate change policy The Climate Change (Scotland) Act sets targets to reduce Scotland s emissions of the basket of six Kyoto Protocol greenhouse
More informationNHS Rushcliffe CCG. Sustainable development management plan (SDMP) ( )
RCCG/GB/15/039 NHS Rushcliffe CCG Sustainable development management plan (SDMP) (2015-2018) Produced by NEP Energy Services Ltd Contact: jerome.b@nottenergy.com Contents Executive Summary... 4 Environmental
More informationNHS DORSET CCG CLINICAL SERVICES REVIEW SPECIFICATION
NHS DORSET CCG CLINICAL SERVICES REVIEW SPECIFICATION 1. REQUIREMENTS OVERVIEW 1.1 NHS Dorset Clinical Commissioning Group (CCG) is seeking a provider partner to better understand the enduring care needs
More informationNATIONAL SUSTAINABILITY FRAMEWORK - Financial Planning & Reporting + Asset Planning & Management
National Competency Status Assessment Opinion Competency - Self Improvement Questionnaire NATIONAL SUSTAINABILITY FRAMEWORK - Financial Planning & Reporting + Asset Planning & Management Competency - Self
More informationUniversity of Strathclyde Carbon Management Implementation Plan 2011
University of Strathclyde Carbon Management Implementation Plan 2011 Version 1.0 March 2011 1 1.0 Executive Summary This Carbon Management Implementation Plan (CMIP2011) provides a review of progress
More informationGreater Lincolnshire MOVE Project Partnership. Sustainable Development Policy
Greater Lincolnshire MOVE Project Partnership Sustainable Development Policy Version control Version Author Purpose/ Changes Made Date number 1.0 Jennie Initial issue of policy to partners 21.06.2016 1.1
More informationAsset Management Policy
Asset Management Policy January 2018 Introduction Our Asset Management Policy was last published in 2014. It is being updated to reflect our commitment to regularly review and improve all of our Asset
More informationEmployee Health and Wellbeing Strategy
Employee Health and Wellbeing Strategy 2015 2018 March 2015 Introduction 1.1 NHS Hull Clinical Commissioning Group (Hull CCG) recognises the contribution of its employees and is committed to providing
More informationMusgrave Environmental & Social Accountability Policy. Working together to deliver sustainability
Musgrave Environmental & Social Accountability Policy Working together to deliver sustainability Musgrave Environmental & Social Accountability Policy Working together to deliver sustainability CEO S
More informationNATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Health and Social Care Directorate. Indicator Process Guide. Published December 2017
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Health and Social Care Directorate Indicator Process Guide Published December 2017 Please note that this is an interim factual update to the NICE Indicator
More informationACT Health Proposal: Formation of two Health Organisations
Newsletter: 534/2018 Date: 14 September 2018 Distribution: ACT Health members Contact: Your HSU Organiser ACT Health Proposal: Formation of two Health Organisations Dear Member, Attached is a proposal
More informationTransport for the North
Transport for the North Strategic Transport Plan Integrated Sustainability Appraisal (ISA) Overview 1. Introduction: ISA Purpose, Scope and Process 2. Review of Plans, Policies and Programmes & Baseline
More informationThe Leeds Joint Health and Wellbeing Strategy 2016+
The Leeds Joint Health and Wellbeing Strategy 2016+ Explaining the approach to creating the refreshed Joint Health and Wellbeing Strategy for Leeds and seeking early views for its development Briefing
More informationEmployee Engagement & Communications
Culture Employee Engagement & Communications Create a culture that fosters positive progress empower and motivate your staff to take action on sustainable healthcare. How we can help We work with you to
More information12: Our Strategic Themes
Our Strategic Themes We have developed five Strategic Themes, which we believe reflect best practice in organisation development to govern the way we work. Promoting Effective User Involvement The Cedar
More informationENVIRONMENTAL REPORT 2013/14
ENVIRONMENTAL REPORT 2013/14 INTRODUCTION As an institution with over 20,000 students and 2,000 staff, De Montfort University recognises that it has environmental and sustainability impacts which need
More informationHow to produce a Sustainable Development Management Plan (SDMP) Published by: The Sustainable Development Unit and NHS Improvement
How to produce a Sustainable Development Management Plan (SDMP) Published by: The Sustainable Development Unit and NHS Improvement (The SDU is funded by, and accountable to, NHS England and Public Health
More informationShambala Festival CREATIVE GREEN REPORT 2017
Shambala Festival CREATIVE GREEN REPORT 2017 Shambala Festival CREATIVE GREEN KEY RESULTS 2017 Environmental assessment of: TOTAL POINTS 82 / 100 COMMITMENT 40 / 40 UNDERSTANDING 25 / 25 IMPROVEMENT 17
More informationThe Association of Directors of Public Health Improving air quality: reducing nitrogen dioxide in our towns and cities
The Association of Directors of Public Health Improving air quality: reducing nitrogen dioxide in our towns and cities The Association of Directors of Public Health (ADPH) is the representative body for
More informationLife QI Collaboration Platform
Life QI Collaboration Platform Barbara Hercliffe eahsn.org Galvanising people to advance health and wealth @TheEAHSN Agenda An introduction to Life QI QI learning resources QI Life Collaboration platform
More informationSustainable Development. Policy on Active Travel
Sustainable Development Policy on Active Travel Date of Production = January 2010 Date of review = January 2011-1 Policy Statement The Trust recognises that travel and transport are determinants of health
More informationNot Protectively Marked. Scottish Ambulance Service September 2012 SUSTAINABILITY REPORT
Not Protectively Marked September 2012 Board Meeting To Note Item No 5a SUSTAINABILITY REPORT 2011-2012 Executive Sponsor: Pamela McLauchlan Lead Officer: Jenny Neville Version: 1 1. BACKGROUND The Service
More informationPublic Sector Climate Change Duties 2016 Summary Report: The Scottish Children's Reporter Administration. Required TABLE OF CONTENTS
TABLE OF CONTENTS Required PART 1: PROFILE OF REPORTING BODY PART 2: GOVERNANCE, MANAGEMENT AND STRATEGY PART 3: EMISSIONS, TARGETS AND PROJECTS PART 4: ADAPTATION PART 5: PROCUREMENT PART 6: VALIDATION
More informationPremises Assurance Model Annual Report
UNIVERSITY HOSPITALS OF LEICESTER NHS TRUST TRUST BOARD 3 AUGUST 2017 Premises Assurance Model Annual Report Author: Bharat Lad, Estates & Facilities Information Manager Sponsor: Darryn Kerr, Director
More informationMiddlesbrough Food Action Plan 2015/16
Middlesbrough Food Action Plan 2015/16 Introduction EXAMPLE ACTIONS The choices that we all make about food have far reaching consequences on health, well being, the environment and the prosperity of the
More informationEAST OF ENGLAND AMBULANCE SERIVCE NHS TRUST HUMAN RESOURCES STRATEGY 2011 TO 2016
1. Introduction EAST OF ENGLAND AMBULANCE SERIVCE NHS TRUST HUMAN RESOURCES STRATEGY 2011 TO 2016 1.1 The Trust vision is to be the recognised leader in emergency, urgent and outof-hospital care in the
More informationwea.org.uk Sustainable Development Policy
wea.org.uk Sustainable Development Policy Sustainable Development Policy March 2018 Foreword Workers Educational Association, (WEA) is committed to promoting sustainability and our own sustainable development.
More informationValue for Money Strategy
Value for Money Strategy 2013-15 1 Version: 3 Ref: 1009 Lead Officer: Chief Executive Issue Date: July 2013 Approved by: Strategic Board Approval Date: July 2013 Supersedes: Version 2 Review Date: July
More informationBOARD ASSURANCE FRAMEWORK
BOARD ASSURANCE FRAMEWORK PURPOSE OF THE BOARD ASSURANCE FRAMEWORK The Board Assurance Framework (BAF) provides assurance to the Cwm Taf University Health Board on the delivery of its core purpose Cwm
More informationSOCIAL VALUE GUIDE July 2018
SOCIAL VALUE GUIDE July 2018 1 Trafford Council - Social Value Guide 1. Introduction This guide is designed to help you understand more about social value and how to make social vale commitments when bidding
More informationGlobal wellness programmes: long-term employee commitment to a healthy lifestyle
Global wellness programmes: long-term employee commitment to a healthy lifestyle Employee Benefits Connect, 27 Feb 2014 Dr. Tyna Taskila Centre for Workforce Effectiveness The Work Foundation London, United
More informationProgress against implementation plan for Equality Delivery System EDS2 and Workforce Race Equality Standard
Progress against implementation plan for Equality Delivery System EDS2 and Workforce Race Equality Standard September 2017 1. Introduction This report summarises the main activity undertaken to date highlighting
More informationFOOD ACTION PLAN. Cllr Mick Thompson, Middlesbrough Council, Executive Member for Communities & Public Health
introduction The choices that we all make about food have far reaching consequences for our health, well-being, the environment and the prosperity of the town. Food is a valuable resource and people should
More informationJob description and person specification
Job description and person specification Job title Business Process Lead - NHS RightCare System Programme Management& Governance Position Directorate Midlands & East Region Pay band AFC Band 8c Responsible
More informationSUSTAINABILITY ACTION PLAN
SUSTAINABILITY ACTION PLAN 2015-2020 Sustainability and Building Excellence Strategic Principles Introduction The University is committed to acting in a socially responsible way that maximises its positive
More informationWell-being Statement & Objectives 2017/18
Well-being Statement & Objectives 2017/18 Contents Introduction... 3 Our Well-being Statement... 4 How we developed our Well-being Objectives... 4 Our Well-being Objectives... 6 Allocating resources to
More informationMagnox Sustainability Plan....an on-going commitment to embedding and improving sustainability across our business.
Magnox Sustainability Plan...an on-going commitment to embedding and improving sustainability across our business. Introduction Magnox Limited manages and operates ten nuclear licensed sites and one hydroelectric
More informationInnovation Priorities:
Health and Safety Innovation Priorities: 2018-2020 [ ENTER ] 2 Introduction: what s the challenge? At Highways England, safety is at the centre of all we do. No-one who travels or works on our road network
More informationSuccessful Recycling Guide
2018 Successful Recycling Guide methodrecycling.com 00 Contents 01 Share Our Vision Introduction What is the Hierarchy of Waste? The benefits of a circular economy The benefits of office recycling 02 Mapping
More informationStrategic Plan
Strategic Plan 2015 2020 Welcome We are pleased to present CareWest s Strategic Plan 2015 2020 which articulates the priorities for our organisation during what is an exciting period of reform for the
More informationNHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING ORGANISATIONAL DEVELOPMENT FRAMEWORK UPDATE 2018/2019
NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING ORGANISATIONAL DEVELOPMENT FRAMEWORK UPDATE 2018/2019 Date of the meeting 14/11/2018 Author Sponsoring Board member Purpose of Report Recommendation
More informationDear Carmarthenshire Public Services Board members and Support Team
Monday 6 th March 2017 Dear Carmarthenshire Public Services Board members and Support Team Thank you for giving me the opportunity to provide feedback on your draft Assessment of Local Wellbeing sent to
More informationSustainable Development Unit. Business Plan 2017/18
Sustainable Development Unit Business Plan 2017/18 Preface This year s Business Plan commits the Unit, with its partners, to an agreed programme of work that takes forward the three core areas of the national
More informationGREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD
NHS Bury CCG Governing Body Paper 6 appendix 6a 5ci GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD Date: 29 April 2016 Subject: The Transformation Fund Report of: Katy
More informationThe matrix will record the findings of the assessment by using the following: Score Significance
Site: Appendix 5.3.4.6 North Tawton Neighbourhood Plan Site Assessment Matrices. Each site considered for allocation within the North Tawton Neighbourhood Plan has been subject to an assessment against
More informationGeneral Manager Community Initiatives
General Manager Community Initiatives Position Title: Team: Reporting to: Reports: Status: Location: General Manager Community Initiatives Community Initiatives Chief Executive Officer 4 direct reports
More informationSUSTAINABLE STRATEGY AND GOVERNANCE
SUSTAINABLE STRATEGY AND GOVERNANCE Cundall Sustainable Strategy and Governance Capturing the value of sustainability The context within which business operates is rapidly changing. Unprecedented environmental
More informationAgenda Item 8. Page 31
Agenda Item 8 Proposed Governance Arrangements for Joint Commissioning of Health and Social Care between Lincolnshire County Council, the Four Lincolnshire Clinical Commissioning Groups and the Local Area
More informationA toolkit to develop Social Value Forums
www.wales.coop/social-value-toolkit A toolkit to develop Social Value Forums A toolkit for understanding and promoting social value in the delivery of care and support services and developing Social Value
More informationLast saved on 14 July of 16
Last saved on 14 July 2016 1 of 16 sportscotland s business plan for 2015-17 (the first two years of our 2015-19 corporate plan) focuses on portfolios of work and key programmes. It sets out the planned
More informationResponsible business, positive outcomes. Kier Group plc Strategy for a sustainable business
Responsible business, positive outcomes Kier Group plc Strategy for a sustainable business Strategy for a sustainable business Our vision is to be a world-class, customer-focused company that invests in,
More informationOur strategy Supporting our communities to live life well
Our strategy 2018-2021 Supporting our communities to live life well 3 Contents Welcome...4 Executive summary...5 Who we are...6 - Our culture - Our focus on quality The environment in which we operate...9
More informationNotting Hill Housing Value for Money Strategy May 2017
Notting Hill Housing Value for Money Strategy May 2017 1. Introduction Notting Hill Housing exists to provide good quality homes for those who could not otherwise afford them. We aim to be London s leading
More informationOur material matters ACHIEVE STRATEGIC DIFFERENTIATION THROUGH CONSISTENT QUALITY OF PATIENT CARE
30 Our material matters ACHIEVE DIFFERENTIATION THROUGH CONSISTENT QUALITY OF PATIENT CARE Patients: access to top physicians, consistent quality of clinical outcomes and an excellent patient experience,
More informationMAKING BEST USE OF RESOURCES IN ADULT SOCIAL CARE
Towards Excellence in Adult Social Care Programme MAKING BEST USE OF RESOURCES IN ADULT SOCIAL CARE SELF ASSESSMENT TOOLKIT: Self-assessment tool This self-assessment tool has been produced by Think Local
More informationStrategy for working with the Voluntary, Community and Social Enterprise Sector
Strategy for working with the Voluntary, Community and Social Enterprise Sector 14 May 2014 Contents 1. Introduction... 2 2. Background... 3 3. Aims and Objectives for Working with VCSEs in Liverpool...
More informationCitizenship Plan July 2013
Citizenship Plan July 2013 Introduction At Barclays, Citizenship means taking into account the needs of all our stakeholders in everything that we do and taking decisions which, in the long-term, are positive
More informationSCDLMCE5 Develop operational plans and manage resources to meet current and future demands on the provision of care services
Develop operational plans and manage resources to meet current and future demands on the provision of care services Overview This standard identifies the requirements when developing operational plans
More informationREPORT SUMMARY SHEET
REPORT SUMMARY SHEET Meeting: Date: Trust Board 28 th November 2013 Title: SHSCT Sustainability Strategy 2020 Lead Director: Mrs Paula Clarke Director of Performance and Reform Corporate Objective: Supporting
More informationProcuring for Carbon Reduction Guidance P4CR Workbook
Guidance P4CR Workbook Contents Introduction. 2 Context 3 P4CR Aims, Objectives & Further materials... 3 About the guidance... 7 P4CR Flexible Framework.... 8 P4CR Supporting Materials Matrix... 9 Getting
More informationProgress in Implementing EU Exit
A picture of the National Audit Office logo Report by the Comptroller and Auditor General Department for Environment, Food & Rural Affairs Progress in Implementing EU Exit HC 1498 SESSION 2017 2019 12
More informationCommunity Engagement Report Carbon Neutrality Action Plan December 2017 February 2018
ATTACHMENT 3 Community Engagement Report Carbon Neutrality Action Plan 2017-2020 December 2017 February 2018 Background In 2008, Council committed to be carbon neutral for its operations by 2020 and in
More informationEquality Delivery System (EDS2) and Workforce Race Equality Standard (WRES) Strategy
Equality Delivery System (EDS2) and Workforce Race Equality Standard (WRES) Strategy 2014-2018 EXECUTIVE SUMMARY: Welcome to our EDS2/WRES Strategy. This document contains our plans to meet and continuously
More informationASSURANCE FRAMEWORK. A framework to assure the Board that it is delivering the best possible service for its citizens SEPTEMBER 2010.
ASSURANCE FRAMEWORK A framework to assure the Board that it is delivering the best possible service for its citizens SEPTEMBER 2010 V3 Draft 1 SECTION NO. ASSURANCE FRAMEWORK CONTENTS 1. INTRODUCTION 3
More informationIT S ABOUT ALL OF US Sustainability Strategy
IT S ABOUT ALL OF US 2018-2020 / 2 WHY DO WE NEED A SUSTAINABILITY STRATEGY? We believe that as one of Australia s largest companies we have a strong role to play in helping to create positive social,
More informationEngagement paper for Our Future Wellbeing Programmes
Engagement paper for Our Future Wellbeing Programmes Version Date Issued Summary of Changes 1.0 Document Created Author S. Joslyn and C. Williams TARGET READERSHIP This document has been distributed for
More informationMiddlesbrough Food Action Plan 2015/16
Middlesbrough Food Action Plan /16 Middlesbrough Food Action Plan /16 Introduction EXAMPLE ACTIONS The choices that we all make about food have far reaching consequences on health, well being, the environment
More informationEnvironment and Sustainability Action Plan
Environment and Sustainability Action Plan 2015-2018 Table of Contents Foreword Page 3 Our Vision, Mission and Values Page 4 Introduction and Background Page 5 People Page 6 Planet Page 7 Profit Page 9
More informationINDEPENDENT ASSURANCE STATEMENT
INDEPENDENT ASSURANCE STATEMENT Assurance Scope, Objectives and Methodology Objectives Natural Capital Ltd (referred to as Natural Capital throughout the rest of this statement) was commissioned by Fujitsu
More informationCanada Border Services Agency Departmental Sustainable Development Strategy (DSDS)
Canada Border Services Agency Departmental Sustainable Development Strategy (DSDS) 2017-2020 CONTENTS Introduction... 2 Section 1 Overview of the federal government s approach to sustainable development...
More informationWorkforce capacity and planning model
Workforce capacity and planning model July 2016 1 Contents Introduction 2 Context 3 Using the model 5 Model overview 7 Identify current worker activity, jobs and roles 9 Identify new activities, jobs and
More informationHigh-level business case template and guidance. Corporate services productivity programme
High-level business case template and guidance Corporate services productivity programme July 2018 We support providers to give patients safe, high quality, compassionate care within local health systems
More informationOur Vision. A business operating today, looking to tomorrow. Thinking globally, acting locally. A better society. A better environment
Our Vision A operating today, looking to tomorrow. Thinking globally, acting locally. The next Executive Summary Osborne recognises that becoming more sustainable will make us and our customers more successful
More informationROLE DESCRIPTION. Consumer Education Officer. For more information, please go to
ROLE DESCRIPTION Cluster/ Department/ Agency NSW Health Role Number Branch/Unit NSW Institute of Psychiatry Classification/Grade/Band Clerk Grade 9-10 Division Academic Role Type Temporary Part Time Location
More informationRe-defining the Strategic Change Programme
Re-defining the Strategic Change Programme i Table of Contents 1. Purpose of Document... 3 2. Overview of the Portfolio... 4 3. Case for Change... 5 4. Where are we now?... 9 5. Priorities - Programme
More informationClimate Change Strategy Tackling Climate Change
Fife Environmental Partnership Climate Change Strategy 2014-2020 Tackling Climate Change 1 Introduction Climate Change is going to have a dramatic impact on our future. The effects of a changing climate
More informationdraft Environment Strategy
draft Environment Strategy Our Commitment Our vision is to be the lifestream of Sydney for generations to come. We want to be world-class, delivering essential services that our customers love, in our
More informationPacy & Wheatley Construction
Pacy & Wheatley Ltd., Loversall Court, Clayfield Business Park, Tickhill Road, Balby, Doncaster, DN4 8QG Tel: (01302 )760843 Email: Enquiries@pacy-wheatley.co.uk Web: www.pacy-wheatley.co.uk Pacy & Wheatley
More informationImproving air quality: national plan for tackling nitrogen dioxide in our towns and cities
Improving air quality: national plan for tackling nitrogen dioxide in our towns and cities About Living Streets We are Living Streets, the UK charity for everyday walking. We want to create a walking nation,
More informationAs one of our greatest assets there is a need to take collective action to protect, enhance and value our environment for now and for future
1 As one of our greatest assets there is a need to take collective action to protect, enhance and value our environment for now and for future generations, ensuring that the Vale of Glamorgan is globally
More informationLuton & Dunstable Hospital NHS Foundation Trust
Luton & Dunstable Hospital NHS Foundation Trust Sustainable Development Management Plan March 2010 Table of Contents Section Page 1. Foreword... 3 2. Executive summary... 4 3. Introduction... 6 4. Governance...
More information