Rotherham CCG - Taking Responsibility and leading the way. Sustainability/Corporate Responsibility Development Plan 2014

Transcription

1 Rotherham CCG - Taking Responsibility and leading the way Sustainability/Corporate Responsibility Development Plan 2014

2 Introduction Rotherham Clinical Commissioning Group is a socially and environmentally responsible organisation; who is responsible for commissioning acute hospital and mental health services, community health services, GP out of hours services, GP prescribing, ambulance and hospice services. The Sustainable Development Strategy for the Health and Care System , the Social Value Act and the Climate Change Act requires public bodies to consider how to use its contracts to improve the economic, social and environmental well-being of our communities. The CCG is committed to the NHS Carbon reduction scheme and there is an on-going focus to reduce the CCG s direct impact, including our: building related greenhouse gas emissions, business travel and waste going to landfill. We also understand that the vast majority of our impact is embedded in our commissioning and procurement activities and we have a duty to both support and challenge our providers and suppliers to also reduce their own impact; while continually improving the social value of our activities. We endeavour to work closely with our staff, clients, patients, suppliers, providers and local communities in all aspects of sustainability. We aim to integrate economic, environmental and social considerations into our strategic decision making and we are open-minded and transparent in our engagement with those who may be affected as a result. In order for Sustainability to exist in an organisation, it needs to be embedded within it too. To help us to do this we have taken the approach to engage our whole staff team to develop the activities within our Sustainability Development Management Plan (SDMP), which have been arranged into four key areas: 1. Corporate leadership 2. Staff Wellbeing and Community engagement 3. Reducing our internal impact 4. Sustainable commissioning and procurement

3 1. Corporate leadership The NHS has the potential to touch almost every person in this country. By demonstrating how to reduce carbon emissions and promoting healthy, sustainable lifestyles, the NHS can lead the way to a healthier, happier society. Neil McKay. For this to happen we need strong corporate leadership: Strong governance and Walking the Talk Lead from the top, encourage from within. Mutually beneficial customer, stakeholder and peer relationships Embrace best practice and innovation Enhance and live our staff values and the corporate values Include Sustainability into everyone s Job Description 2. Staff health and wellbeing & community engagement Sometimes known as corporate social responsibility, the NHS, through its activities as an employer should positively enhance the health and wellbeing of staff, patients, the public and suppliers. Improve the wellbeing of local communities, the economy and the environment through building relationships and minimising negative impacts. Staff health and wellbeing Promote staff health and wellbeing within the workplace Investors in Excellence employer of choice Training and Development Equality & Diversity Community engagement Meaningful engagement Patient & public engagement Partnership working with the third sector Supporting charities Staff volunteering

4 3. Reducing our internal impact The Government has committed to take action to reduce the NHS Carbon Footprint by 80% by Rotherham CCG is committed to participating in achieving this target. To do this we must: Measure and quantify our impact by developing a baseline stretching back as far as we can and using this to set realistic reduction targets. This will be broken down into three focus areas: I. Energy Management Measuring our energy use regularly for gas and electricity and identify hotspot areas (for example, switch off campaigns). As a shared building we will work with NHS Property Services and other tenants of Oak House to reduce energy use year on year. II. Travel Reduction & Greener Travel Reducing travel through teleconferencing / video conferencing Encouraging greener travel - Enabling working from home where appropriate - Encourage the bike to work scheme; provide pedal bike sheds and showering facilities - Encourage car sharing to reduce staff commuter miles. III. Material management and the waste hierarchy We will actively manage our waste using three basic principles Prevent it i.e. only print what you need Reuse it i.e. print a document once and use a distribution list to avoid reprinting by others Progress has already been made in this area as we have acquired environment friendly photocopiers/scanners with sleep mode and automatic deletion of printing left in a print queue. Security key codes also feature to prevent unauthorised copies being made. Increase recycling i.e. recycle it in the appropriate recycling bin. Progress has also been made in this area as we recycle office, kitchen and bathroom waste on a daily basis. 4 NHS CARBON REDUCTION STRATEGY FOR ENGLAND, Saving carbon, Improving health January 2009

5 4. Sustainable commissioning and procurement The NHS demand for food, goods and services makes up around 10% of some UK regional economies. Procurement is an area where the NHS can flex its financial muscle both to boost the local economy and to curb the carbon emissions created by transporting supplies over long distances. Sustainable procurement means purchasing goods and services in a way that maximises positive benefits and minimizes negative impacts on society, the economy and the environment through the full life-cycle of the product. The NHS spends around 11 billion a year. It contributes enormously to local economies and has the significant market power needed to drive innovation. The NHS contributes up to 10% of regional GDP, and in more deprived areas an NHS Trust can have an even greater economic impact. The majority of our impact comes from our commissioning and procurement activities. While we intend to focus on our internal impact, health and wellbeing of staff and embedding sustainability into the organisation as a priority this year, we must begin to put measures in place to challenge and support our providers to reduce their impact too.

6 Action Plan Objective Action Target Deadline Who? Corporate leadership Walking the Talk Partnerships, best practice and innovation Workforce development Adaptation Appoint a Senior Management Level lead for sustainability Report KPIs regularly to the board OE / Governing Body level briefing and develop a communications plan to engage staff. Link to other networks (CSU / CCG / HWB Board) Share success stories and develop a clear organisational vision statement for sustainability with staff. Develop a whole system approach by specifying how the organisation will engage the partners to deliver Sustainable Development. Include a section on sustainability in staff induction. Include sustainability as a duty in all job descriptions. Review workforce policies to ensure they promote sustainable behaviour. All employees receive training & development Create a section in the organisational risk register that addresses the challenges of building resilience to climate change and covers the legal, financial, infrastructure and service risks. OE appoint lead Quarterly Develop plan Share plan March 2015 Develop plan 4 x annually 90% of staff receive MAST Dec 2014 Jan 2015 Feb 2015 May 2015 SW SW GL CE/JK/RCa LG Monitor and evaluate Utilise Good Corporate Citizen Tool Evaluate activity to develop SDMP for 2015/16 CE/SW Objective Action Target Deadline Who Internal Impact Develop a baseline Reduction interventions On energy use / travel / waste and material use Identify and act upon hotspot areas Energy reduction campaigns? Switch it off campaign. Buy equipment which turns off through inactivity. Consider the installation of solar panels. Liaise with CSU/Prop services Discuss with RN- B and property services SW/SH SW/SH

7 Travel Encourage car sharing to reduce staff commuter miles. Reduce the number of business miles by streamlining the need to attend off site meetings. Use video conferencing/teleconferencing/skype where possible. Encourage bicycle to work; as we have pedal bike sheds and showering facilities. Introduce a walk to work scheme pedometer challenge with other organisations Waste and material use Reduce paper use using basic principles such as prevent, reuse, increase recycling identify baseline Develop travel policy identify baseline Monitor mileage returns Develop step by step guide Promote offer Poster campaign, promote, printer setting and usage including CSU 5% reduction SW/PS All SWood GL KF CR Objective Action Target Deadline Who? Staff health & wellbeing and community engagement Staff well being Encourage breaks away for PC/desk Use break out areas, Knowledge management. Line managers Encourage Staff to complete staff survey Staff satisfaction 90% Overall >80% Access to fresh air i.e. windows that open Policy re e-cigs Improve staff kitchen facilities i.e. toaster, access to ice. Discuss with property services RN-B PS

8 Walk to work scheme in conjunction with energy reduction campaigns Diet club Exercise classes during lunchtime or after work Introduce a lunchtime of after work walking group Health & Wellbeing Group lunches List of ideas put forward from staff meeting. Staff chose two different ones per year Twice a year Staff meeting Community Volunteering in the community Signing up to become a Dementia friend Paint a school initiative Reading scheme It s a knock out challenge - charity Provide opportunities for volunteers to come into the CCG Use meeting rooms from voluntary sector organisations to ensure their sustainability and provide cost savings to the CCG Actively link into local community events List of ideas put forward from staff meeting. staff chose two different ones per year Twice a year Staff meeting Objective Action Target Deadline Who? Commissioning & Procurement Procurement Commissioning Utilise P4CR tool Undertake sustainable procurement training Measure impact of commissioning contracts using spend (basic model but best at present) Develop monitoring system to measure impact of NHS Standard contract on providers regarding sustainability clauses Deliver a sustainable commissioning pilot project to understand how and what additions / changes would reduce impact and increase social value and how you can best measure this. Update Procurement Policy CSU KF/SL/KT