Sustainable Development Management Plan 2014/15 · External training programme delivered to support...
Transcript of Sustainable Development Management Plan 2014/15 · External training programme delivered to support...
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Introduction.
Sustainable
Development
Management Plan
2014/15
Approval Date: 11th December 2014
Review Date: 31st March 2015
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NHS Leeds South and East Clinical Commissioning Group (CCG) is responsible for planning and commissioning healthcare services across the South and East of Leeds. In April 2013, we became a statutory organisation and are responsible for managing local health budgets and ensuring that the NHS continues to provide high quality healthcare for local people across our area. To do this we work closely with Leeds North and Leeds West CCGs to ensure that high quality community, hospital, emergency, urgent care, learning disability and mental healthcare services are available throughout Leeds. NHS Leeds South and East CCG covers a population of around 257,000 people and had responsibility for a budget of just over £347 million in 2013/14. Our CCG is made up of 43 member GP practices. The area covers some of Leeds’s most deprived communities as well as affluent rural areas on the outskirts of the city and over 20% of our population are from ethnic minority communities. There is a greater proportion of people within the CCG area living in deprived communities and more people with existing health problems than the Leeds average.
This means that in affluent areas of Leeds South and East people can expect to live on average 10 years longer than in the some of the more deprived areas. Health Inequalities Across the CCG area a large number of health conditions including higher than average levels of heart disease, diabetes, chronic lung disease and cancer are caused by and made worse by lifestyle choices and environmental factors, for example smoking, heavy alcohol consumption, poor diet, lack of exercise and exposure to drugs; and poor housing quality, poor air quality and fuel poverty issues. To help reduce health inequalities across our area, we are dedicated to working closely with local partners to help improve health and wellbeing for local people.
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Foreword
NHS Leeds South and East CCG is focused on achieving our vision of improving the health and wellbeing of our communities. We seek to drive up the quality and safety of our services and reduce the long standing health inequalities found in the area. With challenges including constraints to NHS budgets and demands on health services increasing, we must continue to provide exceptional value for money and deliver services in a way which creates as much social value as possible. To achieve this we need to work in new ways, with new partners and new technologies to drive innovation and new models of care. While supporting this enormous change programme we need to exemplify the sustainable behaviours the health service and our communities expect. Our own impact on society, staff and the environment through our estate of buildings and our travel will be significant. It is therefore critical that we understand these impacts and over time turn them into overall positive influences on ourselves, our communities and our wider environment. This Sustainable Development Management Plan (SDMP) captures our approach to this challenge for 2014/15 and I am committed to its development and delivery and will formally report our progress on an annual basis.
Matt Ward
Chief Operating Officer
Leeds South & East Clinical Commissioning Group
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1. What is Sustainable Development?
The term "sustainable development” is often used interchangeably with corporate
citizenship, corporate social responsibility, triple-bottom line or corporate ethics, etc.
NHS Leeds South and East CCG uses the definition below as a working guide to support its
activity in this area, accepting that the exact meaning is context specific and will continue to
evolve.
A definition of sustainability…..
Sustainable development is most commonly described as “...development that meets the
needs of the present, without compromising the ability of future generations to meet their
own needs...” (The Brundtland Commission, United Nations – Our Common Future, 1987)
Sustainable development is achieved when an organisation or community is acting positively
and achieving positive outcomes in the long term, in three aspects, often referred to as the
“Triple Bottom Line”, these are
Economic aspects – the activity, community or organisation is financially viable in
the long term.
Social Aspects - the activity, community or organisation has staff, community and
wider stakeholder relationships which provide the skills, engagement and support
required for long term success. Overall the organisation is making a positive net
contribution to society in general.
Environmental aspects - the activity, community or organisation has the natural
assets (air, water, materials, energy, bio-diversity etc) it requires to be successful in
the long term and makes a positive contribution to ensuring these resources are
sustainable both for itself and others. Overall the organisation is making a positive
net contribution to the environmental in general.
Sustainable development begins when an organisation is achieving positive results in all
three areas at the same time. It is not enough in the long term to merely minimise negative
impacts, though in many cases this is where we start.
Sustainability is not about constraints, though initially it can feel that way. It is about a long
term commitment to innovating and reorganising, what we do and how we do it, to make a
positive difference in the world. This is not constrained but has limitless potential.
Many organisations which embark on this sustainability journey find their social and
environmental learning, investment and innovation, leads to a positive financial return on
investment and the creation of long term competitive advantage.
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2. Why is this important?
The NHS has made a long standing commitment to operating sustainably and providing
positive social value through all its services and facilities. This commitment is underpinned
by national policy and a wide range of regulatory and legal requirements which affect health
and social care providers and commissioners.
In January 2014 the NHS Sustainable Development Unit (SDU), jointly funded by NHS
England and Public Health England launched the new NHS Sustainable Development
Strategy.
This clarified and re-committed all NHS organisations to delivering a sustainable health and
social care system, with challenging long term targets and expectations:
2.1 Drivers for Change
Sustainable Development Strategy for the NHS, Public Health and Social Care System 2014-20201
1 http://www.sduhealth.org.uk/documents/Drivers_For_Change_20140105.pdf
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3. Situation – Where are we now?
NHS Leeds South and East CCG is a relatively new organisation, and ensuring sustainability
was one of the key factors we considered in developing our organisation upon authorisation.
Our 2013/14 SDMP set out our sustainability objectives and an action plan developed using
guidance from the NHS Sustainable Development Unit, integrated with a ‘Green Ladder’
approach to sustainability.
The Green Ladder sets out a framework for continual improvement and achievement, and
was particularly useful at the beginning when we were in the process of creating our
organisation’s structure and could not yet determine its environmental or social impacts.
Actions from our Green Ladder are shown in Figure 1 above, where our focus for 2013/14
was to complete level one actions.
We have made good progress against our level one milestones in 2013/14 and we are
currently achieving the majority of actions, with some additional actions completed that
stretch towards level two.
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3.1 Our Approach to Sustainability?
We created a team of green champions from across the organisation. The champions’ role is
to:
• Represent their team as the action plan and priorities develop,
• Share & update within the team and gather views, feedback and buy-in,
• Support implementation, obtain information, data and sign off where needed,
• Be visible within the team as a champion, promoting sustainability and answering or
referring any questions.
Through a process of interactive workshops, champions have supported the development of
the action plan so far, providing feedback on priorities from their teams, these methods were
used in order to create an “embedded” approach to sustainability from the outset.
We believe we have made a strong start, but recognise that we can benefit from working
with others, and can learn from others who have particular experience in the sustainability
area, especially where their experience will complement our own journey.
Our green champions work with staff across the organisation, and have created a brand for
our sustainability work. Our sustainability brand has been used across staff engagement and
behaviour change communication campaigns.
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Our priority objective for year one has been to develop a baseline of NHS Leeds South and
East CCG’s impact and to establish clear reduction targets for our 2014/15 SDMP.
Impact has been measured in the following ways:
Environmental Impact (CO2 emissions related to CCG activity)
Financial Impact (associated costs of activity e.g. resource and transport costs)
3.2 Delivery against targets in the plan for 2013/14
Green Ladder Level 0 – Gaining Authorisation
Action Achieved Comments
Meet authorisation requirements
Systems and processes in place to
ensure CCG complies with its
environmental and social statutory
duties and other requirements
Yes
Authorisation achieved
Ongoing improvements in place for
continued assurance.
SDMP
Develop a SDMP with achievable
targets.
Demonstrate commitment to
sustainable development
Yes
SDMP developed and delivered
throughout 2013/14
Green Ladder Level 1 - Establishing impact and opportunities
Action Achieved Comments
Review efficient building measures
A building efficiency review was carried
out at the Thorpe Park site by an
external environmental auditor.
Yes
Recommendations were made,
however leasing arrangements on
premises limit structural or interior
change but show potential for
behavior change.
Measure and Monitor Resource Use
Develop an environmental impact
monitoring and reporting tool and
system for feeding this information back
into the SDMP.
Monitoring of gas, electricity, water and
paper consumption, waste arising’s and
business travel occurs on a monthly
schedule.
Baseline in place for electricity and gas
use (metered), domestic waste and
recycling, confidential waste, water
consumption and paper use.
Yes
An excel tool was developed to
enable monthly resource
monitoring and make the process
as easy as possible.
Sustainability baseline established
for utilities, travel, paper and
printing.
Systems being developed to make
business and commuter travel
easier and more accurate to report.
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Action Achieved Comments
Staff behaviour change programme
Develop ‘Sustainability Champion
Scheme’ including;
Recruitment and induction of champions
Prioritising and running reduction campaigns
Development of sustainability resource packs to help behaviour change campaigns.
Yes
Recruitment and induction of six champions External training programme delivered to support champions to:
deliver projects and campaigns
establish footprints,
highlight priorities,
set objectives and
evaluate results. CCGreen Team ran their first
campaign in February to increase
recycling and ensure adequate and
well signposted facilities available
throughout the premises
Staff Travel Plan
Develop a baseline for staff travel and
business miles
Identify ways to reduce travel
Write staff travel plan and policy
Integrate travel plan into working
practices
Develop-
ment work
underway
Baseline for business miles has
been collated.
Baseline for commuter miles and
staff opinion survey is underway.
Travel reduction will be a focus of
the second CCGreen campaign
due to run in June 2014. This will
be in partnership with NHS Leeds
North and West CCG’s and WSYB
CSU.
Sustainable procurement
opportunities
Deliver sustainable commissioning
research workshop
Review commissioning and
procurement opportunities.
Consider economic, social and
environmental value when buying or
commissioning goods and services.
Yes
A sustainable commissioning research workshop was delivered in partnership with neighboring CCGs to establish:
areas where our commissioning processes already contain sustainable working practices,
how these can be replicated and
identify which areas of our commissioning cycle should be the sustainability focus for 2014/15.
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Green Ladder Level 2 – Delivering Change
Action Achieved Comments
Governance
Sustainability is integrated into Corporate
Governance Processes
Governing Body member or non-
executive Director leading on
sustainability
Partly
More integration with the
sustainability programme and
business plan is needed.
This will be developed with the
SDMP review and update for
2014/15 which will take place in
April 2014.
GP Sustainability Healthcheck
Programme Yr1
GP Sustainability programme begins
Sustainability Healthchecks are delivered
at practices in the South and East area.
Practices sign up to two year
improvement action plan
Additional implementation support
delivered
Yes
Three Sustainability Healthcheck
reviews have been delivered.
Practices have prioritized and
signed up to their action plans.
Some implementation support
has been delivered, some is
outstanding due to practice
requirements and suitability of
delivery timeframes.
Develop GP Sustainability Plan
Evaluate Yr1 the GP Healthcheck
Programme
Compare findings with those of NHS
Leeds North and West CCG’s
Develop wider GP Sustainability Plan
Deliver yr 2 of GP sustainability
Programme
Evaluation
underway
Evaluation of current programme
is underway and work has begun
to design the plan for 2014/15
The plan for yr 2 will be
developed in April
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4. Resource baseline
Data has been collated across 2013/14 from monthly meter readings, utility bills and travel expense claims. Collating and analysing this
information is essential to the review process and will help to identify what our priority actions should be for 2014/15.
We compare resource use by both cost and by CO2 emissions: this gives us an understanding of both our financial and environmental impact.
Our intention is to develop an understanding of the social impact with the revised SDMP.
The graphs below show a breakdown of our known resource costs and emissions. Energy use is responsible for 84% of the CCGs known
emissions. However, national research suggests that emissions relating to activity within the supply chain should make up around 60% of
emissions; making it vital that baselines are developed and included in these areas for future years reporting.
* Gas, electricity and water costs are currently estimated.
Gas 22%
Water 1%
General Waste
2%
Recycling 1%
Conf Waste 2%
Electricty 62%
Travel 10%
CO2 Emissions by Resource
Gas
Water
General Waste
Recycling
Conf Waste
Electricty
Travel
*Gas 12%
*Electricty 35%
*Water 3%
General Waste 2%
Recycling 1%
Conf Waste 11%
Travel 36%
Cost by Resource
*Gas
*Electricty
*Water
General Waste
Recycling
Conf Waste
Travel
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a. Energy
One gas meter measures the supply for the whole building at Thorpe Park, of which only one
floor is occupied by the CCG. To apportion use, the landlord supplies a monthly meter
reading and then a per-square-meter ratio of the occupied space, in comparison to the other
tenants, is apportioned to the CCG.
A separate electricity meter monitors the area occupied by the CCG. The landlord supplies a
reading for this meter on a monthly basis.
Energy Type Use
(kWh)
CO2e emissions
(tonnes)
Cost
(££)
Gas 83,824 15.4 £3,352*
Electricity 82,198 36.6 £10,000*
b. Waste, recycling and confidential waste
Waste is collected and managed in three separate streams: general waste, dry mixed
recycling, and confidential paper waste.
General waste and mixed recycling are collected on a weekly basic by waste management
company Veolia. The contract runs until March 2015. Collection is charged per bin lift, rather
than by weight, so an accurate tonnage figure is not available. In order to achieve a baseline
tonnage a calculation has been applied based on the average weight of a full 1100 litre bin
for both general waste and mixed recycling. A visual inspection of how full bins are prior to
the weekly collection is recorded and this figure is built into the calculation.
Veolia are in the process of retrofitting scales to their collection vehicles so the process of
collecting tonnage data will be simplified, and more accurate in the future.
Shred-it supplies a confidential waste service on a fortnightly basis. Material is weighed at
collection and the data provided is presumed accurate. The table below shows the
breakdown of waste by tonnes, CO2 emissions cost and disposal route. A high proportion of
the waste arising is confidential paper waste.
0
2000
4000
6000
8000
10000
12000
14000
16000
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Gas and Electricty Use Gas (kWh)
Electricity
(kWh)
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Waste stream Weight (tonnes) CO2e emissions
(tonnes)
Cost
(££) Disposal route
Mixed
recycling
(paper, card,
plastic, cans)
2.31 0.05 £188 Open loop
recycling
Confidential
shredding 6.68 0.14 £3,093
Low grade open
loop recycling
General waste 3.44 0.09 £468
Disposal with
energy recovery
The graph below shows the difference between costs and weight of the different types of waste
stream.
Although work is underway to increase the overall recycling rate at the office premises, it is
important that we look at the way materials are recycled. It is important that confidential
waste is treated in a secure way, but if non-confidential paper waste is making its way into
the confidential stream it will not only be costing 3 to 4 times more to be collected, but the
‘shredding’ process also lowers the grade of the output material.
A ‘good practice’ benchmark for paper use has been developed by WRAP (Waste &
Resources Action Programme) as 7 reams (500 sheets per ream) per person per year. At
the current rate we are using 14 reams per person – suggesting our paper use is double that
of recommended benchmarks – this is highlighted again through the high volumes of
confidential shredding.
0.0
1000.0
2000.0
3000.0
4000.0
5000.0
6000.0
7000.0
8000.0
Confidential paper
shredding
General Waste Dry Mixed
Recycling
Weight
(kgs)
Costs (££)
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c. Water
Water readings are now provided from the landlord on a monthly basis; however the first six
months of readings were unavailable. The last two sets of data are also not yet available.
Water use is expected to be consistent across the organisation and unaffected by
seasonality. An estimated annual use has been provided in the table below.
Resource Use
(m3)
CO2e emissions
(tonne)
Cost
(££)
Water 780 1 *1000
d. Travel
Business miles may be a significant source of CO2 emissions and may be complex with
many different makes and models of cars all having different outputs. The Sustainable
Development Unit has identified an ‘average’ CO2 emission for use across the NHS to
simplify this reporting process. This has been used to calculate the emissions in the table
below. The miles and costs have been derived from travel expense claims.
Method of travel Miles Cost CO2 e
Business Miles 15,210 £8,370 3.49
Excess Miles 4,295 £1,000 0.99
Lease car 4,683 £702 1.08
Public transport 888 £262 0.05
e. Scope 3 (third party) emissions
Work has begun to develop ways to quantify and monitor impact and emissions relating to
the supply chain, primarily through procurement and commissioning.
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5. GP Practice “Sustainability Health-Checks”
In 2013/14 we conducted 3 “Sustainability Health-Checks” within our GP practices. This
work identified up to 24% energy cost savings in the areas shown below within the practices
These actions are beginning to develop into a range of improvement options which could be
rolled out across our GP network with appropriate support.
The GP Health Checks work through a three staged approach:
Our GP Health Check programme ran in conjunction with our strategic partners - NHS Leeds
North CCG and NHS Leeds West CCG - to enable the three organisations to share learnings
across the programme and realise efficiencies. A further 10 health checks have been
undertaken through the wider Leeds area. A breakdown of findings across the three
programmes is shown below.
Heating / Cooling /
Ventilation 34%
Lighting 23%
Env Mgmt 14%
Building Fabric 13%
Cost Savings by Efficiency Theme Leeds South & East Practices
Heating / Cooling /Ventilation
Lighting
Env Mgmt
Building Fabric
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Marsh Street Surgery (Leeds South & East)
Savings identified: £1,735 or 6.9 tonnes CO₂ per year, 26% overall saving.
“Reducing utility costs and being greener are important to the Surgery; but with two busy practices to run it’s difficult to know where to start. The ‘Health Check’ gave clear and detailed recommendations, cost and carbon savings and payback timescales to really help us to know where to focus our time and resources”
- Julie Beatson, Practice Manager
Heating / Cooling / Ventilation
31%
Lighting 21%
Renewables 14%
Env Mgmt 13%
Building Fabric 11%
Waste 8%
Small Power 2%
Cost savings by efficiency theme: programme total
Heating / Cooling /Ventilation
Lighting
Renewables
Env Mgmt
Building Fabric
Waste
Small Power
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6. Vision and Objectives – Where do we want to be?
WE WILL identify, adapt to, and deliver best practice in innovative approaches to
sustainable development
WE WILL work with our providers to reduce our collective environmental impact, and
increase social value throughout service delivery
We WILL collaborate with our partners and stakeholders to deliver sustainable ‘whole
system’ change cross our city
We WILL monitor and evaluate the interventions we implement to demonstrate a reduction
in environmental harm, increased efficiency and financial cost savings
Our primary and key supporting sustainability objectives are shown below. Many are likely to
change and develop as our planned consultation takes place, as more baseline data
becomes available and as further benchmarking becomes possible.
In line with the vast majority of NHS organisations, NHS Leeds South and East CCG has
adopted a carbon reduction target of -10% by 2015 from a 2007 base line. While we did not
exist as an organisation at this time, the NHS Sustainable Development Unit has set out a
methodology for organisations like us to approximate a 2007 baseline.
This SDMP will be the primary means of capturing and reporting the evidence against this
target, however, the whole organisation has responsibility for delivering the changes in
behaviour, processes and technology which achieve the target. Achieving this target will also
contribute to other corporate objectives.
Primary Objective
Reduce Carbon Emissions by 10% by 2015 from a 2007 base line
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Supporting Objectives To be finalised following the planned consultation and development of initial project outlines and consultation with operational teams on resource availability and plans within teams
We will continue to increase the overall level of sustainable good practise
achieved. By March 2015 we will achieve level 2 of the Green Ladder;
framework
The green ladder framework aligns with the NHS Good Corporate Citizen assessment tool and it is
suggested that over the course of 2014/15 we use this tool to assess NHS Leeds South and East
CCG progress
We will establish a baseline for travel and set corresponding associated CO2 reduction targets for March 2015
We will establish a baseline for social value assessment and corresponding targets for March 2015
Establish a baseline for sustainable commissioning and procurement and corresponding targets for March 2015
6.1 Strategy – How will we get there?
We believe that our SDMP 2014/15 should not be ‘bolted on’ to our business plans, but that
sustainable development should be embedded into our delivery plans and is an aspect of
everyone’s role in a true cross cutting way, as shown below in figure 2.
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A common weakness in sustainability programmes is to see sustainable development as a
separate stand-alone activity and to create delivery structures which become isolated.
Responsibility for sustainability delivery will be embedded within each of our team service
delivery plans.
Each team will have some responsibilities for:
Delivering new sustainability initiated activity,
Modifying existing activities to improve social and/or environmental performance, and
Providing information and performance data to the Sustainability lead.
By creating this SDMP for 2014/15 we have entered a process of consultation with key
internal and external stakeholders. This will ensure that we can align sustainable and
operational working practices and embed them within the organisation and with key
stakeholders.
It is expected that the SDMP will cover four key areas:
Internal operations: where we will focus on reducing business and staff travel, working
with our landlord to help reduce our energy use, and continuing to drive up our recycling
rate, while reducing our waste disposal.
Sustainable commissioning and procurement: including: signing up to and delivering through the Procuring for Carbon Reduction Tool and working with and supporting commissioning managers to align and embed sustainable criteria into current practices
GP Sustainability: Further GP Health-checks will run alongside a pilot project to support practices accommodated in shared services buildings, or those struggling to engage with landlord on sustainability issues.
Partnership working: in delivering programme of work with NHS Leeds North CCG and NHS Leeds West CCG.
The action plan within this SDMP touches every part of the organisation. But we recognise
we are still at the beginning of our journey, and our SDMP will need to be reviewed and
revised on a regular basis as opportunities and challenges emerge.
For 2014/15 we plan to focus on level two actions; but alongside this we will assess
additional baseline data as it is collated throughout the year and integrate new targets which
will stretch our sustainability ambitions for 2014/15.
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7. Action Plan – What specifically will we do?
This SDMP document contains a summarised version of our sustainability action plan for 2014/15.
This plan sets out a high level overview of the key themes we have identified as being important to NHS Leeds South and East CCG, the main
actions we plan to undertake and the associated KPI, owner and deadline for that action.
This will be a ‘live’ document and will be updated and developed over time as new information, baseline data and input from delivery personnel
becomes available.
Objective Action KPI Deadline Who
1.0 Energy & Carbon
1.1 Calculate a Carbon Footprint for the CCG and deliver actions which reduce this by 10% by 2015 from a calculated 2007 baseline.
Explore methods to improve the carbon footprint and extend to scope 3 where possible (suppliers and commissioning emissions)
10% reduction
from baseline by 31
st
March 2015
31/03/13 BP
Calculate a 2007 base line using the NHS Sustainable Development Unit methodology
31/03/13 BP
Combine carbon emissions results from all areas and report regularly internally to all staff on reductions in line with the target
31/03/13 BP
1.2 Reduce gas and electricity use and emissions across Thorpe Park building.
Monitor gas and electricity to identify ‘hotspot’ areas
ongoing AC
Office review prior to move into new building 31/08/14 BP / AC
Arrange meeting with landlord and raise suggestions to optimise building settings. 31/09/14 BP / AC
Switch off / power down messages to be prominent in new building. 31/12/14 Champions
Investigate whole building power down options. 31/12/14 BP / AC
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Objective Action KPI Deadline Who
2.0 Travel
2.1 Reduce staff business travel by March 2015 from a 2013/14 base line.
Working with NHS Leeds North CCG, NHS Leeds West CCG and NHS WSYBCSU
Develop staff travel plan in conjunction with Leeds North and West CCG’s, and WSYB CSU. To include the following activities:
Travel Plan developed
30/08/14 BP/LT/AC
Baseline data Conduct a mini-staff survey to:
- understand staff preferences on travel and why
- identify barriers and frustrations and test solutions
Undertake monthly monitoring of staff expenses, looking at; car miles, bike miles, public transport costs, and other (e.g. parking costs). Utilise the results of the WYTPN survey
% Travel reduction
target identified
30/07/14
BP/LT/AC
Develop a business case for change Research the benefits (cost/staff) of:
- Working from home
- Tele- and video- conferencing vs travel
Business case
developed 30/08/14 BP/LT/AC
Staff & partner engagement
Develop a staff engagement campaign and behaviour change programme in conjunction with strategic partners including:
- Coordinate and facilitate a WebEx learning lunch for staff.
- Train staff “super users” and promote the teleconference facility.
- Investigate / promote:
- implementing a cycle to work scheme
- implementing a car-share scheme.
- Corporate MetroCard and First Bus schemes.
10% reduction in
travel / switch to greener travel
31/03/15 Champion
team
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Objective Action KPI Deadline Who
3.0 Resources (Waste prevention, re-use and recycling, Materials, and Water)
3.1 Follow waste hierarchy when managing wastes
Reduce overall waste arisings by 20% from the 2013 baseline
Reduce overall paper usage by 15%
Reduce overall confidential disposal requirements by 15%
Identify and target areas of waste suitable for reduction including:
Reduce waste by 20 %
31/03/15 RC / MS (with BP support)
- Raise awareness around paper / printing reduction and increase awareness around use of ‘confidential waste’ bins.
- Understand and share policies on what consists as confidential waste
- Develop initiative to reduce paper towel use
31/03/15 RC / MS (with
BP support)
- Reduce packaging on orders into Thorpe Park
- Work to coordinate orders coming into Thorpe Park to reduce associated travel.
31/03/15 RC / MS (with
BP support)
3.2 Develop a re-use baseline and set appropriate target for 2015/16
Collate data on level of reuse throughout organisation. Baseline on reuse
established 31/09/14
RC / MS (with
CSU support)
3.3 Increase recycling across site by 15% by March 2015
- Continue to promote good practice recycling
- Purchase of ‘easy to recycle’ office products or office products made from recycled materials where possible.
- Investigate options for food waste recycling. Investigate options for paper towel recycling
Ratio of recycling to general waste
increased by 15% 31/03/15
RC / MS (with
BP support)
3.4 Improve systems for data gathering
Develop system for efficient information and utility data flow from NHS Property Services
Quantify the level of confidential waste arisings from the move to electronic records.
New contacts made within NHS
PS ongoing
RC / MS (with
support from
CSU)
3.5 Ensure measures are in place to keep water use to a minimum on site.
Check, and where necessary fit, water saving devices to toilets:
Toilets to be fitted with water reducing devices
31/10/14 RC / MS (with
BP support)
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Objective Action KPI Deadline Who
4.0 Commissioning & Procurement 4.1 Integrate sustainability into the commissioning cycle and associated business cases
4.1.1 Engage with commissioning teams and WRM to shadow and support the development of sustainable working practices and engaging local suppliers / services:
A current commissioning cycle
A new commissioning cycle
Tbc / 31/03/15
Tbc /
31/03/15 BP / VW
4.1.2 Inclusion of sustainability requirements in procurement contracts Include sustainability criteria into contracts, policies and procurement. Assessment of suppliers sustainability initiatives and amendment of contracts
Tbc /
31/03/15 Tbc /
31/03/15 BP / VW
4.1.3 Sign up and utilise the Procuring 4 Carbon Reduction tool (P4CR)
Tbc /
31/03/15
Tbc /
31/03/15 BP / VW
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Objective Action KPI Deadline Who
5.0 Climate Change Adaptation 5.1 Plan for and act to mitigate the effects of Climate change
Extreme weather events plan Potential for emergency services or contingency plans with local partners
Link with local
authority plans
ongoing VW / NB
Inclusion of resilience in commissioning support plans Inclusion in risk register and Annual Governance Statement
Link to programme
4.0 ongoing VW / BP
Objective Action KPI Deadline Who
6.0 Social Value & Community Impact
6.1 Develop an approach and methodology for social value accounting Develop a baseline for 2014/15
Research and evaluate methods to measure associated social impact of our activity
Develop a measure for social value and estimate
baseline
31/03/14 BP / VW
Link with SDU work at nation level and respond to Social Value Module consultation due end August 2014
31/08/14 BP / VW
6.2 Support and develop local community engagement initiatives
(In alignment with the existing E&D, engagement and |Communication strategy)
Undertake team challenges in line with partner projects (e.g CSU and BITC events)
3 x team challenge
31/03/15 VW
Continue to support local charities through staff-led initiatives
Support 7 x charities
31/03/15 VW
Support graduate management and intern programmes
1 x graduate and 1 x
intern placed
31/03/15 VW
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Objective Action KPI Deadline Who
7.0 GP Practices
7.1 Sharing learning
Run a engagement session at GP practice meeting to
share findings and gather feedback.
1 x
engagement
activity
delivered
31/05/14 BP
Gather further insight through email / survey to GP
practices
Feedback via
email and
survey
31/07/14 BP
Develop case studies on the progress made by practices
currently receiving support.
2 x case
studies
developed
31/09/14 BP
7.3 Develop new programmes Following feedback session, develop new programme
which may include:
- Support for GP practices to develop sustainable
joint procurement initiatives such as securing
sustainable low cost waste contracts or
purchasing low energy lighting or equipment.
- Research and recommendations into social
prescribing and the role of a GP practice as a
community hub
Proposal for
new
programme
agreed
31/10/14 BP
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7.1 Communications Plans
Internal and external engagement and communications will be integral to this sustainability
strategy and it will require communications activity at two levels:
Delivery of staff and supplier/partner engagement and behaviour change
programmes, essential to its delivery
Delivery of staff and stakeholder information about its progress and achievements,
essential to inform staff and protect and enhance NHS Leeds South and East CCG’s
corporate reputation with stakeholders.
We plan to provide an update on progress to coincide with NHS Sustainability Day 2015
where we will deliver a high profile communication initiative which show cases our continued
success in 2014/15.
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8. Monitoring and Reporting – How will we know when we get there?
8.1 Leadership
Leadership is essential to the successful delivery of this SDMP.
The Governing Body and executive sponsor for this SDMP is Matt Ward, Chief Operating
Officer, and the operational lead is Nerys Blake, Head of Corporate Improvement. They will
be accountable for steering the development and implementation of the SDMP over the next
year.
They will present the SDMP for approval on an annual basis, with progress reports reviewed
every 6 months by a committee of the Governing Body.
We will create a cross functional group to steer the delivery of this SDMP and to ensure our
teams operate to their full potential on sustainability. Members of this group will be
accountable for the delivery and reporting against targets on behalf of their team.
It is recommended by the NHS Sustainable Development Unit that organisations build in
senior independent scrutiny and challenge into their sustainability programmes.
8.2 Measurement
Sustainability performance data will be recorded on an ongoing basis within the monitoring
tool and within other agreed KPI’s, as set out in the Action Plan. Wherever possible these
KPI’s will be embedded in existing business systems and new reporting requirements will be
established as a last resort.
NHS Leeds South and East CCG will use the NHS Good Corporate Citizen assessment tool
on an annual basis as a high level review and measurement of progress of this SDMP.
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8.3 Monitoring
We will scope the possibility of establishing an Environmental Management System. More
accurately a “Social Value & Environmental Management System”. Such systems provide a
monitoring framework for the organisations SDMP and social value and provide internal and
external stakeholders with assurance that the organisation has systems in place to actively
manage its sustainability impacts and activities.
The ISO14001 accreditation is the recognised certification which is and will increasing be,
the standard demanded by all public sector commissioners in order to demonstrate their
compliance with the requirements of the NHS SDU Sustainability Strategy and the Social
Value Act.
8.4 Regional Networks
The CCG will support the re-establishment of a regional network for sustainability. These
networks previously formed a knowledge sharing network across the NHS and were initiated
by the NHS Sustainable Development Unit. During the initial implementation of the NHS
restructuring these networks lapsed.
The NHS Sustainable Development Unit is now seeking to reinvigorate these networks and
WSYBCSU will seek to act as a focal point for knowledge sharing across West and South
Yorkshire.
8.5 Reporting
To ensure we are making appropriate progress we will review our progress annually at
Governing Body level. It is also critical that we share our progress with our stakeholders and
other key stakeholders through existing reporting requirements and stakeholder engagement
activity.
Our annual report will include a section detailing our sustainability performance for the year against the targets set within the action plan, in line with current NHS England and NHS Sustainable Development Unit requirements.