East & North Herts CCG : Sustainable Development ...€¦ · Sustainable Development Management Plan 2018-19 Foreword The Sustainable Development Strategy (SDU) for the Health, Public

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East & North Herts CCG :

Sustainable Development Management Plan 2018-19

Foreword

The Sustainable Development Strategy (SDU) for the Health, Public Health and Social Care System 2014-2020 was launched in January 2014. It describes the vision for a sustainable health and care system by reducing carbon emissions, protecting natural resources, preparing communities for extreme weather events and promoting healthy lifestyles and environments. The challenge is how to continually improve health and wellbeing and deliver high quality care now as well as for future generations within available financial, social and environmental resources. Understanding these challenges and developing plans to achieve improved health and wellbeing and continued delivery of high quality care is the essence of sustainable development. It is important that plans factor in:

The environmental impact of the health and care system and the potential health co-benefits of minimising this impact

How the health and care system needs to adapt and react to climate change, including preparing and responding to extreme events

How the NHS, public health and social care system maximises every opportunity to improve economic, social and environmental sustainability. 1

Introduction – Defining Sustainability Whilst there is no one agreed definition of Sustainability, the Sustainable Development Unit sees Sustainable Development as 3 fold, encompassing the environmental. Social and economic spheres. 2

1 http://www.sduhealth.org.uk/policy-strategy/engagement-resources.aspx

2 Diagram taken from http://www.sduhealth.org.uk/policy-strategy/what-is-sustainable-health.aspx

http://www.sduhealth.org.uk/policy-strategy/engagement-resources.aspx

http://www.sduhealth.org.uk/policy-strategy/what-is-sustainable-health.aspx

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The SDU advises: “The term sustainability refers to the wider concept as described above and should not be confused with the notion of financial affordability.”3 Principles of Sustainable Development Sustainable development aims to ensure the basic needs and quality of life for everyone are met, now and for future generations. Its guiding principles are: • Ensuring a strong, healthy and just society • Living within environmental limits • Achieving a sustainable economy • Promoting good governance • Using sound science responsibly4

Environmental Sustainability Climate change is one of the most serious threats we face today as a society. Climate change is already having far-reaching consequences and these could be set to spiral uncontrollably if carbon emissions are not drastically reduced. Ecosystems (natural habitats including forests and grasslands that help stabilise our climate and control our weather systems) need to be protected.

Climate change is already leading to increased global average temperatures and more frequent extreme weather events, including floods, droughts and heatwaves and land being lost to increased sea level rise. Such changes have direct social and healthcare consequences on our communities in Britain, as well as internationally. For example: “during the summer heatwave in Northern France in August 2003, unprecedentedly high temperature [over] three weeks resulted in 15,000 excess deaths…In England that year, there were over 2,000 excess deaths over the 10 day heatwave period…compared to the previous five years over the same period.” As a result of climate change the temperatures reached in 2003 are likely to be normal summer temperatures by 2040.5 Other future consequences of climate change for Britain could include the spread of Tropical Diseases such as Malaria and Dengue Fever to the UK. The latter has no known vaccine or specific treatment and about 2.5% of cases prove fatal. By 2015 Dengue Fever had taken hold in more than 100 countries, including outbreaks Spain and Italy.6 Conditions are already warm enough for the Dengue transmitting mosquito to survive in the UK. 7

Globally drought, flooding and unseasonal weather as a result of climate change are leading to crop failure, hikes in food prices, malnutrition, and loss of livelihood or even habitable land. These conditions are all contributing towards global political and social unrest and the

3 Sustainable Development Unit, 2014: Resilient, Healthy People & Places: A Sustainable Development Strategy for the NHS,

Public Health and Social Care system report. p7. 4 Department of Environment, Food, and Rural Affairs, 2011. Sustainable Development in Government. Guiding principles for

sustainable development [Online] Available at: http://sd.defra.gov.uk/what/principles/

This definition is used by the Sustainable Development Unit, 2014: Resilient, Healthy People & Places: A Sustainable

Development Strategy for the NHS, Public Health and Social Care system report. http://www.sduhealth.org.uk/policy-

strategy/engagement-resources.aspx, p7.

5 2015: NHS England: Heatwave Plan for England: Protecting health and reducing harm from severe heat and heatwaves.

6 2015: https://www.theguardian.com/environment/2015/nov/14/climate-change-tropical-disease-

epidemics-britain-dengue-fever 7 2015: http://www.independent.co.uk/environment/climate-change/climate-change-could-see-deadly-

tropical-diseases-spread-to-the-uk-10126458.html

http://sd.defra.gov.uk/what/principles/



https://www.theguardian.com/environment/2015/nov/14/climate-change-tropical-disease-epidemics-britain-dengue-fever

https://www.theguardian.com/environment/2015/nov/14/climate-change-tropical-disease-epidemics-britain-dengue-fever

http://www.independent.co.uk/environment/climate-change/climate-change-could-see-deadly-tropical-diseases-spread-to-the-uk-10126458.html

http://www.independent.co.uk/environment/climate-change/climate-change-could-see-deadly-tropical-diseases-spread-to-the-uk-10126458.html

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global movement of migrants and refugees. One of the consequences involves more pressure on public resources including the health system in countries like Britain.

The Climate Change Act sets the challenging target for the UK to reduce its carbon emissions by 80% between 1990 and 2050 in order to help avert the worst effects of climate change.

Taking Action Total carbon emissions are commonly used as a performance indicator to measure an organisation’s success in reducing its contribution to climate change. Carbon equivalent (CO2e) is a way to express all greenhouse gases emissions in a standardised unit. By using carbon emissions factors (expressed in kg CO2e), the CCG can model the carbon emissions (or ‘footprint’) associated activities, such as energy consumption or travel.

As socially responsible organisations, we recognise the urgent need to reduce our carbon emissions, and contribute to the national effort to tackle climate change. Commissioning from responsible providers is part of what we need to do.

Legislation and Regulation Requiring a Sustainable Development Management Plan

Legislation

1. The Climate Change Act (2008) was introduced to ensure the UK cuts its carbon emissions by 80% by 2050, set against a 1990 baseline. It sets in place a legally binding framework allowing the government to introduce measures which will achieve carbon reduction and mitigate and adapt to climate change.

2. Under the Public Services (Social Value Act) 2013, all public bodies in England and Wales are required to consider how the services they commission and procure might improve the economic, social and environmental well-being of the area. This legislation affects the NHS.

This Act sits alongside other procurement laws. As a cash limited service, statutorily required to stay within allocated resources, value for money is the over-riding factor that determines all public sector procurement decisions. But there is a growing understanding of how value for money is calculated, and how “the whole-life cycle requirements” can include social and economic requirements.8

3. Civil Contingencies Act 2004 (CCA) establishes a clear set of roles and responsibilities for those involved in emergency preparation and response at the local level. It requires organisations in the health system (emergency services, local authorities, NHS bodies) to prepare for adverse events and incidents.

Programmes and Regulation

Having a Governing Body approved sustainable development management plan or

equivalent is important as it is the most efficient way to meet a number of requirements:

4. Led by DEFRA, the Government's Adapting to Climate Change policy work has led to the publication of the National Adaptation Programme (NAP).9 This programme sets out what government, businesses, and society are doing to become more climate ready. This could include supporting older people and building resilience to extreme weather such as heatwaves and floods.

8 http://www.sduhealth.org.uk/policy-strategy/legal-policy-framework/public-services-social-value-act.aspx

9 http://www.sduhealth.org.uk/policy-strategy/legal-policy-framework/adaptation.aspx

http://www.sduhealth.org.uk/policy-strategy/legal-policy-framework/public-services-social-value-act.aspx

http://www.sduhealth.org.uk/policy-strategy/legal-policy-framework/adaptation.aspx

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5. The number of public sector organisations with a sustainable development management plan is an indicator in the Health Protection domain of the Public Health Outcomes Framework (PHOF).10

6. There is a requirement in the NHS Standard Contract - Service Conditions – SC15 Services Environment and Equipment – that requires all providers to:

− Take all reasonable steps to minimise their adverse impact on the environment − Demonstrate their progress on climate change adaptation, mitigation and sustainable development, including performance against carbon reduction management plans, and must provide a summary of that progress in their annual report. 11 7. Having an SDMP supports the achievement of the measures of success outlined in ‘Sustainable, Resilient, Healthy People and Places - A Sustainable Development Strategy for the NHS, Public Health and Social Care system’. 12

Sustainability and the Health System As the largest public sector producer of carbon emissions, the health and care system in Hertfordshire has a duty to respond to meet these targets which are entrenched in law. Contributing to the Climate Change Act target with a 34% reduction in carbon emissions by 2020 is a key target the NHS’ ambition across the country. The NHS in England committed to reducing its carbon footprint by 10% by 2015. The carbon footprint for the NHS in England shows an 11% reduction between 2007 and 2015 compared to a target of 10% reduction. This is in the context of an 18% increase in inpatient admissions over the same period. During this same period, the whole Health and Care Sector reduced its Carbon emissions by 13%, and by 12% between 1990 and 2015. Both the NHS and the wider sector have ambitious targets to meet under the Climate Change Act of 2008. The target requires them to reduce their CO2e emissions by 34% from 1990 levels by 2020, by 50% by 2025 and by 80% by 2050.

The Sustainable Development Unit (SDU)

The SDU is a national unit based in Cambridge working on behalf of the health and care system in England. The SDU supports the NHS, public health and social care to embed and promote the three elements of sustainable development - environmental, social and financial. The Unit is jointly funded by, and accountable to, NHS England and Public Health England to ensure that the health and care system fulfils its potential as a leading sustainable and low carbon service. This is the unit through which the NHS drives its policy.

10 www.phoutcomes.info/ 11

www.england.nhs.uk/nhs-standard-contract/ 12 www.sduhealth.org.uk/sds

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The model above13 shows the carbon trajectories since 1990 with forecast emissions to 2050 (blue line) and the Climate Change Act (CCA) trajectory (orange line). The graph also depicts a forecast of factors contributing to the carbon calculations. These have been split into two: Global and national actions and Health sector actions. However, as shown by the white section there is a gap predicted and more opportunities will need to be identified in the future to reach the CCA targets shown by the orange line.14

Implementing Sustainable Healthcare for CCGs The Sustainable Development Unit has calculated that Commissioned health and social care services make up 98% of CCGs’ carbon footprint, although this analysis was carried out without CCGs’ direct spend on pharmaceuticals being factored into the calculation.15

Whilst the CCG believes that a more sustainable office environment is important, the biggest environmental impact can be made through our wide range of providers if we insist on a more sustainable commissioning, procurement and pharmaceutical spend. The carbon reduction involved in the above will not be easy to quantify, nevertheless, this is where ENHCCG plans to focus its efforts. This will help achieve social, and environmental benefits but must also deliver better value for money and potentially financial savings across our health and care system. Commissioning for Sustainability Effective Medicines Management. One of the ways the CCG is commissioning more sustainably is through reducing medicines wastage by managing the demand on prescribed pharmaceuticals. A dedicated Medicines Optimisation Team works directly with GP practices to ensure effective prescribing and reduce medicines waste such as reducing the prescription of antibiotics where this is not

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Diagram taken from 2016. Sustainable Development Unit: Carbon Wedges Update for the Health and Care Sector in England 2015, p 3. 14

Adapted from: 2016. Sustainable Development Unit: Sustainable Development in the Health And Care System, Health Check 2016. 15

2016: Sustainable Development Unit: Carbon Hotspots update for the health and care sector in England 2015 and direct correspondence with Imogen Tennison from the Sustainable Development Unit.

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appropriate to patients’ needs. This saves the organisation money, reduces resource use which leads to a reduction in CO2 emissions and helps to stem the spread of antibiotic resistance. It also helps improve the health and wellbeing of patients. Improved IT has allowed some of this work to be conducted off-site thereby minimising the requirement for travel. To the end of March 17, the work of the CCG’s in-practice pharmacy team has generated an estimated annual saving of £360,000.

Vanguard: Care Homes New Models of Care.

Since November 2015, when the CCG introduced dedicated care home pharmacists to work in care homes as part of the NHS England ‘Vanguard’ programme, prescription medication for a number of care home residents has been reviewed and optimised. The Medicines Management Optimisation Team works across our health and care system with partner organisations to ensure we commission and support best use of medicines across the £100m + spend per year. For example in Care Homes this has resulted in the prescription of 348 medicines being stopped (by April 2016) as they are no longer beneficial, resulting in cost reductions of an average of £92 per care home patient. By April 17 an average of 12% of prescribed items had been stopped following a clinical review with pharmacist and GP, saving more than £200,000 in drug costs. There has also been a large reduction in the inappropriate use of nutritional supplements saving over £150,000 in 2017/18.

For the last three years, the CCG has committed to providing patients with expert, preventative health care at home or as close to home as possible. The integration of health and social care services has reduced preventable admissions and readmissions to hospital. Geriatricians have been recruited to provide specialist advice and guidance to GPs concerned about elderly patients, with the aim of reducing hospital admissions further. Staff in care homes have received additional training to increase their competency and help reduce ambulance callouts.

Procurement Strategy:

In 2016, staff from the Project Management Office along with the Sustainability Officer, attended training on “Procuring for Sustainability”, run by the SDU. Several recent procurements have now included Sustainability and Social Values sections and the learning gained is to be rolled out to future procurements.

CCG Initiatives: Staff Travel

Through the use of public transport and walking and cycling for business travel and commuting, CCG staff can improve local air quality, reduce CO2 emissions and improve the health of our community. Staff are able to claim cycle mileage for their business travel and the CCG has joined the ‘Cycle to Work’ scheme, the Government’s Green Transport initiative, which allows the CCG to loan cycles and cyclists’ safety equipment to employees as a tax-free benefit. Claimed mileage for business travel by road increased in 2015-16, both as a total and per full time or equivalent employee. Claimed mileage for business travel increased as a total in 2016-17 but decreased as an average per full time or equivalent employee. The CCG has moved to a policy of a single mileage reimbursement rate so we do not encourage larger less fuel efficient vehicles to be bought by staff. It is expected that the adoption of the ‘Cycle to Work’ scheme in 2016-17, along with promotion of cycling for work related travel, lift sharing and a growth in teleconferencing and remote support will help stabilise or decrease these figures. In addition, flexible working, (allowing all staff to work from home more frequently) introduced more widely from December 2016, is expected to reduce the emissions from commuting to work and business travel (as staff may choose to work from home prior to an external meeting).

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Energy Usage at Our Office Buildings: Charter House and Fountain House The CCG was established on 1st April 2013 and occupied rented space in two adjacent shared buildings. Whilst the amount of space occupied by the CCG grew from then until 2015-16, this was because a number of services that were being procured from an NHS Commissioning Support Unit have been brought in-house. From January 2017 the CCG reduced the amount of office space it occupied by 21% whilst keeping the same amount of WTE staff. (Fountain House was vacated and all staff moved to 2 floors of Charter House).Through central desk booking the CCG has increased the efficient utilisation of desks enabling us to have a smaller peak footprint for the same number of staff. Having more staff in a smaller area is expected to reduce overall emissions from electricity and gas, as well as producing economic savings for the CCG in terms of rent and utilities. Agile working is expected to cut emissions from staff commuting and business travel. The newly occupied third floor of Charter House has also been fitted with low energy lighting which will reduce our costs in this area.

2013-14

2014-15

(month 5

onwards) 2015-16

2016-17

(Month 10 onwards- office

moves place from month 7

to month 10 )

CCG occupancy of Charter

House (NIAm2) 826 1126 1126 1763

CCG occupancy of Fountain

House (NIA m2) (gross for

2014/15, as CCG moved into

Fountain House 5 months into

the financial year)

0 1098 1098 0

Total CCG Floor Space

(NIA m2) 826 2224 2224 1763

Number of staff (WTE in

January of the financial year) 92 243 271 272

Average floor space per WTE

staff member (m2) 9.0 9.2 8.2 6.5

Due to the nature of the arrangements (renting a shared occupancy building), obtaining accurate data for electricity, gas and water usage from our NHS landlord has not to date been possible; in large part due to infrequent and estimated meter readings to date. NHS Property Services will be launching a new energy data management platform in Feb-March 18, covering the vast majority of their owned properties to allow tenants to take proactive action on managing their energy consumption. If Charter House is covered, the CCG should be able to better estimate its utilities consumption, making sustainability reporting easier. Waste Services The head office of the CCG had a general waste (GW) / recycling contract in place with BIFFA, a waste services organisation, until June 2017, and Cawleys since June 2017. This includes general waste bins, dry mixed recycling (DMR), glass and confidential waste, which is shredded on site and recycled. Dry mixed recycling includes recycling paper, hand

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towels, plastics, cans and cardboard packaging. Statistic received from BIFFA for the whole building are shown below.

What the CCG has achieved thus far:

The Sustainability Officer and the Company Secretary have taken part in a webinar on Sustainability Reporting, hosted by the Sustainable Development Unit.

The Sustainability Officer attended the NHS Sustainability Day Road Show, and has attended a master classes on Commissioning for and Procuring for Sustainability along with staff from Commissioning, Finance and the Project Management Office.

The Sustainability Officer has joined the East of England Sustainability Network, and represents the CCG at their meetings.

The CCG’s health and wellbeing representatives have organised various events to get staff involved in fitness activities and improve their mental and physical health. These have included taking part in various sports events, a weekly running club, healthy lunches, “One You Day” and organising opportunities to receive a massage at work.

The CCG has joined the Cycle to Work Scheme. The Sustainability officer has networked with other Sustainability leads, including

meeting with East and North Herts NHS Trust. An ad hoc Sustainability Column has been sent up in the CCG’s monthly newsletter.

Next steps

Appendix A sets out roles and responsibilities within the CCG.

Appendix B outlines the ENHCCG Sustainable Development Management Plan in the form of a metrics table.

Focus on sustainability in pharmacy, procurement and commissioning as top sustainability priorities for the CCG. Training in these areas to be rolled out.

Begin work on embedding Sustainability throughout the organisation Run staff development sessions on various aspects of sustainability to encourage people

to embed sustainable practices into their work and home life.

GW 47%

DMR 53%

Glass 0%

Weight (tonnes)

GW

DMR

Glass

GW 34% DMR

66%

Glass 0%

Volume (cu.m)

GW

DMR

Glass

GW 50%

DMR 50%

Glass 0%

Cost (£)

GW

DMR

Glass

Waste Volume (m3)

Cost (£) Weight (tonnes)

GW 231 £3,200.40 13.753

DMR 454.3 £3,165.82 15.712

Glass 0.24 £5.43 0.044

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Learn from others by networking with other NHS organisations, reviewing existing good practice on delivering improvements in sustainability; building what we have learnt into our plans.

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Appendix A Commissioning - Sustainable Development Management Plan for Health and Care System LEAD:

Director of

Commissioning ∙STP - Embed in STP work as well Outcome

∙CCG SERVICE STRATEGIES ∙Improved Environment

Implement National Requirements ∙Reduced Carbon Footprint

PARTNERSHIP WORKING:- ∙Efficient implementation

LA/HCC NHS Procurement - Clinical Procurement Contract Management + Performance ∙ECO Technology

Strategy

Transport ECO Friendly Include in evaluation criteria Include requirements in main contracts

Estate Neighbourhoods PTS Monitor

Housing

KEY MARKETS/PROVIDERS FOR SDMP Agenda:

Home Care Social Care Ambulance NHS 111 OOH Primary Community Care Mental Acute

Care Sevices Homes Health Hospitals

E + N HERTS CCGSustainability Development Management Plan for CCG Annual Report on

Commissioning and

CCG activity changes

2018/19 onwards

LEAD: 2017/18 2018/19 2019/20 2020/21

Director of

Commissioning

Corporate Affairs SDMP SDMP Main Provider Main Provider

Company Policy Action Plan Impact measurements Impact measurements

Secretary Metrics Metrics

Building Training for All new All new

Staff including Contracts Contracts

Commissioning

Travel Annual Report Annual Report Annual Report

Sept 2018 Sept 2019 Sept 2020

Re-Cycling

Appendix B – SDMP Action Plan and Metrics - DRAFT Key *=Most effective indicators of compliance.

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Overall Corporate Vision and Governance for Sustainable Development

2017-18 2018-19

Actions Baseline October 2017 (please give details of current position)

Metrics Action Detail

Target Date

Delivered by / Responsible Manager

Action Detail

Target Date


Corporate Vision and Governance

The Director of Commissioning will be leading on Sustainability across the commissioning function and is supported in role by the AD Commissioning Primary Care

*The leads for Sustainability in the organisation to be clarified, including a Governing Body Level Executive and/or non-Executive Lead.

April 18

Director of Commissioning/ Corporate Affairs

Agree – SDMP action plan for 2018-19

April 2018

Director of Commissioning/ Company Secretary

*Governance arrangements for reporting progress and assurance to be clarified.

April 18

Director of Commissioning/ Corporate Affairs

Agree after training from SDU in Q1 2018

Sustainability has been reported on via the annual report for the last 3 years.

*Sustainability Reporting via the annual report to be continued and built on annually.

Apr-18

Director of Commissioning/ Company Secretary

Complete Annual report

Sept 18

Director of commissioning/ Company Secretary


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2017-18 2018-19



Target Date


Action Detail

Target Date


SDMP not yet approved by Governing Body.

SDMP approved by GB.

*CCG to have a GB approved SDMP. . *SDMP to be updated at least annually via September Annual Report

April 18 Sept 18

Director of Commissioning & Company Secretary

GB to receive annual sustainability update in September

Sept 18

Sustainability Leads / All ADs responsible for embedded sustainability within their teams and reporting on their actions.

Corporate Vision and Governance

Use the SDU’s new sustainable development assessment tool following training in Q1 2018/19. This replaces the previous Corporate Citizen Tool, which ENHCCG never completed. This tool will allow the CCG to perform a sustainability health check and measure our progress over time.

Complete the on-line SDU tool

July 18

Director of Commissioning & Company Secretary

*Sustainabil

ity Officer to lead on the CCG completing the sustainability health check.

Sept 18

Sustainability Officer


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2017-18 2018-19



Target Date


Action Detail

Target Date


. .

.

Carbon Hotspots 2017-18 2018-19


Metrics Action Detail Target Date Delivered by / Responsible Manager

Action Detail Target Date


1.Energy efficiency Improvements in the office / to the building

Due to sharing the building with NHS England, it is not possible to determine accurately the energy used in the space the CCG occupies. The building is owned by NHSPS. From November 2016 the CCG reduced the amount of office space it occupied by 21% whilst keeping the same amount of WTE staff.

Electricity and gas bills. (Due to sharing the building with NHS England, it is not possible to determine accurately the energy

Share a staff guide to reducing their carbon footprint (including through agile working) – to be circulated through staff magazine and promoted through posters and team meetings.

April 18– Share staff guide April 18 – review estimated utilities usage for 2017-18 as part of sustainability section of 17-18 annual report.

Sustainability Officer to oversee writing of staff guide Company Secretary

April/May 18 - Give update on progress regarding utilities usage statistics once data collated in April/May 18 for annual report. To be carried out through staff magazine and other comms. Highlight any successes. Update and re-publish

May 18 Sustainability Officer to monitor and oversee writing of staff guide / Comms Team /ADs


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Having more staff in a smaller area is expected to reduce overall emissions from electricity and gas, as well as producing economic savings for the CCG in terms of rent and utilities. The newly occupied third floor of Charter House has been fitted with low energy lighting.

used in the space the CCG occupies).

staff guide to reducing carbon footprint (including through agile working) – to be circulated through staff magazine and promoted through posters and team meetings.

1.Energy efficiency Improvements in the office / to the building

NHS Property Services will be launching a new energy data management platform in Feb-March 18, covering the vast majority of their owned properties to allow tenants to take proactive action on managing their energy consumption. If Charter House is covered, the CCG should be able to monitor i’s utilities consumption through the tool, which will make sustainability reporting easier.

*Sustainability Officer to track, find out more about and engage with this development and utilise once it becomes available.

March 18 Sustainability Officer

*Sustainability Officer to use this tool for sustainability reporting on an ongoing basis.

Ongoing


Printer paper / Agile working

All staff now have a laptop and hot desking and agile working for all was introduced from December 2016. There is now a clear desk policy at the end of the working day. Each desk has two computer monitors, making it easier to view documentation on screen and reducing the need to print. The number of printers available to staff has decreased. All this

Measure spend on printer paper & paper usage to quantify if there has been a reduction.

Write a staff guide to reducing their carbon footprint through agile working – to be circulated through staff magazine and promoted through posters and team meetings. To include tips on utilising the dual monitors to reduce reliance on paper documents.

Dec 18 – publish staff guide April 18 – review trend in usage of printer paper for 2017-18 as part of sustainability section of 17-18 annual report. .

Sustainability Officer / Comms Team / ADs

As in above action. Sustainability Officer / Comms Team / ADs


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encourages staff to move towards paperless working.

Look into sourcing recycled printer paper.

April 18


2. Staff Travel including Cycle to Work Scheme

Agile working is expected to cut emissions from the staff commute and business travel. Currently it appears that staff business travel mileage claimed has been going up annually to as a whole, but has decreased per WTE member of staff from 15-16 to 16-17. Staff are likely to use agile working to reduce their overall travel, for example working from home if they have a meeting near to their home. Monitor this change.

Business mileage claimed including cycle mileage

*Review business mileage as part of annual report. Share findings at Governing Body and through staff magazine. CCG has implemented mileage payments policy to encourage use of more fuel efficient cars

April 18 –


*Review business mileage as part of annual report. Share findings at Governing Body and through staff magazine.

April 18 –


Staff meetings: travel, teleconferencing, paper use and technology

There are now spider phones in all the meeting rooms and the phone system has been upgraded, making teleconferencing simpler and more accessible to all and reducing the need for staff and external guests to travel to meetings. The larger meeting rooms have screens that laptops can be plugged into to display documents and agendas, meaning printing multiple copies of documents is less necessary.

These facilities are being utilised to an extent – use has not been measured to date.

Staff guide to include team responsibilities for reducing resource usage. To include utilisation of screens rather than printing multiple agendas and use of dial in and video conferencing where applicable. Directorates to map resource usage at their meetings and submit quarterly feedback.

July -17 From July 18 onwards

Sustainability Officer All directorates/admins to track, ADs responsible.


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HBLICT have use of skype for business, as do some CCG Senior Managers. This includes instant messenger technology, voice and video calls, broadcasting on line for large audiences and sharing of desktop screens (so staff working remotely can both look at the same documents, etc). This software is widely used by HBLICT, but possibly underutilised by CCG staff who have access.

Increase in use and further roll out.

This technology can help reduce staff travel and paper usage. Organise training and promote benefits of this to CCG staff who have access.

July 2018 Company Secretary with commissioning & HBLICT – IM&T Steering Group (Digital Road Map)

Develop detailed CCG and STP meeting management policy

April 2019 STP Sustainability lead

The CCG has joined the cycle to work scheme. It has not been widely promoted or taken up as of yet.

Measure take up through HR.

Promote the cycle to work scheme through the intranet and the staff magazine Charter Chat.

April 18 Sustainability Officer/Comms August 17 - Article promoting cycle to work scheme published in Charter Chat (staff magazine) 30-10-17: Cycle to work scheme added to intranet under HR section. ACTION COMPLETE

*Review uptake of cycle to work scheme as part of annual report. Feed back to governing body Publicise uptake of scheme and feature again in staff magazine.

Apr 18 May 18

Sustainability Officer / Comms Team Sustainability Officer / Comms Team

Waste and recycling

The CCG has a new general waste / recycling contract in place with Cawleys since June 17. This includes general waste bins, dry mixed recycling, glass and confidential waste, which is shredded on site and recycled. Dry mixed recycling includes recycling paper, hand towels, plastics, cans and cardboard packaging.

Figures from Cawleys

Promote recycling correctly to staff to avoid cross contamination and fines.

Promote recycling through staff magazine

Install recycling

Aug-17 Nov-17

Aug-17 – article published in staff magazine. Company

Sustainability Officer / NHS Property Services/New Recycling


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The Company Secretary attends the Charter House User Group and commissioned a recycling audit earlier in the year following discussion of recycling at meetings. This led to the plan to install recycling stations.

stations, which help promote correct recycling.

Recycling posters at eye level

3 recycling champions appointed to promote recycling further

Recycling champions to start taking action and organise learning hour sessions

Nov-17 July 2018 Sept 2018

Secretary Recycling Champions Aug 17 – 3 recycling reps appointed – Maryla Hart, Chris Mansfield and Sue Holland (HBLICT). Recycling Champions

Water usage Water Usage figures not currently available. The CCG does not order in-house catering or pay for bottled water at external venues– so bottled water not purchased.

Not available

Water usage campaign not seen as a current priority, but can be included in staff guide to reducing carbon footprint as mentioned above.

N/A


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ENHCCG as a Commissioner jointly with others/ Commissioning

2017-18 2018-19

Actions Baseline March 2017 (please give details of current position)




New Approach to Procurement and Sustainability

Currently sustainability and Social Values addressed as a “bolt on” to Pre-Qualification Questionnaire or Invitation to tender, if at all, when procurements take place.

The CCG needs to move towards this being embedded in the service spec. This would allow the CCG to be more fully compliant with the Social Values Act give the CCG more scope to continue to work with the provider and demand and monitor sustainability and social value throughout the duration of the procurement.

The CCG needs to work to discharge its responsibilities under SC18 of the NHS standard contract to address the Public Service (Social Value) Act (2012), the Climate Change Act (2008), Civil Contingencies Act (2004), Modern Slavery Act (2015) and other key social and environmental legislation (see SDU guidance for more information)

To be evidence in all future procurements.

*CCG and STP procurement leads to have a 2-3 hour development session with a speaker from the Sustainable Development Unit, who specialises in sustainability in NHS procurements. ADs to nominate staff from their teams to attend. May also be opened up to NHSE colleagues Ensure all new contracts contain measurable metrics contained in the National SDU Strategy as a part of the local NHS Standard Contract and reporting is built into our local information specifications. All contracts with value of over £2m to require provider to have their own SDMP within 12 months of contract award if they do not already have one.

Q1 2018/19 Sustainability Officer to organise

*Sustainability and social values to be embedded into all procurement specifications, along the lines of guidelines delivered in training by the SDU. *Business case

prior to procurement as well as Procurements to incorporate and evidence how they will support and encourage providers to discharge their responsibilities under SC18 of the NHS standard contract to address the Public Service (Social Value) Act (2012), the Climate Change Act (2008), Civil Contingencies Act (2004), Modern Slavery Act (2015) and other key social and environmental legislation (see SDU

Sept 18 Sept 18

All ADs and teams involved in commissioning and procurement All ADs leading procurements


19

Area of coverage


Metrics

Action Detail Target Date Delivered by / Responsible Manager



Staff - Leadership, Engagement and Development

Sustainability training for staff

Sustainability Officer has given presentation to Commissioning Team

Sustainability Officer attends quarterly sustainability masterclasses and is accompanied by other CCG staff members to whom the class is relevant. No section on sustainability in the staff induction.

Further organisation wide and team specific training to be delivered on sustainability, once SDMP signed off.

Attendance of sustainability masterclasses to continue Include a section on sustainability in the staff induction. To include all sustainability actions being taken across the organisation..

July 2018 Ongoing April 18

Sustainability Officer and others following staff learning Sustainability Officer and others Sustainability Officer to set up / HR to implement

Update at least annually

Dec 18

Sustainability Officer Sustainability Officer to set up / HR to implement


Promoting Sustainability/ Staff action

There is an ad-hoc environmental column in the staff magazine

The CCG’s health and wellbeing representatives have organised various events to get staff involved in fitness activities and improve their mental and physical health. Sustainability Officer has not been

Qualitative Make the sustainability

column a regular feature. Environmental sustainability behaviour in the workplace to be promoted (eg, through posters, screensavers)

Health and wellbeing activities to continue.

Sustainability Officer to regularly attend staff

Ongoing Ongoing


Health And Wellbeing Reps

Environmental sustainability behaviour in the workplace to be promoted (eg, through posters, screensavers)

Health and wellbeing activities to continue.

Ongoing Ongoing

Sustainability Officer / Health and Wellbeing Reps / All


20

Area of coverage


Metrics

Action Detail Target Date Delivered by / Responsible Manager



attending Staff Partnership Forum Meetings.

partnership forum meetings or send a representative and remain active in the Staff Partnership Forum.

Ongoing



ADs and their teams to take ownership of Sustainability Actions

Sustainability not currently embedded throughout the organisation.

Teams are to review their sustainability performance in meetings management and travel footprint and plans quarterly at team meetings. ADs and their teams to benchmark their sustainability achievements and take ownership for meeting targets and providing updates.

Start from April 18 then ongoing.

Director of commissioning and Company secretary

Following SDU training each directorate to review how it manages meetings to see if there is a more effective way of working.

Documents

East & North Herts CCG : Sustainable Development ...€¦ · Sustainable Development Management Plan 2018-19 Foreword The Sustainable Development Strategy (SDU) for the Health, Public