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Making Us a Good Corporate Citizen – Action PlanSECTION 1 - Overall corporate approach to domains Getting StartedResponsibility and accountability for sustainable development is clear in our organisation
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No
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Report SDMP key performance indicators to the board on a regular basis (at least 6 monthly)
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No
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We share good practice on sustainable development with other organisations
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No
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Getting ThereWe actively benchmark our progress with similar organisations (e.g. on carbon reduction and GCC performance)
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No
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We actively communicate our plans with stakeholders
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No
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We engage with our patients and the public finding solutions that are sustainable
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ExcellentOur carbon reduction and GCC results are confirmed by external verification.
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We actively seek system wide and innovative solutions and implement them.
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No
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We are seen by others to be leaders in this domain.
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No
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1
SECTION 2 – TRAVEL
2.1 Travel Policies and Performance Getting StartedWe have assessed our transport and travel options and have calculated the carbon footprint of our business travel, fleet and patient transport.
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We have developed a plan which sets out ambitious objectives to reduce travel and traffic. Promote active travel and reduce carbon emissions consistent with the carbon reduction strategy
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No
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We have a clear vehicle policy which limits the cG02 allowed for company/fleet/lease cars and encourages staff to choose the cleanest powered vehicle. Our policy actively discourages driving as a primary form of transport.
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No
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Getting ThereWe monitor and report regularly on staff mileage by transport mode and give details on miles avoided
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No
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We carry out an annual staff survey to measure shifts in modes of transport
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No
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We work closely with other parts of the organisation to ensure a coordinated approach to healthy, sustainable travel planning (e.g. by implementing a cycle to work guarantee scheme, providing good cycle storage facilities and by offering a car sharing scheme.
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No
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ExcellentWe can demonstrate that our approach is associated with improvements in health and contributes to meeting our sustainable development objectives, including meeting or exceeding our carbon reduction targets. This is confirmed by
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No
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external assessor.We encourage innovation in promoting healthy and sustainable travel both within our estate and more widely in the local area.
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No
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We share our ideas and learning with other organisations. Our progress is verified by external assessment
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No
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2.2 Area PlanningGetting Started:We regularly review how transport provision in the local areas local to our main hubs are meeting the needs of our community and we engage with our local strategic partnerships and other key partners to influence and improve access where it is not meeting those needs
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We look for ways to work with key partners to provide healthy sustainable travel options and provide safe routes for cyclists and pedestrians
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No
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We have started to map our supply chain emissions.
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No
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Getting ThereWe monitor the travel choices available in the wider community. With this evidence we encourage key stakeholders to make strategic community travel planning decisions which minimise traffic and carbon emissions and promote active travel and the use of public transport
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No
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We work with our local strategic partnership and other key stakeholders to
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ensure an integrated local approach to carbon reductionWe ensure everything is publicised on our webpage and at all sites.
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No
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ExcellentWe set a leading example of healthy sustainable travel planning. We co-operate closely with our local strategic partnership, our health and wellbeing board and other key stakeholders in travel planning in our community.
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No
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We can demonstrate that our travel plan is reducing carbon emissions in line with corporate and national targets
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No
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We can demonstrate our approach has contributed to health improvements in our local population, it is possible to demonstrate an association between that improvement and reduced traffic related problems such as road accidents, noise, air pollution and congestion in our local area acknowledging this is multi-faceted
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No
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Service Delivery and Estates DesignGetting StartedWe have formally reviewed the accessibility of our estates and services
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No
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We have developed plans that maximise access, minimise traffic and promote active travel and use of public transport
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No
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These plans have been communicated to all staff and are made available for patients and visitors.
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No
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4
Getting ThereWe have set ambitious targets to minimise the environmental impacts associated with travel to our sites and delivery of goods and services.
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No
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We plan the location and design of our estates and the design of our services to minimise traffic ( e.g. supporting community/home based services or locating services near people and public transport.
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No
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We make use of new technologies and innovations to minimise travel in the delivery of services (e.g telemedicine, geographical information systems, freight consolidation.
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No
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ExcellentWe set a leading example of integrating sustainable travel in all aspects of estate design and service delivery.
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No
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We have fully implemented electric alternative fuel charging points car parking charging points at our sites
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We can demonstrate that decisions about the designs of our estates and services have produced significant reductions in travel related environmental impacts, including carbon emissions
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No
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Active TravelGetting StartedWe have reviewed the facilities, information and incentives we provide to encourage active travel (e.g walking, running, cycling)
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No
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We have engaged with staff, patients, visitors and the local community and developed a plan to encourage active travel
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We have an active travel plan to encourage staff/patients/visitors to take regular exercise.
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Getting ThereWe have ambitious targets to increase active travel and improve health amongst staff and stakeholders
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No
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We offer a range of training and incentive for staff to encourage active travel (e.g. cycle to work guarantee scheme, bike loans, cycle mileage rates competitive with driving rates)
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We have introduced facilities to encourage active travel (e.g secure cycle parking, bike lock ups, showers and lockers) Wherever possible these facilities are accessible to staff and visitors alike
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No
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ExcellentWe provide every new member of staff with detailed information about how to commute to work and the financial cost of doing so. There is active participation and leadership at Director and board level
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We have a board approved Health and Wellbeing strategy which addresses physical activity and how to influence the wider community to make health lifestyle choices
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No
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We can demonstrate that an increasing number of people are choosing active travel as a result of our influence. We encourage innovation to further increase
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No
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Business TravelGetting StartedWe have reviewed our current business travel practices
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No
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We capture data on the number of journeys taking, mode of transport, cost and carbon emissions associated with business travel, including grey fleet ( i.e private vehicles used for business travel)
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No
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We have developed plans to minimise demand for travel and promote a shift to active travel and use of public transport
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No
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Getting ThereWe promote, support and encourage alternative more sustainable forms of travel, When travel by car is necessary we encourage use of low carbon/pool /hire cars
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No
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We provide facilities that offer an alternative to business travel (e.g video conferencing and encourage their use by staff including ensuring staff are trained on their use and availability.
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We choose locations for meetings that are accessible using public transport.
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ExcellentBoard level approval is required for all high carbon travel. The board and senior managers within our organisation are committed to and are responsible for reducing the need to travel for all meetings. They lead by example
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We offer a cycle mileage rate of 20p or higher for staff business travel. We are considering how
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No
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to best implement a flat rate care mileage systemWe can demonstrate that our action is producing health benefits and reducing environmental impacts, including carbon emissions.
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No
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Traffic ManagementGetting StartedWe have worked with our partners and stakeholders to develop plans to reduce our traffic impacts and promote the use of public transport and active travel.
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No
Evidence:
Actions:
Our organisation captures the commute habits of its staff, patients and visitors and makes recommendations to the board following the findings.
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No
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We communicate our travel plans clearly to its staff, patients, visitors, suppliers and the local community.
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No
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Getting ThereWe have assessed our grey, lease car fleet and non-operational lease car fleet and provides incentives for the low carbon vehicle technologies
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No
Evidence:
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We provide information and have incentives in place to reduce reliance on cars ( e.g. lift share schemes, bike to work schemes, maps with clear walking routes, free bus links between sites) We work with other parts of our organisation to take a co-ordinated approach to traffic management (e.g. HR, Procurement and facilities management)
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No
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We work with our suppliers to find ways to minimise their traffic burden ( e.g more efficiently planned deliveries)
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ExcellentWe set a leading example of effective, sustainable traffic management.
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No
Evidence:
Actions:
We can demonstrate that we have significantly reduced traffic and associated environmental impacts on our community and produced positive health benefits. (e.g. traffic accidents, lower incidents of respiratory illness.
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No
Evidence:
Actions:
We encourage innovation to continually improve our traffic management performance
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No
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Procurement Policies and PerformanceGetting startedResponsibility for sustainable procurement is clear in our organisation.
Yes No●
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No
Evidence:
Actions:
We have developed policies for sustainable procurement in line with procuring for carbon reduction (PC4R) tool that address our significant social and environmental impacts, including carbon emissions.
Yes No●
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No
Evidence:
Actions:
We have engaged with those in involved in procurement, including clinicians and suppliers, in the development of the policy,
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No
Evidence:
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Getting ThereWe have produced a sustainable procurement action plan and communicated it to all our staff.
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No
Evidence:
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We monitor and report on the sustainability impacts of the key procurement decisions in our organisation.
Yes No●
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No
Evidence:
Actions:
We work with other parts of the organisation (e.g. energy
Yes No●
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9
and waste management) to encourage a joined up approach to sustainable development.
No Actions:
ExcellentWe set a leading example with our policies for sustainable procurement.
Yes No●
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No
Evidence:
Actions:
We have clear evidence that we are minimising environmental impacts and maximising health, social and economic benefits confirmed by external assessment.
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No
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Supporting key innovation is a key part of our business.
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No
Evidence:
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Procurement SkillsGetting StartedWe understand that any member of staff in our organisation may need to make purchasing or procurement decisions in the course of their work in line with NHS standards of procurement.
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No
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We have identified the key skills required for sustainable procurement.
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No
Evidence:
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We raise awareness of our policies for sustainable procurement amongst all staff (e.g in induction)
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No
Evidence:
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Getting ThereWe provide our staff with accessible information and advice on sustainable procurement and opportunities to share good practice
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No
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Key staff receive on -going training on sustainable
Yes No●
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procurement and its objectives
No Actions:
We review the learning and development needs of staff against key sustainability objectives for the role in question, as part of a personal development review process.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example in developing the sustainable procurement skills of our workforce.
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No
Evidence:
Actions:
Sustainable procurement objectives are included in the appraisal process for all roles involving purchasing or procurement.
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No
Evidence:
Actions:
We regularly reassess sustainable procurement skills in our staff and develop training programmes accordingly, advising colleagues in the NHS sustainable procurement forum.
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No
Evidence:
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Procurement ProcessGetting startedWe utilise the Government Buying Standards as appropriate and address significant sustainability aspects on major procurement projects.
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No
Evidence:
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Where possible our tendering documents and contracts contain sustainable development clauses and make reference to our sustainable procurement policy. We assess potential products and suppliers at the start of our procurement process.
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No
Evidence:
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We have begun to use whole life costing and value for money analysis in our evaluation of some bids.
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No
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Getting there
11
We work with suppliers to agree sustainable development targets, increasing ambition over time.
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No
Evidence:
Actions:
We use whole life costing and value for money analysis in our evaluation of key bids.
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No
Evidence:
Actions:
We regularly assess of new products and services, to reduce environmental impacts and enhance quality, fairness and sustainability. We encourage innovation of sustainable products and services through procurement.
Yes No●
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No
Evidence:
Actions:
ExcellentWe must measure, monitor and report on the social, environmental and economic impacts of our procurement decisions.
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N/A Previous
No
Evidence:
Actions:
We can demonstrate how our procurement processes contribute to achieving our organisations sustainable development objectives including carbon reduction.
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No
Evidence:
Actions:
We have an ambitious strategy with stretching targets for improving our performance further.
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No
Evidence:
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Engaging with SuppliersGetting StartedWe have assessed the impacts of our key suppliers on our sustainable development objectives.
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No
Evidence:
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Suppliers understand that sustainable development is a priority for our procurement process.
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No
Evidence:
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We ensure all tender/contract opportunities are appropriately advertised to reach the widest and divers possible audience including local and smaller
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No
Evidence:
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suppliers (e.g. local newspapers, contract finder, supply2health,ebravo)
Getting ThereWe have regular scheduled meetings and teleconferencing with suppliers on sustainable development objectives.
Yes No●
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No
Evidence:
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We encourage our suppliers to innovate their environmental impacts and improve their quality, fairness and sustainability. Suppliers understand that this is key to winning business.
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No
Evidence:
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We are proactive in supporting small and medium sized (SME’s) local suppliers and supported businesses in building the skills they need to compete for contracts.
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No
Evidence:
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ExcellentWe set a leading example in engaging with our suppliers on sustainable development.
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N/A Previous
No
Evidence:
Actions:
We have ongoing, targeted, engagement with key suppliers to improve our combined performance on sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
We monitor and report on the social, environmental and economic impacts of our engagement with suppliers (e.g. reducing carbon emissions, supplier transport miles and increasing SME engagement)
Yes No●
N/A Previous
No
Evidence:
Actions:
Procuring for Resource efficientlyGetting StartedWe engage with staff from across our organisation to raise awareness of the impact of procurement decisions on energy, water and waste.
Yes No●
N/A Previous
No
Evidence:
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We actively seek to identify and Yes No N/A Previous Evidence:
13
realise opportunities for reducing demand through procurement (e.g. energy efficient machines, least energy costly pharmaceuticals, green utilities etc.)
●No Actions:
We have an effective process in place for stock management, product standardisation, and optimising order quantities to help minimise waste.
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N/A Previous
No
Evidence:
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Getting ThereWe can demonstrate how energy, water and waste performance is addressed without our procurement and processes.
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No
Evidence:
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We look to adopt innovative technologies and ways of working that support improved resource efficiency.
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No
Evidence:
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We are looking at the best options for purchasing green energy and/or to produce our own low carbon on site.
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No
Evidence:
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Procurement – excellentWe make procurement decisions based on total cost of ownership (whole life costing) factoring in the cost of energy, water and waste including end of life disposal.
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No
Evidence:
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We can demonstrate how our procurement decisions support delivery of our organisations energy, water and waste objectives.
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No
Evidence:
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We have a system to track the flow of products through our organisation, from purchasing to use and disposal.
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No
Evidence:
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Ethical ProcurementGetting Started A board approved business case for ethical procurement is included in our
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No
Evidence:
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14
procurement policies. The policy has been communicated to all relevant staff and suppliers.We have undertaken labour standards risk assessments on all our major procurements.
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N/A Previous
No
Evidence:
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We have identified priority areas, and have started to engage with suppliers on these (e.g. surgical instruments, textiles, rubber products, ethically sourced certified timber)
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No
Evidence:
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Getting thereOur suppliers understand our expectations on labour standards and fair working practices. Our key suppliers provide detailed information on measures they take to ensure our standards are upheld within their supply chains.
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No
Evidence:
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We collect data on the impacts of our ethical procurement processes and report on these to our Board
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No
Evidence:
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Where appropriate, clinical staff and patient groups are consulted on ethical issues to inform future procurement approaches.
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No
Evidence:
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ExcellentWe monitor compliance with our policy and use this to inform our future procurement approaches.
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No
Evidence:
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Ethical procurement is included in the job specifications of key procurement staff.
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No
Evidence:
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We recognise those who proactively address ethical issues within their supply chains.
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No
Evidence:
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15
Facilities Management Policies and PerformanceGetting StartedWe have reviewed our environmental impacts and developed an ambitious sustainable development management plan including carbon emissions, energy use, water, waste, transport, chemical impacts and biodiversity.
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No
Evidence:
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We communicate this plan to staff, patients, visitors and the local community.
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No
Evidence:
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We regularly report to the Board on progress being made in relation to carbon reduction and CRC.
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No
Evidence:
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Facilities Management– Getting ThereWe have set ambitious targets for reducing our environmental impacts, including carbon emissions.
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No
Evidence:
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We work closely with other parts of the organisation to ensure a co-ordinated approach to sustainable operations (e.g. transport, procurement)
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No
Evidence:
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We closely monitor the progress we are making and adjust our plans accordingly
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No
Evidence:
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ExcellentWe set a leading example of sustainable operations for our community, confirmed by external assessment. We encourage innovation and support new technologies that help improve our performance.
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No
Evidence:
Actions:
We anticipate the impacts of future policy and legislation and position ourselves to maximise health benefits to our organisation (e.g. CRC trading)
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No
Evidence:
Actions:
16
We encourage innovation and support new technologies that help improve our performance.
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No
Evidence:
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Energy use and carbon
Getting StartedWe have reviewed our energy use and developed plans to reduce our energy demand and improve our energy efficiency, in line with the NHS Carbon Reduction Strategy
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N/A Previous
No
Evidence:
Actions:
We provide advice to staff and visitors on reducing their energy usage.
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No
Evidence:
Actions:
We monitor our energy use closely, across different parts of our organisation and over time.
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N/A Previous
No
Evidence:
Actions:
Getting ThereWe have an ambitious plan to meet NHS carbon reduction targets and support staff in achieving it.
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No
Evidence:
Actions:
Our approach is leading to a continual reduction in our energy use and carbon emissions, relative to the size of our organisation.
Yes No●
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No
Evidence:
Actions:
We are looking at ways to buy green energy or to produce our own low carbon energy on site.
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N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of energy efficient, low carbon operations.
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N/A Previous
No
Evidence:
Actions:
We can demonstrate that our approach is leading to a continual reduction in our absolute level energy use
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No
Evidence:
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and carbon emissionsWe encourage innovation and support new technologies that help improve our performance.
Yes No●
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No
Evidence:
Actions:
Wastegetting startedWe have reviewed our waste outputs and developed plans to apply the waste minimisation hierarchy in our organisations (i.e. rethink, reduce, reuse, repair and recycle)
Yes No●
N/A Previous
No
Evidence:
Actions:
We eliminate as much waste as possible at source, including waste deriving from food, grounds, IT, equipment and medical supplies.
Yes No●
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No
Evidence:
Actions:
We actively raise awareness about waste minimisation, including in staff learning and development
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe monitor waste outputs and their associated costs closely across different parts of the organisation and over time
Yes No●
N/A Previous
No
Evidence:
Actions:
We work closely with other parts of the organisation to ensure a co-ordinated approach to waste minimisation (e.g. procurement)
Yes No●
N/A Previous
No
Evidence:
Actions:
Our approach is leading to a continual reduction in our levels of waste, relative to the size of our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
18
ExcellentWe set a leading example of sustainable waste management
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate that our approach is leading to a continual reduction in absolute levels of waste in our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We encourage innovation and support new methods of reducing waste through our waste/recycling contracts (e.g. energy recovery, conversion to building materials)
Yes No●
N/A Previous
No
Evidence:
Actions:
WaterGetting startedWe have reviewed our water use and developed ambitious plans to reduce our water demand and improve our water efficiency.
Yes No●
N/A Previous
No
Evidence:
Actions:
We provide advice to staff and visitors on reducing their water usage.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have a known system in place for reporting faults/leaks. We regularly report progress to our Board.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe monitor our water use closely, across all parts of our organisation and over time.
Yes No●
N/A Previous
No
Evidence:
Actions:
Staff are aware of their role in conserving water, leaks and faults are reported and dealt with quickly.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our catering, laundry and facilities contracts specify low water use.
Yes No●
N/A Previous
No
Evidence:
Actions:
19
ExcellentWe set a leading example of sustainable water management.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate that our approach is leading to a continual reduction in absolute levels of water use in our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work closely with our water supply company and other organisations to find new ways to minimise water use.
Yes No●
N/A Previous
No
Evidence:
Actions:
Hazardous SubstancesGetting StartedWe have reviewed the use of hazardous substances and chemicals on our estate.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have a known system in place for recording their use and for ensuring that all legal requirements are met.
Yes No●
N/A Previous
No
Evidence:
Actions:
We procure products containing non/less hazardous chemicals where possible (e.g. non-toxic paints and cleaning solutions)
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe are actively reducing the use of hazardous substances on our estate by replacing them with less harmful alternatives.
Yes No●
N/A Previous
No
Evidence:
Actions:
Staff are aware of their role in minimising the use of chemical products.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with our suppliers and contractors to ensure they take the same approach.
Yes No●
N/A Previous
No
Evidence:
Actions:
20
ExcellentWe can demonstrate that our approach is leading to continual reduction in absolute levels of hazardous substances and chemicals in our estate.
Yes No●
N/A Previous
No
Evidence:
Actions:
We encourage innovation and support new technologies that help reduce our use of chemicals further.
Yes No●
N/A Previous
No
Evidence:
Actions:
We require our contractors and suppliers to do the same.
Yes No●
N/A Previous
No
Evidence:
Actions:
Healthy LifestylesGetting startedWe take steps to provide green and natural areas on our estate even where land is constrained (e.g. window boxes, verges and potted plants)
Yes No●
N/A Previous
No
Evidence:
Actions:
We promote the health benefits of green space to our staff, patients and the wider community and wherever possible make our green spaces available to them,
Yes No●
N/A Previous
No
Evidence:
Actions:
We have a system in place to track the sourcing, transportation, consumption and disposal of food and drink products.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe include strong environmental criteria in ground maintenance processes and contracts.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have ambitious targets to increase the amount of healthy and sustainable food choices in our organisation, including those on sale in and vending machines located within our estate.
Yes No●
N/A Previous
No
Evidence:
Actions:
21
We source fresh seasonal local food where possible to minimise the need for transportation and take steps to minimise food and drink-related waste.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of providing high quality green space and biodiversity on our estate.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work closely with our local strategic partnership and other key partners to plan, protect and promote the use of green space across our local area.
Yes No●
N/A Previous
No
Evidence:
Actions:
We encourage innovation in the provision of health and sustainable food choices, both within our estate and more widely in the local area.
Yes No●
N/A Previous
No
Evidence:
Actions:
Workforce Policies and Performance -getting startedA process is in place for sustainable development objectives to be included in all inductions.
Yes No●
N/A Previous
No
Evidence:
Actions:
We report sustainability performance via our annual report.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have an active communications strategy to raise awareness about sustainability at every level of the organisation and to promote leadership competencies and deliver carbon reduction.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereOur workforce is highly aware of our corporate sustainable development objectives as a result of learning, development and training
Yes No●
N/A Previous
No
Evidence:
Actions:
22
opportunities we provide.Our Board template papers feature a mandatory section on sustainability.
Yes No●
N/A Previous
No
Evidence:
Actions:
We make sure that sustainability is part of our staff annual appraisals and they link into organisational policy (energy efficiency policy – making it a responsibility of all staff to recycle and to turn off computers.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentOur workforce strategy sets a leading example, with independently verified positive impacts on health, wellbeing and sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our staff have sustainable development objectives in their forward job plans.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our organisation runs sustainable Board leadership programmes to promote leadership competencies which deliver carbon reduction.
Yes No●
N/A Previous
No
Evidence:
Actions:
Diversity and InclusionGetting StartedWe work with a range of skill providers and employment support organisations (e.g. higher education, careers services, job centre plus)
Yes No●
N/A Previous
No
Evidence:
Actions:
We offer entry-level training schemes and mentoring opportunities.
Yes No●
N/A Previous
No
Evidence:
Actions:
We include sustainability in all joint strategic needs assessment templates and documentation to
Yes No●
N/A Previous
No
Evidence:
Actions:
23
complete and lead at focus group discussions.
Getting thereWe measure and report on the impacts of our recruitment strategy.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have schemes in place to help long-term unemployed people into work.
Yes No●
N/A Previous
No
Evidence:
Actions:
We offer opportunities to build skills and experience (e.g. work placements, volunteering and apprenticeships)
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of diversity and inclusion practices that help reduce inequalities and improve health and wellbeing.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our workforce reflects the local demography.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with our local strategic partnership and other key partners to plan improved access to employment opportunities in our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
Valuing WorkforceGetting startedWe conduct regular staff surveys and report back on their findings. We have used this data to develop an action plan on staff wellbeing.
Yes No●
N/A Previous
No
Evidence:
Actions:
We demonstrate a commitment to sustainability nationally
Yes No●
N/A Previous
No
Evidence:
Actions:
24
by participating in national sustainability campaigns (e.g. NHS sustainability day, Climate week, energy saving week, green office week) encourage staff to be involved.We take steps to protect our workforce and ensure our workplace is safe secure and free from bullying and harassment.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe encourage our staff to be part of the organisations sustainability journey (e.g developing a brand, a logo and policy formation such as office efficiency, to which they can all contribute
Yes No●
N/A Previous
No
Evidence:
Actions:
We ask them how our organisation can be more sustainable and how things can be improved.
Yes No●
N/A Previous
No
Evidence:
Actions:
We provide a high quality working environment, consistant with the rights and pledges set out in the NHS constitution and other strategic NHS regulations and guidance.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe can demonstrate varied examples of flexible working in a range of roles and contexts.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work in partnership with local organisations, trade unions and staff in the development of our working practices. We
Yes No●
N/A Previous
No
Evidence:
Actions:
25
share our ideas and learning with other organisations.Our staff survey shows we have embedded a culture of valuing staff in our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
Healthy workplaceGetting StartedWe have a designated health and workplace programme.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have an action plan to promote and support health choices in all part of the workplace, including off site. This includes a proactive absence management policy, alcohol drugs and stress management strategies and promotion of healthy food choices.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our organisation and estate is totally smoke free.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe provide incentives and facilities to promote low carbon travel, health and sustainable food choices and regular exercise for all. We ensure staff are aware of these.
Yes No●
N/A Previous
No
Evidence:
Actions:
We promote the health benefits of spending time in green space.
Yes No●
N/A Previous
No
Evidence:
Actions:
Staff and trade unions are involved in developing new initiatives to support healthy lifestyles. We provide accessible spaces for staff for rest
Yes No●
N/A Previous
No
Evidence:
Actions:
26
and reflection.
ExcellentWe take a proactive approach to improving the health of our workforce (e.g. offering fitness classes, enabling active travel, only providing healthy food choices.)
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate that the health of our workforce is improving as a result of our actions.
Yes No●
N/A Previous
No
Evidence:
Actions:
We support innovation that promotes the health of our workforce and encourages self care.
Yes No●
N/A Previous
No
Evidence:
Actions:
Childcare and carer supportGetting startedWe make sure staff understand their rights and the support available to them.
Yes No●
N/A Previous
No
Evidence:
Actions:
We offer flexible working, leave and advice to accommodate specific needs of parents and carers.
Yes No●
N/A Previous
No
Evidence:
Actions:
We are planning to provide facilities and schemes (e.g. childcare vouchers, play areas, space for breastfeeding, school holiday play schemes or vouchers for these ) to support parents and carers.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereStaff are involved in developing the support we offer.
Yes No●
N/A Previous
No
Evidence:
Actions:
We measure the impact of this support on
Yes No●
N/A Previous Evidence:
27
recruitment and retention.
No Actions:
The facilities and/or schemes (e.g. salary sacrifice childcare vouchers) we provide are widely used and our staff survey indicates a high level of satisfaction.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe make sure staff understand their rights and the support available to them.
Yes No●
N/A Previous
No
Evidence:
Actions:
We offer flexible working, leave and advice to accommodate specific needs of parents and carers.
Yes No●
N/A Previous
No
Evidence:
Actions:
We are planning to provide facilities and schemes (e.g. childcare vouchers, play areas, space for breastfeeding, school holiday play schemes or vouchers for these ) to support parents and carers.
Yes No●
N/A Previous
No
Evidence:
Actions:
Learning and DevelopmentGetting StartedSustainability is part of our organisations induction programme.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have developed a learning and development strategy for all staff and have allocated budget to support this.
Yes No●
N/A Previous
No
Evidence:
Actions:
Staff have a clear view of their potential career development plan within the organisation, if they wish to advance. This includes sustainable development objectives.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting there
28
We make sure staff understand their rights and the support available to them.
Yes No●
N/A Previous
No
Evidence:
Actions:
We offer flexible working, leave and advice to accommodate specific needs of parents and carers.
Yes No●
N/A Previous
No
Evidence:
Actions:
We are planning to provide facilities and schemes (e.g. childcare vouchers, play areas, space for breastfeeding, school holiday play schemes or vouchers for these ) to support parents and carers.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentOur organisation embeds sustainable messages within its “Making every contact count” agenda and influences the public in a positive way to act sustainably.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our organisation has developed a multi – level training programme which ensures that our staff understand the environmental, financial and social opportunities afforded by running a more sustainable operation. Our vision regarding sustainability is well understood.
Yes No●
N/A Previous
No
Evidence:
Actions:
We encourage local skills and education providers to include sustainable development in their programmes.
Yes No●
N/A Previous
No
Evidence:
Actions:
Community Engagement Policies and performanceGetting startedWe understand what engagement means and why it is important both for our organisation and in helping our
Yes No●
N/A Previous
No
Evidence:
Actions:
29
local population build healthy sustainable lives.We have assessed our work and developed an engagement plan with clear social, economic and environmental objectives.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have communicated this plan to all our staff.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe measure and report on the social, economic and environmental benefits of our engagement activities.
Yes No●
N/A Previous
No
Evidence:
Actions:
Through this work we are building up evidence base to inform future policy and decisions of our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate the impact we are having on reducing health inequalities and how this will be developed in future.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of engagement that promotes health and sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate how our action plan has led to social economic and environmental benefits, including carbon reduction.
Yes No●
N/A Previous
No
Evidence:
Actions:
We are developing innovative plans for the future that will see a step change in our engagement facilities.
Yes No●
N/A Previous
No
Evidence:
Actions:
Partnership and Planning Policies and performancegetting started
30
We engage with strategic partners in our area in the early stages of developing our organisations plan.
Yes No●
N/A Previous
No
Evidence:
Actions:
We play a key role in strategic partnerships locally and actively influence their strategies to promote health and sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
When opportunities arise we contribute effectively to the plans of our key partners in the local area and use these opportunities to discuss and promote sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe look for opportunities to develop joint initiatives with key partners to improve local health outcomes, economic development, social cohesion and the environment. We contribute to local and regional networks to support sustainable development and monitor the impact of this co-operation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with all relevant parts of our organisation (e.g. building, planning and procurement) to take a co-ordinated approach to engagement and sustainable development including carbon reduction.
Yes No●
N/A Previous
No
Evidence:
Actions:
We involve patients, carers and service users in planning, including ways the organisation could be more sustainable.
Yes No●
N/A Previous
No
Evidence:
Actions:
31
ExcellentWe encourage innovative approaches to engagement which are supported by evidence of effectiveness. We constantly seek to learn from our own and others experience.
Yes No●
N/A Previous
No
Evidence:
Actions:
We set a leading example of partnership working in our local area.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate that our influence gives risk to significant, health, economic, social and environmental benefits, including carbon reduction.
Yes No●
N/A Previous
No
Evidence:
Actions:
Engaging with people collectivelyGetting startedWe have a clear strategy for understanding patient and carer experience of our services with regular data gathering, which is promptly analysed and fed back to appropriate parts of the organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have clear mechanisms for gathering views and comments of patients, carers and members of our community and for feedback and dialogue.
Yes No●
N/A Previous
No
Evidence:
Actions:
We seek the views of our community in relation to our sustainable development objectives (e.g. by holding annual surveys, meetings and debates.)
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe monitor and report on the level of effectiveness of
Yes No●
N/A Previous Evidence:
32
engagement in our planning and decision making processes, and look for new ways to encourage participation by underrepresented groups.
No Actions:
We have created a team of sustainability champions who help support sustainability across the organisation, We value and support the contribution of volunteers in our organisation. We support staff in doing voluntary work in the community. We work with volunteers and other members of the community in the delivery of sustainable development objectives.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have assessed the processes we have in place and developed plans for improvement.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of community engagement. We look for new ways to empower members of the community as leaders.
Yes No●
N/A Previous
No
Evidence:
Actions:
We encourage the public to offer ideas on how to improve their NHS environment and NHS Sustainability.
Yes No●
N/A Previous
No
Evidence:
Actions:
Members of the community play and integral role in our sustainability decision making process through effective engagement and involvement in our governance structure.
Yes No●
N/A Previous
No
Evidence:
Actions:
Engaging with people individuallyGetting StartedOur contacts with individual patients fulfil the undertaking of not decision about me without me. We assist patients and the public to
Yes No●
N/A Previous
No
Evidence:
Actions:
33
understand that the NHS constitution gives them a right to be given information in order to make choices about their healthcare. Our services fulfil these pledges.We make sure patients are given information about the sustainability of their choices, for example in making health and sustainable food choices and in self-management practices with the support of a clinician wherever possible and clinically appropriate.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our Board ensures that effective individual engagement is embedded in the day to day business of our organisation and is taking place through the commissioning and or delivery of services.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereOur Policy Documents and governance arrangements incorporate public and patient experience.
Yes No●
N/A Previous
No
Evidence:
Actions:
Engagement activities are based on evidence of what works.
Yes No●
N/A Previous
No
Evidence:
Actions:
We evaluate the success of engagement activities by involving people in deciding success measures.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe understand that engagement is part of the business of all members of the organisation, including the board, We lead by
Yes No●
N/A Previous
No
Evidence:
Actions:
34
example in the extent of our engagement activities.Our Board considers engagement at all board meetings. We evaluate all new business proposals in relation to public and patient engagement.
Yes No●
N/A Previous
No
Evidence:
Actions:
The majority of our service users understand what sustainability means for the individual health and well- being. Performance on individual engagement is kept under review through individual staff appraisals and organisational reviews. Our progress is verified by external assessment.
Yes No●
N/A Previous
No
Evidence:
Actions:
Assets and ResourcesGetting startedWe have reviewed the assets and resources beyond healthcare that we have available to share with our local community (e.g. green space, commercial space, staff, volunteers)
Yes No●
N/A Previous
No
Evidence:
Actions:
We have developed coherent plans for sustainability within our assets.
Yes No●
N/A Previous
No
Evidence:
Actions:
We promote the implementation of our plans by communicating with our staff, patients, carers and service users, the public and other stakeholders.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereOur assets and resources are being used by the local community wherever possible and
Yes No●
N/A Previous
No
Evidence:
Actions:
35
appropriate.We work with all parts of our organisation to coordinate the deployment of our assets and resources.
Yes No●
N/A Previous
No
Evidence:
Actions:
We promote engagement with all our stakeholders in achieving agreed goals of sustainability.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of sharing assets and resources with the local community.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate the positive effects of this work on health and wellbeing in our community.
Yes No●
N/A Previous
No
Evidence:
Actions:
We use our influence with key partners to encourage others to share their resources (e.g. schools, private sector) and to support joint working.
Yes No●
N/A Previous
No
Evidence:
Actions:
Communication and EngagementGetting StartedWe recognise the way we engage with people is critical. We understand the way we approach sustainable development can affect our reputation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with our corporate and press communications team, to promote sustainable development widely. We use different techniques to target different demographic groups.
Yes No●
N/A Previous
No
Evidence:
Actions:
We monitor the effectiveness of our communications and engagement activities on health and sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
36
Getting ThereWe have worked with our communications teams to produce a clear communications strategy around the promotion of sustainable development. This is implemented across our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We promote sustainability and develop a campaign with our Communications Team to ensure sustainability is profiled across our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We produce an annual report which includes a substantial action on sustainable development for the public.
Yes No●
N/A Previous
No
Evidence:
Actions:
Communications and Engagement ExcellentWe set a leading example in communicating and engaging with our stakeholders on health and sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
We include external views in our annual report on sustainable development to increase balance and transparency in our communications.
Yes No●
N/A Previous
No
Evidence:
Actions:
The report is exposed to external scrutiny (e.g. local scrutiny committee) and is audited by a recognised external assessor.
Yes No●
N/A Previous
No
Evidence:
Actions:
Buildings Policies and PerformanceGetting StartedResponsibility for sustainable buildings and refurbishment projects is clear in our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have reviewed our building stock and developed a sustainable buildings strategy. We have communicated this clearly to key partners.
Yes No●
N/A Previous
No
Evidence:
Actions:
As a minimum, we meet the Governments requirement to
Yes No●
N/A Previous Evidence:
37
achieve and excellent BREEAM Healthcare rating in new buildings and a very good rating in refurbishment where appropriate.
No Actions:
Getting ThereHealth and sustainability considerations guide our building and refurbishment from planning through to completion and operation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We monitor and report on a range of social, environmental and economic impacts of our building and refurbishment projects, including carbon emissions.
Yes No●
N/A Previous
No
Evidence:
Actions:
We engage with key partners and suppliers to find ways to improve our performance. We work with other parts of the organisation (e.g. transport, procurement) to take an integrated approach to sustainable development.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of integrating health and sustainable development considerations in our built environment. We achieve BREEAM Outstanding ratings for our new buildings and major refurbishment projects.
Yes No●
N/A Previous
No
Evidence:
Actions:
We achieve innovation credits in recogniation for a building that innovates in the field of sustainable performance above and beyond the level that is currently recognised and rewarded within standard BREEAM issues.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work closely with our partners and suppliers to find new, innovative ways to improve our
Yes No●
N/A Previous
No
Evidence:
Actions:
38
performance. Our sustainable buildings strategy incorporates the need to adapt to climate change.
PlanningGetting startedWe engage with our local authority, local strategic partnership staff and local community from the outset of new projects and involve them in our planning of buildings and refurbishments.
Yes No●
N/A Previous
No
Evidence:
Actions:
We gather robust evidence of service and community needs from our buildings.
Yes No●
N/A Previous
No
Evidence:
Actions:
We assess the potential benefits to the local economy and environmental impacts such as carbon emissions, waste and travel burden of our building projects and use this information to inform our planning decisions.
Yes No●
N/A Previous
No
Evidence:
Actions:
getting thereOur decisions about location, orientation, energy supply, transport services and infrastructure development are guided by our health and sustainable development objectives.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work closely with our strategic partnership and other key partners to ensure an integrated approach to sustainable development in our local community including carbon reduction.
Yes No●
N/A Previous
No
Evidence:
Actions:
39
We ensure and can demonstrate that all capital projects contribute to a more sustainable health and social care system.
Yes No●
N/A Previous
No
Evidence:
Actions:
Planning ExcellentWe set a leading example of embedding health and sustainable development considerations in our building planning.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work closely with our local strategic partnership and other key strategic partnerships to promote the delivery of health and sustainability outcomes, when planning the built environment.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our buildings and refurbishment projects demonstrate over the time how they will exceed carbon reduction, adaptation and other sustainability targets.
Yes No●
N/A Previous
No
Evidence:
Actions:
DesignGetting startedWe seek to minimise the whole life costs of building and refurbishment projects through design, and ensure that health and sustainable development objectives are prioritised throughout the design process.
Yes No●
N/A Previous
No
Evidence:
Actions:
We produce detailed and articulate design briefs that encourage low carbon, low environmental impact proposals from suppliers and partners
Yes No●
N/A Previous
No
Evidence:
Actions:
Our design process is informed by the views of our staff, patients, visitors
Yes No●
N/A Previous
No
Evidence:
Actions:
40
and local community.
Getting thereOur buildings are designed as community resources that enhance the local environment and community ( e.g. with integrated sports facilities, accessible green spaces.
Yes No●
N/A Previous
No
Evidence:
Actions:
We monitor and report on the in –use performance of our new building and refurbishment projects to ensure they meet our design objectives and aspirations.
Yes No●
N/A Previous
No
Evidence:
Actions:
We will make the best use of natural light and natural ventilation and build this into our design process.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of sustainable design in our new building and refurbishment projects.
Yes No●
N/A Previous
No
Evidence:
Actions:
The ability to monitor energy usage at an individual ward/development sub level is built into the engineering design of the building. We are proactive in communicating the performance of our buildings to their users and we promote the benefits of sustainable design to others.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our design decisions produce flexible buildings and refurbishments that are adaptable and resilient to the future needs, including adaptation to climate.
Yes No●
N/A Previous
No
Evidence:
Actions:
41
Sustainable Procurement Getting startedWe have reviewed our current procurement practices and adopted a policy of incorporating sustainable development clauses in tendering documents and contracts for new building and refurbishment projects. We take account of NHS Procuring for Carbon Reduction guidance.
Yes No●
N/A Previous
No
Evidence:
Actions:
We evaluate bids and award contracts on this basis and monitor contractors performance.
Yes No●
N/A Previous
No
Evidence:
Actions:
We communicate our policy clearly to all staff, suppliers and potential contractors.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe work only with contractors who can demonstrate a robust record on sustainable development including sustainable design and waste management. Where possible we calculate the whole life cost of new building projects and include this in the evaluation of bids.
Yes No●
N/A Previous
No
Evidence:
Actions:
We monitor the impact of our procurement decisions on key sustainability targets and use this information to inform future procurement policy.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with other parts of the organisation to take an integrated approach to sustainable procurement.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of sustainable procurement of new building and refurbishment projects within the NHS.
Yes No●
N/A Previous
No
Evidence:
Actions:
We produce buildings that contribute to the local community and economy,
Yes No●
N/A Previous
No
Evidence:
Actions:
42
while minimising carbon emissions and other environmental impacts, we work with contractors to help them improve their capability to deliver sustainable development.We monitor contractor performance against an agreed set of KPI’s and agree targets and performance improvements, assessment.
Yes No●
N/A Previous
No
Evidence:
Actions:
Energy & CarbonGetting startedWe ensure that everyone involved in our new building and refurbishment projects understands that carbon reduction is a priority.
Yes No●
N/A Previous
No
Evidence:
Actions:
We challenge contractors to deliver low carbon buildings including in design
Yes No●
N/A Previous
No
Evidence:
Actions:
We monitor the energy use of finished projects closely to ensure they meet design expectations.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe challenge contractors to reduce the carbon emissions associated with the construction process and set objectives for the use of recycled and low carbon building materials and minimisation of construction waste.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with contractors to look for new ways to minimise carbon emissions throughout the design and construction process.
Yes No●
N/A Previous
No
Evidence:
Actions:
We seek expert advice and assistance with other organisations where
Yes No●
N/A Previous
No
Evidence:
Actions:
43
necessary (e.g. carbon trust NHS carbon management programme)
ExcellentWe set a leading example of minimising the carbon footprint of our new buildings and refurbishment projects, making use of innovative low carbon materials, technologies and construction processes.
Yes No●
N/A Previous
No
Evidence:
Actions:
We seek opportunities for further energy and carbon reduction through refurbishment and retrofitting of existing buildings.
Yes No●
N/A Previous
No
Evidence:
Actions:
We are able to accurately measure the energy consumption of all ward and department sub levels. We communicate this widely to our staff.
Yes No●
N/A Previous
No
Evidence:
Actions:
Green Space Getting startedWe have reviewed our green space provision and understand the health and environmental benefits it brings.
Yes No●
N/A Previous
No
Evidence:
Actions:
We take opportunities to improve and extend our green space provision through our new buildings and refurbishment projects.
Yes No●
N/A Previous
No
Evidence:
Actions:
We include natural features and green views in building plans whenever possible.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe gather evidence on the value of green spaces to people and biodiversity on our estate and use this to
Yes No●
N/A Previous
No
Evidence:
Actions:
44
inform our planning process.We take opportunities to maximise access to green space and encourage biodiversity in our building and refurbishment projects.
Yes No●
N/A Previous
No
Evidence:
Actions:
We encourage our partners to improve and extend their own green spaces.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of providing high quality green space for people and biodiversity on our estate. We work closely with our local authority and key partners to plan, protect and promote the use of green space across our local area.
Yes No●
N/A Previous
No
Evidence:
Actions:
We take action to mitigate against any negative ecological impact of our buildings and facilities on the local environment. We provide external areas for training and promote healthy behaviours including lunch time walks.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate that the decisions we make have positive impacts on health wellbeing and environment in our community.
Yes No●
N/A Previous
No
Evidence:
Actions:
AdaptationGettting startedWe identify and understand the current risk and vulnerabilities to our service and patients/staff associated with local climate change impacts.
Yes No●
N/A Previous
No
Evidence:
Actions:
45
We engage with local stakeholders i.e the local authority in identifying risks posed by current weather and climate we review them regulary using a recognised tool (e.g. LCLIP, BACLIAT, Adaption wizard)
Yes No●
N/A Previous
No
Evidence:
Actions:
We develop plans, which are part of our sustainable development management plan and link to our major incident planning programme.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe have a comprehensive adaptation plan that we monitor regularly.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work closely with leads in sustainability, finance, estates management, emergency preparedness/planning, business continuity and local stakeholders to ensure a co-ordinated response to adaptation. We consider current and future policy and legislation in our plans (e.g. heat wave plan, cold weather plan and flood response )
Yes No●
N/A Previous
No
Evidence:
Actions:
We communicate our adaptation plans and how they tie into our sustainable development management plans and our major incident plans.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe set a leading example of adaptation planning for our community, verified by our external assessment. We have identified and understood the future risks and vulnerabilities to our service and patients/staff
Yes No●
N/A Previous
No
Evidence:
Actions:
46
associated with local climate change impacts.We encourage innovation and support new technologies that help improve our performance.
Yes No●
N/A Previous
No
Evidence:
Actions:
We anticipate the impacts of future policy and legislation and position ourselves to maximise benefits to our organisation and to our community .
Yes No●
N/A Previous
No
Evidence:
Actions:
Risk AssessmentGetting startedWe utilise existing climate impact risk assessment tools relevant to identifying current risks to our geographical area.
Yes No●
N/A Previous
No
Evidence:
Actions:
We consider our ability to cope with risking temperatures and heat waves, flooding and storm events, cold weather spells, increased pollution and increased UV sunlight exposure and other projected events that may disrupt “ normal” service.
Yes No●
N/A Previous
No
Evidence:
Actions:
We discuss climate change implications with local stakeholders and encourage early planning requirements for the local area.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe incorporate the impact assessment in our organisational risk register.
Yes No●
N/A Previous
No
Evidence:
Actions:
We formulate plans to manage the risks while managing carbon reductions and our impact on the environment
Yes No●
N/A Previous
No
Evidence:
Actions:
We share these plans with our staff and communities.
Yes No●
N/A Previous
No
Evidence:
Actions:
47
ExcellentWe have an integrated risk management process across sustainable development, emergency preparedness and business continuity to consider key climate and weather risks.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have a joint plan of action that is signed off at board level. This plan is shared with local stakeholders and forms the basis of publicly accountable planning and preparations.
Yes No●
N/A Previous
No
Evidence:
Actions:
We share our ideas and learning with other organisations. Our progress and our ability to cope with risk is verified by external assessment.
Yes No●
N/A Previous
No
Evidence:
Actions:
Infrastructuregetting startedWe review the risks to the estate/building stock and supporting infrastructure including roads, utilities, suppliers and telecommunications.
Yes No●
N/A Previous
No
Evidence:
Actions:
We consider our ability to cope with risking temperatures and heat waves, flooding and storm events, cold weather spells increased pollution and increased UV sunlight exposure. We have identified cool spots for use during heat waves.
Yes No●
N/A Previous
No
Evidence:
Actions:
We understand if any key infrastructure or key access routes are located in flood risk areas and therefore liable to flooding. If so we have contingency plans and alternative routes are known to relevant staff.
Yes No●
N/A Previous
No
Evidence:
Actions:
48
Getting ThereWe develop action plans based on our risk assessments. The plan is embedded in our organisational processes and reviewed on a yearly basis. The plan is communicated to staff and communities as appropriate.
Yes No●
N/A Previous
No
Evidence:
Actions:
We consider how best to enhance green space in and around our facilities, to help manage surface water drainage and cope with risking temperatures and heat waves in relation to infrastructure.
Yes No●
N/A Previous
No
Evidence:
Actions:
When we refurbish existing estate or build new developments we follow adaptation plans and guidance, to ensure they are future proof.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe lead by example and ensue our plans fit into the local system planning structures
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with the local health and wellbeing board and other local authority colleagues to ensure that adaptation is a key part of the local planning process
Yes No●
N/A Previous
No
Evidence:
Actions:
External verification confirms that all appropriate measures are being taken.
Yes No●
N/A Previous
No
Evidence:
Actions:
Resource use, scarcity and continuity Planning and PoliciesGetting startedWe identify the nature and extent of our key resources (e.g. medical gas supply, vaccines)
Yes No●
N/A Previous
No
Evidence:
Actions:
We review the potential Yes No N/A Previous Evidence:
49
fluctuations in access to water energy fuel food and other key resources.
●No Actions:
We consider our ability to cope with risking temperatures and heat waves, flooding and storm events, cold weather spells increased pollution and increased UV sunlight exposure in relation to our supply of core resources.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe develop plans to reduce and use our resources more effectively.
Yes No●
N/A Previous
No
Evidence:
Actions:
We ensure continuity and resilience of supply and review our plans on a regular basis
Yes No●
N/A Previous
No
Evidence:
Actions:
We are aware of how resource scarcity may impact our community, patients and staff and plan accordingly.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe are leading exemplar in our management of business continuity and resilience planning.
Yes No●
N/A Previous
No
Evidence:
Actions:
We test our plans on a yearly basis for instance through the major incident planning process.
Yes No●
N/A Previous
No
Evidence:
Actions:
We monitor the carbon effects of our plans and make sure they contribute to an overall reduction in emissions.
Yes No●
N/A Previous
No
Evidence:
Actions:
Workforce and service deliveryGetting StartedWe review the risks to workforce and service delivery including training
Yes No●
N/A Previous
No
Evidence:
Actions:
50
requirements, changes to disease patterns and changes to the health needs of the population.We consider our ability to cope with rising temperatures and heat waves, flooding and storm events, cold weather spells, increased pollution and increased UV sunlight exposure.
Yes No●
N/A Previous
No
Evidence:
Actions:
We consider the training requirement for staff and develop guidance where appropriate.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting ThereWe develop plans to ensure that our workforce is prepared and trained to deal with different scenaris and these are reviewed on a regular basis.
Yes No●
N/A Previous
No
Evidence:
Actions:
We plan our future workforce requirements based on changing disease patterns and providing resilient and sustainable services.
Yes No●
N/A Previous
No
Evidence:
Actions:
We ensure that workforce provision allows all essential services to continue in the event of major and extreme events (i.e. staff can continue to get to patients in the community in the event of extreme weather)
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe are a leading exemplar in our management of major and extreme events and have incorporated the impacts of climate change into the scenarios and utilised for testing our plans.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work with our local authority and local
Yes No●
N/A Previous Evidence:
51
stakeholders to plan resilient services which are flexible and appropriate for patterns of disease.
No Actions:
We can demonstrate that our plans are robust and will stand the test of time.
Yes No●
N/A Previous
No
Evidence:
Actions:
Social and community impactsGetting StartedWe review the risks to our community and model the impacts to vulnerable people and services.
Yes No●
N/A Previous
No
Evidence:
Actions:
We engage with the local community (i.e. local authorities) in identifying these risks.
Yes No●
N/A Previous
No
Evidence:
Actions:
We agree actions to take forward, including cost benefit analysis, across the system and within organisations.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe create plans that reduce impact on and ensure continuation of care for the most vulnerable groups in society (such as elderly) during heat waves, floods and other extreme weather events.
Yes No●
N/A Previous
No
Evidence:
Actions:
We consider the effect of resource supply fluctuations, migration and mental health on vulnerable communities and develop plans to minimise the impacts.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work in partnership with local authority , local care providers, the voluntary sector and other community service providers to minimise these impacts and provide
Yes No●
N/A Previous
No
Evidence:
Actions:
52
care for the most vulnerable in the community.
ExcellentWe are leading a exemplar in championing support to vulnerable people and are building our capacity and capability to manage this in a harmonised manner.
Yes No●
N/A Previous
No
Evidence:
Actions:
We build local resilience structures and capability which support health and wellbeing in local communities.
Yes No●
N/A Previous
No
Evidence:
Actions:
We are known to others for our transparency and involvement of communities in our work on adaptation.
Yes No●
N/A Previous
No
Evidence:
Actions:
Models of care organisational structureGetting startedResponsibility for delivering sustainable care is included in the values and mission statement of our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We educate clinical staff about how they can contribute to sustainable health care delivery (e.g communicate the messages in the SDU 5 to survive series) and how they can try to reduce the carbon impact in some areas of service delivery.
Yes No●
N/A Previous
No
Evidence:
Actions:
We develop plans to ensure the sustainability of services as part of our sustainable development management plan.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting there
53
Accountability for improving the sustainability of models of care in our organisation and it is a central theme in the values and mission statement of our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have a board level clinical lead for developing sustainable models of care (e.g medical director or director of nursing) and sustainability features in the job descriptions of key managers. We have set targets for reducing carbon emissions (or other valid sustainability metric) of delivering services.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our board understands the concept of sustainable healthcare and has undertaken board level training (e.g. the Board leadership pack developed by the SDU)
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentSustainable healthcare is the organising principle of our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have a vision for sustainable healthcare that is consistent with the NHS Route Map for Sustainable Health
Yes No●
N/A Previous
No
Evidence:
Actions:
Sustainability is part of our decision making and business planning process for the design and delivery of healthcare services.
Yes No●
N/A Previous
No
Evidence:
Actions:
Shifting Emphasis of CareGetting StartedThe responsibility and accountability to promote wider health and well-being is clear in our organisation.
Yes No●
N/A Previous
No
Evidence:
Actions:
54
We have plans in place to improve the physical and mental health of our patients, staff and visitors through improved nutrition, exercise and a healthy work environment.
Yes No●
N/A Previous
No
Evidence:
Actions:
We share our plans widely across the health and social care system.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe use every opportunity to educate staff and patients about the benefits of healthy lifestyles and measures that we can help them to prevent and or self-manage their own health
Yes No●
N/A Previous
No
Evidence:
Actions:
We actively encourage and support outcomes based commissioning as oppose to activity based commissioning.
Yes No●
N/A Previous
No
Evidence:
Actions:
We are strong supporters of the Joint strategic needs assessment around sustainable health for our area and support its delivery.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe lead the way in working across the health and social care system to tackle the wider determinants of health and delivery health promotion.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have increased year on year the proportion of health care spend on prevention as opposed to treatment.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate the shift in the way services are delivered and how this contributes to carbon reduction and sustainability across the system.
Yes No●
N/A Previous
No
Evidence:
Actions:
55
More empowering caregetting startedWe explore more financially and environmentally sustainable models of care particularly in relation to chronic disease management and long term conditions.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have specific projects to establish improved pathways that empower patients (for instance improved telephone follow up support to reduce clinic attendance or programmes to encourage self-care.
Yes No●
N/A Previous
No
Evidence:
Actions:
We have policies in place that promote remote diagnostics, surveillance and therapeutic self-monitoring services to encourage more sustainable models of care.
Yes No●
N/A Previous
No
Evidence:
Actions:
getting thereWe have set targets for increasing non-contact first specialist appointments, telemedicine interventions, patient experience of using the service and reducing patient journeys.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our staff are trained to interact with service users using multiple methods and technologies. They are trained in the use of equipment and in the style of communication required for each technology.
Yes No●
N/A Previous
No
Evidence:
Actions:
We engage with our partners across the health and social care system to develop empowering models of care.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentWe are recognised by users (especially those with long
Yes No●
N/A Previous Evidence:
56
term conditions and chronic diseases) as leading the way in innovative ways to improve access to services.
No Actions:
We are recognised by users as leading the way in innovative ways to improve involvement for patients through different methods of engagement.
Yes No●
N/A Previous
No
Evidence:
Actions:
We support and empower users, families, carers and the public to try and use less invasive methods for managing conditions and only use.
Yes No●
N/A Previous
No
Evidence:
Actions:
Care closer to HomeGetting startedWe ensure that mechanisms are in place to support vulnerable people in our communities.
Yes No●
N/A Previous
No
Evidence:
Actions:
We continuously develop early supported discharge schemes and or admission avoidance schemes to support people to manage within their own environments.
Yes No●
N/A Previous
No
Evidence:
Actions:
Our organisation is demonstrably reducing emergency admissions and delayed transfers of care.
Yes No●
N/A Previous
No
Evidence:
Actions:
getting thereWe set clear targets on reducing length of stay, readmission rates and avoidable admissions.
Yes No●
N/A Previous
No
Evidence:
Actions:
We hold regular meetings with community and residential care partners to support the delivery of care in local settings and reduce acute admissions from residential care settings.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate progress through
Yes No●
N/A Previous Evidence:
57
monitoring and reports to the health and social care system.
No Actions:
ExcellentWe lead the way in supporting vulnerable people e.g. through supportive adaptive technology in the home environment.
Yes No●
N/A Previous
No
Evidence:
Actions:
We can demonstrate a significant reduction in emergency admissions from primary and residential care settings.
Yes No●
N/A Previous
No
Evidence:
Actions:
We benchmark the proportion of care delivered in a community setting and share our innovative approaches to delivering care closer to home with other organisations.
Yes No●
N/A Previous
No
Evidence:
Actions:
Efficient to transformed acute careGetting StartedWe regularly review our services to reduce or halt those that are not required or not evidence based
Yes No●
N/A Previous
No
Evidence:
Actions:
We benchmark and regularly review the use of resources across clinical areas and encourage staff to reduce variation.
Yes No●
N/A Previous
No
Evidence:
Actions:
We consider carbon reduction in our decision making and business planning for the design and delivery of services.
Yes No●
N/A Previous
No
Evidence:
Actions:
Getting thereWe set targets for reducing clinical variation across clinical areas. We reduce waste from resources used in providing care (e.g. pharmaceutical waste through improved prescribing, re- use of
Yes No●
N/A Previous
No
Evidence:
Actions:
58
medicines, compliance and stock management.We use a process methodology (for example lean systems or productive series) across the organisation to identify and eliminate waste in addition we use tools for reducing carbon emissions.
Yes No●
N/A Previous
No
Evidence:
Actions:
We use carbon reduction to support our decision making and business planning for the design and delivery of services.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentThe main focus of our organisation is not only making current pathways more efficient but in transforming how we deliver care.
Yes No●
N/A Previous
No
Evidence:
Actions:
We lead the way in seeking new models of care that use resources both efficiently and sustainably.
Yes No●
N/A Previous
No
Evidence:
Actions:
We transparently report to patients, the public and stakeholders on our stewardship of resources and share our learning on transforming care with the health system.
Yes No●
N/A Previous
No
Evidence:
Actions:
System Approach to CareGetting StartedWe involve users, families, carers or public in the development of services and modes/pathways of care
Yes No●
N/A Previous
No
Evidence:
Actions:
We use continuous monitoring of patient experience and feedback to support us to identify and eliminate waste
Yes No●
N/A Previous
No
Evidence:
Actions:
We engage with the health and social care system to explore better ways of delivering care that reduces
Yes No●
N/A Previous
No
Evidence:
Actions:
59
demand on services.
Getting thereWe actively consider ways of delivering services that minimise resource use and reduces carbon emissions in service delivery.
Yes No●
N/A Previous
No
Evidence:
Actions:
We regulary work with staff, patients, the community and other partners to identify how we can deliver services in different more sustainable ways
Yes No●
N/A Previous
No
Evidence:
Actions:
We use future scenarios to lead health and social care system discussions on the future care delivery models.
Yes No●
N/A Previous
No
Evidence:
Actions:
ExcellentIn the design and delivery of services we deliver on the triple bottom line i.e. simultaneous financial, social and environmental return on investment.
Yes No●
N/A Previous
No
Evidence:
Actions:
Sustainability is an explicit and measurable domain in our definition of quality.
Yes No●
N/A Previous
No
Evidence:
Actions:
We work in partnership with other commissioners, regulators and providers to develop funding solutions for health services that actively incentivises more sustainable models of care.
Yes No●
N/A Previous
No
Evidence:
Actions:
60
