Sustainable Development Action Plan. including Carbon Reduction Strategy

Transcription

1 Action Plan including Carbon Reduction Strategy 2011

2 Contents Foreword 3 Introduction 4 Background 4 Policy Context 4 Our Policy 5 Vision 5 Policy 5 Carbon Reduction Strategy 6 Introduction 6 Strategy Summary 6 Actions 8 Key themes 8 Framework 9 Employment Practices & Community Engagement 10 Energy Use in Our Buildings 11 Water Use in Our Buildings Usage 12 Travel and Transport 13 Waste Reduction & Recovery 14 Procurement 15 Embedding, Delivering, Monitoring 16 Embedding 16 Delivering 16 Monitoring 17 Page

3 Foreword The NHS Business Services Authority (NHSBSA) impacts upon local and global sustainability both directly (for example through the greenhouse gases emitted during our day-to-day operations) and indirectly (for example through the processes we ask our customers to follow or the procurement choices we make). We are committed to supporting the Government s Framework and developing our track record in this area. This Action Plan and associated Carbon Reduction Strategy identifies how we will build upon the work we have undertaken during , during which solid frameworks and metric baselines have been established. This groundwork can now be used as a foundation to move quickly towards operating in a more sustainable manner, ensuring that we focus our efforts in the right areas whilst continuing to focus on our business priorities of providing value-for-money and service excellence to our customers. It provides the details of the next steps in ensuring that sustainable development becomes fully integrated into our business planning process and our operational activity. Producing positive and sustainable outcomes can also lead to positive business outcomes. Reducing waste, consuming less energy and minimising the use of other materials all leads to better resource efficiency, which of course is the cornerstone of the NHSBSA s overall vision. Strategies, policies and action plans in themselves do not deliver change. It is only with the cooperation and support of our staff, customers and other stakeholders that we can ensure that we move towards becoming a truly sustainable organisation. I therefore urge all staff and stakeholders to continue to help us to play our part in securing a sustainable future. Nick Scholte Chief Executive NHSBSA

4 Introduction Background So, where do we currently stand? Well, during 2008/09 the NHSBSA s employees produced in excess of 6000 tonnes of CO 2 e as a result of electricity and gas usage in authority buildings; produced over 150 tonnes of CO 2 e as a result of business-related driving; created over 1,400 tonnes of waste during day-to-day business activities, and used over 14,000m 3 of water in authority buildings. Contact the NHSBSA Team for more details. Policy Context The UK Government has published its Strategy, Securing the future, which sets out the Government s goal of enabling people throughout the world to enjoy a better quality of life today, without compromising the quality of life of future generations. Additionally, the Department of Health (DH) has published its own strategy, Taking the Long Term View: The Department of Health s Strategy for Delivering , and its own Action Plan. It has also published its Climate Change Plan that details its initial priorities and intensions on how it will address this particular issue. These documents require us to develop and embed our own Action Plan, and work towards meeting the Government s sustainable development targets Also, the NHS Unit has produced Saving Carbon, Improving Health, a document sponsored by the Chief Executive of the NHS and the Minister for Care Services, which sets out the commitment of the NHS to be a leading sustainable and low carbon organisation. There is therefore a clear national Government policy commitment to ensuring that all public sector organisations play a leading role in promoting the sustainable development agenda, a commitment that the NHSBSA fully supports and endorses.

5 Our Policy Vision The NHSBSA will promote awareness of, and engagement in, sustainable development throughout all of its business activities. We will work with local, regional, and national bodies to help build sustainable business relationships. development underpins all of our strategic priorities and informs all elements of our business activity. Our commitment to sustainable development will support our vision to be the organisation of choice to provide business solutions that deliver service excellence and value for money. Policy In support of the Government, Department of Health, and NHS sustainable development agendas, the NHSBSA is committed to: Implementing and delivering a Action Plan; Working towards achieving the Government s sustainable development targets e.g. in Government (SDiG), and setting local targets specific to buildings and operational units; Achieving continuous improvement in its sustainable development practices; Continuously reviewing and working towards sustainability best practice; Engaging with key stakeholders and business partners on relevant aspects of sustainable development; Maintaining an Environmental Management System (EMS) to be used as the tool for driving sustainable development throughout the organisation; Incorporating sustainability into its strategic plans, business plans and business cases; Embedding sustainability into its operational activities; Providing appropriate sustainability coaching, training and guidance to staff, contractors and other stakeholders.

6 Introduction Carbon Reduction Strategy The NHSBSA is committed to supporting the Government s target of an 80% reduction in carbon emissions by In working towards this target, our Action Plan (SDAP) is reviewed and updated annually. This summarises the key actions, linked to our sustainable development goals planned for during the financial year. Carbon reduction is a key outcome of every action detailed within the SDAP (be this either directly or indirectly), hence the NHSBSA has combined its Carbon Reduction Strategy and SDAP documents. It is hoped that this will also help staff and other interested stakeholders to understand the link between sustainable development in all of its forms, and carbon reduction. As the NHSBSA is aiming to make carbon reduction and carbon literacy simply a part of everyday life, a variety of other documents embedded within the authority must also be referenced in terms of our strategy, specifically: NHSBSA Procurement Policy and Procedure; NHSBSA Environmental Policy and Environmental Management System; NHSBSA Estates Strategy and Property Assets Management Plan; NHSBSA Property and Facilities Control Plan. Strategy Summary The following text summarises the main points of the strategy being implemented by the NHSBSA: Our Framework Carbon reporting at leadership team and board level; Regular communication to staff on carbon performance; Operation of Environmental Management System (ISO certified), including procedures to reduce carbon impact. Employment Practices and Community Engagement Events and information rolled-out to staff to encourage carbon reduction both at home and at work; Embedding of flexible working practices; Educating and helping staff lead healthier lifestyles resulting in the associated carbon reduction benefits.

7 Energy use in our buildings Energy efficiency and carbon reduction embedded within purchasing decisions and design requirements contact NHSBSA Property & Facilities Team for details; Monitoring of energy use in each building, and targeted building management to minimise consumption. Water use in our buildings Water efficiency embedded within purchasing decisions and design requirements contact NHSBSA Property & Facilities Team for details; Monitoring of water use in each building, and targeted building management to minimise consumption. Travel and transport Implementation of an authority-wide Travel Policy aimed at reducing the carbon impact of business travel; Provision of travel advice and schemes to encourage and enable staff to use sustainable and active travel options, e.g. reduced price travel tickets, cycle to work schemes, corporate tickets for business travel, car/ cycle/ walk sharing website etc. Waste reduction and recovery Implement processes and procedures to eliminate or reduce wastage produced by the authority, therefore reducing the carbon impact associated with material production, transportation, disposal etc; Provide facilities across the authority for waste reuse and recycling, therefore reducing the carbon impact associated with waste disposal i.e. diversion from landfill. Procurement Implement the requirements of the Government s Procurement Flexible Framework, ensuring that a whole-life-cost approach is taken to procurement activities, therefore reducing the carbon impact of production, use, transport and disposal of goods or the carbon impact of services or contracts procured.

8 Actions Key Themes In developing this Action Plan, we have considered relevant Government, DH and NHS policies and guidance and have structured the plan around the following easily understandable key themes: development framework Employment practices and community engagement Energy use in our buildings Water use in our buildings Travel and transport Waste reduction and recovery procurement The following pages set out the actions that we plan to undertake in each of these areas during /11 to build upon the foundation work completed during 2009/10, the planned outcomes from these actions, the dates by which these action will have been performed, and the accountability for delivering these actions. In delivering the actions set out in these key areas, we will learn from the experience of others in the public and private sectors and share our own best practices from each of our work streams. We will utilise all of the available support from organisations such as the Commission, the Carbon Trust and the NHS Unit, to ensure that we successfully deliver on all elements of the required agenda.

9 Framework The actions set out below with regard to our Framework represent the governance, organisational and accountability arrangements that we will put in place to ensure that we deliver this Action Plan. Ref Action Deadline Outcome Accountability Approve the revised Action Plan and performance monitoring arrangements Establish a Positive Action Group (PAG) at the senior management level within each authority work stream Provide further input on the sustainable development implications of business cases and proposals, in partnership with senior management Maintain and further improve the NHSBSA ISO Environmental Management System (EMS) Continue to engage with key stakeholders to work in partnership and share best practice e.g. The Carbon Trust, NHS Procurement Forum, local authorities, Department of Health Estates Forum, key suppliers and contractors etc Establish a regular sustainable development update process for staff, giving details of performance against targets, initiatives etc Produce a Annual Report (2009-) Benchmark the NHSBSA against the NHS Good Corporate Citizen Model, and use the results to make further improvements May August Agreed plan and monitoring arrangements Terms of reference agreed, PAG launched Engagement via PAG, and assistance provided as required First year of authoritywide ISO certification, and improved local documentation Links established, meeting attended, best practice shared and partnerships formed Relevant information regularly distributed to NHSBSA staff Annual Report produced and agreed Benchmark score established and saved on Good Corporate Citizen Model website NHSBSA Board/ Leadership Team Director of Finance

10 Employment Practices and Community Engagement True sustainability is about more than just the environment. Ensuring a strong, healthy and just society and building a strong, stable and sustainable economy which provides prosperity and opportunities for all is equally as important. Ref Action Deadline Outcome Accountability Provide information to staff on how to live a more sustainable life at home and at work specifically through the release of an online training module, and in partnership with relevant external organisations Review current sustainable development induction material, and embed within new corporate induction Create a comprehensive Equality and Diversity Strategy for the authority, starting with the establishment of a working group which will complete an audit of present policies and procedures and make recommendations for the future Provide training to managers on stress in the workplace Health and well-being steering group created and a strategy and policy review completed Review volunteering policy and widen the opportunities available, along with a review of days allowed for this purpose. Provide staff with information on how to engage with volunteering organisations Provide a comprehensive range of learning opportunities to staff alongside the introduction of a new competency matrix and appraisal system Review current policies related to part-time, term-time and flexi time working and explore home working as an additional option July December December December March 2011 March 2011 March 2011 Online course produced and rolledout and events etc organised development induction material embedded within new NHSBSA corporate induction Strategy created and made available to all staff Stress training delivered Policy and strategy reviewed and made available to all staff Policy and guidance created and made available to all staff Learning curriculum, competency matrix and appraisal system created and made available to all staff Policies reviewed and made available to all staff Head of Learning and Director of People and Organisational Director of People and Organisational Director of People and Organisational Director of People and Organisational Head of Learning and Director of People and Organisational

11 Energy Use in Our Buildings The need to improve the energy performance of buildings and reduce the greenhouse gases emitted as a result of the use of electricity and gas is a fundamental element of the Government s sustainable development agenda. However, it is also a significant area where an organisation can save money, thus highlighting that a sustainable development strategy can be closely aligned to overall business strategy. Ref Action Deadline Outcome Accountability Install energy efficient equipment during all planned maintenance/ refurbishment works e.g. point-of-use water heaters, energyefficient hand dryers Establish procedures and processes to ensure compliance with the requirements of the Carbon Reduction Commitment Energy Efficiency Scheme, and work towards achievement of Early Action Metrics Engage with One North East to undertake Carbon Reduction Commitment Energy Efficiency Scheme simulation project Upgrade the Building Management System to enable better control of buildings, and implement a process of Building Management System maintenance, aligned with operational hours, holidays etc Energy efficient equipment installed and operated Established Carbon Reduction Commitment Energy Efficiency Scheme processes and procedures, and compliance with scheme requirements Data to enable further development of Carbon Reduction Strategy Improved building controls and established routine of BEMS maintenance Operational Facilities Operational Facilities

12 Water Use in Our Buildings A reduction in water usage can help save an organisation money, whilst at the same time helping us to deliver against the sustainability agenda. Whilst the direct use of water is not a key element of any of the NHSBSA s core business streams, conserving water can still be a key method by which we improve our environmental performance. Ref Action Deadline Outcome Accountability Install water efficient equipment during all planned maintenance/ refurbishment works e.g. water efficient cisterns Installation of Save-a-Flush bags into toilets wherever suitable June Water efficient equipment installed and operated Save-a-Flush bags installed Operational Facilities Operational Facilities

13 Travel and Transport Actions during /11 will be informed by the baseline of data collected during 2009/10, including staff survey results and the data collected relating to business travel modes and mileage. Success will depend not only on the revision of policies and procedures, but also on staff engagement and buy-in. Ref Action Deadline Outcome Accountability Continue to implement any new suitable travel pass/ sustainable travel initiatives via Positive Action Champions, as and when launched by local organisations Provide Smarter Driving Lessons to staff driving vans etc on NHSBSA business Introduce and promote the use of active travel options to staff traveling between the various NHSBSA Newcastle buildings, and wider local travel e.g. by encouraging walking and cycling, and providing corporate bus and Metro passes Create and launch a staff car-sharing scheme which provides an easy-to-use mechanism for staff to find car-sharing buddies Create and launch a staff walking and cycling trip-sharing scheme which provides an easyto-use mechanism for staff to find buddies to share trips Installation and/ or provision of cycling facilities at suitable NHSBSA locations Develop and embed a NHSBSA Travel Policy and related procedures, ensuring inclusion of measures to reduce greenhouse gas emissions and encourage active travel Provide practical coaching sessions to staff responsible for setting-up and running Video Conferencing calls, to ensure ease-of-use May May June June July Travel pass schemes etc implemented locally where suitable Lessons provided to identified staff Procedures and processes established and rolled-out to enable the use of active travel options Easy-to-use process for staff car-sharing established and rolledout Easy-to-use process for trip-sharing established and rolledout Cycle storage facilities made available Policy and procedures written, approved and rolled-out to NHSBSA Coaching provided to nominated staff on VC use Operational Facilities Director of Finance Operational Facilities

14 Waste Reduction and Recovery The NHSBSA is committed to minimising the amount of waste it produces and appropriately managing the waste streams that it generates. The NHSBSA will continue to review its systems and processes to ensure continued movement up the waste hierarchy away from disposal, to increased recycling, re-use and most importantly waste reduction and elimination. Ref Action Deadline Outcome Accountability Ensure that packaging is addressed through the Procurement Process, including use of the SPROUT tool and via engagement with suppliers and contractors Phase out single-use items throughout NHSBSA wherever possible e.g. plastic cutlery, cups etc Provide clear guidance to building-users on how to recycle waste products Work in partnership with I.T. contractors to reduce wastage produced through printing, redundant electrical equipment etc June September Operation of the Procurement Policy and Procedure Increased use of multiuse items throughout authority Improved communications produced and rolledout on recycling Regular review meetings held, actions implemented and maintained to reduce waste NHSBSA Commercial Team/ Operational Facilities Director of Finance

15 Procurement The way that we procure our goods and services can have a significant impact on the environment. The NHSBSA procures a significant amount of consumables, equipment, energy, water and other resources. By implementing the requirements of the Government s Procurement Flexible Framework, we can ensure that we start to embed best practice in this area, and also help and encourage our suppliers and contractors to move with us. Ref Action Deadline Outcome Accountability Embed the established Level 1 practices of the Flexible Framework within the NHSBSA Commercial Team Deliver Procurement awareness training to key staff outside the Commercial Team Update Flexible Framework Project Plan to progress to Level 2 of the Flexible Framework in all areas Roll-out Flexible Framework Project Plan, and embed practices within Commercial and other relevant teams May May March 2011 NHSBSA Procurement Policy and Procedures embedded, and audited via the NHSBSA EMS Training material developed and delivered Updated Flexible Framework Project Plan Policies and procedures developed and embedded Commercial Director Commercial Procurement Champion/ Commercial Procurement Champion Commercial Procurement Champion

16 Embedding, Delivering, Monitoring To make a reality in the NHSBSA it is essential that the actions outlined within this Plan are embedded within our operations, are proactively delivered and accurately monitored and reported. Embedding We recognise that it is essential that the delivery of sustainable development actions needs to be embedded into our activities and be an integral part of all of our planning processes. To ensure this is successful we will put in place the following: Annual Divisional Business Plans will be required to include a section; Challenging performance targets will be set for all areas of the business to improve their sustainability performance in each of our key theme areas; All business cases for revenue or capital spending will be required to comment on the implications of the proposal on our sustainable development agenda; An updated Action Plan will be incorporated into our corporate NHSBSA Business Plan for /11; Appropriate resources, including funding, will be put in place to deliver against this agenda. Underpinning all of this, staff throughout the organisation will be consulted and briefed accordingly on their role in achieving our sustainability plans. Similarly targeted sustainability communication campaigns will be delivered at appropriate times. Delivering In order to ensure that the NHSBSA s approach to the sustainable development agenda is managed in an organised and systematic way, a consolidated and harmonised Environmental Management System shall be implemented and maintained, and externally certified against the ISO standard. Policy Action Plan Environmental Management System

17 Monitoring Accountability for managing the sustainable development agenda has been delegated to the Director of Finance, reflecting his operational responsibility for the Property and Facilities function as part of the Central Services shared support service. Whilst this clearly does not diminish the role of all areas of the business in delivering against this agenda, key development activities and overall performance data will be monitored through the Central Services Business Plan. Key performance indicators (KPIs) will also be incorporated into the existing performance management frameworks for reporting through to the Leadership Team and NHSBSA Board. This will ensure that our key sustainability indicators are given appropriate attention at the highest levels of the organisation. As indicted within the Policy (above), the NHSBSA shall work towards achieving the Government s in Government (SDiG) targets, and other aims and objectives set out in relevant policies and documents. The NHSBSA has also chosen to set its own internal targets. The -11 NHSBSA targets have been set as follows: 2% reduction in CO2e emissions from energy use in our buildings* 5% reduction in water consumption in our buildings* 3% reduction in CO2e emissions from road vehicles used for administrative purposes* 3% reduction in waste arisings* (95% recovery, of which 82% is recycled) Operation at level 3 of the Government s Procurement Flexible Framework within NHS Supply Chain, and achievement of Level 1 within the NHSBSA s corporate operations *Relative to 2009/10 levels. Contact the NHSBSA Team for further details. Additionally, a Annual Report giving details of progress and achievements will be produced at the end of the -11 period and the salient elements of this distilled into the NHSBSA Annual Report.