cultural changes in nhs
by sourcing and using energy wisely.
Resources saved by such actions can be
reinvested into direct patient care.
Resilience towards the price and avail-
ability of energy should be a part of every
organisation’s risk register. “
That is clearly appealing to the commercial
instincts of NHS managers keen to find ways
of balancing their books.
Responsibility for implementing the low
carbon strategy is delegated through the ten
regional Strategic Health Authorities in Eng-
land to the board of the assorted Trusts which
make up the NHS.
“The greatest benefit is achieved when measures to cut carbon
All of these ‘businesses’ can draw on the
emissions become an integral part of an organisation’s ethos. It
SDU for information and advice about improv-
should not just be the responsibility of an environmental manager
ing their carbon efficiency and making cost
effective improvements to their sustainabil-
but of everyone within the organisation. The benefits to the
ity. As David Pencheon noted, “We will aim to
organisation and environment are worth every bit of the effort.”
match the support we provide to the needs
and capabilities of those organisations. That
takes into account how far down the line they
If the grand strategy formulated by the SDU have progressed if they are already making
could achieve even half of those aspirations, improvements.”
it would prove to be a touchstone rather than
just a panacæa.
The Sustainable Development Unit main-
Change of culture within the NHS
tains that there is widespread support – 95% Pencheon is keen to develop a culture within
of the 66% of NHS organisations who re- the NHS community where carbon reduction
sponded to its survey in 2008 – for the NHS to becomes second nature: to be successful, it
take the lead in the campaign. The document must not be restricted to top level manage-
goes on to argue that ment. “The greatest benefit is achieved when
“ . . This commitment and willingness measures to cut carbon emissions become an
needs to be coordinated and galvanised integral part of an organisation’s ethos.
by systematic support, guidance and “It should not just be the responsibility of an
leadership throughout the NHS and from environmental manager but of everyone within
the Department of Health.” the organisation. The benefits to the organi-
sation and the environment are worth every
Pursuing the cost reduction case
bit of the effort.”
For many of the organisations which make
The strategy document follows up its medi- up the NHS, interpreting Saving Carbon, Improv-
cal line of attack with the importance of cost ing Health under their particular circumstances
reductions and energy resilience. . . will be a new experience.
“There are important cost savings to be Do NHS Trusts and the other organisations
made, initially in the area of energy which are charged with reducing their carbon
efficiency. Energy prices are highly footprint differ much in their requirements
Above: Taking sustainability in unpredictable but are much more likely to from their corporate counterparts?
the NHS seriously: the Plowright increase than decrease. All business “The smaller organisations see time and
Medical Centre based in plans need to be as resilient as possible availability of resources as limiting their take-
Swaffham, Norfolk to such price and availability fluctuations up of energy-saving ideas, and we see cost-
38
The Informed Executive
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