SUSTAINABILITY Sustainability Agenda
Anchor Mission (Social)
Social Value People
Engagement Wellbeing
Sustainable Care Models
Commercial Mission (Economic)
Procurement Assets/Facilities Facilities
Capital and New Build Investment
Figure 1: Key elements in Northern Care Alliance NHS Group's Sustainability Agenda.
productive, effective, and efficient, thereby cutting waste and ensuring that our services are sustainable.
Our Space n Sustainable Futures – planning for the long-term so that we have the right buildings, facilities, and equipment to help our staff deliver best practice and improve outcomes and experience for users, improving our environmental sustainability, and delivering on our Green Plans.
Our People n Caring for and Inspiring our People – investing in our people; focusing on recruitment and retention by listening to, valuing, developing, and supporting staff, with an emphasis on health and wellbeing, and creating employment and training opportunities in our local communities.
Our Tech n Digital, Research and Innovation – pioneering practice, investment, and use of innovative digital solutions to develop and enable excellent care. Creating a successful learning environment for our students and trainees, and providing a stable and effective digital environment to integrate sector-leading technology to maintain our position as a Global Digital Exemplar, using technology to automate process and remove geographical constraints.
Our Impact n New Models of Care – doing things differently; changes to improve experience and outcomes for our communities and the patients we serve, as well as our staff.
Our Communities n Partnerships in Place – by integrating services across health and social care and shaping services to localities, we are able to work with and meet the health needs of local communities, supporting system-wide recovery.
52 Health Estate Journal January 2021
Delivering our Green Plans The Green Plans, which used to be known as Sustainable Development Management Plans, set out how we plan our sustainability work and deliver environmental, social, and financial value. Within these plans we consider a number of factors – including our past performance in terms of our direct impacts, as well as our influence across the supply chain and our local communities. When setting out our plans, we were mindful of the number of workstreams and programmes that have been ongoing within our organisation and the wider NHS for a number of years, and set out to understand how we could bring these together and talk about it in a way that our people could relate and ‘buy in’ to. We chose to use the phrase ‘missions’ to describe the efforts we need to deliver the overall agenda, and map out current departments or work areas, and leads, as well as reprioritising some areas – to highlight and focus attention and resource where it is needed.
Developing the governance structure and aligning the leads in each area to focus attention has been key to ‘getting bought in’. As NHS Trusts there is a strong history and understanding of social value, and relationships and responsibilities, within the communities we serve. Similarly, our commercial undertakings are well discussed – what we have had to develop and reprioritise is the
environmental impact of the decisions we make, and the situations we find ourselves in.
Some exciting projects delivered We’ve delivered some exciting projects already, with Artificial Intelligence pilots, huge reductions in desflurane anaesthetic in operations at Salford Royal, and considerable work to replace lighting with more sustainable options across our estate. However, this work, as the ‘Delivering Net Zero’ report highlighted, is the tip of the proverbial iceberg; we are hungry to make progress, particularly across waste, energy, and cleaning up the air around us. In delivering this COVID has been both a blessing and a curse; we have seen monumental shifts in how we work and serve our communities, and with a ‘home first’ policy driven from the top, this has seen a huge shift in travel around our sites, with virtual appointments and many of our staff working remotely. We can argue the merits of working from home and mental health, and the balance of face-to-face versus screen time all day, but what we have seen is a significant improvement in clean air around our sites, and 78.4% of staff rating the experience of working from home as ‘Good’ or ‘Very Good’, 74.8% rating their productivity as ‘Good’ or ‘Very Good’, and 95.63% talking of ‘their ideal working pattern’, including at least one day a week working from home.
Environmental Mission (Environmental)
Emissions Carbon Energy Waste Water
Biodiversity
By standardising clinical approaches by service, specialty, and care pathways, Heidi Barnard says The Northern Care Alliance NHS Group can ‘improve the way it provides the services, which are then more productive, effective, and efficient'.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64
