CARBON REDUCTION STRATEGIES An Adaptability Strategy developed at an
early stage to outline the proposals for building flexibility and convertibility, aligned to the Clinical Model and Estate Strategy, is key.
Relaying the design parameters to the wider Design
Team is also a vital element of the NZCC’s function, as well as tracking changes throughout to ensure seamless communication, and recording any derogations and reasoning as to why targets and limits cannot be met under current plans. It can be a challenge to meet the set targets with a limited budget, especially where existing spaces are being upgraded, so having these conversations early on and throughout the planning process makes sure teams are not blindsided by potential pitfalls, leaving room for more design revisions than anticipated. The cost implications of meeting the limits are further
emphasised by the fact that there is currently no additional funding allocated for projects such as these. This makes it challenging for NHS Trusts to understand the payback on their decarbonisation programmes. The benefit of having interdisciplinary experts on board, working across different sectors, is the ability to provide clarity around the potential return on investment of decarbonising these estates. Rather than just weighing up the cost of the decarbonisation works against the projected energy cost savings, it can help to take a holistic approach to measure the wider, harder-to-quantify metrics through an ROI mindset. For example, benefits such as improved health outcomes for local communities due to decreased air pollution, and the socio-economic benefits from using the local economy to install new technology, should all be considered alongside the financial ROI.
Multifaceted demands The multifaceted demands of the NHS NZBS mean multidisciplinary teams are highly advantageous. Our experience shows that including Whole Life Carbon Assessors, who can assist the design team throughout the business case, and share in-depth carbon reduction knowledge, is especially important. Non-Domestic Energy Assessors and Low Carbon Consultants should also be on hand to lend their experience in assessing building performance, along with in-house M&E experts and team members with BREEAM qualifications. Often, public sector projects use many of the methodologies and approaches outlined in the NZCC role, meaning that team members
Often, public sector projects use many of the methodologies and approaches outlined in the NZCC role, meaning that team members with this background can apply their knowledge and provide useful insights.
with this background can apply their knowledge and provide useful insights. For NHS Trusts aiming to align their estate management and construction strategies with the NHS NZBS, several steps are crucial: 1 Awareness and education: Raising awareness about the NHS NZBS within Trusts is the first step, to educate teams about the Standard’s requirements and implications.
2 Appointment of qualified NZCCs: Ensuring that a sufficiently qualified NZCC is appointed for each project is vital to navigating the technical requirements and ensuring compliance.
3 Resource allocation: Trusts need to assess their current capacities and identify areas where external capacity or expertise might be necessary. Strategic resource allocation will be critical in meeting the standards without overburdening existing teams. 4 Continuous monitoring and adaptation: Compliance with the NHS NZBS is an ongoing process. Regular monitoring, and the ability to adapt to new guidelines and requirements, are essential for long-term success.
As the NHS NZBS is mandatory for all investments in new buildings, and upgrades to existing facilities that are subject to HM Treasury business case approval, it’s advantageous to bring HMT Green Book-certified professionals on board during the strategy and business case stages. Having these insights into the overall business case process and potential challenges from the outset helps ensure that the concept is robust and stands a realistic chance of progressing.
Conclusions The NHS Net Zero Building Standard is a significant step towards sustainable healthcare infrastructure. While its implementation presents challenges, particularly in terms of awareness and resource allocation, the role of the Net Zero Carbon Coordinator is indispensable in achieving compliance. By strategically planning and leveraging both internal and external resources, NHS Trusts can successfully navigate the requirements of the NHS NZBS and contribute to the broader goal of Net Zero emissions by 2040. As the NHS continues to evolve and adapt to new sustainability standards, the lessons learned from early adopters will be invaluable in guiding future projects towards a greener, more sustainable future.
Scott Rushton
Scott Rushton is an Associate at Drees & Sommer UK, leading the Leeds office team of Energy & Sustainability Consultants. A Chartered Energy Manager, Low Carbon Consultant, and ESOS Lead Assessor, he works closely with NHS Trusts to unlock and implement decarbonisation measures for their estates.
Sarah Butler
Sarah Butler, the Divisional director and Business Case Service lead at Drees & Sommer UK, has worked closely with NHS Trusts to help them align their infrastructure projects with the NHS Net Zero Building Standard (NHS NZBS).
October 2024 Health Estate Journal 85
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 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132
