LORD CARTER INNOVATION AWARD 2019
this has this been achieved through deploying LEAN methodologies, and running Rapid Process Improvement Workshops over a number of years, and also via the more recent use of ‘OccupEye’ space utilisation software.
n QEF has been running a Joint Venture partnership with County Durham & Darlington NHS Foundation Trust subsidiary company, Synchronicity Care Limited (SCL), to provide a full estates management service on the Darlington Memorial Hospital (DMH) site. This has resulted in a compliant estates service, with good user feedback, and has generated ‘significant savings’ for all parties.
n The Group has invested in, and installed, two bio-diesel CHPs, which are certified for the Renewable Obligations Certificate scheme (ROCs). GHNT was among the first Trusts to be certified to claim ROCs for the generation of heating and electricity at zero carbon, via the use of certified rape-seed oil based bio-diesel.
n Energy and Carbon Reduction Commitment: Since the ‘benchmark year’ of 2007, QEF has used SALIX match funding to carry out 59 separate schemes, with an investment of around £1 m, generating a recurring CO2 reduction of 1,680 tonnes/year, a recurring annual financial saving of around £287,000, and ROC income of circa £300,000. Examples of work undertaken include fitting ‘smart’ LED lighting to all external car parks; LED lighting and smart switch replacement throughout the hospital; installing ventilation heat recovery systems; extension of building management systems and ‘zoning’ of heating systems to allow better time and temperature control, and steam de- centralisation. These works, and ‘a multitude of smaller schemes’, will see QEF achieve the 2020 Carbon Reduction Target of 34% by the end of this financial year.
n QEF currently has a large transport fleet of over 100 vehicles operating at three transport hubs in Gateshead, Leeds, and Coventry, working towards a strategy of electric and low carbon- emitting vehicles, including the use of motorcycles for congested areas.
n Since 2012 GHNT has implemented a Sustainable Development Management Plan (SDMP), which has ‘embedded the importance of the Group reducing its carbon footprint.’ In addition to the significant success in energy savings, excellent progress has been made through the Group’s Green Travel Plan, active since 2001. This includes the use of more sustainable forms of transport, both for business travel, and to and from work – resulting in the Trust achieving Bronze, Silver, Gold, and
54 Health Estate Journal January 2020
IHEEM CEO, Pete Sellars, and the BRE Trust’s Deborah Pullen, at the lunch held in the Cholmondeley Room at the House of Lords.
Platinum Accreditation Awards with Go Smarter. Information and links are available on both the internet and intranet for staff and visitors, covering cycling, public transport, and walking. Staff also receive information via Welcome Packs, induction, and ongoing communications. Staff receive a 66% discount on their parking permits for car sharing 50% or more of their journeys to and from work. Electric cars and low emission vehicles are available on salary sacrifice, with electric car charging points available at several locations on site at the QE, and ongoing plans to implement more across both the main hospitals. Videoconferencing/ teleconferencing facilities are available to staff. Car usage for business is discouraged, with pool cars and shuttle bus services available to staff through the QEF Transport Department, which utilises a range of low emission vehicles, including hybrid and electric.
Across each of the Trust sites, there is limited green space, but what such space there is, is ‘well managed and maintained, with careful consideration taken regarding biodiversity’. There are several garden areas for different patient groups, and several areas staff can enjoy. n As one of the area’s largest employers, the Trust says it ensures that staff’s opinions are valued and acted upon through annual staff surveys, and that health and wellbeing are ‘a top priority’. Having identified that although many staff services were being provided, they were not co-ordinated ‘under one umbrella’, the Staff Advice and Liaison Service was developed to facilitate staff accessing them.
n Within the community, the Trust offers work experience to school students
in a variety of departments, and apprenticeships ‘in numerous roles’. Staff and the community are encouraged to engage with issues around sustainability, with staff encouraged to become ‘Green Champions’ within their ward or department.
n The Group is committed to reducing waste outputs and working towards a ‘zero waste to landfill approach’, working with its waste contractors and procurement colleagues to reduce waste volumes in the form of reducing the amount of packaging as a by- product to deliveries from the outset. An emphasis on reuse sees departments encouraged to utilise the ‘Available’ and ‘Wanted’ items sections on the intranet for materials/items they may no longer require, but which could be used elsewhere.
n Hospital-wide catering is focused on ‘producing and supplying healthier choices’, ensuring that patients receive the nutritional and hydration required for their needs, and promoting healthy eating to both staff and patients, alongside consideration of sustainable procurement.
n The latest CQINN targets aim to reduce sugary drinks and foods high in fat, sugar, and salt, and the Trust has reduced the sale of sugary drinks, with water and ‘zero calorie’ drinks now accounting for all sales. In last year’s (2019) annual PLACE report, a score of 93.3% was achieved for food. A review of the catering provided by QE Facilities to staff and visitors at its restaurant facilities in under way, ‘with the chance to improve the holistic process – from where food is sourced, to how it is packaged, and how it could be disposed of’.
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