1

Introduction.

Sustainable

Development

Management Plan

2014/15

Approval Date: 11th December 2014

Review Date: 31st March 2015

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NHS Leeds South and East Clinical Commissioning Group (CCG) is responsible for planning and commissioning healthcare services across the South and East of Leeds. In April 2013, we became a statutory organisation and are responsible for managing local health budgets and ensuring that the NHS continues to provide high quality healthcare for local people across our area. To do this we work closely with Leeds North and Leeds West CCGs to ensure that high quality community, hospital, emergency, urgent care, learning disability and mental healthcare services are available throughout Leeds. NHS Leeds South and East CCG covers a population of around 257,000 people and had responsibility for a budget of just over £347 million in 2013/14. Our CCG is made up of 43 member GP practices. The area covers some of Leeds’s most deprived communities as well as affluent rural areas on the outskirts of the city and over 20% of our population are from ethnic minority communities. There is a greater proportion of people within the CCG area living in deprived communities and more people with existing health problems than the Leeds average.

This means that in affluent areas of Leeds South and East people can expect to live on average 10 years longer than in the some of the more deprived areas. Health Inequalities Across the CCG area a large number of health conditions including higher than average levels of heart disease, diabetes, chronic lung disease and cancer are caused by and made worse by lifestyle choices and environmental factors, for example smoking, heavy alcohol consumption, poor diet, lack of exercise and exposure to drugs; and poor housing quality, poor air quality and fuel poverty issues. To help reduce health inequalities across our area, we are dedicated to working closely with local partners to help improve health and wellbeing for local people.

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Foreword

NHS Leeds South and East CCG is focused on achieving our vision of improving the health and wellbeing of our communities. We seek to drive up the quality and safety of our services and reduce the long standing health inequalities found in the area. With challenges including constraints to NHS budgets and demands on health services increasing, we must continue to provide exceptional value for money and deliver services in a way which creates as much social value as possible. To achieve this we need to work in new ways, with new partners and new technologies to drive innovation and new models of care. While supporting this enormous change programme we need to exemplify the sustainable behaviours the health service and our communities expect. Our own impact on society, staff and the environment through our estate of buildings and our travel will be significant. It is therefore critical that we understand these impacts and over time turn them into overall positive influences on ourselves, our communities and our wider environment. This Sustainable Development Management Plan (SDMP) captures our approach to this challenge for 2014/15 and I am committed to its development and delivery and will formally report our progress on an annual basis.

Matt Ward

Chief Operating Officer

Leeds South & East Clinical Commissioning Group

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1. What is Sustainable Development?

The term "sustainable development” is often used interchangeably with corporate

citizenship, corporate social responsibility, triple-bottom line or corporate ethics, etc.

NHS Leeds South and East CCG uses the definition below as a working guide to support its

activity in this area, accepting that the exact meaning is context specific and will continue to

evolve.

A definition of sustainability…..

Sustainable development is most commonly described as “...development that meets the

needs of the present, without compromising the ability of future generations to meet their

own needs...” (The Brundtland Commission, United Nations – Our Common Future, 1987)

Sustainable development is achieved when an organisation or community is acting positively

and achieving positive outcomes in the long term, in three aspects, often referred to as the

“Triple Bottom Line”, these are

Economic aspects – the activity, community or organisation is financially viable in

the long term.

Social Aspects - the activity, community or organisation has staff, community and

wider stakeholder relationships which provide the skills, engagement and support

required for long term success. Overall the organisation is making a positive net

contribution to society in general.

Environmental aspects - the activity, community or organisation has the natural

assets (air, water, materials, energy, bio-diversity etc) it requires to be successful in

the long term and makes a positive contribution to ensuring these resources are

sustainable both for itself and others. Overall the organisation is making a positive

net contribution to the environmental in general.

Sustainable development begins when an organisation is achieving positive results in all

three areas at the same time. It is not enough in the long term to merely minimise negative

impacts, though in many cases this is where we start.

Sustainability is not about constraints, though initially it can feel that way. It is about a long

term commitment to innovating and reorganising, what we do and how we do it, to make a

positive difference in the world. This is not constrained but has limitless potential.

Many organisations which embark on this sustainability journey find their social and

environmental learning, investment and innovation, leads to a positive financial return on

investment and the creation of long term competitive advantage.

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2. Why is this important?

The NHS has made a long standing commitment to operating sustainably and providing

positive social value through all its services and facilities. This commitment is underpinned

by national policy and a wide range of regulatory and legal requirements which affect health

and social care providers and commissioners.

In January 2014 the NHS Sustainable Development Unit (SDU), jointly funded by NHS

England and Public Health England launched the new NHS Sustainable Development

Strategy.

This clarified and re-committed all NHS organisations to delivering a sustainable health and

social care system, with challenging long term targets and expectations:

2.1 Drivers for Change

Sustainable Development Strategy for the NHS, Public Health and Social Care System 2014-20201

1 http://www.sduhealth.org.uk/documents/Drivers_For_Change_20140105.pdf

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3. Situation – Where are we now?

NHS Leeds South and East CCG is a relatively new organisation, and ensuring sustainability

was one of the key factors we considered in developing our organisation upon authorisation.

Our 2013/14 SDMP set out our sustainability objectives and an action plan developed using

guidance from the NHS Sustainable Development Unit, integrated with a ‘Green Ladder’

approach to sustainability.

The Green Ladder sets out a framework for continual improvement and achievement, and

was particularly useful at the beginning when we were in the process of creating our

organisation’s structure and could not yet determine its environmental or social impacts.

Actions from our Green Ladder are shown in Figure 1 above, where our focus for 2013/14

was to complete level one actions.

We have made good progress against our level one milestones in 2013/14 and we are

currently achieving the majority of actions, with some additional actions completed that

stretch towards level two.

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3.1 Our Approach to Sustainability?

We created a team of green champions from across the organisation. The champions’ role is

to:

• Represent their team as the action plan and priorities develop,

• Share & update within the team and gather views, feedback and buy-in,

• Support implementation, obtain information, data and sign off where needed,

• Be visible within the team as a champion, promoting sustainability and answering or

referring any questions.

Through a process of interactive workshops, champions have supported the development of

the action plan so far, providing feedback on priorities from their teams, these methods were

used in order to create an “embedded” approach to sustainability from the outset.

We believe we have made a strong start, but recognise that we can benefit from working

with others, and can learn from others who have particular experience in the sustainability

area, especially where their experience will complement our own journey.

Our green champions work with staff across the organisation, and have created a brand for

our sustainability work. Our sustainability brand has been used across staff engagement and

behaviour change communication campaigns.

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Our priority objective for year one has been to develop a baseline of NHS Leeds South and

East CCG’s impact and to establish clear reduction targets for our 2014/15 SDMP.

Impact has been measured in the following ways:

Environmental Impact (CO2 emissions related to CCG activity)

Financial Impact (associated costs of activity e.g. resource and transport costs)

3.2 Delivery against targets in the plan for 2013/14

Green Ladder Level 0 – Gaining Authorisation

Action Achieved Comments

Meet authorisation requirements

Systems and processes in place to

ensure CCG complies with its

environmental and social statutory

duties and other requirements

Yes

Authorisation achieved

Ongoing improvements in place for

continued assurance.

SDMP

Develop a SDMP with achievable

targets.

Demonstrate commitment to

sustainable development

Yes

SDMP developed and delivered

throughout 2013/14

Green Ladder Level 1 - Establishing impact and opportunities

Action Achieved Comments

Review efficient building measures

A building efficiency review was carried

out at the Thorpe Park site by an

external environmental auditor.

Yes

Recommendations were made,

however leasing arrangements on

premises limit structural or interior

change but show potential for

behavior change.

Measure and Monitor Resource Use

Develop an environmental impact

monitoring and reporting tool and

system for feeding this information back

into the SDMP.

Monitoring of gas, electricity, water and

paper consumption, waste arising’s and

business travel occurs on a monthly

schedule.

Baseline in place for electricity and gas

use (metered), domestic waste and

recycling, confidential waste, water

consumption and paper use.

Yes

An excel tool was developed to

enable monthly resource

monitoring and make the process

as easy as possible.

Sustainability baseline established

for utilities, travel, paper and

printing.

Systems being developed to make

business and commuter travel

easier and more accurate to report.

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Action Achieved Comments

Staff behaviour change programme

Develop ‘Sustainability Champion

Scheme’ including;

Recruitment and induction of champions

Prioritising and running reduction campaigns

Development of sustainability resource packs to help behaviour change campaigns.

Yes

Recruitment and induction of six champions External training programme delivered to support champions to:

deliver projects and campaigns

establish footprints,

highlight priorities,

set objectives and

evaluate results. CCGreen Team ran their first

campaign in February to increase

recycling and ensure adequate and

well signposted facilities available

throughout the premises

Staff Travel Plan

Develop a baseline for staff travel and

business miles

Identify ways to reduce travel

Write staff travel plan and policy

Integrate travel plan into working

practices

Develop-

ment work

underway

Baseline for business miles has

been collated.

Baseline for commuter miles and

staff opinion survey is underway.

Travel reduction will be a focus of

the second CCGreen campaign

due to run in June 2014. This will

be in partnership with NHS Leeds

North and West CCG’s and WSYB

CSU.

Sustainable procurement

opportunities

Deliver sustainable commissioning

research workshop

Review commissioning and

procurement opportunities.

Consider economic, social and

environmental value when buying or

commissioning goods and services.

Yes

A sustainable commissioning research workshop was delivered in partnership with neighboring CCGs to establish:

areas where our commissioning processes already contain sustainable working practices,

how these can be replicated and

identify which areas of our commissioning cycle should be the sustainability focus for 2014/15.

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Green Ladder Level 2 – Delivering Change

Action Achieved Comments

Governance

Sustainability is integrated into Corporate

Governance Processes

Governing Body member or non-

executive Director leading on

sustainability

Partly

More integration with the

sustainability programme and

business plan is needed.

This will be developed with the

SDMP review and update for

2014/15 which will take place in

April 2014.

GP Sustainability Healthcheck

Programme Yr1

GP Sustainability programme begins

Sustainability Healthchecks are delivered

at practices in the South and East area.

Practices sign up to two year

improvement action plan

Additional implementation support

delivered

Yes

Three Sustainability Healthcheck

reviews have been delivered.

Practices have prioritized and

signed up to their action plans.

Some implementation support

has been delivered, some is

outstanding due to practice

requirements and suitability of

delivery timeframes.

Develop GP Sustainability Plan

Evaluate Yr1 the GP Healthcheck

Programme

Compare findings with those of NHS

Leeds North and West CCG’s

Develop wider GP Sustainability Plan

Deliver yr 2 of GP sustainability

Programme

Evaluation

underway

Evaluation of current programme

is underway and work has begun

to design the plan for 2014/15

The plan for yr 2 will be

developed in April

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4. Resource baseline

Data has been collated across 2013/14 from monthly meter readings, utility bills and travel expense claims. Collating and analysing this

information is essential to the review process and will help to identify what our priority actions should be for 2014/15.

We compare resource use by both cost and by CO2 emissions: this gives us an understanding of both our financial and environmental impact.

Our intention is to develop an understanding of the social impact with the revised SDMP.

The graphs below show a breakdown of our known resource costs and emissions. Energy use is responsible for 84% of the CCGs known

emissions. However, national research suggests that emissions relating to activity within the supply chain should make up around 60% of

emissions; making it vital that baselines are developed and included in these areas for future years reporting.

* Gas, electricity and water costs are currently estimated.

Gas 22%

Water 1%

General Waste

2%

Recycling 1%

Conf Waste 2%

Electricty 62%

Travel 10%

CO2 Emissions by Resource

Gas

Water

General Waste

Recycling

Conf Waste

Electricty

Travel

*Gas 12%

*Electricty 35%

*Water 3%

General Waste 2%

Recycling 1%

Conf Waste 11%

Travel 36%

Cost by Resource

*Gas

*Electricty

*Water

General Waste

Recycling

Conf Waste

Travel

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a. Energy

One gas meter measures the supply for the whole building at Thorpe Park, of which only one

floor is occupied by the CCG. To apportion use, the landlord supplies a monthly meter

reading and then a per-square-meter ratio of the occupied space, in comparison to the other

tenants, is apportioned to the CCG.

A separate electricity meter monitors the area occupied by the CCG. The landlord supplies a

reading for this meter on a monthly basis.

Energy Type Use

(kWh)

CO2e emissions

(tonnes)

Cost

(££)

Gas 83,824 15.4 £3,352*

Electricity 82,198 36.6 £10,000*

b. Waste, recycling and confidential waste

Waste is collected and managed in three separate streams: general waste, dry mixed

recycling, and confidential paper waste.

General waste and mixed recycling are collected on a weekly basic by waste management

company Veolia. The contract runs until March 2015. Collection is charged per bin lift, rather

than by weight, so an accurate tonnage figure is not available. In order to achieve a baseline

tonnage a calculation has been applied based on the average weight of a full 1100 litre bin

for both general waste and mixed recycling. A visual inspection of how full bins are prior to

the weekly collection is recorded and this figure is built into the calculation.

Veolia are in the process of retrofitting scales to their collection vehicles so the process of

collecting tonnage data will be simplified, and more accurate in the future.

Shred-it supplies a confidential waste service on a fortnightly basis. Material is weighed at

collection and the data provided is presumed accurate. The table below shows the

breakdown of waste by tonnes, CO2 emissions cost and disposal route. A high proportion of

the waste arising is confidential paper waste.

0

2000

4000

6000

8000

10000

12000

14000

16000

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Gas and Electricty Use Gas (kWh)

Electricity

(kWh)

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Waste stream Weight (tonnes) CO2e emissions

(tonnes)

Cost

(££) Disposal route

Mixed

recycling

(paper, card,

plastic, cans)

2.31 0.05 £188 Open loop

recycling

Confidential

shredding 6.68 0.14 £3,093

Low grade open

loop recycling

General waste 3.44 0.09 £468

Disposal with

energy recovery

The graph below shows the difference between costs and weight of the different types of waste

stream.

Although work is underway to increase the overall recycling rate at the office premises, it is

important that we look at the way materials are recycled. It is important that confidential

waste is treated in a secure way, but if non-confidential paper waste is making its way into

the confidential stream it will not only be costing 3 to 4 times more to be collected, but the

‘shredding’ process also lowers the grade of the output material.

A ‘good practice’ benchmark for paper use has been developed by WRAP (Waste &

Resources Action Programme) as 7 reams (500 sheets per ream) per person per year. At

the current rate we are using 14 reams per person – suggesting our paper use is double that

of recommended benchmarks – this is highlighted again through the high volumes of

confidential shredding.

0.0

1000.0

2000.0

3000.0

4000.0

5000.0

6000.0

7000.0

8000.0

Confidential paper

shredding

General Waste Dry Mixed

Recycling

Weight

(kgs)

Costs (££)

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c. Water

Water readings are now provided from the landlord on a monthly basis; however the first six

months of readings were unavailable. The last two sets of data are also not yet available.

Water use is expected to be consistent across the organisation and unaffected by

seasonality. An estimated annual use has been provided in the table below.

Resource Use

(m3)

CO2e emissions

(tonne)

Cost

(££)

Water 780 1 *1000

d. Travel

Business miles may be a significant source of CO2 emissions and may be complex with

many different makes and models of cars all having different outputs. The Sustainable

Development Unit has identified an ‘average’ CO2 emission for use across the NHS to

simplify this reporting process. This has been used to calculate the emissions in the table

below. The miles and costs have been derived from travel expense claims.

Method of travel Miles Cost CO2 e

Business Miles 15,210 £8,370 3.49

Excess Miles 4,295 £1,000 0.99

Lease car 4,683 £702 1.08

Public transport 888 £262 0.05

e. Scope 3 (third party) emissions

Work has begun to develop ways to quantify and monitor impact and emissions relating to

the supply chain, primarily through procurement and commissioning.

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5. GP Practice “Sustainability Health-Checks”

In 2013/14 we conducted 3 “Sustainability Health-Checks” within our GP practices. This

work identified up to 24% energy cost savings in the areas shown below within the practices

These actions are beginning to develop into a range of improvement options which could be

rolled out across our GP network with appropriate support.

The GP Health Checks work through a three staged approach:

Our GP Health Check programme ran in conjunction with our strategic partners - NHS Leeds

North CCG and NHS Leeds West CCG - to enable the three organisations to share learnings

across the programme and realise efficiencies. A further 10 health checks have been

undertaken through the wider Leeds area. A breakdown of findings across the three

programmes is shown below.

Heating / Cooling /

Ventilation 34%

Lighting 23%

Env Mgmt 14%

Building Fabric 13%

Cost Savings by Efficiency Theme Leeds South & East Practices

Heating / Cooling /Ventilation

Lighting

Env Mgmt

Building Fabric

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Marsh Street Surgery (Leeds South & East)

Savings identified: £1,735 or 6.9 tonnes CO₂ per year, 26% overall saving.

“Reducing utility costs and being greener are important to the Surgery; but with two busy practices to run it’s difficult to know where to start. The ‘Health Check’ gave clear and detailed recommendations, cost and carbon savings and payback timescales to really help us to know where to focus our time and resources”

- Julie Beatson, Practice Manager

Heating / Cooling / Ventilation

31%

Lighting 21%

Renewables 14%

Env Mgmt 13%

Building Fabric 11%

Waste 8%

Small Power 2%

Cost savings by efficiency theme: programme total

Heating / Cooling /Ventilation

Lighting

Renewables

Env Mgmt

Building Fabric

Waste

Small Power

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6. Vision and Objectives – Where do we want to be?

WE WILL identify, adapt to, and deliver best practice in innovative approaches to

sustainable development

WE WILL work with our providers to reduce our collective environmental impact, and

increase social value throughout service delivery

We WILL collaborate with our partners and stakeholders to deliver sustainable ‘whole

system’ change cross our city

We WILL monitor and evaluate the interventions we implement to demonstrate a reduction

in environmental harm, increased efficiency and financial cost savings

Our primary and key supporting sustainability objectives are shown below. Many are likely to

change and develop as our planned consultation takes place, as more baseline data

becomes available and as further benchmarking becomes possible.

In line with the vast majority of NHS organisations, NHS Leeds South and East CCG has

adopted a carbon reduction target of -10% by 2015 from a 2007 base line. While we did not

exist as an organisation at this time, the NHS Sustainable Development Unit has set out a

methodology for organisations like us to approximate a 2007 baseline.

This SDMP will be the primary means of capturing and reporting the evidence against this

target, however, the whole organisation has responsibility for delivering the changes in

behaviour, processes and technology which achieve the target. Achieving this target will also

contribute to other corporate objectives.

Primary Objective

Reduce Carbon Emissions by 10% by 2015 from a 2007 base line

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Supporting Objectives To be finalised following the planned consultation and development of initial project outlines and consultation with operational teams on resource availability and plans within teams

We will continue to increase the overall level of sustainable good practise

achieved. By March 2015 we will achieve level 2 of the Green Ladder;

framework

The green ladder framework aligns with the NHS Good Corporate Citizen assessment tool and it is

suggested that over the course of 2014/15 we use this tool to assess NHS Leeds South and East

CCG progress

We will establish a baseline for travel and set corresponding associated CO2 reduction targets for March 2015

We will establish a baseline for social value assessment and corresponding targets for March 2015

Establish a baseline for sustainable commissioning and procurement and corresponding targets for March 2015

6.1 Strategy – How will we get there?

We believe that our SDMP 2014/15 should not be ‘bolted on’ to our business plans, but that

sustainable development should be embedded into our delivery plans and is an aspect of

everyone’s role in a true cross cutting way, as shown below in figure 2.

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A common weakness in sustainability programmes is to see sustainable development as a

separate stand-alone activity and to create delivery structures which become isolated.

Responsibility for sustainability delivery will be embedded within each of our team service

delivery plans.

Each team will have some responsibilities for:

Delivering new sustainability initiated activity,

Modifying existing activities to improve social and/or environmental performance, and

Providing information and performance data to the Sustainability lead.

By creating this SDMP for 2014/15 we have entered a process of consultation with key

internal and external stakeholders. This will ensure that we can align sustainable and

operational working practices and embed them within the organisation and with key

stakeholders.

It is expected that the SDMP will cover four key areas:

Internal operations: where we will focus on reducing business and staff travel, working

with our landlord to help reduce our energy use, and continuing to drive up our recycling

rate, while reducing our waste disposal.

Sustainable commissioning and procurement: including: signing up to and delivering through the Procuring for Carbon Reduction Tool and working with and supporting commissioning managers to align and embed sustainable criteria into current practices

GP Sustainability: Further GP Health-checks will run alongside a pilot project to support practices accommodated in shared services buildings, or those struggling to engage with landlord on sustainability issues.

Partnership working: in delivering programme of work with NHS Leeds North CCG and NHS Leeds West CCG.

The action plan within this SDMP touches every part of the organisation. But we recognise

we are still at the beginning of our journey, and our SDMP will need to be reviewed and

revised on a regular basis as opportunities and challenges emerge.

For 2014/15 we plan to focus on level two actions; but alongside this we will assess

additional baseline data as it is collated throughout the year and integrate new targets which

will stretch our sustainability ambitions for 2014/15.

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7. Action Plan – What specifically will we do?

This SDMP document contains a summarised version of our sustainability action plan for 2014/15.

This plan sets out a high level overview of the key themes we have identified as being important to NHS Leeds South and East CCG, the main

actions we plan to undertake and the associated KPI, owner and deadline for that action.

This will be a ‘live’ document and will be updated and developed over time as new information, baseline data and input from delivery personnel

becomes available.

Objective Action KPI Deadline Who

1.0 Energy & Carbon

1.1 Calculate a Carbon Footprint for the CCG and deliver actions which reduce this by 10% by 2015 from a calculated 2007 baseline.

Explore methods to improve the carbon footprint and extend to scope 3 where possible (suppliers and commissioning emissions)

10% reduction

from baseline by 31

st

March 2015

31/03/13 BP

Calculate a 2007 base line using the NHS Sustainable Development Unit methodology

31/03/13 BP

Combine carbon emissions results from all areas and report regularly internally to all staff on reductions in line with the target

31/03/13 BP

1.2 Reduce gas and electricity use and emissions across Thorpe Park building.

Monitor gas and electricity to identify ‘hotspot’ areas

ongoing AC

Office review prior to move into new building 31/08/14 BP / AC

Arrange meeting with landlord and raise suggestions to optimise building settings. 31/09/14 BP / AC

Switch off / power down messages to be prominent in new building. 31/12/14 Champions

Investigate whole building power down options. 31/12/14 BP / AC

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Objective Action KPI Deadline Who

2.0 Travel

2.1 Reduce staff business travel by March 2015 from a 2013/14 base line.

Working with NHS Leeds North CCG, NHS Leeds West CCG and NHS WSYBCSU

Develop staff travel plan in conjunction with Leeds North and West CCG’s, and WSYB CSU. To include the following activities:

Travel Plan developed

30/08/14 BP/LT/AC

Baseline data Conduct a mini-staff survey to:

- understand staff preferences on travel and why

- identify barriers and frustrations and test solutions

Undertake monthly monitoring of staff expenses, looking at; car miles, bike miles, public transport costs, and other (e.g. parking costs). Utilise the results of the WYTPN survey

% Travel reduction

target identified

30/07/14

BP/LT/AC

Develop a business case for change Research the benefits (cost/staff) of:

- Working from home

- Tele- and video- conferencing vs travel

Business case

developed 30/08/14 BP/LT/AC

Staff & partner engagement

Develop a staff engagement campaign and behaviour change programme in conjunction with strategic partners including:

- Coordinate and facilitate a WebEx learning lunch for staff.

- Train staff “super users” and promote the teleconference facility.

- Investigate / promote:

- implementing a cycle to work scheme

- implementing a car-share scheme.

- Corporate MetroCard and First Bus schemes.

10% reduction in

travel / switch to greener travel

31/03/15 Champion

team

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Objective Action KPI Deadline Who

3.0 Resources (Waste prevention, re-use and recycling, Materials, and Water)

3.1 Follow waste hierarchy when managing wastes

Reduce overall waste arisings by 20% from the 2013 baseline

Reduce overall paper usage by 15%

Reduce overall confidential disposal requirements by 15%

Identify and target areas of waste suitable for reduction including:

Reduce waste by 20 %

31/03/15 RC / MS (with BP support)

- Raise awareness around paper / printing reduction and increase awareness around use of ‘confidential waste’ bins.

- Understand and share policies on what consists as confidential waste

- Develop initiative to reduce paper towel use

31/03/15 RC / MS (with

BP support)

- Reduce packaging on orders into Thorpe Park

- Work to coordinate orders coming into Thorpe Park to reduce associated travel.

31/03/15 RC / MS (with

BP support)

3.2 Develop a re-use baseline and set appropriate target for 2015/16

Collate data on level of reuse throughout organisation. Baseline on reuse

established 31/09/14

RC / MS (with

CSU support)

3.3 Increase recycling across site by 15% by March 2015

- Continue to promote good practice recycling

- Purchase of ‘easy to recycle’ office products or office products made from recycled materials where possible.

- Investigate options for food waste recycling. Investigate options for paper towel recycling

Ratio of recycling to general waste

increased by 15% 31/03/15

RC / MS (with

BP support)

3.4 Improve systems for data gathering

Develop system for efficient information and utility data flow from NHS Property Services

Quantify the level of confidential waste arisings from the move to electronic records.

New contacts made within NHS

PS ongoing

RC / MS (with

support from

CSU)

3.5 Ensure measures are in place to keep water use to a minimum on site.

Check, and where necessary fit, water saving devices to toilets:

Toilets to be fitted with water reducing devices

31/10/14 RC / MS (with

BP support)

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Objective Action KPI Deadline Who

4.0 Commissioning & Procurement 4.1 Integrate sustainability into the commissioning cycle and associated business cases

4.1.1 Engage with commissioning teams and WRM to shadow and support the development of sustainable working practices and engaging local suppliers / services:

A current commissioning cycle

A new commissioning cycle

Tbc / 31/03/15

Tbc /

31/03/15 BP / VW

4.1.2 Inclusion of sustainability requirements in procurement contracts Include sustainability criteria into contracts, policies and procurement. Assessment of suppliers sustainability initiatives and amendment of contracts

Tbc /

31/03/15 Tbc /

31/03/15 BP / VW

4.1.3 Sign up and utilise the Procuring 4 Carbon Reduction tool (P4CR)

Tbc /

31/03/15

Tbc /

31/03/15 BP / VW

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Objective Action KPI Deadline Who

5.0 Climate Change Adaptation 5.1 Plan for and act to mitigate the effects of Climate change

Extreme weather events plan Potential for emergency services or contingency plans with local partners

Link with local

authority plans

ongoing VW / NB

Inclusion of resilience in commissioning support plans Inclusion in risk register and Annual Governance Statement

Link to programme

4.0 ongoing VW / BP

Objective Action KPI Deadline Who

6.0 Social Value & Community Impact

6.1 Develop an approach and methodology for social value accounting Develop a baseline for 2014/15

Research and evaluate methods to measure associated social impact of our activity

Develop a measure for social value and estimate

baseline

31/03/14 BP / VW

Link with SDU work at nation level and respond to Social Value Module consultation due end August 2014

31/08/14 BP / VW

6.2 Support and develop local community engagement initiatives

(In alignment with the existing E&D, engagement and |Communication strategy)

Undertake team challenges in line with partner projects (e.g CSU and BITC events)

3 x team challenge

31/03/15 VW

Continue to support local charities through staff-led initiatives

Support 7 x charities

31/03/15 VW

Support graduate management and intern programmes

1 x graduate and 1 x

intern placed

31/03/15 VW

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Objective Action KPI Deadline Who

7.0 GP Practices

7.1 Sharing learning

Run a engagement session at GP practice meeting to

share findings and gather feedback.

1 x

engagement

activity

delivered

31/05/14 BP

Gather further insight through email / survey to GP

practices

Feedback via

email and

survey

31/07/14 BP

Develop case studies on the progress made by practices

currently receiving support.

2 x case

studies

developed

31/09/14 BP

7.3 Develop new programmes Following feedback session, develop new programme

which may include:

- Support for GP practices to develop sustainable

joint procurement initiatives such as securing

sustainable low cost waste contracts or

purchasing low energy lighting or equipment.

- Research and recommendations into social

prescribing and the role of a GP practice as a

community hub

Proposal for

new

programme

agreed

31/10/14 BP

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7.1 Communications Plans

Internal and external engagement and communications will be integral to this sustainability

strategy and it will require communications activity at two levels:

Delivery of staff and supplier/partner engagement and behaviour change

programmes, essential to its delivery

Delivery of staff and stakeholder information about its progress and achievements,

essential to inform staff and protect and enhance NHS Leeds South and East CCG’s

corporate reputation with stakeholders.

We plan to provide an update on progress to coincide with NHS Sustainability Day 2015

where we will deliver a high profile communication initiative which show cases our continued

success in 2014/15.

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8. Monitoring and Reporting – How will we know when we get there?

8.1 Leadership

Leadership is essential to the successful delivery of this SDMP.

The Governing Body and executive sponsor for this SDMP is Matt Ward, Chief Operating

Officer, and the operational lead is Nerys Blake, Head of Corporate Improvement. They will

be accountable for steering the development and implementation of the SDMP over the next

year.

They will present the SDMP for approval on an annual basis, with progress reports reviewed

every 6 months by a committee of the Governing Body.

We will create a cross functional group to steer the delivery of this SDMP and to ensure our

teams operate to their full potential on sustainability. Members of this group will be

accountable for the delivery and reporting against targets on behalf of their team.

It is recommended by the NHS Sustainable Development Unit that organisations build in

senior independent scrutiny and challenge into their sustainability programmes.

8.2 Measurement

Sustainability performance data will be recorded on an ongoing basis within the monitoring

tool and within other agreed KPI’s, as set out in the Action Plan. Wherever possible these

KPI’s will be embedded in existing business systems and new reporting requirements will be

established as a last resort.

NHS Leeds South and East CCG will use the NHS Good Corporate Citizen assessment tool

on an annual basis as a high level review and measurement of progress of this SDMP.

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8.3 Monitoring

We will scope the possibility of establishing an Environmental Management System. More

accurately a “Social Value & Environmental Management System”. Such systems provide a

monitoring framework for the organisations SDMP and social value and provide internal and

external stakeholders with assurance that the organisation has systems in place to actively

manage its sustainability impacts and activities.

The ISO14001 accreditation is the recognised certification which is and will increasing be,

the standard demanded by all public sector commissioners in order to demonstrate their

compliance with the requirements of the NHS SDU Sustainability Strategy and the Social

Value Act.

8.4 Regional Networks

The CCG will support the re-establishment of a regional network for sustainability. These

networks previously formed a knowledge sharing network across the NHS and were initiated

by the NHS Sustainable Development Unit. During the initial implementation of the NHS

restructuring these networks lapsed.

The NHS Sustainable Development Unit is now seeking to reinvigorate these networks and

WSYBCSU will seek to act as a focal point for knowledge sharing across West and South

Yorkshire.

8.5 Reporting

To ensure we are making appropriate progress we will review our progress annually at

Governing Body level. It is also critical that we share our progress with our stakeholders and

other key stakeholders through existing reporting requirements and stakeholder engagement

activity.

Our annual report will include a section detailing our sustainability performance for the year against the targets set within the action plan, in line with current NHS England and NHS Sustainable Development Unit requirements.