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Welcome to the Liverpool NHS Sustainability Day 2016 Road Show #Dayforaction
| Date post: | 20-Feb-2017 |
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Welcome to the Liverpool NHS Sustainability Day 2016 Road Show
#Dayforaction
Chair’s welcome and introduction
Professor Maureen Williams, Deputy Chair, NHS Liverpool Clinical
Commissioning Group
#Dayforaction
Delivering Social Value
Royal Liverpool University Hospital
Royal Liverpool University Hospital
Royal Liverpool University Hospital
• Public Services (Social Value) Act
• SDU Creating Social Value Module
• Liverpool CCG Social Value Strategy
• Liverpool Social Value Charter
• Right thing to do!
Social Value Drivers
• Work placements
• Life Sciences UTC
• Cadet schemes
• Pre-employment programmes
• Local employment
• Local spend
Trust Social Value Impacts
• Delivering excellent care
• Delivering world-class research
• Health & Wellbeing
• Local engagement
Trust Social Value Impacts
Programme to support local businesses
• New hospitals for site
• Accelerator
• Closer links to universities
• Support LCR key aim
• Attracting global investment
Life Sciences Campus
• Local employment targets
• Local spend targets
• Community engagement
• Liverpool Community Fund
Construction Contract
• Gold Food for Life Catering Mark
• Use of Liverpool CCG Social Value
Strategy
• Large employment
• Raise profile of Trust
Hotel Services Contract
KQ Sustainability Network
• Best choice for patients
• Best choice for commissioners
• First choice for staff
• First choice for students
• Lasting benefit to community
Outcomes
For more details please contact:
Royal Liverpool and
Broadgreen University
Hospitals NHS Trust
T:
M:
E:
Thank you.
0151 706 3637
Aidan Kehoe
Chief Executive
Healthy Liverpool
How will this be a more sustainable model of care?
Dave Antrobus, NHS Liverpool CCG Governing Body Lay Member
A health care system in Liverpool that is person-centred,
supports people to stay well and provides the very best in care
Principles which drive the sustainable model of care
in Healthy Liverpool :-
• Empowering individuals and communities
• Supporting community asset development
and links with voluntary sector
• Preventive approach
• More pro-active care to intervene earlier
• More support for self–care and carers
• More care closer to people’s homes
• Improving collaboration and reducing duplication
• Increasing digital technology solutions
Healthy Liverpool Vision
5 Transformation
Programmes
Living Well VisionLiverpool will be the Most Active City
in England by 2021.
Inspiring and enabling people who live and work in
Liverpool to be active every day for life
The programme aims to have engaged an additional 118,000
people in undertaking at least 30mins of
activity, one day per week by 2021
Living well is about the sustainable model of care –
moving to more prevention of ill-health
Community Vision
‘making the most of our city’s assets to deliver the very
best in community based care and support, to improve the
health and wellbeing of the people of Liverpool’
‘The whole is greater than the sum of its parts.’
Aristotle
24
Person Centred
Promoting a proactive approach
Eliminating avoidable variation in the quality of
care
Improving access to services in the
community
Integrated across health, social care and the voluntary sector
Making the best of digital technology
Community Services Design Principles
Liverpool Community Care Model
Community Care Teams - no wrong door
• Core Community Care Team in each Neighbourhood typically involving GP,
Practice Nurses, Social Workers, Community Nurses, Mental Health, Medicines
Management and Health Trainers but also involving other professionals relevant
to an individual’s care
• Access to full range of wider support, including therapies, diagnostics
• Proactive approach targeting individuals at risk of poor outcomes
• Improved community access, including 7 day services
Specialist Clinical Integration
• Services provided in the community, unless absolutely necessary
within hospital
• Multidisciplinary approach – hospital and community clinicians
• Major reduction in hospital outpatients
• Making best use of the community estate, ensuring that diagnostics
are available, reducing waiting times and making best use of new
technology
Managing Complexity
• Targeting key groups with poor outcomes where current services do
not meet their needs
• Proactive case finding approach
• Commissioning specialist support to meet need
• Key groups and focus
Homeless
Alcohol and Addictions
Severe Mental Illness
Neighbourhood Collaborative
• Social Model of Care - Sustainability
• Neighbourhoods working with community partners
• Major agencies such as Fire and Rescue, housing sector
and voluntary and community organisations
• Supporting engagement of communities
Digital Vision to be in the top 10 most digitally advanced health and social
care economies in Europe by 2020
We will:
• Enable people to utilise digital technologies to manage their own care
• Ensure that information is available to the right people, in the right
place, at the right time
• Create and deliver an information exchange across health and social care
• Ensure informatics system wide coherence and strategic leadership
• Exploit the benefits of existing and future technologies
• Support a technologically enabled workforce to fully
benefit from digital solutions
• Fully exploit the data and intelligence available to
maximise the effectiveness of our services
Digital Model
Liverpool at the leading edge for NHS digital
• 5.5 million shared records in 15/16
• Largest deployment of telehealth in Europe (2000 patients)
• Test bed for technology to enable electronic person held record
• 600 community champion volunteers
• Supporting an e-health cluster with SMEs to develop services and
products for the NHS
Urgent Care VisionTo deliver an urgent and emergency care pathway that is
recognisable and clear to patients, public and healthcare
professionals; delivering the right care at the right place, first time
• Reviewing urgent and emergency care both in and out of
hospital
• Understanding and responding to public expectations
and demand
Key Principles for Service Design
Support for Self Care
right advice in the right place, first time
Improving access to urgent care in community settings
Maximising survival and recovery for those with
serious and life threatening conditions
Connecting all parts of the urgent care system
Hospitals Vision Centralised University Teaching Hospital Campus
delivered through centres of clinical & service excellence
Aims
• To have the best hospital care system in the
country
• For all patients to receive the right care in the
right place first time
• To have a safe health care system that provides
a quality service and is sustainable clinically
and financially into the future
• To maximise patient outcomes and experience
Clinical Alignment
• Strategic direction endorsed at the Clinical assembly held in July
2015. Confirmed that work would continue on the clinical areas
highlighted in the Prospectus, namely:
Phase 1 Priorities
• Delivering 7 days services;
• improving cancer services (haem-onc, pelvic and Upper GI & Hpb);
• women’s health (including maternity, gynaecology and neonates;
urgent & emergency care;
• cardiology;
• stoke services.
Conclusions
• Much of Healthy Liverpool is about introducing more sustainable
model of care…more preventive, more empowering…
• Emphasis is firmly on social and economic
• Environmental aspect given less attention and focus
• LCCG Social Value Sustainability Strategy continues to inform
approach
• LT implications around climate change yet to be built in to Healthy
Liverpool
Questions
Alix Sheppard Public Health SpecialistYouth Health Movement Consultant
The youth health movement
The yhm is a collective of young people and organisations who work with young people, empowering and involving them to actively promote health and wellbeing in community and educational settings.
Identifying the need
• Only 15% of girls and under a third of boys report meeting the Chief Medical Officer’s guidelines for physical activity of at least one hour of physical activity each day
• More than 8 out of 10 adults who have ever smoked regularly, started before age 19
• The UK has one of the highest alcohol abuse rates in Europe
• 50% of life-time mental illness (excluding dementia) starts before age 15
• Around one third of young people aged 11–15 are overweight and around 1 in 5 are obese and 8 out of 10 obese teenagers go on to be obese adults
• PHE data examples
Policy based
PHE
• The link between pupil health and wellbeing and attainment (Nov 2014)
• Improving young people’s health and wellbeing: A framework for public health (Jan 2015)
• A guide to community centred approaches for health and wellbeing (Feb 2015)
• Promoting children and young people’s emotional health and wellbeing (March 2015)
• Key Data on Adolescence 2013 (AYPH, PHE 2013)
• Children’s view of services; A rapid review (NCB, 2009)
What is a yhc?
YHC
Listening and
supporting
Role modelling
healthy behaviours
Signposting to health services
Designing and delivering campaigns
Feed back on YP issues
Supporting health
messages
The yhc role
Able to give accurate information on how to live a healthier life
Using the skills and knowledge to improve own life and that of the family
Signposting to services and places for help and support
Being an inspiration to others
Gaining a qualification- first step on career ladder for health
Myth busting- some of the mis-information about health
Making it sick [sic] to be healthy
Delivering campaigns
Training
• RSPH Level 2 Certificate for Youth Health Champions• 13 QCF credits• Ofqual accredited • Equivalent to a GCSE Grade A-C
• Communication skills• Team working• Presentation skills• Interactive workshops
For more information on the Youth Health
Movement please visit www.yhm.org.uk
Alix Sheppard
Youth Health Movement Adviser
Our future – Alder Hey in the park
David Houghton, Project Manager, Children's Health Park Project, Alder Hey
Children's NHS Foundation Trust
#Dayforaction
Convert what you throw away into what you need
Rod Fountain
CEO and founder
FluteOffice
FluteOffice
FluteOffice
FluteOffice
we take this
and make this
FluteOffice
FluteOffice
FluteOffice
FluteOffice
FluteOffice
FluteOffice
FluteOffice
FluteOffice
FluteOffice
FluteOffice
FluteOffice
J o i n t h e
d o t s !1
2
FluteOffice
FluteOffice
Estates Office
Post room
Medical Records Office
Anti-Coag Office
The circular economy creates amazing returns for all of us
ECONOMIC
Huge savings for
NHS trusts.
Higher prices for
waste.
Lower costs for
furniture and fittings.
Subscription option
frees the capital
budget.
Reduces FM costs.
ENVIRONMENTAL
Huge reduction in carbon footprint.
Reduces or eliminates waste to landfill.
Optimises use of resources.
SOCIAL
Raises quality of
working environment
for staff and patients.
Creates new form of positive engagement.
Supports CSR programme.
FluteOffice: Critical for the NHS to embrace the circular economy
“The FluteOffice solution represents the future for our Trust. The opportunity exists
to save many millions of pounds for the NHS if it embraces the circular economy
across the country.”
David Sissling CEO Kettering General Hospital NHS Foundation Trust
“We find the FluteOffice model utterly compelling and we intend to roll it out
throughout our estate.”
Martin Riley Managing Director Medway Community Healthcare
“We want everyone who works for us to be proud of what we are doing to make their
working environment much better and at the same time much more environmentally
responsible and sustainable. We are all very excited about the future potential of
working with FluteOffice.”
Julie Sherlock, Board Lead Customer Care & Facilities, Your Healthcare
Kingston
FluteOffice: Everyone loves it!
FluteOffice: Example of the closed loop model for the NHS
We take waste cardboard from NHS trusts and use it to make
stunning furniture and interior office products….
….which we then resupply to the
NHS for use in its buildings for as
long as required….
….and when they aren’t
needed anymore we take them
back and remanufacture into
new products for resupply to
the NHS…….
FluteOffice
FluteOffice
FluteOffice
Better, much better,does not have to cost the earth.
FURTHER INFORMATIONRod Fountain CEO [email protected]+ 44 (0) 7957 424976
FluteOffice LtdThe Studio, Gardeners Cottage, Jayes Park Courtyard, Ockley, Surrey, RH5 5RR+ 44 (0) 1306 400070
www.fluteoffice.com 25
Refreshments and networking
#Dayforaction
Vasco DimitroffCorporate Affairs
Mission: To reduce global water
consumption by
1 %
Water efficiency experts for 20 years
Advisors to the Government since 1999
Lead consultants of Watermark
£70 million
Major improvements
Metering
Billing
Reporting
Wider ranging
Greater detail
Robust
£500 million per annum in lost
revenue, which if saved coincides with a 30% reduction in water use
London’s Total Annual Water Consumption
3 billion Cups of Tea
…or filling this room
237 thousand times over
What this means for the NHS
10 million m3 per year
£24 million
500Different Building
BenchmarkClassifications
Why do we need you?
3 years free bill validation
Electronic water consumption profiles
Identification of high consumption anomalies
A benchmarking toolkit
More accurate reporting on water
Prepare for deregulation from 2017 and;
Tools to potentially reduce your water bill by a third
3 Simple Steps
to Participate
We provide you with an email to send to
your water supplier
They send your future bills to us for
benchmarking assessment and validation
Within 24 hours of receiving them, we send
your now validated bills onto you
Climate Change
Rapid Population Growth
Economic Development
True water management
- comprehensive approach
Overview
Financial Environment Social
Overview
Free resources How to set up your own Business case templates Legal templates
Value
“It is only a waste when it is in the wrong place”
The Enemy
Time Space Distance
Priority?
Reuse has a much greater impact than recycling
Win win win
Win win win
Win win win
Purchase & Waste costs Staff time
Supply Chain Impacts
60% NHS Carbon from supply chain
#
Supply Chain
Social
Internal Collaboration
Internal Collaboration
Internal Collaboration
Procurement & waste avoidance benefits
Internal Collaboration
External Collaboration
Friend requests
External Collaboration
External Collaboration
Aber Uni save £10K in 1st
trade!! (audio room)
Metrics
Value of reuseAuditManagement
Behaviour change
Examples
warp-it.co.uk/nhsggc
warp-it.co.uk/gmh
warp-it.co.uk/CWP
warp-it.co.uk/lthtr
Win win win
Win win win
Win win win
Take home tip
Explore developing a reuse target
>Track your savings
>>Put more resources into reuse
Free resources
Freegle
Warp It (is free really)
Legal document for donation to 3rd parties
Business case for reuse system
Introduction
Knowledge sharing and case studies
Summary of the loan application process
To demonstrate how Salix can help NHS England
Our goals for today
Introduction to Salix funding model
Who we are
Established in 2004
Independent, publicly funded, not-for-profit company
100% interest-free capital finance for the public sector
Funded by DECC, Scottish and Welsh Government, EfA, DfE, and HEFCE
Support public sector bodies such as local authorities, educational establishments and NHS Trusts
Working throughout England, Wales, Scotland and N. Ireland
Minimise wasted energy – controls and awareness raising
Efficient conversion –installing energy
efficient technology
Salix focus capital investment to
reduce energy and save carbon
Energy hierarchy
Onsiterenewable
energy
Loan funding by public sector body type
40%
30%
12%
10%
4%3%
1%
England between April 2010 - March 2015
Local Authority
Higher EducationInstitute
National Health Service
School
Further EducationInstitute
Academy
Emergency
Salix Activity within the NHS
Top 10 NHS Clients Imperial College Healthcare NHS Trust
Northern Devon Healthcare Trust
Hinchingbrooke NHS Trust
Bradford Teaching Hospitals NHS FT
Princess Alexandra Hospital NHS Trust
Northampton General Hospital NHS Trust
St George’s Hospital
Poole NHS FT
Salisbury NHS FT
Ealing NHS Hospital Trust
Energy usage in the NHS
245 eligible organisations spend over £634m on energy and utilities 1
Average of £2.5m per hospital 1
Typically 3rd largest expenditure
Our NHS clients have saved on average £200k per year 2
1. Health and Social Care Information Centre, Hospital estates and facilities statistics 20152. Salix Finance – loan applications since 2008
Knowledge sharing and case studies
Knowledge sharing and case studies
Case Studies
Project Knowledge Slides
Social Media
News & Blog
Northampton General Hospital - case study
Pre project conditions –
• Mixed 40 acre estate with buildings ranging in age from 1793 to 2008
• Issues with BMS control, heating networks, pipework lagging, heat loss, and inefficient lighting
Salix funded solution –
• Total project cost £381k
• Cavity wall and pipework insulation, draught proofing, BEMS upgrades, pool covers, and T5/LED lighting
• 3 year payback
Project overview Salix helped Northampton General Hospital to deliver a suite of new projects across their estate saving the hospital £127,484 per year
Salix project case studies
Project knowledge slides
Sharing of knowledge between clients
Completed projects
Before and after
Supporting comments
experiences
lessons learnt
supplier
contact details
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Salix application process
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Online application process
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Six simple steps to apply
1. Log on to the Salix website salixfinance.co.uk/loans
2. Select the NHS loans page
3. Complete the compliance tool with project details
4. Complete an online loan application
5. Submit your application online
6. Salix will do a technical assessment
Summary
NHS Trusts and Foundation Trusts – no maximum loan amount
Help achieve energy and carbon reduction targets
Long-term funding plans, SDMPs, estates strategies
Reduce energy bills at your Trust
Social Value – the stories behind the
statistics
Cheryl Lockyer – Head of Communities and
Social Value, Carillion
Carillion in the community
Carillion in the community
Carillion in the community
Carillion in the community
Thank You
For more information of Carillion Community
Activity on the RLUH please contact:
Community Regeneration Manager
Healthy Eating
“The Route to Health and Wellbeing”
Quorn video
Current Issues in the NHS….
''Today 25% of the nation is obese and 37% is overweight”. If we could reduce the number of cases
by 20% over the next 5-10 years, we could save the NHS up to £16bn per year.
“In 2015 NHS will spend about £8 billion a year (increasing to £10-£12bn by 2020) on the medical
costs of conditions related to being overweight or obese and a further £10 billion on diabetes.”
“Shortfall in NHS funding £20bn target by 2020”
“NHS as an employer sets a national example in the support it offers its own 1.3 million staff to stay healthy, and serve as “health ambassadors” in their local communities”.
Simon Stevens Five Year Forward
Tackle the root causes of ill health.
A radical upgrade in prevention and public health.
Hard hitting action on Obesity, Alcohol and other major health risks.
http://www.fao.org/fileadmin/templates/wsfs/docs/expert_paper/How_to_Feed_the_World_in_2050.pdfhttp://www.tristramstuart.co.uk/FoodWasteFacts.htmlhttp://ecowatch.com/2014/04/11/agricultures-greenhouse-gas-emissions-2050/
Challenge Consequence
To feed 9bn in 2050 FAO say we need a 60% increase in food production
some of the true costs of cheap and plentiful animal protein
“The need for new business models that help address the 9bn challenge - including a healthy new protein with a lower environmental impact….”
Prof. Alan Knight Single Planet Living
Big steps toward small footprints
175
Quorn is an important tool to help address
these issues
“Quorn ….began by taking the original fungi found in soil and domesticating it in the same way that our ancestors did with many plants.”
Spector, T (2015) The Diet Myth. Weidenfieldand Nicholson pp 137
Quorn has many influential advocates
Increasing protein content
Mycoprotein Beef Chicken
Too
ne
s o
f P
rote
in
Protein Yield per tonne of Wheatused in the production of mycoprotein, beef & chicken
Key comparisons - mycoprotein
By working closely with Carbon Trust we have established that Quorn foods offer significant environmental benefits relative to meat.
Quorn is the first and only meat free brand to have carried out such a systematic third party analysis of its
environmental footprint.
1 Geraldes, E & Freire F (2013) Greenhouse gas assessment of soyabean production: implications of land use change J Cleaner Production 54, 49 -60
2. Matsuka, T& Goldsmith, P (2009) World soyabean production: Area yeild and projections. In: J Food Agric Management review 12 (4) 143-161
3. Ercin, AE Aldaya, M &Hoekstra, AYl (2011) The water footprint of soymilk, soyburger and equivalent animal products. UNESCO IHE Inst Water Education. Report 49
4. Carbon Trust. Report to Marlow Foods (2014) Available on request
ENVIRONMENTAL COMPARISON PROTEINS AND MYCOPROTEINGHG
(kg/kg)LAND
(ha/te)WATER (m3/te)
MYCOPROTEIN 1.6 0.17 860
source#4: carbon trust lifecycle analysis of mycoprotein. Report 2014
QUORN MINCE 2.4 0.4 1900
SOYABEAN 0.1 - 17.8 0.43 2500
source#1 source#2 source#3
BEEF (GRAZED) 121(114 - 130) 5 21500
BEEF (MIXED) 30(16 - 69) 3.5 19500
source#4: carbon trust lifecycle analysis of mycoprotein. Report 2014
POULTRY 9 0.7 3970
Compared with Quorn mince ex factory
GHG LAND WATER
Beef (mixed)
X12 X9 X10
Beef (grazed)
X50 X12 X11
Poultry X4 X2 X2
Bowel Cancer • Is the third most common cancer in the UK • Eating 100 to 120 g of red and processed meat a day
- things like ham, salami and sausages – increasing the risk of developing bowel cancer by about 25% -we need to eat less
• Fibre offers a protective effect – we need to eat more (SACN Report)
Quorn are supporting bowel cancer awareness
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2121650/pdf/pmed.0040345.pdfhttp://scienceblog.cancerresearchuk.org/2007/11/12/how-does-red-meat-increase-bowel-cancer-risk/http://www.dietandcancerreport.org/?p=ERhttps://www.gov.uk/government/publications/sacn-carbohydrates-and-health-report
What have we have been doing……
What if every NHS member of staff ate the
same lunch as you will be eating today??
SAVED Fat: 56 tonnes = approx. 2 lorries full
SAVED Carbon: 7.4 million kg = 7,400 tonnes
[35x Angels of the North]
SAVED Water: 4 million tonnes (m3) = the
amount of water flowing in the river Aire over 32 hours.
SAVED Land: 1400 hectares = 7x the size of Roundhay Park
SAVED Calories kcal :To feed 760 people for a year (365 x 2,500 kcal)
INCREASED Fibre: 21 tonnes = approx. 1 lorry full
THANK YOU
Lunch and networking
#Dayforaction
Welcome back
Professor Maureen Williams, Deputy Chair, NHS Liverpool Clinical
Commissioning Group
#Dayforaction
Institutional Rhythms
Opportunities for Energy and Mobility Demand Management
Institutional Rhythms
2 year project, fully funded by the
Engineering and Physical Sciences Research Council (EPSRC).
Part of the DEMAND research centre.
Based at Lancaster University.
One of six large centres funded by the Research Councils UK (RCUK) on
End Use Energy Demand (EUED).
NHS Carbon Footprint
Sustainable Development Unit. 2013. Carbon Footprint Update for NHS in England in 2012.
The DEMAND Centre Focuses on What Energy is For
www.demand.ac.ukSee also: Shove, E. and G. Walker (2014). "What is energy for? Social practice and energy demand." Theory, Culture & Society.
“Our research takes a distinctive approach to end use energy demand,
recognising that energy is not used for its own sake but as part of accomplishing
social practices at home, at work and in moving around.”
Institutional Rhythms
• How do hospitals as institutions make and shape patterns of work and the patterns of energy demand and travel that follow?
• How might these patterns might be steered to smooth peaks and reduce overall demand?
Zerubavel, E. (1979). Patterns of time in hospital life: a sociological perspective. Chicago, University of Chicago Press.
Rhythms of Equipment Use
• How are the temporal routines of equipment use established and maintained? What other rhythms do they support?
Sequence and Flow
• How do the operating times of different departments / buildings matter for the working arrangements and therefore building energy use in others?
Working Arrangements and Patterns of Travel
• How do shifts and working hours relate to flows of traffic into and out of hospitals?
Zerubavel, E. (1979). Patterns of time in hospital life: a sociological perspective. Chicago, University of Chicago Press.http://commons.wikimedia.org/wiki/File:UK_Roundabout_8_Cars.gif?uselang=en-gb
Timing, Synchronisation and Coordination
• Important for the scheduling of peak electricity demand and peak demand for travel.
• But they are also crucial for understanding how the totality of demand for energy use is constituted.
Anderson, B. 2015. DEMAND Research Insight No. 1 What Makes Peak Electricity Demand? Insights From Time Use Analysis. DEMAND Centre.
Project Aims
To map the synchronisation and co-ordination of ordinary working and
mobility practices within hospitals.
To understand how the management of the effective
provision of health care impacts on the temporal
rhythms of these arrangements.
To identify opportunities for steering demand for energy
and travel.
Institutional RhythmsOpportunities for Energy and Mobility Demand Management
• Research Summary and Project Brief available at: http://www.demand.ac.uk/institutionalrhythms/
• For more information and opportunities to contact: [email protected]
• For project updates / outcomes follow me: @stanleybluephd
Behaviour Change and Staff
Engagement
12th November 2015
Claire Igoe, Sustainability & Energy Manager, CMFT
Central Manchester University Hospitals NHS Foundation Trust
7 Hospitals;
• Royal Manchester Infirmary
• Saint Mary’s Hospital
• Manchester Royal Eye Hospital
• Royal Manchester Children’s Hospital
• University Dental Hospital of Manchester
• Trafford General Hospital
• Altrincham Hospital
• 45 community services
• 12,000 staff
• 1,200 beds
• Over 8,000 babies delivered every year
• Over 1.5 million patient contacts
Context at CMFT
We spend around £10 million a year on energy
Generate 4,700 tonnes of waste
Use 330,000 m3 of water
Huge potential for savings
Green Impact programme
In 2013, identified need to engage staff in sustainable behaviour change
NUS (National Union of Students) Green Impact model identified
Environmental Accreditation and Awards scheme
Now in our third year of delivery
Senior management endorsement & launch Recruit and engage staff teams Online workbook – breaks down tasks into bite
sized chunks with measurable outcomes Ongoing support – newsletters, calls, team visits,
events, competitions, students Resources – posters, stickers, checklists,
templates, presentation, film Workbook submissions & external audits Awards event
How it works…
Communications
Outcomes
Over 2,000 greening actions taken by staff across 30 teams – reaching over 2,000 staff
30 teams gained awards (14 bronze, 11 silver and 5 gold), 5 teams also gained ‘gold labs’ awards
£130,000 of cost savings and 641 tonnes of carbon saved – also a number of projects citing direct savings to department
100% of participants felt the overall programme experience was good or excellent
Wider engagement around social value
Changes for 2015/16 programme
Downsized the number of challenges – there are now 60 in total
Provision of student assistants Added a ‘getting started’ section and an
‘excellence’ programme (for open ended projects)
Programme extended to run all year round -closing and relaunching simultaneously
Improved capture and calculation of cost savings
Further engagement…
Sustainability Steering Group with various sub-groups
Green Champions Network
Waste Advisory Group
Regular programme of events – Monthly Cycle to Work breakfast, Wasteless week, NHS Sustainability Day etc.
Network Name
Social
Ecological
Economic
Registered Charity number 1099568
“Common Ground is a charity aimed at supporting the NHS todeliver a preventative health and wellbeing system. ThroughCommon Ground we can create sustainable health care for thefuture based on the values of care, support and development”
Property Services
Network Name
The NHS was developed to provide largely episodic care
A 21st century NHS will need to deliver care that meets the health needs of today and focuses on preventing illness and supporting individuals in
maintaining active and healthy lifestyles.
“The common ground model represents diversification within the healthcare landscape”
Care – Support – Development
Network Name
A medium secure inpatient bed costs £198,099.00 per year, this figure cannot bedemonstrated as a cost saving. It does demonstrate the cost of inpatient care value over aperiod of 6 years being £1,188.594.00. We can demonstrate this high value amount as arefocused resource used for other in-patients care recovery plans and take the stand thatwithout this model being integrated into patient X’s care plan ,patient X would still requirethe full 8 years of inpatient care services within a medium secure health care setting .
Provided a specialist consultation service saving Greater Manchester West ,Mental HealthNHS Foundation Trust a massive £6,000.00 proposing a more suitable environment withinmedium secure for their growing environment.
Recruited in-patients into paid City and Guilds apprenticeships with Lancashire Care NHSFoundation and incorporated this into the rehabilitation programme
Charity fund income from April this year £4,974.00 and still growing. Plant sales , foodproduction , team building events and charity events in the community
Network Name
Network Name
“I found the event to be interesting and created conversation”
“Pleasantly surprised will make a great contribution to my diet “
“This product was very tasty , well presented”
“Quorn is not bad , I had never tried it before and would try it again “
“Was really informative and a healthier way of eating , but not bad tasting , totally delicious”
“The Quorn is delicious and the event has inspired me to use it more”
Network Name
” I am a chef at guild lodge and Grow your Own have been
supplying fruit and vegetables for coming on three years and
I have seen the way it has changed the way people think
about food when you’ve been involved in the growing
process.
Over the last three years the variety of produce has
expanded to the extent that they are used every day in our
cooking and we have also tried to work alongside Liz and
the service users team with our menu cycle and seasonal
growing cycles.
I have spoken to some service users and they love the idea
of growing their own food as it gives them a sense of
achievement and satisfaction, I have even had service users
asking for fruit pies to be made for the wards so they could
see process through from ground to mouth.
I am very proud to have been asked to be the kitchen
representative as I enjoy seeing the proud looks and
satisfaction it gives to the service users and staff alike.
Chris Ashcroft (chef)
Network Name
“Amos is involved with the Grow your Own Project which is a
service user involvement group managed by the Estates
department. Grow Your Own is a horticulture community based
project which provides service users with a worker role”
“Through Amos' hard work and involvement in this project,
service users are provided with opportunities for social
inclusion and take an active role within the wider community.”
“The project helps to promote health & well-being and recovery
for Guild Lodge service users. Amos gives up his own time to
support service users; He is an excellent role model for service
users, he will encourage and motivate them to engage and
promote their recovery.”
“Amos is highly respected by the service users here at Guild
Lodge; he treats all service users with dignity and respect and
always acts in a manner in line with trust values.”
“Amos enables clinical staff to have excellent relationships with
Property Services which results in collaborative working to
enhance and enable a variety of service user projects and
groups to happen at Guild Lodge. The Occupational Therapy
department highly value Amos' input”
Network Name
• Food and Mood project, led by mental
health charity Mind, found that nearly 90%
of people who took part in their study found
that changing their diet significantly
improved their mental health
• Prince Charles urges people to buy British
food, Writing for Country Life magazine,
Prince Charles said farmers made a "huge
contribution" to the UK's "food security,
environment and prosperity".
• "A very large body of evidence now exists that
suggests diet is as important to mental health
as it is to physical health," says Felice Jacka,
president of the International Society for
Nutritional Psychiatry Research. "A healthy diet
is protective and an unhealthy diet is a risk
factor for depression and anxiety.”
• Two in five parents experienced a mental health issue during
or after pregnancy with their first child, according to a survey,
which found many are too afraid to seek professional
support. The poll of 2,000 new mothers and fathers, for the
Royal College of Nursing (RCN) The RCN suggests the
findings point to an “ongoing stigma” around mental Health,
which is particularly powerful for parents and is preventing
many from getting potentially life-saving support
Network Name
Valuing mental health equally with physical health
Why is it important?
• Mental illnesses are very common• Among people under 65, nearly half of all ill health is mental illness• Mental illness is generally more debilitating than most chronic physical
conditions• Mental health problems impose a total economic and social cost of over
£105bn a year• Only a quarter of all those with mental illness such as depression are in
treatment• We tend to view physical and mental health treatment in separate silos in
health services• People with poor physical health are at higher risk of experiencing mental
health problems• People with poor mental health are more likely to have poor physical
health
https://www.england.nhs.uk/mentalhealth/parity/
Network Name
“We began the journey a little over 2 years ago, planting a SEED that has
seen us develop a diverse and practical approach in the way we deliversustainable preventative healthcare and recovery. We officially opened theproject in March 2013 in celebration of the first annual NHS sustainability day.”
Thank You
Elizabeth Harrison, Common Ground, Service Manager
When will you join us with yours?
Abi Aldridge
Programme Assistant at Global Action Plan
Elizabeth Harrison, Founder, The Common Ground Model
#Dayforaction
Concluding comments
Professor Maureen Williams, Deputy Chair, NHS Liverpool Clinical
Commissioning Group
#Dayforaction
