sustainability day leeds 2017

Welcome to the Leeds Sustainability Day 2016 Road Show

#Dayforaction

Chair’s welcome

Roger Tolman, 4 All of Us

#Dayforaction

09:10 Chairs WelcomeRoger Tolman, 4 All of Us

09:20 Implementing the national Sustainable Development Strategy for the NHS – A local perspectiveFrank Swinton, Consultant Anaesthetist, Clinical Lead for Sustainability, Clinical Director for Anaesthetics, Theatres and Critical Care, Airedale Hospital NHS Foundation Trust

09:40 Delivering a Sustainable Development Management PlanJane Money, Sustainability Manager, York Teaching Hospital NHS Foundation Trust

10:00 Implementation of an Environmental Management System - SDMP and EMS Twin Track ApproachLibby Moss, Sustainability Manager, Leeds Teaching Hospitals NHS Trust

10:20 How software can provide solutions to NHS issues - Oxford Heath NHS Foundation Trust/TRACC case studyDan Saunders, Basemap

10:40 Need to renew your power-plants or to provide stand-by power?Gordon Watt, European Business Development, Doosan - Babcock

11:00 Question and answer session

11:20 Refreshments and Networking

A Local Perspective

Dr Frank Swinton

Consultant Anaesthetist

Clinical Lead for Sustainability

@frankswinton

@frankswinton

Goal 1 - A healthier environment

Goal 2 - Communities and services are

resilient to changing times and climates

Goal 3 - Every opportunity contributes to

healthy lives, communities and environments

Vision - A sustainable system protects and improves

health within environmental and social resources now

and for the future

The Strategy

@frankswinton

@frankswinton

Enable the

positives

Reduce the

negatives

@frankswinton

@frankswinton

Northern Region Website

http://www.sduhealth.org.uk/delivery/engage/regional-and-local-networks/north-

sustainability-network.aspx

http://www.sduhealth.org.uk/delivery/engage/regional-and-local-networks/north-sustainability-network.aspx

http://www.sduhealth.org.uk/delivery/engage/regional-and-local-networks/north-sustainability-network.aspx

@frankswinton

• Regional

• 5YFV/STP

• Air Pollution

• Local

• SDMP

Food and Drink Strategy• Diet drinks, water, low volume fruit juice

• Low fat (trans) crisps, yoghurts

• Increase fibre

• Small portion confectionary/foods

• Enhance Cultural choices

• Positioning of food/drinks in retail outlets

• Traffic Light system/labelling in food outlets

• Promote healthy foods/drinks

• Restaurant, Friends Shops, Vending Machines

• Proportionate response to promote health in our patients, staff &

visitors

• Eat Well, Exercise Well, Think Well!

@frankswinton

@frankswinton

Delivering the NHS Trust Sustainable Development

Management Plan

Introduction

•Background

•Where were we then ?

• Where did we want to be ?

• How did we get there?

• What did we achieve?

• What next ?

Background• Delivering acute hospital and healthcare to 530,000

• York and North Yorkshire- covering 3,400 miles

• York Acute Hospital– circa 50% energy

• Scarborough and Bridlington hospitals – 25% &10%

• 8 hospitals,1100 beds

• 8500 staff

• Energy Bills- 68 sites

•Annual turnover c.£400M

Where were we then ?

• Trust Board Commitment to

Carbon Reduction

• Lack of budget

• Old and obsolete plant

– Inefficient lighting

– Inefficient equipment

– Limited monitoring and control

Where did we want to be?

• Project Aims• Reduce carbon emissions

• Reduce energy costs

• Improve resilience

• Tackle barriers through• Securing funding

• Identifying project scope and costs

• Guaranteed financial savings

• Eliminating backlog maintenance issues

How did we get there ?

Starting point• NHS SD Unit Marginal Abatement Cost Curve

• Board objectives

• CEF Framework

The Carbon & Energy Fund• NHS Countess of Chester Framework

• Best value, competition and innovation

• Upfront free advice – no contract = no fee

• Funding/loan provided (if required)

• Predicted minimum guaranteed savings

• All procurement, design, legal, delivery and

verification costs included within scheme

What did we achieve ?Contract 1-York Hospital (completed Sept 2014)

• £3.8M capital project

• Savings– 3k tonnes carbon (22%)

– £810k p a guaranteed

• New energy generation– 1.2 MVA Gas CHP

– Waste heat boiler

• New demand reduction– Remote monitoring and control

– Resulting from more efficient infrastructure (including

new pumps, heat exchangers, new pipework,

insulation, sensors and variable speed drives

– Energy efficient lighting

• 15 year EPC with independent M& V from CEF

What did we achieve ? (continued

1)

Contract 2- Scarborough and Bridlington

Bridlington Hospital (April 2016)

• £1.2M capital project

• £151k minimum guaranteed savings

• 676 tonnes carbon saved per annum

Scarborough Hospital (Jan 2017)

• £3.2M project

• £512k predicted guaranteed savings

• 2,130 tonnes carbon saved per annum

Contract 2 – Total carbon savings 38% per annum

and 31% reduction in energy costs.

What did we achieve ? (continued

2)

CHPA Integrated Energy Project Winner (2014)

H &V News Retrofit Project of the Year Winner

(2016)

NHS SD Unit – Innovation Award

– Highly commended runner up (2016)

Building Better Health Care - Efficiency Award

– Highly commended runner up (2016)

What Next ?- Some of our SDMP activities

• Energy – review of SD Unit advice with other low to medium cost measures to identify next steps for top energy using sites

• Procurement and Waste – influence tenders –recent taxi tender -4% score on carbon emissions, waste audit on Wards

• Travel -Travel Planning Coordinator shared with City of York Council – Liftshare, Evs, Pool cars

• Buildings - Work to improve capital estates policies and procedures to achieve more sustainable design and delivery

• Engagement – Assessment of level of engagement upon which to base plans to build in capacity and integrate more widely .

Sustainable Development Unit for health and care system

in England www.sduhealth.org.uk/

Carbon and Energy Fund www.carbonenergyfund.net

Email [email protected] (Director) or

[email protected] (Monitoring and Verification)

Vital Energi www.vitalenergi.co.uk

Jane Money, Head of Sustainability

Email [email protected]

For more information

http://www.sduhealth.org.uk/

http://www.carbonenergyfund.net/

mailto:[email protected]


http://www.vitalenergi.co.uk/


Relieving Pressure on Parking and Encouraging Active Travel

Dan Saunders, Product ManagerBasemap

PARKING PRESSURES IN NHS

• Pressures of hospital car parking constantly in the news

• Reduce the number of car parking spaces & introduce a sustainable parking permit system

• Parking very emotive

• Complaints about lack of spaces

• People who could travel by alternative means or park somewhere else

• Need fair system for monitoring and controlling to ensure spaces allocated in the best way

ENCOURAGING ACTIVE TRAVEL

• Active travel relieves parking pressures & encourage staff health and wellbeing

• Promote cycle to work and car share scheme- Provisions for cycle racks & showers

• Communicate the benefits of walking/cycling

• Highlight public transport options & routes

• Collaborate with local transport partnerships/companies

• 2030 target of reducing carbon emissions by 40%

OXFORD HEALTH NHS FOUNDATION TRUST - THE PROBLEM

• Needed to introduce sustainable car parking permit system following increase pressure on parking

• Increase due to business growth, changes in services & staff travelling further

• Health & safety issues - cars blocking emergency access

• Wanted to increase active travel & reduce congestion around hospital

• New car parking management system needed to be fair to all

• Manage over 100 sites

• Straight line or circle approach not sufficient - important to look at travel time & consider all variables

42,290 People

TRADITIONAL METHODS

▪ Quick easy analysis of travel time and distance • Public transport (all modes)• Car• Cycle • Walking

▪ Can adjust the transport network• Add new roads, exclude dangerous roads• Add or remove a bus service

WHAT IS TRACC?

• Outputs• Travel time contours maps• Origin to destination

time/distance spreadsheets• Origin to destination path report• Demographic data reports• Catchment maps

15,493 People

ADVANTAGES OF USING SOFTWARE

18,135 People

OXFORD HEALTH NHS FOUNDATION TRUST: THE SOLUTION

Get the union to decide to cut off travel times• 25 minute Cycle• 25 minute Walk• 45 minute public transport outbound – morning peak• 45 minute public transport Inbound – afternoon peak

Analyse every postcode within a 2 hour buffer• New and Existing Staff• Results outputted as a large CSV file• Results imported linked into existing HR system• Gave a score where travel time was an element

Change in travel behaviour after system went live• Increase in active travel• Reduction in congestion• Robust evidence for appeals

OXFORD HEALTH NHS FOUNDATION TRUST: THE SOLUTION

“If we hadn’t had TRACC, our only alternative would have been a system that wouldn’t have considered public

transport options and we wouldn’t have been able to achieve these very detailed results”

“We have seen an increase in people travelling a different way & finding different solutions as a result”

Tanya Street, Estates & Facilities Business Change Manager at Oxford Health NHS Foundation Trust

www.basemap.co.uk/oxford_nhs

HOW IS TRACC USED IN OTHER NHS DEPARTMENTS?

• Distance: staff and patient access to NHS sites

• Travel times to NHS sites for staff and patients using postcode data

• Have an educated look at bus subsidies

• Looking at public transport access to NHS sites• Impact on service cuts

• Look at new developments and impact of site/unit closures on staff and patients

• Use TM-Speeds data to look at car driving times

• Look at catchment areas of hospitals and services

• Look at commissioning of new and existing health services

NHS STROKE SERVICES: CASE STUDY

WWW.BASEMAP.CO.UK/NHS-STROKE-SERVICES

SUMMARY

• Saves time

• Easy to use

• Accurate demographic reporting

• Flexible - view and edit data

• Influence new site proposals or closures

• Assist with pressure on parking

• Encourage active travel for staff & patients

• Control of data/queries - no need to outsource

[email protected]

BASEMAP.CO.UK

01483 688470

CONNECT:@BASEMAP

LINKEDIN.COM/COMPANY/BASEMAP


Fuel Cell Technology Part of the NHS Energy Mix

2017

Doosan BabcockBuilding a Low Carbon Future

AGENDA

44

• INTRODUCTION TO DOOSAN BABCOCK

• THE DRIVERS

• THE PURECELL FUEL CELL

• UK FUEL CELL INSTALLATIONS

• ARUP STUDY FINDINGS

• THE UKS LARGEST FUEL CELL INSTALLATION

45

Reduction ofEnergy

Consumption

Financial

savings

Reduced

Carbon levels

Low maintenance

Optimised

solution

THE DRIVERS


DOOSAN FUEL CELL IN CONNECTICUT

46

5

PURECELL® MODEL 460 – WHAT & HOW

1 Electrical PowerInverter generates high quality AC power

3 Air ConditioningUtilising an Absorption Chiller Hot Water can efficiently provide Air Conditioning

4 HydrogenPure Hydrogen slipstreamed for Transportation

5 Vitiated AirProvides Data Centers with Inert Atmosphere for fire protection

A Natural GasConnect to Existing UK Gas Infrastructure

B Hydrogen Ready100% Hydrogen with Minor Modification

447kW of Power and 530kW of Heat created from hydrogen

2 Hot WaterHeat Recovery System Generate Hot Water

47


Design Features

• 10 year cell stack life

• Grid-independent operation

• Electric load following

• Low pressure natural gas fuel & H2 ready

• Low noise and vibration

• Low emissions

PURECELL® - WHAT…

48

Performance

• Fleet availability 98% -12 month rolling average

• No shutdown required for planned maintenance

Output and Efficiency

• 447kW electric output

• 530kW/h heat output

• 42% electrical efficiency

• 90% system efficiency

Cleanest source of continuous on site energy generation

48


Key Client Examples

Data Centers /

TelecomHospitalsUniversities Industrial

District Heat &

PowerCommercialRetail Government

20 yearProduct life

>12 millionHours of fleet field operation

>110 MWInstalled referenceProven

Technology>220 PureCell

Units globally

KEY SECTORS ADOPTING DOOSAN FUEL CELLS

49


FUEL CELL ADOPTERS IN THE UK

50


FUEL CELL ADOPTERS IN THE UK

51

Daily Peak Load Energy Mix

•Fuel Cell / CHP solution supplies majority of demand

• >60%

•Solar PV provides top-up during mid-day

• Max Solar output coincides with mid-day demand peak

• Up to 150kW in Summer

•Remaining Demand met by grid import

• Only 30% of total peak daily demand is grid electricity

New Energy Mix:

Fuel Cell

&

CHP

Grid

Solar

NHS Estate Trust Project - current

Strictly Private & Confidential, © Copyright Doosan Babcock

TRUST BENEFITS

Air Quality Benefits – Healthy Local Hospital

Resilient Technology – Heat & Power

CSR Project Opportunity

Low Noise & Vibration

Future Proof

De-Steam

Long Term

Triple Bottom Line Improvements

(+ Financial + Social + Environmental)

CO

ST

CA

RB

ON


ARUP STUDY BASIS OF COMPARISON

54

• Purecell® 400 Versus Gas Fired CHP

• Mixed Use Commercial Building

• Central London

• Run at Full Load with No Heat Rejection

• MCPD NOx Limits of <95mg/Nm3


• 400 kWe

• 472 kWth

• 92% Availability

SYSTEM OUTLINE

55

• Gas Fired CHP System


SYSTEM OUTLINE

56

• Fuel Cell CHP System

• 447 kWe

• 530 kWth

• 98% Availability


METHODOLOGY

57

• Whole Systems & Whole Lifecycle Cost

• Equipment Schedule for Both Systems

• O&M Costs for all Major Equipment

• Total Parasitic Loads Calculated

• Space Requirements Compared

• End of Life and Decommissioning Costs Assessed

• Analysis for 20 Years Lifetime of Purecell®

• Economic Comparison using Cash Flow Model


TECHNICAL COMPARISON (20 YEARS)

58

Item Purecell® 400 Gas Engine CHP

Average Electrical Efficiency (NCV) 41.2% 40%

Average Thermal Efficiency (NCV) 49% 47%

Availability Factor 98% 92%

Total Electrical Output (MWh) 76,267 63,241

Total Heat Output (MWh) 91,033 76,079

Total Energy Output (MWh) 167,660 139,320

Total Fuel Input (MWh) 206,400 177,631

Carbon Emissions per Unit Heat (kgCO2e/kWh) 0.201 0.219


CONCLUSIONS OF THE ARUP REPORT

59

• Highest Electrical Efficiency• 41 % NCV, giving rise to 8% reduction in Carbon emissions

• Smallest Plant Room Size• 70 m2 less floor area

• Significant Superior Air Quality Performance• 0.65mg/Nm3

• Improved Modulation Performance• Electrical efficiency maintained down to 40%

• Better Economic Performance Over 20 Years• £380,000 more revenue generated

• Lower Energy Costs• Undiscounted LCOE & LCOH 7- 10% lower respectively

• Greater Economic Return• Additional investment of a Purecell® over conventional CHP gives an IRR of 3.8%

Key Findings of Techno-Economic Analysis of Purecell® 400 Compared

to a Similar Sized Gas Engine CHP With SCR Nox Reduction Technology


FUTURE PROJECTS

60


THE LARGEST FUEL CELL INSTALLATION IN THE UK

61

ABERDEEN

AECC Energy Centre Layout (Plan View)

CHP

Offic

es

Thermal

StoresElectrolysers Chilling Fuel Cells

Switch

Rooms

120m

20m

SUMMARY

The Purecell unit is being considered by many in the NHS because it

delivers

Resilience

Negligible Nox & Sox

Low maintenance

Step change technology

Quiet

Most efficient technology

Financially viable

63

Strictly Private & Confidential, © Copyright Doosan Babcock Limited

Thank You For Listening,

Any Questions?

[email protected]

Question and answers

#Dayforaction

Refreshments & Networking

#Dayforaction

Welcome back

#Dayforaction

11:40 Welcome backRoger Tolman, 4 All of Us – Confirmed

11:45 Role of reuse within the NHSDaniel O Connor, CEO, Warp-It

12:05 Comprehensive water managementFiona Daly, Director, Sustainable Business Development, ADSM

12:25 Smart Cities and how they have the potential to be an integral part of Health & Socialcare Mark Griffiths, Regional Director, Bouygues Energy & Services FM Division, Bouygues

12:45 Liverpool Women’s Hospital uses sustainable reusable sharp’s containersMary Fotheringham, Business Development Manager, Sharpsmart

13:05 Lunch & Networking

The Power of Habit. Changing Organisational Habits

An introduction

Overview

Habits basics Organizational

habits Demonstrated via

reuse but can be applied wherever!

Daniel Bede O’Connor

Head of Customer HappinessGetWarpIt.com

[email protected]

@WarpIt_

The power of habitWhy do we do what we do and how to change.

Charles Duhigg

What habit would you like to develop or change?

You want to improve things right?

Organisationalhabits

Why habits form

Habit basics

The habit loop

The habit loop

New habits

Craving reward!

Changing habits

GetWarpIt.com

Surplus assets redistribution internal estate

Changing procurement habits

External collaboration

New disposal/procurement habits

NHS London save £3K , NHS Tayside save £15K

Keystone habits

Keystone habits in organisations

Reuse as a Keystone habit

Frame within crisis, not sustainability

Unacceptable to dispose of assets to waste

Change

Other sustainability behaviours

“Once a small win is accomplished , forces are set in motion that favouranother small win”

Small wins

“Small wins fuel transformative change by leveraging tiny advantages into patterns that convince people bigger achievements are within reach”

Small wins

Small wins

Wishlists

Direct transfer- no double handling

Watchlists

Plan building moves.

Direct transfer.

Demonstrate savings.

Metrics from NHS Tayside

Reuse as a Keystone habit

Win win win

Social

Small wins for reuseOr any sustainability project

Just start off with a stationery amnesty? Show impact?

Ask procurement to block purchase of stationery

Demonstrate savings let’s do full reuse system

Develop intranet content

Deliver newsletter

First £20K saving

Feedback to staff

Feedback to senior staff

1st year review

Yes we’ve got the CE on board!

Review

Anatomy of habits

Keystone habits

Small wins

Do you want to improve things?

Do you

Hate buying new when the organisationalready has it?

Do you

Hate seeing surplus assets in skips?

Do you

Like reducing waste?

Do you

Like reducing procurement?

Do you

Like helping staff collaborate?

Do you

Like saving money and carbon?

Do you

Like collaborating with other Trusts?

Do you

Want to get me in to illustrate the hooks and benefits of reuse for each department?

What habit would you like to develop or change?

Habit?

Cue

Routine

Reward?

Craving!

Daniel O’Connor

Head of Customer [email protected]

@WarpIt_

questions and contact

Fiona [email protected]@AdsmUK

Mark Griffiths

Regional Director

Bouygues Energies & Services

Smart Cities can they be an integral part of Health & Social care?

AGENDA:

• Introduction

• What is a Smart City

• Building Smart

• The challenges

• Drivers and Benefits

In the UK

The Bouygues Group: Building Smart Cities

Communications Construction Power

£36 B turnover

What is Smart City?

Bouygues’ French Headquarters - Challenger

First building in the world to achieve triple certification (2011)

• LEED® “Platinum” (US)

• BREEAM® “Outstanding” (UK)

• HQE® “Exceptional” (FR)

Delivery Challenge

• Phased works from 2010 to 2014, Shifts over 67,000m2

• Occupied site

Energy

• 90% Energy and CO2 savings

• Ventilated, double skin façades

• Geothermal energy from heat pumps

• 25,000m2 photovoltaic panels on roofs, terraces and solar farm

• 100% of available BREEAM energy credits achieved

Water

• Rainwater harvesting

• 60% water savings

• 100% of sewage will be treated and re-used on site (phyto-filtration garden)

Human Activities: City Impact!!!

Smart City Challenges

Smart City Challenges: Approach

Lots of Independent solutions

Process – Identify the needs

Public Spaces

Infrastructures

Housing

Public amenities

Commerce and

business

New

usages

Local

services

Nature in the

city

Water Energies Wastes Mobility Digital

Create the best solution with the best partners

More lively, more communal and more intense

More efficient, more renewable and greener

More connected, smarter and more intermodal

Group

Global

Local

FM

Smart City Solution

GreenCity – Zurich2000W Community

Today

5.000 W/hab

Accomodation1.500 W

Transportation900 W

Consumption1.100 W

Infrastructure900 W

Electricity600 W

Goal

2.000 W/hab

Smart City & Health and Social Care Drivers & Benefits

Internet Of Things

High-Tech Ecosystem

Data Development

Sensor networks

Data Collection

Storage

Mobility

Predictive Healthcare –App based ?

Improved environment –Air Quality

Reduced inpatient time

Social Inclusion

Benefits

Driv

ers

There is one game changer that will help us deliver these benefits

www.bouygues-es.co.uk

Thank You

SHARPSMART & LIVERPOOL WOMEN’S HOSPITAL

AGENDA

• WHO ARE SHARPSMART?

• THE CHALLENGE

• THE SOLUTIONS

1. SHARPSMART

2. CLINISMART BAG-TO-BEDSIDE

• THE RESULTS

Making waste invisible!

Defining the future for

safe management of

Healthcare Waste.

ALIGNING WITH THE NEEDS OF THE NHS

• We don’t just ensure that you achieve your goals…. We make it harder for you to fail.

LIVERPOOL WOMEN’S HOSPITAL - THE

CHALLENGE

Liverpool Women’s Hospital is a specialist NHS Trusts in the UK that is dedicated to the healthcare of women, babies and their families.

Over 8,000 babies delivered and 10,000 gynaecological procedures untaken each year, as well multiple genetics departments to maintain.

Vital that the trusts waste disposal methods are as safe and sustainable as possible.

THE CHALLENGE

DISPOSABLE ‘BURN’ BINS ISSUES

Safe?The single-use system was not the safest option for sharps disposal. • Small size• Absence of protective features (permanent locks, pre-assembly)

EfficiencyThe time taken to construct some of these containers impinged on carers’ time.

Plastic Disposal Single-use containers saw the disposal of 6.5 tonnes of polypropylene plastic per year - Not in line with the 2008 climate change act- Costly

THE CHALLENGE

REDUCE CLINICAL WASTE & CO2

Promoting SustainabilityOne of Liverpool Women’s biggest environmental objectiveswas to reduce their clinical waste and, consequently, their carbon emissions.

Compliance• Independent audit had highlighted instances of non-compliance with waste

guidelines• Trust were concerned that they were incinerating significantly more waste than

necessary• Wanted to ensure they were fully compliant on all fronts • Trust’s environmental manager was under growing pressure to introduce an

offensive waste stream.

THE SOLUTION -

SHARPSMART

DISPOSABLE ‘BURN’ BINS ISSUES:

WHAT IS THE SHARPSMART SYSTEM?

A Reusable Engineered Safety Device designed for point-of-care disposal of sharps, pharmaceuticals and recyclable devices.

Reusable sharps containment system & accessories designed for traceable safe point-of-care disposal.

Bespoke blended learning programmes built on ‘5 Moments’ Concept including hard copy ‘touch point’ training tools and e-learning modules.

Auditsmart Perpetual Audit system designed for continual optimisation and compliance

THE SOLUTION –

CLINISMART BAG-T-BEDSIDE

REDUCE CLINICAL WASTE & CO2:

WHAT IS THE BAG TO BED SYSTEM?

A total waste optimisation solution including an array of bespoke blended-learning tools and accesories ensure that optimised segregation, safety and compliance can be achieved routinely without compromising correct segregation techniques.

Flexible accessories designed to ensure safe, compliant point-of-care segregation/disposal

Bespoke blended learning programmes built on ‘5 Moments’ Concept including hard copy ‘touch point’ training tools and e-learning modules.

The system reduces the possible risk ofinfection by the removal of the infectious waste bins from patient areas.

PROCESS

Sharps Management

Pharma Program

C64 Reusable Containment

Bag to Bed

Cyto Programme

Device Recycling

Vacsmart

Total Waste Management

Vacsmart

Waste Policy

Design and/or

Review

5 Needs KPI

Strategy

Development

Safe Containment Options

and Management of

Other Waste Streams

Education & ComplianceCustomer Excellence

Review & Verification

Program

Quarterly Strategy

Review & Annual

Policy Adjustment

Safety, Waste Minimisation

& Efficiency Programs

THE RESULTS – SHARPSMART

Forecast:Sharpsmart will not have to manufacture any additional containers for the hospital to use for the next 10 years,

leading to an estimated 560 tonne reduction in CO2 emissions from the trust & 65 tonnes of plastic being removed from the incineration stream.

In 19 months since the Sharpsmart installation:

• Sharps Management Savings of 10%

• 10 tonnes of polypropylene plastic saved from being incinerated

• CO2 emissions reduced by approximately 56 tonnes

• Safer working environment for staff

• 6,000 fewer containers are handled by both clinical and portering staff each year.

• Reduced waste volumes and educational opportunities for all staff.

THE RESULTS - CLINISMART BAG-TO-BEDSIDE

All cost and time-related savings from introducing these systems have been diverted to the maintenance and improvement of frontline services, including waste, portering and domestic services.

In 6 months since the Clinismart Bag to Bedside system installation:

• Minimised the presence of waste containers in bay areas

• 40% of waste diverted from clinical to offensive and infectious streams

• Cost savings of 45%

• Touch-point education available for all staff involved in the production & movement for healthcare waste

• Its value as an educational tool has helped the Trust stay compliant with CQC guidelines and 2012 Controlled Waste Regulations.

PROJECT FEEDBACK

Regarding the success of the project, John Foley, Environment Manager at the Trust, commented;

“By providing a significant reduction in carbon emissions and clinical waste volumes, the introduction of the Sharpsmart and Clinismart systems to the Trust has greatly assisted

with our efforts to become more sustainable in line with the Climate Change Act.

Results were noticed almost immediately by both staff and patients, which has greatly enhanced the Trust and its prestigious reputation as a safe and environmentally-conscious

healthcare provider. The ability to audit and see what is inside a container is a real eye-opener and extremely useful in educating staff.”

Lunch & Networking

#Dayforaction

Welcome back

#Dayforaction

13:45 Welcome backRoger Tolman, 4 All of Us – Confirmed

13:50 Providing an efficient patient journey in both the emergency care and patient transport fleetClare Swift, Environmental & Sustainability Manager, North East Ambulance Service NHS Foundation Trust

14:10 Uniting ambulance services - the Green Environmental Ambulance Network (GrEAN)Alexis Keech, MSc (MEng) BSc, Environmental & Sustainability Manager, Yorkshire Ambulance Service

14:30 The Professionalism in Parking AccreditationIan Goodwin, Owner and Founder, the Parking Consultancy & Chair, BPA Special Interest Group for Higher Education

14:50 Question and answer session

15:00 Concluding commentsRoger Tolman, 4 All of Us

15:10 Conference Close

Dr Clare Swift, Environmental &

Sustainability Manager

NHS Sustainability road show 2nd March

Providing a more sustainable

patient journey

• Introduction to NEAS

• Baseline Carbon footprint &

CMP

• Sustainable Transport projects

• Future plans & barriers

Providing a more sustainable patient journey

Overview of presentation

• NEAS provides a number of NHS services, and covers the

counties of County Durham, Northumberland, Tyne &

Wear, along with the boroughs of Darlington, Hartlepool,

Middlesbrough, Redcar, Cleveland & Stockton on Tees

• 60 Stations spread across 3,200 square miles

• Our fleet of more than 500 vehicles clock up 10 million

miles per year

• We employ > 2000 staff in Emergency Care, Patient

Transport, Contact Centre including 111, along with

Support Services

Introduction to NEAS

Who we are

The Trust Area

• Emergency Care 999

service for life

threatening calls

• Patient Transport (PTS)

for those that require

transport to outpatient

appointments

• NHS 111 for urgent

healthcare needs

Introduction to NEAS

What services we offer

Emergency Care and

PTS are both supported

by NEAS contact centres

in Newcastle & South

Tyneside

2015/16 Phone calls:• 400,000 x 999

• 83,000 x urgent

• 665,000 x 111 calls

• 353,000 x PTS calls

Estate 24%

Transport75%

Waste & Water

1%

NEAS carbon footprint

2012 / 13 baseline

NEAS will reduce the carbon emissions from our

operations by 30%, from a 2012/13 baseline of

11,017 tonnes CO2, by the end of March 2020. This

represents a reduction of 33%

The potential cost of taking no action on carbon

reduction, compared to achieving the target in this

plan, is a cumulative sum of £10.6 million by March

2020.

Carbon Management Plan

Overall target

What our overall target

means for the fleet:

* NEAS needs to reduce

the carbon produced by

the fleet by around 2500

tonnes by 2020 to be in

with a chance of hitting

the overall target *


Fleet

25% reduction in electricity

33% reduction in gas

7.2 % increase in diesel (sigh!)

Carbon Saver Gold Standard achieved in August 2016


Overall progress so far

NEAS Fleet

Current numbers of the 3 main vehicle types

149 Dual

Crewed

Ambulances

(DCA)

239 Patient

Transport

Service (PTS)

52 Rapid

Response

Vehicles

(RRV)

1. Telematics – Driver Vehicle Data

Management System (DVDMS)

2. Alternative fuels

3. New technologies

4. Trust CIP projects: ‘See & Treat’ and ‘Hear

& Treat’

Fleet sustainability

Overview

A number of potential wide ranging benefits:

• Improved driver behaviour

• Increased fuel consumption & reduced CO2 emissions

• Reduced traffic collisions

• An improved patient experience

• Increased evidence to defend

motor claims

• Reduced maintenance & repair

costs

• More accurate statistical analysis

Fleet Sustainability

Telematics

• Dual Crewed Ambulances (DCA) restricted to 56mph

when not on blues and RRVs to 70mph

• Monitoring & Speed limiting produced an initial 10%

fuel saving on DCAs and 14% on RRVs

• From this success it was rolled out to the full

Emergency care fleet

• Savings stabilised at 3.2%

• Having the system on its own will not produce

savings, must be used as a driver behaviour

management system


Telematics savings so far

• Driver feedback systems in conjunction with Cranfield

University

• Monitoring and targeting driver behaviour

• Potentially a further 10% reduction in CO2

• Couple with fuel efficient driver training

• League table drivers based on their off blues driving

• A 10% reduction = around 800 tonnes CO2 and just

under £300k

• Potential for PTS fleet if payback right


Telematics – where we go from here

EST Fleet Review in 2014

Go Smarter funding for the

Trust’s first charge point

2 month loan of BMW i3 as

a pool vehicle

2015: funding for 5 Nissan

Leafs: pool cars

Charging infrastructure at 7

Trust properties


Alternative fuels

Pool cars:

2p per mile saving over the whole life cost

compared to a diesel fiesta

25% reduction in carbon emissions compared

diesel based on 12,000 miles per year


Alternative fuels – savings so far

• Energy Saving Trust

fleet review v2

• BMW i3 currently being

tested as an RRV

• 18 months through 2

year OLEV project


Alternative fuels – where we go from here

Compass 4D collaborative project in conjunction with

Newcastle University

Traffic light management

System – UK first

11 PTS vehicles

Delivers information to the

driver about speed at which

the vehicle needs to travel to get to the next set of traffic

lights on green (within limits!)


New technologies

We made the national press…!

• Compass 4D – 12% reduction in fuel savings

• A reduction of 66% in time spent below 5pmh

• Real world reduction was small as few vehicles &

junctions

• Huge scope for creating a smoother, more efficient

patient experience

• 2017 – expanding the number of junctions, and

potentially vehicles.


New technologies - savings

By end 2017/18 20% of 999 calls will result in ‘Hear &

Treat’ or ‘See & Treat’ rather than a conveyance to

hospital

Further reductions are planned through use of

Advanced Practitioners in RRVs rather than Dual

Crewed Ambulances (DCAs)

Changes to how crews are despatched – currently on

average 1.7:1 aim to reduce to 1.3:1


CIP projects

• Huge way to go – unsure if its even possible to create

the CMP reductions by 2020 on the fleet

• Need full buy-in from Ambulance Manufacturers

• Invest to save budget to be set up – fleet specific. Try

and replicate the success we have seen with estates

invest to save

• Engine cleans

• Engine remapping

Fleet projects

Plans for the future

Large geographical area of NEAS doesn’t lend itself

well to electric vehicles

Ambulance manufacturers need to buy-in to the low

carbon agenda

In-house resources

Needs all Ambulance Trusts to work as one through

Green Environmental Ambulance Network (GrEAN) and

National Fleet Managers Group.

Fleet projects

Barriers to further work

Questions?

Uniting the British Ambulance Service

Alexis Keech, Yorkshire Ambulance Service

Turning the Blue Lights Green

GrEAN

• GrEAN – Green Environmental Ambulance Network set up in 2011

• Formed to identify leads in a difficult area of the NHS to reduce carbon

• Helped to recruit further Sustainability Managers into the Ambulance Service

The British Ambulance Service

National fleet

– 9 services in England, 13 in UK

– Over 50,000 staff

– Circa 10,000 vehicles

– Circa 250 million miles/year

– Circa 150,000 litres/day of diesel

Number of vehicles

0

200

400

600

800

1000

1200

1400

2014/15

2015/16

Graph to show number of vehicles on fleet by ambulance service

No

of

Veh

icle

s

Fuel consumed

-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

2014/15

2015/16

Graph to show the fuel consumed (litres) by ambulance service

Litr

es o

f d

iese

l

Mileage covered

0

5000000

10000000

15000000

20000000

25000000

30000000

35000000

2014/15

2015/16

Graph to show the mileage covered by ambulance service

Mile

age

dri

ven

GrEAN’s work

Carbon Footprinting 2012

Ambulance Audit

Green Passport

• Guide to ambulance service carbon footprint

• Help in reducing personal carbon footprint

Resource Sharing

• All Carbon Management plans are shared between ambulance services

• We share awareness campaigns, posters, carbon monitoring methods and support

• A GrEAN newsletter is issued on a biannual basis to all ambulance services

NHS Forest

• NHS Forest – planting a tree for everyone of the 1.3 million people that work in the NHS

• Ambulance Services planted trees on ambulance stations and at their HQ to provide sustainable food sources as well as greening their stations.

Work with SDU

• Investigating Nitrous Oxide emissions (a GHG more potent by 310 x)

• Climate change risk

• Fleet emissions project to identify emissions that are currently not identified by SDU

Assessment of Climate Change

Adaptation report

• Requirement from DEFRA as part of ARP2

• Identified issues that will affect ambulance services across country

New Technology

• StorSense –generator charge into the grid

• Pyropure – small scale waste incinerator-CHP

• Sharpsmart –reusable sharps box

• Dyson hand dryers –reduce paper towel use

New Technology

• Lighting – LED and garage lighting

• Solar panels at Ambulance stations, offices and HQs

• Computer Power management systems

Aerodynamics

New Technology

• Sharing information on new technologies

• Exploring cutting edge technologies and sharing outcomes

New Technology

New vehicles

Alexis KeechYorkshire Ambulance Service

[email protected]

PiPA: Professionalism in Parking

Accreditation – Healthcare

Ian Goodwin

Overview

• Introductions

• Background to PiPA

• Current accredited organisations in HE and Healthcare

• The PiPA assessment process

• The areas of assessment

• An example of an area of assessment

• Key drivers to adopt PiPA

• The benefits

• Recognition package

• Costs and

• Testimonials

Building on experience…

• BPA raising standards since 1970

• Park Mark ®

• Approved Operator Scheme (AOS)

• HE/FE and Healthcare Charters

• PiPA

BPA is a pioneer with PiPA

BPA Professionalism in Parking Accreditation (PiPA)

• A single organisational audit, covering:

– shared standards applicable to all sectors;

– plus standards specific to a given sector (e.g., higher education and Healthcare.).

House of Commons launch

PiPA assessment process

1) Organisation applies for audit.

2) BPA sends organisation self-assessment pack.

3) Organisation submits pre-audit self-assessment to BPA.

4) BPA area manager reviews pre-audit self-assessment.

5) BPA area manager conducts site-visit audit, liaises with organisation.

6) BPA moderator reviews audit to ensure consistency, high standards.

7) BPA notifies organisation of audit outcome.

8) If successful, organisation is accredited for two years.

9) Self-assessment at half-way point (after 1 year) maintains standards.

PiPA assessment standards for healthcare

• Customer service and stakeholder relationships

• Safer and properly maintained parking facilities

• Fair pricing and easy-to-use payment services

• Fair enforcement of parking terms and conditions

• Impartial and fair appeals service, accessible to all

• Clear and comprehensive parking information

• Employee wellbeing, development and recognition

• Social responsibility and equality of service delivery

• Continuous improvement

PiPA – Areas of Assessment Example

‘Customer service and stakeholder relationships’

1) ‘the organisation follows an up-to-date travel-plan for the purpose of

managing car parks’

2) ‘the organisation liaises with neighbours and the local community’..

3) ‘the organisation considers the needs of all car-park users, including

patients, visitors and staff’

4) ‘the organisation engages in wider professional practice.’

5) ‘the organisation offers appropriate facilities for people with special

access needs’.

6) ‘the organisation offers identified pick-up / drop-off parking areas’.

7) ‘the organisation collects and learns from car-park user feedback’.

Key Drivers

• Healthcare Technical Memorandum on Parking

• Demonstrating excellence and reducing complaints

• Heath and Safety – identifying and reducing risk

• Efficiency savings

• Improving accessibility to healthcare - support Sustainable Travel Plans and a holistic access strategy

Benefits

• Celebrating success and raising standards through an accredited standard - structured audit

• CQC audits – holistic view of the patient journey

• Helps to reducing Do Not Attends• 5.6 Million 2014/15;

• £700-£800 Million

• More efficient car parking operations, reduces costs and highlights potential cost savings

• Increased customer satisfaction and reduced stress – better recovery rates

• Principals of the Lord Carter review – ‘Model Hospitals’

• Good PR & help to combat bad press

PiPA Recognition Package

• National recognition & awards event

• 1st 10 PiPA accreditations-1 year free BPA Corporate

Membership

• Marketing pack – making the best use out of the award

• Pin badges & recognition plaque

• Vinyl banners and stickers (signs)

• Discounts off other professional development courses

and schemes

Testimonials

PiPA is the culmination of a professional journey, recognising all our efforts over the past few years to improve and maintain our car-park facilities while implementing good security measures and management practices.

The University of Kent’s Teresa Curteis, Travel & Transport Manager

The post-audit feedback was very informative and detailed. Although the university did not meet the standard on this occasion, we were presented with the necessary information and detail as to which standards require work, with specific issues identified and resolutions suggested.

Bournemouth University’s Richard Wintrip, Travel Plan Co-ordinator

Thank you – any questions?

Ian Goodwin

[email protected]

07410117113


Closing comments

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