The document outlines the development and implementation of a Sustainable Development Management Plan (SDMP) for NHS trusts, highlighting the improvement in support from senior management and the need for creating mandatory SDMPs. It discusses the strategic context of the Manchester University NHS Foundation Trust’s merger, the planning and development stages of the SDMP, and emphasizes the importance of stakeholder engagement, performance metrics, and a focus on sustainability across various areas. The document also presents examples of progress made in sustainability efforts and suggests further improvements needed for effective reporting and governance.

1. Creating an SDMP for
your NHS Trust
Sponsored by

2. Today’s speakers:
Claire Igoe, Head of Environmental Sustainability, Central
Manchester University Hospitals
Alex Hammond, Sustainability Director, ETL
Adam Newman, Senior Sustainability Consultant, WRM

3. NHS Sustainability Progress Survey 2019
+ Over 50% do say they are getting significant support from senior management which is an
improvement since our survey of 2018 which stated 70% said they did not. This indicates a top
down approach towards environment may be taking shape
+ 33% claimed they did not have an SDMP in place which was worked towards. We believe that
there is an estimated 25% of NHS Trusts (235 in total) that don’t have an SDMP. We have called
for these to be mandatory to NHS England and the SDU

4. Please feel free to submit questions during
the webinar using the chat box

5. Developing and Implementing an
SDMP:
Experiences from Manchester University
Hospitals NHS Foundation Trust
Claire Igoe
Head of Environmental Sustainability,
Manchester University NHS Foundation Trust

6. Organisational Context
Manchester University NHS Foundation Trust was formed in October
2017 with the merger of Central Manchester University Hospitals NHS
Foundation Trust and University Hospitals of South Manchester
Employ over 20,000 staff
Treat more than 2 million patients every year
Main provider of hospital care to 750,000 people in Manchester and
Trafford
• Manchester Royal Infirmary
• Altrincham Hospital
• Trafford General Hospital
• Saint Mary’s Hospital
• Withington Community Hospital
• University Dental Hospital of Manchester
• Wythenshawe Hospital
• Manchester Royal Eye Hospital
• Trafford Local Care Organisation
• Royal Manchester Children’s Hospital
• Manchester Local Care Organisation

7. Why did we need a new strategy?
Organisational merger
• Two out of date, legacy plans from organisations that no longer existed
Strategic context
• Existing plans no longer fit for purpose
• New guidance
• Demonstrate our ambitions
• Anchor Institution
• Greater Manchester Combined Authority – 5 year Environment Plan
Stage 1: Planning

8. What did we want to achieve?
Strategic
• Strategy needed to be sufficiently high level and futureproof (as far as
possible!)
Cover all aspects of sustainability
• Not just environmental
Co-created, co-owned and co-delivered
• To ensure genuine involvement and buy-in from stakeholders
Metrics
• Clear, tangible metrics to measure performance
Save money and carbon
• Deliver CO₂e targets
Reputation
• Leading on the agenda
Stage 1: Planning

9. Process map
Review legacy
plans and
performance
Baseline
assessment
Stakeholder
workshops
Materiality
assessment
Statement of
ambition
Full staff
consultation
Draft plan
Key
stakeholder
consultation
Finalise plan
Stage 1: Planning

10. Drivers
Split into key areas
• Legislative
• Healthcare specific
• International and European
• UK strategy and guidance
• Local strategies and plans
Don’t overlook local/regional strategy
• But don’t get too bogged down in detail
Climate emergency agenda
• Leverage to fast track SDMP delivery
Stage 2: Development

11. How to use the SDAT effectively
Baseline existing performance
• Across the 10 areas of focus
Link with materiality assessment
• Prioritise material sustainability issues
Inform objectives
• Identify objectives across the areas of focus
Set improvement targets
• Measure qualitative progress
Stage 2: Development

12. Four core themes
Stage 2: Development

13. Stakeholder engagement
Procureme
nt
Capital
Develop-
ment
Clinical Informatics
Emergency
Planning
PFI provider
Governors
Estates and
Facilities
Communi
cations
Workforce
• Stakeholder mapping and
touchpoints
• Existing activity and ambitions
• Case studies
• Megatrends
• Materiality Assessment
Stage 2: Development
Identify a senior lead:
ideally Director level or
above

14. Data
Sustainability Reporting Portal (SRP)
• Ensure accuracy of all historical data
Control and Influence
• Scope 3 emissions and PFI contracts
Looking back and looking forward
• Current position and achievements to date
External factors
• Grid de-carbonisation, patients contacts, opening hours, weather and
changes to Estate
Stage 2: Development

15. Getting Senior Level Buy-in

16. Communications
Implementation
Annual Review Annual Reporting
Launch
Raising awareness Engagement events
Development
Corporate Branding Strategy Style
Stage 3: Delivery

17. Implementing the SDMP
Annual delivery plan
• Spreadsheet which details planned annual activity,
responsibilities and delivery timeframes
Quarterly updates and reports
• Group E&F Board
• Trust Chairman and Group Director of E&F
• Review of quarterly performance dashboards (utilities, waste
and staff engagement)
Monthly
• Operational issues raised at site level and via 121 meetings
Stage 3: Delivery

18. Annual Performance Reporting
Stage 4: Reporting

19. What’s going well?
• Corporate assurance as level of scrutiny increases
• Using our experience to support development of ICS SDMP
• SDMP has been shared as an example of good practice
• Using as a live document
• First standalone annual sustainability report
• Provides structure for yearly activity
What do we still need to address?
• First annual refresh currently underway
• Moving zero carbon dates! Think about carbon budgets not
annual reductions.
• Embedding into organisation vision and values
• Linking each work programme to clear carbon reductions
which will deliver the required annual reductions
One year in
Stage 4: Reporting

20. Planning the SDMP
• Don’t underestimate how long this bit will take
• Look at examples from similar organisations from inspiration – and also
private sector as well
• Understand and align with what your local authorities are doing as well
as the healthcare sector
• Use all the available guidance and tools – ask for help if you need it
• Don’t wait – there will always be something new on the horizon!
Writing the SDMP
• Clearly define and share responsibilities
• Consider all aspects of sustainability – not just environmental
• Make it visually appealing and engaging
Implementing the SDMP
• Keep it as a live and relevant document
• Governance and accountability
• Annual reporting of progress
• Staff engagement events and regular opportunities for feedback
Top tips

21. Questions?
Contact:
Claire.igoe@mft.nhs.uk
ECOteam@mft.nhs.uk
Follow us on Twitter:
@MFTGreen

22. A healthier perspective
Implementing an SDMP
Alexandra Hammond, Director of Sustainability
6th December 2019

23. 23
Agenda
1. The fundamentals of an SDMP
2. Shaping the document to your Trust
3. Making the document engaging
4. Examples
5. Further improvements to be made

24. 24
Current Progress
Vision and values of the
organisation
The fundamentals of an SDMP
Monitoring and reporting
Governance and responsibilities:
needs leadership and keeping it
alive
Target setting:
Net Zero 2050
Drivers for change
Plan of action Corporate approach Asset management and utilities Travel and
logistics
Climate
adaptation
Capital projects Greenspace and biodiversity Sustainable Care Models
People and culture Sustainable use of resources Carbon emissions and greenhouse gases
1
3
5
2
4
6 7

25. 25
Shaping the document to your Trust
Things to consider
• Baseline data (2007/08)
• Timeframe of the SDMP (1, 5 or 10 years)
• Scope 1, 2 and 3 emissions data
• Sustainability lead of the strategy
• Relevant committees SDMP progress can be
reported to e.g. Sustainability Steering Group
Tailoring an SDMP to the needs of your Trust
• Developing targets and plans of action in line with
the Trust’s vision and values
• Highlighting areas where you could collaborate with
the community, other Trusts and local authorities
• Working with different departments: understanding
their own goals and priorities
• Stakeholder survey and materiality assessments:
evaluating which actions are highest priority

26. 26
Making the document engaging
Be creative
Avoid clichés: keep
ideas fresh and
unique
Celebrate success!
Bringing optimism
and a can do
attitude to reaching
targets
Provide a narrative
of measures taken
Brainstorming with a
wide variety of
stakeholders
Make sustainability
the norm

27. 27
To date, our sustainability programme:
• Saves the Trust over £3m each year in energy, water and
waste costs
• Has reduced carbon emissions by over 15% since 2007,
exceeding carbon reduction targets of 10% by 2015
• Has delivered one of the largest energy efficiency projects in
the NHS, which saves a minimum of £1.5m per annum and
reduces the Trust’s carbon emissions by a further 10%
• Is recognised as a local and national leader in sustainability,
having won and/or been nominated for 12 sustainability
related awards over the past two years
• Supports an active group of Local Environment
Representatives across Trust services, and continues to
embed sustainability into the daily operations of the Trust.
Guy’s and St Thomas’ NHS Foundation Trust

28. 28
Kettering General Hospital NHS Foundation Trust

29. 29
The Royal Marsden NHS Foundation Trust

30. 30
Tees, Esk and Wear Valleys NHS Foundation Trust
2007/08
baseline
2015/
16
2016/
17
2016/ 17
target
(12%)
Change
from
previous
year
Change
from
baseline
Target
achieved
Total tCO2 13495.0 13253.3 12346.0 11876.0 -6.8% -8.5% 
Total tCO2 per
m2
0.109 0.086 0.083 0.096 -4.3% -23.9% 
Total tCO2 per
full time
employee
3.0 2.2 2.1 2.7 -5.3% -31.4% 
Emissions
from buildings
(tCO2)
10794.0 9892.1 8809.7 9499.0 -10.9% -18.4% 
Emissions
from diesel
(tCO2)
1211.0 2311.8 2291.9 1066.0 -0.9% 89.3% 
Emissions
from petrol
(tCO2)
1490.0 1049.4 1244.4 1311.0 18.6% -16.5% 
Total
transportatio
n emissions
(tCO2)
2701.0 3361.3 3536.3 2377.0 5.2% 30.9% 

31. 31
Improve reporting of data: especially from scope 3 emissions (procurement and travel)
Further improvements to be made
Communications plan – annual progress reviews, engagement initiatives
Working towards UK Climate Change Act Target – Net Zero by 2050
Implementation of actions stated in the plans
Engagement with stakeholders
Board support and strong governance
Sustainability to be embedded into Trust’s vision, objectives and policies

32. A healthier perspective
Thank you
ETL
India House
Second Floor
45 Curlew Street
London
SE1 2ND
+44 (0)20 3976 3000
www.etl.co.uk
Alexandra Hammond
Director | Sustainability
Alexandra.Hammond@etl.co.uk

33. The value of an SDMP to an NHS
Organisation
Adam Newman

34. • What is an SDMP?
• What was Leeds’ sustainability agenda before
our SDMP?
• Where are we now?
• How did we develop our SDMP?
• Why should you develop an SDMP?
Introduction

35. • Sustainable Development Management Plan
• Central document defining an NHS
organisation’s sustainability agenda
• Set targets and objectives
• Development of action plan
• Deliver carbon and cost savings
What is an SDMP?

36. • Largely unorganised
• Lack of clarity over objectives and
targets
• Lack of senior level buy-in
• Difficult to report and track progress
What was Leeds’ sustainability agenda before our SDMP?

37. • Strong existing sustainability agenda:
Sustainable Development Management Plan
(SDMP)
Strategic Sustainability Management Group
(SSMG)
Environmental Management System (EMS)
• Sustainability interventions well underway
• Identified reductions of 16,000tCO2e/annum
by 2025
• Genuine senior level buy in
Where are we now?

38. Electricity Gas Water
Clinical
Waste
Non-Clinical
Waste
Fleet
Vehicles
36,965 26,478 710 2,402 1,463 136
Business
Travel
Patient
Transport
Visitor Travel Commuting
Anaesthetic
Gas
Total
4,412 1,843 1,545 19,347 4,165 99,464
How did we develop our SDMP?

39. • NHS Standard Contract 2019/20 Service Conditions-
18.2
• Centralise sustainability strategy
• Set objectives and targets
• Track progress against objectives and targets
Why should you develop an SDMP?

40. Adam Newman- Sustainability Manager
adam.newman@nhs.net
adam.newman@wrm-ltd.co.uk
www.wrm-sustainability.co.uk
Thanks for your attention

41. Questions and Answers

42. Thanks for listening, a
recording will be made
available from next
Tuesday
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