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Sustainability Day Leeds 2017
This document summarizes an event called the Leeds Sustainability Day 2016 Road Show. It includes an agenda with times and speakers on topics related to sustainability in the NHS. Speakers will discuss implementing sustainability strategies in NHS trusts, delivering sustainable development management plans, using software to provide solutions to NHS issues, and the potential role of fuel cell technology in NHS energy mixes. The document also includes presentations on delivering a sustainable development management plan at York Teaching Hospital NHS Foundation Trust and implementing an environmental management system at Leeds Teaching Hospitals NHS Trust.
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Sustainability Day Leeds 2017
- 1. Welcome to theLeeds Sustainability Day 2016 Road Show #Dayforaction
- 2. Chair’s welcome Roger Tolman,4 All of Us #Dayforaction
- 3. 09:10 Chairs Welcome RogerTolman, 4 All of Us 09:20 Implementing the national Sustainable Development Strategy for the NHS – A local perspective Frank 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 Plan Jane Money, Sustainability Manager, York Teaching Hospital NHS Foundation Trust 10:00 Implementation of an Environmental Management System - SDMP and EMS Twin Track Approach Libby 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 study Dan 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
- 4. A Local Perspective DrFrank Swinton Consultant Anaesthetist Clinical Lead for Sustainability @frankswinton
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- 6. 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
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- 10. @frankswinton • Regional • 5YFV/STP •Air Pollution • Local • SDMP
- 11. Food and DrinkStrategy • 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
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- 14. Delivering the NHSTrust Sustainable Development Management Plan
- 15. Introduction •Background •Where were wethen ? • Where did we want to be ? • How did we get there? • What did we achieve? • What next ?
- 16. Background • Delivering acutehospital 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
- 17. Where were wethen ? • Trust Board Commitment to Carbon Reduction • Lack of budget • Old and obsolete plant – Inefficient lighting – Inefficient equipment – Limited monitoring and control
- 18. Where did wewant 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
- 19. How did weget 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
- 20. What did weachieve ? 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
- 21. What did weachieve ? (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.
- 22. What did weachieve ? (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)
- 23. 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 .
- 24. Sustainable Development Unitfor health and care system in England www.sduhealth.org.uk/ Carbon and Energy Fund www.carbonenergyfund.net Email peter.fairclough@cef.net (Director) or Becca.warren@cef.net (Monitoring and Verification) Vital Energi www.vitalenergi.co.uk Jane Money, Head of Sustainability Email jane.money@york.nhs.uk For more information
- 25. Relieving Pressure onParking and Encouraging Active Travel Dan Saunders, Product Manager Basemap
- 26. PARKING PRESSURES INNHS • 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
- 27. 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%
- 28. OXFORD HEALTH NHSFOUNDATION 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
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- 30. ▪ Quick easyanalysis 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
- 31. 15,493 People ADVANTAGES OFUSING SOFTWARE
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- 33. OXFORD HEALTH NHSFOUNDATION 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
- 35. OXFORD HEALTH NHSFOUNDATION TRUST: THE SOLUTION
- 37. “If we hadn’thad 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
- 38. HOW IS TRACCUSED 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
- 39. NHS STROKE SERVICES:CASE STUDY
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- 41. 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
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- 43. Fuel Cell TechnologyPart of the NHS Energy Mix 2017
- 44. Doosan Babcock Building aLow 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
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- 46. Doosan Babcock Building aLow Carbon Future DOOSAN FUEL CELL IN CONNECTICUT 46
- 47. 5 PURECELL® MODEL 460– WHAT & HOW 1 Electrical Power Inverter generates high quality AC power 3 Air Conditioning Utilising an Absorption Chiller Hot Water can efficiently provide Air Conditioning 4 Hydrogen Pure Hydrogen slipstreamed for Transportation 5 Vitiated Air Provides Data Centers with Inert Atmosphere for fire protection A Natural Gas Connect to Existing UK Gas Infrastructure B Hydrogen Ready 100% Hydrogen with Minor Modification 447kW of Power and 530kW of Heat created from hydrogen 2 Hot Water Heat Recovery System Generate Hot Water 47
- 48. Doosan Babcock Building aLow Carbon Future 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
- 49. Doosan Babcock Building aLow Carbon Future Key Client Examples Data Centers / Telecom HospitalsUniversities Industrial District Heat & Power CommercialRetail Government 20 year Product life >12 million Hours of fleet field operation >110 MW Installed referenceProven Technology >220 PureCell Units globally KEY SECTORS ADOPTING DOOSAN FUEL CELLS 49
- 50. Doosan Babcock Building aLow Carbon Future FUEL CELL ADOPTERS IN THE UK 50
- 51. Doosan Babcock Building aLow Carbon Future FUEL CELL ADOPTERS IN THE UK 51
- 52. Daily Peak LoadEnergy 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
- 53. 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) COST CARBON
- 54. Doosan Babcock Building aLow Carbon Future 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
- 55. Doosan Babcock Building aLow Carbon Future • 400 kWe • 472 kWth • 92% Availability SYSTEM OUTLINE 55 • Gas Fired CHP System
- 56. Doosan Babcock Building aLow Carbon Future SYSTEM OUTLINE 56 • Fuel Cell CHP System • 447 kWe • 530 kWth • 98% Availability
- 57. Doosan Babcock Building aLow Carbon Future 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
- 58. Doosan Babcock Building aLow Carbon Future 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
- 59. Doosan Babcock Building aLow Carbon Future 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
- 60. Doosan Babcock Building aLow Carbon Future FUTURE PROJECTS 60
- 61. Doosan Babcock Building aLow Carbon Future THE LARGEST FUEL CELL INSTALLATION IN THE UK 61
- 62. Page 62 ABERDEEN AECC EnergyCentre Layout (Plan View) CHP Offices Thermal Stores Electrolysers Chilling Fuel Cells Switch Rooms 120m 20m
- 63. SUMMARY The Purecell unitis 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
- 64. Strictly Private &Confidential, © Copyright Doosan Babcock Limited Thank You For Listening, Any Questions? Gordon.Watt@doosan.com
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- 68. 11:40 Welcome back RogerTolman, 4 All of Us – Confirmed 11:45 Role of reuse within the NHS Daniel O Connor, CEO, Warp-It 12:05 Comprehensive water management Fiona Daly, Director, Sustainable Business Development, ADSM 12:25 Smart Cities and how they have the potential to be an integral part of Health & Social care Mark Griffiths, Regional Director, Bouygues Energy & Services FM Division, Bouygues 12:45 Liverpool Women’s Hospital uses sustainable reusable sharp’s containers Mary Fotheringham, Business Development Manager, Sharpsmart 13:05 Lunch & Networking
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- 70. Overview Habits basics Organizational habits Demonstrated via reuse but can be applied wherever!
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- 72. The power of habit Whydo we do what we do and how to change. Charles Duhigg
- 74. What habit would youlike to develop or change?
- 75. You want to improve thingsright? Organisational habits
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- 84. New disposal/ procurement habits NHS London save£3K , NHSTayside save £15K
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- 88. Reuse as a Keystone habit Frame withincrisis, not sustainability Unacceptable to dispose of assets to waste Change Other sustainability behaviours
- 89. “Once a smallwin is accomplished , forces are set in motion that favour another small win” Small wins
- 90. “Smallwins fuel transformative changebyleveragingtiny advantagesinto patternsthat convincepeoplebigger achievementsarewithin reach” Small wins
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- 100. Small wins for reuse Orany 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!
- 101. Review Anatomy of habits Keystonehabits Small wins
- 102. Do you want toimprove things?
- 103. Do you Hate buying new whenthe organisation already has it?
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- 110. Do you Want to getme in to illustrate the hooks and benefits of reuse for each department?
- 111. What habit would youlike to develop or change?
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- 125. questions and contact FionaDaly fdaly@adsm.com 07595219719 @AdsmUK
- 126. Mark Griffiths Regional Director BouyguesEnergies & Services
- 127. Smart Cities canthey be an integral part of Health & Social care? AGENDA: • Introduction • What is a Smart City • Building Smart • The challenges • Drivers and Benefits
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- 129. The Bouygues Group:Building Smart Cities Communications Construction Power £36 B turnover
- 130. What is SmartCity?
- 131. 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)
- 132. Human Activities: CityImpact!!!
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- 134. Smart City Challenges:Approach
- 135. Lots of Independentsolutions
- 136. Process – Identifythe needs Public Spaces Infrastructures Housing Public amenities Commerce and business New usages Local services Nature in the city Water Energies Wastes Mobility Digital
- 137. Create the bestsolution 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
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- 139. GreenCity – Zurich 2000WCommunity Today 5.000 W/hab Accomodation 1.500 W Transportation 900 W Consumption 1.100 W Infrastructure 900 W Electricity 600 W Goal 2.000 W/hab
- 140. 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 Drivers
- 141. There is onegame changer that will help us deliver these benefits
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- 143. SHARPSMART & LIVERPOOL WOMEN’SHOSPITAL
- 144. AGENDA • WHO ARESHARPSMART? • THE CHALLENGE • THE SOLUTIONS 1. SHARPSMART 2. CLINISMART BAG-TO-BEDSIDE • THE RESULTS
- 145. Making waste invisible! Definingthe future for safe management of Healthcare Waste.
- 146. ALIGNING WITH THENEEDS OF THE NHS • We don’t just ensure that you achieve your goals…. We make it harder for you to fail.
- 147. 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.
- 148. 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) Efficiency The 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
- 149. THE CHALLENGE REDUCE CLINICALWASTE & CO2 Promoting Sustainability One of Liverpool Women’s biggest environmental objectives was 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.
- 150. THE SOLUTION - SHARPSMART DISPOSABLE‘BURN’ BINS ISSUES:
- 151. WHAT IS THESHARPSMART 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
- 152. THE SOLUTION – CLINISMARTBAG-T-BEDSIDE REDUCE CLINICAL WASTE & CO2:
- 153. WHAT IS THEBAG 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 of infection by the removal of the infectious waste bins from patient areas.
- 154. 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
- 155. 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.
- 156. 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.
- 157. PROJECT FEEDBACK Regarding thesuccess 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.”
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- 160. 13:45 Welcome back RogerTolman, 4 All of Us – Confirmed 13:50 Providing an efficient patient journey in both the emergency care and patient transport fleet Clare 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 Accreditation Ian Goodwin, Owner and Founder, the Parking Consultancy & Chair, BPA Special Interest Group for Higher Education 14:50 Question and answer session 15:00 Concluding comments Roger Tolman, 4 All of Us 15:10 Conference Close
- 161. Dr Clare Swift,Environmental & Sustainability Manager NHS Sustainability road show 2nd March Providing a more sustainable patient journey
- 162. • Introduction toNEAS • Baseline Carbon footprint & CMP • Sustainable Transport projects • Future plans & barriers Providing a more sustainable patient journey Overview of presentation
- 163. • NEAS providesa 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
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- 165. • Emergency Care999 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
- 166. Estate 24% Transport 75% Waste & Water 1% NEAS carbonfootprint 2012 / 13 baseline
- 167. NEAS will reducethe 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
- 168. What our overalltarget 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 * Carbon Management Plan Fleet
- 169. 25% reduction inelectricity 33% reduction in gas 7.2 % increase in diesel (sigh!) Carbon Saver Gold Standard achieved in August 2016 Carbon Management Plan Overall progress so far
- 170. NEAS Fleet Current numbersof the 3 main vehicle types 149 Dual Crewed Ambulances (DCA) 239 Patient Transport Service (PTS) 52 Rapid Response Vehicles (RRV)
- 171. 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
- 172. A number ofpotential 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
- 173. • Dual CrewedAmbulances (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 Fleet sustainability Telematics savings so far
- 174. • Driver feedbacksystems 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 Fleet sustainability Telematics – where we go from here
- 175. EST Fleet Reviewin 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 Fleet sustainability Alternative fuels
- 176. Pool cars: 2p permile 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 Fleet Sustainability Alternative fuels – savings so far
- 177. • Energy SavingTrust fleet review v2 • BMW i3 currently being tested as an RRV • 18 months through 2 year OLEV project Fleet Sustainability Alternative fuels – where we go from here
- 178. Compass 4D collaborativeproject 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!) Fleet sustainability New technologies
- 179. We made thenational press…!
- 180. • 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. Fleet Sustainability New technologies - savings
- 181. By end 2017/1820% 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 Fleet sustainability CIP projects
- 182. • Huge wayto 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
- 183. Large geographical areaof 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
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- 185. www.neas.nhs.uk © Copyright 2015North East Ambulance Service Trust /North East Ambulance Service @NEAmbulance
- 186. Uniting the BritishAmbulance Service Alexis Keech, Yorkshire Ambulance Service Turning the Blue Lights Green
- 187. 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
- 188. The British AmbulanceService 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
- 190. Number of vehicles 0 200 400 600 800 1000 1200 1400 2014/15 2015/16 Graphto show number of vehicles on fleet by ambulance service NoofVehicles
- 191. 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 toshow the fuel consumed (litres) by ambulance service Litresofdiesel
- 192. Mileage covered 0 5000000 10000000 15000000 20000000 25000000 30000000 35000000 2014/15 2015/16 Graph toshow the mileage covered by ambulance service Mileagedriven
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- 196. Green Passport • Guideto ambulance service carbon footprint • Help in reducing personal carbon footprint
- 197. Resource Sharing • AllCarbon 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
- 198. NHS Forest • NHSForest – 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.
- 199. 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
- 200. Assessment of ClimateChange
- 201. Adaptation report • Requirementfrom DEFRA as part of ARP2 • Identified issues that will affect ambulance services across country
- 202. 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
- 203. New Technology • Lighting– LED and garage lighting • Solar panels at Ambulance stations, offices and HQs • Computer Power management systems
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- 206. New Technology • Sharinginformation on new technologies • Exploring cutting edge technologies and sharing outcomes
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- 210. Alexis Keech Yorkshire AmbulanceService Alexis.Keech@yas.nhs.uk
- 211. PiPA: Professionalism inParking Accreditation – Healthcare Ian Goodwin
- 212. Overview • Introductions • Backgroundto 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
- 213. Building on experience… •BPA raising standards since 1970 • Park Mark ® • Approved Operator Scheme (AOS) • HE/FE and Healthcare Charters • PiPA
- 214. BPA is apioneer 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.).
- 215. House of Commonslaunch
- 216. 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.
- 217. PiPA assessment standardsfor 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
- 218. PiPA – Areasof 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’.
- 219. Key Drivers • HealthcareTechnical 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
- 220. Benefits • Celebrating successand 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
- 221. 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
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- 223. Testimonials PiPA is theculmination 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
- 224. Thank you –any questions? Ian Goodwin theparkingconsultancy@outlook.com 07410117113
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