20070404_Healthy sustainable wales Toolkitl

8/7/2019 20070404_Healthy sustainable wales Toolkitl

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HEALTHY SUSTAINABLE WALES:t he NHS Cont r ibut ion

SustainableDevelopment Commission


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HEALTHY SUSTAINABLE WALES: The NHS ContributionA Tool-kit to help you embed Sustainable Development into your NHS organisation

Index

Index

Page Number

Toolkit Overview 1 7

Background 1 3

Sustainable Development Star Diagram 4 - 5

How Do I Use Healthy Sustainable Wales Within My Organisation? 6

Key Steps in implementing Healthy Sustainable Wales 7

Corporate Management Policy 8 22

What Does Sustainable Development Have to Do With Corporate Management Policy? 9

Where Does Sustainable Corporate Management Policy Fit Into the Welsh Picture? 10

Did You Know? 11

How Do you Complete the Assessment of Your Organisation 12

The Assessment Tool 13 - 17

How Did You Do? 18

Record Examples of Your Successes and Examples of Where Things Havent Gone So Well 19

What Will Be In Your Sustainable Development Action Plan? 20

Where Can You Get More Information or Help? 21

What Examples Are There of Success in Wales? 22


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Index

Page Number

Health Improvement 23 36

What Does Sustainable Development Have to Do With Health Improvement? 24

Where Does Sustainable Health Improvement Fit Into the Welsh Picture? 25 - 26

Did You Know? 27


The Assessment Tool 29 30

How Did You Do? 31



Where Can You Get More Information or Help? 34 - 35

What Examples Are There of Success in Wales? 36New Building 37 55

What Does Sustainable Development Have to Do With New Building? 38

Where Does Building Sustainably Fit Into the Welsh Picture? 39

Did You Know? 40



How Did You Do? 47



Where Can You Get More Information or Help? 50 54



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Index

Page Number

Patient Engagement 56 68

What Does Sustainable Development Have to Do With Patient Engagement? 57

Where Does Sustainable Patient Engagement Fit Into the Welsh Picture? 58

Did You Know? 59



How Did You Do? 63





Strategic Planning & Commissioning 69 84

What Does Sustainable Development Have to Do With Strategic Planning & Commissioning? 70

Where Does Sustainable Strategic Planning & Commissioning Fit Into the Welsh Picture? 71 - 72

Did You Know? 73


The Assessment Tool 75 78How Did You Do? 79






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Index

Page Number

Employment & Skills 85 106

What Does Sustainable Development Have to Do With Employment & Skills? 86

Where Does Sustainable Employment & Skills Policy and Practice Fit Into the Welsh Picture? 87

Did You Know? 88



How Did You Do? 93





Procurement (Public Sector Sustainable Procurement Assessment Tool) 101 114

What Does Sustainable Development Have to Do With Procurement? 102

Where Does Sustainable Procurement Fit Into the Welsh Picture? 103 104

Did You Know? 105

How Do you Complete the Public Sector Sustainable Procurement Assessment Tool? 106

Record Examples of Your Successes and Examples of Where Things Havent Gone So Well 107What Will Be In Your Sustainable Development Action Plan? 108




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Index

Page Number

Transport & Travel 115 133

What Does Sustainable Development Have to Do With Transport and Travel? 116

Where Does Having Healthy Sustainable Travel and Transport Policies Fit Into the Welsh Picture? 117 118

Did You Know? 119



How Did You Do? 125





Facilities Management 134 149

What Does Sustainable Development Have to Do With Facilities Management? 135

Where Does Sustainable Facilities Management Fit Into the Welsh Picture? 136 137

Did You Know? 138


The Assessment Tool 140 143How Did You Do? 144






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Index

Page Number

Workplace Health & Wellbeing (The Corporate Health Standard) 150 158

What Does Sustainable Development Have to Do With Workplace Health & Wellbeing? 151

Where Does Sustainable Workplace Health & WellbeingFit Into the Welsh Picture? 152

Did You Know? 153

The Corporate Health Standard 154



Where Can You Get More Information or Help? 157


Community Engagement 159 173

What Does Sustainable Development Have to Do With Community Engagement? 160

Where Does Sustainable Community Engagement Policy and Practice Fit Into the Welsh Picture? 161

Did You Know? 162



How Did You Do? 167

Record Examples of Your Successes and Examples of Where Things Havent Gone So Well 168What Will Be In Your Sustainable Development Action Plan? 169



Assessment Tool Summary Where You Are in All Key Achievement Areas 174


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Tool-kit Overview 1

What is Sustainable Development?

Sustainable Development is about ensuring that everything we do can be maintained in the future, especially ensuring the well-being and better quality of life for everyone now and for generations to come: it means planning for the long term. It also meansconsidering impacts beyond the local area and ensuring the full integration of social, environmental and economic dimensions ofdevelopment.

Sustainability is an opportunity for organisations to:

Improve service quality through maximising positive and limiting negative impacts of and between services

Improve efficiency and potentially realise savings

Develop stronger long term relationships with customers and communities

Adopt a longer-term view of risk management

Support local economies

Improve workforce performance, turnover and well-being

Sustainability is fast becoming a by-word for good housekeeping, resource efficiency and risk management. In a 2005 survey 74%

of businesses cited economic reasons as the prime driver for sustainability.

What is the Role of the Welsh Assembly Government in Sustainable Development?

When the Assembly was first established, it was given a binding legal duty to pursue sustainable development in all it does underSection 121 of the Government of Wales Act 1998 (GoWA (1998)).

Since then, the Welsh Assembly Government has produced its own Action Plans to ensure Sustainable Development in the wholeof Wales, including a commitment to determine key steps for the NHS to take forward this agenda.


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Tool-kit Overview 2

Why is Sustainable Development Important for the NHS?

The NHS in Wales is a major consumer of energy and water, purchases huge quantities of goods and services, employs more than90,000 people, owns huge tracts of lands and hundreds of buildings, produces vast quantities of waste and is the focus of manycommunities.

This presents NHS Wales with not just a responsibility to operate sustainably, but an opportunity to make a massive contribution tothe well-being of its staff, its patients, the wider economic and social communities, as well as the environment.


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Tool-kit Overview 1

What Steps Have Been Taken So Far?

In April 2006, the Welsh Assembly Governments Department for Health and Social Services (DHSS) and the Office of the ChiefMedical Officer (OCMO) issued a joint Welsh Health Circular [WHC (2006)029] Healthy Sustainable Wales: The NHSContribution. This set out a joint Sustainable Development Policy Statement for these two departments and committed theAssembly Government to producing a Sustainable Development Toolkit.

This Circular also set out a requirement that by March 2008:

all NHS organisations adopt a clear policy statement on Sustainable Development; and

an action plan based on needs identified by the toolkit.

This requirement subsumed and extended the expectation set out in Designed for Lifethat by March 2008 all NHS Trusts will havea health promotion strategy.

A multi-disciplinary Task and Finish group, chaired by the NHS Confederation, has been over seeing this work, including thedevelopment of the Sustainable Development Toolkit Healthy Sustainable Wales: The NHS Contribution, and the work has beencarried out in partnership with the Sustainable Development Commission (SDC).

There have been several consultation events and in June 2006, a draft Sustainable Development Toolkit was piloted by five NHSorganisations. Following the conclusion of the piloting phase, the toolkit was refined and issued for consultation with NHS Walesand other interested bodies in January 2007. The consultation closed in March 2007 and the views of consultees were taken intoaccount in the final revisions to this toolkit: the consultation report is available on request, or can be found on the Welsh AssemblyGovernments internet site.

The aim is that the toolkit will be migrated to the internet and become primarily a web based interactive tool, to enable ease of useand update developments. This will show you graphically how well your organisation is currently doing and where you need to

focus your attention on improvements.


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Tool-kit Overview 2

Who Can You Contact for More Information?

If you would like to discuss any part of the toolkit, or talk about sustainability issues for the NHS more generally, please get intouch:

Victoria Thomas Policy LeadStrategy UnitDepartment for Health and Social ServicesWelsh Assembly Government

4th Floor, CP2Cathays ParkCardiffCF10 3NQ

Tel: 029 2080 1118 e-mail: [email protected]

What is the Background to this Toolkit?

The Toolkit aims to set out how individual NHS bodies in Wales such as Local Health Boards, NHS Trusts and local NHS

contractors, can assess their current policy and practice with regard to sustainable development. It focuses on specific areas ofpractice and performance and promotes self assessment.

This Toolkit and the assessment process are designed to complement the Health, Social Care and Well-being Guidance. Thedeveloping Sustainable Development Framework for Welsh Local Government, which has developed in parallel, is consistent withthis NHS approach to ensure synergy between Local Government and local health services.

Similar Sustainable Development Toolkits for Health bodies exist in England and Scotland. Healthy Sustainable Wales: The NHS

Contributionshares much of the vision of these toolkits but goes further in a number of respects. The Assembly has a number ofdifferent "drivers", for example the Section 121 of GoWA (1998) Duty, hence the emphasis on Sustainable Development is furtherreaching in Wales. In addition in Wales the Department for Health and Social Services and the Office of the Chief Medical Officer,will be requiring all Welsh NHS bodies to have an Action Plan & Policy Statement; it is important therefore that this Toolkit is ascomprehensive and useful as possible to support NHS Wales bodies in producing rigorous Action Plans.

The Toolkit is based around the Sustainable Development Star.
mailto:[email protected]:[email protected]


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Tool-kit Overview 3

What is the Sustainable Development Star?

There are five interdependent core principles to achieving healthy sustainable development:

Ensuring a strong healthy and just society

Using sound science responsibly

Promoting good governance

Achieving a sustainable economy

Living within environmental limits

These five principles have been agreed by all four administrations in the United Kingdom, and set out in One future differentpaths: The UKs shared framework for sustainable development.

These principles form the core of NHS Wales sustainable development Star: and they link to eleven key achievement areas:

Corporate Management Policy

Health Improvement

New Building

Patient Engagement

Strategic Planning & Commissioning

Employment & Skills

Procurement (Public Sector Sustainable Procurement Assessment Tool)

Transport & Travel

Facilities Management

Workplace Health & Wellbeing (The Corporate Health Standard) Community Engagement

These form the chapters in this Toolkit and the areas against which your organisation will be assessing itself, recognising itssuccesses and developing an action plan for improvement in weaker areas.


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Tool-kit Overview 4

CORPORATEMANAGEMENT

POLICY

LIVING WITHINENVIRONMENTAL

LIMITS

ENSURING ASTRONG HEALTHY& JUST SOCIETY

ACHIEVING ASUSTAINABLE ECONOMY

PROMOTING GOODGOVERNANCE

USING SOUND SCIENCERESPONSIBLY

Workplace Health &Wellbeing (CHS)

FacilitiesManagement

Transport &Travel

CommunityEngagement

HealthImprovement

NewBuildingsEmployment &

SkillsPatient

Engagement

Strategic Planning &Commissioning

Procurement


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Tool-kit Overview 5

How Do I Use Healthy Sustainable Wales Within My Organisation?

This self assessment toolkit is just that, a way for you as an organisation to systematically review and assess how far you arecontributing to Sustainable Development.

As with all impact assessment tools of this nature the process of multi-disciplinary review, reflection, discussion and debate is themost important part of its use. This is not designed to be used as simply a tick box exercise, but as an opportunity to bring togetherpeople from across the organisation to consider the impacts and potential opportunities to contribute to sustainable development inthe NHS.

Your review needs to be as an organisation as a whole, taking account of all your potential impacts in your operation, processesand delivery of services. It is designed to generate robust internal discussions and honesty. The results of your self-assessment willnot have to be forwarded to the Welsh Assembly Government; the assessment is designed to be a mechanism to enable you toconsider areas you need to focus on in your subsequent Action Plan.

Key principles in implementing Healthy Sustainable Wales:

1. It is designed to be used on a supportive way;

2. The toolkit is The Process not just the paper it needs to be done in groups;

3. The related discussions are important and help increase understanding and build ownership;

4. It should generate key issues and priorities;

5. It will facilitate joining up/integration; and

6. The focus is recognising what you are currently doing well (success), where your challenges are, and where you couldimprove.


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Corporate Management Policy 7

Procurement


CommunityEngagement

CORPORATEMANAGEMENT

ENVIRONMENT SOCIETY

ECONOMY

GOVERNANCE

SCIENCE

WorkplaceHealth

& Wellbeing

Transport& Travel

HealthImprovement

New Building

Employment &Skills

PatientEngagement

Strategic Planning& Commissioning

CORPORATEMANAGEMENT

POLICY


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CORPORATE MANAGEMENT POLICY

What Does Sustainable Development Have to Do With Corporate Management Policy?

Sustainable development is a continuous journey of good practice towards social, economic and environmental sustainability. Itrequires leadership and systematic action. It is most likely to be successful in your organisation if there is an organisationaldevelopment approach to embedding it at all levels. If sustainable development is taken seriously, its principles should be reflectedat the highest levels of the organisation, and in key corporate decisions and policies, those that set the organisations direction andgovern its behaviour.

This section of the tool, therefore, is about the extent and effectiveness of your corporate commitment to sustainable developmentIt will help you to identify some of the core good management practices that will need to be in place across your organisation foryour policy and action plan to be effective.

This section covers Corporate: Vision, Awareness, Innovation, Management Policy, Leadership, Commitment / Resources,Understanding / Knowledge, Competency, Implementation, Review / Monitoring, the Learning Organisation, Equality / Diversity,External Influence and Welsh or Other Languages.


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Making the Connections

In October 2004 the Welsh Assembly Government published Making the Connections Delivering Better Services for Wales, itsvision of a prosperous, sustainable, bilingual, healthier and better-educated Wales. This vision outlined 4 main principles: Citizensat the Centre, Equality and Social Justice, Working together as the Welsh Public Service, and Value for Money

Beyond Boundaries - Review of Local Service Delivery (Beecham Review)Following consultation on Making the Connections, an Action Plan was produced in June 2005: Delivering the Connections: FromVision to Action. As part of the Plan a review, chaired by Sir Jeremy Beecham, was established in July 2005, with the aims of:

identifying improvements in arrangements for local service delivery, which are as radical and innovative as necessary; and

examining how existing arrangements for accountability can be used, developed and adapted to support this innovation.

Making the Connections - Delivering Beyond BoundariesThe Welsh Assembly Government's response to the Beecham Review was published on 21 November 2006. It sets out an agendafor taking forward the transformation of public services in Wales. There are five key themes to the report:

Putting citizens first Public service organisations must be more ambitious about involving citizens in the design anddelivery of public services.

Working together to deliver Localserviceorganisations will begin setting up Local Service Boards (LSBs) in 2007-08. These will focus on action and joint delivery as well as joint planning

World class workforce - the workforce must be engaged in public service improvement and they must be equipped with theskills to do their jobs - and to lead effectively.

Better value for the Welsh pound - The good start which has been made on the efficiency agenda will be sustained - with stillfaster progress made on developing shared services and releasing resources to the frontline.

Driving the change: government, resources and performance - Building on their Spatial Plan roles, Ministers will take on a

geographical area responsibility for overseeing the Assembly Government's engagement with LSBs alongside theirestablished service portfolios. A new unit called Performance Wales will be created to assist with this.


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Equality of Opportunity

The National Assembly for Wales has a statutory duty under the Section 120 (1) of the Government of Wales Act 1998 to ensurethat equality of opportunity is embedded in its work. This duty has led to the development of a distinctive equality agenda in Walesand the Assembly is committed to promoting equality of opportunity in all aspects of Welsh life including race, language, religion,disability, age, gender and sexual orientation.
http://www.opsi.gov.uk/acts/acts1998/19980038.htmhttp://www.opsi.gov.uk/acts/acts1998/19980038.htm


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Did You Know?

That Cardiff and Vale NHS Trust has a sustainable development policy approved by the Trust Board. The aim of this policyis to describe the framework, within which the Trust will conduct its activities, in order to contribute towards global pursuits ofsustainable development, and how it will progressively integrate these principles into its daily activities.


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How Do You Complete The Assessment Of Your Organisation?

The assessment tool has 3 levels: Starting Out, Getting There, Leading the Way.

Assess each element of your organisations Corporate Management Policy to decide which of the statements within eachsection best describes you, and to what extent. It may be that your organisation is completing some of the actions describedin a section, but not all, so each level is divided into 2: Partially Achieved and Achieved.

The intention is that all levels of the assessment tool are cumulative and an organisation should not be able to move onto

Getting There or Leading the Way without having completed the actions in Starting Out.

While we are confident every organisation in NHS Wales will have achieved at least some of the actions described in theStarting Out Level, if you assess your organisation as not achieving at all, you should tick the very first Partially Achievedbox.

Once you have decided where your organisation fits for each element, count up the number of ticks in each level and enterthis number in the summary boxes at the bottom of the assessment tool: this should help you gain an overall picture of

where you are in incorporating sustainable development into your Corporate Management Policy.


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Criteria Starting out Getting there Leading the way

CorporateCulture:

Vision

There is some organisation wideawareness of Healthy SustainableWales. The value of having aclear vision is acknowledged andunderstood

Vision and objectives for HealthySustainable Wales have been set but are not necessarilytranslating into actions.

Clear vision and objectives forHealthy Sustainable Wales areused as the basis for action acrossthe organisation.

Partially Achieved Achieved Partially Achieved Achieved Partially Achieved Achieved(tick box)

CorporateCulture:Awareness

Individuals at all levels arebeginning to recognise how theirfunction contributes to HealthySustainable Wales.

Top managers support HealthySustainable Wales, and HealthySustainable Wales is activelybeing built into many core systemsand processes.

The Board publicly communicatesits commitment to the policy. Allmanagers use HealthySustainable Wales as a crosscutting approach to support health.


CorporateCulture:Innovation

Some teams are consideringinnovative and sustainable ways ofachieving goals.

Innovative & sustainable ways ofworking are being used in somekey areas. There is no blameculture restricting good ideas.

Innovative & sustainable ways ofworking are actively encouragedand supported across theorganisation. Learning is shared.



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CorporateManagementPolicy

The Corporate Management Policyacknowledges HealthySustainable Wales.

Healthy Sustainable Wales isfeatured in the Corporate Policyand is used as a framework formany activities.

Healthy Sustainable Walesunderpins the Corporate Policyand is used as a framework for allactivities, policies and plans.


Leadership Healthy Sustainable Wales ischampioned by a few committedindividuals in the organisation.

Healthy Sustainable Wales ischampioned by the Board.

The Board has a reputation forsustainable decisions on allmatters and unsustainableproposals are routinely rejected.


Commitment &Resources

The organisation allocates someresources to achieving HealthySustainable Wales.

The organisation allocates projectfunds to achieving HealthySustainable Wales.

All resource allocation is informedby sustainability considerations.



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Understanding &knowledge

The 5 principles of sustainabledevelopment and their relevance tohealth & well-being are understoodby some committed individuals inthe organisation.

The 5 principles of sustainabledevelopment and their relevance tohealth & well-being are used as apolicy tool by decision makers inthe organisation.

All levels of the organisationunderstand the need for change toa sustainable way of doing things,individually and collectively, andact accordingly.


Competency One-off events raise awareness ofHealthy Sustainable Wales.

Training programmes are given onHealthy Sustainable Wales in thecontext of team roles /responsibilities.

Healthy Sustainable Wales formspart of all appropriate trainingprogrammes including induction.There is ongoing support andadvice on practical implementation.


Implementation There are some ad-hocsustainability related projects.

There is a formally agreedSustainable Development ActionPlan.

The organisation has a SMARTSustainable Development ActionPlan, linked to team plans andindividuals objectives.


S S S S C


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Review/Monitoring

Some ad hoc review andmonitoring.

Progress on action plans isformally reviewed.

Regular evaluation of progress iscentral to continuous process ofmaximising positive outcomes.Success is celebrated.


Learningorganisation

There are some learningmechanisms in place, some ofwhich acknowledge HealthySustainable Wales.

The organisation is a learningorganisation, which seeks toimprove its own understanding ofHealthy Sustainable Wales.

The organisation is a learningorganisation using HealthySustainable Wales to help makedecisions whilst seeking toconstantly improve its ownunderstanding sustainability.


Equality &Diversity

Equality of opportunity and socialjustice are taken forward on an adhoc basis across the organisation.

Equality of opportunity and socialjustice are integral to mostservices, project delivery,implementation or recruitment

process.

Promoting equality and diversity isseen as a core and sustainablemeans of improving health and istherefore central to all services,

project delivery, implementation orrecruitment process.


HEALTHY SUSTAINABLE WALES Th NHS C t ib ti


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Externalinfluence

The organisation exerts ad hocsustainable development influenceon suppliers, customers, or incommissioning.

The organisation exerts somesustainable development influenceon suppliers, customers, or incommissioning.

The organisation exerts consistentinfluence on suppliers (throughValue Wales and more widely),customers and in commissioning.


Welsh and otherLanguages

The organisation provides somebilingual information.

The organisation has Welsh andother language schemes / policies,and is making progress inimplementing them across theorganisation.

The organisation enablescustomers to access all servicesand information bilingually and issensitive to cultural and linguisticdiversity.


HEALTHY SUSTAINABLE WALES: The NHS Contribution


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How Did You Do?

Starting Out Getting There Leading the Way



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What Were Your Successes?

What Were Your Biggest Challenges?



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What Are Your Areas For Improvement?



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Where Can You Get More Information Or Help?

HOWIS

www.wales.nhs.uk/

National Assembly for Wales

www.wales.gov.uk

The Kings Fundwww.kingsfund.org.uk

Designed for Life

http://new.wales.gov.uk/topics/health/publications/designedforlife/?lang=en

Health, Social Care and Wellbeing Strategies

http://new.wales.gov.uk/topics/health/publications/health_social_care_strategies/localhealthsocialcarewellbeing/?lang=enHealth Challenge Wales

http://new.wales.gov.uk/subsite/healthchallenge/?lang=en

Sustainable Development Commission

www.sd-commission.org.uk

Making the Connections - Delivering Beyond Boundaries: Transforming Public Services in Wales

http://new.wales.gov.uk/about/strategy/makingtheconnections/news/GovmntRespBeecham?lang=en

WHC (2006) 029 A Healthy Sustainable Wales The NHS Contribution

http://new.wales.gov.uk/topics/health/publications/whcs/2006/whc2006029?lang=en

http://www.wales.nhs.uk/http://www.wales.gov.uk/http://www.kingsfund.org.uk/http://new.wales.gov.uk/topics/health/publications/designedforlife/?lang=enhttp://new.wales.gov.uk/topics/health/publications/health_social_care_strategies/localhealthsocialcarewellbeing/?lang=enhttp://new.wales.gov.uk/subsite/healthchallenge/?lang=enhttp://www.sd-commission.org.uk/http://new.wales.gov.uk/about/strategy/makingtheconnections/news/GovmntRespBeecham?lang=enhttp://new.wales.gov.uk/topics/health/publications/whcs/2006/whc2006029?lang=enhttp://new.wales.gov.uk/topics/health/publications/whcs/2006/whc2006029?lang=enhttp://new.wales.gov.uk/about/strategy/makingtheconnections/news/GovmntRespBeecham?lang=enhttp://www.sd-commission.org.uk/http://new.wales.gov.uk/subsite/healthchallenge/?lang=enhttp://new.wales.gov.uk/topics/health/publications/health_social_care_strategies/localhealthsocialcarewellbeing/?lang=enhttp://new.wales.gov.uk/topics/health/publications/designedforlife/?lang=enhttp://www.kingsfund.org.uk/http://www.wales.gov.uk/http://www.wales.nhs.uk/


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SUS S e S Co t but oA Tool-kit to help you embed Sustainable Development into your NHS organisation


NHS Centre for Equality and Human Rights

http://www.wales.nhs.uk/sites3/page.cfm?orgid=256&pid=3704

NHS Welsh Language Unit

http://www.wales.nhs.uk/sites3/home.cfm?orgid=415

The Balanced Scorecard

http://new.wales.gov.uk/docrepos/40382/dhss/403821213/WHC_2006_019_plus_annexes.pdf?lang=en

Healthcare Standards for Waleshttp://www.hiw.org.uk/Documents/477/Healthcare%20Standards%20for%20Wales%2Epdf

http://www.wales.nhs.uk/sites3/page.cfm?orgid=256&pid=3704http://www.wales.nhs.uk/sites3/home.cfm?orgid=415http://new.wales.gov.uk/docrepos/40382/dhss/403821213/WHC_2006_019_plus_annexes.pdf?lang=enhttp://new.wales.gov.uk/docrepos/40382/dhss/403821213/WHC_2006_019_plus_annexes.pdf?lang=enhttp://www.wales.nhs.uk/sites3/home.cfm?orgid=415http://www.wales.nhs.uk/sites3/page.cfm?orgid=256&pid=3704


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A Tool-kit to help you embed Sustainable Development into your NHS organisation


What Examples Are There Of Success In Wales?

Welsh Language CoursesCaerphilly LHB are working with Caerphilly County Borough Council to make Welsh Language Courses available free of charge toall their staff.

Organisation Wide Sustainable Development PolicyCardiff and Vale NHS Trust has a sustainable development policy approved by the Trust Board. The aim of this policy is to describe

the framework, within which the Trust will conduct its activities, in order to contribute towards global pursuits of sustainabledevelopment, and how it will progressively integrate these principles into its daily activities.



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Health Improvement 25

HealthImprovement

Procurement

Facilities

Management

Community

Engagement

CORPORATEMANAGEMENT

ENVIRONMENT SOCIETY

ECONOMY

GOVERNANCE

SCIENCE

WorkplaceHealth

& Wellbeing

Transport& Travel

HealthImprovement

New Building

Employment &Skills

PatientEngagement




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HEALTH IMPROVEMENT

What Does Sustainable Development Have to Do With Health Improvement?

One of the five core interdependent principles of sustainable development is ensuring a strong, healthy and just society. Healthorganisations above all should be committed to securing the highest possible levels of health in their populations. There is plenty ofevidence that health in Wales is relatively poor and there are marked inequalities in health.

This section relates to your organisations role as a health promoter, one that seeks out opportunities to make an impact on poor

health among patients, carers and the general public, both tackling patients diagnosed conditions, and seizing opportunisticchances to improve health that occur whilst the people are in contact with your organisation.

This section covers Health Improvement activities in terms of: Assessment, Interventions, Evidence, Equality / Diversity andInformation.

HEALTHY SUSTAINABLE WALES: The NHS ContributionA T l kit t h l b d S t i bl D l t i t NHS i ti


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Where Does Sustainable Health Improvement Fit Into the Welsh Picture?

Designed for LifeDesigned for Life, the Welsh Assembly Governments 10-year strategy for health and social care services was published in May2005, and outlines a vision of high quality health and social care services for the next ten years. It includes:

a clear 10-year ambition - to cut to the minimum avoidable death, pain, delay, helplessness and waste in Wales;

a process for a transformation in services - moving the focus onto the prevention of problems and to earlier intervention,

shifting services out into the community, breaking down artificial barriers at all levels; the first of a series of 3-year action plans, based around tough targets, to drive the improvements that is needed;

a recognition of the crucial role local government has to play in developing its own service contribution and in workingwith the NHS in bringing about the service changes and improvements needed.

Health, Social Care & Well-being Strategies and Children and Young Peoples PlansEach Local Authority and Local Health Board (LHB) is jointly responsible for formulating and implementing a Health, Social Careand Well-being Strategy for their local population. These strategies are the local planning mechanism and vehicle for health

improvement. Local partners are also responsible for preparing a Children and Young Peoples Plan.

Statutory Guidance on the next round of Strategies comes into force on 1st April 2007 and the draft guidance for Children andYoung Peoples Plans is the subject of consultation. Using the guidance, local partners will prepare Strategies and Plans to runconcurrently through the period 2008/09-2010/11.

Health Challenge WalesHealth Challenge Wales is the national focus of efforts to improve health and well-being. It recognises that a wide range of factors -economic, social and environmental - have an impact on health, so that action in all these areas can help create a healthier nation.The key themes are: smoking, food and fitness, accidents and injuries, alcohol and other substance misuse, infections and mentalhealth and well-being.

HEALTHY SUSTAINABLE WALES: The NHS ContributionA Tool kit to help you embed Sustainable Development into your NHS organisation


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Healthcare Standards for Wales

On 12th May 2005, The Minister for Health and Social Services launched the Assembly Government's 'Healthcare Standards forWales'. The standards came into force on the 1st June 2005 and will achieve a number of important objectives. They:

bring clarity and consistency on public expectation for high quality patient care across all healthcare settings;

establish firm foundations for continuous improvement in the delivery of all NHS funded care; and

provide a framework both for self-assessment by healthcare organisations and for external review and investigation byHealthcare Inspectorate Wales (HIW).

The Welsh Health Circular, Healthcare Standards for Wales Next Steps, WHC (2006) 041, set out the requirement that, from April

2007, healthcare organisations in Wales will be required to undertake self-assessments against the healthcare standards and makean annual public declaration of how they have performed. Organisations will be required to formally submit their declaration andself-assessment returns to HIW who will be responsible for taking the lead in co-ordinating the testing and validation of returns,using a risk-based analysis, against a range of data sources. HIW will then issue a public Statement of Assurance to individualhealthcare organisations. From April 2008 onwards compliance against the healthcare standards will also be used to inform and bereported in the Statement of Internal Control and the Annual Reports produced by each organisation.

Communities First

The Communities First Programme is the Assembly Governments flagship strategy to enable local people in the most deprivedparts of Wales to take a leading role in tackling the problems which affect their area. Health and well-being is one of the six themesof the Community Vision Framework which guides the work of Communities First Partnerships. Empowering individuals andcommunities to take responsibility for their health and well-being is one of the key objectives of the Programme

HEALTHY SUSTAINABLE WALES: The NHS ContributionA Tool kit to help you embed Sustainable Development into your NHS organisation


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Did You Know?

1/3 of adults in Wales (an estimated 800,000 adults) reported having at least one chronic condition.

Of people aged over 65 in Wales, 2/3 reported having at least one chronic condition, and 1/3 had multiple chronic conditions.

Over 3/4 of people aged over 85 in Wales reported having a limiting long-term illness.

Of people aged 65 and over in Wales, 34% reported being treated for arthritis, 21% for a respiratory illness and 31% for aheart condition.

23% of people in Wales reported having a limiting long-term illness, compared with 18% in England and 20% in bothScotland and Northern Ireland.



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How Do You Complete The Assessment Of Your Organisation?

The assessment tool has 3 levels: Starting Out, Getting There, Leading the Way.

Decide which of the statements within each section best describes how your organisation is currently operating in terms ofImproving Health. It may be that your organisation is completing some of the actions described in a section, but not all, soeach level is divided into 2: Partially Achieved and Achieved.


Getting There or Leading the Way without having completed the actions in Starting Out. While we are confident every organisation in NHS Wales will have achieved at least some of the actions described in the

Starting Out Level, if you assess your organisation as not achieving at all, you should tick the very first Partially Achievedbox.

Once you have decided where your organisation fits for each element, count up the number of ticks in each level and enterthis number in the summary boxes at the bottom of the assessment tool: this should help you gain an overall picture ofwhere you are in incorporating sustainable development into Improving Patient Health.



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Assessment

(See HealthcareStandard 30)

The organisation considers healthpromotion / information needs onan ad hoc basis.

The organisation systematicallyassesses health promotion andinformation needs.

The organisation assesses healthpromotion / information needs inpartnership with patients / carers /community organisations.


Interventions The organisation has ad hoc healthpromotion interventions, some ofwhich are based on needsassessments which may meet therequirements of national serviceframework/strategies.

The organisation has healthpromotion programmes andpolicies based on needsassessments which meet therequirements of national serviceframework/strategies (NB Health

Care Standard for Wales 29/30).

The organisation has systematicmanaged, monitored andevaluated health promotionprogrammes and policies which gobeyond requirements of nationalframework and strategies.


Evidence Some Programmes take accountof current knowledge, evidenceand policy on effective

interventions.

Most programmes take account ofcurrent knowledge, evidence andpolicy on effective interventions.

All programmes take fully intoaccount current and emergingknowledge, evidence and policies

in public health, health promotion,commissioning and provision ofservices (HCS Standard 30).




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Equality /Diversity

Needs assessment and healthpromotion programmes arestandardised.

Some consideration is given toindividual needs.

Influencing factors of specificdiagnostic related issues,sensitivity to cultural and socialbackground and ensuring meetingthe needs of specific groups isalways reflected in needsassessment and programme.


Information There is some collaboration andsome information is captured forfuture use.

Information provided by otherpartners is included and the needsassessment and joint healthpromotion interventions also

developed.

An epidemiological database isdeveloped to information policyand is shared with partners.




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p y p y g


How Did You Do?

Starting Out Getting There Leading the Way



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What Are Your Areas For Improvement?



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HOWIS

www.wales.nhs.uk/

National Public Health Service

www.nphs.wales.nhs.uk

National Assembly for Waleswww.wales.gov.uk

The Kings Fund

www.kingsfund.org.uk

Designed for Life

http://new.wales.gov.uk/topics/health/publications/designedforlife/?lang=en

Health, Social Care and Wellbeing Strategies

http://new.wales.gov.uk/topics/health/publications/health_social_care_strategies/localhealthsocialcarewellbeing/?lang=en

Health Challenge Wales

http://new.wales.gov.uk/subsite/healthchallenge/?lang=en

Healthcare Standards for Wales

http://www.wales.nhs.uk/sites3/page.cfm?orgid=465&pid=8970

Sustainable Development Commission

www.sd-commission.org.uk
http://www.wales.nhs.uk/http://www.nphs/http://www.wales.gov.uk/http://www.kingsfund.org.uk/http://new.wales.gov.uk/topics/health/publications/designedforlife/?lang=enhttp://new.wales.gov.uk/topics/health/publications/health_social_care_strategies/localhealthsocialcarewellbeing/?lang=enhttp://new.wales.gov.uk/subsite/healthchallenge/?lang=enhttp://www.wales.nhs.uk/sites3/page.cfm?orgid=465&pid=8970http://www.sd-commission.org.uk/http://www.sd-commission.org.uk/http://www.wales.nhs.uk/sites3/page.cfm?orgid=465&pid=8970http://new.wales.gov.uk/subsite/healthchallenge/?lang=enhttp://new.wales.gov.uk/topics/health/publications/health_social_care_strategies/localhealthsocialcarewellbeing/?lang=enhttp://new.wales.gov.uk/topics/health/publications/designedforlife/?lang=enhttp://www.kingsfund.org.uk/http://www.wales.gov.uk/http://www.nphs/http://www.wales.nhs.uk/


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What Examples Are There Of Success In Wales?

Health Education Targeted at Young AdultsIechyd Da youth nurses, working in partnership with other professionals such as school health nurses, youth workers, drugworkers, teachers, social workers, aim to provide a confidential and friendly service offering advice and support to young peopleaged 11-25 in the Llanelli area. Thus promoting equality of health and enabling young people to access a wide variety of healthservices. Team nurses attend local schools, youth clubs, alternate education settings and homeless shelters; they also work withindividuals and their families.

Information is passed on through health education lessons, assemblies, confidential drop in sessions held during school lunchbreaks, workshops or informal discussions. Topics include sexual and emotional health, healthy eating, personal safety, substancemisuse, alcohol, self harm, bullying, exam stress and many more. Young people also have the opportunity to anonymously contactthe nurses by text message. During the last school year (2005-2006) 1348 visits were made to the school drop in sessions and 145one off text queries were received.

For more information, please contact Carmarthenshire LHB.



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New Building 39

New Building

Procurement


CommunityEngagement

CORPORATEMANAGEMENT

ENVIRONMENT SOCIETY

ECONOMY

GOVERNANCE

SCIENCE

WorkplaceHealth

& Wellbeing

Transport& Travel

HealthImprovement

New Building

Employment &Skills

PatientEngagement



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New Building 42

Did You Know? That in the UK, energy used by the Health Sector produces about 3.47 million tonnes of carbon dioxide a year.

78% of Directors of Nursing say that hospital design impacts on the recruitment of nursing individuals.

Current estimates show hospital admissions linked to air pollution cost the NHS between 17-60 million a year.

A well-designed building can shorten the length of patient stay and reduce the need for pain killing drugs.

That the NHS in Wales generates around 180,000 tonnes of carbon dioxide a year, the principal greenhouse gas, as a directresult of its energy consumption

That the NHS in Wales uses 2.6 million gigajoules of energy every year for its hospital buildings, this is equivalent to 34,000average households, and costs 17 million



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New Building 43

How Do You Complete The Assessment Of Your Organisation? The assessment tool has 3 levels: Starting Out, Getting There, Leading the Way.

Assess each element of your organisations New Building policy to decide which of the statements within each section bestdescribes you. It may be that your organisation is completing some of the actions described in a section, but not all, so eachlevel is divided into 2: Partially Achieved and Achieved.


Getting There or Leading the Way without having completed the actions in Starting Out. While we are confident every organisation in NHS Wales will have achieved at least some of the actions described in the

Starting Out Level, if you assess your organisation as not achieving at all, you should tick the very first Partially Achievedbox.

Once you have decided where your organisation fits for each element, count up the number of ticks in each level and enterthis number in the summary boxes at the bottom of the assessment tool: this should help you gain an overall picture ofwhere you are in incorporating sustainable development into your New Building Policy.

You should note that this section refers to your organisations policy and practice concerning all new build schemes and notexamples of best practice for a number of individual projects.



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New Building 44

Criteria Starting out Getting there Leading the wayPolicies andperformancemanagement

A separate sustainabledevelopment forum exist thatreports in to managementstructures. A NEAT (NHSEnvironmental Assessment Tool)score of excellent is achieved for

the project. A StrategicEnvironmental Assessment (SEA)is undertaken where required.

Sustainable development isincluded in main managementmeetings. External stakeholdersare included in planning aroundHealthy Sustainable Wales.Health and environmental impacts

of the project are assessed andsustainability appraisals more thanlegally required are undertaken.

Sustainable development steersthe project. Multiple partners andthe community (e.g. CommunitiesFirst Partnerships) are involved inthe project from the outset.Positive long-term effects on the

local economy, environment, publichealth and community cohesionare mainstreamed .


Design The whole life cost and running

cost of the building are consideredat the design stage and factorssuch as energy use, buildingmaterials, services and locationare considered.

New building designs work with the

external environment, e.g.maximises the use of natural lightand ventilation and delivers socialand health benefits. Projects aim tohave health enhancing design tobenefit individuals, visitors andpatients. The potential for on siterenewable micro electricity

generation is maximised.

High quality design based on

maximising health impacts andminimising environmental impactsof the building; these impacts aremeasured and the process hasstakeholder input. The building isdesigned to incorporate structuralflexibility & meets the requirementsof those using it.




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New Building 45


Green spaces There are green spaces in andaround the building. The healingproperties of nature arerecognised. By providing safeenvironments, you encouragewalking.

Building design includes greenspaces for exercise / recuperation.All windows in the new buildinghave views including some naturewhere practical. Existing wildlifehabitats are conserved beyondlegal requirements. Easy water

draining is enabled, e.g. usinggrass paving for parking surfaces.

The building provides a healthyenvironment with green spaces,developed in partnership withpatients and local people e.g.waste composting, creating wildlifehabitats. Plants are included in thebuilding as far as possible e.g.

herb gardens, green roofs, roofgardens, earth sheltered buildings.


Regeneration/planning

It is acknowledged that the newproject will contribute to the local

economy and community, but thecontribution is not planned ormanaged. The organisationengages with the local authorityand strategic partnerships aroundplanning and site location;transport is considered within theplanning process.

Maximising the value of the projectto the local area is important to the

project e.g. using local businessesor providing community resources.Local planning structures areengaged with on location, transportand infrastructure. Negativeimpacts on economy, communityand environment are minimised. A(SEA) Strategic Environmental

Assessment is conducted on theproject.

The organisation is active in local,joined-up planning structures.

Planning is joined up with otherkey issues such as housing,leisure facilities, public transport.Decisions about location are takenin consultation with stakeholdersand the community. If possible,contractors are employed whosupport local businesses / people.

A SEA is concurrently run with aSustainability Appraisal (SA).




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New Building 46


Communityresources andengagement

An artistic element is built into thebudget of the project e.g. murals,statues, including plans for a smallscale community resource withinthe project e.g. green space, publicseating, a caf. Local people areinvolved in the project.

The arts programme is inclusiveand designed in partnership withlocal community groups e.g.schools. The new building willprovide facilities beyond healthcaree.g. training suites, cafes, crches,meeting rooms etc. Community

involvement will be at design andimplementation stages. Localresidents have been consultedabout minimising disturbanceduring the building work.

Substantial community facilities arejointly planned and managed e.g.community run caf, housing,leisure facilities, colleges. There isa sense of community ownershipand some services are run byvoluntary groups or special interest

groups e.g. people with learningdifficulties. There is an ongoingbudget for running artsprogrammes.


Constructionwaste

Some waste is recycled and it isattempted to avoid creating wasteduring construction, e.g. by havingsuppliers reuse their packaging.

There is a set target for recycling apercentage of construction waste.Markets and opportunities forrecycling are found. Constructionwaste is monitored and activelyminimised e.g. by re-usingmaterials from the old buildings.

85% of uncontaminated demolitionmaterial is recovered and localrecycling facilities participate intendering.There are plans tominimise waste both in theconstruction and operating phaseof the building. The building is

designed for easy disassembly andreuse at the end of its life cycle.




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New Building 47


Energy / Carbon Minimising the running costs of thebuilding is incorporated in thedesign phase including movementdetectors for lights, condensingboilers and high grade insulation tosave energy.

The energy efficiency target is 35 -55 GJ/100m3 for all new buildingsand refurbishments. Energyefficiency and carbon reduction arekey considerations; the designuses natural light and ventilation toreduce air conditioning and

lighting, and high grade insulationto cut heating costs. Combinedheat and power plant for all newbuilding projects are considered.

The carbon reduction target basedon renewable energy and energyefficiency; on site renewableenergy is considered for all newbuildings or refurbishments.Design includes innovativesolutions like green roofs or

integrated PV panels. Over 20% ofenergy is sourced fromrenewables, working towardscarbon neutrality .




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New Building 48


Buildingmaterials

Green building materials arebeing considered and some areused e.g. recycled aggregates forroad surfacing, natural paints, woolor crop based insulation materials.Only timber from certified sourcesis used.

Up to 15% by value of the buildingmaterials (including materials usedby contractors) are recycled. Thereis majority compliance with targetsand recommendations forconstruction waste as set out in theHealthcare Waste Strategy for

Wales. Where verifiableinformation exists, whole lifecosting has been used to choosebuilding materials. The impacts onindoor air quality are consideredand green options are used wherepossible.

Over 15% by value of the buildingmaterials (including materials usedby contractors) are recycled. Localsuppliers of building materials areincluded in relevant tenders.Materials that minimise volatileorganic compound (VOC)

emissions are used. You aremeeting and even exceedingtargets and recommendations forconstruction waste as set out in theHealthcare Waste Strategy forWales.



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New Building 52


Welsh Health Estates

http://www.wales.nhs.uk/sites/home.cfm?OrgID=254

NEAT - NHS Estates Environmental Action ToolA self-assessment software tool to estimate the environmental impacts of the current existing NHS estate and newbuild/refurbishment schemes.

http://www.nhsestates.gov.uk/sustainable_development/index.asp?submenu_ID=neat

The Achieving Excellence Design Evaluation Toolkit (AEDET)A toolkit for evaluating the design of healthcare buildings from initial proposals through to post project evaluation. It will also be abenchmarking tool, used to evaluate PFI and conventionally funded schemes.

http://195.92.246.148/nhsestates/design/design_content/introduction/home.asp?sfgdata=4

Building for HealthGuidance on constructing sustainable healthcare buildings produced by the London Regional Public Health Group that identifies

key intervention points in the PFI procurement process where issues of sustainability can be most effectively introduced. It includesthe Advisory Navigation Toolkit (ANT), which directs PFI/PPP Capital Planning Teams towards sources of information onsustainability.

For details contact: Duane Passman, Head of Capital Investment Unit [email protected]

Healthy Hospitals campaignRun by the Design Commission for Wales, with the Royal College of Nursing and others, this campaign aims to raise awareness of

the importance of good design and to show that it has a direct impact on the lives of patients, nurses and doctors.www.healthyhospitals.org.uk

http://www.nhsestates.gov.uk/sustainable_development/index.asp?submenu_ID=neathttp://195.92.246.148/nhsestates/design/design_content/introduction/home.asp?sfgdata=4mailto:[email protected]://www.healthyhospitals.org.uk/http://www.healthyhospitals.org.uk/mailto:[email protected]://195.92.246.148/nhsestates/design/design_content/introduction/home.asp?sfgdata=4http://www.nhsestates.gov.uk/sustainable_development/index.asp?submenu_ID=neat


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New Building 53

Future Healthcare NetworkA group of over 60 hospitals and primary care organisations, set up by the NHS Confederation, engaged in major change projects.It aims to support members to help them plan today, to ensure services and facilities meet the needs of tomorrows patients.

www.fhn.org.uk

Achieving Excellence in Procurement Guide: Sustainability

This OGC guide highlights the importance of sustainable development and sets out the processes by which the public sector clientcan procure and deliver construction projects that best promote sustainable development while still achieving optimum whole lifevalue for money.

http://www.ogc.gov.uk/Sustainable Developmenttoolkit/reference/achieving/AE11.pdf

Constructing for Sustainability: a basic guide for clients and their professional advisors (2003). ISBN 1 898671 35 4A guide produced by the Construction Industry Council.

www.cic.org.uk

Advisory Navigation Tool (ANT)A simple, easy-to-use tool to provide relevant links to websites containing sustainability information. Over 20 main topics cover

information on: green purchasing, private finance initiative and sustainability, education, waste, energy, community engagement,employment, housing, nutrition, noise, transport, biodiversity, measurement and many more.

Duane Passman, Head of Capital Investment Unit [email protected]

Engage How to Deliver Socially Responsible Construction: A Clients GuideGuidance on how to build in a socially responsible way while retaining a focus on business benefits.

www.engageweb.org


Th Alli f B ildi S t i bilit (TABS)
http://www.fhn.org.uk/http://www.ogc.gov.uk/sdtoolkit/reference/achieving/AE11.pdfhttp://www.cic.org.uk/mailto:[email protected]://www.engageweb.org/http://www.engageweb.org/mailto:[email protected]://www.cic.org.uk/http://www.ogc.gov.uk/sdtoolkit/reference/achieving/AE11.pdfhttp://www.fhn.org.uk/


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New Building 54

The Alliance for Building Sustainability (TABS)An emerging alliance of leading sustainable built environment organisations including Constructing Excellence and the Construction

Industry Research and Information Association (CIRIA), aiming to implement more sustainable practices in the creation,maintenance and regeneration of the built environment.

[email protected].

Code for Sustainable BuildingsA voluntary initiative being developed by government and industry and led by the Office of the Deputy Prime Minister, it aims tobecome the single national standard for sustainable building that all sectors of the building industry will subscribe to and consumers

demand. It is anticipated that the Code will be launched nationally in 2006.http://www.dti.gov.uk/construction/sustaincode/codelead.htm

Implementing Action for SustainabilityAn appraisal toolkit to help integrate, and assess the contribution of projects towards, sustainable development in the North Westregion.

http://www.nwra.gov.uk/documents/421078445678.pdf

Local Multiplier 3 (LM3): measuring your impact on the local economyA measuring tool that enables anyone to assess how a particular business or initiative impacts on the local economy, and how toimprove that impact to help communities tackle the issues of deprivation from within.

Justin Sacks, New Economics Foundation, 020 7820 6382,

http://www.neweconomics.org/gen/tools_lm3.aspx

The Sust. InitiativeA campaign developed by The Lighthouse, Scotlands Centre for Architecture and Design in collaboration with the ArchitecturePolicy Unit at the Scottish Executive to help mainstream sustainable design in building projects.

http://www.sust.org


Practical E al ation Tools for S stainabilit (PETUS)
mailto:[email protected]://www.dti.gov.uk/construction/sustaincode/codelead.htmhttp://www.nwra.gov.uk/documents/421078445678.pdfhttp://www.neweconomics.org/gen/tools_lm3.aspxhttp://www.sust.org/http://www.sust.org/http://www.neweconomics.org/gen/tools_lm3.aspxhttp://www.nwra.gov.uk/documents/421078445678.pdfhttp://www.dti.gov.uk/construction/sustaincode/codelead.htmmailto:[email protected]


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New Building 55

Practical Evaluation Tools for Sustainability (PETUS)

A web resource developed by the Welsh School of Architecture bringing together useful tools, case studies and procedures inorder to assist users to make a quick but informed decision on the best approach to take to incorporate sustainability.

http://u001.arch.cf.ac.uk/petus

Sustainability ChecklistAn interactive checklist for local authorities and planners to integrate sustainable development into developments in the South East.

www.sustainability-checklist.co.uk

Sustainable Construction : Position Statement keys issuesThe construction industry plays a major role in improving the quality of the built environment, but it also impacts on the widerenvironment in a number of ways. The construction business in the UK is responsible for nearly a third of all industry-relatedpollution incidents. Construction and demolition waste alone represent 19% of total UK waste. Too many buildings areenvironmentally inefficient and do not make best use of limited resources such as energy and water. The energy used inconstructing, occupying and operating buildings represents approximately 50% of greenhouse gas emissions in the UK. Theguidance has been produced by the Environment Agency.

http://www.environment-agency.gov.uk/aboutus/512398/289428/654938/?version=1&lang=_eSite Waste Management PlansSite Waste Management Plans - Guidance for Construction Contractors and Clients Voluntary Code of Practice is produced bythe Department of Trade and Industry and provides information, guidance and checklist in improving environmental performance,meeting regulatory controls and reducing costs of waste disposal.

http://www.dti.gov.uk/construction/sustain/site_waste_management.pdf

Healthy Urban Planning A WHO guide to planning for peopleThis book examines the links between health and urban planning, translating concepts and principles into practical ideas for policyand practice with examples and case studies from cities around Europe.

http://www.euro.who.int/healthy-cities/UrbanHealthTopics/20020116_1


World Health Organisation
http://u001.arch.cf.ac.uk/petushttp://www.sustainability-checklist.co.uk/http://www.environment-agency.gov.uk/aboutus/512398/289428/654938/?version=1&lang=_ehttp://www.dti.gov.uk/construction/sustain/site_waste_management.pdfhttp://www.euro.who.int/healthy-cities/UrbanHealthTopics/20020116_1http://www.euro.who.int/healthy-cities/UrbanHealthTopics/20020116_1http://www.dti.gov.uk/construction/sustain/site_waste_management.pdfhttp://www.environment-agency.gov.uk/aboutus/512398/289428/654938/?version=1&lang=_ehttp://www.sustainability-checklist.co.uk/http://u001.arch.cf.ac.uk/petus


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New Building 56

World Health OrganisationUp to date information on health issues around the globe from the United Nations specialised agency for health.

http://www.who.int/en/

The WHO Collaborating Centre for Healthy Cities and Urban PolicyThe WHO Centre is formally designated by the World Health Organization Regional Office for Europe. As such it is linked to anetwork of 45 healthy cities from across the EU, Eastern Europe and the constituent states of the old USSR. The Centre is one ofonly 5 in Europe, and is unique in being based in a built environment faculty rather than a health faculty. The Centres prime role isto undertake research and provide advice to the Healthy Cities network, particularly in the field of healthy urban planning. But it also

has a major role within the Faculty, the University and the Bristol area, acting as a catalyst for the integration of health into theplanning and design agenda, and bridging the gap between professions and between research and practice.

http://www.built-environment.uwe.ac.uk/research/who/

http://www.who.int/en/http://www.built-environment.uwe.ac.uk/research/who/http://www.built-environment.uwe.ac.uk/research/who/http://www.who.int/en/


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New Building 57

What Examples Are There Of Success In Wales?Innovative Sustainable DesignA major Orthopaedic Treatment Centre at Llandough Hospital has been built with sustainable development incorporated into theinnovative design, and has achieved an overall NEAT score of 77.5%.

contact point Keith Jones Tel. 029 20 742899 e-mail [email protected]

Using the Built Environment for HealingThe first phase of the Childrens Hospital for Wales in Cardiff utilises an innovative and exciting art strategy, where each floor isthemed with sea, land, air and space, which provides a calming, reassuring environment which children can relate to, in assistingthe healing process, in what can be a traumatic time in their lives.

contact point Keith Jones Tel. 029 20 742899 e-mail [email protected]

Design Sympathetic to the Natural LandscapeNew Community Hospital in Gwynedd sited in Snowdonia National Park which incorporates sustainability and sympathy with thelandscape in its overall design.

Using Alternative and Sustainable FuelsNew hospital at Llwynypia in the Rhondda which will incorporate a wood chip boiler as the primary energy source demonstrating anovel, pragmatic approach.

Joint Working to Deliver Sustainable DevelopmentGwent Healthcare NHS Trust, Caerphilly LHB and Caerphilly County Borough Council are working together to ensure all aspects ofsustainable development are considered in the planning and design of the new Local General Hospital for the Borough.



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Patient Engagement 58

PatientEngagement

Procurement


CommunityEngagement

CORPORATEMANAGEMENT

ENVIRONMENT SOCIETY

ECONOMY

GOVERNANCE

SCIENCE

Workplace

Health& Wellbeing

Transport& Travel

HealthImprovement

New Building

Employment &Skills

PatientEngagement



PATIENT ENGAGEMENT


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PATIENT ENGAGEMENT

What Does Sustainable Development Have to Do With Patient Engagement?

Patients who come into contact with the NHS need their diagnosis and treatment needs satisfied, but there should be more to theinteraction. They should be treated with respect as individuals and citizens, and given support to manage their health better; thiswill involve empowering patients to play an active role in developing and managing their own care, providing them with education,training, support and resources to develop competence in self care.

There are huge benefits to encouraging patients to become fully engaged in their own care; there is significant evidence to show

that chronic disease will be the leading cause of disability by 2020 and that it has the potential to be the most expensive problemfacing healthcare across the world. In order to improve the patient experience of healthcare, to improve health outcomes and toensure the long term sustainability of NHS Wales, chronic disease management is one of the six elements being delivered in thefirst stage of Designed for Life the Welsh Assembly Governments vision for healthcare to 2015.

From April 2007, healthcare organisations in Wales will be required to undertake self-assessments against the HealthcareStandards for Wales and make an annual public declaration of how they have performed. Healthcare Standards no.s 6 and 7, andhow your organisation is assessing itself against those standards, must be considered when completing the assessment for this

part of the toolkit.This section covers information given to patients, patient engagement, patient evaluation and aftercare.



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Where Does Sustainable Patient Engagement Fit Into the Welsh Picture?Healthcare Standards for WalesOn 12th May 2005, The Minister for Health and Social Services launched the Assembly Government's 'Healthcare Standards forWales'. The standards came into force on the 1st June 2005 and will achieve a number of important objectives. They:

bring clarity and consistency on public expectation for high quality patient care across all healthcare settings;

establish firm foundations for continuous improvement in the delivery of all NHS funded care; and

provide a framework both for self-assessment by healthcare organisations and for external review and investigation by

Healthcare Inspectorate Wales (HIW).

The Welsh Health Circular, Healthcare Standards for Wales Next Steps, WHC (2006) 041, set out the requirement that, from April2007, healthcare organisations in Wales will be required to undertake self-assessments against the healthcare standards and makean annual public declaration of how they have performed. Organisations will be required to formally submit their declaration andself-assessment returns to HIW who will be responsible for taking the lead in co-ordinating the testing and validation of returns,using a risk-based analysis, against a range of data sour