NHS Bristol - Getting Started on our 10-10 Plan

getting started

Getting Started on our 10:10 Plan

Contents

Summary 3

Background 3

How does 10:10 fit with our overall Sustainability Action Plan? 4

The 10:10 Plan 4

How will we drive the work forward? 5People 5Events and timeline 6

What factors might prevent us from succeeding with our 10:10 commitments? 7

Recommendation 8

Glossary 9

Appendix 1 Taking care of the Environment 10

Appendix 2 10:10 Campaign Information 12

Appendix 3 Low carbon energy use in buildings 15

Appendix 4 Low carbon travel and transport plan 16

1010 getting started%23A925D6.doc 2

Getting Started on our 10:10 Plan

Summary

NHS Bristol and Bristol Community Health have chosen to be amongst the original Ten NHS organisations in the nationwide 10:10 campaign. The 10:10 campaign commits us to achieving a 10% reduction, in 2010, in carbon emissions for business travel and for energy use in buildings. This plan sets out the tasks, the timeline and the people that will be key to successful achievement of our 10:10 commitment within NHS Bristol.

Background

In November 2007 Bristol Primary Care Trust (PCT) established a cross-directorate Steering Group for Climate Change and Sustainability. This followed a Board seminar led by climate scientist Dr Ian Ross. Key principles and objectives for the PCT’s work on sustainability are shown in the ‘Taking Care of the Environment’ Core Values Statement in Appendix 1.

The Climate Change Act 2008 commits the UK to legally building cuts in greenhouse gas emissions. The NHS Carbon Reduction Strategy published in January 2009 states that the NHS must reduce its total 2007 carbon footprint by 10% by 2015.

There are strong arguments for setting year by year carbon reductions;

! It will help drive the development of lower carbon infrastructure, behaviours, and

systems throughout the NHS and its supply chain! It will reduce NHS vulnerability to the volatility in fuel prices predicted by the

International Energy Agency (IEA World Energy Outlook 2008), ! A small immediate drop in emissions will have a greater impact on atmospheric

greenhouse gas levels than a larger but later reduction,! And without year by year targets it seems likely that there will be talk but no action

with emissions continuing to increase.

For these reasons NHS Bristol and Bristol Community Health have chosen to be amongst the original Ten NHS organisations in the nationwide 10:10 campaign. This campaign involves businesses, public sector organisations, and individuals and was launched on 1st

September 2009, at the Tate Modern, with backing from the Guardian and the Sun newspapers.

The 10:10 campaign commits us to achieving a 10% reduction in carbon emissions for business travel and for energy use in buildings. Our baseline year is April 2009 to March 2010. In the subsequent year – April 2010 to March 2011 – we need to achieve a 10% reduction. Further detail about the campaign is in Appendix 2.


How does 10:10 fit with our overall Sustainability Action Plan?

The 10:10 commitment concerns only a part of the overall ecological footprint of NHS Bristol and Bristol Community Health. Our wider plan, presented to the Board in September 2009, covers all aspects, including commissioning, waste, water and procurement.

The unique value of 10:10 is that it gives us is a concrete and immediate goal. This is crucially important because our staff survey on climate change in 2008 showed that most staff are supportive of measures for reducing our environmental impact and they felt the PCT was not doing enough. We need to be able to translate this commitment into real action and real achievement; otherwise we risk a sense of frustration within the organisation.

In the staff survey around 90% of respondents said they would support measures within the PCT to improve energy use and to improve recycling. Over 60% wanted to see better facilities for phone and videoconferencing. Over 70% said they would like to have more briefings, training and information to help tackle climate change at work. Very few respondents felt that at that time the PCT was fully prepared for the impacts of climate change (0.57%), or was taking action to a full extent to tackle climate change (2.66%). In answer to whether their manager supported action to reduce our impact on the environment, 13.7% said yes fully, and a further 28.6% said yes to some extent.

The 10:10 Plan

In order to achieve our 10:10 commitment we need an approach that encompasses;

! Engagement of staff - at all levels of the organisation, and across all directorates.

The 10:10 commitment needs to be embedded in all that we do, rather than being something that is practised in pockets but ignored or resisted by the organisation as a whole.

! Exemplary communication – of the commitment, the rationale, the plans and the

progress so that all staff are enabled to play their part, and so that all staff can contribute ideas and creativity.

! Measurement – of travel and of energy use in a way that demystifies “carbon

accounting”, involves and empowers all staff, and enables careful management and monitoring to our 10% reduction and beyond.

! Reduction – the practical actions that will reduce our emissions. These will relate

to infrastructure (e.g. easy access to telephone conferencing, better control of heating and lighting), to systems, policies and incentives (e.g. financial reimbursement for high carbon versus low carbon travel, vouchers for public transport, systems for carbon measurement) and mindset (e.g. acceptability of “walk and talk” meetings, of lengthier train travel instead of flights, of cooler indoor temperature in winter and no fans in summer).


How will we drive the work forward?

People;

The Climate Change and Sustainability Steering Group (Chair: David Tappin, Director of Strategic Development) - will oversee the 10:10 campaign. The campaign will form one part of the wider Sustainability Action Plan. The Steering Group will report to the Senior Management Team and Board. It will be the main forum for ensuring that all Directorates can fully engage with the work programme.

The Energy Management Group (Chair: Chris Hughes, Head of Estates and Facilities) - will implement the 10:10 plan for energy use in buildings. This group will devise the systems and infrastructure changes needed, and the methods of measurement and reporting. The scope of the full plan for Energy Management is shown in Appendix 3. This is an extract from the ‘Sustainability Action Plan’. The 10:10 campaign will require that certain key actions are prioritised for rapid implementation.

The Travel and Transport Group (Chair: Angela Raffle, Consultant in Public Health) – will implement the 10:10 plan for business travel. It will devise the systems and infrastructure changes needed and the methods of measuring and reporting. As for Energy Management, the full plan is shown in Appendix 3, and for 10:10 we will expedite certain key changes.

The Staff Engagement Group (Chair: Madeleine Vaughan, Director of People and Development) – will ensure that necessary adjustments to systems, policies and training, are properly implemented and communicated.

The Website and Communications Group (Chair: Bill Knight, Senior Business Analyst) – will ensure that the Sustainability pages on the Bristol PCT website, the PCT brief, and all other means of communication, are used to keep all staff well-informed about the purpose of the 10:10 campaign, the plans and the progress. Equally importantly, it will ensure that communication channels are used to listen to staff ideas and views.

Partnership work with Forum for the Future; NHS Bristol is entering into a formal partnering arrangement with Forum for the Future from November 2009. This will enable us to run masterclasses for Board-level staff, and a programme of support for our ‘change team’ including the chairs of the above groups. This will be used to help support and drive our 10:10 campaign programme.

10:10 Momentum Group: the small group that met in September 2009 to devise this plan will meet regularly to ensure that all necessary actions are being progressed. This group comprises:

Nik Attryde – Strategic Development ManagerAngela Raffle – Consultant in Public HealthRebecca Bull – Management AccountantMatthew Nye – Business Development Manager Bristol Community Health


Events and timeline;

The essential elements of the campaign are;

Action Timeline

Explain and raise awareness about the need for carbon reduction. Seek out and listen to staff views and ideas.

This has in effect begun already, with the Staff Survey and the film showings of Age of Stupid and Fair Shares Fair Choices being key elements.

Explain the 10:10 campaign and 10:10 plan

October 2009 onwards

Provide advice, support and training for staff on carbon ‘know-how’ and for travel and transport options

One option is to plan and deliver a 10:10 fortnight, possibly January 2010, where we turn part of the laptop garden into a “10:10 centre”. With help from Forum for the Future, Sustainability Southwest, and others, we can lay on carbon footprinting workshops, one to one advice sessions, travel advice, film showings etc. For buildings we need to further involve staff in the management of energy at work.

Measure the carbon for buildings and travel for the baseline year, and communicate it to all

Part of the learning during 10:10 fortnight could involve each member of staff (if willing and able) calculating their retrospective 2009 carbon emissions from business travel using their April-December 2009 claim forms. We would provide simple carbon calculating methods, and suitable rewards.

Launch our new carbon-counting staff travel form.

This can be done as part of 10:10 fortnight.

Plan all the ways in which reduction can be achieved, and communicate this to all

October 2009 onwards, lead by the Energy Management, and the Travel and Transport groups.

Launch the start of our 10:10 reduction year

March April 2010


Action Timeline

Monitor our 10:10 carbon measurement and communicate our progress

May 2010 onwards

Refine our systems, measures, infrastructure and communications in the light of learning, experience and feedback from staff.

May 2010 onwards

Provide workshops, awards events, problem solving events etc as appropriate.

May 2010 onwards

Measure and report on our success for the 2010/11 year.

April 2011

What factors might prevent us from succeeding with our 10:10 commitment?

Risk Mitigation

Individual members of staff with a role in leading this work may find that other work pressures take priority

Senior Management Team needs to agree how the load is shared across Directorates so that the work is manageable within existing resources and without jeopardising other workstreams. Discussions following the recent film showings revealed that many staff are committed and keen to take a more active role.

Implementation across all of NHS Bristol and Bristol Community Health is complex. A tailor-made approach is needed for different staff groups and different challenges.

Engagement of all senior and middle managers will be key, together with an approach which focuses on doing the easiest things first. For example, staff travel within BCH needs thorough and careful planning in order to achieve our long term goals of effective service delivery within a low carbon budget and with strong support from staff

External pressures such as swine flu, winter pressures, general election consequences, and recession could place additional pressures on our workforce. This could make it hard

Each Directorate could ensure that a member of staff has 10:10 campaign as part of their portfolio so that if other staff are all diverted to cope with unforeseen pressures there is still


for staff to prioritise the time for training and engagement.

someone maintaining the 10:10 work

Some of the communication methods used by environment activists are not evidence-based and may be counterproductive.

Underpin all our communications using best practice, for example ‘the rules of the game’ Evidence base for the Climate Change Communications Strategy, futerra communications

Measuring energy and collecting carbon travel data can be tedious and boring, a bit like doing your tax return. This means that it may be difficult to get compliance.

Acknowledge that it’s a chore, provide support and encouragement, lead by example at senior level, provide rewards for timely completion

Recommendation

The Climate Change and sustainability Steering Group and the Senior Management Team are asked to;

- consider this plan for how we get started on our 10:10 commitment, - advise on ways of strengthening and improving it, and- endorse the work programme set out within the plan.

Dr Angela E RaffleConsultant in Public Health

Version

Summary Editor Date

V1 Draft for 10:10 momentum group, chair of Steering Group and chairs of subgroup

AE Raffle

7 Oct 09


Glossary

Age of Stupid 2009 drama-documentary film directed by Franny Armstrong, covering climate change and oil-depletion. The aim of the film is to motivate public pressure for international agreement on global greenhouse gas emissions cuts at December 2009 climate negotiations in Copenhagen.

Carbon Generic term used as shorthand for carbon dioxide, or CO2. It is the most prevalent greenhouse gas and the one that is most susceptible to human influence. Rising atmospheric concentrations are contributing to global warming and are partly the result of human activity including combustion of fuel, changes in land use and industrial processes.

Carbon footprint

A measure of the impact of human activities on the environment in terms of the amount of green house gases produced, measured in units of carbon dioxide. The popular definition for a Carbon Footprint is that it is a measure of the amount of carbon dioxide (CO2) emitted through the combustion of fossil fuels as part of everyday operations. It is usually expressed as tonnes of carbon dioxide on a yearly basis.

Climate Change Act 2008

An Act to set a target for the year 2050 for the reduction of targeted greenhouse gas emissions; to provide for a system of carbon budgeting; to establish a Committee on Climate Change; to confer powers to establish trading schemes and other necessary measures.

Ecological footprint

A measure of all the demands that humans make on the earth’s ecological systems. It represents the amount of productive land and sea needed to produce all the resources consumed and to render harmless all the waste produced. It is the concept that underlies statements about ‘one planet living’.

Fair Shares Fair Choice

A campaign run by the charity Sustainability South West, that encourages and helps individuals to measure and reduce their own carbon footprint.

Greenhouse gases

These gases influence the amount of energy radiated from the earth’s atmosphere and therefore increase the temperature of the atmosphere.

NHS Carbon Reduction Strategy for England

A strategy entitled ‘Saving Carbon, Improving Health’ published in January 2009 by the NHS Sustainable Development Unit following consultation with all NHS organisations in England.

Rules of the game

Evidence-based principles for communications about climate change, produced by futerra sustainability communications, a London-based communications agency that specialises in sustainability, and in exposing greenwashing (which is like whitewashing only in an environmental context). .


Appendix 1

Taking Care of the Environment; NHS Bristol Information for Staff

The ‘core values statement’ for NHS Bristol includes our commitment to taking care of the environment. The wording in the core values is as follows;

As a major employer and user of resources in Bristol, we intend to lead by example and take positive action to achieve sustainability and minimise the harmful effects of our work.

In order to supplement this statement we have summarised below our definition and principles relating to taking care of the environment. Further information about how NHS Bristol is addressing these challenges is available on the NHS Bristol website. All staff are expected to follow these principles as part of their work.

Definition of sustainability

We take sustainability to mean:

! working in a way that meets the needs of the present without compromising the ability of future generations to meet their own needs.

This definition inevitably requires us to take account of the earth’s ecosystems and climate and of the global impacts of what we do. It requires us to take account of the whole system of events consequent upon our patterns of consumption and waste production.

Principles

NHS Bristol’s approach is based on the following principles;

! a commitment to local implementation of the NHS Carbon Reduction Strategy January 2009;

! an approach that begins with assessment of our carbon footprint, and with analysis of where worthwhile reductions can most readily be made;

! an approach that uses the expertise of all directorates and that engages and involves all staff;

! an approach that is flexible enough to respond to emerging knowledge, to new government initiatives, to growing engagement from other partners, and to any new threats.

The PCT objectives in relation to climate change and sustainability are as follows;

Objective 1 – Adaptation to climate change

Bristol PCT will work to ensure that NHS services for Bristol residents are adaptable and resilient for coping with the consequences of climate change.


Objective 2 – Mitigation of climate change

Bristol PCT will work to fulfil its duty to mitigate dangerous climate change by delivering necessary reductions in greenhouse gas emissions attributable to its own activity and facilities, and will encourage and support similar actions within organisations that deliver services on behalf of Bristol PCT.

Objective 3 – Advocacy for guardianship of the planet

Bristol PCT will play a positive role in promoting environmental sustainability for Bristol, through partnership working, advocacy and adoption of the ‘Corporate Citizen’ approach set out by the NHS Sustainable Development Commission.

Objective 4 – Informing and supporting the workforce

Bristol PCT will underpin its work on climate change and sustainability by delivering a programme of education, information, support and involvement for its own workforce.

Prepared by NHS Bristol Climate Change and Sustainability Steering GroupMarch 2009


Appendix 2

10:10 Campaign information

10:10 for Organisations: More Detailscontact: [email protected]

What exactly are we aiming to reduce by 10%?Joining 10:10 is a commitment to aim for a 10% reduction across four key areas of your carbonfootprint:

Grid electricity: This includes all electricity sourced from the national grid. Your electricitysupplier should be able to provide accurate records of this, but if your bills are based onestimated meter readings you should ensure you have carried out an accurate meter readingbefore the start of your 10:10 action year. Note that 10:10 does not recognise green tariffs ascounting towards your 10% reduction.

On-site fossil fuel use: For most organisations this means gas for heating and kitchen use, butit also includes other on-site fuels such as coal and heating oil. Your fuel suppliers may beable to provide accurate records but if data is missing for any of this fuel use, then yourorganisation should (a) start tracking usage and (b) attempt to reduce it by 10% relative to abest estimate of the previous year!s total.

Vehicle fuel use: This applies only to vehicles your organisation owns, not to commuterjourneys, trips taken by taxi, hired vehicles, etc. Organisations that don!t currently track thisconsumption in litres can use standard indices to convert the amount spent on vehicle fuelsinto litres. If your organisation does not currently keep track of this, it should (a) start trackingit and (b) aim for a 10% reduction relative to a best estimate for last year.

Air travel: The aim here is to reduce the carbon footprint of your organisation!s air travel by10%. If your organisation does not currently measure this (many don!t), then you should (a)start measuring it, and (b) aim for a 10% reduction relative to a best estimate for last year. Agood start is to simply avoid one in ten trips made by air.

Is that 10% in each of the four areas, or 10% overall?The simplest way to meet the 10:10 challenge is to make the 10% saving in each of the fourcategories just described. However, organisations that prefer can choose instead toaggregate the emissions from all four categories (using the 10:10 calculator or standard


CO2 conversion figures) and aim for a 10% reduction in the total.

What about our other emissions?The four areas described above cover the majority of the carbon footprint of mostorganisations. Focusing on these allows us to keep the 10:10 ask simple and easy tounderstand. Of course, the ultimate aim is to reduce your organisation's overall carbonfootprint by 10%, so if your organisation also releases refrigerant gases and methane, forexample, you should do your best to reduce those by 10% too.

When do we need to make the cuts?The 10:10 target is a 10% reduction in emissions over a twelve month period (your action year)compared with the twelve months immediately before (your baseline year).Your organisation can choose any date between 1 July 2009 and 31 June 2010 to mark theend of the baseline year and the start of the action year. Many organisations will find it easiestto align their 10:10 years with their financial or carbon accounting years (e.g. April to April).Others may choose an earlier or later start date because they!ve already starting cuttingemissions or because they need some extra time to prepare.

What if our organisation is growing?The ultimate aim of 10:10 is to achieve a 10% cut in your organisation!s total emissions,compared to the total emissions of the previous year. However, organisational emissions are often tied to turnover. If an organisation rapidly gets bigger, its emissions will tend to shoot up; if it contracts, its emissions will tend to fall. For this reason, the 10:10 target for organisations is relative to revenue or revenue budget. So if your organisation grows or contracts during your 10:10 action year, your target for emissions cuts will grow or decrease to reflect that. This is known as a reduction in carbon intensity. For example, if your turnover increased from £100k in the baseline year to £105k during the action year, that!s an increase in revenue of 5%. So you!d increase your baseline carbon footprint by 5% and aim for a 10% cut from the resulting figure.

Can we sign up one branch of our organisation but not another?There are established rules in the GHG Protocol and ISO 14064 to define how much of anorganisation is included when signing up for a scheme like this (eg mergers, part ownerships,etc). We will adopt these.

What about carbon offsets?10:10 does not recognise any form of carbon offsetting as counting towards your 10% cut.That!s because the whole aim of 10:10 is to reduce emissions directly – within the UK.

How will our 10:10 progress be measured?A key part of signing up to 10:10 is committing to keep track of your use of electricity, fuelsand flights so that you can measure progress in reducing emissions.Once you have this data you can use our simple online tool (available from 1 July 2010) to seehow your savings are adding up. There!s no obligation to use the tool, but we think you!ll findit useful and it helps ensure you!re working out your emissions cut correctly.

Will we be audited or put in a league table?No, there will be no independent audits – unless you want to commission one yourself – andno league tables. However, we do ask that before you make any public claims about theemissions savings achieved as part of your 10:10 action, you (a) run your figures through ouronline tool, and (b) make sure the documentation supporting your data is available to 10:10 onrequest.

How will our 10:10 participation and progress be communicated?We strongly encourage every organisation signing up to 10:10 to use our logo tocommunicate its participation during the action year. The more you show off the logo, the


clearer it will be that you!re doing your best to reduce emissions. And you!ll be helping tospread the word about the 10:10 project, too.

During the action year, we!d very much like to hear of any successful, innovative or funnyways that your organisation has discovered to reduce its emissions. 10:10 will help publicisethe best stories through our national media partners. 10:10 recognizes all cuts as a successbut those organisations achieving the full 10% can expect to feature prominently in coverageof the project.

At the end of your action year your organisation will be listed on the 10:10 register ofsuccessful participants and you can continue to use the 10:10 brand if:(a) you report your emissions data to 10:10 using our online tool, and(b) our online tool shows that an emissions reduction of at least 3% was achieved.

What about longer-term cuts?10:10 is about making headway on the journey to a genuinely low-carbon economy, so weencourage organisations to approach the short-term challenge in a way that recognises theneed for further cuts in the future.More specifically, organisations should try to ensure that the emissions savings made duringtheir 10:10 action year are locked in for the long term – and that the action taken willcomplement rather than impede longer-term further cuts.In practice this means thinking carefully about investment decisions – for example, opting forbest-in-category efficiency ratings when installing new boilers, fridges and other equipment,as opposed to models that are only slightly more efficient than the ones being replaced.One of the advantages of joining 10:10 is that it helps you to get ahead of the pack in terms ofsustainability. This will not only cut your energy costs in the short term but will put you at astrategic advantage in the longer term. Britain is committed to emissions cuts of at least 34%by 2020 (relative to 1990) and the coming years will see high-carbon organisations beingsqueezed harder and harder by laws put in place to make sure this target is met.

Do we need to do anything else if we sign up?Joining 10:10 is not just about reducing your own organisation!s emissions: it!s aboutbecoming part of a national drive to reduce the entire country!s carbon footprint. As such, animportant part of the 10:10 commitment is spreading the word and seeking to get otherpeople and organisations involved.

One key way that organisations can spread the word is by encouraging their staff to sign upas 10:10 individuals. Helping them hit the target – by, for example, implementing thegovernment!s cycle-to-work scheme, having a weekly meat-free day in the canteen, orsupporting lift-sharing or car-pooling – will reduce emissions directly as well as increasingstaff engagement with your organisation!s emissions cuts.Organisations can also make a big difference by telling members, visitors, suppliers,contractors and clients – everyone you work with – about 10:10, and inviting them to takepart.


Appendix 3 Extract from Draft Sustainability Plan Sept 2009Low carbon energy use in buildings

Energy and Carbon Management – Strategic Development Manager

Desired Outcome Actions Required

Due Date

CO2 Impact

Cost of action £

Priority Lead

1 Regular Board reviews of performance in energy efficiency and carbon reduction should be reported annually to staff, the public and other stakeholders

Annual Report and inclusion in performance framework

Mar 10

Low No cost High Strategic Development Manager

2 Carbon measurements should replace energy measurements as the target for reduction

Ensure Carbon measurements should replace energy measurements as the target for reduction

Mar 10


3 Create a strategic plan to develop resilience and more renewable energy sources to ensure a guaranteed energy supply, whilst managing the overall carbon footprint

Produce Strategic Plan

May 09


4 Encourage all staff to take responsibility for energy consumption and carbon reduction – including dissemination of the Climate Change Staff Survey findings

Raise staff awareness

ongoing

Medium No cost High Strategic Development Manager


Appendix 4

Extract from Draft Sustainability Plan Sept 2009Low carbon travel and transport plan

Low carbon travel, transport and access – Ben Bennett

Desired Outcome Actions Required Completion Date Priority Lead

1 Measure the carbon emissions associated with work-related staff travel (not commuting) for NHS Bristol, and for Bristol Community Health, for the baseline year of 2009. Where measurement is not possible then estimates will be made. The basis for any estimates must be clearly explained. Prepare a report on this for the Climate Change and Sustainability Steering Group.

1. Identify the current data on travel mileage and mode

2. Agree the carbon conversion factors to be used. Agree an easy to understand reporting format

3. Identify how the work of converting current data into carbon data will be done

4. Complete the conversion and produce the reports

December 2009 High

2 Design and implement a system for routine production of carbon statistics for staff travel, for NHS Bristol and for Bristol Community Health, with monthly reporting to the Climate Change and Sustainability Steering Group

1. Identify the changes needed to the current systems (designed primarily for payment purposes)

2. Implement the changes3. Produce monthly reports

January 2009 High

3 Develop Board approved Staff Travel Plans for NHS Bristol and Bristol Community Health which achieve carbon reduction and healthy active travel. Specific detailed plans are needed for each site (ie building).

1. Identify model plans and good practice from elsewhere

2. Identify lead member of

October 2009

October 2009

High



This will include an analysis of current disincentives for active travel, and a redesign eg flat business rate irrespective of engine size or mode (car, cycle, foot).

staff and small group to complete the work

3. Draft the plans, consult with Directorates, report to Climate Change and Sustainability Steering Group

4. Communicate and disseminate the plans, implement them and monitor achievemnt

February 2010

April 2010 and ongoing

4 Incorporate carbon footprint measurement and year on year reductions into contracts for non-urgent patient transport services

Identify current contracts and reporting mechanisms.Develop any necessary strengthening of these policies.Introduce regular reporting to the Climate Change and Sustainability Steering Group.

Sept 2009

January 2010

April 2010

5 Develop, for every NHS site, high quality information for all visitors that prioritises carbon reduction and active travel. Ensure that this information is easily accessible via websites and is included in electronic and paper information routinely sent to all who need it.

Devise instructions and resources that make it easy for each site to complete this taskDisseminate the guide and resources to all sites, with a deadline for production of new information for visitorsReport to the Climate Change and Sustainability Steering

December 2009

Jan 2010

April 2010

High




group on progress and completion of this task

6 Ensure that carbon-friendly and healthy active travel options are made easy for all NHS meetings and events.

Develop clear guidance for all staff about the selection of venues and the provision of clear information on active travel, public transport and liftshares.Publicise and disseminate this information.Carry out a check to ensure that appropriate information is being given, and identify and act on any further need for support to enable this to become routine practice.

September 2009

October 2009May 2010

High

7 Ensure that telephone conferencing is easy to use, and encouraged within NHS Bristol and Bristol Community Health so that unnecessary travel to meetings can be minimised.

Develop clear guidance for staff. Monitor and further develop its use and usefulness.

November 2009Ongoing

High

8 Review all recruitment policies and information and ensure that healthy active travel and low carbon travel are prioritised within these policies and information.

Review the information.Implement any necessary changes.

September 2009 High


Documents

NHS Bristol - Getting Started on our 10-10 Plan