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Welcome to the London NHS Sustainability Day 2015 Road Show
Guy's and St Thomas' NHS Foundation Trust
#Dayforaction
Conference Chair
Trevor Payne, Director of Estates and Facilities, Barts Health
#Dayforaction
Welcome and Introduction
Sir Hugh Taylor, Chairman, Guy's and St Thomas' NHS Foundation Trust
#Dayforaction
NHS Sustainability Day
26 March 2015
My background
• Kim Ormsby, National Lead for CSR and
Sustainability
• Worked in the NHS for 18 years
• Previously sustainability lead for 8 PCTs
in NW London
• Waste speciality
• Leading sustainability since NHS
Property Services restructure in June
Company overview
• NHS Property Services started in
April 2013
• We develop, improve, manage and
maintain our 10% of the NHS estate
• Brought together facilities and estates
management of 161 PCTs into one
company
Aims
• To support the NHS deliver better clinical
services
• To help enhance the experience of
patients who receive care in NHS
buildings
• Use property industry recognised
standards of excellence
• Sustainability• Good Corporate Citizen Model
• BREEAM
• Sustainable Development Management Plan
Vision
Two business areas
1. Strategic estates and property
management
2. Dedicated provider of support services
such as cleaning and catering.
Efficiency is at the heart of our business
priorities:
Vision for sustainability
• ‘Making our buildings efficient so that
tenants can use the buildings efficiently’
• Ensuring a better environment for the
patient
Challenges
• National estate, mixed condition
• Information gathering and collating
• Eg utilities
Reducing carbon
• Sustainable Development Management
Plan (SDMP) Approved January 2015
• National Launch on NHS Sustainability
Day
• NHS Property Services will set an
ambitious target to reduce carbon
emissions between 2013 and 2020.
Initially this reduction will be set at
34% and will be reviewed in 18
months in line with improving data.
Carbon Reduction Goals
• Install renewable generation to reduce
the carbon intensity of the electricity
used across our estate by 30% by
April 2018; and reduce our own
energy consumption by 30% by April
2018.
Energy and carbon management
• All new builds to be rated BREEAM outstanding by
April 2016; to eliminate the ‘performance gap’
between the design efficiency of buildings and the
actual in-use performance; to improve all buildings
with EPC ratings of F & G so that E is our
minimum rating. All this will ensure that our
buildings are pleasant places to work and visit,
improving the wellbeing of staff, patients and
visitors.
Designing the built environment
• To be an ethical procurer, achieving
‘P4CR level 4’ by April 2016.
Procurement
Water
• We will make more use of rainwater
harvesting and reuse of greywater
along with other water-saving
measures to reduce the water use
across our estate by 15% by April
2018.
Low carbon travel & transport
• To enable staff, patients and visitors
to access our sites in the healthiest
way that suits them, encouraging
active travel. Introduce electric
vehicles into our fleet and where they
are not feasible ensure we use low-
emission vehicles to target an overall
reduction of 40% in carbon emissions
from our vehicles by April 2016.
• All NHS Property Services sites will have waste
recycling facilities by April 2016; where tenants
occupy our buildings, we will provide the facilities
to encourage them to recycle. We will establish
our baseline and increase recycling by 10% in the
first year. All capital projects will have a Site
Waste Management Plan to ensure that all
construction waste is recycled in accordance with
legislation and to reduce landfill. Furniture and
office equipment will be reused or recycled
wherever possible.
Waste
To become a trusted source of sustainable
development success, support and advice.
Roles of Partnerships/Networks
How can we work together?
• Engagement with staff
• Help us to promote sustainability in sites
• Provide feedback eg tenant survey
• Contact us with any suggestions
Contact us
• Kim Ormsby
• 020 8962 4380
Subscribe to eNews
Follow
@NHSProperty
Guy’s and St Thomas’ NHS Foundation Trust
Making strides in sustainable healthcare
Alexandra Hammond, Associate Director, Sustainability
The best healthcare runs efficiently, uses resources wisely, fosters healthy living and provides patients with the best possible care.
Potential for impact
• The largest employer in South London
• Over 2 million patient contacts last year
• £80m+ pharmaceutical spend
• World-class clinical and support-services reputation
Upcoming investments for efficiency
12% carbon savings
Over £1.3m annual energy savings
Renewable energy
generation
Strategic approach
Alignment with capital
programme
Smart meters and controls
Part of our community
• Award winning apprenticeship scheme
• Supporting people out of fuel poverty
• Local and ethical procurement
Bike Auction
Bikes abandoned in secure cycle sheds
Fully maintained and checked for registration
Funds go to the Guy’s Cancer Centre
Staff sustainability showcase
Opportunity to demonstrate success and innovative ideas
Judged by Trust leaders
£500 for the winning department
The best healthcare runs efficiently, uses resources wisely, fosters healthy living and provides patients with the best possible care.
NHS Sustainability Day workshop
An introduction to the Sustainable
Development Unit
25 February 2015
About the SDU
• The SDU is a small national unit jointly funded by NHS England and Public Health England.
• It helps organisations across health and care embed and promote sustainable development in order to reduce emissions, save money and improve health.
• Develops tools, policy and research to help organisations and individuals do this.
2014 - 20202009 - 2014
Goal 1 - A healthier environment
Goal 2 - Communities and services are
resilient to changing times and climates
Goal 3 - Every opportunity contributes to
healthy lives, communities and environments
Vision - A sustainable system protects and improves
health within environmental and social resources now
and for the future
The Strategy
New modules
• Launched In January 2015
• Social value, Metrics and Innovation, technology and R&D
More information
• www.sduhealth.org.uk
• Sign up for the monthly e-newsletter
• Follow on twitter - @sduhealth
• Contact:
– 0113 825 3220
Alexandra Hammond
Associate Director, Sustainability
@alexandrajhr
Keynote presentation
Rt Hon Gregory Barker MP, Special Envoy to the Prime Minister on Climate Change
#Dayforaction
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Tea/Coffee and Networking
#Dayforaction
Measuring and Reporting SustainabilityDavid Picton25 February 2015
Misery Messaging …
Not Just Nice to Have …
Gets Done
Measured
What gets
• Balanced agenda – fully embed sustainability as Responsible Business
• Materiality: Stakeholder Expectations – Trust, Transparency, Responsibility
• Clients – Government and Commercial
• Investors and Shareholders
• Employees – Internal and Supply Chain
• PR: Reputation and Legal Accountability
• Media and Opinion Formers
• Social Media: The World’s Journalist
• Hard Returns: “Triple Bottom Line”
• Economic
• Environmental
• Social
• Winning: Competitive Advantage
Essential Sustainability …
Public Trust
Balanced Agenda
Sustainable Communities
• Use of Community Needs Plans – Focused Relevance
• Business Connectors and BiTC Programmes
• Local spend and employment – plus SMEs
• Schools, unemployed and Hard to Reach
• Employment programmes for Apprentices
Better Prospects for our People
• Volunteering: Employee skills and development
• Diversity, Inclusion and Engagement
• Employee satisfaction and pride
“We Can’t Measure Social Value …”
• Relevant and adjacent
• Partnerships with Meaning
• Authentically engage people
• Affect and Effect
• Understand the Real Need
• Net Positive
• End Misery Messaging
Authentic, Positive Storytelling
www.stnlive.info
www.carillionplc.com
Be Open, Be Honest, Be Real …
Measuring and Reporting SustainabilityDavid Picton25 February 2015
Is innovation the answer?
Emma Wood
Group Sustainability & CR Manager
Time to Vote
What was the most ‘ environmentally sustainable’ change that your Trust made last year?
Technology Investment
Changed product
New Procedure
The scale of the challenge
• No one can ignore the scale of the challenge, either globally, nationally or for the NHS
• We must learn to live more sustainably
• But do big challenges necessarily demand big, transformative changes?
Sustainability headliners
• Innovation often linked to breaking with traditional consumerism and promoting more sustainable service models
• Generally large consumer businesses, products not services
• Is it relevant to talk about ‘disruptive’ change for services like the NHS?
The power of small changes
• Sustainability as evolution not (just) revolution
• The risk of relying on big commitments:
–Can disruptive change really work in a service environment like the NHS
–Big commitments can be quietly side-lined as political or economic climates change
–Sustainability viewed as something for others to do
–People feel powerless to effect change
• Challenge to make sustainability commonplace & everyday
What keeps the NHS working day in, day out?
Examples where you least expect it….
• Don’t assume that sustainability messages have to be ‘big ticket’ stories
• Some of most powerful stories might be small, existing measures
• Social science research identified that people much more likely to act in a desired way, if they feel that this is consistent with their values and previous actions
Not necessarily new!
Where will improvement come from ?
• SDU research clearly highlights carbon hotspots and opportunities for cost effective improvements
Pharmaceuticals
• Pharmaceuticals represent Number 1 carbon hotspot for NHS
• Over-prescription & wastage all controlled by individuals
• Simple, regular checks and calibration of fridges could reduce wastage
Waste
• Segregation key!
• RCN estimated savings of £5.5 million per annum if 20 % of ‘infectious’ waste classified as ‘offensive’
• Reliant on understanding balance of infection control and sustainability and dominance of ‘just in case’ thinking
Values
Personalise your message
“Over its lifetime, using this hand dryer will save 4,500 kWh of electricity”
“…this hand dryer will save £450 of electricity cost”
“…this hand dryer will save 2,420 kg of CO2e”
“…this hand dryer will save enough energy to power your ward for 1 week?”
Creating the world’s leading
meat-alternative business
Who is Tim Finnigan???• Married, two children (grown up)• Likes running up hills and likes a pint• 30 years R&D in Food and Drink• PhD Oilseed rape protein, Government food research, APV,
General Foods and...
Q2. What’s he going to talk about?
We’re going to look at why alternative proteins with low environmental impacts are vitally important for future food security.
We’ll look at Quorn as a 50 year overnight success and show that it can be done, but also that we need to do more.
Finally, we’ll look at how switching from beef mince to Quorn can help address important NHS sustainable ambitions.
We’ll conclude that we need healthy new proteins with a low environmental impact and help to transition away from an over dependence on meat.
The 1960s was a time of
huge achievements...
Quorn in context
....And growing concerns
Quorn in context
A man with a big idea
Quorn is born
125
From 1964 to 1985 – time flies……….
Another 30 years on in 2015, and what has changed
+ a large number of ducks, rabbits, horses, turkeys…
..3 camels and one unfortunate mule
Chickens 110,000
Pigs 2,630
Sheep 922
Goats 781
Cows 557
The scale of livestock production is driven by our desire for cheaper and more plentiful meat, but there are damaging
consequences, which at the moment are forecast only to intensify
The current context…
http://www.fao.org/fileadmin/templates/wsfs/docs/expert_paper/How_to_Feed_the_World_in_2050.pdfhttp://www.tristramstuart.co.uk/FoodWasteFacts.htmlhttp://ecowatch.com/2014/04/11/agricultures-greenhouse-gas-emissions-2050/
Challenge Consequence
To feed 9bn in 2050 FAO say we need a 60% increase in food production
some of the true costs of cheap and plentiful animal protein
Challenges for a scalable meat based
sustainable food future
Challenges for a scalable meat based
sustainable food future
Our biggest lever globally is to eat less meat
The Dietary Guidelines Advisory Committee, which meets every five years, said a diet high in vegetables, fruits, grains, legumes, nuts and seeds was "more health promoting and is associated with less environmental impact'' than the current US diet, which is high in meat.It is the first time the panel has made a recommendation on the environmental impact of a diet.
Alternative diets with less meat dependency
New Thinking Links the trilemma of diet, environment and health
“The need for new business models that help address the 9bn challenge - including a healthy new protein with a lower environmental impact….”
Prof. Alan Knight Single Planet Living
Big steps toward small footprints
133
Deliciously versatile
At the heart of all Quorn foods is
mycoprotein…
So, what is it?
Natural appeal
..Our 50 year ‘overnight success’
135
Additional InterestSCFA productionFibre (chitin and ẞ-glucans)
Mycoprotein as a food ingredient
Physical
Properties (shape)
Denny, A, Aisbitt, B and Lunn, J (2008) Mycoprotein and health. BNF Nutrition Bulletin 33: 298 – 310.Bottin, J. (2014) Nutrition and Surgical Influences on appetite regulation in obese adults. PhD Thesis Imperial College London
BENEFITS
Texture creation• Authentic meat-like texture• Creation of fibrosity through fibre assembly
General Nutrition• High quality protein• Low fat content (membranephospho-lipids)
• High fibre (cell wall)• Low energy density
Clinical Research Programmes• Lowering serum cholesterol• Satiety• Insulinemia and
glycemia in diabetics
Composition
136
No other protein can create the meat like textures achieved by Quorn
Unique attributes
Sustainability
Raw Data Key Comparisons vs QuornGHG
(kg/kg)Land
(ha/kg)Water (L/kg)
Beef Mixed 30 0.0035 19500
Beef Grazed 121 0.0049 21800
Chicken 9 0.0007 3900
Quorn Mince 3.4 0.0004 1900
Quorn Pieces 3.4 0.0003 1650
GHG LAND WATER
Beef Mixed
x9 more GHG
x9 more land
x10more water
Beef Grazed
x36 more GHG
x12 more land
x11 more water
Chickenx3 more
GHGx2 more
landx2 more
water
An easy way to remember this…….
Member of the FUNGI family
That’s grown by FERMENTATION
And is FILAMENTOUS
That helps us to create FIBROSITY
Which we achieve through FREEZING
The Seven F’s
And creates nutritious new FOOD
With a low environmental FOOTPRINT
NHS Sustainability Day 26th
March 2015
Support NHS Sustainability Day with Quorn Foods on
Thursday 26 March 2015
Bring sustainability to life in your staff/visitor restaurant with:
“QUORN SUSTAINABLE SAUSAGE SWAP”&
“QUORN SUSTAINABLE DISH OF THE DAY”
QUORN SUPPORT PACK INCLUDES:• CATERING BRIEF• RECIPES• A4 ELECTRONIC ADVERT
Quorn can help deliver massive savings
What if all Beef mince served within the NHS were replaced by Quorn mince
14
1
• Thank you!
Sustainability
Resource
Planning
www.trakeo.com @trakeonews
For Healthcare
Trakeo Sustainability Resource Planning -
a comprehensive system to track, monitor
and enable more sustainable practice
www.trakeo.com @trakeonews
2020 and beyond
www.trakeo.com @trakeonews
➢ Going forward the focus of emissions reduction will be on
procurement. There will be less potential to reduce
emissions in the building energy sector given the low level
that would exist at that time.
➢ 31% of all NHS organisations have already reduced
building energy consumption by more than 10% (from a
2007/08 baseline)
➢ 78% believe performance against reducing carbon should
be measured and managed as part of core business.
CO2e Reduction Potential for NHS England
www.trakeo.com @trakeonews
➢ Motivating behaviour
➢ Real time feedback
➢ Boosting financial returns
➢ Guided by GRI
➢ Supply chain impact
➢ Break down and baseline
➢ Risk modelling
www.trakeo.com @trakeonews
www.trakeo.com @trakeonews
Company image
% agreeing Global
sample
Highly
engaged
Unsupported Detached Disengaged
Organisation
conducts
business
activities with
honesty and
integrity
58% 84% 61% 47% 27%
Organisation is
highly regarded
by general
public
57% 81% 59% 46% 29%
Towers Watson Global Workforce Study
www.trakeo.com @trakeonews
www.trakeo.com @trakeonews
“People love chopping wood. In this
activity one immediately sees results.”
Albert Einstein
www.trakeo.com @trakeonews
adsm.com© Advanced Demand Side Management 2014.
AquaMarkUK’s National Water Benchmarking Project3 years’ fully-funded services
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Who we are
Water efficiency
experts for over 20 years
Government
advisors since 1999
On a mission
to save Britain’s water
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Why save Britain’s water?
Population
growthClimate change Water scarcity
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Benchmarking for sustainability
• Why worry about benchmarking?
• Measure our performance
• Compare our performance
• Identify inefficiencies
• Save money and waste by
using less water
“You can’t
reduce what you
can’t measure”
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Current Benchmarking
• WaterMark
• HM Treasury
• Typical and best practice benchmarks
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Water consumption in an NHS Trust
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Water Consumption per Hospital vs Industry Published Benchmarks
0
50,000
100,000
150,000
200,000
250,000
300,000
Hospital 1 Hospital 2 Hospital 3 Hospital 4 Hospital 5 Hospital 6 Hospital 7
12 m
on
ths W
ate
r C
on
su
mp
tio
n m
3
Consumption in 2013
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
AquaMark
• £500m of water is going to drain each year through
the lack of benchmarking data
• Largest and most in-depth project in the UK
• Establish 500 different building benchmark
classifications
• Robust, complex and more sophisticated
benchmarks
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
AquaMark
• Putting Britain at the forefront of commercial water
benchmarking
• Greater sustainable water supplies and increased
water security for thousands of organisations
• 10,000 sites already taking part in the project
• We need you
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Fully funded for you
• Three years’ free bill validation by
award-winning bureau service
• Monthly consumption reports
• Identification of high consumption anomalies
• Benchmarking toolkit
• De-regulation of the water market
• Save a 1/3 on water bill
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
How do you take part?
• ADSM provides you with an email to send to
your water supplier, then we take care of all
the rest
• Future bills are sent to us for assessment &
validation
• Within 24 hours we send them back to you
• Participation is completely anonymous
• Data completely secure
• Absolutely no cost to you what-so-ever
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
How benchmarking can help the NHS?• If all of the UK participated we could
save an estimated £500 million per
annum
NHS alone
could save 1/3
on it’s water
costs
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Your participation
01753 833 880
www.adsm.com
Thank you
Lunch and Networking
#Dayforaction
Welcome back
Trevor Payne, Director of Estates and Facilities, Barts Health
#Dayforaction
Growing the Lambeth GP Food
Co-op: Our Story So Far
Mawbey Health Centre, Vauxhall
March 2014
Co-op team position planters in surgery garden
Paxton Green Surgery
Late Spring 2013
Ephat and Zarena planting together
Patient-Led Seminar with NEF at Lambeth Walk
Group Practice
November 2014
Mawbey Group Practice: Patients Planting Fruit
Trees
Feb 2015
Lambeth GP Food Co-opFollow us on Twitter@GPFoodCoop Email: [email protected]
•
Funded by the London Borough of Lambeth and NHS Lambeth Clinical Commissioning Group.
Supported and grown by the people of Lambeth
Salix Finance solving energy efficiency in the NHS
Tim Morozgalski, Programme Co-ordinator
[email protected] 406 7658
Introduction
Knowledge sharing and case studies
Summary of the loan application process
To demonstrate how Salix can help NHS Trusts
Our goals for today
Introduction to Salix funding model
Who we are
Established in 2004
Independent, publicly funded, not-for-profit company
100% interest-free capital finance for the public sector
Funded by DECC, Scottish and Welsh Government, EfA, DfE, and HEFCE
Support public sector bodies such as local authorities, educational establishments and NHS Trusts
Working throughout England, Wales, Scotland and N. Ireland
Minimise wasted energy – controls and awareness raising
Efficient conversion –installing energy
efficient technology
Salix focus capital investment to
reduce energy and save carbon
Energy hierarchy
Onsiterenewable
energy
Over 12,000 projects totalling over £320 million of funding
£1.2 billion of savings generated for the public sector over projects lifetime
For every £1 invested, almost £4 is saved
Carbon reduction of over 6.6 million tonnes of CO2 saved over the lifetime of projects
Now fund over 120 different energy efficiency project types
Data up to October 2014
Since 2004
Programmes
Recycling FundEngland,
Scotland, Wales Loans
Schools Loans (DfE)
Salix/HEFCE Revolving
Green Fund 4 (RGF4)
CIF (Education Funding Agency)
Salix/EAUC College Energy
Fund
Salix programmes
Loan funding by public sector body type(April 2010 – October 2014)
Local Authority - 49%
Higher Education Institute - 31%
National Health Service - 10%
School - 5%
Further Education Institute - 3%
Emergency - 1%
Salix funding for the NHS
Worked with over 40 NHS Trusts in England
Over 460 projects totaling over £33 million
Annual savings of over £10 million and 58,000 tonnes CO2
Lifetime savings for the NHS estimated at £140 million
Data up to October 2014
NHS sector in EnglandTop ten technology types funded (2012/13 to Q2 2014/15)
Technology type Number of Projects Technical cost
Combined Heat and Power 2 £2.7m
Heat recovery 4 £2.4m
LED lighting 53 £996k
Heating and hot water 7 £778k
Boiler replacement 1 £473k
VSDs/Motor Controls 6 £261k
Building management systems 8 £231k
Lighting upgrades 5 £185k
Ventilation and cooling 4 £172k
Lighting controls 5 £106k
Top Salix NHS Clients
Knowledge sharing and case studies
Knowledge sharing and case studies
Northampton General Hospital - case study
Pre project conditions –
• Mixed 40 acre estate with buildings ranging in age from 1793 to 2008
• Issues with BMS control, heating networks, pipework lagging, heat loss, and inefficient lighting
Salix funded solution –
• Total project cost £381k
• Cavity wall and pipework insulation, draught proofing, BEMS upgrades, pool covers, and T5/LED lighting
• 3 year payback
Project overview Salix helped Northampton General Hospital to deliver a suite of new projects across their estate saving the hospital £127,484 per year
New Salix case studies are available to download from the website
Salix project case studies
Project knowledge slides
Sharing of knowledge between clients
Completed projects
Before and after
Supporting comments
experiences
lessons learnt
supplier
contact details
BEFORE
• Fixed speed control on existing AHU and cold
air through entrance area
• Electricity 509,308 kWh/year consumed
• Gas 217,918 kWh/year consumed
• £57,469/year running cost
• Poorly designed public entrance
• Uncomfortable for staff, patients and visitors
Project knowledge –VSD and air curtains by
Medway NHS Foundation Trust
AFTER
• Variable Speed Drive (VSD) installed on
existing AHU to reduce motor speed and air
curtain to stop excessive amounts of cold air
entering the building (£93,750)
• 418,092 kWh/year savings
• £30,396/year savings
• 3 years payback (average)
• 164 tCO2 saved per year
Project completion dates – Sept 13 Mar14
Supporting Comments:
Project knowledge –VSD and air curtains by
Medway NHS Foundation Trust
• VSDs - The running costs were estimated based on measure running current and run hours. Air
curtains - These were based on calculated air loss through the doors and the cost of providing
heat
• Energy prices 10 p/kWh Electricity and 3 p/kWh Gas
• Trish Marchant developed the project and suppliers were Schneider Electric and JS Air Curtains
• Install BMS control on the air curtains rather than rely on individuals turning them on and off
• Be clear that your air changes will still be achieved when reducing fan motor speeds
• Remember to consider the cable runs and isolations needed to carry out the works. Consider
which manufacturers the maintenance team use across the site to minimise the need for training
on new numerous different VSD controllers
Client – Medway NHS Foundation Trust Client contact –Trish Marchant
Tel – 01634 833843 Email – [email protected]
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Salix application process
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Changes for 2014/15 New online application process
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Six simple steps to apply
1. Log on to the Salix website salixfinance.co.uk/loans
2. Select the NHS loans page
3. Complete the compliance tool with project details
4. Complete an online loan application
5. Submit your application online
6. Salix will do a technical assessment
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Project compliance tools: version 29
3 Tools:
– Single Fuel Compliance Tool
– Multiple Fuel Compliance Tool
– Multiple Project Site Tool
Summary
Funding available to NHS Trusts with no maximum loan amount
We offer support through-out the process
NHS Trust information packs available at our stand
Work together on long-term funding plans, estates strategies, and carbon management plans
Food for Life Hospital Leaders:
Supporting the new food and drink
strategy requirement
Susannah McWilliam,
Hospitals Project Manager,
Food for Life Partnership
Setting the scene
• The challenge of hospital food
• The new policy context
• Hospital pilots & supporting the food and drink strategy
The challenge of hospital food
Inadequate provision for vulnerable patients
Failure to support healthy eating for staff and visitors
Low standards of sustainability Lack of attention to animal welfare
(Source: CQUIN picklist 14/15, NHS England)
Improving hospital food: evidence of benefits
Improved clinical outcomes in many illnesses
Improved population health
beneficial environmental and economic consequences
Improved outcomes lead to efficiencies across the NHS
(Source: CQUIN picklist 14/15, NHS England)
The changing policy context for hospital food
Developing and maintaining afood and drink strategy
All NHS hospitals must develop and maintain a food and drink strategy
This should include:
• the nutrition and hydration needs of patients
• healthier eating for the whole hospital community, especially staff
• sustainable procurement of food and catering services
Food for Life Partnership
Commissioned by 15 Local AuthoritiesWorking with over 5000 schools
FFLP in schools: evidence of benefits
TWICE as many primary schools received an Outstanding Ofsted rating after working with the Food for Life Partnership
13% increase in free school meal uptake
28% more children eating 5 a day 45% of parents eating more vegetables43% of families changed their shopping habits
For every £1 invested in Food for Life menus, the social, economic and environmental return on investment for the local authority is
improved performance
local economic benefits
£3
Increased meal uptake
Children and families: healthier eating habits
The hospital pilots
Improving health
LEADERSHIP FOR A HEALTH PROMOTING
SETTING
COMMUNITY AND
PARTNERSHIPS
CATERING QUALITY
FOOD RETAIL AND
VENDING
PATIENT FOOD
EXPERIENCE
STAFF HEALTH AND WELLBEING
Supporting rehabilitation
Enhancing care for all
Hospital food framework:creating a health promoting setting
Stakeholder groups
Chief Executive and Board level buy in, plus:• Senior facilities management• Catering leads• Foodservice reps• Nursing leads• Dietetics• Community dietitians• HR (health and wellbeing)• Sustainability leads• Patient representative• Occupational therapy• Communications
External:• Public Health• CCG reps• Healthwatch• Care home links
Plus FFLP partners, Catering Mark team and Local Authority commissions
LEADERSHIP FOR A HEALTH PROMOTING
SETTING
COMMUNITY AND
PARTNERSHIPS
CATERING QUALITY
FOOD RETAIL AND
VENDING
PATIENT FOOD
EXPERIENCE
STAFF HEALTH AND WELLBEING
Mapping and visioning
COMMUNITY AND
PARTNERSHIPS
CATERING QUALITY
FOOD RETAIL AND
VENDING
PATIENT FOOD
EXPERIENCE
STAFF HEALTH AND WELLBEING
Developing a food and drink strategy:Board level accountability
LEADERSHIP FOR A HEALTH PROMOTING
SETTING
34% patients screened on
admission at risk of malnutrition, (including 21% at high risk),
BAPEN, 2011
Area 1: The nutrition and hydration needs of patients
LEADERSHIP FOR A HEALTH PROMOTING
SETTING
COMMUNITY AND
PARTNERSHIPS
CATERING QUALITY
FOOD RETAIL AND
VENDING
PATIENT FOOD
EXPERIENCE
STAFF HEALTH AND WELLBEING
Area 1: The nutrition and hydration needs of patients
“Patient satisfaction jumped to 92 per cent just two months after the new menus were introduced“
Andreas Wingert, Circle, Hinchingbrooke Hospital, Bronze Catering Mark Holder
Area 1: The nutrition and hydration needs of patients
1.3 million people work for the NHS: the fifth largest workforce in the world.
“While three quarters of NHS trusts say they offer staff help to quit smoking, only about a third offer them support in keeping to a healthy weight. Three quarters of hospitals do not offer healthy food to staff working night shifts.
So among other initiatives we will cut access to unhealthy products on NHS premises, implementing food standards, and providing healthy options for night staff.”
NHS Five Year Forward View, 2014
Area 2: Healthier eating for the whole hospital community, especially staff
Linking staff health and wellbeing to quality patient care
LEADERSHIP FOR A HEALTH PROMOTING
SETTING
COMMUNITY AND
PARTNERSHIPS
CATERING QUALITY
FOOD RETAIL AND
VENDING
PATIENT FOOD
EXPERIENCE
STAFF HEALTH AND WELLBEING
£
Area 2: Healthier eating for the whole hospital community, especially staff
Tom Barter, Head of Retail, ISS Healthcare, Nov 2014
“We will achieve Catering Mark bronze across our staff and visitor restaurants by the end of 2015… it’s caterers’ responsibility to deliver good food in hospitals across the country.”
Area 2: Healthier eating for the whole hospital community, especially staff
LEADERSHIP FOR A HEALTH PROMOTING
SETTING
COMMUNITY AND
PARTNERSHIPS
CATERING QUALITY
FOOD RETAIL AND
VENDING
PATIENT FOOD
EXPERIENCE
STAFF HEALTH AND WELLBEING
Area 2: Healthier eating for the whole hospital community, especially staff
Area 3: Sustainable procurement of food and catering services
HFSP Report, 2014, p. 21
LEADERSHIP FOR A HEALTH PROMOTING
SETTING
COMMUNITY AND
PARTNERSHIPS
CATERING QUALITY
FOOD RETAIL AND
VENDING
PATIENT FOOD
EXPERIENCE
STAFF HEALTH AND WELLBEING
Area 3: Sustainable procurement of food and catering services
Food for Life Catering Mark:‘The Bronze Standard is highlighted because of its breadth of coverage, both for nutrition and sustainability’HFSP Report, 2014, p. 22
The Public Services (Social Value) Act requires public authorities –including local authorities and the NHS - to have regard to economic, social and environmental well-being in connection withpublic services contracts.
The authority must consider(a) how what is proposed to be procured might improve the
economic, social and environmental well-being of the relevant area, and
(b) how, in conducting the process of procurement, it might act with a view to securing that improvement.
Area 3: Sustainable procurement of food and catering services
Sharing the learning:supporting Trusts into the future
Questions and contact details
For more information and to find out more about opportunities for
support contact:
Susannah McWilliamHospital Project ManagerFood for Life Partnership
Smart Grid Energy Balancing Services
for the Health Sector
Presentation to: Sustainability, Coventry 2015
About | Open Energi
Open Energi works with large
energy users to generate
revenue from energy-intensive
equipment. We are:
•Helping National Grid to balance
electricity supply and demand
•Building the world’s first demand
side power station
•Cutting UK CO2 emissions
•An approved National Grid
Demand Response Aggregator
Background | Timeline
Health Service | Challenges & Initiatives
How to monetise energy intensive equipment to offset rising energy
and health service delivery costs
*Source: Energy Live News
Supply | Old Energy Economy
• Linear value chain with limited demand-side participation
• Does not support the UK’s* or European Commissions* targets to
transition to a renewable energy policy by 2020
• New policy has created change - customers now take and provide
service back to grid
* 30% UK target / 20% European Commission target
Supply | New Energy Economy
• Bidirectional “smart-grid” value chain provides the opportunity to
participate in the revenue generating demand-side balancing market
Supply | Capacity Crunch
Fears of a capacity crunch as energy
surplus falls below 2%
Supply | Capacity Crunch
3.7 GW power production closing or at risk for winter 2015
Supply | The Renewables Challenge
30% of the UK’s electricity supply to come from renewables by 2020
Major changes to the way electricity is
generated:
•Need to develop infrastructure to
accommodate rapid growth in wind
generation
•Unpredictable wind generation creates
additional balancing costs currently
passed to energy consumers
•Open Energi’s solution helps the UK move
to a low carbon future reducing balancing
costs with increased flexibility
Balancing | Market Position
Open Energi fills
peaks & troughs
Peaking power
typically coal
Base load power
typically nuclear /
gas
The graph represents a 24hr winter profile taken from the National Grid
demonstrating base / peaking power and Open Energi’s service positioning
Grid | Balancing
• National Grid has a statutory mandate to keep power balanced
between 49.50 - 50.50Hz
• Power supply would fail without grid balancing services
Frequency Response | Example Event
Frequency Response | Example Event
Grid | How is it Balanced?
Grid | Demand Response Markets
Balancing Services
Dynamic Frequency Response
FCDM
STOR
DSBR
Peak Price Avoidance
TRIAD Management
DUoS Charge Management
Capacity Market
Capacity Market DSR
Distribution Network
LCNF
Energy Trading
Imbalance Avoidance
Day Ahead Trading
Demand Response Markets
Balancing Services
Dynamic Frequency Response
FCDM
STOR
DSBR
Peak Price Avoidance
TRIAD Management
DUoS Charge Management
Capacity Market
Capacity Market DSR
Distribution Network
LCNF
Energy Trading
Imbalance Avoidance
Day Ahead Trading
Dynamic
Demand
Service | Proposition
The health service can generate revenues from energy intensive equipment
including a range of standard hospital energy assets
Value | Comparison
Dynamic Demand delivers more value than any other balancing service
Market | Value
Monetise hospital energy loads in an established £1 billion UK market*
*Source: National Grid: Note: The dip in value reflects the UK’s recession
Availability | Payments
Turning energy-intensive equipment into income
High
Response
Low
Response
Paid for
Availability
Only 5%
(average)
Switched
Hardware | Architecture
Typical installation layout
Customers | Case Studies
Open Energi works with large energy users across the public and private
sector to generate new revenues and support their sustainability goals
“The data I receive from Open
Energi is incredibly useful. Now I
know exactly how, why and when
we are using energy, and the
equipment that was costing us the
most to run is now generating an
income.”
Manoj Chohan | Energy Manager
Southend University Hospital NHS
Trust
Working | With Us
• Process
• Project management
• Client actions
• Payment
• Account management
Installing Dynamic Demand is a straight forward process, we work with
customers from needs analysis through to strategic account development
UK Head Office
1 Pemberton Row
London
EC4A 3BG
+44 (0)20 3051 0600
www.openenergi.com
Strategic Energy ManagementPresented by:Darren Jones BSc (Hons), C.Eng. FCIBSE LCC LCEANHS Sustainability Roadshow, London – 25th February 2015
www.lowCO2.eu
Contents
1. What is strategic Energy Management (SEM)?
2. Why Strategic Energy Management?
3. The Drivers
4. The Barriers
5. PhD Research, the issues and objectives
6. Creating an Effective SEM Programme
7. Implementing an SEM Plan
8. The Opportunities
9. Emerging themes
10. Effective reporting
11. Summary
Long-term vision – Requires governance processes and Energy Management Systems - Complete organisational engagement
A comprehensive set of organisational practices that establishes energy management as a standard operating procedure
The process provides a management-systems-based approach to energy efficiency, enabling facilities to build and sustain a culture of energy efficiency within their organisations
What is Strategic Energy Management?
Primary objective of strategic energy management is to minimise costs through the judicious and effective use of energy. NHS Trusts required to ensure fiscal integrity – this cannot be achieved whilst ignoring energy management.
This is particularly important for any organisation during financially challenging times - NHS foundation Trusts are £321m in deficit (BBC News – Feb 2015).
A Strategic Energy Management Plan is required to provide a roadmap to achieve goals; Sustainable Development Management Plan (SDMP).
Energy management has proven time and time again, that it is cost effective.
Why Strategic Energy Management?
Economic: Electricity and other energy prices are rising, NHS Trusts are currently in financial deficit
Political: Global, European and National Targets. Climate Change Act, Carbon Reduction Targets
Environmental: Reducing energy waste reduces GHG emissions and accompanying environmental impacts
Social: Energy efficiency has health benefits, both in the home and at work. Fuel poverty impacts on the whole health economy.
Strategic Energy Management – The Drivers
Common barriers include:
Information and Skill Gaps
Bounded Rationality
The investor user dilemma
Financial Restrictions
Economic Uncertainty and Risk
Strategic Energy Management – The Barriers
Issues identified from current PhD Research
Trust board members do not currently prioritise the NHS carbon reduction agenda (secondary to the Trusts core business)
Multiple stakeholders (each with different needs and focus) Significant lack of available data relating to energy reduction
technologies in practice within hospitals Shortfall in engineering knowledge, internal and external Lack of capital finance within NHS Trusts Reliance on ‘rules of thumbs’ measurements and evaluations
when developing carbon reduction business case proposals (lack of data)
Current reporting metrics lead to the disengagement of key stakeholders (energy related matters are often removed from high-level strategic decisions)
Changes in Medical Care (becoming more energy intensive) Changing demographics; an ageing population
The aims of the Research…
To unpick how decisions are made within NHS acute Hospitals
Establish how the implications of such decisions affect the energy performance of the organisation
To gain a better understanding of stakeholder needs and relationships
To critically assess the effectiveness of internal strategies, policies and governance arrangements
To better understand the barriers to the uptake of energy efficiency within hospitals
The five critical elements that must be addressed to create an effective SEM program:
1. Data: A systemic approach to energy management requires information. Data and analysis empowers intelligent decision-making.
2. Marketing & Reporting: Communicating accurately and effectively with internal and external stakeholders maximises energy and sustainability efforts
3. People: Leadership, communication and employee engagement are critical to the success of any change initiative that relies on sustained organisational commitment and continual improvement to push long-term success.
4. Infrastructure: Effectively managing and modifying the physical and operational elements that influence energy consumption is imperative for meeting energy goals.
5. Continual Improvement: Given the on-going advances in energy management techniques, as well as the constant changes in clinical operations to respond to changing health needs, it is imperative the SEM plan includes measures for continual improvement.
Creating an Effective SEM Programme
1. Gain senior management support, highlight importance and governance
2. Define responsibilities – Sustainability Committee, managers and organisational champions
3. Gather and review energy data – benchmark and monitor
4. Policy and objectives established (SDMP)5. Identify main energy users, opportunities and funding
options 6. Prioritise projects and confirm targets (ease and effect)7. Implement actions – tasks, responsibilities, deadlines8. Regularly review and report progress
Implementing a SEM plan
Ensure your energy project is not only well designed but well delivered….Actual energy use up to 3 times higher than specified….
Save costs, energy and carbonImprove comfort
Opportunities – Design and retrofit
Emerging Themes
Commissioning – no buildings fully commissioned
Sub-meters – not functioning or understood
BMS – training, complexity, functionality
Controls – complexity and labelling
Lighting – too much and inability to control
HVAC – integration and control of multiple systems
Renewables – installation, operation and maintenance
Metrics: Clinical KPIs – speaking the Board’s ‘language’. kWh per clinical outcome (per hip replacement or finished patient episode).
Informed Budgeting – the following must be linked: patient pathway planning….energy management capital investment…service line reporting
Reporting energy performance should be aligned with existing reporting mechanisms. Financial Reporting –including tracking of the Return-On-Investment from previous capital expenditure projects. Utilise reflective learning cycle (plan-check-do-review-improve) and identify root-cause of any savings targets not achieved.
Effective Reporting
1. Measure/benchmark current energy consumption.
2. Develop an energy use profile. 3. Build teams, and get leadership support, assign
dedicated resources.4. Set targets/goals.5. Develop and adopt strategic action plans for
improvement (SDMP). 6. Implement projects. 7. Track, measure, and report.8. Train, educate, and celebrate.
In summary, the key components of SEM are…
Any Questions Please?
Chair’s closing comments
Trevor Payne, Director of Estates and Facilities, Barts Health
#Dayforaction
