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Morning session
08:45 Registration and networking
09:30 Chairs WelcomeRoger Tolman, 4 All of Us
09:40 An IntroductionDavid Cain, Board lead, Corporate Social Responsibility, Central Manchester University Hospitals NHS Foundation Trust
09:55 Delivering a vision for your TrustClaire Igoe, Sustainability & Energy Manager, Estates and Facilities Directorate, Central Manchester University Hospitals NHS Foundation Trust
10:15 The use of games to encourage behaviour change in healthClicks & Links
10:35 Smart Cities and how they have the potential to be an integral part of Health & Social careMark Griffiths, Regional Director, Bouygues Energy & Services FM Division
10:55 Question and answers
11:15 Refreshments and networking
An introduction to Manchester
David Cain, Board lead, Corporate Social Responsibility, CMFT
#Dayforaction
Delivering a vision for your Trust
9th February 2017
Claire Igoe, Sustainability & Energy Manager, CMFT
@cmftgreen
Sustainable Development Management Plan
“Our vision is to be a leading green and sustainable hospital,
delivering high quality care in a resource efficient and sustainable manner.
We will achieve this through a combination of investment in energy efficient technologies and infrastructure underpinned by a
Trust wide staff awareness and behavioural change programme.”
Sustainability Strategy
Behaviour change and staff
awareness
Waste reduction and reuse
Sustainable Travel
Energy & water
efficiency
Our Approach
Waste reduction and reuse
Reduce total volumes of waste and improve segregation
Reduce volumes of general domestic waste in healthcare waste streams
Rolled out the tiger bag ‘offensive waste’ stream into all suitable areas.
Introduced reuse system and improved segregation and compliance.
Waste reduction and reuse
Warp It – saved £70,000 in 12 months, currently 700 users
Introducing innovative waste segregation –coffee cups, chewing gum, healthcare plastics
New confidential waste service Reusable sharps bins Improving food waste segregation and reducing
food waste volumes Alternatives to rigid plastic containers for
disposal
Behaviour Change
Needed a structured way to engage staff in sustainable behaviours at work
NUS (National Union of Students) Green Impact model identified
Environmental Accreditation and Awards scheme
Energy & water efficiency – project examples
PC monitor power down(£25K p.a. savings)
BMS Optimisation(£150K p.a. savings)
LED Lighting in multi storey car park (£65K
p.a. savings)
Plant room insulation(£50K p.a. savings)
Boiler economisers(£100K p.a. savings)
Smart Cities can they be an integral part of Health & Social care?
AGENDA:
• Introduction
• What is a Smart City
• Building Smart
• Delivery
• Drivers and Benefits
Bouygues’ French Headquarters - Challenger
First building in the world to achieve triple certification (2011)
• LEED® “Platinum” (US)
• BREEAM® “Outstanding” (UK)
• HQE® “Exceptional” (FR)
Delivery Challenge
• Phased works from 2010 to 2014, Shifts over 67,000m2
• Occupied site
Energy
• 90% Energy and CO2 savings
• Ventilated, double skin façades
• Geothermal energy from heat pumps
• 25,000m2 photovoltaic panels on roofs, terraces and solar farm
• 100% of available BREEAM energy credits achieved
Water
• Rainwater harvesting
• 60% water savings
• 100% of sewage will be treated and re-used on site (phyto-filtration garden)
More Cities: More Carbon Impact!!!
• 80% Global CO2 due to Cities
• More People in Cities
• Reduce the impact
• Less Energy
• Eco Communities
• Eco Buildings
• Challenge of Eco Cities
Process – Identify the needs
Public Spaces
Infrastructures
Housing
Public amenities
Commerce and
business
New
usages
Local
services
Nature in the
city
Water Energies Wastes Mobility Digital
Create the best solution with the best partners
More lively, more communal and more intense
More efficient, more renewable and greener
More connected, smarter and more intermodal
Group
Global
Local
FM
Smart Grid Local
PARIS | FORT D’ISSY
FIRST DISTRICT SMART GRID IN FRANCE Issy‐des‐Moulineaux:> 160,000m2> 10,000 people
1. Energy consumption will be measured for all types of use, including: office, home, business, public lighting and electric vehicle recharging stations
2. Installation of solar panels, co‐generation units and other energy production resources andother energy storage devices (batteries, flywheels…)
3. Production, consumption and storage systems will be shared and managed as a whole in order to identify areas of energy optimization
GreenCity – Zurich2000W Community
Today
5.000 W/hab
Accomodation1.500 W
Transportation900 W
Consumption1.100 W
Infrastructure900 W
Electricity600 W
Goal
2.000 W/hab
Smart City & Health and Social Care Drivers & Benefits
Internet Of Things
High-Tech Ecosystem
Data Development
Sensor networks
Data Collection
Storage
Mobility
Predictive Healthcare –App based ?
Improved environment –Air Quality
Reduced inpatient time
Social Inclusion
Benefits
Driv
ers
Mid-morning session
11:45 Role of reuse within the NHSDaniel O Connor, CEO, Warp-It
12:05 100% Interest Free Capital Loans Emma Lawes, Client Support Officer from Salix Finance & Mark Hogan, Energy and Environmental Manager, Estates & Facilities at Wrightington, Wigan & Leigh NHS Foundation Trust
12:25 Building health into healthcarePaul Chatwin, Associate, Cundall
12:45 Liverpool Women’s Hospital uses sustainable reusable sharp’s containersMary Fotheringham, Business Development Manager, Sharpsmart
13:05 Need to renew your power-plants or to provide stand-by power?Gordon Watt, European Business Development
13:25 Lunch & Networking
Reuse as a Keystone habit
Frame within crisis, not sustainability
Unacceptable to dispose of assets to waste
Change
Other sustainability behaviours
“Once a small win is accomplished , forces are set in motion that favouranother small win”
Small wins
“Small wins fuel transformative change by leveraging tiny advantages into patterns that convince people bigger achievements are within reach”
Small wins
Small wins for reuseOr any sustainability project
Just start off with a stationery amnesty? Show impact?
Ask procurement to block purchase of stationery
Demonstrate savings let’s do full reuse system
Develop intranet content
Deliver newsletter
First £20K saving
Feedback to staff
Feedback to senior staff
1st year review
Yes we’ve got the CE on board!
ENERGY EFFICIENCY AT WRIGHTINGTON, WIGAN
AND LEIGH NHS FOUNDATION TRUST
Emma LawesClient Support Officer
Mark HoganEnergy Environmental ManagerWrightington, Wigan and Leigh
Foundation Trust
100%INTERESTFREE
@SalixFinance #SalixFunded
Introduction
Knowledge sharing and case studies
Salix Finance and Wrightington, Wigan and Leigh NHS FT
To demonstrate how Salix can help Trust and Foundation Trusts
Summary of the loan application process
Our aims for today
@SalixFinance #SalixFunded
Opportunities and Savings for the NHS
241 Trusts and Foundation Trusts spend over £634m on energy and utilities 1
Average of £2.5m per hospital 1
Typically 3rd largest expenditure
The most energy intensive Trusts spend 6.2 x more per m2 than those which are less energy intensive 1
1. Health and Social Care Information Centre, Hospital estates and facilities statistics 20152. Salix Finance – loan applications since 2008
Our NHS clients have saved on average £236k per year 2
@SalixFinance #SalixFunded
Who we are
Established in 2004
Publicly funded, not-for-profit company
100% interest-free capital finance for the public sector
Over 120 technologies funded
Funded by BEIS, Scottish and Welsh Government, EFA and DfE
Support public sector bodies such as local authorities, educational establishments and NHS Trusts and Foundation Trusts
NHS Improvement approve of Salix’s Invest to Save model
@SalixFinance #SalixFunded
Knowledge sharing and case studies
Case StudiesProject Knowledge Slides
Social Media
@SalixFinance #SalixFunded
News & Blog
Best Practice Calculations
@SalixFinance #SalixFunded
Top 10 NHS Clients*
Imperial College Healthcare NHS Trust
Northern Devon Healthcare Trust
Hinchingbrooke NHS Trust
Bradford Teaching Hospitals NHS FT
Princess Alexandra Hospital NHS Trust
Northampton General Hospital NHS Trust
St George’s Hospital NHS FT
Poole Hospital NHS FT
Wrightington, Wigan and Leigh NHS FT
Frimley Health NHS FT * By project value
@SalixFinance #SalixFunded
Salix Finance and Wrightington, Wigan and Leigh NHS Foundation Trust
RAEI 600 Bed Acute
Leigh Infirmary, Tertiary ServicesWrightington Hospital Specialist Services
Background
WWL Started its own CMIP in 2006
WWL Employ Energy Manager 2008
First SALIX application approved 2014
We have carried out 6 energy reduction projects since 2015
Utilised a total of £2.6M
Annual savings of £590K
Heat Recovery RAEI Heat Recovery Leigh Heat Recovery Wrightington
Plant room optimisation
Achievements of WWL so far
-
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17
WWL enrgy emissions (tCO2e)
WWL Capital Investment £200K/annum SALIX capital Investment £2.6M
Bas
elin
e ye
ar
1. WWL Energy Manager Starts2. New boilers running full year
1. New CCC running full year2. Installation of Heat recovery Unit3. SALIX Finance £500K
1. New Phase – running full year2. Installation of two new Heat
recovery units3. Removal of old Calorifiers4. SALIX Finance £890K
1. Install CHP2. Heat recovery
extension3. SALIX Finance
£1.2M
Emissions Reduction
Benefits
Patient and staff comfort improved
Reduced revenue expenditure
Improved resilience
Simple process
Support available from SALIX technical team
Supported in capital investment when internal is not available
Lessons learnedAlways remember to include VAT in the application
Remember to include for additional work which the project may need
Next steps
Produce a new 5 year strategy and carbon management plan
Utilise SALIX Finance for energy efficiency schemes
Work closely with Waste, Transport and Procurement to reduce our footprint further.
SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Salix application process
@SalixFinance #SalixFunded
FeasibilityInternal
ConsultationProcurement Mobilisation Installation
Business case checks
Meet with finance department
Offer reservation of funding for Trust Board
Workshops and calls with other Trusts for advice
Interim Payments
Phase works over financial years
How Salix can support your application
@SalixFinance #SalixFunded
Key Application Steps1. Visit our website at www.salixfinance.co.uk
2. Simple on-line application process
• Application in five easy steps• Down load project compliance tool
• For projects valued over £100,000 – business case template
3. Public Sector Body or supporting body submits application
4. An automate email is generated and sent to the authorised official which they need to reply to confirming their approval
5. Application assessed & decision made typically within two weeks
@SalixFinance #SalixFunded
1
2
3
4
5
Summary
NHS Trusts and Foundation Trusts – no maximum loan amount
Help achieve energy and carbon reduction targets
Long-term funding plans, SDMPs, estates strategies
Reduce energy bills at your Trust
@SalixFinance #SalixFunded
Ideal logo position here
Building Health into Healthcare
Paul Chatwin WELL APTM @ChatwinP1
@Cundall_Global
The WELL Building Standard
Critical systems Education Government
Healthcare Industrial Infrastructure Lifestyle
Masterplanning Residential Retail Workplace
Aviation
Cundall Sectors
Source – greatairmanchester.com
WELL LimitsPM2.5 <15 µg/m3 (2)PM10 <50 µg/m3 (3)
Source – theweathernetwork.com
What is WELL Building standard
Copyright 2015 by International WELL Building Institute PBC. All rights reserved.
Air - Volatile Organic Compounds
Element WELL Standard Cundall
Carbon Monoxide <9ppm 0.8ppm
Formaldehyde <27ppb <1.28ppb
Ozone <50ppb 5.5ppb
Nitrogen Dioxide <53ppb 21ppb (0.042m/m3)
PM2.5 <15µg/m3 8µg/m3
PM10 <50µg/m3 0µg/m3
Total VOCs <500µg/m3 1323.2µg/m3
“…I can smell the difference…”
“…it doesn’t have that new car smell…”
Warm white (sunrise) wake up light
Integrated Medical Interior (IMI)
Integrated Medical Interior (IMI)
White (Breakfast) light
Warm white (sunrise) wake up light
Integrated Medical Interior (IMI)
Integrated Medical Interior (IMI)
Crisp White (Mid day) light. (Blue light to reset body clock)
White (Afternoon) light
Integrated Medical Interior (IMI)
Warm white (sunset) light. (Relaxing light)
White (Afternoon) lightWarm white (sunset) light. [Relaxing light]
Integrated Medical Interior (IMI)
Red sleep light prevents production of cortisol to aid sleep
WELL – Cost
Total Cost £850,000
1,500m2 fit-out
• Joinery materials £3,000
• Egger board to joinery units £1,500
• Compliant ply to vinyl floor £60
• Bolon floor in lieu of carpet £5,200
• Compliant paint coats £7,000
• Variable air volume to meeting rooms £5,000
• Air Water / Testing £2,000
• Water Filter £7,000
Total £30,760
3.6% uplift or £200 per head
WELL Fees - £10,000
+ Consultancy Fees
WELL – Benefits
40
60
80
100
120
140
160
180
200
APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER
LONDON OFFICE ABSENTEEISM DATA
FTE Staff Numbers Work days lost
WELL – Benefits
• In October 2016 absenteeism was 50% lower than the previous year
• Compared with 27% for two controlled “new” offices.
• For a year, this equates to a £90.4K saving
• A 27% drop in staff turnover = £122K saving
AGENDA
• WHO ARE SHARPSMART?
• THE CHALLENGE
• THE SOLUTIONS
1. SHARPSMART
2. CLINISMART BAG-TO-BEDSIDE
• THE RESULTS
ALIGNING WITH THE NEEDS OF THE NHS
We don’t just ensure that you achieve your goals….
We make it harder for you to fail.
SAFETY & PROTECTION
• Needlestick injuries reduced by 25%
• Improved patient environment brought about by elimination of point-of-care containers
• Odours eliminated within the patient environment
• Cross contamination risk removed
SUSTAINABILITY
• Sharps Waste reduced by minimum of 32%
• Sharps CO2 reduced by 91%
• Regulated clinical waste volumes reduced by 35-75% (elimination of offensive and general waste in clinical waste stream)
• Increased opportunities for recycling through education and behaviour change
VALUE/EFFICIENCY
• Waste minimisation reduces costs significantly
• Less labour required for bag replacement, bin cleaning in patient rooms
• ‘Waste Invisibility’ creates a cleaner environment for patients
• Frequent waste movements into disposal room enables accuracy of scheduled pick-ups by portering teams
COMPLIANCE
• Behavioural change reduces risk of non-compliance
• Perpetual auditing ensures ‘horizon watching’ and speedy correction related to segregation issues
EDUCATION
• Point-of-care and touch-point education specific to the disposal routines ensures inherent behaviour change
• Distance learning tools available to ensure nursing staff can focus on patient care
• Training records maintained to ensure traceability of learner outcomes
LIVERPOOL WOMEN’S HOSPITAL - THE
CHALLENGE
Liverpool Women’s Hospital is a specialist NHS Trusts in the UK that is dedicated to the healthcare of women, babies and their families.
Over 8,000 babies delivered and 10,000 gynaecological procedures untaken each year, as well multiple genetics departments to maintain.
Vital that the trusts waste disposal methods are as safe and sustainable as possible.
THE CHALLENGE
DISPOSABLE ‘BURN’ BINS ISSUES
Safe?The single-use system was not the safest option for sharps disposal. • Small size• Absence of protective features (permanent locks, pre-assembly)
EfficiencyThe time taken to construct some of these containers impinged on carers’ time.
Plastic Disposal Single-use containers saw the disposal of 6.5 tonnes of polypropylene plastic per year - Not in line with the 2008 climate change act- Costly
THE CHALLENGE
REDUCE CLINICAL WASTE & CO2
Promoting SustainabilityOne of Liverpool Women’s biggest environmental objectiveswas to reduce their clinical waste and, consequently, their carbon emissions.
Compliance• Independent audit had highlighted instances of non-compliance with waste
guidelines• Trust were concerned that they were incinerating significantly more waste than
necessary• Wanted to ensure they were fully compliant on all fronts • Trust’s environmental manager was under growing pressure to introduce an
offensive waste stream.
WHAT IS THE SHARPSMART SYSTEM?
A Reusable Engineered Safety Device designed for point-of-care disposal of sharps, pharmaceuticals and recyclable devices.
Reusable sharps containment system & accessories designed for traceable safe point-of-care disposal.
Bespoke blended learning programmes built on ‘5 Moments’ Concept including hard copy ‘touch point’ training tools and e-learning modules.
Auditsmart Perpetual Audit system designed for continual optimisation and compliance
WHAT IS THE BAG TO BED SYSTEM?
A total waste optimisation solution including an array of bespoke blended-learning tools and accesories ensure that optimised segregation, safety and compliance can be achieved routinely without compromising correct segregation techniques.
Flexible accessories designed to ensure safe, compliant point-of-care segregation/disposal
Bespoke blended learning programmes built on ‘5 Moments’ Concept including hard copy ‘touch point’ training tools and e-learning modules.
The system reduces the possible risk ofinfection by the removal of the infectious waste bins from patient areas.
PROCESS
• Met with key stakeholders across the hospital (including infection control, Nursing Managers and Health & Safety) in order to trial then implement the Sharpsmart and Clinismart across the hospital.
• Department surveys to assess individual areas requirement in terms of accessories and stock.
• Education requirements – including bLearning learning
• Wellness calls, additional training & ward walks – helped ensure the Trust were fully optimising the system.
• Monthly audits – measured how well the system was being used; (correct segregation, labelling and optimisation of container space)
• Communication with the hospital’s facilities companies and portering teams to ensure a smooth process.
THE RESULTS – SHARPSMART
Forecast:Sharpsmart will not have to manufacture any additional containers for the hospital to use for the next 10 years,
leading to an estimated 560 tonne reduction in CO2 emissions from the trust & 65 tonnes of plastic being removed from the incineration stream.
In 19 months since the Sharpsmart installation:
• Sharps Management Savings of 10%
• 10 tonnes of polypropylene plastic saved from being incinerated
• CO2 emissions reduced by approximately 56 tonnes
• Safer working environment for staff
• 6,000 fewer containers are handled by both clinical and portering staff each year.
• Reduced waste volumes and educational opportunities for all staff.
THE RESULTS - CLINISMART BAG-TO-BEDSIDE
All cost and time-related savings from introducing these systems have been diverted to the maintenance and improvement of frontline services, including waste, portering and domestic services.
In 6 months since the Clinismart Bag to Bedside system installation:
• Minimised the presence of waste containers in bay areas
• 40% of waste diverted from clinical to offensive and infectious streams
• Cost savings of 45%
• Touch-point education available for all staff involved in the production & movement for healthcare waste
• Its value as an educational tool has helped the Trust stay compliant with CQC guidelines and 2012 Controlled Waste Regulations.
PROJECT FEEDBACK
Regarding the success of the project, John Foley, Environment Manager at the Trust, commented;
“By providing a significant reduction in carbon emissions and clinical waste volumes, the introduction of the Sharpsmart and Clinismart systems to the Trust has greatly assisted
with our efforts to become more sustainable in line with the Climate Change Act.
Results were noticed almost immediately by both staff and patients, which has greatly enhanced the Trust and its prestigious reputation as a safe and environmentally-conscious
healthcare provider. The ability to audit and see what is inside a container is a real eye-opener and extremely useful in educating staff.”
Doosan BabcockBuilding a Low Carbon Future
AGENDA
183
• INTRODUCTION TO DOOSAN BABCOCK
• THE DRIVERS
• THE PURECELL FUEL CELL
• UK FUEL CELL INSTALLATIONS
• ARUP STUDY FINDINGS
• THE UKS LARGEST FUEL CELL INSTALLATION
184
Reduction ofEnergy
Consumption
Financial
savings
Reduced
Carbon levels
Low maintenance
Optimised
solution
THE DRIVERS
5
PURECELL® MODEL 460 – WHAT & HOW
1 Electrical PowerInverter generates high quality AC power
3 Air ConditioningUtilising an Absorption Chiller Hot Water can efficiently provide Air Conditioning
4 HydrogenPure Hydrogen slipstreamed for Transportation
5 Vitiated AirProvides Data Centers with Inert Atmosphere for fire protection
A Natural GasConnect to Existing UK Gas Infrastructure
B Hydrogen Ready100% Hydrogen with Minor Modification
447kW of Power and 530kW of Heat created from hydrogen
2 Hot WaterHeat Recovery System Generate Hot Water
185
Doosan BabcockBuilding a Low Carbon Future
Design Features
• 10 year cell stack life
• Grid-independent operation
• Electric load following
• Low pressure natural gas fuel & H2 ready
• Low noise and vibration
• Low emissions
PURECELL® - WHAT…
187
Performance
• Fleet availability 98% -12 month rolling average
• No shutdown required for planned maintenance
Output and Efficiency
• 447kW electric output
• 530kW/h heat output
• 42% electrical efficiency
• 90% system efficiency
Cleanest source of continuous on site energy generation
187
Doosan BabcockBuilding a Low Carbon Future
Key Client Examples
Data Centers /
TelecomHospitalsUniversities Industrial
District Heat &
PowerCommercialRetail Government
20 yearProduct life
>12 millionHours of fleet field operation
>110 MWInstalled referenceProven
Technology>220 PureCell
Units globally
KEY SECTORS ADOPTING DOOSAN FUEL CELLS
188
Daily Peak Load Energy Mix
•Fuel Cell / CHP solution supplies majority of demand
• >60%
•Solar PV provides top-up during mid-day
• Max Solar output coincides with mid-day demand peak
• Up to 150kW in Summer
•Remaining Demand met by grid import
• Only 30% of total peak daily demand is grid electricity
New Energy Mix:
Fuel Cell
&
CHP
Grid
Solar
NHS Estate Trust Project - current
Strictly Private & Confidential, © Copyright Doosan Babcock
TRUST BENEFITS
Air Quality Benefits – Healthy Local Hospital
Resilient Technology – Heat & Power
CSR Project Opportunity
Low Noise & Vibration
Future Proof
De-Steam
Long Term
Triple Bottom Line Improvements
(+ Financial + Social + Environmental)
CO
ST
CA
RB
ON
Doosan BabcockBuilding a Low Carbon Future
ARUP STUDY BASIS OF COMPARISON
193
• Purecell® 400 Versus Gas Fired CHP
• Mixed Use Commercial Building
• Central London
• Run at Full Load with No Heat Rejection
• MCPD NOx Limits of <95mg/Nm3
Doosan BabcockBuilding a Low Carbon Future
• 400 kWe
• 472 kWth
• 92% Availability
SYSTEM OUTLINE
194
• Gas Fired CHP System
Doosan BabcockBuilding a Low Carbon Future
SYSTEM OUTLINE
195
• Fuel Cell CHP System
• 447 kWe
• 530 kWth
• 98% Availability
Doosan BabcockBuilding a Low Carbon Future
METHODOLOGY
196
• Whole Systems & Whole Lifecycle Cost
• Equipment Schedule for Both Systems
• O&M Costs for all Major Equipment
• Total Parasitic Loads Calculated
• Space Requirements Compared
• End of Life and Decommissioning Costs Assessed
• Analysis for 20 Years Lifetime of Purecell®
• Economic Comparison using Cash Flow Model
Doosan BabcockBuilding a Low Carbon Future
TECHNICAL COMPARISON (20 YEARS)
197
Item Purecell® 400 Gas Engine CHP
Average Electrical Efficiency (NCV) 41.2% 40%
Average Thermal Efficiency (NCV) 49% 47%
Availability Factor 98% 92%
Total Electrical Output (MWh) 76,267 63,241
Total Heat Output (MWh) 91,033 76,079
Total Energy Output (MWh) 167,660 139,320
Total Fuel Input (MWh) 206,400 177,631
Carbon Emissions per Unit Heat (kgCO2e/kWh) 0.201 0.219
Doosan BabcockBuilding a Low Carbon Future
CONCLUSIONS OF THE ARUP REPORT
198
• Highest Electrical Efficiency• 41 % NCV, giving rise to 8% reduction in Carbon emissions
• Smallest Plant Room Size• 70 m2 less floor area
• Significant Superior Air Quality Performance• 0.65mg/Nm3
• Improved Modulation Performance• Electrical efficiency maintained down to 40%
• Better Economic Performance Over 20 Years• £380,000 more revenue generated
• Lower Energy Costs• Undiscounted LCOE & LCOH 7- 10% lower respectively
• Greater Economic Return• Additional investment of a Purecell® over conventional CHP gives an IRR of 3.8%
Key Findings of Techno-Economic Analysis of Purecell® 400 Compared
to a Similar Sized Gas Engine CHP With SCR Nox Reduction Technology
Doosan BabcockBuilding a Low Carbon Future
EMISSION & AQ - COMPARISON OF CONTROLLABLE DECENTRALISED TECHNOLOGIES
199
Source(s): ‘Averting an Emerging Air Quality Risk’ – see appendix for detailed
source info and assumptions
Note: Corrected to 15% oxygen level
Page 202
ABERDEEN
AECC Energy Centre Layout (Plan View)
CHP
Offic
es
Thermal
StoresElectrolysers Chilling Fuel Cells
Switch
Rooms
120m
20m
SUMMARY
The Purecell unit is being considered by many in the NHS because it
delivers
Resilience
Negligible Nox & Sox
Low maintenance
Step change technology
Quiet
Most efficient technology
Financially viable
203
Strictly Private & Confidential, © Copyright Doosan Babcock Limited
Thank You For Listening,
Any Questions?
Afternoon session
14:00 Welcome backRoger Tolman, 4 All of Us
14:10 Connected Sustainable TravelFran Silcocks, Sustainability Officer, Sandwell and West Birmingham Hospitals NHS Trust
14:25 Comprehensive water managementFiona Daly, Director, Sustainable Business Development, ADSM
14:45 Reducing Fuel Poverty through a Community Energy InstallationCharlie Cox, Energy Manger, University Hospitals of North Midlands & Sarah Bloor, Energy and Sustainability Officer, University Hospitals of North Midlands
15:05 Concluding commentsRoger Tolman, 4 All of Us
15:15 Conference Close
Sustainable TravelSandwell & West Birmingham Hospitals NHS Trust
Fran Silcocks, Sustainability Officer
0121 507 4065
Sandwell & West Birmingham Hospitals (SWBH)
NHS Trust
• Large acute NHS Trust
• 3 main sites (City, Sandwell and
Rowley Regis) plus satellite sites
• Employ around 7,500 people
• New hospital in construction
(Midland Metropolitan Hospital) –
due to go live Autumn 2018. State-
of-the-art acute hospital for the
530,000 people living in Sandwell
and West Birmingham
Governance and Achievements
Overarching Documents:
• Sustainability and Environment Policy
• Sustainability Action Plan
• Sustainability Working Group
• Staff Travel Surveys and Travel Plans
(done annually)
• Trust Public Health Plan
• Collaborative work with Transport for
West Midlands
• Link with Health and Wellbeing team
New Infrastructure
• More cycle parking
o New cycle ‘pods’ x 12
o Repairs to existing cycle shed at
City
o New shed built at Sandwell
(housing up to 30 bikes with
lockers)
• Cycle parking signage
• Cycle lane markings
• Cycling equipment to support cyclists
(locks, helmets, rucksack covers,
water bottles, repair kits)
• Travel kiosks (City and Sandwell) to
display live bus times and route
planning
• Shuttle bus to help staff travel
between sites
• Pedometers for lunchtime walkers
Wider Support and InitiativesCycling
o Cycle to Work scheme
o Free bike checks
o Staff pool bikes to hire
o Cycling group
o Bike maintenance / safety courses
o Cycling and walking intranet pages for information
o Trust annual charity bike ride
o Cycle proficiency training
o Bike leader courses
o Bus travel discounts
o Free healthy lunch for cyclists and walkers
o Personal route planning for staff – cycling, walking, public transport
Walking
o Lunchtime walks
Public Transport
o Discount of public transport
Other Initiatives
o Staff travel surveys - annually
o Events – Roadshows, Sustainability Garden Party, Climate Week,
cycle to Work Week, Walk to Work Week
o Communications – Sustainability Newsletter, Staff Bulletin,
‘Heartbeat’ staff magazine, social media
Future Plans and Midland Metropolitan Hospital
(MMH)
• MMH Target: 5% modal shift from single occupancy
car travel towards more sustainable modes
(compared with the baseline survey undertaken in
2008), with:
o EV charge points (12 spaces planned – 6 staff,
6 visitors)
o Provision for 50 dedicated car sharing spaces
o Cycle parking (for a minimum of 288 cycles)
o Provision of real time information displays for
public transport information
o Dedicated bus lane onto site
o Frequent bus service
o Shuttle bus for staff to travel between sites
• Focus on promoting and facilitating car sharing,
cycling and walking and supporting staff
• Further discounts and offers on public transport
• Preparing staff for the move to MMH
• MMH specific travel survey to gauge potential staff
travel to the new site
Staff Travel Surveys
• Staff travel surveys undertaken annually since 2013 to look at
staff travel habits to/from work:
o More staff cycling and walking and taking the bus
o Reduction in rail use
o Not many formal car sharers (that we know of)
• ‘What would encourage cycling and walking to work?’
o The 2016 survey responses showed that across City and
Sandwell the most popular answers were (respectively):
1. Safer cycle routes/footpaths
2. Safer walking routes/footpaths
3. Shower/changing facilities at work
Thank you
Fran Silcocks, Sustainability Officer
0121 507 4065
Recent Achievements:
Birmingham Connected Sustainable Travel Award (2015)
Winner of the Centro ‘Most Proactive Organisation, Cycling’ Award (2015)
Gold Standard Top Cycling Location (2015)
Top Walking Location (2016)
Platinum Top Active Travel Location (2016)
‘Build healthy, sustainable and resilient services and communities’
Our 2020 Vision: Our sustainable future 2015 - 2020
UHNM
Southern Staffordshire Community
Energy
(SSCE)
UHNMSustainability
Clinical
Communications
Land and Property
Estates
Finance
Beat The Cold
Co
mm
un
ity
Project Partners
Project Overview
UHNM leased roof space to SSCE
SSCE attracted £335,600 of investment from the community
Investment funded 1,089 PV panels
SSCE receive Feed In Tariffs
Surplus Income forms a Community Fund
Patients are selected for referral to Beat The Cold
Beat The Cold uses the Community Fund to help those patients out of fuel poverty
UHNM pay SSCE for the electricity generated
Investors are paid back at 4.5% IRR over 20 years
Funding New source of Capital funding • Entirely funded by the Community / Ethical Investors• No Trust capital required
• Share offer issued• Investments of £100-£100k• Investors attracted by ethical benefits• …but also by 4.5% IRR• £355,600 raised in 12 weeks
Secure Community Fund• The community fund is independent of Trust finances• Cannot be reallocated!
Referral Pathway
Specialist Treatment
Discharge
Cold, Damp Conditions
Exacerbation of illness
Admission
Assessment in Emergency
Department
The Cycle of Readmissions
• Bad for patients
• Bed blocking
• High cost
• Not sustainable
Referral Pathway
Assessment
• Medical Condition
• Home Location
Referral
• Patient Consent
• Beat the Cold
• Convenient Time
Intervention
• Home Improvements
• Behaviour Change
• Tariff Advice
• Income
Specialist Treatment
Discharge
Cold, Damp Conditions
Exacerbation of illness
Admission
Assessment in Emergency
Department
Referral Pathway
Specialist Treatment
Discharge
Intervention
Healthy, Warm Home
Admission
Assessment in Emergency
Department
The Cycle is Broken
• Healthy patients
• Sustainable Care• Environmental• Financial• Social
Challenges Approval Process
• Capital?
• Expenditure?
• Business case?
• Board level?
Roof Leases
• Condition – 20 years
• Impact on occupants
• Future developments
• Existing leases
Working with Third Sector Organisations
• Capable and diligent, but unused to NHS process
Outcomes
Environmental Social EconomicReduction in UHNM’s
CO₂ emissions(3,346 tonnes)
Improving livingstandards
Increased energyresilience
Reducing ourenvironmental impact
Building healthy, resilient and sustainable
communities
Electricity cost savings of £600,000 over project
life
Patients increased energy efficient
behaviours
Community Fund boosted, through
attracting additional funding (nPower)
Reduced readmissions. Especially into A&E
Patients make savings through BtC advice
Is it replicable?
Referral pathway
Consultant/ clinical support is
crucial
Estate – Clinical –Community link
Other determinants of
health
Prevention rather than
cure
Financing model
Revenue/income - Feed in tariffs
Technology
Payback/ ROI
Ethical attraction
Long payback schemes