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Carbon Management ProgrammeCarbon Management Plan working with

University Hospitals of Morecambe Bay NHS Foundation Trust

Carbon Management Programme

University Hospitals of Morecambe Bay NHS Foundation Trust

Royal Lancaster Infirmary Westmorland General Hospital Furness General Hospital

Date:

Version number:

Owner:

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Contents

Forward from Tony Halsall. 1

Foreword from the Carbon Trust 1

1. Introduction 4

2. Carbon Management Strategy 62.1 Context and Drivers for Carbon Management. 62.2 Our low carbon vision 72.3 Strategic themes 92.4 Targets and objectives 9

3. Emissions Baseline and Projections 123.1 Scope 123.2 Baseline 123.4 Procurement 133.3 Projections and Value at Stake 13

4. Carbon Management Projects 184.1 Existing Projects 184.2 Planned / Funded Projects 184.3 Near Term projects 194.4 Medium to Long Term Projects 194.5 Projects under Consideration 204.6 Other Projects 204.7 Projected Achievement towards Target 20

5 Implementation Plan Financing 225.1 Summary of Financial Risks and Issues 225.2 Financing Criteria 225.3 Internal and External Sources of Funds 23

6. Actions to Embed Carbon Management in your Organisation 256.1 Corporate Strategy – embedding CO2 saving across your organisation 256.2 Programme Management. 266.3 Responsibility – being clear that saving CO2 is everyone’s job 266.4 Data Management – measuring the difference, measuring the benefit 266.5 Communication and Training – ensuring everyone is aware 276.6 Policy Alignment 27

7. Programme Management of the Carbon Management Plan 287.1 Strategic Ownership and Oversight 287.2 The Carbon Management Team – delivering the projects 307.3 Succession planning for key roles 317.4 Stakeholder Engagement and Management and Wider Communications 317.5 Stakeholder Engagement and Management 31

Appendix A: Carbon Management Matrix - Embedding

Appendix B: Definition of Projects

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Forward from Tony Halsall.

University Hospitals of Morecambe Bay NHS Foundation Trust is committed to be a good neighbour to the community both locally and at large. We recognise that we like the NHS in

general have a significant carbon footprint. Our participation in the Carbon Trust NHS Carbon Management Programme will help us to play a more effective part in reducing the environmental impact of healthcare.

Our target will be to reduce our emissions by 20% by 2016. We acknowledge that this will be a challenging target but are determined to succeed.

As part of the Carbon Management Plan all Directorates within the Trust will be required to embed carbon reduction in their day-to-day activities and business planning processes.

We are therefore investing significant funds in plant replacement and the introduction of new technology which will deliver reductions in the organisations carbon footprint.

In developing a comprehensive Carbon Management Plan, University Hospitals of Morecambe Bay NHS Foundation Trust strives to exceed the emissions reduction targets set by the Government and the NHS.

Tony HalsallChief Executive UHMB

Foreword from the Carbon Trust

Cutting carbon emissions as part of the fight against climate change should be a key priority for NHS Trusts - it's all about getting your own house in order and leading by example. The UK government has identified the NHS sector as key to delivering carbon reduction across the UK in line with the Climate Change Act targets, and the NHS Carbon Management programme is designed in response to this. It assists NHS Trusts in saving money on energy and putting it to good use in patient care, whilst making a positive contribution to the environment by lowering carbon emissions.

University Hospitals of Morecambe Bay NHS Foundation Trust partnered with the Carbon Trust on this ambitious programme in 2010 in order to realise substantial carbon and cost savings. This Carbon Management Plan commits the NHS Trust to a target of reducing CO2 by 20% by 2016 and underpins potential financial savings to the organisation of around £3.7million by that date.

There are those that can and those that do. NHS Trusts can contribute significantly to reducing CO 2

emissions. The Carbon Trust is very proud to support University Hospitals of Morecambe Bay NHS Foundation Trust in their ongoing implementation of carbon management.

Richard RuggHead of Public Sector, Carbon Trust

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Executive SummaryThis Carbon Management Programme (CMP) is going to help the Trust look at its approach to reducing climate change through carbon reduction procedures. The Trust’s plan will tackle the issue of carbon emissions head on, benefiting the social, economical and physical state of our environment. It will help the Trust comply with legislation

Climate change (Global warming) is the greatest challenge facing the world today. It is a global issue that demands a global response. The trust as a whole is hoping to achieve reductions of 20% over the next 5 years, with 08/09 being the baseline year. The carbon footprint for the trust for that year being18,614 Tonnes of CO2. The plan delivers savings in excess of the 20% target but in the prevailing financial climate it may not be possible to deliver all the identified projects in the specified timescale.

Actions to reduce our carbon emissions are outlined in eight strategic themes; policy, resources, communications, working with partners, procurement, buildings energy use, lighting and transport. There are great opportunities to make carbon savings throughout the trust with schemes such as:

Replacement of boilers Lighting controls New heating controls PC Power Management Photovoltaic’s (to generate our own renewable electricity) Green Champions Carbon Reduction Communications Strategy

From a financial and carbon reduction perspective comparisons have been made between the amount of money and carbon that would be spent or emitted should the Trust continue on the basis of the ‘Business as Usual’ scenario in which no carbon management projects are pursued.

2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 -

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

Comparison of actual emissions with BAU increases and reduction targets predicted

Actual emissions BAU emissions Target

Carbon emis-sions (kgCO2)

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Comparison of emissions with BAU increases and reduction targets - financial

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

2008/9 2009/10 2010/11 2011/12 2012/13 2013/14Year

£

Actual cost BAU cost Target cost

The Trust carbon footprint for the base year was 18,614 Tonnes of CO2. Costings for the schemes identified are estimated at around £3.7 million.

In the long term, embedding carbon management in policies and processes, such as procurement will be essential to maintaining a low carbon path. A Project Plan has been developed and includes governance arrangements including strategic ownership of the project.

As a Trust reducing Carbon emissions makes perfect business sense as it enhances the trusts reputation, saves money, and helps the world in its the fight against climate change.

Our vision statement

By 2016 UHMB will reduce carbon usage by 20% over 2008/09 levels and integrate carbon reduction in to all Trust operations promoting ongoing carbon reductions in order to help reduce environmental impact; improve the health of the people of Morecambe Bay and divert savings to improving patient services.

Conclusion

The CMP highlights good practises that are in use and enhances them. The CMP is also a great way of implementing new and exciting ways of how the Hospitals are run. For example the fact that plate heat exchangers are now a viable alternative to storage tanks, Biomass boilers can be used to take the load off gas or oil boilers. The chance to improve facilities at the hospitals around the trust will work well with the fight against climate change

The Carbon Management Programme allows for projects to be accounted for and undertaken when specified at a senior level.

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1. Introduction

The NHS Strategy “Saving Carbon, Improving Health” sets a target for NHS Trusts to reduce their carbon emissions by at least 10% between 2007 and 2015 and to develop a Board approved carbon management strategy. University Hospitals of Morecambe Bay NHS Foundation Trust (UHMB) have engaged in the NHS Carbon Management Programme (NHSCMP), to develop a carbon management strategy for implementation over a five year period.

This Programme enables Trusts to highlight risks and opportunities posed by climate change and will provide a strategy with a Corporate Governance Structure to reduce carbon emissions and create cost savings over a set period of time. Over the last 4 years 43 Trusts that have already completed the programme with a further 33 participating this year.

We have set a target to reduce our emissions over this period by 20% or 3,725 Tonnes of CO2. The plan delivers savings in excess of the 20% target but in the prevailing financial climate it may not be possible to deliver all the identified projects in the specified timescale.

UHMB understands the importance of carbon reduction and the challenge of implementing the programme into the Trust. To succeed the trust has identified a committed team, including the Chief Exec and the Director of Estates and Facilities to champion carbon management.. Ways the trust are implementing the programme are as follows:

A systematic analysis of its carbon footprint; A calculation of the financial impact to the Trust of its energy consumption and carbon

emissions and the case for taking action; An assessment of the opportunities to reduce carbon emissions focusing on reducing CO2

emissions from buildings (heating and lighting) and all other sources of emissions such as transport, waste disposal and procurement;

A programme for implementation including appropriate project management arrangements.

Reducing Carbon Emissions makes perfect business sense for the Trust. It will save money, enhance the reputation of the trust and helps everyone in the fight against climate change.

As an organisation we acknowledge the impact we have on the environment and are therefore committed to continuing the work to actively reduce the trusts Carbon Footprint. The following projects areas will form the backbone of our plan:

Replacement of boilers Lighting controls New heating controls PC Power Management Photovoltaic Panels (to generate our own renewable electricity) Green Champions Carbon Reduction Communications Strategy.

Through participation in the programme the Trust also wants to raise awareness across the organisation of the importance of reducing our environmental impact and energy and utilities spend. Areas for focus include:

Energy – reducing usage in all Trust buildings Building - efficiency and future Sustainable Development Water - usage reduction and conservation Waste - reduction and enhanced recycling Travel - reduced emissions from all transport streams Procurement – certain green procurement areas will be targeted.

The Trust as a whole has set high potential savings targets to reduce carbon as quickly and efficiently as possible. The Trust is looking at possible actions including enabling and direct emissions reduction projects to reduce the Trust’s carbon footprint.

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The Carbon Management Plan sets out in detail our strategy for reducing carbon emissions over the next five years. The plan details a range of measures and actions to reduce emissions across the Trust.

Significant projects the trust has undertaken in the past include:-

Replacing 2 existing coal fire boilers at Furness General Hospital (FGH) with dual fuel gas and oil.

Replacing 14 shell and tube calorifiers with steam to water plate heat exchangers Replacing 2 domestic hot water (DHW) and 4 low temperature LTHW boilers Ongoing roof works at FGH Improved boiler controls at Royal Lancaster Infirmary (RLI) and burner replacement.

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2. Carbon Management Strategy

2.1 Context and Drivers for Carbon Management.

Climate change is one the most significant issues facing the modern world, quoting from the Sustainable development Units NHS Carbon Reduction Strategy for England “It is now widely recognized that climate change is probably the most serious threat to life, our health, and our wellbeing. Over 1500 people died prematurely during the heat wave in England in 2003”

There is good evidence that climate change (Global warming) is directly linked to the level of green houses gases in the atmosphere. After water vapour, CO2 is the most abundant green house gas, the graph on the left shows a steady increase in atmospheric CO2 since the start of the industrial revolution in the 1700’s. The graph on the right shows CO2 levels at various locations demonstrating the effect is global.

The UK Government has placed an emphasis on the public sector setting a leading example on Climate Change. Public sector leadership will be critical to the achievement of the Government’s climate change objectives, such as the long term goal to reduce CO2 emissions. The Climate Change Act 2008 targets a reduction of 26% by 2020 and 80% reduction by 2050.

The NHS has a carbon footprint of 18 million tonnes CO2 per year. This is composed of energy (22%), travel (18%) and procurement (60%). Despite an increase in efficiency, the NHS has increased its carbon footprint by 40% since 1990. This will require the current level of growth of emissions to not only be curbed, but the trend to be reversed and absolute emissions reduced. Interim NHS targets will be needed to meet the government targets.

There are a number of Strategic and legislative drivers for public bodies:

The 2008 Climate Change Act, which sets legally binding emissions reductions of 34% by 2020 and 80% by 2050 over a 1990 baseline for the UK. This Act has cross party support, and the public sector is expected to lead the way towards meeting the targets.

Display Energy Certificates: As of 1 October 2008 there is a legal requirement for all public sector buildings with a total useful floor area of over 1,000m2, to show a Display Energy Certificate (DEC) in a prominent place, clearly visible to the public.

Carbon Reduction Commitment: The Carbon Reduction Commitment (CRC) is a mandatory “cap & trade” emissions trading scheme for organisations whose total electricity consumption is greater than 6,000MWh or approximately £500k. The Trust falls within the scheme and will have to purchase and surrender allowances at £12 per tonne of CO2 emitted. The Trust will be ranked against all other organisations in the scheme and its performance published in a publicly available league table. Initially any organisation ranked above halfway would receive the financial value of its allowances back plus a bonus of up to10% in the first year (50% in the fifth year), if it is ranked lower than halfway then it will receive its allowance back less the equivalent penalty. This is now not the case and all payments are kept by the Government. Since the Government’s spending review the whole of the CRC is subject to further alteration.

NHS Sustainable Development Unit: The NHS strategy “Saving Carbon, Improving Health” sets a target for NHS Trusts to reduce their carbon emissions by at least 10% between 2007 and 2015 and to develop a Board approved carbon management strategy.

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Energy costs have been volatile over recent years reaching unprecedented highs in 2008 and while they have fallen off somewhat since then the general trend is again upwards. This upward trend is expected to be maintained for the foreseeable future. Energy efficiency measures will alleviate the cost increase to some extent if not completely.

Local Drivers

NI186 Target for Lancaster District

Lancaster District has been assigned a target of 14.01% reduction in per capita carbon emissions (compared to a 2005 baseline) as part of the National Indicator 186 target. Of this 10.79% will come from national measures. The district wide emissions will be re-assessed in 2011.

Community Projects

The Trust is currently working with two groups of 6th form pupils from Ripley St Thomas Church of England High School. As part of their British Science Association Gold Crest Awards they are examining the feasibility of two possible energy/carbon reduction projects. These projects will not be finished in time for inclusion in the Carbon Plan, however the links formed and working relationships established may be invaluable going forward. It has been made clear to the students that the work they are undertaking has significant benefits for the Trust even if the outcome shows the projects not to be feasible. These projects are described in further detail following:

Project 1This examines the feasibility of installing a small biomass boiler to provide heating and hot water for the mainly residential block at Westmorland General Hospital (WGH), the block comprises 36 flats some of which are used as offices. Heating and hot water provision is currently all electric. Heating is provided by a mixture of night storage heaters and wall-mounted convector heaters. Hot water is provided via immersion heaters with off peak heaters and boosters.

Project 2The Centenary Building on the RLI site whilst only constructed in the early 1990s has no automatic lighting controls in corridors. It is felt that there is scope for movement and daylight detectors to be installed in several areas. As well as installation of lighting controls the students will also be looking at the possibility of changing existing lamps from T8s to T5s/LEDs. Some tests we have already carried out on LEDs would indicate cost benefits to be difficult to guarantee at this time. The Trust is however aware that the technology is continually evolving and we will continue to monitor the situation.

Potential Conflicts

Feed in Tariff (FIT) and Renewable Heat Incentive (RHI) FIT and RHI are government initiatives to incentivise energy users to incorporate low carbon technologies, including solar voltaic, solar thermal, wind generation and biomass boilers amongst others to generate electricity and produce heat. Both schemes provide the incentive by making payments to users on a pence / kWh basis. The level of payment varies by the type of technology and production volume. Several of the projects within our plan would not be financially viable, without the benefits provided by the FIT and the RHI. Projects 19,20 and 21 photovoltaic based projects and projects 5 and 6, plus one of our future projects “boiler replacement RLI” would not be feasibly without the FIT and RHI

Until the outcome of the renewable heat incentive is known it is difficult for the Board to fully support the biomass schemes as they stand. This could mean modifying both schemes and reducing the size of the biomass boiler installed to half a megawatt. This would clearly reduce the target reduction we could achieve and is the main reason we are targeting the relatively low figure of 20%.

2.2 Our low carbon vision

The Trust’s low carbon vision is –

By 2016 UHMB will reduce carbon usage by 20% over 2008/09 levels and integrate carbon reduction in to all Trust operations promoting ongoing carbon reductions in order to help

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reduce environmental impact; improve the health of the people of Morecambe Bay and divert savings to improving patient services.

University Hospitals of Morecambe Bay NHS Foundation Trust is committed to serving the local community by providing effective and efficient healthcare services. In providing this service the Trust consumes resources and produces waste materials, which have an effect on the environment and may, ultimately, impact on the health of the people to whom the Trust provides a service. The Trust therefore acknowledges that they have a responsibility to consider the environmental implications of its Integrated Business Plans and to support policies and practices that will provide a responsible approach to the management of the Trust.

The principal aim is to identify and implement environmentally sympathetic practices and procedures in order to reduce the overall impact of the Trust. This can be achieved by a combination of improved working practices, greater staff awareness and involvement and an on-going commitment to the pursuance of technical improvements. As part of the Trust’s commitment to the environment, this strategy statement has been prepared to enable the Trust to set out its approach to better environmental management.

Environmental Goals:

Comply with relevant legislation. Comply with Health Service best practice with regards to environmental management. Establish an environmental management system. Strive to continually improve the Trust’s environmental performance. Provide appropriate training to staff to raise general environmental awareness levels in order

that they might understand and undertake their roles in reducing the Trust’s environmental impact.

Ensure compliance with local and national plans and undertake environmental impact assessments whenever necessary.

Promote initiatives to reduce the amount of natural resources used by saving energy, water and paper and by re-using and recycling waste wherever viable.

Ensure that where possible suppliers of goods to the Trust and Contractors demonstrate an acceptable standard of environmental performance. Wherever possible materials and equipment used should be from a sustainable, replenishable source, which is strictly managed to ensure minimal impact on the environment.

Consider environmental costs in purchasing, disposal, transport and distribution decisions by seeking to balance capital and long term running costs. Consideration should be given to the use and purchase of vehicles, which will run on UPG and other environmentally favourable fuels.

Promote communication regarding environmental issues both internally and externally.

Convey upon suppliers and contractors Trust policies and procedures relating to the environment and include within purchase specifications and contractual requirements.

This statement sets some of the goals that will be used in the development of a full environmental strategy for the Trust.

Green Energy Procurement.

In the prevailing financial climate with most Trusts having to make significant cost reductions and public sector salaries frozen for two or more years it is difficult for the Trust to commit to Green Energy procurement as it is currently retailed at a slight premium over standard generation. While we consider that this was not an option in our latest procurement rounds this will not necessarily be the situation

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when we next procure. At this round quotations will be invited with an optional element of green energy. Our next procurement rounds are October 2011 for gas and April 2012 for electricity.

An additional factor reducing the importance of green energy procurement is that the green energy market is currently demand lead. Therefore our purchasing of green energy would not affect the nation’s carbon footprint. Even so we are aware that purchasing Green Energy would help the Trusts green credentials. We intend to monitor the situation going forward and continue to evaluate the advantages /disadvantages to the Trust.

While this cannot be claimed as a carbon saving we it is important to include in the plan for future reference.

STOR (Short Term Operating Reserve).

While we are unable to give a firm commitment to Green Energy procurement at this time we are able to help in a rather indirect way by means of the National Grids STOR initiative.

STOR enables electricity users with their own generating capacity or the ability to shed load at short notice to receive availability payments from the Grid by undertaking to generate or shed load at short notice but within pre-agreed time bands.

The STOR programme was developed to help the Grid manage unpredictable changes in demand. While these changes are not solely or even mainly driven by unpredictable energy input from Wind or Solar generation (unpredicted weather changes) they certainly add to the complexity of keeping the Grid in balance.

Again this will only have a marginal effect on our carbon footprint but is included in the plan as it helps support National Grid to manage renewable energy input into the grid.

2.3 Strategic themes

The Trust have identified five strategic themes for action on carbon reduction which incorporate the projects identified in section 4 these are–

Engineering Improvements – capital investment in efficient technology or changes to controls resulting in reduced energy and therefore carbon consumption.

Building improvements – Investment in simple improvements to thermal insulation. Renewable energy in the form of biomass boilers and photovoltaic cells. Behavioural change – Raising awareness and changing attitudes and behaviour amongst all

staff in order for carbon emissions to be reduced. Policy alignment – Examining existing policies and procedures to ensure that carbon reduction

is embedded in the management of the Trust.

In addition to the four main strategic themes to reduce the Trust’s direct carbon emissions, the Trust is committed to develop better waste segregation and minimisation, carefully examine how we purchase our goods and encourage more sustainable modes of travel for staff, patients & visitors, making a further impact on our Scope 1, 2 and 3 emissions.

2.4 Targets and objectives

Outcome sought

The Trust has joined the NHCSMP to reinforce the carbon reduction principles it has already embraced. Additionally the aim of the Trust is to produce a single strategy/policy document covering all areas of energy efficiency and carbon reduction. In doing so we believe the Trust will achieve the following:

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Demonstrate as an organisation our corporate obligation to sustainable development. Raise our profile, enhance our reputation and be amongst the top performing Trusts. Meet & exceed current regulations and be prepared for incoming regulations and legislation. Lead by example influencing staff, patients & visitors who come into our hospital buildings. Create a widespread and systematic culture of carbon awareness and carbon reduction. Influence other organisations we do business with and our local communities. Save money by managing waste, reducing energy, travel & procurement costs and recycling

resources back into patient care.

Objectives

General

The Trust is a newly formed Foundation Trust (October 2010). The Trusts objectives include:-

Implementing the Estates Strategy to dispose of surplus Estate and to invest in addressing backlog maintenance including improving the energy performance of the older Estate.

Reviewing the way the trust works across a large geographical area to ensure services and facilities are provided in such a way that minimises as far as practicable the environmental impact of its operations.

Meeting National targets to reduce waiting times, improving access and reducing hospital acquired infection rates.

Carbon Management

The objectives of the Trust are to establish a Carbon Management programme within UHMB by 1st April 20011 that will:

Reduce CO2 emissions from Trust buildings by 20% by 2016 by replacing high carbon fuels with low carbon fuels and by reducing primary energy use.

To take advantage of opportunities to utilise our large expanse of flat roofs to install photovoltaic cells reducing our imported electricity by 5-10%.

To ensure all new construction works follow best practice and will be low carbon by design by 2011.

To ensure all existing buildings meet & exceed where possible current energy performance targets by 2018.

To bring together existing and future Carbon Management projects into a consistently managed and coherent programme by 2012, with management oversight from the Trust soon to be formed Sustainability Group.

Investigate how the Trust’s procurement process can be modified to bring about a sustainable procurement action plan.

To further develop our Green Travel Plan. Increase waste recycling to 25% of the Trusts total waste arising by 2015.

Site rationalization

Significant site rationalization is planned for the Trusts 3 main Sites, in particular the RLI. The final outcome of this rationalization will allow us to provide an improved patient experience.

RLI.

On the RLI site we will be able to move patients from wards that although modernized over the years originate from the Victorian era and are not ideally suited to modern health care practice. This will also allow us to dispose of/demolish several older and prefab type buildings on the periphery of the site.

WGH.

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Option appraisals are being undertaken for the installation of two linear accelerators at Westmorland General Hospital. Again this will improve patient service and alleviate the need for patients to travel from West Cumbria (Barrow) to Preston for radiotherapy, a round trip of 3 to 3.5 hours.

FGH.

An existing prefabricated block is to be demolished while another area will be transferred to a neighbouring Trust.

The preferred options are outlined below.

Depending on the final selection the total Trust floor area will either reduce by 3,277 m2 or increase by 1,058 m2. The new build will be to BREAM standard good or excellent so there should be a net carbon reduction. The impact of this will be further evaluated when the strategy for the estate has been confirmed.

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3. Emissions Baseline and Projections

3.1 Scope

The areas that have been assessed to provide the carbon footprint and projected carbon savings are:

Electricity consumption Gas consumption Oil consumption Transport Water consumption Refrigerant gasses Waste disposal.

The NHS Sustainable Development’s Unit’s publication “Saving Carbon Improving Health” indicates that procurement accounts for 60% of the NHS carbon footprint. Calculating the exact Carbon impact from the Trust’s procurement activity would require considerable resources and therefore has not been undertaken as part of this project, however our actions to reduce the carbon impact from this area are referenced through the strategy and mix of identified projects.

3.2 Baseline

The base line year chosen is 2008/2009, i.e. a financial year which is in line with the current reporting requirements for the Carbon Reduction Commitment Energy Efficiency Scheme (CRC). For the baseline year calculations, consumption information for all of the categories above were obtained either from ERIC returns or from accurate and validated pieces of data. A summary of the information sources is shown in Table 3.1 together with the emissions factors used for each source of information.

Table 3.1 Background Carbon Footprint Information

Emission source Source of information and assumptions

Emission Factor KgCO2/kWh

Electric Grid Carbon Trust CMP Project Register

0.544

Gas Oil Carbon Trust CMP Project Register

0.277

Natural Gas Carbon Trust CMP Project Register

0.184

The Carbon Footprint for the Baseline year is 18,576 tonnes CO2. A breakdown of the footprint is shown in Table 3.2 and Figure 1.

Table 3.2: Breakdown of Carbon Footprint Total CO2

Emission (tonnes)

Buildings Transport Further scope (waste, water and refrigerant gas) (tonnes)

Baseline CO2 emissions (tonnes) 18,614 17,061 1,026 526

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Figure 1: Breakdown of Carbon Footprint

Buildings 92%

Transport6% Further scope (waste, water and

refrigerant gas) (tonnes)3%

Baseline CO2 emissions (tonnes)

Table 3.2 and Figure 1 both show that the main source of emissions in the calculated footprint are buildings related emissions. Buildings related emissions represent 17,061 tonnes CO2 or £2.9 million pounds and are 92% of the calculated footprint. Transport emissions of 1,026 tonnes CO2 represent 5% of the calculated footprint and emissions from other sources, waste, water and refrigerant gases 3%.

3.4 Procurement

The Trust’s Supplies Department, as part of a 5 year strategy, will be reviewing terms & conditions with suppliers and seeking to establish carbon reduction strategies. This will establish an existing baseline of carbon emissions in the way the Trust currently undertakes its business. The Trust will then seek to develop ways of reducing the carbon emissions together with suppliers. All of these objectives will directly and indirectly contribute to a considerable reduction in waste and associated carbon emissions by the Trust in the way it conducts its business.

3.3 Projections and Value at Stake

Figure 2 shows the difference between Business as Usual and the Reduced Emissions Scenario, the difference being the Financial Value at Stake. It can be clearly seen that unless appropriate action is taken, then consumption will continue to increase, and combined with an increase in unit energy costs, will result in an energy and fuel bill in 2014 that is £1.2 m higher than current levels. Reduced Emissions Scenario takes into account rising energy unit costs, but factors in the 20% target savings and achieves an energy and fuel bill that is £1.1m less than Business as Usual.

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Figure 2Comparison of emissions with BAU increases and reduction

targets - financial

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

2008/9 2009/10 2010/11 2011/12 2012/13 2013/14Year

£

Actual cost BAU cost Target cost

Figure 3 shows the difference between Business as Usual and the Reduced Emissions Scenario, the difference being the Carbon Value at Stake. .

Figure 3

Projection of Financial and Carbon value at stake2009/10 2010/11 2011/12 2012/13 2013/14

Carbon Value at stake 958,779 1,880,459 2,766,827 3,619,585 4,440,353Cost Value at stake £192,507 £399,298 £621,367 £859,780 £1,115,681

The table shows the financial and carbon stake values over the next five years for the trust as a whole.

Some anticipated changes that will be made to the estate that will cause a step change in the emissions are:

Photovoltaic Arrays on roofs at FGH, RLI and WGH (with possible ground site arrays at FGH)

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New dual fuel boilers and biomass boiler at WGH Possible biomass boilers at RLI and FGH Plate heat exchangers at RLI Lighting projects on all three sites Double glazing at FGH and RLI

The impact of the reduction targets on the costs and carbon emissions and are shown in the following graphs for each site.

Financial Value at Stake for Each Site

RLI FGH

WGH QVH

Transport

Carbon Value at stake for each site

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RLI FGH

WGH QVH

Transport

The graphs above show the carbon value at stake for each site.

Each graph shows the carbon and financial impact on each separate site. To summarise the trust must cut carbon and costs mainly on FGH and RLI as these are the two biggest sites. Meaning more savings on both fronts. The impact of these two sites undergoing major refurbishments will impact greatly on the carbon and financial status of the trust. If the trust does not tackle the carbon issues head on then targets will not be met. The trust is broken down into four sites:

RLI – Royal Lancaster Infirmary.

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FGH – Furness General Hospital. WGH – Westmorland General Hospital. QVH – Queen Victoria Hospital.

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4. Carbon Management Projects

The Trust has identified a number of projects both across the estate and a range of other areas contributing to the Trust’s carbon footprint to reduce carbon emissions. These projects are detailed in the following sections based on the current status of the project. These projects identify a carbon saving of 5,529 tonnes of CO2.

4.1 Existing Projects

The Trust has a number of ongoing projects which will support the carbon reduction target. These are detailed below. Appendix B provides further detail on each of these projects.

The “*” in the ref indicates there are significant other drivers for the projects as well as carbon and energy. The works would be required even if they did not reduce carbon / energy or deliver financial savings. For these projects any payback providing it delivers within the expected life of the element is a benefit.

Ref Project LeadCost Annual Saving Life

Pay back

% of Target YearCap’l

£,000Rev’ue£,000

Fin£,000

CO2

Tonnes01* Roof FGH AW 1,320 n/a 55 320 20 24 8.44% 2011

02 Lighting Trials, LEDS MLW n/a 2011

03* Plate Heat Exchangers RLI Boiler house and Heating and Hot Water.

AW 550 n/a 50 193 20 11 5.09% 2011

04 Lighting Trials, Controls MLW 5 n/a 2.4 16.4 15 2.1 0.43% 2011

Totals 1875 n/a 107 529 n/a n/a 13.95% n/a

4.2 Planned / Funded Projects

This section lists all the projects which are planned to take place, are well defined and have funding allocated with robust quantification of costs and savings.

Funding is in the process of being finalised for many other projects within the CMP and these are shown in ‘Near Term’ project listed below in 4.3. As the strategy matures and funding is allocated, the document will be reviewed and updated. Projects will begin to be moved to this section and relevant financial detail firmed up and included in the table below.

A number of other projects have been included in this section, but savings are not currently shown. This is because whilst it is known that these projects will bring both cost and environmental benefits and the project will be undertaken the exact benefit is still being quantified.

Ref Project Lead

Cost Annual Saving LifePay back


£,000Rev’ue£,000

Fin£,000

CO2

Tonnes

05* Boilers FGH AW 958 10 50 722 20-25 12 19.03% 2014

06* Boilers WGH AW 845 10 34 534 20-25 10.5 14.08% 2013

07* Roof FGH AW 849 0 44 256 30 6.75% 2015

08 Lighting Controls MLW 46 0 21.5 146 12 2.1 3.85% 2013

09 Clinical Waste disposal BR 0 TBC TBC TBC n/a TBC TBC 2011

10 Low energy high efficiency filters for AHU RLI

NG 18 0 12 100 5 1.5 2.64% 2014

11 Low energy high efficiency filters for AHU FGH

CR 8 0 5 42 5 1.5 1.11% 2013

12 Low energy high efficiency filters for AHU WGH

IJC 4.6 0 3 25 5 1.5 0.66% 2013

13 Travel Reduction BR TBC TBC TBC TBC n/a TBC TBC TBC

14 Improved Floor cleaning techniques

BR TBC TBC TBC TBC n/a TBC TBC TBC

DRAFT P a g e | 18


Ref Project Lead

Cost Annual Saving LifePay back


£,000Rev’ue£,000

Fin£,000

CO2

Tonnes

15 PC Controls SMH SW 0 2.5 12 74 n/a n/a 1.96% 2012

16 Reuse of Printer Cartridges PD 0 0 90 14 n/a n/a 0.37% 2012

17* Window replacement FGH JR 774 n/a 43 144 18 18 3.8% 2015

18 Building Fabric Delivery suite RLI

NG 21 0 14 130 n/a 1.5 3.43% 2013

Totals 3523.6 22.5 376.5 2187 n/a n/a 57.7%

n/a

4.3 Near Term projects

This section lists all the projects which are planned to take place but are not yet funded. These projects are fairly well defined and, the quantification of costs and savings fairly robust.

Costs for solar PV are shown as zero as the trust is exploring alternative methods of financing these. This will give the Trust the carbon benefit, without the capital risk.


Pay back


£,000Rev’ue£,000

Fin£,000

CO2

Tonnes

19 Solar Photo Voltaic FGH * MLW TBC** TBC** 112 1015 25 TBC** 19.03% 2012

20 Solar Photo Voltaic RLI * MLW TBC** TBC** 52 471 25 TBC** 12.42% 2012

21 Solar Photo Voltaic WGH * MLW TBC** TBC** 17 154 25 TBC** 4.06% 2013

22 Building Fabric Medical Unit II , Link corridor, Bromley corridor.

NG 30 0 15 63.5 12 2 1.67% 2014

26 Voltage Optimization MLW 120 n/a 35 232 25 3.4 6.12% 2012

27 AM & T and Awareness campaign

MLW 60 2.5 52 560 10 1.2 14.76% 2012

28 Flange & valve covers on steam lines RLI

NG 12 0 20 188 10 1 4.96% 2012

Totals 222 2.5 222 2683.5 n/a n/a 63.02% n/a

* These projects need to be progressed ASAP to ensure maximum benefit from the FIT** These projects will predominately undertaken by companies who will lease our roof space for the installation in return for use of the space we will receive a rental plus any electricity generated which we can use. Area’s that are too small to be leased we will look to install with our own finance

4.4 Medium to Long Term Projects

This section lists all the projects which have been identified to either reduce the carbon footprint of the Trust or alternatively increase patient comfort. These projects require further information to both plan them in detail and adequately define funding streams.


Pay back


£,000Rev’ue£,000

Fin£,000

CO2

Tonnes

23* Window replacement MU 2 RLI

SG 100 0 6.4 98 25 18 2.58% 2013

24 Printer Management LC TBC 0 TBC TBC TBC TBC TBC TBC

35 Flash Heat Recovery and TDS Control RLI

NG 18 0 4 22 12 4.6 0.58% 2013

36 Flash Heat Recovery FGH CR 11 0 1.8 9.5 12 6.5 0.25% 2015

Totals 129 0 6.4 129.5 n/a n/a 3.41% n/a

DRAFT P a g e | 19


4.5 Projects under Consideration

Further projects, under consideration which haven’t been fully costed at this time are shown in the table below. Given the anticipated short payback period for projects such as lagging, it is envisaged that as soon as costs are confirmed these will be funded out of the revenue budget. A carbon management programme is a fluid programme and again projects will be added to this list as they are identified.


Pay back


£,000Rev’ue£,000

Fin£,000

CO2

Tonnes

Lagging FGH Flanges and Valves

CR TBC 0 TBC TBC 12 TBC TBC TBC

Lagging WGH pipe IJC TBC 0 TBC TBC 12 TBC TBC TBC

Motor control Air Handling Unit Trial

MLW TBC 0 TBC TBC 15 TBC TBC TBC

Replace boilers at RLI with CHP and or Biomass elements

AW 1,500 0 TBC 722 20-25 TBC TBC 2016

4.6 Other Projects

A number of other projects have been identified and implemented by the Trust as part of this programme, which haven’t been quantified here. These include measures which have been driven by the procurement team. Measures include the recycling of printer cartridges and the reduction in the amount of stationery supplies.

The catering department are also active in a wide range of areas for example ensuring local supplies and working with other teams to reduce food wastage.

4.7 Projected Achievement towards Target

Based on the impact of existing projects and the anticipated timescales for planned and near term projects the graph below illustrates the expected movement towards the target of 20% reduction in CO2.

The potential savings delivered by sections 4.2 to 4.4 equates to

2011 2012 2013 2014 20150%

5%

10%

15%

20%

25%

30%

Progess to 20% Reduction by 2015

Target 20%% From CMP not weighted

DRAFT P a g e | 20


While the graph shows an over achievement of over 10% this is not the weighted figure from the Carbon Trust spreadsheet “Carbon Management Plan Project Register CMPR”. The weighted figure which takes into account the current status of projects is 20%. Although the Trust is committed to Carbon Management, it would be unwise, at this stage, to assume funding for projects not currently in the Trusts 5 year capital programme, therefore the projects set out in the previous sections present a realistic and comprehensive plan for the Trust to achieve its target.

2011 2012 2013 2014 20154,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

Progess to 20% reduction by 2016

Baseline 2008-09Target CO2CO2 Reduction from plan Not weighted

Year

Tonn

es C

O2

DRAFT P a g e | 21


5 Implementation Plan Financing

It has been predicted that energy costs will continue to rise at or above inflation for the foreseeable future putting an additional burden on the Foundation Trust’s finances. By implementing the carbon management plan and reducing carbon emissions the rising fuel costs will be mitigated.

Quoting from the NHS’s Sustainable Development Units document Sustainable Finances

“It is becoming increasingly clear that the environmental sustainability agenda has many financial implications and benefits. These can be easily highlighted in the annual reporting process and show the value that your organisation places on improving its sustainability credentials. The reporting process also deepens the association between the financial impact of a sustainability programme and the actions taken to pursue it.

Some mandatory monitoring and reporting already takes place in the NHS, driven by internal and external forces such as greenhouse gas emissions, energy consumption, waste generation and water use. But more can be done, and more will need to be done, as the sustainability and environmental impact of organisations comes under increasing public and governmental scrutiny (see the financial issues around the Carbon Reduction Commitment Energy Efficiency Scheme). Indeed, it is wise that NHS organisations begin to prepare for the implementation of a much more rigorous sustainability regime.

The NHS is the largest employer in Europe, and is a significant component of our regional and national economy. It has a huge carbon footprint because it not only is a vast procurer of goods and services, but also has an enormous energy intensive estate. Reducing NHS Greenhouse gas emissions is a legal requirement. However, at its current rate of emissions the NHS will fail to meet its legal targets and further action is required. NHS organisations need to consider how they can reduce their emissions and consequently become more sustainable.”

5.1 Summary of Financial Risks and Issues

The main area of risk to the Foundation Trust is the predicted above inflation rise in fuel costs. If we continue with business as usual this will result in an additional energy budget requirement of £1,015k given 7% increase year on year for energy inflation and 1.5% for electrical creep

Funded will be sought through either capital or revenue, for the following projects

Roof repairs FGH

Automatic Monitoring and Targeting

Awareness campaigns

Voltage optimisation

Installation of biomass boilers

Photovoltaic projects

The projects would then be implemented as approved.

5.2 Financing Criteria

Where capital funding is required to finance the scheme a business case is to be produced by the project manager, included in this business case the following is mandatory:

Investigate the possibility for external sources of funding Life cycle costing Payback within four years (exceptions apply) Carbon reduction quantified

DRAFT P a g e | 22


5.3 Internal and External Sources of Funds

For all schemes and projects it is essential that all external funding sources are investigated and applied for before internal funding is considered. Should a loan be and where the payback is of a similar time period to the loan then the revenue savings are to be ring fenced to service the loan.

If no external funding is available then a capital bid must be submitted which shall be compliant with the Foundation Trust’s existing policies and procedures.

Were low value non-capital spend to save schemes have been identified they will be prioritised by payback and fund from the revenue sustainability budget. We hope to set a budget in the region of £50,000 per annum for energy / carbon reduction projects. Any projects funded by revenue will have to pay back in less than 3.5yrs. The revenue funding from the table below would be used to undertake quick payback projects that present themselves going forward

From Capital 2011£,000

2012£,000

2013£,000

2014£,000

2015£,000

Grand Total

ALL Sites £1870 £192 £1043 £1006 £1634 0

From Revenue 2011£,000

2012£,000

2013£,000

2014£,000

2015£,000

Grand Total

ALL Sites £50 £53 £56 £59 £63 0

DRAFT P a g e | 23


Annual Revenue Savings By Site

New Revenue savings in year 2011 2012 2013 2014 2015 Grand Total

ALL 2 150 22 - - 174

FGH 55 147 5 50 87 344

RLI 50 72 20 27 - 169

WGH - - 54 - - 54

107.4 369 100.9 77 87 741.3

Annual Revenue Savings By Site 2011 2012 2013 2014 2015 Grand Total

ALL 2 152 174 174 174 677

FGH 55 202 207 257 344 1,065

RLI 50 122 142 169 169 653

WGH - - 54 54 54 162

Grand Total 107 476 577 654 741 2,557

Expected energy Inflation at 7% 2011 2012 2013 2014 2015 Grand Total

ALL - 0 22 39 54 54

FGH - 4 29 47 80 80

RLI - 4 18 32 53 53

WGH - - - 12 17 17

Grand Total 0 8 69 130 203 203

Annual inflated Revenue Savings 2011 2012 2013 2014 2015 Grand Total

ALL 2 153 196 213 228 792

FGH 55 206 236 304 424 1,225

RLI 50 126 160 201 222 759

WGH - - 54 66 71 191

Grand Total 107 484 646 784 945 2,967

DRAFT P a g e | 24


6. Actions to Embed Carbon Management in your Organisation

This section sets out our plans to embed the consideration of carbon emissions throughout our organisation. On embarking on the programme to develop a Carbon Management Plan, the Trust completed the Carbon Management Embedding Matrix to establish where we are now and also inform our decisions on where we want to be. Based on this exercise, the following sections set out our journey to embed Carbon Management within our organisation. A full assessment is attached at appendix A. A summary is shown in Table ** below (1 being the lowest score against each criteria, 5 the highest). It is our aim that our plans highlighted in the following sections will move the Trust to a level 4 in each area, 5 being the ultimate target. These actions will contribute to the Trust’s achievement of the target set out in the Carbon Management Plan and help embed a culture of carbon management awareness throughout the Trust community.

Table 4: Summary of Trust Scores in Carbon Management Matrix

Area Score

Policy 3

Responsibility 3

Data Management 4

Communication & Training 3

Finance & Investment 3/4

Procurement 4

Monitoring & Evaluation 3

To-date the Trust has made good progress in a number of areas, particularly in terms of data management and procurement as a result of the Trust’s approach to these areas. However there are still significant improvements to be achieved through improving policy, greater definition of responsibility, improved communication and training, and monitoring and evaluation.

6.1 Corporate Strategy – embedding CO2 saving across your organisation

University Hospitals of Morecambe Bay NHS Foundation Trust is committed to be a good neighbour to the community both locally and at large. We recognise that we like the NHS in general have a significant carbon footprint. We have become part of the Carbon Trust NHS Carbon Management Programme to assist us in playing our part in reducing the environmental impact of healthcare.

Our corporate strategy to embed CO2 savings across the organisation is detailed below.

Senior endorsement of the plan. The Trust Board have been fully supportive of the development of the Carbon Management Strategy. This plan has now been presented to and endorsed by the Trust Board, committing the organisation to this plan.

Publication of the plan. Our plan will be available on our website for both Trust employees and stakeholders in the local community. This will include the targets that we have set for ourselves.

Inclusion of the CO2 target in other high level plans. The Trust’s Sustainability Strategy provides the high level framework for all our individual plans and targets in this area. The Trust’s Sustainability Strategy is supported by the following strategies:

Procurement Pharmacy Estate Strategy Waste Disposal Catering Surgical Consumables

DRAFT P a g e | 25


Green Transport Plan IT Catering.

These strategies/plans must all be considered together to meet the overall sustainability targets of the Trust.

Individual directorate targets. At this stage individual directorate targets have not been set. However each directorate has been involved in the development of this plan to identify actions that each directorate can take/should investigate to reduce the emissions, associated with the work of the directorate. The progress of these actions will be monitored. For example pharmacy is currently evaluating the use of PVC-free IV bags, together with a number of other measures.

6.2 Programme Management.

This factor of embedding Carbon Management is covered in section seven of this Plan.

6.3 Responsibility – being clear that saving CO2 is everyone’s job

The Trust as part of the development of the Carbon Management Plan, set up a Carbon Management team to assist with identification of opportunities and selection of those to take forward at this stage. This has proved an invaluable process as interaction between the team members has aided the identification of opportunities. Going forward this team will continue to meet on a regular basis to monitor the progress of identified opportunities and aid with the identification of further opportunities.

In addition, to ensure that Carbon Management is embedded across the organisation and, is the responsibility of all indiviuals the following will be undertaken:

Communications exercised as detailed in Section 6.4 Investigation of the most effective way to establish carbon champions for Trust Investigation of the inclusion of specific carbon saving responsibilities in relevant job descriptions.

6.4 Data Management – measuring the difference, measuring the benefit

The Trust currently undertakes annual collation of CO2 emissions from Buildings energy usage, transport and waste. The Trust has identified the need to improve this regime to provide monitoring and reporting on a regular basis. In the first instance, this will be achieved through the existing metering in place, i.e. the fiscal metering through examination of half hourly electricity consumption etc. However given the size of each of the Trust’s premises it is difficult to identify the reasons for changes in use with this data, therefore going forward the Trust has identified the importance of installing sub-meters, and a more detailed monitoring system with regular reporting to those who can impact on usage.

The metering survey will identify Energy Account Centres (EACs) which are defined areas where responsibility can be taken by a single person for energy usage, typical areas will be kitchens, significant items of plant, building areas etc.

The Trust Energy Manager will be responsible for using the system and producing the relevant reports. The exact reporting structure will be determined once the meters are in place but the following is envisaged:

Weekly exception reporting to EACs to prompt action. Regular reporting to staff through existing communication channels and website, and

communications plan detailed in section 6.5 Regular reporting to patients together with information on the impact they can have on energy

usage.

Section 4 sets out the savings from this measure together with the cost of implementation.

DRAFT P a g e | 26


6.5 Communication and Training – ensuring everyone is aware

The Trust have already undertaken adhoc engagement initiatives for carbon management, for example during the course of producing the Carbon Management Plan, the Energy Saving Trust have had stands on all sites promoting the benetifs of carbon management. This was a initiative that was very well received.

The Carbon Management Team have identified that a co-ordinated awareness campaign is one of the key themes to embed a culture of carbon management throughout the organisation. The development of the campaign has involved a number of members of the Carbon Managment team including communications, estates, IT, and environmental services. The input of these disciplines has been sought to ensure that the campaign is attractive, and covers the key issues in a logical sequence.

The Trust will include a carbon awareness section in its Mandatory Training booklet which is issued biennually.

Regular training is provided to appropriate members of staff on safe working practices with regards to waste handling.. The carbon management team are currently identifying how to incorporate this into a programme of training on a range of health and safety and environmental initiatives.

The carbon management plan communications strategy is included as Appendix C

6.6 Policy Alignment

In parallel with the development of the carbon management plan, a number of policies/strategies which contribute to the sustainability strategy of the organisation have also been reviewed. A summary of the work in this area is given below:

Business Travel: The revised business travel policy was revised in December 2010. The aim of this policy is to reduce both costs and carbon impact;

Procurement: The procurement policy due for completion in March 2011 places a firm emphasis on the need to consider the environmental impact in all purchasing decisions;

Pharmacy: Pharmacy has already implemented a new policy to reduce waste in this area.

DRAFT P a g e | 27


7. Programme Management of the Carbon Management Plan

For the carbon management plan to fully realise its potential and reduce carbon emissions in response to the NHS Carbon Reduction Strategy, the Foundation Trust will establish a Sustainable Development Steering Group, chaired by the Director of Performance and Operations. This group will take overall accountability for:

Setting the direction of the programme Gaining commitment from stakeholders Establishing the targets Reviewing overall progress Making the changes self sustaining Communication.

A Carbon Management Programme Team will be formed to support the process, drive performance and provide training and guidance where needed.

A working group for each facet of the plan will be developed. Each working Group will develop key actions to deliver the project and achieve the Carbon Reduction targets.

7.1 Strategic Ownership and Oversight

Governance for the Carbon Management Plan implementation is illustrated below: The Sustainable Development Steering Group would report to the Trust Board on a six monthly basis.

Trust Board

Sustainable Development

Steering Group

Carbon Management Programme Team

Working Group Procurement

Working Group IT

Working Group Estates

Capital projects - AWCarbon Projects - MWRevenue Projects - GD

Top down leadership and Commitment

Bottom Up Implementation

The Carbon Management Project Team will support the work being carried out by the established Environmental and Sustainability Steering & Working Groups. The key aim of the Carbon Management Programme is to develop an understanding of our existing carbon footprint measures and formulate a carbon reduction plan to ensure that through our day to day activity we can reduce CO2.

DRAFT P a g e | 28


Each working group will develop key actions and objectives which will feed into a Sustainable Development Plan for the organisation to achieve the carbon reduction targets which will span from present through to 2050.

The following diagram represents the Management Control system to be employed to deliver the Carbon management Programme.

Annu

alM

onth

ly

Reporting

WorkPackage

PlanAction Log

TOR

Action Log

TOR

6 monthly Steering Group

Meeting

6 monthly Steering Group

Meeting

6 M

onth

ly

Action Log

TOR

Action Log

TOR

Carbon Management

Plan

Monthly Work Group

Meeting

Monthly Work Group

Meeting Action Log

TOR

Action Log

TOR

MonthlyProjectReport Monthly

Work GroupReport

AnnualProject Review

AnnualProject Review

Action Log

TOR

Action Log

TORCMP

ProjectSchedule

Bi MonthlyCarbon Mgt

Prog Meeting

Bi MonthlyCarbon Mgt

Prog Meeting

DRAFT P a g e | 29


7.2 The Carbon Management Team – delivering the projects

Role (Project Team) Name and position in Trust Contact details

Project Sponsor [Steven Vaughan][Director of Operations & Performance]

[01539 716696][[email protected]

Project Leader [Mike Wilkinson][Energy & Special Projects Manager]

[01524 516367][[email protected]]

Deputy Project Leader [Stephen Caskie][Assistant Energy & Special Projects Manager ]

[01229 491516][Stephen Caskie mbht.nhs.uk]

[Alex Shanks][Divisional Head of Facilities & Estate Services]


[David Passant][job title]


[Paul Dowell][Deputy Head of Procurement & Supplies]

[01539716632][[email protected]]

[Steve Fairclough][HealthCare Informatics]


[Roger Wilson)[Director of HR]


[Kam Mom][Pharmacy]

[phone number][email]

[Jackie Holt][Director of Nursing]


Benefits management

The overall programme will be monitored by the Energy and Special Projects Manager who will take on the role of project lead to ensure that schemes are progressing and targets and objectives are met. In addition each Working Group will monitor and report on schemes within their own sphere of influence.

Regular meetings of the carbon management project team will be chaired by the Energy and Special Projects Manager and the outcomes fed into the ongoing action plan. The Energy and Special Projects Manager will brief the Sustainable Development Steering Group.

Schemes will include a section on carbon emissions and where possible emissions will be quantified.

To ensure staff are informed of outcomes and developments which benefit the Foundation Trust and the environment the Carbon Management Programme Team will liaise with the communications team to raise the profile of carbon reducing initiatives via “in house communication The weekly news” and any other suitable publications.

DRAFT P a g e | 30


Reporting and evaluation

The Sustainable Development Steering Group will meet on a six monthly basis. The Carbon Management Project Team will meet initially on a monthly basis. The Environment and Sustainability Manager will report to the Deputy Director of

Estates who will evaluate the group’s performance and inform the Director of Estates as part of the performance review.

The Director of Estates will submit a yearly report to the Foundation Trust Board, which will contain the following:

o An updated carbon management plan.o Carbon emissions against targetso Progress on last year’s carbon management plano Benefits realisedo Action plan for the forthcoming yearo The Head of Corporate Affairs will publish updates based on the action plan so

that staff are aware of the benefits of the Carbon Reduction Programme.

7.3 Succession planning for key roles

Carbon Management is a corporate goal of the Trust. The Chief Executive & Director of Operations are committed to the success of this project. Progressing and achieving the aims of the carbon management plan will demonstrate the Trusts corporate responsibility.Over the next 5 to 7 years, key members to the project team will change. But the Trust is committed to ensure sufficient resource to this project until it is complete.

7.4 Stakeholder Engagement and Management and Wider Communications

The overall strategic objective of the NHS Carbon Management Programme is to reduce carbon emissions significantly by 2016. For University Hospitals of Morecambe Bay the Target is 3,715 Tonnes of CO2.

To achieve this objective it is vital that the Trust gains and sustains staff, patients and visitors support for carbon emission reductions.

The objectives of the Communications Strategy will be to:

Ensure all staff are aware of and engaged in the NHS Carbon Management Programme and the Trust’s commitment to the process.

Ensure that senior managers and staff are aware of the government’s Carbon Reduction Commitment scheme (CRC), the current structure of the scheme and the financial impact on the Trust.

Generate awareness and enthusiasm for carbon management in order to secure the necessary resources for carbon emission reduction.

Identify and engage with Environmental Champions throughout the Trust in wards and departments.

The above process is being facilitated by the following working group: Sustainability Group.

7.5 Stakeholder Engagement and Management

The table below illustrates the key stakeholders and highlights their influence on the carbon management plan.

DRAFT P a g e | 31


Individual or Group

Influ

ence

Red

uctio

n

Their interest or issues

Foundation Trust Board, Executive Team & Governors.

H L Promote UHMB Foundation Trust.To comply with legislation, national and local guidelines.To reduce costs and to be a socially responsible employer and neighbour.

Environment and Sustainability Steering Group

H H Team of senior managers from Corporate Affairs, Estates, Non Clinical Support, Information Technology, Procurement & Human Resources.Chaired by the Director of Operations & Performance

Carbon Management Project Team

H H Team of managers from Estates, Patient Environmental Services, Estates, Information Technology, Procurement & Human Resources. To instigate and sustain carbon reduction.

Corporate Affairs H M Promotes and writes articles relating to carbon saving initiatives.Ensures governance relates to consistent management, cohesive policies, processes and decision-rights.

Human Resources H M Staff transport emissions, data/targets (grey fleet)Staff relations, awareness training

Foundation Trust Environmental Champions

H H Leads on local initiatives, promotes good practice and suggests improvement schemes

All Foundation Trust Staff.

M H Actively involved in environmental issues in their sphere of influence.

Nursing M M Promote good practice.

Estates H H Promote good practice within Estates and to other departments.Provide awareness training.

Finance &Procurement, (including Pharmacy)

H M Promote low carbon purchasing policies. Provide low carbon procurement training for key purchasing groupsValue for money, include the requirement for whole life costing with Standing Financial Instructions.Reduce packagingWhere appropriate purchase locally from low carbon sources

Non Clinical Support

H H Fleet transport emissions, data/targetsCatering emissions, data/targetsWaste emissions, data/targets.Promote energy awareness initiatives via staff managed.Travel Planning, including patient and visitor commute

Information H M Computers, servers and printer emissions, data/targets

DRAFT P a g e | 32


Technology

DRAFT P a g e | 33

5

BEST

1

Worst


Appendix A: Carbon Management Matrix - Embedding

POLICY RESPONSIBILITY DATA MANAGEMENT COMMUNICATION & TRAINING FINANCE & INVESTMENT PROCUREMENT MONITORING &

EVALUATION

SMART Targets signed off by Board

Carbon reduction target fully costed and underpinned by quantified projects

Action plan contains clear goals & regular progress reviews

CM is full-time responsibility of a few people

CM integrated in responsibilities of senior managers

Chief Exec support Involvement of clinicians Part of all job

descriptions

Quarterly or better collation of CO2 emissions for scope 1 and 2

Systems being set up for scope 3

Data externally verified

M&T in place for: oBuildingsoWaste

Key staff given formalised CM: o Induction and trainingo Incentiveso Communications

CM matters regularly communicated to:o Full internal and external community, including patientso Key partners

Granular & effective financing mechanisms for CM projects

Finance representation on CM Team

Whole life costing embedded into procedures

Ring-fenced fund for carbon reduction initiatives

Senior purchasers consult & adhere to sustainable procurement policy (e.g. PASA or Forum for the Future guidance)

Sustainability integrated in tendering & evaluation criteria

Whole life costing Collaborative

procurement

Senior management review CM process

Core team regularly reviews CM progress and target

Plan and progress reports publicly available

Visible board level review

4

SMART Targets developed and quantified but not implemented

CM is full-time responsibility of an individual

CM integrated in to responsibilities of department managers, not all staff

Annual collation of CO2 emissions for: o Buildingso Transporto waste

Data internally reviewed

All staff given CM: o Inductiono Communications

CM communicated to:o External community o Key partners

Regular financing for CM projects

Cost estimate complete for most projects

Some external financing

Environmental demands incorporated in tendering

Familiarity with OGC and other best practice

Whole life costing for all major purchases

Core team regularly reviews CM progress:o Actionso Profile & Targetso New opportunities

quantification

3

Draft policy Climate Change

reference Carbon target set

but not quantified

CM is part-time responsibility of a few people

CM responsibility mainly within Estates

Collation of CO2 emissions for limited scope i.e. buildings only

Environmental / energy group(s) give ad hoc: o Trainingo Communications

Ad hoc financing for CM projects

Limited task management

No allocated resource

Whole life costing occasionally employed

Some pooling of environmental expertise

CM team review aspects including:o Policies / Strategieso Targetso Action Plans

2 No policy or target Carbon reduction

aspiration

CM is part-time responsibility of an individual

No departmental champions

No CO2 emissions data compiled

Energy data compiled on a regular basis

Regular poster/awareness campaigns

Staff given ad hoc CM: o Communications

Some idea of investment needed to reach target

Limited task coordination resources

Green criteria occasionally considered

Products considered in isolation

Ad hoc reviews of CM actions progress

No policy No climate or

carbon reference

No CM responsibility designation

CO2 emissions not measured

Estimated billing

No communication or training

No internal financing or funding for CM related projects

No Green consideration No life cycle costing

No CM monitoring

DRAFT


Appendix B: Definition of Projects

01 01 - Replace existing roof at FGH 2008 to 2011

02 02 - Lighting Trials, LED’s at RLI, WGH and FGH

03 03 - Install plate heat exchangers in RLI boiler house

04 04 - Lighting trials, install controls

05 05 – Boiler Replacement FGH

06 06 – Boiler Replacement WGH

07 07 - Replace existing roof at FGH 2011/12 onwards

08 08 - Rollout of lighting controls at RLI and WGH and FGH

09 09 - Clinical waste disposal and increase recycling

10 10 - To replace existing bag and panel filters in Air Handling Units AHU’s high efficiency low energy filters RLI

11 11 - To replace existing bag and panel filters in AHU’s high efficiency low energy filters FGH

12 12 - To replace existing bag and panel filters in AHU’s high efficiency low energy filters WGH

13 13 - Travel reduction

14 14 - Introduction of Micro fibre mopping system on floors in public areas PES0006

15 15 - PC energy management controls

16 16 - Reuse of Printer Cartridges

17 17 - Phased replacement of single glazed PVC windows with Double Glazed windows at FGH

18 18 - Building Fabric insulation

19 19 - Photovoltaic Cell FGH

20 20 - Photovoltaic Cell RLI

21 21 - Photovoltaic Cell WGH

22 22 - Building Fabric improvements RLI

23 23 - Flash Heat Recovery FGH

24 24 - Automatic TDS control Flash Heat Recovery

25 25 - Replace windows MU 2 RLI

26 26 - Voltage Optimisation FGH

27 27 - Automatic Monitoring and Targeting

28 28 – Lagging of Flanges & Valves at RLI

DRAFT


Project: Reference:

01 - Replace existing roof at FGH 2008 to 2011

Owner (person) Andy Waddington

Department Site FGH

Description Replace existing flat roof cover at FGH with more energy efficient materials

Benefits Financial savings: £54,789 Payback period: 24 years CO2 Emissions reduction: 320 tonnes of CO2

Funding £1,320,000Capital

Resources No additional resources required.

Ensuring Success

Projects Completed to date

Measuring Success

Project completed to time and budget. CO2 achieved.

Timing Completed

Notes While this project has an extended payback the main driver for this project is the general condition of the roof rather than the carbon saved.

DRAFT


Project: Reference:

02 - Lighting Trials, LED’s at RLI, WGH and FGH

Owner (person) Mike Wilkinson

Department Estates

Description To trial a small number of LED lamps across the Trust, Including Fluorescent Tube replacement LED’s and 600mm x 600mm flat panels.

Benefits Financial savings: £ [x] Payback period: [x] years CO2 Emissions reduction: [x] tonnes of CO2

Funding

Resources

Ensuring Success

Measuring Success

Timing

Notes The trial of the Fluorescent tube replacement has run into difficulties with the premature lamp output and colour degrading of the LED lamps. This has been discussed with the supplier and the faulty units are being replaced.

A smaller trial of 600 x 600 recess fittings is progressing but has not had sufficient time to be included in the CMP

The project cannot be rolled out at this time

DRAFT


Project: Reference:

03 - Install plate heat exchangers in RLI boiler house

Owner (person) Nigel German

Department Estates – boiler house - RLI

Description To rationalise Heating and Domestic Hot Water (DHW) system. Modernise existing plate heat exchangers and replace shell and tube calorifiers with plate heats.

Benefits Financial savings: £ 50,000 Payback period: 11 years CO2 Emissions reduction: 193 tonnes of CO2

Funding £550,000Operational cost negligibleInternal capital

Resources The project can be delivered within current resources

Ensuring Success

Funds have been allocatedSufficient contingencies have been allocated to allow for replacement of malfunctioning steam valves.Work scheduling must be meticulously planned to ensure continuous availability of heating and DHW services to patient and critical areas.

Measuring Success

Project completed to time and budget. CO2 achieved. On completion of project and 18 month monitoring cycle

Timing Start January 2011Complete July 2011

Notes An additional benefit of this project is to improve DHWS temperature control and therefore legionella control.

DRAFT


Project: Reference:

04 - Lighting trials, install controls


Department Estates

Description To replace 70 T8 Fluorescent Tubes with T5 Tubes and install dimming controls in corridor areas at WGH

Benefits Financial savings: £2,400 Payback period: 2.1years CO2 Emissions reduction: 16.4 tonnes of CO2

Funding £4,963

Resources revenue

Ensuring Success

Communicating the project to the staff in the area of the works to insure resistance to the change in lighting operation is eliminated / minimized

Measuring Success

Project completed to time and budget. CO2 achieved. On completion of project and 18 month monitoring

Timing February- March 2011

Notes

DRAFT


Project: Reference:

05 - Boiler Replacement FGH


Department Estates FGH

Description Replace obsolete steam rising Oil fired Boiler with Biomass and a dual fuel gas and oil boiler

Benefits Financial savings: £ 50,000 / annum Payback period: 12 years CO2 Emissions reduction: 722/ annum tonnes of CO2

Funding £364,916 Cost without Biomass £957,957. Cost With Biomass £593,035 Marginal cost Average over plant life there is an additional maintenance cost of

£10,000 /annum Internal Capital* 2012/2013 Capital Programme

Resources Some Semi skilled trade staff input for ash management Funded from savings

Ensuring Success

Board approval of capital programme for the year above. Suitable outcome to renewable heat incentive payments*

Measuring Success


Timing Milestones / key dates e.g.o start date: July 2012o completion date (when it will deliver savings): March 2013o One boiler installed by October 2012

Notes The boiler to be replaced is currently subject to an operating restriction and requires replacement. *The project payback is dependant on the level of the RHI for boilers of the required. The actual levels of payment are not yet finalized.

DRAFT


Project: Reference:

06 - Boiler Replacement WGH


Department Estates

Description Replace Obsolete Medium Pressure Hot Water Boilers at Westmorland General Hospital with a Biomass solid fuel element

Benefits Financial savings: £ 34,000/ annum Payback period: 10.5 years CO2 Emissions reduction 534 Tonnes CO2/Annum

Funding £491,164 Cost without Biomass £845,286. Cost With Biomass £354,123 Marginal cost Average over plant life there is an additional maintenance cost of

£10,000 /annum Internal Capital 2011/12- 2012/13 Capital programme

Resources Some Semi skilled trade staff input for ash management Funded from savings

Ensuring Success

Board approval of capital programme for the year above. Suitable outcome to renewable heat incentive payments*

Measuring Success


Timing Milestones / key dates e.g.o start date: July 2012o completion date (when it will deliver savings): March 2013o One boiler installed by October 2012

Notes The existing boilers are reaching the end of their useful life and need replacing the cost considered determining pay back is the marginal cost between the biomass and non biomass options.

Keeping the output of this boiler below 500kW would place it in the high band for incentive payments under the RHI. These could increase the savings by up to 200%. Giving a corresponding improvement in pat back.

*The project payback is dependant on the level of the RHI for boilers of the required. The actual levels of payment are not

DRAFT


Project: Reference:

07 - Replace existing roof at FGH 2011/12 onwards


Department Site FGH

Description Replace existing flat roof cover at FGH with more energy efficient materials

Benefits Financial savings: £ 43817 Payback period: 19 years CO2 Emissions reduction: 256.5 tonnes of CO2

Funding £849,135Additional operational costs zeroInternal capital


Ensuring Success

Board approval of capital programme for the year above.

Measuring Success


Timing Start June 2012Complete 2015

Notes This a six phase project, schedule still to be determined. The roof is life expired and needs replacing to remain serviceable

9248 m2 of roofing

DRAFT


Project: Reference:

08 - Rollout of lighting controls at RLI and WGH and FGH

Owner (person)

Department Estates

Description Install lighting controls, occupancy sensing and daylight tracking at WGH and FGH

Benefits Financial savings: £21,500 Payback period: 2.1 years CO2 Emissions reduction: 146 tonnes of CO2

Funding Cost £46,000

Resources

Ensuring Success

Measuring Success


Timing

Notes

DRAFT


Project: Reference:

09 - Clinical waste disposal and increase recycling

Owner (person) Barry Rigg

Department Facilities - Hotel Services RLI

Description Reduction in tonnage of clinical waste going for incinerationReduction in tonnage of out of date medicines being disposed of via clinical waste stream.Reduction of Waste to Landfill by 25% over the next 5 yrs by improved segregation. Hence increased recycling.

Benefits Financial savings: £150/tonne at RLI but waste not incinerated but will be treated and go into landfill which attracts landfall tax

Payback period: 5 years

CO2 Emissions reduction: [x] tonnes of CO2 Unknown

Funding N/A

Resources We offer a range of training and incentives for staff to encourage active travel (e.g. bike salary scheme, cycle mileage rates competitive with driving rates). We work with key partners to ensure there are safe, traffic-free routes to our buildings for cyclists and pedestrians. We work with other parts of the organisation to ensure a coordinated approach to active travel (e.g. HR, facilities management).

Ensuring Success

Training and Education, reduction in medicine stocks, investigate alternative bins for anatomical waste at RLI.

Team working between Patient environmental services and Pharmacy to investigate potential to reduce the amount of waste medicines going to clinical waste

Measuring Success

At Bi monthly Trust Waste Management meetings

Timing o start date: May 2011o completion date Annually to May 2016

Notes Reducing clinical waste by improving waste segregation saves money but does not reduce CO2.

Increasing recycling will give CO2 benefits

CO2

DRAFT


Project: Reference:

10 - To replace existing bag and panel filters in Air Handling Units AHU’s high efficiency low energy filters RLI


Department Air Handling Units, AHU across the site.

Description To replace existing bag and panel filters in 35 AHU’s high efficiency low energy filters across the Royal Lancaster Infirmary Site

Benefits Financial savings: £12000 Payback period:1.5 years CO2 Emissions reduction:100 tonnes of CO2

Funding £18,000 over 3 years Capital

Resources No additional resource, savings will be made on the installation and disposal of filters

Ensuring Success

The short payback should ensure finances are available The benefits will be maximized on installation with variable speed drives

(VSD)

Measuring Success

Reduced energy consumption – to give a clear metric to this it will be necessary to install meters (temp) for a period prior to and following the first installation.

Timing o January – February 2011o Savings will start immediately following installation with payback for

each installation being 12 to 18 months after completion

Notes

DRAFT


Project: Reference:

11 - To replace existing bag and panel filters in AHU’s high efficiency low energy filters FGH

Owner (person) Charles Russell


Description To replace existing bag and panel filters in 15 AHU’s high efficiency low energy filters across the Furness General Hospital Site

Benefits Financial savings: £5142 Payback period:1.5 years CO2 Emissions reduction: 42 tonnes of CO2

Funding £7,714.28 per annum over 2 years from revenue

Resources Savings will be made on the installation and disposal of filters

Ensuring Success


(VSD)

Measuring Success


Timing o April – May 2012o Savings will start immediately following installation with payback for


Notes

DRAFT


Project: Reference:

12 - To replace existing bag and panel filters in AHU’s high efficiency low energy filters WGH

Owner (person) Ian Cummings


Description To replace existing bag and panel filters in 9 AHU’s high efficiency low energy filters across the Westmorland General Hospital site

Benefits Financial savings: £3085 Payback period:.5years CO2 Emissions reduction:25.7 tonnes of CO2

Funding £ 4629 per annum for over 2 years from revenue

Resources Additional savings will be made on the installation and disposal of filters

Ensuring Success


(VSD)

Measuring Success


Timing o April – May 2012o Savings will start immediately following installation with payback for


Notes

DRAFT


Project: Reference:

13 - Travel reduction

Owner (person)

Department Facilities

Description Responsibility for healthy, sustainable travel is clear in our organisation. We have assessed our transport and travel options. We have calculated tour business travel, fleet and patient transport services. We have developed a plan with ambitiousObjectives to reduce travel and traffic, promote active travel and reduce carbon emissions. We have communicated this plan to staff, patients, visitors and the service users.

Benefits Financial savings: to be measured Payback period: ongoing CO2 Emissions reduction: [x] tonnes of CO2 to be measured

Funding None

Resources We offer a range of training and incentives for staff to encourage active travel (e.g. bike salary scheme, cycle mileage rates competitive with driving rates). We work with key partners to ensure there are safe, traffic-free routes to our buildings for cyclists and pedestrians. We work with other parts of the organisation to ensure a coordinated approach to active travel (e.g. HR, facilities management).

Ensuring Success

Accountability for healthy, sustainable travel is clear in our organisation. We are building up a long-term evidence base about our transport and travel impacts to inform future decisions. We have set ambitious targets for carbon reduction and for increasing active travel amongst our staff, and promoting this to our patients, visitors and in our community. We work closely with other parts of the organisation to ensure a coordinated approach to healthy, sustainable travel planning (e.g. by providing good cycle storage facilities).

Measuring Success

We set a leading example of healthy, sustainable travel for our community. We can demonstrate that our approach contributes toImprovements in health, and to meeting our sustainable development objectives, This is confirmed by workshop attendance. We encourage innovation in promoting healthy and sustainable travel both within our Estate and more widely in the local area. We share our ideas and learning with

other organisations.

Timing

Notes

DRAFT


Project: Reference:

14 - Introduction of Micro fibre mopping system on floors in public areas PES0006

Owner (person) Peter Thompson/Norman Paton/Sharon Granville

Department Facilities

Description Use of a system which uses microfiber mops and water rather than detergent, reduction in water business case current in developed stage

Benefits Financial savings: Unknown. Far less water would be used and no chemical (5 litres of water)

Payback period: 5 years

CO2 Emissions reduction: [x] tonnes of CO2 Unknown

Funding Project cost, e.g. the initial cost of implementing the project At RLI £8,300 @ RLI per trolley, start of project 8 trolleys required all three sites.

Operational costs, e.g. laundering costs Internal Budget to support project Say how /when decision on funding will be made April 2010

Resources No additional resources required

Ensuring Success

Training and Education, Cleaner wards and departments, infection risks and slips trips and falls from wet floors reduced

Measuring Success

Metrics for displaying performance or achievement include Infection control audits, Health and Safety risk assessment feedback

When success will be measured / evaluated At Bi monthly Trust Cleanliness Management meetings

Timing Milestones / key dates. To be plannedo start date: May 2011o completion May 2015

Notes

DRAFT


Project: Reference:

15 - PC energy management controls

Owner (person) Steve Wilkinson – Health Informatics Corporate Solutions Administrator

Department Trust

Description Implement Power saving policies on appropriate PC and Monitors Trust Wide

Benefits Financial savings: £12000 Payback period: nil CO2 Emissions reduction: 74 tonnes of CO2

Funding No funding required

Resources Minimal ongoing resources for IT PC setup

Ensuring Success

Adequate communications with staff to ensure equipment turned off when not in use

Measuring Success


Timing Project Start - March 2011 March 2012

Notes Set all PC’s on site other than those not in critical areas to switch off when not used for 1.5 - 2 hours We have selected what might seem quite a long period. This has been done deliberately to keep staff on board.

Depending on network usage, location in the trust etc PC’s can take some time to reboot, this can be very frustrating.

DRAFT


Project: Reference:

16 - Reuse of Printer Cartridges

Owner (person) Paul Dowell

Department Supplies

Description The trust has previously prohibited the use of refilled printer cartridges. To protect warranties and reduce printer maintenance. Research that the potential savings outweigh these disadvantages.

Benefits Financial savings: £[90,000 CO2 Emissions reduction: 14 tonnes of CO2

Funding No setup funding

Resources N/A

Ensuring Success

To ensure success departments and individuals need to be made fully aware that the purchase of new cartridges is against policy other than in special circumstances.

Measuring Success

Monitoring savings accrued from purchase of ink cartridges

Timing Project Start April 2011Completion March 2012

Notes

DRAFT


Project: Reference:

17- Phased replacement of single glazed PVC windows with Double Glazed windows at FGH

Owner (person) John Riley

Department Site FGH

Description The windows on the FGH are Obsolete and require replacement

Benefits Financial savings: £43,000 Payback period: 18 years CO2 Emissions reduction: 144 tonnes of CO2

Capital Programme 2012/ 2013 (check this)

Funding £773,998


Ensuring Success

Board approval of capital programme for the years+ above.

Measuring Success



Notes

DRAFT


Project: Reference:

18 - Building Fabric insulation


Department Estates

Description Install Cavity wall insulation and installation of ceiling insulation blankets in maternity delivery suite RLI

Benefits Financial savings: £ 14,130 Payback period: 1.5 years CO2 Emissions reduction: 130.1 tonnes of CO2

Funding £21,000Energy Saving Budget

Resources None

Ensuring Success

Load bearing capability of the suspended ceiling

Measuring Success



Notes

DRAFT


Project: Reference:

19 - Photovoltaic Cell FGH


Department Estates

Description To lease roof space at FGH for Third Party Photovoltaic Installation – a phased Scheme

Benefits Financial savings: £112,000 No pay back period if we lease roof space to 3rd Party CO2 Emissions reduction: 1015 tonnes of CO2

Funding External


Ensuring Success

Contracts with third part suppliers can be agreed.Roofs are in good condition to install PV panels on.Planning permission issues to determined.

Measuring Success


Timing Start date April 2012Completion Date March 2013

Notes

DRAFT


Project: Reference:

20 - Photovoltaic Cell RLI


Department Estates

Description To lease roof space at RLI for Third Party Photovoltaic Installation – a phased Scheme

Benefits Financial savings: £52,000 No pay back period if we lease roof space to 3rd Party CO2 Emissions reduction: 471 tonnes of CO2

Funding External


Ensuring Success

Contracts with third part suppliers can be agreed.Roofs are in good condition to install PV panels on.Planning permission issues to be determined.

Measuring Success


Timing Start date April 2012Completion Date March 2013

Notes

DRAFT


Project: Reference:

21 - Photovoltaic Cell WGH


Department Estates

Description To lease roof space at WGH for Third Party Photovoltaic Installation – a phased Scheme

Benefits Financial savings: £ 17,000 No pay back period if we lease roof space to 3rd Party CO2 Emissions reduction: [154] tonnes of CO2

Funding 1,000,000

Resources External

Ensuring Success

No additional resources required

Measuring Success

Contracts with third part suppliers can be agreed.Roofs are in good condition to install PV panels on.Planning permission issues to be determined.

Timing Project completed to time and budget. CO2 achieved. On completion of project and 18 month monitoring cycle

Notes Start date April 2012Completion Date March 2013

DRAFT


Project: Reference:

22 - Building Fabric improvements


Department Estates

Description Installation of ceiling insulation blankets - Building Fabric Medical Unit II , Link corridor, Bromley corridor.

Benefits Financial savings: £ 14,890 Payback period: 2 years CO2 Emissions reduction: 63.5 tonnes of CO2

Funding £30,000


Ensuring Success

Load bearing capability of the suspended ceiling

Measuring Success



Notes Start date April 2012Completion Date March 2013

DRAFT


Project: Reference:

23 - Flash Heat Recovery FGH

Owner (person) Charles Russell

Department Estates (Boiler house)

Description To recover waste heat after blow down from the steam boilers

Benefits Financial savings: £1,780 Payback period: 6.5 CO2 Emissions reduction: 9.46

Funding £ 11,113 Source of funding: internal. Capital Round 2013

Resources Limited additional resources required.

Ensuring Success

Allocation of funding

Measuring Success


Timing Start April 2013Completion March 2014

Notes

DRAFT


Project: Reference:

24 - Automatic TDS control Flash Heat Recovery

Owner (person) David Adair

Department Estates (Boiler house)

Description Flash heat recovery and automatic TDS control RLI

Benefits Financial savings: £ 4012.61 Payback period: 4.6 CO2 Emissions reduction: 22

Funding £18,308

Resources Limited additional resources required.

Ensuring Success

Allocation of funding

Measuring Success


Timing Start April 2013Completion March 2014

Notes

DRAFT


Project: Reference:

25 - Replace windows MU 2 RLI

Owner (person) Stewart Grimshaw

Department Estates

Description Replacement of single glazed windows in Medical Unit 2 at the RLI

Benefits Financial savings: £ 6,400 Payback period: 18.7 CO2 Emissions reduction: 98

Funding £120,000 Capital Programme 2012/ 2017 (check this)


Ensuring Success

Board approval of capital programme for the years+ above.

Measuring Success



Notes

DRAFT


Project: Reference:

26 - Voltage Optimisation FGH

Owner (person)

Department Estates

Description Installation of voltage optimisation equipment at RLI, FGH and WGH

Benefits Financial savings: £ 34800 Payback period: 3.4 years CO2 Emissions reduction: 232

Funding £120,000 Capital Programme 2012

Resources Annual support fee’s £2,500

Ensuring Success

Full site survey and electricity usage analysis required Board approval of capital programme for the years+ above.

Measuring Success


Timing Project Start April 2012Completion June 2012

Notes

DRAFT


Project: Reference:

27 - Automatic Monitoring and Targeting plus awareness campaign


Department Estates

Description Installation of Automatic Monitoring and Targeting at RLI, WGH and FGH please appendix C for awareness campaign.

Benefits Financial savings: £ 52,000 Payback period: 1.2 years CO2 Emissions reduction:560 tonnes CO2

Funding £60,000 Capital Programme 2012/ 2015


Ensuring Success

Full site survey required. Board approval of capital programme for the years+ above.

Measuring Success



Notes A figure of 2.5% of the consumption of electricity and gas has been used as the anticipated savings from AM&T

DRAFT


Project: Reference:

28 – Lagging of Flanges & Valves at RLI


Department Estates

Description Insulation of steam valves and flanges RLI

Benefits Financial savings: £ 20,000 Payback period: under 1 year CO2 Emissions reduction:188 tonnes CO2

Funding £12,000 Revenue 2012/ 2014


Ensuring Success

Site survey undertaken and quotation received Make funds available from sustainability budget

Measuring Success

Project completed to time and budget. CO2 achieved. Reduced temperatures in plant rooms and boiler houses


Notes The quotation for this work calculates a saving of £41,000 and 377.28 Tonnes CO2. This assumes that all flanges are currently un-lagged. This will not be the case although all flanges will benefit from renewing the lagging. For this reason we have reduced the savings by 50%

DRAFT


Appendix CCarbon Management – draft communications plan

Date Audience Message How Who Done

10 December 2010

Staff It’s coming…Introduce the carbon management plan – What is it?

Why are we doing it? etc.

Weekly News / website

LF / HS Yes

31 January / 1 February 2011

Staff Please be aware that lighting trials and install controls (4) are being carried out in corridor areas at WGH.

The existing lighting is relatively old and by fitting new, more efficient lights, we will save electricity. The new

lighting contains built-in motion detectors so that rather than being turned off, lights will become dimmed when corridors are empty and will return to full level when the

area is occupied.

Corporate Comms

Depending on outcome from

questions, potentially

Weekly News at some point.

MW / SC / LF / HS

W/C7

Feb

2 February 2011 Staff Introduce the carbon management plan – What is it? Why are we doing it? etc.

Work has already begun. Further information will be released in the Weekly News.

Team Brief HS Yes

DRAFT


4 February 2011 Staff / public Brief project update.We’ve told you about the carbon management plan…

this is what we’ve already achieved: Replace existing roof at FGH (1) – will save us

£54,789 per year. By improving the insulation on the roof it will reduce heating costs – the work is being done because the roof is life expired. The

energy savings are an added benefit.

Weekly News / website / Twitter

MW / SC / LF / HS

Yes

7 February 2011 Press / public Introduce the carbon management plan – what is it? Why are we doing it? Etc.

Examples of the types of activities that will take place.Idea of cost savings, carbon footprint impact, etc.

Link to Corporate Social Responsibility (CSR).Quote from Steve Vaughan.

Press release / Intranet /

Website / Twitter

LF/HS

18 February 2011 Staff Introduce green champions! Weekly News HS/LF

25 February 2011 Staff / public What will we be looking at?

As part of the carbon management plan, in the coming months we will be:

Installing plate heat exchangers in the RLI boiler house from Jan - July (3) – will save us £50,000


Nigel German / LF / HS

DRAFT


over 11 years – approx £4,545 per year. In addition to cost and carbon benefits, this will also control Legionella. How exactly will we save this

money?

Low energy filters are being fitted at the RLI (10a) – will save us £12,000 over 1.5 years – approx

£8,000 per year. This will save us money because the motors powering the Air Handling

Units will not have to work as hard.

18 March 2011 Staff Promote WWF Earth Hour - From London to Sydney, New York and Singapore, people across

the world will be switching off their lights on 26 March 2011 at 8.30pm (local time). It’s a

reminder to us all that we only have one planet Earth. And it’s an urgent message that we want to reduce the impact our energy system has on

that planet.

Weekly News LF / HS

25 March 2011 Staff Link the below launch of new policy to the plan.

PC energy management (13) – a power saving policy has been launched. Ask for support from

staff in ensuring PC equipment is turned off when not in use.

There are 3,500 PCs in the Trust and 400 get left on unnecessarily each night – check with Mike.

Weekly News Steve Wilkinson / LF / HS

DRAFT


Info for Comms team - How is the £82,398 saving calculated and how long will it take for us to

recognise this saving?

8 April 2011 Staff / public Brief project update. As part of the project, we will be looking at the following next month:

Reduction of clinical waste disposal and out of date medicines being disposed via clinical waste at the RLI (9) – Benefits and how staff can help,

i.e., ensuring clinical waste is disposed of in particular bins – will save us £150 per tonne.

Introduction of microfibre mopping system on floors in public areas (Page 14)

Info for Comms - What is this? All hospitals? When? What are the benefits? How much will it save us, if anything? It says in the plan that a

decision on funding hasn’t yet been made. If not, we will take this out of the plan.


Barry Rigg / LF /

HS

Peter Thompson / LF /

HS

22 April 2011 Staff / public MIKE’S TOP TIPS – what steps can you take to help save electricity – at work and at home? Facts / statistics /

fun analogies to support. Try and aim for three tips or more.

Weekly News / Website /

Intranet / Twitter

MW / LF / HS

DRAFT


Xx May 2011 Staff / public Will slot in one of the actions highlighted at the bottom where we need more info.


Intranet / Twitter

LF / HS

Xx May 2011 Staff / public Will slot in one of the actions highlighted at the bottom where we need more info.


Intranet / Twitter

LF / HS

5 June 2011 Public Today is World Environment Day. Are you doing your bit?

Twitter HS / LF

10 June 2011 Staff / public / press

As part of UK’s National Bike Week (18-26 June TBC), promote staff using bikes and tie back into the carbon plan activities. “Don't sit in your car stuck in traffic, get

some fresh air and exercise before you get into work. It will also save your travel expenses for the day.”

Travel reduction (11). What steps is the Trust taking to reduce carbon emissions/encourage other types of travel and what can staff do to

help? What sort of targets do we have? How are we doing against them at the moment? Will it

save us any money or is it more to do with emissions? Can we see the travel reduction plan mentioned? May be worth re-advertising this plan

as part of this article.

A few days before National Bike to Work day (Monday 20 June), remind staff and encourage them to come to

Weekly News / website / Twitter /

Press release (include more generic advice for the public)

Rysz Detko? / LF / HS

RD / MW /

DRAFT


work on their bike on that day. Can we offer any incentive? Last year, Dr Bike came in to offer free bike

checks?

Corporate Communications email / Weekly News (17 June)

SC / LF / HS

1 July 2011 Staff / public MIKE’S TOP TIPS – what steps can you take to save heating? Facts / statistics / fun analogies to support.


Intranet / Twitter

MW / LF / HS

22 July 2011 Staff / public / press

Review of year’s progress to date.

What steps have been taken and what are the benefits? Total cost saving over five / ten years, carbon emissions etc. (4, 1, 8, 3, 10a, 9, page 14, 13, 11) Some of these projects aren’t finished and will continue to run into next

year.

Weekly News / website /

Twitter / Press release

MW / SC / LF / HS

3 August 2011 Staff Review of year’s progress to date.


year.

Team Brief HS

5 August 2011 Staff / public Article on carbon friendly holidays / activities for the kid’s Weekly News / MW / SC /

DRAFT


summer holidays Website / Intranet / Twitter

LF / HS

26 August 2011 Staff / public MIKE’S TOP TIPS – what steps can I take to prepare my house for winter? Insulation, etc? Facts / statistics / fun

analogies to support.


Intranet / Twitter

MW / LF / HS

16 September 2011

Staff / public Will slot in one of the actions highlighted at the bottom where we need more info.


Intranet / Twitter

LF / HS

30 September 2011

Staff / public October is National Energy Awareness month. Carbon Footprint Day is 2 October.

Importance of preserving energy – impact on carbon footprint, global warming, etc. What can we do to help

this?

Also reference to staff and the public preparing for the winter months – taking extra care to save money for both own home and the Trust. Any top tips? House calculator

or how to stay warm tips on Energy Saving Trust Website.


MW / SC / LF

2 October 2011 Staff / public Today is Carbon Footprint Day. Twitter LF

DRAFT


14 October 2011 Staff 24 – 30 October 2011 (TBC) – Energy Saving Week

Any top tips for saving energy. Link to Energy Saving Trust – perhaps they could write something or come and

do demos for staff?

Weekly News LF/HS

Xx November 2011



Intranet / Twitter

LF / HS

Xx November 2011



Intranet / Twitter

LF / HS

Xx December 2011



Intranet / Twitter

LF / HS

Xx December 2011

Staff / public / press

End of year updateWhat steps have been taken and what are the benefits? Total cost saving over five / ten years, carbon emissions

etc. Some of these projects aren’t finished and will continue to run into next year.

Weekly News / Website / Intranet /

Twitter / Press release

LF / HS

DRAFT


XXXXX XXXXXRollout of lighting controls at RLI/WGH/FGH (8):

When?Description?

Benefits?Timing?

XXXXX XXXX

XXXXXX XXXXX LED lighting trials (2) – the plan says it is unable to progress. Should we take this out completely or is it

likely to restart? If it is, any idea of when?

XXXXXX XXXXXX

XXXXX XXXXXX Reuse of printer cartridges (14) – As far as we are aware, this is already happening. There is a list on the supplies intranet page that lists original cartridges and

the cheaper alternatives that should be used.

XXXXXX XXXXX

XXXXXX XXXX (16) (17) (18) (page 23) – blank pages. XXXXXX XXX

XXXXX XXXXXX Building fabric insulation at the RLI (19) Description?

Timing?

XXXXXXX XXXXX

DRAFT


XXXXX XXXXXX Photovoltaic cell at FGH (18a)Photovoltaic cell at RLI (18b)

Photovoltaic cell at WGH (18c)Description?

Timing?

XXXXXX XXX

XXXXXX XXXXXXX Building fabric improvements (26) – When?

Description?Timing?

XXXXX XXXX

XXXXXX XXXXX Automatic TDS control Flash heat recovery (30b)Where?

Detailed description on what it involves?Funding?

Resources?Ensuring success?

Measuring success?Timing?

XXXXXX XXXXX

XXXXX XXXXX Flash heat recovery (30b)Where?

Description?

XXXXX XXXXXX

DRAFT


Timing?

2012

4 January 2012 Staff Review of year’s progress to date.


year.

Team Brief LF

April 2012 Staff / Public Replace existing bag and panel filters FGH (10b)Info for Comms - When? Detailed description on what it

involves?


Charles Russell /

LF

April 2012 – March 2019

Staff / public Replacement of obsolete windows at FGH (15)Info for Comms - Where? Detailed description on what it

involves? Resources? Ensuring success?Measuring success?

Replacement of single glazed windows at FGH (20)Info for Comms - Is this the same as the above? If it is, the figures are different – which one should we use?


John Riley / LF

DRAFT


June 2012 - 2015 Staff / public Replace existing flat roof cover at FGH with more energy efficient material (7)

Comms team need a detailed description on what it involves


Andy Waddingto

n / LF

July 2012 – March 2013

Staff / public Replace obsolete boilers at FGH (5) / WGH (6) Weekly News / website / Twitter

Andy Waddingto

n / LF

DRAFT


Appendix D

RLI - Option 1 Unit affected Moved to Area M2

Relocate and dispose Springville house MU 1 - 1,718

Southfield MU 1 - 1,117

Relocate and Demolish Physiotherapy and OT Med II - 590

Bromley Corridor Med Services O/P Dermatology - 460

Hotel Services MU 1 - 116

Old Med Eng MU 1 - 94

Night Nurses Home – Occ. Health Pointer court – MU 1 - 490

Bleep House Pointer Court - 163

Various Portakabins Pointer Court - 120

Spring Field flats MU 1 - 348

New Build 100 Bed 2 floor Unit + 3360

Extensions to A & E + 311

Multi Deck Car Park Existing Car park + 400

Total -1145


Relocate and dispose Springville house OPD - Dermatology - 1,718

Southfield MU 1 - 1,117


Bromley Corridor Med Services MU 1 - 460






Spring Field flats MU 1 - 348

New Build 100 Bed 3 floor Unit with A & E + 5,040


Total 224


Relocate and dispose Southfield MU 1 - 1,117


Bromley Corridor Med Services O/P Dermatology - 460






New Build 100 Bed 3 floor Unit with A & E + 5,040

New Main entrance (Centenary and Women’s Unit

+ 900


Total 224

DRAFT


FGH - All Options Unit affected Moved to Area

Relocate and Demolish Demolish Ward !0 Education Centre - 733

Transfer to Cumbria Partnership Dane Garth - 2,153

Total -2886

WGH - All Options Unit affected Moved to Area

New Build Linear accelerator +754

DRAFT

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