Sustainability is not a bolt-on exercise that will allow us to meet In the of keeping the language simple, we want to keep the plan legislative requirements… itself simple too. This will help us to focus on the action that staff and stakeholders need to embed into their individual roles and Sustainability is a strategic tool that, as we build it into and embed it responsibilities. into our operational plans, will help us to meet our organisational This year we are focusing on five priority areas where we believe we will objectives, and those of our NHS and UK evaluators. make the biggest impact, where we can build on existing activity and where we know that we have the current resource within our organisation How we will be accountable for our activity? How we design services to social & environmental value? Language How we procure and contract services that maximise social and environmental value? The term "sustainable development” is often used interchangeably with How will we terms such as corporate social responsibility, social value, triple-bottom support and engage our staff, providers and GP members to improve our sustainable outcomes? line and an array of other terminology. How we evaluate our activity? But terminologies and meanings are be ambiguous the world – sustainability itself has many connotations… often leaving people thinking about financial or environmental in isolation To reduce misunderstanding, and to help our staff, stakeholders, partners and the public engage with our sustainability plans we are using a language that we hope all can relate to. Provider Engagement Over 99% of our environmental impact (CO2 emissions) sits within our We have developed our sustainable activity to focus on the supply Although yet unmeasured we believe that this figure will be improvement of three within our communities: Local; Equal; similar for our social impact too. ‘values’ Green; It allows us to ask the same question through any activity that we do: Our providers, therefore, must be an integral part of our Sustainable Development Management Plan if we are to make a positive difference. we improve the local community and economy; can we improve “Can In to decide how we can improve our performance through our the equality felt among our residents; can we improve the environment providers, we must first understand how and where the impact lies, what and green spaces with our communities” is already being achieved, and which areas can make the most, and the quickest, improvements. Keeping it simple
Sustainability is not a bolt-on exercise that will allow us to meet legislative requirements… Sustainability is a strategic tool that, as we build it into and embed it into our operational plans, will help us to meet our organisational objectives, and those of our NHS and UK evaluators. Language The term "sustainable development” is often used interchangeably with terms such as corporate social responsibility, social value, triple-bottom line and an array of other terminology. But terminologies and meanings are be ambiguous – the world sustainability itself has many connotations… often leaving people thinking about financial or environmental in isolation To reduce misunderstanding, and to help our staff, stakeholders, partners and the public engage with our sustainability plans we are using a language that we hope all can relate to. We have developed our sustainable activity to focus on the improvement of three ‘values’ within our communities: Local; Equal; Green; It allows us to ask the same question through any activity that we do: “Can we improve the local community and economy; can we improve the equality felt among our residents; can we improve the environment and green spaces with our communities” Keeping it simple In the of keeping the language simple, we want to keep the plan itself simple too. This will help us to focus on the action that staff and stakeholders need to embed into their individual roles and responsibilities. This year we are focusing on five priority areas where we believe we will make the biggest impact, where we can build on existing activity and where we know that we have the current resource within our organisation How we will be accountable for our activity? How we design services to social & environmental value? How we procure and contract services that maximise social and environmental value? How will we support and engage our staff, providers and GP members to improve our sustainable outcomes? How we evaluate our activity? Provider Engagement Over 99% of our environmental impact (CO2 emissions) sits within our supply Although yet unmeasured we believe that this figure will be similar for our social impact too. Our providers, therefore, must be an integral part of our Sustainable Development Management Plan if we are to make a positive difference. In to decide how we can improve our performance through our providers, we must first understand how and where the impact lies, what is already being achieved, and which areas can make the most, and the quickest, improvements.
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