“It ain’t (just)
what you
do..”
Perspectives on
Social Sustainability
Sara Bordoley, CSR Manager, 1 July 2014
www.england.nhs.uk
NHS England
The main aim of NHS
England is to improve the
health outcomes for
people in England.
6000 staff nationally
Improving patient experience
Commissioning
Technology, systems and data
Partnerships and relationships
Direct commissioning
Quality improvement and
clinical leadership
Our governing frameworks
Patient safety
Patient involvement
Strategic and Operational
Planning 2014 to 2019
Emergency Preparedness,
Resilience and Response
(EPRR)
www.england.nhs.uk
“ The NHS belongs to the people.”
The NHS Constitution
Why does NHS England consider
(social) sustainability important?
Our organisation and healthcare has impacts - can be positive or
negative
Managing these impacts positively is important to us responsibility, legal, image, financial, staff retention…. But
because it makes sense….
www.england.nhs.uk
Social sustainability
living
wage
resilience
education
community
poverty
ethics
inclusion
environment
equity
Ensuring a Strong, Healthy and Just Society
Meeting the diverse needs of all people in
existing and future communities, promoting
personal wellbeing, social cohesion and inclusion,
and creating equal opportunity for all.
employment
access
cohesion
self
esteem
mental
and
physical
health
housing
social
capital
wellbeing
www.england.nhs.uk
safety
participation
economy
Determinants of health
living
wage
resilience
education
community
poverty
ethics
inclusion
environment
employment
Supports mental and physical health
and wellbeing
access
equity
cohesion
self
esteem
mental
and
physical
health
housing
social
capital
wellbeing
www.england.nhs.uk
safety
participation
economy
What can we do? (The main aim of NHS England is to
improve the health outcomes for people in England)
Goal 3 - Every opportunity contributes to healthy lives,
communities and environments
NHS England
Health
care
services
The way we
do it
Health
www.england.nhs.uk
Its ain’t (just) what you do…
It’s the way you do it..
www.england.nhs.uk
1. HEALTHCARE
www.england.nhs.uk
Models of care
www.england.nhs.uk
• Central to our ambition is to place the patients and the
public at the heart of everything we do.
www.england.nhs.uk
Patient and public involvement
‘We encourage patient and public participation
in the NHS, treat them respectfully and put
their interests first. This allows us to
develop the insight to help us improve
outcomes and guarantee no community is
left behind or disadvantaged’.
• Youth Forum
• NHS Citizen
• Engaging the transgender
community in developing the
medical model
• 22 Voluntary Sector strategic
partners
• Guidance - Transforming
Participation in Health and care,
2013
•
•
Processes are collaborative (way
you do it)
System leadership
www.england.nhs.uk
Utilising assets and developing
capacity
www.altogetherbetter.org.uk
www.england.nhs.uk
Equity
www.england.nhs.uk
2. COMMISSIONING
How we commission - Social Value Act 2012
•
All public bodies in England and Wales, including
local authorities, are required to consider how the
services they commission and procure might
improve the economic, social and environmental
well-being of the area.
•
“Social value” is a way of thinking about how scarce
resources are allocated and used. It involves looking
beyond the price of each individual contract and
looking at what the collective benefit to a community
is when a public body chooses to award a
contract. Social value asks the question: "If £1 is
spent on the delivery of services, can that same
£1 be used to also produce a wider benefit to the
community?"
•
Direct commissioning
(aprox £20 billion)
•
Indirect commissioning
(aprox £80 billion)
www.england.nhs.uk
Embedding the Act
Funded by the London Borough of
Lambeth and NHS Lambeth Clinical
Commissioning Group. Supported and
grown by the people of Lambeth
Provides a real opportunity to make positive change in the local community,
encourage partnership/ whole systems approach and develop resilience.
• Good examples
• Awareness
• Application/good practice
• Measuring (commissioner and provider)
www.england.nhs.uk
Global supply chains
www.england.nhs.uk
3. OPERATIONS – part of the community
• Socially responsible
employment
- Staff
- Employability schemes e.g.
apprenticeships, work
experience
• Employee volunteering
• Local economy and
procurement
• Local community impacts
• NHS England is a national
organisation
www.england.nhs.uk
Scale and impact of the NHS
• NHS deals with over 1
million patients every
36 hours (NHS Confederation,
2014)
• 8% GDP at a national
level (Kings Fund)
www.england.nhs.uk
•
1.4m employees (2011)
•
50.6 % qualified clinical
staff (NHS Confederation, 2014)
How do we know we are making a
difference?
Challenge to understand outcomes and impacts
• Positive vs negative
• Location specific
• How, who and when (boundaries and knock on
effects)
• How measure?
www.england.nhs.uk
Personal perspectives on social
sustainability
Its what you do (thing)
And the way you do it (process)
Locally appropriate - who says what's right?
Moral and ethical angles
We are talking about individuals
We are talking about people over short and long time
periods in complex global systems.
There are knock on social, environmental and economic
effects
What are the absolutes?
www.england.nhs.uk
Sara Bordoley
CSR Manager, NHS England
sara.bordoley@nhs.net