“it ain’t (just) what you do..”

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“It ain’t (just) what you do..”Perspectives on Social SustainabilitySara Bordoley, CSR Manager, 1 July 2014

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NHS EnglandThe main aim of NHS England is to improve the health outcomes for people in England.

6000 staff nationally

Improving patient experienceCommissioningTechnology, systems and dataPartnerships and relationshipsDirect commissioningQuality improvement and clinical leadershipOur governing frameworksPatient safetyPatient involvementStrategic and Operational Planning 2014 to 2019Emergency Preparedness, Resilience and Response (EPRR) “ The NHS belongs to the people.”

The NHS Constitution

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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….

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safety

Ensuring a Strong, Healthy and Just SocietyMeeting the diverse needs of all people in existing and future communities, promoting personal wellbeing, social cohesion and inclusion, and creating equal opportunity for all.

Social sustainability

education

self esteem

ethics

equity

cohesion

resilience

social capital

housing

employment

mental and

physical health

community

wellbeing

inclusion

living wage

participation

environment

economy

access

poverty

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safety

Determinants of health

education

self esteem

ethics

equity

cohesion

resilience

social capital

housing

employment

mental and

physical health

community

wellbeing

inclusion

living wage

participation

environment

economy

access

poverty

Supports mental and physical health and wellbeing

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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

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It’s the way you do it..

Its ain’t (just) what you do…

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1. HEALTHCARE

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Models of care

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• Central to our ambition is to place the patients and the public at the heart of everything we do.

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‘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’.

Patient and public involvement

• 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

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Utilising assets and developing capacity

www.altogetherbetter.org.uk

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Equity

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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)

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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)

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Global supply chains

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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

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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)

• 1.4m employees (2011)

• 50.6 % qualified clinical staff (NHS Confederation, 2014)

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Challenge to understand outcomes and impacts• Positive vs negative• Location specific• How, who and when (boundaries and knock on

effects)• How measure?

How do we know we are making a difference?

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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?

Sara BordoleyCSR Manager, NHS Englandsara.bordoley@nhs.net