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Hello, everyone. Welcome to uh the session on accelerating implementation. Um Please feel welcome to introduce yourselves in the chat. So we know who's here. Um My name is Ria. I'm uh a nurse by background and currently working at NHS England as a clinical sustainability nurse specialist. I'm gonna hand over to Catherine to introduce the session. Hi, everyone. Welcome to this session on accelerating implementation. My name is Catherine, er and I work as a research fellow in sustainability at um with NIH R's research support service hosted by Lancaster University and partners. Um Today we're talking about implementation and what exactly do we mean by implementation? So, implementation of research is the process of applying study findings or evidence based practices into real world settings. And just to bear that in mind as we listen to the talks um in the next couple of minutes. Uh So what do we make um in terms of format, uh the presentations are gonna go first and then we're gonna return to some um questions and comments. And can we, I also ask you to put um questions or comments that in the chat and then after the presentations, we're gonna have a chat with the speakers. And finally, could I remind the speakers to stick to seven minutes maximum, please? So everyone has a chance to present. And first up we have Peter who's gonna be talking about approaches and tools for the decarbonisation of NHS trusts over to you, Peter. Yeah. Oops. Sorry. A bit of a preview. Good afternoon. Everybody. Can you hear me? Hear me? All right. Uh My name is Peter. I'm a research fellow for sustainable health care um and Circle Economy at the Broad and Sussex Medical School. And today I will present to you some ideas uh I believe will help with uh accelerating the implementation of decarbonization strategies of NHS trust and obviously build up on some of the great work that is being done currently, which finally presented just before the break. So I will start with my talk with outlining some structural challenges that we have identified on local trust levels in terms of implementing uh decarbonization strategies uh which will then be followed by a discussion on what other healthcare organizations across the world have done. Um And I will conclude with some policy recommendations that we believe will really um get us where we want to be in terms of uh dec carbonizing the NHS and achieving the, the zero commitment that we all know. So I'm actually very lucky to be talking after fan on this because she more or less covered everything that I needed to say in terms of the overarching things. So you already know that uh healthcare has a large carbon footprint that the NHS has committed to be uh net zero by 2045. And you're probably already familiar with uh the two figures here on the left. What I do wanna pay some attention to you is that uh trust in England are legally required to publish green plans, which are documents that outline the sustainability strategies. And um they were required to publish their first situations in the financial year of 2021 2022 and the due to update them. Uh actually by the end of next month, trust are also required to update the progress against the green plans in the annual reports. And the reason why I'm sharing this with you is because recently we've had the pleasure to analyze all of the available green plants in the first situation as well as the latest available uh annual reports for the financial year 2023 2024. And our analysis of these documents uh led to some slightly worrying conclusions. First of all, our automatic analysis of the green plant strategies showed that uh on a systemic, on a structural level decarbonization of NHS England Trust is still decentralized and uncoordinated. And um whilst we did find evidence for large lateral engagement with sustainability strategies amongst trust, the number of trust adopting each strategies varied greatly with little indication or evidence of why some strategies are being prioritized and others are not. We also conducted a quality assurance of the strategies by comparing them with the smart framework smart being the abbreviation for specific measurable achievable relevant and time bound. And we found that only 7% of the trust had comprehensive smart targets across the four sectors of carbon emissions which are estate and facilities travel, transport, supply chain, procurement and on site medical usage. Um Trust significantly struggled with creating measurable and time bound uh objectives. Moving on to our analysis of annual reports, we found that less than 50% of the trust have successfully reported the measurable estimate of the changes they have implemented. And we're not talking here about carbon footprint per se because trusts are not required to update the carbon footprints or to publish carbon footprint data. But we're talking about any sort of measure of indication of the direction in which the trusts are moving. And finally, we also found little evidence that the changes so far have brought desired decarbonization as 40% of the 28 trusts which have actually published updates on the carbon footprint plus indicated an actual increase in comparison with a baseline. And it seems that there is significant bottom up engagement and obviously, as finally presented earlier today, um great amount of effort being done top down. Uh in terms of guidance, there are still some structural challenges need to be addressed in order to get where we want to be. So we decided to investigate what other health care organizations across the world have done uh when facing similar structural challenges and sustainability. Uh For this purpose, we identified several case studies including NHS Scotland Norway and uh the Regional Health Care Board of Ontario Canada. And we found significant evidence that these systems have um benefited strongly from disseminating evidence, evidence based and expedite sustainability mandates which prioritize measurability of progress and tied them up with some sort of measurable indicators whether that would directly or indirectly related to carbon footprint. This uh measurable data was also centrally collected um and published on public databases which allowed for transparency for accountability and for communication between health care or local healthcare organizations. Uh And finally, the systems try to keep their members accountable on the sustainability commitments to various strategies ranging from financial aid to other governance mechanisms. And I understand. Oops, yeah, I understand that the presentation so far has kind of painted a bleak picture and perhaps it's not a bit critical. I want to reiterate that. As I said, there is significant bottom up engagement, there is a lot of efforts on the top down level. And we just believe that the policy recommendations that I will present to you now will kind of steer this process and this immense effort that has been in in in the right direction, in terms of addressing the issues that I just talked about. Um these are based on the success stories that are shared. But yeah, I we are a strong advocate of um creating and disseminating more centralized guidance and mandates with more focus and measurable and time bound objectives which will allow for a more systemic uh coordinated and centralized effort. Then this new measurable data we uh strongly recommend should be uh collected centrally with uh a bit more robust oversight and control over either annual carbon emissions or the uh relevant carbon oh, sorry, relevant measurable indicator. And we believe that these data should be uh publicly available on centralized databases. Uh because this will enable system wide transparency accountability in front of the public as well. It will allow for identifying uh for the areas of research, perhaps problematic areas that need to be better understood. It will also force to this kind of culture of communication between trusts where they understand that they are all together um in this efforts um and have a conjoined kind of front against this. Thank you so much, I think. Yeah, that was all for me and I'm looking forward to your questions. Thank you. Thank you so much, Peter. Perfect timing as well. Um Any questions? Yes, please pop them in the chat. Uh So we're gonna hand over now to uh and her presentation on the Shine 10 Step framework. Hello. Uh I hope you can see that now. Um Hi, my name is Karen Taylor. I'm the Assistant Sustainability manager at Newcastle Hospitals. Um And I've um been asked to speak to you today about our uh sh 10 step framework, which is a kind of practical um attempt to implement embedding sustainability from ward to board. Um So just quickly, where does this, where did this sort of stem from in terms of our strategy? Um We have a vision to um embed sustainability across the organization and we have some goals to help us achieve that. Um And one of the themes that we work on is people. Um So the under the, the Green Plan guidance that was mentioned by M Peter, the um they talk about workforce and leadership. So it's a similar, a similar um topic. Um And the idea you know about people is that the sustainability.