1205 Sustainable healthcare climate action through networking, supporting and learning

Abstract

<h3>Aims</h3> The aim of the project was to create a supportive platform for discussion and action around sustainability in healthcare by setting up a multi-disciplinary health board green network to allow members to develop and share knowledge, improve skills, and develop sustainability projects in the health board (HB) and local area. <h3>Methods</h3> Staff members interested in sustainability in the HB were identified and added to a teams channel, members made owners of the team to enable them to add colleagues independently. A HB group email address was set up and an initial teams meeting arranged. The format for the meeting was; introductions, the purpose of the group, compassionate collective leadership principle ground rules, information on what was happening nationally and within the HB, the HB sustainability action plan and the communications strategy. The second half of the meeting concentrated on gaining feedback from the group. This included projects underway and prospective, barriers and challenges faced. Aswell as change ideas for the Green group. The group was also publicised via the HB intranet and website. PDSA cycles which included the measuring number of members of the group once per month were undertaken. Change ideas were created using collaborative feedback from Green group members, <h3>Results</h3> Initially the group started with 33 members of staff from many different staff groups across the hospital including executives, estates, waste, medical staff, nursing staff and therapies. In PDSA cycle one, the first meeting was held which was attended by 26 members of staff. In PDSA cycle 2 the number of members rose to 45. In PDSA cycle 3, this rose to 71 members. Numerous resources for sustainable practice have been shared with the group. Individual sub specialty communities of practice are developing as part of the green group to tackle specific projects and issues. The projects identified from the first meeting included 8 clinical, 4 waste, 1 transport, and 3 biodiversity. Barriers identified from feedback included themes around time, resources, knowledge and support in their departments. Many prospective projects were identified. Planned change ideas for the future green group events and team channel include; having regular non hierarchical meetings, sharing best practice and case studies, Q and A sessions and sustainable healthcare education sessions. Collective climate leadership was shown via communication with the HB leadership team of the barriers to sustainable practice in healthcare, advocating for supporting staff to be trained in sustainable QI, advocating for the embedding of sustainable QI into the HB QI methodology. <h3>Conclusion</h3> The climate crisis is a health crisis. Urgent action to increase the sustainable value of healthcare is needed by maintaining high quality care underpinned by financial, social and environmental value. This project shows that with compassionate collective leadership we can support each other on the challenging journey and advocate for the transformation of our health services so that we can provide sustainable care to our future generations. Healthcare professionals as one of the most trusted professions can be a lever for the change we need to see in the rest of society.