SPECIAL FOCUS Pursuing the ‘responsible’ supply chain
Sustainability initiatives emerge from reactive, proactive efforts by Rick Dana Barlow
ustainability used to evoke executive eye-rolling or delegated pet projects for branding and publicity purposes and not much more. No longer.
S Healthcare organizations increasingly
have grown to recognize the financial, operational and social features, costs and benefits of sustainability as a business strategy as well as a patient service. It’s a “green” issue that can lead to “in-the- black” outcomes.
Whether environmental services or sup- ply chain implements a holistic program or individual “green Lean or Six Sigma” practices, they’re taking sustainability seri- ously and factoring that issue into product evaluations and contract negotiations. From product design, sourcing, produc- tion and packaging to distribution, utiliza- tion and either recycling, repurposing or disposal, sustainability has established its spot on the podium of leading strategies. How pervasive and successful have these initiatives become? Certainly, they’re popular among the ecologically aware and passionate evangelists for environmental improvement.
Making a case From ecological and environmental perspectives, sustainability projects and programs seem logical, but financial and operational viewpoints question their practicality among the pantheon of priori- ties they face.
To satisfy reform measures, facilities tend to concentrate on what they consider more essential functions. So unless an organization successfully embeds sustain- ability issues into its corporate culture, those issues can take a back seat to “more pressing” topics such as information technology upgrades and reimbursement improvement, for example.
When selecting the right sustainability projects to pursue, to sell to administra- tion for approval and to clinicians for participation, you have to recognize what’s available to you, according to Rick Beckler,
Director of Environment, Hospital Sisters Health System, Springfield, IL “You have to understand the resources available to lead and be part of any process,” Beckler insisted. “Do you have a lead person? Is it [his or her] only responsibility or is it an add-on to an already busy colleague? Developing
Rick Beckler
a team to share in the responsibility and to bring to the group all the resources helps to lessen the load and also keeps the positive spirit flowing as projects and ideas come to development and successful initiation.” Beckler further suggested looking to the local community and seeing what ongoing programs draw interest that can reinforce healthcare efforts. Having an active sustainable community will provide many resources to support projects,” Beckler continued. “One last thought is to partner with your vendors and the resources and programs they have in place. They may be looking for someone to be part of a sustainable initiative.” Halyard Health has demonstrated its commitment to sustainability for more than a decade through waste recycling programs, according to Judson Boothe, Vice President, Global Product Supply, Halyard Health. “The pro- grams began as an initiative to reduce landfill waste. Now Halyard has not only reduced its material use, it has reduced its waste to landfill. Through concerted
Judson Boothe
effort, Halyard has now maintained great- er than 99 percent diversion from manu- facturing landfill for the past three years. Currently, it’s maintaining 99.79 percent landfill-free in manufacturing waste. And Halyard has turned it into a profitable business, making nearly $5 million per year on secondary material sales, proving that waste reduction can be profitable.” But Boothe urged healthcare organiza- tions to focus on more than just the money aspects.
10 September 2015 • HEALTHCARE PURCHASING NEWS •
www.hpnonline.com “Sustainability projects are more than
just philanthropic endeavors,” he said. “The best alignment for a project is one that makes improvements environmentally, economically and socially. For instance, a recycling program can reduce landfill impact, reduce hauling and landfill costs, and create greater employee satisfaction and alignment across the organization. It is one activity that requires everyone to par- ticipate to be 100 percent successful, and creates measureable achievement. The abil- ity to measure a program means it can be managed more effectively. Measurement creates the foundation for goal-setting and generates a track of habits and changes in effectiveness.”
Virginia Mason Health System chooses its sustainability projects carefully, accord- ing to Brenna Davis, M.S., Virginia Mason’s Director of Sustainability. “At Virginia Mason, we select sustainability proj- ects that benefit health and well-being, either through improved quality of care or improved quality of life,” she said. “If a project is outside these parameters, then it is not core to our work, and we do not pursue it. The most successful projects do both — improve quality of care and improve quality of life. For example, our Supply Chain team recently worked with our Environmental Services team to begin purchasing paper towels with recycled content. This project reduced cost and contributes to improved quality of life by reducing toxins in the environment.”
Brenna Davis
Many healthcare organizations may wonder how to take the first steps toward sustainability, according to Janet Howard, Director of Member Engagement, Practice Greenhealth. “Think strate- gically about what’s achiev- able for your organization, considering factors unique to your organization such as the changing organizational culture, level of leadership
Janet Howard
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