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Turn off the lights or 1000 little steps

Turn off the lights or 1000 little steps. Kady Cowan Behave Energy Conference University of Oxford, UK September 4, 2014. Big Picture. University Health Network (UHN) – Largest hospital group in Canada.

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Turn off the lights or 1000 little steps

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  1. Turn off the lights or 1000 little steps Kady Cowan Behave Energy Conference University of Oxford, UK September 4, 2014

  2. Big Picture • University Health Network (UHN) – Largest hospital group in Canada • Energy and Environment (EE) – UHN hospital department dedicated to sustainability • Energy Management – EE strategy includes technical, process and behaviour change • Operation TLC: Care to Conserve – EE program to close the gap between values and behaviour

  3. What is TLC? Broadly • Roots in Community Based Social Marketing Value people, culture, process and technology equally • Develop a process and set course for the future Moving toward a lights off culture • Account for complexity in healthcare landscape • Imposing a prevention mindset, competing priorities • Turn energy conservation from abstract Make it personal at work imbedded into the fabric of UHN

  4. Result: We have achieved a self-sustaining, scalable, effective, fun and no cost program What is TLC? Specifically • Target audience: champions and management • Goal: Eliminate use of excess electricity, get people talking about TLC • Target behaviours: lights, computers and equipment off • Process: Goals, Commitment, Feedback, Celebration

  5. Broaden Scope - Help from managers Cast a wide net - Recruit staff INSIGHTS Identify Target - easy dpts. Identify Target - self-selected TIME – move from imprecise phases of hunch to proof

  6. Always On My Mind STRATEGY REFLECTION TOOL CULTURE PROGRAM ORGANIZATION OPERATION RESULTS

  7. Energy Ecosystem Interactions INFORMATION STRATEGY OPERATION INFLUENCE INSIGHT RESULTS REFLECTION TIME INTERACTION

  8. Sustainable program Relevant Metrics Possibility STRATEGY Impact Process Fit in @ UHN Why does it matter? 2007 TIME 2014

  9. Success and Barriers Program requirements Implement OPERATION What Works? Champions Support Keep talking about TLC 2007 TIME 2014

  10. Monitor and Measure Build on Success Baseline RESULTS Who’s asking? Proof Adjacent Benefits 2007 TIME 2014

  11. Follow the enthusiasm Successes in common Noise REFLECTION Signal Improve Trends 2007 TIME 2014

  12. Organization Wide Impactfirst quarter of 2014 • Energy – Consumption Saving 17,000 GJ (6%) • Dollars – avoid spending £293k / $535k (CND) • Leadership – More resources for Operation TLC • Culture – More lights off this year compared to last

  13. Organization Wide Impactprojections for 2014 • Energy – 68,000 GJ (24%) not including staff time and effective investment in the future • Dollars – £1.29 million / $2.35 million at least £165k / $300k from behaviour • Leadership – CFO asking for energy impacts of all capital projects • Culture – People all over UHN talk about TLC everyday

  14. Departmental SuccessesToronto Medical Discovery Tower • Shut the sash (2011) 100 fume hoods consume 5 x the air when open • One month after TLC • compliance was already at 88% • Behaviour climbed and stuck through December • Adjacent benefits of TLC • Celebration = More socially cohesive lab environment

  15. Departmental SuccessesRadiation Medicine Program • Engaged physicians • Achieved 28% of their saving target in 6 months (2009 audit) • Lighting off overnight jumped from • 19% to 39% • Computers off overnight • 38% to 48% • From this first year of auditing we found that potential savings in each department at UHN = $1000 (CND)

  16. Departmental SuccessesPathology Frontline staff never give up Achieved 23% of their saving target in 6 months (2009 audit) Today all lights are off after hours Laboratories have some of the greatest potential to conserve Staff come up with new ideas at regular meetings

  17. Departmental SuccessesNeuro Rumsey Quick win After TLC computers off went from 32% to 92% in 3 weeks Looking for next win

  18. What’s Next? Program Components • Help managers make time for staff to fit in TLC • Reporting horizontally and vertically what we see and what we know • Describe compelling scenarios of the future Proof • Micro pilots/Proof of concept • Evaluation protocol Collaboration • Offer ourselves as a research lab • Seeking partnerships

  19. Thank You. Kady Cowan kady.cowan@uhn.ca Blog ::: www.talkintrashwithuhn.com Twitter ::: www.twitter.com/UHNTalkinTrash Facebook ::: www.facebook.com/talkintrashwithuhn

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