The Sustainability of Sustainability

Recently, given changes in the federal government’s priorities, some have questioned whether hospitals and healthcare systems will continue to work to improve the environmental sustainability of their operations, which are estimated to represent more than eight percent of total U.S. greenhouse gas emissions. If attendance at this year’s CleanMed conference was any indication, the answer is a resounding “yes.” More than 800 people, on par with last year’s attendance, showed up in Atlanta for the event (even without the 40 or so representatives from the Veterans Administration who attended last year).  

Those who did attend included your “usual suspects” – sustainability leaders and supply chain professionals, the latter particularly important given that a significant portion of the carbon footprint and waste generated by hospitals can be traced to the decisions made about the products procured for use in patient care and to run healthcare facilities. What was striking to me was the breadth of participants, which included more than 170 practicing clinicians,  as well as researchers, manufacturers, group purchasing organizations, and a growing number of payors. 

One of the attendees was Dr. John Balbus, who received the Visionary Leader Award from Healthcare without Harm (HCWH) at the conference. As leader of the White House Office of Climate Change and Health Equity during the Biden Administration, Dr. Balbus launched the Health Sector Climate Pledge, a voluntary commitment signed by more than 140 organizations, including those representing over 1200 hospitals (nearly 20 percent of US hospitals). With the closure of his office, Healthcare without Harm (HCWH) has launched a similar initiative, dubbed the Health Sector CARES (Climate Action, Resilience, and Equity Solutions) Pledge. The CARES pledge commitments are similar to the White House effort, including:

• Cutting direct greenhouse gas emissions (e.g., from fossil fuels consumed on site for energy use, medical waste incineration and transportation, etc.) and purchased energy (e.g., from utilities) in half by 2030 and achieving carbon neutrality by 2050.
• Developing a publicly available climate resilience plan to keep health facilities operating (e.g., during extreme weather events) that takes into account the needs of vulnerable populations.
• Naming an executive-level leader for this work within six months of signing the pledge.
• Creating an inventory of Scope 3 carbon emissions (those related to procured products and services) within one year of signing the pledge. 

Many of the speakers at the conference also addressed the myth that sustainable procurement is more expensive. Here are some examples of how supply chain is helping save the planet and money for their organizations.

• Nearly 70 percent of hospitals have already switched anesthesia gasses from carbon-intensive desflurane to lower emission and less expensive sevoflurane. By doing so, Yale New Haven realized an annual savings of $1.2 million; its largest hospital alone eliminated 1600 tons of carbon dioxide emissions (the equivalent of 360 gas powered cars). (Healthcare without Harm)
• U.S. hospitals and ambulatory surgery centers that used reprocessed single use devices in 2023 collectively saved more than $465 million, while keeping nearly 98 million pounds of carbon dioxide out of the atmosphere. (Association of Medical Device Reprocessors) 
• University of Maryland Medical Center saved close to $750,000 in waste disposal fees over 15 years through the use of reusable gowns and drapes. (Practice Greenhealth)
• By installing nearly 1500 solar panels on buildings, the University of Nebraska Medical Center cut its energy costs in half. (Better Buildings Solutions Center)

Advocating for and shepherding these kinds of programs often takes a dedicated sustainability leader, and even adding a new position can generate a quick return on investment. Several of the speakers at the conference spoke about how they convinced their leadership to create sustainability positions by promising their salaries would be easily covered by the savings they would generate.  One of those leaders – Sara Wohlford from Carillion Clinic – was able to document $250,000 in just the first year, well beyond what it cost to create her new role. 

How are you evaluating the financial and environmental sustainability of your supply chain decisions?