Navigating Sustainability Challenges In Sustainable Healthcare And Medical Services – Dr. Elizabeth Baca serves in multiple advisory roles nationally and globally, providing systems thinking that supports innovation in health care delivery and promotes overall health and well-being, while recognizing that health equity and sustainability are central to this work. She previously served on the faculty of general pediatrics at Stanford Medical School and directed the community pediatrics and child advocacy rotations and served in the administrations of California governors Brown and Newsom. Baca studied health policy at Universidad Simón Bolivar in Venezuela, received a master’s degree from the Harvard Kennedy School of Government and an MD from Harvard Medical School.

Neil is a Deloitte Life Sciences and Healthcare practice leader and leads Deloitte’s market-leading Future of Health™ practice, which focuses on innovation, redesign and transformation of business and operating models. Neil’s work brings to life the award-winning ideas behind the bold and forward-looking vision for the future of healthcare that he co-authored in 2018. Neil has over 20 years of experience advising healthcare organizations on critical strategic issues and serving clients. across the entire ecosystem, including biotech, medtech, health insurers, hospitals and healthcare retail. He is also the lead partner in Deloitte’s global collaboration with Israel’s world-class Sheba Tel Hashomer Hospital, a partnership aimed at helping provider systems and governments replicate the success of Sheba Tel Aviv’s innovative healthcare ecosystem. Neil lives in New York City and holds an MBA from London Business School and a BA from the College of William and Mary.

Navigating Sustainability Challenges In Sustainable Healthcare And Medical Services

Michael Joseph Johnson is a manager at Deloitte Consulting LLP and has extensive experience in healthcare transformation. His work has focused on financial operating model transformation, payer-provider convergence, digitally-enabled patient pricing experiences, and innovative contracting and pricing strategies. He also leads Deloitte’s climate change and healthcare strategy and offerings.

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Jay Sekhon is a Deloitte Consulting manager who leads complex operational transformations for both healthcare providers and payer organizations, helping them improve patient outcomes, achieve strategic priorities and move toward a more equitable, sustainable and resilient healthcare system.

Wendy Gerhardt, Deloitte Services LP, is a research director in Deloitte’s Center for Healthcare Solutions. She is responsible for conducting research to inform healthcare system stakeholders about new trends, issues and opportunities. Prior to joining Deloitte, Gerhardt held various positions in healthcare system strategy/planning and healthcare information solutions research. She holds a bachelor’s degree in business administration from the University of Michigan and a master’s degree in health policy from Northwestern University. She is based in Detroit.

This report outlines key climate risks to the future of healthcare and suggests strategies healthcare organizations can use to build more resilient operations.

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As the complex relationship between climate change and human health becomes increasingly clear, physicians, life sciences organizations and health systems have begun to respond. The medical research community now fully recognizes climate change as the “greatest threat” to global public health.

This report outlines key climate risks to the future of healthcare and suggests strategies healthcare organizations can use to build more resilient operations. Below is a summary of key insights that will help industry leaders develop new business plans, mitigate environmental impacts, adapt their operations to changing conditions, and help create a more equitable and sustainable healthcare system for all.

Climate change threatens life on every continent, worsening many health conditions everywhere and harming vital factors in our overall health and well-being. Both environmental threats to health and associated impacts on other health factors (eg, socioeconomic impacts on communities) are increasing as extreme climate events become more common.

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Each of these events entailed a very real cost to human health. The winter storm and frigid temperatures in Texas, for example, overwhelmed hospitals and emergency departments (EDs), severely disrupted healthcare operations, and forced the cancellation of elective surgeries.

On the other hand, a heat wave in King County, Washington led to an increase in heat-related emergency room visits over one weekend in June 2021.

Given the impact of these increasingly frequent extreme environmental events and conditions on human health, many stakeholders in the healthcare ecosystem are finally beginning to sense a broad sense of urgency. The medical research community is now fully aware of the impacts of climate change on human health, with more than 200 medical journals publishing an unprecedented joint statement last September calling it the “greatest threat” to global public health.

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The issue has become a priority for the US government, and human health has played a much more central role in the dialogues at the UN global climate conference COP26. And as part of a broader portfolio of environmental, social and governance (ESG) priorities, companies across the sector are increasingly focused on reducing their operational footprint, even as they begin to address the health impacts of climate change.

For example, Intermountain Healthcare has made climate change an organizational priority, driving investments in renewable energy, decarbonization and energy efficiency. And even for health plan organizations with lower direct emissions than their suppliers and life sciences peers, climate and sustainability initiatives have become leading priorities. For example, over the past few years, Centene has become increasingly focused on environmental and climate issues, focusing not only on reducing emissions but also on the impact of environmental factors on the health of its members. Healthcare ESG coalition groups have also become important players in recent years as organizations have begun to directly address climate-related issues.

Organizations like Bon Secours Mercy Health have joined healthcare ESG coalition groups, such as the nationwide Healthcare Anchor Network, to collaborate across organizations on social determinants of health, including those impacted by environmental issues.

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At the same time, healthcare is rapidly shifting its focus from reactive disease management to a model that equitably and proactively promotes the health and well-being of populations. This shift is likely to continue to accelerate as data and technology deployed in a decentralized manner directly to consumers outside of traditional care settings will allow us to have “always-on” measures of health, better understand the underlying causal mechanisms of health, and improve health. -being and predicting illnesses and infirmities. This shift alone predicts dramatic changes for healthcare industry players, requiring new business models from both incumbents and disruptors. However, climate change and its associated impacts may pose a major challenge to realizing this healthier future.

Not only does climate change contribute to a host of health problems, but it also has the potential to worsen health inequalities that industry has only begun to seriously address.

This is because the communities most vulnerable to the impacts of climate change are typically those least prepared to cope with and recover from the physical, economic, mental and social devastation that accompanies it.

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Indeed, tackling the “biggest threat” to global public health is no easy task. This will likely require healthcare organizations to reduce their significant carbon emissions, transform their operations to meet emerging needs, and engage the entire sector in creating more sustainable supply chains. Organizations must understand the vulnerabilities of the patient populations they care for, as well as the expected climate impacts from a geographic perspective for the regions they serve. As first responders to health crises and as health and wellness organizations, life sciences and healthcare organizations have a responsibility to demonstrate resilience in challenging times and contribute to creating more healthy communities. Without changes at the organizational level to improve climate resilience, a healthier and more equitable healthcare future cannot be achieved.

By 2040, Deloitte envisions a world in which seamless collaboration between stakeholders focused on health and well-being will be the norm. This is a consumer-centric future of health in which data, technology and new ways to prevent disease and promote health are readily available. The future of healthcare is organized around the consumer, not the healthcare provider, and the consumer owning their own data. This is an environment where digital transformation is taking place, enabled by always-on sensors; radically interoperable data; artificial intelligence; and open, secure platforms—stimulating innovation and change. This progress will impact not only how, when and where care is provided, but also who will be responsible and the types of services, products and businesses in the industry. More information can be found in our published report.

We can no longer ignore the inextricable link between the health of our planet and the health of our people. As healthcare leaders, we have a responsibility to protect our patients and the communities we serve from the health impacts of climate change. This is a moral and business imperative, and at its core, climate change is a health equity issue. Caring for the Earth is part of caring for the people who rely on us. — Lloyd H. Dean, CEO, CommonSpirit Health

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Outside clinical settings, there are social, economic and environmental factors that account for 80-90% of the “modifiable factors influencing health outcomes.”

Central to the future of healthcare is the recognition that treating these health factors is essential to providing more holistic, equitable and proactive care (Figure 2).

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