The 20-hospital system's commitment to use its resources responsibly isn't new. What's new is the more systematic approach being taken.
SSM Health has not been living its mission as effectively as it could be—at least when it comes to its mission outside the clinical environment.
That external mission, which can encompass energy consumption, advocating on environmental issues, and investment choices, has usually been seen as outside a provider's core mission by many, if not most, hospitals and health systems.
Indeed, it is, but that doesn't mean environmental concerns aren't important, or that they don't serve the organization's broader mission of improving the health of communities—even if that community is the earth itself.
So the 20-hospital, St. Louis-based health system is changing its policy in order to commit to specific targets for improvements in those areas, says Michael Panicola, the system's senior vice president of mission, legal, and government affairs.
"It's one of our core commitments to use our resources—natural, human, and financial— responsibly and to care for the environment," he says.
"Our efforts, by and large, aren't new. We've been doing all of this in pockets; but it's right to frame it as a more systematic approach to environmental sustainability."
In other words, where SSM Health has fallen short, it has not been from lack of effort, but, perhaps, from lack of organized effort.
After all, the system has grown significantly in recent years, at least partly through acquisition, and is now in four states. But ever-determined to improve, SSM Health is putting some muscle behind the drive to become better attuned and committed to improving health more broadly.
The new multifaceted approach to stewardship involves becoming a member of the Healthier Hospitals Initiative, a consortium of health systems that offers guidelines for reducing energy consumption and waste.
As part of its commitment to Healthier Hospitals, SSM Health has committed to reducing energy use by 3%, achieving a 25% recycling rate, and reducing regulated medical waste to less than 10% of total waste.
SSM Health has also adopted an investment strategy that eliminates investments in the "Filthy 15" and directs managers to divest the health system's investments in coal production companies and expand investments in entities that generate a measurable beneficial social or environmental impact.
Over the years, SSM has already diverted more than 20% of its waste to recycling processes, has increased compliance with keeping potentially hazardous items, such as batteries and light bulbs, out of landfills, and has reduced its overall energy consumption by installing more energy-efficient lighting and electrical systems.
Panicola says the initiative comes from the highest levels in the health system, because the members of the organization's leadership council not only recognize that such actions complement the mission of improving health, but that they also make good business sense.
"Historically one of the obstacles to health systems engaging in these efforts is the thought of the upfront costs…in a time of narrowing margins and shrinking budgets," he says.
"There are many things competing for limited dollars and the initial response was that this was going to be an expense, but systems that have engaged systematically, while upfront costs can be significant, actually save money through better recycling, safely reusing materials, and lowering energy costs."
Philip Betbeze is the senior leadership editor at HealthLeaders.