The ultimate sacrifice

A short blog this week., after the events in Westminster my thoughts are with all those involved in this tragic event.

It took just 82 seconds for the carnage and loss of life to take place. The after effects will be never ending.

The response by both the public and the emergency services typified everything that is British and I am sure I am not the only one who wants to thank all those involved, one of whom paid the ultimate price defending democracy and doing his job.

I thank you all.

Stay safe, stay vigilant

Back room services

As the financial year begins to draw to a close the normal events and reminders start to pop in to our inboxes. The joys of the annual stock take, reminders about completing mandatory training and the requirements to complete career conversations ( Appraisals) with staff all signify this time of the year as much as the first mince pies in the shops indicate the coming of Christmas.

Most of my blogs focus on our operation team and responses to incidents but I thought perhaps I should look at the "backroom" services. these are essential to the running of a large organisation like ours their hard work and support behind the scenes enables us to respond and deliver high quality patient focussed care.

So who do we start with? I think our scheduling team who are tasked with getting the correct people in the right place to provide 24/7 cover are a core function. Wait.... what's that the fleet team ensuring we have vehicles for staff to go on. NO.. No ... our stores team ensuring that our staff have drugs and consumables to use once deployed to a shift and on a vehicle. The HR team for recruiting those staff in the first place.......the research team  for ensuring we are using best evidence based practice running alongside the Clinical team who work with all our local stakeholders to develop care pathways and also contribute to national programs. What about our resilience team who ensure we are able to respond to significant or major incidents, provide expert support and ensure we can continue to deliver business as usual during significant incidents. We also have a 24/7 logistics desk which a "one stop shop" for accessing our backroom teams out of hours. Alongside this like any normal business we have a procurement team, finance team, payroll, and all the normal everyday administration functions, all of whom contribute to the day to day running of SWASFT and delivery of patient care.

As you can see this is just the tip of the iceberg of the teams that ensure operations can deliver the  clinical care to our patients. If I have not mentioned your team directly I apologise.

I have not mentioned our clinical hubs, 111 and the urgent care service which all form part of the SWASFT family delivering care to the residents and visitors to the south west.

The other thing the end of the financial year tends to signify is the start of the holiday seasons and the associated increase in population and call volume.

Just in case your wondering 281 days until Christmas!!!!!

Stay safe

What do we do in a day?

After the excitement of the past few weeks it's back to the main day job this weekend.
So as the Operational Officer, Duty Officer for East Dorset, what have I been up to during my shifts?
Friday morning  handover from the night officer a few minor things to be aware of. Vehicle daily inspection to ensure it is road worthy and has all the necessary equipment,  supplies and drugs and then preparation for our division daily conference call at 0800 our.

This call looks at each sectors performance , potential issues for the day including hospital bed states and handover delays. It also looks at staffing and possible influences from the weather or local events. As I had been off for a few days, once the call was over I had the chance to wade through my inbox and deal with any matters arising.

Then it was a trip to the other two stations in our sector and also the two acute hospitals.

I was then tasked to a incident on the beach and there was great patient focused , multi agency working between the ambulance service, police, coastguard and fire and rescue to bring the incident to a positive closure.

The afternoon became busier with some stacked calls and several vehicles at hospital leading to some  handover delays. A call letting me know a member of staff had gone sick and  regular monitoring of handover times and incidents bought the day to close. Handover to the night ops officer and the sector looks in a good position.

Saturday saw me covering the 1100 - 2100 shift lots going on in the patch including premier league football. After checking my vehicle and a trip down to the local acute hospital it was back to Bournemouth Station and  a productive day with an appraisal completed and written up, several minor problems around the patch easily sorted. A DATIX (adverse incident) investigated and closed with feedback to the the crew.Also mobilised to three incidents. Unfortunately I was then unavailable as the vehicle I was using developed a defect. Whilst waiting for the duty fitter to arrive I continued to monitor the hospital handover times and dealt with a couple of other problems by phone.

Handover to the night DO was done with little to pass over other than he was going to have to swap vehicles not the greatest of starts to his shift

As you can see a varied mix of things we do on a day to day basis. No two days are the same and each shifts presents a variety of challenges to deal with.

Back in today 1100 -2100 again so let's see what today brings.

Stay safe 

Commander Courses

This week I have been in Exeter at the Ambulance Special Operations Centre, home to one of  our Hazardous Area Response Teams and the Emergency Preparedness, Response and Recovery directorate of the trust.
Over the five days I attended the trusts new Operational, Tactical and Strategic training courses. These courses are designed to ensure all staff who may be called upon to perform a commanders role at an incident are suitably trained and have proved their competence against the national occupational standards. However this is only the start as all commanders will need to show continual professional development by attending both live and table top exercises, pre-planned events and live incidents.

In the normal way the days use sessions of interactive learning , group tasks and scenarios to develop your ability and develop key skills. Competency is assessed both using the scenarios and tests. The first two days are the Operational commanders course followed by two days of the Tactical Commanders course and finally the Strategic Commanders day. Although these roles vary in their focus at an incident the underlying principles used are the same. These core skills and processes can be used at any incident and are scaleable depending on the nature, type and complexity of the incident being dealt with.
The courses are being taught over the next eighteen months and the trust have been lucky to secure a highly experienced and respected tutor to deliver this training. All in all a great week with lots of learning, shared experiences and development. Courses of this type and development of the trusts commanders can only lead to improved patient care.

Thanks to everyone involved over the whole week.


Day one of the Operational Commanders Course

As always stay safe.