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Check out the North East Ambulance Services' magazine here.
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1
JULY ‘10 ISSUE 44
‘GO LIVE’ FOR 111
Refuelling advice from Fleet, see page 9
LSMS appointed,see page 10
Letter from the PM, see page 5
2
We also completed 279,000 emergency
patient journeys in 2009/10; just over
10,000 more than in the previous year,
according to the report: Ambulance
Services: England, 2009-10.
The report also includes for the first time
figures on the number of non-emergency
resolved with telephone advice only. In
2009/10 the figure was 15,700 or 9 per cent
of all non-emergency calls in the North
East.
Ambulance responses are split by
category; A (immediately life threatening)
B (serious but not immediately life
threatening) or C (not immediately
serious or life threatening). For category
A incidents, the service has a target of an
emergency response arriving at the scene
within eight minutes in 75 per cent of
cases, and a fully equipped ambulance,
if required, to attend within 19 minutes
within 95 per cent of cases.
In 2009/10 the percentage of category
A incidents resulting in an emergency
response arriving at the scene within eight
minutes was 75.4 per cent, compared
to the previous year of 75.7 per cent,
while the percentage resulting in a fully
equipped ambulance arriving in 19 minutes
was 98.8 per cent.
Of the 12 NHS organisations providing
ambulance services in England, seven met
or exceeded the 75 per cent standard for
eight minute response times, the same
number as the previous year.
The report also shows that of the
261,000 emergency calls received in the
North East, ambulance crews were able to
treat 40,000 patients without taking them
into hospital.
Paul Liversidge, Director of Operations
at NEAS, said: “All those involved in
ambulance response, from the control and
contact centres to the hospital door, had
a very busy year. More calls were received
than last year.
“Ambulance response time targets are
the toughest in the world and this year has
been made even tougher in the context of
the coldest winter in thirty years.
“Targets have played a key role in
improving standards in the ambulance
service, but we know that the next stage
is to measure performance against patient
outcomes. Working with the NHS more
widely we must also concentrate on
prevention so problems can be seen to
earlier before an emergency response is
required.”
Mr Liversidge added: “I am really proud
of all our staff who have worked very hard
over the past year to respond to the calls
from patients in need across the North East
even quicker. Our staff on the front line
in A&E and PTS services and our contact
centres and our partners in the voluntary
ambulance services and community first
responders all do a tremendous job, but
their success is part of a team effort which
also involves our support staff working
hard to keep front line services running all
the time.”
The full report is at: www.ic.nhs.uk/pubs/ambserv0910
Busiest year yet for ambulance service
The North East Ambulance Service answered nearly 432,000 emergency calls in 2009/10; 27,000 more than in the previous year, a new report from The NHS Information Centre shows.
JULY 2010 Issue 44
CONTENTSHART team visit Boulmer 4A letter from David Cameron 5Information Governance update 6PTS update 7Equality & Diversity update 8 Refueling procedures 9CFR updare 11Clinical Focus 12Healthy Living event 14Green Bag scheme rolled out 15Starters & Leavers 16Successful resuscitations 16Your Shout 17Events Cover 18Puzzles 18Discounts 19NEAS Sport 20
THE PULSE TEAM
SUSAN COLDRON
Foundation Trust
Membership Officer
MARK COTTON
Head of Communications
and PPI
TINA BALBACH
Communications Officer
RACHEL BEARRYMAN
Communications Officer
SAHDIA HASSEN
Public Relations Officer
KERRI JAMES
Public Relations and
Communications Assistant
3
From mid July, the three digit number (111) will replace the
current single point of access number (0300 111 0 111) which has
been in place since October last year.
All calls to 111 will be dealt with by experienced NEAS call
handlers who will effectively assess callers’ needs to ensure they
receive the right service, first time.
By calling this number patients will be directed to a locally
available health service or they will be provided with appropriate
advice and information.
When a patient calls 111, their clinical needs will be determined
using an effective clinical algorithm. These clinical needs will be
matched to the most appropriate available local health service and
if necessary their call will be immediately passed to our 999 service
and an emergency vehicle will be dispatched.
For minor illnesses and injuries, the 111 service will be able to
provide immediate advice and direction to the caller’s nearest
local service. Should the caller need to see a GP during normal
surgery opening hours, they will be referred to their GP practice.
Julie Avis has been a single point of access call handler since
October 2009; she believes that patients will receive the best
care for their symptoms. She said: “If a patient can’t get an
appointment with their GP and feel they would like to see
someone about a concern they have they can call us and we can
take them through a detailed assessment in NHS Pathways and
from there we explain to them what their best option is. It may be
that they need an appointment at their local urgent care centre
or we can arrange for a nurse or a GP to call them back and give
advice over the telephone.
She added: “I believe that patients who access this single point
of access urgent care number will receive the best care for their
symptoms. Patients also have the added benefit that if their
symptoms are life threatening or serious, we can immediately
arrange for an ambulance. They will not have to make another
phone call and go through the process of giving all their details
again. It is an all encompassing system and patients will be
directed to the right healthcare professional and the right place at
the right time.”
Julie Horner, Urgent Care Manager said: “I believe that the 111
system is the best possible structure because the patient has a
“single point of access” to all relevant medical services.
“By ringing 111 the patient will never have to ring another
number - everything is done for them by our dedicated team.
“Whether in need of a nurse, doctor, optician, dentist, ambulance
or even just advice the triage service will ensure that they are
directed to the service most appropriate to their needs.
“This fantastic service will even arrange and provide transport
for GP appointments and home visits where necessary.
“I am proud to be part of the team responsible for
implementing this service for the benefit of the public and our
partners in the wider community”.
George Marley, 111 Implementation Manager: “The 111 service
will establish a consistent, accessible quality-driven pathway for
patients with urgent care requirements across County Durham and
Darlington.
“We are determined to provide our callers with an effective
solution to their needs and again we are at the forefront of
providing such services. I’m confident that this will be a success
and this ‘Pathfinder Project’ will provide the platform for
expanding the service across the rest of the North East”.
We will be launching the new 111 service for patients across
County Durham and Darlington later this year, which will be
supported by a comprehensive publicity campaign.
‘GO LIVE’ for 111The North East Ambulance Service (NEAS) is the first of three Pathfinder project sites in the country to launch access to urgent care, through a ‘free to call’ three digit number (111), for patients across County Durham and Darlington.
4
Health Secretary sets out ambition for a culture of patient safety in the NHS
HART team visit RAF BoulmerOn 17th May 2010, Durham team, from the HART unit, spent the afternoon with the search and rescue aircrew at RAF Boulmer. The aim of the visit was to discuss each other’s roles and capabilities and to consider how they might be able to assist each other at the scene of an incident.
Donna Hay, HART team leader said: “The afternoon began with
a tour of their station, helicopter and medical equipment. We
then discussed their medical training, which reaches paramedic
level for some winchmen, and their expertise in other areas such
as navigation. We also chatted about the sort of incidents which
the Search and Rescue crew would be mobilised to, the area that
they cover and safety aspects of working with the helicopter. The
roles were then reversed and the aircrew were show around our
equipment and talked through our new roles and remit.
“The visit was extremely successfully for both parties and we all
left with a better understanding of each other’s abilities which can
only be of benefit if we work together at a scene in the future.
Thanks must go to the RAF staff for hosting us and to Flt Lt Andy
Johnston for helping to organise the trip.”
As part of his broader plans to align payments with the quality
of patient care, the Health Secretary said that hospitals should be
responsible for reducing the number of emergency readmissions
following treatment, and support treatment at home, as part of
a single payment. Making hospitals responsible for a patient’s
ongoing care after discharge will create more joined-up working
between hospitals and community services. This will improve
quality and performance and shift the focus to the outcome
for the patient, rather than the volume of activity paid to the
hospital.
Speaking to an audience of patients, carers and staff at an
event at the Bromley by Bow Centre in London on June 8th 2010,
hosted by the Patients Association and National Voices, the Health
Secretary challenged the NHS to:
• Makeaculturalshift.Fromacultureresponsivemainlyto
orders from the top-down, to one responsive to patients, in
which patient safety is put first.
• Devolvepowerthroughtheunleashingofmeaningful
information to patients. Comparative data about standards
and patient experience will drive up standards, as the data
will influence patient choice. A transparent NHS is a safer
NHS.
• Engagepeopleintheircaresothat,“nodecisionismade
about me, without me”, and give patients the opportunity to
provide feedback in real time, reflecting the experience of
their care.
• EmbraceleadershipbysettingNHSprofessionalsfreefroma
target-centred and bureaucratic system that compromises
patient care, to one focussed on the quality, innovation,
productivity and safety required to improve patient
outcomes.
• Adoptaholisticapproachbylookingattheentirepatient
pathway from preventative health and well-being measures,
through to hospital and community care.
• AlignpaymentsintheNHStodriveupthequalityofcare
that patients receive. In the first instance, through
introducing payments which encapsulate a more integrated
care pathway by giving hospitals responsibility for a patient’s
care for 30 days after they are discharged.
Health Secretary Andrew Lansley said:
“My ambition is for health outcomes and health services to be as
good as any in the world. The previous government’s bureaucratic
approach of perpetual interference, coupled with the imposition
of top-down process targets, has failed patients. It has left us
lagging behind our European counterparts on outcomes that
matter to patients, such as how long they will survive after a
cancer diagnosis.
“We need a cultural shift in the NHS. From a culture responsive
mainly to orders from the top-down, to one responsive to
patients, in which patient safety is put first. This can only be
achieved if patients are put in the driving seat and are informed
and engaged in the delivery of their care. That way the NHS will
be focussed on what matters to patients – safe, reliable, effective
care for each patient, and the best outcomes for all patients.”
In his first speech since taking up the post, the Health Secretary, Andrew Lansley, said he would put his heart and soul into the improvement of health outcomes by making patients the driving force of improvements to the NHS. Not just as beneficiaries of care but as participants, with shared decision-making.
5
A letter from Prime Minister David Cameron
These efficiency savings are required
to contribute to the overall NHS cost
improvement programme which needs to
save £15-20 billion up to 2014.
NEAS has established a number of
project boards to oversee the development
and implementation of efficiency schemes
and service improvement plans aimed at
increasing quality, using innovation and
reducing waste.
Each of these project boards – covering
A&E, PTS, control and contact centre,
estates, procurement, stores, sickness
absence, HR and training – reports
every month to a recently established
improvement steering group, which has
representation from senior managers,
Unison and GMB.
Simon Featherstone said: “Everyone
working in the NHS is aware of the
financial challenges which lie ahead,
and all parts of the system, including
support services, will have to make their
fair share of savings.”
NEAS staff can also submit ideasfor
reducing waste and making
improvements to:
A major public engagement exercise
has been announced to help shape the
forthcoming Spending Review. NHS staff
are hugely involved in this process and the
Prime Minister, David Cameron, has written
to all employees asking for them to share
their ideas on how we can rethink public
services to deliver more for less.
An engagement programme is being run
to collect ideas on how the Government
can deliver services more efficiently while
maintaining and improving quality. A
website has been specifically set up to
gather up these ideas, with every serious
idea being considered by government
departments, the Treasury and by teams at
No 10 and the Cabinet Office.
The Prime Minister David Cameron writes:
Dear Colleague,
First of all we want to thank you. Whether
your job is nursing in a hospital, working
in a government department, teaching
our children or one of the other key roles
in the public sector, you keep our country
running. People who work in the public sector don’t get enough
credit for what they do, so thank you.
As well as our thanks, we want to give you more trust and more
responsibility. For years you’ve been undermined by targets and
rules set from on high. Bit by bit we’re going to end that culture.
We’ll set you free to use your professionalism, commitment and
good ideas to make life better for everyone.
But let us be clear. The biggest challenge our country faces is
dealing with our huge debts – and that means we have to reduce
public spending. You will have heard in the Budget that we have
had to take difficult decisions on public sector salaries for the next
two years, while taking steps to protect those on lower salaries.
Like many private sector organisations, we have chosen to control
salaries rather than see higher job losses. The more we can find
savings, the more flexibility we will have to avoid job losses and
wage cuts.
We want you to help us find those savings, so we can cut public
spending in a way that is fair and responsible. You work on the
frontline of public services. You know where things are working
well, where the waste is, and where we can re-think things so that
we get better services for less money.
So this is why we’re writing to you. We’re asking you to go to
this website – www.hm-treasury.gov.uk/spendingchallenge – and
tell us your ideas about getting more for less. Don’t hold back. Be
innovative, be radical, challenge the way things are done. Every
serious idea will be considered: by government departments, by
the Treasury, by our teams in Number 10 and the Cabinet Office
– and passed to Parliament’s Public Accounts Committee to make
sure we don’t miss anything.
So please, play your part. Let us know your ideas. We’re all in
this together – and we’ll get through this together to better days
ahead.
Yours sincerely,
Rt Hon David Cameron MP
Rt Hon Nick Clegg MP
NEAS HAS IDENTIFIED £3.8 MILLION WHICH NEED TO BE SAVED THROUGH COST IMPROVEMENT SCHEMES IN 2010-11
66
PROMIS upgrade to GRS
GRS comprises of several optional modules covering management
of rostering, annual leave, overtime, personnel records,
budgeting, sickness records and time and attendance.
GRS will go live for Head Quarter Staff on Monday 5th July 2010
and on Monday 19thy July 2010 for Fleet staff. The department
will be busy during this time so your patience is appreciated and
we would ask you to only contact the department for urgent
matters.
All Personal Assistants in each department and administrative
support staff in Fleet have received training on the new Resource
Scheduling system to ensure all sickness information is captured
in GRS.
Thank you once again for your patience during this transition.
For more information on GRS visit the website:
www.globalrosters.com
The current resource scheduling software, PROMIS, has been further developed and upgraded to GRS, Global Rostering System. GRS web is a self service web portal through which staff, regardless of their physical location, can access their information as defined in the main GRS application.
INFORMATION GOVERNANCE UPDATE
The Trust’s Information Governance Working Group (IGWG) aim
to increase service awareness of Information Governance in its
broad sense and to ensure that all aspects are monitored in an
appropriate manner such that the Trust is protected to ensure best
practice in relation to:
• Confidentiality
• DataProtection
• FreedomofInformation
• RecordsManagement
• I.G.Maintenance
• InformationQualityAssurance
• InformationSecurity
• NationalProgrammeforI.T
The group will be responsible for drafting policies, strategies,
procedures and protocols relating to information governance and
they will be ratified by the Trust Assurance Committee.
A key piece of work for the group at the moment is a review
of the Computer User Access Control Procedure which indentifies
how access levels are controlled for all employees that either have
NEAS PC user credentials or require them. This will affect all
employees that are leaving, starting or moving position within the
service. This forms part of a larger project to review the current
P Drive which forms part of the Trust’s Records Management
Strategy.
For advice regarding any information governance issues, please
contact [email protected] or call 0191 430 2158.
HPA advises simple steps can avoid food poisoning This is a particularly important at this time of year when reports of food-borne infections such as salmonella and campylobacter increase. Last year, nearly 4,000 cases of food poisoning were reported in the region. Over 3,000 of these cases were due to campylobacter which peaked at 425 cases in July compared to 127 in January.
Dr Deb Wilson, gastro-intestinal illness lead for the HPA in the
North East, said: “Whenever we have a prolonged spell of warmer
weather in this country we see an increase in gastro-intestinal
illness which could be avoided. This may be due partly to more
people having barbecues and other outdoor meals when the
sun is out. Some people forget the rules of safer food storage,
preparation and cooking are especially important during the
summer months when the warm temperatures and eating
outdoors make it easier for bugs to be inadvertently spread and
multiply.
“We want to ensure that people know the simple things that
they can do to keep themselves and their families safe. Just
storing, handling and cooking food properly will minimise the
risk of these unpleasant and sometimes serious infections. Food
poisoning is a miserable experience and so easily avoided.”
The Agency’s simple steps for safer food preparation are:
• Washhandsthoroughlybeforeandafterhandlingfood.Ifat
the beach or in the countryside, use hand wipes.
• Lightthebarbecuelongbeforeyouplantouseitandensure
that the grill is hot when you need it.
• Ensurethatmeatandpoultryarethoroughlydefrostedbefore
cooking.
• Keeprawmeatsandpoultrywellawayfromfoodthatdoesnot
require cooking, such as bread, salads and cooked meats to
avoid the risk of cross-contamination.
• Ensurethatpoultry,porkburgersandsausagesarecookeduntil
there is no pink meat or juices left and they are hot all the way
through.
• Donotattempttocookroastsorlargerjointsofmeator
poultry on the barbecue. It is much better to prepare these
larger products indoors in an oven because they are very
difficult to cook thoroughly on a barbecue.
• Storefoodproperly,keepingcookedanduncookedproducts
separate with raw meats covered at the bottom of the fridge
well away from ready-to-eat foods.
• Alwaysuseseparateknives,utensilsandchoppingboardsfor
raw and cooked foods.
• Donotbutterbread,preparesaladsorhandleotherready-
to-eat foods after you have handled raw meat unless you have
thoroughly washed your hands.
• Keepingfoodattherighttemperatureisimportanttostop
bugs growing. Food that should be chilled can be taken on a
picnic but keep them in the fridge until you are ready to leave
the house and then put them in a cool bag until you are ready
to eat.
7
New Contracts for PTS: Riverside Contract In 2009, NEAS PTS in partnership with Gateshead Hospitals
and South of Tyne (SOT) Commissioners agreed to pilot a
dedicated PTS crew/vehicle to the Riverside Unit located near
the MetroCentre. This vehicle would provide a dedicated PTS
service to this NHS unit as well as operating as a discharge service
to Gateshead Hospitals in its downtime. In late June, due to the
success of this vehicle, South of Tyne NHS agreed to commission
this vehicle as a permanent arrangement.
Barry Dews, Assistant Operations Manager; PTS Contracts
explains; “This is a welcomed decision from our Commissioners
which will assist NEAS PTS in providing an improved delivery
of service to PTS patients who attend the Riverside site and
surrounding health care establishments.”
PTS Discharge vehicle in South of TyneAs part of the 2009/10 PTS winter planning arrangements, NHS
South of Tyne approached NEAS PTS to provide an additional
ambulance stretcher vehicle in order to facilitate speedy discharge
of patients from hospital and ease pressures within the hospital
system.
This PTS discharge vehicle would service City Hospitals
Sunderland, Queen Elizabeth and South Tyneside Hospitals with
NEAS control ensuring the vehicle would be properly utilised
across all three PCT areas.
The uptake of this vehicle was well received by all hospitals and
in late June, South of Tyne Commissioners agreed to fund this
arrangement on a permanent basis thereby securing new business
for NEAS PTS.
Colin Smith (SOT Commissioner) quoted in a recent report
“Prior to the commissioning of this additional resource, these
patients were likely to have been retained in hospital for a further
night and discharged the following day when stretcher vehicles
would be available. Consequently this more responsive discharge
of patients will have eased pressure in the system and is likely
to have reduced costs to the PCT, particularly in respect of those
patients incurring excess bed day costs.”
Barry Dews went on to say, “ this new business to the NEAS
not only improves PTS ability to respond more effectively to the
hospitals on same day discharges and transfers but also cements
our position with our South of Tyne commissioners especially
in the light of increasing competition from private transport
providers.”
Volunteer Porter ServiceNEAS, Community Service Volunteers (CSV) and North Tyneside
District General Hospital NHS Trust (NTDG) have been planning the
Volunteer Porter Service project for the last three months.
A team of 20 volunteers are working together and after
carrying out a multi agency training course and receiving a CRB
check the team started work at North Tyneside District General
Hospital NHS Trust on the June 7th.
The volunteers’ role will be to greet patients at hospital
entrances to ultimately reduce the time spent by PTS crews in
hospitals. The volunteer will be there to escort the patient to and
from wards and outpatients departments throughout the hospital.
All partners including NEAS, Community Service Volunteers (CSV)
and North Tyneside District General Hospital Staff are very excited
about the project and have had very positive feedback from
volunteers who have only just begun this new role. Although early
days, it is anticipated that this project will considerably reduce the
amount of time PTS crews spend in hospital.
The project will be initially deployed at North Tyneside District
General NHS Trust for a six month trial period and dependant on
its success has potential to be rolled out in other NHS Hospital
Trust sites.
PhilKyle,ProgrammeSupportOfficerfortheprojectspent
some time recently speaking to PTS crews.
He explained; “the crews seemed extremely positive about the
project, and after talking to the volunteers as well they seemed to
be thoroughly enjoying working on this project which has shown
huge benefits to the patient as well as the trust.”
“I’d also like to thank Chris Black who is delivering the project
on the ground. The porter service has run smoothly and efficiently
with all partner organizations already thrilled with the outcome.”
Auto Planning UpdateA later version of the Auto Planning is now available and we
are working with our software supplier to develop this further.
This development is being dealt with in a test environment, and
linked to some information from our live working system. It has
highlighted a number of issues surrounding throughput times
of clinics and banding times, which will need to be addressed
and will form the basis of a new project which will require
commissioner engagement. Further work is continuing to
determine the optimum use of the Auto Planning for the whole
trust. It is also planned to utilise the new system for our Teesside
area, as they have been utilising the current version to some
effect. It is hoped this change will assist us in developing our other
areas.
As patients travel all over the region, it continues to be
recognised that the system will not automatically Plan all of
the journeys, but provide a substantial and sound base for the
Planning Staff to be able to facilitate the remaining unallocated
journeys determined by quality issues.
PTS Modelling Update You will be aware from previous communications that
over the past few months the Trust has been working with
PriceWaterhouseCooper LLP to model PTS activity and look at
how we can improve the service we provide to patients, hospitals
and commissioners. The draft report is to be shared with PTS
Management and staff side representatives in late July. A wider
engagement programme will then be undertaken to make
sure that all staff, but in particular PTS staff are aware of the
recommendations and the way forward.
Steph Edusei-Basra, Assistant Director of Operations said “This
is a really exciting time for PTS and a real opportunity for us
to decide how we want to deliver an improved service to our
patients. We need to get PTS staff involved in helping us move
the service forward but previous engagement events have been
poorly attended. I’d really welcome ideas from staff on how we
can make sure that everyone has a chance to have their say”.
All PTS staff will shortly be receiving a letter at home updating
them on the progress that PTS Transformation has made
but if you have any questions or suggestion please email:
[email protected] or speak to your line manager.
PTS UPDATE
8
SINGLE EQUALITY SCHEME ANNUAL REPORTThe Single Equality Scheme (SES) is
a strategy and action plan for the
period May 2008-2011, and is a public
commitment of how the Trust meets the
specific duties placed upon us by equality
legislation, in addition to the diverse
needs of our staff and the communities
that we serve. We have recently published
our annual report for the Scheme, which
summarises the progress made in the
second successful year of the Scheme.
The SES was developed in partnership
with other NHS organisations across the
region, and these organisations share
the key objectives and actions detailed
in the SES, progress against which is then
reported to the North East SHA, through
annual completion of the SES Performance
Framework. Local actions specific to the
Trust are also included in our action plan.
Progress so far is described under the eight
key objective areas of the scheme and the
Action Plan as follows:
• Leadership,CorporateCommitment
and Governance
• EqualityImpactAssessments
• PartnershipWorking,Consultation
and Involvement
• AccessibilityandCommunications
• WorkforceandTraining
• CommissioningandProcurement
• MonitoringData,Reporting
and Publishing
• Complaints
An action plan for the third year of the
Scheme has recently been developed on a
region wide basis, to further build on the
work achieved so far, and the Scheme will
be updated to reflect this.
We welcome feedback from staff on the
Scheme and the Annual Report, and both
are available to view on the intranet at HR
& Training / Equality and Diversity / Single
Equality Scheme.
NEWCASTLE MELA, EXHIBITION PARK The Newcastle Mela 2010, the Asian Arts
and Music Festival will take place this
year on Saturday 31st July and Sunday 1st
August. NEAS will be supporting this event,
which is one of the biggest and most
spectacular multi-cultural celebrations in
the North East, with an information stall
and vehicles present. Newcastle Mela
attracts around 30,000 people every year
and is based around Punjabi, Pakistani,
Bengali, Hindi and other South Asian
cultures. This free event is open to anyone
who wants to learn more, be entertained
and meet new people, as well as enjoy
different music, art and food in the heart
of Newcastle. With a line up including the
hottest contemporary Asian acts as well
as traditional displays of music and dance
it’s an event likely to appeal to people of
all ages and backgrounds. Taking place
in Exhibition Park, the Mela promises
to be a weekend full of fun with music,
games, stalls and exhibitions to help
everyone have a great weekend! With
a stage playing host to musicians and
dancers, hundreds of stalls selling arts and
crafts, food and drink, and a children’s
programme; there’s plenty to do whatever
your tastes.
Further information on this event is
available at: www.newcastlemela2010
For more information on any of these
items please get in touch with the
Equality and Diversity team:
Jane Miller, on (0191) 4302181 or [email protected]
Karen White, on (0191) 4302180 or [email protected]
EQUALITY & DIVERSITY UPDATE
9
RPIW FOR OCCUPATIONAL HEALTH The aim of Service Improvement is to support the NEAS mission
and vision by using the Virginia Mason Production System to bring
about change to the organisation.
A Rapid Process Improvement Workshop focuses on the
Reduction of costs by identifying waste and then eliminating
it. The workshop is usually a rigorous five day event (but can
be less days depending upon the work involved) that focuses on
eliminating waste and improving flow through the redesign of
ineffective processes. The idea is to make sure staff who do the
work design the work. It will also encourage ‘thinking differently’,
simulating ideas and demonstrating what can be accomplished.
The structure of the workshop consists of a 6-week lead up and a
30/60/90 day follow up.
On 28 April 2010 a one day rapid process improvement
workshop was carried out for the Occupational Health department
to look at the processes and encourage lean thinking.
The key issue that the team faced on a regular basis was there
were not enough resources, especially staff to do the work needed
as effectively as the team wanted to do. With Rosie Hind the new
apprentice starting work within the team it was identified that
it took too much time to explain processes and working practices
which the team didn’t have.
It was then realised that having procedures documented
made it easier to highlight and demonstrate exactly what the
Occupational Health team do. Some other suggestions that came
from the Rapid Process Improvement Workshop included;
- Colour coding notes
- Creating a databases for staff/ patient records
- Devising a new phone system
- Creating set days for appointments.
Lesley Ellison, Occupational Health Manager said; “The workshop
was fantastic. It was really helpful to have staff who weren’t
directly involved in the team to objectively look at our working
processes and methods and offer solutions that we can bring to
the team.”
“What’s also good is that some of the suggestions could be
implemented immediately and the team have already seen
amazing improvements and efficiencies taking place during their
working day.”
Carol Mitchell, Service Improvement Manager said; “The
Occupational Health Team wanted to improve the services they
offer to all departments and with this in mind they looked at
all of the work they were undertaking and reorganised by using
Lean Thinking. By breaking down the barriers they have embraced
change and have been able to become more efficient and
effective in their approach.
They have created capacity in their systems and are now able
to see more NEAS staff than ever before by working Smarter not
Harder.
Leslie and her staff had recognised that they needed to change
the way they worked and should be commended for their
commitment and contribution to improving the Service they
provide. Congratulations to the whole team. They know that
this is only the start of the Journey and are currently working on
further improvements.”
If anyone has any ideas for improvement or would like to
discuss any potential projects further they should contact
either Carol Mitchell or David Newman via the intranet
under the Big Picture tab through Service Improvement link.
SERVICE IMPROVEMENT UPDATE
Refueling ProceduresEvery year The North East Ambulance Service spends £3.5 million on fuel for our vehicles. Recently there has been some isolated incidents where by the fleet department would like to reiterate some key parts of the Refueling policy.
Firstly we would like to ask Crews and staff who re- fuel any trust
vehicle at any time to make sure they check on the fuel pump
both the quantity in litres and the cost of the fuel before they
authorise the purchase. There have been some instances that
due to we believe, genuine error, and quite possibly that of the
fuel station, that staff may have paid for the wrong fuel from a
different pump.
Miss-fuelling has also become another issue for the Fleet
department where some vehicles have been fuelled with petrol
rather than diesel. Putting the wrong fuel into your car is
something easily done and can be a costly error.
Geoff Craik, Operational Support Manager said: “A number of
devices that attempts to prevent miss-fuelling are on the market
and an early type was fitted to all operational vehicles. However,
over time a number of these are missing or have broken, please
report this in the defect book and we will get this replaced as
soon as possible.”
The advice offered by the fleet department is if you do miss-
fuel the vehicle, do not start the engine and contact Control
immediately. A lot less damage will occur to the vehicle before the
engine is started than if you try to drive the vehicle and it is a lot
less costly to repair.
George Price; Assistant Operational Support Manager is
currently working to commission the AA through their “AA Fuel
Assist” scheme to carry out the procedure of removing the wrong
fuel from vehicles at the point of sale, rather than having to
recover the vehicle to Fleet to be repaired. The AA can carry out
this procedure at the location so vehicle downtime is minimised
and returns the vehicle to operational use as soon as possible.
An update to staff will be released as soon as the contract has
been finalised.
In summary staff must;
• Establishtheneedtorefuelandmakesurethefuellevelisno
less than half a full tank
• Preparetorefuelbytakingthevehicletoafillingstationthat
will accept NEAS fuel cards (BP)
• Fillthetankwiththecorrectfuelforthatvehicle.
• Payforthefuelandobtainareceipt,makingsureyouuse
your fuel card, give accurately the current mileage and vehicle
registration.
• Haveconsiderationforthenextvehicleuserandleavethe
vehicle with adequate fuel (ideally no less than half a tank)
10
Staff Assaults Worrying the Trust Board Trust Board directors have expressed concern at the number of staff who have been assaulted by patients or the public.
A report to the Board in
June showed that eight
people were physically
assaulted during May. Three
of them, all women, were injured and the others were not hurt.
Chairman Tony Dell said: “This is a worrying statistic and we are
really concerned that eight people have reported an assault in just
one month. The Trust Board takes a zero tolerance approach to
assaults against staff and I want to assure everyone that we will
support them pursuing an action against their attacker.”
One explanation for the higher number of assaults reported
was due to the introduction of a new, and easier, system for staff
to notify the trust of any incident.
Non-executive directors were told that NEAS will support staff
who pursue a criminal action against violent patients or members
of the public, but many choose not to do this and the service
cannot take this sort of action on its own without staff consent.
Roger French, Director of Finance, said letters are written to
people who have harmed or attempted to harm ambulance crews
– or abuse contact centre staff – and the service receives letters of
apologies in reply.
However, Mr Dell added: “Writing a letter to someone who has
attempted to harm our staff should not be all that we do. The
Trust Board will continue to monitor the reports of assaults and
we want to see action taken to reduce these numbers.”
Local Security Management Specialist (LSMS) Appointment
The Trust has recently appointed, David Edwards (Risk & Claims
Department) as their LSMS. David was required to attend a 5 week
LSMS course at the NHS Security Management Service’s (SMS)
Training Centre in Coventry to become accredited. Every NHS Trust
is expected to have access to or appoint a LSMS.
In conjunction with Alan Gallagher (Head of Risk & Claims),
David will deliver the NHS SMS work at a local level, including
tackling violence and aggression against NEAS staff and protecting
NEAS property and assets encompassing the following areas;
1. Raising security awareness/promoting a pro security culture,
i.e. the distribution of security alerts, bulletins, press
coverage, security awareness events
2. Deterring security incidents and breaches, i.e. use of
increased publicity, improved security awareness trust wide,
use of available CCTV and access control
3. Identify ways to prevent security incidents, i.e. improving
physical security, working with local partners to reduce crime
and disorder
4. Ensuring security incidents are detected and reported, i.e. the
Trust’s have improved their method of reporting, the
introduction of CCTV on new A&E ambulances, access control
monitoring
5. Initiate / assist with post incident reviews and criminal
investigations
6. Provide evidence to support sanctions i.e., liaising with the
Police and NEAS Customer Care Team to support fines, ASBOs,
sentences etc
7. Support staff and the Trust to seek redress, i.e. where
possible attend court with staff, pursue recovery of damages
Some excellent work in developing working partnerships has
already been done, with information sharing arrangements
agreed in principle with both Durham and Cleveland Police. David
advises that he is currently liaising with Northumbria Police’s Legal
Services team on the same issue.
As a result of David’s accreditation, opportunities to network
and share experiences are now available via quarterly meetings of
the NHS SMS North East LSMSs and National Ambulance Network
Security sub-group.
Meantime staff have reacted positively to the Trust’s new
incident reporting procedure (QSSD 822) with the number of
reports (NEAS07s) received increasing. All security related incidents
are reviewed by David with staff receiving feedback on what
action, if any, can be taken. David advises that the feedback has
been very well received.
Furthermore it is pleasing to see that the number of sanctions
taken against offenders has increased from 3 (2008/9) to 13
(2009/10). It is hoped the increased trend of sanctions will continue
with staff encouraged not to accept violence and aggression as
part of their role.
Although the main related criminal offences our staff will come
up against include assault, harassment, theft and criminal damage,
David Edwards explained; “it is imperative that staff report any
security related incident, observation or concern”. In doing so
it can assist the Trust in efforts to reduce staff assaults, increase
sanctions for violence and improve staff and property protection.
It also helps NEAS understand the scale of security incidents,
enables NEAS to share intelligence, national research & policy
development”
There is a significant amount of support available to staff who
may unfortunately be involved in a security related incident,
including;
• YourLineManager
• LSMS,HeadofRisk&Claims
• OccupationalHealth–01914302062
• CounsellingService–01912303332and07903239983
• TradeUnion
For more information please contact David Edwards, Risk Officer/
Local Security Management Specialist on 0191 430 2145 or email
Brian Dodds, NEAS Unison branch chair said; “From a unison staff
side perspective we fully support the work that the risk and claims
department are carrying out in trying to reduce attacks on our
hard working members.
“The department are actively working with the police and
encouraging them to deal with the assailants through the legal
process and will help staff in any way possible including attending
court with them and advising on how to pursue damages.
“Staff need to be aware of the importance of reporting all
assaults including verbal and physical assaults which will allow the
risk department to challenge these assailants and ensure they do
not abuse staff again.” (Continued ↗)
11
Working with the Customer Care team
In recent months the Customer Care Team
has been working closely with the the
Head of Risk & Claims and the Trust’s LSMS
to help strengthen the ongoing work
to reduce the amount of persistent and
regular callers to NEAS.
Following a successful partnership
meeting in April, links have now been
created with Cleveland, Northumbria and
Durham Police and a designated Force
point of contact has been established to
refer persistent callers to.
One of the main concerns raised by
crews is the amount of time it takes for
cases to be resolved and unfortunately this
can take up to a year due to the complexity
of each case.
It has also been agreed with Co Durham
and Darlington Commissioners that the
Customer Care Team will act as the first
point of contact to callers to SPA and Out
of Hours and will take on responsibility for
co-coordinating case conferences.
All AE Team Leaders, Duty Managers
and Clinical Nurse Supervisors should now
have access to Persistent Caller fact files in
order to access care plans and ensure any
relevant court sanctions are adhered to.
It would be helpful if staff could
continue to report concerns with potential
persistent callers through the NEAS07
reporting procedure (QSSD 822) and
although it does take time for cases to be
resolved we will endeavour to keep staff
updated of an outcome.
If anybody would like further
information, copies of the joint Police
presentation or to discuss further please
contact Gayle White – gayle.white@neas.
nhs.uk, 07973 966436.
Do you know what to do in a life-
threatening emergency? Learning
emergency life support skills (ELS) can help
keep someone alive until professional help
arrives.
Heartstart is a British Heart Foundation
initiative which aims to teach members of
the public what to do in a life-threatening
emergency.
The British Heart Foundation together
with the North East Ambulance Service
NHS Trust (NEAS) can help organisations
teach these skills through the Heartstart
initiative.
Tracy Lamb, Teaching Assistant at
Hudson Road Primary School, Sunderland
sums it up “Heartstart provides great life
skills for both staff and pupils. The training
enables staff to deliver a programme to
children developing a range of skills and
knowledge not normally available to
them.”
NEAS can provide BHF Heartstart
instructor training to schemes for free,
subject to scheme affiliation. There are
over two hundred Heartstart schemes
in the NEAS area. Interested people can
contact the BHF to find out their local
scheme or they can set up their own
scheme.
Once affiliated and trained the schemes
have access to quality materials and
training resources which can be used by
the new instructors to deliver ELS skills to
others. For example, NEAS have recently
trained a number of teachers and teacher’s
assistants at schools who are now planning
to pass this training on to their pupils as
a project in the run up to the end of the
year. Heartstart schemes are not restricted
to school aged children. There are for
example, schemes set up through hospitals,
prisons and community centres.
Eleanor Blackburn, teacher at Gosforth
Central Middle School, Newcastle Upon
Tyne said “Heartstart is now a key part
of our Personal Social Health & Economic
education programme in Year 6 which
staff look forward to delivering. Our pupils
and young people really enjoy practising
the skills. The resources are excellent and
help to engage everyone taking part.
The BHF helped us put together a well-
structured programme. Success in the
Heartstart programme makes every pupil
feel important and builds their confidence.
The staff training was excellent and very
worthwhile continuing professional
development for any adult in a school
setting.”
Angus McGarry and Lynsey McCabe in
the NEAS First Responder Management
Team are supported by the BHF for their
work in Community Resuscitation.
The British Heart Foundation is a
registered charity in England and Wales
(225971) and in Scotland (SC039426). One
of their fundraising initiatives is the setting
up of a number of Furniture and Electrical
Stores. They can raise between £15 and
£100 for good quality small electrical items
such as DVD players, hairdryers, kettles or
even air conditioners. Please do visit www.
bhf.org.uk/shops for more info.
For further details about the Heartstart
scheme please do check out www.bhf.
org.uk/get_involved/other_ways_to_get_
involved/heartstart_uk_training.aspx
For more information about BHF
Heartstart and other Community
Resuscitation initiatives please contact the
First Responder Management Team on
[email protected], or call 0191
430 2041, 0191 430 2042, 0191 430 2043 or
visit www.neambulance.nhs.uk and click on
Community.
CFR UPDATE
THE HEARTSTART EMERGENCY LIFE SUPPORT TRAINING COURSE, A BRITISH HEART FOUNDATION INITIATIVE
Driving licence expiresUnwitting motorists face £1,000 fines as thousands of photo card driving licenses expire! Thousands of motorists are at risk of
being fined up to £1,000 because they are
unwittingly driving without a valid licence.
They risk prosecution after failing to spot
the extremely small print on their photo
card licence which says it automatically
expires after 10 years and has to be
renewed - even though drivers are licensed
to drive until the age of 70.
Official DVLA figures reveal that while
16,136 expired this summer, so far only
11,566 drivers have renewed, leaving 4,570
outstanding.
With another 300,000 photo card licences
due to expire over the coming year, experts
fear the number of invalid licences will soar,
putting thousands more drivers in breach of
the law and at risk of a fine.
Motorists who fail to renew their licences
in time are allowed to continue driving.
But the DVLA says they could be charged
with ‘failing to surrender their licence’, an
offence carrying a £1,000 fine.
Today the DVLA said the date of expiry
was carried on the new-style licences and
it was issuing postal reminders to drivers
whose photograph was due to expire, to
get the renewal message across.
The DVLA said no one had so far been
charged with failing to surrender a licence.
12
CLINICAL FOCUSCHILD DEATH REVIEW PROCESSFollowing the publication ‘Every Child Matters’ in 2003 and the
response to the enquiry into the death of Victoria Climbié, one
of the key provisions made by the Children Act 2004, was that
Local Safeguarding Children Boards (LSCB) should be set up, one
per local authority. Each LSCB has a sub-committee know as
Child Death Overview Panel (CDOP). This panel reviews all child
deaths both expected and unexpected from neo-nates up to
children aged of 18 years 364 days. This process is carried out
as the government believe that if we can understand better, why
children die, we may be able to prevent similar deaths occurring in
the future. The Ambulance Service has a representative on LSCB’s
within our area and therefore also attends the CDOP’s.
Before the CDOP meeting a Local Case Discussion (LCD) takes
place between key professionals who were involved in the care
of the child, both before and immediately after the death. The
Ambulance Service frequently plays a key role within these
meetings as we are often the first point of contact following
the death of a child and therefore on scene before any other
professionals. During the LCD information is shared between the
group about the child, this information may come from A&E
staff, coronors’ officers, police, GP, health visitor, school nurse,
community nurse, midwife, paediatricians, voluntary agencies,
pathologists, YOT’s, schools, social workers and any others who
may have found themselves with a contribution to make (fire
fighters or faith leaders). The main purpose of the case discussion
is to share information to identify the cause of death and /or those
factors that may have contributed to the death, and then to plan
future care for the family. Potential lessons learnt may also be
identified. Discussion will also take place into the possibility of
abuse or neglect either causing or contributing to the death.
How crews can help in this process
Attending an incident where a child has died or is in cardiac
arrest or as a result of serious injury or illness can be very
traumatic for the staff involved, NEAS does offer a peer support
service for any staff who feel they would like to talk about what
happened and require support after the event. Please contact
Occupational Health.
When an ambulance is called to an incident where a child
dies or is in cardiac arrest JRCALC protocol should be followed.
Active resuscitation should be carried out unless it is clearly
inappropriate. The child should always be taken to an Accident
and Emergency department even if it has been decided that
resuscitation is not appropriate alerting the A&E department
of the circumstances where resuscitation attempts are active or
ceased, unless the circumstances of the death require the body
to remain at the scene (for forensic examination)and police are
on scene. The reason for this is that a skeletal survey and other
investigations need to be carried out as soon as possible after a
child’s death and if they are left at home or taken to the mortuary
these investigations do not happen.
Documenting as much information as possible on the Patient
Report Form is invaluable when it comes to providing a report to
the LCD by the Safeguarding Lead. It is realised that there is often
commotion at the scene with distressed relatives or bystanders
and staff have a lot to deal with, observations documented at
the end of the handover play a vital role in the process. If staff
are able to document information about the premises that the
incident has taken place in, for example, the state of the premises
in general, the room in which the child was found, how the
parents/guardians of the child were behaving, who was present in
the property, anything in the property that looked unusual or out
of place this would enhance the information required to establish
certain facts as often situations change especially if there are
persons left at the scene. This information can be documented on
the PRF when the crew have time, for example, after verbal but
before PRF completion at hospital.
Crew members who have attended incidents where a child has
died are welcome to attend the LCD with the Safeguard Lead.
Unfortunately this would have to be done in their own time
however you may find attending beneficial, even if it is to clarify
why the child died and the circumstances surrounding the death.
CDOP – Child Death Overview Panel
PRF – Patient Report Form
LCD – Local case discussion
LSCB – Local Safeguarding Board
‘Every Child Matters’ in 2003
Great Britain Department for Children Schools and Family (2010)
Working Together to Safeguard Children. [online]. Available at
http://publications.dcsf.gov.uk Accessed 15/06/2010
ELECTRONIC PATIENT REPORT FORM (ePRF)A business case was recently approved by the Trust board to
implement a trial of the above in one division for Go Live in
October 2010
This will mean an Electronic Patient Report Form will be
accessible via a tough book laptop on all vehicles within the
designated pilot area.
The benefits to patients are:
• TheReceivingunithasdetailsoftheconditionandtreatment
before arrival
• Lesstimeisspentfillinginforms
• Treatmentandcareplanscanbeguidedbycurrentbest
practice and agreed local care pathways improving patient
care
• Accuratepatientdatadrivesbetterresearch
• ViewingofECG’spriortopatientsarrivalatreceivinglocation
• AbilitytosharepatientinformationwithpatientsownGPby
NHS Mail
• Abilitytotakeaccountofpatientssensitivedata
requirements
• Enhancedtablettotablettransfermeaningcontinuityof
patient’s record, without re-keying of information
The benefits to NEAS are:
• FitforpurposeconfigurationequippedtodealwithUK
Emergency Care environment
• WirelessCommunicationandePRFtransfer
• Singletouchdataentry,improvingefficiency
• CADdatadirectlydownloaded
• PaperePRFformproductionnolongerrequired
12
13
The Trust has set up a Project Board to manage this
implementation and more information will be published in the
next Pulse
INFECTION PREVENTION AND CONTROL BARE BELOW THE ELBOWS – CLIP WATCHES
The Health and Social Care Act 2008:
ccompliance criteria 9:
“Have and adhere to policies,
designed for the individual’s care and
provider organisations, that will help to
prevent and control infections.”
Specifically Standard (universal)
infection control precautions, the
policy should be based on evidence
based guidelines, including those on hand hygiene and the
use of personal protective equipment. This incorporates the
Department of Health’s Safe Clean Care Strategy which states that
organisations will implement a Bare Below the Elbow (BBE) policy.
In order to comply with this staff must remove wrist watches.
Ambulance Guideline: reducing infection through effective
practice in the pre-hospital environment. (Department of Health,
2008)
“Healthcare staff are being encouraged to adopt a bare below
the elbows clothing policy for all staff. This aims to prevent the
spread of infection from contaminated sleeves and to aid effective
hand hygiene procedures. This includes ambulance staff and pre-
hospital staff, who are often at risk of contamination from the
duties they carry out.”
“remove watches and roll back/remove long sleeved coats to
wash hands effectively.”
Wrist watches can easily become contaminated with blood and/
or body fluids due to the nature of the episode of patient care in
the pre-hospital environment.
In January 2010 a business case was prepared and presented
to the Executive Team and was approved. The watches where
ordered and have now been disseminated to Operational
Managers to ensure that all NEAS employed staff who deliver
patient care will receive one, this will assist in adopting the bare
below the elbow initiative and will ensure that NEAS complies
with Government Legislation.
The watches will only be supplied once and staff employed by
NEAS up until April 2010, new recruits will have to purchase their
own. Current staff – if the watch is:
• Lost–staffwillhavetoreplace
• Broken–withinfirstyearthemanufacturerwarrantywill
cover, after the year then staff will have to replace
• Batteryneedsreplacing–staffwillhavetoreplace
The watch can be wiped using the Clinell sanitising wipe.
Christine McManus, IPC Manager.
‘PILFAST’ TRAININGThanks to all paramedics who took part in the DASH training
in April and May 2010, It was an extremely successful event.
The clinical trial they will be taking part in is called ‘PILFAST’
(Paramedic Initiated Lisinopril for Acute Stroke Treatment) PILFAST
is one of the studies within the DASH program.
The training days which took place at Hexham General Hospital
covered ‘An introduction to Research including Good Clinical
Practice’, delivered by Dr Sally Mclure, NEAS R&D Manager. This
gave an insight into the guidelines that must be adhered to
when taking part in a clinical trial, why we need these guidelines
and some previous research scandals. Dr Lisa Shaw gave ‘An
introduction to PILFAST’, this gave a background into the trial, the
study aim and objectives. It also looked into the study exclusion
criteria, how to obtain consent, the trial pack and how to
administer the study medication. Followed by Dr Chris Price who
provided a run through of ‘Trial practicalities & example scenarios’.
This gave a more hands on approach that gave everyone the
chance to practice preparing the medication, and running through
the example scenarios.
We look forward to starting the clinical trial in September 2010.
RESEARCH CORNER
13
14
Gail Bevan and Judith Bell from our Occupational Health
Department were on hand all day to give general advice to the
public about healthy living and between them they took over 100
blood pressures. Normally the nurses from Occupational Health
only deal with staff health issues, but they were keen to get
involved with the day to show the public the kind of service they
provide for staff.
Susan Coldron, membership officer for NEAS, also used as
an opportunity to tell the public about our plans to become a
foundation trust and to recruit public members. Joanne Coyne
from Customer Care and Non- Executive Director Helen Tucker also
lent a hand answering questions about how to access the services
provided by North East Ambulance.
The Appointments Commission has appointed Ms Della Cannings
as the new Chairman of Yorkshire Ambulance Service NHS Trust.
She succeeds Dr Nick Varey who, after four years as Chairman at
Yorkshire Ambulance Service and a total of 22 years serving on a
number of NHS boards, has decided to retire.
Della Cannings served for 32 years as a police officer in the
Devon and Cornwall Constabulary, Cleveland Police and North
Yorkshire Police and was Chief Constable of North Yorkshire
Police between 2002 and 2007. She holds the Queen’s Police
Medal (QPM). Della is currently Deputy Chair of the National
Information Governance Board for Health and Social Care and
Chairman of Independent Advisory Panel of the Army Foundation
College (Harrogate).
Retiring Chairman Dr Nick Varey said: “I have enjoyed being
part of such an ambitious organisation where we have worked
hard to drive forward many improvements in emergency care for
the people of Yorkshire. I’d like to extend a warm welcome to
Della and know that her experience and understanding of the
emergency services will be valuable in helping to lead the Trust.”
Speaking of her appointment, Ms Della Cannings QPM said: “I
am pleased to be appointed Chairman of the Yorkshire Ambulance
Service and look forward to working with the staff to continue
to develop and deliver a first class service of patient care. I pay
tribute to Dr Nick Varey in bringing the service to its current
structure and improved levels of performance.”
Yorkshire Ambulance Service Chief Executive Martyn Pritchard
also left the Trust in June 2010 to lead a programme of work to
reform the urgent and emergency care system across Yorkshire
and the Humber.
The recruitment process to appoint Martyn’s successor is
underway by NHS Yorkshire and the Humber.
Healthy Living Event
Changes in Yorkshire Ambulance Service
On Thursday 17th June staff from North East Ambulance Service, South Tees Hospitals NHS Foundation Trust, Tees Esk and Wear Valley NHS Foundation Trust and NHS Middlesbrough came together to offer advice on health and well- being in Captain Cook Square in Middlesbrough.
Members of the public were invited along to pick up information
and promotional goodies as well as general health advice from
healthcare professionals, including blood pressure awareness,
being safe in the sun and access to psychological therapies and
dementia awareness.
NHS Yorkshire and the Humber has announced changes in the leadership of the Trust Board at Yorkshire Ambulance Service NHS Trust.
15
Already piloted in some areas including Gateshead, the ‘green
bag’ scheme will make it easier for all NHS staff to find out which
medicines a patient is taking. This is whether they are admitted in
an emergency or for a planned operation or procedure.
Any drugs being taken by the patient are placed in a green, easy
to identify, and reusable bag with the right dosage information.
The scheme aims to benefit patients and NHS staff by helping
to ensure that the right medicines are given without delay. The
relevant drugs would all be in the same place with up to date
details on what the patient should take and when.
All PTS and A&E ambulance vehicles are to carry the bags as
are hospitals in various locations, including outpatients, A&E,
critical care, medical admissions units and hospital pharmacy
departments.
Hospital pharmacies are encouraging the bags to be given out
at pre-admission clinics and in the longer term it is hoped that the
green bags will be included with the patients’ admission letters.
The bags will be promoted via posters and leaflets in GP surgeries,
community pharmacies and hospital outpatient departments
across the region.
Janette Stephenson from NHS North East said: “The purpose
of the green bags is to help manage medicines effectively when
patients come into hospital, by keeping all of their current drugs
and treatments together in one place.
“This scheme allows for transport with the patient and easy
storage. The main benefits are no interruptions to drug treatment
on admission to hospital and an overall reduction in waste.
“The patient’s medication should be placed in the green bag
before they leave the house. Medication can be reviewed and
changed while people are in hospital but should be kept with the
bag.”
Green bag scheme rolled outA scheme to reduce the waste of medicines and improve safety when patients are in hospital is being launched across the region.
NICE recommends action to reduce alcohol-related harm
Alcohol needs to be less affordable and less easy to buy if we are
to save thousands of lives each year, says new guidance from NICE.
Around 1 in 4 men and women are currently drinking
dangerous amounts of alcohol that are causing, or have the
potential to cause, physical and mental damage.
To help create an environment that supports lower-risk
drinking, the National Institute for Health and Clinical Excellence
(NICE) has published guidance outlining the most effective
measures that can be taken to lower the risks of alcohol-related
harm.
ProfessorMikeKelly,PublicHealthDirectoratNICEsaid:
“Alcohol misuse is a major public health concern which kills
thousands of people every year and causes a multitude of physical,
behavioural and mental health problems. What’s more, it costs the
NHS over £2 billion annually to treat the chronic and acute affects
of alcohol – this is money that could be spent elsewhere to treat
conditions that are not so easily preventable.”
Jo Webber, deputy director of policy and director of the
Ambulance Service Network at the NHS Confederation, said:
“Given the facts it is hard to ignore the call made by NICE for a
national minimum unit price for alcohol.
“Treatment available on the NHS will remain only part of the
response in tackling misuse of alcohol. Proper consideration must
be given to society’s drinking habits as a whole.”
Professor Anne Ludbrook, Guidance Developer and a Health
Economist said: “Although many of us are able to enjoy alcohol
responsibly, we are all affected by the small proportion of those
that do not or cannot; for example by the level of disorder you
see in our town centres on Friday and Saturday nights, or the
associated costs to the NHS and other public services, as well as
those who may be quietly drinking themselves into health harms
at home. It is a national problem which we all need to face up to.”
Up to a third of all emergency attendances and ambulance costs are alcohol-related, according to the National Institute for Health and Clinical Excellence (NICE).
Southchurch PTS crew make world class save
After seeing the lady in difficulty, Robert and Ian helped her into
a wheelchair and started to take the lift to the maternity ward.
However, baby had different ideas and arrived into the world on
the way to the second floor. The bouncing baby boy was caught
by Ian who would have made the England cricket team proud.
Chris Dobson, Team Leader South Division PTS said: “Well done
to both crew members we’re very proud. Bother mother and baby
boy both are doing well, despite the sight of those two being his
first view of the world! Congratulations.”
Robert John Hodgson and Ian Hunter, from Southchurch PTS made a world class save after helping a lady to deliver her baby en route to the maternity ward at Bishop Auckland General Hospital.
16
Starters and LeaversSTARTERSKirstenAnderson 111CallOperatorAmbulanceHeadquarters
Adam Armstrong 111 Call Operator Ambulance Headquarters
Benjamin Barnes 111 Call Operator Ambulance Headquarters
Helen Cook 111 Call Operator Ambulance Headquarters
Michael Grice 111 Call Operator Ambulance Headquarters
Iain Heslop 111 Clinical Nurse Adviser Ambulance HQ
Paul Hudson 111 Call Operator Ambulance Headquarters
James Johnston 111 Call Operator Ambulance Headquarters
RajinderKaur 111ClinicalNurseAdviserAmbulanceHQ
AlanKennedy 111ClinicalNurseAdviserAmbulanceHQ
Michael Laybourn 111 Clinical Nurse Adviser Ambulance HQ
Peter Murphy 111 Clinical Nurse Adviser Ambulance HQ
Graeme Murray 111 Call Operator Ambulance Headquarters
Herdwick Takazvida Mushawa 111 Clinical Nurse Adviser Ambulance HQ
Fiona O’Roarty 111 Call Operator Ambulance Headquarters
Marissa Samson 111 Clinical Nurse Adviser Ambulance HQ
Mohammed Izhar Tahir 111 Call Operator Ambulance Headquarters
KarlWalker 111CallOperatorAmbulanceHeadquarters
Toni Wilkinson 111 Call Operator Ambulance Headquarters
Fiona Wilson 111 Call Operator Ambulance Headquarters
Darryn Cumpson Ambulance Paramedic Chester Le Street Station
Catherine Allen Commercial Training Officer Ambulance HQ
Rebecca Jones HR Advisor Ambulance Headquarters
Peter Lamb Senior Information Analyst Ambulance HQ
John Fraser Information Analyst Ambulance Headquarters
Christopher Wilkins Information Analyst Ambulance Headquarters
Tanya Bell Customer Care Officer Ambulance Headquarters
Emma Bradley SPA Call Operator Ambulance Headquarters
Rachel Charlton SPA Call Operator Ambulance Headquarters
Rebecca Henderson SPA Call Operator Ambulance Headquarters
Laura Pollard SPA Call Operator Ambulance Headquarters
Carly Ramsey SPA Call Operator Ambulance Headquarters
Claire Webster SPA Call Operator Ambulance Headquarters
LEAVERSWilliam Hall ACA B2 11 y 1 m
Sheila McGrath ACA B2 0 y 11 m
Dean McMann Emergency Care Support Worker 0 y 8 m
James Alsop Advanced Technician 18 y 7 m
Janine Munroe Advanced Technician 5 y 0 m
Stuart Thompson Ambulance Paramedic 9 y 4 m
Simon Collins SPA Call Operator 2 y 1 m
KatrinaWatt AmbulanceParamedic 9y7m
SUCCESSFUL RESUSCITATIONS25th May Berwick’s Paramedic Team Leader Dave Redmond
and Advanced Technician Gareth Collins
21st June Paramedic Phil Barlow and Student Paramedic Mark Lennox
2nd July Paramedic Colleen Smith based at Russell House, and Year 1 Student
Paramedic, Rachel Hewitt based at Gateshead Station (They would
also like to thank PC Heron and colleagues from Gateshead Police
Station for their excellent CPR which was much appreciated.)
July Jacqui Nicholls, Morton Park PTS helped in successful resuscitation
at Darlington Memorial Hospital
Obituaries & Tributes
Eric Henderson
Sadly last month, Eric Henderson, who
used to work at Ashington Station passed
away after a short illness. Eric’s funeral was
held at Church point in Newbiggin on the
25th June.
George Dewen
George Dewen first came to Durham
County Ambulance Service as Chief Officer,
from Nottingham where he held a similar
post. George was the Chief Officer of
Durham County Ambulance Service from
1963 until 1987. He lived in Newton
Aycliffe and then Newton Hall during his
time with the service.
Those who worked with him said he
liked everything done the right way and
was a gentleman to work with.
After retiring George moved with his
wife Beryl to Denia in Spain and sadly fell
ill and died aged 84 years old in March
while on a cruise in Columbia. He was
cremated while there and his ashes were
scattered into the sea.
George is survived by Beryl and son Paul
who lives in Denver, USA and a daughter
Elizabeth and two grandchildren who live
in London.
CongratulationsCongratulations to Eve Teasdale from
Southchurch PTS who celebrates 20 years
working PTS this week.
Well done from everyone at Southchurch
PTS and here at the Pulse!
is the
DEADLINE for submissions
to next months Pulse
13thJULY
17
YOUR [email protected]
WRITEPR DEPARTMENT,
BERNICIA HOUSE
NEWBURN RIVERSIDE
NEWCASTLE UPON-TYNE
NE15 8NY
FAX0191 430 2074
All letters are welcome. Please include station/department and contact telephonenumber in letters and emails. If you do not wish for your name and address to bedisplayed please state this. The Pulse reserves the right to edit letters for publication.
Dear Pulse,I am writing concerning the article which was published in the
last Pulse magazine regarding reflection and publishing details of
a case which a member of staff had attended. He attempted to
describe this under the heading of reflection. As a department we
have had a number of concerns regarding the article’s assertion
that it is a reflective piece and also question its validity in terms of
consent, anonymity and ethics.
We were quite disappointed that this did not follow the
reflective process which was described in some detail in May’s
Pulse. This set out the the real benefits for personal and
professional development of reflection and improving the quality
of patient care. This article clearly did none of those things.
We would like to emphasise that it was not a reflective piece
or followed any of the guidance for reflection set out by our
academic partner, Teesside University, or from the large body of
knowledge which has been written about and published from a
number of professions.
I would encourage all clinical staff who may have questions or
would like to know more about this to book themselves on our
internal CPD session ‘Introduction to Reflective Practice’. The
course is available throughout the year and can be booked via the
Education and Training Website.
Mark Nevins
Education Lead - North /South Tyne, Year 1 Programme Leader
Dear Pulse,To Morpeth’s Stephen Eke and James Tosney , 999 call taker
Andrea Feeley, charge nurse Stuart. I write to thank all of you for
the excellent service and attention given to my husband. You tried
so hard but he was a very sick man and very tired and he himself
would appreciate to excellent attention given to him and myself
afterwards. You were all great and worthy of credit.
Your Sincerely,
Choppington Resident
Dear Pulse,I took advantage of the offer of free entry to Alnwick Gardens
that was recently circulated via the intranet. I went on the day and
really enjoyed it, thanks to the communications department very
much for highlighting this offer.
KindRegards
Philip Liscombe
Team Leader,
Chester-le-Street
Dear Pulse,I would like to thank all of you who have so often attended my
dad who lives in Peterlee. Dad had a fall on Saturday 24th April
while he was visiting us at home and was admitted to North Tees
Hospital with a broken arm (Terry Short Peterlee RRV, Seaham’s
Jill Clark and Steve Stansfield). Unfortunately he deteriorated
over the next three weeks due to his long term condition of heart
failure and passed away on Thursday 17th May.
So many of you helped my dad over the years and knew him
due to your repeat visits. He was always relieved to see you as not
only did you deal with his condition but you also put him at ease
during these stressful times.
The Paramedic service has been exceptional and was always
praised by both my dad and ourselves as a dedicated, professional
and empathetic team.
Yours faithfully
Peterlee Resident and Family
Dear Pulse,Thanks to all the drivers for your superb service and support
during my course of treatment at the Freeman Hospital.
Durham Resident
WEDDINGS
Rachel gets marriedOn Friday 4th June Rachel
Powell from PTS Control
married Craig Oliver at the
South Causey Inn. Rachel
looked stunning as she walked
up the aisle with her Dad,
KenPowellwhoworksoutof
Hebburn station. The day was
madeextraspecialasKenand
his wife celebrated their 33rd
wedding anniversary.
KateLambtonKateLambtonwhoworkson
PTS control married Gavin
Lambton in the Lake District
onSunday20thJune.Kateand
Gavin then flew off to New
York for their honeymoon.
18
Sun 04/07/10 Race for Life - ‘On-Site’ 08:30 Aykley Heads Sports Centre 1 x Ambulance Durham
Sat 10/07/10 Mouth of Tyne Festival, South Shields - ‘On-Site’ 08:00 1 x Ambulance South Shields
Sat 10/07/10 International Athletics - Gateshead ‘On-Site’ 14:00 Finish TBC 2 x Ambulances Gateshead
Sun 11/07/10 Race for Life - ‘On-Site’ 08:30 1 x Ambulance TBC
Exhibition Park, Newcastle-upon-Tyne (2 x Races - 1 at 10:00 and next at 14:30)
Sun 11/07/10 Triathlon Event, Derwent Reservoir - ‘On-Site’ 08:30 1 x Ambulance Hexham
Fri 23/07/10 Pet Shop Boys, Metro Radio Arena - ‘On-Site’ 17:30 1 x Ambulance Blucher
Fri 23/07/10 Burgham Horse Trials, Burgham, Northumberland ‘On-Site- 07:00’ 1 x Ambulance Ashington TBC
Fri 23/07/10 Sunderland Air Show - ‘On-Site’ 18:00 1 x Ambulance Pallion
Sat 24/07/10 Burgham Horse Trials, Burgham,Northumberland ‘On-Site- 07:00’ 1 x Ambulance Ashington TBC
Sat 24/07/10 Sunderland Air Show - ‘On-Site’ 09:00 2 x Ambulances Pallion
Sat 24/07/10 Newcastle Races - ‘On-Site’ 12:40 3 x Ambulances Ashington
Sat 24/07/10 Hartlepool United v Leeds United - ‘On-Site’ 14:00 1 x Ambulance Peterlee
Sun 25/07/10 Burgham Horse Trials, Burgham,Northumberland ‘On-Site- 07:00’ 1 x Ambulance Ashington TBC
Sun 25/07/10 Sunderland Air Show - ‘On-Site’ 09:00 2 x Ambulances Pallion
Sat 31/07/10 NUFC v PSV Eindhoven - ‘On-Site’ 13:30 4 x Ambulances + ISU Blucher
The events highlighted in ‘BLUE’ - Resource Scheduling find a crew.
The events in ‘BLACK’ - sourced by either Divisional Officers or Event Officers for the Football or Stations for the Racing and Rugby.
The Metro Radio Arena Events in Red are still to be confirmed.
TO COVER ANY OF THE EVENTS PLEASE DO SO THROUGH PROMIS OR CONTACT RESOURCE SCHEDULING.Events cover
PUZZLE PAGECrossword Suduku
Down1. Military chaplain (5)2. Compunction (7)3. Survival (9)4. Fifth sign of the zodiac (3)5. Emblem (5)8. Tried (9)11. Physician (7)13. Frighten (5)15. Tempest (5)17. Drinking vessel (3)
Across1. Eternal (9)6. Water barrier (3)7. Precious gem (7)9. Mistake (5)10. One of the senses (5)12. Expert (3)13. Beer mug (5)14. Score (5)16. Very old (7)18. Self (3)19. Stage name (9)
19
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NEAS SPORTIf you have any sporting activities that you are involved in, within NEAS or privately please feel free to forward on any information and photographs to the communications team at: [email protected] where we will be happy to report on it.
Help for Heroes: Hadrian Wall Walk
On June 4th 2010 nine staff from the Teesside Division took part
in a Hadrian Wall Walk starting at Wallsend and finishing on
Wednesday June 9th 2010 in Boweness on Solway. This six day
and 84 mile walk was carried out by; Colin Gibson, Ivan Doherty,
Geoff Rosser, Peter Marshall, Jamie Marshall, Ritchie Morgan,
John Cousins, Ian Gibson and Jayne Cousins all A&E staff from
Middlesbrough, Redcar, Control and the HART team.
Help for Heroes was founded in October 2007 out of a desire
to help the wounded Servicemen and women returning from
Afghanistan and Iraq. The message of the charity is simple: They
are strictly non political and non critical; they simply want to help.
They believe that anyone who volunteers to serve in time of war,
knowing that they may risk all, is a hero.
Help for Heroes raises money to support members of the Armed
Forces who have been wounded in the service of their country.
Over a million people have responded to date and millions of
pounds have been raised to buy much needed services that will aid
their recovery.
The NEAS staff started doing the Hadrian Wall Walk annually
three years ago after Ivan Doherty spent some time during 2007 in
Afghanistan as a medic with the TA.
Ivan explained that “after my time working with the TA
as a medic in Afghanistan I wanted to do something when I
returned to highlight the effort of British troop out in Iraq and
Afghanistan, fighting for our country.”
After months of training in the Cleveland Hills the team of NEAS
staff began their walk. Already they have raised over £3500 but if
any NEAS staff would like to offer a donation please contact:
Colin Gibson on 0777 904 6449 or Ivan Doherty on 07904 066 715
NEAT move to get more people active across the regionPeople across the North East are being urged to travel more
‘actively’ with the launch of a new initiative. The aim is not only
to improve health but also to reduce congestion on our busy roads
and to help strengthen our communities.
Public Health North East is leading efforts to bring the transport
and health sectors together to create more opportunities for safe
active travel across the region.
A group has been set up in partnership with Government Office
for the North East, One North East, the Association of North East
Councils, Nexus and the Living Streets charity.
North East Active Travel (NEAT) will help health and transport
agencies deliver active travel solutions over the next few years.
Professor Stephen Singleton, regional director of public health,
said: “Building physical activity into your daily life is an easy way
to reap the benefits of increased exercise.
“It’s free and doesn’t disrupt your routine to any great degree –
and has the added bonus that you are helping the community and
the environment.
“Schemes such as this will help us make our 25-year regional
Better Health Fairer Health strategy a reality.”
Transport charity Sustrans are coordinating the work and have
stated their commitment to increasing levels of physically active
travel.
For more information on how to travel actively where
you live email [email protected] or contact Sustrans at
www.sustrans.org.uk
Great North Bike Ride
On Sunday 29th August 2010 the Great North Bike Ride will start
from Seahouses at approximately 9:00am. Cyclists will cycle along
the beautiful North Northumberland coastline. A designated area
of outstanding natural beauty, Seahouses is the ideal starting
point to explore this magnificent part of Northumberland. After
cycling an estimated 56 miles along the scenic coastline you will
arrive at Tynemouth Priory and Castle. Entry Fee is £10 to include
Nike T-Shirt, medal and refreshments.
Transport can also be booked up to Seahouses on the morning
but places are limited so book early if required. The cost is £15 per
person including cycles.
This is a sponsored Charity Bike Ride for The Chris Lucas Trust.
Your entry fee only covers the cost of running the event so please
ask family and friends to sponsor you generously to make a real
difference to the lives of children and young adults suffering from
Cancer.
You can register on-line www.greatnorthbikeride.com
or call 0191 2632884 More information on our website:
www.greatnorthbikeride.com
www.chrislucastrust.com