SWASFT Bulletin

As some of you may know NHSE publish league tables (referred to as the NHS Oversight Framework, or NOF) every three months, providing a national comparison of all NHS providers, including ambulance service performance across several key measures, including response times and patient handover performance.  

The next NOF has been published, and we know that SWASFT has dropped from 9^th to 10^th place in the tables. We recognise that, at first glance, a move from 9^th to 10^th place may look disappointing, and we understand how that might feel.  However, I felt it was important to take the time to set out clearly what this shift actually reflects and - importantly - what it does not. Headlines alone never tell the full story, and the detail matters here.  

Our actual performance has not decreased since the last NOF was published in September. The change in position is because the East of England Ambulance Service have improved their performance, particularly in Category 2, which has moved them ahead of us.    

It is also important to remember that the published data is nearly three months behind real-time performance. Back in September we were very clear that our performance was not where we wanted it to be for our patients, and we took immediate action. This included refreshing our Timely Handover Process and changing the way we work with our hospital partners across the South West. By working more closely on the timely handover of patients when ambulances arrive at hospital, we have seen a marked improvement in both handover times and Category 1 and 2 response times during October and November.   

·        The Trust Category 2 mean response time for June/July/August was 33 mins 08 secs - but with more challenging handovers especially we saw Cat 2 mean increase to 37 mins in September 

·        The introduction of the Timely Handover Process at the beginning of October helped improve the response times across October and November, even with higher activity over the latter part of November, ending with an improved mean response time of 34 mins 27 secs in October and 31 mins 02 secs in November (the fastest since April 2021). 

o   The average handover time for June to August was 36 mins 19 secs per patient, however throughout October and November we saw this reduce considerably to 29 mins 59 secs in October and 24 mins 47 secs in November. 

o   In November, we saw the best Category 1 mean response rate since June 2021.  

Therefore, we expect the next national report - and the one after that - will be key in showing the full impact of the changes we have made together. 

As we move into winter, we know there will continue to be significant pressures and challenges across the whole health and care system, and I would like to take this opportunity to highlight some of the key actions colleagues across the Trust can take to help us deliver our Winter Plan and minimise pressures where possible. 

• Get your flu vaccination and actively encourage colleagues to do the same 

• Remain flexible and minimise non-essential abstractions, meetings and training during peak winter pressure, especially over the festive period 

• Actively manage sickness, short-notice absence and annual leave in line with Trust SOPs to protect frontline capacity 

• Respond quickly and safely to allocated incidents 

• Reduce on-scene and wrap-up times where possible to support patients waiting in the community  

• Use clinical judgement when undertaking patient assessment and focus on examining the system/s pertinent to the presenting complaint. Keep documentation clear, concise, and relevant 

• Ensure vehicles, equipment, drugs and consumables are fully stocked and ready for severe weather, escalating any shortfalls immediately 

• Safely use alternative care pathways wherever appropriate to avoid unnecessary conveyance to Emergency Departments

• Follow Trust Escalation Plans (CSP and REAP) and be willing to step into operational or command roles when required 

• Plan ahead for bad weather, including identifying staff who may struggle to travel and supporting local resilience plans 

• Promote clear communication with teams about winter pressures, service changes and available support 

• Continue to identify and escalate risks, pressures and learning so improvements can be made in real time and for future winters 

• Remain compassionate and professional with each other and partners 

Thank you to you and our hospital colleagues across the South West for the way you are all working to improve the care provided to our patients every single day. 

Progress to date  

The Medicines Repacking Service piloted in Bristol throughout 2023 with the aim of improving medicine management by providing pre-packed, sealed, medicine bags to operational crews in order to deliver effective patient care.  

Following the success of the pilot in Bristol, the Medicines Repacking Service has expanded and now serves 14 operational stations across BNSSG, Cornwall and North & East Devon. Between April and November 2025 10,160 registered clinician bags and 4,127 frequently used bags were issued.

We recently trialled a new design of pouch in several stations. Thanks to all colleagues who provided feedback, we have now finalised a design. 

 A NEW Inventory Management System (Pro-Cloud)  

We recently awarded a new electronic Inventory Management System (IMS) contract to CSS Europe. We will commission and test the system by the end of March, and during 2026/27 roll out to all counties, providing an end-to-end audit trail and ensure safe and secure processes for medicines.  

The IMS will introduce new software called Pro-Cloud, which will enable our Pharmacy, Supply and Delivery Service (SDS), Medical Devices, and Ambulance Vehicle Preparation (AVP) teams to enhance existing processes and implement new, efficient solutions.  

Benefits include providing end-to-end visibility of medicines, medicine bags and pouches, consumables, and medical devices - ensuring improved availability and traceability. 

Feedback and engagement  

At the end of November CSS Business Discovery Days took place at Bristol Main Operating Base and Emerald Park to support CSS' understanding of our current processes and the context for implementing Pro-Cloud. 

The CSS team engaged with Pharmacy, Supply and Delivery Services, AVP, and Medical Devices teams to gain valuable insights. The sessions focused on aligning Pro-Cloud's capabilities with SWASFT's operational needs and requirements amongst each team. 

Next steps  

Proof of concept days are scheduled with CSS and SWASFT to identify the best application of Pro-Cloud and any proposals to improve processes, enhance efficiencies, and support better ways of working across the organisation. 

Further communications will be shared in the new year detailing engagement events and a phased implementation schedule. 

Benefits  

The expansion of medicines management has seen wide-reaching benefits including: 

·        Saving clinician hours by alleviating the need for clinical staff to repack and check bags, enabling them to focus on delivering patient care 

·        Standardising the layout of medicines bags making medicines easier to locate 

·        Providing greater visibility of medicines management and safety 

·        Reducing medicines wastage through expiry date monitoring and stock rotating 

Feedback on the service   

I just wanted to thank the whole AVP team and Pharmacy Assistants for all of their help. After a cardiac arrest at the end of a shift, it was so lovely that all we had to do was hand the keys over to the AVP team and red tag the drugs bag. Both the AVP and Pharmacy teams work super hard to make all of our lives easier when responding on the road, I hope they get the credit they deserve and know how much we all appreciate their support and help! Thank you.  

On Wednesday 10 December a change was made in JRCALC guidelines to not use Glyceryl Trinitrate (GTN) as a first line treatment for ST-Elevated Myocardial Infarction (STEMI), with its use in STEMI being reserved for pulmonary oedema. The rationale provided by the committee that developed the guideline is as follows:  

STEMI patients have an occluded artery and therefore dilating the coronary artery with the aim to improve blood flow and reduce pain, will not occur. It may however make the patient feel more unwell by dropping the blood pressure, particularly if the patient has been sweating significantly with their MI.  

We are therefore advising GTN is not routinely recommended in patients with STEMI (unlike NSTEMI), however may be used cautiously if pulmonary oedema becomes a problem.  

A further review internally within SWASFT of literature found the following:  

2013 AHA guidelines for STEMI:  Although nitroglycerin can ameliorate symptoms and signs of myocardial ischemia by reducing LV preload and increasing coronary blood flow, it generally does not attenuate the myocardial injury associated with epicardial coronary artery occlusion unless vasospasm plays a significant role.  

2025 AHA guidelines  Analgesic therapies (nitrates included) may provide symptomatic relief, but they have not been shown to improve clinical outcomes in patients with ACS.  

2023 European Society of Cardiology guidelines: They imply an analgesic use ( Sublingual nitrate may be helpful to relieve ischaemic symptoms ) but do not describe a morbidity or mortality benefit.  

The ISIS 4 trial (1995): Referenced in the above guidelines, this was a high quality randomised controlled trial that included a nitrates group (not GTN specifically) with no mortality benefit. However, it is less transferable given the move to primary PCI since publication.   

A 2022 systematic review of pre-hospital use of GTN (DOI 10.1253/circrep.CR-22-0060): This found only a single, small, single centre, retrospective observational trial with high risk of bias and uncertainty.  

As there is no strong evidence of mortality or morbidity benefit, due to an absence of evidence, we decided to align ourselves with the national position. The current SWASFT ACS guidelines are being updated to reflect the changes to the JRCALC medicines guidelines.  

We have recently detected targeted attacks against our HR and Payroll services, including attempts to:

·        Spoof staff identities to request payroll changes via email and SD+ (e.g., hrservices@swast.nhs.uk ).

·        Impersonate senior executives (including the Chief Executive) or HR using external email accounts (e.g., Gmail) to contact DDaT staff and Board members.

What you must do:

·        Do not reply to these emails.

·        Do not click on any links or download attachments if present.

·        Never approve payroll or sensitive changes based solely on email instructions. Always follow the official verification process.

·        Verify authenticity: Always verify the sender's email address before clicking on any links or downloading attachments. If you are unsure about the legitimacy of an email, verify its authenticity by contacting the sender through a known and trusted communication channel. Outlook will display a banner when an email originated from outside of SWASFT.

·        Beware of urgent requests:   Cyber criminals may impersonate HR, board members, IT support staff, system administrators, or even members of the Cyber Security team. If you receive an urgent request to make a payment, update software or change credentials, please contact the sender through a known and trusted communication channel (not thru any links/phone numbers contained in the email/request/text message), or you could contact the Service Desk or the cyber security team (email: cybersecurity@swast.nhs.uk ) to verify. Cyber criminals may impersonate HR, board members, IT support staff, system administrators, or even members of the cyber security team. If you receive an urgent request asking you to make payments, update software, or change credentials, contact the sender through known and trusted communication channels (never contact them through any email addresses/links/phone numbers contained in emails/requests/text messages you received), or you can also contact the Service Desk or the Cyber Security Team (email:  cybersecurity@swast.nhs.uk ) to verify.

·        Report the email by using the Report Phishing option in Outlook.

·        If you have already interacted with one of these emails, please contact the Cyber Security Team immediately ( cybersecurity@swast.nhs.uk ).

Remember: Attackers are actively trying to exploit trust. If in doubt, STOP and REPORT.

Please refer to Cyber Dos and Don'ts  & Identifying spam and reporting it available on our intranet for more information on how to secure our data and how to identify and report spam.  

Cyber Security is everyone's responsibility, and we need your support. Thank you for helping keep our systems and staff safe.

LATERAL FLOW TESTS TO AID DIAGNOSIS OF LVO STROKES - PRONTO study

Quick online training, no data entry, voucher, CPD certificate and the potential to really impact treatment for stroke patients. Live in Tiverton, Honiton, Exeter, Crediton, Sidmouth, Exmouth, Dawlish, Okehampton, Newton Abbot, Totnes, Torquay, Brixham, Dartmouth, Kingsbridge, Derriford, Torpoint, Saltash, Liskeard, Launceston & Tavistock. Email PRONTO@SWAST.nhs.uk to get involved. 

IMPROVING OUTCOMES FOR HEAD INJURIES IN THE OVER 50s - CRASH-4 study

has been granted an extension for a further 12 months of recruitment to November 2026! It's not too late to sign up if you wish to get involved and work at one of these stations: EDOC, Tiverton, Bridgwater, Ilminster, Taunton, Saltash, Derriford, Honiton, Liskeard, Newton Abbot, Torquay, Totnes.  We can provide you with CPD certificate and voucher for undertaking the training.  Contact CRASH4@SWAST.nhs.uk to register your interest.

HOW CLINICAL ADVICE IS ADMINISTERED - CLEAR study

If you have given or received remote clinical advice as part of patient care in an Ambulance Service, and you're interested in providing your views on how clinical advice should be delivered, we want to hear from you! We at SWASFT are working with the East of England Ambulance Service on a mixed-methods study exploring clinical advice delivery for UK ambulance service clinicians' (the CLEAR study). This 3-phase research study aims to aims to understand variation in, access to, and staff perceptions of remote clinical support for staff in UK Ambulance Services. We're inviting you to take part in a short survey via the QR code. 

The CLEAR study has received Health Research Authority approval. It has been funded by the College of Paramedics.

If you have any questions about this study or would like to know more, please contact the East of England Ambulance Service NHS Trust's research team: research@eastamb.nhs.uk or research.audit@swast.nhs.uk 

CARING FOR SICK CHILDREN IN THE PREHOSPITAL SETTING - PREDICT-EMS study

We are supporting the University of Leicester who are conducting a qualitative interview study to explore the barriers and facilitators to the implementation of paediatric early warning systems in prehospital settings.  Open to a wide range of staff and CPD available for undertaking a 30-minute online interview. Please see the poster and scan the QR code for information and to register your interest. 

This week's One Team update focuses on where we are in terms of the delayed implementation of Practice Education Vehicles (PEVs) and the introduction of Lead Practice Educators (LPEs).

The One Team model is a huge programme of work with a number of elements to it, all moving at different paces. We recognise that progress has been slower than originally anticipated and apologise for any uncertainty caused. This is because several key initiatives needed to be embedded first to ensure the success of the PEVs. These include: 

·        The introduction and embedment of the Clinical Team Manager (CTM) role 

·        Recruitment to County Education Team Leader positions 

·        Reshaping senior operational roles with the introduction of Assistant Directors of Operations in each county 

·        The introduction of Consultant Paramedics 

·        Establishing the Education Service Desk 

·        Progressing work on our new Clinical Strategy 

All these initiatives are critical enablers for the One Team model and will ensure that PEVs operate within a strong clinical and educational framework. While these changes have slowed the pace of implementation, they are essential to delivering a sustainable and effective model. 

Current position  

We are pleased to confirm that the first two Practice Education Vehicles (PEVs) will be launched in BSW, and an advert recently closed to recruit Lead Practice Educators (LPEs) for these vehicles. This marks an important milestone in our transformation journey. 

For all other counties, the current structure will remain in place for now. However, we will begin working with each county to transition to the new ways of working. This will include: 

·        Recruitment to 12-month secondments through a competitive assessment process.

·        Retention of the Lead Paramedic (L&D) job title during this phase. 

·        Defined workstreams for all Lead Paramedics (L&D). 

·        Ceasing supernumerary practice as a principle of planning; Lead Paramedics will work as part of a crew.  

·        Closer links with County Education Lead TLs to improve workload allocation and governance. 

·        Lead Paramedics (L&D) will not undertake the identified education package for upskilling at this stage. 

Next steps

Once rotas and locations for PEVs are confirmed, we will begin aligning them to counties and launch consultation through individual county assessments. 

All Lead Paramedics (L&D) will start to adopt new ways of working and collaborate more closely with County Education Leads. This approach ensures consistency, supports governance, and prepares us for the full implementation of the One Team Model. 

We appreciate your flexibility and commitment during this transition. Your expertise remains central to delivering high-quality education and clinical support as we move forward. 

Further details on timelines, consultation processes, and next steps will be shared shortly. 

Background

·        PEVs are being implemented to enable learning to take place in the live environment which will be supported by the new role of Lead Paramedic Educators (LPEs).

·        A Town Hall took place in August 2025 with existing LP L&Ds and wider colleagues help explain more about this evolving role.

·        The number of LPEs we require is greater than the existing number of LP L&Ds, so if this type of role interests you, please watch this space for further information and the launch of a recruitment process over the coming weeks.

·        We remain keen to hear your feedback and ideas so please do share your thoughts with us.

Frequently Asked Questions (FAQs) - see LPE & PVE FAQs .

Are you a Band 6 paramedic or ambulance nurse looking to take your clinical expertise to the next level? We are inviting expressions of interest for the Enhanced Clinical Practitioner Apprenticeship, starting in 2026.

About the role

Enhanced Clinical Practitioners deliver a high standard of complex care, applying enhanced clinical judgement, skills, and knowledge. You will work closely with patients, families, carers, and multi-professional teams to:

• Undertake comprehensive assessments of patient needs.
• Critically analyse clinical problems, applying evidence-based practice, enhanced diagnostics, interventions, and equipment to make informed decisions.

Programme details

• Duration: 18 months
• Delivery: Primarily online with weekly university sessions and some face-to-face skills days (time to attend training is protected and in paid hours)
• Practice: Time within specialist teams, tailored placements.
• Outcome: On successful completion you will have gained a Postgraduate Diploma in Enhanced Clinical Practice.
• Fees:  SWASFT fund the programme through the Apprenticeship and Skills Levy.

The apprenticeship would be completed whilst working operationally as a paramedic or ambulance nurse. There is an expectation that you would need to complete some academic study in your own personal time.

Eligibility criteria

• Degree (minimum 2:2 or equivalent).
• Current HCPC/NMC registration, or registration with an approved healthcare regulator or accredited voluntary register.
• Minimum 3 years post-registration experience.
• GCSE Maths and English at grade C/4 or above.
• Ability to commit to the programme while working full-time as a Band 6 paramedic (protected time for university days will be provided).
• Maintain professional revalidation and CPD requirements.
• 100% compliant with statutory & mandatory training requirements.

Important information

• At this stage this is an expression of interest only.
• Completion of the programme does not guarantee automatic transition into a s pecialist or enhanced role.
• More information on the Enhanced Clinical Practitioner apprenticeship can be found HERE

If you are ready to enhance your clinical practice and contribute to delivering exceptional patient care, express your interest today. If you have any questions, then please email  apprenticeships@swast.nhs.uk

How to apply

Complete the application by filling out this form by Sunday 21 December. If shortlisted, you'll need to attend an interview which will take place in January 2026. We'll contact you with details once your EOI has been reviewed.

Hi, I'm Emma, and I have recently transitioned into the role of Professional Development and Regulations Manager. I oversee the strategic and operational delivery of professional development and accredited qualifications across the Trust. My portfolio includes:

·       Preceptorship programmes

·       The Consolidation of Learning (CoL) Programme for Newly Qualified Paramedics (NQPs)

·       Clinical Supervision (Restorative)

·       Continuing Professional Development (CPD)

·       Regulated Education - Level 3 Award for First Responders on Scene and Level 3 Certificate in Emergency Response Ambulance Driving

 With 15 years working in the ambulance sector my career has spanned diverse operational and educational roles, including seven years as a Hazardous Area Response Team (HART) Paramedic and the last 5 years as an Education Manager holding portfolios across Practice Education, CPD and EOC Education.  

This December I am due to finish my Level 7 Senior Leader (Health) apprenticeship giving me invaluable lived experience as an apprentice and learner within the organisation. And, as an avid lifelong learner myself, with a tenacious curiosity and passion for innovation, I am dedicated to advancing healthcare professionalisation through high-quality education and professional development. 

I am very proud to lead a talented team of specialists committed to ensuring our people have access to evidence-based learning that strengthens clinical practice, enhances professional capability, and fosters a culture of continuous learning.

Examples of fraud in the NHS

Working while sick

A nurse who did agency work while off sick from her main job was found guilty of fraud and sentenced to 16 months' imprisonment.

She was found to have defrauded her employer of more than £32,000 after she worked for two nursing agencies while signed off sick from her substantive role. We experience multiple cases, such as these, at SWAST each year.

False timesheets

A senior NHS nurse was sentenced to 8 months imprisonment (suspended for 18 months) for falsely creating and authorising 57 shifts causing a loss to the NHS of £21,562.86. Recovery was made using powers under the Proceeds of Crime Act (POCA) 2002.

Lied about qualifications

A fake psychiatrist who is currently serving a seven-year prison sentence for forging her medical qualifications has been ordered to pay back £406,624 to the NHS or face an extra two and a half years in jail. She has three months to repay the full amount.

The individual had posed as a qualified psychiatrist and worked for the NHS for 22 years. She was found to have fraudulently obtained in excess of £1 million from a number of UK health bodies.

Bribery & Corruption Against the NHS

Four men, two being former NHS employees, were sent to prison for a combined 29 years for fraud, bribery and corruption against the NHS. Investigations identified that between 2010 and 2017, the two NHS employees accepted bribes, hospitality and cash incentives worth £100,000 in exchange for sensitive information that led to the awarding of contracts worth £6 million.

Check out our simple dos and don'ts if you suspect fraud at work

If you have any suspicions of fraud in the workplace, please follow our simple dos and don'ts to protect vital funds which support patient care. 

We have shown you how to spot, stop and report fraud, highlighting the risks and how you can protect yourself, and the NHS, from falling victim to cons and scams.  

Do:

•  Record details such as your concerns, names, dates, times, details of conversations and possible witnesses. Time, date and sign your notes
• Retain any evidence that may be destroyed, or make a note and report your concerns
• Confidentiality will always be respected - delays may lead to further financial loss

Don't:

• Attempt to question a suspect yourself; this could alert a fraudster or accuse an innocent person. Report your suspicions
• Attempt to gather evidence yourself unless it is about to be destroyed; gathering evidence must take into account legal procedures in order for it to be useful. It is important to discuss your suspicions with the Chief Finance Officer and / or the Local Counter Fraud Specialist
• The Public Interest Disclosure Act 1998 protects employees who have reasonable concerns. You will not suffer discrimination or victimisation by following the correct procedures

LATERAL FLOW TESTS TO AID DIAGNOSIS OF LVO STROKES - PRONTO study

Quick online training, no data entry, voucher, CPD certificate and the potential to really impact treatment for stroke patients. Live in Tiverton, Honiton, Exeter, Crediton, Sidmouth, Exmouth, Dawlish, Okehampton, Newton Abbot, Totnes, Torquay, Brixham, Dartmouth, Kingsbridge, Derriford, Torpoint, Saltash, Liskeard, Launceston & Tavistock. Email PRONTO@SWAST.nhs.uk to get involved. 

IMPROVING OUTCOMES FOR HEAD INJURIES IN THE OVER 50s - CRASH-4 study

has been granted an extension for a further 12 months of recruitment to November 2026! It's not too late to sign up if you wish to get involved and work at one of these stations: EDOC, Tiverton, Bridgwater, Ilminster, Taunton, Saltash, Derriford, Honiton, Liskeard, Newton Abbot, Torquay, Totnes.  We can provide you with CPD certificate and voucher for undertaking the training.  Contact CRASH4@SWAST.nhs.uk to register your interest.

HOW CLINICAL ADVICE IS ADMINISTERED - CLEAR study

If you have given or received remote clinical advice as part of patient care in an Ambulance Service, and you're interested in providing your views on how clinical advice should be delivered, we want to hear from you! We at SWASFT are working with the East of England Ambulance Service on a mixed-methods study exploring clinical advice delivery for UK ambulance service clinicians' (the CLEAR study). This 3-phase research study aims to aims to understand variation in, access to, and staff perceptions of remote clinical support for staff in UK Ambulance Services. We're inviting you to take part in a short survey via the QR code. 

The CLEAR study has received Health Research Authority approval. It has been funded by the College of Paramedics.

If you have any questions about this study or would like to know more, please contact the East of England Ambulance Service NHS Trust's research team: research@eastamb.nhs.uk or research.audit@swast.nhs.uk 

CARING FOR SICK CHILDREN IN THE PREHOSPITAL SETTING - PREDICT-EMS study

We are supporting the University of Leicester who are conducting a qualitative interview study to explore the barriers and facilitators to the implementation of paediatric early warning systems in prehospital settings.  Open to a wide range of staff and CPD available for undertaking a 30-minute online interview. Please see the poster and scan the QR code for information and to register your interest. 

For those of you who have not come across us yet, we are the Clinical Support Team - a team of clinicians established to provide support to all frontline crews, whether that be a peer discussion, supporting with more complex patients, deliberating alternate pathways/referrals or escalating to our senior clinicians for further input when it is appropriate. We also work closely with our Community First Responders and support them on scene, often resulting in discharging the patient on scene, freeing ambulances to respond to other patients in need.

We can be contacted on the 'one number' - 0300 369 0117, option 4 or via email at clinicalsupportteam@swast.nhs.uk .

Data collection - on-scene times and our ask of you

On-scene times continue to increase, and we therefore have been tasked to look at protracted incidents to collate data regarding the delays/challenges crews are facing.

The most effective way for us to do this is to contact you directly via the Mobimed live message inbox. We can then streamline the contact to incidents where there is potential for the CST to assist with minimal interruption to you and your patients. The message is informative and does not require a response - but please do give us a call if you think we can support.

Mobimed Live provides up to date information about the situation on scene allowing an informed decision to be made whether collaboration with the CST could be beneficial - the decision to take up the offer is, of course optional. A message would not be sent where it is not felt appropriate or obvious to the contribution of the protracted on-scene time (e.g. Cardiac Arrest/Complex EOL). Please rest assured this is not in any way about checking your paperwork or scrutinising clinical decision making and no identifiable patient information is being collected, it is purely an offer of support.

In escalation, other directorates such as clinical leads will also be supporting. We are keen to understand what the barriers crews are facing. Please remember to feedback barriers with referrals, patient management and alternate pathways on the Rightcare form. This is currently underused but offers vital evidence to stakeholders which is needed to feedback directly to the providers so improvements and solutions can be implemented.

So, whether it be a GP delay, ePCR troubles, complex paperwork, safeguarding concerns, or supporting students (to name just a few!) please call us or feedback using the Rightcare option. We're here to help and welcome your call. 

If you have any questions or concerns, please do not hesitate to email the CST leads on clinicialsupportteam@swast.nhs.uk or give the team a call 0300 369 0117 (option 4).

First brought to the UK in the 1980s,  Black History Month  was initially introduced to the country by a member of the Greater London Council, Akyaaba Addai Sebo. Since 1987, Black History Month has been celebrated in every October to help eradicate discrimination and encourage racial equality.  

This year's theme -  Standing Firm in Power and Pride  - highlights the importance of sharing stories of resilience, strength, and unwavering commitment to progress that defines the black community.  

Celebrating the diversity of our NHS workforce 

At a time when our black, Asian, and minority ethnic (BAME) colleagues are facing increased levels of racism, it is vital we reclaim the narrative and celebrate the crucial work they do. 

·        Most NHS staff in England are British, but around 19% are not

·        Around 265,000 out of 1.5 million staff reported a non-British nationality in June 2023, up from 220,000 a year earlier  

·        This amounts to nearly one in five of NHS staff with a known nationality. Between them, these staff hold over 200 different nationalities

·        122,000 are Asian nationals (8.6%), while over 70,000 are EU nationals (5.2%)

Sir James Mackey, NHS England Chief Executive and Jo Leneghan, Chief Workforce Officer for NHS England, have recently written to ICB, NHS Trust and Foundation Trust chairs, chief executives and chief people officers following the  announcement  by the UK Government on actions to tackle racism including antisemitism within the NHS. The letter asks for assistance in implementing important initiatives that support the NHS's shared commitment to fostering an inclusive, respectful, and professional environment - for colleagues, patients and visitors - across the NHS and assuring our communities of its commitment to tackling hatred in all its forms.  

SWASFT Race Equality Staff Network (REN) 

Here at SWASFT, our Race Equality Staff Network provides a safe space, a learning environment for all, and an advisory group to the Trust's senior leadership team on all matters relating to race and equality. For upcoming activities and events, see the  REN intranet page,  and look out in the Bulletin for the next staff network meeting coming soon... 

Despite being hammered by hailstones, the Griffins showed resilience, teamwork, and a touch of flair to come away with a well-earned 29-20 victory. SWASFT never gave up and kept attacking until the very end - a great effort in their first match since the last game against Longlevens in May 2024.

 Longlevens tries came from Paul Watson, Connor Scantlebury (2), and Finn Jervis, whose superb score on his official debut was a highlight of the afternoon. Luke Pegler, Paul Thomas, and Jordan Rankin-Woodhouse each added a conversion, while Zack Fisher showed his class with a beautifully executed drop goal in the driving rain to extend the lead early in the first half.

 SWASFT try scorers were Aaron Constant with 2, Fletcher Meyer and Rob from Melksham who stepped in to help the team with numbers and bought attacking threat with his pace. Defensively, Longlevens were immense, weathering both the storm overhead and the pressure on the pitch. Andy Nicholls set the tone with a tireless defensive shift, earning himself a deserved Man of the Match award for Longlevens. Sam Wheeler was MOTM for SWASFT for his hard running lines. As for Donkey of the Day, for Longlevens that honour went to Paul Thomas, who saw yellow after getting caught with his hands in the cookie jar of a ruck when defending the Longlevens line. Chris Kearns was awarded DOTD for SWASFT for not knowing if he was playing contact or non-contact when he came on!

The game was played in great spirits (despite the hail) and the lads are looking forward to hopefully another fixture later in the season.

Players

1. Kieran Blake - Trowbridge, BSW

2. Fletcher Meyer - Bath, BSW

3. Dylan James - Chippenham, BSW

4. Harry Mckinney - Chippenham, BSW

5. Philip Greenlaw - Bristol, BNSSG

6. Max Pinnock - Keynsham, BNSSG

7. Todd Burge - Bath MAR

8. Aaron Constant - Staverton, Gloucester

9. Josh Engles - Bath, BSW

10. Ben Levack - Bristol, BNSSG

11. Tim Eddy - Chippenham, BSW

12. Sam Wheeler - HART, NBOC

13. Ben Wall - Bristol, BNSSG

14. Chris Kearns - Bath, BSW

15. David Clover - HART NBOC 

16. Shane Daley - Staverton, Gloucester

17. Matt Evans - Chippenham, BSW

Hi all, we are Harri and Matt, part of the Safeguarding team here at SWASFT, and today we're really pleased to provide an overview of some exciting initiatives and information in the Safeguarding space. 

Safeguarding Conference 

We're really excited about the very first Safeguarding Conference - an all-day virtual event taking place on Wednesday 19 November as part of Safeguarding Adults Week, which runs from the 17-21 November. The theme of this year's week is 'Prevention - Act before abuse'.
 
We'll be holding five sessions across the day, each focusing on a particular topic and some guest speakers too. You'll be able to find out more about: 

• The Safeguarding team and what we do
• Fire and Rescue home safety with Avon Fire and Rescue Service
• Modern slavery with Unseen, a UK charity providing safehouses and  support for survivors of trafficking and modern slavery
• The DIVAS - a group of women with Learning Disabilities, Neurodiversity and Autism who fight to be treated fairly and with respect
• Safeguarding top tips and Q+A session 

Nominate a colleague for a SWASFT Safeguarding Award!  

Do you know a professional and/or team who:  

• Managed an exceptionally complex safeguarding situation?
• Went above and beyond in their safeguarding practice?
• Worked in partnership with others to effectively safeguarding patients? 

If so, send an email to safeguarding.training@swast.nhs.uk with their name, contact details and a summary of their brilliant safeguarding practice. 

Winners will be announced at the virtual safeguarding conference on the 19 November 

Safeguarding Supervision 

Our Safeguarding Supervision sessions available to all colleagues provides a structured process for exploring and reflecting on safeguarding cases, with an aim to expand confidence and knowledge of how best to safeguard patients. It also supports colleagues on how to manage the emotional toil that a safeguarding case can take. To request a session please email safeguarding.supervision@swast.nhs.uk.  

The Charlie Card - a lifesaving resource for people with Epilepsy 

In the fast-paced world of emergency care, timely access to medication can mean the difference between life and death - especially for people living with epilepsy. The Charlie Card, launched by SUDEP Action in memory of Charlie Marriage, is a vital tool designed to prevent avoidable deaths by empowering patients and informing healthcare professionals. 

Charlie Marriage tragically died in 2021 from Sudden Unexpected Death in Epilepsy (SUDEP) after being unable to access his anti-seizure medication. Despite contacting NHS 111, his GP, and multiple pharmacies, Charlie was not informed of his legal right to request an emergency supply of his medication. His story highlights a devastating gap in awareness and communication within the healthcare system. 

The Charlie Card addresses this gap by: 

• Informing patients of their legal right to emergency medication under the Human Medicines Regulations 2012
• Reminding pharmacists of their duty to dispense emergency supplies of repeat medication (excluding phenobarbitone) when certain conditions are met
• Providing quick-reference information that can be shown at pharmacies to support urgent requests

Ambulance service personnel, often first on the scene, play a crucial role in recognising the risks associated with missed epilepsy medication. The Charlie Card can be a powerful tool in your safeguarding toolkit - helping to advocate for patients and prevent future tragedies. 

You can order or download the Charlie Card for free via SUDEP Action's website. It's designed to be kept in a wallet or saved on a phone, ready to be used in emergencies.   

Resource Escalation Action Plan (REAP)

REAP is a national strategic model for sustained escalation throughout ambulance services in England. The plan sits alongside the Trust Clinical Safety Plan (CSP) and sets out our corporate response to changes in pressure and demand. There are four levels of escalation:

REAP levels are nationally reported and captured on national dashboards, decided by the Trust Strategic Commander with support from a wider group of senior leaders and directors. At each level of escalation there are agreed actions to be taken. 

Last year we introduced 'Corporate Escalation Step 1': a process aimed at preventing escalation to REAP Level 4 by stabilising pressures.

What does this mean for you?

During Corporate Escalation Step 1 clinicians in non-patient facing roles will be requested, according to their pre-designated skill set to either:

• Remotely triage patients in the call queue (where licenced and trained)
• Provide increased presence at Emergency Departments to focus on timely patient handovers (Operational Managers, Clinical Team)
• Provide additional medical presence in the EOC
• Work on Double Crewed Ambulances (DCA)
• Provide additional capacity for remote advice to our frontline crews
• Provide Operational Leadership in the EOC to support with unavailability management
• Provide Operational Leadership in the ROC to support the management of single crewed resources
• All blue light lease car holders are expected to book on or perform one of the roles identified above

At REAP Level 4, in addition to the support described for Corporate Escalation Step 1, non-clinical staff across the Trust are also expected to support all efforts to de-escalate in prioritised roles. The overarching principle that all staff employed by the Trust take action to contribute to de-escalation, this includes all managers. The prioritised roles for non-clinical staff are:

• ICC manager 
• Loggist
• EOC patient call-back support

If you hold one of these roles and would like some refresher training please let me ( vicki.howard@swast.nhs.uk ) know so that I can signpost you to appropriate colleagues.

Clinical Safety Plan (CSP)

The CSP levels are designed to address dynamic changes to operational demand and provide specific actions to manage safety and support de-escalation as promptly as possible. The 4 levels of the plan are as follows:

• Level 1 - Normal Operating
• Level 2 - Moderate Pressure
• Level 3 - Severe Pressure
• Level 4 - Extreme Pressure

The CSP levels are likely to rise and fall across a 24-hour period and are much more dynamic than REAP. They are led by the Trust Incident Manager our lead and on-duty Tactical Commander for the Trust, again with key actions for key roles identified.

Please familiarise yourselves with REAP and CSP to understand the impacts for you and your role.

The next Winter Plan in focus article will explore how our planning is aligning across the Winter period but in the meantime, if you have any questions or would like this feature to cover any specific elements of the winter plan, please contact Vicki on vicki.howard@swast.nhs.uk .

Hello everyone, my name is Rhys Griffiths, and I am proud to serve as the Head of Education & Professional Development here at South Western Ambulance Service NHS Foundation Trust. My journey with the ambulance service began in 2005, when I joined as a 999 Call Taker in Control. Since then, I have been fortunate to experience a wide range of roles across both operational and educational settings, including Dispatcher, Emergency Care Assistant, Paramedic, Lead Paramedic, Operations Officer, and Learning & Development Manager. Each of these roles has shaped my understanding of our organisation and the people within it.

In my current role, I have the privilege of leading the Trust's education portfolio. This includes clinical education, apprenticeships, statutory and mandatory training, emergency driving education, Technology Enhanced Learning (TEL), EOC Education, Placement Education (supporting our undergraduates), Professional Development (CPD), Regulated qualifications and finally education governance and quality assurance. At the heart of everything we do is a shared commitment to ensuring every member of our workforce receives the learning, support, and development they need to deliver safe and high-quality patient care.

The past few years have been a period of significant change and growth for our department. We are strengthening our governance and quality frameworks, developing clear professional pathways, expanding our apprenticeship provision, and working towards becoming an employer-provider so that we can deliver our own apprenticeship programmes directly within the Trust. This is an exciting step that will help us build sustainable, high-quality learning pathways for the future workforce.

None of this would be possible without the talented and passionate management team who lead each specialist area within Education & Professional Development. Together, they bring a wealth of experience and dedication to supporting our learners and educators across the Trust.

In the coming weeks, you'll hear directly from each of them as they introduce their roles and portfolios.

I hope this feature helps you get to know us a little better and provides a sense of the breadth and impact of our work across the organisation.

Thank you for taking the time to read and for your continued support of our Education teams and the incredible people who make learning happen every day.

We're excited to share something new - the Maternity Planner. It's a thoughtful, practical, and empowering resource created to support both colleagues and leaders throughout the entire maternity journey.  

We recognise that conversations around maternity can be deeply personal and, for some, emotionally complex. Following last week's launch of support for those impacted by baby loss, we want to acknowledge that this topic may be difficult for some. Please engage with this resource in a way that feels right for you and know that support is available if you need it.   

Whether you're just starting to think about sharing your news, planning your leave, or preparing to return to work, the Maternity Planner is here to help. It walks you through each stage, trimester by trimester, and even includes the often overlooked 'fourth trimester': that important time after birth when you're adjusting to life and work again.  

You can access the Maternity Planner via our NEW Parental Pathways Hub on the intranet, which will become home to our future work taking place to improve the experiences of colleagues impacted by parental and family circumstances.  

What's the planner all about?  

his isn't just a checklist; it's a step towards a more supportive culture. The Maternity Planner is designed to: 

• Give colleagues clear, timely information and space to reflect. 

• Help leaders feel confident and compassionate in their conversations. 

• Create consistency in how maternity is supported across the Trust. 

• Promote wellbeing through proactive planning and open dialogue.  

From risk assessments and redeployment chats to KIT/SPLIT day planning and return-to-work support, it's all about making sure everyone feels informed, prepared, and valued.  

Built with your voice  

This planner was co-designed with input from colleagues across the Trust, including those who've taken maternity leave, line managers, and the Parental Pathways Working Group. We also listened to feedback from the NHS Staff Survey, family focus groups, pilot users, and newly qualified paramedics (NQPs) to shape the tone, structure, and content.  

In the Bulletin on 18 September, you heard from Maisie Williams, Preceptorship Lead, in the Your Voice Matters podcast focusing on the People Promise Theme, 'We are compassionate and inclusive' and the work of the Parental Pathways Programme and development of the planner. Maisie shared:  

The maternity planner helps inform discussions really early on and equips line managers to have those conversations, so people aren't left in the dark.  

What difference will it make?  

We know that navigating maternity leave hasn't always felt clear or consistent. The Maternity Planner changes that by: 

• Offering a clear, supportive journey for both colleagues and leaders. 

• Reflecting diverse family experiences through inclusive practices. 

• Aligning with updated policies like the Family Leave Policy and the new Parent and Breastfeeding Risk Assessment.  

It's a real step forward in building a more compassionate, inclusive culture; one where people feel seen, supported, and celebrated.  

We also recognise that this planner doesn't yet cover experiences such as IVF, adoption, or surrogacy. These journeys are equally important, and future guides we are preparing and engaging with colleagues on will be developed to support colleagues navigating these paths.    

What's coming up?  

• Town Hall for leaders - 28 October 

• Town Hall for all colleagues - 29 October 

• Video stories and case studies from those who've piloted the planner 

• Opportunities to share your feedback through surveys and conversations 

Hi all, my name is George Pemble-Vincent, and I'm the Deputy Head of Volunteering and Community Services (North). I'm thrilled to provide this week's guest update focusing on this year's Restart a Heart events and the GoodSAM App.

Today is Restart a Heart Day - a national initiative led by the Resuscitation Council UK, supported by the British Heart Foundation, UK ambulance services, and community partners across the country. Here at SWASFT, we're using the whole week to maximise our impact, reaching as many people as possible with life-saving training and awareness.

Restart a Heart aims to increase survival from out-of-hospital cardiac arrest by giving people the skills and confidence to perform CPR and use a defibrillator. Across the UK, more than 100,000 people suffer a cardiac arrest each year, yet fewer than one in ten survive. Early CPR and defibrillation can double or even triple survival chances - and that's why this campaign matters.

Throughout the week, SWASFT staff, CFRs and volunteers will be delivering free, hands-on CPR and AED awareness sessions in schools, community centres and public venues across the South West. Each short, practical session helps people learn the simple steps to save a life - and feel ready to act when every second counts.

Restart a Heart Day reminds us that anyone can make a difference. The campaign's message is clear: Learn CPR. Act fast. Save lives.

GoodSAM - technology saving lives every day

Alongside Restart a Heart, our work with the GoodSAM Responder App continues to transform community response. When a 999 call is made for a suspected cardiac arrest, GoodSAM automatically alerts trained responders nearby, directing them to start CPR before the ambulance arrives.

A recent example shows its power in action: 72-year-old Kelvin Parker from Somerset suffered a cardiac arrest at home earlier this year. Thanks to the GoodSAM system, two off-duty SWASFT responders - Mike Coe and Emily Kingman - received an alert and reached Kelvin within minutes to start CPR and deliver defibrillation. Their rapid action, supported by attending ambulance crews and Critical Care Teams, saved his life. Kelvin has since made a full recovery - and recently met some of those who attended him to thank them in person.

We now have over 2,000 registered GoodSAM responders across the South West, including SWASFT staff, CFRs and trained members of the public. Together, they're extending the reach of our service and strengthening the chain of survival every single day.

Working together to build a resilient region

This year, both the Volunteering and Community Services and Patient Engagement teams are hosting community engagement events as part of Restart a Heart, promoting both initiatives and coordinating venues, resources, volunteer recruitment and publicity. Restart a Heart Day and GoodSAM share the same goal: empowering ordinary people to do extraordinary things in those first few minutes that matter most.

By equipping our communities with the skills and tools to respond, we're helping to save lives - and reinforcing the vital partnership between our staff, volunteers and the public. 

Planned events

Monday 13 October
Great Torrington Golf Club, EX38 7EZ | 09:30-15:30

Tuesday 14 October
Croyde Village Hall, EX33 1LZ | 10:00-17:00

Wednesday 15 October
St Sidwell's Leisure Centre, Exeter, EX1 2JX | 09:00-19:00
Great Western Hospital (next to main entrance), Swindon, SN3 6BB | 10:00-14:00

Thursday 16 October
Dolphin Shopping Centre, Poole, BH15 1SZ | 10:00-17:00
Riviera International Conference Centre, Torquay, TQ2 5LZ | 10:00-16:00
ASDA Superstore, Falmouth, TR10 9LY | 10:00-15:00
ASDA Superstore, Bodmin, PL31 2AR | 10:00-15:00

Friday 17 October
ASDA Superstore, Weymouth, DT4 8JQ | 09:30-14:30

Saturday 18 October
Tesco, Portland, DT5 2AD | 09:30-14:30
Saunders Garden Centre, Bristol Road, Burnham-on-Sea, TA9 4HJ | 09:30-15:00

Sunday 19 October
Gloucester Quays, Gloucester, GL1 5SH | 10:00-16:00

If you'd like to get involved and support an event, please contact your local Volunteering & Community Services team via Volunteer Contacts | SWAST Website , or email Engagement@swast.nhs.uk , or visit the Volunteer Contacts page on the SWAST website.

Together, we can ensure that across the South West, more people are ready to act, and more lives are saved.

Background 

1. Integrated County Clinical Teams (ICCTs) 

Consist of a group of leaders who work together to lead each county, with a shared set of goals, vision and objectives to achieve. They consist of leads in operations, clinical, quality, people and wider directorates. The team work together to deliver the service to our patients. The benefits are that each member of the leadership team brings a unique perspective and set of skills and involves leaders in decision making and provides opportunities for development. These leaders are collectively accountable for the delivery of all aspects of the Integrated County Clinical Team.  

2. Clinical Team Managers (CTMs) 

The Clinical Team Manager (CTM) role has been introduced as a direct replacement for the Operations Officer (OO) role, strengthening clinical leadership, operational consistency, and staff wellbeing. Unlike the OO role, the CTM role provides a broader remit, ensuring frontline staff receive structured clinical and professional support, which in turn enhances patient safety and organisational culture. 

ADHD stands for Attention-Deficit Hyperactivity Disorder: a neurodevelopmental disorder characterised by regular patterns of inattention, impulsiveness and hyperactivity and affects how individuals focus, control impulses and regulate activity levels.

Studies have shown that 80% of the risk of developing ADHD is down to genetics and many genes contribute small effects, this is known as polygenic. 

There are three main presentations of ADHD:

·        Inattentive identified by the person being forgetful, disorganised and having difficulty maintaining attention.

·        Predominantly Hyperactive-Impulsive where the person tends to fidget a lot, act impulsively and is excessively moving around.

·        Combined which is a mix of the above two presentations

These 'symptoms' need to present in multiple different setting such as work, school or home and interfere with daily functioning.

Not all people with ADHD need to be medicated, some can be well supported with therapies that help them to develop coping strategies and improve self-regulation. 

Calm, clear communication providing reassurance and helping the person stay grounded are particularly important when a person who has an ADHD diagnosis is seeking emergency support, such as when calling 999 or when an ambulance attends them. Using the persons own communication strategies, minimising distractions and breaking down questions and guidance to help them understand what is being asked. ADHD can impair decision-making and increase impulsivity in times of stress so supporting them to maintain a structure that is comfortable to them will support them in staying grounded and enable them to make rational decisions.

The Neuro-Inclusive Network is there to support staff with ADHD who can be contacted via neuro-inclusion@swast.nhs.uk.

Hannah Welch is the Trust's Learning Disability and Vulnerabilities Lead focusing on support for patients.

Baby Loss Awareness Week took place from 9-15 October - a time to gently pause and remember the lives of babies lost during pregnancy, at birth, or in infancy. On Wednesday evening, many people across the world took part in the Wave of Light, lighting candles at 19:00 to honour these precious lives and show solidarity with those affected. You can read more about the initiative here . 

We want to take a moment to acknowledge this deeply personal and, often, quiet grief. Whether recent or long ago, the impact of baby loss can be profound. As a Trust, we stand alongside all colleagues who have experienced this, directly or through someone close to them, and we remain committed to creating a workplace culture rooted in empathy, compassion and care. 

If you or someone you know would welcome support, please know that help is available.

Internal support

·        Employee Assistance Programme (EAP) - confidential counselling and emotional support 

·        Staying Well Hub

·        HR and Occupational Health - guidance on leave, adjustments, and wellbeing 

External support

·        https://www.sands.org.uk - bereavement support and remembrance resources 

·        https://www.tommys.org - support for pregnancy loss and research 

·        https://www.miscarriageassociation.org.uk - information and helplines 

We also want to share that this topic is being thoughtfully considered in our ongoing work to improve experiences of parental pathways within the workplace. Your voices and lived experiences are helping shape future policies and practices that better support families through all stages of parenthood - including loss. 

Let's continue to hold space for one another with kindness and care. 

Weak passwords are a real threat to patient confidentiality during Cyber Awareness Month and beyond - find guidance on how to create a strong password below.

Your password must: 

·        Be at least 14 characters long 

·        Include at least 2 unique uppercase letters (A-Z) 

·        Include at least 2 unique lowercase letters (a-z) 

·        Include at least 2 unique digits (0-9) 

·        Include at least 2 unique special characters (e.g. !, @, #, $, %, ^, &, *) 

 Your new password must not: 

·        Contain any part of your name 

·        Include dates, months, or years 

·        Use sequential or repeated characters (e.g. 1234, aaaa) 

·        Use keyboard patterns (e.g. qwerty, asdf) 

·        Contain season names (e.g. summer, winter) 

·        Include common or predictable words, such as: 

·        password , computer , control (or variations like P@ssw0rd) 

·        southwestern , exeter , bristol , ambulance , paramedic , clinician , orange , cucumber , pepper , strawberry  

  Use a passphrase made of 3 unrelated random words combined with numbers and symbols 

·        Example: Br!dge7C@mel&Lemon9 (Note: This is just a sample - please do not use it. Create your own unique password instead.) 

·        Avoid anything easily guessed based on your role, location, or personal interests   

Please avoid using the same password across multiple accounts or systems, including:  

·        Personal email or social media 

·        Administrator or privileged access accounts 

·        Any other internal or external platforms 

Reusing passwords significantly increases the risk of compromise. One breach in a less secure system could expose other critical accounts - even within NHS infrastructure. 

For guidance, please refer to our Authentication Policy on the intranet. 

Vicki Howard, Head of EPRR

As we approach the colder months, the Trust is proud to launch its Winter Plan 2025/26, outlining our strategic, operational, and tactical preparations to ensure safe, high-quality, and effective ambulance services from 1 November 2025 to 30 April 2026.

This year's plan places a strong emphasis on patient safety, staff welfare, and collaborative system working to manage the anticipated increase in demand and operational pressures across our services. External communications are planned to engage with our communities throughout the period.

Key goals for this winter include:

• Improving Category 2 response times to under 30 minutes.
• Reducing ambulance handover delays.Increasing flu vaccination uptake by 5%.
• Enhancing clinical triage to optimise 'hear and treat' and 'see and treat' pathways.

Our plan aligns with NHS England's Urgent Emergency Care Delivery Plan 2025/26, including expectations around vaccination, community care pathways, and handover times capped at 45 minutes. We've stress-tested our response across three escalation scenarios - baseline, moderate, and extreme - to ensure resilience under pressure.

This winter introduces several improvements captured as part of extensive debriefing following last year:

• Clearer command resilience between in-hours and out-of-hours.
• Adjusted paramedic responding officer scope.
• Additional corporate support over the festive period.
• Enhanced Incident Coordination Centre (ICC) arrangements.
• Updated Resource Escalation Action Plan (REAP) and Clinical Safety Plan (CSP).
• Strengthened communications and a more robust flu vaccination programme.

We're committed to supporting our teams with:

• Access to seating, hot drinks, and microwaves at hospitals with known delays.
• Continued provision of welfare trolleys in EOCs and Community Ambulance Points for rest breaks.

Using historical data (excluding the Covid-19 period), our forecasting model - rated 'excellent' with a 3.9% error margin - predicts a 5% increase in incidents compared to last year. Peak demand is expected on Boxing Day and New Year's Day. We're planning for 50,000 weekly conveying hours, with additional festive support and strategic use of overtime to maintain performance. Modelling shows that if ICB handover trajectories are met, we can maintain a Category 2 mean response time under 30 minutes. Emergency Department conveyance rates will vary between 39% and 46%, guiding local planning.

All departments are asked to:

Support the flu vaccination programme.

• Nominate deputies for continuity.
• Minimise non-essential meetings during peak periods.
• Provide additional capacity on Hot Days and between 15 December and 4 January.

Escalation will be managed proactively through REAP and CSP. In extreme scenarios (REAP Black), command teams will co-locate at ICCs to coordinate responses. We will write further over the coming weeks to detail exactly what this means for you and how we would like you to support during peak times and during times of escalation. In the meantime, if you have any questions, please contact vicki.howard@swast.nhs.uk.

Ambulance nurses within SWASFT have expressed a strong interest in mentoring students and sought clarity on whether they can act as named educators. In response, the Practice Education team approached the programme leads at each of the four partner universities to confirm their current positions. Each university's stance is shaped by its programme specification that is approved and validated by the Health and Care Professions Council (HCPC) and the College of Paramedics (CoP). Re-validation happens periodically every few years, and this is a lengthy and involved process. Changes to the specification are normally aligned with this process.  

All ambulance nurses are encouraged to take students on placement, sharing their knowledge, skills, and experience. However, the ability to complete formative and summative assessments, including signing off elements of the Practice Assessment Document (PAD), depends on each university's programme regulations as outlined in the read more below, where you can also find information on how to be allocated a student.

Bournemouth University (BU)  

Position: Permitted all years   
BU are supportive of nurses acting as named mentor, signing formative and summative assessment and placement hours, providing they are competent to do so. BU believe that ambulance nurses are acting within a very similar scope of practice and as such there's no reason to differentiate here from a regulatory or programme regulation perspective.  

University of the West of England (UWE)  

Position: Permitted for Year 1 students  
UWE's programme regulations refer to practice educators without specifying paramedic registration. Ambulance nurses can act as named educators for Year 1 students and are permitted to complete both formative and summative assessments, provided they are appropriately registered and their scope of practice aligns with Year 1 expectations. 

Plymouth University (PU)  

Position: Permitted for Year 1 students   
PU supports ambulance nurses acting as named educators for Year 1 students. They are permitted to complete both formative and summative assessments for these students. Beyond Year 1, students must be assessed by a HCPC-registered clinician. Ambulance nurses may still contribute to the learning experience in a supportive capacity.  

University of Gloucestershire (UoG)  

Position: Supportive in principle but not able to confirm yet.   

Ambulance Nurses may take students for ad hoc shifts but are unable to sign formative or summative assessments or placement hours. 
UoG's senior team has not yet confirmed a final position. However, there is support in principle for ambulance nurses contributing to student education, pending further internal review.  We will update UoG position as soon as we have an official statement from them.  

*Please note, students from all HEIs may be on placement in your county. E.g. A UWE student studying in Bristol, may be on placement in Dorset.  

Being allocated a student 

The Practice Education team work with ROC to allocate students to staff. ROC will allocate students to you automatically, but this will be a new process. If you are an Ambulance Nurse that would like to be a named Practice Educator for our partner undergraduate students, and you don't get allocated one please get in touch and we will endeavour to match you with someone. If you do not wish to be a Practice Educator, please speak to your Operations Team.  

Contact us via PracticeEducationTeam@swast.nhs.uk

Help us keep devices secure and up to date 

The Trust is currently upgrading all EPR tablets to Windows 11 to improve security and protect against cyber threats. However, our supplier Ortivus has flagged that several tablets haven't been used for months - and we're now unable to locate them. 

What we need from you 

If you have a Getac tablet that is not formally allocated to a Trust vehicle, please return it to your nearest EPR tablet spares safe. These devices will be sent to Ortivus for the Windows 11 upgrade. 

Also, if you know of any tablets that may have been: 

• Left in a drawer or cupboard at a station
• Stored in the boot of a car, etc...

Then please return them to the nearest spares safe. 

Unused tablets will be "stunned" 

To protect data, the Trust has decided to remotely stun any tablet that hasn't been used for a while. This is a security measure that temporarily disables the device if it's reported lost or stolen. 

If you find a tablet displaying a message to return it to Ortivus, please place it in the nearest spares-safe and our medical device technicians (MDTs) will take care of the rest.  

Thank you for your support - your help ensures our devices stay secure, up to date, and ready to support patient care.

This month marks a special milestone - the one-year anniversary of our Leadership Coaching team here at SWASFT. Over the past year, we've listened closely to your development needs and designed carefully tailored programmes in response. It's been a year of rapid learning, creativity, and meaningful impact.

This article details the Leadership Development Programmes we've launched and how you can get involved in future Programmes here at SWASFT.

SWASFT Leadership Development Programmes

1-2-1 Coaching Programme: So far, we've delivered coaching to 50 leaders and aspiring leaders across SWASFT, helping them to build leadership confidence, unlock their potential and make a positive difference for their teams and patients.

Average Feedback Score: 9.7/10

Participant quotes: "Only one word needed - empowering! The programme surpassed my expectations - an extremely valuable experience"

Leader as Coach Programme: We've delivered two workshops to equip leaders with the coaching skills to foster more empowering and supportive team environments. Here's a flavour of the feedback we've received:

"I really learned what a coach is and how to flex and adapt to be able to encourage my team in the best way possible"

"Following the session, I am going to make a concerted effort to be less directive and really encourage and empower my team to come to their own conclusions and problem solve"

There are more Leader as Coach workshops in the pipeline - including one next month for to the Clinical and Specialist Leads teams.

Female Leaders Programme: 39 aspiring leaders in Operations are participating in our first Female Leaders Programme - a milestone that underscores our commitment to inclusive leadership and the development of diverse talent. Here's a flavour of the feedback so far:

"Each module has been informative and great to share with others from around the Trust. Thank you so much for everything, it's very confidence building"

"I feel more confident that I can be a good leader and I'm also more willing to invest my time to be a better leader"

Leadership Sprints - Available SWASFT-wide, these Sprints have provided dynamic, focused learning experiences that address real-time leadership challenges. So far, we've delivered Sprints on asking for feedback, giving feedback and preparing for interviews. Our next session on 23 October is on Practical tools to help you approach difficult conversations more confidently.

The Leadership Hub - With the help of our in-house design expert, we've created a digital resource, available on the SWASFT intranet, which offers a wealth of leadership learning materials, tools, and inspiration to support colleagues in their ongoing development. We've had 2,100 views of the Hub to date. To explore the Hub for yourself, follow this link: Leadership Hub

Leadership Forum - We've now delivered Develop Sessions at the last three Leadership Forums. Our goal is to support senior leaders to lead with impact, resilience, and empathy. These forums have become a positive learning environment, fostering connection, reflection, and shared learning.

Clinical Team Manager (CTM) Programme - This month, we launched our six-day leadership programme designed to support CTMs to build leadership confidence and team leadership capabilities. Feedback from the first session has been really positive:

"I have taken a lot away from today and I'll definitely be looking for ways to develop my leadership style"

"Really good session and very informative"

"I truly enjoyed the course"

To find out more about the CTM programme, see here: Clinical Training Manager (CTM) Training.

How can you get involved?

As we move into the remainder of 2025 and look ahead to 2026, we have many exciting plans in store. Whether you're a seasoned leader or just beginning your leadership journey, we invite you to be part of it. If you're interested in participating in any of our Programmes, please register your interest using the following form: https://forms.office.com/e/EpxAkkGMAF

Alternatively, you can contact us at leadership.coaches@swast.nhs.uk 

We're looking forward to working with many more of you over the year ahead!

With thanks,
Jude Wright, Alison Keyworth, Sara Pitchford and Sarah Taylor

The Leadership Coaching Team

"After a short transition period, I will be taking up the role alongside my frontline position.

I want to begin by recognising the incredible work of (previous chair and deputy chair) Alistair and Kirsten, whose leadership over the past decade has shaped the Network into the respected voice it is today. Building on their legacy, my vision is to strengthen our influence, ensuring LGBT+ colleagues and patients across all ambulance services feel visible, valued, and supported.

My immediate priorities are twofold. First, to update and expand our clinical and workforce guidance reflecting the changing realities of both patient care and colleague experiences. In my role as LGBT+ lead for SWASFT, I have been working with the National Race Equality and Women's Networks on revising HIV guidance, a project which aims to ensure clinicians are equipped to deliver stigma free, inclusive care in line with today's shifting at risk demographics.

Second, I want us to stand strong and united against the increasing hostility faced by our trans+ colleagues and patients. The Network must be visible, supportive, and proactive in resisting statutory guidance which risks exclusion, ensuring our position is one of solidarity, authenticity, and compassion.

Looking ahead, I am keen to broaden our reach by welcoming representation from Northern Ireland, the Isle of Man, the Channel Islands, and the Isle of Wight. Only then can we truly say we are representative of the whole UK ambulance family. If you know someone working in those services who is active within their LGBT+ Network, I would love to hear from them.

I am genuinely excited to get started, to work alongside such a passionate and knowledgeable committee, and to deliver on the trust placed in me by the National Committee who voted me into this role. Together, I believe we can continue to shape the ambulance service into a more inclusive, supportive, and forward thinking environment for all."

Cyber attacks remain a headline in the news including those recently affecting Jaguar Land Rover and a number of airline electric check in services. As such we need to remain ever vigilant.

We've been made aware of a scam targeting Trust-issued mobile devices, where callers impersonate HR services using automated messages.

These calls may instruct recipients to take actions such as adding a number on WhatsApp or engaging via other messaging platforms.

Please note: These calls are fraudulent and are not associated with the Trust or any legitimate recruitment or HR service.

What to watch out for

• Calls claiming to be from HR or recruitment services, especially with automated voices.
• Instructions to add unknown numbers to WhatsApp or other apps.
• Requests for personal or work-related information via unofficial channels.

What to do

• Do not respond or follow any instructions from suspicious calls.
• Block the number on your device.
• Report the call by texting 'Call' followed by the number to 7726 (free spam reporting service).
• Notify the Cyber Security Team at cybersecurity@SWASFT.nhs.uk .

If you believe you may have been a victim of a scam

Do not panic - help is available.

• Report the incident immediately to the Cyber Security Team at cybersecurity@SWASFT.nhs.uk .
• If you shared your account/password information, you should reset your password immediately using the self-service portal (refer to Solution Details - IT Service Desk SOL-221), or contact the IT Service Desk for assistance.
• Consider reporting to Action Fraud via actionfraud.police.uk or by calling 0300 123 2040.
• If personal data was compromised, the Information Governance Team must be informed.

Your vigilance helps protect our staff, data and systems. If you receive or hear of similar calls, please let us know. Thank you.

The Parental Pathways Programme was launched in response to feedback from colleagues and leaders who highlighted the need for clearer guidance, more compassionate processes, and better tools to support family-related leave. It aims to embed equity, consistency, and wellbeing into every stage of the parenting journey - whether through pregnancy, adoption, IVF, and returning to work.

We also recognise that conversations about family, fertility, and loss can be deeply personal and, for some, emotionally challenging. These updates have been developed with care, compassion, and inclusivity at their core.

Policy enhancements

• Family Leave: Now includes clearer guidance on Keeping in Touch (KIT) days, IVF and adoption support, and improved flexibility for breastfeeding and redeployment where risks can't be mitigated.
• Special Leave : A new Neonatal Care Leave provision offers up to 12 weeks of paid leave for parents whose babies need medical care in the first 28 days - available from day one, and the inclusion of baby loss to recognise the sensitivity of this topic.

New Toolkit & Risk Assessment

• The Pay and Entitlements Toolkit is now live, offering a simple breakdown of leave types, eligibility, and pay elements for all parental leave types. We hope that this condenses a lot of need-to-know information for our colleagues.
• A refreshed Risk Assessment for new, expectant, and breastfeeding parents is now in place. It includes prompts for fatigue, redeployment, and flexible working. This is a significant development from our previous pregnancy risk assessment, and this new version can be utilised by all colleagues no matter their parental pathway.

What's coming next?

As part of our ongoing commitment to the Parental Pathways Programme:

• A Maternity Planner is currently being piloted in several areas and will launch Trust-wide in October. It's designed to offer a warm, structured guide for colleagues and managers through pregnancy and return to work.
• Adoption and IVF Planners are in development, proposed to be launched before Christmas, ensuring that all parenting journeys are supported with equal care and clarity.
• A Parental Pathways intranet hub will launch later this year, bringing together all resources, policies, and toolkits in one accessible space.

If you have feedback, questions, or need support, whether related to these updates or your own experience, please reach out to your Senior People Partner. We're here to help, and we're committed to making this a workplace where everyone feels valued and supported.

PRONTO study

You may have by now seen some comms around the latest study coming to stations feeding into RD&E and Derriford - PRONTO. This study is looking at lateral flow tests (LVOne) using fingerprick blood to assist in the pre-hospital diagnosis of LVO (large vessel occlusion) stroke at  Tiverton, Honiton, Exeter, Crediton, Sidmouth, Exmouth, Dawlish, Okehampton, Newton Abbot, Totnes, Torquay, Brixham, Dartmouth, Kingsbridge, Derriford, Torpoint, Saltash,  Liskeard, Launceston & Tavistock.  

To make this study a success we need your help! We are asking Paramedics, Nurses and NQPs at these stations to get involved and use these LVOne tests during possible acute stroke assessments, and use of the test will be supported by a handy pocket card.

We are holding a number of training webinars with the study team to give you a study overview and talk you through the very simple processes (there is next-to-no paperwork for paramedics in this study!). Whilst the lateral flow tests are only available to Paramedics, Nurses and NQPs, these webinars are open to everyone!  

A big thank you to those of you who have already signed up!  

T o register for one of these sessions please complete this very short form and we will send you the joining details! https://forms.office.com/e/2xdDwWCWkB

If you have any questions or would like to get involved but aren't able to attend any of these sessions, just send us an email at PRONTO@SWAST.nhs.uk

CRASH-4 study  
TXA in mild TBI in older adults - more trial-trained paramedics wanted

The CRASH-4 trial will assess if giving an early injection of tranexamic acid into the muscle of older adults after a mild TBI can prevent bleeding into the brain from starting in the first place and lead to better health outcomes. 

10,000 older adults with mild TBI will be randomised to receive an injection of either 500mg tranexamic acid or matching placebo into the thigh, shoulder or bottom as soon as possible after injury but no later than 3 hours. The trial treatment will be given by paramedics before transport to hospital or by health care professionals in the Emergency Department otherwise. 

Patient outcomes, including discharge from hospital, bleeding into the brain, death, measures of disability, patient management, re-admission to hospital and any reactions or adverse events, will be assessed in-hospital at discharge, death, or 28 days after randomisation; whichever occurs first. 

If an early injection of tranexamic acid reduces death and disability in older adults with mild TBI this would be a major medical advance that would improve the care of many millions of patients world-wide. 

We have opened this trial to paramedics based at the following stations but with the potential to expand to others in due course: 

·        EDOC

·        Tiverton

·        Bridgwater

·        Ilminster

·        Taunton

·        Saltash

·        Derriford

·        Honiton

·        Liskeard

·        Newton Abbot

·        Torquay

·        Totnes

Get in touch with the research team on  CRASH4@SWAST.nhs.uk  for more information or to register your interest. 

London School of Hygiene and Tropical Medicine (who are leading the CRASH-4 trial) have a great YouTibe video on how TXA works:  INFORMATIVE  || How Tranexamic Acid (#TXA) Stops Bleeding: The Mechanism of Action - YouTube

The NHS National Oversight Framework rankings are calculated as follows:

1. Each trust is scored against metrics in the NHS Oversight Framework (NOF), which reflect the delivery of NHS priorities, including performance against targets like reducing wait times for electives and A&E, and improving ambulance response times.
2. Each trust is ranked by average metric score and assigned to one of the four equal 'segments' (performance categories) informing the improvement support each receives from NHS England.
3. Reflecting the need for the NHS to recover financially, any trust in deficit can be no higher than segment 3, and those initially placed in segments 1 or 2 will have their segment adjusted regardless of wider performance.
4. Trusts are then ranked within their category (acute, non-acute, or ambulance) based first on this adjusted segment classification and then by their average metric scores to determine their league table position.

Preventing HCAIs

Remember that everyone is susceptible to HCAIs including patients, clinicians, and our families at home. Our standard IPC Precautions are usually enough to prevent HCAIs, and they are all supported by IPC Standard Operating Procedures available on JRCALC+ and the Trust  intranet here. You can also read more in the  National IPC Manual for England.

Hand hygiene

Wash your hands as often as possible using soap and water at a hand wash basin. Use hand rub if you don't have access to soap and water, Always disinfect your hands at each of the  5 moments of hand hygiene.

Respiratory and cough hygiene 

Always cover your nose and mouth when coughing or sneezing. Ideally use a tissue, then dispose of it and disinfect your hands.

Personal protective equipment (PPE)

Always wear PPE when it is indicated. Remember that even a minor sounding respiratory chief complaint could turn out to be something more sinister and could be more significant to another patient if you pass it on to them. It is always better to don PPE and then remove it later if you rule out an infectious cause, and it is never too late to don or upgrade your PPE if you discover unexpected symptoms on scene.

Cannulation

Sepsis can develop from both skin and blood borne infections, both of which are commonly linked to cannula sites.

Only cannulate a patient if you deem it necessary to support your management of the patient. This may be because you need to administer medications, or because you anticipate a deterioration that may require medications before handover at hospital.

If you do cannulate, ensure that you clean the site using a 2% Chlorhexidine in 70% alcohol-skin wipe. Clean for 30 seconds and allow it to dry for 30 seconds wherever possible, and then do not touch the site again. If you do touch the site, clean it again.

If you really need to place a cannula so rapidly that you cannot follow the above cleaning process, ensure that you tell the hospital at handover so that they can replace the cannula as soon as possible to reduce the risk of infection and sepsis.

At SWASFT, inclusion isn't just a value - it's a commitment. We recognise that every individual - whether a colleague, a patient, or a community member brings a unique set of experiences, perspectives, and talents to our service and we strive to create an inclusive culture where everyone feels respected, valued, and empowered. 

We're committed to eliminating discrimination and celebrating diversity throughout the Trust. This year's Inclusion Week theme, 'Now is the Time', reminds us that building an inclusive culture is essential. An inclusive culture enhances staff retention, supports workforce growth, improves service delivery, and reduces recruitment costs. Evidence shows that inclusive environments boost engagement, innovation, wellbeing, and patient care. However, persistent disparities - such as underrepresentation of women in senior roles and discrimination against BME staff - highlight the need for continued action. Interventions have been taken by SWASFT and the wider ambulance service sector to improve our inclusivity ratings in the Workforce Disability Equality Standards (WDES), Workforce Race Equality Standards (WRES), and NHS Staff Survey results.

Did you know? 

• 1 in 10 women leave work due to menopause
• 4.3 million disabled people in the UK face employment barriers
• Inclusive teams make better decisions, innovate more, and build ethical, positive workplace cultures

How are we doing? (2024-2025 NHS Staff Survey results)  

• Compassionate & Inclusive Score: 6.63/10 (sector avg: 6.84)
• Inclusion Score: 6.41 (sector avg: 6.48)
• Diversity & Equality: 7.62 (sector avg: 7.59)
• Fair Career Progression: 48% (sector avg: 59%)
• Experienced Discrimination: 12% (sector avg: 11%)

What we're doing in the EDI space

• Promoting inclusive leadership and participation through the One Team approach
• New intranet EDI hub
• Publication of gender pay report
• Implementing inclusive policies (e.g. Neurodiversity, Equality)
• Monitoring WDES/WRES data and feedback to guide improvements

What's next?

• A review will be conducted of current action plans, recent ED&I audit findings, past work, and national requirements to define future actions, owners, and timelines. These will be shared with UNISON, staff networks and leaders for their feedback, input and support for implementation.
• Legal changes: Employment Rights Bill introduced in October 2024 - to be implemented throughout 2025, 2026, and 2027. These provisions will include enhanced protections against discrimination and harassment, greater support for family and flexible working arrangements.

Get involved - share your stories of inclusion by scanning the QR code.

Together, we can build a more inclusive workplace for our people.

Hello everyone, my name is Tim Roberts, Operational Change Manager, working within the TOM Programme. TOM (Tomorrow's Operating Model) is a long-term programme of work within the 2023-2028 Trust Strategy, which looks to invest in an infrastructure that supports new ways of working and operational delivery. TOM includes a wide variety of developments including AVP (Ambulance Vehicle Preparation, CAPs (Community Ambulance Points) and MOBs (Main Operating Bases).

Today I am pleased to be able to share a significant update which will make it easier for teams across the Trust to work together, faster and more effectively.

Historically, SWASFT has inherited a mixture of systems for identifying vehicles - with some areas using three-digit callsigns, others four-digit, and some not using structured callsigns at all. As our services evolve and expand, the current setup is no longer fit for purpose. We're running out of available numbers, and the inconsistencies are making daily operations more complex than necessary.

A dedicated project team has been established to develop a single, Trust-wide system for vehicle callsigns - and we're committed to keeping you informed as this work progresses.

Why are we making this change?

At the heart of this change is a simple goal: to make it easier for teams across the Trust to work together, faster and more effectively.

Right now, different areas use different systems - or none. It makes it harder to dispatch the right vehicle quickly, manage fleet availability, or report on activity and performance with confidence.

As we move toward a more flexible Hub and Spoke model, a consistent callsign structure is essential. It allows us to manage our fleet as a Trust-wide resource - not tied to individual stations but deployed wherever they're most needed. This creates greater agility, improves visibility, and strengthens our ability to make informed decisions in real time.

Why callsigns matter

Vehicle callsigns are critical for operational efficiency and are used daily by:

• EOC Dispatchers  - to manage incidents, breaks, and end-of-shift transitions efficiently.
• AVP Teams  - to allocate and ringfence vehicles at Hubs, improving local and system-wide availability.

As our estate strategy moves toward a hub and spoke model - centralising Ambulance Vehicle Preparation (AVP) services at key hubs - this is the right time to align our vehicle identification system with that structure.

Going forward the new callsign system will be a NNXX format:

• NN : Hub (AVP base) number
• XX : Vehicle type

Example: 2511 could be a DCA based in Taunton.

• There will be no station-based vehicles. All vehicles will be considered Trust assets - centrally coordinated, but operationally flexible.
• Mental Health and SPUEC vehicles will be included in this new system to ensure holistic alignment across all service types

Benefits

• Simplifies dispatching and daily operations  - With a consistent and clearly structured format, callsigns will be easier for EOC dispatchers and AVP teams to use. They'll be able to instantly recognise the type and base location of each vehicle, making it faster to allocate resources, manage shift handovers, and respond to operational demands.
• Enables smarter, more informed decision-making  - A uniform callsign structure allows for quicker decisions at the end of a shift or during busy periods. For example, a callsign starting with "2" is from Bravo dispatch area, even if it's in area 4 - quickly highlighting potential priority returns.
• Supports growth and future flexibility  - The new NNXX format is scalable, meaning it can accommodate new Hubs, new services, and different vehicle types as the Trust evolves. This helps future-proof our operations and reduces the risk of number shortages in high-demand areas.

We understand this will be very different from what many teams are used to. This change is about futureproofing how we work, improving transparency across dispatch and fleet, and making operations smoother for everyone.

Next steps

A change process has been approved with our DDaT, Fleet and Workshops colleagues to ensure the changing of callsigns is non impacting and will focus on planned downtime of our fleet (for planned maintenance etc) whereby the physical callsign change and back-office change will take place.

As part of the One Team Model, the Trust will be introducing Practice Education Vehicles (PEVs) across all counties. PEVs are dedicated vehicles led by the Education team and clinical team managers and facilitated by lead paramedic L&Ds - with a new title of lead practice educators. They will provide colleagues with direct access to:

• Clinical support either through self-referral or as part of a personal development plan following a clinical incident or as part of their return to work
• Annual support shift as part of the annual clinical appraisal
  NQP and ECA preceptorship facilitation
• Regular support for Paramedic apprentices who will be able to work on the PEV with their named mentor prior to their Tripartite review

Key considerations when introducing PEVs include:

• Accessibility for colleagues is paramount
• Determining the number of PEVs required per county - at least two. This will be taken from a work-based calculator including the current state of readiness survey. Some counties may need more than others.
• Some lead practice educators (formerly lead paramedics L&D) may be required to work out of a different station to where they work currently

The PEVs will be the counties' asset of focused clinical support and self-referral, providing a consistent model throughout SWASFT and clearly defined workstreams that can be planned while also ensuring enough flexibility in their design to support unplanned requests.

Introduction of lead practice educator role

Under this, our existing lead paramedics (learning and development) will be recognised as described within the College of Paramedics' career framework to reflect the work they are undertaking and will therefore become lead practice educators. We realise through modelling to date that we need more LPEs and in the coming months these posts will be recruited to. To further recognise the importance of this vital role of LPEs, and the support they provide to new and existing colleagues, there will be a development package for all those currently in post and for those who will be newly recruited. Investing in those who invest in our people is a key element of the introduction of the PEVs. 

Each year every operational team member will have the benefit of working alongside an LPE which will form part of the annual clinical appraisal and will be an opportunity for key clinical updates to be reinforced during the shift, providing an opportunity for the individual to have real-time feedback on their clinical knowledge and skills. These shifts will be designed to provide a safe space to discuss any concerns around clinical practice and identify any support they would like. 

Town Hall and FAQs

A PEV/LPE Town Hall took place last Thursday 7 August led by assistant director of education Paula Windsor, focusing on the vision of Practice Education Vehicles and new ways of working for lead practice educators. A series of FAQs has also been developed, which can be found on the intranet along with a recording of the Town Hall.

Emphasising the importance of Practice Education Vehicles, L&D Manager Lydia Miller gave a presentation on PEVs during the Town Hall and noted how she clearly sees them as an asset, supporting our people. Taking the learning from other Trusts that operate a PEV, the dedicated vehicles will provide structured support and be ringfenced for Education within the county. Some of these benefits include increased shift availability, reduced administration burden, better visibility of the team and improved connection between Education and Operations.

What do we need from our LPEs to help shape the future of the PEVs?

Thank you to everyone who has already shared their feedback, which has been hugely valuable.

• Share your suggestions and concerns via this Menti link or scan the QR code
• You can also use the Menti form to share administration functions you are involved with that you are concerned about not being able to facilitate in the new model
• Ensure the Education team is sighted on how ad hoc requests come into you currently and what concerns you about how this may be affected in the new model

My Paramedic Logbook (Para-Log) is a practical, pocket-sized tool designed specifically for professionals working in the pre-hospital environment. Created by paramedic Amy-Leigh Shepheard and trainee specialist paramedic Ashley Bowers, Para-Log was developed to be the resource they wished they had when first stepping into ambulance service roles.

Thoughtfully designed to fit neatly into a standard ambulance trust pocket, the Para-Log supports clinical development, reflective practice, and personal progression throughout your journey in emergency care.

Inside, you'll find a comprehensive range of tools to enhance your professional practice:

• Goal tracking & CPD logs - Stay on top of your personal and professional development throughout the year.
• Incident log templates - Record key details, structure your paperwork, write immediate reflections, and receive colleague feedback in a structured format.
• Reflective models - Use Gibbs and I.F.E.A.R to support meaningful reflection and continuous improvement.
• Zero-Point survey - Mentally prepare before attending calls, helping to improve performance and situational awareness.
• Medications and abbreviations references - Quickly reference commonly prescribed drugs using their suffix and medical abbreviations to assist with documentation and understanding patient history.
• Mental health support - A dedicated section to encourage awareness, resilience, and self-care in a demanding role.
• Handover guides - Strengthen your communication with structured handover models including SBAR, IMIST-AMBO and ATMIST.
• Major Incident models - Stay prepared for major incidents by referring to the JESIP principles of joint working, M/ETHANE reporting tools and Ten Second Triage.

Whether you're a student paramedic, an Emergency Care Assistant/ Ambulance Associate, a newly qualified paramedic, or simply looking to grow into your role, the Para-Log is built to support you- on shift, in training, and throughout your career.

You can purchase your own Para-Log on the College of Paramedics' website. Simply click on their shops and head over the book section. Thank you for your support!

Remind me again, what is One Team?

One Team is a model, aligned to our Trust values, that is set to enhance leadership, improve team dynamics, and foster a culture of compassionate care and greater accountability at a local level. The model seeks to create empowered teams through collaborative leadership and improved operational structures.

The model was developed in response to colleague feedback that you feel disconnected from your leaders who are not visible enough and not able to support you due to vast team sizes. In addition, the model responds to recommendations from the Manchester Arena Inquiry relating to command leadership.

Why should I be interested?

We are all part of One Team whatever our contribution across the Trust and we all have a part to play in delivering exceptional patient care.

For those working on the frontline, key benefits for you include improved visibility of your leaders, enhanced time for education and development, and greater team connection.

The trial of the concept in BNSSG showed positive impacts for colleagues and patients and we have taken this learning into the development of the final One Team model.

Through the implementation of the model, we also anticipate:

• Patient-centred experiences will be enhanced using data and feedback to improve care and address health inequalities.
• Dedicated Clinical Leads will develop alternative clinical pathways to optimise patient care.
• Improved compliance with regulatory requirements will enhance patient safety and clinical effectiveness.
• Leadership development will empower leaders to focus on performance and support their teams effectively.
• Increased education days will enhance clinical skills, leading to better patient service.
• A focus on mentorship and clinical supervision will improve practice quality and patient outcomes. 

We know that any period of change is unsettling, but the aims of One Team are to benefit both colleagues and patients and the model is an investment in our colleagues. The Trust has made this decision even in light of the challenging financial situation we are facing, which represents a significant commitment to making the Trust a great place to work for everyone.

Ways of working are changing

As well as significant structural changes such as new roles and reorganisation of leadership rotas, there have also been changes to ways of working taking place - all with the aim of better bringing teams together to help contribute to our provision of patient care.

As shared a few weeks ago, the establishment of the Integrated County Clinical Teams (ICCTs) has enabled counties to bring their wider team together in support of delivering county patient care. The bimonthly meetings held with each ICCT also enables the Executive Team and members of the Senior Leadership Team to connect with local areas, better understanding both their successes and challenges. This connection will enhance the support between teams and ensure we all feel closer to our vision of providing the best care when our patients need us most.

Through the establishment of the ICCTs, we want to enhance your connection to your local area which we know you are proud to serve, as well as ensuring there is connection and support to our wider Trust and the achievement of our overall objectives.

Leadership development and support to our teams is being enhanced

You may also have seen we have been recruiting to the new role of Clinical Team Manager (CTM). This role will replace the existing OO role and is focused on three core elements of clinical practice, command and leadership.

All of our current OOs will move to the new CTM role, and we have recruited additional CTMs to ensure we meet one of the core One Team aims to have leaders with teams of around 25 people. This has at times been higher than 40 team members to one leader, and the reduction in team size is a significant step forward to ensuring our frontline colleagues have access to their dedicated leader - something which you have told us is a key concern through the staff survey and wider engagement.

We would also like to offer huge congratulations to those newly appointed to the CTM roles - the assessment process was a great way to see such a fantastic standard of talent from both within and outside of the organisation. We had over 300 applications for around 50 roles, so the competition was high! We are also really pleased to see a much-improved ratio of female candidates stepping forward for these roles, making up a total of over 54% of our successful CTM appointments.

The transition to the new CTM roles will take place in early September.

"I'm genuinely grateful and excited to be part of the CTM team and driving things forward in BNSSG. I appreciate everything you have done for me and for the support throughout my career." - Gareth Harper  

"The CTM selection process day involved clinical, command and group exercises, and the anticipated interview. What stood out was the friendly and supportive engagement from the 11+ strong team facilitating the day. This group included representatives from Clinical Education, EPRR, Operations, EOC Management, HR, and Unions. Regardless of the outcome, there was real value in the experience, with something to take away." - Tomas Davies

"The recruitment process is always uneasy, but the communication given during the phases leading up the assessment day was informative.  Preparing for assessment is often difficult as there's so much to try and remember. However, the people who were sat on the various panels on the day were so welcoming and immediately made you feel at ease. There were four stations utilised in a round robin; interview with presentation, command with paper and a scene talk through, clinical scenario and a leadership discussion. Having them separate broke up the information required per station. Despite the nerves, I feel the day flowed well." - Laura Coombes

We're investing in your skills and development

Alongside these new roles, a comprehensive development programme has been developed to support all CTMs in the move to this role. All CTMs will be part of a six-month programme which will commence with a week-long induction focusing on leadership, clinical skills and command, as well as sessions hosted by experts from across the Trust covering topics such as people management, safeguarding and operational leadership skills. In addition, there will be further sessions offered on a modular basis, and the programme will be supported with a preceptorship period and skills passport.

Sessions that are offered on a modular basis will also be open to all leaders and aspiring leaders, to enable those who want to become the next leader (CTM or wider!) to access essential development to help them on their career pathway. Following the initial preceptorship period, CTM development will be a core part of the model going forward.

You can also visit our Leadership Hub which has details of all our current development offers as well as a host of additional resources to help you in your leadership development journey.

The One Team model also invests in frontline colleague development with a total of five development days per year, per colleague to be added to rotas from 2026/27. Currently we have limited time for teams to receive essential skills development, and train together. The model will build this into rotas to ensure frontline colleagues are able to develop their skills. The Training Needs Analysis process is currently open to develop the education plan for 26/27, and feedback from this process will determine the content of these five days for the next financial year.

In addition, our model of education delivery is changing to support this. Practice Education Vehicles will be implemented to enable learning to take place in the live environment which will be supported by the new role of Lead Paramedic Education (LPE). Earlier today, the Education team hosted a special Town Hall providing more information about this evolving role and we are incredibly grateful to those who attended the Town Hall for sharing their feedback, comments, and concerns. Please be assured that we are taking these on board and will address these accordingly. Look out for a special feature in next week's Bulletin which will detail the development of the LPE role and Practice Education Vehicles, including updated FAQs.

The number of LPEs we require will be greater than the existing number of LP L&Ds, so if this type of role interests you, please watch this space for further information and the launch of a recruitment process in early Autumn.

"Current and new LPEs will be supported to undertake a training package to upskill them ready for role. This investment in our people is currently being designed by the Practice Education Vehicle task and finish group, and more details will be released later in the year. This role sets a clear pathway into Education, and we are committed to developing you to build on new and existing skills ready to support and nurture our colleagues through learning in practice." - Lydia Miller, L&D Manager

Integrated annual leave vs team-based leave

There is no one perfect process or method for booking and mapping annual leave. Everybody has different lifestyles, holiday needs and wants about their time off. Every model has pros and cons for different people.

Integrated Annual Leave (IAL)

• Regular, predictable, and guaranteed periods of annual leave without having to apply; improving your work-life balance and your wellbeing.
• Annual Leave built into the rota pattern can be viewed up to three years in advance allowing holidays and events to be planned much further in advance.
• Periods of Integrated Annual Leave can be swapped with other colleagues to help make sure everyone gets the time off they really want ; it's much easier to swap a week of leave than a week of relief!
• Integrated Annual Leave will reduce the need for relief; some rota patterns may have no relief weeks at all; others will have significantly  reduced relief!
• Integrated annual leave will not be subject to embargo days or reduced festive leave limits.  

...vs team-based leave

• Periods of leave built into your rota pattern are regular and predictable, and guaranteed, improving work-life balance and wellbeing. This also means colleagues who are absent and unable to take part in the team-leave process will not be left out or missed.
• Leave built into the rota pattern can be viewed up to three years in advance allowing holidays and events to be planned much further in advance.
• Working together as a team to agree changes and amendments to leave built into the rota, to agree who will be off when, and to agree fair and consistent processes for each year, or leave period gives greater individual and team autonomy and ownership and considerably increases leave flexibility.
• Annual Leave can be booked up to the end of the next annual l eave period (April-March), further ahead than the rolling 12-month method.
• Annual Leave built into your rota pattern can be swapped with other colleagues to help make sure everyone gets the time off they  really want .
• Having annual leave built into rota patterns can significantly reduce the need for relief.
• Leave built into the rota pattern will not be subject to embargo days or reduced festive leave limits.  

The One Team model is a massive programme of work and there are a number of different elements to it, all moving at different paces - this update is just a snapshot of where we are now. As this is ongoing, we are always learning and improving this as we go. We remain keen to hear your feedback and ideas so please do share your thoughts with us.

We would also like to take this opportunity to thank our Unison colleagues for their continued support, engagement, and feedback throughout the process to date.

If you want to find out more, please do also link in with your team, your leader or your local area to see how you can get involved.

CRASH-4 study

By now you may have all heard about the CRASH-4 study - a large Clinical Trial that we are taking part in alongside all other national ambulance services. The CRASH-4 trial will assess if giving an early injection of tranexamic acid into the muscle of older adults after a mild TBI can prevent bleeding into the brain from starting in the first place and lead to better health outcomes. 

If an early injection of tranexamic acid reduces death and disability in older adults with mild TBI this would be a major medical advance that would improve the care of many millions of patients world-wide. 

Recruitment is progressing steadily, but we are still looking for more trial-trained paramedics to administer the CRASH-4 drugs. 

We have opened this trial to paramedics based at the following stations but with the potential to expand to others in due course: 

• EDOC
• Tiverton
• Bridgwater
• Ilminster
• Taunton
• Saltash
• Derriford
• Honiton
• Liskeard
• Newton Abbot
• Paignton
• Torquay
• Totnes

The good news is, that whilst the training and PGD may take a few moments of your time, it's all online AND you will receive a £20 Amazon voucher for doing your training and (hopefully) recruiting patients. This will be divided and half provided once you've done your training, and then the second half once the study has completed, potentially earlier. 

If you want to know more about the study, have any questions, or wish to register your interest, get in touch with us on CRASH4@SWASFT.nhs.uk .

Research is so important to improving patient outcomes and advancing practice so your engagement would be brilliant (but is not mandatory!). 

The study is being led by London School of Hygiene and Tropical Medicine and they've created a  video on the mechanism of TXA - INFORMATIVE || How Tranexamic Acid (#TXA) Stops Bleeding: The Mechanism of Action - YouTube

SPEEDY - Specialist PrE-hospital rEDirection for ischaemic stroke thrombectomY

The aim of this study is to determine the clinical and cost effectiveness of a novel specialist prehospital redirection pathway intended to facilitate thrombectomy treatment for acute stroke. Using the SPEEDY pocket card in 19 SWASFT ambulance intervention stations who feed into Southmead as their Comprehensive Stroke Centre (CSC), lead practitioners follow a flowchart of eligibility and initiate a SPEEDY telephone call to determine if they patient can go directly to Southmead to avoid a potential drip and ship later and increase the time to accessing thrombectomy for these patients.  

No training is needed, and this study is being run with Newcastle stroke centre, who we also hope to partner with for the PRONTO study looking at LFT point-of-care tests for assisting in diagnosing LVO strokes. If you wish to express interest in either of these studies or have any questions about them, please get in contact via SPEEDY@swast.nhs.uk .

Other research opportunities

We're also involved with other research around staff and patient mental health matters, mental health ambulances, long lies after a fall, assessment of pain in dementia, handover delays, GP roles in the ambulance service and same day urgent care workforce research partnerships. If you have any questions about any of these do get in contact with us at Research.audit@swast.nhs.uk

PiPiN study

Barriers and facilitators to pain assessment in people with dementia within out-of-hospital emergency care

The University of the West of England (UWE) is looking for participants for an educational study  developed by Peter Danihel, a PhD student at UWE. We want to understand the challenges and gain insights from paramedics regarding the potential barriers and facilitators to pain assessment in people with dementia within out-of-hospital emergency care. We are looking for paramedics from SWASFT to participate in a brief telephone interview study.

For more details, please click here.

If you're interested, contact Peter Danihel at peter.danihel@uwe.ac.uk for an informal chat.

Hello everyone, I'm Rachel Coverdale, Complex Care Lead, and today I am pleased to be able to talk to you about the Complex Care Policy - a key change designed to help us better manage frequent callers (FCs) so that we can support our colleagues, protect our resources, and make sure ambulances are there for those who need them most.

Every day, a small group of patients contact us repeatedly, sometimes hundreds of times each month. Many have complex, unmet needs, but not all require an ambulance or emergency response.

This can put a huge strain on our services - and on you - whether you're working in the EOC or on the road. EMDs, Dispatchers, EOC Clinicians, and Crews are left juggling how to respond while still prioritising patients in genuine, life-threatening need.

The new Complex Care Policy is designed to:

• Support you with a clear, structured way to manage these patients.
• Ensure consistency - so every patient is managed in an equitable way, every time.
• Free up ambulances and clinicians so we can focus on genuine emergencies.
• Empower patients to own their healthcare needs. 

Automatic identification = no more email referrals

The Frequent Caller Management System (FCMS) automatically identifies and flags all patients who meet the national definition of a frequent caller. It uses patient demographics like NHS numbers, names (including aliases), and addresses, so no one slips through the net, no matter who calls for them or where they are.

This means:

• No more email referrals are needed. The Complex Care & Support Team will automatically know when a patient meets the threshold.
• EOC clinicians have access to the same, up-to-date information in FCMS. 

BRAG tiers - how patients are managed

Patients will be placed into a BRAG tier based on their incident volume each month:

Green (10-15 calls): Early intervention only. A Green Letter and Choose Well leaflet are sent, encouraging them to see their GP and take more ownership of their healthcare. These patients are not actively case-managed by the Complex Care & Support Team and will continue to receive crews as normal.

Amber (16-24) , Red (25-49) , Black (50+): Managed under a Restrictive Triage Plan (RTP) following a comprehensive clinical review by the Complex Care Clinicians. 

This approach means:

• Operational crews should see fewer high-level frequent callers (Amber, Red, Black) being repeatedly attended, as most will now be managed via telephone triage and RTPs.
• Green-tier patients will still be attended, but with clear communication to encourage alternative care options. 

Restrictive Triage Plans (RTPs) - how they work

• Each plan sets out how often we triage the patient, either every 8, 12, or 24 hours based on their BRAG tier and/or their clinical risk.
• The first call of the day gets full clinical triage; later calls are reviewed, and a further triage is only indicated IF clinically necessary.
• Ambulances are only dispatched when clinically justified, with a limit of one attendance in any 24-hour period (unless there's a clear clinical need).

Out of hours:

• Temporary RTPs can be activated by a Clinical Team Leader (CTL) for 8 hours (with 4-hour extensions) when there's a sudden spike in calls disrupting services.

What we need from you

For EOC colleagues:

• Go through the stack in order, clinically assess each call as it comes up.
• If you believe another triage is clinically appropriate, do one - but don't default to multiple triages unnecessarily.
• Add full notes to FCMS every time, including when the next triage is due, so we have a robust audit trail of every decision. 

For operational colleagues:

• Expect to see fewer high-level frequent callers being attended, as many will now be managed by RTPs.
• Green-tier patients will still receive crews but will also be sent letters asking them to engage with their GP and take more ownership of their healthcare.  

Be assured that this process is about freeing you all up for the patients who need you most, while still supporting those who call frequently in a structured, safe way.

The policy can be found on the intranet here and is here to help you as well as our patients.

It's about making frequent caller management consistent, fair, and safe, while freeing up our valuable crews and clinicians for genuine emergencies.

Please understand there will be a bedding in period, whilst the Complex Care & Support Team work hard to review and implement RTPs to all in the Black, Red and Amber tiers.

Thank you for supporting its rollout - together, we'll deliver a more reliable, sustainable service for our patients and our teams.  

Working whilst sick continues to be the most highly reported fraud type at SWASFT.

Typically, it involves staff reporting as sick to Trust management but continuing to work in secondary employment and receiving not only their pay from SWASFT, but also their pay from a secondary employer.

The Trust's Counter Fraud Specialist, Gareth Robins, has investigated around 20 incidences of such activity in the last two years which has resulted in staff dismissals and resignations. In every proven case of working elsewhere whilst sick, the Trust has taken steps to recover sums of money that have amounted to a combined sum in excess of £20,000.

The Trust will take a case-by-case approach in all incidences and in some, staff have been interviewed formally under caution with consideration given to criminal action; this could result in a criminal record and professional body action as well as dismissal.

According to Gareth, secondary employment also covers self-employment and I have investigated incidences of beauticians promoting their business via social media whilst sick but predominantly it entails me investigating Trust employees working for either private Ambulance providers, other NHS employers or the Fire Service whilst on paid sickness absence .

The Trust's Secondary Employment policy states that staff must not undertake paid employment elsewhere whilst sick and staff are asked to confirm this at their return-to-work interview.

If you suspect a case of any type of NHS fraud, bribery or corruption you can speak to Gareth in complete confidence:

Gareth.A.Robins@uk.gt.com / g.robins@nhs.net

07747 261782

Alternatively, call the free NHS Counter Fraud Authority's reporting line, 0800 028 4060 which is available 24/7 and is confidential, or you can report your concerns, online: Report NHS Fraud | Home | NHSCFA .

You may wonder what happens to those blue bags of OOD consumables returned to depots in Exeter and Bristol. The answer: they're helping people in Ukraine during their time of need.

The Managed Service team, part of the Trust's Supply and Delivery Service, is responsible for repurposing all OOD consumable items placed in designated bins. Rather than being discarded, items are collected and donated to charity.  

Angie, a volunteer with the not-for-profit Ukraine Freedom Company, collects these bags and transports them home in her campervan. There, her dining room transforms into a sorting zone. She carefully discards any opened items, then organizes the remaining supplies into useful kits. 

Items from ambulances are ideal for trauma and frontline care. Paediatric items are boxed separately, and many recently expired full-body overalls have been particularly valuable to Ukrainian pathologists working under dire conditions. 

Angie's husband, Andrew, is part of a team of drivers delivering this aid. They transport the boxes from Hampshire, across Europe, and into Ukraine. Once inside the country, they hand over supplies directly to trusted contacts, ensuring they reach frontline hospitals and critical care locations. 

Stops along the way include orphanages in Lviv, paediatric hospitals, and care homes in cities such as Odessa, Kharkiv, Dnipro, and Kherson. The drivers then return via train and flight. 

So, those blue bags you return aren't waste bound for incineration, they're life-saving supplies making a real difference on the ground in Ukraine. 

Thank you for playing your part.

Reflections from JP, paramedic and SWASFT LGBT+ Network Chair

The National Ambulance LGBT+ Network was originally established as a space for committee members from each ambulance service's LGBT+ networks to pool resources, discuss LGBT+ issues, and develop collaborative solutions. The first meeting took place on 31st July 2015. Since then, the NALGBT+ Network has evolved significantly.

One of its key initiatives is the annual Continuing Professional Development (CPD) conference, which has become one of the most well-received events in the calendar. Featuring exceptional guest speakers, practical workshops, and engaging resources, the first conference was held in Brighton in 2016 and focused on mental health, domestic violence, and trans awareness.

Throughout its development, the NALGBT+ Network has consistently championed the rights and protections of LGBT+ people. In 2016, the now widely recognised 'Rainbow Star of Life' was adopted from Yorkshire Ambulance Service (YAS), where the Chair of the NALGBT+ Network worked, and still works today. In 2017, the 'Trans Star of Life' was created to highlight that while the issues faced by LGB and T communities are different, they are deeply interconnected. This commitment to trans inclusion was further demonstrated in 2018, when the Network launched two clinical resources to support decision-making and treatment options for trans patients. These were unveiled at the 2018 conference in Manchester, alongside guest speakers, people with lived experience and other experts.

In 2020, to mark the Network's 5th anniversary, two additional resources were developed to guide clinicians in the care and treatment of patients living with HIV. These were based on data gathered from national surveys across all ambulance services and aimed at increasing colleague confidence while improving patient experience for people living with HIV. This resource is currently being reviewed and updated by SWASFT with the intension to broaden the reach and involve the National Women's Network, and National BME Network in order to highlight the changing 'at risk' demographics. This ability for the NALGBT+ Network to reach out, on a large scale and across multiple demographics highlights the intersectionality of our ambulance service community and the importance of its work.  

How does the NALGBT+ Network affect us at SWASFT?

Within each ambulance trust, the LGBT+ Lead and Deputy automatically sit on the committee of the NALGBT+ Network. The Network works closely with the Association of Ambulance Chief Executives (AACE) to develop and distribute CPD materials, policies, and procedures. Any LGBT+ issue identified as having potential national impact is escalated to the executive level of each trust, including SWASFT, and appropriate actions are developed in collaboration with our local LGBT+ Network.

At SWASFT, our LGBT+ Committee, comprised of key staff members and supported by an executive sponsor, works closely with the national network to address issues at a local level, while drawing on national expertise and peer support. The scale and success of the NALGBT+ Network have also led other national networks to seek its guidance on event delivery, resource development, and the implementation of inclusive policies.

From a personal perspective, it has been a privilege to work alongside so many brilliant minds during my time as Lead of the SWASFT LGBT+ Network. I look forward to continuing our efforts to improve the care environment for our patients, communities, and colleagues.

Here's to another 10 years!

In April, we shared with you that the Trust had begun steps to reduce its use of private ambulance providers. This was in line with the NHS England Planning Guidance (January 2025), which asks all Trusts to reduce agency spend by at least 30%. This important national directive supports our Annual Plan priorities for 2025/26, including improving patient care and driving greater efficiency - and to ensure we also balance our budget by the end of the year.   

Over the past few years, the Trust has been laying strong foundations to build a more sustainable and resilient workforce. This has included:

• The successful rollout of the Emergency Ambulance Assistant (EAA) role, which provides career development for our colleagues who do not wish to study towards paramedicine.
• A major recruitment campaign bringing hundreds of new colleagues into frontline positions.
• Improved staff retention through a stronger focus on experience and development.
• An increase in the number of trained clinicians in our Emergency Operations Centres (EOCs), which has directly contributed to an increase in Hear and Treat rates. This means more patients are receiving appropriate care over the phone, helping us ensure more ambulances are available for those in greatest need.

As our clinical capabilities in the EOCs grow and more patients are safely managed without dispatching a physical resource, we are able to reduce the number of responding resource levels - ensuring the right care is delivered in the most efficient way. 

At the same time, we are right-sizing our operating model to reflect the tighter financial environment we now face. This means carefully managing our resources, workforce establishment, and spend to deliver high-quality care within available budgets. Reducing our reliance on private providers is part of this overall transformation. It also means that a number of staff currently working with private ambulance providers are eligible to transfer into the Trust under TUPE (Transfer of Undertakings - Protection of Employment) regulations. This is a really positive step - not only does it reduce private provision, but it brings into the Trust highly experienced individuals who already understand our values, standards, and ways of working. 

It is important to note that it is all of these efforts combined that are helping us build a more stable, resilient workforce for the future and ensuring the best use of public resources.  The combination of successful recruitment, reduced turnover, changes to relief and the introduction of the EAA role has helped to close the gap in our establishment.  However, we have a continued need to recruit new paramedics with a modelled need of around 200 wte in 2025/26.
 
We would also like to take this opportunity to reiterate that within the TUPE process, we are not creating new roles for those transferring. Instead, colleagues will be filling existing vacancies across the Trust. This is a positive and important part of our workforce strategy - supporting our goal of reaching full establishment while welcoming valued colleagues into permanent roles within our team. 

TUPE transfers - first colleagues to join in Cornwall 

We're pleased to confirm that the first group of Role 1 colleagues will transfer into the Trust predominantly in Cornwall on 14 July, followed by a second transfer on 28 July, largely focused on Devon. 

We know this transition may feel uncertain for those affected. So, it's vital that we all take the time to welcome these new colleagues into the Trust community. Their work has already contributed to our success, and we're delighted that they will continue caring for our patients as part of our team. 

What does this mean for our workforce?

This process will support our ability to reach full establishment more quickly in some areas. It's a valuable step towards building a more sustainable and stable staffing model - reducing our need for overtime and temporary staffing solutions. 

We are working closely with private providers to ensure a smooth transition for all transferring staff, and to keep our services fully resourced throughout. There may be a short pause in recruitment for some roles in areas where we reach establishment.  

Thank you for your continued commitment and professionalism throughout this transition. We understand that you may have questions, so we've created a dedicated FAQ page on the intranet, which we will continue to update as the process progresses. 

Let's continue to support each other and extend a warm welcome to all those joining the Trust over the coming weeks. 

The government has accepted the 2025/26 recommendations of the NHS Pay Review Body (NHS PRB) and agreed a 3.6 per cent pay increase, backdated to 1 April 2025. Staff can expect to receive this increase in August 2025, and this will also include a backdated payment to 1 April 2025.

Your payslip will document the band and new rates of pay for 2025/26 following the pay award. You will see arrears being paid for your basic pay, any enhancements, additional hours, overtime, on call and WTD worked from 1 April to 31 July 2025. 

Please note that if you received an uplift due to the increase in National Living Wage from 1 April 2025, you are only due the difference between the 3.6% and what you have already been paid for this uplift as previously advised.

You may notice a change in the percentage for your pension contributions following reassessment due to the new rates of pay. This will have been based on your Pensionable pay which includes your basic pay and any enhancements/unsocial being paid.

Cumulative Tax Code

You will have had deductions made for tax at the appropriate rate and if this is at a higher rate than usual this will adjust automatically and will be correct by the end of the financial year. For a further explanation of how a tax code works please visit this link - Tax codes: Overview - GOV.UK

Non- Cumulative Tax Code

If you are on a non-cumulative tax code you will need to contact HMRC after 4 September, to ensure they have received the tax report from the trust and discuss the amount of tax paid.  Please call 0300 200 3300 or use the HMRC online service which can be found on the HMRC.gov website for assistance.

If you have had higher deductions made for your student loan unfortunately this is not something that can be avoided. The trust is governed to make these deductions as set out by HMRC/student loans company.

Overpayments - please look at your payslip thoroughly and use the information below to understand

If you have been notified by your Trust of an overpayment being processed in August, the pay award arrears will be used to offset this overpayment amount in full. Any outstanding amount after the pay arrears being used will go through the normal overpayment process.

If you see 'Overpayment made (R) 'in the deductions column this means that you have had a refund made to you to ensure that you receive the net pay you would have been due if the Overpayment wasn't being documented. You will be sent a repayment proposal at the end of the month regarding how the outstanding balance is going to be recovered.

Please note that any repayment proposal already in place will be honoured and any agreed deductions will continue as per your agreement with the Trust.

If you are leaving during July and this results in an overpayment that you are due to be invoiced for the pay award arrears will be used to offset against this and any outstanding balance will be invoiced.

Universal Credit

It is recognised that it may be preferable for some colleagues in receipt of Universal Credit to receive the totality of these payments in multiple instalments rather than in a single month's pay. The Trust will be offering the option to receive payment over eight equal instalments to be paid over the remainder of the financial year. There will be no option to request any other instalment periods.

Should colleagues wish to request payment being made over the multiple eight months, the below process should be followed:

Colleagues who wish to take up this option should access appropriate advice (for example through the Universal Credit helpline or Citizens Advice) to understand how receiving these payments in multiple instalments may impact personal situations. You can also visit Universal Credit: How your wages affect your payments - GOV.UK ( www.gov.uk ) .

To confirm your request to receive the payment in multiple instalments, please follow the below steps.

1.     Please email your request in writing as soon as possible to the Payroll Support Team at payrollsupport@swast.nhs.uk. Please include '2025 Pay Award Arrears - Universal Credit' in the email title.

2.     Request should be received no later than close of business on 31 July 2025

3.     Requests should detail the following:

·       Full Name

·       Assignment Number

·       Confirmation you would like the total Pay award arrears to be made over eight equal instalments.

Please note: Any requests to change the nature of the payment once it has already been paid as a single lump sum, will not be accepted. Any plans for paying multiple instalments will be revisited in the eventuality of individuals leaving the Trust part way through receiving the payments. Individuals in this position will receive the final balance of arrears owed in their final payslip.  

Regrettably, due to the volume of payments to be made and that the arrears calculations will not be made in ESR until early in August 2025, payroll will not be able to answer individuals queries regarding the amount of arrears an individual would be due to receive.

Pay scales for 2025/26 and net pay calculators can be found below but note net pay calculators should be used as an indicative guide and net pay may vary based on individual circumstances:

• Payscales for 2025/26 | NHS Employers  
• NHS Take Home Pay / Salary Calculator (Updated 2025/2026 pay rise) (mypaycalculator.co.uk)

Wiltshire paramedic and former London Ambulance Service colleague, Adrian Dummott, recently attended a memorial service to mark 20 years since the 7/7 bombings.

Along with emergency services staff, families and survivors of victims were joined by members of the Royal Family and the prime minister to mark the anniversary. A series of commemorative events were held across the capital on Monday to remember the victims of the bombings.  

Adrian has shared his reflections on what he saw that day. Please note this reflection contains potentially upsetting and triggering information.

On 7 July 2005 I was working a 12-hour shift at Fulham station. The first call was to a car vs. pedestrian RTC. A 4x4 pick up lost control and pinned a pedestrian against a wall. We pre-alerted her into the Chelsea and Westminster ED with a suspected pelvic fracture. Whilst there the ED consultant asked us about reports of power surges on the underground network. We knew nothing about it. Radio traffic consisted of the usual messages about vehicles clearing and EOC passing new calls to crews. We cleared from the ED and were sent to the designated standby point for Fulham station. Over the course of about half an hour another two DCAs joined us at the standby point. We gained updates on what was happening from commercial radio stations. By this point we were aware of an explosion on a bus. It was clear that ours and the other two DCAs were going to be sent to one of the sites. It was also clear that the explosions weren't power surges, and that the city was under attack.  

All three of us were ultimately sent to Tavistock Square. When we arrived, the scene appeared calm and organised. Command roles had been established and patients evacuated to a courtyard inside the BMA headquarters. That iconic image of the bus is seared into the memory of most people. 

As we entered the courtyard, we were asked to make our way to the right and take the furthest patient. It was full of people. Casualties lying on the ground or on tables used as improvised stretchers. Doctors were with every casualty dressing wounds and administering fluids. Our patient was a female with shrapnel wounds to her upper legs and buttocks. I remember talking to her about what had happened. She said she remembered everything. She knew it was a suicide bomber, she remembered him getting on the bus and remembered making direct eye contact with him as he made his way to the back of the bus. We conveyed her to St Thomas's Hospital. After clearing the blood from the kit and the floor of the DCA we made ourselves available. We were asked to make our way to Russel Square. A large part of London had been closed to traffic. Outside of the cordon was gridlocked but inside it the streets were eerily quiet, with just the odd worker, grateful of the thought of a long walk home because knew they were the lucky ones.  

We arrived at Russel Square and joined a long line of DCAs waiting to receive a patient. By the time we got to the front all casualties had been evacuated and conveyed to hospital. We were asked to head to Millwall FC for a debrief. Traffic was awful for much of the drive but at every single junction other road users gave way to us, aware of what the service had dealt with that day. We finally arrived along with everyone else involved in the response. The debrief gave us an understanding of the timeline and casualty numbers. Everyone had the opportunity to speak. We caught up with Fulham colleagues, heard their stories and filled our bellies with a very pleasant poached salmon dinner, rustled up at short notice by the hospitality team at Millwall FC. And that was it. Stood down from duty for the rest of the day, we headed back through the traffic to Fulham. My crewmate and I barely spoke on the drive, each of us trying to process the events of the day. We arrived around 16:00 and headed off home, thus completing the most stressful day of work I'd ever experienced.  

Our next 'On Wednesdays, We Update Guidelines' release is predominantly focused on national updates. These are guidelines which we have to adopt or replace with our own guidance. This week, we have had to alter three of our PGDs to align with the new guidance. This does mean reauthorising three PGDs, two of which have not long been updated. This is something we have been unable to avoid. Remember you have a 28-day period to renew your PGD.

Last week, SWASFT welcomed a BBC film crew behind the scenes to capture the incredible work of our teams as part of a special mini-series for BBC Spotlight. The series, led by BBC South West Health Correspondent, Anna Varle, is designed to highlight the dedication of staff and volunteers across the Trust and to help deliver key messages to the public ahead of the busy summer period.  

The mini-series follows the journey of a 999 call - from the moment it's received in the Emergency Operations Centre (EOC), through to the on-scene response where needed. Filming took place across multiple departments to showcase the range of services and expertise involved in keeping our patients safe and well cared for.  

Segments from the mini-series will air on BBC One South West during the evening news throughout the week beginning Monday 7 July.  

Shining a light on AVP

Filming began with our Ambulance Vehicle Preparation (AVP) service in Exeter, where the BBC team learned how our dedicated staff clean, restock and prepare our vehicles. Interviews were carried out with Kelly Saunders, Acting Head of Fleet and Equipment, and Gemma Preece, Vehicle Production Manager, as well as AVP team members Hayley Cook and Neil Le Chevalier, who provided practical demonstrations of the process.  

Highlighting volunteer responders

The crew also spent time with our volunteer Community First Responders (CFRs), Barry Catton and Becky Melville, capturing their vital role in patient care. An observational ride-along in a Community Response Vehicle around Exeter offered further insight, joined by Barry and Head of Volunteering and Community Services, Jane Whichello.  

EOC and clinical decision-making

At Trust HQ, the BBC filmed in our EOC, focusing on the work of Emergency Medical Dispatchers (EMDs), Dispatchers, and our EOC Clinical Team. Charlotte Child, Deputy Head of Exeter EOC, was interviewed alongside EMDs, Rachel Shone, Bethan Barnes, Steven White and Dispatcher, Henrietta Thurgate. Megan Barker, Deputy Head of EOC - Clinical Operations and Safety, alongside Paramedic Clinicians, Leonie German and Jessie Vercoe then shared how the EOC Clinical Team supports the public through initiatives like 'Hear and Treat', helping to ensure that our patients are directed to the most appropriate care pathway.

Operations Delivery Centre support

The filming continued in our Operations Delivery Centre, where Sara Bentley explained her role as Trust Incident Manager. The BBC also captured the work of Community Response Co-ordinator, Trev Stephens and Specialist Practitioner in Critical Care, Pete Appleby, who provide vital remote support to CFRs at the scene of an emergency.  

Out on the road

The week concluded with a 12-hour observational shift with one of our Exeter-based ambulance crews - Paramedic, Garry Dodds and Emergency Ambulance Associate, Geoff Dudley-Prout. The final segment will highlight the expert care our crews provide at the scene and reinforce the message that not all patients need to be taken to hospital, helping to ease pressure on Emergency Departments.  

A big thank you

The Communications team would like to extend sincere thanks to all colleagues who supported and took part in the filming. Your professionalism and dedication were clear throughout, and we look forward to seeing your work recognised on screen next week!

The MDVS project team is pleased to announce the final frontline vehicles have been installed with MDVS and roll out is now complete!

This week's Annual Plan update is delivered by Kieran Morris, MDVS Rollout Logistics Manager, and supports the Trust's organisational objective to create a sustainable and progressive organisation that's digitally driven.

Key facts: what you need to know about MDVS

• Installs started back in May 2024 and the last installs were in June 2025
• Over 600 frontline vehicles have received the new system across all operational counties.
• Successful project delivery has been an extraordinary example of positive team collaboration across different departments - in line with the Trust's One Team values.
• MDVS has replaced the legacy Terrafix/Thorcom mobile data terminals across the Trust's fleet, delivering both replacement hardware and software for frontline Double-Crewed Ambulances (DCAs) and Rapid Response Vehicles (RRVs).
• The legacy system was incompatible with the Emergency Services Network (ESN) and required replacing in order for SWASFT to migrate from Airwave to ESN in the future.
• Importantly, the MDVS solution is now a safer product for users due to its Road Traffic Act (RTA) compliance.
• MDVS does not allow physical user interaction over seven miles per hour and instead responds to voice command. This allows the driver to focus on the road without distraction when responding to incidents. 

MDVS user feedback

"MDVS has seen dispatchers within the EOC adapt their processes to ensure the right information is sent in the right way to operational crews, meaning we are now compliant with the Road Traffic Act.  Having the whole Trust on the same mobile data system has enabled the EOC to align to a single way of resource allocation across the whole Trust." Craig Rankin, Head of EOC Change

"Like many, I was initially cautious about the switch from Terrafix to MDVS, but it's proven to be an excellent system. The sat nav is noticeably improved, helping us reach patients more efficiently. Viewing job details is more user friendly and overall, the system feels sleeker, faster and more intuitive to use." Charlie Passmore, EDOC Paramedic

On behalf of the MDVS project team, I would personally like to say thank you to all colleagues who assisted and supported with the delivery of MDVS. This includes staff across many directorates such as Operations, EOC, Fleet, AVP and many more. Colleagues have shown a great deal of professionalism, determination and excellence throughout the MDVS roll out in order to provide a better service for our people and our patients. The roll out has been extremely challenging alongside operational demand, the Trust's DCA Replacement Plan and resourcing issues, but this has not stopped the tremendous efforts and critical input provided by all colleagues. Thank you!

As part of our ongoing efforts to manage costs and promote sustainable practices across the Trust, we're encouraging all staff to pause and consider: is colour printing truly necessary?

Recent analysis of Epson printer usage across multiple sites revealed a significant disparity in printing habits. During March and April this year, the Trust printed over 59,000 colour pages, compared to just under 30,000 black and white pages. The cost difference between colour and black and white printing is striking:

• Colour printing for 10 pages is 31p while 10 pages of black and white is just 3p for 10 pages
• The costs for April and May colour printing were over £2000 but had these pages been printed in black and white the cost of printing would have been just over £200

That's 10 times more expensive for colour printing.

While colour is essential for certain documents, many internal communications, drafts, and reference materials are just as effective in black and white. By defaulting to monochrome printing and only selecting colour when absolutely necessary, we can collectively make a meaningful impact on our operational costs.

Environmental impact

Every page printed in colour consumes more toner, energy, and resources than black and white printing. This not only increases costs but also contributes to:

• Higher carbon emissions from toner production and printer energy use
• Increased plastic waste from colour cartridges
• Greater environmental strain from frequent cartridge replacements

By reducing unnecessary colour printing, we can significantly lower our environmental footprint and support the Trust's sustainability goals.

What you can do

• Check your printer settings and set black and white as the default
• Only use colour when it adds real value to the document
• Encourage your team to do the same
• Consider if you really need to print your document

Let's work together to keep our printing smart, sustainable, and cost-effective. Thank you!

This week, we proudly join the nation in celebrating Armed Forces Week (22-28 June) - a time to recognise and thank those who make up the Armed Forces community: from currently serving personnel to veterans, reservists, and their families.

As part of the week we are encouraging all veteran and reservist colleagues, those who are a currently serving member of the Armed Forces or a family member of someone who is, to update their ESR information to reflect their Armed Forces affiliation. Updating your ESR helps us to better identify and support the Armed Forces community across the Trust. By doing so, you'll be kept informed about the work of the Armed Forces and Veterans Network, including events, campaigns, and opportunities to get involved in shaping our support for service leavers, reservists, and military families.

On your MyESR front page, under the announcements you will see a box called 'My Personal Information' - simply click 'Update My Information'. On the top tabs, click 'My Wellbeing Information', where you can confirm whether you're an Armed Forces Family Member, Reservist, Veteran or Cadet Volunteer, then click 'Save'.  

Latest Veterans Network activity

In the last few months, members of the Veteran's Network have been working on several workstreams. In May 2025, we were reaccredited as 'Veteran Aware' by the National Steering Group for the NHS Veteran's Covenant Healthcare Alliance and successfully signed our pledge with Step into Health, an organisation which connects candidates to employment opportunities within the NHS (you can read more on this next week). We have also created a page on our recruitment website dedicated to the Armed Forces Community. 

For further information on the Trust's support for veterans, please see the intranet pages below.

• SWS - Veterans
• Veterans Network

We've recently been made aware that some colleagues have received scam text messages impersonating the DVLA and a fictitious UK Traffic Enforcement Agency. These messages falsely claim that you have overdue parking fines and threaten serious legal consequences if immediate payment is not made.

Example of the scam message: "Official demand notice from the UK Traffic Enforcement Agency (DVLA): You have an outstanding overdue parking ticket... Your vehicle registration status will be frozen... The fine system will automatically switch to the enforcement collection stage... Click the following link to process: [scam link]"

This message is fraudulent. The DVLA does not issue parking fines, and the UK Traffic Enforcement Agency does not exist.

Other scam tactics to watch out for

According to recent alerts from the DVSA and DVLA, scammers are also sending:

• Fake vehicle tax refund offers
• Requests to verify driving licence details
• Warnings about failed tax payments

These scams are designed to steal your personal and financial information.

How to stay safe

• Do not open suspicious emails or click on any suspicious links, if you receive an email that appears out of the ordinary or unexpected, do not open any attachments or click on any links, as they might contain malware or phishing attempts.
• Do not reply  to scam messages.
• Never share  personal or banking details via text or email.Report scam texts by forwarding them to 7726 (free) and report to the Cyber Security team (cybersecurity@swast.nhs.uk ).
• Report scam emails  immediately to the Cyber Security team by marking them as spam and forwarding them to cybersecurity@swast.nhs.uk as an attachment.

Visit GOV.UK directly for any official DVLA or DVSA services.

You can view the official warnings here:

• DVSA Scam Warning
• DVLA Scam Examples & Advice

Please refer to Cyber Dos and Don'ts and Identifying spam and reporting it  available on our intranet for more information on how to secure the Trust's data.

Please stay alert and do not hesitate to contact the Cyber Security team at cybersecurity@swast.nhs.uk if you have any concerns or need further guidance. Thank you.

Our volunteers are often the 'unsung heroes' of the work we all do every day to try and improve (and save!) the lives of people who need our help. The statistics we collect tell a powerful story of how our volunteers make a difference to the lives of people across the South West and how they support our crews. 

In 2024/25, our 600 Community First Responders attended over 29,000 patients - that a 42% increase on the year before. And a volunteer was first on scene at 7% of all Category 1 incidents dealt with by the Trust. This works out at just under 7,500 critically unwell patients where, on average, a CFR provided around seven minutes of care before the arrival of a core resource.

 

Not only that, but in 10% of all incidents attended by CFRs in 2024/25, the patient was discharged on scene. That freed up valuable double crewed ambulances to attend other patients.

Our CFRs are rightly proud of the fact that there are people walking around now who would not be alive were it not for their efforts. And, of course, when we think of our volunteers in SWASFT, we automatically think first of our CFRs - but we also have volunteer BASICS doctors who bring advanced skills and clinical decision making and attend some of our most critically unwell patients.

This year we have also explored new volunteering roles including HALO Helping Hands, and a small number of existing CFRs have been trained to make welfare calls in the EOC at times of extremis.  

In the Volunteering team we are keen to build on these successes to give more opportunities to our volunteers and, just as importantly, provide even more support to our frontline ambulance crews.

Over the last year, we have:

• Rolled out drug bags to our volunteers, with a limited range of drugs, to use on scene.
• Raised £130K of the £210K needed to buy seven more Community Response Vehicles via the South Western Ambulance Charity through NHS Charities Together
• Placed orders for three further cars. These cars help our volunteers reach more patients, provide opportunities for CFRs to respond in pairs, check local defibrillators and support much of our public education work.

Then there's GoodSAM...

Our hope is that this helps achieve the first two links in the chain of survival - early recognition and good quality CPR. You may of course meet members of the public at a cardiac arrest who have attended as a result of a GoodSAM alert, and I know that you will support them, and we would love to hear any good news stories.

How do I register for GoodSAM? 

For SWASFT people and volunteers, you can register on the GoodSAM app and choose South Western Ambulance Service as your verifying organisation.  For anyone outside of SWASFT (including university students), whose employer is not listed as a verifying organisation, please choose 'GoodSAM' as your verifying organisation and upload evidence of your Basic Life Support qualification.
 
So, during this Volunteer's Week, let's 'Cheer A Volunteer' for all the great work they have done, are doing, and will continue to do hip, hip, hooray - thank you!

Medicines Repacking Service successfully delivers over 14,500 medicines bags!

Congratulations to the Supply and Delivery Service Pharmacy team for their achievements since the launch of the Medicines Repacking Service. The teams, based at Emerald Park and Skypark, have now implemented the service at 14 stations across the Trust. In the last 12 months they have collectively repacked and redistributed an incredible 9,670 Clinician medicine bags and 4835 frequently used medicines bags totalling an impressive 14,504!

The introduction of the Medicines Repacking Service to the 14 stations has already seen wide-reaching benefits including:

• Saving 9,670 clinician hours by alleviating the need for clinical staff to repack and check bags, enabling them to focus on delivering patient care
• Standardising the layout of medicines bags making medicines easier to locate
• P roviding greater visibility of medicines management and safety
• Reducing medicines wastage through expiry date monitoring and stock rotating

Feedback from the Pharmacy team

"Being a part of delivering patient care is highly rewarding"

"Growing as a team and expanding the service has been valuable and we look forward to our next steps"

"Making a difference to our frontline colleagues"

"Building stronger working relationships with the operational teams whilst setting up and delivering Medicines Repacking on each site as we roll out"

"Really enjoying supporting crews with standardised filled medicines bags to give them back hours to patient care"

Feedback from Operations

"Makes life much easier"

"Not having to worry about restocking for the next person when finishing late is great"

The team is currently working hard on next steps to expand this service further and implementing the Medicines Repacking Service Trust-wide.

Ambulance Vehicle Preparation (AVP)

There has been a great deal of activity in developing AVP across the Trust with over one fifth of all DCAs now enrolled in the service. Further developments include launching formal consultation with the AVP Team in Ferndown to move to 24/7 working and progressing estate works in priority sites such as Barnstaple in North Devon.

Community Ambulance Points (CAPs)

Works are progressing to deliver additional CAPs as part of this year's Annual Plan. Key locations include Amesbury, Cheltenham and importantly Dorset to complement the introduction of the MOB.

The CAP project team is currently exploring CAP sites in the following postcodes and would ask anyone with local knowledge of the area to feedback suggestions for potential sites to  dorsetmob@swast.nhs.uk or Operational Change Manager Tim Roberts at tim.roberts@swast.nhs.uk.

BH12 2AD  

BH10 7DG

BH8 8UT

More information regarding MOBs, CAPs, AVP and the Medicines Repacking Service can be found in this video and on the respective intranet pages .

To complement the present Bristol and Somerset Community First Responder (CFR) recruitment campaign open until 19 Jun2 2025, five CFRs recently attended the Portishead RNLI Open Day, providing valuable public awareness of the CFR volunteer role together with provision of hands-only CPR public awareness and use of defibrillators. On a fabulously sunny day, the public arrived in large numbers with all ages showing a keenness to learn.

 

Members of the Portishead RNLI crew also used the opportunity to polish their own Basic Life Support (BLS) skills - also sharing knowledge and skills with the CFR's. The Lifeboat Station - a state-of-the-art station opened in 2015 has also recently acquired a new Community Public Access Defibrillator (CPAD) funded and supported by the local Lions Club.

The Portishead RNLI Shop Volunteers have since sought support from local CFRs to run a CPR/defibrillator awareness session, another of a growing number of community opportunities to further the pilot of the ongoing SWASFT Community Ambassador Programme in Bristol & Somerset (presently CFR-led public awareness training), which will help to inform the decision on the longer-term SWASFT ambition to create a new and dedicated Community Ambassador Volunteer role in all counties.

The day was full of valuable and exciting things to see and participate in, with the RNLI showing the public how it launches, operates and recovers its B class Atlantic 85 inshore lifeboat.  The Great Western Air Ambulance Air Ambulance Charity and the SWASFT Hazardous Area Response Team (HART) were also present - with the Great Western Air Ambulance performing a short flyby for the crowds.

A great day was had by the SWASFT CFR's, with a great deal of appreciation being shown from the public.

In light of the recent cyber incidents affecting M&S, Co-op and Harrods, now is a good time to make sure we are doing what we can to protect the Trust's systems and data. The following can also help in protecting your personal data from being affected by cyber criminals.

Use strong passwords

1. Create a 14-character (or longer) password using parts of a memorable what3words address (excluding your home or work), mixing uppercase and lowercase letters, a number, and a special character to meet complexity requirements and enhance security.
2. Never reuse passwords across different accounts - doing so makes it easier for cybercriminals to access multiple systems if one account is compromised for any reason.
3. Always enable two-step verification when available (you're likely already using this for online banking); it adds a second layer of protection if your password is compromised.

 Look out for phishing/social engineering attempts

1. If you get an email that you think is suspicious, please report it using the Report Phishing function of outlook or forward it as an attachment to  cybersecurity@swast.nhs.uk . 
2. Do NOT click on any links in a suspicious email - even if it looks official.  
3. If you receive a suspicious call, please hang up. If the caller claims to be from a colleague or company (e.g., your bank), call them back using the person's phone number that you obtained from an official internal channel (e.g., TEAMS Contacts or Outlook Address Book) or call the official number listed on the company website. Never contact them through the phone number or email address provided in a text or email!

Secure your devices 

1. Keep your device software up to date - this includes monthly operating system updates, which help close security gaps and make it harder for cybercriminals to gain access.
2. Always lock your device when not in use - this simple step helps prevent unauthorized access when you're away.
3. For company devices, only download apps from official app stores (e.g., Apple App Store, Google Play) or submit a request to DDaT for approval and installation.
4. For personal devices, only download apps from official app stores (e.g., Apple App Store, Google Play) or directly from the software developer's website (e.g., Adobe) to avoid installing malicious software.
5. Install trustworthy antivirus (AV) software on personal devices to help detect and block malicious activity and keep your data safe.

Your cooperation is crucial in maintaining the integrity of our data and protecting our organisation from cyber threats. 

Please stay alert and do not hesitate to reach out if you have any concerns or need further guidance on cybersecurity@swast.nhs.uk .

We wanted to share some important changes we are making to how we manage contracted hours (also known as rolling relief). The Trust uses the term 'rolling relief' within policy and in GRS to refer to contracted hours compliance.

A reminder - what is contracted hours compliance (rolling relief)?

Due to the nature of 7-day working and the use of 10 and 12-hour shifts it is not mathematically possible for colleagues contracted to full time hours (37.5 hours per week), or various part time hours, to work their exact contracted hours each week. Due to the operational environment of the ambulance service, 'part-shifts' cannot easily be utilised to balance these hours, colleagues are required to work in line with service demands, and many roles require a vehicle and or equipment, and a crew mate. Sometimes the level of flexibility we offer colleagues through shift changes and swaps, and flexible working agreements also often results in hours deviation.

Over time, some colleagues have built up more hours than they should (either owing hours to the Trust or being owed hours by the Trust). To keep things fair and manageable, we're introducing a new approach to make sure these balances stay within a reasonable range - what we call 'normal parameters.

The changes importantly apply both ways - to individuals who are owed hours by the Trust and vice versa, for individuals who have been paid for hours that remain owed to the Trust. Whilst it is true that more individuals owe the Trust hours for which they have already been paid it is also true that there are a significant number of indiviudals to whom the Trust owes hours (the proportion is roughly 60% / 40% respectively).

The aim and purpose of the management of contracted hours compliance is to ensure that all colleagues work the hours for which they are paid, and all colleagues are fairly compensated for the hours they work.

Normal parameters definition

The Trust's definition of 'normal parameters' is a balance either side of a zero (either owed hours or owing) of plus or minus 22 hours. Since the introduction of the electronic timesheet in 2016 all colleagues can see their contracted hours compliance figure - and therefore everyone is sighted on their own plus or minus hours position. Colleagues can also view their month-end predicted position via GRS web throughout the month.

It is a joint responsibility of the Trust and individuals to maintain hours within normal parameters to ensure we spend public money appropriately and pay our people correctly. 

So, what is changing?

The change to arrangements this year seek to avoid an individual building up hours outside of normal parameters. It is important to note that this applies both ways as stated above.

The new approach will effectively manage the balance of hours in-year as the Trust is not supporting a carry forward of owed hours outside of normal parameters (both ways) into a next financial year.

There is also a focus on legacy hours as set out below.

From 1 April 2025 going forward

The ROC has been asked by the Trust to take forward a number of actions to make sure that individuals stay within normal parameters going forwards. Given the focus on regular review this should be limited to a small number of hours outside of parameter and therefore this process will be managed largely automatically. 

The ROC will review an individuals position to confirm this is correct before highlighting this to the local manager, writing to the individual and planning in either:

• A reduction in hours (for hours owed to the individual) or;
• Additional hours to recover the position back to normal parameters;
• In each case aiming to recover the position over a 3 month period.           

Where reduced hours are required to support an individual achieving 'normal parameters' they may be stood-down from duty on any of their planned shifts, they will not however be supported to reduce hours by non-attendance at mandatory development, training, or education events.

Where additional hours are required to support an individual achieving 'normal parameters' they may be allocated additional shifts, or be allocated to attend mandatory development, training, or education events as additional hours.

Reduced or additional hours will wherever possible be planned with 6-weeks' notice to align with the Relief and Working Hours Policy; however, can be planned within 6-weeks with the express agreement of the individual. Reduced or additional hours can be facilitated and planned into any week within the prescribed timescales and will not be limited to relief weeks. This is in recognition of the variance of relief week capacity and availability and to ensure colleagues owing hours are not allocated to excessive hours during periods of relief.

To support and manage colleagues having adequate rest and recuperation away from work, additional hours will not be added into a period of annual leave or directly leading into or out of a period of annual leave. Flexible working arrangements will be honoured when allocating additional hours; if it is not possible to add sufficient hours due to the restrictions of flexible working, the line manager will meet with the individual to agree a plan and will share this with the ROC for implementation. There will be enhanced scrutiny, reporting and oversight with regular positions reported to local, Executive, Trust Committee and Board meetings.

Legacy balances pre-dating 1 April 2025

It is an important reminder that the Trust wrote off owed hours balances across the Trust in 2015 but honoured anyone with a positive balance (where the Trust owed the individual hours). 

Since this date the Trust has made considerable progress in the area of contractual hours compliance. All Trust rota patterns are now built to ensure contractual hours compliance and the processes set out in the Relief and Working Hours Policy are largely embedded. Almost all Trust rota patterns are now designed to minimise the natural high, and low hours positions throughout their duration. This ensures colleagues' hours can be managed within a maximum and minimum fluctuation; or 'normal parameters'. There are a small number of rota patterns with greater natural fluctuations, usually relating to flexible working patterns; these all still balance over the course of the pattern.

The Trust will not support any further blanket writing off of hours as this directly impacts the hours available to treat our patients.

This year the Trust is taking action to address the legacy position (both ways). The reference period is 1 April 2015 to 31 March 2025. This is important because the end of year balance changes every year based on the culmination of previous years (i.e. it is a rolling balance):

• An individual can go from a negative (hours owed to the Trust) to a positive balance (the Trust owes the individual hours) from one year to the next;
• There will be individuals who are consistently owed hours by the Trust;
• The hours are still owed / we still owe individuals hours.

The vast majority of colleagues are owed / owe less than 55 hours (which equates to 33 hours outside of 'normal parameters'. The recovery process will be exactly the same as described above. For colleagues who are owed / who owe inexcess of 55 hours additional shifts will be reduced or planned in until the balance is recovered back to normal parameters. The timeframe for this depends on the balance of hours (both ways). There are also other options that can be explored with individuals which will be communicated locally.

Appeals

As per the Trust Grievance policy, colleagues are excluded from submitting grievances regarding the validity of the management of contracted hours due to this being covered in NHS Agenda for Change Terms and Conditions and the NHS e-Rostering guidance. 

Grievances will therefore not be accepted, however UNISON has worked with the Trust to establish the appeals process and the purpose is to find fair and agreeable outcomes.  Colleagues are able to raise concerns on the grounds of perceived improper process, inaccurate data or incorrect mathematical calculation.

What happens next?

More detailed information will follow at both local and individual levels. Your County Managers, People Partners and UNISON colleagues have already been briefed, and some suggestions made by UNISON have been accepted by the Trust.

We know this is a lot of information, but please be assured these changes are being made to bring clarity, fairness, and consistency for all of us. We want to make sure everyone is treated equally and that no one is unfairly disadvantaged by how hours are managed.

Thank you for your ongoing commitment and support.

Frequently Asked Questions (FAQs)

How can I ask questions about load lists?  

You can email your questions to a dedicated inbox monitored by representatives from the AVP, Compliance, and Clinical teams - AVPLoadListFeedback@swast.nhs.uk . This ensures your query is addressed by the appropriate team and helps us track emerging trends. The inbox also has an automatic FAQ reply so please review this for answers to commonly asked questions.  

How will this policy change impact me and my role?  

The only change expected to affect you directly is that more specific and up-to-date information will now be available and easily accessible to all relevant staff. This is intended to support your work with clearer, more current guidance.    

This change provides accuracy and alignment of information.  
Load lists can also be accessed via QR codes located in vehicles, where available, as per current practice.  

I cannot locate a load list for my vehicle - what should I do?  

This may be because the vehicle is a specialist asset. In such cases, the load list will be managed under the relevant speciality - such as CFR, HART, or HEMS. If you are not part of one of these specialities and cannot find a load list for your vehicle, please email AVPLoadListFeedback@swast.nhs.uk with the details of the vehicle in question.  

Emergency medical service (EMS) personnel routinely face high-stress, emotionally intense situations that can impact their mental health. Yet, despite the availability of organisational support programmes, many ambulance staff do not seek help. A recent systematic review by Sasha Johnston and colleagues examines the factors influencing this reluctance and identifies practical ways to improve access to mental health resources. 

The review synthesises findings from 34 studies, highlighting key barriers to support uptake. Workplace stigma, particularly a culture that values resilience and self-reliance, often deters individuals from acknowledging their struggles. This issue is further reinforced by machismo within the profession, where toughness and emotional suppression are seen as markers of competence. Organisational efforts to provide mental health resources can also be perceived as performative rather than genuinely beneficial, reducing staff trust in such initiatives. Additionally, generic support programmes may fail to meet the specific needs of ambulance personnel, contributing to low engagement. 

Despite these challenges, the review identifies effective enablers that encourage EMS workers to seek help. Tailoring mental health initiatives to the unique pressures of emergency response roles increases their relevance and uptake. Education and training programmes that normalise discussions around mental wellbeing help dismantle stigma and challenge outdated attitudes about masculinity and vulnerability. Crucially, allowing ambulance staff dedicated time during work hours to access support could improve engagement, demonstrating the importance of embedding mental health initiatives into operational structures. 

This study is the first of four within Sasha Johnston's NIHR funded DPhil in Experimental Psychology, supported by Professors Jennifer Wild and Polly Waite at the University of Oxford. The wider research programme will explore the feasibility of implementing protected time in ambulance work schedules to support mental health and wellbeing. By addressing both systemic and cultural barriers, these studies aim to establish more accessible and effective pathways for EMS personnel to prioritise psychological wellbeing.

The published review can be found here: https://www.mdpi.com/3272818

Hello everyone, my name is Zoe Larter, Head of Charity at the South Western Ambulance Charity. Together with fundraising manager, Louise Walsh, our mission is to work alongside the South Western Ambulance Service and communities in the South West to help enhance care and support for patients in critical moments.

Today I'd like to share with you some details of the money that the Charity received last year and how we have used those funds to really make a difference to staff, volunteers and patients.

2024/2025 round up

When we wrote the 2024/25 Charity Business Plan and developed the Charity's strategy, we were facing a really challenging external context with the UK's cost-of-living crisis, a tumultuous geopolitical climate and increasing competition for charitable funding. Despite those challenges, we strongly believed that the NHS was valued and widely appreciated by the public, and so we set an ambitious target to enable us to fund as many activities to benefit patients in the South West as possible.

We set out to raise £396,682 in 2024/25 and we actually secured income of £391,389. That is 99% on target which is incredible and a massive testament to our donors, our fundraisers and everyone who supports our work.

Income comes to the Charity from a variety of different sources (n.b.: Microhive is the new name for Pennies from Heaven).

Charitable income means nothing unless you use it for the best possible reasons and in 2024/25 we were absolutely delighted to spend £259,318 supporting so many brilliant charitable initiatives. Further expenditure is still in the pipeline, for example the next Community Response Vehicles for volunteer CFRs are on order.

In headline, the breakdown of expenditure on charitable activities in 2024/25 looks like this:

Some examples of specific initiatives include (rounded to the nearest thousand):

• £48,000 spent on providing Community First Responders with enhanced observation equipment such as pulse oximeters;
• £43,000  spent on Community Response Vehicles (find out more about our CRV appeal);
• £23,000 spent on building community resilience to Out-of-Hospital Cardiac Arrest through the provision of community public access defibrillators.
• £17,000 spent on providing materials to support CPR awareness sessions such as CPR mannikins and training AEDs;
• £16,000 spent on funding end-of-year staff recognition initiatives;
• £15,000 spent on developing outdoor/green spaces across the Trust;
• £12,000 spent on providing hot and cold drinks flasks to staff to use whilst on shift.

Looking forward to 2025/2026

Despite the continuing economic challenges, we are aiming to secure similar levels of income in 2025/26, to fund more vital initiatives which ultimately benefit our patients.

We have already reached an amazing £130,000 in our £210,000 Community Response Vehicle (CRVs) Appeal and three CRVs will be delivered in the next month or so.  We are so grateful to everyone who has supported this ambitious appeal.  To find out more about why we are purchasing these vehicles and to see how you can help please visit justgiving.com/campaign/crv-south-west. 

We will be celebrating our 30^th anniversary in September. We would love for you to get involved by responding to our call for Creative Contributions, planning something for our Charity Week (Monday 15-Sunday 21 September), recommending us as a Charity Of The Year to local organisations and businesses, or reading some of the 30 Stories from 30 Years that we will soon be sharing.

You can help make a difference

There are multiple ways that you can get involved with the work of the South Western Ambulance Charity - from generating free donations for us when you shop, to taking on a physical challenge or even jumping out of a plane! 

Do contact the Charity team if you are looking to access support from us, or want to support us to make a difference, on 0300 369 0108 or charity@swast.nhs.uk. We'd love to hear from you!

Thank you for your ongoing support.

Over the past 12 months the AVP team in Staverton has worked hard to grow the service from two double-crewed ambulances (DCAs) at launch, to preparing 19 DCAs every day!

With six new Fiats joining the Gloucestershire fleet in the coming days, the county will very soon have the largest number of vehicles going through the daily preparation service across the whole Trust.

Vehicle production manager, Phil Truman-Rhodes confirmed: "It's been a real team effort with Fleet, Medical Devices, AVP and Operations all coming together as One Team to overcome challenges.  Collectively, a problem-solving mindset has helped to ensure continued momentum and progression.

"All members of the team have contributed along the way, and we continue to demonstrate a willingness to explore new ideas, test methods and refine processes. This means we are seeing tangible improvements to the service that reflects our commitment to improving patient care.

A massive thank you to everyone who has been involved and we're looking forward to seeing what the next year brings!"

Benefits realised since introducing AVP:

• Improved vehicle availability and deep clean compliance
• Greater integration with operational teams
• Improved Estates/infrastructure, making it a better environment to work in
• Clinicians' time freed up from preparing and stocking vehicles

AVP forms an important part of this year's Annual Plan 2025/26 and is a key enabling service, supporting new and more efficient ways of working in our organisation.

Please visit our dedicated  intranet page which includes some FAQs.

Message from Amy Beet, Deputy Chief Executive and Executive Director of People, on behalf of the Board

We wanted to share an update on the Well-Led Developmental Review, which we previously communicated was scheduled to take place towards the end of last year. As part of this process, SWASFT invited NHS England South West to conduct the review between September and December 2024. The review specifically focused on four key areas: leadership, governance, communications, and finance.

Importantly, this review was something we chose to ask for proactively as part of our ongoing commitment to continuous improvement for our people and patients.

As part of the review process, we invited all staff to participate in focus groups to have their say, and we'd like to extend a heartfelt thank you to all who took part.  While there were many positive aspects highlighted in the review, some of the findings were difficult to read and have highlighted areas where we know we can do better. These insights are important, and we recognise that addressing them will require time, effort, and collaboration, but we are committed to taking the necessary steps.

The report highlighted several key findings:

• Trust Strategy - the findings highlighted a disconnect between the Trust Strategy and staff understanding, with a need for clearer communication and more time to embed changes.
• Leadership development - while leadership changes are welcomed, there is a need for greater senior leadership cohesion and more leadership development across all levels.
• Freedom to Speak Up (FTSU) - FTSU processes were recognised as having seen improvement, but staff feel inconsistent action and worries over the consequences of speaking up can stop people from doing so.
• Workforce Equality, Diversity, and Inclusion (EDI) - EDI efforts are progressing, but more consistency is needed in support, recognition, and engagement across the organisation.
• Governance and sustainability - governance improvements are evident which was great to see, but clearer accountability, better use of data, and reduced central control are needed.
• Financial recovery and impact on services - financial pressures were described as affecting service quality, with a need for better understanding and transparency about the financial recovery plan for 2024/25.
• Learning, improvement, and innovation - inconsistent engagement with improvement initiatives was shared, alongside a need for better feedback loops and learning from incidents. There was a shared concern that the organisation does not always learn effectively from mistakes or areas for improvement. Staff suggested that there should be a more systematic approach to embedding learning across all levels of the Trust.

The Board is committed to taking action on the findings from the report and has already begun to address the recommendations as part of a comprehensive Well-Led Improvement Plan. This includes strengthening our FTSU processes and supporting further supporting colleagues to speak up, increasing leadership visibility across the Trust and building on our existing communications and engagement activities with colleagues and stakeholders.

We will continue to update you on our progress and ensure that your input remains central to the changes we are making, aligned to our work within the Annual Plan for this year.

Thank you.

With the CAD contract now awarded to Cleric Computer Services, we are entering the initial stages of planning and implementation. This marks an exciting step forward, and we are committed to ensuring a smooth and successful transition for all colleagues.  

What are the benefits of the new CAD?

• Ability to lock the CAD without logging off
• Escalation levels stamped within each incident
• Automated messaging to patients in times of demand
• Drag and drop display functionality
• Mapping overlays
• Ability to restrict incident viewing by geographical area
  
  

What happens next?

Over the coming months, we will be working closely with Cleric to:

1. Conduct detailed planning and system design sessions
2. Engage with key teams to gather operational requirements
3. Develop a robust implementation and training plan
4. Begin technical integration and system testing
5. Identify key roles needed for implementation and progress through recruitment to ensure we have the right expertise in place 

How will this affect me?

At this stage, there will be no immediate changes to how we operate. The current CAD system will remain in use until we are fully prepared to transition. Regular updates and engagement opportunities will be shared as we progress. Training and support will be provided well in advance of the go-live date to ensure a smooth transition.  

Keeping you informed

We are committed to open and transparent communication throughout this process. In the coming weeks, we will:

• Share a timeline outlining key project milestones
• Provide FAQs to address common queries
• Set up briefing sessions to keep you updated and gather feedback 

Further announcements will be made on the dedicated CAD Implementation intranet page as the project progresses.

Please direct questions or queries about the project via our dedicated mailbox at  CADreplacement@swast.nhs.uk .

First and foremost, thank you to everyone who has reported incidents of violence and abuse. Your reports are crucial in helping us understand the challenges our colleagues face and ensuring their safety in the future. As an organisation, we're good at reporting these incidents, which helps protect our teams when engaging with these individuals again.

However, we've noticed that while incident reports are being submitted, requests for temporary data flags to the Emergency Operations Centre (EOC) are not as frequent. If you believe there's a potential risk to responding resources in the future, please inform the EOC as soon as possible. This allows them to consider placing a temporary crew safety information flag on the address of the violent or abusive individual.

When to request a temporary data flag

Here are some examples of situations where you should contact the EOC for a temporary data flag:

• Racial abuse
• Dangerous pet
• Challenging and uncooperative behaviour presenting an actual or credible threat to safety
• Threatening behaviour
• Assault
• Sexually inappropriate behaviour
• Sexual assault
• Presence of weapons

The key message is: if there's any doubt and you feel there's a potential risk to responding resources, contact the EOC and request a temporary crew safety information data flag.

Remember, requesting a temporary data flag does not replace the need to report the incident via our Trust incident reporting system (InPhase). If the incident isn't reported through our system, we won't be aware of it.

If you have any questions or concerns, please reach out to our team at  abuse@swast.nhs.uk  or visit the 'Your Safety' page on the Trust intranet home page for more information.

From 22 April, there will be an important change to Trust email addresses which will see the removal of special characters. A special character is a hyphen - or an apostrophe ' in a name, such as  Bethany O'Toodle or Lewis Chaney-Porter.

Why are we making this change?

Microsoft facing applications will no longer accept special characters, which will cause a conflict when staff try to access certain software such as GRS cloud and Avanti.

What will happen for colleagues who currently have special characters in their names? 

Colleagues with special characters in their names will be contacted in batches to assist the transition to the new email address format. For now, these people do not need to take any action and will continue to have full access to all their current IT services.

There will be a new Trust standard going forward where special characters are removed from email addresses and usernames to mitigate any access risks. 

Staff will still have the special characters in display names, with the addition of a new email address. One with the special character (which will be a forwarding address and not used by staff) and one without the special character (which will be their primary address and used by staff). For example, if an email is sent to Bethany.O'Toodle@swast.nhs.uk, emails will be forwarded to the primary address Bethany.OToodle@swast.nhs.uk without the special character.

Colleagues who already have their IT set up with special characters will see no change unless they have been contacted. Full current IT access will remain until they are moved over to the new format.   

If you have any further questions or queries, please contact Sophie.Cooper@swast.nhs.uk .

Alongside his work in Gloucestershire as a paramedic, Dan Charles volunteers as a trustee and operations manager for the Christian Ambulance Association (CAA). The role of the charity, currently covering the UK and Republic of Ireland, is to support fellow Christians working within both NHS ambulance services and private provider agencies.

At the end of last month, and alongside fellow trustees Andy Moore (bank paramedic and priest in Northern Ireland) and Peter Martin (private event medic in North East England), Dan attended an event held by Firefighters for Christ (FFC), an international charity providing pastoral support to Christians in the fire service. Upon the invitation of the FFC, Dan and his colleagues travelled to California for the FFC's yearly conference at Hume Lake Christian Camp, 8000ft up in the mountains east of Fresno. This year also marked the first year that the Hume Lake included a first responder's retreat in the days immediately after the FFC retreat, inviting police and ambulance colleagues along for fellowship and worship.

The aim of the trip was to not only highlight the amazing work that the CAA does within the UK and Republic of Ireland, but to also establish a membership base within the USA. Alongside the box of Yorkshire tea that also made the journey to California, Dan and his colleagues were extremely well received, sharing how NHS Ambulance services operate differently than in the US, and highlighting the multitude of different care pathways available to clinicians within SWASFT, something not often seen in the US.

It is hoped that Dan and his colleagues can return next year with some of their UK members, with discussions already ongoing with US ambulance teams for potential 'third manning' shifts. If you or someone you know is a Christian in the ambulance service and would like to find out more about the CAA, or would like to join as a member/volunteer to help, please visit www.caauk.org or contact dan.charles@caauk.org .

As Somerset moves into a period of transformation, we bid a heartfelt farewell to Steve Boucher. His dedication and leadership as head of operations will have a lasting impact. Stepping into Steve's shoes is no mean feat, but I look forward to supporting the team through forthcoming exciting developments.

Joining the Somerset Operations team is William Coomber, stepping in as operations manager alongside the experienced Matt Care. Together, the three of us aim to steer Somerset through a period of change with resilience, positivity, and a commitment to its people and patients. 

Somerset has certainly seen some significant changes since our last Bulletin update in 2022...

• The introduction of Ambulance Vehicle Preparation (AVP) has streamlined operations, ensuring ambulances are ready for rapid response.
• The Mental Health Response Vehicle is a key step in providing tailored care to patients in mental health crises.
• The Care-Co model has added an extra layer of patient-centred support
• The Mobile Data Vehicle Solution (MDVS) has enhanced efficiency through technology.
• More recently, the Timely Handover Process (THP) represents a proactive approach to reducing delays at Musgrove Park and Yeovil District Hospitals. 

Moving forward we are working towards the implementation of team-based working through One Team. This approach emphasises collaborative ownership and compassionate leadership, fostering an environment where everyone in Somerset feels empowered and valued. 

As part of this transformation, dedicated county roles such as a people lead, clinical lead, and quality lead have been introduced to support colleagues and ensure high standards.

The focus on compassionate leadership aligns perfectly with promoting a positive culture, ensuring that colleagues not only work effectively as a team but also support each other through challenges. By encouraging ownership, team members can take pride in their contributions and feel more connected to the Trust's vision of delivering patient care when people need us most.

Change often brings a mix of emotions, and the shifts within Somerset, coupled with the evolving landscape of SWASFT and the wider NHS, may naturally bring some anxiety. However, this period also represents an opportunity for growth and improvement, embodying the spirit of One Team by embracing collaboration, promoting a positive culture, and focusing on delivering the best possible patient care. 

Finally, a special acknowledgment goes to the Somerset crews, whose unwavering commitment and exceptional patient care continue to set the standard. Their hard work and dedication remain at the heart of everything we do, and we are confident that together, we can navigate this new chapter with confidence and optimism. 

Here's to positive change and the continued success of Somerset and its incredible team!  

The Learning and Development team is pleased to announce the syllabus for the 2025/26 EOC Education Days as detailed below. 

Developed alongside subject matter experts, the material will be delivered across one day for non-clinical colleagues and two days for clinical colleagues. The content of the days will be as follows:  

Non-clinical colleagues  

EOC non-clinical Education Day (starting April 2025) - call handling, dispatch, and Operations Delivery Centre 

• A dult Basic Life Support - Simulation based education on adult BLS including variations for paediatrics and management of choking patients. 
• Business Continuity Loss of CAD - Simulation based education for a CAD shutdown using latest business continuity plan and shutdown materials. 
• Safeguarding sessions: 
  • Right Care, Right Person - Patient & resource management considerations for mental health and mental capacity awareness. 
  • Autism & Learning Disability - Communication considerations and vulnerability factors for patients with autism or learning disabilities. 

Clinical colleagues

EOC Clinical Education Day (June 2025) - Clinical Desk 

• Resuscitation: Including simulation-based exercises for CPR, remote life support management, and end-of-life care. 
• Remote Clinical Assessment of Abdominal Pain   
• Anxiety Assessment & Differential Diagnosis: including cognitive bias in decision making 
• Febrile Child: including assessment & appropriate response 
• Trauma Care: including mechanism of injury & older adult falls 
• Wound Assessment: including appropriate referral pathways 
• Business Continuity Loss of CAD - Requirements for a CAD shutdown using latest business continuity plan and shutdown materials. 

Safeguarding Day (starting July 2025) - Clinical Desk 

• Right Care, Right Person 
• Autism & Learning Disability 

NEW MyESR eLearning (coming in July 2025) 

• Frequent Caller Management System - Clinical Desk 
• Patient Details Search Module - Call Handling 
• Location Searching - Call Handling
• Community Responder & Officer Deployment - Dispatch and Operations Delivery Centre 
• Stopping & Closing Calls - Dispatch and Operations Delivery Centre

Within the NHS we spend a lot of time learning from errors, which is extremely important. However, sometimes, it is easy to forget to celebrate and shout about the excellent work that takes place every day.

Learning from Excellence is a system which allows all colleagues -  both clinical and non-clinical - to report episodes of good practice to share, promote and learn from positive incidents. We know that excellence can be difficult to define, but we know it when we see it. Ambulance colleagues work extraordinarily hard every day and there can be a tendency when you notice some good work to think that they are just doing their job or they should do that anyway. But it is this ordinary excellence that needs recognising so we can show gratitude for it, study it and learn from it.

Let's start sharing and learning from when things go really well!

Simply select 'Good Care' from the 'Event Type' drop down list within InPhase when submitting a new Incident Report.

We want to hear about any examples of good care or excellence.  This could include things like witnessing expertise in technical or non-technical skills, positive work ethics benefitting the patient experience under demanding conditions or observing effective leadership. There are no limitations to what Good Care can look like.

Once you submit a Good Care InPhase report, you will receive a 'thank you' email which you could use as evidence of reflective practice. A copy of the report will also be sent to the member of staff you have nominated. We may publicise an anonymised summary of the report within the Bulletin or the Clinical Quality Matters Newsletter. For some cases we may get in touch with you or the colleagues you have nominated to learn more about the event.

For more information, including FAQs please see the Good Care - Learning from Excellence intranet page.

The Safe Learning Environment Charter (SLEC) designed by NHS England sets clear expectations around creating a culture where students and trainees are treated with respect and dignity and are supported in their professional development. It aligns closely to the NHS People Promise, and shows our dedication to creating a positive, inclusive, and caring workplace.  

To evaluate our progress on each priority area of the Charter, as a starting point we recently held three workshops with an average of 32 participants per session. These workshops brought together colleagues from the Trust's Education and Operations teams and colleagues from our partner universities, offering valuable insights. From these workshops, we identified areas for improvement as well as strengths and set four key achievable goals to focus on over the next year.  

Our objectives

1. Raise awareness : inform everyone about the Charter within our organisation and partner HEIs (universities).

2. Enhance communication and collaboration : improve communication and teamwork among all those impacted by the Charter, including HEIs, learners, apprentices, students, and education colleagues.  

3. Prioritise learner wellbeing : ensure learner wellbeing in a supportive and safe working environment.  

4. Improve quality and consistency : enhance the quality and consistency of learning experiences throughout the organisation and educational settings.  
   
   

Measuring the impact of the Charter  

To ensure the Safe Learning Environment Charter (SLEC) is making a meaningful difference, we will employ a range of measurement tools and techniques. These will help us track our progress, identify areas for improvement, and celebrate our successes. Key measurement methods include:  

• Practice Placement surveys : regular surveys will be conducted with learners to gather feedback on their experiences during practice placements, structured under the themes of the Charter. This will help us understand how the Charter is influencing their learning environment.  

• National Education and Training Survey (NETS) : hosted by the NHS, this survey will provide comprehensive insights into the educational and training experiences of healthcare learners across the country, allowing us to benchmark our performance against national standards and other placement providers. More on this will follow in the coming weeks.

• NHS Staff Survey : this annual survey will capture the perceptions and experiences of our staff, including those who support and work with learners, ensuring that the Charter's impact is felt across the organisation.