Friday 12 April 2024
How often are Raizer chairs utilised?
Unfortunately, there is no official data for this as there is not a data collection point for the use of the chairs. Capturing this data is now something that has now been put forward as a suggestion.
How successful has the Trust been at reducing abuse of team members?
The annual crime and violence reduction report is currently in the middle of being produced so we will imminently have an updated overview of the position.
Current statistics currently show there has been a rise in incidents reported to the trust, however reporting has recently become a lot easier, which would suggest that prior to this, incidents were going unreported. The next PPP on the 9th of August will be attended by a crime and violence officer who will be able to answer any further questions.
How proactively are colleague attrition levels tracked and benchmarked given the need to retain talent and its impact on patient experience?
Turnover is reviewed on an ongoing basis within the Trust’s People Committee, Board and Strategic Workforce Group. The most recent data capture is included below to provide an overview of recent years:
Turnover had increased in 22/23, however it has reduced in recent months at around 12.5%. It is recognised by the Trust that the Emergency Operations Centre (EOC) has the highest turnover, and the Assistant Director of the EOCs is working closely with the People Partner and the Staying Well Service and Freedom to Speak Up Team to introduce new initiatives to create the conditions where colleagues want to stay and can thrive within their role.
In terms of the wider Trust, during the past 12 months, the People Partner Team introduced a new and in-depth exit interview process that has enabled our Head of Operations (and People Partners) to better understand why colleagues are leaving at a local and corporate level. It is the exit interviews that resulted in the introduction of the stay conversation, because it was felt that a proportion of the reasons for leaving could have been resolved, prior to them leaving – such as flexible working, and professional working relationships.
The People Partner Team review the exit interview intel on an ongoing basis and have also compared against the staff survey results – which will also result in further local and corporate plans moving forward. Career progression is also an important consideration for us, and one that is being taken forward through the People Partner Team. This has been clearly evidenced through the EMD to paramedic conversion programme, which has retention in excess of 90%.
Are there predictions on future demand? E.g. An ageing society, fentanyl etc? Are you keeping an eye on what is coming? We know that carers are leaving full time work and careers to care for elderly relatives.
As a Trust we are constantly reviewing on activity and resourcing levels to plan for the future.
We are currently developing a refreshed clinical operating model to ensure we are developing a service to continue to meet future needs this will link to our 5 year Trust strategy which was released in 2023.
Does the trust plan to have a centre in towns for overserved people to take the pressure off the ambulance service. I saw on TV a gazebo for this type of treatment.
There are no current projects like this that are funded by SWASFT. Initiatives like these are funded by either local councils or integrated care boards which means that where and when they are used is dependent on which areas have funding and which areas do not.
Is there any likelihood of SWASFT funding CAT C licenses for people in other areas such as Devon as I’d love to train as an ECA but cannot pay around £1000 to fund license as there is no guarantee of a job?
At this time, we have no plans to fund C1 in the Devon area. Unfortunately, we don’t have the same recruitment challenges in Devon as we do in Dorset, Somerset and Wiltshire where we are offering the funding.