comparison to the present day. The Trust recognised that it had to change for performance to improve.
Finally, most public service organisations are subject to some form of performance management or measurement such as KLOE 3.2
In the past, the traditional method of response to an emergency was to send out a double crew ambulance, put the patient on a stretcher and remove to hospital. Response time was much different to the present day and the service was based on the use of large vehicles from a central location with assessment and treatment in hospital. Today there is increased expectation around performance and the service has to deal with congested roads, unlike 20, 30, 40 years ago. In part response to this there is now a move from the former large ambulances towards small vehicles, rapid response vehicles, fast cars, motorbikes, and pedal bikes in congested city centres like York. Clearly those changes mean changes for the estate. Today the emphasis is on assessment and treatment at the scene, and if you need treatment you will want to receive it from someone who is properly trained. How do you deliver that sort of training and are your buildings up to delivering training for staff and, of course, other new ways of working?
DVS Asset Management Approach
Having been brought in to provide an asset management strategy we implemented our usual approach of: Identifying and engaging with a team of stakeholders Establishing needs and objectives and Gathering intelligent data.
The objectives of the business and the affect on the estate were established as follows:
The DVS suggests that following the DVS Process or something similar might help you demonstrate that you have a strategic approach to your assets, that your asset bases are fit-for-purpose, and provide value for money, and that you are engaging with the wider public sector community, other partners and significant community groups.
Case Study; the Yorkshire Ambulance Service
The Yorkshire Ambulance Trust provides this service. If you have suffered some sort of serious injury and need an ambulance, one of the single most important factors in having a successful outcome is how quickly the ambulance reaches you and provides assessment and treatment.
In 2006 a review of Ambulance Trusts in England and Wales reduced 31 Trusts down to 10 or 11 Ambulance Trusts. Yorkshire had four Ambulance Services and these were merged into one Trust. There were big issues around the Yorkshire ambulance estate not being fit–for-purpose. The estate had evolved over 50 years with a very different operating environment then in
ASSET - Liverpool-10
Translating these operational impacts on the estate into a set of specific requirements began to focus on appropriately located sites and flexible fit-for-purpose estate able to change with differing patterns of demand, and able to deliver specialist training facilities. We then compared these ideals with the existing estate and developed the prioritised plan of capital investment.
Mark O’Brien 15
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