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Lack of shared ownership ‘exacerbated oxygen issues’
A ‘lack of shared ownership and knowledge’ of medical gas pipeline systems among hospital-based multidisciplinary teams ‘limits Trusts’ ability to effectively respond to MGPS patient safety concerns’, a recently published Healthcare Safety Investigation Branch report into oxygen pipeline issues during the coronavirus pandemic concludes. The report identifies where ‘crucial improvements to planning, system design, and infrastructure’ could be made to ensure hospitals can always meet oxygen flow needs, ‘especially in times of crisis’. An HSIB investigation launched in January identified that ‘the majority’ of
hospital wards and departments had to accommodate patients with greater oxygen needs due to COVID-19; the HSIB was made aware of ‘at least a dozen’ NHS Trusts where concerns over oxygen were raised, and
Dr Stephen Drage.
emergency action had to be taken to mitigate the risk. This issue was exemplified with the case of a hospital that declared a major oxygen provision incident during the pandemic’s second wave; ‘excessive demands’ on its MGPS led to ‘major disruption’, with patients diverted to other hospitals, and elective surgery cancelled. ‘It was not an issue with the amount of liquid
oxygen available, rather the ability of the system to deliver the flow of oxygen required’, the report stressed. The HSIB investigation examined the current engineering and technology systems in place to ensure that medical gas pipeline systems operate effectively, but also explored ‘how well this crucial role is understood’ across hospital teams, and
how MGPS safety is assured by regulators. Dr Stephen Drage, HSIB director of Investigations, said: “Our investigation highlighted just how critical the MGPS is, and that if it fails the impact is significant. The investigation findings and resulting safety recommendations can help inform future responses to COVID-19 or other respiratory viruses.”
Strategy to‘maintain public confidence in engineering profession’
The Engineering Council has launched its 2025 Strategy, Advancing Regulation, setting out the industry regulator’s priorities.
The Strategy was produced through a consultation with key stakeholders, including the Professional Engineering Institutions, ‘to reflect the priorities of the whole engineering profession’. The organisation said: “For the Engineering Council, leadership means promoting the regulator’s role in convening expert opinion about competence, commitment, and professional development, and overarching issues such as ethics, sustainability, safety, and security.
The Engineering Council has built up a high level of trust when working with the professional engineering institutions and other partners, delivering standards, guidance, and support, to engineering professionals worldwide.” Advancing Regulation builds on this, to achieve the overall goal: ‘To maintain the public’s confidence in the engineering profession through wider promotion of the Engineering Council’s regulatory work, its leadership role within the engineering community, and a greater, more diverse and engaged registrant population’. Based around four themes, the defined criteria for achieving this goal are:
n a more diverse and inclusive profession.
n a more digitally innovative profession. n an internationally respected standard. n an engineering profession with sustainability and ethical principles at its core.
“Of particular note within the new Strategy will be the focus on collaboration with our stakeholders, and how our approach to strategic partnering can be used to build and develop our current activities,” said Alasdair Coates BEng (Hons), MSc, CEng, FICE, MCIHT, CMIOSH, the Engineering Council’s CEO.
August 2021 Health Estate Journal 13
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