In 2022 the Faculty of Pre-hospital Care (FPHC) report on “Valuing Staff, Valuing Patients” was published, outlining the need to “seek out and remedy secondary stressors”, such as training burdens or financial costs. Since that original publication, COVID-19 and the increased demand for healthcare have presented additional challenges, and staff wellbeing remains an increasing concern. The aim of the FPHC Wellbeing Group was to develop a FPHC Wellbeing Charter, to put the recommendations of the report into practice in a document that outlines achievable measures for all pre-hospital organisations to improve their staff and volunteers’ wellbeing.

Methods

Questionnaires and focus groups, alongside a literature search and the original FPHC report were utilised to develop the Charter. This was led by the FPHC Wellbeing Group. Participants were sought from a range of pre-hospital organisations including National Health Service ambulance trusts, air ambulance organisations and voluntary organisations such as Mountain Rescue. The Charter has been reviewed by the FPHC Executive Committee.

Results

281 responses to the questionnaire were obtained and six focus groups were held representing the majority of pre-hospital organisations. As a result of this a FPHC Wellbeing Charter has been developed with four main sections: policies for a good organisation; facilities for a good organisation; support for colleagues in a good organisation and continued professional development, study leave and examination support in a good organisation. Within the policies section there are four sub-sections: rotas and rest; illness/return to work; patient outcome follow-up and parental leave (including maternity policies).

Conclusion

The FPHC Wellbeing Charter outlines ‘why’ and ‘how’ organisations can take measures to improve their staff and volunteer’s wellbeing. Much of the emphasis of the Charter is on reducing secondary stressors by improving simple things, recognising that whilst pre-hospital clinicians and volunteers are often involved in difficult events, daily stresses have a significant cumulative impact. It is anticipated that this will not be a static document; however, a minimum baseline has been set.