The presentation gives an overview of how a need for development of a new rescue system was required to replace an out of date rescue system which was no longer fit for purpose and in line with an improved approach to safety improvements for staff. This presentation details the journey the RSPCA followed and the reasons decisions were taken as well as showing how the improved systems give efficiency savings and improve service delivery as well as budgetary savings. The combination of the availability of improved technology and a development of a need for an improved safety culture within the charity drove the organisation to look at more investment in better equipment. Equipment that can be developed and evolved with the requirements of the Inspectorate and continuously deliver improved ways of working helps the organisation send a message to employees that the RSPCA are seriously investing in them. The equipment delivers on the hierarchy of safety concept allowing for safer access to be undertaken from the shore, from the ground etc reducing risk and delivering improved animal welfare outcomes. The model also proved to be very successful with donors to the charity who felt they could invest in something tangible to physically help animals rather than making a general donation, but actually helping buy a specific item of equipment. In this case for a Christmas campaign, a “present” for a local RSPCA officer.

[:en]I joined the Royal Society for the Prevention of Cruelty to Animals (RSPCA) in September
1987 as an Inspector. I spent seven months training and trained in the field in Yorkshire and
London.

I worked as an Inspector in various locations including Yorkshire, Berkshire, and spent eight
months working at the seal hospital based near Hunstanton, Norfolk, helping with the
rehabilitation of seals suffering during the phocine/distemper epidemic in 1988.

The Inspector role included collections and rescues of animals as well as advising on animal
welfare to animal owners and in some cases leading on prosecutions.

For ten years I worked as an Acting Chief Inspector in York and as Chief Inspector in South
Yorkshire leading and managing Inspectorate teams.

I then moved into a new five year role working to support the transition from ten regional
control centres to the national control centre based in South Yorkshire. This included
supporting the new outsource partner set up process and procedures as well as managing
the transition with the field staff throughout England and Wales.

After leaving this role I began working closely with internal and external partners to ensure
delivery of the highest possible level of mandatory and specialist training for the Inspectorate
and transitioned into a health and safety role and also took on functional responsibility for
Inspectorate high risk and knowledge specialist roles. I also manage Inspectorate equipment
and safety.

Working with external service providers, I help deliver service agreements to promote closer
working understanding and efficiency.[:]