J Apostolakis

V M Grichine

V N Ivanchenko #

LAPP M Maire

THE RECENT UPGRADES IN THE "STANDARD" ELECTROMAGNETIC PHYSICS PACKAGE

The current status and the recent developments of the Geant4 "Standard" electromagnetic package (G4StEm) are presented. The design iteration of the package carried out for the last two years is completed. The internal database of elements and materials based on the NIST databases is introduced inside the Geant4 toolkit. The focus of recent activities is on an upgrade of physics models and on validation of simulation results. The significant revisions were done for multiple scattering models, ionization models and for models for transition radiation. The evolution of the verification suite is also discussed.

STANDARD EM PACKAGE

The Geant4 toolkit [1] provides general Monte Carlo simulation of particle transport and interactions. Electromagnetic (EM) interactions of photons and charged particles with matter are implemented in G4EmSt [1]- [START_REF] Urban | Multiple scattering model in GEANT4[END_REF]. The physics models of the package were created for High Energy Physics experiments simulation but are also applicable to a wide spectrum of other applications. G4EmSt covers EM interactions of particles with energies from 1 keV up to 10 PeV. In this work the recent developments and the current status of G4StEm are described.

PHYSICS MODELS UPGRADE

A number of improvements in G4EmSt physics models have been introduced in order to provide more precision and stable results for major use-cases. Key improvements were in multiple scattering, ionization models, and models for transition radiation.

Multiple Scattering

The Geant4 model for the process of multiple scattering (MSC) [START_REF] Urban | Multiple scattering model in GEANT4[END_REF] is based on Lewis's approach [START_REF] Lewis | [END_REF]. Both large and small simulation steps were allowed and step was limited only near the geometry boundaries. The model provides results, which are in good agreement with the data for hadrons and high energy electrons [START_REF] Burkhardt | GEANT4 Standard Electromagnetic physics package[END_REF]9]. However, a number of reports were received on the strong dependence on production cuts of results for sampling calorimeters. Moreover, the analysis [12] of the simulation of low energy electrons has been performed demonstrating that for setups with thin layers of different materials the result continue to vary until very small cuts (~o(μm)) or very small step limits are applied.

Our studies identified that the instability of the results was due to MSC simulation of low energy electrons. To address this problem a refinement of the MSC process and model has been introduced with the following modifications:

• a correlation between scattering angle and the lateral displacement [13];

• the recalculation at each simulation step of the "safety" -the minimal distance to the geometric boundary; • more strict step limitation near the boundary -the default value of the parameter F R = 0.02; • an extra limitation of the step size for geometrical volumes -at least 2 steps inside a volume in which a particle starts and at least 4 steps inside other volumes. The effect of the F R parameter is demonstrated in Fig. 1 for a 1 GeV electron shower in a lead/scintillator calorimeter and in Fig. 2 for an electron backscattering experiment. Note, that decreasing the F R parameter means more simulation steps in the vicinity of a geometric boundary which requires more CPU. The safety is the distance to the nearest geometrical boundary. It is used to limit the step and the transverse displacement that MSC applies. The recalculation of the safety is required to ensure more precise value of the safety because only fast estimation is provided at each step by the Geant4 transportation. The simulation of correlation is important for low energy electrons. All together these improvements provide more precise and stable results but require more CPU. This is demonstrated in Figs. 3456showing the simulation results for a lead/scintillator calorimeter similar to the LHCb calorimeter. Incident particles are electrons of 10 GeV, production cuts for electron and gamma are expressed in terms of the range cut [1]. The increased stability is evident with 1% accuracy up to the cut value 0.2 mm.

In previous Geant4 releases the visible energy in the calorimeter is strongly cut dependent (Fig. 3). This dependence is significantly reduced in release 8.0, in which the modifications in the MSC model were introduced. As an option it is available to disable the new geometrical MSC step limitation and to establish higher value of F R . In this case the cut dependence becomes significant again. The energy resolution of the calorimeter is less sensitive to the MSC model (Fig. 4). The CPU performance of the simulation has significant implication for the number of events that the LHC experiments can simulate. With the new MSC model using the same cut values, more time is required per event (Fig. 5); this value, depending on cut and geometry, varies from 10 % to 100 %. With the new MSC model it is possible to use higher values of cuts to achieve the same accuracy of simulation results (Fig. 6).

Ionization of Hadrons and Ions

A number of improvements based on the review [START_REF] Allisy | Stopping powers and ranges for protons and alpha particles[END_REF] were provided for the simulation of ionization for hadrons and ions, which are new for G4EmSt:

• new shell correction parameterization;

• Barkas correction;

• Bloch correction;

• Mott correction;

• Nuclear stopping power. These corrections are relatively small for hadrons and are more significant for ions. As a result, the agreement between G4 stopping powers for hadrons and ions and evaluated data [START_REF] Allisy | Stopping powers and ranges for protons and alpha particles[END_REF]16] was significantly improved. An example of the comparison is shown in Fig. 7. The systematic accuracy of the data is 2-3%.

The new process G4hhIonisation has been designed and delivered with the release 8.0. This process provides simulation of energy loss of a very heavy exotic charged particle, which will be searched for in LHC experiments.

Figure 7: Results of G4EmSt proton stopping power comparison with the data of the ICRU49 report [START_REF] Allisy | Stopping powers and ranges for protons and alpha particles[END_REF].

INFRASTRUCTURE UPGRADE

G4EmSt is continuously under development, in order to increase precision, performance, and arias of applicability of its components. To ensure the production quality of simulation results and to make developments easier a number of improvements are introduced inside the package itself and in the general infrastructure.

Design Iteration

Starting from Geant4 release 5.1 the design iteration for G4EmSt was performed with the following goals:

• separate management functions from physics models by providing generic abstract classes for electromagnetic physics; • enable extensions of current models and creation of alternative models; • provide ability to trigger special models per geometrical region; • improve bookkeeping and maintenance. The design iteration was completed for the Geant4 release 8.0 and current activity is focused on the extending the physics models validation and improvements. As a result of the design iteration new components and user interfaces are available:

• G4EmProcessOptions class enables common options to steer the package, and can be used as an alternative to the UI command interface; • G4EmCalculator class provides access to the energy loss, cross section, and mean free path of EM processes; • G4EnergyLossForExtrapolator class provides calculation of mean energy loss, its dispersion, and mean scattering angle to be used for event reconstruction.

Internal Database of Materials

An internal Geant4 database of isotopes, elements and materials has been created. The goal of this development was to provide a simple method to describe a media. The user can now create a new G4Material or G4Element using only the name in the database. By default an element is created with its natural isotope composition. Most of the data was obtained from the NIST databases [16]: natural isotope compositions, isotope masses, mean ionization potentials for elements and materials, material densities, and atomic composition of materials. Some extra materials frequently used by Geant4 users were also added to the database. Currently about 3500 isotopes, 108 elements, and about 300 materials are included.

Figure 1 :

 1 Figure 1: Visible energy in sampling calorimeter as a function of the production threshold.

Figure 2 :

 2 Figure 2: Electron backscattering coefficient as a function of the media atomic number, red triangle -data [14].

Figure 3 :

 3 Figure 3: Visible energy deposition in sampling calorimeter as a function of the production threshold for different Geant4 releases. Dashed lines show ±1% variation around limit value. The revised MSC model of G4 8.0 shows significantly larger stability.

Figure 4 :Figure 5 :

 45 Figure 4: Energy resolution of sampling calorimeter as a function of the production threshold for different Geant4 releases. Dashed lines show ±1% variation around limit value. The revised MSC model of G4 8.0 shows significantly larger stability.

Figure 6 :

 6 Figure 6: Visible energy deposition in sampling calorimeter versus CPU time for different Geant4 releases.

ACKNOWLEDGMENTS

Authors are grateful to T. Koi and E. Poon for useful discussions.

Verification Suite

To provide stability of the simulation results for longterm productions, in particular for LHC experiments, a verification suite for G4EmSt has been created.

CONCLUSIONS

The major improvements were in simulation of multiple scattering, for sampling calorimeters demonstrate reduced dependence of results on the production thresholds. G4EmSt has been redesigned and the infrastructure of the package has been developed. The Geant4 database on elements and materials is available.


PhD Pauline Lenesley

Pre hospital emergency care in Guernsey, Immersion with « St John Ambulance »

Keywords: context, institutional analysis and development framework, pre hospital emergency cares, ambulances and care, identity, governance

This paper is about the specific organization of St John Ambulance in Guernsey. Following a practical view with an institutional analysis and development framework we dig into the specificities of care in a specific context to identify a new pattern of coordination. Mixing theoretical aspects and observational settings we attend to take the big picture of this organization to call for future research in the Guernsey context.

Introduction

Understanding the system where you are working, can be difficult when you dig into it, without you take a breath. Grass seems to be always better elsewhere. To improve pre hospital emergency care, I chose to have a look at it, from another country. Guernsey is a small state, (island) just beside the French coast. It has the liberty to organize its land as it wants to. What are the specificities of Guernsey and its links with UK or maybe with France?. What can we learn from their experiences of emergencies? This paper is about a week of shadowing, with the Saint John Ambulance teams of Guernsey. To introduce this paper we will just recall what a context is, and its place in management studies. Then, a first part present in the island and the links or unicity with UK, taking the specific subject of emergencies and rescues services done by St John Ambulance. A second part is about the organization of emergencies in St John Ambulance and the representation of the organization by team members, based on observations with institutional analysis and development framework (Ostrom 20051 ), informal interviews and a survey made with the team. We will finish it by a review of what can we learn of their experiences, to future practices and a call for future research.

Context and management studies

Studying context in social science is a huge enterprise and is questioned for a long time by the researcher. Indeed, understanding human activities needs to have clear institutional statements that face individuals or collective team work2 , 3 . To Thompson and Walsham 4 (2004p 727) a context is "a combination of organizationally and biographically embedded contextual components, and thus demands a more sophisticated conception of context than the rather confused images which appear currently within the organizational literature, which show a tendency to view context as either fixed, and static, or as wholly emergent, conjured, as it were, out of 'thin air'". But context is not just a process, unique or temporary organizations. Researchers attend to define precisely what a context can bring to management studies. Context is where individuals interact and carry out these interactions and interfere in every daily activities. Thompson and al brings structuration theory of Gidden 5 to understand an individual in a context. Then, they cited Weick; for its sense making theory. "Sense making thus emphasizes an alternative aspect of enacted context from structuration's focus on institutional replication in individual action: the more subjective, almost phenomenological, components of the eventual contextual mix that is assigned, by people, to explain their experiences of actions and events" (Thompson and al 2004 p 727). They conclude p 736 that "they begin to throw light on the relational dynamics of knowing, comprising ingredients to context which is always generated in the individual." So, defining a context needs to understand different components of a situation that contribute to individual acts and collective ones. Studying a topic, pre hospital emergencies, in different contexts, can lead to identify specific pattern as Nardi 6 said "study context to understand relations among individuals, artifacts and social groups".

Guernsey and the UK

Guernsey is one of the channel islands with a specific organization outside of the UK : "Guernsey is a self-governing dependency of the Crown with its own directly elected legislative assembly, its own administrative, fiscal and legal systems, and its own courts of law. Although Guernsey is not part of the UK, it is part of the British Isles […] there are very strong economic, cultural and social links between Guernsey and the UK. The people of Guernsey have British nationality and Guernsey participates in the Common Travel Area"7 .

Guernsey is the second largest of the Channel Islands: 30 miles (48 km) west of Normandy, France. It is a part of the Bailiwick of Guernsey which covers Alderney, Sark, Herm, Jethou, and associated islets. In the south, Guernsey rises in a plateau to about 300 feet (90 metres), with ragged coastal cliffs. It descends in steps and is drained mainly by streams flowing northward in deeply incised valleys. Northern Guernsey is low-lying, although small outcrops of resistant rock form hills (hougues). 8 Habitants of Guernsey have a strong history that is called "donkey life style" [START_REF] Marr | The history of Guernsey: the Bailiwick's story[END_REF] . This life style is a "mercenary approach to life"(Marr j. 2001 p323), Guernseymen have a strong conscious that they have to earn their living. They are acutely aware to enable themselves to survive in a small island with limited natural resources, that they have to wrest their living from the soil and the sea with all its attendant hazards. Marr J 2001 said that all of that pattern produced the virtuous of diligence and thrift in Guernsey. It is their stubborn persistence that has earned them the name of Donkey.

One of the major specifics of Guernsey is probably the ingenuity and adaptability. Indeed, from medieval times until the 16 th century. Fish trade and wines traffic supplemented the local agriculture. The 17 th century was characterized by a new kind of activity, knitting of woolen garments. Then in the 18 th century it was marked by privateering and smuggling. Into the 19 th century it was quarrying and cattle farming that were predominant. In the 20 th century, the lucrative tourist industry began as the provision of tax haven facilities, and the rise of finance industry.

Health System in UK

3.1. NHS system NHS system, public health service of UK, has existed since 1948. It was born in the Welfare State, post world war II context. An economist, Beveridge W made a report on medical and social cover in UK. This report recommended a national system to insure social and medical cover for all citizens of the state, "from the cradle to the grave". In the beginning, NHS offered a medical cover completely free of charge, for everyone without selection or membership fee/subscription. A subscription was made by all of the workers, (national insurance contributions) They were supposed to be enough to finance social needs, but not a part of health system. The Health system was financed directly by the general finance of the state. The UK was the first country in the world, at this time, to propose to its citizens a free of charge and open access to all system. Three years after the beginning, free of charge for all was analyzed because the system failed to be financed. They then created the prescription charge. Medical appointments and hospital care were still free. But, dental care as well as ophthalmic were charged. Like it is today.

By the time, as everywhere else, health costs were increasing by a new medicine practice, new treatments were coming and also costs as citizens grew older. Then, at the time of Margaret Thatcher, regarding that the big cost of The national Health service was due to bad organization and the lack of commercial sense of public staff members. A reform came in to decentralize hospital services with a concurrency market for inputs. Constraints to respect financial goals, NHS trusts limited their activities regarding much on financial cost than on citizen needs. This leads to "hospital waiting lists", restriction of some treatment, and a private insurance system increase, usually covered by employers.

Recently, health and Social Care Act of 2012 put an end to NHS trust and regional authority. Management of financial resource was transferred to doctors themselves. This is supposed to reduce costs.

Everyone that needs NHS services must be known by a General Practitioner. To see a specialist or to be hospitalized, someone needs to be sent by a GP. Consults are free but GP doesn't really do home visits, except if patients are very sick and can't get to their office. [START_REF][END_REF] This is where emergency care occurs.

Ambulance and emergency units in the UK

In the UK, medical emergencies are the mission of the ambulance services of NHS. Like in the USA, there is a unique phone number, 999. Every county has its own ambulance service and assumes operational management including the call control center [START_REF] Schmauch | Identification et description des trois principales écoles d'organisation des services ayant en charge de répondre aux situations d'urgence. Analyse et comparaison de la rationalité[END_REF] . Each ambulance is driven by a ambulance emergency assistant and by a paramedic. These can be helped by volunteers or professionals from St John Ambulance Services. Every skills are equal, for example, there is a national control of skills made by HCPC (Health and care professional council 12 ) for paramedics. Ambulances can act for a diversity of calls, classify by kind of priority, (priority one, two, … to six which goes from life support to just a carrying). These priority calls all have a time goal : a priority one, is a call for an emergency where you must be there in less than 8 min. Ambulances are free of charges because these are public services duties. [START_REF] Nardi | Studying context: A comparison of activity theory, situated action models, and distributed cognition[END_REF] The emergency units governance is control by the Department of Health that attend to develop ambulance services to :

-Make the public aware of the use of emergency services -Improve the emergency call handling services -Evaluate and review the prioritization of 999 calls -Develop other care than the routine transport to hospital.

Different providers can work in ambulance. We are now going to describe them. [START_REF][END_REF] Le national Health service [internet] available at <http://angleterre.org.uk/civi/sante-health.htm> [START_REF] Schmauch | Identification et description des trois principales écoles d'organisation des services ayant en charge de répondre aux situations d'urgence. Analyse et comparaison de la rationalité[END_REF] Schmauch JF. Identification et description des trois principales écoles d'organisation des services ayant en charge de répondre aux situations d'urgence. Analyse et comparaison de la rationalité, de l'efficacité et de la rentabilité de ces services à partir de la résolution d'équations simples s'écrivant sous la forme générale f(risques, moyens opérationnels, délais d'intervention) ; Thèse ; Science de la gestion ; Evry ; 2007 12 Regulating health, psychological and social work professionals [interne] available at <http://www.hcpcuk.org/> 13 Nardi B.A. (1996), « Studying context: A comparison of activity theory, situated action models, and distributed cognition », Context and consciousness: Activity theory and human-computer interaction, pp. 69-102.

Emergencies providers

Paramedic

Paramedic providers recognize as a profession began in 2003 (Ball 2005 14 ) in a context of graduated entry in emergency system. The website describing health careers15 in UK told us that paramedic "respond to 999 and 111 calls and are trained in all aspects of urgent and emergency care, ranging from problems such as cardiac arrest, heart attacks, strokes, spinal injuries and major trauma, to minor illnesses and injuries". The role of paramedics had changed over the past few years intended to fit with the evolution of demands of care point by the department of Health. Now paramedic can provide a "comprehensive mobile healthcare service by assessing patients, diagnosing problems and providing treatment often in the patient's own home". A paramedic can work in a diversity of institutions including an ambulance for pre hospital emergencies.

The college of paramedic describe a scope of practice policy and remind that the title is protected and can be only used if the professional is registered with the health and Care professions Council (HCPC). This council evaluate paramedics every two years by checking all of their clinical activities in order to achieve that they can still work as a paramedic. The report every paramedic has to write must be documented with all of the emergency's they have treated between two evaluations.

Definition of the Paramedic Profession and Practice

Paramedics are autonomous first contact practitioners who undertake a wide range of diagnostic and treatment activities as well as directing and signposting care. The role of Paramedics is to treat patients who experience health problems; either as the result of injury, illness, or an exacerbation of a chronic illness. There are also important roles and responsibilities in health promotion and admission avoidance, both of which reflect the context as a "health", as well as an "illness" service. Paramedics work in a multitude of environments and settings, including the public, private and military sectors, ranging from providing care to a single individual, to providing care to a number of those involved in major incident situations.

Scope of Practice for Paramedics

Definition of Scope of Practice

The Health and Care Professions Council defines a registrant's scope of practice as; "Your scope of practice is the area or areas of your profession in which you have the knowledge, skills and experience to practice lawfully, safely and effectively, in a way that meets our standards and does not pose any danger to the public or yourself. We recognize that a registrant's scope of practice will change over time and that the practice of experienced registrant's often becomes more focused and specialized than that of newly registered colleagues. This might be because of specialization in a certain area or with a particular client group, or a movement into roles in management, education or research". The College of Paramedics define a Paramedics' scope of practice as; "A paramedic is an autonomous practitioner who has the knowledge, skills and clinical expertise to assess, treat, diagnose, supply and administer medicines, manage, discharge and refer patients in a range of urgent, emergency, critical or out of hospital settings". Newly registered paramedics are expected to provide care across all practice areas. The College of Paramedics supports further opportunities for paramedics to develop and expand their scope and area of practice, both of which are anticipated to increase in future in order to respond to changes in patient demand and workforce planning, and currently includes paramedics delivering care.

Key Principles

Managing complex and dynamic care requires the highest level of leadership and managerial skills as well as excellent clinical skills: the professional workforce is essential to the provision of strong and innovative leadership and management of these services, plus new roles and new ways of working.

Members of the paramedic workforce are engaged in research and development to continue to expand the knowledge base necessary for evidence-based practice. Others are also responsible for educating, training and mentoring within the profession so that patients receive the highest quality of care, which focuses on patient safety, clinical outcomes and patient experience (Department of Health, 2008, 2013). In order to continue to support and develop paramedic practice, the profession also needs innovators and role models to take the profession forward.

They will be drawn from across the occupational roles, particularly from those in advanced and consultant positions and the profession's leading managers, educators and researchers.

From college of paramedics Paramedic scope of practice policy, date for policy review 2017

Paramedics have a huge program of training at Cambria University. As soon as they have their degree, they can work. Employers and colleagues will be in trust with them due to the training program and the control made by the HCPC. Paramedics will have more and more duties, if we believe recent works in management of care in UK, and thus in different areas of care to support the difficulties to offer enough care to the population that is growing in age. Paramedics can work in a team especially in the ambulance care system. The first hand of a paramedic is the EMT : emergency medical technician.

EMT

An EMT provides care out of "an hospital and helps to the transportation for critical and emergent patients who access the emergency medical services system. With basic knowledge and skills necessary to stabilize and safely transport patients ranging from non emergency and routine medical transports to life threatening emergencies". They act under medical oversight. They are the link between emergency and the health care system 16 . The EMT must be certificated and get registered so that they can work everywhere. The course is built with a wide scope program described in National Emergency Medical Services Education Standards "emergency medical technician instructional guidelines" 17 .

ECA

An emergency care assistant can take part in an ambulance service team. They work in a team usually, under the responsibility of a qualified practitioner. Their skills are first aid respond [START_REF]Emergency care assistant[END_REF] .

The NHS trust define the role of ECA like: a "support clinically qualified,[…]in the provision of high quality and effective prehospital clinical care to the community, responding to a wide variety of situations including medical emergencies, inter-hospital transfers, urgent hospital admissions and other allocated operational activities commensurate with the role. The ECA will drive a range of vehicles provided for by the Trust, under both emergency and non-emergency conditions as required. The post holder will work under the direction and/or supervision of a clinically qualified practitioner e.g. Paramedic, Technician, Paramedic Practitioner, Emergency Care Practitioner or Clinical Supervisor." 19

These different providers compose teams that the joint call control center can send to an emergency. The state, by different control council, evaluate and certificate these professionals so that the institution that employs them can trust them.

Guernsey arrangements of health system 4.1. Care offering in Guernsey

Guernsey, as a part of the Bailiwick, offers a large scale of care and is linked with the UK to propose complement care if it is not possible on the island. The states of Guernsey propose a framework for 3 years about the quality of care. ("the care value framework 2017-2020" 20 ). This is supported by the committee for Health and Social care, a government institute in Guernsey. The care value framework is based on six principles: care, compassion, competence, courage, communication and commitment. The websites of Guernsey states describe all providers and the care centre on the island. As in the Uk there are equally public health services and private care providers. Hospital appointment is free of charge and private appointments are financed by specific insurances. Pre hospital emergencies are a duty of the ambulance service which is a specific autonomous entity: Saint John Ambulance. This is a charity organization depending on donations and subscriptions to provide services to islanders and a part of public finance. Charges for ambulance services are payable if the patient does not have a valid subscription with St John or medical insurance that will cover assistance needed. The Ambulance operation "by St John in Guernsey and Alderney with vehicles, equipment and volunteer staff operating to the same standards as the National Health Service" 21 . Other units can be found if an emergency or a rescue is necessary, all of these units are linked in a joint call control centre.

Joint control call center

The joint control call center is a specific organization where every unit of rescue and emergencies are together. Located in the police department, this organization provides a "focused communications centre for dispatch and logistical support for the emergency services and the people of the Bailiwick of Guernsey on a twenty four hour a day basis year round and to ensure all matters requiring emergency or routine response are dealt with expeditiously and in a professional manner" 22 . This service is governed by a JESCC Service Authority and a JESCC operational committee. So that, the structure complies with the requirements of the Priority Dispatch Academy for suitable governance covering the use of the priority dispatch Medical Dispatch, Emergency Fire dispatch and Emergency Police Dispatch systems.

Meetings are regularly scheduled to review the system and improve procedures so that it is copying with public awareness strategies and protocols.

JESCC monitor and appropriately respond in line with the St John Ambulance rescue and service standard operating procedures. A recall system directed by an ambulance duty officer is elaborated. Every kind of action (an emergency or a rescue) is coordinated by the JESCC in contact with duty officer. Values are shared and profess that, : these must protect life and maximize public safety, following key performance indicators of St John Ambulance and rescue, (time to arrive on an action), provide evidence in support of legal proceedings, assist stakeholder authorities in their management information, subject to medical confidentiality. All the needs are listed in an agreement between St John and the JESCC which is updated regularly.

As in every public system, this organization is submitted to an audit from the NHS trust system. The last report was underlying the "dedicated, proactive, keen to learn and proud of their role" of the team. The goal is shared by all the participants: patient care and public safety.

The joint call control center of Guernsey is support by a priority dispatch system 23 . The priority dispatch is based on 35 protocols with different key questions that lead to a determinant code categorizing the emergency calls. Responses are all written and additional information can be read by the operator getting the call (EMD). There are post dispatch instructions and pre arrival instructions.

As a call has been taken, the EMD can select the protocol in the case entry protocol after the four Questions. chief complaint, approximate age, status of consciousness, status of breathing. Key questions are composed of 4 questions. The determinant code is divided in six levels:

-OMEGA: allowing an alternative care -ALPHA : a cold call needing just a basic life support emergency -BRAVO: hot cold call -CHARLIE : cold call needed paramedic team -DELTA call : Hot hot call needed Paramedic AND basic life support team -ECHO code: hot cold sending the team closest to the victim to respond as fast as possible.

Specific links exist for safety issues and extreme patient problems, so that, the appropriate starting point for the dispatch is possible. There are codes for: airway issues, CPR, unconscious choking, children, high risk, and delivery situations.

Concerning pre-arrival instructions, these are written in order to prevent the caller or others at the scene from causing further harm to the patient, to facilitate scene safety, to enable the caller with first aid, provide callback instructions.

Shunt of protocols are possible to evaluate the non specific complaint and redirect the emergency medical dispatcher in other protocols.

This system is proud of the additional information it can give by:

-Axioms which are statements to make decision in dispatch -Rules which define action -Laws concerns medical design principles.

Then a "SEND" message can be selected to do the link with other emergency agencies. Indeed, this system links fire department and police department also.

In 2014, the PDS registered about 300 submitted proposals for changes and recommendations. The philosophy of this system is not diagnosis but the priority of symptoms for mastering the dispatch between EMT, paramedics or not. This is the resources' priority that is the goal considering the chief complaint.

Guernsey emergency and rescue services adopted this system 3 years ago. The change of organization is still improving. The population must get used to it, and they usually talk about the length of the different questions. Paramedic and EMT of Saint John also criticize the length of the questions from the emergency dispatcher, because citizens complain to them.

As we expect, links with France are possible, but officers from the joint control call center and from the different call departments would like to develop links with France facilities. Indeed they can help them for a sea rescue and they know some of the facilities that are just in front of them. Listening to them some hospital transfers could save some patients. The language barrier has been evoked, but it didn't seem to be enough for them to justify, the poor links between France and the Bailiwick of Guernsey.

5. St John Ambulance in pre hospital emergency care

Historical settings Early times

The Order of St John was recognised by the Pope in 1113, it began in AD 600 with the care given to pilgrims by Abbot Probus in Jerusalem (The Most Venerable Order of the Knights of St John of Jerusalem)."In response to the Crusades a military arm was established, with Knights, Priests and Lay Brothers from across Europe fighting alongside the other military orders 'For the Faith', and building substantial fortifications such as Krak Des Chevaliers in Syria. They always fulfilled the original aim 'For the Service of Mankind', establishing hospitals wherever they established a stronghold. They were renowned for the quality of care they gave to 'their Masters, the poor'. With the fall of Acre, their last foothold in the Holy Land in 1291, the Knights of the Order moved to Cyprus, Rhodes (1309 -1522) and finally Malta (1522 -1798). They were well respected by both Christian and Muslim forces, withstanding three major sieges, including the Great Siege of Malta in 1565. Following the Order's departure from Malta in 1798 the Catholic 'Order of the Knights of Malta' continued within Italy and other European countries such as France" [START_REF] Clawson | Principles of emergency medical dispatch[END_REF] .

In the 1820s, the Knights of Malta offered knighthoods to specific people supporting the Order of Malta in Great Britain. Its approach was devoted to charitable activities, that are foundations now. In 1888, this organization was recognized as the Grand Priory of the Order of the Hospital of Saint John of Jerusalem in England.

The St John Ambulance Association was set up in 1877 it taught industrial workers first aid because workers rarely had ready access to a doctor in 19th-century workplaces. But accidents were frequent enrolling death or disability from work injuries. The St John Ambulance Association trained in sessions across the country : in workplaces, in areas of heavy industry, in villages, seaside, towns... In 1887 trained volunteers were organized into a uniformed brigade to provide a first aid and ambulance service at public events.

In Guernsey

The first recorded activity of St John in Guernsey was in the early 1930s. Dr Robertson started teaching St John Ambulance Association first aid courses. The establishment of the Guernsey Ambulance Division followed as a brigade of uniformed volunteers to provide first aid services, and later caring to the community. Then it was the formation of the Guernsey Nursing, Ambulance Cadet and Nursing Cadet Divisions

The history of St John in Guernsey was marked by Reg Blanchford's motor accident between the world wars 25 . At the age of 15, he had an accident that changed his life. So injured by his accident, it takes many months to recover from this dramatic event. He read about St John Ambulance in Guernsey that was is need of men. The small division, created in the island, was beginning, in 1930. When he joined the unit, it was choked by the fact that the ambulance service didn't have an ambulance. Reg Blanchford asked his father for a donation to help the ambulance unit in order to have a part time driver and an ambulance. He then managed to have a second one. Reg took the ambulance 24 hours a day and in 1936, he asked for a volunteer brigade helper. A central phone number was born: the 70. Local residents payed a shilling for a year's free use of these ambulances. Years after years, the ambulance services grew up, with more space, more vehicles, and more links with medical units. The use of an air ambulance started in 1937.

When the Second World War started, all of the units of Saint John and the hospital units were re designed, to be able to take care of patients. During the war, the evacuation of the island started in a few days. A control committee was constituted and it decided the evacuation of Alderney. Every animal and useful stores were taken. The Germans took up residence in Guernsey and started placing their own stamp on Guernsey. Reg Blanchford fought for the independence of the St John Ambulance in Guernsey. He was allowed to let his ambulances be driven from 11pm and 6 am. Periods where inhabitants had to stay at home (Curfew). During these dark times, emergency units came together, so that the British Red Cross and the order of St John worked together with the German stamp that allowed them to act. An occupation brigade with surgeon and nurses were acting too. The Saint John Ambulance transport section had 3 paid members and voluntary members. During the occupation there were about 11 doctors and one was always on duty at night. Blanchford G. reports major incidents and rescues during the occupation time. The king George VI and the Queen Elizabeth signed a certificate recognized by the Red Cross and the order of St John of Jerusalem that those who served with the SjAM during the occupation were brave : they can claim that "no call had gone unanswered, and no patient had died through lack of attendance in an emergency" (p273 Blanchford G). The capitulation of the German forces resolved one issue in St John organization but it created new problems: munitions were spread everywhere on the island and last but not least, lots of medical supplies and dangerous drugs. Arrangements had been made at the same time to send patients to the UK with an aircraft.

After the war, the St John Ambulance and Reg Blanchford continued to improve SJAM services. An accident in Sark let emerge the idea that a marine ambulance for the island could be useful. Then Reg improved the communication system and put Guernsey Saint John Ambulance at the top level of communication system because this was the first of UK to have a radio telecommunication system. Saint John in Guernsey continued over time to evolve and improve the care it offered. In 2012, a special ceremony occurred with the recognition of the new Commandery of the Bailiwick of Guernsey : the Most Venerable Order of the Hospital of St John of Jerusalem. The new Commandery became a selfgoverning body under the Order of St John it has a unique place in the worldwide Order of St John in the number and range of services it offers to the community. So Saint John Ambulance in Guernsey is strongly marked by its past and had always searched to improve and adapt services to the need of the island inhabitants. Working with volunteers and voluntary of citizens, it is a self made unit.

Organizations and missions

Organization

St John Ambulance of Guernsey is following NHS guidelines on ambulances. They have to command alerting, mobilising and coordinating NHS response. The NHS national guideline define responsibilities, interoperability, leadership, human factor management and business continuity management by the Civil contingencies act of 2004 and the health and social Act of 2008.

SJAB is managed by a chief officer that is supported by 4 senior officers. The Senior officer has specific duties : clinical governance officer , training officer, rescue officer and operation officer. Then there is a duty officer which is the team leader: he runs the station. A sjam team is composed of an EMT, eventually a paramedic or a care assistant. Different status exist in practitioner: some are professional on contract, some are called if it is necessary and get paid for the action they do, some are entirely volunteer and are never paid.

Practitioners in Saint John can be sent on a rescue, emergency action but also they can do training, they have to take part of peer review and reflective practices (that is needed for paramedic to attest to HCPC they can continue their work).

Every practitioner of SJAM have to adjust their practices to conform to actual science, so that there are specific training sessions in UK, which is national training. To complete it and to insure that every practitioner is aware of every novelty in care, mandatory training is made in SJAM Guernsey with a paramedic tutor and one of the senior officer. Guernsey is an area with a large part of elderly people, that is growing year after year in an Island with small roads (accidents can occur regularly but at low speeds compared to the UK or France), the hospital works with the UK for some medical practices, (GP has to cope with time to send their patients to UK). So that, abilities and care must be adapted. If paramedic science and EMT science is the same for every practitioner, SJAB has to define what can be done or not on the island: this is the job of specific committee, the staring committee. In this committee there is a doctor, that is separate from SJAB and that give advice every two weeks on protocols to use in emergency cases. This doctor can host some SJAB practitioner when there is training for nurses and doctor at the hospital.

Paramedic have specific duties next to emergencies. For example there is clinical governance. Two professionals are in charge to make sure that all operational things follow gold standard. They are doing audits on drug administration for example. They can propose ideas, business plan if they want other equipment.

A current difficulty seems to be the size of the island: as it is a small island, everyone is knowing everyone. It can be difficult for a practitioner to give some care to somebody they know. So all the staff on clinical governance and safety and security of care is a reassuring matter for practitioners.

SJAB is managing change with a specific meeting named Guernsey future ambulance services. This group analysed activities of Saint John doing a SWOT analysis to list the point they have to improve.

Missions

Ambulance services

St John responds to over 4,000 emergency calls each year. Care and medical treatment is delivered by a small staff of 16 State Registered Paramedics and 24 Emergency Medical Technicians all qualified to United Kingdom NHS standards. Last year, 24% of the emergency were priority one call. Ambulances are equipped to NHS standards with a variety of medical equipment including oxygen, suction, spinal immobilization, analgesia, other life-saving drugs, cardiac monitoring and defibrillators. St John also provides a patient transport service, transferring 7,000 non-emergency patients each year.

The fleet of ambulance and rescue vehicles are: Emergency ambulances, Rapid response cars, 4×4 rescue response vehicles, Command vehicle, PTS vehicles, including a Bariatric capability.

Community First Responders

To deal with basic life support challenge (threatening them in the first minutes), SJAM have community first responders in order to apply the chain of survival: Early Access (to activate the emergency services), Early Basic Life Support (CPR), Early Defibrillation, Early Advanced Care (paramedic intervention) A Community First Responder is someone who makes themselves available to be dispatched by Ambulance Control to attend a potentially life-threatening emergency. They are trained as a minimum in Basic Life Support and the use of a defibrillator. First Responders are alerted by Ambulance Control at the same time as an ambulance is deployed and as they are already in the community they can often get to the patient first.

A Community First Responder is dispatched to category 'A' type emergency calls which are: Cardiac arrest, Chest pains, Unconsciousness, Breathing difficulties, Choking, Severe bleeding, Stroke.

Community First Responders are dispatched by Ambulance Control by text message and Tetra radio. If they are in the vicinity they will respond equipped with a life-saving defibrillator and first response kit to administer immediate treatment to the patient prior to the arrival of the ambulance. There will be no delay in sending an ambulance due to this scheme.

Rescue

Since its formation as an ambulance service for the Bailiwick in the 1930's St John has provided a variety of extra emergency rescue services to the public. These services are not covered by the grant received from the islands' government the States of Guernsey and rely on public donations and support from volunteers to keep them going Cliff rescue team Formed with St John volunteers. Team of Paramedics, Emergency Medical Technicians Trained in cliff rescue techniques and casualty evacuation using recognised climbing and mountaineering equipment and skills. Provide a seamless care pathway At least one member of the cliff rescue team is either an Emergency Medical Technicians or Paramedic.

In critical cases the first cliff rescue team responder can render medical treatment and continue that care until they hand over the patient to Accident and Emergency staff in Guernsey's General Hospital. Team members attend training courses in the Peak District and Snowdonia. Instructors from the Mountain Rescue Centre at Plas y Brenin in Wales visit Guernsey on a regular basis to conduct short intensive courses with St John Cliff Rescue Team members. Inshore rescue service Two inshore boats are on call 24 hours a day, ready to be dispatched overland to the launching slipway's nearest to any reported incident. St John also maintains a small inflatable boat for dispatch to inland flooded areas or water-filled quarries. St John inshore rescue boats are called to rescue people trapped by rising tide, to small boats and other craft, or to evacuate injured casualties from the base of cliffs. Sometimes this involves operating in hazardous conditions amongst dangerous rocks in the hours of darkness with the St John Cliff Rescue team. The St John inshore rescue boats have a volunteer crew of three; a Helmsman and two crew. Some of the crew are Emergency Medical Technicians or Paramedics, who have undergone additional training in boat handling, marine navigation and water rescue techniques. Other volunteers are selected from Guernsey's local boating community.

Marine ambulance

Flying Christine III is the marine equivalent of an accident and emergency ambulance. The vessel carries additional rescue equipment which enables the crew to deal with accidents at sea or on ships, as well as responding to incidents on neighboring islands. Crewed by Paramedics and Emergency Medical Technicians, together with qualified local mariners, this enables life-saving and stabilizing treatment to commence immediately a patient is on board and to be continued as the launch speeds towards land. Flying Christine III is also available to assist the local RNLI offshore lifeboat and Guernsey Coastguard in rescues or searches at sea.

From Saint John ambulance website "what we do" 26

Event first aid

Volunteers give time to provide first aid cover when there are public events around the bailiwick and even in UK (London Marathon). Volunteers are trained to St Johan Advanced first aid standards : the know how to use medical gasses, basic life support, immobilization and the use of the ambulance equipment.

Saint John provides a huge offer of care and dispositive. Defibrillators are under Saint John ambulance and are placed in various places on the island. So, as to use it appropriately, SJAM train inhabitants of Guernsey.

Staff

The staff of SJAB describe in the following part of one of the protocols of SJAB. When the team and the kind of response is chosen, the duty officer has to follow a check list to insure everything is done during the action. The senior officer is listening to all of the radio messages and controls what is done by the duty officer. He can be held in case of problem. The duty officer's check list is made of 34 points, and he has to complete times when things happen. The duty officer can follow a check list, in case of incident he will give it to the gold officer.

ALPHA

Emergency respond

A message was heard in VHF describing a priority one mission. The senior duty officer checks the team and is precise that they had just 8min to go on fields, which are just 6 min when they jump into the ambulance. The team is composed of a paramedic and an EMT. The emergency is in a retirement home.

A community first responder is on the site and doing first aids gesture. He is with the nurse of the retirement home. A care assistant is helping them to do the medical emergency check. The SJAM team arrived 4min after the call. When they arrived at the retirement home, the woman ask them if her paramedic was here (she had already been driven to the hospital with SJAB). The community responder tells the paramedic what he had already done, and cleaned up the space to let the SJAB team do its job. The community responder knows everything in the ambulance and can help SJAB team. The paramedic try's to have the information he needs to select the correct protocol. The EMT takes the life settings. After 8min of medical check, the decision is taken by paramedic : this women must go to the hospital. The hospital transfer is made. A radio message is made by the paramedics which inform the hospital an ambulance is coming, and the case in it.

Rescue mission

At midday, a call is received at the JCCC by the coast guard. There is a man on rocks at low tide. But, when the sea came back in, he can't move to the beach and is trapped. The localization of the man was not clear, and the senior officer spent 5minutes to find the best way to rescue the man. A text had been sent to volunteers, so that, the ones who are free can come to the ambulance station and take the inshore boat. When they received a text, they have to tell by 1 : they are free or 2 : they are not. If they said they are free, they will receive a text allowing them to come (because lots of volunteer can be on call). The inshore boat seems to be the best to rescue the victim. Duty officer and senior officer looked at the best area to get onto the sea. When they finally find the best way, they control the rescue team following them from the coast. The coast guard can see them too and insure that everything is correct and that the team doesn't need help. The mission takes 20 minutes.

This mission was reported in an article the day after, in the Guernsey press, the local newspaper.

These two examples show that SJAB teams are part of the community of Guernsey. Everyone had already been cared by them, or if not, it is a relative or a friend. Gestures, protocols are known by everyone of the participants so that everyone can help and propose an adjustment. The information and protection of the team are the two major points of management of pre hospital emergencies. The practitioners we asked used to work in SJAB for less than a year to more than 30 years. We had 11 answers that we can mix with our interview made during the week (15). Paramedic EMT and care assistant answer equally to the survey, as officer. Every practitioner, except emergency care assistant, in SJAB had additional duties like: training, drug checks, audit, checking ambulance stock levels, maintaining materials, liaisons with JESCC, clinical governance, links with schools, clinical audits, training and teaching in hospitals. But the major part of their activities is on road. They define emergency with the same words:

-Anyone who needs urgent medical assistance -Someone needs help from a life threatening or life changing accident, -A person who requires medical attention urgently or who has had an accident -Someone who's seriously ill or injured who needs immediate help, -A situation whereby a casualty and those close to them require assistance beyond their normal means whether they have become ill or become involved in a traumatic incident -When an immediate response is required to save/protect life -An emergency is when a patient needs immediate or prompt treatment for a medical condition or injury, where a delay in treatment would result in a deterioration in the health of the patient -A situation were assistance, whether it be medically or not, is required immediately -An emergency is an emergency for any patient which has or feels the need to call for emergency assistance. If it is an emergency for the patient/relatives then that is how I define an emergency -When people are in urgent need of assistance and have no one else to rely on -Any time the public think it is As in France, practitioners are aware of different levels of emergency: some are life emergency and others are a feeling of emergency that they can't judge. Because even if it is not a real emergency, they need help. We can see that every practitioners speak with the same language so that we can think that there is a strong body of knowledge shared by the participants. There is the same result about the description of daily activities. Everyone of them is speaking with the same words. About the objectives of action, practitioners can have different objectives but always one in common: giving the best help. We can see the interaction between practitioner and the role of the position they held. Applying IAD framework helps seeing this specific dynamics: as there are volunteers and professional providers, roles can change for a practitioner at different time (a day, or in life work). So that, everyone in SJAB knows who is doing what, how and why. Some are more in support (managing the team, finding the exact location, be sure of the security and safety of the team), and some are more on the treatment of the situation. When we ask for the role they had, they speak about the variety of activities, the power to be able to do "the difference between life and death", the help they can give as they meet human and people. Some report that the links between different units motivate them in their jobs because they face some challenges and they need to work all together to resolve it for Guernsey life.

Concerning the sustainability of the SJAB organization, following IAD Framework, we have seen that objectives are shared, position rules are clear and well known by every participant. We asked for the information that practitioners need to act, and to this answer, they said they can have all the information they want, but sometimes it could difficult. It's a shame that we didn't ask for details to this question, because it could be something to insure.

Last, we can say a few words about the attribute of the community, because, as we explain before, SJAB has a strong history and its practitioners had always been very invested in SJAB organization (Reg Blanchford role in the development of SJAB). When we asked about how do they join SJAB, they spoke about a strong willingness to join these kind of help units, some are invest in the cadet which are (… find something about the importance of cadets in Guernsey), some were volunteers or community first responders for a long time and start working for them, some have a relatives in SJAB or were informed by friends who were taking part of the climbing or boat rescue units.

They seemed to have found what they want in their jobs but some are nostalgic because their roles have evolved in a way that this is now mostly leader than manager which seems to be painful. They like helping people, the variety of their action (one said "60% boredom, 30% adrenaline, 5% panic, 5% sadness but 100% satisfying"). The negative comments are about the abusive use of the system, that is balanced by the bill SJAB can send to inhabitants if they didn't have subscribed to SJAB system. The paperwork and time pressure as usual in medical staff is lived as a constraint.

About the place they hold in the community, answer are quite different from a practitioner to another. Some think they are a part of it because they work with all the staff of healthcare community. An officer notes that "the service receives a large number of written compliments from members of the community" but some reveal that without their uniforms they are anonymous to the inhabitants. Some said too that they are treated as the lowest part of health care system. A paramedic notes that "doctors and nurses don't treat us as equals", another paramedic complete with the fact is that "some sectors are not aware of the higher skill level experience of paramedics". This survey reveals the complexity of the system we have observed. There is a strong identity in Guernsey that built a help system based on trust and reciprocity. This community is evolving with the inhabitants requirement and their willing to do their best.

Guernsey vision of St John

population and St John

A survey is regularly made following the NHS survey basics. At the end of 2016, 1391 patient experiences were asked at the last time, 60% were subscribers of SJAB and 40% not. Only 265 answers had been received with 85% subscribers and 13% non subscribers. The major part of the answer is made by local. 94% of the answer said that they are satisfied of the response (speed, quality of communication with the team). The pain and explanation takes a great part of the question, and the population is satisfied of the service. Free comments were possible at the end of the survey. On the positive comments we can read that population report the kindness and carefulness of the practitioners. The negative comments are about the time to take the call : the JCCC asks lots of question that citizens don't think it is important.

Training for Royal yachting association

We have been able to attend training for the royal yachting association. This training is one of the missions on SJAB. This was animated by a senior officer with about 10 members of the RYA. The training was built upon some recall about the previous session which was about first aid. Then they went deeply in medical settings of pathology they can face alone everywhere on the sea. As the senior officer has a strong experience in Guernsey, he could recall all the rescue mission of the last few years to analyze it with the trainee. The content of the training is essentially based on gold standard and evidence based medicine. Everyone in the room can speak like a doctor and use the correct words to describe a medical issue. The aim of this specific session is to give a license for boat owners that take citizens in their boat so that they can act in case of an injury. At the end of the session, trainee's can ask specific question about organizing a rescue on a boat. So, even if the training is based on evidence based medicine and gold standards, the senior officer can adapt these guidelines to every specific condition, and ship in assistance.

Trust in St John

Due to its so specific history, or to its specific organization, independent from the UK and NHS, St John can be seen in every road in Guernsey. Car owner's wear some proof of their donations.

Picture took during a walk to SJAB showing "I support Saint John Ambulance" When an ambulance passes down the road, everybody helps them to follow their ways and comment. Regarding the Guernsey press, every day of this week observations, there were an article about St John.

And, for a joke to end this part, when I ask for St John's address because I was not sure I could find it, the answer I had, was "if you've got relatives here, don't worry, every body's that's living in Guernsey knows where we are".

Conclusion

Regarding to this system, we learnt how an autonomous entity can find the way to self organizing best fitting with field objectives and demands. Identity of Guernsey is strong and a local culture can be felt in every idea that is express to a non local. This attachment to a community helps managing change and trust in every member of the staff. Even with high pressure, variability and uncertainty in every day task, in a "donkey life style", all of the participants say rewarding and helping is the only thing they are looking for. Equally, citizens support the system with charities and membership fees.

After this general statement, it is important to note that the centralized control of skill is one of the elements that facilitate trust in the paramedics acts. Even if, it is a recent system, the change has been made and still continues to be improved by developing the role of paramedic. Indeed, they can take some other courses to get a higher level of practice. Paramedic officers can be recruited by hospital suppliant organization, dispatch between nurses and doctor, especially in hospital where there isn't a junior GP like in Guernsey.

Incident command system in an autonomous entity helps informal meeting and constant activity analysis. These informal meetings are spaces were knowledge is shared and expertise transfer is possible. After this transfer it is reflective practices that can be possible for providers and an enhanced sustainable organization.

Trust in every act of everyone, anticipating practices are daily routines enforced by experience, island personal knowledge, reflective practices lead to a strong sense of team, and innovation motivation consolidated by the changes possibilities offered by a little independent state. So, a so small independent entity has got specificities we can observe. Pattern of coordination can be specifically identified. The management of change in this particular context is probably one of the components we could study more: indeed, even if there are 38 deputies in this small island, changes are not always welcome. When the joint call control centre began, lots of citizens were not satisfied with the services : they thought it was too long. The formal and informal meetings between every unit of the joint call control centre could be analyzed deeply.

Regarding this observation time, where we learnt how paramedic and EMT act in UK, we can call to further research in that kind of context for the practical adjustment of emergency and rescue missions management and for theoretical managerial implications.

  Professional and legal frameworks define the way in which the profession must practice. Of particular importance are the following documents : Health and Care Professions Council (2014) Standards of Proficiency -Paramedics, Health and Care Professions Council (2008) Standards of Conduct, Performance and Ethics. Responding to patient needs, making sense of complex and high pressure situations, and providing highquality care (safety, outcomes, experience [Department of Health, 2008]) is central to the scope of paramedic practice (College of Paramedics, 2015).

5. 4 .

 4 Professional's representations of the system 5.4.1. Survey We made a short survey to confirm what did practitioners tell us during the week. This online survey was anonymous and composed of open questions. This was read by one of the senior officer in charge of human resources to insure questions we were asking what we wondered (translation matter).

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Mission examples

Method

When a call concerns St John Ambulance, the duty officer and the senior officer manage the action. The team is selected with the kind of priority call :