Nurses working on a dedicated ENT ward have an average higher score in a test of knowledge than nurses working on generic surgical wards. This difference is statistically significant and persists despite banding or training.
The Thames Tideway Tunnel (TTT), is one of the main components of the London Tideway Improvements Programme, designed to capture combined sewer overflows (CSOs) which currently discharge untreated combined sewage into the tidal river Thames. CSO discharges would be stored in the tunnel until there is capacity at Beckton sewage treatment works (STW), to accept, for treatment, pumped sewage from the tunnel system. There is at present limited literature information on odour generation from stored combined sewage in CSO control systems; on sampling methods of actual combined sewage and continuous monitoring and sampling of gas and liquid phases of stored combined sewage. To better understand the relationship between odour and stored combined sewage, the TTT project team have designed and operated a septicity rig to evaluate the aspects of odour generation from the tunnel system during storage conditions. The key areas of research include: 1. Odour monitoring to measure the emission rates of H2S during tunnel storage conditions, 2. Assessment of the potential for the development of septic conditions and the generation of sulphide compounds that could cause odour problems, 3. Extensive investigation of the impact of biofilm formation and slime growth on the tunnel lining. The findings of the study have determined the levels of sulphide that could potentially be generated from the CSO tunnel system, during storage operations, to ensure adequate consideration in the design of the air management system and tunnel lining and potential for adverse impact on STW operations.
The paper outlines some of the actions taken by Severn Trent Water to achieve compliance with consent limits since the implementation of the Control of Pollution Act (Part II) in 1985.
Prior to and since 1985, Severn Trent Water has undertaken an extensive programme to analyse the reasons for failure and carry out remedial work. A major feature of this programme, which has been further stimulated by privatization, has been the need to reduce the lead time for carrying out improvements.
The paper discusses the means by which this has been achieved, including the introduction of the ‘fast‐track’initiative and the ‘process matrix’.
Other aspects are outlined including initiatives to develop more robust processes, computerized work scheduling, extensive training programmes and best practice studies.
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