PTS Workshop Output GEM CSUNHS Erewash CCG Emily Armstrong – Senior Procurement ManagerLynn Wilmott-Shepherd Karen Faulkner – Commissioning Manager (Derbyshire)Commissioning and Delivery Director Shaun Deasy – Contract Manager(Senior Responsible Officer) Greater East Midlands Commissioning Support

Challenges Geographic coverage Driver Routes Incorrect Vehicles Adherence to collection/drop off timescales Planning staff rude & aggressive Not learning from past complaints Drivers only see 1 st line on booking information Drivers feel at risk with Patients on Oxygen Incorrect bookings not informed until day of collection No flexibility of service On-line tool not available across all areas Service to Service issues not captured Driver Training Communications not meeting the specification KPI’s don’t measure the right thing Phone line not aswered Workshop 1 – 29 th April 2014

Successes Online booking tool Drivers are polite Good work undertaken on Discharges Workshop 1 – 29 th April 2014

Improvements Workshop 1 – 29 th April 2014 Dedicated Renal Service Block booking for planned discharges Destination Centre for routes Clear mechanism for feedback and changes made i.e. “you said: we did” Drivers ringing patients before arrival (e.g. utility companies) Continuity with Drivers for vulnerable patients Driver training – Vehicle equipment, patient equipment and patient “boarding” Renal specific KPIs Improved general KPIs Contract Incentives and Damages Improve flow of patients from Point of Care (Airport electric carts) IT system to have better tracking Staff customer service training (including sub- contractors) Clear complaints procedure including escalation Incident reporting process Incentivising non PTS transport – enabling alternatives Basic first aid for subcontractors

Challenges Need clear Governance Stakeholder complaints – outcome/action Slow to learn from mistakes Telephone booking –slow to answer Cross border service delivery issues – especially acute to acute Costs incurred from failed discharges Eligibility criteria needs review KPI overhaul HDU Gap in provision i.e. tracheotomy Vehicles sent not fit for purpose Provider to be clear on their role and required response in an Emergency or winter pressures Specific Renal Service On-going education to stakeholders Not clear on home visits 3 rd Party costs not included in PTS Contract (i.e. trusts paying for taxis) Additional costs not factored into current contract costs (i.e. St John’s Crew) Inefficiencies from provider 24/7 poses a new challenge The risks sit with the NHS look to change/split equally Inconsistent communication Workshop 2 – 6 th May 2014

Successes Drivers are good NSL have done some good work with Health-Watch Control Room and Dedicated A&E Crew to remain for DHFT Workshop 2 – 6 th May 2014

Improvements Workshop 2 – 6 th May 2014 Clear Communication plan Fast-track PTS Clear capacity planning Flexible service PTS provider to understand impact on NHS of late arrivals or delayed discharge KPI – Move towards partnering Mechanism for stakeholders to inform CCGs of process change that impacts PTS Improve booking system with tracking Once booking made its live unless cancelled Improved Account structure – dedicated numbers manned 24/7 Call backs for late transport – Patient sees NHS brand Standardised Form (DNA/CPR) Separate Renal Specification Clear home visit requirements Discharge KPI Extended core hours Dedicated High dependency crews or mover to EMAS? KPI on Bookings – Arriva track past failures Separate Oncology service Clear on cross border process for patients from Derbyshire