CQC and Performance Update

Slides:



Advertisements
Similar presentations
Derby Hospitals moving forward in the 21 st Century …. Dianne Prescott, Director of Strategy & Partnerships Future Strategy.
Advertisements

Health Innovation Exchange
28th March 2013 Debbie Newton Chief Operating & Finance Officer
NHS Services, Seven Days a Week Professor Sir Bruce Keogh National Medical Director NHS England.
Equity and excellence: Liberating the NHS. Background Published in July 2010, the White Paper ‘Equity and Excellence: Liberating the NHS’ outlined our.
Urgent Care Transport Innovative Solutions – Supporting Commissioners Dr Chris Jones IAA Annual Conference April 2nd, 2014.
CCG vision: Improving the health of local people through reducing inequalities and commissioning quality services for the best health outcomes 1. Improving.
HR at the Heart of Improvement Jan Sobieraj Managing Director for NHS and Social Care Workforce Department of Health 8 th November 2011.
FUTURE COMMISSIONING North Kesteven – Provider Forum Thursday 25 th September 2008 Ken Fairbairn Head of Commissioning Provider Relationships & Contracts.
Commissioner Feedback for SLAM CQC Inspection in September 2015 Engagement with Member Practices 1.
1 Inspection of General Practice Ian Jeavons Lynne Lord.
1 CQC: The journey to excellence and The new approach to inspection of ambulance services Professor Sir Mike Richards Chief Inspector of Hospitals April.
11 The impact of falls risk management on compliance with essential standards Sue Burn, Compliance Manager.
Improving Lives in Our Communities Leading through the CQC Inspection Process.
Caring for you...closer to home Hertfordshire Community NHS Trust Health Scrutiny Committee Update 13 December 2011 Derek Smith – Interim Chief Executive.
Council of Governors Meeting December 2013 Beverley Geary Director of Nursing.
HEALTH AND CARE STANDARDS APRIL Background Ministerial commitment 2013 – Safe Care Compassionate Care Review “Doing Well Doing Better” Standards.
……………………………………………………………………………. Chief Inspector of Hospitals visit Quality Summit 11 June 2015.
Mid Essex CCG Operational Plan 2016/17. Local & National Priorities Embedding of Live Well Increasing availability of appropriate seven day services Supporting.
……………………………………………………………………………. Chief Inspector of Hospitals visit Quality Summit 11 June 2015.
Paul Sutton, Chief Executive Reviewing 2014/15 and looking forwards.
Housing solutions from a public health perspective Gill Leng Housing & health lead, PHE.
East and North Hertfordshire: Care Home Improvement vanguard Anna Makepeace, Project Manager.
Urgent Care Birmingham Health Overview and Scrutiny Committee
CQC’s approach to inspection and regulation of General Practitioners
Clinical Director – Emergency & Acute Care Group
Who we are: Hackney and Homerton
Highlights of 2013/14 Sarah Dugan, CEO Annual General Meeting
Health and Safety Policy
Quality regulation in the future
Work of the Quality Committee Venessa James
Supported Care Service
Regulating new care models
Developing Accountable Care in Swindon
Overview of the Trust Jane Kershaw
CQC Report March 2018.
Working together to deliver quality, person centred care
CARE INSPECTORATE JANET HENDERSON
Ambulance Response Programme
Single Hospital Service update
Louise Spencer Associate Director Quality and Nursing July 2018
15/16 Achievements and ambition for 16/17
Future Health Sector Vision / Direction of Travel
Emergency Operations Centre
Presentation for patients and the public
Red Bag Hospital Transfer Pathway:
Frimley Health and Care Integrated Care System
Developing PBC / Clinical Commissioning in the East Midlands
Volunteer Innovators Programme
CQC: The new approach to inspection
Head of Compliance, Assurance & Quality
Patient Forum Pack September 2018
The ‘New’ NHS – The Challenges for Children’s Service
National Outlook on Health and Housing
Ambulance Response Programme
Presentation for patients and the public
25th November 2010 Presenter: Sara Jones Clinical Director Welsh Ambulance Services NHS Trust.
Commissioner Feedback for SLAM CQC Inspection in September 2015
So you’ve been inspected…. communicators driving improvement
State of Care and Quality Improvement: a national perspective
Developing Urgent and Emergency Care Using Digital Technology
Worcestershire Joint Services Review
Edinburgh Integration Joint Board
Quality Priorities 2018/19 update 2019/20 proposals
Berkshire West Public Engagement Event
STOCKPORT TOGETHER: CONSULTATION MENTAL HEALTH CARERS GROUP
Leadership and Safety Culture Across a Complex System
Head of Corporate Governance/ Board Secretary
The Nursing and Midwifery Strategic Plan 2019/22 Our Journey Towards World Class Professor Andy Hardy – Chief Executive Officer Nina Morgan – Chief.
Patient Forum Pack May 2019 This report refers to May 2019 (M2) data unless otherwise stated All data is based on LONDON Clinical Commissioning Groups.
Presentation transcript:

CQC and Performance Update Mark Cotton Assistant Director

Care Quality Commission rating 1 November 2016 “The North East Ambulance Service has a lot of to be proud of and there were clearly many areas of good practice. We found a general culture of passion and enthusiasm at the trust and it was clear that everyone’s first priority was the patient.” Professor Sir Mike Richards Chief Inspector of Hospitals Care Quality Commission.

What we do well Culture of compassion and commitment The CQC highlighted – Outstanding Practice Culture of compassion and commitment Clear Vision and Strategy Shift in patient engagement and staff wellbeing Improved relationships between Executives and Unions Front line clinical leadership improved

What we do well The CQC highlighted – Outstanding Practice Good infection prevention control management practices High patient satisfaction Introduced Advanced Practitioners Active in Research Strong relationships with Sports Ground Safety Authority The “flight deck” system which monitors hospital capacity and demand in real-time to manage pressures in the system and divert patients to alternative care when necessary Enrolled in the Mind Blue Light Project

CQC Rating - Good

Where we need to improve Must do – Regulation 17 – Good Governance Must Do Action Taken and Planned Improve resilience of dispatch Requires a dispatch desk at Russell House Line management and clinical oversight of CFR’s Identified a specific clinical line manager/robust recruitment and development programme now in place Safe storage of paper records Improved the policy, SOP and audit process around storage and transfer of paper records – compliance 98%. Introduced new EPCR July 16

Where we need to improve Must do – Regulation 17 – Good Governance Must Do Action Taken and Planned Management of Clinical risk in EOC when dispatch stack increasing Ring back process, increased hub clinicians, use of REAP. Requires additional resources Business continuity plans for EOC require improvement BCP reviewed and testing plans underway Learning from incidents and complaints is shared Introduced a quarterly learning bulletin and developed a ‘learning from listening’ intranet page Continue to reduce complaint and incident backlog Marked improvement and being sustained

Where we need to improve – Should do Actions Taken Improve major incident training Now included in EAT with further training programmes planned Staff are further encouraged and supported to report incidents Signed up to Safety Campaign, feedback when reporting, learning bulletin, developing an open and honest supportive culture, improved RCA process Improve the system for monitoring cleanliness of PTS vehicles PTS manager audit all vehicles and staff quarterly. The first quarter saw 80% of vehicles audited with 97% compliance. Improve training for dementia and mental health Introduced training on mental health, DOLS and dementia to EAT – developed handbooks for staff

Dementia work Equality NE award We won the Equality NE award for “Larger Organisations Making a Difference in the Community” for our work around Dementia Awareness and becoming a Dementia Friendly organisation.

Our performance Emergency Care Services -2.95% +19.9% 2 2016/17 * Data provided shows actual volumes for the full financial year 2

The time taken to complete an average job has increased by 19% since 2013 The time it takes crews to complete a job has increased by 19% between August 2013 and August 2016. The yearly average is likely to be higher once the winter months have been included. Our crews spend on average 11 minutes longer on each job. Based on 380,000 incidents per year this equates to 2902 days, or an extra16 shifts a day for a year.

Our performance Emergency Care Services 3 * Data provided shows actual performance for the full financial year 3

Our performance Improving call handling -0.64% +7.06% +25.09% +0.96% 6 * Data provided shows actual volumes for the full financial year 6

87% of callers would recommend our service Our performance Managing 999 calls 87% of callers would recommend our service * Data provided shows actual volumes for the full financial year 7

94% of PTS patients rated their experience as very/fairly good Our performance Patient Transport Services 94% of PTS patients rated their experience as very/fairly good * Data provided shows actual volumes for the full financial year 8

Our performance National Benchmarking Category R1 Performance 2016/17 YTD, as at Feb-17 Category R2 Performance 2016/17 YTD, as at Feb-17

Our performance End of Life care 10 Over 95% of End of Life requests are fulfilled. Over 90% of transport requests are met within 3 hours, with over 50% now met within 1 hour. 10

NHS Improvement – Quarterly Ratings Key targets: NHS Improvement R1: 65.81% R1: 71.12% R2: 59.13% R2: 56.24% R: 59.55% R: 57.18% R19: 87.79% R19: 86.24% Fully registered with CQC for the essential standards of quality and safety. We have been provided with a shadow segment rating, measured under the Single Oversight Framework. We fall within segment 2 (on a scale of 1 to 4, with 1 being the best rating). This means that we would receive targeted support.

Patient Experience Rate of complaints (new complaints received per 1,000 calls answered) Appreciations (new appreciations received per 1,000 calls answered)

Patient & Staff Safety Assaults on Staff Serious Incidents

Handover Time lost to handovers over 15 minutes have reduced between March 2016 and March 2017 by 66%. The hospitals with the greatest amount of time lost to handover for December are NSEC (337 hours), Sunderland Royal (234 hours) and UHND (117 hours).

A new journey – operating environment Adapting to changing needs National response Care closer to home Reduce hospital admissions An integrated solution Demand Increase in Red rate More complex conditions More demand for NHS 111 More same day discharge transport Organisational change Embrace change Develop quicker Improve staff welfare Innovate

A new model of working… Integrating care and transport