LINks Forum PTS Update ‘Care Driven Quality’

Care Driven Quality Deliver a patient-focused, high quality, efficient PTS underpinned by key performance indicators Develop and sustain a financially viable PTS business model Continue to invest in our staff, they are our most important asset

Care Driven Quality Engage with all of our customers: –Patients –Commissioners –Hospital Providers and involve them in continuing to improve our service Meet non-urgent patient need within an acceptable time frame

What Do Our Patients Think? 0.75 complaints per 1000 journeys Generally happy with the service Would prefer to be transported to hospital on time as opposed to within a banding time Concerned about the length of time they have to wait to be collected from their hospital appointment

Capacity & Demand Utilise the current NEAS resource to best effect, thus reducing the need for third party provision Understand and utilise the findings of the capacity and demand modelling project to inform future service provision

Fleet Develop our PTS ‘car’ service, using the Ambulance Car Service & light relief car schemes already in place Standardise the PTS fleet Ensure timely maintenance and repair of our vehicles

Workforce Further review the skills mix and grades of required staff to meet patient need Further enhance the volunteer capacity of the service through the expansion of the Ambulance Car Service (ACS) and volunteer portering schemes

Workforce Ensure PTS rosters meet service need and demand Reduce sickness absence levels to at least 5% Develop a compact between managers and staff Ensure we are continuing to improve the working lives of our staff

Workforce Ensure appropriate and effective training & development for staff, linked to a quality focused appraisal system Support our staff to undertake management and leadership roles through the NEAS Talent Management Scheme

Estates Reduce the number of stations from which PTS is delivered Ensure all stations are fit for purpose and provide an appropriate environment

Communication & Engagement Continually communicate with and engage staff in further improving PTS, they are our most valuable resource Secure active engagement & involvement of patients & their carers in further improving PTS

Customer Relationships Management Establish a strategic business forum in each PCT cluster area with commissioners and hospital providers Ensure team leaders are a visible presence in all hospitals, supporting effective implementation of the patient pathway Ensure involvement of patients in service design

Business Ensure the efficient delivery of the PTS service line, allowing it to compete in the open market Utilise LEAN methodology to ensure the continuous improvement of the PTS service line

Business Work with other transport providers to ensure that there is sustainable community transport across the NEAS area. Explore and exploit potential tendering opportunities to expand the PTS business.

Quality& Performance Agreed and available Key Performance Indicators for PTS Manage quality of third party provision through effective contractual management Reduce the number of aborted journeys.

Group Work Are these the right themes? Does anything need to be added? How can we secure active engagement & involvement of patients & their carers in further improving PTS?