The London Ambulance Service NHS Trust NWL JOINT HEALTH OVERVIEW & SCRUTINY COMMITTEE 14th October 2015.

Slides:



Advertisements
Similar presentations
Information & Performance Cells. Performance Cell Who are we? West Midlands Ambulance Service NHS Foundation Trust 5.4 million population Over 5000 square.
Advertisements

Suffolk Care Homes An Integrated Approach
Monday 1 st July 2013 Health Education England Our Role & Focus on Dementia Professor David Sallah (Clinical Advisor)
Croydon Clinical Commissioning Group An introduction.
Longer, healthier lives for all the people in Croydon CCG Operating Plan: Commissioning Intentions Health and Wellbeing Board.
Urgent and Emergency Care Programme The journey so far… Suzanne Hughes October 2014.
NHS Pathways Integrating Urgent and Emergency Care Jackie Shears Programme Head, NHS Pathways CMS.
Housing and Health The Brighton and Hove Experience
28th March 2013 Debbie Newton Chief Operating & Finance Officer
You’re Welcome: raising the profile of young people and adolescent medicine Anna Gregorowski – Consultant Nurse Nigel Mills – Clinical Nurse Specialist.
The West Cheshire Way Be part of the conversation.. Alison Lee Chief Officer West Cheshire Clinical Commissioning Group Making sure you get the healthcare.
Urgent Care Transport Innovative Solutions – Supporting Commissioners Dr Chris Jones IAA Annual Conference April 2nd, 2014.
Annual General Meeting and Listening Event, 2014 Welcome!
Patient Experience: Why does it matter?
Together we’re better Working in partnership with our patients, communities & GP member practices to continually improve quality of care & to support people.
‘Changing the balance’ A 2020 Vision of Health and Social Care in Sheffield #2020vision Primary Care Sheffield.
NHS 111 NHS 111 An Overview June 2015.
Clinical commissioning and the future of urgent & emergency care Rick Stern Urgent care lead, NHS Alliance & Director, Primary Care Foundation Reforming.
Quality and Safety of Patient Care Elaine Thompson – Deputy Chief Nurse and Quality Officer.
CCG Strategy Update Lewisham Children and Young People Strategic Partnership Board 26 th January 2015.
Introduction to Healthwatch Cheshire West Jonathan Taylor – Service Manager.
Hope – Recovery – Opportunity. New Dawn – Purpose Hope Recovery Opportunity.
SHAPING FUTURE SERVICE Dr Sarah Schofield GP Chairman West Hampshire Clinical Commissioning Group.
Mapping the Future A Vision for health and social care provision in Harrogate and Rural District.
Guildford and Waverley CCG update 16 th July 2015 Shaping healthcare for you … and your family.
Wessex LETB The Changing Landscape Paul Holmes, Managing Director.
Implement new Emergency Pathways that ensure patients are cared by the right person, at the right time. …………………………………………………………… Establish a daily dashboard.
Ward Sister/Charge Nurse Support & Enablement Programme WSCNTL 2014, Kings Hall Leading Care, Leading Teams - Innovating and Supporting Person-Centred.
THROUGH 2011 AND BEYOND…. A briefing for staff.  Explain what’s happening locally and nationally  How it may impact on us and our patients  Share our.
Information Sources, Audiences, Evaluation Iain Rickard Performance Manager.
Our Plans for 2015/16 We want to make sure that people in our area are able to live long and healthy lives, both now and in the future, and our plans set.
SCOTTISH AMBULANCE SERVICE Managing demand across Scheduled and Unscheduled Care Peter Ripley Director of Service Delivery.
North West Ambulance Service Delivering seamless urgent care Blackpool Health Committee 21 July 2011.
SAVINGS PROPOSALS 2012/13 CITY & HACKNEY CCG. CONTEXT This report provides information to the Shadow Health & Wellbeing Board on proposed savings in 2012/13.
Planning and Commissioning Intentions
Better Care Fund 3 rd sector engagement event 17 March 2014 Matt Ward and Dennis Holmes.
Establishing a 24/7 acute primary care visiting service Improving primary urgent care.
A New Approach to Unscheduled Care Delivering excellence by organising our resources around the person’s needs Moray Briefing Session 1 st August 2013.
Introduction to SECAmb Paul Sutton Chief Executive.
Performance Position July Delivering the right care, at the right time, in the right place CONTEXT Ambulance service significant activity increase.
Pam Hobbs Chief Finance Officer. 2014/15 Finances Financial Overview Revenue allocation of £222.7m + £2.4m income from other organisations e.g. hosting.
World Class Commissioning Graduate Scheme Recruitment Session Sara Wain Graduate Development Manager.
Crisis Care: A partnership approach Maqsood Ahmad Strategic Clinical Networks Manager Mental Health, Dementia and End of Life Care Constable Adele Owen.
North Somerset Clinical Commissioning Group ‘You said…We did’ Dr Mary Backhouse Chief Clinical Officer.
Integration In Practice (or Still a Prospect) Richard Hunt CBE Chairman.
1 Hinchingbrooke Health Care NHS Trust CQC report October 2015 Inspection Chair: Helen Coe Team Leader: Fiona Allinson Quality Summit 2 February 2016.
Andrew Copley Director Of Finance & IM&T ~ Airedale NHS FT Care Anywhere the story so far…..
Integrated Care Programme Update December 2014 Chris Badger Assistant Director for Integrated Care.
Liaison Psychiatry Service Models ‘Core 24’ and more
North West London’s Crisis Care Concordat Crisis Care Summit Dr Beverley McDonald, GP Mental Health Lead Hammersmith and Dr Cornelius Kelly, Consultant.
North West Ambulance Service NHS Trust Halton Overview and Scrutiny Committee March 2014.
The UnitingCare Partnership An ageing society – the long term implications for health and social care: a health perspective Our approach in Cambridgeshire.
Remote Practitioners Association Inverness 11 th November 2010 Shirley Rogers Stephanie Phillips Paul Gowens.
PEOPLE STRATEGY People Strategy Developing our People Strategy 27th January 2015.
Better care together Voluntary and community sector October 2015.
Berkshire West 10 Frail and Older People Pathway Redesign Programme
Mid Essex CCG Operational Plan 2016/17. Local & National Priorities Embedding of Live Well Increasing availability of appropriate seven day services Supporting.
Development of a Community Stroke Rehabilitation Team “meeting the need” NHS Blackburn with Darwen Tracy Walker Team Leader.
Welcome to Southern Health Southern Health exists to improve the health, wellbeing and independence of the people we serve.
Paul Sutton, Chief Executive Reviewing 2014/15 and looking forwards.
West Yorkshire Sustainability and Transformation Plan An overview September 2016.
Urgent Care Birmingham Health Overview and Scrutiny Committee
Operational Plan 2017/18 and 2018/19
Money, Medical Education and Beyond
Transforming care: the Out of Hospital Standards
Annual General Meeting
15/16 Achievements and ambition for 16/17
What is an integrated care system
Shaping better health for our population
Operational Plan 2017/18 and 2018/19
Presentation transcript:

The London Ambulance Service NHS Trust NWL JOINT HEALTH OVERVIEW & SCRUTINY COMMITTEE 14th October 2015

London Ambulance Service - West & Northwest Sectors London Ambulance Service NHS Trust

Our purpose Our values In everything we do, we will provide: The London Ambulance Service (LAS) is here to care for people in London: saving lives; providing care; and making sure they get the help they need. Our values In everything we do, we will provide: Care: Helping people when they need us; treating people with compassion, dignity and respect; having pride in our work and our organisation. Clinical excellence: Giving our patients the best possible care; leading and sharing best clinical practice; using staff and patient feedback and experience to improve our care. Commitment: Setting high standards and delivering against them; supporting our staff to grow, develop and thrive; Learning and growing to deliver continual improvement. London Ambulance Service NHS Trust

The Service today Demand for our services increase year on year. In 2014/15 we received over 1.7m requests. Our operating budget is £316m 5,000 staff, 71 per cent are frontline Frontline staff work out of 70 ambulance stations Service transformation, including a management restructure of our frontline Retention has been challenging with opportunities for paramedics in and outside the NHS have increased dramatically Focus on international and national recruitment drives London Ambulance Service NHS Trust

How we care for the capital Our major service areas: Call taking and clinical triage Hear and treat services 999 emergency and urgent care response – delivered using traditional and innovative means e.g. Cycle Response Unit Intelligent conveyance 111 Services Emergency Preparedness Resilience and Response (EPRR) Emergency services across the world regularly visit us to learn how we operate in the capital city and how we have innovated London Ambulance Service NHS Trust

CQUINs 2015/16 The contract includes nine CQUIN (Commissioning for Quality and Innovation) schemes. CQUINS are a contractual requirement for NHS providers and offer a financial incentive to innovative development of services to continually improve how care is delivered. The CQUIN schemes for this year are: Improving reporting and use of patient information Promoting use of appropriate care pathways (ACPs) Sepsis management Development of clinical team leaders (CTLs) Improvement of mental health outcomes Dementia and delirium Frequent calling patients Health care professional (HCP) line pilot Reducing unnecessary conveyances to A&E London Ambulance Service NHS Trust

Our reports We produce a suite of reports as a requirement of the commissioning contract, which include: Performance dashboard CCG Pack GP Report Care and nursing homes report Referral pathways report Safeguarding Report SI Report Quality Dashboard Emergency Bed Service (EBS) London Ambulance Service NHS Trust

Our financial challenges London Ambulance Service NHS Trust

Our three major challenges Staffing We know we need to improve the morale of our staff as well as increasing staff numbers. Demand We know there are ever increasing demands on our service and we will need to continue to find new and innovative ways of manage demand. Culture We know we need to change the culture and management style of the organisation which is evidenced by staff feedback and external surveys. London Ambulance Service NHS Trust

A better place to work….. Filtering calls - more Hear and Treat than ever before Recruitment – all frontline vacancies filled (bar five per cent for overtime) and 500 band six senior paramedics Launch of LAS Academy Clinical Team leaders 50/50 Continuing with VIP Awards Seasonal alcohol campaign with the Met Police and LFB London Ambulance Service NHS Trust

Update on Key LAS Challenges: Response Performance: Improvement Programme Recruitment Then and Now Hospital Handover London Ambulance Service NHS Trust

Response Performance London Ambulance Service NHS Trust

Improvement Programme – Summary Dashboard Project Description Baseline Final Target Final Target Date Job Cycle Time Reducing the average job cycle time (minutes) 107 101 31/03/2016 FRU Performance Increase the Fast Response Unit capacity (average produced hours per week) 11260 15600 30/09/2015 Non Emergency Transport Increasing journeys using of non emergency transport options 1568 01/01/2016 Taxi Increasing the number of clinically appropriate taxi journeys 200 300 01/04/2015 Advert to Action Increasing the LAS in-post, operational staff to an agreed establishment 2704 3004 Improving Attendance Reduction of absences related to sickness for frontline staff 9.8% 5.9% Out of Service (People) Reducing out of service hours relating to people 3.7% 2.6% Out of Service (Vehicle) Reducing out of service hours relating to vehicles 2.4% 1.7% London Ambulance Service NHS Trust

2015/16 operational staff trajectory London Ambulance Service NHS Trust

Frontline recruitment challenge Redesigned process for recruitment, training and supervision to get staff to the frontline as safely and quickly as possible. We have: Increased the university places Media campaign with redesigned materials: three international recruitment trips Worked with the HCPC to redesign the processes for paramedics onto the professional register Worked with HEE to get Paramedics onto the Shortage Occupation Group list Created the LAS Academy London Ambulance Service NHS Trust

Hospital Handover Working closely with Emergency Department leads Process map of handover process and barriers Intelligent Conveyance London Ambulance Service NHS Trust

Local Initiatives Standardised Referral Pathways Fallers Rapid Response Teams Urgent Care Centres Mental Health & obstetric CPD sessions End of Life Care London Ambulance Service NHS Trust

Thank you … any questions? London Ambulance Service NHS Trust