1. CQC and Performance Update
Mark Cotton
Assistant Director

2. 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.

3. 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

4. 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

5. CQC Rating - Good

6. 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

7. 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

8. 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

9. 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.

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

11. 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 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.

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

13. 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

14. 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

15. 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

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

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

18. NHS Improvement – Quarterly Ratings
Key targets: NHS Improvement
R1: %
R1: %
R2: %
R2: %
R: %
R: %
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.

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

20. Patient & Staff Safety
Assaults on Staff
Serious Incidents

21. 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).

22. 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

23. A new model of working… Integrating care and transport