Integrated Corporate Performance Report. September Page 1 of 10

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1 Integrated Corporate Performance Report September Page of

2 Integrated Corporate Performance Report... Introduction The Integrated Corporate Performance Report (ICPR) includes: An Executive Summary - highlights the key areas of note and interest to the Trust Board. This summary includes details of any areas of significant exception where the Trust is either off plan or below target, together with the key actions that are being taken to address under-performance; A RAG rating Dashboard - summarises the RAG ratings of the key metrics monitored by the Trust. In order to promote consistency these are ordered according to the key headings contained within the A&E (999) Operating Plan for /; An Information Pack the comprehensive data set includes graphs and tables covering the full list of KPIs and metrics monitored by the Trust Additional metrics will be added to the ICPR during / including information in respect of Training Compliance and Infection Prevention and Control during Quarter of /. Ambulance Response Programme (ARP) The Trust has participated in the Ambulance Response Programme (ARP) trial since April. The Secretary of State for Health announced on July that the three tests of ARP have been met as follows: There is clear clinical consensus that the proposed changes will be beneficial to patient outcomes as a whole and will act to reduce overall clinical risk in the system; There is evidence from the analysis of existing data and pilots that the proposed changes will have the intended benefits and is safe for patients; and There is an associated increase in operational efficiency. The aim is to reduce the average number of vehicles allocated to each 999 call and the ambulance utilisation rate. Following approval the ARP recommendations will now be implemented in all ambulance services in England. New standards, indicators and measures have been introduced through the ARP for publication in the NHS England Ambulance Quality Indicators (AQI). A technical guidance document issued in August (and updated in September ) has been developed to ensure that all aspects of ambulance performance are measured accurately and consistently. The aim is to have all services reporting by November. By January a national variation is expected to make in-year changes to the /9 contracts with compliance against the new standards expected from April. A number of significant changes will be required to Trust systems to comply with the revised list of metrics identified within the AQI Guidance documentation, with a total of metrics to be collected and submitted on a monthly basis to NHSE. An internal project lead has been appointed to oversee the required changes and to coordinate discussions with CAD suppliers to deliver the required changes during September Page of

3 and October. This project will also deliver internal and external reporting against the new list of metrics and any changes will be reflected within the ICPR (particularly within the format and data presented within the Information Pack). Reporting of Trust performance against the new ARP metrics is expected to commence at the end of November Further information on the Ambulance Response Programme, the new ambulance standards and a copy of Sheffield University s report on ARP can be found on the NHS website: A&E (999) Performance A&E incident numbers increased in September, with total incident numbers.% above contract. When compared against the same period last year (September ) incidents numbers were.% higher. The graph below outlines the daily activity volumes across the Trust during the month of September, with activity levels peaking on the weekend of the and of September with over, incidents per day, significantly higher than the expected volumes for this period and higher than the volumes seen in recent weeks. No specific reason for this increase has been identified, with additional activity across all geographical areas in the Trust and the majority of the activity originating from the general public rather than the NHS or HCP sources. Following that busy weekend, activity volumes into the month of October have reduced slightly but weekend activity in general remains above, incidents per day (Saturdays and Sundays)... The mean response time for a Category (life threatening) incident in September was. minutes, with a 9 th percentile response time of. minutes across the Trust. Of the,9 Category incidents reported within the month,9 incidents (.9%) received a response within minutes,.% of incidents received a response within minutes and.9% received a response within minutes. Page of

4 Under the new AQI guidance released in September, the clock start time for Category incidents will change from the current call connect position to the earliest of the first allocation of a resource or seconds after the call connect time. The Trust is currently working with CAD suppliers to implement this change and therefore the response times within this report do not currently reflect this revised position. The mean response times are impacted by the activity volumes on a daily basis, for example on and September when incident numbers were above, for both days, the Category mean response time increase to 9. minutes on September and. minutes on September. Mean Category incident response times across the Trust continue to show expected variation, with the longest mean response time in Cornwall (. minutes) compared to the shortest time of. minutes in Bristol. Following a review of the Trusts operational resources by ORH Ltd, Category response times have been identified as the most challenging area for the Trust to deliver. ORH have refreshed their analysis against the new ARP response time standards as identified in the AQI Guidance documentation and the outputs from this review were received in September. The outputs from these reviews will be used to inform the Trust A&E Operational Plans. The new rotas improve the alignment of available resources to demand and are expected to deliver an improvement in performance across all call categories. The North Division introduced their new rotas on April and the revised rotas for the East and West Divisions went live on July. The benefit of the rota changes on performance will only be fully realised when recruitment matches required establishment levels within each of the operational areas filling current vacancies within the rota patterns. Lead Clinician Recruitment 9 graduate Paramedics have currently accepted offers with the Trust and have confirmed start dates for their employment. A further graduates have been successful and are currently working with the Trust to agree appropriate commencement dates. An additional graduates are currently going through the Trust assessment process. The Trust is therefore on target to recruit new graduate Paramedics this year, with the majority of these new starters scheduled to start before the end of November. Looking forward the /9 engagement process for graduates has already commenced, with the Trust visiting partner universities during November to provide graduates with conditional offers of employment. The Trust has been successful in recruiting new Paramedics from New Zealand through a targeted campaign, with a further candidates scheduled to be interviewed in October. All candidates will be stationed within the East Division and are anticipated to arrive in the UK to commence their induction process in November. Page of

5 The Trust has successfully recruited qualified Paramedics so far this year, candidates are scheduled to attend assessment events and a further candidates have been shortlisted and assessment dates are being arranged for these candidates. The Trust remains on target to recruit a projected external qualified Paramedics by the end of the current financial year. As a result of this intensive recruitment, the Trust is currently forecasting. WTE Lead Clinician vacancies at November (compared to. WTE vacancies at the end of August ). It should be noted that although the new starters commence employment with the Trust in the identified months above, there will be a delay in introducing the new resources into operational rotas as the employees complete the training and induction requirements. It should be noted that updated establishment forecasts, including September actual figures will be released at the end of October, these updated figures will include information on the expected operational start date for each new recruit (as opposed to the current reports which reflect the date the recruits commence training/induction with the Trust). Information from these reports will be incorporated within the October ICPR. For reference the forecast position from the August ICPR report is repeated below: New Lead Clinicians (WTE) Jul- Actual Aug- Actual Sep- Forecast Oct- Forecast Nov- Forecast West Division East Division North Division..... Total..... Lead Clinician Vacancies Compared to Funded Position (WTE) Jul- Actual Aug- Actual Sep- Forecast Oct- Forecast Nov- Forecast West Division.. (.) (.) (.) East Division..... North Division (.) (.) Total Support Clinician Recruitment In addition to the Lead Clinicians, the Trust is also running courses for Support Clinicians during Quarters and of /. The October courses are at full capacity and the focus is now on utilising the current pool of applicants to fill the courses scheduled for January and March. To support this process a total of 9 individuals are scheduled to attend assessment days to identify potential candidates for the Support Clinician courses. Page of

6 .. The Trust is forecasting WTE new Support Clinicians starting work with the Trust by November. Whilst the Trust is forecasting some attrition during this period, it is expected that the vacancy numbers in Support Clinicians will reduce from 9. WTE at the end of August to. WTE at the end of November. New Support Clinicians (WTE) Jul- Actual Aug- Actual Sep- Forecast Oct- Forecast Nov- Forecast West Division..... East Division..... North Division..... Total..... Support Clinician Vacancies Compared to Funded Position (WTE) Jul- Actual Aug- Actual Sep- Forecast Oct- Forecast Nov- Forecast West Division.. (.).. East Division... (.) (.) North Division... (.). Total As previously stated, although new starters commence employment with the Trust in the identified months above, there will be a delay in introducing the new resources into operational rotas. In the interim the Trust is filling vacant shifts using overtime, bank shifts, available relief shifts and third party private resources where appropriate with the aim of delivering core (%) resourcing levels on a daily basis. Clinical Hub Recruitment Call Answering The need to improve 999 call answering performance has been identified as a priority by the Trust. As highlighted in previous months, the Time to Answer Calls metric within the Ambulance Quality Indicators and the Call Abandonment metric have shown some deterioration in performance. AQI Time to Answer Call Metrics (seconds) AQI Metric Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- th Percentile 9 th Percentile th Percentile 9.. Call answering times are currently being adversely impacted by the available Call Advisor numbers in the Clinical Hub. Availability has been impacted by current Call Advisor vacancies, higher than planned abstractions due to sickness (.% in August, Page of

7 reducing to.% in September ) and additional abstraction to support the training of Call Advisors on the AMPDS triage system (due to be completed during Q of /) The Trust is undertaking an intense recruitment and associated training campaign to deliver the additional headcount required to fill the current vacancies and increase the resilience within the current Call Advisor workforce. There is an ongoing challenge within the 999 telephony centre to meet the high levels of staff turnover (.% for the months to September ). Part of this campaign includes the launch of a new dedicated recruitment website for the Clinical Hub at the beginning of October. The first new Call Advisors from this intensive recruitment campaign were introduced into the Clinical Hub workforce during October, with the Trust forecasting a total of WTE Call Advisors to be introduced by the end of November. Additional training and mentoring will be required for these new recruits, but the Clinical Hub should be in an improving position from the middle of October and in a strong position from December. Further Call Advisor courses for both the North and South Hubs are scheduled to commence in October, with a further two Call Advisor courses are currently scheduled for January and February to address any reduction due to staff turnover levels. A targeted recruitment event in conjunction with the Job Centre was held on October to assist in identifying sufficient candidates for these courses and an open evening for potential new starters to learn more about the role and the Trust has been scheduled for November. As well as the recruitment plans for /, the Trust is also looking at ways to improve staff retention levels both within the Clinical Hub and within the ambulance service as a whole in an attempt to reduce turnover levels. Clinical Hub Recruitment Clinicians Clinical cover within the Clinical Hub is also subject to additional recruitment plans, with the Trust looking to recruit new Clinicians to fill the current vacancies. As at the end of September the Trust reported. WTE vacancies for Clinicians within the Clinical Hub (.% against the funded establishment position). Although this position has improved in recent months, following some successful recruitment, this remains a challenging area of resourcing for the Trust and as yet there have been limited responses to the adverts placed for new clinicians. In response, the Trust is working on a targeted advertising campaign for new clinicians (including looking for candidates in the Nursing profession, new starters within the nursing/clinical sector and people looking for career changes within the nursing/clinical sector). The current pressures within the Clinical Hubs regarding resourcing are also seen as a contributory factor to the higher levels of sickness reported within this area of the Trust. Page of

8 GP Out of Hours Service Performance (GP OOH) The Quality Requirements relating to Urgent Treatment Centre appointments and Urgent Home Visits remain the greatest challenge for the Dorset GP OOH service. The Trust has not been able to deliver these standards consistently although the patient numbers outside of the target are small. In September the Dorset GP OOH service was partially compliant against the Urgent Treatment Centre Appointments standard (9.% compared to the target of 9%). The Trust missed the hour target on of the cases, which equates to. urgent cases per week of which the majority are missed at the weekend. The Trust was also partially compliant for Urgent Home Visits in September with 9 of the visits completed within the hour urgent target (9.% compared to the target of 9%). This represents an improvement on the August position which was noncompliant at.%. Whilst it is acknowledged that home visits are more difficult to target in view of the large geographical spread of a relatively low number of urgent incidents, operational managers are reviewing the appropriateness of the current profile of mobile resources. NHS Performance NHS Call Answering performance during September was below the national target level of 9%, with.% of calls answered within seconds in Dorset and.% in Cornwall. Call abandonment rates are now consistently below (better than) the target level of %. Whilst performance remains below the target levels, call answering performance is now consistently around 9% on both a daily and weekly basis and is broadly aligned to the national performance levels reported within the weekly sitrep reports published by NHS England. Call answering performance for the week commencing September dropped compared to recent weeks following a drop in resourcing levels, partially due to current vacancies and partially due to an increase in sickness abstraction levels. This is significant in the context that the Trust is currently demobilising the Cornwall NHS service and making preparations to transfer services to a new provider from December. The risk of additional staff leaving the Trust and potential for increases in abstraction levels as a result of the transfer of services to a new provider has been discussed with Commissioners. Page of

9 The shortfall in current performance against the 9% target is attributed to vacancies within both the full and part time rota patterns within both contracts. The Trust is targeting the recruitment of part-time staff to work specifically during the periods of peak demand (evenings and weekend periods) and five new Call Advisors started on September. High levels of turnover within this staff group remain a concern, with average staff turnover rates of % reported for the past months. It takes between six and eight weeks to recruit and train an NHS Pathways Call Advisor (depending on whether the course is full or part time) and therefore maintaining the balance between training the right number of staff in order to account for a high attrition rate presents an ongoing challenge for the Trust. The Trust is working to mitigate the current resourcing gaps, ahead of the recruitment of new Call Advisors, through the use of Bank staff and additional overtime shifts. However the profile of demand within the NHS service makes it challenging to meet the short term peaks in call volumes within the service. Urgent Care Centre (Tiverton) Performance The primary performance measure within this contract is the hour waiting time standard. In September,, of, patients were seen within hours giving performance of 99.% against the 9% performance target. Performance above target levels has been delivered consistently since contract inception along with a local standard to triage patients within minutes. In September, 9.% of patients were triaged in minutes against a target of 9%. Finance and Use of Resources NHSI introduced the Single Oversight Framework from October and the Trust is assessed against the Use of Resource Metric which replaced the Financial Sustainability Risk Rating. Under the Use of Resource Metric the best score is and the worse score is. The Trust has not accepted its control total for / and therefore within the current rule set the highest score the Trust can achieve is a. Page 9 of

10 .... The Trust delivered a Use of Resource Metric of as at September. The score of is based on the Trust delivering against the control total derived by NHS Improvement from the Trust financial plan. The financial information is based on the sixth month of the financial year and includes the actual and year end forecast position for the Trust against the / Financial Plan. The headlines are: The Trust has delivered a k surplus at the end of September ; The Trust delivered the derived NHSI measure of k surplus in line with plan; The Trust has received additional income above plan which has been matched by expenditure so the Trust has not maintained the I&E margin percentage compared to plan which has reduced its score from to against this metric; The position includes an under spend on basic pay relating to vacancies which has been offset by the use of overtime, agency and third parties; The annual Cost Improvement target for / is,k and the Trust is forecasting delivery; The Capital Plan for / is,k. The month six position shows an actual position of,k compared to a plan of,k (%). This variance relates to slippage in the delivery of HART vehicles and ICT plans; The Trust cash position at the end of September is,k compared to the plan of,9k. This variance relates to timing differences of expenditure payments; The debtors over 9 days past due has increased from.% to.%. The actual balance of debtors over 9 days has decreased in value from k to k, as the overall debtors balance has reduced from,k to,k this has therefore increased the percentage of debtors now reported over 9 days; The Trust has been set an annual agency spend cap of 9,9k by NHS Improvement. The Trust year to date agency spend is,k compared to a ceiling of,9k. Page of

11 Appendix A: ICPR Dashboard September Clinical Quality & Patient Care Our People Operational Resources Productivity Performance Finance & Use of Resources Activity AQI ROSC following Cardiac 999 Establishment Levels are in line with the A&E Operating Plan New Operational Rotas were successfully implemented in the The new online KPI Scorecard for Operational Managers was launched Arrest is above (better than) the forecast. North Division on April. at the end of May and was Hear & Treat Rates are above local threshold (all patients and 9 WTE new Lead Clinicians East and West Division rotas rolled out to the Heads of A&E incidents were.% (better than) AQI local threshold the Utstein Comparator Group). commenced in July and August were implemented on July Operations during June. above contract in September levels. The financial year-end, and were.% higher AQI Re-Contact rates are (predominantly Graduate in line with the A&E Tiverton Urgent Care Centre Further improvements rely on forecast at September than the number of incidents below (better than) the local recruits). A further WTE Lead Operating Plan. continues to report performance increasing the number of remains in line with Trust recorded in September. threshold for incidents closed Clinicians are forecast to start by 999 Sickness levels are better than 9% for the hour A&E Clinicians in the Hubs. financial plans. following treatment at scene November. showing an overall improvement standard and minute triage The YTD position is.% and for incidents closed with ARP response protocols have Support Clinician courses are compared to last year and is metrics. CIP plans remain on target at below contract (.% higher telephone advice. reduced the average number of the end of September. than the equivalent period scheduled during Quarters and below the % target overall, Performance against NHS resources arriving at scene per last year April to September AQI Calls Closed with. The establishment forecast although sickness in the West clinical KPIs have been improving. incident. ). Telephone Advice are above currently shows new Support Division, 999 Clinical Hubs and NHS Call Abandonment rates (better than) the local threshold. Clinicians starting by November. within NHS remains above target and a priority to address. were lower (better) than the % target level. AQI Calls Managed without Conveyance to an Emergency Department is above (worse than) the local threshold but to put this in context SWASFT is currently the best performing ambulance trust in England against this metric. Right Care: Non-Conveyance to ED is below / outturn levels however the Trust continues to report the highest (best) non conveyance rates amongst ambulance trusts in England for the current AQI metrics. AQI STEMI PPCI patients receiving angioplasty within minutes is below (worse than) the local threshold. AQI Stroke patients receiving thrombolysis at hyper-acute centre within minutes is below (worse than) the local threshold. AQI STEMI patients receiving an appropriate care bundle is below the local threshold. AQI Stroke patients (assessed face to face) receiving an appropriate care bundle is below local threshold. AQI Cardiac Arrest Survival to Discharge rate is below local threshold (all patients and the Utstein Comparator Group). Page of Training data will be incorporated into future reports to identify progress against the Trust Training Plans for /. The Training Plan for / has been agreed; the headlines are set out within the A&E Operating Plan and this will be used for monitoring purposes. The forecast for the next few months for 999 call advisors is showing an improving position and the Trust expects to be able to fill current vacancies. There is a lag between recruitment and operational impact however the position improves markedly by the end of November. Appraisals are below the Trust target level of %, but have improved to.% at the end of September. UCS, NHS and Support Departments are identified as outliers compared to A&E Operations and Clinical Hubs, but are showing signs of improvement in recent months. The HR department are running sessions for Managers across the Trust covering Performance and Development, the Career Conversation and Handling Difficult Conversations. The purpose of these sessions is to provide Managers with support and training to help increase appraisal completion rates. Outstanding appraisals are being escalated to Heads of Operations/Departments to prompt completion. Consultation within the East and West Divisions has resulted in some changes to the rota recommendations. The expectation remains that the Divisions make up any performance deficit arising as a result of changing rotas away from the recommendations. Updated modelling and associated reports have been received from ORH based on the revised resourcing and activity levels. These revised reports also incorporate the expected impact resulting from the most recent AQI Guidance for ARP. These reports will be used to inform A&E Operational Plans. The under establishment (in line with forecast) in the North and East Divisions, and higher abstraction levels in the West Division is impacting on the ability to deliver consistent resourcing to meet the new rota schedules on a daily basis. Expected performance is based on a 9% minimum rota fill. Mitigation includes overtime, agency and third party use until vacancies are filled and abstractions are managed back to planned levels. Sickness levels in the 999/ Clinical Hubs and West Division are identified as exceptions. This is a priority area due to the direct impact on available resource hours. On Scene times and Wrap Up time improvements are expected as per the A&E Operating Plan for /. Performance Management reports are produced on a monthly basis to assist local operational managers in benchmarking performance, identifying best practice and identifying individual outliers. Figures for August and September evidence improvements, with the percentage of Handover to Clear (Wrap Up) times over minutes falling to % in September (compared to % in June ). Handover Delays, whilst showing improvements compared to the same period last year, increased to an average of 9 hours per day in September and impact directly on the number of resources available. Improvement plans and trajectories were discussed locally by Operational Managers with each hospital during Q of /. Each STP is inserting a specific target around handover delays over minutes within their plans. This will be closely monitored by the Trust going forward. The Handover SOP was updated on October. Revised AQI documentation to reflect the ARP changes was released in August and further updated in September. The Trust is currently working with CAD suppliers to update all internal and external reports to reflect the revised metrics. The ICPR will be updated to reflect any changes once the new guidance has been implemented (expected at the end of November ). ORH resource modelling has previously identified the challenge to deliver response time targets for Category incidents. Out of Hours Service performance in Dorset for Urgent Treatment Centre Appointments and Home Visits was partially compliant in September. Category performance was below the % target in September. Implementation of the revised rota patterns across all Divisions (and the associated recruitment to fill the revised rotas) is a key enabler required to deliver improvements. AQI Call Abandonment and Time to Answer Call metrics were above local thresholds. Improvements are expected by December. NHS Call Answering performance in September was below 9%. In recent weeks performance has become under pressure due to vacancies in the Call Advisor establishment and increases in sickness abstraction levels. The Trust is currently demobilising the Cornwall contract ahead of the transfer to new providers on December. Capital Expenditure was at % of the YTD plan at the end of September. The variance relates to a slippage in the delivery of HART vehicles and ICT capital expenditure plans. The percentage of Debtors over 9 days increased to.% in September, however the amount of debt over 9 days in September actually reduced to k compared to k at the end of August. The percentage has increased due to a drop in the overall debtors value. Revised rota patterns were introduced into the East and West Divisions at the beginning of July following extensive remodelling of operational resources. The revised rotas introduced across all Divisions are designed to align operational resources to current demand patterns across the South West. The expected performance improvement will not be fully realised until the shifts are filled. There is considerable variation is CCG activity levels. Wiltshire CCG is.% above contract in the first six months of the year. The other three CCGs with activity above plan are Bristol (.%), North Somerset (.%) and Swindon (.9%). At the other end of the scale Dorset CCG is.% below contract and South Gloucestershire CCG is.9% below.

12 Appendix B: Integrated Corporate Performance Report Information Pack September Integrated Corporate Performance Report

13 ARP - Performance Metrics - Category Performance % Number of Category Incidents Requiring a Response Number of Category Incidents Receiving a Response Within Minutes Target/ KPI YTD,9,,9,,,,9,,,9,,,,9 Percentage of Category Incidents Receiving a Response Within Minutes.%.%.% 9.%.%.9% 9.%.9% Category Incidents - % Receving a Response Within Minutes.%.%.%.%.%.%.%.%.%.%.%.% Category Performance % by CCG Year to Date.%, Wiltshire CCG.9%.%, Swindon CCG.%.%, South Gloucestershire CCG.%.%.% 9.%.%.9%,, South Devon & Torbay CCG Somerset CCG North Somerset CCG.%.%.%.% 9.%.9%,, NEW Devon CCG Kernow CCG.9%.%.% Integrated Corporate Performance, Gloucestershire CCG Dorset CCG.%.% Bristol CCG.%.% Bath & North East Somerset CCG.% Number of Category Incidents Percentage of Category Incidents Receiving a Response Within Minutes Target % % % % % % % % % % 9% YTD ARP - Performance Metrics - Category Performance % by CCG Bath & North East Somerset CCG.%.%.%.%.9%.9%.% Bristol CCG.%.% 9.%.%.9%.%.% Dorset CCG.%.%.%.%.%.%.% Gloucestershire CCG.%.%.% 9.%.%.99%.% Kernow CCG.9%.% 9.9%.9%.9%.9%.% NEW Devon CCG.%.%.99%.% 9.9%.%.% North Somerset CCG.%.%.%.%.%.%.% Somerset CCG.%.9%.9%.9%.%.9%.9% South Devon & Torbay CCG.%.%.9% 9.%.%.% 9.% South Gloucestershire CCG.%.% 9.% 9.9%.%.% 9.% Swindon CCG.%.%.9%.%.%.%.% Wiltshire CCG.9%.%.%.%.%.%.% Trust Total.%.% 9.%.%.9% 9.%.9% Integrated Corporate Performance Report

14 ARP - Performance Metrics Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category Response Time - Mean (minutes) Category Response Time - 9th Percentile (minutes) Category (999) Response Time - Mean (minutes) Target/ KPI YTD Category (999) Response Time - 9th Percentile (minutes) % of Healthcare Professionals that receive a response within a agreed time window (,, or hours in length depending on acuity) Category Response Times (minutes) %.%.%.%.%.%.% Category Response Times (minutes) Category Response Times (minutes) Category (999) Response Times (minutes) Integrated Corporate Performance Report

15 Category Number of Category Incidents by CCG Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total YTD 9, 9, 9 9, 9 9, 9 9,9,9 9 9, 9 9,,9,,9,,,,9 Category Mean Response Times by CCG (minutes) Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total YTD Category 9th Percentile Response Times by CCG (minutes) Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG YTD Trust Total Integrated Corporate Performance Report

16 Ambulance Quality Indicators Call Abandonment Rate (% of calls abandoned before answering) Time to Answer Calls - Median (Seconds) Time to Answer Calls - 9th Percentile (Seconds) Time to Answer Calls - 99th Percentile (Seconds) Re-Contact Rate Following Discharge of Care (unplanned re-contact with the ambulance service within hours of discharge of care by clinical telephone advice) Re-Contact Rate Following Discharge of Care (unplanned re-contact with the ambulance service within hours of discharge of care following treatment at scene) Ambulance calls closed with telephone advice or managed without transport to A&E departments (where clinically appropriate) - calls closed with telephone advice Ambulance calls closed with telephone advice or managed without transport to A&E departments (where clinically appropriate) - incidents managed without the need for transport to A&E Target/ KPI YTD.%.9%.%.%.%.9%.%.% 9 9.% 9.%.%.% 9.% 9.9%.99% 9.%.%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% 9.% 9.% 9.% 9.% 9.% 9.9%.%.%.%.% Call Abandonment % Time to Answer Calls (seconds).% Re-Contact Rate within hours Following Discharge of Care by Clinical Telephone Advice % %.%.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Apr- May-.% Jun- Jul-.% Aug- Sep-.% Oct- Nov-.% Dec- Jan-.% Feb- Mar-.%.% Call Abandonment Rate (% of calls abandoned before answering) Local Threshold Median 9th Percentile 99th Percentile Re-Contact Rate Local Threshold.%.%.%.%.% Re-Contact Rate within hours of Discharge of Care Following Treatment at Scene.%.%.%.%.% % of Ambulance Calls Closed with Telephone Advice.%.%.%.%.%.% % of Ambulance Incidents Managed Without the Need for Transport to A&E.%.%.%.%.%.%.%.%.%.%.%.% Re-Contact Rate Local Threshold % Calls Closed with Telephone Advice Local Threshold % Incidents Managed without Conveyance to A&E Local Threshold Integrated Corporate Performance Report

17 Ambulance Quality Indicators - National Benchmarking Call Abandonment Rate (% of calls abandoned before answering) Time to Answer Calls - Median (Seconds) Time to Answer Calls - 9th Percentile (Seconds) Time to Answer Calls - 99th Percentile (Seconds) Re-Contact Rate Following Discharge of Care (unplanned re-contact with the ambulance service within hours of discharge of care by clinical telephone advice) Re-Contact Rate Following Discharge of Care (unplanned re-contact with the ambulance service within hours of discharge of care following treatment at scene) Ambulance calls closed with telephone advice or managed without transport to A&E departments (where clinically appropriate) - calls closed with telephone advice Ambulance calls closed with telephone advice or managed without transport to A&E departments (where clinically appropriate) - incidents managed without the need for transport to A&E Period National Average East Midlands* East of England London North East North West* South Central South East Coast South Western West Midlands Yorkshire Apr- to Aug-.9%.%.9%.%.9%.%.%.%.9%.%.% Jul- n/a Jul- n/a Jul- n/a 9 9 Apr- to Aug-.%.9%.%.%.%.%.%.% 9.9%.9%.% Apr- to Aug-.%.9%.%.%.%.9%.%.%.%.9%.9% Apr- to Aug-.%.% 9.%.%.% 9.%.%.%.9%.% 9.% Apr- to Aug-.9%.%.%.%.%.%.%.% 9.%.%.9% * with effect from August North West and East Midlands Ambulance Service are reporting against revised post ARP metrics and therefore figures against the AQI metrics above are not available from August onwards for these trusts. The figures in the report above for those ambulance trusts no longer reporting against these metrics are presented for the period April to July for information and reference purposes only. Call Abandonment % Yorkshire.% West Midlands.% South Western.9% South East Coast.% South Central.% North West*.% North East.9% London.% East of England.9% East Midlands*.% National Average.9%.%.%.%.%.%.%.%.%.%.% Yorkshire West Midlands South Western South East Coast South Central North West* North East London East of England East Midlands* National Average Time to Answer Call - 9th Percentile (seconds) Yorkshire 9 9.% West Midlands.9%.%.%.%.%.%.% North East.%.%.%.%.%.%.%.%.%.%.%.%.% London.%.%.%.%.%.%.%.%.%.%.%.% East.% of England.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% East Midlands*.9%.%.%.%.%.%.%.%.%.%.%.%.% South Western South East Coast South Central North West* National Average Re-Contact Rate within hours Following Discharge of Care by Clinical Telephone Advice.%.%.% 9.9%.%.%.%.%.%.% Re-Contact Rate within hours Following Discharge of Care Following Treatment at Scene % of Ambulance Calls Closed with Telephone Advice % of Ambulance Incidents Managed Without the Need for Transport to A&E Yorkshire West Midlands South Western South East Coast South Central North West* North East London.9%.9%.%.%.%.%.9%.% Yorkshire West Midlands South Western South East Coast South Central North West* North East London 9.%.%.9%.%.% 9.%.%.% Yorkshire West Midlands South Western South East Coast South Central North West* North East London.9%.%.%.%.%.% 9.%.% East of England.% East of England 9.% East of England.% East Midlands*.9% East Midlands*.% East Midlands*.% National Average.% National Average.% National Average.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

18 Ambulance Clinical Indicators Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (overall) Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (Utstein Comparator Group) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of call Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who receive an appropriate care bundle Outcome from Stroke for Ambulance Patients - % of Face Arm Speech Test (FAST) positive stroke patients (assessed face to face) potentially eligible for stroke thrombolysis, who arrive at a hyperacute stroke centre within minutes of call Outcome from Stroke for Ambulance Patients - % of suspected stroke patients (assessed face to face) who receive an appropriate care bundle Outcome from Cardiac Arrest - Survival to Discharge - overall survival rate Outcome from Cardiac Arrest - Survival to Discharge - Utstein Comparator Group survival rate Target/ KPI Rolling Months Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- May-.%.%.%.%.9%.9%.99%.%.%.9%.%.%.%.%.%.%.%.%.%.% 9.%.%.%.9%.%.%.%.9%.%.%.%.%.%.%.%.%.%.9%.% 9.%.%.% 9.%.%.%.9%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.%.%.%.%.%.%.% 9.%.%.9% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.%.%.%.%.%.%.%.99% 9.%.%.% 9.%.9%.%.%.%.%.9%.% 9.%.%.%.%.%.% 9.%.%.%.%.%.%.%.%.%.%.% Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital.%.%.%.%.%.%.%.% Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital (Utstein Comparator Group) 9.% 9.%.%.%.%.%.%.%.%.% Outcome from Acute STEMI - % of Patients Suffering a STEMI who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of the call 9.% 9.%.%.%.%.%.%.%.%.% Outcome from Acute STEMI - % of Patients Suffering a STEMI who Receive an Appropriate Care Bundle No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold Outcome from Stroke - % of FAST Positive Stroke Patients, potentially eligible for Thrombolysis, who arrive at Hyperacute Stroke Centre within minutes.% Outcome from Stroke - % of Suspected Stroke Patients who Receive an Appropriate Care Bundle,.% Outcome from Cardiac Arrest - Surival to Discarge Rate (Overall).% Outcome from Cardiac Arrest - Surival to Discarge Rate (Utstein Comparator Group).%.%.%.%.%.%.%.% 9.% 9.%.%.%.%.%.%, 9 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold Integrated Corporate Performance Report

19 Ambulance Clinical Indicators - National Benchmarking Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (overall) Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (Utstein Comparator Group) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of call Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients suffering a STEMI and who receive an appropriate care bundle Outcome from Stroke for Ambulance Patients - % of Face Arm Speech Test (FAST) positive stroke patients (assessed face to face) potentially eligible for stroke thrombolysis, who arrive at a hyperacute stroke centre within minutes of call Outcome from Stroke for Ambulance Patients - % of suspected stroke patients (assessed face to face) who receive an appropriate care bundle Outcome from Cardiac Arrest - Survival to Discharge - overall survival rate Outcome from Cardiac Arrest - Survival to Discharge - Utstein Comparator Group survival rate Period National Average East Midlands East of England London North East North West South Central South East Coast South Western West Midlands Yorkshire Apr- to May- 9.%.9% 9.%.9%.%.9%.%.%.%.99% 9.% Apr- to May-.%.%.%.%.%.%.9% 9.9%.%.%.% Apr- to May-.% 9.% 9.% 9.%.9%.% 9.9% 9.%.%.9%.% Apr- to May-.%.9% 9.%.% 9.9%.%.%.%.% 9.%.% Apr- to May-.9%.%.%.% 9.% 9.%.99%.% 9.%.%.9% Apr- to May- 9.9% 9.% 99.% 9.9% 9.% 99.% 9.% 9.% 9.% 9.% 9.% Apr- to May-.% 9.%.% 9.%.%.%.%.9%.%.%.% Apr- to May-.%.%.%.%.%.%.%.%.%.%.% Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital Outcome from Cardiac Arrest - Return of Spontaneous Circulation at Time of Arrival at Hospital (Utstein Comparator Group) Outcome from Acute STEMI - % of Patients Suffering a STEMI who, following a direct transfer to a PPCI centre, primary angioplasty commences within minutes of the call Outcome from Acute STEMI - % of Patients Suffering a STEMI who Receive an Appropriate Care Bundle Yorkshire West Midlands South Western South East Coast South Central North West 9.%.99%.%.%.%.9% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.9%.% 9.9%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.9%.% 9.% 9.9%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.% 9.%.%.% North East.% North East.% North East.9% North East 9.9% London.9% London.% London 9.% London.% East of England 9.% East of England.% East of England 9.% East of England 9.% East Midlands.9% East Midlands.% East Midlands 9.% East Midlands.9% National Average 9.% National Average.% National Average.% National Average.% % % % % % % % % % % % % % % % % % % % % % 9% % % % % % 9% % Outcome from Stroke - % of FAST Positive Stroke Patients, potentially eligible for Thrombolysis, who arrive at Hyperacute Stroke Centre within minutes Outcome from Stroke - % of Suspected Stroke Patients who Receive an Appropriate Care Bundle Outcome from Cardiac Arrest - Surival to Discarge Rate (Overall) Outcome from Cardiac Arrest - Surival to Discarge Rate (Utstein Comparator Group) Yorkshire West Midlands South Western South East Coast South Central.9%.% 9.%.%.99% Yorkshire West Midlands South Western South East Coast South Central 9.% 9.% 9.% 9.% 9.% Yorkshire West Midlands South Western South East Coast South Central.%.9%.%.%.% Yorkshire West Midlands South Western South East Coast South Central.%.%.%.%.% North West 9.% North West 99.% North West.% North West.% North East 9.% North East 9.% North East.% North East.% London.% London 9.9% London 9.% London.% East of England.% East of England 99.% East of England.% East of England.% East Midlands.% East Midlands 9.% East Midlands 9.% East Midlands.% National Average.9% National Average 9.9% National Average.% National Average.% % % % % % % % % % % % % % 9% 9% % % % % % % % % % % % % % % % % % % Integrated Corporate Performance Report

20 // // // // // // 9// // // // // /9/ /9/ // 9// // // // // // // // // // // // // // // // // // // // // // // /9/ 9/9/ // // // // // // // 9// // // // // // // // // // 9// // // // // // // /9/ /9/ YTD A&E Incident Numbers Actual A&E Incident Numbers / Actual A&E Incident Numbers / Actual A&E Incident Numbers / Variance / vs / Contract A&E Incident Numbers / Variance Actual vs Contract /, A&E Incident Numbers 9,,9,,9,9,,,,9 9,,9,9,,,,99,,,,,,9,,,9,9,,,9,9,,,.%.%.%.% -.% -.%.%,,,, 9,,,,,, 9,,, -.% -.% -.9% -.% -.9% -.%.% Ambulance Incidents by CCG Year to Date,,,, Wiltshire CCG, Swindon CCG %, % South Gloucestershire CCG, % Bath & North East Somerset CCG,9 % Bristol CCG 9, 9%,, South Devon & Torbay CCG,9 % Dorset CCG, %, Actual A&E Incident Numbers / Actual A&E Incident Numbers / Somerset CCG, % Actual A&E Incident Numbers / Contract A&E Incident Numbers /, All Ambulance Incidents per Week North Somerset CCG,9 % Gloucestershire CCG, % 9, 9,,, NEW Devon CCG, % Kernow CCG,9 %,,,,,, Integrated Corporate Performance Report 9

21 YTD A&E Incident Numbers Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Unknown CCG Trust Total A&E Incident Numbers % Variance / vs / Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total A&E Incident Numbers % Variance Actual vs Contract / Bath & North East Somerset CCG Bristol CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG North Somerset CCG Somerset CCG South Devon & Torbay CCG South Gloucestershire CCG Swindon CCG Wiltshire CCG Trust Total,9,,9,,99,99, 9,,9,,,,,,,,9,99,,9,,,,,,,,,9,,,,,9,,,,9,,,,,9,,9,9,,,,,,,,,,,9,9,,9,,,,,,99,9,9,9,,,,,,,,,,,,9,,,, 9 9 9,,,9,9,,,.%.% -.%.% -.% -.%.9%.%.%.%.%.%.% 9.% -.% -.% -.%.% -.% -.%.% -.% -.%.%.% -.% -.9%.%.%.9% -.%.% -.% -.9%.%.9%.%.% -.% -.%.%.9%.%.%.%.% -.%.9%.% -.9% -.% -.%.9% -.%.%.%.%.% -.%.%.%.%.% -.% -.%.% -.% -.%.% -.%.% -.9%.% -.%.%.%.%.%.9%.%.%.%.9% 9.%.%.%.%.% -.% -.%.% -.%.9% -.% -.% -.% -.9%.%.%.% -.%.% -.% -.9%.% -.% -.% -.% -.% -.% -.% -.% -.9% -.9% -.% -.% -.9% -.% -.% -.% -.% -.9% -.% -.9% -.% -.% -.9% -.% -.% -.9% -.% -.%.%.%.9%.9%.9% -.%.% -.% -.% -.% -.% -.% -.% -.%.% -.% -.9% -.% -.% -.% -.%.% -.9% -.% -.% -.% -.%.% -.%.9% -.%.% -.%.% -.% 9.%.%.%.%.%.%.%.% -.% -.% -.9% -.% -.9% -.%.% Integrated Corporate Performance Report

22 A&E Incident Outcomes Hear & Treat % See & Treat % See & Convey Non ED % See & Convey ED % % of Incidents Resolved Without Any Conveyance (Non Conveyance) % of Incidents Resolved Without Conveyance to ED (Non Conveyance to ED) Source of A&E Incidents Public Incidents HCP Incidents NHS Incidents Total Category of Incidents Category Category R Category T Category R Category T Category H Category T (999) Category T (HCP) Other Total Target/ KPI YTD.9%.%.%.%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.%.%.%.9%.9%.%.%.%.%.%.%.9%.%.% YTD,,,,,9,,, 9,, 9, 9, 9,9 9,9 9,,,,,,,,,,9,9,,, YTD,,9,9,9,,,,9,9,,,,,9,,,,,,9, 9,,,99,,,9,9,,,,9,,,,9,,,,,,,,9,,,99,9,,,,,9,,, 9,9,9,,,,,,9,9,,, A&E Incident Outcomes (YTD) See & Convey ED % % Hear & Treat % % See & Treat % % Source of A&E Incidents (YTD) HCP Incidents % NHS Incidents % Public Incidents % Category of A&E Incidents (YTD) Category T (999) % Category H % Category T % Category T (HCP) Other % % Category % Category R % Category T % See & Convey Non ED % % Integrated Corporate Performance Report Category R %

23 Handover Delays Total Number of Handovers Recorded at Acute Hospitals / Total Number of Handovers in Excess of Minutes / % of Handovers in Excess of Minutes / Total Operational Resources Hours Lost to Handover Delays in Excess of Minutes / Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / Total Number of Handovers Reported at Acute Hospitals / Total Number of Handovers in Excess of Minutes / % of Handovers in Excess of Minutes / Total Operational Resources Hours Lost to Handover Delays in Excess of Minutes / Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / YTD,,9,,,,9,,, 9,,,,9,,9,,9,,,9,,,,9,, 9.%.%.%.% 9.9% 9.%.%.%.%.%.%.%.% : 9: :9 : : : : : : : 9: : : 9: 9: : : 9:9 : :9 : : 9: 9: : :,9,,,,9,, 9,,,,,9,,.9%.%.% 9.%.9%.%.% 9: : : : : : 9: : : 9: : : : :9 Handover to Clear Delays Total Number of Handover to Clear Times Recorded at Acute Hospitals Total Number of Handover to Clears in Excess of Minutes % of Handover to Clear Times in Excess of Minutes Total Operational Resources Hours Lost to Handover to Clear Delays in Excess of Minutes Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day,,,,,,,,,,,,,9,9.%.%.%.9%.% 9.%.% 9: : : 9: : 9: 9: : 9: 9: 9: : : : : Average Daily Operational Time Lost to Handover Delays at Hospitals in Excess of Minutes : Average Daily Operational Time Lost to Handover to Clear Delays at Hospitals in Excess of Minutes 9: 9: : : : : : : : : : : : : : : : : Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day / Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day Integrated Corporate Performance Report

24 Number of Handovers by Acute Hospital Bristol Royal Infirmary Cheltenham General Hospital Derriford Hospital Dorset County Hospital Gloucester Royal Hospital Great Western Hospital Musgrove Park Hospital North Devon District Hospital Poole Hospital Royal Bournemouth Hospital Royal Cornwall Hospital Royal Devon & Exeter Hospital Royal United Hospital Bath Salisbury District Hospital Southmead Hospital Torbay Hospital Weston General Hospital Yeovil District Hospital Total All Hospitals YTD,,,,,9,9,, 9 9 9, 9 9 9,,,,,9,,,9,,,,9,,9,9,,9,,,,9,9,,,,,,,9,,,,9,,,,,,,9,,,,,9,9,9,,,,,9,,,9,9 9,,,,,,,,,,,9,,,,,,,,9,,,,,,,,,,9,,9,,9,,,,,,,,,,9,9,,9,, 9,9,,,9,,,,9,,,,9,, Average Handover Time per Incident (Mins:Sec) Bristol Royal Infirmary Cheltenham General Hospital Derriford Hospital Dorset County Hospital Gloucester Royal Hospital Great Western Hospital Musgrove Park Hospital North Devon District Hospital Poole Hospital Royal Bournemouth Hospital Royal Cornwall Hospital Royal Devon & Exeter Hospital Royal United Hospital Bath Salisbury District Hospital Southmead Hospital Torbay Hospital Weston General Hospital Yeovil District Hospital Total All Hospitals YTD : : : : : : : : : : : : : : : : : : : : : : : : :9 : : : :9 : : : : : : : : : : : : :9 : :9 : : : : : : : : :9 : : : : : : : : : : : : : 9: 9: : : : : : : : : : : : : : : : :9 : : : : : : :9 : : : : : : : : :9 : : : : : : : : : : : :9 :9 : : : :9 : : : : :9 : : : : : : : : :9 : : Integrated Corporate Performance Report

25 YTD Operational Resource Hours Lost to Handover Delays in Excess of Minutes (Hours:Mins) Bristol Royal Infirmary : : : : : : : Cheltenham General Hospital : :9 : : :9 : : Derriford Hospital : : : : : : : Dorset County Hospital :9 : : : : : 9: Gloucester Royal Hospital : : : : : : : Great Western Hospital : : 99: : : : : Musgrove Park Hospital 9: : : : : : : North Devon District Hospital : 9: : : : 9:9 :9 Poole Hospital : : : : : : : Royal Bournemouth Hospital 9: : : 9: 9:9 : : Royal Cornwall Hospital 9: 9:9 : : 9: : :9 Royal Devon & Exeter Hospital : : 9: : 9: : : Royal United Hospital Bath : : 9: : : : : Salisbury District Hospital : : 9: : : : : Southmead Hospital : : :9 9: : : : Torbay Hospital : : 9: : : : : Weston General Hospital :9 : : :9 : : : Yeovil District Hospital : : : : : :9 : Total All Hospitals 9: : : : : : 9: Other Performance Metrics Target/ KPI YTD Vehicle deep cleaning compliance with schedule (A&E) Information Governance Toolkit Compliance 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% RAG Rating Green Green Green Green Green Green Green.% 9.% 9.%.%.% Vehicle Deep Clean Compliance (A&E Vehicles) 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.%.%.% 9.% 9.% 9.% 9.% 9.% 9.%.% Other Metrics to be developed and included in future reports (when available): Infection Prevention and Control Metrics (Quarterly) Training Compliance (Annual Development Day and Training Workbook completion compared to plan) Integrated Corporate Performance Report

26 Out of Hours Patient Contacts Dorset Out of Hours Patient Contacts - Actual / Target/ KPI YTD,,,,,9,, Gloucestershire Out of Hours Patient Contacts - Actual / 9,9,,9 Gloucestershire Out of Hours Patient Contacts - Contract / 9,9 9,,9 Percentage Actual vs Contract - Gloucestershire Out of Hours Patient Contacts -.% 9.% -.% Dorset Out of Hours Patient Contacts Gloucestershire Out of Hours Patient Contracts,,,,, 9,, 9,,,, Integrated Corporate Performance Report, Actual / Actual / Contract / Note - The Out of Hours contract for Gloucestershire was transferred to new Providers with effect from the beginning of June Integrated Corporate Performance Report

27 Out of Hours - Home Visits - Urgent Completed within Hours Dorset - % of Urgent Home Visits Completed within Hours - / Dorset - Number of Urgent Home Visits / Dorset - % of Urgent Home Visits Completed within Hours - / Gloucestershire - % of Urgent Home Visits Completed within Hours - / Gloucestershire - Number of Urgent Home Visits / Target/ KPI YTD 9.% 9.9% 9.% 9.% 9.% 9.9% 9.% 9.9% 9.% 9.% 9.% 9.% 9.9% 9.%, 9.% 9.% 9.%.% 9.% 9.%.% 9.% 9.%.%.%.% 9.%.% 9.%.%.%.9%.% 9.%.% 9.% Gloucestershire - % of Urgent Home Visits Completed within Hours - / 9.% 9.% 9.%.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% Dorset Out of Hours - Urgent Home Visits Completed in Hours.% Gloucestershire Out of Hours - Urgent Home Visits Completed in Hours 9.% 9.%.%.%.%.%.%.%.%.%.%.% Gloucestershire - Number of Urgent Home Visits / % Completed in Hours / Dorset - Number of Urgent Home Visits / % Completed in Hours / % Completed in Hours / Target % Completed in Hours / Target Out of Hours - Home Visits - Less Urgent Completed within Hours Dorset - % of Less Urgent Home Visits Completed within Hours - / Dorset - Number of Less Urgent Home Visits / Dorset - % of Less Urgent Home Visits Completed within Hours - / Gloucestershire - % of Less Urgent Home Visits Completed within Hours - / Gloucestershire - Number of Less Urgent Home Visits / Target/ KPI YTD 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 99.%,,, % 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.%.9% 9.% 9.% 9.%.% 9.% 9.%.% 9.%.%.9%.% 9.% 9 9 Gloucestershire - % of Less Urgent Home Visits Completed within Hours - / 9.%.9%.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.%.%.%.%.%.% Dorset Out of Hours - Less Urgent Home Visits Completed in Hours,,,.% 9.%.%.%.%.%.% Gloucestershire Out of Hours - Less Urgent Home Visits Completed in Hours Dorset - Number of Less Urgent Home Visits / % Completed in Hours / % Completed in Hours / Target Gloucestershire - Number of Less Urgent Home Visits / % Completed in Hours / % Completed in Hours / Target Integrated Corporate Performance Report

28 Out of Hours - Treatment Centres - Urgent Completed within Hours Dorset - % of Urgent Treatment Centre Completed within Hours - / Dorset - Number of Urgent Treatment Cente Appointments / Dorset - % of Urgent Treatment Centre Completed within Hours - / Gloucestershire - % of Urgent Treatment Centre Completed within Hours - / Gloucestershire - Number of Treatment Centre Appontments / Target/ KPI YTD 9.% 9.%.9%.%.% 9.%.%.% 9.% 9.% 9.% 9.% 9.% 9.%, 9 9.% 9.% 9.% 9.% 9.%.%.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.%.% 9.% 9.% 9.%,9 Gloucestershire - % of Urgent Treatment Centre Completed within Hours - / 9.% 9.9% 9.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.%.%.%.%.%.% Dorset Out of Hours - Urgent Treatment Centre Appointments Completed in Hours.% 9.%.%.%.%.%.% Gloucestershire Out of Hours - Urgent Treatment Centre Appointments Completed in Hours 9 Dorset - Number of Urgent Treatment Cente Appointments / % Completed in Hours / % Completed in Hours / Target Gloucestershire - Number of Treatment Centre Appontments / % Completed in Hours / % Completed in Hours / Target Out of Hours - Treatment Centres - Less Urgent Completed within Hours Dorset - % of Less Urgent Treatment Centre Completed within Hours - / Dorset - Number of Less Urgent Treatment Centre Appointments / Dorset - % of Less Urgent Treatment Centre Completed within Hours - / Gloucestershire - % of Less Urgent Treatment Centre Completed within Hours - / Gloucestershire - Number of Less Urgent Treatment Centre Appointments / Target/ KPI YTD 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9%,,9,9,9,9,,9 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.%,9,,9 Gloucestershire - % of Less Urgent Treatment Centre Completed within Hours - / 9.% 9.9% 9.9% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.%.%.%.%.%.% Dorset Out of Hours - Less Urgent Treatment Centre Appointments Completed in Hours,,,,,,,.% 9.%.%.%.%.%.% Gloucestershire Out of Hours - Less Urgent Treatment Centre Appointments Completed in Hours,,,, Dorset - Number of Less Urgent Treatment Centre Appointments / % Completed in Hours / % Completed in Hours / Target Gloucestershire - Number of Less Urgent Treatment Centre Appointments / % Completed in Hours / % Completed in Hours / Target Integrated Corporate Performance Report

29 Out of Hours Contract Quality Requirements - Dorset Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Percentage of Out of Hours consultation details sent to the practice where QR 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% the patient is registered by : the next working day Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs Providers must regularly audit a random sample of patient contacts (audit QR should provide sufficient data to review the clinical performance of each Compliance individual working within the service) Providers must regularly audit a random sample of patients' experiences of QR Compliance the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure Providers must demonstrate their ability to match their capacity to meet QR Compliance predictable fluctuations in demand for their contracted service All immediately life threatening conditions (walk in patients) to be passed to QR 9.% n/a n/a n/a n/a n/a n/a n/a the ambulance service within minutes of face to face presentation Definitive Clinical Assessment for Urgent adult cases presenting at QRa 9.% n/a n/a n/a n/a n/a n/a n/a treatment location to start within minutes of arrival in the treatment centre Definitive Clinical Assessmnet for children who are ill and have an urgent QRa 9.% n/a n/a n/a n/a n/a n/a n/a Out of Hours to start within minutes of arrival in the treatment centre Definitive Clinical Assessment for Less Urgent cases presenting at QRb 9.% n/a n/a n/a n/a n/a n/a n/a treatment location to start within minutes of arrival in the treatment centre QRd At the end of an assessment, the patient must be clear of the outcome Compliance QR Providers must ensure that patients are treated by the clinician best equipped to meet their needs in the most appropriate location Compliance QR Emergency Consultations (presenting at base) started within hour 9.% n/a n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) QR Urgent Consultations (presenting at base) started within hours 9.% 9.% 9.% 9.% 9.%.%.9% 9.% QR Less Urgent Consultations (presenting at base) started within hours 9.% 9.9% 9.% 9.% 9.% 9.% 9.% 9.% QR Emergency Consultations (home visits) started within hour 9.% n/a n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) n/a ( cases) QR Urgent Consultations (home visits) started within hours 9.% 9.% 9.%.% 9.% 9.%.% 9.% QR Less Urgent Consultations (home visits) started within hours 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% Patients unable to communicate effectively in English will be provided with QR an interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or Compliance impaired sight Integrated Corporate Performance Report

30 Out of Hours Contract Quality Requirements - Gloucestershire Target/ KPI Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Percentage of Out of Hours consultation details sent to the practice where QR 9.% 99.% 99.% 99.% the patient is registered by : the next working day Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs Providers must regularly audit a random sample of patient contacts (audit QR should provide sufficient data to review the clinical performance of each Compliance individual working within the service) Providers must regularly audit a random sample of patients' experiences of QR Compliance the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure Providers must demonstrate their ability to match their capacity to meet QR Compliance predictable fluctuations in demand for their contracted service All immediately life threatening conditions (walk in patients) to be passed to QR 9.% n/a n/a n/a the ambulance service within minutes of face to face presentation Definitive Clinical Assessment for Urgent adult cases presenting at QRa 9.%.%.%.% treatment location to start within minutes of arrival in the treatment centre Definitive Clinical Assessmnet for children who are ill and have an urgent QRa 9.%.9%.%.% Out of Hours to start within minutes of arrival in the treatment centre Definitive Clinical Assessment for Less Urgent cases presenting at QRb 9.% n/a n/a n/a treatment location to start within minutes of arrival in the treatment centre YTD QRd At the end of an assessment, the patient must be clear of the outcome Compliance QR Providers must ensure that patients are treated by the clinician best equipped to meet their needs in the most appropriate location Compliance QR Emergency Consultations (presenting at base) started within hour 9.% 9.%.% ( cases).% (9 cases) QR Urgent Consultations (presenting at base) started within hours 9.% 9.9% 9.% 9.% QR Less Urgent Consultations (presenting at base) started within hours 9.% 9.9% 9.9% 9.% QR Emergency Consultations (home visits) started within hour 9.%.%.% ( cases).% ( case) QR Urgent Consultations (home visits) started within hours 9.% 9.% 9.%.% QR Less Urgent Consultations (home visits) started within hours 9.%.9%.% 9.% Patients unable to communicate effectively in English will be provided with QR an interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or Compliance impaired sight Integrated Corporate Performance Report 9

31 NHS Calls Offered NHS - Cornwall Calls Offered - Actual / NHS - Cornwall Calls Offered - Actual / NHS - Cornwall Calls Offered - Contract / Percentage of Calls Offered - NHS Cornwall Actual vs Contract NHS - Dorset Calls Offered - Actual / NHS - Dorset Calls Offered - Actual / NHS - Dorset Calls Offered - Contract / Percentage of Calls Offered - NHS Dorset Actual vs Contract Target/ KPI YTD 9,9,9,,,,,,9,9,9,,,,,,,,,, 9,9,,,,,,9,,,,,99, -.% -.% -.% -.9% -9.% -.9% -.%,9,,9,9,,,,,9,9,,9 9,,,9,, 9,9 9,,,9,,,,9,,9,,9,9, 9,99, -.% -.% -.% -.% -.% -.% -.% NHS Cornwall Calls Offered NHS Dorset Calls Offered,,,,,,,,,, Integrated Corporate Performance, Actual / Actual / Contract / Actual / Actual / Contract / NHS Call Answering in Seconds NHS - Cornwall - Percentage of Calls Answered in Seconds / NHS - Cornwall - Percentage of Calls Answered in Seconds / NHS - Dorset - Percentage of Calls Answered in Seconds / Target/ KPI YTD 9.%.%.%.%.%.9%.% 9.%.%.%.%.%.%.% 9.%.%.%.%.%.%.%.% 9.%.% 9.%.%.%.%.9%.%.%.%.9%.9%.% 9.% NHS - Dorset - Percentage of Calls Answered in Seconds / 9.%.%.9%.%.%.% 9.%.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.% 9.%.%.%.%.%.%.%.%.% NHS Cornwall - % of Calls Answered in Seconds.% 9.% 9.%.%.%.%.%.%.%.%.% NHS Dorset - % of Calls Answered in Seconds % Answered in Seconds / % Answered in Seconds / Target Call Answering Performance % % Answered in Seconds / % Answered in Seconds / Target Call Answering Performance % Integrated Corporate Performance Report

32 NHS Contract Quality Requirements - Cornwall Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Providers must send details of all consultations (including appropriate clinical QR information) to the practice where the patient is registered by. a.m. the 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% next working day. Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs QR Providers must regularly audit a random sample of patient contacts (audit should provide sufficient data to review the clinical performance of each individual working within the service) Compliance Providers must regularly audit a random sample of patients' experiences of QR.%.9%.%.%.%.%.%.9% the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure QR Providers must demonstrate their ability to match their capacity to meet predictable fluctuations in demand for their contracted service Compliance QRa No more than % of calls abandoned before being answered.%.%.%.%.%.%.%.% Calls to be answered within seconds of the end of the introductory QRb 9.%.%.%.%.%.%.%.% message All immediately life threatening conditions to be passed to the ambulance QR9a 9.% 9.%.%.%.%.%.% service within minutes 9.% QR9b Patient callbacks must be achieved within minutes 9.% 9.%.9%.%.%.% 9.%.% Patients unable to communicate effectively in English will be provided with an QR interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or impaired 9.%.%.%.%.%.%.%.% sight Providers must demonstrate the online completion of the annual assessment QR of the Information Governance Toolkit at level or above and that this is Compliance audited on an annual basis by Internal Auditors using the national framework Providers must demonstrate that they are complying with the Department of QR Health Information Governance SUI Guidance on reporting of Information Compliance Governance incidents appropriately. Integrated Corporate Performance Report

33 NHS Contract Quality Requirements - Dorset Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance with the Quality Requirements Providers must send details of all consultations (including appropriate clinical QR information) to the practice where the patient is registered by. a.m. the 9.% 9.9% 9.% 9.% 9.% 9.% 9.9% 9.% next working day. Providers must have systems in place to support and encourage the regular QR exchange of information between all those who may be providing care to Compliance patients with predefined needs QR Providers must regularly audit a random sample of patient contacts (audit should provide sufficient data to review the clinical performance of each individual working within the service) Compliance Providers must regularly audit a random sample of patients' experiences of QR.%.%.%.%.%.%.%.% the service Providers must operate a complaints procedure that is consistent with the QR Compliance principles of the NHS complaints procedure QR Providers must demonstrate their ability to match their capacity to meet predictable fluctuations in demand for their contracted service Compliance QRa No more than % of calls abandoned before being answered.%.%.%.9%.%.9%.%.% Calls to be answered within seconds of the end of the introductory QRb 9.%.%.9%.%.%.% 9.%.% message All immediately life threatening conditions to be passed to the ambulance QR9a 9.% 9.9% 9.% 9.%.%.%.%.% service within minutes QR9b Patient callbacks must be achieved within minutes 9.%.9%.9%.%.%.9%.%.9% Patients unable to communicate effectively in English will be provided with an QR interpretation service within minutes of initial contact. Providers must also make appropriate provision for patients with impaired hearing or impaired 9.% 99.%.%.%.%.% 9.%.% sight Providers must demonstrate the online completion of the annual assessment QR of the Information Governance Toolkit at level or above and that this is Compliance audited on an annual basis by Internal Auditors using the national framework Providers must demonstrate that they are complying with the Department of QR Health Information Governance SUI Guidance on reporting of Information Compliance Governance incidents appropriately. Integrated Corporate Performance Report

34 NHS Sitrep Benchmarking NHS KPI Benchmarking - Weekly Sitrep Data - Call Answering Percentage of Calls Answered in Seconds - National Average Percentage of Calls Answered in Seconds - Cornwall Percentage of Calls Answered in Seconds - Dorset Percentage of Calls Answered in Seconds - National Highest Percentage of Calls Answered in Seconds - National Lowest NHS KPI Benchmarking - Weekly Sitrep Data - Call Abandonment Percentage of Calls Abandoned - National Average Percentage of Calls Abandoned - Cornwall Percentage of Calls Abandoned - Dorset Percentage of Calls Abandoned - National Highest Percentage of Calls Abandoned - National Lowest Week Commencing Target -Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- 9.%.% 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 9.%.%.%.% 9.%.%.9%.9% 9.%.% 9.%.%.% 9.%.%.%.%.% 9.%.9% 9.%.% 9.%.9% 9.%.% 9.9% 9.%.%.99%.%.% 9.% 9.% 99.% 9.% 9.% 99.% 9.9% 9.% 9.9% 99.% 9.% 99.% 9.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.9%.%.%.%.%.%.%.9%.%.%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.9%.%.%.9%.%.%.%.%.%.%.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.% % Weekly National NHS Sitrep - % Calls Answered in Seconds % Weekly National NHS Sitrep - % Calls Abandoned 9% % % % % % % % % % % -Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- NHS KPI Benchmarking - Weekly Sitrep Data - % of Calls Answered or Dealt with by a Clinician Percentage of Call Backs Offered - National Average Percentage of Call Backs Offered - Cornwall Percentage of Call Backs Offered - Dorset Percentage of Call Backs Offered - National Highest Percentage of Call Backs Offered - National Lowest NHS KPI Benchmarking - Weekly Sitrep Data - Call Backs in Minutes Percentage of Call Backs in Minutes - National Average Percentage of Call Backs in Minutes - Cornwall Percentage of Call Backs in Minutes - Dorset Percentage of Call Backs in Minutes - National Highest Percentage of Call Backs in Minutes - National Lowest % % % % % % % % % National Average Cornwall Dorset Highest Lowest Weekly National NHS Sitrep - % of Calls Answered or Dealt with by a Clinician -Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- National Average Cornwall Dorset Highest Lowest % -Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- National Average Cornwall Dorset Highest Lowest.9%.%.%.%.%.%.9%.%.%.%.%.9%.9%.%.9%.9%.%.9%.%.%.%.%.%.9%.9%.%.9%.% 9.9%.%.% 9.%.9%.%.%.%.%.%.%.9%.%.9%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.% 9.9%.%.%.9%.%.%.% 9.%.%.%.%.%.%.%.9%.%.%.%.%.%.% 9.%.9%.%.9%.% 9.%.% 9.%.% 9.% 9.%.%.%.9% 9.%.%.%.%.%.%.9%.%.9%.% 9.9%.%.9%.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.% 9.%.%.%.%.%.%.9%.%.9% 9.% 9.%.%.%.9% 9% % % % % % % % % % Weekly National NHS Sitrep - % of Call Backs in Minutes -Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- National Average Cornwall Dorset Highest Lowest Integrated Corporate Performance Report

35 Tiverton Urgent Care Centre Tiverton Urgent Care Centre Activity - Actual / Tiverton Urgent Care Centre Activity - Actual / Tiverton Urgent Care Centre Activity - Contract Baseline / Percentage Actual vs Contract - Tiverton Urgent Care Centre Activity Target/ KPI YTD,,,,,,,,9,,,,,9,9,,,,,,,,,,,9,9,,,,,,, -.% -.%.9% -.%.% -.% -.%,,,, Tiverton Urgent Care Centre Activity,,,,,, Actual / Actual / Contract / Integrated Corporate Performance Report Tiverton Urgent Care Centre Tiverton UCC - Number of Cases / Tiverton UCC - Number of Patients Seen within Hours / Tiverton UCC - % of Patients Seen within Hours / Tiverton UCC - Number of Cases / Tiverton UCC - Number of Patients Triaged within Minutes / Target/ KPI YTD,,,,,,,,,,,,9,, 9.% 99.9% 99.% 99.9% 99.% 99.% 99.% 99.%,,,,,,,,9,9,9,,,, Tiverton UCC - % of Patients Triaged within Minutes / 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% Tiverton Urgent Care Centre - % of Patients Seen Within Hours /,.% Tiverton Urgent Care Centre - % of Patients Seen Within Hours /, 9.%, 9.%, 9.%.%.%.%.%, 9.%.%.%.%.%,.%.%.%.% Tiverton UCC - Number of Cases / Tiverton UCC - % of Patients Seen within Hours / Target Tiverton UCC - Number of Cases / Tiverton UCC - % of Patients Triaged within Minutes / Target Integrated Corporate Performance Report

36 Staff Metrics - Establishment and Staff Turnover Trust Summary- Staff Metrics Trust Total Establishment Support Services Establishment,,,,, Integrated Corporate Performance Report,, Trust Total Establishment - Funded WTE Trust Total Establishment - Actual WTE Support Services - Funded WTE Support Services - Actual WTE Trust Total Establishment - Actual WTE,.,.,.,.,.,.9 Trust Total Establishment - Funded WTE,.9,.,99.,.,99.,. Variance Vacancy % -.% -.% -.% -.% -.% -.% Support Services - Actual WTE Support Services - Funded WTE Variance Vacancy %.9%.%.%.%.%.%.% Trust - Staff Turnover (exc Redundancies).%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.% Turnover % (excl redundancies) Trust Total Staff Turnover Turnover % (excl redundancies).%.%.%.%.%.9% Integrated Corporate Performance Report

37 A&E Operations Establishment A&E Operations - Lead Clinician Establishment A&E Operations - Support Clinician Establishment,9.,.,.,.,.,. 9.,.,..,..,.,..,.. Lead Clinician - Funded WTE Lead Clinician - Actual WTE Support Clinician - Funded WTE Support Clinician - Actual WTE Lead Clinician - Actual WTE,.,.9,9.,9.,.,. Lead Clinician - Funded WTE,.,.,.,.,.,. Variance Vacancy % -.9% -.% -.% -.% -.% -.% Support Clinician - Actual WTE Support Clinician - Funded WTE,9.,9., Variance Vacancy % -.% -.% -.% -.% -.% -.% Total A&E Operations Establishment - Actual WTE,.9,.,.,.,.,99. Total A&E Operations Establishment - Funded WTE,.,.,.,.,.,. Variance Vacancy % -.% -.% -.% -.% -.% -.% A&E Operations - Lead Clinician Turnover A&E Operations - Support Clinician Turnover.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% 9.%.% 9.% 9.%.9%.9%.%.%.%.%.%.%.%.%.%.% Turnover % (Lead Clinician) Turnover % (Support Clinician) A&E Operations - Turnover Turnover % (excl redundancies).% 9.% 9.9%.%.%.% Turnover % (Lead Clinician).%.%.%.%.%.% Turnover % (Support Clinician) 9.%.% 9.% 9.%.9%.9% Integrated Corporate Performance Report

38 A&E Clinical Hub Establishment A&E Clinical Hub - Clinician Establishment A&E Clinical Hub - Total Establishment Clinician - Funded WTE Clinician- Actual WTE Total A&E Clinical Hub Establishment - Funded WTE Total A&E Clinical Hub Establishment - Actual WTE Clinician- Actual WTE Clinician - Funded WTE Variance Vacancy % -.% -.9% -9.% -.% -.% -.% Total A&E Clinical Hub Establishment - Actual WTE Total A&E Clinical Hub Establishment - Funded WTE Total Variance Vacancy % -.% -.% -.% -.% -.% -.9% A&E Clinical Hub - Staff Turnover (exc Redundancies).%.%.%.%.%.%.%.%.%.%.%.%.% Turnover % (excl redundancies) A&E Clinical Hub - Turnover Turnover % (excl redundancies).%.%.%.%.%.% Integrated Corporate Performance Report

39 UCS - Out of Hours Establishment UCS Out of Hours - Clinician Establishment UCS Out of Hours - Total Establishment UCS Out of Hours Clinician - Funded WTE UCS Out of Hours Clinician - Actual WTE Total UCS Out of Hours Establishment - Funded WTE Total UCS Out of Hours Establishment - Actual WTE UCS Out of Hours Clinician - Actual WTE UCS Out of Hours Clinician - Funded WTE Variance Vacancy % -9.% -.% -.% -.% -.% -.% Total UCS Out of Hours Establishment - Actual WTE Total UCS Out of Hours Establishment - Funded WTE Variance Vacancy % -9.% -.% -.9% -.% -.% -.9% Out of Hours Service - Turnover (excl redundancies).% Out of Hours Service Staff Turnover (excl redundancies).%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Turnover % (excl redundancies) UCS Out of Hours - Turnover Turnover % (excl redundancies).%.%.%.%.%.% Integrated Corporate Performance Report

40 UCS - NHS Establishment NHS - Clinician Establishment NHS - Total Establishment NHS Clinician - Funded WTE NHS Clinician - Actual WTE Total NHS Establishment - Funded WTE Total NHS Establishment - Actual WTE NHS Clinician - Actual WTE NHS Clinician - Funded WTE Variance Vacancy % -.% -.% -.% -.9% -.% -.% Total NHS Establishment - Actual WTE Total NHS Establishment - Funded WTE Variance Vacancy %.% -.% -.% -.% -.% -.% NHS Service - Turnover (excl redundancies).% NHS Service Staff Turnover (excl redundancies).%.%.9%.%.9%.%.%.9%.%.%.%.%.%.%.% Turnover % (excl redundancies) NHS Service - Turnover Turnover % (excl redundancies).9%.%.9%.%.%.9% Integrated Corporate Performance Report 9

41 Staff Metrics - Sickness Trust Total Sickness Abstraction % Support Services Sickness Abstraction % Trust Total Sickness % Support ServicesSickness %.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.9%.%.%.%.%.%.%.% Integrated Corporate Performance Report.%.%.%.%.%.%.%.%.%.9%.9%.9%.%.9%.%.%.% Trust Total Long Term Sickness % Trust Total Short Term Sickness % Trust Total Sickness KPI Support Services Long Term Sickness % Support Services Short Term Sickness % Support Services Sickness KPI Trust Total Long Term Sickness %.%.%.%.%.%.% Trust Total Short Term Sickness %.%.%.%.9%.9%.% Trust Total Sickness %.%.%.%.99%.9%.9% Trust Total Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Support Services Long Term Sickness %.9%.%.9%.%.%.% Support Services Short Term Sickness %.%.%.%.9%.9%.% Support Services Total Sickness %.9%.%.%.9%.%.% Support Services Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Operational Sickness Abstraction % A&E Clinical Hub Sickness Abstraction % A&E Operations Sickness % A&E Clinical Hub Sickness %.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.99%.%.%.%.%.%.9%.%.% A&E Operations Long Term Sickness % A&E Operations Short Term Sickness % A&E Sickness KPI A&E Clinical Hub Long Term Sickness % A&E Clinical Hub Short Term Sickness % A&E Sickness KPI A&E Operations A&E Operations Long Term Sickness %.%.%.%.%.%.% A&E Operations Short Term Sickness %.%.%.%.%.%.% A&E Operations Total Sickness %.%.%.%.9%.99%.% A&E Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Clinical Hub A&E Clinical Hub Long Term Sickness %.%.%.99%.%.%.9% A&E Clinical Hub Short Term Sickness %.%.9%.%.%.%.% A&E Clinical Hub Total Sickness %.9%.9%.%.9%.%.% A&E Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

42 UCS Out of Hours Sickness Abstraction % NHS Sickness Abstraction % UCS Out of Hours Sickness % NHS Sickness %.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.9%.%.%.%.%.%.%.%.%.%.%.%.% UCS Out of Hours Long Term Sickness % UCS Out of Hours Short Term Sickness % UCS Out of Hours Sickness KPI NHS Service Long Term Sickness % NHS Service Short Term Sickness % NHS Service Sickness KPI UCS Out of Hours Service UCS Out of Hours Long Term Sickness %.%.%.9%.9%.%.% UCS Out of Hours Short Term Sickness %.%.%.%.%.%.% UCS Out of Hours Total Sickness %.9%.%.%.%.%.% UCS Out of Hours Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% NHS Service NHS Service Long Term Sickness %.%.%.%.%.%.% NHS Service Short Term Sickness %.%.%.%.%.%.% NHS Service Total Sickness %.%.9%.%.9%.9%.% NHS Service Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

43 Staff Metrics - Staff Appraisal Completion % Trust Total Appraisals Completed % Support Services Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.%.% 9.%.%.%.% Integrated.% Corporate Performance Report.%.%.%.%.%.%.%.%.%.%.%.%.% Trust Total % Appraisals Completed Appraisals Completion KPI Support Services % Appraisals Completed Appraisals Completion KPI Trust Total % Appraisals Completed.% 9.%.%.%.%.% Support Services % Appraisals Completed.%.%.%.%.%.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Operations - Appraisals Completed % A&E Clinical Hub - Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% 9.%.%.%.%.9%.%.%.%.%.%.%.%.%.%.%.% A&E Operations % Appraisals Completed Appraisals Completion KPI A&E Clinical Hub % Appraisals Completed Appraisals Completion KPI A&E Operations % Appraisals Completed.%.%.%.% 9.%.% A&E Clinical Hub % Appraisals Completed.9%.%.%.%.%.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

44 UCS Out of Hours - Appraisals Completed % NHS - Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9% 9.%.%.%.%.% UCS Out of Hours % Appraisals Completed Appraisals Completion KPI NHS Service % Appraisals Completed Appraisals Completion KPI UCS Out of Hours % Appraisals Completed.%.%.%.%.%.% NHS Service % Appraisals Completed.%.%.%.%.9% 9.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report

45 A&E Service Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported Of the Adverse Incidents Reported: Number of Adverse Incidents Reported Relating to the Trust 9 Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed Number of Adverse Incidents Currently Under Investigation (as of last day of month),,,,9 9 Central Alert System (CAS) received Central Alert System Warnings (outside deadline) Number of Adverse Incidents Reported Integrated Corporate Performance Report,,,,, Number of Adverse Incidents Outstanding,,9 9 Central Alert System (CAS) Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Central Alert System (CAS) received Central Alert System Warnings (outside deadline) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour % % % % % % n/a n/a n/a % % % % % 9% % % % % 9% % % % 9% % 9% % % % % of Serious Incidents % Completed % Within Working Days % % % Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation % % % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in % Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within % Working Days 9% % % % % % % % % % % % % % 9% 9% % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report

46 A&E Service Number of Ombudsman referrals upheld Number of Complaints Reported 9 9 Number of Complaints Closed (resolved with the Complainant and all investigations completed) 9 9 Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported 9 Total PALS Closed Total PALS Currently ongoing 9 9 Compliments Received Number of Complaints Reported 9 9 Number of Complaints Outstanding 9 Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Number of PALS Reported 9 Number of PALS Outstanding Number of Compliments Received Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals 9, 9, 9 99 Number of Security Incidents Reported 99 Number of Security Incidents Under Investigation,, 9, 9 Number of Safeguarding Referrals, 99 9 Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report Number of Safeguarding Referrals

47 Out of Hours Service Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported Of the Adverse Incidents Reported: Number of Adverse Incidents Reported Relating to the Trust 9 9 Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed 9 Number of Adverse Incidents Currently Under Investigation (as of last day of month) 9 9 Number of Adverse Incidents Reported Number of Adverse Incidents Outstanding 9 9 Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour n/a % n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a % n/a % n/a % % of Serious Incidents Completed Within Working Days % Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation 9% % % % % % % % % % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within Working Days 9% 9% % % % % % % % % % % % % % % % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report

48 Out of Hours Service Number of Ombudsman referrals upheld Number of Complaints Reported Number of Complaints Closed (resolved with the Complainant and all investigations completed) Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) 9 Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported Total PALS Closed Total PALS Currently ongoing Compliments Received Number of Complaints Reported Number of Complaints Outstanding 9 Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Number of PALS Reported Number of PALS Outstanding Number of Compliments Received 9 Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals Number of Security Incidents Reported Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Under Investigation Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report Number of Safeguarding Referrals Number of Safeguarding Referrals

49 NHS Service Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported Of the Adverse Incidents Reported: Number of Adverse Incidents Reported Relating to the Trust Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed 9 9 Number of Adverse Incidents Currently Under Investigation (as of last day of month) Number of Adverse Incidents Reported Number of Adverse Incidents Outstanding Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a % n/a % n/a % n/a n/a n/a n/a n/a n/a % % of Serious Incidents Completed Within Working Days Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation % 9% % % % % % % % % % % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within Working Days 9% 9% % % % % % % % % % % % % % % % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report

50 NHS Service Number of Ombudsman referrals upheld Number of Complaints Reported Number of Complaints Closed (resolved with the Complainant and all investigations completed) Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported Total PALS Closed Total PALS Currently ongoing Compliments Received Number of Complaints Reported 9 Number of Complaints Outstanding Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Number of PALS Reported Number of PALS Outstanding Number of Compliments Received 9 Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) 9 Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals Number of Security Incidents Reported Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) 9 9 Number of Security Incidents Under Investigation Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report 9 Number of Safeguarding Referrals Number of Safeguarding Referrals

51 Tiverton Urgent Care Centre Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported Number of Adverse Incidents Reported Relating to the Trust Number of Adverse Incidents Reported Relating to external services Number of Adverse Incidents Closed Number of Adverse Incidents Currently Under Investigation (as of last day of month) 9 9 Number of Adverse Incidents Reported 9 9 Number of Adverse Incidents Outstanding Number of Adverse Incidents Reported Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Currently Under Investigation (as of last day of month) Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Investigated and Presented to Panel Serious Incidents Currently Under Investigation Never Events' Identified in Month (included in Serious Incidents figure above) Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents closed in the month which were investigated within working days Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Serious and Moderate Incidents where feedback has been completed within deadline, in accordance with Duty of Candour n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a % of Serious Incidents Completed Within Working Days Number of Serious Incidents Identified in Month Number of Serious Incidents Currently Under Investigation % 9% % % % % % % % % % % % % % % Percentage of Serious Incident investigations completed within working days Serious Incidents Identified in Month Serious Incidents Currently Under Investigation Number of Moderate Incidents Confirmed in Month Number of Moderate Incidents Under Investigation % % of Moderate Incidents Where Contact is Made in Accordance with Duty of Candour % % of Closed Moderate Incidents Investigated Within Working Days 9% 9% % % % % % % % % % % % % % % % % % % % % % % % % % % Number of Moderate Incidents confirmed in Month Number of Moderate Incidents Under Investigation Percentage of Moderate Incidents where contact has been made with the patient or relative (where this is possible) in accordance with the Duty of Candour Percentage of Moderate Incidents closed in the month which were investigated within working days Integrated Corporate Performance Report

52 Tiverton Urgent Care Centre Number of Ombudsman referrals upheld Number of Complaints Reported Number of Complaints Closed (resolved with the Complainant and all investigations completed) Number of Complaints Resolved (with the Complainant but internal investigation ongoing) Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Total PALS Reported Total PALS Closed Total PALS Currently ongoing Compliments Received Number of Complaints Reported Number of Complaints Outstanding Number of Complaints Where The Complainant is Awaiting Feedback Number of Complaints Reported Number of Complaints Open (not resolved with the complainant and currently under investigation) Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. Number of PALS Reported Number of PALS Outstanding Number of Compliments Received 9 Total PALS Reported Total PALS Currently ongoing Compliments Received Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Closed (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Safeguarding Referrals - it is a statutory duty for all organisations that work with children or vulnerable adults to share information, in a timely manner when abuse or neglect is identified or suspected. Any staff member who has a concern about a vulnerable child or adult will complete a safeguarding referral that is submitted to the SWASFT safeguarding hub. This referral is then triaged and sent out to the relevant agency according to need i.e adult or child social services, GP, Fire, Police, CQC, Named Nurse etc. Number of Safeguarding Referrals Number of Security Incidents Reported Number of Security Incidents Under Investigation Number of Safeguarding Referrals Number of Security Incidents Reported (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Security Incidents Currently Under Investigation (SIRS) (A&E Activity, Control, Operations, Fleet, Admin, Education & Training and Patient Safety Incidents) Number of Safeguarding Referrals The above figures can change on a daily basis as Complaints, Adverse Incidents and Serious Incidents are often recoded depending on the level of harm caused. Adverse Incidents, Moderate Incidents and Complaints can be deemed a Serious Incident and then downgraded to their original status, some complaints and plaudits get logged after the report is generated depending on where they are receive in the Trust. Integrated Corporate Performance Report