GREATER MANCHESTER JOINT HEALTH SCRUTINY COMMITTEE
|
|
- Tamsin Welch
- 5 years ago
- Views:
Transcription
1 8 GREATER MANCHESTER JOINT HEALTH SCRUTINY COMMITTEE Date: 11 January 2017 Subject: Report of: Ambulance Performance across GM Derek Cartwright, Chief Executive North West Ambulance Service and Stuart North, Chief Officer, Bury Clinical Commissioning Group PURPOSE OF REPORT: This briefing has been provided to update the members of the Greater Manchester Joint Health Scrutiny Committee on the position regarding Ambulance performance across the Greater Manchester area. The briefing focuses primarily on the Paramedic Emergency Services (PES) provided by North West Ambulance Service NHS Trust (NWAS), but references other on-going work to support performance of the service at a time when it is under continued pressure. NHS 111 and Patient Transport Services (PTS) are described below as they are part of the overall package of services delivered by NWAS, but they are not covered by the scope of this brief. RECOMMENDATIONS: Members are asked to note the contents of this briefing, which will be expanded upon at the Joint Health Scrutiny Committee meeting with a presentation made by NWAS and Commissioner Leads. CONTACT OFFICER: Chris O Neill Senior Ambulance Commissioning Manager Chris.O Neill@blackpool.nhs.uk Page 1 of 13
2 1. Introduction This briefing has been provided to update the members of the Greater Manchester Health Overview and Scrutiny Committee on the position regarding Ambulance performance across the Greater Manchester area. The briefing focuses primarily on the Paramedic Emergency Services (PES) provided by North West Ambulance Service NHS Trust (NWAS), but references other on-going work to support performance of the service at a time when it is under continued pressure. NHS 111 and Patient Transport Services (PTS) are described below as they are part of the overall package of services delivered by NWAS, but they are not covered by the scope of this brief. 2. Background There are 3 services provided by NWAS to Greater Manchester Clinical Commissioning Groups (CCGs): PES o PTS o These are Paramedic Emergency Services, recognised as the blue light ambulances responding to patients in need of urgent care and attention. This is the Non-Emergency Patient Transport Service, which transports eligible patients to and from routine outpatient appointments, patient discharges, transfers between healthcare facilities; and Healthcare Professional requested transport for patients in the community who need to be transported to hospital at short notice. NHS 111 o This is the NHS telephone service provided to allow patients to access advice or medical/urgent care treatment quickly, but where the situation is not an emergency. The NHS 111 service also provides information to patients on local services provided near to a patient s home that is part of the Directory of Services. The PES and NHS 111 services are provided as part of an overall collaborative contract on behalf of the 33 North West CCGs while the PTS service is a dedicated Greater Manchester service for the 12 Greater Manchester CCGs. The 3 services are managed by the Ambulance Commissioning Team, hosted by Blackpool CCG as Coordinating Commissioner, working on behalf of all 33 North West CCGs. Contract Costs: The total cost of delivering PES, PTS and NHS 111 across the North West is circa 300m each year. Of this Greater Manchester CCGs contribute circa 100m split as follows:- PES 80.7m Page 2 of 13
3 PTS 13.3m NHS m Governance Arrangements Governance for the 3 contracts is delivered at North West level through the NWAS Strategic Partnership Board (SPB), which comprises CCG Chief Officer and Clinical Lead representation from each of the five County areas. The SPB also has representation from the NWAS Executive team and the Ambulance Commissioning Team. Within the overall governance framework there are a number of other groups that support the strategic direction set by the SPB. There are also strong links with the Urgent & Emergency Care Networks, NHS England / NHS Improvement and the A&E Delivery Boards (System Resilience Groups). The full governance structure for the delivery of the contract is shown at Appendix Paramedic Emergency Services (PES) The PES service responds to patients with serious or life-threatening conditions. Patients calling 999 are triaged according to their need and the nature of their condition. NWAS allocate the nature of the patient s condition to one of 35 main disposition codes ( Cardiac/Respiratory Arrest, Breathing Problems, Falls etc.) and a dispatch priority is allocated which identifies how quickly a response is needed. Dispatch Priorities are set out below: Red 1 these are the most seriously ill patients, those in a cardiac arrest or a state of peri-arrest, who require a response at scene of the incident within 8 minutes. Red 2 these are patients with life-threatening conditions that are less time-critical than those categorised as a Red 1. These patients also require an emergency response arriving at the scene of the incident within 8 minutes. Green patients whose conditions are less acute are coded as Green 1 to Green 4. These patients may still need a response at scene or may be managed over the phone with clinical advice. There are no national targets for Green calls but local target times for these patients across the North West are: o Green 1 20 minutes o Green 2 30 minutes o Green 3 3 Hours o Green 4 4 Hours National targets are defined for Red coded patients as follows:- Red 1 incidents: presenting conditions which may be immediately life-threatening require an emergency response within 8 minutes in 75% of cases. The clock for the 8 minutes starts at the point the call is connected to the Emergency Operations Centre (EOC) telephony switch. Page 3 of 13
4 Red 2 incidents: presenting conditions that are less time critical than Red 1, requiring an emergency response arriving at the scene of the incident within 8 minutes in 75% of cases. The clock start for the 8 minutes is the earliest of: o The call being coded as a Red 2 having established the chief complaint or disposition; o The first responding resource being assigned or; o 60 seconds from the point that the call is connected to the Emergency Operations Centre (EOC) telephony switch. Red 19 minute response: the total number of Red 1 and Red 2 incidents resulting in a fully equipped ambulance able to transport a patient, in a clinically safe manner, arriving at the scene of the incident, within 19 minutes in 95% of cases. NWAS are required to deliver the national performance targets at the North West Regional level, although the Trust makes best endeavours to also deliver the targets at the County level. 4. Current NWAS Activity & Performance against National Standards: NWAS is currently not meeting the national performance targets with cumulative performance at the end of November shown below: Cumulative Nov-16 R1 R2 All Reds Nov-16 Nov-16 Nov-16 R1 R2 All Reds Activity 8 mins % Activity 8 mins % Activity 19 mins % NHS Cumbria CCG 1, % 20, % 21, % Lancashire 3, % 67, % 71, % Cheshire 2, % 47, % 50, % Merseyside 3, % 55, % 59, % Greater Manchester 7, % 128, % 135, % NWAS 18, % 319, % 338, % There has also been a significant growth in both the volume and acuity of incidents presenting to the system. For , Commissioners included an additional 2.5% in the contract to allow for growth in activity, which in recent years has been between 2% and 3% each year. At the end of November, the total number of incidents responded to by NWAS was 5.1% more than expected activity (or circa 7.6% more than in ). Of more concern is the continued high number of Red incidents being seen, which at the end of November was 8.1% more than expected (or circa 10.6% more than in ). Over the last 3 years NWAS has seen the total volume of activity increase by more than 22% from around 1m incidents seen in to an expected volume in the current year of 1.23m incidents. At the same time, the balance between Red and Green incidents has also moved such that, at the end of , activity was circa 39% Red : 61% Green, compared with an Page 4 of 13
5 expected 43% Red : 57% Green in the current year reflecting the change in acuity of patients being seen. Whilst this may seem like a small movement in percentage terms, it puts additional pressure on the service through the need to respond to an additional 135,000 patients within the 8 minute timescale. More detailed information is provided in Appendix 2 regarding activity and performance variations for each of the CCGs across Greater Manchester, along with information on the year on year growth seen by NWAS and across the Greater Manchester area. Ensuring the Safety of Patients Whilst performance is not meeting the national targets, it is important to ensure that patients are not waiting for unacceptably long times. These are referred to as response tails. NWAS and Commissioners monitor the length of these tails. At the end of November, the Red 1 target of 75% was achieved at 9:45 seconds, and the Red 2 of 75% target was achieved at 11 minutes. National Performance: Performance at the national level is also not meeting performance targets. Following the rollout of the Dispatch on Disposition pilots as part of the Ambulance Response Programme, comparative data across all the Ambulance Trusts is not readily available as several Trusts are now piloting the new clinical code sets (expected to be rolled out nationally in Spring 2017). The latest information available shows the performance for those Trusts, not included in the pilots, as at the 18 th December. This shows that NWAS are the 3 rd highest performer against the Red 1 standard and the 4 th highest performer against the Red 2 standard. RED1 RED2 Red in 19 WC_12/12/2016 YTD Performance YTD Performance YTD Performance East of England 68.23% 60.91% 90.37% East Midlands 68.95% 57.21% 84.57% London 69.62% 65.23% 93.47% North East 66.00% 65.00% 90.59% North West 69.26% 63.23% 89.40% South Central 72.23% 72.87% 94.55% South East Coast 64.3% 54.1% 89.9% Commissioners served NWAS with a Contract Performance Notice in mid-november in view of the on-going performance concerns, whilst recognising that a number of the issues require system change to deliver sustainable performance improvements. Work is now underway with the NWAS Director of Operations to develop and implement a Remedial Action Plan to recover performance against the national standards. Page 5 of 13
6 5. Supporting Ambulance Performance Despite the increases seen in acuity and volume of activity, the number of patients being taken to hospital has only increased over the last 3 years by 3% (2.5% across Greater Manchester) saw circa 800,000 patients taken to hospitals across the North West, and this is expected to be in the region of 824,000 at the end of This is due to Commissioners working closely with NWAS over recent years to deflect activity away from hospitals where there are safe alternatives that can manage patients needs, and has resulted in significant increases in the number of patients being managed through Hear & Treat and See & Treat. Over the course of the last 3 years, the number of patients managed through Hear & Treat (incidents resolved without requiring the dispatch of an ambulance) has increased from 2% of total incidents in to over 11% of total incidents expected at the end of The number of patients managed through See & Treat (incidents managed without requiring the patient to be taken to A&E) has also increased from a position of 18% of incidents in to over 21% of incidents expected at the end of This is significant, as it means that the number of patients being conveyed to hospital, as a proportion of the total volume of incidents, has reduced from around 80% at the end of to around 67% at the end of Further detailed activity information showing the increases in the use of Hear & Treat and See & Treat, and the corresponding reduction in patients taken to hospital is shown at Appendix 3. This reflects the on-going work with NWAS to manage patients over the phone, or at scene, without taking patients to hospital. Much of this has been possible through the use of the NWAS Paramedic Pathfinder tool that allows patients to be deflected into safe kite marked local services avoiding the need to take the patient to hospital unnecessarily, and has been supported by Commissioners through the use of CQUIN funding. The number of patients being deflected away from hospital also reflects the work that has taken place through the CCGs in providing suitable alternative primary care facilities that can manage patients safely. This includes services that have been put in place such as the GP Acute Visiting Schemes where NWAS can refer patients onto Out of Hours services for a patient to be seen by a GP where this is appropriate. 6. Development of the Clinical Hubs A key development that is being implemented as part of the overall approach to delivering Integrated Urgent Care is the development of the Clinical Hubs. This work, taking place through the NHS 111 service, looks to divert patients that would normally result in an ambulance dispatch being deflected into Out of Hours Providers for the purposes of receiving an enhanced clinical triage. This was implemented in Cumbria at the beginning of September with a limited number of dispositions that could be referred to the Out of Hours Provider. This was subsequently extended at the beginning to a Page 6 of 13
7 wider code set. This has resulted in circa 75% of the calls that are referred to the Out of Hours provider being deflected away from A&E departments. A significant amount of work has taken place with one of the Out of Hours Providers in the Greater Manchester area, and a similar scheme is due to go live across part of Greater Manchester in early January, with phased plans to roll this out across the wider Greater Manchester area before April All of the code-sets for the schemes have been reviewed by the Clinical Leads to ensure that patients safety remains paramount. 7. Handover & Turnaround at Hospital One of the key factors affecting ambulance performance is Handover & Turnaround, where ambulances are delayed at hospital sites for significant periods of time. This period should be around 30 minutes where there is a 15 minute clinical handover of the patient from ambulance crew to acute staff followed by a 15 minute period where the crew cleans and re-stocks the vehicle, completes the necessary paperwork and are then ready to respond to the next incident. Consequently the total turnaround time of the ambulance at hospital should be around 30 minutes. From July 2015 onwards there has been a steady rise in the total length of time it is taking to get ambulances away from hospital, to the point where the average turnaround time for all incidents in the North West is nearly 36 minutes at the end of November. Within this there are variances by time of day, day of the week and across hospital sites. The table at Appendix 4 shows the average Handover & Turnaround times across both the North West and across the Greater Manchester area since July 2015, showing an increase from 27:13 in July to 35:48 in November. Whilst this may not seem significant, the additional 9 minute on the average turnaround time represents around 9,000 lost ambulance hours per month. This is the same as losing hour ambulances across the system, with a financial cost around 7m annually. There has been a substantial amount of work that has taken place with Acute Trusts and NWAS, facilitated by NHS England and NHS Improvement. This has included the development of Handover & Turnaround concordat agreements across the system with pledges made on cooperative working to resolve the issue, but further work and focus is required. 8. Conclusion Ambulance performance across the North West and Greater Manchester is not performing in line with the national expected targets. This is due to increases in both the volume of activity being seen and in the acuity of the activity with sicker patients presenting to the system. A Contract Performance Notice has been served on NWAS Page 7 of 13
8 with work underway to develop recovery trajectories to address the performance being seen. National performance is likewise not meeting the national targets, and NWAS are one of the better performing Ambulance Trusts in this regard. Handover & Turnaround issues at specific hospital sites are compounding the issues associated with the additional growth in activity and patient acuity, which urgently needs to be addressed through work being done by Commissioners and NWAS through A&E Delivery Boards. Wherever possible, NWAS is working with Commissioners to deflect activity through Hear & Treat, or through early transfer of calls to Out of Hours Providers from the NHS 111 service to prevent patients being unnecessarily conveyed to hospital, and significant numbers of patients are being managed without the need to convey them to hospital. The development of the Clinical Hubs will see this progress further. NWAS are also managing a significant number of patients via See & Treat, or through the use of the GP Acute Visiting Schemes that CCGs have implemented, again to prevent patients being unnecessarily conveyed to hospital. 9. Recommendations Members are asked to note the contents of this briefing, which will be expanded upon at the Joint Health Scrutiny Committee meeting with a presentation made by NWAS and Commissioner Leads. Page 8 of 13
9 Appendix 1 Governance Structure Page 9 of 13
10 Appendix 2 Greater Manchester Activity & Performance Year to date activity & performance across NWAS and Greater Manchester Cumulative Nov-16 R1 R2 All Reds Green Nov-16 Nov-16 Nov-16 Nov-16 All Incidents R1 Variation R2 Variation All Reds Variation All Green Variation Total Variation Activity 8 mins % % Activity 8 mins % % Activity 19 mins % % Activity % Activity % NHS Cumbria CCG 1, % 7.7% 20, % 16.3% 21, % 15.8% 31, % 52, % Lancashire 3, % (4.6%) 67, % 6.9% 71, % 6.2% 95, % 169, % Cheshire 2, % (5.7%) 47, % 9.2% 50, % 8.3% 70, % 122, % Merseyside 3, % (2.1%) 55, % 7.5% 59, % 6.9% 76, % 137, % NHS Bolton CCG % (6.8%) 12, % 10.6% 12, % 9.5% 16, % 29, % NHS Bury CCG % (2.2%) 8, % 8.5% 8, % 7.9% 13, % 21, % NHS Central Manchester CCG % (1.0%) 8, % 6.9% 8, % 6.4% 12, % 21, % NHS Heywood Middleton & Rochdale CCG % 0.2% 9, % 11.2% 10, % 10.5% 14, % 24, % NHS North Manchester CCG % 14.5% 12, % 10.4% 13, % 10.7% 17, % 30, % NHS Oldham CCG % 4.3% 10, % 14.2% 11, % 13.5% 16, % 27, % NHS Salford CCG % (0.0%) 10, % 1.7% 11, % 1.6% 17, % 29, % NHS South Manchester CCG % (6.8%) 9, % 12.7% 9, % 11.8% 11, % 21, % NHS Stockport CCG % 4.5% 12, % 12.8% 13, % 12.4% 17, % 31, % NHS Tameside and Glossop CCG % (4.4%) 11, % 9.9% 12, % 9.0% 16, % 29, % NHS Trafford CCG % (11.8%) 8, % 3.2% 8, % 2.3% 11, % 20, % NHS Wigan Borough CCG % (7.8%) 13, % 11.1% 14, % 9.7% 18, % 32, % Greater Manchester 7, % (1.0%) 128, % 9.5% 135, % 8.9% 183, % 320, % NWAS 18, % (2.2%) 319, % 8.7% 338, % 8.1% 459, % 805, % Nov-16 Page 10 of 13
11 Year on Year Activity Growth across NWAS Actual Activity Volumes Activity Movement Year on Year Growth across Greater Manchester Actual Activity Volumes R1 Vol R2 Vol Red Vol Green Vol Total Vol NWAS 29, , , ,400 1,001, NWAS 29, , , ,873 1,041, NWAS 28, , , ,580 1,163, NWAS (to 30/11) 19, , , , , NWAS (Projected) 28, , , ,089 1,225,324 R1 Vol R2 Vol Red Vol Green Vol Total Vol NWAS 1.6% 11.7% 11.0% -0.1% 3.9% NWAS -2.5% 12.7% 11.6% 12.0% 11.7% NWAS (Projected) -1.2% 9.5% 8.8% 2.9% 5.3% R1 Vol R2 Vol Red Vol Green Vol Total Vol GM 11, , , , , GM 11, , , , , GM 11, , , , , GM (to 30/11) 7, , , , , GM (Projected) 11, , , , ,979 Activity Movement R1 Vol R2 Vol Red Vol Green Vol Total Vol GM 2.8% 10.5% 10.0% 0.9% 4.5% GM -3.8% 11.0% 10.0% 14.1% 12.3% GM (Projected) -0.8% 9.6% 9.0% 3.5% 5.6% Page 11 of 13
12 Appendix 3 Managing Patients Differently NWAS Calls Managed via Hear & Treat or See & Treat Actual Volumes of Calls, Hear & Treat, See & Treat and See & Convey Proportions of Total Activity Calls H&T S&T S&C NWAS 1,129,225 19, , , NWAS 1,187,077 30, , , NWAS 1,198, , , , NWAS (to 30/11) 817,364 91, , , NWAS (Projected) 1,247, , , ,065 Calls H&T S&T S&C NWAS 2.0% 18.1% 79.9% NWAS 3.0% 19.8% 77.2% NWAS 10.4% 20.3% 69.2% NWAS (Projected) 11.3% 21.4% 67.3% Greater Manchester Calls Managed via Hear & Treat or See & Treat Actual Volumes of Calls, Hear & Treat, See & Treat and See & Convey Proportions of Total Activity Calls H&T S&T S&C GM 451,249 9,384 71, , GM 478,744 14,306 81, , GM 485,058 52,146 92, , GM (to 30/11) 332,418 40,586 69, , GM (Projected) 505,722 61, , ,291 Calls H&T S&T S&C GM 2.4% 18.2% 79.4% GM 3.5% 19.8% 76.8% GM 11.3% 20.0% 68.7% GM (Projected) 12.6% 21.7% 65.6% Page 12 of 13
13 Appendix 4 Handover & Turnaround Times HOSPITAL NAME Avg Overall Arrival to Clear Time all Attends (mm:ss) HospitalArea Hospital Site Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Cheshire & Mersey Total 27:08 26:42 28:46 30:04 30:37 32:45 37:17 38:55 41:52 34:02 33:00 32:50 34:36 34:23 36:56 37:11 36:19 Greater Manchester Fairfield General 23:47 24:22 24:31 25:34 27:04 26:12 30:34 27:04 28:20 27:12 26:46 25:30 25:36 26:44 25:11 27:08 27:54 Manchester Royal Infirmary 29:53 30:06 32:53 32:53 34:21 34:25 36:35 35:15 38:50 36:42 36:13 34:31 36:57 31:47 33:43 36:38 34:31 North Manchester General 26:52 27:39 30:21 30:28 33:29 33:21 41:53 41:07 43:43 32:35 32:45 38:27 37:25 31:46 36:09 36:01 37:32 Royal Bolton 26:15 25:28 26:56 26:45 28:56 29:29 37:18 38:14 46:25 43:30 40:58 35:38 39:30 36:14 37:26 43:26 44:51 Royal Oldham 25:07 26:42 26:06 30:19 33:56 35:05 35:00 39:13 41:15 32:02 28:23 29:39 33:02 30:05 30:54 36:07 36:37 Salford Royal 25:44 25:47 26:42 27:40 27:57 27:20 28:05 28:03 31:12 29:07 27:57 29:04 29:15 29:04 28:40 30:10 31:32 Stepping Hill 29:07 30:16 30:41 30:20 32:26 34:02 35:05 36:42 36:24 32:38 32:25 31:54 34:15 36:19 38:55 36:24 43:23 Tameside General 25:43 25:46 28:16 29:25 29:51 31:14 31:18 31:57 29:10 28:06 28:37 29:56 29:32 29:00 30:47 30:00 29:57 Wigan Infirmary 27:08 29:08 28:17 28:50 29:47 29:34 30:11 28:38 31:15 30:50 33:17 32:06 36:00 33:27 33:01 38:51 40:47 Wythenshawe 28:08 27:32 28:14 28:02 27:58 28:52 30:42 30:12 32:38 30:51 30:35 29:59 28:32 28:00 28:25 28:49 30:02 Greater Manchester Total 26:52 27:20 28:23 29:06 30:38 31:02 33:39 33:41 36:02 32:38 31:57 31:41 33:08 31:19 32:25 34:35 35:54 Cumbria & Lancs Total 27:52 28:31 29:41 30:48 31:20 31:32 34:31 35:00 35:35 32:50 33:22 32:18 34:03 34:40 33:08 34:16 34:57 Grand Total 27:13 27:25 28:50 29:52 30:48 31:45 35:09 35:51 37:56 33:10 32:41 32:15 33:53 33:15 34:11 35:24 35:48 Page 13 of 13
PATIENT TRANSPORT SERVICE IN GREATER MANCHESTER
PATIENT TRANSPORT SERVICE IN GREATER MANCHESTER From 1 July 2016 the North West Ambulance Service NHS Trust (NWAS) will be managing the Patient Transport Service across Greater Manchester, taking over
More informationNHS Ambulance Services
Report by the Comptroller and Auditor General NHS England NHS Ambulance Services HC 972 SESSION 2016-17 26 JANUARY 2017 4 Key facts NHS Ambulance Services Key facts 1.78bn the cost of urgent and emergency
More informationUKMi Conference 2011 Structural Changes in the NHS Vic Standing Pharmaceutical Adviser NHS NW. Healthier Horizons
UKMi Conference 2011 Structural Changes in the NHS Vic Standing Pharmaceutical Adviser NHS NW Healthier Horizons 1988 Secretary of State For Health Department of Health Special Health Authorities (8) NHS
More informationHealthcare in Greater Manchester is changing
Greater Manchester Association of Clinical Commissioning Groups Healthcare in Greater Manchester is changing What care would you want for your... Tell us what you think and help change the future of your
More informationIntegrated Corporate Performance Report. August Page 1 of 9
Integrated Corporate Performance Report August Page of 9 Integrated Corporate Performance Report... Introduction The Integrated Corporate Performance Report (ICPR) includes: An Executive Summary - highlights
More informationPATIENT TRANSPORT SERVICE IN MERSEYSIDE
PATIENT TRANSPORT SERVICE IN MERSEYSIDE From 1 July 2016 the North West Ambulance Service NHS Trust (NWAS) will be managing the Patient Transport Service in Merseyside. Outlined in this document is all
More informationNHS performance statistics
NHS performance statistics Published: 14 th December 217 Geography: England Official Statistics This monthly release aims to provide users with an overview of NHS performance statistics in key areas. Official
More informationEvaluation of NHS111 pilot sites. Second Interim Report
Evaluation of NHS111 pilot sites Second Interim Report Janette Turner Claire Ginn Emma Knowles Alicia O Cathain Craig Irwin Lindsey Blank Joanne Coster October 2011 This is an independent report commissioned
More informationNHS Performance Statistics
NHS Performance Statistics Published: 8 th March 218 Geography: England Official Statistics This monthly release aims to provide users with an overview of NHS performance statistics in key areas. Official
More informationUrgent Care Short Term Actions to Improve Performance
To: Trust Board From: Chief Operating Officer Date: March 2017 Healthcare standard Title: Urgent Care Short Term Actions to Improve Performance Author/Responsible Director: Michael Woods / Andrew Prydderch
More informationThere s nothing general about General Practice Nursing
There s nothing general about General Practice Nursing Enabled with thanks to: Bolton CCG Bury CCG Heywood Middleton and Rochdale CCG Manchester CCG Oldham CCG Salford CCG Stockport CCG Tameside and Glossop
More informationNHS performance statistics
NHS performance statistics Published: 8 th February 218 Geography: England Official Statistics This monthly release aims to provide users with an overview of NHS performance statistics in key areas. Official
More informationPATIENT TRANSPORT SERVICE IN LANCASHIRE
PATIENT TRANSPORT SERVICE IN LANCASHIRE From 1 July 2016 the North West Ambulance Service NHS Trust (NWAS) will be managing the Patient Transport Service in Lancashire. Outlined in this document is all
More informationNorth East Ambulance Service NHS Foundation Trust
North East Ambulance Service NHS Foundation Trust Quality Report for the year ending 31st March 2013 Table of contents PART 1 Welcome to the North East Ambulance Page 6. Page 8. Page 9. Introduction to
More informationGoverning Body. TITLE OF REPORT: Performance Report for period ending 31st December 2012
- Governing Body DATE OF MEETING: TITLE OF REPORT: Performance Report for period ending 31st December 2012 KEY MESSAGES: We are responsible for securing improvements in the quality of care and health outcomes.
More informationNottingham University Hospitals Emergency Department Quality Issues Related to Performance
RCCG/GB/14/123 Nottingham University Hospitals Emergency Department Quality Issues Related to Performance Introduction NUH have failed to meet the 95% 4 hour wait standard for a number of consecutive months.
More informationThe Manchester Model
The Manchester Model Dr Mark Holland Consultant Physician in Acute Medicine versus Miss Clare Mason Consultant General & Colorectal Surgeon Conflicts of Interest None Mash-Up High End Healthy Dialogue
More informationIntegrated Performance Report
To provide a safe and effective healthcare service to all our communities in the East of England Integrated Performance Report Meeting Date: July 2016 Data: The month of June (May for Clinical & HART)
More informationAppendix 1. Quality Update Report for Salford CCG Open Board. Salford Royal, Oaklands and other providers of clinical services November 2013
Appendix 1 Quality Update Report for Salford CCG Open Board. Salford Royal, Oaklands and other providers of clinical services November 201 Contents Purpose of Paper... Ошибка! Закладка не определена. Greater
More informationUrgent & Emergency Care Strategy Update
RCCG/GB/17/144 Urgent & Emergency Care Strategy Update 1. Introduction The purpose of this paper is to provide assurance on the effective delivery to date of our urgent and emergency care strategy within
More informationService Transformation Report. Resource and Performance
SUMMARY REPORT Meeting Date: 31 May 2018 Agenda Item: 9.1 Enclosure Number: 9 Meeting: Trust Board (Part 1) Title: Author: Accountable Director: Other meetings presented to or previously agreed at: Service
More informationCOMPLAINTS, COMPLIMENTS, CONCERNS AND COMMENTS PATIENT EXPERIENCE REPORT 2012/13 PERFORMANCE AND PATIENT EXPERIENCE DIRECTORATE
COMPLAINTS, COMPLIMENTS, CONCERNS AND COMMENTS PATIENT EXPERIENCE REPORT 2012/13 PERFORMANCE AND PATIENT EXPERIENCE DIRECTORATE July 2013 1 1. Contents Section Title Page 2 Purpose of the Report 3 3 Executive
More informationWorkflow. Optimisation. hereweare.org.uk. hereweare.org.uk
Workflow Optimisation Dr. Paul Deffley & Jaivir Pall Clinical Lead & Commercial Lead About Here Not-for-profit social enterprise Membership organisation (our members are local GPs, Practice Managers, Practice
More informationAmbulance Response Programme
Ambulance Response Programme Introduction NHS England announced its recommendations for changes to the ambulance service operating model and associated standards, developed through the Ambulance Response
More informationNational Audit Office value for money study on NHS ambulance services
National Audit Office value for money study on NHS ambulance services Robert White 7 February 2017 Introduction (1) Some key facts on the financial environment NHS 1.85bn net deficit of NHS bodies (NHS
More informationPRIMARY CARE COMMISSIONING COMMITTEE
PRIMARY CARE COMMISSIONING COMMITTEE 1. Date of Meeting: 2. Title of Report: Western Avenue Medical Centre Personal Medical Services (PMS) Reinvestment Report 3. Key Messages: The Personal Medical Services
More informationNHS Greater Glasgow and Clyde Alison Noonan
NHS Board Contact Email NHS Greater Glasgow and Clyde Alison Noonan alison.noonan@ggc.scot.nhs.uk Title Category Background/ context Problem Effective Discharge Planning and the Introduction of Delegated
More informationNew NHS Primary Care procurements
MAY 2008 New NHS Primary Care procurements GPC guidance for GPs and LMCs (England only) Contents 1 Introduction page 3 2 New primary care services page 3 3 The process of procurement page 4 4 Local consultation
More informationIntegrating Telemedicine into mental Health Care
Integrating Telemedicine into mental Health Care learning from a Care Homes Vanguard Rachel Binks Nurse Consultant Digital & Acute Care Airedale NHS Foundation Trust Chris North Care Home Liaison Team
More informationSussex Integrated Urgent Care Transformation Soft Market Testing Wednesday 26 th July 2017
Sussex Integrated Urgent Care Transformation Soft Market Testing Wednesday 26 th July 2017 Welcome Agenda Welcome Purpose and programme for the day Sussex NHS 111Transformation The Context, Scope and Vision;
More informationNHS BOLTON CLINICAL COMMISSIONING GROUP Public Board Meeting AGENDA ITEM NO: 10. Date of Meeting:.24 th March 2017.
NHS BOLTON CLINICAL COMMISSIONING GROUP Public Board Meeting AGENDA ITEM NO: 10 Date of Meeting:.24 th March 2017. TITLE OF REPORT: CCG Corporate Performance Report AUTHOR: Melissa Laskey Director of Service
More informationEPaCCS in Greater Manchester
EPaCCS in Greater Manchester Developments of integrated End-of-life Care Services/EPaCCS Over the past 8 years the NHS has proactively supported developments in integrated care services across service
More informationNorth West COPD Report Nov 2011
North West COPD Report Nov 2011 Working together to improve respiratory care in the North West 1 Contents Introduction foreword by NW Respiratory Leads... 3 4 reasons why COPD is important in the North
More informationStandardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017
Standardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017 Background Theme 3 builds upon previous key strategic commissioning
More informationTrust Apprenticeship Directory
Trust Apprenticeship Directory Your career in the NHS starts here! 1 Hello from the Careers Hub Team This booklet has been produced by the Greater Manchester NHS Careers Hub in cooperation with a number
More informationUnderstanding patient pathways and the impact of emergency admissions in MS & Parkinson s disease
Understanding patient pathways and the impact of emergency admissions in MS & Parkinson s disease Sue Thomas Chief Executive NHiS Commissioning Excellence Aim Highlight from national and local statistics
More informationGREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD
GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD 6 Date: 16 December 2016 Subject: Report of: Transformation Fund Update Steve Wilson PURPOSE OF REPORT: The purpose of the report is
More informationNHS ENGLAND BOARD PAPER
NHS ENGLAND BOARD PAPER Paper: PB.28.09.2017/07 Title: Update on Winter resilience preparation 2017/18 Lead Director: Matthew Swindells, National Director: Operations and Information Purpose of Paper:
More informationGovernance and assurance. CATEGORY OF PAPER Specific action required: Provides Assurance: For Information:
CATEGORY OF PAPER Specific action required: Provides Assurance: For Information: Report title: Purpose of report: Key issues: (key points of the paper, how this supports the achievement of the Trust s
More informationThis paper explains the way in which part of the system is changing to become clearer and more accessible, beginning with NHS 111.
Unscheduled care in Haringey 1. Introduction There have been many changes to urgent, unscheduled and unplanned care over recent years. To begin with Casualty departments became Accident and Emergency departments,
More informationNote performance against the 30 minute standard for SAS call outs broken down by category of calls across NHS Highland Board area
Argyll & Bute CHP Committee Date of Meeting: 27 October 2010 Item No: 11.3 UPDATE ON STRATEGIC OPTIONS FRAMEWORK FOR EMERGENCY AND URGENT RESPONSE IN REMOTE AND RURAL COMMUNITIES AND MEMORANDUM OF UNDERSTANDING
More informationBoard Meeting. Date of Meeting: 28 September 2017 Paper No: 17/62
Oxfordshire Clinical Commissioning Group Oxfordshire Clinical Commissioning Group Board Meeting Date of Meeting: 28 September 2017 Paper No: 17/62 Title of Paper: Ambulance Response Programme Paper is
More informationHealthcare in Greater Manchester is changing
Greater Manchester Association of Clinical Commissioning Groups Healthcare in Greater Manchester is changing What care would you want for your... Tell us what you think and help change the future of your
More informationThe Urgent Care Conundrum The importance of Information and Technology
The Urgent Care Conundrum The importance of Information and Technology Mark Newton MSc Head of Service Urgent Care NWAS NHS Trust Consultant Paramedic Informatics: So what s it all about? Deals with the
More informationThe Board. For meeting on: 24 November Agenda item: 17. Miles Scott, Improvement Director. Ambulance Trust Sustainability Review.
To: The Board For meeting on: 24 November 2016 Agenda item: 17 Report by: Miles Scott, Improvement Director Report on: Ambulance Trust Sustainability Review Introduction 1. The Ambulance Trust Sustainability
More informationReview of 2017/18 & looking forwards
Review of 2017/18 & looking forwards Daren Mochrie QAM, Chief Executive Aspiring to be better today and even better tomorrow Who we are and what we do South East Coast Ambulance Service NHS Foundation
More informationGOVERNING BODY REPORT
GOVERNING BODY REPORT 1. Date of Governing Body Meeting: 2. Title of Report: Chief Executive Officer s Business Report 3. Key Messages: This report provides an overview of important clinical commissioning
More informationPublic Trust Board Meeting 22 November 2011
Public Trust Board Meeting 22 November 2011 Title Lessons Learned Report Paper Ref 12 PURPOSE (X) Information Strategic Aim Business Plan Objective Approval Decision X 1.2, 3 Assurance X Discussion Purpose
More informationStrategic KPI Report Performance to December 2017
Strategic KPI Report Performance to December 2017 Trust Board 25 th January 2018 Strategic KPI summary SROs: All Directors Objective KPI SRO Target Apr May Jun Jul Aug Sep Oct Nov Success Is Deliver A
More informationPlease indicate: For Decision For Information For Discussion X Executive Summary Summary
Governing Body 22 March 2017 Details Part 1 X Part 2 Agenda Item No. 10 Title of Paper: Board Member: Author: Presenter: PAHT Quality Improvement Plan Catherine Jackson, Executive Nurse Catherine Jackson,
More informationGreater Manchester Adult Safeguarding Network Newsletter Volume 1, Issue 1 April 2016
Greater Manchester Adult Safeguarding Network Newsletter Volume 1, Issue 1 April 2016 GM Adult Safeguarding Network Who we are? Karen McCormick GM Adult Network Chair, HMR CCG I am the chair of the Adult
More informationBuilding Partnerships and Reducing Demand through Telemedicine
Building Partnerships and Reducing Demand through Telemedicine Alex Blake TANP Digital Care Airedale NHS Foundation Trust Telemedicine Right care, right place, right time What is telemedicine? How does
More informationEMAS and Lincolnshire division update
EMAS and Lincolnshire division update Page 67 Chief Executive Richard Henderson and General Manager David Williams 2016/17 overview 2016/17 was a real challenge across NHS and Social Care services. Page
More informationNORTH WEST REGIONAL POLICY AND GUIDANCE FOR CONVEYING MENTAL HEALTH PATIENTS
NORTH WEST REGIONAL POLICY AND GUIDANCE FOR CONVEYING MENTAL HEALTH PATIENTS Page 1 of 20 Approved by North West Regional Mental Health Forum Approval date 13 th February 2013 Version number 1.0 Review
More informationWEST HAMPSHIRE PERFORMANCE REPORT. Based on performance data available as at 11 th January 2018
WEST HAMPSHIRE PERFORMANCE REPORT Based on performance data available as at 11 th January 2018 1 CCG Quality and Performance Executive Summary Introduction: The purpose of this report is to provide an
More informationEDS 2. Making sure that everyone counts Initial Self-Assessment
EDS 2 Making sure that everyone counts Initial Self-Assessment Equality Delivery System for the NHS EDS2 Summary Report Implementation of the Equality Delivery System EDS2 is a requirement on both NHS
More informationGM HEALTH & SOCIAL CARE STRATEGIC PARTNERSHIP BOARD
GM HEALTH & SOCIAL CARE STRATEGIC PARTNERSHIP BOARD MINUTES OF THE MEETING HELD ON 16 DECEMBR 2016 3 Bridgewater Community Healthcare NHS Trust Bolton CCG Bolton Council Bury Council Bury CCG Central Manchester
More informationSutton Homes of Care Vanguard Programme
Sutton Homes of Care Vanguard Programme An Innovative End of Life Care model for care homes Kings Fund Conference 6 th December 2016 Corinne Campion, Clinical Nurse Specialist, Supportive Care Home Team
More informationCCG authorisation Case Study Template NHS Croydon Clinical Commissioning Group. Urgent Care Redesign
CCG name: CCG authorisation Case Study Template NHS Croydon Clinical Commissioning Group Case study title: Urgent Care Redesign CCG case study number: (specify 1 to 5) Does the case study provide core
More informationMental Health Services - Delayed Discharges: Update
NHS Greater Glasgow & Clyde NHS Board Meeting Chief Officer, Glasgow City HSCP and Nurse Director October 20 Paper No: /56 Mental Health Services - Delayed Discharges: Update Recommendation:- The NHS Board
More information2017/ /19. Summary Operational Plan
2017/18 2018/19 Summary Operational Plan Introduction This is the summary Operational Plan for Central Manchester University Hospitals NHS Foundation Trust (CMFT) for 2017/18 2018/19. It sets out how we
More informationNHS England Activity Analysis July 2016/17 Karen Byrne NHS Oldham CCG
NHS England Activity Analysis July 2016/17 Karen Byrne NHS Oldham CCG Page 1 Table of Contents Précis... 3 Areas of under/over performance for investigation/explaination... 3 Introduction... 4 Analysis...
More informationThe Greater Manchester Palliative and End of Life Care SCN s Advisory Group in Partnership with Manchester Cancer Board
The Greater Manchester Palliative and End of Life Care SCN s Advisory Group in Partnership with Manchester Cancer Board Date and time Thursday 24 September 2015 Meeting Venue The Greater Manchester Palliative
More informationGreater Manchester Health and Care Board
Greater Manchester Health and Care Board 4 Date: 16 March 2018 Subject: Report of: Chief Officer's Report Jon Rouse, Chief Officer, GMHSC Partnership SUMMARY OF REPORT: This report provides GM Health and
More informationNewham Borough Summary report
Newham Borough Summary report Item K1 September 2013 Prepared on 30/09/2013 by Support team GREEN Finance and Activity Millions AMBER RED Headlines M5 Financial position M4 activity data The QIPP net savings
More informationNHS Electronic Referrals Service. Paper Switch Off an update Digital Health Webinar 4 May 2018
NHS Electronic Referrals Service Paper Switch Off an update Digital Health Webinar 4 May 2018 Aims of Session Introductions and refresh of Paper Switch Off Sharon Wilson Implementation manager NHS Digital
More informationNHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CASE FOR CHANGE - CLINICAL SERVICES REVIEW
NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CASE FOR CHANGE - CLINICAL SERVICES REVIEW Date of the meeting 19/03/2014 Author Sponsoring Board Member Purpose of Report Recommendation
More informationAppendix 1: Integrated Urgent Care Service Update. 1. Purpose
Appendix 1: Integrated Urgent Care Service Update 1. Purpose The purpose of this paper is to provide Governing Body members across the collaborative CCGs with an update on the progress of the Integrated
More informationArriva Transport Solutions Quality Account 2014/15
Arriva Transport Solutions Quality Account 2014/15 Company information Operates 16 NEPTS contracts across the UK 1,187 employees 502 vehicles 22 ambulance bases 11 satellite bases 3 call centres (with
More informationNHS Kernow FOI Disclosure Log December NHS Kernow - Disclosure log Freedom of Information requests December 2015
NHS Kernow - Disclosure log Freedom of Information requests December 2015 Contents Clinical management... 3 FOI50110 - Safe staffing... 3 Contracts... 4 FOI50260 - Commissioner requested services... 4
More informationCorporate Services Employment Report: January Employment by Staff Group. Jan 2018 (Jan 2017 figure: 1,462) Overall 1,
Corporate Services Employment Report: January Employment by Staff Group Jan (Jan 20 figure: 1,462) Jan % Overall 1,520 +58 +4.0% 8 Management (VIII+) 403 +52 4.8% Clerical & Supervisory (III to VII) 907
More informationAmbulance Response Programme (ARP) Impact Assessment
Ambulance Response Programme (ARP) Impact Assessment Executive Summary In 2015 the Ambulance Response Programme (ARP) commenced as a component of the Urgent and Emergency Care Review under the leadership
More informationOverview of a new study to assess the impact of hospice led interventions on acute use. Jonathan Ellis, Director of Policy & Advocacy
Overview of a new study to assess the impact of hospice led interventions on acute use Jonathan Ellis, Director of Policy & Advocacy The problem Almost 600,000 people die each year Half will die in a hospital
More informationSponsoring director: Purpose: Decision Assurance For information Disclosable X Non-disclosable
TRUST BOARD (Public session) 23 MAY 2018 AGENDA ITEM 10 Report title: Thematic Review of Serious Incidents Report author(s): T Nicholls Acting Director of Clinical Quality & Improvement Sponsoring director:
More informationRedesign of Front Door
Redesign of Front Door Transforming Acute and Urgent Care Strategic Background and Context Our Change and Improvement Programme What have we achieved and how? What did we learn? Ian Aitken, General Manager
More informationImplementing NHS Services Seven Days a Week
Implementing NHS Services Seven Days a Week Deborah Williams 7 Day Services Programme Manager NHS England November 2015 NHS Five Year Forward View To reduce variations in when patients receive care, we
More informationNHS Fylde and Wyre CCG Performance Dashboard
Governing Body January 2016 NHS Fylde and Wyre CCG Performance Dashboard October 2015 (Month 7) Governing Body This report provides a high level summary of performance and activity and across Fylde and
More informationThe Oldham Locality Plan for Health & Social Care Transformation. April 2016-March 2021
The Oldham Locality Plan for Health & Social Care Transformation April 2016-March 2021 1 Contents Foreword... 3 How the plan works... 6 Section 1: Strategic direction... 9 1.1 Our vision... 9 1.2 The challenges
More informationMental Health Liaison Workshop
Mental Health Liaison Workshop UEC Improvement Collaborative Event The Kia Oval, 07 December 2017 Neil Brimblecombe - Chair (co MH Clinical Lead UECC) Barbara Cleaver - Consultant in Emergency Medicine
More informationImproving Care, Delivering Quality Reducing mortality & harm in Welsh Ambulance Services NHS Trust
National Learning Session - 10 th June 2011 Improving Care, Delivering Quality Reducing mortality & harm in Insert name of presentation on Master Slide Reducing Mortality & Harm in the Welsh Ambulance
More informationMERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY
MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 23 rd March 2017 Agenda No: 9.3 Attachment: 15 Title of Document: CCG Governing Body Assurance Report & Scorecards: Month 9 Quality &
More informationPerinatal Mental Health. Early scoping across Greater Manchester Lancashire & South Cumbria
Perinatal Mental Health Early scoping across Greater Manchester Lancashire & South Cumbria 2 Introduction: What is the problem? Perinatal mental illnesses are a major public health issue that must be taken
More information: Geraint Davies, Director of Commercial Services
Report to : Trust Board of Directors Date of Report: 15/05/2015 Agenda Item: 0/15 Date of Meeting : 28 May 2015 Subject Report from Purpose : Report on Corporate Risk Register : Geraint Davies, Director
More informationNHS 111 specification
NHS 111 specification Contents NHS 111 Specification introduction 2 Vision/aims of NHS 111 3 NHS 111: The basics 3 Who is NHS 111 for? 3 What patients can expect the new service to do: 3 Basic service
More informationREPORT TO CROYDON CLINICAL COMMISSIONING GROUP GOVERNING BODY Meeting in Public. 30 April 2013
REPORT TO CROYDON CLINICAL COMMISSIONING GROUP GOVERNING BODY Meeting in Public 30 April 2013 Title of Paper: CONTRACT PERFORMANCE AND MANAGEMENT: NON ACUTE CONTRACTS Lead Director Report Author Contact
More informationOperational Focus: Performance
Operational Focus: Performance Sandra Iskander Changes for 2015/16 Change of focus of 18-weeks and A&E 4-hour wait targets as recommended by Sir Bruce Keogh, Medical Director, NHS England. 18-weeks to
More informationGM ASSOCIATION OF CCGs: Association Governing Group (AGG) TUESDAY, 19 JANUARY :00-16:45 Conference Suite, Level 2, Manchester Town Hall
GM ASSOCIATION OF CCGs: Association Governing Group (AGG) TUESDAY, 19 JANUARY 2016 13:00-16:45 Conference Suite, Level 2, Manchester Town Hall Attendance: Steve Allinson (SA) NHS Tameside & Glossop CCG
More informationShaping the best mental health care in Manchester
Clinical Transformation Plans Manchester Shaping the best mental health care in Manchester Meeting the needs of our communities Improving Lives OUR SHARED WAY AHEAD... Clinical Service Transformation in
More informationOFFICIAL. Integrated Urgent Care Key Performance Indicators and Quality Standards Page 1 of 20
Integrated Urgent Care Key Performance Indicators and Quality Standards 2018 Page 1 of 20 NHS England INFORMATION READER BOX Directorate Medical Operations and Information Specialised Commissioning Nursing
More informationSURGE PLAN (A&E Sustainability Plan) for Wolverhampton Health Economy 2013/14
SURGE PLAN (A&E Sustainability Plan) for Wolverhampton Health Economy 2013/14 Acute Trust: CCG: Local Authority: Mental Health: Community WiC: OOH provider: Ambulance Svs: CCG Partners: Royal Wolverhampton
More informationAppendix 1: South Lanarkshire H&SCP Improvement Plan 2017/18.
Appendix 1: South Lanarkshire H&SCP Improvement Plan 2017/18. South Lanarkshire - Whole System Pathway Indicators identified capture key data across the whole H&SC system, primarily based around supporting
More informationTransformation of A&E, Acute Medicine and General Surgery Services across Greater Manchester
Transformation of A&E, Acute Medicine and General Surgery Services across Greater Manchester Healthier Together Full Business Case Edition 3.6 15/09/17 Version 3.6 1 Document cover sheet Document information
More informationElectronic Palliative Care Coordination Systems (EPaCCS) Mid 2012 survey report
Electronic Palliative Care Coordination Systems (EPaCCS) Contents Overview 3 Purpose 3 Methodology 4 About the respondents 4 Executive summary 5 Project status 6 Project spread 6 PCTs and CCGs covered
More informationBriefing April 2017 Nuffield Winter Insight Briefing 3: The ambulance service
Briefing April 2017 Nuffield Winter Insight Briefing 3: Prof. John Appleby and Mark Dayan has come to be a totemic symbol of the NHS in England, free at the point of use and available to all. It represents
More informationAddressing ambulance handover delays: actions for local accident and emergency delivery boards
Addressing ambulance handover delays: actions for local accident and emergency delivery boards Published by NHS England and NHS Improvement November 2017 Contents Foreword... 2 Actions to be taken now,
More informationNewham Borough Summary report
Newham Borough Summary report April 2013 Prepared on 17/04/13 by Commissioning Support team Apr-11 Jun-11 Aug-11 Oct-11 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 GREE N Finance and Activity
More informationCountywide Emergency Department Ambulance Patient Transfer of Care Report Performance Report
Countywide Emergency Department 9-1-1 Ambulance Patient Transfer of Care Report Performance Report Prepared by: Contra Costa Emergency Medical Services Visit us at www.cccems.org 2/28/2017 Patient Transfer
More informationRTT Recovery Planning and Trajectory Development: A Cambridge Tale
RTT Recovery Planning and Trajectory Development: A Cambridge Tale Linda Clarke Head of Operational Performance Addenbrooke s Hospital I Rosie Hospital Apr 2014 May 2014 Jun 2014 Jul 2014 Aug 2014 Sep
More informationScottish Ambulance Service. Feedback, Comments, Concerns and Complaints. Annual Report
Scottish Ambulance Service Feedback, Comments, Concerns and Complaints Annual Report 2015-16 Contents 1. Introduction 3 2. Encouraging and Gathering Feedback 4 3. Complaints Handling and Organisational
More informationNorth West Ambulance Service
North West Ambulance Service Final Insight Summary Report July 2013 www.icegroupuk.com 1 ICE Creates and the North West Ambulance Service would like to thank the many people who have contributed to this
More information