Integrated Corporate Performance Report September Page of
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; An Information Pack the comprehensive data set includes graphs and tables covering the full list of KPIs and metrics monitored by the Trust.......... Ambulance Response Programme (ARP) New standards, indicators and measures have been introduced through the ARP for publication in the NHSE Ambulance Quality Indicators. All ambulance trusts in England were required to commence reporting against the new standards by November. SWASFT implemented the new response time reporting standards required for ARP v. with effect from November. Further details on the new performance standards can be found in the Information Pack included with this report. Following a successful period of reporting by all ambulance trusts in England a review of the metrics was completed during April and a number of revisions to the current AQI guidance documentation were introduced. Following publication of the updated guidance (May ) ambulance trusts were required to undertake a number of internal process and reporting changes to comply with the updated metrics. These changes were implemented during June. To ensure the successful implementation of the Ambulance Response Programme, a group of clinical and operational experts were tasked to monitor and review the logistical, practical and operational issues associated with national roll-out. This group also discussed and reviewed weekly and monthly reporting data for monitoring and safety purposes and were responsible for overseeing the continued evaluation and further development of the programme. The group commissioned and developed the ARP Review in conjunction with Sheffield University s School of Health and Related Research and the Association of Ambulance Chief Executives. The ARP Review document was published in September and full details can be found through the following link: https://www.england.nhs.uk/publication/the-ambulance-response-programme-review/ Page of
....... A&E (999) Performance A&E Incident Numbers A&E incident numbers in September were.% lower than those reported in September and were.% lower than the contracted volumes for September. For the year to date ( April to September ) the incidents numbers are.% higher than the equivalent period last year and.% above contracted volumes. Whilst overall incident numbers were.% lower than the volumes reported in September last year, variance in the year on year movements between the CCG areas continues to be seen. In September incident numbers in Gloucestershire CCG increased by.%, were.% higher in BANES CCG. In comparison activity in Swindon CCG was.% lower than the incident numbers reported in September. The graph below outlines the year on year variance percentage in incidents numbers, by CCG, for the period April to September :.. The graph below outlines the variance, by CCG, in incident numbers for the period April to September against the /9 A&E contract volumes:.. Following the prolonged period of hot weather, activity toward the end of June and through July showed significant uplifts, with activity increasing to over, incidents per week (compared to an average of between, and, incidents during the recent months). Activity during August and September was closer to anticipated levels, with activity averaging around, incidents per week. Peak activity levels continue to be seen across the weekend, with activity on both Saturday and Sunday rising to between, and, incidents per day during September. Page of
.. ARP Response Times Category Response times in September continue to show improvements, with the Trust reporting response times below (better than) then national standards for both the mean and 9 th centile metrics for the month. The Trust remains above the national standard for Category incidents. The summary of performance against the response time metrics on a weekly basis from July to October is included within the table below. Category Mean Response Time (Mins) Category 9 th Centile Response Time (Mins) Category Mean Response Time (Mins) Category 9 th Centile Response Time (Mins) National Standard minutes minutes minutes minutes Week Commencing Aug Aug Aug Aug Sep Sep Sep Sep Oct mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs 9 mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs mins secs.....9. During the first months of /9 the Trust has seen improvements in the response times for the most serious patients (Category patients in particular) as a result of actions taken under the Quality Performance Improvement Plans (QPIP) which commenced in /. Further improvements have been seen as a result of actions outlined in the Performance Improvement Plan and more improvements as a result of these actions are anticipated throughout the remainder of /9. Mean Category incident response times across the Trust show expected variation in the month of September, with the longest mean response time in Kernow CCG ( mins secs) compared to the shortest time of mins secs in Swindon CCG. Mean category response times in of the CCGs were below (better than) the minute national standard. It is important to note that the Category incidents represent around.% of all incidents received by the Trust (equating to around to incidents per day)..% of incidents in September received a response within minutes and 9.% of Category incidents received a response within minutes. Page of
.. The ARP performance figures for ambulance trusts in England are included within the Information Pack, the benchmarking for Category and Mean Response Times in September are included in the graphs below for reference. Page of
...... The Trust has seen improvements in recent months and is now below (better than) the nationally reported average response time for Category incidents. The Trust does however remain in the lower quartile for Category and other response time metrics. It is acknowledged that some of this national variance will be due to the extremely rural nature of the South West geography. During / the Trust commissioned ORH Ltd to undertake an assessment of the response times achievable across the South West based on the current levels of funded resources and the activity volumes contracted for /9. This review included complex resource modelling and identified that there was a gap between the anticipated performance deliverable from current resources and the national performance standards. The Trust has delivered response times better than identified through the ORH modelling on some incident categories (as outlined in the table below) for the period April to August. This has been achieved through additional resourcing above the 9% target levels being delivered on a consistent basis and additional actions to improve performance particularly within the Clinical Hub as identified in the Trust Performance Improvement Plan. Response Standard ORH Identified Performance from 9% Funded Resource Cover and /9 Contract Activity Volumes Actual Performance YTD Variance Category Mean mins 9 secs mins secs + secs Category 9 th Centile mins 9 secs mins secs - min secs Category Mean mins secs mins secs - mins secs Category 9 th Centile hrs mins secs mins secs - hr mins 9 secs Category Mean hr mins secs hr mins secs - mins secs Category 9 th Centile hrs mins secs hrs mins secs + mins secs Category 9 th Centile hrs mins secs hrs mins secs + hr mins secs..... Following the release of the revised ARP guidance documentation in May the Trust is working with ORH and NHS Commissioners to refresh this modelling work undertaken during Quarter of /9 to confirm any remaining gap in resourcing levels and the expected impact of the work being undertaken and proposed within improvements plans provided in section of this report. A meeting with Commissioner and ORH to confirm the specification for this refresh of the modelling work was held during September with the work to commence in October. Actions to Deliver Performance Improvement To deliver performance improvements and where possible reduce the Trust response times to all categories of incident the Trust has undertaken a three phase approach: Phase One - Trust wide rota review to align rotas and fleet ratios to meet the new (increased) demand profiles and tackle inefficiencies. To ensure the right number of staff on duty at the right time in the right place. This was completed during / however the benefit of the rota changes on performance will only be fully realised Page of
when recruitment matches required establishment levels within each of the operational areas filling current vacancies within the rota patterns. Phase Two Quality Performance Improvement Plans to improve patient safety and performance by maximising resource availability. To provide additional capacity to focus on a small number of high impact actions across the Trust. Phase Three Performance Improvement Plan to address the performance gaps (after Phase and ) as per ORH analysis commenced in February and scheduled to continue throughout /9........... Phase Two - Quality Performance Improvement Plan (QPIP) The Trust has developed an internal Quality Performance Improvement Plan (QPIP). The aim of the QPIP is to improve patient safety and performance by maximising resource availability. The QPIP contains a number of high impact actions to deliver efficiencies and increase productivity of Operational and Hub resources: QPIP Phase Sept to Dec - identified key areas of performance; QPIP Phase - focussed on further areas of performance and productivity improvements and commenced in Quarter of /. QPIP Phase commenced in June with a focus on delivering specific improvements in the ambulance Clinical Indicator metrics. This programme includes a series of focus events titled Saving Lives Together which were delivered across the Trust during September. Phase Three - Performance Improvement Plan (PIP) The Performance Improvement Plan (PIP) has been created to capture the key internal actions being undertaken by the Trust to deliver changes that will either directly or indirectly impact on the Response Times to all categories of incidents within the next months. The PIP does not include items that are outside of the scope direct control (eg reduction in NHS activity to the ambulance service) and does not include any items included within the Trust Transition Plans that may require additional investment from NHS Commissioners. Where possible the plan is focussed on those actions that deliver improvements in one of the key areas impacting on Response Time performance: Total Ambulance Incident Numbers; Call Answering; Call Coding and Allocation; Incident Outcomes (Hear & Treat, See & Treat, See & Convey); Call Cycle Times (Time to Scene, Time At Scene, Handover, Wrap Up); Operational Resource Hours Available. Performance against improvement trajectory that was developed during May for the Category Mean response times is provided below. As at the end of September the Trust reported a Category Mean lower (better than) the trajectory target. Page of
.....9....... However it is expected that a gap between the anticipated performance (even after these improvements) and the national performance standards for all metrics will remain as identified in the resource modelling work undertaken by ORH during /. Commissioner Action Plan and Transition Plan In addition to the Performance Improvement Plan the Trust is also committed to working with NHS Commissioners to identify joint actions which can assist the Trust in delivering the required transformational changes to further improve Response Time performance to national standard levels. These joint actions will be split into two areas: Commissioner Actions actions owned by NHS Commissioners to reduce inappropriate demand on the ambulance service and reduce areas of operational pressure (eg reductions in handover delays at acute hospitals, assistance in recruitment and retention plans); Transition Plan actions jointly owned by SWASFT and NHS Commissioners to deliver transformational change. Some of these actions may subject to investment being provided by NHS Commissioners (eg additional resources). Performance Assurance Meeting (PAM) The Trust s Performance Assurance Meeting (PAM) oversees the delivery of the Performance Improvement Plan and the associated the performance improvement trajectory. A key purpose of PAM is to identify and support the delivery of improvements in performance and to provide the appropriate focus and challenge on items which are recognised as needing attention to ensure they are implemented. Since the last report to the Board of Directors PAM has delivered assurance on the following items: A refresh of the Performance Improvement Plan, changing the grouping of actions from being directorate centred to reflecting their position and contribution to the call cycle. This has enable the identification of future deep dives which will be targeted at cross directorate review of call cycle elements; Directorates are producing ways of working presentations; Page of
Development of the Business Case Plan on a Page A deep dive into Operational Services including: o Community First Responder actions; o Fleet Availability. Mental Health Practitioners in the Hub........ Additional Vehicle Funding The Trust has been successful in a bid to NHS England for the funding for an additional Front Line Ambulances. This is part of a wider ambulance Fleet enhancement to help Trusts meet the new Ambulance Response Standards. These vehicles will be centrally procured and some of the may be in operational service by the end of the financial year. This compliments the Trusts bid to NHS Commissioners for additional staff and resources to meet ARP Standards as part of the Transition Plan NHS Performance NHS Call Answering performance during September was below the national target level of 9%..% of calls were answered within seconds in Dorset (compared to.9% in August ). Call abandonment rates however remained below (better than) the target level of % and were.9% in September. Whilst performance remains below the target levels, call answering performance are similar to the national average call answering performance amongst other NHS service providers in England. % of Call Answered within Seconds National Average % of Call Answered within Seconds NHS Dorset National Standard Week Commencing /9/ /9/ /9/ /9/ // 9%.%.%.%.%.9% 9%.%.%.%.%.%.... A key element to deliver further improvements in call answering performance is the implementation of a full review of rotas for NHS Call Takers and Clinicians which commenced in Quarter of /9. The review aims to deliver rotas to meet the needs of our staff and the current demand patterns for the service, including increased resilience during periods where current vacancies have created some weaknesses. These weaknesses are further exposed due to the current high level of sickness abstractions within the NHS service at present, with sickness levels at weekends increasing to over % for call taking staff. The review is being undertaken in consultation with staff to develop the most appropriate rota patterns including a mix of full time and part time staff to meet the variable demand patterns within the service (including high levels of demand during evening and weekend periods). It is expected that this rota review will be concluded during Quarter of /9 with the new rotas to be introduced ahead of the busy Winter period. Page 9 of
................. 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. However, in recent months more consistent and improved performance levels have been seen for both Treatment Centre appointments and Home Visits. In September the Dorset GP OOH service was fully compliant against the Urgent Treatment Centre Appointments standard (9.% compared to the target of 9%). The Trust missed the hour target on of the urgent cases in September, of which the majority are missed during the busier weekend periods. For Less Urgent Treatment Centre appointments the Trust was also compliant with 99.% of appointments completed within the hour target (.% better than the 9% target). Home Visit performance in September was partially compliant for Urgent cases within hours, with of the cases receiving a response within the time target (9.9% and only case short of delivering compliant performance). For Less Urgent Visits in September the Trust was compliant with 9.% of visits within hours. Urgent Care Centre (Tiverton) Performance The primary performance measure within this contract is the hour waiting time standard. In September,, of,9 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 The Trust is assessed by NHS Improvement against the Use of Resource Metric. Under the Use of Resource Metric the best score is and the worse score is. As the Trust has not accepted its control total for /9 the highest score the Trust can achieve is a. The Trust delivered a Use of Resource Metric of at the end of September. The score of is based on the Trust not 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 /9 Financial Plan: Page of The Trust delivered a deficit position of k at the end of September ; The deficit position solely reflects those unplanned costs associated with supporting operational resilience activities. In months to of the current financial year, the Trust recognised accrued income to offset expenditure incurred in supporting resilience. However, this income is now at risk and is not recognised in the position.
Costs are being recognised as they are incurred and for that reason the year end forecast deficit matches in year trading; The position includes an under spend on depreciation relating to the change in vehicle life from years to years; The annual Cost Improvement target for /9 is,k and the Trust is forecasting delivery but recognises a risk of,k in relation to schemes that are non-recurrent in nature; The Capital Plan for /9 has been revised to,k (this includes the successful fleet capital bid). The month six position shows an actual of,9k compared to a plan of,9k; The Trust cash position at the end of September is,9k compared to the plan of,k. This variance relates to timing differences of expenditure including capital and the impact of depreciation changes; The debtors overs 9 days past due has increased from.9% to.%. The outstanding balance over 9 days has decreased from k to k, however the Trust overall value of debtors has decreased by k; The Trust year to date agency spend is k; The financial impact of the change in unsocial hours payments has not yet crystalised, however NHSI guidance has requested that forecast expenditure and income relating to Section pay terms and conditions is included in the forecast position. Page of
Appendix A: ICPR Dashboard September Clinical Quality & Patient Care Our People Operational Resources Productivity Performance Finance & Use of Resources Activity On the Road Establishment: Category Mean and 9 th centile response times in September were better than the national Establishment Lead Clinicians Revised Operational Rotas standards. were. WTE below the were successfully implemented Tiverton Urgent Care Centre CIP plans remain on target at funded establishment level of across the Trust as part of the continues to report performance the end of September, A&E incidents were.%,. WTE at the end of Sept Hear & Treat Rates are above A&E Operating Plan /. better than 9% for the hour A&E although,k is below contract volumes in.this position is forecast to (better than) the national 999 Sickness levels are standard and minute triage recognised as a risk in relation September, and were improve to. WTE vacancies average level. marginally higher than those metrics. to schemes that are nonrecurrent in nature. of incidents recorded in.% lower than the number AQI ROSC following Cardiac at March 9, but still would still Further improvements rely on seen in September last year at Performance against NHS Arrest is above (better than) be significantly below the increasing the number of.% in September clinical KPIs, in particular the Capital Expenditure was at September. the local threshold (all patients required levels. Clinicians in the Hubs through (compared to.% in August percentage of calls receiving clinical % of the YTD plan, with A&E incidents for the YTD and the Utstein Comparator Emergency Care Assistants recruitment. ). input has improved. actual spend of,9k were.% above contract Group). were. WTE above ARP response protocols have compared to a plan of and were.% higher than Clinical Hub Sickness levels NHS Call Abandonment rates establishment at the end of Sept reduced the average number of,9k. The variance is due the number of incidents remain above the target levels, were lower (better) than the % target. Based on the planned resources arriving at scene per to an under spend against the recorded in the equivalent with.% reported in attrition rates, recruitment and incident. Out of Hours Service performance in Estate and HART vehicle period in / financial September, but have training courses for /9 the Dorset for Urgent and Less Urgent capital plans and the impact of year. improved compared to August position at the end of March 9 Treatment Centre Appointments depreciation changes. (.%). is forecast to be.9 WTE below was complaint in September. funded establishment levels. Out of Hours Service performance in Dorset for Less Urgent Home Visits was complaint in September. New AQI metrics were introduced in November, reporting against these metrics is provided in arrears and data up to and including May is included within the Information Pack for reference. Thresholds for these new metrics have not yet been agreed and therefore performance is included for information as well as benchmarking data against other ambulance trusts. 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 marginally below local threshold. AQI Cardiac Arrest Survival to Discharge rate is below local threshold (all patients and the Utstein Comparator Group). Page of Time to Answer Calls is included within the new ARP metrics, with the Mean, 9 th and 99 th centile figures now reported. In August the Trust reported a Mean call answering time of seconds, 9 th centile of seconds and 99 th centile of seconds. All three metrics were below (better than) the national average for August. Recruitment plans for /9 include maintenance of both Clinician and Call Taker establishment levels at or above funded levels throughout the year. Staff Appraisals were below target levels at.% at the end of September. Frontline Operational and Hub appraisals were marginally below target at % and % respectively and focus will be on improving this position during Quarter. The most significant challenges are within the Out of Hours and NHS service, with appraisal performance dropping to % and % respectively. Specific action plans to deliver the focus and support to recover this position are being developed by the Operational management team during October. Performance Improvement Plan (PIP) for /9 has been developed to increase the availability of operational resource hours. This includes actions to reduce job cycle times, utilise the most appropriate patient pathways, improve efficient allocation and dispatch of resources and removing any activity inappropriate for the ambulance service where possible. The aim of the PIP is to deliver improvement (reductions) in the response times across the South West towards the national performance standards for all response time metrics. NHS Sickness levels remain a priority to address with 9.9% sickness in September. The current under establishment (in line with forecast and higher abstraction levels are impacting on the ability to deliver consistent resourcing to meet the new rota schedules on a daily basis. Mitigation for the current under establishment includes overtime, agency and third party use until vacancies are filled and abstractions are managed back to planned levels. On Scene times and Wrap Up time improvements are expected as per the Performance Improvement Plan. Performance Management reports are produced on a monthly basis to assist local operational managers in benchmarking performance, identifying best practice and identifying individual outliers. Handover Delays - any operational time lost to these delays impact directly on the number of resources available. Despite the overall reduction in time lost compared to last year, local issues remain and vary on a daily basis. Action plans to improve the position at those acute hospitals with the highest (worst) time lost have been introduced. Ongoing monitoring is required to ensure these positive changes during the early part of /9 are sustained. New AQI metrics to reflect ARP were introduced for reporting purposes on November. Following a national review exercise, revised guidance documentation was released in May to deliver greater consistency in reporting across ambulance trusts in England as well as introduce additional metrics for reporting. The ICPR reflects any changes that have been made and also includes national benchmarking data where it has been published by NHS England. ORH resource modelling has previously identified the challenge to deliver response time targets for Category incidents. Response Times for Category, and incidents were above (worse than) the national standards in September. It is acknowledged that ambulance trusts need to undertake operational model changes to meet the new AQI standards. Out of Hours Service performance in Dorset for Urgent Home Visits was partially compliant in September. NHS Call Answering performance was below 9 in September. The percentage of Debtors over 9 days was.% in September (.9% in August ), above the % target level. The outstanding balance over 9 days has reduced from k in August to k at the end of September. A proportion of these aged debtors are subject to agreed, staged repayment plans. The Trust delivered a deficit position of k at the end of September ; The deficit position solely reflects those unplanned costs associated with supporting operational resilience activities. Revised rota patterns were introduced into the East and West Divisions during / following extensive re-modelling of operational resources. The revised rotas introduced across all areas of the Trust are designed to align operational resources to current demand patterns. The expected performance improvement will not be fully realised until the shifts are filled. The ability to fulfil the revised shift patterns on a consistent basis is linked to the delivery of funded establishment levels. There is considerable variation in CCG activity levels for the year to date. Bath & North East Somerset CCG is.% above contract volumes and Somerset CCG is.9% above contract volumes. At the other end of the scale Kernow CCG is.% below contract volumes.
Appendix B: Integrated Corporate Performance Report Information Pack September Integrated Corporate Performance Report
People Finance Patient Performance Quality and Governance Metrics Actual Target Var to Target PY Actual Var to PY Actual Target Var to Target PY Actual Var to PY Adverse Incidents Reported in Month 9 -,,, A&E Incidents,,9 -.%, -.%,9,.%,.% Adverse Incidents Relating to Medication Administration, Prescription and Supply Errors Sep- YTD A&E Performance Metrics - 9 Cat Mean :: :: :: :: :: :: Serious Incidents Identified in Month - 9 Cat 9th Centile :: :: :: :: :: :: Central Alert System (CAS) Received Cat T 9th Centile :9: :: :: :: :: :: Moderate Incidents Confirmed in Month Cat Mean :: :: :9: :: :: :: Complaints Reported 9 - Cat 9th Centile :: :: :: :: :: :: PALS Reported - 9 - Cat Mean :: :: :: :: :: :: SIRS Reported 9 99 - Cat 9th Centile :: :: :: :: :: :: Safeguarding Referrals,, 9,, -,9 Cat 9th Centile :9: :: :9: :: :: :: Actual Target Sep- Var to Target PY Actual Var to PY Actual Target YTD Var to Target PY Actual Var to PY AQI Clinical Indicators Reported in Arrears to Other Data Feeds - Monitored on a Rolling Month Basis Outcome from Cardiac Arrest - Return of Spontaneous Circulation (ROSC) at time of arrival at hospital (overall) Outcome from Cardiac Arrest - ROSC at time of arrival at hospital (Utstein Comparator Group) Outcome from Cardiac Arrest - Survival to Discharge - overall survival rate Outcome from Cardiac Arrest - Survival to Discharge - Utstein Comparator Group survival rate % of patients with a pre-hospital diagnosis of suspected STEMI confirmed on ECG receiving an appropriate care bundle % of suspected stroke or unresolved transient ischaemic attack pateints assessed face to face that received an appropriate diagnostic bundle AQI Clinical Indicators Reported in Arrears to Other Data Feeds - In Month Performance STEMI - Mean time from call to catheter insertion (hrs:mins) STEMI - 9th Centile time from call to catheter insertion (hrs:mins) Stroke - Mean time from call to hospital arrival Stroke - Median time from call to hospital arrival (hrs:mins) Stroke - 9th Centile time from call to hospital arrival (hrs:mins) Stroke - Mean time from arrival at hospital to CT scan (hrs:mins) Stroke - Median time from arrival at hospital to CT scan (hrs:mins) Stroke - 9th Centile time from arrival at hospital to CT scan (hrs:mins) Stroke - Mean time from arrival at hospital to thrombolysis (hrs:mins) Stroke - Median time from arrival at hospital to thrombolysis (hrs:mins) Stroke - 9th Centile time from arrival at hospital to thrombolysis (hrs:mins) Jun to May Call Answering Mean (secs) (compared to National Avg in month) - Var to Var to Actual Target PY Actual Call Answering 9th Centile (secs) (compared to National Avg) - Target PY.%.%.%.%.9% Call Answering 99th Centile (Secs) (compared to National Avg) 99 -.%.%.%.%.% Time Lost to Handover Delays Over Mins (hrs:mins) : : : : :9 9:.% 9.% -.9%.%.% % of Handovers in Excess of Mins.%.99%.%.%.%.9%.%.% -.9%.% -.% Time Lost to Handover to Clear Over Mins (hrs:mins) 9: : :9 : 9: :9 9.%.% -.%.% -.% % of Handover to Clear in Excess of Mins.%.% -.%.%.% -.% 9.% 9.% -.% 9.%.% Outcomes (Contract) - Hear & Treat.9%.%.%.%.9% -.% May- Outcomes (Contract) - See & Treat.%.% -.%.%.% -.% Actual Nat Avg Var to Nat Avg PY Actual Var to PY Outcomes (Contract) - See & Convey Non ED.%.% -.%.%.% -.% : :9 :9 Outcomes (Contract) - See & Convey ED 9.%.%.9%.%.9%.% : : : Sep- YTD NHS, Out of Hours and Urgent Care Centre Metrics Var to Var to Var to Var to Actual Target PY Actual Actual Target PY Actual Target PY Target PY :9 : : NHS % of Calls Answered in Secs.% 9.% -.%.% -.%.% 9.% -.%.%.9% : : : NHS % of Calls Abandoned.9%.% -.%.%.9%.%.% -.%.% -.% : : : OOH Dorset - QR Urgent Home Visits in Hrs 9.9% 9.% -.% 9.%.% 9.9% 9.% -.9% 9.% -.9% : : : OOH Dorset - QR Less Urgent Home Visits in Hrs 9.% 9.%.% 9.9%.% 9.% 9.%.% 9.%.% :9 : : OOH Dorset - QR Urgent TC Appointments in Hrs 9.% 9.%.% 9.%.% 9.% 9.% -.9% 9.% -.99% : : : OOH Dorset - QR Less Urgent TC Appointments in Hrs 99.% 9.%.% 9.%.% 9.% 9.%.9% 9.9% -.% :9 : : Tiverton UCC % Triage Commenced in Mins 9.% 9.%.% 9.%.% 9.% 9.%.% 9.%.% : : : Tiverton UCC % Cases Completed in Hrs 99.% 9.%.% 99.% -.% 99.% 9.%.% 99.9%.% Establishment and Staff Metrics - In Month Performance Trust Total Establishment WTE A&E Lead Clinician Establishment WTE A&E Emergency Care Assistant Establishment WTE A&E Hub Total Establishment WTE NHS Total Establishment WTE OOH Dorset Total Establishment WTE Trust Total Staff Turnover % Trust Staff Sickness % Trust Staff Appraisal Completion % Sep- Sep- Var to Var to Var to Actual Target PY Actual Actual Plan Var to Plan PY Actual Target PY PY,9.,9. -.,.9 9. Capital Service Cover..9 -.. -.,.,. -.,.. Liquidity Days.. -.9..9,. 9.. 9.. I&E Margin % -.%.% -.%.% -.%..9 -..9 -. Variance in I&E Margin as % of Plan -.%.% -.%.% -.%.9. -.. -. Agency Spend Variance to Cap (YTD) % -.% -.% -9.% 9.. -.9 99.9 -. Use of Resources Rating......9%.9% -.% Capital Expenditure vs Plan YTD %.% -%.%.%.%.9%.% CIP vs Plan YTD % % %.%.% -.%.%.% Debtors Over 9 Days %.%.%.%.%.% Creditors Over 9 Days %.%.% -.%.% -.%
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; 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. 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 England website: www.england.nhs.uk/urgentemergency-care/arp/ NHS England has also developed a guide to the new Ambulance Standards, which outline the purpose of ARP and the new ambulance standards that have been introduced. A copy of this easy read document can be found on the NHS England website: www.england.nhs.uk/publication/new-ambulance-standards-easy-read-document/ 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. All ambulance trusts in England were required to commence reporting against the new standards by November. Compliance against the new standards is expected from April. Until then the standards proposed are to be used for monitoring purposes only to enable ambulance trusts to update their operating models to deliver the new performance standards. SWASFT implemented the new response time reporting standards required for ARP v. with effect from November. This report therefore includes data in relation to the old metrics up to and including November and reporting on the new metrics with effect from November. The new performance standards against which the Trust will be monitored are outlined in the table below: Category National Standard How long does the ambulance service have to make a decision? Category Category Category Category minutes The earliest of: Mean response time The problem being identified; An ambulance response being dispatched; minutes seconds from the call being connected. 9 th centile response time minutes The earliest of: Mean response time The problem being identified; An ambulance response being dispatched; minutes seconds from the call being connected. 9 th centile response time minutes The earliest of: Mean response time The problem being identified; minutes An ambulance response being dispatched; 9th centile response time seconds from the call being connected. The earliest of: The problem being identified; minutes An ambulance response being dispatched; 9th centile response time seconds from the call being connected. Integrated Corporate Performance Report
ARP. Performance Metrics -Response Times Target/ KPI YTD Category Response Time - Mean (hrs:mins:secs) Category Response Time - 9th Percentile (hrs:mins:secs) Category (Transport) Response Time - 9th Percentile (hrs:mins:secs) Category Response Time - Mean (hrs:mins:secs) Category Response Time - 9th Percentile (hrs:mins:secs) Category Response Time - Mean (hrs:mins:secs) Category Response Time - 9th Percentile (hrs:mins:secs) Category (999) Response Time - 9th Percentile (hrs:mins:secs) :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: ARP. - Category Response Time (hrs:mins:secs) :: :: :: :: :: :: :: :: :: :: :: :: ARP. - Category Response Time (hrs:mins:secs) :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: ARP. - Category Response Time (hrs:mins:secs) ARP. - Category (999) Response Time (hrs:mins:secs) :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report
ARP. Performance Metrics - Category Mean Response Times by CCG Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total Target/ KPI YTD :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :9: :9: :9: :: :: :9: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :9: :: :: :: :: :: :: :: :: :: :: :: :: ARP. Performance Metrics - Category 9th Percentile Response Times by CCG Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :9: :9: :9: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Category - Mean Response Times by CCG - Current Month Category - 9th Percentile Response Times by CCG - Current Month Trust Total :: Trust Total :: Wiltshire CCG :: Wiltshire CCG :: Swindon CCG :: Swindon CCG :9: South Devon & Torbay CCG :: South Devon & Torbay CCG :: Somerset CCG :: Somerset CCG :: NEW Devon CCG :: NEW Devon CCG :: Kernow CCG :: Kernow CCG :: Gloucestershire CCG :: Gloucestershire CCG :: Dorset CCG :: Dorset CCG :: Bristol, North Somerset & South Gloucestershire CCG :: Bristol, North Somerset & South Gloucestershire CCG :: Bath & North East Somerset CCG :: :: :: :: :: :: :: Bath & North East Somerset CCG :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report
ARP. Performance Metrics - Category Mean Response Times by CCG Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total Target/ KPI YTD :: :9: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: ARP. Performance Metrics - Category 9th Percentile Response Times by CCG Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total :: :: :: :: :: :9: :9: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :9: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :9: :: :: Category - Mean Response Times by CCG - Current Month Category - 9th Percentile Response Times by CCG - Current Month Trust Total :: Trust Total :: Wiltshire CCG :: Wiltshire CCG :: Swindon CCG :: Swindon CCG :: South Devon & Torbay CCG :: South Devon & Torbay CCG :: Somerset CCG :: Somerset CCG :: NEW Devon CCG :: NEW Devon CCG :: Kernow CCG :: Kernow CCG :: Gloucestershire CCG :: Gloucestershire CCG :: Dorset CCG :: Dorset CCG :: Bristol, North Somerset & South Gloucestershire CCG :: Bristol, North Somerset & South Gloucestershire CCG :: Bath & North East Somerset CCG :: Bath & North East Somerset CCG :9: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report
ARP. Performance Metrics - Category Mean Response Times by CCG Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total Target/ KPI YTD :: :: :: :: :: :: :: :9: :: :: :9: :: :: :: :9: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :9: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: ARP. Performance Metrics - Category 9th Percentile Response Times by CCG Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total :: :: :: :: :9: :: :: :: :: :: :9: :: :: :9: :: :: :: :: :: :: :9: :: :: :: :: :9: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :9: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: Category - Mean Response Times by CCG - Current Month Category - 9th Percentile Response Times by CCG - Current Month Trust Total :: Trust Total :: Wiltshire CCG :: Wiltshire CCG :: Swindon CCG :: Swindon CCG :: South Devon & Torbay CCG :: South Devon & Torbay CCG :: Somerset CCG :: Somerset CCG :: NEW Devon CCG :: NEW Devon CCG :: Kernow CCG :: Kernow CCG :: Gloucestershire CCG :: Gloucestershire CCG :: Dorset CCG :: Dorset CCG :9: Bristol, North Somerset & South Gloucestershire CCG :: Bristol, North Somerset & South Gloucestershire CCG :9: Bath & North East Somerset CCG :: Bath & North East Somerset CCG :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report
Target/ KPI ARP. Performance Metrics - Category 9th Percentile Response Times by CCG Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total ARP. Performance Metrics - Category (Transport) 9th Percentile Response Times by CCG YTD :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: 9:: :: :: :: :9: :: :: :: :: :9: :: :: :: :: :: :: :: :: :9: Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :9: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :9: :: :: :: :: :: :: :: :: :: :: :: :9: Category - 9th Percentile Response Times by CCG - Current Month Category (T) - 9th Percentile Response Times by CCG - Current Month Trust Total :9: Trust Total :9: Wiltshire CCG :: Wiltshire CCG :: Swindon CCG :: Swindon CCG :: South Devon & Torbay CCG :: South Devon & Torbay CCG :: Somerset CCG :: Somerset CCG :: NEW Devon CCG :: NEW Devon CCG :: Kernow CCG :: Kernow CCG :: Gloucestershire CCG :: Gloucestershire CCG :9: Dorset CCG :: Dorset CCG :9: Bristol, North Somerset & South Gloucestershire CCG :: Bristol, North Somerset & South Gloucestershire CCG :: Bath & North East Somerset CCG :: Bath & North East Somerset CCG :9: :: :: :: :: :: :: :: :: :: 9:: :: :: :: :: Integrated Corporate Performance Report
Ambulance Quality Indicators. Metrics - National Benchmarking Category - Mean Response Time (Mins) Category - 9th Percentile Reponse Time (Mins) Category (Transport) Response Time - 9th Percentile (minutes) Category - Mean Response Time (Mins) Category - 9th Percentile Response Time (Mins) Category Response Time - Mean (minutes) Category - 9th Percentrile Reponse Time (Mins) Category (999) - 9th Percentile Response Time (Mins) Mean Time To Identify Category Incidents (where Category incidents are identified with Nature of Call or Pre-Triage Questions) (Seconds) 9th centile Time To Identify Category Incidents (where Category incidents are identified with Nature of Call or Pre-Triage Questions) (Seconds) Call Answering - Mean Answer Time (Seconds) Call Answering - 9th Percentile Answer Time (Seconds) Call Answering - 99th Percentile Answer Time (Seconds) % of Calls Closed with Telephone Advice or Referral to Other Service Mean Number of Ambulance Resources Allocated per Category Incident Mean Number of Ambulance Resources Arriving at Scene per Category Incident Mean Number of Ambulance Resources Allocated per Category Incident Mean Number of Ambulance Resources Arriving at Scene per Category Incident Mean Number of Ambulance Resources Allocated per Category Incident Mean Number of Ambulance Resources Arriving at Scene per Category Incident Mean Number of Ambulance Resources Allocated per Category (999) Incident Mean Number of Ambulance Resources Arriving at Scene per Category (999) Incident Period National Average East Midlands East of England London North East North West South Central South East Coast South Western West Midlands Yorkshire Sep- :: :: :: :: :: :: :: :: :: :: :: Sep- :: :: :: :: :: :: :: :: :: :: :: Sep- :: :: :: :: ::9 :: :: :9: :9: :: :9: Sep- :: :: ::9 :9: :: :: ::9 :9: :: :: ::9 Sep- :: :: :: :9: :: :: :: :: :: ::9 :: Sep- :: :: ::9 :: :: :: :: :: :: :: :9: Sep- ::9 :: :: :: :: :: :: :: :: :: :: Sep- :: :: :: :: :: :: :: :: :9:9 :: :: Sep- Sep- 9 9 Sep- Sep- 9 9 Sep- 99 9 Sep-.%.%.%.%.%.%.%.%.%.%.% Sep-..9...9.....9. Sep-........... Sep-........... Sep-........... Sep-...9........ Sep-........... Sep-........... Sep-........... Category - Mean Response (Mins) Category - 9th Percentile Response (Mins) Category - Mean Response (Mins) Category - 9th Percentile Response (Mins) Yorkshire :: Yorkshire :: Yorkshire ::9 Yorkshire :: West Midlands :: West Midlands :: West Midlands :: West Midlands ::9 South Western :: South Western :: South Western :: South Western :: South East Coast :: South East Coast :: South East Coast :9: South East Coast :: South Central :: South Central :: South Central ::9 South Central :: North West :: North West :: North West :: North West :: North East :: North East :: North East :: North East :: London :: London :: London :9: London :9: East of England :: East of England :: East of England ::9 East of England :: East Midlands :: East Midlands :: East Midlands :: East Midlands :: National Average :: National Average :: National Average :: National Average :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: :: Integrated Corporate Performance Report 9
Category - 9th Percentile Response (Mins) Category (999) - 9th Percentile Response (Mins) Mean Time to Identify Cat (NOC and PTQ) 9th Percentile Time to Identify Cat (NOC and PTQ) Yorkshire :: Yorkshire :: Yorkshire Yorkshire West Midlands :: West Midlands :: West Midlands West Midlands South Western :: South Western :9:9 South Western South Western South East Coast :: South East Coast :: South East Coast South East Coast 9 South Central :: South Central :: South Central South Central North West :: North West :: North West North West 9 North East :: North East :: North East North East London :: London :: London London East of England :: East of England :: East of England East of England East Midlands :: East Midlands :: East Midlands East Midlands National Average ::9 National Average :: National Average National Average :: :: :: :: :: :: :: :: :: :: :: :: :: % Calls Closed with Tel Advice/Referral Mean Call Answer Time (Secs) 9th Percentile Call Answer Time (Secs) 99th Percentile Call Answer Time (Secs) Yorkshire.% Yorkshire Yorkshire Yorkshire West Midlands.% West Midlands West Midlands West Midlands South Western.% South Western South Western South Western South East Coast.% South East Coast South East Coast South East Coast South Central.% South Central South Central South Central 9 North West.% North West North West 9 North West North East.% North East North East North East London.% London London London East of England.% East of England East of England 9 East of England East Midlands.% East Midlands East Midlands East Midlands National Average.% National Average National Average National Average 99.%.%.%.%.%.%.%.%.% Mean Number of Ambulance Resources Arriving at Scene (Cat Incidents) Mean Number of Ambulance Resources Arriving at Scene (Cat Incidents) Mean Number of Ambulance Resources Arriving at Scene (Cat Incidents) Mean Number of Ambulance Resources Arriving at Scene (Cat (999) Incidents) Yorkshire. Yorkshire. Yorkshire. Yorkshire. West Midlands.9 West Midlands. West Midlands. West Midlands. South Western. South Western. South Western. South Western. South East Coast. South East Coast. South East Coast. South East Coast. South Central. South Central. South Central. South Central. North West. North West. North West. North West. North East.9 North East. North East.9 North East. London. London. London. London. East of England. East of England. East of England.9 East of England. East Midlands. East Midlands. East Midlands. East Midlands.9 National Average. National Average. National Average.9 National Average................................. Integrated Corporate Performance Report
Ambulance Clinical Indicators Outcome from Cardiac Arrest - Number of Patients who had resucitation commenced/continued by ambulance service following cardiac arrest Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (overall) Outcome from Cardiac Arrest - Number of Patients who had resucitation commenced/continued by ambulance service following cardiac arrest (Utstein Comparator Group) Outcome from Cardiac Arrest - Return of Spontaneous Circulation at time of arrival at hospital (Utstein Comparator Group) Outcome from Cardiac Arrest - Survival to Discharge - Number of patients who had resuscitation by ambulance service following cardiac arrest Outcome from Cardiac Arrest - Survival to Discharge - overall survival rate Outcome from Cardiac Arrest - Survival to Discharge - Number of patients who had resuscitation by ambulance service following cardiac arrest (Utstein Comparator Group) Outcome from Cardiac Arrest - Survival to Discharge - Utstein Comparator Group survival rate Outcome from Cardiac Arrest - Number of patients with ROSC Outcome from Cardiac Arrest - percentage receivin post-rosc care bundle Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - Number of patients with a pre-hospital diagnosis of suspected STEMI confirmed on ECG - Quarterly Data from (Jan, Apr, Jul and Oct) Outcome from Acute STEMI - % of patients with a pre-hospital diagnosis of suspected STEMI confirmed on ECG receiving an appropriate care bundle - Quarterly Data from Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - Number of paitents directly admitted with an initial diagnosis of 'definite Myocardial Infarction' Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - Number of paitents directly admitted with an initial diagnosis of 'definite Myocardial Infarction' who had primary percutaneous coronary intervention (PPCI) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - Mean time from call for help to catheter insertion for angiography for paitents directly admitted with an initial diagnosis of 'definite Myocardial Infarction' (hours:minutes) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - 9th centile time from call for help to catheter insertion for angiography for paitents directly admitted with an initial diagnosis of 'definite Myocardial Infarction' (hours:minutes) Outcome from Stroke for Ambulance Patients - Number of suspected stroke or unresolved transient ischaemic attack pateints assessed face to face - to be published times a year (Feb, May, Aug and Nov) Outcome from Stroke for Ambulance Patients - % of suspected stroke or unresolved transient ischaemic attack pateints assessed face to face that received an appropriate diagnostic bundle - to be published times a year (Feb, May, Aug and Nov) Outcome from Stroke for Ambulance Patients - Number of patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service Outcome from Stroke for Ambulance Patients - Mean time from call to hospital arrival for patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service (hours:minutes) Outcome from Stroke for Ambulance Patients - th centile time from call to hospital arrival for patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service (hours:minutes) Target/ KPI Rolling Months Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- n/a,9 9 9 9 9.%.%.%.%.%.%.9%.%.9%.%.%.%.% 9.% n/a 9.%.%.%.%.%.%.%.%.%.%.9%.%.%.% n/a, 9 9.%.%.9%.%.% 9.9%.%.9% 9.9%.9%.%.% 9.%.% n/a 9 9 9 9.%.%.%.%.%.%.% 9.%.%.%.9%.%.%.% n/a tbc.%.% n/a,9 9 9.% 9.%.% 9.%.%.%.%.%.9% 9.9%.% n/a, 9 n/a 9 9 tbc : : : :9 : : : tbc : : : : : : : n/a, 9 99 9 9 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% n/a,9 9 tbc : : : :9 :9 :9 :9 tbc : : : : : : : Outcome from Stroke for Ambulance Patients - 9th centile time from call to hospital arrival for patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service (hours:minutes) tbc :9 : : : : : : Outcome from Stroke for Ambulance Patients - Number of stroke patients in SSNAP who had a CT scan n/a,9 9 9 Outcome from Stroke for Ambulance Patients - Mean time from arrival at hospital to CT scan for stroke patients in SSNAP who had a CT scan (hours:minutes) tbc : : : : : : : Outcome from Stroke for Ambulance Patients - Median time from arrival at hospital to CT scan for stroke patients in SSNAP who had a CT scan (hours:minutes) tbc : : : : : : : Outcome from Stroke for Ambulance Patients - 9th centile time from arrival at hospital to CT scan for stroke patients in SSNAP who had a CT scan (hours:minutes) tbc : : : : : : :9 Outcome from Stroke for Ambulance Patients - Number of stroke patients in SSNAP who had thrombolysis n/a 9 Outcome from Stroke for Ambulance Patients - Mean time from arrival at hospital to thrombolysis for stroke patients in SSNAP who had thrombolysis (hours:minutes) tbc : : : : : : : Outcome from Stroke for Ambulance Patients - Median time from arrival at hospital to thrombolysis for stroke patients in SSNAP who had thrombolysis (hours:minutes) tbc : : : : : : :9 Outcome from Stroke for Ambulance Patients - 9th centile time from arrival at hospital to thrombolysis for stroke patients in SSNAP who had thrombolysis (hours:minutes) tbc :9 :9 : : : : : Integrated Corporate Performance Report
As part of the Ambulance Response Programme review of Clinical Outcomes, new timelines measures have been introduced for STEMI and Stroke, superseding the previous measures. Full definitions can be found at www.england.nhs.uk/statistics/statistical-work-areas/ambulance-quality-indicators ST-segment elevation myocardial infarction (STEMI) The Myocardial Ischaemia National Audit Project (MINAP) have supplied: the count of patients transported by Ambulance Services in England with an initial diagnosis of definite Myocardial Infarction ; of those, how patient many had primary percutaneous coronary intervention (PPCI): inflation of a balloon inside a blood vessel to restore blood flow to the heart; for those, the time (mean average, and 9th centile) from the call for an ambulance, until the insertion of a catheter into the blood vessels, to examine whether PPCI is clinically appropriate. Stroke The FAST procedure helps assess whether someone has suffered a stroke: Facial weakness: can the person smile? Has their mouth or eye drooped? Arm weakness: can the person raise both arms? Speech problems: can the person speak clearly and understand what you say? Time to call 999 for an ambulance if you spot any one of these signs. The Ambulance Services of England have supplied the numbers of patients they transported that were either FAST positive, or had a provisional diagnosis of stroke; and of those, the time from the call for an ambulance, until arrival at hospital. Complementing that, the Stroke Sentinel National Audit Programme (SSNAP) have supplied: the numbers of stroke patients who had a CT scan, and for those, the time from the hospital-recorded arrival to the CT scan; the numbers who had thrombolysis (injection of drugs to dissolve a blood clot), and for those, the time from the hospital-recorded arrival time to thrombolysis. All times supplied for stroke indicators are mean average, median, and 9th centile. % % % % % % % % % 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 Cardiac Arrest - Surival to Discarge Rate (Overall) % % % % % % % Outcome from Cardiac Arrest - Surival to Discarge Rate (Utstein Comparator Group) No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold % % % % % % % % % Outcome from Cardiac Arrest - % Receiving post- ROSC Care Bundle % 9% % % % % % % % % % Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients with a pre-hospital diagnosis of suspected STEMI confirmed on ECG receiving an appropriate care bundle : : : : : : Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - Mean time from call for help to catheter insertion for angiography for paitents directly admitted with an initial diagnosis of 'definite Myocardial Infarction' (hours:minutes) % 9% % % % % % % % % % Outcome from Stroke for Ambulance Patients - % of suspected stroke or unresolved transient ischaemic attack pateints assessed face to face that received an appropriate diagnostic bundle,, : No. of Incidents Perf % No. of Incidents Perf % Threshold No. of Incidents Perf % Threshold : : : : : Outcome from Stroke for Ambulance Patients - Mean time from call to hospital arrival for patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service (hours:minutes) : : : : : : Outcome from Stroke for Ambulance Patients - Mean time from arrival at hospital to CT scan for stroke patients in SSNAP who had a CT scan (hours:minutes) : :. : : : : Outcome from Stroke for Ambulance Patients - Mean time from arrival at hospital to thrombolysis for stroke patients in SSNAP who had thrombolysis (hours:minutes) : : : : : : Integrated Corporate Performance Report
Period National Average East Midlands East of England London North East North West South Central South East Coast South Western West Midlands Yorkshire 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 Cardiac Arrest - Survival to Discharge - overall survival rate Outcome from Cardiac Arrest - Survival to Discharge - Utstein Comparator Group survival rate Outcome from Cardiac Arrest - % of patients with ROSC receiving a post-rosc care bundle (figures reported in April, July, October and January) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - % of patients with a prehospital diagnosis of suspected STEMI confirmed on ECG receiving an appropriate care bundle - (figures reported in April, July, October and January) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - Mean time from call for help to catheter insertion for angiography for paitents directly admitted with an initial diagnosis of 'definite Myocardial Infarction' (hours:minutes) Outcome from Acute ST-Elevation Myocardial Infarction (STEMI) - 9th centile time from call for help to catheter insertion for angiography for paitents directly admitted with an initial diagnosis of 'definite Myocardial Infarction' (hours:minutes) Outcome from Stroke for Ambulance Patients - % of suspected stroke or unresolved transient ischaemic attack pateints assessed face to face that received an appropriate diagnostic bundle - (figures reported in May, August, November and February) Outcome from Stroke for Ambulance Patients - Mean time from call to hospital arrival for patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service (hours:minutes) Outcome from Stroke for Ambulance Patients - th centile time from call to hospital arrival for patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service (hours:minutes) Outcome from Stroke for Ambulance Patients - 9th centile time from call to hospital arrival for patients either FAST positive, or with provisional daignosis of stroke transported by the Ambulance Service (hours:minutes) Outcome from Stroke for Ambulance Patients - Mean time from arrival at hospital to CT scan for stroke patients in SSNAP who had a CT scan (hours:minutes) Outcome from Stroke for Ambulance Patients - Median time from arrival at hospital to CT scan for stroke patients in SSNAP who had a CT scan (hours:minutes) Outcome from Stroke for Ambulance Patients - 9th centile time from arrival at hospital to CT scan for stroke patients in SSNAP who had a CT scan (hours:minutes) Outcome from Stroke for Ambulance Patients - Mean time from arrival at hospital to thrombolysis for stroke patients in SSNAP who had thrombolysis (hours:minutes) Outcome from Stroke for Ambulance Patients - Median time from arrival at hospital to thrombolysis for stroke patients in SSNAP who had thrombolysis (hours:minutes) Outcome from Stroke for Ambulance Patients - 9th centile time from arrival at hospital to thrombolysis for stroke patients in SSNAP who had thrombolysis (hours:minutes) Apr to May.%.9%.%.%.%.%.%.%.9%.%.% Apr to May.%.%.%.%.%.%.%.9%.%.%.% Apr to May 9.9%.%.%.%.%.9%.%.%.%.9%.% Apr to May.9%.%.9%.%.%.%.%.%.%.9%.% Apr to May.9%.%.%.%.%.9%.%.%.%.%.% Apr to May 9.%.% 9.%.%.%.%.% 9.%.% 9.% 9.% May- :9 : : : : : : : : : : May- : : : : :9 : :9 : : : : Apr to May 9.% 9.% 99.% 9.% 99.% 9.% 9.% 9.% 9.9% 99.% 9.% May- : : : :9 : : : : :9 : : May- : : : : : : : : : : : May- : : :9 : : : : : : : : May- : : : : : : : : : : : May- : : : : :9 : : : : : : May- : : : : : : : : :9 : : May- : : : : : : : : : : : May- : : : : : : : :9 :9 : : May- : : : : : : : : : : : Integrated Corporate Performance Report
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 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 North West.%.%.9%.%.%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.%.9%.%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.9%.%.9%.% Yorkshire West Midlands South Western South East Coast South Central North West.%.%.%.%.9%.% North East.% North East.% North East.% North East.% London.% London.% London.% London.% East of England.% East of England.% East of England.% East of England.9% East Midlands.9% East Midlands.% East Midlands.% East Midlands.% National Average.% National Average.% National Average 9.9% National Average.9% % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % Outcome from Cardiac Arrest - % of Patients with ROSC Receiving post-rosc Care Bundle Outcome from Acute STEMI - % of Patients Receiving an Appropriate Care Bundle Outcome from Acute STEMI - Mean time from call for help to catheter insertion for angiography Outcome from Stroke - % of Suspected Stroke or Unresolved Transient Ischaemic Attack Patients Assessed Face to Face Receiving an Appropriate Diagnostic Bundle Yorkshire West Midlands South Western South East Coast South Central.%.%.%.%.% Yorkshire West Midlands South Western South East Coast South Central 9.%.% 9.%.% 9.% Yorkshire West Midlands South Western South East Coast South Central : : : : : Yorkshire West Midlands South Western South East Coast South Central 9.% 9.% 99.% 9.9% 9.% North West.9% North West.% North West : North West 9.% North East.% North East.% North East : North East 99.% London.% London.% London : London 9.% East of England.% East of England 9.% East of England : East of England 99.% East Midlands.% East Midlands.% East Midlands : East Midlands 9.% National Average.9% National Average 9.% National Average :9 National Average 9.% % % % % % % % % % % % % % % % % % % % 9% 9% 9% 9% 9% 9% 9% 99% % Outcome from Stoke - Meant time from call to hsopital arrival for patients either FAST positive or with provisional diagnosis of stroke transported by ambulance service Outcome from Stroke - Mean time from arrival at hospital to CT scan Outcome from Stroke Patients - Mean time from arrival at hospital to thrombolysis Yorkshire : Yorkshire : Yorkshire : West Midlands : West Midlands : West Midlands : South Western :9 South Western : South Western : South East Coast : South East Coast : South East Coast : South Central : South Central : South Central : North West : North West : North West : North East : North East : North East : London :9 London : London : East of England : East of England : East of England : East Midlands : East Midlands : East Midlands : National Average : National Average : National Average : % % % % % % % % % % % % % % % % % % % % % Integrated Corporate Performance Report
YTD A&E Incident Numbers Actual A&E Incident Numbers / Actual A&E Incident Numbers / Actual A&E Incident Numbers /9 Variance / vs / Contract A&E Incident Numbers /9 Variance Actual vs Contract / 9, A&E Incident Numbers,,,99,,,,,,9,,,9,9,,9,9,9,,,,,, 9,,,,9,,,9,,,.%.%.%.%.%.9% -.%,,,,,,9,9,,9, 9,,,.% -.%.%.9%.%.% -.% Ambulance Incidents by CCG Year to Date,,,, South Devon & Torbay CCG 9, % Swindon CCG, % Wiltshire CCG, % Unknown CCG 9 % Bath & North East Somerset CCG, % Bristol, North Somerset & South Gloucestershire CCG,9 %,,, Actual A&E Incident Numbers / Actual A&E Incident Numbers / Somerset CCG,9 % Dorset CCG 9, % Actual A&E Incident Numbers /9 Contract A&E Incident Numbers /9 All Ambulance Incidents per Week, 9, 9, NEW Devon CCG,9 % Gloucestershire CCG, %,, Kernow CCG 9,9 %,,,, Integrated Corporate Performance Report
YTD A&E Incident Numbers Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Unknown CCG Trust Total A&E Incident Numbers % Variance /9 vs / Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total A&E Incident Numbers % Variance Actual vs Contract /9 Bath & North East Somerset CCG Bristol, North Somerset & South Gloucestershire CCG Dorset CCG Gloucestershire CCG Kernow CCG NEW Devon CCG Somerset CCG South Devon & Torbay CCG Swindon CCG Wiltshire CCG Trust Total,,,,,,,,9,,,,,, 9,,9,99,,9,,,,,,,,,9 9,9,999,,,,,,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%.9%.%.%.%.% -.% -.9%.%.%.9%.9% -.% -.%.%.%.% -.9% -.%.% -.%.9%.%.%.%.% -.% -.% -.% -.% -.% -.% -.% -.% -.%.%.%.% -.% -.%.9%.%.%.%.9%.% -.% -.%.%.%.%.% -.% -.9%.% -.%.9%.%.9%.% -.%.% -.%.9%.%.%.% -.%.% -.%.%.9%.%.% -.% Integrated Corporate Performance Report
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 Category Category (999) Category (HCP) Category Total Target/ KPI YTD.% 9.%.9%.%.%.9%.9%.%.%.%.9%.%.%.%.%.%.%.%.%.%.%.% 9.%.%.%.%.% 9.%.%.9%.9%.%.%.%.%.%.%.%.%.%.%.% YTD,,9,,9,9, 9,9, 9, 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 9 9,,,9,,,,9,,,,9,9,, 9,,,,,,, A&E Incident Outcomes (YTD) Hear & Treat % % Source of A&E Incidents (YTD) NHS Incidents % Category of A&E Incidents (YTD) Category % Category (HCP) % Category (999) % Category % See & Convey ED % 9% HCP Incidents % See & Treat % % Public Incidents % Category % Category % See & Convey Non ED % % Integrated Corporate Performance Report
Handover Delays 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 / Total Number of Handovers Reported at Acute Hospitals /9 Total Number of Handovers in Excess of Minutes /9 % of Handovers in Excess of Minutes /9 Total Operational Resources Hours Lost to Handover Delays in Excess of Minutes /9 Average Operational Resources Hours Lost to Handover Delays in Excess of Minutes per Day /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 to Clear Delays in Excess of Minutes per Day YTD,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,,99.%.%.%.%.9%.%.% : : : : :9 99: 9: 9: : : 9: : 99: 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 /9 : : : : : : Average Operational Resources Hours Lost to Handover to Clear Delays in Excess of Minutes per Day Integrated Corporate Performance Report
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,,,99,,,,,9,,9,9,,,,,,,,,9,,,,,,,,9,,,,,,9,,,,,,,99,9,,9,9,9,99,,,,,9,,,,9,9,,9,,,,9,9,,9,99,,99,,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 : : : : : 9: :9 9: : : : : : : : : :9 : : : : : : : : : :9 : : : : : : :9 : : : : 9: : : : : : : 9: : 9: : :9 9: : : : : : : :9 : : : : : : : : : : : :9 : : : : 9: :9 : 9: : 9: : : : : : : : Integrated Corporate Performance Report 9
YTD Operational Resource Hours Lost to Handover Delays in Excess of Minutes (Hours:Mins) Bristol Royal Infirmary : : 9:9 9: : : :9 Cheltenham General Hospital : : : : 9:9 : : Derriford Hospital :9 9: 9: : : : 9: Dorset County Hospital : :9 : : : : : Gloucester Royal Hospital : 9: : : : : : Great Western Hospital 9: : : : : : 9: Musgrove Park Hospital : :9 : : : : : North Devon District Hospital : : : :9 : 9: : Poole Hospital : : : : : : 9: Royal Bournemouth Hospital : : : 9:9 : : : Royal Cornwall Hospital : : : 9: 9:9 99: 9: Royal Devon & Exeter Hospital : : 9: 9: 9: : 9: Royal United Hospital Bath : : :9 : : 9: 9:9 Salisbury District Hospital : : : 9: : : : Southmead Hospital 9:9 : 9: : : : :9 Torbay Hospital :9 : : : : : : Weston General Hospital : : : 9: : : : Yeovil District Hospital : :9 :9 : : :9 : Total All Hospitals 9: 99: : : : : :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% RAG Rating Green Green Green Green Green Green Green.% 9.% 9.%.%.%.%.%.%.% Vehicle Deep Clean Compliance (A&E Vehicles) 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).9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% Vehicle Deep Cleaning was again marginally below the KPI target of 9% in September - a total of 9 A&E deep cleans were completed during September (which represented an increase of cleanes compared to August ), with a further emergency deep clean requests above the normal cleaning schedule. The main pressure are was at Staverton, where it has been challenging to being vehicles in to carry out their deep clean. Operational requirements for resources have contributed to reduced vehicle availability to come 'off the road'. The Fleet department will work closely with the Operational teams to ensure the remaining vehicles are brought back to the workshops at the earliest opportunity for the Deep Clean and Safety Inspections. Improved performance has been seen at both Redruth and Glastonbiru in recent months following recruitment of additional workshop staff, and additional resilience is now being introduced to both Taunton and Staverton by recruiting additional bank staff for both workshops. * The Information Governance Toolkit has been superseded by the Data Security and Protection Toolkit. The Toolkit was released in May and is designed as an annual submission for the Trust to demonstrate assurance and compliance in the areas of data security and information governance compliance. The baseline assessment for compliance is due in October. In the interim, the Trust is continuing to RAG rate itself as Green against the old Information Governance Toolkit standards based on the most recent toolkit submission, pending the baseline assessment being completed. Once released the report will be updated to reflect the revised standards and the appropriate RAG rating against these standards. Integrated Corporate Performance Report
Out of Hours Patient Contacts Dorset Out of Hours Patient Contacts - Actual / Target/ KPI YTD,,,,,9,,,9,, 9,,, Dorset Out of Hours Patient Contacts - Actual /9, 9, 9,,,,9, Dorset Out of Hours Patient Contacts - Actual /9 vs /.% -.%.%.% -.%.%.%, Dorset Out of Hours Patient Contacts,,,,,, / /9 Integrated Corporate Performance Report
Out of Hours - Home Visits - Urgent Completed within Hours Dorset - % of Urgent Home Visits Completed within Hours - / Dorset - Number of Urgent Home Visits /9 Dorset - % of Urgent Home Visits Completed within Hours - /9 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 /9 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 Dorset - % of Less Urgent Home Visits Completed within Hours - /9 9.% 9.% 9.% 9.9% 9.% 9.9% 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 Dorset Out of Hours - Less Urgent Home Visits Completed in Hours.% 9.%.%.%.%.%.% Dorset - Number of Urgent Home Visits /9 % Completed in Hours / % Completed in Hours /9 Target Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% Target/ YTD KPI 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 - / 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 / 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.%,,9,9,,,, Dorset - % of Less Urgent Treatment Centre Completed within Hours - / 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 99.% 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 Dorset - Number of Urgent Treatment Cente Appointments / % Completed in Hours / Target Call Dorset - Number of Less Urgent Treatment Centre Appointments / % Completed in Hours / % Completed in Hours / Target % Completed in Hours / Target 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% Answering Integrated Corporate Performance Report.% 9.%.%.%.%.%.%.% 9.%.%.%.%.%.% Dorset - Number of Less Urgent Home Visits /9 % Completed in Hours / % Completed in Hours /9 Target Dorset Out of Hours - Less Urgent Treatment Centre Appointments Completed in Hours,,,,,,,,
Out of Hours Contract Quality Requirements - Dorset Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance Compliant Compliant Compliant Compliant Compliant Compliant Compliant with the Quality Requirements Percentage of Out of Hours consultation details sent to the practice where QR 9.% 9.% 9.% 9.% 9.% 9.% 9.% 9.9% 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 Compliant Compliant Compliant Compliant Compliant Compliant Compliant 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 Compliant Compliant Compliant Compliant Compliant Compliant Compliant individual working within the service) Providers must regularly audit a random sample of patients' experiences of QR Compliance Compliant Compliant Compliant Compliant Compliant Compliant Compliant the service Providers must operate a complaints procedure that is consistent with the QR Compliance Compliant Compliant Compliant Compliant Compliant Compliant Compliant principles of the NHS complaints procedure Providers must demonstrate their ability to match their capacity to meet QR Compliance Compliant Compliant Compliant Compliant Compliant Compliant Compliant 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 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 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 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 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 Compliant Compliant Compliant Compliant Compliant Compliant Compliant QR Providers must ensure that patients are treated by the clinician best equipped to meet their needs in the most appropriate location Compliance Compliant Compliant Compliant Compliant Compliant Compliant Compliant 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.%.% 9.99% 9.% 9.% 9.% 9.% QR Less Urgent Consultations (presenting at base) started within hours 9.% 9.% 9.% 9.% 9.9% 9.% 9.% 99.% 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.% 9.% 9.% 9.9% QR Less Urgent Consultations (home visits) started within hours 9.% 9.% 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 Compliant Compliant Compliant Compliant Compliant Compliant Compliant impaired sight Integrated Corporate Performance Report
NHS Calls Offered NHS - Dorset Calls Offered - Actual / NHS - Dorset Calls Offered - Actual /9 NHS - Dorset Calls Offered - Contract /9 Percentage of Calls Offered - NHS Dorset Actual vs Contract Target/ KPI YTD,,9,, 9,9 9,, 9,,,,99,,,,,9,,, 9,9,9,,9,,,,,, 9,, 9,99, -.% -9.% -.% -.% -.% -.% -.9%, NHS Dorset Calls Offered,,,,,, Actual / Actual /9 Contract /9 NHS Call Answering in Seconds NHS - Dorset - Percentage of Calls Answered in Seconds / Target/ KPI YTD 9.%.%.9%.%.%.% 9.%.%.%.%.9% 9.% 9.%.9% NHS - Dorset - Percentage of Calls Answered in Seconds /9 9.%.% 9.%.9%.%.9%.9%.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.% 9.%.%.%.%.%.%.%.% NHS Dorset - % of Calls Answered in Seconds.% % Answered in Seconds / % Answered in Seconds /9 Target Call Answering Performance % Integrated Corporate Performance Report
NHS Contract Quality Requirements - Dorset Target/ KPI YTD Providers must report regularly to NHS Commissioners on their compliance QR Compliance Compliant Compliant Compliant Compliant Compliant Compliant Compliant 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 Compliant Compliant Compliant Compliant Compliant Compliant Compliant 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 Partially Compliant Partially Compliant Partially Compliant Partially Compliant Partially Compliant Partially Compliant Partially Compliant Providers must regularly audit a random sample of patients' experiences of QR.%.%.%.%.%.9%.%.% the service Providers must operate a complaints procedure that is consistent with the QR Compliance Compliant Compliant Compliant Compliant Compliant Compliant Compliant 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 Partially Compliant Partially Compliant Partially Compliant Partially Compliant Partially Compliant Partially Compliant Partially Compliant 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%.%.9%.9%.% message All immediately life threatening conditions to be passed to the ambulance QR9a 9.% 9.%.%.%.% 9.%.% 9.% service within minutes QR9b Patient callbacks must be achieved within minutes 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 Compliant Compliant Compliant Compliant Compliant Compliant Compliant 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 Compliant Compliant Compliant Compliant Compliant Compliant Compliant Governance incidents appropriately. Integrated Corporate Performance Report
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 - 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 - Dorset Percentage of Calls Abandoned - National Highest Percentage of Calls Abandoned - National Lowest Week Commencing Target 9-Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- 9.%.%.%.9%.%.%.%.%.%.%.%.%.%.9% 9.%.99%.%.% 9.%.%.% 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% 9.% 9.% 9.% 9.9%.%.%.%.%.%.%.%.%.%.%.9%.9%.9%.% Weekly National NHS Sitrep - % Calls Answered in Seconds Weekly National NHS Sitrep - % Calls Abandoned % % 9% % % % % % % % % % % 9-Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- % 9-Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- National Average Dorset Highest Lowest National Average Dorset Highest Lowest 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 - 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 - Dorset Percentage of Call Backs in Minutes - National Highest Percentage of Call Backs in Minutes - National Lowest.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.%.%.% 9.99% Weekly National NHS Sitrep - % of Calls Answered or Dealt with by a Clinician Weekly National NHS Sitrep - % of Call Backs in Minutes 9% % % % % % % % % % % % % % % % 9-Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- % 9-Jul- -Jul- -Jul- -Jul- -Aug- -Aug- -Aug- -Aug- -Sep- -Sep- -Sep- -Sep- -Oct- National Average Dorset Highest Lowest National Average Dorset Highest Lowest Integrated Corporate Performance Report
Tiverton Urgent Care Centre Tiverton Urgent Care Centre Activity - Actual / Tiverton Urgent Care Centre Activity - Actual /9 * Tiverton Urgent Care Centre Activity - Contract Baseline /9 Target/ KPI YTD,9,,,,,,,,,,9,, 9,,9,,,,,,,,,,9,9,,,,,,, Percentage Actual vs Contract - Tiverton Urgent Care Centre Activity.9% -.%.%.%.%.%.% * Due to a system outage the data for August is incomplete. Data for the period th August : until the th August at : is currently being recovered and re-entered into the system. An update on activity and performance figures for August will therefore be included in the October report.,,,,,,9,,,, Tiverton Urgent Care Centre Activity, Actual /9 Actual / Contract /9 Tiverton Urgent Care Centre Tiverton UCC - Number of Cases /9 Tiverton UCC - Number of Patients Seen within Hours /9 Tiverton UCC - % of Patients Seen within Hours /9 Tiverton UCC - Number of Cases /9 Tiverton UCC - Number of Patients Triaged within Minutes /9 Target/ KPI YTD 9,,,,,,,9 9,,,,,,, 9.% 99.% 99.% 99.% 99.% 99.% 99.% 99.% 9,,,,,,,9 9,,,,,,9, Tiverton UCC - % of Patients Triaged within Minutes /9 9.% 9.% 9.% 9.% 9.% 9.9% 9.% 9.% Target Call 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9%.% 9.% 9.%.%.%.%.%.%.% Tiverton Urgent Care Centre - % of Patients Seen Within Hours /9,,,,,,.% 9.% 9.%.%.%.%.%.%.% Tiverton Urgent Care Centre - % of Patients Seen Within Hours /9,,,,,, Tiverton UCC - Number of Cases /9 Tiverton UCC - % of Patients Seen within Hours /9 Target Tiverton UCC - Number of Cases /9 Tiverton UCC - % of Patients Triaged within Minutes /9 Target Integrated Corporate Performance Report
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.,9.,9.,9.,9.,9.9 Trust Total Establishment - Funded WTE,.,.,9.,.9,.,9. Variance -. -. -. -. -. -. Vacancy % -.% -.% -.% -.% -.% -.% Support Services - Actual WTE..... 9.99 Support Services - Funded WTE.. 9. 9. 9. 9. Variance -.9 -. -. -. -. -. Vacancy % -.% -.% -.% -.9% -.% -.%.%.% Trust - Staff Turnover (exc Redundancies).%.%.%.%.%.%.%.9%.%.%.%.%.%.%.% Turnover % (excl redundancies) Trust Total Staff Turnover Turnover % (excl redundancies).%.%.%.%.%.9% Integrated Corporate Performance Report
A&E Operations Establishment A&E Operations - Lead Clinician Establishment A&E Operations - Emergency Care Assistants Establishment,9.,.,.,.,.,. 9.,.,..,..,.,..,.. Lead Clinician - Funded WTE Lead Clinician - Actual WTE Emergency Care Assistants- Funded WTE Emergency Care Assistants - Actual WTE Lead Clinician - Actual WTE,.,9.,.,.,.,. Lead Clinician - Funded WTE,9.,9.,9.,.9,.9,.9 Variance -.9 -. -. -9. -9. -. Vacancy % -.% -.% -.% -.% -.% -.% Emergency Care Assistants - Actual WTE,.,.,9.,.,9.,. Emergency Care Assistants- Funded WTE 9. 9. 9. 9. 9. 9. Variance..99.... Vacancy %.%.%.% 9.%.%.% Total A&E Operations Establishment - Actual WTE,.9,.9,99.,99.,.,9. Total A&E Operations Establishment - Funded WTE,.,.,.,.,.,. Variance -. -. -.9 -. -. -. Vacancy % -.% -.% -.% -.% -.% -.% A&E Operations - Lead Clinician Turnover A&E Operations - Emergency Care Assistants Turnover.%.%.%.%.%.%.%.%.%.%.%.9%.9%.%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Turnover % (Lead Clinician) Turnover % (Emergency Care Assistants) A&E Operations - Turnover Turnover % (excl redundancies) 9.% 9.% 9.% 9.9% 9.% 9.% Turnover % (Lead Clinician).%.%.%.%.%.% Turnover % (Emergency Care Assistants).%.9%.9%.%.9%.% Integrated Corporate Performance Report 9
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......9 Clinician - Funded WTE...... Variance -. -. -. -.9 -. -. Vacancy % -.% -.% -.% -.% -.% -.% Total A&E Clinical Hub Establishment - Actual WTE. 9. 9.... Total A&E Clinical Hub Establishment - Funded WTE.9 9.9.9.9.9.9 Total Variance.9 9...9-9. -. Vacancy %.%.%.%.% -.% -.% A&E Clinical Hub - Staff Turnover (exc Redundancies).%.%.9%.%.%.%.%.%.%.%.%.%.% Turnover % (excl redundancies) A&E Clinical Hub - Turnover Turnover % (excl redundancies).9%.%.%.%.%.% Integrated Corporate Performance Report
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 9...9. 9.. UCS Out of Hours Clinician - Funded WTE...... Variance -. -. -. -.9 -.9 -.9 Vacancy % -.% -.% -9.9% -.% -9.% -.% Total UCS Out of Hours Establishment - Actual WTE 9. 9..9. 9. 9. Total UCS Out of Hours Establishment - Funded WTE..9.9.9.9.9 Variance -. -. -. -. -. -.9 Vacancy % -.% -.% -.% -.% -.% -.% Out of Hours Service - Turnover (excl redundancies).% Out of Hours Service Staff Turnover (excl redundancies).%.%.9%.9%.%.%.%.9%.%.%.%.% Turnover % (excl redundancies) UCS Out of Hours - Turnover Turnover % (excl redundancies).%.9%.%.9%.9%.% Integrated Corporate Performance Report
UCS - NHS Establishment NHS - Clinician Establishment NHS - Total Establishment.. 9............... NHS Clinician - Funded WTE NHS Clinician - Actual WTE Total NHS Establishment - Funded WTE Total NHS Establishment - Actual WTE NHS Clinician - Actual WTE. 9. 9. 9... NHS Clinician - Funded WTE 9. 9. 9. 9. 9. 9. Variance.9 -.. -. -. -. Vacancy %.% -.%.% -.% -.% -.% Total NHS Establishment - Actual WTE 9..9...99.9 Total NHS Establishment - Funded WTE 9...... Variance...9.. -. Vacancy %.%.%.%.%.% -.% NHS Service - Turnover (excl redundancies).% NHS Service Staff Turnover (excl redundancies).% 9.%.%.%.%.%.%.%.% 9.%.%.%.% Turnover % (excl redundancies) NHS Service - Turnover Turnover % (excl redundancies).%.%.% 9.%.% 9.% Integrated Corporate Performance Report
Staff Metrics - Operational 'On the Road' Establishment Forecast The Operational establishment position is also analysed based on the date when the staff become operationally available (ie when new staff become operationally active after initial training and induction periods) In order to produce this adjusted position a set of simple rules have been agreed between Operations and HR which are applied to the date that a new member of staff commences employment with the Trust: Lead Clinicians - weeks after their commencement date Emergency Care Assistants - weeks after their commencement date Clinical Hub Call Takers - weeks after their commencment date Clinical Hub Clinicians - weeks after their commencement date The position detailed in the tables below are based on the forecast establishment positon at the time of the report. All of the figures below are based on the date the staff become operationally available. Trust Total Lead Clinician Establishment Emergency Care Assistant Establishment,,,,,,,, 9, 9,,,,,,, Apr-9 May-9 Jun-9 Jul-9 Aug-9 Sep-9 Oct-9 Nov-9 Dec-9 Jan- Feb- Mar- Apr-9 May-9 Jun-9 Jul-9 Aug-9 Sep-9 Oct-9 Nov-9 Dec-9 Jan- Feb- Mar- Lead Clinician - Actual 'On the Road' WTE Lead Clinician - Funded WTE Emergency Care Assistant - Actual 'On the Road' WTE Emergency Care Assistant - Funded WTE Actual WTE /9 Forecast WTE Based on Operational Assumptions Apr-9 May-9 Jun-9 Jul-9 Aug-9 Sep-9 Oct-9 Nov-9 Dec-9 Jan- Feb- Mar- Lead Clinician - Actual 'On the Road' WTE,9.,9.,.,.,.,.,.,9.,9.,.,.,9. Lead Clinician - Funded WTE,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,. Variance -. -. -9. -9.9 -. -. -. -.9 -.9 -. -. -. Vacancy % -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% -.% Emergency Care Assistant - Actual 'On the Road' WTE 99. 9.9,.,.,. 99. 99.9 9.9 9. 9. 9. 9.9 Emergency Care Assistant - Funded WTE 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. 9. Variance. 9.9.99.....9. 9. -9. -.9 Vacancy %.%.%.%.%.%.%.%.%.%.% -.% -.% Total A&E Operations Establishment - Actual 'On the Road' WTE,.,.,.,.,.9,.,.,.,.,.,.,. Total A&E Operations Establishment - Funded WTE,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9,99.9 Variance -. -. -. -. -. -. -. -. -. -. -9. -. Vacancy % -.9% -.% -.% -.% -.% -.% -.9% -.% -.% -.% -.% -.% Clinical Hub Clinical Hub - Call Takers Establishment Clinical Hub - Clinician Establishment Apr-9 May-9 Jun-9 Jul-9 Aug-9 Sep-9 Oct-9 Nov-9 Dec-9 Jan- Feb- Mar- Apr-9 May-9 Jun-9 Jul-9 Aug-9 Sep-9 Oct-9 Nov-9 Dec-9 Jan- Feb- Mar- Call Takers - Actual 'in The Room' WTE Call takers - Funded WTE Clinician - Actual 'In The Room' WTE Clinician - Funded WTE Actual WTE /9 Forecast WTE Based on Operational Assumptions Apr-9 May-9 Jun-9 Jul-9 Aug-9 Sep-9 Oct-9 Nov-9 Dec-9 Jan- Feb- Mar- Call Takers - Actual 'in The Room' WTE..9.....9.. 9..9. Call takers - Funded WTE.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9.9 Variance -.9 -..9 9... -.9 -..... Vacancy % -.% -.%.%.%.%.% -.% -.%.%.%.%.% Clinician - Actual 'In The Room' WTE....9..9.9.. 9...9 Clinician - Funded WTE........................ Variance -. -. -. -. -. -. -. -. -9. -.9 -. -. Vacancy % -.% -.% -.% -.% -.% -.% -.% -.% -.% -9.% -.9% -.% Integrated Corporate Performance Report
Staff Metrics - Sickness Trust Total Sickness Abstraction % Support Services Sickness Abstraction % Trust Total Sickness % Support ServicesSickness %.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report.%.%.%.%.%.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%.%.%.%.%.% Trust Total Sickness %.%.%.%.9%.%.% Trust Total Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Support Services Long Term Sickness %.%.%.%.%.%.% Support Services Short Term Sickness %.%.%.%.%.9%.% Support Services Total Sickness %.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%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.9%.%.9%.%.%.%.%.%.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 %.9%.%.%.9%.%.9% A&E Operations Short Term Sickness %.%.%.%.%.%.9% A&E Operations Total Sickness %.%.%.%.%.%.% A&E Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Clinical Hub A&E Clinical Hub Long Term Sickness %.%.%.9%.%.%.% A&E Clinical Hub Short Term Sickness %.%.%.%.%.%.% A&E Clinical Hub Total Sickness %.%.%.%.%.%.% A&E Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report
UCS Out of Hours Sickness Abstraction % NHS Sickness Abstraction % UCS Out of Hours Sickness % NHS Sickness %.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.%.9%.%.%.%.%.%.%.%.%.% 9.9%.%.%.%.% 9.9%.%.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%.9%.%.9%.%.% UCS Out of Hours Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% NHS Service NHS Service Long Term Sickness %.% 9.9%.%.% 9.9%.9% NHS Service Short Term Sickness %.%.%.%.%.%.% NHS Service Total Sickness % 9.%.9% 9.%.%.9% 9.9% NHS Service Sickness KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report
Staff Metrics - Staff Appraisal Completion % Trust Total Appraisals Completed % Support Services Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.%.% 9.% 9.% 9.% 9.%.%.% Integrated Corporate Performance Report.%.%.% 9.% 9.% 9.% 9.% 9.%.%.%.%.%.%.%.% Trust Total % Appraisals Completed Appraisals Completion KPI Support Services % Appraisals Completed Appraisals Completion KPI Trust Total % Appraisals Completed 9.% 9.% 9.% 9.%.%.% Support Services % Appraisals Completed 9.% 9.% 9.% 9.% 9.%.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% A&E Operations - Appraisals Completed % A&E Clinical Hub - Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.% 9.% 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.% 9.% 9.% 9.%.9%.% A&E Clinical Hub % Appraisals Completed.%.%.%.%.%.% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report
UCS Out of Hours - Appraisals Completed % NHS - Appraisals Completed %.%.% 9.% 9.%.%.%.%.%.%.%.%.% 9.% 9.% 9.% 9.% 9.%.%.%.%.%.%.%.%.%.%.%.99%.%.%.%.%.%.% UCS Out of Hours % Appraisals Completed Appraisals Completion KPI NHS Service % Appraisals Completed Appraisals Completion KPI UCS Out of Hours % Appraisals Completed 9.% 9.% 9.% 9.% 9.%.% NHS Service % Appraisals Completed.%.%.%.%.%.99% Appraisals Completion KPI.%.%.%.%.%.%.%.%.%.%.%.% Integrated Corporate Performance Report
A&E Service Adverse Incidents reported relating to medication administration, prescription and supply errors 9 Number of Adverse Incidents Reported 9 Of the Adverse Incidents Reported: Number of Adverse Incidents Reported Relating to the Trust 99 Number of Adverse Incidents Reported Relating to external services 9 Number of Adverse Incidents Closed Number of Adverse Incidents Currently Under Investigation (as of last day of month) Central Alert System (CAS) received Central Alert System Warnings (outside deadline) Number of Adverse Incidents Reported 9 Integrated Corporate Performance Report 9 Number of Adverse Incidents Outstanding 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 % % % % % % % % % % % n/a % 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 % 9% % % % % % % % % % % of Moderate Incidents Where Contact is Made in % % Accordance with Duty of Candour % % % % % 9% % % % % % % % % % % of Closed Moderate Incidents Investigated Within Working Days % % % 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
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 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) 9 Number of Complaints where an investigation has been returned but the complainant is still awaiting feedback. 9 Total PALS Reported Total PALS Closed Total PALS Currently ongoing 9 Data Not Yet Data Not Yet Data Not Yet Data Not Yet Data Not Yet Data Not Yet Compliments Received Available Available Available Available Available Available 9 Number of Complaints Reported Number of Complaints Outstanding Number of Complaints Where The Complainant is Awaiting Feedback 9 9 9 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. 9 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 9 9 9 9 9 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,,9,,,, 9 9 Number of Security Incidents Reported 9 9 Number of Security Incidents Under Investigation 9,,,,,,9, 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) 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
Out of Hours Service Adverse Incidents reported relating to medication administration, prescription and supply errors Number of Adverse Incidents Reported 9 9 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 Number of Adverse Incidents Reported 9 Number of Adverse Incidents Outstanding 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 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
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) 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 Data Not Yet Data Not Yet Data Not Yet Data Not Yet Data Not Yet Data Not Yet Compliments Received Available Available Available Available Available Available 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) 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
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 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) 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 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
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 Data Not Yet Data Not Yet Data Not Yet Data Not Yet Data Not Yet Data Not Yet Compliments Received Available Available Available Available Available Available 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 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
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) Number of Adverse Incidents Reported Number of Adverse Incidents Outstanding 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 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