Quality of services Challenging financial Inefficient Disengaged/ are not as good as climate with reducing processes leading disempowered staff we would like resources to unnecessary Poor morale Patient outcomes are Need to improve waste and High levels of sickness absence variation not favourable with quality of services Dysfunctional working e.g. the best and reduce costs Lack of clinical v operational consistency in Positive experiences New national Poor understanding of applying policies of our services are performance roles/responsibilities not as high as we standards require a and practice Lack of leadership and across the would like focus on quality and management capability organisation outcomes not – – Poor performance accepted, not simply response results in wide managed variation in service times Insufficient skills, competence quality Partnership with and experience in some key Lack of detailed Local Health Boards areas understanding and other partners is Lack of support, education and not strong enough or about demand and training for some key staff capacity joined up groups Fallen behind UK Opportunity to play a management and ambulance service central role in communications in many areas of unscheduled and basic good planned patient care practice system The Transformation Journey 2011/2012 2012/2013 2013/2014 Getting the Basics Right Sustaining the System Feeling the Full Benefits Review and improve processes New service models in place New service models fully embedded and systems in priority areas Local capacity and capability Improvement champions in place Establish clarity regarding roles improved Quality improvement approach fully and responsibilities Management/ adopted Plan and implement new service performance management Quality improvement culture in models systems working well place:- reducing harm, waste and Develop leadership and Locally managed quality variation central to everything we do management capacity/capability improvement programmes Full benefits of the new Improve measurement and Roll out and implementation of models/culture/skills realised performance management system and process arrangements improvements Increase improvement skills of Well informed and empowered workforce staff We have assessed our progress against Step 1 Getting the Basis Right and there – are a number of areas where significant improvement has been achieved: Review and Improve processes: we have reviewed our systems and processes for Unscheduled Care in great detail with a large process mapping exercise and systems diagnostics being completed. The review process for Planned Patient Care Services has also progressed well but further work is required to implement the key drivers for improvement. Establish clarity regarding roles and responsibilities: a significant amount of work has been undertaken regarding the introduction of an improved organisational structure, with implementation expected in the early part of 2012. This will provide absolute clarity regarding roles and responsibilities within a modern ambulance Trust.
Quality of services are not as good as we would like Patient outcomes are not favourable with the best Positive experiences of our services are not as high as we would like Challenging financial climate with reducing resources Need to improve quality of services and reduce costs New national performance standards require a focus on quality and outcomes – not simply response times Partnership with Local Health Boards and other partners is not strong enough or joined up Opportunity to play a central role in unscheduled and planned patient care system Inefficient processes leading to unnecessary waste and variation Lack of consistency in applying policies and practice across the organisation – results in wide variation in service quality Lack of detailed understanding about demand and capacity Fallen behind UK ambulance service in many areas of basic good practice Disengaged/ disempowered staff Poor morale High levels of sickness absence Dysfunctional working e.g. clinical v operational Poor understanding of roles/responsibilities Lack of leadership and management capability Poor performance accepted, not managed Insufficient skills, competence and experience in some key areas Lack of support, education and training for some key staff groups management and communications The Transformation Journey 2011/2012 Getting the Basics Right 2012/2013 Sustaining the System 2013/2014 Feeling the Full Benefits Review and improve processes and systems in priority areas Establish clarity regarding roles and responsibilities Plan and implement new service models Develop leadership and management capacity/capability Improve measurement and performance management arrangements Increase improvement skills of workforce New service models in place Local capacity and capability improved Management/ performance management systems working well Locally managed quality improvement programmes Roll out and implementation of system and process improvements Well informed and empowered staff New service models fully embedded Improvement champions in place Quality improvement approach fully adopted Quality improvement culture in place:- reducing harm, waste and variation central to everything we do Full benefits of the new models/culture/skills realised We have assessed our progress against Step 1 – Getting the Basis Right and there are a number of areas where significant improvement has been achieved: Review and Improve processes: we have reviewed our systems and processes for Unscheduled Care in great detail with a large process mapping exercise and systems diagnostics being completed. The review process for Planned Patient Care Services has also progressed well but further work is required to implement the key drivers for improvement. Establish clarity regarding roles and responsibilities: a significant amount of work has been undertaken regarding the introduction of an improved organisational structure, with implementation expected in the early part of 2012. This will provide absolute clarity regarding roles and responsibilities within a modern ambulance Trust.
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