Report to Solihull Health Scrutiny Panel

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Report to Solihull Health Scrutiny Panel

• Anthony Marsh
• Chief Executive Officer

10th October 2006
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• The West Midlands Region
• Partnership Board
• Organisational Structure
• Opportunities Facing the New Trust
• Performance Improvement Action Plan
• Post Merger Key Objectives Priorities

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The West Midlands Region

• Area of over 13000km² (5000miles²)
• Population of 5.3 million
• 80 of the region is rural
• More than half of the regions population (3
  million) live in the large conurbation areas
• 1.9m Patient Journeys
• 425,000 Emergencies

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Regional Partnership Board

• West Midlands and Staffordshire Ambulance
  Services in Partnership
• Partnership Board Established
• Joint Director Appointments
• Merging Back Office Functions
• Implementation of Airwave Digital Radio

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West Midlands Ambulance Service NHS Trust
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Challenges Facing the New Trust

• Demand rising by approx 6 a year
• Patients taken to AE who could be cared for
  differently
• Ambulance Turnarounds at Hospitals
• Waits for some 999 calls to be answered
• Paramedic training does not reflect patient need

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Performance Improvement Action Plan

• Emergency Operations Centre
• Operational Cover
• Hospital turnaround
• Leadership
• Focus and Ownership

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Post Merger - Key Objectives and Priorities

• Improving Quality and Consistency of Care
• developing clinical and outcome indicators
• progressively tighter focus on response times
• Improving Efficiency and Effectiveness
• effective use of technology
• new models of service delivery
• Developing an Organisation that is fit for
  purpose
• improving clinical and managerial leadership
• organisation structure, culture and style

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• Supporting Performance Improvement
• consistent measurement
• service re-design
• Further development of the Workforce
• capable of meeting patient needs

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Operational Priorities

• Sustain Key Performance Targets
• Restructure Localities to match Operational need
• Purchase New Vehicles
• Integration of Services with Primary Care
  Providers
• Investment in Clinical Training
• Further Education
• Maintain PTS services as the preferred provider

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HR Priorities

• Managing the structural change, including vacancy
  management and supporting staff
• Developing consultation and partnership
  arrangements
• Re-profiling and modernising workforce
• Financial Recovery
• Merging ledgers single reporting system
• Funding service development

Finance Priorities
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Corporate Priorities

• Harmonisation of Trust policies and procedures
• Apply a consistent Health, Safety and Risk
  Management culture
• Migrate to common IT systems as soon as possible
• Develop an information strategy
• Deliver a series of major work programmes

IMT Priorities
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The New West Midlands Ambulance Service

• A service that responds appropriately to all our
  patients
• A service that looks, feels, behaves and delivers
  differently

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Thank YouAny Questions