brian mcneill may east… · presentation to south eastern lcg brian mcneill director operations 13...
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Presentation to South Eastern LCG
Brian McNeill
Director Operations
13 May 2010
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NIAS MISSION & VISION
• To deliver effective and efficient care to people in need and improve the health and well‐being of the community through the delivery of high quality ambulance services.
• An Ambulance Service contributing to a safer community and better quality of life in NI through first class “out of hospital”emergency, nonemergency and disaster services.
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NIAS At A Glance• Resources Available
• 47 Locations & 2 Control Centres
• 1000+ Staff
• 307 ambulance vehicles
• 56 A&E Peak of day
• 24 RRV
• 368,000 patient contacts
• 1:5 of population
• 124,000 emergency calls (09/10)
• 6.7% increase from 08/09
• 36,000 urgent Calls (08/09)
• 207,000 non urgent ( 08/09)
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REVENUE to cover running costs £59.112m
CAPITAL to cover cost of equipment £2.971m
How much money did NIAS receive in 2009/10?
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How was it spent? 2009/10 Expenditure £59.1m
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How was it spent? 09/10 CAPITAL £2.971m
£2,470k
£322k
£138k
£41k
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20082008‐‐11 11 A Major ChallengeA Major Challenge
for NIASfor NIAS
EFFICIENCY EFFICIENCY SAVINGSSAVINGS
COMPREHENCOMPREHENSIVE SIVE
SPENDING SPENDING REVIEWREVIEW
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Performance ImprovementPfA targets
• 2009/2010–From April 2008 Regional‐ 70% of cat A calls within 8 62.5 LCG
by March 2009 Regional 72.5% and 65% LCG
2010 ‐2011From April 2010 – Regional 72.5% and 65% LCG
By March 2011 – Regional 75% and 67.5% LCG
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Performance Improvement Call categories
• Category A:‐ immediately life threatening receive an emergency response with 8 mins by (PfA target).
• Category B :‐ Serious but not life threatening
18 /21 min response for 95% of calls.
• Category C :‐ not immediately serious or life threatening. Currently up to 1 hour.
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Cumulative Cat A8 2009/10
Cumulative Year to Date Category A Performance - % of calls with response less than 8 minutes
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarNI
Target 70 70 70 70 70 70 70 70 70 70 70 72.5LCG
Traget 62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 65Northern
Ireland 74.0 74.8 74.7 74.4 73.8 73.7 73.4 73.2 72.2 71.8 71.6 71.5Belfast
LCG 89.5 88.7 88.7 88.6 88.2 87.9 87.5 87.2 86.7 86.3 85.9 85.6South
Eastern LCG 73.4 72.3 72.3 71.8 71.6 71.7 71.4 71.5 70.3 69.2 69.0 68.7
Northern LCG 66.1 66.8 66.6 66.1 65.1 64.5 64.3 64.1 62.7 62.4 62.3 62.7
Southern LCG 66.2 67.2 67.3 67.5 67.0 67.5 67.0 66.6 65.9 65.6 65.5 65.3
Western LCG 67.6 71.8 71.4 70.6 70.5 70.8 70.8 70.6 69.5 69.4 69.0 68.7
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Monthly Cat A 2009/2010Monthly Category A Performance - % of calls with response less than 8 minutes
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarNI Target
70 70 70 70 70 70 70 70 70 70 70 72.5LCG Target
62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 62.5 65
Northern Ireland 74.0 75.5 74.5 73.4 71.3 73.3 71.6 72.0 65.6 67.9 68.8 70.5
Belfast LCG 89.5 88.0 88.5 88.3 86.8 86.3 85.1 85.3 83.2 82.4 81.3 83.1
South Eastern LCG 73.4 71.2 72.4 70.5 70.5 72.4 69.8 72.2 62.2 59.5 66.8 65.9
Northern LCG 66.1 67.5 66.1 64.7 61.1 61.9 62.7 63.1 52.9 59.6 60.9 66.8
Southern LCG 66.2 68.2 67.5 68.1 64.6 70.1 64.5 63.8 60.9 63.2 64.5 63.0
Western LCG 67.6 76.3 70.5 68.4 69.9 72.8 70.7 69.4 61.0 68.5 65.1 65.6
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South Eastern LCG PERFORMANCE YEAR 2009‐10
AREA CAT A8 CAT B18 CAT C18 URGENT (Not more than
15 mins late)
% % % %
Ards 56.5 83.0 77.4 55.7
Down 61.5 87.1 82.5 55.9
Lisburn 74.2 93.8 89.4 65.4
North Down 78.6 95.3 91.0 56.8
Overall LCG 68.7 90.1 86.1 59.3
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Increase in CAT 8 Response
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20082008‐‐11 11 A Major ChallengeA Major Challenge
for NIASfor NIAS
EFFICIENCY EFFICIENCY SAVINGSSAVINGS
COMPREHENCOMPREHENSIVE SIVE
SPENDING SPENDING REVIEWREVIEW
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Achieving Financial Balance
Potential Investment Profile £000s 2008/9 2009/10 2010/11
Efficiency Savings 1,236,000 2,681,000 4,516,000
Revenue Investment Funds(for Service Development) 2,500,000 4,000,000 5,600,000
Capital Investment Funds(Fleet, Estate, Equipment) 5,000,000 5,000,000 4,500,000
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CSR Investment Year 1 and 2
• Additional RRV
• Rollout of Thrombolysis
• Clinical Team Leader Infrastructure
• Category C – Doctors in Control
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20082008‐‐11 11 A Major ChallengeA Major Challenge
for NIASfor NIAS
EFFICIENCY EFFICIENCY SAVINGSSAVINGS
COMPREHENCOMPREHENSIVE SIVE
SPENDING SPENDING REVIEWREVIEW
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Service Modernisation
• RESPONSE TIMES IMPROVED• EXPENDITURE MANAGED• THROMBOLYSIS EXTENDED• TECHNOLOGY DEVELOPED• TACTICAL DEPLOYMENT INCREASED• PARAMEDIC TRAINING DEVELOPED• PHARMACY CENTRALISATION• CAPITAL INVESTMENT (Fleet and equipment)
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NIAS ‐ 2010‐2011 CHALLENGES
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Review of PCS objective
• To improve the efficiency and effectiveness of Patient Care Services (PCS) in the care, management and transportation of Patients within the HSC.
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NIAS PATIENT CARE SERVICE ACTIVITY 2008‐2009
• 129,094 Admissions, discharges, transfers and outpatient transports.
• Plus
• 79,412 Voluntary Car Service (VCS)
• Planned hours approx : 2,600 hrs per week.
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Proposed outputs
• An Ambulance Patient Care Service based on meeting “clinical need as a first priority” and identifying options where appropriate for addressing mobility issues.
• Improving contributing to PfA targets and patient flow.
• Protecting the Emergency Ambulance response capability by providing patient carrying capacity
• Promoting a whole systems approach which represents best value
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Challenges 2010 ‐ 2011
• Work with key stake holders to:– maintain clinical quality & safe work practices through performance mgt
– Consolidate Service Delivery Model in NIAS
– Manage Demand & offer alternatives
– Monitor and change service mix – Supply V demand
– Flag consequences of actions of others
– Manage staff/public relations
– Increase productivity of ambulance transportation
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Conclusion
• Transform from a service focusing primarily on resuscitation, trauma and acute care towards becoming the mobile resource for the HSCB‐
• Hear and treat
• See and treat
• Improve the speed and quality of service provided to patients with emergency care needs.