monthly yorkshire ambulance trust board integrated performance … ma… · · 2018-04-23monthly...

Monthly Yorkshire Ambulance Trust Board Integrated Performance Report

May 2015

1 Executive Summary

E1 Directors Exceptions - Overall 3.3 Safety - Infection Prevention and Control

1.1 2014-15 Business Plan Objectives 3.4 Safety - New Incidents Reported & Rate Based

1.2 Contractual Compliance 3.5 Safety - Patient Related Incidents & Rate Based

3.6 Safety - Medication Related Incidents & Morphine Related Incidents

2 Performance 3.7 Safety - Staff related Incidents & Rate Based

2a A&E Performance 3.8 Safety - RIDDOR reportable Incidents

E2 Directors Exceptions 3.9 Safety - SUI Incidents by area

C1 Directors Comments - A&E Performance 3.10 Safeguarding Children and Vulnerable Adults

CQ1 A&E CQUINS 3.12 Clinical Audit

CQ2 CQUIN 6 - Red Performance by CCG 3.13 Patient Experience & Involvement - Complaints, Concerns, Comments & Compliments A&E / EOC

2.1 Total Demand & Resource Hours 3.14 Patient Experience & Involvement - Complaints, Concerns & Compliments PTS

2.2 Cat R1 8 Minute Performance & Cat R2 8 Minute Performance 3.15 Patient Experience & Involvement - Complaints, Concerns & Compliments 111

2.3 Cat R1 & R2 - 8 Minute Performance & 19 Minute Performance 3.16 Patient Experience & Involvement - Complaints & Concerns response times

2.3a Category RED & GREEN - RRV Time waiting for back up 3.17 Patient Experience - A & E Survey

2.4 Operational Delivery Model 3.18 Patient Experience - PTS Survey

2.4a Operational Delivery Model 3.19 Care Quality Commission and Other Registration Legislation Standards

2.5 Demand and Performance by CCG & CBU (Responses) 3.20 Information Governance

2.6 Resilience 4 Workforce

E3 Directors Exceptions - AQI 4.1 Workforce Scorecard

2.7 Ambulance Quality Indicators Summary 4.2 Staff in Post by Band

2b PTS Performance 4.3 Ethnicity & Age/Gender Profile

E4 Directors Exceptions - PTS 4.4 Age & Gender Profile

C2 Directors Comments on Actual Performance 4.5 Age & Gender Profile

CQ3 PTS CQUINS 4.6 Sickness Absence

2.8 PTS Demand 4.7 Sickness Absence

2.9 PTS Performance - Arrival KPI 1 4.8 Occupational Health

2.10 PTS Performance - Arrival KPI 2 4.5 Overtime, Vacancies & Turnover

2.11 PTS Performance - Departure KPI 3 4.10 Learning & Development

2.12 PTS Performance - Departure KPI 4 5 Finance

2.13 PTS Performance - West Renal KPI's 5.1 Financial Performance Overview

2.14 Abortive Journeys 5.2 Monitor Financial Risk Rating

2.15 PTS Call Answering Performance 5.3 Director's Commentary

2c NHS 111 Performance 5.4 Statement of Comprehensive Income

E5 Directors Exceptions - 111 5.6 Income & Expenditure Forecast

2.16 NHS 111 Performance 5.7 CIP Delivery

2d Support Services Performance 5.8 Statement of Financial Position

2.17 ICT Summary 5.9 Debtors and Payments

2.18 ICT Summary (cont'd) 5.10 Financial Risks

2.19 Estates and Procurement 5.11 Cash Flow

2.20 Fleet 5.12 Hospital Handover Cost

3 Quality Analysis

E6 Directors Exceptions

C3 Directors Comments - Quality

3.1 Quality Summary

3.2 Service Transformation Programme

Contents

Section 1Executive Summary

Yorkshire Ambulance Service - Executive Summary

Overall Trust wide Top Exceptions

RAG Section No of months Exception Exceptions for month Comments Who WhenYear end

Risk Level

RED 2 2/2 RED 1 Performance

RED 1 performance was 73.64%%. The target of 75% was missed by 19 details. Actions being developed as

part of the Spring in to Action Group focusing on Demand, Resources and Efficiency.Interim Executive Director

of Operations Ongoing RED

RED 2 2/2 RED 2 Performance

RED 2 performance was 73.51% an increase of 1% on April 2015 . Actions being developed as part of the

Spring in to Action Group focusing on Demand, Resources and Efficiency. Abstractions remain high and

removal of the incentive schemes has lowered the base line operational hours .

Interim Executive Director


RED 2 2/2 Green 2 Performance

Green 2 Performance was 77.96%, a very slight improvement on April 2015 Improvements will form part of

work of the Spring in to Action. Abstractions remain high lowering base line operational hours . The Clinical Hub

supporting in assessment of G2 calls to improve response time and give comfort calls to those who have a

prolonged response time.

Interim Executive Director


RED 4 2/2Sickness / Absence

Sickness absence remains above the Trust target of 5%, and whilst the figure of 5.71% is a slight increase on

last months figure of 5.57% it represents a 6.70% improvement on the same period last year.

Continued adherence to the policy is required.

All Directors & ManagersOngoing RED

RED 2.0 2/2Warm Transfer & Call Back Targets

Continued implementation of NHS 111 service optimisation plan. Safe patient care delivered with prioritised

Clinical Adviser follow up. Discussion has been held with commissioners to agree relevant KPIs and

improvement targets for the current year and further discussions on resourcing of the clinical service are

ongoing through established contract processes.AD NHS 111/Urgent Care

Ongoing RED

May 2015

Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Year End

RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG Forecast

1. Improve clinical outcomes for key conditions

1a Executive Medical Director GREEN GREEN GREEN

1b Executive Medical Director GREEN GREEN GREEN

1c Executive Medical Director AMBER AMBER AMBER

1d Executive Medical Director GREEN GREEN GREEN

1e Executive Director of Standards & Compliance GREEN GREEN GREEN

2. Deliver timely emergency and urgent care in the most appropriate setting

2a Executive Director of Operations GREEN GREEN GREEN

2b Executive Director of Finance & Performance GREEN GREEN GREEN

2c Executive Director of Standards & Compliance GREEN GREEN GREEN

2d Deliver Red 1 and Red 2 response time standards on a consistent basis by the end of quarter 1 and for the rest of the financial year.Executive Director of Operations AMBER RED AMBER

3. Provide clinically-effective services which exceed regulatory and legislative standards

3a Executive Director of Standards & Compliance GREEN GREEN GREEN

3b Executive Director of Finance & Performance AMBER AMBER GREEN

3cExecutive Medical Director/Executive Director of Standards &

ComplianceGREEN GREEN GREEN

3d Executive Director of Standards & Compliance GREEN GREEN GREEN

4. Provide services which exceed patient and Commissioners’ expectations

4a Executive Director of People & Engagement AMBER AMBER AMBER

4b Improve patient involvement and experience. Executive Director of Standards & Compliance GREEN GREEN GREEN

4c Develop services in partnership with others. Executive Director of Operations/Executive Medical Director GREEN GREEN GREEN

4d Chief Executive AMBER AMBER AMBER


5b Faster adoption of innovative technologies and techniques. Executive Medical Director GREEN GREEN GREEN

5c Improve access to continuing professional development (CPD) for frontline operational staff.Executive Medical Director/Executive Director of People &

EngagementGREEN GREEN GREEN

5d Executive Director of Finance & Performance AMBER AMBER GREEN


6b Executive Director of People & Engagement AMBER AMBER AMBER

6c Develop and support staff. Executive Director of People & Engagement AMBER AMBER AMBER

6d Support the development of our nursing staff. Executive Director of Standards & Compliance GREEN GREEN GREEN

6e Executive Director of People & Engagement AMBER AMBER AMBER

7a Improve business continuity management systems across the Trust. Executive Director of Operations GREEN GREEN GREEN

7b Raise the profile of Yorkshire Ambulance Service as the regional lead for healthcare resilience. Executive Director of Operations GREEN GREEN GREEN

7c Make every contact count. Executive Medical Director GREEN GREEN GREEN

7d Improve public training in CPR. Executive Medical Director/Executive Director of Operations GREEN GREEN GREEN

8. Provide cost-effective services that contribute to the objectives of the wider health economy

8a Chief Executive AMBER AMBER AMBER

8b Executive Director of Finance & Performance GREEN GREEN GREEN

8c Executive Director of Finance & Performance AMBER AMBER GREEN

Green

2.2

Red 2 Performance 2.2

Red 19 Performance >=95% 2.3

Time to Treatment 50% (YTD) * 2.7

Recontact 24 hours on scene (YTD) * 2.7

Complaints (% Rate) <0.125% 3.13

Time to answer 50% (YTD) * 2.7

Time to answer 95% (YTD) * 2.7

Abandoned calls (YTD) * 2.7

Recontact 24 hours telephone (YTD) * 2.7

2.10

2.11

Complaints (% Rate) <0.125% 3.14

Serious Incidents 0 3.9

Incidents and near misses (% Rate) <0.225% 3.4

Sickness / Absence <5% 4.6

Statutory and Mandatory Training >=85% 4.10

PDR Compliance >=75% 4.10

* The Ambulance Quality Indicators YTD figures are from the previous months due to the date of publication.

**EWI Arrows: The arrow is based on the performance, up being improved monthly performance. The colour is based on how YAS performs against the target

Jul Aug

Continue to deliver Monitor’s continuity of services rating of 4 (lowest risk).

Improve financial sustainability of service lines.

May 2015

2014-15 BUSINESS PLAN OBJECTIVES Lead Director

Agree a 3-5 year service strategy with commissioners for A&E and PTS.

Yorkshire Ambulance Service - Executive Summary

Telecare

Support health economy plans for delivering care closer to home.

Support greater integration through the development of NHS 111.

Ensure our fleet and estates meet the needs of a modern service.

Implement recommendations from national reports including “Hard Truths” and other

quality and safety publications.

Improve survival to discharge (STD) rates for cardiac arrest.

Spending public money wisely Yorkshire Ambulance Service - Aims

Care Quality commission priorities

Continuously improving patient careSetting high standards of

performanceAlways learning

ResponsiveWell-ledSafe Effective Caring

Strategic Objectives

Develop a vibrant career framework which will create a pipeline of future talent,

ensuring we are better able to manage the impact of increasing demand.

KeyEarly Warning Indicators

A&E

EOC

Page Apr

Red 1 Performance

PTS

ALL

Sept

7. Be at the forefront of healthcare resilience and public health improvement

Mar

PTS Arriving on time for their appointment (KPI 2)

Refer tab 2.10 for Red RAG Status

PTS Collected within 90 minutes (Planned Journeys) (KPI 3)

Refer tab 2.11 for Red RAG Status

0 or 1 out of 4

Consortia with Red

RAG Status

Ranked within the

top 4 nationally

Ranked within the

top 4 nationally

>=75%

Nov Dec Oct Jan Feb May Jun

Implement and bring to life the new Workforce Race Equality Standard, ensuring that

we grow into an organisation that is truly representative of the communities that we

Support cultural change among existing service leaders and managers to improve

healthcare delivery.

Further improve staff engagement

Improve engagement with patients, the public, clinical commissioning groups and

other key stakeholders.

Implementation of plans to improve patient experience and financial sustainability of

PTS.

5. Develop culture, systems and processes to support continuous improvement and innovation

6. Create, attract and retain an enhanced and skilled workforce to meet service needs now and in the future

Reduce mortality from major trauma

Through the Clinical Quality Strategy 2015/18, implement improvements in patient

safety, clinical effectiveness, and patient experience.

Alignment to the CQCs five domains in the regulation framework.

Implement the priorities in our Sign up to Safety plan.

Improve management of patients suffering from stroke and heart attack (Myocardial

Infarction - MI).Improve effectiveness and patient experience in relation to the assessment and

management of pain.

Work in partnership with commissioners and other providers to use YAS information

and data to improve service design and commissioning.

Yorkshire Ambulance Service - Contractual Compliance

CONTRACTUAL COMPLIANCE 2013 - 14 - Definitions: Contractual Indicators presented are those to which non compliance would result in the issuing of a formal contractual performance notice

A & E

National Specified Events April May June July Aug Sept Oct Nov Dec Jan Feb Mar Year End

75% of RED Calls within 8 mins RED RED

95% of RED Calls within 19 mins RED RED

Local Quality Requirements April May June July Aug Sept Oct Nov Dec Jan Feb Mar Year End

Safeguarding Adults & Children GREEN GREEN

Exception Report - Never Events Comments

GREEN Fully Completed / Appropriate actions taken

AMBER Delivery at risk

RED Milestone not achieved

RAG Rating

Monitor Risk Ratings (Quarterly)

Highest Risk Lowest Risk Highest Risk Lowest Risk Highest Risk Lowest Risk Highest Risk Lowest Risk

Monitor Governance Rating Key

Likely or actual significant breach of terms of authorisation

*Where the circles are filled this indicates YAS current position

Service Performance

Finance

Quarter 1 Quarter 2 Quarter 3 Quarter 4

May 2015

Breach of terms of authorisation No Material concernLimited concerns surrounding terms of authorisation

Never events are defined as 'serious, largely

preventable patient safety incidents that

should not occur if the available preventative

measures have been implemented by

healthcare providers'.

Finance


Governance

CQC

NHS Performance Framework - Current Assessment

1.2

Section 2Performance

2

Section 2aA&E Performance

2a

Yorkshire Ambulance Service - Performance - A&E

Directors Exceptions

RAGPage Ref

No

No of months

ExceptionException Actions required to put back on track Who When

Year end

Risk Level

RED 2/2 2/2 RED 1 Performance

RED 1 performance was 73.64%%. The target of 75% was missed by 19 details.

Actions being developed as part of the Spring in to Action Group focusing on Demand,

Resources and Efficiency.Interim Executive

Director of Operations Ongoing RED

RED 2/2 2/2 RED 2 Performance

RED 2 performance was 73.51%an increase of 1% on April 2015 . Actions being

developed as part of the Spring in to Action Group focusing on Demand, Resources

and Efficiency. Abstractions remain high and removal of the incentive schemes has

lowered the base line operational hours .

Interim Executive


RED 2/5 2/2 Green 2 Performance

Green 2 Performance was 77.96%, a very slight improvement on April 2015

Improvements will form part of work of the Spring in to Action. Abstractions remain

high lowering base line operational hours . The Clinical Hub supporting in assessment

of G2 calls to improve response time and give comfort calls to those who have a

prolonged response time.

Interim Executive


May 2015

E2


Resilience:

Training:

4 x South Yorkshire Tactical JESIP courses

May 2015

Business Continuity:

ICT and NHS111 achieved ISO certification

Production of Action log from BSi ISO22301 certification report

Production and circulation of process flow chart for Review, publish and circulation of BC plans

Dashboard for BC training (logging of BC resources allocated to each department for workshops, one-to-ones, courses and reporting on elearning)

Trust Management Group paper submitted for update on certification to ISO22301 and plan for increase to scope for next year

BC manager participate in a space weather exercise with South Yorkshire BC Managers at Bassetlaw hospital. The YAS Space weather guidance doc has been updated following lessons identified from this ICT BC

plan reviewed

Community Resilience (new BC plan) published

AV gave presentation to Humber LRF on certification to ISO22301 – potential interest in more consultancy work

Article on ISO22301 certification for Ops update

Secured four days consultancy with South and West Yorkshire FT

Planning for DDOS (dedicated Denial of Service-National alert cyber attack on telephony)

HART:

Five new staff have finished all the mandatory HART training and have now become operational across their teams after ten weeks of training

We have completed our breathing apparatus requalification courses held for the first time at our own unit using our own instructors as lead.

We have started our Civil Responder One (CR1) requalification period which will be carried out using our in house instructors and Respirator Testing Facility (RTF)

We are assisting operations with an extra DCA on average twice a week. Those shifts are either overtime based or facilitated using training hours from staff doing the technician to paramedic course.

1st – 3rd Tour de Yorkshire Events

13th COMAH Table Top Virgo Fuels S. Yorks

19th Counter terrorism exercise (Trade Winds) – Cattrick attended by Associate Director of Resilience and Special Services and Director of Operations

19th – 21st CBRN Multi-agency exercises/training Cattrick Garrison

20th COMAH Exercise DHL S. Yorks.

Planning and delivery for EDL event in Halifax

18th & 19th Better Leadership programme – pilot course for external students in partnership with Tim Cain Leadership

Directors Comments on Actual Performance

Actions being developed as part of the Spring in to Action Group focusing on Demand, Resources and Efficiency.

C1



A & E CQUINS

Goal weighting (% of

CQUIN scheme

available)

Expected Financial

Value of GoalApril May June July Aug Sept Oct Nov Dec Jan Feb Mar Year End

TBC TBC GREEN GREEN GREEN


2. Sepsis TBC TBC GREEN GREEN GREEN


4. Mental Health Pathways TBC TBC GREEN GREEN GREEN

5. Improving safety in the Emergency Operations Centre (Human Factors) TBC TBC GREEN GREEN GREEN

TOTAL 0.00% £0

Comments

GREEN Fully Completed / Appropriate actions taken



May 2015

3. Pain Management

1. (1.1) Paramedic Pathfinder - West Yorkshire CBU and Rotherham

A programme management plan has now been agreed and all actions on track to deliver the required schedule in Q1. A risk to the delivery of Paramedic Pathfinder is emerging with

regards to the usage of the tool in deployed areas due to some data collection issues.

1. (1.2) Paramedic Pathfinder - South Yorkshire and North/East Yorkshire CBUs

CQ1

MTD RAG MTD RAG

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 YTD Year end Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 YTD

2014-15 Total Actual Demand 58,695 62,128 59,626 61,987 58,869 58,443 61,827 62,830 68,124 61,728 54,980 61,180 730,417 730,417Planned Resource

HoursTOTAL 175,732 181,327 357,059

2015-16 Total Actual Demand 58,631 59,942 118,573 118,573 TOTAL 166,082 167,171 333,253

% Variance Current Year to Last Year -0.1% -3.5% -83.8% -83.8% DCA 99,391 100,488 199,879

Contracted Demand (CCG) 58,981 62,426 121,407 121,407 RRV 59,589 61,344 120,932

YAS Planned demand (Contracted Demand +3%

growth)60,750 64,299 0 0 0 0 0 0 0 0 0 0 125,049 125,049

Avg Total

Resource Hours

per day

ALL 5,536 5,393 0 0 0 0 0 0 0 0 0 0

2015-16 Total CCG Actual Demand 57,453 58,830 116,283 116,283Total Resource -

Previous YearTOTAL 173,597 171,019 161,849 168,391 167,250 166,330 179,568 177,737 180,706 176,793 157,202 174,557 2,054,999

Variance to Contracted Demand -2.6% -5.8% -4.2% -4.2% * Actual Total Resource Hours include DCA, RRV and other types of vehicle hours (A&E support, Cycle responders etc.), which is why the Total is greater than DCA + RRV hours

Variance to YAS Planned Demand -5.4% -8.5% -7.0% -7.0%0.0%

Avg responses per day 1,915 1,898 0 0 0 0 0 0 0 0 0 0 319 319

PLEASE NOTE: YAS Planned demand is based on Contracted Demand + 3% growth (a response is a distinct count of a resource arriving at scene, a resource is either a vehicle or a

triaged call). Actual demand is a distinct count of a resource that has arrived scene, again this could be either a vehicle or a triaged call. Total Actual Demand includes ECP's and Out of

Areas but excludes Embrace (this differs from page 5.5 which does not). Contracted demand excludes ECP, OOA and Embrace.

May 2015

GREEN

Actual Resource

Hours*


Total Demand YTD RAG GREEN GREENYTD RAG

GREEN

Resource Hours

1,600

1,650

1,700

1,750

1,800

1,850

1,900

1,950

40,000

45,000

50,000

55,000

60,000

65,000

70,000

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Avg D

em

and

pe

r Day

Tota

l De

man

d

Total Demand

2015-16 Total Actual Demand 2015-16 Total CCG Actual Demand Contracted Demand (CCG) YAS Planned demand (Contracted Demand +3% growth) Avg responses per day

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

200,000


Tota

l Re

sou

rce

Un

it H

ou

rs

Resource Hours

Actual Resource Hours* Planned Resource Hours Total Resource - Previous Year

2.1

MTD

RAGMTD RAG

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16YTD

15/16Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

YTD

15/16

75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0%

Current Year 74.9% 73.7% 74.3% Current Year 72.7% 73.5% 73.1%

Previous Year 69.8% 69.6% 68.0% 69.2% 71.3% 68.7% 73.1% 71.5% 63.4% 70.6% 71.6% 73.5% 69.9% Previous Year 78.0% 78.7% 78.6% 75.0% 74.8% 74.4% 74.0% 74.0% 71.8% 76.1% 72.5% 73.7% 75.1%

5.1% 4.1% 4.4% -5.3% -5.2% -2.0%



YTD

15/16



% Variance 5.7% -3.7% 2.6% % Variance -0.4% 2.6% 4.1%



% Variance 4.3% 2.5% 3.6% % Variance 4.7% 4.6% 5.1%










Please Note: National Average will always be 1 month in arrears Please Note: National Average will always be 1 month in arrears

Yorkshire Ambulance Service - Performance - A&E May 2015

Category Red 1 - 8 Minute Performance HQU03_01 YTD RAG GREEN Category Red 2 - 8 Minute Performance HQU03_01

RED 1

Target

RED 1 by CBU

YTD RAG RED

GREEN RED

Target

% Variance Current Year to Last Year

RED 2

RED 2 by CBU

Actual Red 1 % Actual Red 2 %

National Average National Average


Calderdale, Kirklees

& Wakefield

Airedale Bradford &

Leeds

North Yorkshire

The Humber

South YorkshireSouth Yorkshire

Calderdale, Kirklees

& Wakefield

Airedale Bradford &

Leeds

North Yorkshire

The Humber

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

Apr - 15 May - 15 Jun - 15 Jul - 15 Aug - 15 Sep - 15 Oct - 15 Nov - 15 Dec - 15 Jan - 16 Feb - 16 Mar - 16

Pe

rfo

rman

ce %

Red 1 & 2 - 8 Minute Performance (Current Year)

Actual Red 1 % Actual Red 2 % Target

2.2

MTD

RAGMTD RAG



YTD

15/16

75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0%

72.8% 73.5% 73.2% 96.2% 96.3% 96.2%

70.6% 69.5% 68.4% 68.0% 70.4% 70.6% 73.8% 72.2% 60.6% 67.5% 70.1% 72.4% 69.1% 96.2% 95.9% 95.5% 95.1% 96.1% 96.5% 96.8% 96.6% 92.5% 95.2% 96.2% 96.3% 95.6%

2.2% 4.0% 4.1% 0.0% 0.4% 0.6%



YTD

15/16



% Variance 0.0% 2.1% 4.0% % Variance -0.7% 0.2% 0.5%



% Variance 4.6% 4.4% 4.9% % Variance 1.0% -0.1% 0.5%



% Variance 2.0% 1.3% 1.2% % Variance -0.6% 0.2% 0.3%



% Variance 1.1% 4.3% 1.9% % Variance -1.6% 1.1% -0.1%





Category Red 1 & 2 8 Minute Performance HQU03_01 YTD RAG RED Category Red 1 & 2 19 Minute Performance HQU03_02

South Yorkshire

YTD RAG GREEN

RED GREEN

RED 8 by CBU RED 19 by CBU

RED 19

Calderdale,

Kirklees &

Wakefield

Airedale Bradford

& Leeds

Target

RED 8

Actual% (Current Year)

Actual% (Previous Year)


Calderdale,

Kirklees &

Wakefield

Airedale Bradford

& Leeds

North Yorkshire

The Humber

North Yorkshire

The Humber

South Yorkshire

Target

Actual% (Current Year)

Actual% (Previous Year)


National Average

88.0%

90.0%

92.0%

94.0%

96.0%

98.0%

100.0%

April May June July Aug Sept Oct Nov Dec Jan Feb Mar

Pe

rfo

rman

ce %

Total Red 19 Minute Performance

Actual% (Current Year) Actual% (Previous Year) Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

April May June July Aug Sept Oct Nov Dec Jan Feb Mar

Pe

rfo

rman

ce %

Total Red 8 Minute Performance

Actual% (Current Year) Actual% (Previous Year) Target

2.3

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

00:11:28 00:11:32 00:22:38 00:23:19

00:34:15 00:33:53 00:59:31 01:00:07

00:11:20 00:12:40 00:12:00 00:13:24 00:12:49 00:12:41 00:11:54 00:12:14 00:15:41 00:09:18 00:12:15 00:11:58 00:23:44 00:24:31 00:24:32 00:26:05 00:24:39 00:25:03 00:24:06 00:24:25 00:28:46 00:18:51 00:24:36 00:23:42

00:34:00 00:39:14 00:50:51 00:40:24 00:39:00 00:39:07 00:35:40 00:35:45 00:46:51 00:28:20 00:36:12 00:35:26 01:02:41 01:04:23 01:04:59 01:08:01 01:05:22 01:06:59 01:05:03 01:04:45 01:15:02 00:52:32 01:03:37 01:01:55

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Current Year 00:11:54 00:12:05 Current Year 00:23:11 00:24:16

Previous Year 00:09:39 00:10:47 00:11:16 00:13:47 00:12:13 00:12:59 00:12:00 00:12:14 00:16:14 00:08:30 00:13:09 00:13:02 Previous Year 00:21:34 00:23:12 00:22:29 00:27:39 00:25:10 00:25:56 00:24:23 00:23:46 00:29:09 00:16:30 00:26:30 00:24:54









South Yorkshire

Average RED by CBU Average GREEN by CBU

Calderdale, Kirklees &

Wakefield

Leeds & Bradford

North Yorkshire

The Humber

South Yorkshire

North Yorkshire

The Humber

Average YAS (Previous Year)

95th Percentile YAS (Previous Year)

GREEN - YAS

Calderdale, Kirklees &

Wakefield

Leeds & Bradford

95th Percentile YAS (Previous Year)

Average YAS (Current Year)

95th Percentile YAS (Current Year)

Average YAS (Current Year)

95th Percentile YAS (Current Year)

Average YAS (Previous Year)

RED - YAS


Category GREEN - RRV Time waiting for back upCategory RED - RRV Time waiting for back up

00:00:00

00:07:12

00:14:24

00:21:36

00:28:48

00:36:00


Category GREEN - RRV Time waiting for back up

Average YAS (Current Year) Average YAS (Previous Year)

00:00:00

00:02:53

00:05:46

00:08:38

00:11:31

00:14:24

00:17:17


Category RED - RRV Time waiting for back up

Average YAS (Current Year) Average YAS (Previous Year)

2.3a

A&E Operational Delivery Model

2 3 4 5 6 7 8 9 10 11 12 13

Apr-14 Apr-15 May-14 May-15 Jun-14 Jun-15 Jul-14 Jul-15 Aug-14 Aug-15 Sep-14 Sep-15 Oct-14 Oct-15 Nov-14 Nov-15 Dec-14 Dec-15 Jan-15 Jan-16 Feb-15 Feb-16 Mar-15 Mar-16

56,686 58,981 57,609 62,426 55,584 0 60,107 0 57,637 0 56,036 0 59,119 0 57,878 0 62,255 0 58,963 0 54,063 0 59,638 0

58,387 60,750 59,337 64,299 57,252 0 61,910 0 59,366 0 57,717 60,893 59,614 64,123 60,732 0 55,685 0 61,427 0

57,775 57,453 61,072 58,830 58,600 0 60,983 0 57,799 0 57,406 60,761 61,816 66,972 60,595 0 53,935 0 60,099 0

58,695 58,631 62,128 59,942 59,626 0 61,987 0 58,869 0 58,443 61,827 62,830 68,124 61,728 0 54,980 0 61,180 0

1.9% 94.6% 6.0% 91.5% 5.4% 1.5% 0.3% 2.4% 2.8% 6.8% 7.6% 2.8% -0.2% 0.8%

0.5% -3.5% 4.7% -6.8% 4.1% 0.1% -0.8% 1.3% 1.5% 5.4% 6.2% 1.6% -1.3% -0.4%

01:01:09 01:02:58 01:00:05 01:03:39 01:00:21 00:59:57 00:01:22 01:00:38 01:00:26 01:01:29 01:02:12 01:01:05 01:02:55 01:02:23

01:02:58 01:08:40 01:03:39 01:07:36 01:04:14 01:04:58 01:05:43 01:05:02 01:04:42 01:05:59 01:12:20 01:10:05 01:08:43 01:09:02

173,597 166,082 171,019 167,171 0 0 0 166,330 179,568 177,737 180,706 0 0 0

2,164 2,164 2,164 2,164 2,164 2,164 2,164 2,164 2,164 2,164 2,164 2,164 2,164 2,164

2,068 2,078 2,070 2,065 2,092 2,088 2,095 2,112 2,118 2,130 2,118 2,118 2,113 2,101

23,438 27,418 26,240 27,511 26,528 26,984 31,152 31,007 37,673 40,832 29,983 23,876 27,360 32,102

31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0% 31.0%

27.7% 24.0% 28.1% 25.3% 29.4% 29.4% 29.9% 29.7% 27.9% 25.3% 25.4% 23.1% 25.0% 24.5%

UHU (Unit Hour Utilisation) 0.35 0.35 0.36 0.37 0.36 0.36 0.35 0.34 0.32 0.32 0.38 0.34 0.34 0.35

75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0% 75.0%

70.6% 72.8% 69.5% 73.5% 68.4% 0.0% 68.0% 0.0% 70.4% 0.0% 70.6% 0.0% 73.8% 0.0% 72.2% 0.0% 60.6% 0.0% 67.5% 0.0% 70.1% 0.0% 72.4% 0.0%

Comments

Yorkshire Ambulance Service - Performance - A&E Summary May 2015

Item

De

ma

nd

YAS Planned Demand (SLA Previous YAS Total +3% Growth)

YAS Actual Total Demand (SLA Responses)

% Variance from CCG Demand to CCG Contracted

(see Finance Section 5.5)

CCG Contracted Demand (SLA Responses)

% Variance from YAS Actual to YAS Planned Demand

CCG Demand (SLA Responses)

Jo

b C

yc

le

Target Job Cycle (in seconds)(RED only)

Actual Job Cycle (in seconds)(RED only)

Actual Resource (Vehicle hours)

Planned Staff (Establishment) FTE

Actual Staff FTE

Actual Overtime (Staff Hours)

Planned Abstractions %

Actual Abstractions %

Pe

rfo

rma

nc

e

*Planned Performance %

Actual Performance %

Please Note: Planned demand and actual demand is based on the SLA and is reported at response level.

* Finance information is shown in Section 5 of the IPR

2.4

A&E Operational Delivery Model

Apr-14 Apr-15 May-14 May-15 Jun-14 Jun-15 Jul-14 Jul-15 Aug-14 Aug-15 Sep-14 Sep-15 Oct-14 Oct-15 Nov-14 Nov-15 Dec-14 Dec-15 Jan-15 Jan-16 Feb-15 Feb-16 Mar-15 Mar-16

Total Planned number of calls

(Clinical Hub)1,369 3,374 1,820 3,374 1,846 1,851 1,818 1,884 1,901 1,823 1,941 1,880 1,904 1,974

Total Actual number of calls

(Clinical Hub)1,794 3,592 2,173 3,750 2,013 1,812 1,564 1,416 2,422 3,478 5,267 3,666 3,239 3,795

Total Planned % 6.0% 6.5% 6.0% 6.5% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0% 6.0%

Total Actual % 4.1% 9.7% 4.8% 9.9% 5.2% 4.4% 4.0% 3.7% 6.2% 9.6% 13.7% 10.4% 10.6% 11.0%

Comments

`

Re

so

urc

e

Clinical Hub Calls

Yorkshire Ambulance Service - Performance - A&E Summary May 2015

Item

2.4a


Incident Green & Routine Demand and Performance by CCG and CBU (Responses)

80% 85% 80%

Category G4

ResponsesTRIAGE Routine

No. Of Responses % in 20 Mins* No. Of Responses % in 30 Mins* No. Of Responses % in 30 Mins* No. Of ResponsesNo. Of

Responses

No. Of

Responses

HAMBLETON,RICHMONDSHIRE & WHITBY CCG 113 89.4% 453 83.2% 17 94.1% 333 73 2

HARROGATE & RURAL CCG 106 89.6% 488 87.9% 18 83.3% 331 78 1

SCARBOROUGH & RYEDALE CCG 103 89.3% 424 84.2% 18 83.3% 304 68 2

VALE OF YORK CCG 217 88.5% 956 87.7% 63 85.3% 650 179 2

NORTH YORKSHIRE CBU 539 89.1% 2321 86.3% 116 86.0% 1618 398 7

ERY CCG 289 79.6% 940 80.1% 30 76.7% 697 145 2

HULL CCG 256 83.6% 974 77.8% 47 83.0% 587 213 3

EAST YORKSHIRE CBU 545 81.5% 1914 78.9% 77 80.5% 1284 358 5

CALDERDALE CCG 189 85.2% 658 75.1% 27 81.5% 502 176 29

GREATER HUDDERSFIELD CCG 190 85.8% 694 74.8% 28 64.3% 474 173 13

NORTH KIRKLEES CCG 159 88.7% 457 77.7% 12 91.7% 414 127 21

WAKEFIELD CCG 265 87.7% 980 82.1% 60 85.2% 861 222 67

CALD / KIRK & WAKEFIELD CBU 803 86.8% 2789 78.0% 127 80.5% 2251 698 130

AIREDALE, WHARFEDALE & CRAVEN CCG 126 85.7% 424 72.2% 23 69.6% 374 76 20

BRADFORD CITY CCG 93 79.6% 396 71.6% 20 76.2% 119 170 0

BRADFORD DISTRICTS CCG 308 82.0% 852 67.5% 36 75.7% 464 285 12

LEEDS NORTH CCG 164 81.7% 594 70.7% 23 78.3% 425 178 0

LEEDS SOUTH & EAST CCG 277 86.6% 937 76.2% 59 83.1% 649 263 4

LEEDS WEST CCG 248 87.1% 923 71.9% 34 76.5% 509 256 0

LEEDS,BRADFORD & AIREDALE CBU 1216 84.2% 4126 71.8% 195 77.8% 2540 1228 36

BARNSLEY CCG 193 85.9% 795 80.5% 30 74.2% 488 146 1

DONCASTER CCG 367 89.6% 978 82.9% 59 86.4% 645 261 51

ROTHERHAM CCG 226 84.5% 808 76.9% 33 82.4% 397 159 3

SHEFFIELD CCG 444 83.6% 1778 76.5% 99 83.2% 1280 488 6

SOUTH YORKSHIRE CBU 1230 85.9% 4359 78.7% 221 82.7% 2810 1054 61

OOA/UNKNOWN 11 90.9% 45 88.9% 1 100.0% 7 10 10

YORKSHIRE AMBULANCE SERVICE 4344 85.5% 15554 78.0% 737 81.3% 10510 3746 249

Category G4

ResponsesTRIAGE Routine

No. Of Responses % in 20 Mins* No. Of Responses % in 30 Mins* No. Of Responses % in 30 Mins* No. Of ResponsesNo. Of

Responses

No. Of

Responses

HAMBLETON,RICHMONDSHIRE & WHITBY CCG 233 87.6% 920 81.7% 31 90.3% 681 153 3

HARROGATE & RURAL CCG 200 87.5% 967 88.2% 47 85.1% 672 162 1

SCARBOROUGH & RYEDALE CCG 209 89.0% 860 85.1% 40 85.0% 589 112 6

VALE OF YORK CCG 496 89.0% 1873 87.3% 116 84.4% 1220 316 11

NORTH YORKSHIRE CBU 1138 88.4% 4620 86.0% 234 85.4% 3162 743 21

ERY CCG 566 81.8% 1881 79.2% 65 80.0% 1404 304 3

HULL CCG 526 85.6% 1876 79.2% 94 86.2% 1152 427 15

EAST YORKSHIRE CBU 1092 83.6% 3757 79.2% 159 83.6% 2556 731 18

CALDERDALE CCG 376 84.3% 1331 75.4% 56 85.7% 989 326 63

GREATER HUDDERSFIELD CCG 377 85.9% 1313 76.6% 49 63.3% 927 304 35

NORTH KIRKLEES CCG 309 87.4% 954 77.8% 34 73.5% 778 239 42

WAKEFIELD CCG 547 89.3% 1949 80.9% 115 84.2% 1730 452 126

CALD / KIRK & WAKEFIELD CBU 1609 87.0% 5547 78.1% 254 79.2% 4424 1321 266

AIREDALE, WHARFEDALE & CRAVEN CCG 242 83.9% 865 73.9% 40 80.0% 719 148 29

BRADFORD CITY CCG 220 79.7% 775 71.0% 46 82.4% 232 300 0

BRADFORD DISTRICTS CCG 585 79.7% 1697 71.0% 75 82.4% 900 532 21

LEEDS NORTH CCG 313 84.0% 1161 71.1% 41 70.7% 833 344 0

LEEDS SOUTH & EAST CCG 526 87.8% 1818 76.6% 109 81.7% 1305 486 6

LEEDS WEST CCG 526 83.3% 1798 73.3% 62 80.6% 1007 461 1

LEEDS,BRADFORD & AIREDALE CBU 2412 83.7% 8114 72.6% 373 79.3% 4996 2271 57

BARNSLEY CCG 414 86.0% 1591 77.8% 55 76.3% 1001 342 1

DONCASTER CCG 707 88.1% 1958 81.8% 108 85.2% 1225 561 105

ROTHERHAM CCG 483 84.8% 1657 75.1% 64 79.7% 847 395 4

SHEFFIELD CCG 966 84.3% 3492 74.7% 210 85.3% 2456 945 13

SOUTH YORKSHIRE CBU 2570 85.7% 8698 76.9% 437 83.2% 5529 2243 123

OOA/UNKNOWN 24 91.7% 83 89.2% 4 100.0% 10 28 12

YORKSHIRE AMBULANCE SERVICE 8845 85.5% 30819 77.7% 1461 82.0% 20677 7337 497

*Targets are 80% for Green 1, 85% for Green 2 and 80% Green 3

May 2015

May 2015

Year to Date

Category G1 Responses Category G2 Responses Category G3 Responses

Category G1 Responses Category G2 Responses Category G3 Responses

2.5

YTD RAG

MTD RAG

KPI 4

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16Year End

Forecast 15/16Q1 Forecast

GREEN GREEN GREEN GREEN


AMBER GREEN GREEN GREEN




Yorkshire Ambulance Service - Performance May 2015

Resilience GREEN

GREEN

Strategic Aim - High Performing

Description

Fulfilment of requirements as a Category 1 responder as

detailed in the Civil Contingency Act (CCA) 2004

Co-operation with other responders

Training

Risk Assessments linked to Civil Contingency Act

Emergency Plans

Business Continuity Plans

Information Provision

2.6


Directors Exceptions on AQI's

Page Ref

No

No of Months


2.7 1/1 Time to Answer - 95%

There is a recruitment plan in place to ensure the EMD establishment is maintained. We currently have 9

staff in mentorship which will further improve this standard. Executive Director of Operations On-going

2.7 1/1 Abandoned calls

The abandonment figure includes the non urgent HCP calls. The Trust abandonment for 999 calls was

0.2% for the month. There is a recruitment plan in place to ensure the EMD establishment is maintained. We

currently have 9 staff in mentorship which will further improve this standard.Executive Director of Operations On-going

2.7 2/2 STEMI - 150

YAS achieved 79.3% in January 2015 for STEMI 150 with 3 of the 23 breaches due to YAS operational

delays. Head of Clinical Effectiveness On-going

2.7 2/2 Stroke - 60No change from previous reports.

Head of Clinical Effectiveness On-going

2.7 2/2 ROSC

The Trust's resuscitation strategy concentrates on improving survival to discharge from out of hospital

cardiac arrest rather than the measure of Return Of Spontaneous Circulation (ROSC) at hospital which is not

an effective patient-centric measure of good practice. This is demonstrated by the Trust's survival to

discharge rate for the Utstein Comparator group of 38.9% YTD which remains the highest in England for the

ninth consecutive month.

Head of Clinical Effectiveness On-going

Comments

Top Third Middle Third Bottom Third

Time to Answer - 50% Cat Red 8 minute response - RED 1 Time to Answer - 95%

Time to Answer - 99% Cat Red 8 minute response - RED 2 Abandoned calls

95 Percentile Red 1 only Response Time Frequent caller * STEMI - 150

Cat Red 19 minute response Resolved by Telephone Stroke - 60

Time to Treat - 50% Non A&E ROSC

Time to Treat - 95% ROSC - Utstein

Time to Treat - 99%STEMI - Care

Stroke - Care

Cardiac - STD

Cardiac - STD Utstein

Recontact 24hrs Telephone

Recontact 24hrs on Scene

May 2015

E3


Ambulance Quality Indicators - National Figures - Year to Date

Ambulance Quality Indicator UnitsEast

Midlands

East of

England

Isle of

WightLondon

North

East

North

West

South

Central

South

East

Coast

South

Western

West

MidlandsYorkshire RANK YTD

Time to Answer - 50% mm:ss 0:02 0:01 0:01 0:00 0:01 0:01 0:03 0:03 0:02 0:01 0:01 2 April



Abandoned calls % 0.10 - 1.23 0.06 0.75 0.63 0.81 0.44 0.74 0.37 0.91 9 April

Cat Red 8 minute response - RED 1 % 75.0 79.9 75.0 69.5 73.2 71.2 76.7 75.9 78.9 81.2 74.9 7 April

Cat Red 8 minute response - RED 2 % 74.6 71.5 74.4 64.7 77.2 72.1 76.5 77.3 68.2 76.8 72.7 6 April

95 Percentile Red 1 only Response Time mm:ss 13:23 13:31 9:06 17:36 13:12 14:30 13:21 14:00 13:18 11:01 12:56 2 April

Cat Red 19 minute response % 94.0 95.5 96.0 94.2 95.8 93.3 95.7 96.4 92.7 97.6 96.2 3 April

Time to Treat - 50% mm:ss 8:07 6:20 5:14 6:54 6:10 6:35 5:43 5:44 7:06 5:51 6:09 4 April



STEMI - Care % 79.8 80.3 85.5 72.8 88.4 88.2 67.5 75.8 89.2 74.3 83.1 4 January

Stroke - Care % 98.3 96.6 95.6 96.7 98.0 99.4 98.1 94.3 97.5 93.9 98.0 4 January

Frequent caller * % 0.45 - 1.01 1.33 0.34 0.53 2.18 0.00 0.00 0.00 1.63 5 April

Resolved by telephone % 7.7 5.6 11.0 13.9 6.3 10.5 6.1 10.3 12.9 5.0 9.7 5 April

Non A&E % 30.6 41.0 49.7 33.8 30.4 28.2 42.4 42.8 52.1 37.7 31.2 7 April

STEMI - 150 % 92.2 93.9 60.0 95.1 88.0 80.0 88.4 91.9 77.4 86.6 84.6 8 January

Stroke - 60 % 58.4 55.4 57.7 59.1 67.7 67.2 54.1 66.9 55.7 46.5 55.3 8 January

ROSC % 18.7 23.3 28.0 31.3 27.2 28.9 39.8 30.1 25.0 28.6 22.8 9 January

ROSC - Utstein % 34.8 47.3 43.5 55.4 57.4 47.4 52.5 58.4 45.6 45.9 49.8 5 January

Cardiac - STD % 4.6 6.8 7.5 7.6 4.4 8.1 16.7 8.5 9.9 8.1 10.4 2 January

Cardiac - STD Utstein % 14.3 19.4 26.1 27.7 23.8 21.1 30.0 28.9 28.1 22.2 38.9 1 January

Recontact 24hrs Telephone % 7.5 10.6 5.8 2.8 14.0 3.2 12.9 8.3 14.0 10.8 1.7 1 April

Recontact 24hrs on Scene % 4.7 5.7 3.5 8.4 4.5 3.2 5.2 4.3 5.9 5.8 3.3 2 April

*Only 7 Trusts manage Frequent Callers

Please note: The rankings exclude Isle of Wight

May 2015

2.7

Section 2bPTS Performance

2b

Yorkshire Ambulance Service - Performance - PTS

Directors Exceptions on PTS

RAGPage Ref

No

No of months

ExceptionConsortia Exception Actions required to put back on track Who When

Year end Risk

Level

RED 2.9 1/1 East KPI 1 Patients Picked up within 120 minutes before AppointmentTarget 93.9% achieved 93.7% . - 0.2% off track YTD positive, focus on scheduling . Locality Manager East

YorkshireOn-going GREEN

RED 2.9 2/2 South KPI 1 Patients Picked up within 120 minutes before AppointmentTarget 96.0% achieved 93.7% - 3.0% off track YTD focus on scheduling Locality Manager South

YorkshireOn-going AMBER

RED 2.10 2/2 South KPI 2 - Patients arriving on time for their appointment

Target 90.0% achieved 83.8% - higher than average targets combined with building works at

Royal Hallamshire hospitals causing delys in access and parking on site. Locality Manager South


RED 2.11 2/2 East KPI 3 - Patients collected within 90 mins (Planned Journeys) Target 89.3% achieved 86.0% - YTD 2.0% off track focus on -on day scheduling Locality Manager East


RED 2.11 2/2 South KPI 3 - Patients collected within 90 mins (Planned Journeys)

Target 95.0% achieved 90.3% - higher than average targets combined with building works at



RED 2.11 1/1 North KPI 3 - Patients collected within 90 mins (Planned Journeys) Target 91.0% achieved 90.7% - 0.3% off track. Focus on on day scheduling Locality Manager North


RED 2.12 2/2 WestKPI 4 - Patients collected within 120 mins (On the day & short notice

journeys)

Target 96.0% achieved 95.2% - YTD 95.8% off track by 0.2% . Focus on on day scheduling Locality Manager West


RED 2.12 2/2 SouthKPI 4 - Patients collected within 120 mins (On the day & short notice

journeys)

Target 98.0% achieved 85.4% higher than average targets combined with building works at



RED 2.12 2/2 NorthKPI 4 - Patients collected within 120 mins (On the day & short notice

journeys)

Target 99.0% achieved 85.5% - YTD 93.1% - focus on on day scheduling Locality Manager North


RED 2.12 2/2 EastKPI 4 - Patients collected within 120 mins (On the day & short notice

journeys)

Target 82.1% . Data capture affects this standard, in discussion with CCG re this target Locality Manager East


May 2015

E4


Directors Comments on Actual Performance

May 2015

West Yorkshire

Exceeded all inward and outward journey KPI' s showing strong performance for May. Major road works around the BRI site are causing delays to inward and outward journeys.

South Yorkshire

Underperformed against all KPI targets, South Yorkshires higher than average threshold for KPI performance continues to be challenging , however the May period improved slightly against April's .

Works being undertaken within the grounds of Royal Hallamshire Hospital which adjoins the new extension currently being built at the Sheffield Childrens Hospital is creating journey delays in drop off

and pick up times.

North Yorkshire

Exceeded inward journey times targets for May making four consecutive months of achievement. Outward journeys narrowly missed by 0.3%

East Yorkshire

Exceeded inward journey times targets for the May period . Outward journey times have slipped from April's position by 2.0%, the local management team are collaborating with the acute trust to work

more efficiently in patient discharge planning.

C2



PTS CQUINS

Goal weighting (% of

CQUIN scheme

available)

Expected

Financial Value of

Goal

April May June July Aug Sept Oct Nov Dec Jan Feb Mar Year End

1.25% £53,332 GREEN GREEN GREEN







4. UNDER NEGOTIATION Improve

renal performance1.00% £122,186 GREEN GREEN GREEN

10.00% £633,853

GREEN Fully Completed / Appropriate actions taken Comments



GREEN£122,186 GREEN GREEN

The CQUIN programme for 2015/16 has been agreed with 3 out of the 4 commissioning consortia. Despite collaborative negotiation between YAS and the 4 commissioning consortia, YAS were informed on the 27 March 2015 that West Yorkshire

wished to commission alternative schemes to those agreed. These negotiations are still ongoing. However, they have agreed to support CQUIN 1 regarding improving the experience of patients with complex needs, as the system changes required to

successfully implement this have to be actioned region wide. The outstanding West schemes have been rated Green for April and May as the commissioners have agreed to fund month 1 and 2 fully due to the late notice of the request, thereby

mitigating the financial impact for YAS.

May 2015

1. Improving the experience of

Patients with complex needs

West Consortia

North Consortia

2. Patient Experience - Investigate

and quantify the potential

improvements related to patients

experience in relation to discharge

TOTAL

North Consortia

West Consortia

3. UNDER NEGOTIATION -

Investigate and quantify the

potential improvements related to

patients experience in relation to

return from outpatient clinics

West Consortia

South Consortia

East Consortia

South Consortia

East Consortia

1.00%

CQ3


MTD RAG

PTS Demand by Consortia Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 YTD

West Consortia Actual Demand 45,436 43,318 88,754

East Consortia Actual Demand 8,696 8,357 17,053

South Consortia Actual Demand 23,160 20,858 44,018

North Consortia Actual Demand 11,388 10,464 21,852

YAS Total Planned Demand #VALUE! #VALUE! 0 0 0 0 0 0 0 0 0 0 137,221

YAS Total Actual Demand 88,680 82,997 0 0 0 0 0 0 0 0 0 0 171,677

GREEN

May 2015

PTS Demand YTD RAG GREEN

40,000

50,000

60,000

70,000

80,000

90,000

100,000


Tota

l De

man

d

Total Demand

YAS Total Actual Demand YAS Total Planned Demand

2.8


West Consortia Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 East Consortia Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Target 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% Target 93.9% 93.9% 93.9% 93.9% 93.9% 93.9% 93.9% 93.9% 93.9% 93.9% 93.9% 93.9%

Actual 96.1% 95.6% Actual 94.0% 93.7%

South Consortia Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 North Consortia Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Target 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% Target 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0%

Actual 91.9% 93.7% Actual 94.1% 92.9%

May 2015

Arrival - KPI 1

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients Picked up within 120 minutes before Appointment - West Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients Picked up within 120 minutes before Appointment - East Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients Picked up within 120 minutes before Appointment - South Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients Picked up within 120 minutes before Appointment - North Consortia

Actual Target

2.9



Target 83.0% 83.0% 83.0% 83.0% 83.0% 83.0% 83.0% 83.0% 83.0% 83.0% 83.0% 83.0% Target 76.5% 76.5% 76.5% 76.5% 76.5% 76.5% 76.5% 76.5% 76.5% 76.5% 76.5% 76.5%

Actual 88.4% 86.9% Actual 76.0% 77.5%


Target 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% Target 82.0% 82.0% 82.0% 82.0% 82.0% 82.0% 82.0% 82.0% 82.0% 82.0% 82.0% 82.0%

Actual 79.6% 83.8% Actual 84.7% 82.1%

Early Warning Indicator

May 2015

Arrival - KPI 2

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients arriving on time for their appointment - West Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients arriving on time for their appointment - East Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients arriving on time for their appointment - South Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients arriving on time for their appointment - North Consortia

Actual Target

2.10



Target 91.5% 91.5% 91.5% 91.5% 91.5% 91.5% 91.5% 91.5% 91.5% 91.5% 91.5% 91.5% Target 89.3% 89.3% 89.3% 89.3% 89.3% 89.3% 89.3% 89.3% 89.3% 89.3% 89.3% 89.3%

Actual 93.9% 93.0% Actual 88.3% 86.0%


Target 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% Target 91.0% 91.0% 91.0% 91.0% 91.0% 91.0% 91.0% 91.0% 91.0% 91.0% 91.0% 91.0%

Actual 86.8% 90.3% Actual 91.7% 90.7%

Early Warning Indicator

May 2015

Departure - KPI 3

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 90 mins (Planned Journeys) - West Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 90 mins (Planned Journeys) - East Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 90 mins (Planned Journeys) - South Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 90 mins (Planned Journeys) - North Consortia

Actual Target

2.11



Target 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% Target 82.1% 82.1% 82.1% 82.1% 82.1% 82.1% 82.1% 82.1% 82.1% 82.1% 82.1% 82.1%

Actual 92.9% 95.2% Actual 57.6% 57.3%


Target 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% Target 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0% 96.0%

Actual 88.1% 85.4% Actual 90.1% 85.5%

May 2015

Departure - KPI 4

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 120 mins (On the day & short notice journeys) - West Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 120 mins (On the day & short notice journeys) - East Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 120 mins (On the day & short notice journeys) - South Consortia

Actual Target

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


Pe

rfo

rman

ce %

Patients collected within 120 mins (On the day & short notice journeys) - North Consortia

Actual Target

2.12


West Renal KPIs

TARGET Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

0-30 mins early 95% 71.3% 70.2%

0-60 mins early 100% 89.7% 89.6%

up to 30 mins late 0% 1.1% 1.3%

Within 45 mins of ready time 90% 91.5% 89.8%

Within 60 mins of ready time 100% 97.8% 96.9%

KPI 3 - Journey Time 10 miles and >45 mins 90% 97.2% 97.0%

May 2015

KPI 1 - Inward arrivals

KPI 2 - Outward collections

West Consortia - RENAL

2.13


Abortive journeys are those where YAS is informed with less than 2 hours’ notice that the journey is not required

North Consortium East Consortium

Abort Reason Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Total Abort Reason Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Total

Deceased 2 2 4 Deceased 3 1 4

In Hospital 71 49 120 In Hospital 48 57 105

Major Incident/Weather 0 0 0 Major Incident/Weather 0 2 2

Making Own Way 168 177 345 Making Own Way 230 225 455

No Appointment 80 68 148 No Appointment 48 72 120

No Reply 53 54 107 No Reply 58 45 103

Not Ready 62 39 101 Not Ready 49 39 88

Patient on Holiday 0 0 0 Patient on Holiday 0 1 1

Refused to Travel 14 15 29 Refused to Travel 17 14 31

Too Ill to Travel 52 62 114 Too Ill to Travel 38 45 83

Wrong Address 14 3 17 Wrong Address 5 4 9

Wrong Mobility 12 15 27 Wrong Mobility 19 25 44

Overall Totals 528 484 0 0 0 0 0 0 0 0 0 0 1012 Overall Totals 515 530 0 0 0 0 0 0 0 0 0 0 1045

South Consortium West Consortium

Abort Reason Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Total Abort Reason Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Total

Deceased 13 7 20 1% Deceased 30 30 60

In Hospital 138 118 256 9% In Hospital 284 276 560

Major Incident/Weather 0 0 0 0% Major Incident/Weather 0 2 2

Making Own Way 428 386 814 27% Making Own Way 968 1038 2006

No Appointment 340 295 635 21% No Appointment 673 572 1245

No Reply 289 263 552 18% No Reply 544 535 1079

Not Ready 77 59 136 5% Not Ready 212 191 403

Patient on Holiday 0 2 2 0% Passed to MY Transport Team 18 13 31

Refused to Travel 63 62 125 4% Patient on Holiday 4 3 7

Too Ill to Travel 152 152 304 9% Refused to Travel 106 89 195

Wrong Address 25 27 52 2% Too Ill to Travel 329 266 595

Wrong Mobility 81 49 130 5% Wrong Address 78 79 157

Overall Totals 1606 1420 0 0 0 0 0 0 0 0 0 0 3026 100% Wrong Mobility 134 161 295

Overall Totals 3380 3255 0 0 0 0 0 0 0 0 0 0 6635

May 2015

PTS Abortive journeys

Deceased 0%

In Hospital 10%

Major Incident/ Weather

0%

Making Own Way 37%

No Appointment 14%

No Reply 11%

Not Ready 8%

Patient on Holiday 0%

Refused to Travel 3%

Too Ill to Travel 13%

Wrong Address 1%

Wrong Mobility 3% Deceased

0% In Hospital

11%


0%

Making Own Way 42% No Appointment

14%

No Reply 9%

Not Ready 7%




Wrong Address 1%

Wrong Mobility 5%

Deceased 1% In Hospital

8%


0%

Making Own Way 27%

No Appointment 21%

No Reply 19%

Not Ready 4%




Wrong Address 2%

Wrong Mobility 3%

Deceased 1% In Hospital

9%


0%

Making Own Way 32%

No Appointment 18%

No Reply 16%

Not Ready 6%

Passed to MY Transport Team

0%




Wrong Address 2%

Wrong Mobility 5%


YTD RAG RED

MTD RAG RED


Calls Offered 24,499 24117

Calls Answered 19,360 18772

Average Answer Delay 00:01:22 00:01:43

Max Answer Delay 00:59:31 00:53:35

Abandoned Calls 4,149 4332

Quality of Service 49.6% 45.5%

Target 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80%

May 2015

PTS Call Answering - 80% of Calls to be answered within 30 seconds

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%


Quality of Service

Quality of Service Target

0

5,000

10,000

15,000

20,000

25,000

30,000


Number of Calls

Calls Offered Calls Answered Abandoned Calls

2.15

Section 2cNHS 111

2c

Yorkshire Ambulance Service - Performance - 111


RAGPage Ref

No

No of months


Year end

Risk Level

RED 2.16 1/1Warm Transfer & Call Back

Targets

Continued implementation of NHS 111 service optimisation plan. Safe patient care

delivered with prioritised Clinical Adviser follow up. Discussion has been held with

commissioners to agree relevant KPIs and improvement targets for the current year

and further discussions on resourcing of the clinical service are ongoing through

established contract processes.

AD NHS 111/Urgent Care Ongoing RED

May 2015

E5

Measure Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Contracted Call volumes * (flat 1/12th of the annual volumes) 123,881 127,309

Total number of Calls Offered 132,344 141,779

Total number of Calls answered 129,188 139,268

Variation to Contract Flat Rate 4.3% 9.4% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Variation to Contract Flat Rate (Quarter)

Total number of Calls answered within 60 seconds 116,964 132,455

Total % of calls answered within 60 seconds (Target >= 95%) 90.5% 95.1%

Total number of abandoned calls after 30 seconds 2,377 1,758

Total % of calls abandoned after 30 seconds (Target <=5%) 1.8% 1.2%

Total number of calls triaged 110,004 119,066

Total number of calls completed in 1 contact 108,402 116,242

Total number of calls transferred to a clinical advisor (DX Calls) 23,703 25,218

Total % of calls which were transferred to a clinical advisor (DX Calls) 18.3% 18.1% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Total number of calls which were warm transferred to a clinical advisor 5,054 4,225

Total % of Warm transfers (Target 95%) 21.3% 16.8%

Total % of Call Backs (Target 95%) in 10 Mins (KPI) 23.2% 18.5%

Total % of Call Backs (Target 95%) in 120 Mins (Internal) 87.5% 86.6%

Total % of Call Backs (Target 65%) in 10 Mins and Warm Transferred 39.6% 32.1%

Longest wait for a call back by a clinical advisor 06:14:37 07:57:47

Average call back time by a clinical advisor 00:56:45 01:02:31

Total number of calls directed to 999 - RED 4,017 4,184

Total number of calls directed to 999 - GREEN 5,757 5,914

Total number of calls directed to 999 9,774 10,098

Total number of calls recommended to attend an A&E 7,757 8,469

Total number of calls directed to see GP 45,986 48,868

Total number of calls directed to speak to GP 10,331 11,441

Total number of calls directed to 999 - RED (%) 3.1% 3.0% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Total number of calls directed to 999 - GREEN (%) 4.5% 4.2% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Total number of calls directed to 999 (%) 7.6% 7.3% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Total number of calls recommended to attend an A&E (%) 6.0% 6.1% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Total number of calls directed to see GP (%) 35.6% 35.1% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Total number of calls directed to speak to GP (%) 8.0% 8.2% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Comments

Yorkshire Ambulance Service - Performance - 111 May 2015

NHS 111

6.9%

2.16

Section 2dSupport Services Performance

2d

Yorkshire Ambulance Service - Performance - ICT

NB - the information on this summary dashboard is made up of the more detailed information contained in the ICT Departmental Performance Dashboard.

Key Areas Performance Activity Service Delivery Activity Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarINCIDENTS

Priority 1.

4 Hour Resolution/Mitigation. Target

95%

N/A N/A

Priority 2.

8 Hour Resolution. Target 90%100.00% 100.00%

Priority 3.

2 Day Resolution. Target 90%51.97% N/A

Priority 4

5 Day Resolution. Target 75%75.64% N/A

SERVICE REQUESTS

Priority 2.

5 Working Days. Target 75%n/a n/a

Priority 3

10 Working Days. Target 75%N/A N/A

Priority 4

15 Working Days. Target 75%67.67% 50.00%

Priority 5

30 Working Days. Target 75%86.35% 84.97%

Over 99.5% 100.00% 100.00%

This Period Unplanned Downtime 0 0

Next Period Planned Downtime 0.3 0

Network Availability NotesSwitch updrade in

YorkNew UPS in York

Over 99.5% 100% 100%


Next Period Planned Downtime 0 0

System Availability Notes

Over 99.5% 100% 100%


Next Period Planned Downtime 3 0

Telecoms Availability Notes

Andy McInnes -

downtime

scheduled at York

Fairfields due to

UPS power

upgrade work

Andy McInnes

Over 99.5% 100% 100%

This Period Unlanned Downtime 0 0

Next Period Planned Downtime N/A N/A

Radio Availability Notes N/A N/A

Current Budget Position Net of CIP

Task ID Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb MarP14 Roll-out of ECS (West Yorkshire) 70% 70%

P30 ICT Asset Management 50% 50%

P4 Upgrade South Remote sites links 95% 100%

P13 Implement ITIL 40% 40%

P27 New YAS Intranet 90% 90%

P19 Wireless Network 50% 50%

P17 Clinical Web Site (PathFinder) 95% 95%

P21 Mobile Data Refresh and VDO Repalacement 70% 70%

P22 Board Pad 90% 100%

P28 New Build Reception SH2 50% 50%

P34 ISO-22301- Standard - Business Continuty 100%

P31 GRS to MIS Interface 60% 60%

P35 PTS Call Flex Moves (PTS Transformation) 90% 90%

P36 PTS PDA Replacement (PTS Transformation) 50% 50%

P37 SMS Enterprise 65% 65%

P40 Airwave Handset Replacement 65% 65%

P41 APN Upgrade - 100MB 60% 70%

P43 OHIO to GRS Interface 40% 40%

P44 Adastra OOH Cloud Hosting 80% 100%

P45 Virtual Training Suite 60% 100%

P46 Estates Project Management 65% 85%

Projects

May 2015

ICT Summary

2015 - 2016 Active Projects

SLAOur Service

Network Availability

2015 - 2016 ICT Summary with Rag Indicators

Budget Management

System Availability

Telecoms Availability

Radio Availability

Infrastructure

2.17

YTD RAG GREEN

MTD RAG GREEN

RAG Status Empty Underused Fully used Overcrowded

E2.1 GREEN 0% 3% 96% 1%

RAG Status As New Acceptable

Acceptable but will

req Upgrade within

10 yrs

Upgrade Req'd Unacceptable

E2.1 GREEN 7% 21% 53% 19% 0%

GREEN 9% 22% 62% 7% 0%

GREEN 3% 23% 74% 0% 0%

E2.1 GREEN 21% 49% 30% 0%

E2.1 GREEN 17% 67% 12% 4%

E2.1 GREEN 7% 75% 17% 0%

E2.1 GREEN 9% 79% 12% 0%

RAG Status

E2.1 GREEN

E2.1 GREEN

E2.1 GREEN

Apr RAG May RAG Jun RAG Jul RAG Aug RAG Sep RAG Oct RAG Nov RAG Dec RAG Jan RAG Feb RAG Mar RAG

GREEN GREEN

Yorkshire Ambulance Service - Performance - Estates and Procurement May 2015

Estates and Procurement

E2.1 Estates Notes

1% overcrowded relates to Scarborough station

Functional Suitability

Quality

Space Utilisation

Physical Condition (Office)

Physical Condition (Garage)

The 4% is based on Bentley, Malton and Menston which all require replacement

heating systems due to their age and inefficiency. These will be replaced in line

with the Estates Capital program. GP OOH/111 location has been removed

from the figures as GP OOH/111 is only a small part of the main building and

due not have control over maintenance of the building. The condiition

classification D was given by E.C. Harris on the 6 Facet Survey.

Physical Condition (External)

Fire, Health & Safety ComplianceThe Fire, Health and Safety six facet figures have been reviewed and updated

following work completed during the last financial year.

Energy Performance

RAG Status

history

Capital Project Delivery

Supported Standby Points

2014 Capital program was completed other than various electrical resilience

works at Springhill and York Fairfields. The electrical resilience works (UPS

battery replacement in Springhill 2) and Phase 2 (Generator control panels) are

completed, Phase 3 (DSE change over panels replacement) has started, with

one of the three panels replaced but further workes have been delayed due to

issues in getting authorisation to continue. Due to problems with the roofing at

Bainbridge station the solar panel installation at this site has now been

cancelled and moved to Kirkbymoorside (KMS) station but unfortunately a

problem has been encountered at KMS and therefore an alternative site has

now been agreed of York station. The construction of a new reception to

Springhill 2 is progressing. The refurbishement of Selby, Bramley, Menston and

Rotherham is due for completion on Friday 8th May 2015.

Station Egress Status

2.19

Yorkshire Ambulance Service - Performance - Fleet

RAG StatusBaseline

2009Oct-14 Forecast

Quarter 1

Actual

E1.1 AMBER11516 Tonnes

CO2

8549 Tonnes

CO2

10411 tonnes of

CO2

E1.2 GREEN5,707 Tonnes

CO2

5560 Tonnes

(2013/2014)

E3 Fleet

RAG Status Plan YTD Actual YTD Var YTD Plan Mth Actual Mth Var Mth

E3.1 A&E GREEN 92% 94% 2% 92% 94% 2%

E3.1 PTS GREEN 94% 94% 0% 94% 94% 0%

Vehicle Age RAG Status Plan YTDNumber Over

AgeVar YTD

E3.1 A&E - RRV GREEN 19 19 0

E3.1 A&E - DMA GREEN 37 77 40

E3.1 A&E - Other GREEN 5 5 0

E3.1 PTS RED 163 163 0

E3.1 Other GREEN 7 6

RAG Status Plan AnnualForecast

AnnualApr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

E3.1 A&E - RRV GREEN 115 115

E3.1 A&E - DMA GREEN 74 74

E3.1 A&E - Other GREEN 20 20 Target 96 96 96 96 96 96 96 96 96 96 96 96

E3.1 PTS AMBER 115 115

E3.1 Other GREEN 14 14

RAG Status Number % Total

E3.2 GREEN 19 3.44%

E3.2 GREEN 10 2.69% Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar TOTAL

E3.1 GREEN 91 96.70% 25 21 22 15 19 20 23 21 20 37 14 18 255

E3.4 GREEN 0 0.00% 20 20 20 20 20 20 20 30 30 30 30 30 290

E3.5 GREEN 18 2.93% 33 22 55

E3.6 GREEN 11 3.57% -13 -2

E3.7 RED 25 13.23% -20

Apr RAG Sep RAG

AMBER

Aim to reduce carbon emissions by 10% by 2015 from the 2009 figures. YAS has been awarded a £166k

grant to install solar panels on 175 vehicles, and will be establishing a contrator and installtion plan. The

introduction of the panels is expected to reduce carbon dioxide emissins by 720kg per vehicle per year,

and nitrogen oxide emissions by 17kg.

May RAG

Vehicle Cleans Outside "Window" at end of

period

Jul RAG Aug RAGJun RAG

RAG Status history

Parapac servicing Outside "Window" at end of

period

Microvent servicing Outside "Window" at end of

period

Suction Unit servicing Outside "Window" at end

of period

Defibrillator servicing Outside "Window" at end

of period

Note 38 devices have been removed from their audited location, had these devices been present there would have been 0 overdue (at 0%

Green) It has been proposed and agreed by the medical directorate and ratified at the Vehicle and Equipment Commitee, that the Microvent is

surplus where a vehicle has a Parapac ventilator. All microvents will be removed from RRV's and a program has been started to remove

Microvents from DMA's which have a Parapac fitted. This is to happen along with the rollout of GEMAC 600/AED programme. Microvents will

contine to be used in South Yorkshire until training on the Parapca device has been completed.

GREEN

Mar RAG

Number of Vehicles

Repaired

2013-2014

Target

Feb RAGDec RAGOct RAG

Actual Vehicle Repairs

Variance

Nov RAG Jan RAG

Actual 2013 / 2014

Notes

47 PTS replacement vehicles have been ordered. A further 18 vehicles are planned for replacement as part of the 2015/16

Capital Plan. A business Case is being written in conjunction with PTS Operations Management for a further batch to be

considered in this financial year

Vehicle Cleaning

There are currently 40 vehicles awaiting type approval, these are schedueld to be delivered from June through to end of

July.

20 vehicles have been ordered with the anticipated delivery in September 2015

Vehicles repaired by Vehicle Body Care

96.7% of Vehicles cleaned within specified time

period92.6

May 2015

GREEN

GREEN

YTD RAG

MTD RAG

E1 Carbon Management

Fleet

Notes

Carbon Emissions (Fuel)

Vehicle Availability % Plan vs. Actual *

Notes

Carbon Emissions (Estates)

Aim to reduce carbon emissions by 10% by 2015 from the 2009 figures. Emissions for 2010/2011: 5104 t ,

2011/2012: 5058 t, 2012/2013: 5742 t, 2013/2014: 5560 t. Information can only be supplied on a quarterly

basis due to bills being sent in and processed from all the stations (May 2014 figures are representatt=ive

of the figures obtained during 2013/2014). Carbon emissions are dependant on degree days (ie

heating/energy requirements due to time of year) and can be weather dependant (ie winter vs summer)

20 vehicles are currently on order, expected delivery September 2015, a further 95 are currently on hold awaiting decision following the ORH

report

Vehicle Replacement Plan Notes

Safety Checks Outside "Window" at end of

period

Vehicle Services Outside "Window" at end of

period

E3.2 Compliance / Safety Notes

25 leased vehicles have been signed off by the Board. A further 3 leased vehicles are to be ordered later this year as well as 46 to be

purchased by Capital. Fleet are currently holding Vehicle Design Review Groups with key staff members to evaluate and discuss the future

changes to specification

20 ex West Midland Vehicles have been purcahsed and are currently going through the comissioning process.

47 PTS replacement vehicles have been ordered. A further 18 vehicles are planned for replacement as part of the 2015/16 Capital Plan. A

business Case is being written in conjunction with PTS Operations Management for a further batch to be considered in this financial year

0

20

40

60

80

100


Percentage of Vehicles Cleaned within specified time period

% of Vehicles cleaned within specified time period Target

2.20

Section 3Quality Analysis

3

Yorkshire Ambulance Service - Quality


RAGPage Ref

No

No of months


Year end

Risk Level

May 2015

E6

Yorkshire Ambulance Service - Quality

Comments on Quality

New Incidents Reported

Patient Related Incidents

Staff Related Incidents

Never Events

Serious Incidents

RIDDOR

Medication related incidents

Complaints and concerns

Patient experience

Clinical Audit Programme

There were No Never Events reported during May 2015

Of the 5 RIDDOR reportable incidents in May, 4 were recorded as minor harm, and one as moderate harm.

There have been 22 controlled drug incidents for the month of May,

Breakages: 11 in total – 6 morphine 2 midazolam dropped vials and 3 shattered/damaged vials of morphine

Drug losses: 2 unaccounted for losses – 2 vials of morphine and 2 diazemuls. Both have been fully investigated, the staff member who lost the morphine is currently going writing a reflective statement and will be put through extended training

around CDs.

Key losses: 2 key losses – one due to a faulty karabiner and one other loss.

CD stationary: 1 loss reported – Has since been located

Documentation Error : 1 error that has been rectified

Other incidents: 5 incidents:

1- Patient had a reaction to morphine- rash and tingling to hand/arm- the staff member stopped the administration of morphine and monitored the patient’s condition during conveyance.

2.A staff member left morphine on scene, they returned immediately and collected the vials – intact, the member

3. A vial of morphine was found outside of the safe in the morphine room, it was replaced and the CD book checked – no discrepancies.

4.A staff member realised they had forgotten to replace the morphine in the safe after the shift and took it home – immediately returned to station.

5.Crew unable to requisition morphine at the beginning of the shift before being tasked, attended a patient who required morphine for severe pain, had to convey with patient in pain.

There is also an open DATIX from September relating to a Morphine room door. Estates are aware and it is ongoing.

Non Controlled Drug concerns

There have been 3 concerns relating to prescription only drugs :

1. Saline given instead of glucose ( the patient required both but the clinician meant to give the glucose first)

2. Ibuprofen has been given to a pregnant lady, the staff member has written a reflective piece, Trust Pharmacist has requested to see it.

3. A clinician attended a patient who required GTN, the GTN tablets were out of date they had been opened but the amended date had not been written on the expiry sheet – (once opened they have an 8 week expiry). Although this does not

happen often it can have serious implications to patient care – It has been added to the MMG agenda to discuss options. The CS has raised awareness with all their staff around responsibility of each member of staff to ensure OODs are filled

in correctly.

There has been a total of 41 incidents for the month of May

IPC Audit

May 2015

Incident reporting remains consistent from April to May 2015. Incidents with a severity of Moderate and above represent 2.8% of all incidents reported in May.

A&E Ops is the highest reporting area having 62% of all reported incidents. The top 4 coded categories in A&E Ops are consistently Vehicle-related, Response-related, Violence and aggression and Moving and handling; these make up 59%

of all reported incidents in this area. Moderate and above graded incidents make up 3% of all incidents in A&E Ops

Staff-related incidents reported are consistent with the previous month and represent 29% of all incidents reported in May.

Violence and aggression and Moving and handling represent the highest two categories of staff-related incidents reported, making up 47.6% of all staff-related incidents.

Moderate graded incidents account for 3.7% of incidents in this category

Patient related incidents, both clinical and non-clinical, make up 29% of all reported incidents, the same proportion as in April 2015.

The top two categories of patient-related incidents are Response-related and Carepathway. These make up 58% of patient-related incidents.

Incidents graded no harm or minor harm represent 94.7% of patient related incidents which remains consistent with previous months.

CPIs and ACQIs are up to date and were submitted on time, there is no national data collection scheduleed for this months CPIs, next cycle starts in June. PRFs awaiting processing has improved to 2-3 weeks in arrears NANA data submitted,

still awaiting national report, which was due May 2015. New versions of the PRF are progressing.

Safeguarding

There has been a slight decrease in cases received for A&E, EOC and LCD services this month with an increase for PTS and 111 services. Performance against timescales agreed with the complainant has been achieved in 72% of cases over

all services. The Trust is aiming to achieve 80% by the end of the year. Performance to this target has improved for all services from last month.

Level 2 compliance dropped from 85.5% to 62% between October and December 2014 - see previous reports. Action taken to address the same and compliance now rising. Adult referrals from December 2013 include Community Care

Assessment (CCA) referrals, which are requests for an assessment of a patient's care / support needs.

C3

Yorkshire Ambulance Service - Quality - Summary

Apr May Jun Jul Aug Sep Oct Nov Jan Mar Year End 14/15 Q3 Forecast

RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG Forecast 2014/15

• Infection, Prevention and Control

• Patients Incidents

• Medication Incidents

• Staff Incidents

• RIDDOR

• Serious Incidents

• Clinical Performance Indicators (National)

• Clinical Audit Programme

• Concerns, Complaints and Compliments

• Patient Experience

• Local Involvement Networks/Overview & Scrutiny

Committees

• Registration Regulations & Outcomes

• NHS Litigation Authority

Apr May June July Aug Sept Oct Nov Jan Mar Year End 13/14

RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG Forecast

Deriving the governance risk rating

-National Indicators set out

-Applicable to all foundation trusts commissioned to provide services

-Declared risk of, or actual, failure to meet any indicator = +0.5-1.0 Service Governance

-Three successive quarters' failure of a 1.0-weighted measure, red rating and potential escalation for significant breech Performance Risk Rating

score of ……..

Care quality Commission *1

following non-compliance with essential standards < 1.0 GREEN

-Major impacts on patients = +2.0 > 1.0

-Enforcement action = +4.0 < 2.0 AMBER-GREEN

> 2.0

NHS Litigation Authority *2

-Failure to maintain, or certify a minimum published CNST level of 1.0 or have in place appropriate alternative arrangements: +2.0 < 4.0 AMBER-RED

> 4.0

3. Mandatory Services -Declared risk of, or actual, failure to deliver mandatory services: +4.0 RED

-If not covered above, failure to either (i) provide or (ii) subsequently comply with annual or quarterly board statements

-Failure to comply with material obligations in areas not directly monitored by Monitor

-Includes exception or third party records

-Represents a material risk to compliance

*1 Consideration for escalation can occur as soon as the full year breach is recorded.

KPI Measure

3

Description

Safety

May 2015

Dec

RAG

Clinical Effectiveness

Patient Involvement and Experience

CQC and Other Registration / Legislation

Standards3

1.2

1.2

2. Third Parties

Monitoring

1 Performance against national

measures

Description

Service performance score

Governance Risk Rating

Feb

RAG

Dec

Governance Risk Rating

RAG

Feb

RAG

*2 As the indicator must be met in each month during the quarter, trusts are required to report, by exception, any month in which they have breached the RTT measure. Where trusts consequently report failures in the first or second months of a quarter and have failed the measure in

each of the previous two quarters, Monitor may consider whether to escalate the trust in advance of the end of the third quarter. This also applies where a trust fails the relevant measure in each year spanning any three quarters from 2011/12 into 2012/13

5. Other factors

Nature and duration of override at Monitor's

discretion

4. Other board statement

failuresOverride applied to risk rating

Risk Ratings applied quarterly and updated in

real time

3.1

Yorkshire Ambulance Service - Quality May 2015


Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar

HSMRPBHub and Spoke/ Make Ready Prgramme Board OBC Construction Consultancy was not awarded; start date has been revised to 13.07.15 to allow further discussions to take place with the

supplier and Trust Board approval. Change control submitted.

EUCDPB Emergency and Urgent Care Development Programme Board Work continuing with TEG and key TMG members to determine the U&EC vision to underpin the Programme.Work on establishing position on

Urgent Care schemes ongoing. Detailed plans to support trajectory almost complete. Procurement and planning for large pieces of work in train.

ODLPBOrganisational Development and Leadership Programme Board Focus on programme development, deliverables, timescales and associated risks. PID in development. Links to other pieces of work are being

established e.g. career pathways elements of PTS and A&E schemes

PTSTPB PTS Transformation Programme Board

Currently a risk to the project around senior leadership and momentum which is being addressed. Project Workstreams have been reframed.

Project Manager workshop set for 01.06.2015.

CCPBCall Centre Programme Board Programme planning well underway with outline mandate, PID and project plan. Governance arrangements are in place. Initial scoping

discussions re next stage of integration have been held with NHS Pathways.

IAPBIntelligent Ambulance Programme Board Communication with national team continuing; resource determined for 2015-16 with discussions underway for 2016 onwards. ICT strategy work

in discussion to define YAS innovations as part of national programme.

SLMPBService Line Management Programme Board

Resource determined and recruitment options under consideration. Initial programme meeting set for 16.06.2015. An away day is planned for June to relanch and reframe the project.

CPB Corporate Programme BoardDirector Portfolio Review process and timescales have been agreed and is underway. Process for associated senior management review is in

train and discussion re Assessment Centre approach is planned with supplier in June.

CEBPBCustomer Engagement Programme Board

Initial programme board meeting set for 09.06.2015.

Project complete and benefits realised

Project actions and benefits delivery slippage - further action required

Project actions and benefits delivery slippage - mitigations in place

Service Transformation Programme 2014-2016

RAG keyProject actions and benefits delivery on track

ProjectReference

Service Transformation Programme

Comments

3.2

Yorkshire Ambulance Service - Quality - Safety - Infection, Prevention and Control

YTD RAG GREEN

MTD RAG GREEN

Audit Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Hand Hygiene 99% 100%Premise 87% 90%Vehicle 100% 100%Hand Hygiene 99% 96%Premise 90% 89%Vehicle 90% 96%Hand Hygiene 96% 99%Premise 84% 88%Vehicle 96% 95%Hand Hygiene 99% 100%Premise 90% 99%Vehicle 95% 89%Hand Hygiene 98% 100%Premise 98% 97%Vehicle 97% 99%Hand Hygiene 100% 100%Premise 100% 100%Vehicle 100% 100%Hand Hygiene 100% 100%Premise 100% 100%Vehicle 100% 100%Hand Hygiene 100% 100%Vehicle 100% 100%Hand Hygiene 95% 100%Vehicle 94% 100%Hand Hygiene 98% 100%Vehicle 98% 94%Hand Hygiene 99% 95%Vehicle 93% 99%Hand Hygiene 100% 99%Vehicle 100% 100%Hand Hygiene 100% 99%Vehicle 96% 87%Hand Hygiene 98% 98%Vehicle 98% 99%Hand Hygiene 100% 100%Vehicle 99% 100%Hand Hygiene 100% 100%Vehicle 100% 100%Hand Hygiene 99% 99%Premise 93% 95%Vehicle 97% 97%Hand Hygiene 99% 99% 99% 99% 99% 99% 99% 99% 99% 98% 99% 99%Premise 97% 96% 97% 99% 98% 97% 99% 98% 98% 99% 99% 98%

Vehicle 98% 98% 99% 98% 98% 98% 97% 98% 96% 97% 97% 99%

Key for IPC Audit: Pre April 2012 Key for IPC Audit: April 2012 onwards

Private & Events

PTS Leeds

May 2015

Area

IPC Audit - Percentage compliant

Calderdale, Kirklees, Wakefield

North Yorkshire and York

Humber

Airedale, Bradford, Leeds

South Yorkshire and Bassetlaw

YAA

Resilience and Special Operations

I/Data

PTS Mid Yorkshire

PTS Bradford / Airedale

PTS Calderdale / Huddersfield

PTS North Yorkshire

PTS Hull & East

PTS Sheffield / Barnsley

Overall Compliance (Current Year)

Overall Compliance (Previous Year)

Minimum audit requirements met with compliance 80% to 94%

Minimum audit requirements met with compliance >94%

PTS Rotherham / Doncaster

Insufficient Data - Minimum Audit requirements not met

No Audits Completed or minimum audit requirements met with compliance <80%

Minimum audit requirements met with compliance 75% to 89%

Minimum audit requirements met with compliance >89%

I/Data Insufficient Data - Minimum Audit requirements not met

No Audits Completed or minimum audit requirements met with compliance <75%

3.3


Ops - A&E83

(0.06%)

71

(0.05%)

EOC32

(0.02%)

38

(0.03%)

PTS27

(0.02%)

19

(0.01%)

11151

(0.03%)

55

(0.04%)

Medical Operations1

(0%)

1

(0%)

OTHER3

(0%)

4

(0%)

New Incidents Reported Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 TOTALS (Current Year) 197 188 0 0 0 0 0 0 0 0 0 0

Ops - A&E441

(0.3%)

399

(0.28%)TOTALS (Previous Year) 150 145 189 230 252 206 194 213 221 248 251 231

EOC51

(0.03%)

79

(0.06%)

PTS79

(0.05%)

73

(0.05%)

11164

(0.04%)

67

(0.05%)Medication Related Incidents OBJ REF 3

Finance0

(0%)

0

(0%)

Medical - Operations3

(0%)

2

(0%)Number of Medication Incidents Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Quality & Patient Experience0

(0%)

0

(0%)Current Year 47 41

Resilience & Specialist Services7

(0%)

13

(0.01%)Previous Year 39 40 48 75 59 37 41 37 65 53 49 47

Support Services2

(0%)

0

(0%)

Foundation Trust0

(0%)

0

(0%)OBJ REF 3

Human Resources4

(0%)

1

(0%)

Organisational Effectiveness and

Education

1

(0%)

2

(0%)Number of Morphine Incidents Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Risk & Safety3

(0%)

0

(0%)Breakage 17 11

ICT2

(0%)

3

(0%)Administrative errors 2 2

Business Intelligence0

(0%)

0

(0%)Loss 5 2

Fleet7

(0%)

7

(0%)Clinical 0 0

Legal1

(0%)

0

(0%)Other 4 5

Transformation1

(0%)

0

(0%)TOTAL (Current Year) 28 20 0 0 0 0 0 0 0 0 0 0

Procurement 0

(0%)

0

(0%)TOTAL (Previous Year) 19 20 25 35 18 10 12 14 24 26 20 20

Corporate Communications1

(0%)

0

(0%)

TOTALS 667 646 0 0 0 0 0 0 0 0 0 0

TOTALS (Prev Year) 512 491 468 518 484 434 497 456 482 465 444 445

New Incidents Reported Percentage is the number of new reported incidents divided by the total demand for A&E and PTS per month. 111 is the number of new reported incidents

divided by the total number of 111 calls received

Patient Related Incidents Percentage is the number of patient related incidents divided by the total demand for A&E and PTS per month. 111 is the number of new reported incidents

divided by the total number of 111 calls received

Yorkshire Ambulance Service - Quality - Safety May 2015

New Incidents Reported Patient Related Incidents Rate Based Indicator

Morphine Related Incidents

0.00%

0.05%

0.10%

0.15%

0.20%

0.25%

0.30%

0.35%


New Incidents Rate Based

Ops - A&E EOC PTS Other 111

0.00%

0.01%

0.02%

0.03%

0.04%

0.05%

0.06%


Patient Related Incidents Rate Based Indicator Ops - A&E EOC PTS 111

3.4 and 3.5 and 3.6

Staff Related Incidents Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 RIDDOR reportable Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Ops - A&E156

(3.74%)

140

(3.38%)North Yorkshire CBU 2 1

EOC13

(0.31%)

16

(0.39%)East Riding of Yorkshire CBU 1 0

PTS17

(0.41%)

20

(0.48%)Leeds & Wakefield CBU 1 1

1118

(0.19%)

6

(0.14%)Bradford, Calderdale and Kirklees CBU 1 2

Finance0

(0%)

0

(0%)South Yorkshire CBU 2 1

Medical - Operations2

(0.05%)

0

(0%)Operations PTS 1 0

Quality & Patient Experience0

(0%)

0

(0%)Other Directorates 0 0

Resilience & Specialist Services2

(0.05%)

2

(0.05%)TOTALS (Current Year) 8 5 0 0 0 0 0 0 0 0 0 0

Support Services0

(0%)

0

(0%)TOTALS (Previous Year) 10 6 4 1 8 8 12 5 13 8 12 5

Foundation Trust0

(0%)

0

(0%)

Human Resources3

(0.07%)

0

(0%)Incident Type Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Organisational Effectiveness and

Education

1

(0.02%)

0

(0%)Contact with moving machinery or materials 0 0

Risk & Safety0

(0%)

0

(0%)Hit by a moving, flying or falling object 0 2

ICT2

(0.05%)

2

(0.05%)Hit by a moving vehicle 0 0

Procurement0

(0%)

0

(0%)Hit by something fixed or stationary 0 0

FLEET1

(0.02%)

1

(0.02%)Injured while handling, lifting or carrying 5 2

TOTALS (Current Year) 205 187 0 0 0 0 0 0 0 0 0 0 Slip, trip or fall on the same level 1 1

TOTALS (Previous Year) 174 174 316 269 257 236 238 237 216 219 187 205 Fall from a height 0 0

Staff Related Incidents Percentage is the number of staff related incidents divided by the total WTE per month Trapped by something collapsing 0 0

Drowned or asphyxiated 0 0

Exposed to or in contact with a harmful substance 0 0

Exposed to fire 0 0

Exposed to an explosion 0 0

Contact with electricity or an electrical discharge 1 0

Injured by an animal 1 0

Physically assaulted by a person 0 0

Another kind of accident 0 0

Total 8 5 0 0 0 0 0 0 0 0 0 0

Yorkshire Ambulance Service - Quality - Safety May 2015

Staff Related Incidents Riddor Incidents

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%

5.00%

5.50%

6.00%

6.50%

7.00%


Staff Related Incidents Rate Base Indicator

Ops - A&E EOC PTS 111

0

2

4

6

8

10

12

14


RIDDOR Reportable Incidents

TOTALS (Current Year) TOTALS (Previous Year)

3.7 and 3.8

SUI Incidents by Area Training Position YTD RAG

MTD RAG

SUI Incidents Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

TOTAL (Current Year) 5 3 0 0 0 0 0 0 0 0 0 0

TOTAL (Previous Year) 3 1 2 4 2 0 2 3 4 5 6 5

Incident Type Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Delayed dispatch/response 3 1

Road Traffic Collision 0 0

Clinical care 0 0

Inadequate clinical assessment 1 1

Violence & aggression 0 0

Data protection breach 0 0

Adverse media attention 0 0

Medication related 0 0

Patient Fall 0 0

Maternity issue 0 0

Other 1 1

Total 5 3 0 0 0 0 0 0 0 8 0 0

Number of Child and Adult Referrals

May 2015

GREEN

GREEN

Yorkshire Ambulance Service - Quality - Safety Yorkshire Ambulance Service - Quality - Safeguarding

0

1

2

3

4

5

6


Other 1 1

111 0 0

PTS 0 0

EOC 1 1

Ops - A&E 3 1

Serious Incidents by Area

Ops - A&E EOC PTS 111 Other

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%


Number of eligible workforce trained

Child - Level 2 Adult Child - Level 1

402 448

521 520

0

200

400

600

800

1000

1200


Number of Referrals

Children Adults

3.9 & 3.10

Yorkshire Ambulance Service - Quality - Clinical Effectiveness

Febrile convulsion (cycle 14) - This is the penultimate CPI to

be reported in the current cycle

Aug-14National

AverageFeb-15

National

Average

V1- Blood Glucose recorded 94.5 87.9 91.7 86.8

V2- SpO2 recorded (Prior to Oxygen administration) 91.8 89.3 99.2 92.0

V3- Anticonvulsant administered 98.6 99.0 98.3 98.2

V4- Temperature management recorded 97.3 89.4 97.5 91.5

V5-Appropriate discharge pathway recorded 100.0 97.5 100.0 97.6

VC- Care Bundle V1,V2, and V4 87.7 73.1 88.3 75.7

May 2015

Clinical Performance Indicators - National OBJ REF 1.2 : 3

CYCLE 13 % Results CYCLE 14 % Results

Paediatric Care - Febrile Convulsion

3.11

Yorkshire Ambulance Service - Quality - Effectiveness


RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG

Internal Clinical Audit Plan

Monthly Local CPIs Other See Audit Plan Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Cardiac Arrest outcomes RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG

National Requirements

Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16

48,371 45,369

Total of forms with key data incomplete 295 275

99.4% 99.4%

This measure will always be 1 month in arrears Target 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99%

*New criteria from March 2012 - A PRF must include an incident number together with the pin number of at least one attending clinician otherwise it will be captured in the missing report and counted in the 'Total of forms with key data incomplete'

Patient Report Form Audit

Percentage of Records Fully Completed For All Key Data

Fields Used For Retrieval

% of Completed Forms

GREEN GREEN

Total Forms Scanned

Clinical Audit Programme

May 2015

National Audit Programme

National Ambulance CPIs:

Febrile convulsions

Below the knee #

Hypoglycaemia

Asthma

National clinical ACQIs

Cardiac arrest outcomes

Stroke

STeMI

MINAP GREEN GREEN

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

105.0%

Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16

Percentage of Records Fully Completed for all Key Data fields for Retrieval

3.12

Yorkshire Ambulance Service - Quality - Patient Experience and Involvement

Concerns, Complaints, Comments and Compliments - A&E & EOC

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD0 0 0

1 0 1

0 0 0

3 1 4

2 4 6

2 5 7

0 1 1

3 2 5

16 10 26

2 0 2

1 0 1

0 0 0

Other 0 0 0

30 23 53

67400 69419 136819

0.04% 0.03% 0.04%

4 7 11

8 8 16

2 3 5

Clinical Handover 1 0 1

2 1 3

0 0 0

5 2 7

21 19 40

1 0 1

7 9 16

0 0 0

51 49 100

58631 59942 118573

0.09% 0.08% 0.08%

Apr May June Jul Aug Sep Oct Nov Dec Jan Feb Mar YTDNorth 0 0 0

South 0 0 0

Hull & East 0 0 0

ABL 0 1 1

CKW 2 0 2

EOC 1 1 2

Total 3 2 5

North 1 2 3

South 1 2 3

Hull & East 0 0 0

ABL 0 1 1

CKW 1 1 2

EOC 0 0 0

Total 3 6 9

North 0 0 0

South 0 0 0

Hull & East 0 0 0

ABL 1 0 1

CKW 0 0 0

EOC 0 0 0

Total 1 0 1

North 7 4 11

South 14 9 23

Hull & East 3 4 7

ABL 9 14 23

CKW 12 11 23

EOC 29 22 51

Total 74 64 138

Apr May June Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

78 41 119

EOC Delayed Response

EOC Call Handling

Red AMPDS

Green AMPDS

Green Clinical Hub

Green 111 triage

HCP Request

May 2015

Complaints, Concerns and Comments

EOC AttitudeCommunications skills

Telephone Manner

A&E TOTAL

Demand Activity (Based on Number of Responses)

% Rate

Red

Green 1, 2, 3, 4

IHT

Admission

Take Home

A&E AttitudeLack of Care

Communication Skills

A&E Clinical

A&E Operations Vehicles & Stretchers

Other

Driving

Compliments

A&E/EOC TOTAL

Demand Activity (Based on Number of Calls)

EOC TOTAL

% Rate

Assessment

Treatment

Moving & Handling

Pathways

Operational Procedures

Grade Profile

Complaints, Concerns & Comments (including

Service to Service)

Red

Amber

Yellow

Green

3.13


Concerns, Complaints, Comments and Compliments - PTS

Codes Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

C 1 1 2

A 3 1 4

J 2 0 2

B 4 6 10

I 4 4 8

E 0 1 1

F H U 8 11 19

T S 6 3 9

D G V 14 15 29

M N 1 1 2

O 2 5 7

W 0 4 4

P 1 0 1

0 0 0

46 52 98

31 29 60

77 81 158

88860 82997 171857

0.09% 0.10% - - - - - - - - - - 0.1%

Apr May June Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 1 1

1 1 2

1 2 3

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

8 6 14

13 7 20

7 9 16

17 28 45

45 50 95

Apr May June Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

3 0 3

May 2015

Complaints, Concerns and Comments

PTS

Communications

Attitude

Administration Error

Call Handling

Demand Activity

PTS Operations

Attitude

Driving

Vehicle Condition/Comfort

Non-Attendance/Late to Collect Patient from Home

Patient Early/Late for Appointment

Non-Attendance/Late to Collect Patient from Clinic/Hospital

Patient Injury

Patient Care

Vehicle Unsuitable

Time on Vehicle

PTS Other

SUB TOTAL 4Cs

PTS Service-to-Service

TOTAL

% Rate

Grade Profile

Complaints, Concerns & Comments

(Not Service to Service)

Red

North

South

East

West

Total

Amber

North

South

East

West

Total

Compliments

PTS TOTAL

Total

Green

North

South

East

West

Total

Yellow

North

South

East

West

3.14


Concerns, Complaints, Comments and Compliments - 111 & LCD

111 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 YTD

Attitude / Conduct 4 5 90

Clinical 9 18 27

Operations 12 11 230

Sub Total 25 34 59

HCP Complaints &

Concerns31 34 65

GRAND TOTAL 56 68 124

Call Activity 129,188 139,268 268,456

% RATE 0.04% 0.05% 0.05%

Local Care Direct Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 YTD

Attitude / Conduct 1 2 3

Clinical 12 6 18

Operations 11 10 21

Sub Total 24 18 42

HCP Complaints &

Concerns3 2 5

GRAND TOTAL 27 20 47 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 YTD

Call Activity 23628 26374 50002 111 6 9 15

% RATE 0.11% 0.08% 0.09% LCD 3 0 3

Compliments

Complaints & Concerns

May 2015

Complaints & Concerns

0.04%

0.04%

0.04%

0.04%

0.04%

0.05%

0.05%

0.05%

0.05%

0.05%

0.05%


111 % Rate of complaints and concerns against activity

% Rate

3.15


Concerns, Complaints, Comments - Response Times

A&E by CBU Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

Within 1 Working Day 1 0 1 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

2 - 24 Working Days 4 2 6 A&E 4 7 11

>25 Working Days 1 1 2 EOC 3 3 6

Within 1 Working Day 2 1 3 PTS 1 0 1

2 - 24 Working Days 8 4 12 111 1 2 3

>25 Working Days 2 5 7

Within 1 Working Day 0 0 0

2 - 24 Working Days 1 1 2 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

>25 Working Days 5 1 6 Referral notified 2 1 3

Within 1 Working Day 0 0 0 Referral accepted 1 1 2

2 - 24 Working Days 2 4 6 Referral rejected 0 0 0

>25 Working Days 3 2 5 Case upheld 0 1 1

Within 1 Working Day 1 2 3 Case not upheld 0 0 0

2 - 24 Working Days 3 3 6 Outstanding 2 1 3

>25 Working Days 6 3 9


2 - 24 Working Days 2 9 11 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

>25 Working Days 16 34 50 Referral notified 1 0 1

Referral accepted 1 0 1

PTS by Consortia Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Referral rejected 0 0 0

Within 1 Working Day 1 2 3 Case upheld 0 0 0

2 - 24 Working Days 3 4 7 Case not upheld 0 0 0

>25 Working Days 1 1 2 Outstanding 1 1 2


2 - 24 Working Days 10 2 12

>25 Working Days 3 0 3 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

Within 1 Working Day 1 3 4 Referral notified 1 0 1

2 - 24 Working Days 4 5 9 Referral accepted 0 0 0

>25 Working Days 2 0 2 Referral rejected 0 0 0

Within 1 Working Day 3 6 9 Case upheld 0 0 0

2 - 24 Working Days 14 8 22 Case not upheld 0 0 0

>25 Working Days 11 3 14 Outstanding 1 0 1

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD

A&E 75% 100% 75% Referral notified 0 0 0

EOC 22% 33% 22% Referral accepted 0 0 0

A&E/EOC Combined 59% 60% 59% Referral rejected 0 0 0

PTS 75% 100% 75% Case upheld 0 0 0

111/LCD 63% 71% 63% Case not upheld 0 0 0

TOTAL 65% 72% 65% Outstanding 0 0 0

Please Note: This data is 1 month in arrears

ABL

CKW

EOC

May 2015

Reopened Complaints & Concerns

Ombudsman Referrals - A&E

North

South

Hull & East

Ombudsman Referrals - EOC

Ombudsman Referrals - PTS

Ombudsman Referrals - 111

North

South

East

West

Complaints and Concerns Responded to Within Due Date

3.16

Yorkshire Ambulance Service - Quality - Patient Experience

A&E Patient Experience Survey YTD RAG

MTD RAG

Overall Service Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Calderdale, Kirkless, Wakefield 97.5%

Humber, East Riding, Hull 95.5%

Leeds, Bradford, Airedale 95.0%

North Yorkshire and York 100.0%

OOA 100.0%

South Yorkshire 95.6%

Unknown 100.0%

Total 96.5%

YAS variance to previous Month 2.5%

Target 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90

Please note: This will be 1 month in arrears

In November 2012 the rating scale used for this question was changed from 1 to 10 to a descriptive scale (extremely likely, likely, neither likely nor unlikely, unlikely, not at all, don’t know)

May 2015

GREEN

GREEN

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


How likely are you to recommend the Yorkshire Ambulance Service to friends and family if they needed similar care or Treatment? (Number of Detractors - Number of Promoters = Net Promoter Score)

Total Target

3.17

Yorkshire Ambulance Service - Quality - Patient Experience

PTS Patient Experience Survey YTD RAG

MTD RAG

Overall Service Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Calderdale, Kirkless, Wakefield 100.0%

Humber, East Riding, Hull 100.0%

Leeds, Bradford, Airedale 100.0%

North Yorkshire and York 100.0%

South Yorkshire 100.0%

Unknown 92.3%

Total 99.6%

YAS variance to previous Month 6.2%

Target 0.93 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90

Please note: This will be 1 month in arrears

In November 2012 the rating scale used for this question was changed from 1 to 10 to a descriptive scale (extremely likely, likely, neither likely nor unlikely, unlikely, not at all, don’t know)

May 2015

GREEN

GREEN

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%


How likely are you to recommend the Yorkshire Ambulance Service to friends and family if they needed similar care or Treatment? (Number of Detractors - Number of Promoters = Net Promoter Score)

Total Target

3.18

Yorkshire Ambulance Service - Quality - Care Quality Commission and Other Registration Legislation Standards

YTD RAG GREEN

MTD RAG GREEN

Jul-12 Feb-13 May-14

0.5 0.5 0.5

0.5 0.5 0.5

0.5 0.5 0.5

0.5 0.0 0.5

0.5 0.5 0.0

0.5 0.5 0.5

0.0 0.0 0.0

0.0 0.0 0.0

0.5 0.5 0.5

0.0 0.0 0.0

3.5 3.0 3.0

A final external review of the Board Quality Governance memorandum and Quality Governance arrangements has been completed by Deloittes and reported a compliant position with a score of 3.0. A further review by

Internal Audit has been carried out and the findings are outlined as above (May 2014 data set).

"

Quality Governance Rating

Capabilities & Culture

Criteria

Processes & structures (measurement)

Overall rating

Does the Board actively engage patients, staff,

and other key stakeholders on quality?

Processes & structures

Are there clear well defined, well understood

processes for escalating and resolving issues

and managing quality?

Strategy

Does the Board have the necessary

leadership, skills and knowledge to ensure the

delivery of the quality agenda?

Does Quality drive the Trusts strategy

Is the Board aware of potential risks to quality?

Final overall score

Registration Regulations & Outcomes

Is the Board assured of the robustness of the

quality information?

May 2015

Does the Board promote a quality focused

culture throughout the Trust?

Is quality information used effectively?

Are there clear roles and responsibilities in

relationship to quality governance?

Is appropriate quality information being

analysed and challenged?

Developments since last report

Comments

As part of the Yorkshire Ambulance Service Quality Governance Framework assurance plan, an internal audit has been carried out and reported. This audit

covered planned year 2013/14 and the report issued to Yorkshire Ambulance Service: August 2014. In accordance with the Clinical Governance structure,

this Internal Audit Report was presented to the Quality Committee in September 2014, outlining the Internal Audit report and the summery of the QGF

Assessment Scores, as outlined below (audit carried out using May 14 data sets). June 2015: On review of the current status, no changes to the Quality

Governance Rating

Yorkshire Ambulance Service had a formal CQC assessment process carried out in January 2015. YAS are currently awaiting for the formal pulication of the

CQC report Notifications to CQC

3.19

Freedom of Information (FOI) Requests Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Number of cases due for response this month 21 34

Number of cases due this month and responded to in time 20 24

Number of cases due this month and responded to out of time 0 7

Number of out of time (prior to this month) cases responded to this month 1 1

Number of out of time cases still open 0 3

Number of internal reviews open 1 0

Number of internal reviews closed this month 0 2

Information Commissioner (IC) Referrals 0 0

Outcome of IC referral - Upheld 0 0

Outcome of IC referral - not upheld 0 0

Data Protection Act (DPA) Requests

Subject Access Requests

Solicitor Requests

Police requests

Witness Statements / Police Interviews

Coroner Requests

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG RAG

Information Governance Toolkit GREEN GREEN

Comments

Legal Services

Freedom of Information (FOI) Requests

In April there were 21 request due to be responded to. This meant that there was a reduction in the number of requests received for the third consecutive month.

The main themes included

- Various requests regarding Red 1 and Red 2 categories.

- Requests for various departmental structures

- Requests regarding ethnic breakdown of YAS staff.

Workload

Cases Arising Year to DateCompliance with 21

day DoH guidance (%)

Compliance with 40

day DPA legislative

requirement (%)

Compliance

97% 100%

Description

Yorkshire Ambulance Service - Quality - Information Governance May 2015

Information Governance

29 63

This Month Year to Date

52

95

28

123

231

62

3.20

Section 4Workforce

4

Yorkshire Ambulance Service - Workforce


RAGPage Ref

No

No of months


Year end

Risk Level

RED 4.6 2/2 Sickness / Absence

Sickness absence remains above the Trust target of 5%, and whilst the figure

of 5.71% is a slight increase on last months figure of 5.57% it represents a

6.70% improvement on the same period last year.

Continued adherance to the policy is required.

All Directors &

Managers OngoingRED

May 2015

E7


Comments on Workforce

The IPR identifies a number of key workforce performance issues for Board consideration:

May 2015

Sickness absence remains above the Trust target of 5%, and whilst the figure of 5.71% is a slight increase on last months figure of 5.57% it represents a 6.70% improvement on the same period last year.

Continued adherance to the policy is required.

PDR completion rates has exceeded the 75% target for the first time in over a year.

C4

Yorkshire Ambulance Service - Workforce May 2015

Measure Period Measure Period Measure Period

Jun-14 May-14 Jun-13

May-15 Apr-15 May-14

92.50%

(Combined)

Jun-14 May-14 Jun-13

May-15 Apr-15 May-14

May 2015 - YORKSHIRE AMBULANCE SERVICE SCORECARD - DATA UP TO 31 May 2015

Indicator

Current Data - May-15 Previous Data – Apr-15

TargetPerformance vs

target

Trend from

Previous Month

Yearly Comparison

Equality & Diversity

5.12% fte

May-15

5.16% fte

Apr-15 14.20%

Total FTE in Post 4147.96 May-15 4168.91 Apr-15 4306

L

4.89% fte

May-14

5.40% hcount 5.47% hcount 5.10% hcount

L4096.58 May-14

L6.20% May-14

6.26% 6.29%J

6.01%

Sickness Absence

5.71% May-15 5.57% Apr-15

5.00%

L

9.86% fte

May-14


Turnover

11.13% fte

May-15

10.86% fte

Apr-157.76% Amb Trust

Aver

L

90.92% fte

May-14


Stability

89.74% fte

May-15

89.78% fte

Apr-1592.22 Amb Trust

Aver

78.39% May-14

Stat & Mand

Workbook

91.58% (combined) May-15 91.00% (combined) Apr-15

85%

Current PDRs 75.05% May-15 73.73% Apr-15 75%

May-14

72.93% May-14J

91.20% May-15 90.60% Apr-15

J

J

£829,029.17 May-14

£11,904,334.73 £11,811,545.59L

£9,621,505.48

Overtime

£921,818.31 May-15 £1,006,462.49 Apr-15

4.1


Staff in Post by Pay Band

The graph opposite and the table and graph below shows all staff on 31 May 2015.

AFC Pay Band HC F.T.E HC% FTE%

Apprentice 49 49.00 1.01% 1.18%

Band 2 341 254.63 7.01% 6.14%

Band 3 1617 1399.58 33.22% 33.74%

Band 4 562 510.59 11.55% 12.31%

Band 5 1451 1250.82 29.81% 30.16%

Band 6 431 408.00 8.86% 9.84%

Band 7 203 188.00 4.17% 4.53%

Band 8 - Range A 28 26.95 0.58% 0.65%

Band 8 - Range B 24 23.80 0.49% 0.57%

Band 8 - Range C 12 11.20 0.25% 0.27%

Band 8 - Range D 8 8.00 0.16% 0.19%

Not Assimilated 21 17.39 0.43% 0.42%

VCS 120 0.00 2.47% 0.00%

Grand Total 4867 4147.96 100.0% 100.0%

Payband by FT/PT

NHS Pay BandFull Time

HC

Part Time

HCHeadcount

Apprentice 49 49

Band 2 179 162 341

Band 3 1148 469 1617

Band 4 430 132 562

Band 5 1059 392 1451

Band 6 368 63 431

Band 7 174 29 203

Band 8 - Range A 24 4 28

Band 8 - Range B 23 1 24

Band 8 - Range C 10 2 12

Band 8 - Range D 8 8

Not Assimilated 14 7 21

VCS 120 120

Grand Total 3486 1381 4867

May 2015

Those identified as not assimilated are our doctors, exec directors, non execs and we still employ

2 individuals who have not accepted AFC terms and conditions.

4.2


Ethnicity Profile Age & Gender Profile

Ethnic Orgin HC FTE HC% FTE% AFC Pay BandAll Other

Bands (B-S)

White British

(A)Grand Total

% of Ethnic

in AFC

Band

Age Group HC FTE HC % FTE %

A White - British 4604 3935.36 94.60% 94.88% Apprentice 7 42 49 14.29% 16 - 20 79 67.82 1.62% 1.64%

B White - Irish 18 15.15 0.37% 0.37% Band 2 20 322 342 5.85% 21 - 25 364 319.25 7.48% 7.70%

C White - Any other White Background 34 30.74 0.70% 0.74% Band 3 108 1508 1616 6.68% 26 - 30 426 378.49 8.75% 9.12%

CK White Italian 1 1.00 0.02% 0.02% Band 4 29 533 562 5.16% 31 - 35 471 410.84 9.68% 9.90%

CP White Polish 2 2.00 0.04% 0.05% Band 5 54 1396 1450 3.72% 36 - 60 679 597.61 13.95% 14.41%

CX White Mixed 4 4.00 0.08% 0.10% Band 6 20 412 432 4.63% 41 - 45 717 633.83 14.73% 15.28%

CY White Other European 1 1.00 0.02% 0.02% Band 7 11 192 203 5.42% 46 - 50 742 673.56 15.25% 16.24%

D Mixed - White & Black Caribbean 10 9.31 0.21% 0.22% Band 8 - Range A 3 25 28 10.71% 51 - 55 549 504.4 11.28% 12.16%

E Mixed - White & Black African 1 1.00 0.02% 0.02% Band 8 - Range B 1 23 24 4.17% 56 - 60 445 369.14 9.14% 8.90%

F Mixed - White & Asian 3 0.48 0.06% 0.01% Band 8 - Range C 1 11 12 8.33% 61 - 65 254 154.2 5.22% 3.72%

G Mixed - Any other mixed background 6 5.78 0.12% 0.14% Band 8 - Range D 8 8 0.00% 66 - 70 113 34.52 2.32% 0.83%

H Asian or Asian British - Indian 26 21.46 0.53% 0.52% Not Assimilated 3 18 21 14.29% 71 & above 28 4.3 0.58% 0.10%

J Asian or Asian British - Pakistani 96 71.43 1.97% 1.72% VCS 6 114 120 5.00% Grand Total 4867 4147.96 100% 100%

K Asian or Asian British Bangladeshi 5 2.43 0.10% 0.06% Grand Total 263 4604 4867 5.40%

L Asian or Asian British 5 3.53 0.10% 0.09%

LH Asian British 4 2.76 0.08% 0.07%

M Black or Black British - Caribbean 12 9.76 0.25% 0.24%

N Black or Black British - African 10 8.72 0.21% 0.21%

P Black or Black British 4 3.40 0.08% 0.08%

PD Black British 1 0.80 0.02% 0.02%

R Chinese 4 3.60 0.08% 0.09%

S Any Other Ethnic Group 16 14.22 0.33% 0.34%

Grand Total 4867 4147.93 100% 100%

Ethnicity Profile by Pay Band

This pie chart shows the ethnicity build of the workforce split as White British (band A) and All

Other bands (B-Z)

This graph and table show the Headcount Ethnicity Profile by categories and by Pay band for

all staffThe chart above and table below show the age and gender breakdown throughout the Trust

May 2015

4.3


Age & Gender Profile

Age Profile by Staff Group

The graph opposite shows the staff group breakdown within a 5 year age bracket using FTE.

This data is tabulated below in 20 year banding per staff group.

Staff Group 16 - 24 25 - 44 45 - 64 65 + Grand Total

Add Prof Scientific and Technic 1.00 0.53 1.53

Additional Clinical Services 262.13 962.94 951.42 32.80 2209.29

Administrative and Clerical 31.50 263.72 236.54 4.37 536.13

Allied Health Professionals 15.00 690.88 480.11 1.60 1187.59

Estates and Ancillary 3.00 44.44 95.20 10.71 153.35

Medical and Dental 1.00 1.00 0.80 2.80

Nursing and Midwifery Registered 15.02 41.25 1.00 57.27

Grand Total 311.63 1979.00 1806.05 51.28 4147.96

Gender 100% Profile by Pay Band

The chart below shows the proportional breakdown by Gender and Pay Band

Paramedic qualified staff are represented below within the staff group Allied Health

Professionals, ECAs and Technicians are shown under the staff group Additional Clinical

Services.

May 2015

4.4


Part time/Full time by Pay Band

AFC Pay Band Female Male Grand Total

Apprentice 24 25 49

Band 2 160 181 341

Band 3 827 790 1617

Band 4 296 266 562

Band 5 637 814 1451

Band 6 146 285 431

Band 7 90 113 203




Band 8 - Range D 6 2 8


VCS 17 103 120

Grand Total 2243 2624 4867

GenderEmployee

CategoryHC FTE FTE % AFC Pay Band Full Time Part Time Grand Total Disability Head Count FTE Headcount % FTE %

Full time 1361.00 1362.00 73% Apprentice 49 49 Disabled 111 101.86 2.28% 2.46%

Part Time 882.00 496.93 26.73% Band 2 179 162 341 Not Disabled 4754 4044.46 97.68% 97.50%

Total 2243.00 1858.93 100% Band 3 1148 469 1617 Unspecified 2 1.64 0.04% 0.04%

Full Time 2125.00 2125.80 93% Band 4 430 132 562 Grand Total 4867 4147.96 100.00% 100.00%

Part time 499.00 163.22 7.13% Band 5 1059 392 1451

Total 2624.00 2289.02 100% Band 6 368 63 431

Band 7 174 29 203




Band 8 - Range D 8 8


VCS 120 120

Grand Total 3486 1381 4867

May 2015

Age & Gender Profile Disability Profile

Female

Male

The table below shows the actual Gender breakdown by Full time and Part time profilesThe pie chart above shows the disability profile by headcount of all staff, while the table

below shows disability profile by headcount and FTE.

The table below shows the headcount by Gender by Pay Band and by

Employee Category and Pay Band

4.5


Sickness Absence Rates – 12 month trend analysis

Sickness Absence Rates – Directorate 12 month trend

The line graph opposite shows the last 12 months absence for each Directorate within YAS using the data below;

Directorate Chief Clinical Finance NHS 111 Operations People PTS Stan Total Target

2014 06 0.00% 7.60% 3.61% 8.80% 6.50% 2.83% 5.11% 1.92% 6.08% 5.00%

2014 07 0.00% 12.19% 3.43% 7.79% 6.97% 1.25% 5.47% 1.98% 6.37% 5.00%

2014 08 0.00% 13.07% 4.54% 8.04% 7.17% 1.17% 6.32% 0.15% 6.71% 5.00%

2014 09 0.00% 7.80% 4.95% 7.70% 6.84% 1.65% 5.87% 1.06% 6.41% 5.00%

2014 10 0.75% 4.30% 5.02% 8.46% 6.28% 1.46% 6.33% 1.03% 6.15% 5.00%

2014 11 0.00% 4.34% 5.74% 8.70% 6.17% 1.46% 7.11% 2.74% 6.30% 5.00%

2014 12 0.00% 4.43% 6.28% 10.62% 6.52% 2.39% 7.03% 2.84% 6.70% 5.00%

2015 01 0.00% 4.33% 5.84% 9.88% 6.88% 2.73% 6.76% 3.99% 6.81% 5.00%

2015 02 0.00% 7.09% 5.79% 8.03% 6.68% 4.59% 6.36% 3.33% 6.55% 5.00%

2015 03 0.31% 5.28% 5.44% 8.03% 5.90% 5.40% 5.56% 3.06% 5.89% 5.00%

2015 04 0.32% 5.08% 3.44% 7.29% 5.47% 5.06% 5.94% 2.16% 5.47% 5.00%

2015 05 1.19% 2.25% 5.16% 8.27% 5.47% 7.04% 6.10% 3.54% 5.71% 5.00%

LT / ST Sickness Absence Trust Total

The graph opposite shows May 2015 Long Term & Short Term sickness absence rate for the whole trust.

The trust sickness rate for May 2015 is 5.17% which consists of 3.81% long term (28 days or more) and 1.91% short term

May 2015

Sickness Absence

2014 06 2014 07 2014 08 2014 09 2014 10 2014 11 2014 12 2015 01 2015 02 2015 03 2015 04 2015 05

YAS Abs Rate 2014/15 6.08% 6.37% 6.71% 6.41% 6.15% 6.30% 6.70% 6.81% 6.55% 5.89% 5.47% 5.71%

Target 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00%

YAS Abs Rate 2013/14 6.45% 6.35% 5.71% 5.52% 5.55% 5.29% 5.71% 6.17% 5.43% 5.47% 7.60% 7.30%

YAS No of Episodes 627 684 666 668 674 684 816 829 696 672 592 594

6.08%

6.37%

6.71%

6.41%

6.15%

6.30%

6.70%6.81%

6.55%

5.89%

5.47%

5.71%

627

684666 668 674 684

816829

696672

592 594

0

100

200

300

400

500

600

700

800

900

4.00%

4.50%

5.00%

5.50%

6.00%

6.50%

7.00%

7.50%

8.00%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

2014 06 2014 07 2014 08 2014 09 2014 10 2014 11 2014 12 2015 01 2015 02 2015 03 2015 04 2015 05

Axis TitleChief Clinical

Finance NHS 111 & Urgent Care

Operations People & Engagement

PTS Directorate Standards & Compliance (not inc. NHS 111)

YAS Total Target

4.6

LT/ST Sickness Absence Analysis by Directorate LT/ST Sickness Absence Analysis by Operations CBU

2015 02 Absence (FTE) Available (FTE)% Absence

rate (FTE)

Calendar Days

Absent

No of

Episodes

174 Chief Executive Directorate 1.6 504 0.32% 2 1

174 Clinical Directorate 75.65 1502.68 4.03% 77 6

174 Finance and Performance Directorate 296.49 8,364.46 3.54% 320 24

174 Operations Directorate 4,425.25 79,536.07 5.57% 4900 363

174 PTS Directorate 1,323.62 21,869.58 6.05% 1464 100

174 People & Engagement Directorate 171.01 2,954.96 5.79% 178 11

174 Standards & Compliance Directorate 30 1,389.20 2.16% 30 1

174 NHS111 and Urgent Care 628.97 8,796.88 7.15% 854 82

174 Yorkshire Ambulance Service Trust 6,955.59 124,917.83 5.57% 7825 588

Last 12 Mth Cumulative Rates of Absence as a % of Available Hours by Reason

Absence Type

2015 02 Absence (FTE)% Abs Rate of

Trust TotalNo of Episodes

Sickness 7339.33 5.71% 594

Adoption 31 0.02% 1

Maternity 870.62 0.68% 39

Ordinary Paternity Birth 43.00 0.03% 4

Paid Leave 14.09 0.01% 14

Special Leave 13.17 0.03% 12

Trust Grand Total 8,336.01 6.49% 665

The absence table above indicates the absence rates according to each of the absence types currently recorded in ESR for May 2015

Benchmarking Information – December 2014

Yorkshire Ambulance Service - Workforce May 2015

Sickness Absence

The graph above shows the sickness absence breakdown for each directorate within YAS for both Long Term and Short

Term. As you will see above the Standards & Compliance directorate is now excluding NHS 111 which is now represented as

its own area. This is the same for Finance and Performance as the chart above separates PTS.

The graph below shows the split of Long and Short Term sickness absence rates for all Directorates for the period May14 – Apr15 by

absence reason.

The graph above shows our LT/ST Sickness Absence Analysis for our 5 A+E CBU areas

The table below shows the absence reason as a percentage of 100 for May 2015. We can see that the bulk of absence is in

the areas of Stress, Musculo skeletal, Back and Gastro.

In order to measure Yorkshire Ambulance Service against the other UK Ambulance Services, we are using IView which is the national

benchmarking tool developed by the Health and Social Care Information Centre.

The National Ambulance Service average for the month of December 2014 is 7.38% and the chart opposite shows all UK Ambulance

Services and there combined LT and ST Sickness Absence for this period.

The Sickness Absence for the Yorkshire Ambulance Service for December 2014 within I View is reported as 6.80%.

0.00% 0.50% 1.00% 1.50% 2.00%

Anxiety/stress/depression/other psychiatric illnessesAsthma

Back ProblemsBenign and malignant tumours, cancers

Blood disordersBurns, poisoning, frostbite, hypothermia

Chest & respiratory problemsCold, Cough, Flu - Influenza

Dental and oral problemsEar, nose, throat (ENT)

Endocrine / glandular problemsEye problems

Gastrointestinal problemsGenitourinary & gynaecological disorders

Headache / migraineHeart, cardiac & circulatory problems

Infectious diseasesInjury, fracture

Nervous system disordersOther known causes - not elsewhere classified

Other musculoskeletal problemsPregnancy related disorders

Skin disordersUnknown causes / Not specified

Long Term

Short Term

Overall Absence

7.94%

7.16%

7.26%

8.41%

9.21%

7.66%

6.09%

7.19%

9.31%

4.99%

6.80%

7.38%

East Mids Amb

East of Eng Amb

London Amb

North East Amb F

North West Amb

South Central Amb F

South East Coast Amb F

South West Amb F

Welsh Ambulance Services

West Mids Amb F

Yorkshire Amb

National Trust Total

28.03%

0.41%

10.37%

0.96%

2.04%

0.00%

5.38%

7.34%

0.40%

3.81%

0.10%

1.35%

15.72%

6.47%

2.83%

2.41%

1.09%

9.55%

1.50%

0.26%

24.50%

1.98%

1.89%

13.58%

Anxiety/stress/depression/other psychiatric illnesses

Asthma

Back Problems

Benign and malignant tumours, cancers

Blood disorders

Burns, poisoning, frostbite, hypothermia

Chest & respiratory problems

Cold, Cough, Flu - Influenza

Dental and oral problems

Ear, nose, throat (ENT)

Endocrine / glandular problems

Eye problems

Gastrointestinal problems

Genitourinary & gynaecological disorders

Headache / migraine

Heart, cardiac & circulatory problems

Infectious diseases

Injury, fracture

Nervous system disorders

Other known causes - not elsewhere classified

Other musculoskeletal problems

Pregnancy related disorders

Skin disorders

Unknown causes / Not specified

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00%

4.7


The table below indicates our KPI Report for the last 6 months along with our current information for April 2015.

This indicates where we currently sit for the following; Employment Health Screenings (100%), Management Referral Appointment Lead Time (78%) and Report Return Lead Time (93%).

No Of Screens <5 days >5 days % < 5 Days No of ReferralsAppointments <

5 days

Appointments >

5 days

% Appointments

< 5 Days

Reports to Client

< 1 day

Reports to Client

> 1 day

% Reports to

Client < 1 day

November 176 176 0 100% 112 104 8 93% 111 1 99%

December 61 61 0 100% 77 73 4 95% 75 2 97%

January 119 119 0 100% 116 113 3 97% 105 11 91%

February 100 100 0 100% 65 55 10 85% 65 0 100%

March 112 112 0 100% 206 150 56 73% 175 31 85%

April 98 98 0 100% 112 43 69 38% 108 4 96%

Occupational Health - DNA and Cancelled OH Service Appts

Jan-15Cancelled With

Charge

Did Not Attend

(DNA)Grand Total Month

No Of Staff 1 24 25 April

No Of Staff 5 45 50 March

No Of Staff 2 28 30 February

No Of Staff 9 31 40 January

No Of Staff 7 30 37 December

No Of Staff 6 29 35 November

Occupational Health - Core Service Usage

The table opposite indicates the volume of staff that has either ‘Cancelled‘ or ‘Did Not Attend’ their OH

appointment date inApril 2015. We have also included previous months to compare this months data.

The table below indicates the core OH services used by YAS staff members for the year to date. As you can

see below we had 429 staff members who used the day one service within the financial year to date

(2014/2015).

May 2015

Report Return Lead Time

Occupational Health - Key Performance Indicators (KPI)

Employment Health Screens

Month

Management Referrals Appointment Lead Time

Please note the information for this section is forApril 2015 as the release of OH information is two months behind the rest of the report.

54

55

46

429

0 50 100 150 200 250 300 350 400 450 500

Management Referral (OHA1)

Physiotherepy

Wellbeing Counselling

DayOne Service

Total

OH Services Year to Date

4.8


Overtime, Vacancies & Turnover

Gross Overtime Costs by Directorate (exc Operations) Gross Overtime Costs Operations

Budget Staff in Post Staff in Post Worked Worked

WTE WTE Headcount WTE Hours

Chief Executive 23.80 15.80 16.00 24.80 1,790.23

Clinical 60.59 49.58 56.00 59.42 5,270.23

Finance & Performance 332.71 279.71 325.00 277.22 52,361.96

Operations 2,942.09 2,648.51 2,933.00 2,778.64 457,327.82

People and Engagement 119.74 100.29 116.00 103.09 12,799.67

PTS 626.86 724.25 969.00 581.24 122,388.88

Standards and Compliance 349.10 329.83 452.00 328.48 53,640.10

Total 4,454.89 4,147.97 4,867 4,153 705,578.89

Turnover by Directorate Turnover by Staff Group

This chart above shows the YAS gross overtime costs across a 12 month period from Jun4 – May15 for all directorate excluding Operations.

The table below indicates the budgeted establishment and actual staff in post for the end of May 2015. The worked column indicates staff

hours actually worked vs the budget.

As you may see below there is a current descrepency with the directorate figures for Budget vs Worked which is currently being investigated

by Finance and MI.

The table below shows the gross cost for overtime from ESR for the month of May 2015 across all directorates.

The chart above show the YAS gross overtime costs across a 12 month period from Jun 14 – May 15 for all the major operations divisions.

£54,165.68

£789,169.42

£4,891.24

DirectorateMay-15

£5,753.18

Directorate

174 Clinical Directorate

This charts opposite and below shows the turnover rate for the period Jun 14 – May 15 by both Directorate and Staff Group.

Paramedics and ECPs sit within our Allied Health Professionals. ECAs and Technicians are shown under the staff group Additional Clinical Services

174 Standards & Compliance (Not inc. NHS 111) £19,183.48

May 2015

174 Finance and Performance (Not inc. PTS)

174 Operations Directorate

174 People & Engagement Directorate

£48,655.31

£921,818.31

174 PTS Directorate

Grand Total

18.75

12.37

21.13

8.39

14.6316.04

29.82

12.68

18.87

13.02

21.45

7.74

12.31

15.55

24.85

11.13

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

174 ChiefExecutive

Directorate

174 ClinicalDirectorate

174 Financeand

PerformanceDirectorate

174OperationsDirectorate

174 PTSDirectorate

174 People &EngagementDirectorate

174Standards &ComplianceDirectorate

YAS Total

LTR Headcount % LTR FTE %

0.00

13.08

14.52

9.48

20.87

0.00

21.38

12.68

0.00

11.11

13.61

8.44

21.14

0.00

17.54

11.13

0.00

5.00

10.00

15.00

20.00

25.00

Add ProfScientific and

Technic

AdditionalClinicalServices

Administrativeand Clerical

Allied HealthProfessionals

Estates andAncillary

Medical andDental

Nursing andMidwiferyRegistered

YAS Total

LTR Headcount % LTR FTE %

4.9

May 2015

Statutory & Mandatory Training Workbook Combined Staff Appraisals

The red line across the chart illustrates the trust Stat & Mand Training Workbook compliance target which is currently set at 85%. Directorates Compliant Overdue No PDR Recorded

174 Chief Executive Directorate 22.22% 66.67% 11.11%

174 Clinical Directorate 64.71% 33.33% 1.96%

174 Finance and Performance Directorate 78.81% 17.22% 3.97%

174 Operations Directorate 72.09% 22.78% 5.13%

174 People & Engagement Directorate 77.23% 18.81% 3.96%

174 PTS Directorate 80.40% 14.17% 5.43%

174 Standards & Compliance Directorate 84.62% 10.26% 5.13%

Grand Total 75.05% 19.90% 5.05%

PDR Compliance from Jun 2014 to May 2015

The red line across the chart illustrates the Trust PDR target of which is currently 75%.

The table below show the PDR compliance per directorate and the following staff have been removed: long term

sick, maternity, external secondment, inactive assignment, honorary contracts and all new starters who commenced

employment between 1 March 2015 and 31 May 2015.

This month 3269 assignments of the possible 4356 (75.05%) have an in- date PDR recorded in ESR for the current

appraisal period.


Learning and Development

50.00%

55.00%

60.00%

65.00%

70.00%

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15

Stat & Mand Compliance

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15

PDR Compliance

0 10 20 30 40 50 60 70

174 CLINICAL REFRESHER

174 EMERGENCY FIRST AID AT WORK(EFAW) INC AED

174 IMMEDIATE LIFE SUPPORT (ILS -RCUK 2014/2015)

174 PTS APPRENTICE COURSE

Course Cancelled

Withdrawn

Did Not Attend

Confirmed

Completed

4.10

#

Section 5Finance

5

May 2015

EBITDA reference Actual vs Actual vs

Plan Plan

•5.4

EBITDA

• 5.4

SURPLUS Surplus

•

5.4

Cash

CASH Monitor rating

• 5.8/ 5.11

Recurrent CIP delivery

NHS TDA ACCOUNTABILIY FRAMEWORK

• 5.2 Key:-

MONITOR CONTINUITY OF SERVICE > 5% favourable variance

• 5.2 Up to 5% favourable variance

CIP DELIVERY On target

• The Trust has a savings target of £8.786m for 2015/16 and identified schemes totalling £9.509m. 5.7Up to 5% adverse variance

• > 5% adverse variance

98% delivery of the CIP target was achieved in Month 2 and 97% of this was achieved through recurrent schemes.

This creates an adverse variance against plan of (£25k). Reserve schemes have achieved £121k of the savings

made for the year to date.

Overall the Trust has achieved a rating of 4.

Yorkshire Ambulance Service - Financial Performance Overview 5.1

The Trust’s Earnings before Interest Tax Depreciation and Amortisation (EBITDA), for the year to date is £3.322m

(8.3%).

This is £0.244m ahead of the YTD plan of £3.078m (7.6%).

The Trust has reported a surplus as at the end of May 2015 of £1.513m against a budgeted surplus of £0.991m, a

positive variance of £0.522m.

The Trust had cash and cash equivalents of £16.500m at 31st May 2015 against a plan of £15.856m.

Overall the Trust has achieved a Green rating.

5.1

May 2015

Key Performance Metrics Current Month Year to Date Metrics

Accountability Framework Plan

Actual /

Forecast Variance RAG Rating

£000s £000s £000s

NHS Financial Performance

1b) Year to Date, Actual compared to Plan 991 1,513 522 GREEN

Financial Efficiency

2a) Actual Efficiency for Year to Date compared to Plan 1,130 1,105 (25) AMBER

- Recurrent Efficiencies Year to Date compared to Plan 1,130 1,099 (31)

2b) Forecast Outturn Efficiency compared to Plan 8,786 8,786 0 GREEN

- Recurrent Efficiencies for Forecast Outturn compared to Plan 8,786 8,786 0

Underlying Revenue Position

3) Forecast Outturn Underlying Revenue Position compared to Plan 991 1,513 522 GREEN

Cash and Capital

4) Forecast Year End Charge to Capital Resource Limit 14,041 14,041 0 GREEN

5) Temporary PDC for Liquidity Purposes (cumulative sum) 0 GREEN

Trust Overall RAG Rating GREEN

Financial

CriteriaMetric Year to Jan 15 Rating Weight

Weighted

score

Actual

statisticComments

Liquidity Ratio (days)Actual year to

date4 50% 2 11.0

Achieving a rating

of 4

Capital Servicing capacity (times)Actual year to

date4 50% 2 12.76

Achieving a rating

of 4

Continuity of Service 4

Yorkshire Ambulance Service - Monitor Financial Risk Rating 5.2

The Trust Development Authority (TDA) has introduced an Accountability Framework on which it measures Trust performance. Under this regime the Trust has achieved an overall Green rating. Whilst recurrent CIPs are

under achieving very slightly they are not sufficient to reduce the overall rating. The Trust will look to recover the position going forward.

Calculation

Continuity of

Service

Cash for liquidity purposes divided by Operating expenses

Revenue available for debt service divided by capital service costs

Monitor has implemented a 'Continuity of Service' rating designed to identify the level of risk to the on-going availability of key NHS services. Under this regime the Trust has achieved a rating of 4 which is the maximum i.e.

the lowest level of risk.

Yorkshire Ambulance Service - Executive Summary 5.3a

EXECUTIVE SUMMARY

Month Two

At the end of Month two we are reporting a year to date positive variance of £522k against a planned surplus of £991k.

We are presenting an EBITDA of £3.322m (8.3%) which is ahead of the plan of £3.016m (7.6%).

May 2015

This surplus position includes adverse performance within A&E of £207k, mainly driven by subsistence payments. Fleet are showing an adverse position of £155k predominantly due to maintenance costs consistent with prior

months run rate. PTS are showing an adverse position of £59k due to private providers and taxi usage however the run rate is improving marginally against prior months. This is offset by depreciation as a result of slippage

within the capital programme, savings on vacancies across the Trust and under utilisation of reserves.

It has been assumed that all costs associated with Hillsborough inquest will be reimbursed.

Provision for a penalty of £272k has been charged against reserves in respect of non-achievement of the month 2 Red 1 target.

5.3a

Yorkshire Ambulance Service - Directorate Commentary 5.3b

DIRECTORATE COMMENTARY

IM&T : £11k favourable to budget due to salary recharges.

Other movements:

Under utilisation of Reserves is contributing favourably by £206k YTD to the position. The 2015/16 Wakefield UCP scheme contract is yet to be agreed with commissioners, therefore £95k has been provided for within reserves.

Capital Charges - £280k favourable to budget due to slippage of capital schemes against profile.

Finance Directorate - £160k favourable to budget YTD due to vacancies within Finance and Business Development, £51k and £44k respectively. Claims and Other Payments are favourable to budget by £58k YTD due to actual

losses and special payments being lower than anticipated.

Chief Executive - £22k adverse to budget YTD due to advertising costs associated with recruiting to post 13k, and former CEO payments (14k), off set by vacancies in FT Projects (£3k)

Clinical Directorate - £47k favourable due to 6.9 WTE vacancies

• Non-Pay is £109k YTD adverse to budget predominantly due to maintenance costs, to support operations. This is consistent with prior months run rate.

• Non-Pay is £18k adverse to budget due to external consultancy expenditure (£5k) and training expenditure (£13k).

EOC - YTD £55k favourable to budget.

Pay :

• Pay is £44k favourable to budget due to savings on vacancies.

Income :

• Fleet income is adverse to budget by £41k due to lower than anticipated activity in the private sector income.

Pay :

• Pay is over spent by £5k due to overtime.

Non-Pay :

Fleet: YTD £155k adverse to budget.

May 2015

A&E - YTD £207k adverse to budget

Income :

• A&E income is below contract by £81k (0.05% of total contract value) due to £38k under-achievement against ECR budget and £30k risk against 2014/15 accrual for CQUINs on overtrade, offset by £9k secondment income.

Non-Pay :

• Pay expenditure is adverse to budget by £8k due to overtime costs associated with vacant posts.

Non-Pay :

• Non-Pay is £258k adverse to budget due to dependency on taxis and private providers however, the run rate has improved by £30k on last month.

• Note: a charge of £272k for the Red 1 performance penalty in May has been charged against reserves (see below)

111 - YTD £105k favourable to budget

Income :

• 111 income is favourable to budget by £52k. The York SPA contributes £42k to the variance, the remainder is attributable to secondment income.

Pay :

• The directorate has received additional investment in Clinical Advisors in the NHS 111 service via the A&E contract however, slippage on the appointment of these posts has resulted in a favourable variance to budget YTD of

£70k.

Reserves: The A & E contract included penalties of 2% of the base contract value if Red 1, Red 2 or Green performance target are not met. The maximum penalty is capped at 2.5% of the contract value. The month 1

performance was in line with the trajectory agreed with commissioners, however the Red 1 trajectory for month 2 was missed resulting in penalties. Provision for a penalty of £272k has therefore been charged against reserves.

Pay :

• Pay is £56k favourable to budget. This is due to a reduction in overtime incentives paid for the period.

Non-Pay :

• Non-Pay is £181k adverse to budget as a result of a change in the subsistence policy from budget and £80k bad debt relating to Cumbria ECRs.

A&E Urgent Care - YTD £101k favourable to budget.

Income :

• The Trust provided in full for an oustanding disputed invoice totalling £272k relating to 2014/15 York UCP scheme. Commissioners have since agreed to pay 50% of the invoice therefore, £136k of the provision has been

released back to budget.

Pay :

• Pay expenditure is adverse to budget YTD by £28k. This is due to staff numbers in York and Scarborough being higher than budgeted.

PTS - YTD £59k adverse to budget.

Income :

• PTS income is £208k favourable to budget. In the prior year the Trust provided £174k for the 2014/15 Q4 CQUIN risk, commissioners have now confirmed 100% achievement of the target resulting in the provision being

released back to budget. The Trust provided £85k relating to ECR risk in 2014/15, commissioners have confirmed this will be paid therefore the provision has been released. YTD there has been a £30k over-achievement

against the budget for Calderdale & Huddersfield 24/7 discharge service.

Pay :

5.3b

Yorkshire Ambulance Service - Statement of Comprehensive Income 5.4 May 2015

Budget Actual Variance Budget Actual Variance Budget Forecast Variance

£000 £000 £000 £000 £000 £000 £000 £000 £000

Accident & Emergency 14,666 14,669 -3 29,166 29,086 80 29,166 29,086 80

Patient Transport Service 2,071 2,190 -119 4,291 4,499 -208 4,291 4,499 -208

111 2,735 2,774 -40 5,156 5,209 -52 5,156 5,209 -52

Other Income 837 603 234 1,696 1,442 254 1,696 1,442 254

Operating Income 20,309 20,237 72 40,310 40,235 75 40,310 40,235 75

Pay Expenditure & reserves -13,555 -13,008 -547 -26,937 -26,250 -687 -26,937 -26,250 -687

Non-Pay expenditure & reserves -5,195 -5,409 214 -10,294 -10,663 369 -10,294 -10,663 369

Operating Expenditure -18,750 -18,417 -334 -37,232 -36,913 -318 -37,232 -36,913 -318

EBITDA 1,559 1,820 -261 3,078 3,322 -244 3,078 3,322 -244

EBITDA % 7.7% 9.0% 7.6% 8.3% 7.6% 8.3%

Depreciation -819 -613 -206 -1,632 -1,354 -278 -1,632 -1,354 -278

Interest payable & finance costs 0 0 0 -112 -111 0 -112 -111 0

Interest receivable 6 4 2 11 10 1 11 10 1

Profit on fixed asset disposal 12 22 -10 23 25 -2 23 25 -2

Dividends, interest and other -189 -189 0 -378 -378 0 -378 -378 0

Retained Surplus 567 1,044 -476 991 1,513 -522 991 1,513 -522

I&E Surplus % 2.8% 5.2% 2.5% 3.8% 2.5% 3.8%

Current Month Full YearYear to Date

5.4

Yorkshire Ambulance Service - Income and Expenditure Outturn for the Year 5.6 May 2015

Budget Name

Budget

manpower

current month

Actual

manpower

current month

Current month

over/ (under)

Budget current

month

Actual current

month

Variance month

Over/ (under)

spend

Budget YTD

Actual Income /

Expenditure

YTD

Variance YTD

Over/(under)

spend

WTE WTE WTE £ £ £ £ £ £

Income 20,309,218 20,236,942 72,276 40,309,797 40,235,238 74,559

Pay

A&E Operations -2,276.55 -2,350.32 73.77 -7,550,673 -7,375,419 -175,254 -15,104,637 -15,048,998 -55,639

A&E - Urgent Care -13.00 -32.26 19.26 -82,140 -104,425 22,285 -164,280 -192,267 27,987

PTS Operations -787.64 -760.14 -27.50 -1,433,957 -1,415,600 -18,357 -2,867,914 -2,876,551 8,637

Resilience -119.77 -125.53 5.76 -424,025 -456,694 32,669 -848,050 -909,729 61,679

EOC -384.99 -383.98 -1.01 -1,106,602 -1,105,453 -1,149 -2,213,204 -2,169,069 -44,135

Finance -70.47 -59.83 -10.64 -226,693 -170,998 -55,695 -453,391 -350,786 -102,605

Estates -15.83 -17.19 1.36 -79,825 -57,741 -22,084 -159,650 -131,861 -27,789

Fleet -186.93 -173.31 -13.62 -442,026 -470,047 28,021 -884,052 -889,076 5,024

IM&T -39.98 -39.74 -0.24 -125,479 -125,785 306 -250,955 -249,001 -1,954

Procurement -19.50 -17.43 -2.07 -49,069 -38,925 -10,144 -98,138 -81,090 -17,048

Standards & Compliance -48.00 -46.47 -1.53 -145,518 -147,015 1,497 -297,828 -305,386 7,558

111 -334.10 -336.27 2.17 -1,095,535 -998,817 -96,717 -2,023,519 -1,953,187 -70,332

People & Engagement -119.74 -109.32 -10.42 -383,870 -331,426 -52,444 -762,778 -660,379 -102,399

Clinical Directorate -36.59 -29.38 -7.21 -141,900 -113,142 -28,758 -283,800 -233,386 -50,414

Chief Executive -16.80 -12.25 -4.55 -93,963 -96,135 2,172 -187,926 -199,255 11,329

Reserves 0.00 0.00 0.00 -173,720 1 -173,721 -337,376 1 -337,377

Total Pay -4,469.89 -4,493.42 23.53 -13,554,995 -13,007,624 -547,371 -26,937,499 -26,250,018 -687,480

Non Pay

A&E Operations -392,434 -539,310 146,876 -784,868 -965,731 180,863

A&E - Urgent Care -1,082 -5,578 4,496 -2,164 -8,925 6,761

PTS Operations -130,573 -240,825 110,252 -263,502 -521,774 258,272

Resilience -86,556 -113,981 27,425 -239,942 -211,930 -28,012

EOC -15,971 -11,492 -4,479 -31,942 -22,130 -9,812

Finance -1,149,763 -891,890 -257,873 -2,338,999 -2,004,251 -334,748

Estates -394,081 -445,393 51,312 -788,162 -854,154 65,992

Fleet -1,505,190 -1,508,317 3,127 -2,990,899 -3,099,948 109,048

IM&T -339,158 -356,326 17,168 -678,316 -695,687 17,371

Procurement -279,553 -285,090 5,536 -559,106 -570,836 11,730

Standards & Compliance -157,612 -132,037 -25,575 -315,224 -292,799 -22,425

111 -1,437,658 -1,448,880 11,222 -2,816,138 -2,834,209 18,071

Other 0 0 0 0 0 0

People & Engagement -130,830 -171,397 40,567 -261,660 -330,977 69,317

Clinical Directorate -3,960 -10,084 6,124 -7,920 -8,879 959

Chief Executive -19,526 -25,126 5,600 -39,052 -50,007 10,955

Reserves -143,032 0 -143,032 -263,756 0 -263,756

Total Non Pay -6,186,979 -6,185,725 -1,254 -12,381,651 -12,472,236 90,585

Total Expenditure -4,469.89 -4,493.42 23.53 -19,741,974 -19,193,349 -548,625 -39,319,150 -38,722,254 -596,895

Surplus/(Deficit) 567,244 1,043,593 -476,349 990,647 1,512,983 -522,336

NB total non-pay includes depreciation, dividends and impairments

5.6

Yorkshire Ambulance Service - CIP Delivery 5.7 May 2015

CIP DELIVERY

CIP Tracker 2015/16

Planned Savings £000 £000 £000 £000 £000

Accident & Emergency 4,598 745 688 (57) 4,945

Patient Transport Service 1,500 118 96 (22) 730

Special Operations 171 31 30 (1) 170

Standards and Compliance 243 40 40 0 243

Finance 263 32 27 (5) 237

Clinical Directorate 50 8 8 0 50

Trust wide 1,961 156 94 (62) 1,668

Recurrent Planned Savings 8,786 1,130 984 (146) 8,044

Non-recurrent Planned Savings

Sub Total 8,786 1,130 984 (146) 8,044

Reserve Schemes £000 £000 £000 £000 £000

PTS productivity improvement 106 106 635

VFM Quality and Risk - recurrent 10 10 55

VFM Quality and Risk - non-recurrent 6 6 33

Recurrent Reserve Schemes 115 115 691

Non-recurrent Reserve Schemes 6 6 33

Sub Total 121 121 724

Total 8,786 1,130 1,105 (25) 8,767

Summary of Top 5 Schemes 2015/16

CIP Scheme Lead Mgr 2015/16 15/16 YTD Plan 15/16 YTD Actual Variance

£000 £000 £000 £000

A&E skill mix H Hugill 2,843 474 231 (243)

Increase use of clinical hub (triage) B Holdaway 1,222 182 413 231

PTS productivity improvement A Baranowski 635 106

Autoscheduler A Baranowski 463 1 - (1)

PTS vehicle replacement M Squires 437 9 4 (4)

Total Value 5,600 666 755 (17)

YTD Plan YTD Actual YTD Variance

• 98% delivery of the CIP target was achieved in Month 2 and 97% of this was achieved through recurrent schemes. This creates an adverse variance against plan of (£25k). Reserve schemes have

achieved £121k of the savings made for the year to date.

• In A&E, the operational efficiency and subsistence payment schemes have slipped against plan by (£243k) and (£45k) respectively. The EOC restructure CIP is achieving against plan and the Clinical

Hub CIP is overachieving against plan by £231k.

• The underperformance against plan in PTS is mainly explained by the failure to reduce subcontractor spend by (£18k) in the West. This slippage has been mitigated by the productivity improvement

reserve CIP which has provided a favourable variance of £106k to date.

• Achievement against plan is monitored by the CIP Management Group which is chaired by the Chief Executive.

TDA PlanForecast

Outturn

5.7

Yorkshire Ambulance Service - Statement of Financial Position 5.8

SUMMARY CAPITAL SUMMARY

• •

• •

• •

• •

•

•

Statement of Financial Position Capital Programme

Plan at Actual atVariance

BaselineRevised

15/16

Year to

dateSpend to

(Under)/ Over

planCommitted at

31/05/2015 31/05/2015 Programme Programme Plan 31/05/2015 31/05/2015 31/05/2015

£000 £000 £000 £000 £000 £000 £000 £000 £000

Land, Buildings, equipment & intangible fixed assets 84,244 83,829 -415 Major Schemes

Trade and other receivables (>1 yr) 669 669 0 Resource Centre - Car Park 150 150

Non-Current assets 84,913 84,498 -415 EPRF 1,500 1,500 334 240 (94) 104

Stocks, Trade and other receivables (<1 yr) 16,363 18,712 2,349 Hub & Spoke / Co Location 750 750 80 61 (19) 55

Cash and cash equivalents 15,856 16,500 644 Make Ready 90 90 0

Current assets 32,219 35,212 2,993 Minor Schemes 0

Creditors (< 1yr) -17,712 -18,707 -995 Estates 653 944 463 112 (351) 412

Provisions & Deferred Income(<1 yr) -2,434 -3,186 -752 IM&T 1,625 1,502 345 167 (178) 182

Current Liabilities -20,146 -21,893 -1,747 Vehicles A&E 4,690 4,689 0

Provisions (>1 yr) -8,508 -8,815 -307 Vehicles Urgent Tier 1,000 1,000 179 171 (8) 331

Borrowings -6,747 -6,748 -1 Vehicles PTS 834 834 90 (90) 65

Non-Current Liabilities -15,255 -15,563 -308 Vehicles HART 406 406 0

Net Assets 81,731 82,254 523 Medical equipment 1,398 1,398 322 (322) 354

Public Dividend Capital 78,594 78,594 0 Plant & Machinery 25 14 14 (14)

Revaluation Reserve 7,217 7,208 -9 Contingency 558 968 0

Income & Expenditure Reserve -4,080 -3,548 532 Total planned expenditure 13,679 14,245 1,813 751 (1,062) 1,503

Total Taxpayer's Equity 81,731 82,254 523 NBV of Disposals 1,135 204 45 0 (45) 0

CRL (Including External Funds) 12,544 14,041 1,768 751 (1,017) 1,503

The HART replacement vehicle programme for 2015/16 is for 2 USAR vehicles, Reconnisance vehicle, heavy

equipment carrier vehicle.

The 20 Urgent Tier Vehicles, ICT and vehicle orders have been placed and deliver of the vehicles was during May

2015.

Land, Buildings and Intangible Fixed Assets are lower than Plan due to slippage on Capital however this has been

partially offset by depreciation to date being lower than anticipated.

May 2015

The Electronic Patient Reporting Form (EPRF) project commenced in 14/15 and is to complete this financial year, the

order has been placed for the next phase.

The Hub & Spoke project will be progressed to Outline Business Case in 15/16 which will require approval by F&I

and the Trust Board. The project team costs for 15/16 have been incorporated into the 2015/16 Capital Plan. The

Colocation is to be progressed during 15/16.

The Programme figures for Estates, IT, Fleet, Plant & Machinery and Medical Equipment have been taken from the

individual strategies agreed by the Board. The spend in Estates, ICT is on schemes that started in 14/15 but didn't

complete by the end 14/15 financial year.

PTS ex lease vehicles purchase will be completed in June 2015.

The variance in creditors is due mainly to a higher than expected level of non-NHS accruals which is expected to

reduce in the first quarter.

Stocks, Trade and other receivables is higher than anticipated this month due to the invoicing of the A&E and

HART Contract being brought up to 2015/16 values £2.8m, A&E CQUINS £939k and 111 Overtrade £563k in May

2015.

Provisions & Deferred Income has increased due to an additional provision made at the end of 2014/15 relating to

Hillsborough Legal Costs; this was not anticipated at the time the Plan was submitted.

5.8

Yorkshire Ambulance Service - Debtors and Payments 5.9 May 2015

DEBT SUMMARY

•

£000 Feb-15 Mar-15 Apr-15 May-15

332 476 459 360

152 117 117 126

3,107 2,129 4,410 6,688

191 128 137 364

3,439 2,605 4,869 7,048

343 245 254 490

343 245 254 490

PAYMENTS

•

May-15

Number £000 Number £000

Non NHS payables

Total non NHS invoices paid in period 2,568 5,792 4,268 9,859

Total non NHS invoices paid within target 2,449 5,537 4,018 9,438

95.37% 95.60% 94.14% 95.73%

NHS Payables

Total NHS invoices paid in period 54 419 91 475

Total NHS invoices paid within target 53 418 89 473

98.15% 99.76% 97.80% 99.58%

Total Payables

Total invoices paid in period 2,622 6,211 4,359 10,334

Total invoices paid within target 2,502 5,955 4,107 9,911

95.42% 95.88% 94.22% 95.91%

Of which >90 days overdue

Provision to cover this debt

Year to Date

The Trust has paid 2,622 invoices in May 2015 of which 2,502 were paid within 30 days of receipt; in value terms, the Trust has achieved a Better Payment practice Code (BPPC)

position of 95.91%. This is in line with the Trusts target to pay 95% of invoices within 30 days. The Accounts Payable team will continue to work with all departments in order to

maintain delivery in future months.

NHS Debt has increased considerably this month due to A&E CQUINS (£939k), 111 overtrade (£563k) and A&E and HART contract (£2.8m) invoices being brought up to 2015/16

values in month. NHS debt over 91 days has also increased this month due to a £100k LCD income not being paid on North Kirklees CCG account. This has since been credited in

full in early June 15. Harrogate and Scarborough CCG are disputing implementation of the ECS system invoices and are awaiting further clarification on these. Non NHS Debt has

decreased as a whole, however the over 90 days Non NHS has increased slightly as a £8k West Yorkshire Police Authority for the supply of medical consumables remains unpaid.

Work is continuing to ensure debt over 90 days is kept to a minimum.

Total debt


Non NHS debt


NHS debt

5.9

Yorkshire Ambulance Service - Financial Risks 5.10 May 2015

QUALITY, INFORMATION REPORTING, AND CQUIN

•

Total Value of

Risk

YTD Expected

Value of Risk

In YTD

Position

Description

CIP non-delivery by 30% 2,636 339 25

A & E workforce modelling 5,000 0 0

A&E contractual penalties - RED 1 & 2 4,079 680 272

111 SRG's central NHS funding - income still to be confirmed 350 59 59

Non delivery of CQUINS - A&E 25% 965 180 0

Non delivery of CQUINS - PTS 25% 158 26 0

A&E Meal breaks 880 147 96

Paramedics Regrading 2,500 0 0

National pay award pension impact 1,700 0 0

Hillsborough Costs 600 36 0

Grand Total 18,868 1,467 452

CIP achievement at Month 2 with the use of reserve schemes is 98% achievement against plan.

A penalty of 2% per target per month is applicable if cumulative performance for the year is not achieved,

however this is capped at a maximum of 2.5% across all targets. The Trust missed the trajectory agreed

with commissioners in month 2 resulting in a penalty value of £272k which is included in the month 2

position.

Anticipated income for 111 SRG's. Funding has been agreed but final value to be confirmed.

YAS anticipate to achieve all of the goals set at this point.

YAS anticipate to achieve all of the goals set at this point.

Impact of meal break payments not being reduced from £10 to £5.

Risk associated with national initiative to regrade paramedics.

This is subject to national negotiation. No risk has been assumed ytd.

The risk related to the potential that income may not be forthcoming to offset the costs associated with the

Hillsborough inquest. Current assumption in ytd position is that income will be received to offset costs

incurred.

Review of reserves and other funding sources are under consideration to offset this risk

Year to date CQUINs for both A&E and PTS are currently anticipated to be achieving the all of the goals set at this point.

RISK SUMMARY

£000 £000 £000 Explanatory notes / Mitigation

5.10

Yorkshire Ambulance Service - Cash Flow 5.11

Analysis Of Actual/Plan Cash Flows

Actual Actual Actual Actual Actual Actual Actual Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast

Q4 Q1 Q2 Q3 Q4 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Actual/Forecast Opening Cash Balance 17,588 10,142 18,839 17,924 20,970 13,426 16,066 15,856 17,703 19,203 15,834 17,653 16,965 17,148 18,108 17,611 19,167

Income from Activities 64,250 59,539 57,066 60,288 66,922 16,616 19,709 22,526 20,775 20,190 21,807 20,718 21,158 20,073 22,269 20,082 18,925

Interest Receivable 9 11 12 21 15 6 4 6 6 6 6 6 6 6 6 6 6

Capital Receipts 0 44 64 101 71 3 22 0 26 0 0 0 0 0 0 0 178

Loans 0 0 0 0 700 700 0 0 0 800 0 0 0 0 0 0 0

PDC Capital * 2,885 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Cash Inflows 67,144 59,594 57,142 60,410 67,708 17,325 19,735 22,532 20,807 20,996 21,813 20,724 21,164 20,079 22,275 20,088 19,109

Cash Outflows

Pay 41,097 35,282 38,585 40,192 42,688 10,237 13,137 13,575 13,581 13,848 13,802 13,838 14,033 14,133 14,007 13,836 13,852

Non-pay 22,334 14,707 15,994 15,941 23,862 4,046 5,265 5,934 5,572 6,611 4,657 5,726 5,874 4,195 5,594 3,944 8,252

Interest Payable 58 0 58 0 55 0 0 0 0 5 54 0 0 0 0 10 52

PDC Dividends 997 0 876 0 1,002 0 0 0 0 0 1,134 0 0 0 0 0 1,134

Capital Expenditure 9,937 908 2,377 1,231 7,478 402 899 1,176 154 3,901 180 1,848 1,074 791 3,171 498 170

Loans 167 0 167 0 167 0 0 0 0 0 167 0 0 0 0 244 167

PDC Capital * 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Cash Outflows 74,590 50,897 58,057 57,364 75,252 14,685 19,301 20,685 19,307 24,365 19,994 21,412 20,981 19,119 22,772 18,532 23,627

Net Cash Inflow/(Outflow) -7,446 8,697 -915 3,046 -7,544 2,640 434 1,847 1,500 -3,369 1,819 -688 183 960 -497 1,556 -4,518

10,142 18,839 17,924 20,970 13,426 16,066 16,500

9,987 14,962 18,445 20,309 13,427 15,974 15,856 17,703 19,203 15,834 17,653 16,965 17,148 18,108 17,611 19,167 14,649

May 2015

Cash Name (£000's)

Cash Inflows

Actual Closing Cash Balance

Forecast Closing Cash Balance (per TDA Plan)

Cash balances are higher than Plan (£644k) as a result of the higher than expected I&E surplus and slippage on the

capital programme.

0

5,000

10,000

15,000

20,000

25,000

Q4 Q1 Q2 Q3 Q4 Apr-15 May-15 Jun-15

£0

00

's

Month and Year

Cash Flows As At June 2014

Forecast Actual

0

5,000

10,000

15,000

20,000

25,000

Q4 Q1 Q2 Q3 Q4 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16

Month and Year

Cash Flows As At May 2015

Forecast Actual

5.11

monthly yorkshire ambulance trust board integrated performance … ma… · · 2018-04-23monthly...

Documents