| Priority | Why we have chosen this priority | What we are trying to improve | What success will look like |
|---|
| Implementation of clinical supervision. |
Placing the patient at the centre of our organisation also means we need to focus on the clinician to enable them to care for other safely and effectively.The Trust recognises that there are gaps with the provision of clinical supervision with sometimes undefined processes. |
It is vital that staff caring for patients have the knowledge and skills they need to do their job effectively.The development of and support to staff. |
An established model of clinical supervision which includes feedback from staff.Clear guidance that details the expectations of the learner and the organisation.Increased opportunities for staff to achieve their full potential whilst meeting the organisation need to deliver individualised patient care. |
| Take the learning from the extended period of managing Covid 19 and create an Urgent and Emergency Care strategy that ensure the Trust meets both the needs of the newly forming six ICS in the region and also the national priorities agreed within the ambulance services nationally. |
To ensure we meet the needs of both the six ICS’s in the region but at the same time support our urgent and emergency care direction as a Trust. |
The strategy will reinforce putting the patient and clinician at the heart of the organisation through three core aims. The strategy will provide a direction on how we will deliver patient centred care to all the people that contact us as a Trust ensuring their management meets their needs as well as those of their presenting condition safely. |
Published Urgent and Emergency Care Strategy and completion/monitoring of year one metrics. |
| Publication of our Public Health Strategy in collaboration with Public Heath England. |
Following the launch of a join consensus statement describing the intent of all NHS ambulance trusts, together with partner agencies, to increase collaboration to support improved health and wellbeing among the most vulnerable people in society (2017), we are working with Public Health England (PHE) to produce a Public Health Strategy as part of our commitment. A considerable amount of work was undertaken on a collaborative strategy with PHE over the last two years and the service worked closely with them regarding coronavirus data. |
Using their data more will enable us to have a better understanding of our resident population and their health needs.This, in turn, will enable us to work with partnership agencies to implement the plans held within our Clinical Strategy and those defined within the NHS Long Term Plan. |
Re-launch Make Every Contact Count.Workforce wellbeing - build on the existing platform.Develop robust model for data capture and evaluation to inform PHE outcome measures. This is in development with the work that EEAST are undertaking in collaboration with the Integrated Care Systems organisations to monitor quality metrics across the east of England. |
| Continuation of an enhanced clinical audit programme to cover a wider range and number of audits. |
Clinical audit enables evaluation of clinical care provided to service users to identify any changes needed to improve the quality of care and provides assurance that the care delivered was aligned with evidence-based guidelines and directives. As an organisation committed to provide high standards of safe and effective clinical care, it is vital that clinical audit is undertaken in addition to nationally mandated audits. |
Demonstrate and evidence improvements as a result of audits. |
Clinical audit plan which takes into account a number of drivers, including patient feedback, themes from incidents and serious incidents, NICE guidance, NHS Long Term Plan, national mandated audits. Improvements in the quality of care identified through clinical audit. |
| Work with particular patients and their carers in the design specification of the new PTS vehicle. |
Due to limited progress in involving vulnerable dementia patients and their carers during the pandemic, we will aim to progress this in the coming year. |
Improved patient experience whilst being transported by PTS. |
Focus group Link with the Trust’s clinical lead re learning from dementia patient involvement in the design of the emergency vehicle. Work with the RNIB to ensure their contribution is included. |
How we will monitor progress:
Reported bi-monthly to the Quality Governance Committee via the Clinical Best Practice Group. |
Responsible lead:
Melissa Dowdeswell, Director of Nursing, Quality and Improvement |
| Date of completion:31 March 2023 |
