Introduction to SECAmb Paul Sutton Chief Executive.

Introduction to SECAmb

Paul Sutton Chief Executive

Who we are and what we doSouth East Coast Ambulance Service NHS Trust:

• Responds to 999 calls from the public

• Responds to urgent calls from healthcare professionals e.g. GPs

• Provides non-emergency patient transport services in Kent and Sussex

Who we are and what we doWe provide these services across the whole of the South East Coast region – Kent, Surrey and Sussex and parts of North East Hampshire and Berkshire

Within the region there are:• 8 primary care trusts• 12 acute hospital trusts

• 4 mental health

and specialist trusts

Did you know?• South East Coast Ambulance Service NHS Trust

(SECAmb) was formed on 1 July 2006, following the merger of Kent, Surrey and Sussex ambulance trusts

• SECAmb employs over 3,100 staff across more than 65 sites

• Around 85 per cent of SECAmb’s workforce are operational staff – those working with patients either face to face in the field, or over the phone.

Did you know?• SECAmb covers an area of 3,600 square miles and a

population of about 4.5 million people

• Every minute an emergency call is answered by one of SECAmb’s three control rooms – more than 645,000 emergency and urgent calls last year

• Last year (2009/10) we undertook over 420,000 patient transport services (PTS) journeys.

Who are our patients?

Critical CareStroke, trauma, heart

attacks, cardiac arrest

Urgent CareMinor illness and injury, long-term conditions,

patient transport service

spectrum of need

SECAmb’s vision

‘We will match and exceed international excellence through embracing innovation

and putting the patient at the heart of everything we do’

How will we achieve our vision?Our strategy to achieve our vision is to strengthen and extend our main activities through adopting the principles of high performance:

Response time reliability

Clinical effectiveness

Economic efficiency

Customer satisfaction

Healthcare “shift left”

Critical Care Paramedic

£10,000

Source: Intel.comCost of Care per Day

£1 £10 £100 £1,000

Qu

ality

of

Lif

e

COMMUNITY CARE

Healthy,Independent

LivingChronicDisease

Management

Community

MatronGP/

Primary Care

Assisted Living

Nursing Home

Specialist CentreDistrict General

Hospital

ITU

HOME CARE

ACUTE CARE

Community Pharmacy

SHIFT LEFT

Paramedic Practitioner

Paramedics

Our supporting career framework

Critical Care

Primary Care

How do we deliver our strategy?

A year of improvement

Exceeding national response times to our most seriously ill patients despite

increase in demand and severe winter pressures

Target

• TargetTargetSECAmb performance in 2009/10

SECAmb performance in 2008/09

75% of all category A patients (potentially life threatening) must be reached within eight minutes 76.30% 75.15%

95% of all category A patients must be reached within 19 minutes 98.20% 96.91%

95 % of all category B patients (need to be reached quickly, but not immediately life threatening) must be reached within 19 minutes

93.40% 94.57%

A year of improvementLeading the way in improving patient outcomes

– Double the national average survival rates for cardiac arrest

– Hailed as a beacon of best practice for our FAST track stroke

pathway by the Stroke Association

– Critical Care Paramedics highlighted as best practice in NHS

Confederation trauma report

– Continually reducing unnecessary journeys to hospital for patients

by finding better, more appropriate care pathways

The future

• Modernisation of ambulance services

• Simplifying access to 24/7 urgent care

• Delivering efficiency savings c£40million over next 5 years

• Delivering system wide savings of at least £4.5 million

• Agreeing a funding framework that rewards us for doing the right thing

• Improving staff morale and satisfaction, and reducing sickness.

Why become a Foundation Trust? We want:

• To be accountable to the local population

• Members and governors to shape their ambulance service

• To be able to invest in innovation when it is right to do so,

without unnecessary bureaucracy

• The opportunity to act quickly on commercial opportunities

• To roll out our service development enablers as quickly as

possible to improve the service we provide; the financial

freedoms around capital expenditure supports this.

Thank you for listening, any questions?