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Annual Report & Accounts 2018-19

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Annual Report & Accounts 2018-19 Annual Report & Accounts 2018/19 Our vision Building a world-class ambulance service for a world-class city London’s primary integrator of access to urgent and emergency care on scene • on phone • online Our purpose We exist to: Provide outstanding care for all of our patients Be a first class employer, valuing and developing the skills, diversity and quality of life of our people Provide the best possible value for the tax paying public, who pay for what we do Partner with the wider NHS and public sector to optimise healthcare and emergency services provision across London Our values & behaviours Respectful Professional Innovative Collaborative Caring for our patients Acting with honesty Thinking creatively Listening and and each other with and integrity learning from Driving value and compassion and each other Aspiring to clinical, sustainable change empathy technical and Working with partners Harnessing technology Championing equality managerial excellence and new ways of Being open and and diversity Leading by example working transparent Acting fairly Being accountable and Taking courageous Building trust outcomes orientated decisions Annual Report & Accounts 2018/19 Section one – Performance Report Contents Performance Report Section one 1. Chair’s Foreword 2 2. Chief Executive’s Foreword 3 3. About Us 4 4. Our Patients 10 5. Our People 18 6. Our Partners 32 7. Our Public Value 36 8. Quality and Performance 38 9. Our Five-Year Strategy 46 Accountability Report Section two 10. Annual governance statement 49 11. Remuneration report 62 12. Staff report 69 Financial Report Section three 13. Financial Statements 71 14. Appendix – Glossary of Terms 121 London Ambulance Service NHS Trust Performance Report – Section one Annual Report & Accounts 2018/19 the rest of the health sector as well as our colleagues in the Metropolitan Police Service and London Fire Brigade. We will draw on these Chair’s partnerships further as demand grows for our service. We also owe a real debt of thanks to our team of volunteers. Emergency responders and community responders are clinically trained to respond to 999 calls across London Foreword alongside our staff. Beyond that we have trained thousands of people in life-saving skills and how to use a defibrillator and so they can treat London are well informed; and that we are patients until we arrive. Ambulance meeting patients’ needs as we adapt I would also like to thank Jessica Cecil Service is defined to the changing demands made of us. and Robert McFarland who have by its people and This work should enable us to be an stepped down from their roles on our the considerable integral partner in the development Trust Board after many years of achievements in of urgent and emergency care in dedicated service. I am delighted this report are a London. This is crucial now we are however to welcome two new Non- tribute to their working within the context of the Executive Board members – Professor hard work and NHS Long Term Plan which was Karim Brohi and Dr Mark Spencer – dedication. published in January 2019. We value who will bring immense clinical In May, NHS Improvement took us out the work the Patients’ Forum has expertise to their roles. One from the of “special measures” and I am provided in helping us move forward perspective of advanced trauma care, grateful for the resilience and with our strategy. the other from urgent care. They join resourcefulness our staff have As well as looking forward, we have a Board rich in experience and passion shown throughout some testing had a chance to reflect on just how who are helping us improve our years. They were rightly recognised far we have come in this milestone processes and how we are run. by CQC inspectors for going “above year, with the NHS turning 70. We are All the improvements set out in this and beyond”. no longer “ambulance drivers” but a report have been driven forward by Londoners also rate us highly. At a professional and highly skilled our Chief Executive Garrett time when the public is losing organisation. We are pioneering Emmerson. He heads a leadership confidence in institutions, people medical and technological innovation team of people with exceptional skills, have faith in us and highly value our with ambitions beyond pre-hospital knowledge and experience. Among staff. According to a survey by the care. We are not just an emergency them are Director of Operations London Assembly, nine out of 10 response service: we work to make Paul Woodrow who was awarded an Londoners have trust in London London a better and safer place. OBE in the New Year’s Honours list Ambulance Service. I am particularly proud of the work while our Head of Emergency Care To maintain that trust, it is essential we do to protect those who are Pauline Cranmer received the our workforce better reflects the vulnerable and prevent them from Queen’s Ambulance Service Medal. diversity of the patients we serve. We coming to harm. Our education team Looking back at our achievements of are committed to our Workforce Race has never been in more demand for the past year helps us to move Equality Standard action plan and the workshops they run teaching forward. We can celebrate our have launched sponsorship and schoolchildren and young people successes while learning from our mentoring schemes to help Black and about the dangers of carrying a knife. mistakes and reflect on the work we Minority Ethnic staff develop their We see first-hand the devastation still have to do. careers within the Trust. knife crime causes in our communities. None of it would be possible without This year we have met our target of Chief executive Garrett Emmerson the continuing commitment of our 15 per cent BME representation. But and I were privileged to be invited by staff but also our partners who are we are far from complacent. I HRH the Prince of Wales to Clarence working with us to deliver the best recognise the culture at London House in December to discuss knife care for those who live in, work in and Ambulance Service needs to be more crime with charities and young people visit our city. inclusive and truly reflect our values who have been affected. This event which demand we are: respectful, gave real urgency to my ambition to professional, innovative and develop this work further. collaborative. We have commissioned Responding to knife crime has also Heather Lawrence OBE a review to look at how best to seen us working collaboratively with engage stakeholders to ensure they Chair 2 London Ambulance Service NHS Trust Annual Report & Accounts 2018/19 Section one – Performance Report Chief Executive’s Foreword Following our However, not all 999 calls require an We are moving forward at a great exit from NHS ambulance. Reducing unnecessary pace – transforming our 999 ‘special measures’ trips to hospital is already a defining emergency service into one that in May 2018, this part of our strategy. We have meets the changing and complex has been a year developed pioneer services which will needs of our communities. The job of of consolidation have the potential to reduce the my team is to ensure no one is left for London proportion of patients we take to behind: our services must be well led Ambulance hospital. and staff must be supported in their Service, building demanding jobs – whether they are These bespoke services for maternity on an immense on the road, in our control rooms and patients, urgent care, mental health amount of work over the last few call centres, or working to support patients, elderly fallers and end-of-life years by all of our staff, as we these frontline teams. care mean we are providing the best continue to face significant possible care for people. They also None of the progress we have made challenges. provide the best possible value for could have happened without the Like other NHS trusts we are the tax-paying public. With that in extraordinary people who work at managing increasing public demand mind, we have delivered a balanced London Ambulance Service. I know I while striving to recruit and retain budget, meeting our control total of speak for the whole leadership team skilled staff. The squeeze on public £4.4 million. when I say it was a great honour to funding only intensifies the pressure – Digital innovation will enable us to see the Service recognised by His on our service and the wider NHS. make further improvements in care Royal Highness, The Prince of Wales For our 999 service, December and and efficiency. Ambulance crews all when he visited in November. He January have been the two busiest have iPads to help them access patient finished his visit by thanking months since our records began, with records and stay connected to everyone across all departments crews responding to more than colleagues. Better use and analysis of for the work they do every day. 100,000 incidents each month. our data is enabling us to deliver safe, It is a sentiment I can only effective and consistent care for our Demand for our 111 integrated echo as we strive towards communities. We are investing in our urgent care services is also at record becoming a world-class digital strategy and the possibilities levels. Calls to our south east London ambulance service for for our staff and our patients are both service have gone up by 14 per cent in this world-class city. inspiring and exciting. the last year while our north east service answered 67 per cent more Equally ambitious is our goal to calls in March than when it launched increase volunteering and we aim to eight months ago.
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