Towards 2020: Taking Care to the Patient Improving Access Improving Care Improving Outcomes Contents PAGE 36 Delivering the Vision
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Towards 2020: Taking Care to the Patient Improving Access Improving Care Improving Outcomes Contents PAGE 36 Delivering the Vision 5 YEAR PLAN PAGE 12 Building on Successful Partnerships and Collaborations PAGE 5 PAGE 33 Introduction Our People DEVELOPING OUR FOREWORD FROM WORKFORCE THE CHAIR AND FOR THE FUTURE CHIEF EXECUTIVE ABOUT US PAGE 20 PAGE 38 OUR VISION FOR 2020 Resourcing Towards 2020 our Plans OUR VISION AND ASPIRATIONS PAGE 8 PAGE 24 Our Story so Far Delivering Improved Outcomes WORKING TOGETHER FOR BETTER PATIENT CARE OUR CLINICAL MODEL PAGE 39 Glossary 2 A Strategic Framework for 2015-2020 Scottish Ambulance Service 3 Introduction Foreword from our Chair and Chief Executive The Scottish Ambulance Service recognises that Delivering the ‘2020 Vision’ requires it has a significant contribution to make to the whole system transformation and as a Service effective delivery of this strategy as a frontline we recognise the need to work differently to service providing emergency, unscheduled and deliver emergency, unscheduled and scheduled scheduled care 24/7. This five year strategic care in this context. We cannot deliver in framework describes how we plan to do that in a isolation and will need to work effectively in way that supports the national quality ambitions partnership with NHS Boards, Health and Social for person-centred, safe, and effective care. Care partnerships, patients, communities, and other public and voluntary agencies to deliver By 2020 we aim to: this vision. improve access to healthcare; We are committed to continuing to provide a Scottish Ambulance Service that is flexible and improve outcomes for patients – specifically responsive, innovative and open to learning, cardiac, trauma, stroke, mental health, respiratory, skilled and resourced to respond to clinical frailty and falls; need, and one that can effectively support an The Scottish integrated health and social care system. evidence a shift in the balance of care by Government vision: taking more care to the patient; ‘2020’ is based on the fundamental principle that care should be appropriate to need enhance our clinical skills as a key and “By 2020, everyone is able to live longer, healthier and where that care is delivered should be integral partner working with primary and lives at home or in a homely setting. We will have appropriate, which may not be in a hospital secondary care; a healthcare system where we have integrated setting. The Scottish Ambulance Service has a health and social care, a focus on prevention, key contribution to make in terms of taking care develop our Service as a key partner with anticipation and supported self-management. to the patient. Our ability as a 24/7 healthcare newly formed Integration Boards; When hospital treatment is required, and cannot provider to provide face-to-face assessment and be provided in a community setting, day case collaborate with other partners including diagnostics, to determine need and to treat, route treatment will be the norm. Whatever the setting, the voluntary sector and the other blue light and/or refer patients to anticipatory or definitive care will be provided to the highest standards emergency services as part of a contribution care more effectively is critical in supporting this of quality and safety, with the person at the to shared services and public service reform; approach. centre of all decisions. There will be a focus on ensuring that people get back into their home or build and strengthen community resilience; This strategic framework “Towards 2020: community environment as soon as appropriate Taking Care to the Patient” outlines our with minimal risk of re-admission.” expand our diagnostic capability and use approach to delivering clinically focused, of technology to improve patient care; and high quality care for patients, and developing our future workforce to meet the changing and develop a more flexible, responsive and integrated complex landscape of health and social care scheduled Patient Transport Service. for Scotland. 4 A Strategic Framework for 2015-2020 Scottish Ambulance Service 5 Introduction Our Vision: “Towards 2020: Taking care to the Patient” Our Mission To deliver the best ambulance services for every person, every time Our NHS Values Care and Compassion, Equality, Dignity and Respect, Openness, Honesty and Responsibility, Quality and Teamwork Our Goals To ensure our patients, Expand our diagnostic Continue to develop Evidence a shift in To reduce Develop a model staff, and the people capability and the a workforce with the the balance of care unnecessary variation that is financially who use our services use of technology to necessary enhanced through access in service and tackle sustainable and fit have a voice and can enhance local decision and extended skills to alternative care inequalities delivering for purpose in 2020. contribute to future making to enable more by 2020 to deliver the pathways that are some services “Once service design, with care to be delivered highest level of quality integrated with for Scotland” where people at the heart of at home in a safe and and improve patient communities and with appropriate. everything we do. effective manner. outcomes. the wider health and social care service. Our SAS Way Person-centred Safe & Effective Quality and Collaborative Fair and Equitable Value driven Outcome Focused About us The Scottish Ambulance Service Our air ambulance service We employ over 4,300 highly responds to around 1.8 million undertakes around 3,500 skilled staff and operate across calls for emergency and non- missions and we co-ordinate the whole of mainland Scotland emergency assistance each delivery of the ScotSTAR and its island communities, year and attends nearly 700,000 Specialist Transport and supporting 14 territorial Health emergency and unscheduled Retrieval Service for Scotland Boards. We are helped by over incidents. Of these over 500,000 which transfers 2,300 of the 1,200 volunteers working in are emergencies. We transfer most seriously ill patients to roles such as community first around 90,000 patients between specialised treatment. Our responders and volunteer car hospitals each year and Patient Transport Service takes drivers. respond to over 150,000 urgent over 1.1 million patients to requests for admission, transfer and from scheduled hospital and discharge from GPs and appointments each year. hospitals. 6 A Strategic Framework for 2015-2020 Scottish Ambulance Service 7 Our Story so Far “Working together for Better Patient Care” In 2010, the Scottish Ambulance Service Emergency and Unscheduled Care frail and elderly patients who have fallen along In April 2014, ScotSTAR, (The Specialist published “Working Together for Better Patient with the publication of a guidance booklet and Transport and Retrieval Service for Scotland) Care” a five year strategic framework which was A range of improvements in Pre-Hospital resource tool “Making the Right Call for a Fall” was launched, bringing together neonatal, fully aligned to the national NHS Scotland Quality Cardiac Care have been achieved. By supporting has improved care for many non-injured elderly paediatric, and Emergency Medical Retrieval Strategy. We have made significant progress in the development and implementation of national fallers and enabled referral into local health and Service (EMRS) teams under the co-ordination delivering the commitments made within this pathways for Optimal Reperfusion, clinical social care systems with access to assessment, of the Scottish Ambulance Service. This provides strategy and in redesigning the way we deliver outcomes for patients suffering myocardial prevention and ongoing care packages. Overall, a vital road and air service for critically ill care. The Scottish Government’s 2020 Vision infarction have improved significantly. In addition, the percentage of patients over the age of 65 patients, taking the skills of specialist clinicians builds on the framework set out in the NHS our work in partnership with NHS Lothian taken to hospital across the whole of Scotland directly to patients to enhance their treatment Quality Strategy. to improve clinical intervention through the as a result of a non-injured fall has reduced and ensure patients reach specialist centres development of the 3RU model (Rapid Response from around 80% in April 2012 to around 66% of excellence first time. Closely linked to this This next iteration of our strategy, “Towards 2020: Resuscitation) has enhanced the treatment of Out in April 2014. We have had notable success we have been working with regional and national Taking Care to the Patient”, continues to reflect of Hospital Cardiac Arrest (OHCA), contributing in Argyll, Edinburgh City, and Lanarkshire where planning to develop a major trauma network those aspirations and positions the Scottish to an improved survival rate in adults. The rate our staff have worked alongside community across Scotland. Ambulance Service as a key enabler in shifting for patients arriving at hospital with a pulse based teams to support management of these the balance of care away from acute hospitals following resuscitation from cardiac arrest in patients at home and identify and refer to the As a key objective from “Working Together into local communities and improving patients’ Edinburgh is 29% this year against a national appropriate services to put solutions in place for Better Patient Care”, we have invested experience of healthcare. Scotland average of 18%; this is world class to prevent future falls. This work in partnership in significant development across our three performance. with local community based teams has led to Ambulance Control Centres (ACCs), including In “Working Together for Better Patient Care”, minimal number of patients finding the need the introduction of 24/7 clinical advisor support we set out a vision to deliver the best patient Improving the triage and deployment of for further 999 calls. and establishing a dedicated specialist services care for people in Scotland, when they need us, appropriately skilled staff and vehicles to ensure and trauma coordination desk improving the where they need us.