Ambulance Response to Stroke
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MINUTES of the Meeting of Health Scrutiny Committee Held at the Council Chamber, Brockington, 35 Hafod Road, Hereford on Thursday, 8Th December, 2005 at 10.00 A.M
COUNTY OF HEREFORDSHIRE DISTRICT COUNCIL MINUTES of the meeting of Health Scrutiny Committee held at The Council Chamber, Brockington, 35 Hafod Road, Hereford on Thursday, 8th December, 2005 at 10.00 a.m. Present: Councillor W.J.S. Thomas (Chairman) Councillor T.M. James (Vice-Chairman) Councillors: Mrs. W.U. Attfield, G.W. Davis, P.E. Harling, Brig. P. Jones CBE, R. Mills, Ms. G.A. Powell and J.B. Williams In attendance: Councillors W.L.S. Bowen, M.R. Cunningham, P.J. Dauncey and Mrs. C.J. Davis 20. APOLOGIES FOR ABSENCE Apologies were received from Councillor G. Lucas. 21. NAMED SUBSTITUTES There were no named substitutes. 22. DECLARATIONS OF INTEREST Councillor W.L.S. Bowen declared an interest as a Non –Executive Member of the Hereford Hospitals NHS Trust Board. 23. MINUTES RESOLVED: That the Minutes of the meeting held on 22nd September, 2005 be confirmed as a correct record and signed by the Chairman. 24. SUGGESTIONS FROM MEMBERS OF THE PUBLIC ON ISSUES FOR FUTURE SCRUTINY No suggestions were made. 25. PRESENTATION BY HEREFORD AND WORCESTER NHS AMBULANCE TRUST Mr Russell B Hamilton, Chief Executive of the Hereford and Worcester NHS Ambulance Trust had been invited to advise the Committee on options being considered to manage the Trust’s financial situation. He was accompanied by Mrs Frances Martin, Director of Service Delivery and Operations. The invitation had been prompted in part by reports in the press that the Trust was proposing to close/relocate the four existing ambulance stations at Bromyard, Kington, Ledbury and Ross-on-Wye. -
NHS Ambulance Services
Report by the Comptroller and Auditor General NHS England NHS Ambulance Services HC 972 SESSION 2016-17 26 JANUARY 2017 Our vision is to help the nation spend wisely. Our public audit perspective helps Parliament hold government to account and improve public services. The National Audit Office scrutinises public spending for Parliament and is independent of government. The Comptroller and Auditor General (C&AG), Sir Amyas Morse KCB, is an Officer of the House of Commons and leads the NAO, which employs some 785 people. The C&AG certifies the accounts of all government departments and many other public sector bodies. He has statutory authority to examine and report to Parliament on whether departments and the bodies they fund have used their resources efficiently, effectively, and with economy. Our studies evaluate the value for money of public spending, nationally and locally. Our recommendations and reports on good practice help government improve public services, and our work led to audited savings of £1.21 billion in 2015. NHS England NHS Ambulance Services Report by the Comptroller and Auditor General Ordered by the House of Commons to be printed on 24 January 2017 This report has been prepared under Section 6 of the National Audit Act 1983 for presentation to the House of Commons in accordance with Section 9 of the Act Sir Amyas Morse KCB Comptroller and Auditor General National Audit Office 23 January 2017 HC 972 | £10.00 This report reviews the progress that the NHS ambulance services have made since our previous report and that of the Committee of Public Accounts. -
Workplace Culture at Southwestern Ambulance NHS Foundation Trust. an Independent Report Commissioned By
Workplace Culture at Southwestern Ambulance NHS Foundation Trust. An Independent Report Commissioned by in partnership with October 2018 Professor Duncan Lewis Plymouth University Business School & Longbow Associates Ltd Executive Summary This is a study and not an enquiry and the researchers have no jurisdiction to suggest sanctions or actions, instead to report and advise on what they have found and to make any recommendations where appropriate. Any reports from staff shared with the research team are done so without any further investigation. This report is the outcome of a four-month study into workplace culture at South Western Ambulance Service NHS Foundation Trust (SWAST). A major feature of the study is the need to understand perceived organisation culture in relation to workplace behaviour in the Trust. The study deployed a mixed-methods approach of staff survey and over 120 hours of one- to-one telephone interviews generated through contacts from completed surveys (self- generated interview requests). The data gathered using these methods have been used to produce this report. It is important that readers recognise that this is a cross-sectional study – a snapshot in a moment in time from a sample of staff at SWAST. The staff who responded, as with any survey, self-select to take part. All staff were invited to take part and thus it was not a random sampling approach. The data has been used to produce an assessment of responses to questions/issues known to be associated with aspects of workplace culture that can lead to matters associated with bullying and harassment but, because of its cross- sectional nature, the data cannot be used to indicate cause and effect associations. -
UK Ambulance Service Pre-Registration Programmes 64677 Ambulance Trust Reportv3:63630 Annualmon 27/1/11 16:34 Page B
64677 Ambulance Trust ReportV3:63630 AnnualMon 27/1/11 16:34 Page A Review of approval and monitoring 2007–10 UK ambulance service pre-registration programmes 64677 Ambulance Trust ReportV3:63630 AnnualMon 27/1/11 16:34 Page B Contents Introduction 2 About us (the Health Professions Council) 2 Our main functions 2 Brief overview of the approval and monitoring processes 2 About this document 3 Review of approval activities 5 Background to the programme of visits 5 Preparation for the programme of visits 6 Outcomes of visits 6 The evidence base 6 The impact on resources and timeframes for the approval process 7 Feedback from ambulance services 10 Time taken to complete approval process 11 Communication and information 11 Pre-visit stage 12 The visit 14 The post-visit stage 14 Education provider feedback conclusions 15 Standards of education and training 15 Standards of proficiency 19 Standards of proficiency: further analysis 21 Conclusions on SOPs data 24 Conclusions from the review of visits 24 IHCD as a curriculum-setting body 25 64677 Ambulance Trust ReportV3:63630 AnnualMon 27/1/11 16:34 Page 1 Review of annual monitoring activities 26 The history leading to the annual monitoring of pre-registration education and training delivered by UK ambulance services 26 Brief overview of the annual monitoring process 26 Outcomes from the UK ambulance service annual monitoring process 27 Evidence base 27 The impact on resources and timeframes for the annual monitoring process 27 Standards of education and training 29 Analysis of Visitor comments -
Introduction by Rod Barnes
17 Foreword from Wyn Dignan Introduction by Rod Barnes Chair of North West Ambulance Service Chief Executive Yorkshire Ambulance Service Chair of Northern Ambulance Alliance Chief Executive Northern Ambulance Alliance Programme Board As the first Chair for the Northern Ambulance I’m delighted to be contributing to the first annual Alliance, it is a pleasure for me to be able to take the report of the Northern Ambulance Alliance. I believe time to applaud the efforts of North East Ambulance it is a real testament of our commitment to ongoing Service, North West Ambulance Service and improvement and best practice that we, as three Yorkshire Ambulance Service, as they complete independent organisations, have been able to join their first year, working in partnership, for the benefit together to share our skills and expertise for the of patients across the North of England. greater good of us all. In recognising the current pressures that are evident in the health From the outset, our ambition has been to do better and to be better sector, it has shown a real innovative and determined spirit within and having the Alliance has presented us with a real possibility to our three Trusts that they have formed the Alliance, giving them the apply that thinking to the delivery of a patient-centred, efficient and opportunity to work together to address these challenges in the forward-looking service. most productive way. Our colleagues have undertaken to work together in each functional By taking the initiative with this tri-party approach, they are able to area to share best practice and to identify opportunities for making share best practice and make the most of the combined expertise of improvements in our ways of working. -
London Ambulance Service NHS Trust
London Ambulance Service NHS Trust Medical Directorate Executive Office Headquarters 220 Waterloo Road London SE1 8SD Tel: 020 7783 2083 IMPORTANT INFORMATION 13 September 2019. TO: Emergency Departments Pan London. FROM: London Ambulance Service. Re: Inter-Facility Transfers Dear Colleagues, Every day there are many occasions when ambulance trusts are required to undertake an urgent or emergency conveyance of a patient as a result of a call from a healthcare professional (HCP) or from a healthcare facility (IFT). Currently the process for these transfers is subject to local arrangements. As a component of the ARP two new national frameworks for the ambulance trust response to HCP and IFT requests for ambulance attendance and conveyance have been drafted by the Association of Ambulance Chief Executives and approved in collaboration with ambulance commissioners, NHS England and NHS Improvement and other key stakeholders. The purpose of these frameworks is to support the development of local agreements that are more consistent nationally and which provide HCP and IFT requested conveyance in a timeframe that is equitable with other patients accessing 999 ambulance services. IFT New Process and Standards There are now 4 levels of inter-facility response. IFT Level 1 (IFT1) Category 1 This level of response should be reserved for those exceptional circumstances when a facility is unable to provide immediate life-saving clinical intervention such as resuscitation or in the case of a declared obstetric emergency and requires the clinical assistance of the ambulance service in addition to a transporting resource. These requests should be made by phoning 999 where the call will be triaged by the ambulance service. -
Information for Candidates APPOINTMENT of NON
NHS Trust Non-executive Director Information for Candidates APPOINTMENT OF NON-EXECUTIVE DIRECTOR OF WELSH AMBULANCE SERVICES NHS TRUST NHS Trust Non-executive Director Diversity Statement The Welsh Government believes that public bodies should have board members who reflect Welsh society - people from all walks of life - to help them understand people's needs and make better decisions. This is why the Welsh Government is encouraging a wide and diverse range of individuals to apply for appointments to public bodies. Applications are particularly welcome from all under-represented groups including women, people under 30 years of age, members of ethnic minorities, disabled people, lesbian, gay, bisexual and trans people. Positive about Disability The Welsh Government operates a Positive about Disabled People scheme and welcome applications from people with disabilities. The scheme guarantees an interview to disabled people if they meet the minimum criteria for the post. The application form also enables you to detail any specific needs or equipment that you may need if invited to attend an interview. NHS Trust Non-executive Director Background and Context The Welsh Government’s vision for the NHS in Wales is “to create world-class health”. This vision is set out in Together for Health, and is based on providing more community services closer to home, alongside specialist centres of excellence, which give better results for patients. Who does what in the NHS in Wales? The Minister for Health and Social Services is responsible for all aspects of the NHS in Wales. Details of the Ministers responsibilities can be found here http://gov.wales/about/cabinet/cabinetm/markdrakeford The National Delivery Group, forms part of the Welsh Government’s Health and Social Services (HSSG) Group, and is responsible for overseeing the development and delivery of NHS services across Wales. -
Edition 15, 29 July 2005 Welcome to the ASA News Diary Online. in This
Edition 15, 29 July 2005 Useful links Welcome to the ASA News Diary online. Department of Health In this issue: Reconfiguration of Ambulance Services in England Healthcare Commission Star ratings published ASA debrief event on 7/7 announced Announcement on the reconfiguration of Ambulance Services in England The Department of Health issued the document, Commissioning a Patient-led NHS yesterday. Its focus is on creating changes in the way services are commissioned by front-line staff to reflect patient choices. Healthcare Commission publishes star ratings for To ensure improvements in commissioning, progress the work ambulance services with Local Authorities on the White Paper, Choosing Health, and ensure savings in overhead costs, NHS organisations will be The Healthcare Commission required to change and develop. The expected result is to see published the annual star improvements in health and in services. ratings of performance for NHS Trusts in England on The programme will involve the reconfiguration of PCTs and Wednesday. The results for SHAs which will be done alongside the reform to the ambulance ambulance services show services detailed in the Department of Health’s Taking that 13 services have Healthcare to the Patient. achieved the highest rating of three stars, an increase of The timetable for the reconfiguration including for the three Trusts on the previous ambulance services is detailed on page 10 of the document year. Six ambulance from the DH website. Additionally, Paragraphs 36/37 of the services have been awarded document refers to Taking Healthcare to the Patient and the two stars, however 12 out of reduction of at least 50% of Ambulance Trusts which will also the 31 services have have the opportunity to move towards Foundation status. -
Russell Lobjoit MET00014397.Pdf
OFFICIAL Statement of: LOBJOIT, RUSSELL Form MG11(T) Page 1 of 17 WITNESS STATEMENT Criminal Procedure Rules, r27.2; Criminal Justice Act 1967, s.9; Magistrates' Courts Act 1980, s.5b Statement of: LOBJOIT, RUSSELL Age if under 18: Over 18 (if over 18 insert 'over 18') Occupation: HART OPERATIVE This statement (consisting of 17 page(s) each signed by me)is true to the best of my knowledge and belief and I make it knowing that, if it is tendered in evidence, I shall be liable to prosecution if I have wilfully stated in it anything which I know to be false, or do not believe to be true. Signature: R LOBJOIT Date: 29/03/2018 Tick if witness evidence is visually recorded El (supply witness details on rear) This is my account of the fire that occurred at Grenfell Tower on WEDNESDAY 14 JUNE 2017. I will mention a number of people all of whom work for the LAS. CAD 247/14JUNE201 7 On THURSDAY 29th MARCH 2018 I was interviewed by DC Nay JOHAL and PC Gemma RYAN at LONDON AMBULANCE SERVICE HART BASE,ISLE WORTH. Below is a detailed summary of my account. I was able to refer to my notes and an event log, reference 0483-2000, whilst providing this statement to Police. I will refer to the following item in this statement, which I exhibit: • RSL/01 — Map of area around Grenfell Tower • RSL/02 — One(1) disc containing 26 photographs of incident at Grenfell Tower • RSL/03 — Notes I made after attendance at Grenfell Tower I have been in the LONDON AMBULANCE SERVICE(LAS) for almost thirteen(13) years, starting as Signature: R LOBJOIT Signature witnessed by: 2018 OFFICIAL MET00014397_0001 OFFICIAL Statement of: LOBJOIT, RUSSELL Form MG11(T) Page 2 of 17 a paramedic technician. -
The Future of the London Ambulance Service a Strategic Review
Health and Public Services Committee The future of the London Ambulance Service A strategic review December 2011 Health and Public Services Committee The future of the London Ambulance Service A strategic review December 2011 Copyright Greater London Authority December 2011 Published by Greater London Authority City Hall The Queen’s Walk More London London SE1 2AA www.london.gov.uk enquiries 020 7983 4100 minicom 020 7983 4458 ISBN 978-1-84781-481-4 This publication is printed on recycled paper Cover photograph courtesy of London Ambulance Service NHS Trust Health and Public Services Committee Members Victoria Borwick (Chair) Conservative Navin Shah (Deputy Chair) Labour Richard Barnbrook Independent Richard Barnes Conservative Andrew Boff Conservative Nicky Gavron Labour The Health and Public Services Committee agreed the following terms of reference for a review of the London Ambulance Service in March 2011: To examine the operational, financial and organisational challenges facing the London Ambulance Service and consider how these can be met; To consider what role the Mayor of London should have in relation to the governance, commissioning and delivery of the London Ambulance Service. The Committee would welcome feedback on this report. For further information contact Richard Berry on 020 7983 4199 or [email protected]. For media enquiries contact Lisa Moore on [email protected] or Julie Wheldon on [email protected], or phone 020 7983 4228. Contents Chair’s foreword 7 Executive summary 9 1 Introduction -
Bringing Together Skills, Expertise and Shared Knowledge in UK Ambulance Services I
Bringing together skills, expertise and shared knowledge in UK ambulance services I 2 Association of Ambulance Chief Executives (AACE) Annual Report 2015-2016 INTRODUCTION The Association of Ambulance Chief Executives (AACE) had a busy year during 2015-16, as ambulance INTRODUCTION services across the UK faced unprecedented challenges in terms of demand, funding and expectations from strategic stakeholders and the public alike. Despite these testing times, our members have continued to work together to push forward in making improvements that will benefit patients, better support staff J and realise efficiencies within the wider health system in the long run. With a small central team focusing on strategic priorities, AACE remains dedicated to facilitating continual improvement in the ambulance sector by providing the best possible support for all of our members, while representing them at national and governmental level. Provision of consultancy advice to individual services continued to increase in 2015-16 generating much needed funds to enable us to expand our range of activities on behalf of members and remain financially viable. Our membership was maintained throughout the year, although we bade farewell to two of our Chief Executives: Sue Noyes and Bob Williams; and three Chairs: Della Cannings QPM, Richard Hunt CBE and Tony Thorne - we are grateful for their support and input throughout their time as members of AACE, particularly to Della who Chaired the AACE Council and the Chairs group and was a member of the AACE Board for several years. We welcomed one new CEO in 15-16: Robert Morton, as Anthony Marsh QAM stepped down from his interim CEO role in the East of England (see pages 24-27). -
Ambulance Service 2020
Ambulance Service 2030: The Future of Paramedics Andy Newton Submitted to the University of Hertfordshire in partial fulfilment of the requirements of the degree of PhD November 2013 ________________________________________ Abstract ________________________________________ Some innovations are termed ‘disruptive’, a designation that is normally applied to technology; examples include computers, digital cameras, and mobile phones. The term can also be applied to groups of workers, particularly if they are able to offer specific technical capabilities within a market at lower cost, but broadly equal and effective to that offered by traditional products or services. Paramedics could be described in this way and are a newly professionalised group, with distinctive capabilities in terms of responding to the needs of not just the acutely ill and injured, but increasingly those patients with undifferentiated non-life- threatening conditions, which increasingly make up the bulk of 999 call demand. The key to their transition from an artisan, skilled worker to professional status is the acquisition of certain ‘hallmarks’. Perhaps the most important of these is the completion of more prolonged education that affords the opportunity to graduate with enhanced decision-making and other clinical skills in order to meet the needs of the full spectrum of patients in the pre-hospital setting. Paramedics were surveyed to determine how they rated their ‘traditional’ preparation and to establish what their attitudes were to a more educationally based approach. Paramedics themselves proved to be realistic regarding shortcomings in established training and education systems, while also being strongly motivated to learn more i within a higher education setting, particularly if this additional effort would result in being able to offer a wider range of care to their patients.