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This Month...INCREDIBLE CALL ANSWERING PERFORMANCE ON This Month.... January 2019 Changes in Clinical Support and Leadership Trust to Invest in Mental Health Wellbeing INCREDIBLE CALL ANSWERING PERFORMANCE ON NYE AND BEYOND What Does Future Fit Mean for WMAS? New figures show the excellent level of performance in the Trust’s control rooms throughout the year...page 3 Strategic Capacity Cell to be Launched Almost 500 New Staff Family are Reunited with Lifesaving Crew Some Hospitals are Continuing to Struggle Meet Our New Medical Director Staff Remember Mark Got a story? Tell the PRESS OFFICE by calling 01384 246 496 or 07909 528 550 - alternatively email [email protected] GotGot aa story?story? TellTell thethe PressPress Office:Office: 0138401384 246246 496496 oror 0790907909 528528 550550 oror emailemail [email protected]@wmas.nhs.uk Top stories……. Changes in Clinical Support and Leadership The Trust has made a number of changes to its senior clinical leadership which took effect on 1st January 2019. Jason Wiles, Head of Patient Safety is undertaking the role of Lead Paramedic on secondment, working within the Strategic Operations directorate. Jason said: “I am very much looking forward to the challenge and reward of working closely with the new Medical Director and senior colleagues to drive strategic workstreams to improve patient care across the Trust”. Simon Taylor, Clinical Standards Manager, is to undertake the role of Head of Patient Safety on secondment working within the Corporate and Clinical Directorate and said: “I wish to continue the excellent work already started by Jason. Stepping into this role is an exciting challenge, but I’m lucky in that I have a great team to work with”. Christina Clinton, Patient Safety Officer, is to undertake the role of Clinical Standards Manager on secondment. She said: “I am pleased to be continuing with my patient safety work within the Corporate and Clinical Directorate and look forward to the challenges the new role of Clinical Standards Manager will bring with it.” Pictured (l-r): Jason Wiles, Christina Clinton and Simon Taylor. Trust to Invest in Mental Health Wellbeing After the success of the employment of two dedicated physiotherapists to support staff, the Trust has now agreed to invest further in supporting the mental health and wellbeing of staff by creating two new psychotherapist roles. According to the charity Mind, ambulance staff are twice as likely to suffer from mental health problems than the public. Research has also shown that staff are less likely to reach out for support. Kim Nurse, Director of Workforce and Organisational Development, said: “We have known for some time that helping staff to remain healthy has benefits for individuals at both home and work. We’ve already seen the value that taking on two physiotherapists has had on the wellbeing of staff; and therefore believe that staff will benefit from having early access to preventive and supported mental health services also. Mental health and wellbeing issues now account for nearly 20% of all days of absence each year with cases ranging from stress and anxiety, through to mental health illness such as clinical depression resulting from traumatic incidents and being assaulted. This investment is a really positive step forward for the organisation which I am sure staff will welcome.” Trust Chief Executive, Anthony Marsh, added: “I am delighted that the Trust will be investing in both the physical health and mental health and wellbeing of our staff. The research is quite clear that these factors are often inter-related, so the employment of two psychotherapists can only be a good thing.” The employment of the latest psychotherapists is the latest in a serious of measures to help staff, which includes: • Staff Advice and Support Service (SALS) provides peer debriefing and support. • Managers and HR have access to the full range of interventions available and can initiate urgent appointments to ensure there are no delays. • Staffside Representatives can signpost and provide peer support. • The Listening Centre can provide up to six sessions with a qualified psychotherapist counsellor. Additional sessions can be provided where this is considered appropriate. • Remploy offers a free service supporting employees to stay in work. • TASC the ambulance service charity provides mental health medical interventions. • Mind Blue Light Emergency service programme will sign post to the appropriate support and provide medical interventions. • “Sapper” is a military charity which will provide support for ex-military personnel particularly in terms of PTSD. 2 Top Stories……. Incredible NYE Call Answering Performance Continues Throughout Year Despite it traditionally being the Trust’s busiest night of the year, the weeks and months of planning and preparation paid off on New Year’s Eve as calls were answered in an average of just one second across Tollgate and Millennium Point Emergency Operations Centres. The performance came despite a 3.5% increase in calls between 7pm and 6am with 2,140 999 calls coming in during that timeframe compared to 2,068 12-months earlier. This was in contrast to New Year’s Day where there was a fall in call numbers with 4,152 being taken, down 290 compared to 2018. It should not come as a particular surprise though, given new figures being released that show just how strong call answering performance is within the Trust all year round. The below figures show the number of times callers waited over two minutes before their call was answered. Head of EOCs, Jeremy Brown, said: “While it is clear that it is never good that people wait over two minutes for a call to be answered, the fact that so few happen in the West Midlands shows the outstanding performance from the staff in our two EOCs. It has to be remembered that we now take around 100,000 calls a month so to have so few is excellent. It is also clear that the decision to invest in additional call handling staff has paid dividends. It is worth noting these figures because at the end of the day, if we don’t answer the calls Trust April May June July Aug Sept Oct Nov Dec Total quickly, we can’t help WMAS 9 34 29 39 8 22 50 26 36 253 patients. Think of a YAS 39 85 260 29 21 25 26 7 4 496 cardiac arrest patient; if we NEAS 21 24 45 84 76 89 68 58 49 514 take over two minutes to EMAS 46 27 22 53 78 59 203 131 155 774 answer the call, we have SWAS 64 284 127 161 114 59 203 131 155 774 reduced the chances of EoE 27 64 100 325 104 181 119 467 31 1,418 that patient surviving by SCAS 63 245 254 527 269 215 232 152 192 2,149 20%, so it is vital that we LAS 446 522 1167 1569 380 476 368 192 254 5,374 answer calls as quickly as SEC 975 810 845 1032 568 440 396 282 1173 6,521 we can.” NWAS 832 944 1085 1236 1003 1023 988 680 799 8,590 What Does the Future Fit Decision Mean for WMAS? Plans have been given the go change the way hospital services in Shropshire and Telford & Wrekin are organised. The decision by the Joint Committee of Shropshire and Telford & Wrekin Clinical Commissioning Groups on the ‘Future Fit’ project means that Princess Royal Hospital in Telford will become a dedicated Planned Care site with an urgent care centre while Royal Shrewsbury Hospital will become a specialist Emergency Care site. It also means PRH will lose its A&E Department. WMAS Director of Clinical Commissioning, Mark Docherty, said: “We have been fully involved throughout the process. Part of that work was to model the additional funding we would need to ensure we are able to maintain patient safety and standards of care. The independent work by ORH means we will get funding for an additional 144 hours of ambulance time each week. We will continue to take a large number of patients with urgent medical needs to Princess Royal Hospital; it is only those with much more acute conditions that would be taken to Shrewsbury and many of those, for example major trauma patients, will continue be taken to specialist centres outside of the county. We also believe that the changes will result an improvement in the handover times for ambulance crews at A&E which have been problematic. The subsequent increase in ambulance availability will also have a positive impact on staff and patients alike.” 3 News……. Strategic Capacity Cell to be Launched A plan that will help to alleviate delays at hospitals and reduce the time ambulance crews spend trying to access alternative pathways is set to be launched in the West Midlands. Following discussions with NHS England, NHS Improvement and Commissioners, the Trust will set up a Strategic Capacity Cell which will co-ordinate patient flows and also support crews to find alternative pathways for patients. The cell will bring together the work of several systems including: • The NHS England/Improvement Winter Resilience Room which co-ordinates the management of emerging situations and briefs the national team • The Regional Capacity Management Team which co-ordinates the acute Trust EMS levels and takes an overview of hospital capacity across the region • The WMAS Strategic Operations Cell (SOC) and Hospital Desk which manages live capacity and patient flow issues in the ambulance service • HALO’s who manage ambulance turnarounds on hospital sites • Directory of Service (DOS) Leads who maintain, develop and enhance established and alternative arrangements to effectively sign post patients to the most suitable care pathways The Strategic Capacity Cell, which will be at ambulance HQ, will have access to a comprehensive range of live information feeds giving a real time regionwide overview of pressures.
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