Leadership Message from David Allen

David Allen

Our vision is that we are trusted to deliver compassionate care and you are achieving this day in and day out. This has been recognised by the CQC, as we are OUTSTANDING FOR CARE, yet again. This is down to your absolute commitment of delivering our mission and goal of providing holistic, high quality clinical care, at the time patients need it with compassion.

Our people within EEAST are our greatest asset, and we want to know what you think and how we can improve our service, in relation to our goals of providing better care, valuing our people, improving performance and delivering value for money.

You are all leaders in this organisation with multiple skill sets and knowledge, that we can utilise to improve our service and be the best.

Please take every opportunity to discuss with yourselves and your leadership teams, to escalate any ideas for improvement - they all matter. This can be anything and was evidenced this week, as a staff member's Quality Improvement idea of a Maternity Action Card has come to fruition and been released. This recognises how a clinician's bandwidth is tested in certain situations and this action card will look to limit the effect of human factors, keeping practice safe and effective.

Equally committed to improvement, over the last year we have rolled out safety huddles, to improve engagement and communication. The People & Vehicle Support Hub (PVSH) supports our people more effectively and Intelligent X-Rays, to reduce late finishes, to name just a few.

We are also working on more change that links in to our goals. One in particular, which I will highlight, is reducing our job cycle time to increase availability of hours across the region. This leads to a further decrease in late finishes and a better response to our patients. One of the ways to do this, is by reducing our on scene times, in particular with our time sensitive patients.

You should have heard about the 10/10 approach, through communication with your leadership team and safety huddles. This means 10 minutes to assess your patient and make a decision and then 10 minutes to move the patient into the ambulance and leave scene, leading to a 20 minute on scene time. This was trialled in one locality with stroke patients and reduced our average on scene time from 32 minutes to 18 minutes, whilst also reducing the average on scene time overall, through quicker decision making and effective referral to the most appropriate pathway.

The 10/10 approach is suitable for all time sensitive patients and hopefully we continue to see a region wide reduction in on scene times, to improve patient outcomes.

We have had more success this week with our nominations for two HSJ awards, in the Reservist Support Initiative and Health and Local Government Partnership, showing our commitment to excellence in healthcare.

I have been out on several ambulance shifts this month and your current concerns regarding 111 calls and hospital delays have really resonated. It is important you know, that we take this seriously and are consistently raising these issues with our provider and commissioner colleagues, to work with them on solutions.

Finally, as we head into the August Bank Holiday, thank you for your hard work and dedication - I hope you enjoy any time off with your families.


Published 23rd August 2019

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