Improvement Partnership for Ambulance Services (IPAS)

1. Improvement Partnership for Ambulance Services(IPAS) Julia R A Taylor National Programme DirectorNovember 2004

3. What is IPAS? • It is a Partnership between the Modernisation Agency and DH with Key Stakeholders • It is for Ambulance Services and their partners. • It is a small team with a large virtual team

4. Why was IPAS set up?

5. Ambulance Trusts • CHI Inspections 2002/3 nearly 40% had 5 or more ones in their CHI report. • Category A target - non compliance September 50% Oct 50% Nov 56.25% Dec 65.63% 2003 • 2002/3 Performance Ratings (50% of Trusts 0 or 1 starred)

6. Modernisation Agency • No specific support for Ambulance Trust development • Some participation in clinical programmes (e.g. CHD, Emergency Services Collaborative) • Patchy take up of O.D programmes (Leadership Centre etc.)

7. The Role of IPAS • Spread good practice throughout the Ambulance service • Develop the corporate capacity and capability of Ambulance trusts • Further integrate Ambulance services within their local Emergency Care Network and within the wider NHS

8. IPAS: Four Main Streams of Work • IPAS Affiliates • IPAS Performance Improvement Network (PIN) • IPAS Leadership Development Portfolio • Development of Good Practice Guidelines and Support the Sharing of Innovative and Good Practice

9. IPAS: Four Main Streams of Work IPAS Affiliates

10. IPAS Affiliates The IPAS Affiliates programmes was designed to support the challenged one star trusts (as the zero star already receive similar support from the Performance Development Team). For example: • One Trust needed a wide range of support from achieving key targets to handling human resource issues. We also brokered local relationships. • Another requested support on Major Incident Planning, demand and capacity, clinical governance and clinical effectiveness. • We are often requested to provide with support regarding refining their control room • Some Trusts or SHA have requested support on commissioning models The Affiliates have also provided IPAS with valuable expertise, access to their networks and assistance in the delivery of some of the IPAS work streams for example the development of the ‘Good Practice Guidelines’.

11. IPAS: Four Main Streams of Work IPAS Performance Improvement Networks (IPAS PIN)

12. IPAS Performance Improvement Network (PIN) • Directors of Operations: ‘Greater Manchester Ambulance Service proposal outlines incremental changes in the management of Category C incidents, including changes in the performance standard. The approach has been developed in conjunction with neighbouring Ambulance Trusts Lancashire, Mersey and West Yorkshire as part of the Improvement Partnership for Ambulance Services (IPAS) northern group. ‘

13. Clinical Governance Leads • New started in Sept • Four regions • Meeting Monthly until March • Theme based sharing of information

14. PPI Leads • ‘Very worthwhile, just sorry that agency wont be around to run another day like this’ • ‘Thanks for organising the event, and giving us a nudge to take more action in future’ • What were the high spots?‘Networking. Not feeling alone. Being comforted by sharing views and ideas – knowing we are all going in the same direction’ • ‘Networking, sharing information. Well set up’ • ‘Hearing how other services operate, learning about PALS and making new contacts’

15. IPAS: Four Main Streams of Work IPAS Leadership Development Portfolio

16. IPAS Leadership Development Portfolio Key Principles influencing the development of the Portfolio are: • Integration with the wider NHS • Maximising the use of tried and tested products • Identifying significant gaps and resolving them • Focussing support on zero starred and CHI challenged organisations.

17. IPAS Leadership Development Portfolio Ranges from Coaching for CEs to Health economy, multi-organisational development programme. IPAS SaM: 14 organisations, 200 Staff

18. IPAS SaM Feedback CE: ‘The IPAS Programme could not have come at a better time. As soon as I heard about the programme we decided to send all senior and middle managers despite the practical difficulties that this would present. Furthermore we identified a number of junior managers whose career development would benefit from this investment. I was not only pleased that IPAS were able to help support the Trust through the programme but that they took the time to engage the Trust and participants in the identification of those areas to be covered.’

19. IPAS SaM Feedback • I found the course to be an invaluable driver to question both my deepest beliefs and to provide a staging platform for further management development. • I have now learnt my role as a manager, how to manage others, far more about myself than I ever knew before and the most important thing for me was the way I manage others, I have completely change my approach to managing my staff. before IPAS I now realise I did very little listening, made light humour of situations to try and defuse situations instead of tackling them and preventing them happening again. thanksto IPAS I feel that I am better manager, understand others and their needs and I will share the experience and knowledge I have gained from this course with all staff within the trust. • I now have the direction and drive that was lacking in my ability, to take on my role and work within the management team as a more confident and productive member. I feel that all levels of management would benefit from the course and hope that it can be maintained for future staff development". • I just wanted to let you know that I found the course absolutely brilliant. I have now learnt several skills, which I plan to put into action • We have a great service but I think after attending this course and putting some of the skills into practise we will be even better.

20. IPAS: Four Main Streams of Work • Development of Good Practice Guidelines and Support the Sharing of Innovative and Good Practice

21. Development of Best Practice Guidelines and Support the Sharing of Innovative and Best Practice • ‘Best Practice Guidelines on Ambulance Operations Management’ • ‘Human Resource Guidelines for Ambulance Services’. To assist in the delivery and measurement of your HR Services from IWL to CNST. • ‘Driving Change’ Good Practice Guidelines for PCTs on Commissioning Arrangements for Emergency Ambulance Services and Non-Emergency Patient Transport Services’

22. What Other Support does IPAS offer? • Broker Relationships • Information / good practice sharing • IPAS website / www.modern.nhs.uk/ambulances • Events: e.g. National Learning Exchanges, Training and Development, Commissioning

23. How do We Work with Others • Share of knowledge of individual Ambulance Trusts • Share our knowledge of generic Ambulance Issues • Discuss how best to engage Ambulance Trusts

24. What Next? • Leadership Development Portfolio…. • Website….. • PINs…. • Affiliates…. • Focus (and a neutral party)…. • Sharing of Good Practice…. • Influencing others….

25. Its up to you…. • ‘hope that it can be maintained for future staff development’ (IPAS SaM) • ‘Very worthwhile, just sorry that Agency won’t be around to run another day like this’ (PPI) • ‘Thanks for organising the event, and giving us a nudge to take more action in future’ • What were the high spots? ‘Networking’

26. IPAS website ; www.modern.nhs.uk/ambulances

27. For Further Information Contact • Julia R A Taylor National Programme Director Mobile 07876 506 593 E-Mail JuliaRA.Taylor@dh.gsi.gov.uk • Manjit Smith Business Manager Tel: 020 7061 6819 E-Mail Manjit.smith@dh.gsi.gov.uk • www.modern.nhs.uk/ambulance