Operational Performance Update John Nichols Interim Chief Operating Officer SCAS

1. Operational Performance Update John Nichols Interim Chief Operating Officer SCAS

2. Agenda • Summary • Activity • Performance • Action Plans • Risks • Conclusions

3. Summary SCAS Berkshire Demand Increase 6% 8% Performance Impact Red 8 - 1.5% -2% Telephony “White Noise” - 1.5% -1.5% Sickness - 0.5% - 0.5% EOC - 0.5% - 0.5% “Wokingham/Berkshire” changes - 2% Total - 4% - 6.5%

4. SCAS Demand 2004 to date Demand rising at above assumed growth rate

5. Weekly Activity vs. 2011/12 Demand particularly high during May

6. Demand and Performance Demand at +6% for SCAS +8% for Berks 1.5 -2% loss on Red 8 .7 -1% loss on Red 19 Source: national REAP document

7. Red1 Performance 2012/13 National Indicator (75%) Standard from April 2013 (80%) Averaging 15 Red 1 calls per day 6.5% of all Red Calls 1.5% of all E&U Calls

8. Red8 Performance vs Trajectory Red 8 performance for July (to date) holding well, at above 76%

9. Red19 Performance vs Trajectory Red 19 performance for July (to date) remains above 95%

10. Red8 Performance – Q1

11. Red19 Performance – Q1

12. Red 8 &19 YTD (to 23rd July)

13. Red 8 &19 Q2 to date

14. Handover delays April –June, 2011 vs 2012 2011 2012 Circa 500 additional lost hours per month

15. Operational improvement plan • Relocate Wokingham EOC • Completed on 12th July • Benefit realisation (plan compliance/resilience) from end July onwards • Expand/exploit CSD • Recruitment now – nurses and ECPs • Deliver enhanced EOC staffing • Increase establishment by12 WTE Call takers • Senior call takers at North EOC • Full establishment by November • Improved EOC performance management • Call centre metrics

16. Operational improvement plan • Improve consistency of number of hours on road • Enforced Rota lock down at 2 weeks • Abstraction management • Focused additional resourcing to compensate for high demand • Better matching hours on road with anticipated and actual demand (performance consistency) • Weekly demand reviews based on forward look • Increase effectiveness and efficiency of hours • Further improve efficiency of OSD (Fleet and equipment availability) • Additional short term “drivers” – vehicle movements • Increased focus on reducing response ratios

17. Operational improvement plan • Expand indirect resources • Review of all potential static sites (care homes etc) • Introduce 20 new static sites by end August • Focused new CFR schemes (South Bucks and North Hants) • Review Co responder contribution (North Hants) • CAD changes to aid Red1 • Implemented 19th July • Key word recognition/”purple” highlight high suspicion red 1 calls • MDT upgrade • Beta test in Portsmouth in August • Flash upgrade remaining fleet during September

18. Operational improvement plan • Berkshire Red 8 Performance • Increase resource allocation (plus 2 RRVs) • Increase focus on East Berks/South Bucks interface • Provide improved dispatch/communication with “named” PPs • Improve use of CFR/Co Responder/Static site number • Rebalance dispatch sector (on patient flows and resources) Q4 • Hampshire Red 19 Performance • Increase resource capacity – North Hants (protected cover) • Improve use of CFR/Co Responder/Static site number • Increased social standby capacity • Increase vehicle availability to match new rotas

19. Risks • Activity • Planning for +4% v current +6% • Fleet • High VOR rates/New rosters • Weather • Bad winter • Abstraction Rates • Managing to plan • Hospital delays • CEO contact • SHA & Commissioner support

20. Conclusions • Confidence in achieving quarterly (National) A8 and A19 targets • EOC staffing action plan in place • Berkshire Red 8 recovery plan in place • Hampshire (cluster) Red 19 action plan in place • Action plans and contingency in place to mitigate if demand continues above expectation • Action plan in place to strengthen fleet position • Main risks associated with Red1 and demand