SCOTTISH AMBULANCE SERVICE Managing demand across Scheduled and Unscheduled Care Peter Ripley Director of Service Delivery Background • The Service employs 4,300 staff • Responds to 600,000 unscheduled care calls per year • Undertakes 1.6 million scheduled care patient journeys per year • Staff based at over 170 locations • There are three Emergency Medical Dispatch Centres (Glasgow, Edinburgh and Inverness) • 3 Special Operations Response Team’s • Four Air Ambulances Overview • Generally the Service coped really well despite the challenges • Comprehensive planning • • With good communications We improved response times for life threatening calls across Scotland to an average of 6.9 minutes versus 7.2 minutes the previous year – this is world class! Introduced the new Resource Escalatory Plan • Preparation for Winter • Demand & Capacity Planning – Nationally & Divisionally • Strategic Coordinating Centre • Winter Event Planning • Pandemic Flu arrangements • Resource Escalatory Action Plan (REAP) Strategic Coordinating Centre • SCC operating 24/7 during key periods (REAP Level 4 +) • Regular briefing reports to managers, health boards and to the Scottish Government • Support from voluntary agencies in the SCC • Co-ordination of four wheel drive capability • Provision of specialist vehicles REAP REAP Level 6 Potential Service Failure REAP Level 5 Critical REAP Level 4 Severe Pressure REAP Level 3 Moderate Pressure REAP Level 2 Concern REAP Level 1 Normal Service Staff support • Positive attitude of staff and managers • Staff and staff side worked with the organisation • Huge effort made by staff to get to work • Sickness levels reduced • Excellent support from PTS staff, both in and out of normal working hours • ‘Buddy’ system with other ambulance services Partnership working with NHS organisations • Regular communication with health boards & NHS 24 to agree local priorities • With hospitals for patient admissions, transfers and discharges • With hospitals for Scheduled Care • Liaison with GPs and local hospitals • BASIC’s Partnership working with other agencies • Support from voluntary agencies, providing staff and vehicles • NHS24 support at times of peak demand • SAS managers triaging calls in police control rooms • Liaison with other UK ambulance services • Local authorities • Met Office Communications with the general public • Communicated key messages through the media from October onwards • Emphasised the increased demand over the winter period • Focussed on not drinking to much alcohol • Signposting patients to other suitable alternatives e.g. NHS 24 Key Learning • More effective engagement and involvement in planning with Local Authorities • Improved demand and capacity planning • REAP triggers and understanding • Call handling capacity for clinical triage • Better planning for accessing renal patients • Tactical use of 4 x 4 assets • National co-ordination but meeting local need Key Learning • Work with Acute Hospitals looking at elective planning • Involvement where wards are being closed to new admissions • Treating patients nearer home to reduce inter hospital transfers • Managing the impact of reduced medical cover at rural hospitals • Need to use Met Office services e.g. they have tools to predict changes in demand by condition as weather changes Thank you