Southern Ambulance Services Collaboration 2024/25 Manifesto outline
Meeting: Trust Board – Public Meeting
Date: 11 September 2024
Report Title: Southern Ambulance Services Collaboration 2024/25 Manifesto outline
Agenda Item: PUB24/9/2.4
Author: Stanley Mukwenya, Deputy Director of Corporate Affairs
Lead Director: Marika Stephenson, Deputy Chief Executive
Purpose: Information noting
Link to CQC domain:
- Caring
- Responsive
- Effective
- Well Led
- Safe
Link to Strategic Objective:
- Be an exceptional place to work, volunteer and learn
- Provide outstanding quality of care and performance
- Be excellent collaborators and innovators as system partners
- Be an environmentally and financially sustainable organisation
Link to Strategic Risk:
- SR1a: If we do not ensure our people are safe and their wellbeing prioritised, there is a risk that we will be unable to attract, retain and keep all our people safe and well
- SR1b: If we do not ensure our leaders are developed and equipped, there is a risk that we will not be able to change our culture, and value, support, develop and grow our people
- SR2: Failure to achieve continuous quality improvements and high-quality care delivery
- SR3: If we do not ensure we have the ability to plan, influence and deliver across our systems to secure change, we will not be able to meet the needs of our public and communities
- SR4: Failure to deliver an efficient, effective and economic service
- SR5: If we do not clearly define our strategic plans, we will not have the agility to deliver the suite of improvements needed
- SR6: Ability to ensure sufficient capacity and capability to ensure sustainable change
Equality Impact Assessment: No negative impact identified
Recommendation: Receive and note Southern Ambulance Services Collaboration (SASC) foundational goals.
Executive Summary:
The Southern Ambulance Services Collaboration (SASC) is a collaboration between the East of England (EEAST), London (LAS), South Central (SCAS), South-East Coast (SECAMB), and SouthWestern (SWAST) ambulance services.
The report highlights are:
- SASC’s agreed foundational goals
- Engagement across the five Trusts developing the manifesto
- SASC’s Year 1 ambition
- Collaboration governance structure
SASC’s foundational goals are to:
- Support the delivery of consistently high-quality frontline care
- Enhance the wellbeing of our staff
- Manage financial constraints
- Develop a culture of ‘stealing with pride’
To develop the manifesto, SASC has engaged with over 100 people across our five Trusts.
The engagement sessions included individual and group CEO and Chair working sessions, problemsolving sessions with each Trust executive team, and a workshop with ~100 colleagues across our five Trusts on 07 June 2024. The workshop included five breakout groups, each generating one to two initiatives. Following the workshop the CEO group selected three immediate priorities for Year 1 to deliver improvements for our people, patients and communities.
SASC’s Year 1 ambition is to:
- Develop shared procurement capability to attract the best suppliers, purchase the highest quality products and services at the best price and provide a return on investment (ROI) in Year 1. The overarching principles are (1) the default is shared procurement, and (2) when procuring items, we will first consider how to maximise the net benefits for the collective.
- Identify and develop two to three use cases of AI technology in EOCs to improve patient care and support staff wellbeing. Submit a joint bid to the national tech fund. Examples of use cases could include transcription and summary tools, sentiment analysis, clinical audits, precaller ID, etc.
- Develop an optimal model for a DCA shift. The focus will be to improve the availability of our ambulance resources by (1) developing best practice processes (eg. start and end of shift processes, break policies, etc.), and (2) optimising how we use and deploy our resources (eg. what resources and how many we deploy to certain jobs).
The Collaboration will be guided through a governance structure that includes a Collaboration Director, CEO Group, and Collaboration Board (CEOs and Chairs). Each workstream will be driven forward by a CEO Senior Responsible Officer (SRO), a director-level lead from one of the five Trusts, and a support team where necessary.
Figure 1: Summary of Year 1 Manifesto – programme areas and governance structure
