| Priority | Why we have chosen this priority | What we are trying to improve | What success will look like |
|---|
| Embedding of clinical supervision in line with the Clinical Strategy and Clinical Supervision Policy. |
Placing the patient at the centre of our organisation also means we need to focus on the clinician to enable them to care for others safely and effectively. This is also a vital component within our ‘Time to Lead’ and Fit for the Future programmes as well as to meet expectations set by the CQC following their latest inspection (2022). |
Knowledge and skills of our staff to ensure that they are supported to do their job effectively and care for patients safely. |
An established model of clinical supervision which includes feedback from staff.
Clear guidance that details the expectations of the learner and the organisation
Increased opportunities for staff to achieve their full potential whilst meeting the organisation need to deliver individualised patient care. |
| Implementation and completion of year 1 objectives of the Clinical Strategy. |
The Clinical Strategy will enable us to ensure that work with our six ICBs to expand and develop our staff including advanced practitioners, volunteers and co-responders in line with our operational improvement plan. |
The Strategy will reinforce putting the patient and clinician at the heart of the organisation to deliver better patient care, right time, right response, right profession to meet the needs of our patients. |
Completion of year 1 objectives. |
| Publication of our Public Health Strategy in collaboration with Public Health England |
Following the launch of a joint consensus statement describing the intent of all NHS ambulance trusts, together with partner agencies, to increase collaboration to support improved health and wellbeing among the most vulnerable people in society (2017), we are working with Public Health England (PHE) to produce a Public Health Strategy as part of our commitment. |
Using their data more will enable us to have a better understanding of our resident population and their health needs. This, in turn, will enable us to work with partnership agencies to implement the plans held within our Clinical Strategy and those defined within The NHS Long Term Plan. |
Re-launch Make Every Contact Count.
Workforce wellbeing – build on the existing platform.
Develop robust model for data capture and evaluation to inform PHE outcome measures. This is in development with the work that EEAST are undertaking in collaboration with the Integrated Care System organisations to monitor quality metrics across the East of England. |
How we will monitor progress:
Reported bi-monthly to the Quality Governance Committee via the Clinical Best Practice Group. |
Responsible lead:
Melissa Dowdeswell, Director of Nursing, Quality and Improvement |
| Date of completion:31 March 2024 |
