Agenda item - Update on Mobilisation of the new Sussex Patient Transport Service

Report of the Executive Lead Officer for Strategy, Governance & Law (copy attached).

7.1       Derek Laird introduced the item outlining that he had been asked to come and provide support and stability to the Sussex Patient Transport Service as part of the transition plan put in place after the termination of Coperforma’s contract in October 2016. South Central Ambulance Service (SCAS) was awarded the contract and a detailed transition plan that all parties were a part of was put in place. Auditors also made ten recommendations, all of which have been implemented, including Derek’s appointment.

7.2       It was explained that a phased approach to the transition was taken to reduce risk. Staff were given a lot of training before transferring to South Central Ambulance Service; subcontracted services continued to be used but were managed better; the transfer of data was achieved in a couple of weeks.

7.3       The service has now reached a business as usual stage with a quarterly review scheduled for August. Moving forward, discussions will take place with South Central Ambulance Service about using more central employment instead of relying on subcontractors.

7.4       Performance is significantly better compared to last year and targets are very close to being met.

7.5       The call centre received a lot of calls in the first couple of weeks, many of which were patients wishing to confirm their bookings. There is still quite a high level of calls so ongoing training with hospitals is taking place in order to improve the online booking figure to around 70%.

7.6       Work looking into specifically renal transport services in ongoing with an aim of improving the performance for patients. Renal is a large part of the contract and there is also a dedicated renal manager.

7.7       The following was clarified:

·         Patients detained under sections of the Mental Health Act are not part of the PTS contract. Certain opportunities for this may exist but this area needs to first be better understood.

·         In regard to concerns raised in CQC report about Thames as a service provider it was confirmed that the areas of concern included processes, patient control and standard of equipment. In response to this Thames are continually updating the CCG and have regular update meetings.

·         The increased number of calls received initially by the call centre was largely because patients were nervous and wanted to confirm that their booking was in place. A communications plan did exist to ensure patients were given the right information about the new service.

·         A formal complaints and compliments process does exist and there is also a process where concerns can be raised by health care professionals. Hospital liaison officers are in place to help manage issues.

·         A contact centre exists so that those patients that are unable to book online still have access to the service. The online service is open to patients and professionals and support and guidance for online booking is offered.

ACTION: To bring an update report to the first HOSC meeting in 2018.