National Programme

The AACE’s National Programme is comprised of nine national groups and their respective 2016/17 work plans, and a number of other projects that are being progressed by AACE with input from the national groups as required.

scas-107329Outlined below are the strategic priorities identified by the AACE for progression in 2016/2017.  Although divided into five areas of focus, these priorities are inextricably linked and will be progressed and considered in their entirety rather than on a single-priority basis.

Workforce, education and development
Operating model and demand
Patient safety and quality
Efficient working at a system-level
Meeting and managing expectations

Details for each are outlined below – or you can download a printer friendly version here.

STRATEGIC PRIORITIES

1. WORKFORCE, EDUCATION AND DEVELOPMENT

  • Comprehensive and sustained workforce planning in alignment with future clinical models and the urgent and emergency care review, addressing issues of under-representation in certain workforce categories
  • Proactive participation in the implementation of the Paramedic Evidence Based Education Project (PEEP) influencing effectively as required
  • Senior executive talent management and development; mentoring and coaching; masterclasses and top class seminars for members
  • The mental health and wellbeing of the ambulance service workforce


2. OPERATING MODEL AND DEMAND

  • swasft_0012Comprehensive adoption of dispatch on disposition concept
  • Maintained full participation in the ambulance response programme effectively influencing to achieve fundamental target change
  • Continued emphasis on the need for and development of outcome measures rather than time-based targets
  • Embedding new target regime holistically across services, including within control rooms, staffing and fleet
  • Enhanced understanding of factors influencing increases in demand


3. PATIENT SAFETY AND QUALITY

  • Clinical safety maintained and enhanced; improved quality of service for patients ensured
  • Continued implementation of five year clinical strategy (2014-2019)
  • Sustained input into the review and revision of ambulance service clinical quality indicators, and clinical guidelines as required
  • Enhanced role for ambulance services in the public health and prevention arena in collaboration with external health partners
  • Continued sharing of lessons learnt, and monitoring of actions implemented

4. EFFICIENT WORKING AT A SYSTEM-LEVEL

  • Efficiencies and quality improvements through scale; identification of primary areas of focus and subsequent action
  • Move to work more coherently as one workforce
  • swasft_0015Increased system-working; enhanced collaboration with local trusts to improve the response to public and general efficiency
  • Support of and participation in local devolution agendas; learning and best practice shared

5. MEETING AND MANAGING EXPECTATIONS

  • Delivering the ambulance service 2020 and beyond vision and supporting the delivery of the Five Year Forward View
  • Meeting the expectations of the Care Quality Commission and realigned expectations of the new regulatory system under NHS Improvement
  • Alignment of public expectation with the reality of current ambulance service provision: public education
  • Negotiating appropriate funding levels to assure the delivery of safe clinical care

View the AACE’s National Workstreams here.