This item was published during the term of a previous administration that ended in April 2007
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NHS 24 must improve performance says review team
02/06/2005
An interim report identifying performance improvements that NHS 24 needs to make was published today by an independent review team.
Health Minister Andy Kerr welcomed the interim report and said that NHS 24 had already taken steps to address some of the issues raised. He also stressed that urgent action would be taken on the interim findings.
Mr Kerr said:
"We set up this review of NHS 24 to identify performance improvements and to ensure that it realises its full potential in delivering the high quality services for patients which they have a right to expect from this important new organisation within the NHS family.
"This report highlights the significant challenges facing NHS 24. We intend to support NHS 24 to meet this challenge head on.
"Nevertheless the report confirms that despite criticism, the general level of performance from NHS 24 remains high.
"NHS 24 have already taken steps to address some of the issues raised. But further action will be taken by the Executive, NHS 24 and health boards to deliver change based on these interim findings.
"Owen and his team have produced a comprehensive interim report. I want to thank the review team for their hard work and look forward to receiving the final report in September.
"I am pleased that NHS 24 is working with Owen and his team and has already taken a number of steps to improve services for patients. As the report notes, a frank and open approach has been adopted since the arrival of the new Chief Executive.
"NHS24 is here to stay as an integral part of the NHS. There are challenges that require to be addressed but I want to record my thanks to the dedicated and hard-working staff of NHS 24 who are putting an enormous amount of effort into delivering necessary changes and providing a valuable public service."
Mr Kerr also announced the appointment of a new chair of NHS 24. Mr George King will take over on an interim basis with immediate effect.
"George King will bring experienced leadership and knowledge of the wider NHS to the team and will help drive forward change in the coming months. I want to thank him for taking up the post of chair on an interim basis and I am sure that George will work with the Board to ensure the delivery of our desired outcomes.
Owen Clarke CBE, head of the review team, said:
"Despite recent criticism NHS 24 has delivered a generally high level of service.
"The people of Scotland have been repeatedly told they can expect a first class service following the introduction of NHS 24. The potential for a first class service is undoubtedly there.
"But there are some major challenges and several parts of the service need to improve markedly - and quickly.
"One problem has been that expectations of what NHS 24 could achieve were not always deliverable.
"And although the overall design capacity is sufficient, there are problems with peak demand outstripping ability to respond.
"But there were key barriers to progress and improvement - a lack of leadership, unpredicted pressures due to the new out of hours arrangements, an insufficient pilot period and moving too quickly on the national roll-out.
"If concerted action is taken at all levels to address the interim recommendations, I am convinced that real progress can be made. I am pleased that NHS 24 are already addressing some of the issues under their new chief executive.
"Myself and the rest of the review team will continue our work and a final report will be given to Ministers in September."
The recommendations in the interim report are:
- We recommend that the NHS 24 team continues, as a matter of urgency, to examine the feasibility of several "mini-centres" with specific Health Boards and with SEHD, having particular regard to the necessary staffing resources required.
- Always with patient safety uppermost, NHS 24 management should examine the extent to which the length of time taken to get to the caller's reason for calling can be reduced.
- We recommend that the internal review of various aspects of productive time be taken to a conclusion as soon as possible. NHS 24 management, working with the partnership and with the staff must, with some urgency, find ways of reducing more than 300 current shift patterns down to a manageable level.
- SEHD should consider strengthening the senior project management resource within NHS 24.
- The NHS 24 Board shall ensure that a review of risks related to call-back (and related implications, eg failure to get through) is undertaken urgently.
- We would expect to see closer collaboration between the Health Boards and NHS 24 - real NHS team working, led by Health Boards, with the interest of the local community first and foremost.
- Health Boards with remote and rural issues should confer with NHS Highland and NHS 24 to assess the extent to which the new 'hub' link would help remote and rural areas generally.
- Health Boards should take the lead in co-operating and collaborating with other NHS partners to improve the patient journey through different parts of NHSScotland. Health Boards, with other partners, should be examining shared and holistic processes.
- Senior NHS management across Scotland should be willing to help and support NHS 24 in its efforts to resolve the challenges it will face, particularly over the next 12 months.
- We recommend that senior NHS 24 management finds time to meet more often with front-line staff, to talk with them and, importantly, to listen to them.
- We also recommend that a further staff survey be completed by NHS 24 by August of this year.
- The Board and management of NHS 24 must focus primarily and essentially on the current problems which impact on satisfactory front-line service delivery.
Ministers announced a review of NHS 24 on 24 February 2005. The Review Group will produce an agreed report and recommendations for action (including actions for NHS 24, NHS Boards, other partners, and the Health Department) for:
- improving responsiveness of NHS 24 to callers and waiting times for service users;
- reducing use of call back;
- improving services for patients in remote and rural areas;
- providing seamless and effective handover of patients as they move between NHS 24 and its NHS partners; and
- helping NHS 24 recruit and retain the staff it needs to provide the necessary service.