NHS: Accident and Emergency Services

Lord Greaves Excerpts

Thursday 15th January 2015 Lords Chamber

[Lord Greaves (LD)]

My Lords, I will follow up the remarks that have just been made by the noble Viscount, Lord Simon, on ambulance response times.

Pendle Borough Council in Lancashire—I declare an interest and remind the House that I am a member of it—has made full use of its new statutory scrutiny powers concerning the health service as laid down in the Health and Social Care Act. A meeting of its health scrutiny panel this week received evidence from councillors and members of the public. For Pendle as a whole, in the three months at the end of last year the number of ambulances arriving within eight minutes was only just over half, at 55.7%. However, in the West Craven area of Pendle—the towns of Barnoldswick and Earby and surrounding villages on what might be called the Lancashire-Yorkshire border country—it was 10.7%, which is clearly not satisfactory.

Evidence was also received from members of the public on 999 calls that on at least two occasions, on 17 November and 14 December, 999 calls were put through to the ambulance service, but then went on to an answering machine. Clearly that is totally unsatisfactory. I wonder whether the Minister will have a quiet word and find out whether something is seriously wrong in this part of the North West Ambulance Service.

The rest of what I want to say comes from a hands-on account by a worker at a Greater Manchester hospital who works nights in A&E, which I have very kindly been supplied by UNISON North West. I would like to read out the account that this worker has provided, which shows the pressure that workers such as this are under. The account says:

“We work as a team—there are doctors, nurses, mental health specialists, radiologists. It’s challenging and rewarding work. Staff work 12 hour shifts and rarely get to take their scheduled breaks. I just have to grab something to eat and keep going.

We never know what we’re going to encounter … but some things are predictable … a lot of alcohol-related cases up until about 3am. From 5am we begin to get broken hip or fractured neck cases where elderly people have had a fall. These are often people in care homes who are having ‘unwitnessed falls’ when they get up. I think that if there were enough staff in care homes some of these accidents would never happen.

Sometimes people come in with minor ailments like colds because they can’t get a GP appointment … But our main problem is that we don’t have enough capacity for people who really need to be admitted.

We see most patients within 4 hours. If they need to be admitted they should then go to the MAU (Medical Assessment Unit) for the first 24 hours, but sometimes there isn’t space … We have some bays on A&E where people can wait on trolley beds, but if we have too many then patients can have to wait for 2 or 3 hours on corridors. Ambulance paramedics help to provide the care that patients need while they wait, but it is a frustration to us that they are not being treated in the right environment. Detaining the paramedics also has a knock-on effect for the time it takes to respond to new emergency calls.

When MAU is full, the registrar will come to A&E and discharge people when they can. This can be a problem and we can sometimes see the same people in A&E the next night and even the night after that.

If they need to be admitted and there is no room in MAU, patients might be moved out of MAU after less than 24 hours. Other patients who are sleeping on wards can be moved during the night to make space for them to be accommodated. It can be that people end up on a ward that is not best placed to meet their needs.

We are struggling to provide the level of care that we want to because we don’t have enough capacity. We want to provide the best but the service is always stretched … We feel that we have to work flat out all the time just to keep things going … I sometimes can see that staff are so stressed that they should really be off work, but they won’t take time off as they know that will make things even worse for their colleagues”.

In a sense, that shows the strength of what is traditionally known as the public service ethos but really it indicates that it is not just when the four hour target is being breached that these kinds of stressful situations and pressures exist, but week-in, week-out through the year, as many of us know from the experience of the people we speak to.