AN ALL-out push to hit tough new response-time targets has been launched by a crisis-hit ambulance service.

The measures have just been announced by the Tees, East and North Yorkshire ambulance trust after a detailed review by a support group.

This group is headed by Mr Trevor Molton, chief executive of the West Yorkshire ambulance service, who has stepped in to run the Tees, East and North Yorkshire service on an interim basis after the departure of former chief executive Mr David Craig.

Chairman Mr John Nelson this week sent out the message: "This is not a failing trust. It ranks in the top third of all ambulance trusts in delivering response times."

Mr Nelson accepted that recent results had been poor but said response times were now improving.

All ambulance services are asked to get to 75pc of life-threatening calls in eight minutes. The trust's figure is 63.4pc. But figures have been as low as 52pc.

Mr Molton said: "We need to push hard during the summer. Staff are already committed to delivering the new standards. It is a question of getting a new focus on some key issues.

"We need to implement ideas which have worked elsewhere. There are some easy quick-wins and lessons to learn."

He said the action plan involved a range of measures to be delivered in the next 100 days.

The support group was set up by the trust board in March in response to concern that resources were not sufficient to deliver standards. Its report spotlighted shortcomings in the way the trust was being managed: insufficiently strong executive leadership; absence of an action plan to deliver new standards; and shortcomings in management arrangements, especially "round the clock".

The group highlighted the need for more executive leadership, a truly comprehensive plan to meet response times and better management at night and weekends.

There was also a high sickness absence rate and a need to address recruitment funding.

The new measures being brought in include a deployment plan for the whole area; further control room staff training; a clear communications strategy; the updating of equipment and software in all three control rooms, plus satellite navigation boxes on all 999 ambulances to guide crews to addresses; more staff to deal with hospital transfers; a review of the management of sick leave and a full review of fleet and equipment needs.

Mr Craig accepted responsibility for weaknesses identified in the support group report and left by mutual consent. Mr Molton will stay in his post until the board is satisfied progress is being made.

The appointment of a permanent chief executive would then be considered