Agenda and minutes

Joint Health Scrutiny Accountability Session Burton Hospitals NHS Foundation Trust & Derby Teaching Hospitals NHS Foundation Trust, Healthy Staffordshire Select Committee
Monday, 16th July, 2018 5.00 pm

Venue: Oak Room, County Buildings, Stafford. View directions

Contact: Mandy Pattinson  Email: mandy.pattinson@staffordshire.gov.uk

Media

Items
No. Item

16.

Declarations of Interest

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Minutes:

Councillor Peters declared an non pecuniary interest in the next item, Burton Hospital NHS Foundation Trust as he is a Member of the Governing Board of the new Trust.  He remained in the meeting and took part in the discussion.

 

17.

Burton Hospital NHS Foundation Trust Self Assessment Report (30 minutes) pdf icon PDF 82 KB

Report of the Chief Executive, Burton Hospital NHS Foundation Trust

 

(Members and the Public are invited to submit written questions by 5pm on Friday 6th July 2018 to mandy.pattinson@staffordshire.gov.uk)

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Minutes:

Representing the Trust at the meeting were; Gavin Boyle, Chief Executive, Magnus Harrison, Executive Trust Medical Director; Duncan Redford, Executive Managing Director Burton; and, Jim Murry, Executive Director of Nursing and Operations.

 

The Chief Executive (CE) ran through the timeline of activities leading to the merger of Burton Hospital NHS Foundation Trust (BHFT) and Derby Teaching Hospitals NHS Foundation Trust (DTHFT) on the 1 July 2018.  The main aims of the merger were to retain a vibrant district general hospital at Burton; to combine catchment populations which would enable the development of specialised services; deliver more care closer to home; make the best use of community hospitals; maximise benefits for patients and deliver a better care at less cost.

 

The first set of services to integrate were listed as: Cardiology, Stroke, Trauma and Orthopaedic, Imaging, Renal and Cancer services.  Work will continue through all services until all at both Trusts are integrated.

 

The merger was expected to save in the region of £23m by 2022/23 and deliver better services for all patients.  The new organisation could also take advantage of an extra £16.5m Sustainable and Transformation Funding (STF) this year which would not have been available without the merger.

 

 

18.

Questions from the public (30 minutes)

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Minutes:

No questions had been received from the public

19.

Questions from Healthy Staffordshire Select Committee Members (45 minutes)

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Minutes:

A Member asked how the merger and the likely benefit to the public were being communicated.  There was concern that the merger would be perceived by the public as a cost saving exercise and not about improving services which was the mergers main aim.   The CE responded that the public would be understandably anxious but reiterated that there would be no redundancies and no privatisation of services.  The new Trust may want to deliver services differently but that was not the main aim of the merger.  The Executive Director of Medical Services added that one of the desired outcomes was to move services back to the community hospitals and to get some services which are now provided out of the County back into Staffordshire. 

 

Following a question on workforce planning and how the Trust intended to recruit and retain staff, the Executive Director of Medical Services felt that when services are viewed as being efficient and well supported, prospective employees are attracted to an organisation, which should make it easier to recruit. The Executive Director of Nursing and Operations explained that there was a strategy for the retention of nurses, including an advanced clinical practitioners training programme.

 

The Member followed on by asking if the Trust were confident that there would be enough capacity and flexibility to accommodate a mayor incident in one area which would require staff to move between sites.  In response, the Executive Managing Director replied that he was confident that it was now possible to spot problems earlier and staff and resources can be moved ensuring patient safety and better service delivery.

 

The need for clear communication with the public was raised particularly if services were moving sites.  Transport between the sites was also discussed.  The CE informed the Committee that lessons had been learnt from the University Hospital North Midlands (UHNM) merger and others and the need to be clear with both staff and the public was clear.  The Burton and Derby merger was however a different model to that at UHNM and had been consulted on and developed jointly, not imposed, which resulted in less resistance.

 

A Member asked a question on the safety of patients following the CQC inspection and what progress had been made. The CE informed the Committee that the CQC had recently visited Burton Hospital and the overall rating received was ‘Good’. The plan was now to integrate the quality strategy across both organisations and bring both to a ‘Good’ standard.

 

A question was raised on the discussions taking place with Community providers about reducing falls and hip fractures.  An example was provided of the Highlands Health Board which uses technology in homes in Alness which has been proven to be highly inclusive.  The CE of the Trust said that a key focus of the STP area was the prevention agenda and one of the projects in Derbyshire had been a falls team who carried out, amongst other things, home risk assessments and provided support in home.  This often resulted  ...  view the full minutes text for item 19.

20.

Summary and way forward (5 minutes)

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Minutes:

The Chairman felt that this was an exciting but challenging time for the Trust which should bring opportunities for improvement.  Residents need to be kept informed of any changes taking place in the future.

 

All of the officer from the Trust were thanked for attending the meeting.

 

RESOLVED  That the Committee:

a)    Receive an update on the progress of the merger in six months time.

b)    The Trust provide the Committee with data on the 62 day referral target for the treatment of cancer patients for both the last quarter (pre merger) and the next  (post merger)