The
Planned Care Lead for Staffordshire and SoT ICS and Chief Operating Officer UHNM were in
attendance to provide an update report in respect of Elective
Recovery across the three main provider organisations that serve
Staffordshire and SoT, namely
University Hospital of North Midlands
(UHNM), University Hospital Derby and Burton (UHDB), and the Royal
Wolverhampton Trust (RWT).
Members noted that although significantly reduced,
the number of Covid patients in hospitals beds continued to put
pressure on the Trusts. The report outlined actions that were
planned in respect of elective recovery endeavours to reduce
waiting for an elective procedure, the approach as an Integrated
Care System (ICS) with regard to elective recovery and an update on
Cancer Service performance for the three providers as of April
2022.
Committee noted that:
- The
first milestone was to eliminate the number of patients waiting 104
weeks by the end of June 2022 and 78 week waits by March 2023.
Patients were waiting for complex surgery and more specialist
services. Limited workforce was a challenge, particularly theatre
staff, there was more flexibility with surgical staff.
- The
aim was to reduce the waiting period to 18 weeks, where it had been
pre-pandemic. Members suggested that an ambition for zero waiting
time would be ideal, but recognised it was unlikely. Hospital
Trusts were working closely with independent sector to reduce
waiting times, the NHS had always worked with the independent
sector and would continue to do so.
- Backlog had built up during the first wave of Covid when apart
from cancer and critical surgeries many surgeries were ceased or
slowed.The challenge of treating patients who
had been waiting was acknowledged, conditions had progressed. There
was a growing number of urgent surgeries and a reduced number of
less urgent longer waits.
- Members were assured that all theatres were currently operating
at 100% and new theatres were planned.
- Progress on addressing the backlog :
- RWT
was on track, it was geographically well placed and was well
supported by other Black Country NHS
Trusts.
- UHNM
secured some support with bariatric patients from Worcester area.
UHDB was struggling with bariatric patient treatment
- County
Hospital was trying to ensure a range of procedures at hospital day
surgery in the local area, major
surgery would be dealt with elsewhere.
- Cannock Hospital -Two further theatres were operational to focus
on a broader range of procedures
- Burton
hospital had also invested in additional theatre space.
- Approach to elective recovery three areas:
1.
Demand management- alternatives to referral/ fit for
surgery
2.
Existing capacity best use - NHS and independent
sector
3.
New capacity at sites.
- Members noted that health inequalities had broadened over the
course of the pandemic and that information to inform services was
being evaluated.
- Patient choice – some patients had declined a date offered
if it did not suit their own circumstance. Members were assured
that those patients would not go to the ‘back of the
queue’ and that patients would be managed both on urgency and
time they have waited.
- Referral conversations between clinicians were increasing to
ensure appointments were not made when it was not necessary, making
more efficient use of clinician time and a better use of
patient’s time.
- Concern was raised about GP Access: triage, form filling and
digital appointments which were difficult for the older population
who prefer to go to the doctor’s surgery. Assurance was given
that there would be ways for all residents to access primary care.
The pandemic had changed the way NHS worked, its aim was to have a
more flexible model of communication, a discussion with the most
appropriate consultant in the preferred way and for the patient a
mix of digital, telephone and face to face consultations. ICS had
launched the GP Access plan and was communicating to the public
about ways to make contact and the different roles in
practices.
- Equal
access for minority communities in Burton and other areas, it was
understood that lessons had been learned during the Covid
vaccination roll out and would be used in future
campaigns.
- Training and development of staff in technology to use digital
or video routes as enablers to the public. Some staff already used
digital solutions with patients, data on numbers could be
provided.
- During
the pandemic many staff had been redeployed to areas of need and
roles that they were not employed to do, they were now returning
back to their teams, for theatre staff this was having a positive
impact.
- Members were assured that communications and support for staff
under pressure remained in place, also wellbeing support. Staff
were now working slightly differently, and more staff were being
recruited. It was noted that mask wearing and other measures were still in place as
Covid was an ongoing issue.
- Members welcomed an update on the recent critical incident (CI)
called at UHNM by the NHS system. The flow through the hospital was
exceptional. Members understood that this was not one thing that
had changed, but that a number of actions from across the system
had been built to an improved flow through the hospital. Members
were assured that lessons learnt, and changes made would be
followed in future critical incidents.
The Chairman thanked the Chief Operating Officer and
Planned Care Lead for their contribution to the meeting. Committee
was satisfied that there was a clear plan to address elective
recovery and progress being made to address the 104 week backlog by June 2022 and 78 week backlog by
March 2023. Committee welcomed the additional increase in hospital
theatre space, the drive to pull in additional staff, and
recognised the improvement made and positive communications with
residents.
Resolved:
- That
the Health and Care Overview and Scrutiny Committee note the
current position and actions being taken for the Staffordshire and
Stoke-on-Trent ICS in respect of Elective Recovery.
- That
further information be circulated to members of the Health and Care
Overview and Scrutiny Committee on the following
matters:
a.
A theatre plan for University Hospital North
Midlands (UHMN)
b.
The forecast for 104 week
wait by specialism
c.
The extent of digital consultation data