Agenda item

Andrew Morris, Chief Executive, Frimley Park Hospital NHS Foundation Trust, and Lisa Glynn, Heatherwood and Wexham Park Hospitals NHS Foundation Trust, in attendance.

Andrew Morris, Chief Executive of Frimley Park Hospital NHS Foundation Trust (FPH), was in attendance and presented an update report for the proposed acquisition of Heatherwood and Wexham Park Hospitals NHS Foundation Trust (HWPH) by FPH.

Mr Morris reminded the Panel of the main drivers for the take-over which were around:

·  the opportunity for the combined organisation to achieve critical mass in clinical services (serving a population of 800,000 to 1,000,000)

·  achieving a sustainable financial position and

·  meeting the increasing pressure to achieve and maintain high standards of care at all times, requiring changes to health service culture and working practices

He stressed that the transaction, if approved, would have clinical benefits, would enable costs to be taken out of the combined organisation through economies of scale, and provide the opportunity to provide comprehensive local services across all sites.  Whilst the FPH was committed to the takeover, this was dependant on the success of negotiations with the DoH to secure a substantial funding package to carry out essential investment in the Wexham Park site.  It was hoped this would be concluded in the next few weeks and it was proposed that recommendations would be put to the respective governing bodies for consideration at meetings being lined up to take place on 24^th July 2014, for in principle final decisions to be taken.

In answers to questions put by Members and subsequent discussion, the following points arose:

• Subject to a favourable conclusion to the funding negotiations and decisions from the respective governing bodies on 24 July, it was anticipated that the ‘go live’ date for the take-over would be in early autumn.
• The multi-million £ financial package under negotiation for investment in the Wexham Park site comprised (approximate figures only) £25m for upgraded A&E facilities, £10m for upgraded Maternity facilities, and £45m for backlog maintenance; some agreement was also sought in relation to write-off of the existing deficit at HWPH.
• The specialist equipment used in the Radiology Department (for X-ray, scanning and imaging etc.) was very expensive and need regular renewal and updating to provide the high quality service expected.
• The Wexham Park site contained ample space for carefully designed development and expansion (including additional parking) and was much less constrained than the FPH site.
• A comprehensive, modern A&E Department (as currently at FPH) should have a consultant-led service providing facilities for resuscitation, major treatment, paediatrics and minor injuries, with space for patients to be assessed in privacy with access to all key services for diagnosis.
• A Maternity Unit should have proper delivery rooms, all with en suite facilities, for a birthing environment with privacy and dignity.
• Clearly it would take time to integrate fully the services of the two organisations but it was hoped that two years on a very different looking WP would be in operation. 
• Mr Morris indicated that there was no threat to services at WPH; on the contrary he saw scope to grow services, for example enhanced facilites for plastic surgery, revised arrangements for cancer care, developing a radiotherapy service at Slough etc.
• The committed and happy staff at FPH (as evidenced in a recent CQC report) had contributed greatly to the success of the organisation and delivery of high quality service.  This began with the corporate induction of staff, with emphasis placed on policies, good practice and hospital values, in order embed the culture and the approach to high standards from the outset.  The aim would be to take the same approach to staff at HWPH, to make it a place where they would want to work, feel valued and know that their professional development is looked after.  In tandem with this there would be a concerted effort to reduce the reliance of HWPH on agency staff.
• Savings and increased efficiencies in the combined organisation could be achieved through merging back office functions (eg. one finance department, one HR department), economies in purchasing (eg. joint implants) and greater use of IT (eg. electronic records, on-line appointment booking, better dissemination of patient information).  The aim would be for any reduction in staffing to be through natural wastage.
• There was also scope for working with closely CCGs and GP surgeries to roll out a different model of care which would keep more of our aging residents at home longer, living independently (but with the right support) to reduce the call on A&E departments and hospital admissions generally.  Discharge procedures and times could be improved with the right infrastructure of care and support in place.
• FPH was taking a phased approach to engagement with the public and patients about the proposed acquisition, which had included discussions with its members and Council of Governors, public meetings, and presentations to local authority health overview and scrutiny committees.  It was noted that a statutory public consultation was not appropriate as the transaction did not involve a change in services.
• Mr Morris indicated that the proposed enlarged Trust would seek to recruit as many members as possible from the Slough area, and appropriate representation on the new Council of Governors.  Although there had been some initial discussion about a name for the new Trust, a firm proposal had yet to be made.

Resolved –

(a)  That Mr Morris be thanked for the informative presentation to the Panel.

(b)  That the Panel continue to monitor action and progress towards the take-over of HWPH, reserving the right to request further information/ presentations in due course.

(c)  That the possibility of arranging a visit to FPH for the Chair, Vice-Chair and Members as appropriate be looked into.