Agenda item

Sir Andrew Morris, CEO of Frimley Health NHS Foundation Trust gave a presentation which outlined Wexham Park Hospital’s (WPH) CQC results, current performance targets, the Winter Plan, financial and operational challenges, redevelopment of the Maternity unit, renovation of Heatherwood Hospital and future investment plans for hospital units.

The CQC findings highlighted that ‘outstanding’ ratings had been received for  being ‘responsive’ and ‘well led’ across WPH. Emergency Department waiting times had consistently remained above the 90% target as set by the Secretary of State and work had started to expand ambulatory care services. There had been a large savings programme which had resulted in £75m worth of savings since 2014 with an ambition of £36m by 2017/18. It was reported that nursing vacancies had fallen from 450 to 200 posts and that further work to fill to vacant nurse posts and specialist vacancies was being carried out.

A £10m investment in the redevelopment of the Maternity department had been made and had seen an increase in recruitment and staff morale. There had also been a £50m investment for the replacement of the emergency department building. This would comprise of four floors, 36 private rooms and would no longer be an open ward environment. As part of the ongoing improvements there would also be a £1m investment for the High Dependency Unit (HDU) with 8 new HDU beds and 12 new critical care beds. A £40m investment had been made into the infrastructure of the existing WPH site to sustain the quality and standard of the functioning hospital facilities. The sale of some of the existing Heatherwood Hospital site and activity from the site would result in generating income for WPH. It was highlighted that added financial pressures had stemmed from the pending 6% repayment of interest upon the £90m loan taken for the renovation of Heatherwood Hospital and as a result the decision had been taken for elective surgical cases to be moved to site.

Panel Members raised concerns in relation to the tracking of cancer patients treatment and whether the 30% drop out rates in patients treatment was partly due to poor management of tracking. Sir Andrew Morris stated that the drop out rate was due to location and public transport inaccessibility issues and he stated weekly multi management case meetings were held and managed patients well. The lack of accessible public transport to the hospital was a major factor in patients dropping out of treatment and work had been done to assess and support the needs of vulnerable and poorer residents to make the facilities more accessible. A Member asked about the ways in which recruitment issues had been addressed and it was noted that there was a lot of work being carried out to recruit oversees nurses. The hospital expected to have 50 oversees nationality nurses joining various teams before the end of the year. The focus was now to recruit apprentices and staff with skills and relevant qualities who also lived locally and to retain staff on a long term basis. At the end of the discussion, the presentation was noted.

Resolved-   That the report be noted.

(The meeting adjourned at 8.03pm and reconvened at 8.11pm)