Agenda item

This report presents the Health & Adult Social Care Policy & Scrutiny Committee with the Annual Report of the Chief Executive of York Teaching Hospital NHS Foundation Trust, which details the performance and challenges faced by the hospital during financial period 2015/16.

Members considered the Annual Report of the Chief Executive of York Teaching Hospital NHS Foundation Trust. The report detailed the performance and challenges faced by the hospital during the financial period 2015/16.

The Deputy Chief Executive of York Teaching Hospital NHS Foundation Trust was in attendance to present the report and answer Members’ questions.

He informed Members that;

·        Although the hospital had predicted a deficit of £12m last year, against a planned deficit of £7m.

·        Costs were mainly due to spending on agency staff, which last year totalled £24m.

·        In addition £4m fines had been issued to the hospital from the CCG on the failure to meet A&E targets and ambulance turnaround times.

·        Trying to achieve a 4 hour minimum waiting time in A&E still remained an issue.

·        The hospital would have a £10m surplus the financial year 2016/17 through £13.5m sustainability funding and demanded savings of £10m.

·        Partnership working had improved through the establishment of the Provider Alliance Board, where health and care services, and voluntary services could come together.

·        The dedication of hospital staff needed to be reported.

Members commented on a number of aspects of the report and asked the following questions;

·                    The consistency of the cancer performance figures

·                    The limiting factors to the expansion of GPs surgeries

·                   What had been put in place to retain staff, particularly those from EU countries?

·                   Whether plans been put in place to engage staff at an earlier stage in decision making?

·                   What measures could be put in place to alleviate waiting times in A&E?

It was noted that some of the cancer targets were based on small numbers of patients, some of whom were referred on to other hospitals. Therefore if there was a failure in treating the patient within the deadline at that hospital, the failure would still be attributable to York Hospital.

The Hospital did not own large amounts of property for GP surgery expansion therefore it welcomed GP practice mergers and their plans to develop Urgent Care Centres.

Methods for retention of staff used included benefits, good terms and conditions and opportunities to progress. Following the EU referendum, staff from EU countries had been reassured that they had a job for as long as they wished.

In reference to the recent decision to close the Archways Intermediate Care Unit, the Deputy Chief Executive apologised and accepted that the consultation had not been carried out in the most appropriate way. He explained that he had been preparing a briefing, Moving Care Into People’s Homes, which he would share with Healthwatch York and the wider public to explain the rationale behind the decision. He added that there would be a patient led reference group in the development of the new model of care.

The Deputy Chief Executive felt that to alleviate waiting times in A&E more support was needed for minor care and there also had to be an acceptance that patients were less tolerant of waiting to be seen than previously.

Resolved: That the report be received and noted.

Reason: Toinform the Committee of the work of the Trust.