Agenda item

To consider the report of the Director of Transformation and Governance on proposals from the NHS or providers of health services to vary or develop health services in the area of the Committee.

a.    Modernising our Hospitals and Health Infrastructure Programme - Hampshire Hospitals Foundation Trust

b.    Building Better Emergency Care Programme – Portsmouth Hospitals Trust

a. Modernising our Hospitals and Health Infrastructure Programme - Hampshire Hospitals Foundation Trust 

Representatives from the Hampshire Hospitals Foundation Trust outlined accelerated plans for modernizing services with £5 million received from the Health Infrastructure Programme (HIP).  This funding is a catalyst for much needed and multifaceted changes in primary care, mental health, a new midwife unit, ambulance services, to the meet the changes and challenges of the growing population. 

Building improvements come at significant cost and have been identified to be on the plan.  These changes, implemented in close collaboration with partners, will allow for the provision of services closer to home and benefit patients and staff in terms of wellbeing, flexible for future needs, and even in addressing pandemics.  

Engagement has continued through June and July alongside considering various sites which will be reviewed in September with stakeholders and a pre-consultation business case for approvals with formal consultation to follow.

The clinical vision and focus are for the right care in the right place at n the right time and the capacity to care for people using digital technology and innovation with support to access services quickly to maintain their health.  Centralized emergency services for offering the best care and outcomes with an outstanding, brilliant staff who can be retained and providing high quality innovative care with a focus on research and training. 

Covid has accelerated working in new ways and connecting services for the better.  The joining up of services and users needs to be an equal partnership in this journey.  Slick, efficient, and first-class services will help patients feel they are in control of their lives again with the support of health care partners and adults’ services.  There is a need to ensure that the new ways and technologies adopted will develop and nurture the right relationships in providing care and services.

Currently consultations are at a midway point with staff and public using video meetings and new ways of engagement.  It has been possible to reach more residents and to run daily meetings with different parts of the geography and various groups and partner organisations in north and mid-Hampshire.  

In response to questions, Members heard:

While some services will be digital, a location hub is necessary for clinical services.  Similar endeavours around the country are being looked at for examples as this is a long-term opportunity to make significant improvements.

With regards to the development of diagnostic services post-Covid, they may be helpful in general practices and community care locations.  However, the picture is evolving, with each aspect of diagnostics being considered, alongside innovations to meet a national need for diagnostic hubs.  

In terms of timelines, this project is different from previous ones undertaken in that it is a government led initiative and plan, where current infrastructure is no longer fit for purpose.  A lot has been learned from previous endeavours and with the integration of health and social care the collaboration and partnership has deepened.  Rethinking delivery of all services within the accelerated plan and milestones will be critical. 

Clinical conversations with all neighbouring Trusts are taking place to understand priorities and impact.  There will not be gaps in secondary care services and active engagement and consultations will continue to be progressed.

Conflicting Information Technology (IT) systems and handover remain a challenge, however there will be a significant component looking at communication, digital and analogue.  Recognizing the variety of IT systems and working to reduce error by limiting duplication and consistently using “My Medical Record” for example will allow for patients, carers, service providers, and care homes to have digital collaboration for care and medical plans.  Covid has positively affected digital innovation in having to quickly develop non-face-to-face care.  The County Council will be involved in collaboration and integration in every work stream in this process.

The condition of the current estates requires urgent improvements and the backlog of maintenance is due to the limited budget allocation and lack of capital.  This is a strategic opportunity for change and the new hospital should see residents through approximately 5 decades.  Clinical and capacity-based modelling, changes in services, and the impact of digital technology will be considered, and capital requirements narrowed down accordingly in the business case.

The hospital is currently well-staffed and retaining them will be key.  Staff often work in difficult circumstances and Covid has highlighted those challenges.  Combined nurse banks are easing options for working in different locations.  Focusing on patient wellbeing, but also staff wellbeing and meeting their needs is critical.

Training for agency staff is in place and work is being done with the University of Winchester and University of Southampton nursing programmes to expand training offers and an opportunity to increase numbers.  Physician’s Assistants (PAs) are a different part of the work force and hold high science degrees to be able to support nurses and doctors.  All staff members from porters to administration will be trained and be able to rotate across areas in exciting new roles in the community, without taking staff from other partners.

RESOLVED -   

That the Health and Adult Social Care Select Committee:  

a.    Noted the report, engagement plan, and current challenges as well as any recorded issues addressed and/or resolved,  

b.    Requested a further update in November 2020

b. Building Better Emergency Care Programme – Portsmouth Hospitals Trust 

Representatives from the Portsmouth Hospitals Foundation Trust outlined a capital project for the redevelopment of the Emergency Department.  A strategic outline case has been submitted and there are no service changes planned but the HASC will be kept informed as the programme evolves.  There is a proposed site on campus and anticipated timelines at present.

Members requested that their thanks be conveyed to the Trust for their efforts and service during the pandemic.  

RESOLVED -   

That the Health and Adult Social Care Select Committee:  

a.    Noted the report, engagement plan, and current challenges as well as any recorded issues addressed and/or resolved,  

b.    Requested a further update in November 2020