Agenda item

Tracey Fletcher, Chief Executive, EKHUFT and Tim Glenn, Interim Chief Finance Officer, EKHUFT (on secondment from Royal Papworth Hospital) were in attendance for this item.

1.    Ms Fletcher and Mr Glenn introduced the report which set out the financial deficit of the Trust. Mr Glenn provided some background context, explaining that when the Covid-19 pandemic started in 2020, East Kent Hospitals responded by recruiting over 1600 staff, using enhanced rates to attract candidates. That growth had contributed to the Trust’s current financial position. Post pandemic, the population’s needs had changed, with increased A&E attendance, demand for elective care and higher rates of mental health incidence. That was accompanied by high inflation and economic instability. He reflected that the Trust had struggled to respond effectively to those changes and had not returned to pre-pandemic levels of efficiency and patient flow. This prevented them from accessing new funding opportunities.

2.    In response to a question from the Chair about the impact of industrial action, Mr Glenn explained that there were direct impacts such as the cost of temporary and cover staff, but also indirect impacts, such as theatres not being used because of insufficient staffing levels. It was noted that it was harder for staff to engage with the required plans for service change when industrial action was ongoing. 

3.    Mr Glenn said that a safer staffing review was underway which would ensure optimised staffing levels across all areas of the hospital. It would also consider pay levels.

4.    A Member asked how staff were being listened to and whether they were being relied upon to work overtime. Anecdotally, they had heard of staff being disciplined and wanted to know how widespread this was. Ms Fletcher said she was unaware of any disciplinaries for staff trying to deliver care but would review. Staff forums were being used to discuss how care could be delivered in a more effective and efficient way. Quality of care could be improved by managing pathways more tightly and staff had real insight as to how to that could be achieved. Work was ongoing on creating a culture Trust-wide where staff felt that their input on the future direction of the Trust was valued.

5.    The Chair noted the Trust’s wide portfolio of hospitals and questioned whether more than one Trust was needed. Ms Fletcher responded that nationally there was a move to create larger NHS Trusts as that allowed for more specialisms and less fragmentation as well as greater opportunities for staff. She reflected on the unique challenges of EKHUFT – being surrounded by coastline restricting the flow of staff and the age of the estate. The Trust were working with KCC, KCHFT and private care providers to consider how health and care could be provided in a different way in future but there was a long way to go.

6.    Members asked about the process the Trust was undertaking to manage the financial issues. Mr Glenn provided an overview of the three-phase project that would be undertaken over the next 12 months and what measures would be employed to manage the deficit and return to pre-pandemic levels of productivity. It was noted that it would be a three-to-five-year programme to get the Trust back to a break-even position.

7.    Member’s wanted to understand the impact on care for patients, and Mr Glenn said that an update could be provided in September 2024 on progress and next steps. 

8.    RESOLVED the Health Overview and Scrutiny Committee considered and noted the report.