Agenda item

In attendance from Maidstone & Tunbridge Wells NHS Trust: Miles Scott (CEO) and Rachel Jones (Executive Director Strategy, Planning & Partnerships)

1. Ms Jones provided an update on progress since December 2023. This included:
   1. Bariatric services had been in operation for over 12 months, and the Trust were looking to repatriate the Digestive Diseases Unit (DDU).
   2. An outline business case had been approved for Cardiology.
   3. The HASU was fully open and retained it’s A rating.
   4. Maternity Services were a focus point following the latest CQC inspection report.
   5. A full business case was going through the approvals process for the use of surgical robots.
   6. The Community Diagnostic Centre (CDC) had opened, with building works set to complete by the end of the year.
   7. The opening of the Elective Orthopaedic Centre had been delayed but was scheduled for September.
   8. The Trust had acquired a third site, Fordcombe Hospital in Tunbridge Wells, at the end of March 2024.
2. Members wanted to understand more about the acquisition of Fordcombe Hospital. Formally a private hospital, the purchase provided additional capacity and had been supported by the ICB and NHS England. The facility would be used for patient bookings across Kent and Medway as well as East Sussex – EKHUFT were being supported with a treatment pathway for 2,500 patients. Mr Scott commented that whilst no additional operating theatres had been created, capacity had increased because occupancy was lower and there was more flexibility in use of the estate. Patients with the longest waiting times would be targeted and could choose any of the Trust’s three sites. A Member noted the isolated nature of the new site, but Mr Scott provided assurance that transport would be offered where needed. The Chair requested a report in 12 months’ time to review the success of the acquisition.
3. At the previous discussion, a question had been asked about new injectables and whether these would replace surgery in the future. A written response had been circulated but Ms Jones confirmed these were not being used because the treatment pathway had yet to be approved.
4. Asked about the vacancy rates in Women’s Services, Ms Jones confirmed that these remained a challenge but staffing appointments had been made. The Trust had successfully reduced its overall staff vacancy rate to 5% following an 18 month focus.
5. The Trust was soon to enter into its next 2 year clinical strategy, and an area of focus was likely to be Emergency Department (ED) demand which was unprecedented. The Trust was working with Primary Care Networks around integrated neighbourhood teams.
6. The link between mental wellbeing and frailty was discussed, and the impact that had on the Trust’s resources in terms of longer hospital stays and challenges around the best way of supporting patients.
7. Mr Goatham from Healthwatch complimented the presentation of the Strategy in the agenda report, noting its understandability for the public.
8. Demand in the Urgent Treatment Centre had increased from around 200 a day to over 300 a day over the last few years. The Trust directly employed GPs as well as using West Kent primary care. The Trust’s ED department was performing well nationally.
9. Ms Jones confirmed that the purchase of a robot would not change the ICB’s strategy for Urology. It was important for the Trust to make use of such equipment to ensure they attracted the best staff.
10. Establishing primary percutaneous coronary intervention (PPCI) provision at Maidstone Hospital was an aspiration but dependant on securing adequate funding. Ms Jones confirmed that would come through the ICB as opposed to NHSE (because it did not exceed the relevant threshold). She offered to share a paper with the Committee setting out the available funding routes.
11. RESOLVED that the Committee consider and note the report.