Agenda item

Report of the Deputy Chief Executive London North West University Healthcare NHS Trust

The Board received a report which provided details of London North West University Healthcare NHS Trust Our Way Forward strategy which set a clear vision for the future and shape of the Trust’s work for the next five years.

Following a detailed presentation of the strategy, the Board made comments and asked questions as follows:-

·                 Midwifery services did not appear to be mentioned within the strategy and, having previous been dangerous and inadequate, clarification was sought on the plans to remedy this.  The Board was advised that the Maternity Strategy had been launched at the end of 2022 and was organised around three domains; leadership and governance, safe and effective care and women centred care.  The service had fluctuated between adequate and inadequate and in terms of being sustainably ‘good’ this would be progressed through the strategy over the next year or so.  A Maternity Improvement Lead had been appointed the previous week as a continuation of investment in the department/service.

·                 Objective 4 of the strategy outlined delivery in the community and clarity was sought in terms of integration the other strategies the Trust was looking to adopt to progress community based support.  The Board was advised that pre Covid, London North West had not always been as outward facing as it should have been but was ready to play its part working with partners.  Some of this would be around innovation and delivering services in a different way or it might be the provision of expertise or the use of buildings and assets.  An officer commented that there had been a shift in the culture of the Trust and cited the example of a paediatrician being available at a Children’s Health Hub and consultants being more available.

·                 Northwick Park Hospital had a significant impact on Harrow and placed pressure on the wider system and the long term vision of the Trust for the hospital was questioned.  The Board was advised that service changes such as the new ‘front door’ and virtual wards and enhancements as well as investment in a purpose built critical care unit for the hospital would address this.  The balance between Ealing Hospital and Northwick Park also required consideration as well as staffing issues.

·                 Concern was expressed about the use of annual indicators to measure performance, particularly when out of date data was being used.  The data was from the staff survey of 2021 and therefore the picture might now be different.  The Board were advised that the staff survey for 2022 had just been published but the point was acknowledged and the Trust would be introducing pulse surveys.

·                 Whilst welcoming the comprehensive report and strategy and its ambitions a Member questioned whether some of the work had been completed and how feedback from users was obtained.  Whilst the automated texts were welcomed, some residents received 3 or 4 copies of the same letter and this had to be resolved.  In response, the Board were advised that the friends and family test and patient care participation group provided feedback.  It was acknowledged that support services had not been prioritised but that it was hoped that investment to save would resolve the duplication of letters.

·                 In terms of supporting and promoting wellbeing of staff, one example where working together would be welcomed was cervical screening of women under 50.  The integrated staff forum could be used as a vehicle for addressing workplace health.

The Board thanked the representatives of the Trust for the presentation.

RESOLVED: That the report be noted.