Issue - meetings

Karen Jackson, Interim Chief Executive, Southport and Ormskirk Hospital NHS Trust, to attend.

Further to Minute No. 15 (2) of 27 June 2017, Karen Jackson, Interim Chief Executive, Southport and Ormskirk Hospital NHS Trust, attended the meeting to update the Committee on recent developments at the Trust.

A sheet illustrating “Care for You” and outlining the bodies set up to consider and monitor care, based on local population needs, produced in conjunction between the Trust, NHS West Lancashire Clinical Commissioning Group and NHS Southport and Formby Clinical commissioning Group, was circulated for the attention of the Committee.

Ms. Jackson indicated that she had been in post since April 2017 and had set the following priorities with staff:-

·         Internal governance within the Trust – a full review was being conducted;

·         Organisational development and engagement with staff – a Strategy was being developed, underpinned by a new communication strategy and work undertaken around behaviours; and

·         Organisation – work was underway on greater collaborative working with commissioners and a clinically-based focus.

In addition to the above, Ms. Jackson indicated that she also wanted to carry out work on the following:-

·         Financial position – driving efficiencies;

·         Activity – links to performance and looking at patient flow; and

·         Performance, e.g. stroke services.

Fiona Taylor, Chief Officer for NHS South Sefton Clinical Commissioning Group and NHS Southport and Formby Clinical Commissioning Group, indicated that Mersey Care would also be involved with the bodies set up to consider and monitor care, based on local population needs, and that consideration was being given to services that should only be delivered within a hospital setting.

Members of the Committee raised the following issues and a summary of the responses provided is outlined below:-

·         Following a visit by Committee Members to the stroke unit during October 2015, concerns had been raised regarding rehabilitation facilities, in particular.

Reconfiguration of the site above A&E was to take place prior to Christmas 2017 for the relocation of the stroke ward, providing more single bays and direct access that would permit the Trust to better meet required standards, as the organisation was now recognising the external challenges to be faced.  Plans could be shared with Committee Members.

·         How had communications improved within the Trust, particularly with regard to the staff?

Ms. Jackson toured the hospital on a daily basis and was attempting to engender a learning culture within the Trust, making senior management more visible and approachable. Listening events took place and both formal and informal processes took place, including monthly meetings and an open door policy.

·         Are staffing levels acceptable and how are good staff retained?

The Trust was attempting to drive quality improvements and staff had good ideas on possible progress. All staff wanted to deliver good patient care. Staffing levels had generally improved, although there were specific problems in speciality areas, such as paediatrics, dermatology and anaesthetics. A number of staff had been employed by the Trust for some years and were very loyal to it. In those areas where there were national shortages of staff, the Trust was attempting to work  ...  view the full minutes text for item 23