Agenda item

To receive Finance and Performance Reports from Cambridgeshire and Peterborough Clinical Commissioning Group in relation to Hinchingbrooke Hospital.

Mr R Murphy, Interim Local Chief Officer (Huntingdonshire System) and Mr K Poyntz, Assistant Director of Commissioning and Contracting (Huntingdonshire System), Cambridgeshire and Peterborough Clinical Commissioning Group, will be in attendance for this item.

Members of the Overview and Scrutiny Panels (Economic Well-Being) and (Environmental Well-Being) have been invited to attend for this item.

30 Minutes.

(Mr R Murphy, Interim Local Chief Officer (Huntingdonshire System) and Mr K Poyntz, Assistant Director of Commissioning and Contracting (Huntingdonshire System), Cambridgeshire and Peterborough Clinical Commissioning Group, were in attendance for this item).

(Councillor Mrs M Banerjee was also in attendance for this item).

With the aid of a report by Cambridgeshire and Peterborough Clinical Commissioning Group (CCG) (a copy of which is appended in the Minute Book) the Panel gave consideration to the financial and operational performance of Hinchingbrooke Hospital. The Panel’s attention was drawn to the Hospital’s forecast outturn position, which was £2.9m over planned spending for the year. The CCG was working closely with the Trust to improve the position; however, financial penalties had been imposed upon the Trust in areas where local and national standards have not been met, for example, Ambulance turnaround times and establishing closer working practices with GPs. With regard to the performance levels achieved, some areas of the Hospital were experiencing increased levels of activity. A robust plan would be put in place to improve the Hospital’s financial performance.

It was reported that the Accident and Emergency Department had been ranked as one of the top ten performing facilities across the Country and the best within the CCG area. Additional funding had been obtained from central Government to assist acute providers with additional pressures on the Accident and Emergency Department arising from poor weather conditions during the winter. The funding enabled patients to be cared for in their own homes or within the community. The Hospital had met required standards for infection control with no outbreaks of MRSA or C Difficile having been reported within the last six months. In addition, the relevant standards were being met for treatment referrals. The “Choose and Book” system appeared to be an area of concern but this was only minor in comparison to other performance indicators. In terms of contract compliance, queries had been raised with the Hospital around the provision of medical staff, the completion of mandatory training and local infection control issues. These matters were being addressed by the Trust.

The Panel was acquainted with the challenges the Hospital faced in the next financial year and the opportunities that would exist. It was intended that adequate plans and controls would be put in place to achieve a surplus outturn position by the end of 2014/15. The Hospital’s vision was to specialise in District General core functions such as urology and dermatology services. Consideration was also being given to developing further the reablement ward, which provided key services for frail and elderly patients.

In response to a question asked by the Chairman, clarification was received that the review of third sector commitments was necessary because many of the existing agreements were made by the former Primary Care Trust and their purpose was not clear. Following a further question, the Panel was informed that the review of clinical thresholds would ensure that only those services for which there was evidence that they were required would be commissioned. The general principle had been adopted that every avenue should be exhausted before surgery was considered. Answers to questions about the appointment of an external “turnaround team”, the means by which diagnostic waiting times were verified and the circumstances which had resulted in the cancellation of operations were also provided. Members then commented on the need for local residents to take greater responsibility for their own health and discussed initiatives employed by Circle Healthcare to empower employees and boost staff morale. Staff morale and the management of complaints would be pursued by the Hinchingbrooke Hospital Working Group.

There was a need for closer working practices to be employed between GPs and consultants in their general care for patients and in terms of validation. This was regarded as being key to improving quality and the CCG acknowledged that this could be addressed through the commissioning process when awarding contracts to GPs.

Having expressed their satisfaction with the performance of Hinchingbrooke Hospital and in thanking the Interim Local Chief Officer (Huntingdonshire System) and Assistant Director for Commissioning and Contracting (Huntingdonshire System) for their attendance at the meeting, the Panel welcomed representatives of the Commissioning Group back in six months’ time to deliver a further report.