Manchester City Council

Agenda item

Agenda item

Single Hospital Service Progress Report

Report of the Executive Director, Planning and Operations, Manchester Health and Care Commissioning and The Group Executive Director of Workforce and Corporate Business, Manchester University NHS FT

 

This report provides an update on the latest position for the Single Hospital Service (SHS) programme since the creation of Manchester University NHS Foundation Trust (MFT) on 1st October 2017, and specifically references progress with the proposed acquisition of North Manchester General Hospital. It also provides an update on work that has taken place in the development of a proposition for the regeneration of the North Manchester site.

 

Minutes:

The Committee considered the report of the Executive Director, Planning and Operations, Manchester Health and Care Commissioning and the Group Executive Director of Workforce and Corporate Business, Manchester University NHS Foundation Trust that provided an update on the latest position for the Single Hospital Service (SHS) programme since the creation of Manchester University NHS Foundation Trust (MFT) on 1 October 2017, and specifically references progress with the proposed acquisition of North Manchester General Hospital. It also provided an update on work that has taken place in the development of a proposition for the regeneration of the North Manchester site.

 

The Deputy Director, Single Hospital Service referred to the main points of the report which were: -

 

·                Providing an introduction and background to the SHS;

·                An update on the Integration Programme;

·                An update on the North Manchester General Hospital site and progress to date;

·                Information on the recent capital funding announcement; and

·                Next steps.

 

The Committee also received an accompanying presentation entitled ‘The future of the North Manchester General Hospital site - A healthcare led approach to civic regeneration’. The presentation: -

 

·                Provided a context for the site in terms of area and population;

·                Presented the case for change and a summary of the proposition to deliver a modern health and care offer;

·                Described the opportunity for health to deliver wider economic and social benefits to the area;

·                Outlined the financial investment required; and

·                Described the approach to partnership working.

 

Members stated that they welcomed and fully supported the incorporation of North Manchester General Hospital (NMGH) into the Single Hospital Service. Members welcomed the proposals for the North Manchester site, noting the wider economic and social benefits that would be realised.

 

Members sought an assurance that the term “rationalising” of the site did not amount to a reduction of services. The Deputy Director, Single Hospital Service confirmed that the term “rationalising” referred to the better reconfiguration of the site, commenting that the current configuration of buildings were sprawling across the foot print and was not fit for purpose and this was an opportunity to rebuild a modern, coherently designed hospital. He further commented that this new hospital would also allow for consideration to be given to locate specialist services at this site, such as ophthalmology and maternity services. He added that by rationalising the hospitals’ footprint would release land to develop other opportunities at the site for the benefit of residents and stimulate economic activity. He stated that the delivery of a modern build hospital would be of benefit to patients and staff, and would also deliver environmental benefits.

 

The Executive Director, Planning and Operations, MHCC responded to a question regarding anticipated timescales for the delivery of the new hospital by advising that it would be 8 to 10 years to complete this project. He stated that the commitment to the funding of this project had been given and this was contained within the NHS Plan.

 

The Deputy Director, Single Hospital Service further commented that a modern hospital would also help reduce the number of unnecessary outpatient appointments, stating that technology would be used, where appropriate to provide consultations and advice for patients in line with the NHS Long Term Plan. He further commented that this would reduce the number of journeys to the site that would impact on emissions. He further advised that discussion would be ongoing with TfGM to discuss public transport to the location.

 

A Member commented upon the Healthier Together Programme that had informed the redesign of specialist A&E care and emergency general surgery and requested that an update report on this area of activity be submitted for consideration by the Committee at an appropriate time.

 

A Member commented that following the introduction of the Single Hospital Service the perception amongst local ward Councillors in the Wythenshawe area was that communications and dialogue between the local hospital site and Members had deteriorated. The Executive Director, Planning and Operations, MHCC acknowledged this comment and said that he would relay this to the site.

 

In response to a comment from a Member regarding Wythenshawe Hospital being the ‘poor relation’ in the Single Hospital Service model, the Deputy Director, Single Hospital Service replied that this was not the case and Wythenshawe was a major acute hospital that provided a number of specialist services at the site.

 

In response to a question from a Member regarding the financial savings achieved in management salaries following the introduction of the Single Hospital Service, the Deputy Director, Single Hospital Service stated that 5.1% of savings had been achieved in management salaries. He further replied to a question regarding the use of mobile units to deliver services by stating that these were used to manage capacity.

 

A Member commented that the public perception of NMGH had been very poor and more needed to be done to publicise the positive proposals for the area. The Executive Director, Planning and Operations, MHCC acknowledged this comment, he further added that improvements had been realised at the site and this had been recognised by the Care Quality Commission, and it was anticipated that the latest inspection report that was due would reflect this. He added that information gathered from staff feedback had indicated that staff morale at the NMGH site had continued to improve over recent years. In response to a specific question regarding comparative performance data for the site, the Deputy Director, Single Hospital Service confirmed that this was recorded and reported.

 

In response to a question regarding staffing and retention at North Manchester General Hospital the Deputy Director, Single Hospital Service informed the Committee that this information would be circulated following the meeting.

 

The Executive Member for Adults, Health and Wellbeing stated that the approach to reforming NMGH was an example of an innovative Manchester approach to delivering improved services for Manchester residents. She paid tribute to all of the staff working at the site and commented that the site had suffered from inadequate funding and poor planning by central government, adding that this had resulted in cuts to services for residents and cuts to student nurses training bursaries.

 

Decisions

 

1. To note the report and presentation.

 

2. To receive an update report at an appropriate time.

 

Supporting documents: