Nottingham University Hospitals NHS Trust (NUH) continues to work with significant operational pressures, as highlighted in the Chief Executive’s update ahead of the Trust Board meeting on 13 March.
Chief Executive of Nottingham University Hospitals NHS Trust, Anthony May, prepared a Chief Exec’s Update report ahead of presentation at the NUH Board Meeting on Thursday 13 March – here are the main points:
While there are signs of improvement in some areas, challenges remain in patient flow, elective care backlogs, and infrastructure delays.
The Trust’s services remain under sustained pressure, with an increase in the number of patients medically fit for discharge but unable to leave hospital due to system bottlenecks. In January, the number of adult patients occupying beds for more than 21 days rose, impacting the flow of patients and the availability of acute care beds.
However, there is some positive news on ambulance handovers. For the third consecutive month, the percentage of handovers completed within 30 and 60 minutes improved, supported by the implementation of a new 45-minute handover process in December 2024.
The Trust’s elective care program continues to focus on reducing long wait times, particularly for patients waiting 52, 65, and 78 weeks. While the 65-week wait backlog increased in January due to winter pressures, the 52-week wait backlog remains low compared to similar-sized Trusts. The Trust is on track to meet its March 2025 target for reducing long waits, though a small number of patients waiting over 78 weeks for corneal transplants remain due to delays in national donor material distribution.
Diagnostic waiting times have shown improvement, with the Trust achieving over 71% in January for the first time in four years. Cancer care performance also saw progress, with the 62-day combined standard reaching 67.7%, the second-highest level since November 2022. However, the 31-day standard remains a challenge.
The Trust Leadership Team (TLT) has been active since the January Board meeting, addressing a range of strategic priorities. Key updates include:
- Financial Sustainability: Weekly updates on the Financial Sustainability Plan.
- Care Group Restructuring: A new clinical model will take effect on 1 April, transitioning from six Clinical Divisions to four Clinical Care Groups to enhance collaboration and efficiency.
- Virtual Wards and Workforce Development: Approval of a Virtual Wards business case and plans for standardising work experience opportunities.
- National Staff Survey: Initial results are embargoed until March 2025.
- Infrastructure Delays: The Tomorrow’s NUH program, part of the New Hospital Programme, faces significant delays, with main construction now not expected to begin until 2037.
The Independent Review into Maternity Services, led by Donna Ockenden, has been delayed until June 2026 due to an increased number of cases (approximately 2,500). The Trust continues to cooperate with the review and Nottinghamshire Police’s ongoing investigation, Operation Perth, which is examining missing digital files related to maternity care.
The Trust’s Genomics Laboratory at City Hospital had its UKAS accreditation suspended following an unannounced assessment in January. Issues identified included inadequate training on ISO standards and delays in reporting non-conformities. A Genomics Action Plan is underway to address these concerns, with a review scheduled in three months.
A recent meeting between NUH and East Midlands Ambulance Service (EMAS) leadership highlighted progress and challenges in the 45-minute handover process. Both organisations committed to addressing concerns raised by frontline staff and improving system-wide collaboration.
The Trust is aligning its 2025/26 plans with NHS England’s operational guidance, focusing on reducing elective care waits, improving A&E performance, and enhancing mental health services. Despite ongoing challenges, the Chief Executive expresses gratitude to staff for their resilience and commitment to improving patient care.
