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MD St Helier NHS Trust introduced the report.  Noting in particular the challenges faced on the St Helier hospital site, much of the fabric of the building is difficult to maintain, we continue to maintain and improve where possible.  The pack includes data on investment put into St Helier hospital, which includes a new scanner and refurbishing wards and the ICU.  6 facet survey is underway, which will assess the estate and management of the backlog, and is not expected to deliver any unexpected information or recommendations for works, and plans are in train to address these in the next capital spend plan. 

In response to questions it was confirmed that:

-       The new hospital is expected to complete in 2030, the plan is to use a standardised template for the build, which will speed up the process and allow some work to be completed off site.

-       There are two channels of work, both to maintain the current site and facilities and build the new hospital, a lot of care will continue at St Helier even after the new hospital is completed

-       80% of care will continue at St Helier, so continued investment is essential. 

The Cabinet Member brought the committee’s attention to a National Audit Office report which cast doubt on the whole programme, and this has never been mentioned in conversations or reporting form the NHS Trust.

In response the MD informed the committee that the role was to focus the organisation was to deliver on the plans as presented, and was not able to comment on the National Audit Office report. 

Chair of St Georges and Ste Helier Trust informed the committee that the Board is concerned by the report, and has discussed the issues raised, the aim of the Board is to work within the current plans and ensure that the necessary funds reach the Trust. 

There are four categories of backlog risks, the report shows a decreasing volume in estates returns over the last three years, that is the cost in the surveys of bringing it back to ‘Condition B’, For St Helier, decreasing costs, and a more moderate decrease at Epsom.  The data is included to demonstrate that the backlog is cleared in order of priority of risk, not location, and shows that St Helier has received relevant attention. 

Work at Epsom has not been at the expense of St Helier patients, it’s an integrated service that benefits all patients within the trust. 

There have been issues at Epsom, floods, breakdown of electrical machinery, and while these may not be the highest risks, they do need attention.  The charts show the general direction of travel, but don’t give a complete picture. 

The chair drew the Trust’s attention to the feeling of residents in the area, whether the feelings of residents reflected the investment or work of the trust was not relevant, the Trust needed to understand the feeling or residents and address those, waiting 6 years for a new hospital did not negate the need to address the concerns of residents and staff. 

In response the committee were informed that the funding for capital repairs was a national problem, the overall money given to trusts was not sufficient to do everything that they would like to do.  Capital funds are often diverted to prop up every day costs, and the Board would have to prioritise the most important things. 

RESOLVED:  that the Committee noted the contents of the report.