Agenda item

Representatives from Calderdale and Huddersfield NHS Foundation Trust will attend to provide an update on the Hospital Reconfiguration Programme.

Contact: Yolande Myers Principal Governance Officer Tel: 01484 221000 Yolande.myers@kirklees.gov.uk

Anna Basford, Deputy Chief Executive and Director of Transformation, Rob Aitchison, Deputy Chief Executive, Dr Mark Davies, A&E Consultant and Clinical Lead for Reconfiguration and Stuart Baron, Deputy Director of Finance attended as representatives from CHFT to update the Committee on the Hospital Reconfiguration Programme.

A presentation outlined key improvements which included enhanced patient safety, workforce wellbeing, and environmental sustainability. The development of Target Operating Models (TOMs) was highlighted as a strategic enabler for clinical transformation, supporting the Trust’s five-year plan and facilitating collaboration across specialties. Estate plans for both Calderdale Royal Hospital (CRH) and Huddersfield Royal Infirmary (HRI) were reviewed, including new A&E departments, theatres, inpatient wards, and learning centres. The Committee noted the positive feedback received following the opening of the new HRI A&E, including praise from the CQC and NHS England’s National Medical Director.

The Committee noted the design of the new clinical building at CRH, which incorporated feedback from public engagement and aligned with net-zero ambitions. The building would feature modern inpatient wards, dedicated emergency departments for adults and children, and sustainable construction methods. The Committee was advised of the use of immersive technology in the design process and the emphasis on wayfinding, privacy, and dignity. Updates were also provided on internal developments such as the maternity floor and cardiac catheter labs, with construction scheduled to begin in spring 2026. Communications and stakeholder engagement activities were noted, including digital updates, media coverage, and statutory planning consultations with local residents.

During discussions, the Committee were provided with an overview of the TOM which were described as internal tools guiding the future model of care delivery. These models were not yet public facing but were instrumental in shaping service development within the Trust. The TOMs aimed to ensure consistency and innovation across care streams such as planned care, theatres, and medical non-elective pathways. The models were structured to reflect the types of patients and services, providing a framework for future service configuration.

The Committee was advised that the locations of services remained consistent with those previously consulted on, and that the reconfiguration was contingent upon the completion of new builds, which would serve as catalysts for service transformation. The TOM were fluid documents, designed to adapt to technological and clinical advancements. The Committee noted that the transformation extended beyond physical relocation, focusing on delivering care more efficiently, such as the consolidating of acute medical teams on one site enabling direct access from GPs and ambulance services, thereby reducing unnecessary emergency department admissions.

The Committee was informed that the Trust had received approval to proceed with the Full Business Case (FBC), following support for the Outline Business Case (OBC).  Dialogue with the Department of Health and Treasury suggested that approval timelines would be shortened to support the Trust’s 2029 reconfiguration target. The Committee expressed concerns about national structural changes, but was reassured that appropriate pathways and relationships remained intact.

The Committee commented that CHFT had managed winter pressures better than many trusts, avoiding corridor care, and was advised that additional bed capacity had been opened.  Growth assumptions were already factored into the reconfiguration model with the Trust continuing to explore alternative care models such as same-day emergency care and community-based services.

Dr Davies, A&E Consultant and Clinical Lead for Reconfiguration, advised the Committee that in reflecting on the first winter at the new Huddersfield A&E, whilst the department functioned well, some cubicles were found to be larger than necessary. Therefore, the design for Calderdale’s new A&E would adjust cubicle sizes to improve efficiency, while ambulance assessment cubicles would be slightly enlarged.

The Committee noted that the new Calderdale wards would include 16 single rooms per 28-bed ward. The Trust acknowledged the need for enhanced supervision and was refining the nursing model accordingly. Room layouts had been redesigned using immersive digital tools to improve visibility. Although camera monitoring was not planned, digital falls mats and smart beds would be used to enhance patient safety.  Construction of the maternity floor was scheduled to begin in summer 2025. The Trust clarified that a bereavement suite already existed and would be improved with support from the hospital charity.

Dr Davies confirmed to the Committee that all non-elective care would be delivered at Calderdale, while Huddersfield would host planned care and outpatient services. There would be no major shift in outpatient access, and clinics would continue at both sites to maintain patient choice.

The Committee was advised of recent and planned investments at HRI, including ward and theatre refurbishments. Some works would occur post-reconfiguration, and funding would be drawn from the Trust’s annual capital allocation and national funding opportunities. Site rationalisation would follow the shift of inpatient activity to Calderdale with the refining of the future layout of the HRI site still taking place, with a focus on maximizing use of better-quality estate and aligning with the TOM.

The Committee was advised that there were no plans to involve private sector partners in elective surgical hubs. Huddersfield’s elective surgical hub remained NHS-run and was considered a trailblazer.

The Committee noted that a comprehensive communications strategy had been implemented, including a resident alert system, a redesigned website with a “map of the future,” regular stakeholder briefings, ward councillor meetings, mail drops, and planning updates for local residents. No feedback had been received from the most recent mail drop, but the Trust remained open to engagement.

The Committee requested an opportunity to scrutinize the FBC, and the Trust agreed to provide non-commercial information, noting that the FBC would remain a draft until Treasury approval.

RESOLVED –

1)    That representatives from CHFT be thanked for their presentation and attendance at the meeting.

2)    That the non-commercial information from the Full Business Case including value for money, delivery plans, and any changes or implications be provided and considered a future meeting of the Committee.