The Health Overview and Scrutiny Committee met on Wednesday, 7 October 2026. The committee noted the election of Councillor Diane Morton as Vice-Chair and approved the minutes from the previous meeting.

Intensive Recovery Programme Update

Dr Des Holden, Acting Chief Executive of East Kent Hospitals University NHS Foundation Trust, and Catherine MacDonald, Director of the Intensive Recovery Programme, provided an update on the trust's progress. The Intensive Recovery Programme (IRP) aims to deliver sustainable, trust-owned improvements with streamlined support. East Kent Hospitals University NHS Foundation Trust (EKHUFT) is one of five trusts in the programme due to the seriousness of its challenges.

Key areas of focus include improving maternity and neonatal services, reducing pressure in the emergency department, ensuring financial sustainability, and developing a clear organisational strategy. EKHUFT has been placed under tighter scrutiny from regulators due to stability concerns with its Board of Directors, leading to the appointment of a substantive chair and progress in recruiting a substantive Chief Executive.

Regarding maternity services, the trust is participating in the Baroness Amos review. While CQC ratings for maternity services at William Harvey Hospital and Queen Elizabeth The Queen Mother Hospital were rated 'good' in 2025, concerns raised by families and staff are being addressed. Workforce recruitment, particularly for midwives, is improving, though wider system issues are being reviewed. Estates and service development issues are expected to be resolved later in the year.

To reduce emergency department pressure, the trust has implemented operational and cultural changes, working with NHS England's Getting It Right First Time (GIRFT) team. New Same Day Emergency Care (SDEC) units at Queen Elizabeth The Queen Mother Hospital and William Harvey Hospital are opening to patients. Further progress depends on system partners, particularly local authority services, community and mental health partners.

Financially, the trust is focusing on improving pay expenditure control and delivering savings through its Cost Improvement Programme, with enhanced pay controls and measures to reduce reliance on temporary staffing. Medium-term planning aims to return the trust to financial balance by 2029/30.

The trust is developing an organisational strategy with key aims including improving quality, safety, and access to care; reducing health inequalities; transforming how and where care is delivered; building sustainable services and workforce; and strengthening partnership working.

The committee noted the report.

Update on Proposed Bed Reductions on Whatman Ward, Maidstone Hospital

Rachel Jones, Executive Director of Strategy, Planning and Partnership at Maidstone and Tunbridge Wells NHS Trust, and Dr Nick Bagley, Deputy Chief of Service for Medicine and Emergency Care, provided an update on the proposed bed reductions on Whatman Ward at Maidstone Hospital. Whatman Ward is a 21-bed facility providing geriatric and acute frailty care.

The trust apologised for the lack of timely communication with the committee regarding the proposed closure. The ward's capacity has not yet been closed, and the plan involves a phased approach, with the first bay closure scheduled for the week commencing 12 October 2026, followed by one bay per week, aiming for full closure by 6 November 2026. This phased approach allows for assessment of impacts and maintenance of safety.

The decision to reduce bed capacity is driven by the NHS 10-Year Plan's focus on moving care out of hospitals and into communities, with a particular emphasis on frailty and older patients who no longer require acute care but need support to transition to community settings. The trust highlighted that daily, between 120 and 150 patients across its sites are medically ready for discharge but remain in hospital beds due to delays in community care packages.

The trust is working with partners to improve discharge planning, increase Same Day Emergency Care (SDEC) services, and expand virtual wards. A Quality Impact Assessment has been undertaken, with mitigation measures including the delay to bed reductions and a phased closure. Staff consultation has taken place, and affected staff will be offered redeployment.

The committee expressed concerns about the timing of the closure, particularly before winter, and the lack of detailed data in the report. A motion was passed stating that the committee does not support the closure of Whatman Ward until the Trust and ICB demonstrate, using published data, that equivalent community social care and urgent response capacity is operational, accessible, and safe, and that agreed safety indicators have not worsened during phased bay closures. The committee also considered the closure a substantial variation in service and requested full consultation and scrutiny, with the Trust and ICB to return in three months with an updated report.

Commissioning Intentions 2027/28: Engagement Findings and Finalisation

Chris Neill, Chief Commissioning Officer for NHS Kent and Medway Integrated Care Board (ICB), presented the Commissioning Intentions for 2027/28, outlining the ICB's strategic commissioning priorities. The intentions reflect a shift towards prevention, population health, neighbourhood-based care, and strategic commissioning, supported by the four layers of care model.

Over 3,000 residents participated in engagement activities, highlighting a desire for easier access to general practice, integrated patient pathways, care closer to home, and a focus on prevention. The document aims to translate these priorities into delivery, with a focus on outcomes rather than just activity.

Key themes from the engagement include:

• Access: Strong demand for easier access to GP appointments and shorter hospital waiting times.
• Prevention: High support for increased investment in preventative healthcare.
• Care Closer to Home: Willingness to receive care in community settings, provided it is safe, accessible, and well-resourced.
• Digital vs. Non-Digital: Support for digital innovation but a clear need to retain non-digital routes for accessibility.
• Mental Health: Emphasis on early intervention and support before crisis point.
• VCSE Sector: Recognition of the vital role of voluntary, community, social enterprise, and faith organisations as strategic partners.
• Carers: Acknowledgment of the importance of carers and the need for their involvement in planning.

The committee raised concerns about the timing of the report, suggesting a draft would have been more appropriate for pre-scrutiny. Questions were also raised about how to measure prevention effectively and the accountability of commissioners. A motion was passed supporting the strategic direction but requiring the ICB to provide costed implementation plans, workforce impact assessments, maintain non-digital access, ensure alternatives are operational before acute capacity is removed, and return with a public performance dashboard within six months.

Overview of the Kent and Medway ICB Maternity Services Transformation Programme

Jennie Hall, Chief Nursing, Quality and Experience Officer at NHS Kent and Medway ICB, presented an overview of the Maternity Services Review Programme. The programme aims to improve outcomes, quality, safety, and experience for women, babies, and families across Kent and Medway, responding to national and local challenges, including the Amos Review findings.

Phase 1 focused on evidence gathering, analysis, and stakeholder engagement, establishing a baseline understanding of current services. The next phase will focus on developing a Case for Change, further engagement, and defining future care models. Any proposals for substantial service change will undergo appropriate governance, engagement, and decision-making processes, including further scrutiny by the Health Overview and Scrutiny Committee.

A key finding from the review is that 50% of women are choosing caesarean sections, and there is a growing trend for women to opt for home births. The review will consider community and accessibility aspects of service delivery, not just hospital-centred models.

The committee passed a motion supporting maternity transformation in principle, subject to quarterly hospital-level public reporting on safety, staffing, inequalities, and patient experience, and assurance that no service reconfiguration proceeds without safe staffing and demonstrable improvement.

Work Programme

The committee was invited to note the proposed work programme for upcoming meetings, which includes updates on the phlebotomy service in Deal, William Harvey Hospital's urgent and emergency care service, and East Kent Hospitals University NHS Foundation Trust's Aquatic Therapy review. The critical incident declaration at William Harvey Hospital was confirmed to be on the work programme.

The meeting concluded with the Chair thanking the speakers and members for their attendance.