The Adults and Health Select Committee were scheduled to meet on 11 July 2025 to discuss NHS backlogs, adult neurodiversity, and the committee's forward work programme. The meeting was also scheduled to review the minutes from the previous meeting held on 6 March 2025.

Here's a breakdown of the topics that were expected to be covered:

NHS Backlogs

The committee was scheduled to discuss a report outlining the current elective waiting lists for patients across Surrey Heartlands and Frimley Integrated Care Boards (ICB). The report detailed the progress made in addressing these backlogs and the actions being taken to reduce them further.

Key points from the Surrey Heartlands report included:

• Waiting List Size: As of April 2022, the waiting list across Surrey Heartlands was approximately 90,000, which was 12% above the pre-pandemic level. Following the implementation of a new IT system at Royal Surrey NHS Foundation Trust (RSFT) and Ashford & St Peter's Hospitals NHS Foundation Trust (ASPH), the list peaked at over 162,000 in September 2023. By March 2025, it had been reduced to approximately 143,000.
• Specialties with Highest Volume: Five specialties accounted for around 45% of the total elective waiting list: orthopaedics, ear, nose and throat (ENT), ophthalmology, gynaecology, and oral surgery.
• 18-Week Referral to Treatment (RTT): The report noted that there is a constitutional standard where 92% of patients should be waiting no more than 18 weeks from referral to first consultant-led treatment[^1]. [^1]: The NHS Constitution sets out rights to access NHS services within maximum waiting times, including the right to start consultant-led treatment within 18 weeks of referral. Due to challenges since the Covid pandemic, NHS England has set a renewed focus to improve the percentage of patients waiting no longer than 18 weeks to 65% nationally by March 2026, with every trust expected to deliver a minimum 5% point improvement.
• 52-Week Waits: Prior to Covid, it was unusual for patients to wait more than 52 weeks. The number of patients waiting more than 52 weeks peaked at 5,329 in October 2023, but had been reduced to 2,627 by March 2025.
• Quality and Safety: All acute trusts continue to undertake regular waiting list validation to ensure accuracy and identify errors. A harm review process is in place for every patient waiting over 52 weeks, overseen by clinical leadership teams.
• Digital Innovation: All three acute trusts have implemented a patient portal to enable patients to book appointments and review information. Virtual consultation software is also being used.
• Workforce Challenges: Workforce pressures, particularly in Maxillofacial services, have led to extended waiting times for non-urgent patients.
• Actions Taken: Weekly meetings are held with trusts to review long waiters and provide support. Mutual aid between NHS providers and the independent sector has also taken place. The Ashford Elective Centre has opened to provide additional orthopaedic capacity.

The Frimley ICB report also provided an update on elective care and cancer backlogs. Key points included:

• Elective Care: Frimley ICB had seen a reduction in long waits, with 18-week performance improved to 55.1% as of March 2025. The total waitlist had reduced by 13.6% between July 2024 and March 2025. 52-week breaches had reduced by 52% from their May 2023 peak, and there were zero 104-week breaches.
• Cancer Care: Frimley ICB exceeded the 28-day Faster Diagnosis Standard (80%) and achieved 76% for the 62-day standard as of March 2025. The ICB ranked in the top quartile nationally for cancer pathway performance and low long-wait breaches.
• Diagnostics: Performance improved to 85.4% for patients receiving tests within six weeks as of March 2025.
• Strategic Actions: Included weekly backlog reviews with Trusts, enhanced validation processes, use of digital tools, and investment in Community Diagnostic Centres and Any Qualified Providers[^2]. [^2]: Any Qualified Provider (AQP) is an NHS procurement model where a range of providers who meet certain quality and price criteria can deliver services to patients.
• Workforce Challenges: Dermatology services were experiencing challenges due to demand exceeding capacity.
• Digital Innovation: Frimley ICB continues to use virtual consultation software and is pursuing the integration of Artificial Intelligence (AI) within the Elective Care pathway.
• Tackling Health Inequalities: Frimley Health Foundation Trust (FHFT) is adopting the national CORE20PLUS5 framework[^3] to address healthcare inequalities. [^3]: CORE20PLUS5 is a NHS England approach to reduce health inequalities. CORE20 refers to the most deprived 20% of the national population, and PLUS5 refers to five specific clinical areas: maternity, severe mental illness, chronic respiratory disease, early cancer diagnosis, and hypertension case-finding.
• Supporting Patients on Waiting Lists: FHFT launched a waiting list validation campaign and is implementing enhanced SMS functionality for personalised messaging.

Information Update: Adults and Neurodiversity

The committee was scheduled to receive a verbal update on adult neurodiversity from Surrey and Borders Partnership NHS Foundation Trust on related issues to improve focus and understanding.

Recommendations Tracker and Forward Work Programme

The Select Committee was scheduled to review the attached recommendations tracker and forward work programme, making suggestions for additions or amendments as appropriate.

The recommendations tracker included updates on:

• The effectiveness of communications around reducing the risk factors for Dementia.
• Changes being made in response to the NHSE requirements for all Minor Injury Units and Walk in Centres to become Urgent Treatment Centres by April 2025.
• The Integrated Care Boards committing to working closely with General Practice and local stakeholders to continue to enhance the service provision to address the health needs of the population.

The forward work programme outlined the committee's planned scrutiny activities for the upcoming year, including performance monitoring of Mindworks Transformation Programme and Right Homes, Right Support: Older People's Residential and Nursing Care Strategy. It also included pre-decision scrutiny of the 2026/27 Budget to 2030/31 and performance monitoring of Maternity Services at St Peter's Hospital.