Committee considered a report by representatives from Kettering
General Hospital (KGH), outlining its annual report for
discussion, the principal points were
Members queried whether an issue of capacity existed for KGH,
regarding the significant population growth within
Members queried why KGH’s system plan was not aligned with
NHS England’s bed occupancy target of
Members expressed concern regarding the 31-day waiting time for
Regarding the staff vacancy rate of 11.7%, members queried what
could be done to increase recruitment.
One member queried whether the representatives believed that
KGH’s buildings were to the correct standard to deliver
Members requested information regarding KGH’s group plans and
Members queried what KGH’s budget deficit was at the time of
response, the representatives from Kettering General Hospital
Four beds had been closed since Decemeber 2022, due to safety
reasons. KGH had looked at its Pediatric Assessment Unit to
determine how children may be assessed in a different way, rather
than be placed in hospital beds. Opportunities for virtual
appointments and to work more closely with primary care also
The primary challenge regarding bed occupancy existed around
discharging complex patients from hospital and capacity
The rate of vacancies at the time of meeting was as follows:
registered nurses - 9.87% (135 full time equivalents), healthcare
assistants - 10.93% (74 FTEs), midwives - 15% (24 FTEs). The
vacancy rate had improved significantly and staff recruitment was
viewed at strong.
KGH was able to accommodate all procedures it delivered on-site.
The most important factor was to ensure that the correct clinical
staff were in place to deliver services. The hospital was dependent
on national funding to rebuild/refurbish its
In 2020/21, KGH and Northampton General Hospital began talks
regarding collaborative working as two separate legal entities.
‘Fragile’ services had been identified to determine how
different system models may be implemented to improve these
services. An ‘academic strategy’ was employed to
support staff in order to enable them to continue with research and
education around providing care.
KGH had experienced financial challenges as a result of the
COVID-19 pandemic, as well as costs of industrial action. The
deficit position was in the process of being re-forecasted
following the month six period. Work was being carried out
alongside system partners to determine the most effective way to
manage the deficit, while maintaining patient safety and access to
urgent emergency care.
report be noted.