The Trust’s vision is to provide excellent hospital and integrated care services to the people of Bedfordshire  Image: Wikicommons

‘Significant’ investment into the South Wing is part of the plan

Shorter stays in hospital, revolutionary digital transformation and significant investment into the South Wing site are all among a list of aims included in the new Three Year Plan launched by Bedford Hospital.

The Trust’s vision is to provide excellent hospital and integrated care services to the people of Bedfordshire. It’s plan sets out how the Hospital will meet this vision.

The Three Year Plan’s ambitions include:

  • ‘Significant’ investment into the South Wing site so more patients receive the care they need in the right place in modernised settings
    • Upgrading two theatres and day surgery (subject to Capital Funding)
    • Development to children’s A&E
    • Brand new Learning and Education Centre
  • Undertake the single largest digitisation in the history of the Trust with the Global Digital Exemplar (GDE) Fast Follower Programme. This will move the Trust towards a digitally enabled and quality assured future, aligned with providing safe, effective and personalised care for every patient, every time
  • Develop more ambulatory services, such as same day emergency care, to maintain and increase the number of patients we can appropriately treat and support to go home
  • Investment and increased focus on strengthening and developing our workforce – making Bedford Hospital the employer of choice
    • Focus on recruitment as service growth and develop A&E, Maternity and Paediatrics
    • Developing new staff roles and a strong leadership culture
    • Create a modernised learning and education environment for our staff, students and volunteers
  • Improving services and patient experiences to get a ‘Good’ CQC rating upon the next inspection

 

Stephen Conroy, chief executive of Bedford Hospital, said:

“The demand for care locally is increasing as the population grows with patient’s needs becoming more complex to manage. Our Plan outlines how we will address the significant challenges and improve our local health service.

“We have a fantastic workforce, have a strong track record in patient safety and quality and are a well led Trust; we want to maintain and build upon this.

“Our Three Year Plan outlines our commitment to invest in our high skilled and caring staff and students so that we are consistently attracting and retaining the best workforce and harnessing the talent of future healthcare leaders.

“Our collaborative working with partners, including the Luton and Dunstable NHS Hospital will continue with plans to move to an integrated pathology service in 2020 further strengthening our ability to provide sustainable, quality and efficient healthcare services to our patients.”

Update on proposed merger of Bedford Hospital and Luton & Dunstable Hospital NHS Trusts

Statement from Bedford Hospital and Luton & Dunstable Hospital NHS Trusts

Following the announcement in September 2017 of the proposal to merge Bedford Hospital and Luton & Dunstable University Hospital (L&D) to create a single Foundation Trust, significant work has taken place to develop plans and review the Full Business Case (FBC) submitted to national regulators (NHS England / Improvement).

Alongside the submission of the FBC, the Trusts submitted a separate business case for capital investment, outlining the means by which the full benefits of the merger would be realised.

Although there has been a delay in obtaining approval for this investment and no firm date yet proposed to create a single Foundation NHS Trust, the partnership approach established by the two hospitals continues with real progress made in exploring the opportunities this will bring such as developing collaborative working within Pathology and Information Management Technology (IMT) services.

Stephen Conroy, ceo of Bedford Hospital and David Carter, ceo of L&D said:

“We are very disappointed that our plans to merge have not yet reached fruition. Both Trusts entered into discussions around the merger with an absolute commitment to make this a reality and have worked extremely hard in the planning for this proposal.

“We both remain committed to pursuing these plans in the future as they provide the right solution to develop sustainable health care services for the growing local population.”