As the old maxim goes, a week is a long time in politics.
It started with the Prime Minister sitting in his office recording a video about phase two of his government. By the end of the week, his Deputy Prime Minister had been forced to resign after breaching the ministerial code. This led to a reshuffle that saw half the cabinet switched to other roles – ministers at the Home Office were cleared out but the Home Secretary who has overseen record small boat arrivals got a promotion to Foreign Secretary.
That approach certainly is not based on results. One of the survivors was the Health Secretary who earlier this week published new NHS league tables for acute hospitals. No one wants to be bottom of the league and so it was very disappointing see QEH’s ranking which underlines that current performance on elective care, cancer referrals, and A&E is not good enough and patients deserve better.
This transparency may be uncomfortable, but publication of this data should galvanise action and support from the NHS nationally and the best-performing Trusts for QEH and its staff.
Since being elected, I have championed a new QEH hospital, while also meeting senior management regularly to review their performance on waiting times and raise any constituent concerns over treatment. However, it is not just QEH - performance across all the hospitals in Norfolk needs to improve. As part of recent reforms to support this, a new Group structure took effect in April for QEH, James Paget, and the Norfolk and Norwich University Hospital.
A new interim Executive Director has been appointed at QEH with a track record of improving clinical and financial performance. When he joined, I highlighted the need to reduce waiting lists as well as improve productivity in the hospital. When we met just a few weeks ago, he fully recognised the issues and assured me the senior leadership have a plan to drive up performance and reduce waiting times.
What does that mean in practice? First, reducing long wait times in the emergency department by recruiting more specialist consultants. There are also plans to create an urgent treatment centre in 2026. Cancer waiting times are a particular concern, and bringing in specialist support to increase capacity and cut diagnostic waits is essential. I’ve previously written about the need to utilise technology and the NHS Federated Model applications better to make better use of operating capacity and reduce waiting times.
Of course, the dedicated staff at QEH also work in a hospital that is not fit for purpose. Thousands of timber and steel supports are in place to hold up the roof and walls built with reinforced aerated concrete making their jobs harder.
That’s why I pushed so hard in parliament with strong local support to secure a commitment by the last government to a new QEH. After reviewing that decision, this government has matched that commitment but a year on from the election has not released funds for the new multi-storey car park. We need to get on with the project as improvements in care and new facilities go hand in hand.
QEH is at the heart of our community and everyone wants to see it achieve better patient outcomes. That requires support for staff and a change in approach to deliver tangible improvements. I will support efforts to achieve this for residents while continuing to hold the Trust accountable for its results.
