Summary of "Team Brief: October 2025"

October 2025 Team Brief Overview

The October 2025 Team Brief, led by Nick Kashu, Chief Executive of Bridgewater Community Health and Warrington and Halton Teaching Hospitals, covered a broad range of organizational updates, current challenges, and future plans. The session concluded with an extensive Q&A.

Key Points

1. Organizational and National Context

Emphasis on tackling racism and anti-Semitism within the NHS, reflecting national efforts led by Lord Mann to review and regulate these issues.
A call for kindness, unity, and zero tolerance for discrimination among staff.
Introduction of Sir David Henaw as the interim chair of the Integrated Care Board (ICB) for Cheshire and Merseyside, overseeing an £8 billion budget and healthcare commissioning.

2. Quality and Patient Care Initiatives

Update on the Multi-Agency Discharge Team (MADE) event focusing on reducing patient discharge delays and improving communication and processes around discharges.
Positive progress noted in patient mobility, with 52% of patients out of bed by midday.
Ongoing challenges include unwarranted variations and delays in timely “to take out” (TTO) medication prescriptions, a major barrier to safe and timely discharges.
Digital advances include the rollout of Chester Emergency Side PAX (Picture Archiving Communication System) for Warrington and Bridgewater, enabling better access to imaging.
AI pilot programs using Microsoft AI tools (Co-pilot and Live Bird Health Aiscribe) are underway to improve clinical documentation and consultations, with promising early feedback.

3. Financial Position and Productivity

Both organizations are on plan financially at mid-year but rely heavily on non-recurring savings, which is unsustainable long-term.
Strong focus on converting non-recurring savings to recurring ones.
Efforts to improve productivity in outpatient, inpatient, daycase, and emergency care services to ensure spending aligns with patient throughput.

4. Integration and Future Organizational Values

Over 183 staff responses with 600+ comments helped define four core future organizational values:
- Kindness
- Openness
- Fairness
- One Team (inclusive of patients, communities, and partners)
These values will take effect from April 1, 2026.
Ongoing engagement planned to develop a five-year strategy including mission and vision updates.
Integration of the two trusts will largely maintain existing roles initially, with more detailed team structure and location information to be shared from November onwards.

5. Staff Engagement and Wellbeing

The staff survey is underway, with current response rates of 29% at WHH and 39% at Bridgewater.
Staff are encouraged to participate honestly; anonymity is assured.
Survey results are taken seriously, influencing organizational objectives, accountability, and regulatory scrutiny.
Flu vaccination uptake among frontline staff is low (14% Warrington, 17% Bridgewater) compared to historical rates (~80%), prompting a strong push for increased vaccination to protect staff and patients.

6. Operational Updates

Shuttle bus service timetable will be reduced from December 1 due to low usage during evenings and weekends, aiming for better value for taxpayers.
Parking barriers installed at Guardian Street car park with minor changes to opening hours; further details to be clarified.
Recruitment challenges noted, especially delays and decisions to recruit at lower bandings, with efforts to streamline vacancy control panels ongoing.
Electronic Patient Record (EPR) system replacement is in progress, with market testing underway and funding being sought (~£15 million), involving collaboration with Mersey West LS for economies of scale.

7. Successes and Recognition

Staff achievements highlighted, including:
- Sonographers sharing skills in Kenya
- Participation in baby loss awareness events
- Infection prevention awards
- Individual staff honors

Q&A Highlights

MARS Scheme (Mutually Agreed Resignation Scheme): Approved at board level and expected to launch soon. Open to staff in both organizations with some exclusions. It is not redundancy and requires mutual agreement. Backfilling posts post-MARS is not automatic and depends on service needs.
Integration Queries: Regular open sessions continue to address staff concerns about team structures, bases, IT system integration, and employment terms. Most staff roles will continue unchanged initially.
Digital Tools and AI: Continuation of AI tools post-trial depends on demonstrated return on investment and impact on productivity and patient care.
Staff Survey: National survey questions are standardized for benchmarking, but local pulse surveys may be adapted for richer data. Survey results influence culture and accountability.
Operational Concerns: Heating issues in some buildings acknowledged; estates team to investigate. Shuttle bus use and potential charges discussed, with current decisions based on value for money and administration feasibility.
Wellbeing Tips: Nick encourages staff to connect with family and friends, take holidays, and engage in mentoring or volunteering to maintain motivation and energy, especially during winter.
Parking Charges: Consideration of introducing parking charges at Bridgewater to align with WHH is ongoing.
Halloween: Nick confirmed he dresses up for Halloween but does not go trick-or-treating.

Presenters and Contributors

Nick Kashu – Chief Executive, Bridgewater Community Health and Warrington and Halton Teaching Hospitals (main presenter)
Eve – Facilitator and moderator of the Q&A sessions

This briefing provided a comprehensive update on organizational performance, integration progress, staff engagement, and operational matters, with a strong focus on transparency, staff wellbeing, and future planning.