Read Jack Serle's latest HSJi Review, which looks at performance against the 18-week target in April.

There is a sizeable range between the worst and best performers. Worryingly, some of the NHS’s largest trusts – and therefore those with most impact on the national performance – are sitting close to the bottom of the table. Read the full article here.

Latest investigations

Salisbury Foundation Trust

The Salisbury Foundation Trust is now part of the BSW Hospitals Group, and a shared leadership and operating model is being developed. A shared electronic patient record system is also due to be rolled out to support integration. The trust has set a 45-minute deadline for ambulance handovers. The trust’s 5 per cent savings target is heavily reliant on reducing the pay bill. To improve patient flow, the trust plans to expand same-day emergency care, although the trust must also manage the challenge of closing 27 beds.

Birmingham Women's and Children's Foundation Trust

Birmingham Women’s and Children’s Foundation Trust’s cancer care performance is deteriorating, and the genetics service is under pressure due to staff shortages. At the same time, a new paediatric electronic patient record system is being rolled out. Mental health services are in the process of being transferred to another trust. The trust must reduce workforce spend by 5 per cent. The trust’s ageing estate is no longer fit for purpose. The trust is also exploring the building of a surgical neonatal unit with expanded intensive care space at the Children's Hospital.

Mid Yorkshire Teaching Trust

Mid Yorkshire Teaching Trust is facing a sizeable deficit even after meeting a challenging cost improvement target. The trust is planning significant reductions in the use of agency and bank staff, while also investing in technology to enhance workforce efficiency. Collaboration is playing a key role, with efforts underway to drive shared IT procurement and consolidate services regionally. A major research programme is also being launched in partnership with a pharmaceutical company. It is struggling with elective care, leading to substantial reliance on private sector support and mutual aid. There is also particular pressure on the gynaecological cancer pathway. To reduce pressure on its accident and emergency department, the trust is scaling up its same-day emergency care service.

Data

Last week following datapoints were updated:

• 62 Day Cancer Target of Acute, Sp for Q4 2024-25.
• NHS Improvement oversight ratings and CQC Rating of Acute, Sp, Com, MH, Amb for Q1 2025-26.
• Emergency care streaming indicator, Type 1 Departments - Major A&E %, Emergency care streaming indicator, Type 3 Departments - Other A&E/Minor Injury Unit, Four hours A&E performance (all patients), 12 hour A&E waits, 12 hour A&E waits (% of total attendances), A&E attendances, % beds occupied by delayed discharges, Discharge delays due to ‘internal’ reasons, Discharge delays due to ‘external’ reasons and Super stranded patients of Acute for May.
• Number of cases waiting over one year and Proportion of cases waiting over one year % of Acute, community, and specialist for April.
• Faster Diagnosis Standard of Acute for April.
• 18 week waiting time target of Acute,Sp,Com for Q1 2025-26.
• Elective patients waiting more than 18 weeks of Acute, Sp for Q1 2025-26.
• NHS talking therapies of MH for Q1 2025-26.
• Cancer 62-day performance of ICS for Q4 2024-25.
• Discharge delays due to ‘internal’ reasons and Discharge delays due to ‘external’ reasons of ICS for May.
• Providers with 'outstanding' leadership and Year-plus waiters of ICS for Q1 2025-26.
• % Domain rated good or outstanding, % sites rated good or outstanding, % sites rated well led, 18 week waiting time target and Number of Sites of PP for Q1 2025-26.