Issue - meetings

At the midpoint of the FutureCare Programme, substantial operational benefits have been delivered. 

These include reducing the number of people moving directly into a residential and nursing home following a stay in a community hospital bed by 30%, increasing the number of people being referred to same day emergency care as an alternative to a hospital stay from a baseline position of 594 people per week to 649 per week and reducing the average length of time people stay in a community hospital or in a short stay care home bed from a baseline position of 38.2 days to a current position of 33.3 days.

However, so far, the programme has only had a limited impact on reducing the length of time people spend in hospital waiting for a care package once they become medically fit.  On 6 October, the average length of time a person was waiting to be discharged from hospital with a care package, was 9.64 days, against a target of 8.07 days.  At the beginning of the programme, the average length of stay was 9.7 days.

Overall, at the beginning of October the programme was on track against its operational benefits trajectory, delivering a projected £12.87m of annual operational benefits, against a target of £12.54m.  

The Programme Director - FutureCare Programme and the Director of Adult Social Care presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'C' to these Minutes in the Minute Book.

It was highlighted that at the midpoint of the FutureCare Programme, substantial operational benefits had been delivered.  These included reducing the number of people moving directly into a residential and nursing home following a stay in a community hospital bed by 30%, increasing the number of people being referred to same day emergency care as an alternative to a hospital stay from a baseline position of 594 people per week to 649 per week and reducing the average length of time people stay in a community hospital or in a short stay care home bed from a baseline position of 38.2 days to a current position of 33.3 days.  However, so far, the programme had only had a limited impact on reducing the length of time people spend in hospital waiting for a care package once they become medically fit.  On 6 October 2025, the average length of time a person was waiting to be discharged from hospital with a care package, was 9.64 days, against a target of 8.07 days.  At the beginning of the programme, the average length of stay was 9.7 days.

Overall, at the beginning of October the programme was on track against its operational benefits trajectory, delivering a projected £12.87m of annual operational benefits, against a target of £12.54m.  

The Committee considered the report, including:

·       In response to a query, the Committee was reassured that Bournemouth and Poole Hospital sites were fully embedded in the programme alongside other key partners, including Dorset Council, Dorset Healthcare and the Integrated Care Board.

·       Concerns were raised about the lack of visible savings compared to investment, the absence of detailed financial analysis, and the need for clear evidence of realisation rather than theoretical savings.

·       It was confirmed that a finance benefit working group met monthly, reporting to CFOs and Section 151 officers, and that in-year savings were on target for £6 million across the partners organisations involved.

·       The importance of tracking savings through to tangible outcomes, such as reduced home care hours and improved reablement was highlighted, and the Chair requested detailed data analysis at a future meeting. ACTION.

·       The Committee was advised that workstreams included alternatives to admission, same-day treatments, and discharge-to-assess beds, with efforts focused on reducing hospital length of stay and improving patient flow.

·       It was noted that while reductions in length of stay were beginning to emerge, progress was inconsistent, and further improvement was required.

·       The programme was reported to be essential for managing increased demand, with investment factored in the Medium Term Financial Plan.

·       Members acknowledged the complexity of transformation and the need for continued scrutiny, while recognising the efforts of all partners involved.

·       Confirmation was given that community hospitals managed by Dorset Healthcare were included in the programme, with a target  ...  view the full minutes text for item 44