The Health Overview and Scrutiny Committee met on Wednesday, 5 November 2025, to discuss the Leicestershire Partnership NHS Trust's new strategy, Together We Thrive, and to receive updates on various health services across the county. Key decisions included noting the new LPT strategy and its alignment with national health priorities, and the committee also discussed concerns regarding ambulance response times and the challenges faced by the East Midlands Ambulance Service (EMAS).

New LPT Strategy: Together We Thrive

David Williams, Group Director of Strategy and Partnerships at Leicestershire Partnership NHS Trust (LPT), presented the new strategy, Together We Thrive, developed in collaboration with Northamptonshire Healthcare Foundation Trust (NHFT). The strategy outlines a shared vision and mission for both organisations, aiming to improve health outcomes, support service users and staff, and respond to evolving financial and demographic challenges. The strategy's six priorities, which spell out THRIVE, focus on technology, healthy communities, responsiveness, inclusion, valuing people, and efficiency.

Councillor Phil King CC questioned the necessity of a new strategy, asking what tangible difference it would make to patient access to primary and secondary healthcare. David Williams explained that strategies are crucial for setting a clear direction, reinforcing public commitment to compassionate care, and aligning with the government's policy shift from sickness to prevention. He highlighted healthy communities as a key area, citing examples like the Fearon Hall community venue in Loughborough.

Councillor James Poland CC raised concerns about the analogue to digital shift, particularly regarding digitally excluded individuals. David Williams acknowledged this, stating that automation of routine tasks would free up staff to support those who are less digitally literate, and that the NHS system is exploring ways to promote digital literacy and provide additional support. He assured the committee that the strategy does not intend to replace human interaction entirely, especially for those in vulnerable mental health situations.

East Midlands Ambulance Service (EMAS)

The committee received an overview of East Midlands Ambulance Service (EMAS) and its provision within Leicester, Leicestershire, and Rutland (LLR). The report detailed national call response time targets, with a particular focus on Category 2 response times, which remain a challenge. EMAS is implementing several actions to improve performance, including increasing call takers and clinicians, enhancing Hear and Treat and See and Treat initiatives, and improving crew turnaround times.

A significant challenge discussed was pre-handover time at hospitals, where the national standard is 15 minutes. While University Hospitals of Leicester (UHL) and EMAS are working collaboratively to improve this, the data shows prolonged delays, particularly at Leicester Royal Infirmary. The report also outlined the operational structure within LLR, including the number of frontline staff, ambulance stations, and vehicle types, with a commitment to introducing electric ambulances by 2026.

Leicestershire HIV Late Diagnosis

The committee received an update on the HIV late diagnosis position in Leicestershire. A late diagnosis is defined as having a CD4 count below 350 cells per mm³ of blood within 91 days of diagnosis, which has significant negative impacts on health outcomes and can increase onward transmission. While Leicestershire's rate of new HIV diagnoses is better than the national average, its rate of late diagnoses ranks poorly compared to similar authorities.

The primary driver for late diagnosis is identified as insufficient testing, influenced by misconceptions about risk, stigma, lack of awareness of free testing services, and clinician-related barriers. A Leicester, Leicestershire and Rutland (LLR) HIV action plan has been developed to address these issues, aiming for zero new HIV infections, AIDS, and HIV-related deaths by 2030. The plan focuses on prevention, scaling up testing, optimising treatment access, and improving quality of life for those living with HIV.

Healthwatch Leicester and Leicestershire Annual Report

The committee reviewed the Healthwatch Leicester and Leicestershire (HWLL) Annual Report for 2024-25 and its forward plan for 2025-26. HWLL's statutory functions include gathering public views, influencing service planning, assessing service standards, and providing information and signposting. The report highlighted significant engagement activities, with over 10,000 people sharing their experiences and nearly 9,000 seeking advice.

Key areas of impact included improvements in the Children's Emergency Department at University Hospitals of Leicester NHS Trust (UHL), shaping new pre-hospital care models, and working with Leicestershire Partnership NHS Trust (LPT) on improvements for the Child and Adolescent Mental Health Service (CAMHS) at The Beacon Unit. HWLL's forward plan prioritises GP access, mental health services, and adult social care, with a commitment to addressing urban and rural issues. The report also touched upon the future of Healthwatch, following a government review that proposes combining its functions with Integrated Care Board (ICB) engagement and transferring social care functions to local authorities.

Health Performance Update

A comprehensive update on public health and health system performance in Leicestershire and Rutland was presented, highlighting progress and challenges against national NHS priorities for 2025/26. The report detailed performance across various domains, including elective care, cancer services, urgent and emergency care, community services, mental health, and learning disability and autism services.

Several areas were flagged as red, indicating underperformance against targets. These included the proportion of people waiting over 52 weeks for treatment, Category 2 ambulance response times, and the number of people on waiting lists for CYP (Children and Young People) services who are waiting over 52 weeks. The report also noted that the ICB is forecasting to exceed its running cost allocation due to under-delivery against corporate staff costs.

Specific challenges were identified in mental health services, particularly concerning the length of stay in adult acute mental health beds and the increasing number of autistic adults being admitted to inpatient care. Mitigation strategies are being implemented, including developing new clinical models and focusing on community-based support.

In contrast, positive performance was noted in A&E four-hour waits, where the system is achieving targets, and in some areas of cancer care, such as the 28-day Faster Diagnosis Standard. The report also detailed ongoing work to improve maternity and neonatal care, with a focus on reducing stillbirth and neonatal mortality rates.

Other Matters

The committee also noted the work programme of the Leicester, Leicestershire and Rutland Joint Health Scrutiny Committee, which includes future deep dives into system health equity, digital focus, dentistry, and GP specifics across the region. The dates for future meetings of the Health Overview and Scrutiny Committee were also confirmed.