Chief executive update

July 2026

Welcome to this regular update from BCHC.

As I write, it looks like we are set for another period of very warm weather, and I would like to start this message by paying tribute to everyone in Team BCHC for their commitment and flexibility to keep patients safe and well cared for and to support each other.

The first months of 2026/7 are very important for us as we put this year’s financial plan into action and maintain the momentum of our work to design a new operating model based more closely on the evolving model of neighbourhood health, delivered by teams operating in localities.

Data shows we have continued a solid start to 2026/7, which is pleasing; but there is a lot more work to do to build on that foundation. Addressing long waiting times for children to be assessed for support in our neurodevelopmental pathway remains a priority and we have begun investing an initial funding allocation from Birmingham and Solihull Integrated Care Board as we await a decision about longer-term investment, expected next month.

Our overall waiting times performance remains in line with our plans; nearly all our unacceptably long waits are in our children’s neurodevelopmental pathway so addressing that remains an absolute priority.

 

Integrated care

Our work to become a more digitally enabled organisation continues. In the latest phase of its development, our Patient Portal is now linked to the main NHS App, with 29,000 users now enrolled and able to see notifications and clinic letters. We are now testing integrating patient self-reporting through the portal. 

That commitment to exploring the full potential of digital technology and artificial intelligence is at the heart of the development of our Future Operating Model.

We have kept out focus on locality hubs and the roll-out of integrated neighbourhood teams (INTs). Impact assessment data is encouraging - a comparison between winter 2024 and winter 2025 shows that “occupied bed days (OBDs)” across Birmingham hospitals fell by around 20,000 thanks to the impact of locality hubs. And we are working closely with the Birmingham and Solihull GP Partnership Board to develop an approach that better enables us to integrate GP teams with community services at neighbourhood level.

 

Future Operating Model

As I mentioned earlier, we continue to work on our new locality-based organisational structure ready for full implementation later this year. The important next step is to set out the benefits the model is intended to deliver to better meet the needs of the communities we serve and the healthcare system of which we are a key part.

As ever, a lot to update on. If there is anything you would like to discuss, please feel free to email me.

 

Best wishes,

Richard Kirby

Chief Executive

richard.kirby@nhs.net