Matt Turmaine MP: speeches

Speeches

• 8 Jul 2026 · NHS Corridor Care · Hansard source

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  I thank my hon. Friend the Member for Tooting (Dr Allin-Khan) for securing this important debate. The previous Government wreaked havoc on the NHS, with waiting times at an all-time high even before covid-19 hit a bruised and battered system. Under-investment and undelivered promises saw corridor care become commonplace, with its subsequent indignity and risk. It is a clear visual demonstration of a system on its knees. This Labour Government are determined to act. The urgent and emergency care plan for 2025-26 provided more than £450 million of investment in urgent and emergency care. Additional millions of pounds of capital investment, reaching £1.9 billion over the next four years, will help to deliver it. Links between hospitals and social care are clear and critical, which is why the Government are working to implement a national care service and initiatives such as the first-ever fair pay agreement for adult social care staff. Watford general hospital in my constituency is on the new hospitals programme, but it was previously delayed endlessly under the Conservative and Liberal Democrat coalition Government and subsequent Conservative Governments. However, under this Labour Government, it is seeing tangible action in preparation for the rebuild. West Hertfordshire Teaching Hospitals NHS Trust has worked incredibly hard in my constituency to deal with corridor care, and I am delighted to say that corridor care has been eradicated altogether at Watford general hospital. It has not had a single incident of corridor care for six months. How has it managed that remarkable achievement? First, the hospital has taken a whole-hospital approach to flow, making it everybody’s business and therefore everybody’s concern. The trust states: “The simple rule is we don’t accept corridor care in our wards. We find other solutions.” Secondly, the hospital has embraced data, embedding it into everything that it does to manage the flow of patients. It has real-time data tools such as electronic bed management, e-whiteboards and a digital command centre. Six key measures have been identified, which staff are using and which are easy to understand. Thirdly, the trust has engaged in partnership working—it could not tackle corridor care in A&E alone. There is a care co-ordination centre to reduce the number of ambulances coming into A&E for those who do not need emergency treatment; a multidisciplinary team to advise paramedics on where people should be treated; and close working with social care, treating people away from hospital, as is included in the NHS 10-year plan. In conclusion, I place on record my thanks and admiration for the staff at the trust. Their hard work has paid off, and it demonstrates what can be achieved when working together as a team to deliver for their patients and population.