Nursing staff numbers will be "lean" and sub-specialities examined one by one at St George's Hospital, the trust's turnaround director has said.

Andrew Burn is in charge of the hospital trust's efforts to change its financial situation after a £58m deficit was forecast in August.

February 12: St George's trust "learned lessons" from shortfall in consultation in future of urogynaecology unit

January 12: St George's junior doctors picket outside Tooting hospital in ongoing contract dispute

December 31: St George's Hospital doubles medical staff on duty for New Year's Eve​

November 13: St George's, Tooting, faces deficit of £60m as chairman warns NHS is heading for "financial ruin"​

The trust was given 75 recommendations from an audit report into its finances that revealed weaknesses in systems and controls.

Although steps have been taken to make improvements since the report, there are 15 recommendations outstanding.

In November, a "reforecasting" exercise was completed by the trust and a potential deficit of £63m was found, which included saving £38m in a cost improvement programme.

Mr Burn said the deficit forecast is now £52.6m.

Mr Burn said: "The aim is to maintain or improve patient experience in the trust, reversing costs and increasing efficiency and productivity.

"There is no intention of going through a redundancy round, there is natural movement anyway.

"There has been back office rationalisation in estates, finances and HR.

"[We will look at] ratios of specialist nursing to patients and make sure that they are as lean as possible."

Currently, 10 sub-speciality departments are under investigation to see whether cuts can be made.

Mr Burn said: "We look at profitability of each sub-speciality.

"We are not looking to serve notice, but what we can do to improve and reduce losses.

"The trust may have to consider swapping or transferring services to other providers."

A consultation was held from October to December last year after services at the urogynaecology unit were suspended when the clinical lead stood down.

Since then, patients have been treated at Croydon University Hospital.

Mr Burn admitted that the trust had a "dysfunctional" procurement team but that stabilising the staff would improve the situation.

An audit report of the trust by Pricewaterhouse Cooper (PwC) revealed that the trust had weaknesses in its financial systems and controls and these were not identified by the management team.

Failures in understanding the "cost base" and a lack of ownership and accountability were noted in the report.

A reliance on central income, contingency and reserves meant forecasts were optimistic and remedial action once this was realised was "ineffective".

The report comments that the financial systems may not be to the standards expected in Foundation Trusts.

The report reveals the trust was unable to add the extra 169 beds it had planned to in 2014/15.

A statement put out by the trust after the report said: "The PwC report identified 75 recommendations for improvement.

"More than 80 per cent of these have now been implemented with the remainder in progress for completion by the end of March.

"The deficit is reducing and we are taking the action required to return to financial balance.

"This has been as a result of the tremendous effort from everyone at the trust."