Agenda and draft minutes

There were no apologies for absence.

There were no declarations of interest in matters coming before this meeting.

RESOLVED:  That the minutes of the meeting held on 29 April 2025 be agreed as a correct record. 

RESOLVED:  That the minutes of the meeting held on 8 May 2025 be agreed as a correct record.

RESOLVED:  That all items of business be considered in public. 

The Chair welcomed those present to the meeting.  Mr Jason Seez, Deputy Chief Executive at The Hillingdon Hospitals NHS Foundation Trust (THH) and Chief Infrastructure and Redevelopment Officer, advised that he was also the Senior Responsible Officer for the Hillingdon Hospital redevelopment.  He noted that Hillingdon Hospital had been identified as one of the top eight new hospital schemes in 2021 (then known as Cohort 3) and had become a pathfinder.  In 2024, a review of the New Hospitals Programme (NHP) had been undertaken and resulted in the Government announcement in January 2025 that the Programme would be delivered in three waves: 1) 2025-30; 2) 2030-35; and 3) 2035-39.  It had been confirmed that Hillingdon Hospital would be included in Wave 1 which mostly comprised RAAC hospitals alongside Milton Keynes and Manchester.

Members were advised that the next stages were now being worked through and a design refresh would be undertaken to develop a Hospital 2.0 compliant design (this was NHP’s standardised approach to design).  All new builds needed to be a standardised design so that offsite construction could be undertaken and this had been a challenge with many iterations.

Although the hospital design had previously been approved, time had since passed and service requirements had been updated (for example, the previous design had included 73% single room accommodation whereas there was now a requirement for 100%).  Single rooms were better for infection prevention and control (infections in staff and patients reduced capacity).  However, as single rooms also reduced social interaction, communal spaces would need to be provided in the new build to enable this social connection.   

Hillingdon Hospital had been recognised for the level of its clinical engagement during the process and this would need to continue.  Communication would need to be undertaken within the local community in relation to the changes that would need to be made.  Work would also continue in testing the patient perspective on the pioneering model of care at place level through Hillingdon Health and Care Partners.  Three superhubs were being planned with partners and a new NHS Strategy and Plan was expected to deliver a “left shift” (the shift of activity out of hospitals to those delivered closer to home, largely provided by primary or community services and wider system partners). 

Mr Seez advised that the Outline Business Case would be refreshed in October 2026 with a view to submitting the Full Business Case in March 2028 and starting the build in early 2028 (building would then take place between 2028 and 2032, with the new hospital opening to the public in early 2033).  It was anticipated that the  Hillingdon Hospital site would be cleared and ready to start building by the autumn of 2027.

Members thanked Mr Seez and his team for their hard work in getting Hillingdon Hospital to the front of the queue insofar as the NHP was concerned.  The NHS’s last big new hospital building programme had been undertaken 20-30 years ago and had been privately financed.  This  ...  view the full minutes text for item 8.

Mr Gary Collier, the Council’s Health and Social Care Integration Manager, noted that this was the Committee’s third witness session in relation to its review of adult social care early intervention and prevention.  At a previous meeting, Members had been advised that new service contracts were being let and representatives from two of those new contractors were in attendance to talk to the Committee about the services that they provided. 

Mr Julian Lloyd, Chief Executive at Age UK Hillingdon, Harrow & Brent, noted that the Hillingdon Advice Partnership (HAP) had been formed to deliver the Information, Advice, Guidance and Wellbeing Support service in Hillingdon and comprised a consortium of partners including Age UK, Nucleus, Bell Farm Christian Centre, 3ST North West London, H4All, Hillingdon Health and Care Partners, DASH and the Council.  The contract had been in place with HAP for three weeks and covered a range of issues, complementing services provided by the local authority, for those aged over 18.  HAP aimed to empower residents to live good quality lives and was embedded into the local infrastructure and the wider third sector.  Nucleus Legal Advice Centre provided expertise on issues such as housing, debt management and employment. 

This partnership structure had been put in place to deliver a single coherent service and, as it was open access, high levels of demand were expected.  Residents were able to access services was via a webform direct to a Customer Relationship Management system.  This system had been used by Nucleus elsewhere for about two years and had been working well (a robust training programme had been put in place for new staff).  As some residents were keen for face-to-face contact, services could be delivered across the Borough through outreach and, for those that were happy to call, the Age UK national helpline picked up any overspill on incoming calls between 8am and 7pm, 365 days a year.  When residents contacted HAP, a quick response was initially provided and they were then booked in for services quickly.

Consideration was currently being given to using alternative venues such as libraries for the face-to-face outreach service which could be rotated but, given the sensitivity of some of the discussions that would take place with users, this would need to be in a private space.  With finite resources and increasing demand, it would be important to manage demand through the use of technology and artificial intelligence to reduce the administrative burden.  It was thought that the increase in demand for HAP services had been driven (in part) by things like increasing fuel costs. 

Mr Lloyd advised that Warm Homes funding had just been secured and 3ST had been looking at developing an outcomes framework to demonstrate the impact of their work.  Furthermore, HAP would continue to work with the local authority to review its performance and outcomes during the course of the contract.  Mr Collier advised that the Council would work collaboratively with partners to establish baselines and targets during the life of the contract.  It was  ...  view the full minutes text for item 9.

Consideration was given to the Cabinet Forward Plan.

RESOLVED:  That the Cabinet Forward Plan be noted.

Consideration was given to the Committee Work Programme.  It was confirmed that the next meeting would include a single meeting review of GP coverage across the Borough.  Members were advised that in-person budget scrutiny training had been scheduled for Members from 6pm on Wednesday 10 September 2025. 

To ensure that the Committee’s review of adult social care early intervention and prevention included representation from the Carers Trust, it was agreed that an additional meeting be scheduled in October 2025.  The Democratic, Civic and Ceremonial Manager would liaise with Members to identify the date that was most convenient for the majority.  Consideration could also be given to moving some reports due for consideration at the September meeting to the new October meeting date.

RESOLVED:  That:

1. the Democratic Civic and Ceremonial Manager liaise with Members to identify a meeting date in October 2025 for an additional witness session on the adult social care early intervention and prevention review; and
2. the discussion be noted.