Agenda item

Hillingdon CCG had been rated as Green for the new Patient and Community Engagement Indicator (two of the five domains had been rated as outstanding and two as good).  Work would be undertaken to improve the outcomes for the CCG's engagement work which had been assessed as requiring improvement. 

Work had been undertaken to support winter readiness in the Borough.  This work included initiatives such as Discharge to Assess (D2A). 

The Board was advised that the redesign of Urgent and Emergency Care services in Hillingdon was a key priority for 2017/2018 and beyond.  A competitive tender process had been undertaken for the provision of the service and Greenbrook had been appointed to work with the Accountable Care Partnership (ACP) to deliver the service. 

With regard to the ACP, statistics on the Care Connection Team were included in reports to the Health and Wellbeing Board.  Of the 718 Patient Activation Measure (PAM) assessments that had been conducted since the H4All Wellbeing Service had started, 186 of these had improved scores indicating improved motivation and self management.  Further information in relation to PAM would be included in the Better Care Fund report to future Board meetings.

It was anticipated that the CCG budget would be tight in 2017/2018.  As savings against the QIPP target were slightly behind (it was thought that 85% of the target would be achieved by year end), the shortfall would need to be made up of savings in other areas. 

The NHS was currently negotiating a new mandate to focus on the prevention of emergency admissions.  Concern was expressed as to where this might lead the CCG and what other issues might arise.  It was thought that this would add scope for flexibility and an opportunity to make a huge impact with little investment required.  If patients were self-managing and signposting was in place, the focus could be on emergency admissions.  However, the focus would initially need to be at the primary care level and this took longer.  

North West London (NWL) CCGs were currently reviewing collaborative working arrangements.  It was anticipated that there would be a reorganisation of corporate functions but that Hillingdon CCG would remain untouched or would be enhanced to ensure that local partnership working was maintained.  It was noted that, at a primary care level, standards would be set for all providers and they would be monitored on their achievement.   Consideration would need to be given to what action would be taken when different standards were achieved in different boroughs.

Whilst collaborative working was welcomed as it would increase purchasing power, concern was expressed regarding the impact that these changes would have on local residents and the ability to meet their needs.  It was thought that it would be some time before this impact would be measurable.  As GPs were seen to be trusted, retaining a strong element of local decision making would be very important. 

Concern was expressed that awareness of the Primary Care Hubs was very limited.  As a result of NHS England (NHSE) funding, GP service provision was now available from 8am to 8pm on Saturday and Sunday in three locations across the Borough and was available to any resident registered with a GP in Hillingdon.  Communication regarding this service had initially been low key to ensure that the infrastructure that had been put in place was safe.  It was noted that, as all GP records were now linked and all three sites were up and running, communications would now be more widely distributed.  A London-wide communications campaign had been launched by NHSE and Healthwatch Hillingdon was undertaking a survey of patients.  It was noted that the pilot had relied on patients booking appointments at the last minute (rather than well in advance) as this reduced the number of DNAs (Did Not Attend).  Those residents that had used the service had had good experiences

The official launch of the Brunel Partners Academic Centre for Health Sciences had taken place on 17 November 2017.  The Board praised this partnership working which comprised Brunel University, THH and CNWL and it was suggested that consideration be given to how to get the most out of the partnership and how to identify possible opportunities.  Although the Partnership's Memorandum of Understanding had been focussing on the staff, action would be taken to reach out to the community regarding, for example, apprenticeships.  It was suggested that information about this initiative be included in Hillingdon People.

RESOLVED:  That the Health and Wellbeing Board noted the report.