Agenda item

It was noted that some of the information in this report overlapped with the Joint Health and Wellbeing Strategy performance report.  The Case for Change had been delayed so that the creation of a single CCG would not be effective until April 2021.  In the meantime, work would have to be undertaken to align to the strategies.  Consideration would also need to be given to the determining the responsibilities of the local authorities and local authorities would need to be forwarding their concerns alongside possible solutions. 

The establishment of primary care networks (PCN) had been embedded in the Five Year Plan for general practice.  Each PCN covered a population of between 30k and 50k patients.  Although there had been some challenges in the south of the Borough, all but two Hillingdon practices were now included in a PCN.  It was anticipated that levers would be provided in the next week or so to encourage those two remaining practices to join a PCN so that their patients were afforded the same opportunities. 

The Board was advised that PCNs had funding for support workers such as: social prescribing link workers, clinical pharmacists, physician associates, physiotherapists and community paramedics.  It was anticipated that the introduction of these roles would reduce the demand on GPs services and play a key role in the Out of Hospital Strategy.  Although there had been some confusion between PCNs and neighbourhoods, both aimed to support the Integrated Care Partnership (ICP) to transform patient care. 

London North West (formerly known as Northwick Park) posed the biggest concern financially within North West London (NWL).  NWL CCGs were working with CNWL to reduce spend but further work was needed to control elective spending.  It was also noted that there had been some slippage with regard to QIPP savings that had been impacted by workforce issues.  Plans were already being put in place regarding workforce to mitigate the impact of Brexit but a more detailed review of manpower was needed.

It was noted that Harlington Hospice had been commissioned to provide inpatient care at Michael Sobell Hospice on the Mount Vernon site.  Refurbishment of the site was currently underway and was expected to be completed by the end of November 2019.  It was anticipated that, in future, a more modern end of life care service would be provided.  For example, the recent introduction of a 24/7 telephone advice line had resulted in reducing the number of patients dying in hospital.  Those involved in getting Michael Sobell Hospice reopened, including Members of the External Services Select Committee, were commended for their efforts. 

The review of Mount Vernon Cancer Centre continued.  A number of recommendations had arisen from the first stage of the review which looked at possible options on a way forward, such as, a hub and spoke system, links to another cancer hospital and a full replacement.  It was suggested that any hub would need to have an intensive care provision.  Although it was thought likely that cancer services would be maintained at Mount Vernon Hospital, there needed to be a focus on the needs of patients as well as the advantages of the Mount Vernon Hospital location. 

RESOLVED:  That the update be noted.