Agenda item
NHS Brent Commissioning Strategy Plan
NHS Brent has been working on a review of its commissioning strategy plan to update it following initial approval last year. Since the original strategy was approved the economic standing of the country had changed dramatically and so the plan has been reviewed to ensure its goals can be delivered in a more challenging economic environment. In addition to this, the plan needs to align with others in North West London and contribute to the strategic plan for health in the North West London sector. It also needs to reflect the eight Healthcare for London pathways.
A comprehensive summary of the plan is attached. The full plan will be circulated separately.
Minutes:
Thirza Sawtell (Director of Strategic Commissioning, NHS Brent) introduced the report and answered questions from members on NHS Brent’s revised commissioning strategy plan. The plan now looked at full implementation of the Healthcare for London pathways and how to deliver the trust’s vision, goal and outcomes in the current economic environment. Three financial scenarios were being planned for – a worst case, a most likely scenario and a best case scenario. The eight Healthcare for London pathways meant a major transformational change, with decommissioning in acute hospitals and re-commissioning in locality settings and the home. A major shift of activity was anticipated, with 200,000 appointments expected to move away from acute hospital settings. The trust had worked with stakeholders, especially local clinicians, and the final part of the strategy would be to look at options for buildings and their use to allow the planned shifts in activity. The trust’s plan would link into the integrated strategic plan of the eight PCTs of north-west London around implementing the Healthcare for London proposals. The final version of the plan would be available on 25 January 2010, after feedback from NHS London.
Asked about possible amalgamations of smaller GP practices, Thirza Sawtell informed the Committee that one of the main drivers was access to consistent high-quality care, and that this was more important than the size of the practice. The trust was aware that there was a number of GP practices with small lists, and that these lists might decrease and no longer be economically viable. Bearing in mind the general expansion of opening hours, the quality of accommodation and the number of GPs approaching retirement, the trust would be encouraging some practices to look at their accommodation and consider the possibility of merging. Such discussions were happening already, and all the indications were that the likely progression from 71 to 50 small practices would merely bring the trust into line with the rest of London.
Thirza Sawtell acknowledged that the report was not overt in addressing the issue of reducing health inequalities, but she pointed out that some initiatives contained in it would in fact reduce inequalities. She added that there were opportunities to do things differently, which could also have the effect of reducing inequalities.
Commenting on the lack of understanding around the polysystem proposals, Mark Easton reported that the alternative title of neighbourhood health system had been suggested and could be useful in explaining the proposals.
Responding to a suggestion by the Chair, Mark Easton reported that the trust had already held a meeting with the Council on opportunities arising out of the rebuilding of special schools very near a site owned by the trust and only 100m from the Stag Lane clinic.
The Committee agreed to consider NHS Brent’s final commissioning strategy plan at its meeting on 17 February 2010.
RESOLVED:
(i) that the report be noted;
(ii) that copies of the final plan be sent to members once it had been approved by NHS London and the Department of Health in January 2010.
Supporting documents:
- 091209 - NHS Brent Commissioning Strategy Plan Covering Report (3), item 8. PDF 93 KB
- 091209 - NHS Brent CSP Summary, item 8. PDF 712 KB