Agenda item

Report of the Acting Chief Executive, NHS Sefton.

The Committee considered the report of the Acting Chief Executive, NHS Sefton, on current issues impacting on healthcare provision within Sefton. Information was provided on the following:-

A.        Update on NHS Reforms

(i)         GP commissioners - Pathfinder Status for South, Board Elected in North

The South Sefton Practice Based Commissioning Confederation (SSPBCC) had been granted GP pathfinder status in the second wave of consortia announcements by the Department of Health. The Chair, Dr Clive Shaw, was being supported by Deborah Jones, Director of Strategy and Service Development, NHS Sefton.

Southport and Formby Practice Based Commissioning Consortium had elected a new Board, naming Dr Niall Leonard as Chair. It was now also working towards pathfinder status with the support of Fiona Clark, Director of Corporate Performance and Standards, NHS Sefton.

(ii)        Guidance Around Clustering of PCTs

The Department of Health required all PCTs to form into clusters by June 2011, with a single executive team. This would consolidate skills, maintaining capacity, ensuring strong leadership through to 2013 when PCTs were abolished and the continued good performance, quality and financial management of local health services. Clustering would also allow room for emerging GP consortia and Health and Wellbeing Boards to develop. Commissioning support units within clusters would work with consortia during this time to ensure that they were ready to take on their full statutory role in 2013.

B.        Children’s Health ‘Hub’ Takes Shape

Work on the new children’s health hub inside the Southport Centre for Health and Wellbeing was underway, with the first services expected to move in during April 2011. The first phase would see community paediatrics, physiotherapy, occupational therapy, child and adolescent mental health services, speech and language specialists and optometry provided in the hub. The second phase would include some outpatient clinics that were currently provided at Ormskirk Hospital. At its meeting in early February 2011, the NHS Sefton Board had approved formal support to further develop the hub.

This had been the main recommendation of the ‘Improving Children’s Health Services in North Sefton’ report which looked, in detail, at the data and clinical evidence around children’s services in Southport and Formby, along with the views of families who used those services. NHS Sefton was appreciative of the work of those members of this Committee who were also members of the Oversight Group, which provided scrutiny of the work, and for their input into this work programme.

“Improving Children’s Health Service in North Sefton” had been shared with key stakeholders and their views were also considered by the NHS Sefton Board alongside the report. As well as committing to the further development of the hub, the NHS Sefton Board had agreed that, based on the evidence and the views presented to the Board; care for minor injuries should continue to be provided through existing services.

Further to Minute No. 83 of 25^th January 2011, the Chair re-stated the view of this Committee, expressing disappointment that no special provision would be made for a children’s minor injuries unit in north Sefton.

Paul Acres, Chair of NHS Sefton, confirmed that the NHS Sefton Trust Board had very carefully considered the views of this Committee and local Ward Councillors prior to reaching its decision.

C.        Transforming Community Services

Final preparations were taking place to transfer NHS Sefton’s Community Health Services (CHS) to Liverpool Community Health NHS Trust and Southport and Ormskirk Hospital NHS Trust, which would become an integrated care organisation by 31^st March 2011. As part of the process, those GP practices run by NHS Sefton CHS would temporarily transfer to Liverpool. Some of these practices wished to become a Social Enterprise, and had developed a business case which needed to be assessed by NHS Sefton and the Strategic Health Authority before proceeding. The transfer would not change the way patients accessed services, and in the future, this change was expected to lead to even better services, as providers worked together in a more integrated way for the benefit of local people.

D.        NHS Sefton’s Quality Strategy – One Year On

An update on NHS Sefton’s Quality Strategy highlighted the good work across Sefton over the past year. The report focused on developments in the key areas of safety, effectiveness and patient experience, since the strategy was launched in 2009. Along with those services NHS provided directly, the update also included achievements of provider organisations. Some of the key developments were detailed within the report, as were examples of how the local NHS was working to improve quality of services.

E.        Views Sought on Improvements to Gynaecology Services

A public engagement process was running until 11^th March 2011 with patients from across North Merseyside being asked for their views on changes to the gynaecology services. At present, Liverpool Women’s NHS Foundation Trust provided gynaecology services from two sites, namely the main Liverpool Women’s Hospital site on Crown Street, Liverpool city centre, and at Aintree Hospital. Under the changes, Aintree-based services for Liverpool Women’s day patients would move to a new modern facility within the same site. Women who needed to stay in hospital overnight would now only be treated at the specialist hospital on Crown Street. By delivering all major gynaecology surgery at their Crown Street site, Liverpool Women’s Hospital was able to ensure that women had access to the very best medical expertise and equipment. The changes also meant that women who visited Aintree as outpatients would be able to enjoy improved surroundings that offered greater privacy and dignity. The engagement process around the changes was being led by the Primary Care Trusts for Liverpool, Sefton and Knowsley.

The Chair referred to the concerns expressed by Sefton LINk regarding a lack of adequate consultation on gynaecology services.

Paul Acres, Chair of NHS Sefton, indicated that the Trust was currently considering how consultations could be improved in the future.

F.         New Arrivals in Sefton

in response to figures that showed new mothers on Merseyside were the least likely to breastfeed in the UK, the “Breast Milk, It’s Amazing” campaign had been launched in the summer of 2010 jointly by NHS Sefton, NHS Knowlsey, NHS Wirral and Liverpool PCT. As one of the many Sefton initiatives, 21 local women had recently graduated as Breast Start Peer Mentors. They were now qualified as La Leche League Peer Counsellors and would work alongside Breastfeeding Support Workers and health professionals to promote and support breastfeeding in Sefton. The programme would offer support to new mothers so that they had the opportunity to give their babies the very best start in life and also to raise awareness of the health benefits that breastfeeding provided for both mothers and babies.

G.        Mental Health Strategy

In February 2011 a new cross-government mental health outcomes strategy, entitled “No health without mental health” had been published, recognising the urgent need for co-ordinated action to improve the mental health and wellbeing of the population, year on year. Mental health problems affected one in four of the total population at some time during their lives. The strategy would see local and national organisations working together to promote the importance of good mental health and challenging negative attitudes in society. Health professionals considered that the title represented a shift in government thinking and put mental health on an equal level with physical health.

H.                Campaign Plans Bold Delivery

As part of the work of SUPPORT, the local stop smoking service, NHS Sefton was dedicated to meet a target to reduce the number of women smoking during pregnancy, who were still smoking by delivery, from 16.5% to 10% by April 2013.  “Quit for two”, the latest NHS Sefton Health Promotion Team campaign had been launched, to increase awareness of the harm to both mother and baby posed by smoking during pregnancy and would promote the work of SUPPORT.

I.          Health Checks

Sefton residents aged between 40 and 74 could now telephone the Healthy Sefton service to establish whether they were eligible to receive free health checks at a local participating community pharmacy for coronary heart disease and diabetes. As part of the healthy lifestyle initiative, anyone who booked a check with the pharmacy would each receive a £5 fruit and vegetable voucher, to use at a local fruit and vegetable co-op or local greengrocer.

Councillor Webster asked whether a breakdown was available as to which Wards the 4,000 residents who had already taken up this service were from, and the information would be sought from NHS Sefton.

J.         Healthy Sefton is now On-line

As well as telephoning the Healthy Sefton service, Sefton residents and health professionals could now access information on-line at a dedicated web-site, to find out more about a range of healthy lifestyle services and activities offered in the Borough.

K.        Impact of Delayed Discharges

The Acting Chief Executive, NHS Sefton, reported on the impact of delayed discharges which had featured in recent press reports. A few delays occurred, usually due to on-going care needs which would not be available for a few weeks. Occasionally relatives were reluctant to take patients in these cases. The Acting Chief Executive indicated that legal procedures were an absolute last resort in such instances and that the recent press reports had been exaggerated. The Principal Manager, Health and Wellbeing Directorate, confirmed that where elderly patients acted as carers for spouses, etc. such information would be on the Department’s data base and that a re-enablement package would be put in place until such time as stability was re-introduced into the family.

RESOLVED: That

(1)       NHS Sefton be thanked for the report;

(2)       NHS Sefton’s actions against recommendations and proposals contained in the report, and reported verbally at the meeting, be monitored as appropriate; and

(3)       NHS Sefton be requested to respond to the issue raised under I above.