Issue - meetings

Richard Gourlay, North Middlesex University Hospital Director of Strategic Development

RECEIVED the verbal update, introduced by Richard Gourlay, NMUH Director of Strategic Development.

NOTED

1.    The numbers of Covid-19 in-patients had risen slightly, but were much lower than in January and February. The numbers in critical care with Covid-19 were low, and tended to be unvaccinated people. There had been messaging to staff on the importance of vaccination. Messaging continued in respect of social distancing and mask wearing when visiting the hospital.

2.    Winter pressures had seen an increase in attendance to Emergency Department. Ambulance attendances were also up. Assessment was rapid, but there had been problematic times. A pilot had been run to provide primary care at the hospital door.

3.    BEH Mental Health Trust had test run virtual wards which had been a help.

4.    The elective programme had been accelerated, and a ring-fenced ward re-established, to begin clearing the backlog.

5.    Improvements had started to be seen where there had been some dips in performance.

IN RESPONSE

6.    In response to the Chair’s queries regarding the virtual ward, it was confirmed that patients could be appropriately managed outside hospital but continue to have an overview from a hospital consultant. At an appropriate time, discharge would be agreed to their GP or from the health system, and the patient was not in an acute hospital bed. The virtual ward could expand to 15 to 20 patients at any one time. A lot had been learned about what could be successfully managed in the community, and the ways in which primary and secondary colleagues could wrap care around the patient.

Andrew Wright, Director of Strategic Development, Director of Planning and Partnerships BEH MHT

Natalie Fox, Chief Operating Officer and Deputy Chief Executive BEH MHT

RECEIVED the BEH MHT update presentation, introduced by Andrew Wright, Director of Planning and Partnerships, BEH MHT, Natalie Fox, Deputy Chief Executive, and Parmjit Rai, Managing Director of Enfield Community Services.

NOTED

1.    The response to Covid-19 over the last 20 months was set out, and the key current challenges, including a significant increase in demand for services.

2.    Work around addressing local health inequalities and improving facilities was highlighted.

3.    The programme of transformation of services was set out, which would deliver care in ways services users wanted.

4.    A partnership had been entered into with Camden and Islington Foundation Trust.

IN RESPONSE

5.    In response to Councillor Cazimoglu’s queries, it was recognised that the current service offer differed across boroughs but work was being done in respect of a core offer across NCL, and what a good core offer should look like had been developed. Levelling up was emphasised, and forthcoming investment, bringing all to the same high level and reducing variation.

6.    In response to Vivien Giladi’s queries about the Long Covid clinic, it was advised this was now becoming more established; the referral routes were being expanded and it would be promoted more.

7.    In response to Vivien Giladi’s queries in respect of Camden and Islington, the work with them would maximise resources and capacity across the five boroughs, and as more information became available an update could be brought to the Health and Wellbeing Board.

8.    The Chair’s positive comments on this opportunity for levelling up across the NCL area, and keenness to link up work with the Local Authority’s skills agenda in workforce and recruitment. Additionally, that the Local Authority would be proactive around venues and places for any proposed facilities in Enfield.