Venue: Civic Suite
Contact: Nidhi Patil
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Minutes of the meeting held on 10 January 2024 PDF 251 KB Decision: RESOLVED: that the minutes of the last meeting be agreed as a true record after- · updating point 4.22 to note that the increase in SEL ICB’s funding for mental health services applied to both children and adult mental health services.
Minutes: 1.1. At its previous meetings, the Committee had enquired about the aspiration for the next phase of the community champions. It was noted that an update on this matter had been circulated on 12 March 2024. 1.2. In point 4.22 of the minutes, it was highlighted that the SEL ICB had made a commitment to increase the proportion of their budget going into mental health services. A Committee member emphasised that the discussion had clarified this increase in funding applied to both children and adult mental health services and requested that this be duly noted in the minutes. 1.3. Point 7.2 of the minutes noted concerns among Committee members regarding the ongoing shift from landline to digital communication. A Committee member stressed the importance of exploring this issue promptly to ensure residents received sound advice. POSAC (Positive Aging Council) was already doing some work on this matter. It was noted that the financial aspect of the digital switchover was challenging, with expenses such as installing voice-over-internet-protocol phones and data sims estimated at a quarter of a million pounds. A Committee member questioned why profitable companies like Virgin and BT weren’t contributing to these costs or providing more guidance to customers. It was discussed that this transition was being driven by central government, with anticipated long-term benefits for digital infrastructure in homes, albeit at a significant expense.
RESOLVED: that the minutes of the last meeting be agreed as a true record after- · updating point 4.22 to note that the increase in SEL ICB’s funding for mental health services applied to both children and adult mental health services.
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Declarations of interest PDF 211 KB Decision: None.
Minutes: None.
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University Hospital Lewisham Update PDF 248 KB To follow Additional documents: Decision: RESOLVED: · that the report be noted along with the request for further information on the waiting times in the hospital’s emergency department as well as other services such as ENT.
Minutes: Miranda Jenkins (Chief Operating Officer, Lewisham and Greenwich NHS Trust) and Dr Neil Goulbourne (Chief Strategy, Partnerships & Transformation Officer, Lewisham and Greenwich NHS Trust) presented the update. The following key points were noted:
3.1. Officers presented some important statistics related to the performance of University Lewisham Hospital (UHL). In 2023/24, the hospital had 317,330 outpatient appointments and saw 350 to 450 patients in the emergency department per day. 3.2. Officers were currently working towards the launch of a patient portal. This portal would improve people’s access to their appointments and patient records as well as streamline communication. The patient portal project was currently in the programme delivery phase and had two main components- · The Doctor-Doctor portal- this would facilitate the exchange of patient letters and patient appointment details between doctors. This would also allow patients to cancel appointments electronically. Officers hoped that in the long-run this would enable patients to choose appointments electronically as well. · Patient Knows Best- this tool would empower patients to access their own medical records independently and grant access to specific caregivers as needed. 3.3. The hospital was reviewing its patient experience approach to explore how they could capture and use patient experience data more systematically and also to develop a programme of work around bedside care. This work was being led by the Chief Nurse and the governance team. 3.4. The front door at UHL was being redesigned and it was noted that construction on this would start later this year. Redesigning of the front door would also lead to the creation of a separate urgent treatment centre. 3.5. The hospital faced significant challenges with extended waiting times and the current focus was on reducing these long waits. These long waiting times were particularly pronounced for ENT services because the demand for ENT services exceeded the system’s capacity. The closure of ENT services at the Princess Royal University Hospital in Bromley 18 months ago had further strained resources, necessitating additional workload redistribution to UHL as well as to Guy’s and St Thomas’ NHS Trust (GSTT). While long-term plans for ENT care models were under collaborative development, immediate efforts focused on expanding operational capacity, recruiting new consultants and redesigning service delivery. Work was underway to establish a new community-based ENT service for South-East London, slated to commence operations in June 2024. 3.6. UHL’s emergency department’s performance was hovering between 65% to 70%. This was below the annual target of 76%. Officers reported that daily meetings were being held to improve performance. 3.7. UHL had received very positive feedback from CQC (Care Quality Commission) on their maternity services. CQC’s report on its inspection of maternity services and care provided at UHL and Queen Elizabeth Hospital (Woolwich), reported that both sites had maintained good ratings overall with UHL improving to an outstanding rating in the well-led domain. 3.8. Officers reported that some funding had been made available through NHS England to improve the acute access for sickle cell patients on the UHL site. This funding would be utilised ... view the full minutes text for item 3. |
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Health and Wellbeing Charter PDF 208 KB To follow
Additional documents: Decision: RESOLVED: · that after implementing the suggested changes to the Charter, it be presented to patient forums/ panels in the borough with the assistance of community champions and Healthwatch, allowing for the collection of public feedback. Following that, the Charter be submitted to the Health and Wellbeing Board for agreement.
Minutes: Charles Malcolm-Smith (People & Provider Development Lead, SEL ICS) and Catherine Mbema (Director of Public Health) presented the report. This was followed by questions from the Committee members. The following key points were noted:
4.1. A Committee member expressed satisfaction with the layout of the Charter’s sections focusing on ‘What you can do’, noting its empowering tone for patients. 4.2. The Committee discussed the importance of receiving future updates on the Home First scheme, including data on its success rates and insights into cases where it didn’t yield positive outcomes. 4.3. The Committee Chair commended the development of the Charter since its inception and proposed a reordering of the slides. Specifically, it was suggested that slide 5, with information on ‘use the right service’, precede slide 4, which discussed diversity and health inequalities. 4.4. It was suggested that the section discussing better health could benefit from additional content highlighting the Council’s leisure services, such as the Be Active programme, outdoor gyms, and parks. Including additional public health initiatives in the Charter would provide a better outlook on wider health determinants. Officers agreed to collaborate to incorporate this supplementary information in the Charter. 4.5. The importance of clear and consistent messaging in the Charter was emphasised. One Health Lewisham supported Lewisham GP practices in conducting health checks but this wasn’t consistently practiced across all GP practices, leading to variations. Officers agreed to follow up with One Health Lewisham to ensure accurate information was included in the Charter. 4.6. Officers agreed to revisit the layout and visual presentation of the Charter. 4.7. It was discussed that maintaining the Charter’s relevance by keeping it up-to-date was crucial. This could be achieved by including links to regularly updated pages within the digital copies of the Charter. However, paper copies of the Charter would be more challenging to update regularly.
RESOLVED: · that after implementing the suggested changes to the Charter, it be presented to patient forums/ panels in the borough with the assistance of community champions and Healthwatch, allowing for the collection of public feedback. Following that, the Charter be submitted to the Health and Wellbeing Board for agreement.
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Update on the Empowering Lewisham Programme PDF 1 MB To follow
Additional documents: Decision: RESOLVED: · that this report be noted acknowledging the positive outcomes it had showcased for the community.
Minutes: Tom Brown (Executive Director for Community Services) introduced the report. The following key points were noted:
5.1. In its initial 2 years, the Empowering Lewisham programme had delivered over £4.2million in savings, surpassing the original forecast of £3.5million. 5.2. In 2023, the programme had been nominated for 2 awards- at the Local Government Chronicle and MJ awards, with judges highly commending its entry into the Workforce Optimisation category at the MJ Awards. 5.3. Due to the programme’s implementation, the workforce was now operating in a fundamentally different manner, incorporating new work methodologies and leveraging data more effectively. Notably, a significant shift had occurred in the utilisation of live data, which greatly enhanced management decision-making both at a case-by-case level and also in macro commissioning of services. 5.4. When the first diagnostic exercise was undertaken- 58% of the people being supported by the Council weren’t achieving the best outcome for them; over 1,600 people in formal care did not receive an annual review in 2020; and just 9% of practitioner time was being spent with residents, with the majority of time being spent on completing paperwork. 5.5. Based on the diagnostic exercise, this transformation programme had the following areas of focus- better decision making, examining the existing services (particularly enablement service); empowering staff by changing the culture to be much more focused on outcomes for people; multi-disciplinary working to better manage risk, and making better use of digital technology and tools such as the Power BI dashboards. 5.6. When the diagnostic exercise was re-run in September 2023, a significant shift was observed- the percentage of individuals supported by the Council who did not achieve the optimal outcome decreased from 58% to 36%. 5.7. Lewisham demonstrated exceptional performance in a key statutory metric- supporting individuals to remain at home 91-days post hospital discharge. The Council also ranked among the top performers, landing in the top decile for facilitating transitions from hospitals to the enablement service. 5.8. Despite facing challenges in recruiting skilled personnel for the adults with learning disabilities progression and next steps team, significant progress had been made. 45 adults with learning disabilities transitioned to more independent living arrangements and 68 individuals experienced reductions in their care packages. 5.9. The 2023 health check of the programme confirmed the sustainability of changes initiated in 2022. 5.10. Further enhancements were made in the hospital discharge pathway, and the programme’s impact on individuals under 65 with physical disabilities showcased its role as a catalyst for wider improvements. Around one million pounds in savings were realised during this financial year by supporting under 65s to achieve greater independence after discharge. 5.11. The programme had consistently exceeded savings targets outlined during the diagnostic stage and in the updated cash profile. Notably, substantial savings were attributed to the Enablement team’s efforts in promoting independence. Moreover, surpassing targets in the progression of individuals with learning disabilities resulted in significant financial gains, particularly due to the transitions toward independence for individuals with high-cost placements.
The Committee members were invited ... view the full minutes text for item 5. |
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Select Committee Work Programme PDF 313 KB Additional documents:
Decision: RESOLVED: · that the completed work programme for 2023-24 and the Committee’s suggestions for the 2024-25 Work Programme be noted.
Minutes: 6.1. Councillor Laura Cunningham presented the Committee with an update on the Lay Visitor’s scheme for residential and care homes, as she had been working with Councillor Paul Bell to revitalise this scheme following its disruption post Covid. Together, they had conducted visits to multiple care homes alongside Council officers, focusing on assessing the quality of these facilities. Officers had now developed a leaflet to promote participation in the Lay Visitor scheme. This leaflet included details on how people could apply to be a Lay visitor and highlighted the fact that training would be provided for this role. The Committee commended the efforts of officers and councillors involved in resurrecting this scheme. 6.2. The following topics were also suggested for the 2024-25 work programme: · Final report for the Empowering Lewisham Programme, · Update on the community model of mental health from SLaM; · Social prescribing and community care; · Update from SEL ICB on functioning of each PCN including details such as patient satisfaction, accessibility, etc. · Access to primary care (affecting access to secondary care). RESOLVED: · that the completed work programme for 2023-24 and the Committee’s suggestions for the 2024-25 Work Programme be noted.
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