Agenda item

Report of the Managing Director, Harrow Clinical Commissioning Group

The Board received a report which set out the Harrow CCG 2019/21 Commissioning Intentions.  It was noted that the report contained the NWL collated commissioning intentions approach with local appendices.

The CCG Managing Director introduced the report and outlined the commissioning, communications and engagement approach and timelines.  The 2018/19 local schemes rolling into the 2019/20 Quality Improvement Prevention and Productivity (QIPP), and the top 10 2019/20 QIPP projects were noted.  Particular attention was drawn to the focus on four elements: improvements in health and wellbeing, empowerment of residents, development of strategies and improved performance.

A Board Member enquired as to the CCG intentions with regard to additional GP practices in Harrow town centre due to the pressure of the increase in population on the one surgery in the area given the new developments taking place.  The Managing Director informed the Board that a Task and Finish Group with senior representation from both the CCG and the Council had been established to consider the impacts of all the current and future planned new developments taking place in Harrow. Whilst considering what flexibilities would be available via the section 106 and other planning arrangements, the CCG would need to consider additional GP resources through their current delegated Primary Care Commissioning arrangements to assess the total future impact in conjunction with existing pressures.  The outcomes and learning from work undertaken recently with new developments at Barnet Council would also be considered.  The Board was informed that a work plan would be introduced for a small group of functions which would then be extended to other parts of social care, eg education, leisure, with a three year timeline for changes.  It was agreed that Councillors representing Greenhill and other affected Wards as notified by Council officers would be kept informed of developments.  Resident involvement to help shape the plans would be on a single health/leisure/care discussion.

A non-voting Board Member expressed the opinion that the document contained insufficient information to adequately measure the outcomes.  The Managing Director stated that the Commissioning Intentions was a simplified document backed up by matrix and dependencies.  The Vice-Chair stated that the Commissioning Intentions were aligned to the Health and Wellbeing Strategy and that every contract required qualitative information.  The CCG undertook to consider whether key Performance Indicators could be more meaningful, including the sharing of information on how partners dealt with key performance indicators.

In response to questions regarding the proposals and priorities for the improvement of children’s mental and physical health and wellbeing, the Board was informed that the CCG would look at the Hillingdon Council model of seamless service and, subject to the outcomes, would submit proposals to the Board at an early stage for discussion.  The CCG was aware of the crisis points and was undertaking dynamic profiling of young people and looking at the possibility of commissioning to keep the young person out of high intensity provision.

It was reported that the Child Sexual Abuse (CSA) hub was a pilot process to test the concept.  The CCG was pleased that Harrow Council had been successful in its Child Death Overview Panel (CDOP) Bid which was going through due process with some issues from the CCG and Safeguarding Board being considered.  It was presumed that all NWL areas would contribute to the project. Subsequent to the change in legislation following the Children and Social Work Act 2017, it had been agreed to work together regarding model 2 of the proposals with later consideration of option 3.

In response to a question it was reported that the inclusion of a needs analysis regarding unmet children’s mental health needs and how the Board partners could jointly address this would be discussed by the Health and Wellbeing Board Executive.

The Community and Voluntary representative thanked the CCG and partners for including the sector in the discussions on Integrated Care and the Managing Director expressed appreciation of the assistance given.

Discussion took place on the need for a definition of ‘Harrow resident’ because the term could mean: registered with a Harrow GP; living in Harrow but registered with a GP in a neighbouring borough; or attending school in Harrow.  It was agreed to discuss a definition further at the Health and Wellbeing Board Executive.

RESOLVED:  That

(1)          the report be noted;

(2)          the Health and Wellbeing Board Executive consider both a common definition of the term “Harrow resident” and a needs analysis regarding unmet children’s mental health needs and how the Board partners could jointly address this;

(3)          the Board share information on  performance indicators to measure improvements in the health and wellbeing of residents;

(4)          a further report be considered by the Executive prior to submission to the next Board meeting.