Central & North West London Board Meeting on 9th March 2016
Targets: The new target “Early intervention in psychosis”, for 50% of patients to wait less than two weeks for intervention, expects compliance by 31st March 2016.
The referral to treatment waiting time target was reached in Hillingdon in January for the second consecutive month and Hillingdon is expected to achieve this target for the quarter too.
Workforce: The high vacancy rate and turnover is impacting on the quality of care and services and the significant use of agency staff is expensive.
Encouraging recruitment fairs have been held in London and Milton Keynes. A workforce strategy is being developed, which will come to the Board in April 2016.
The difference in quality of experience for patients looked after by permanent rather than agency staff was evident in a recent review. In common with other London NHS trusts CNWL faces recruitment challenges, particularly in offender care. The focus on reducing agency use is continuing.
Care Quality Commission inspection: Good progress is being made against the 24 action areas identified by the CQC inspection. All divisions are compliant with the “must do” actions and 72% of “should do” actions were completed in January 2016.
Finance: The “bottom line” position at the end of January was a deficit of £3.53m, which factored in £2.15m profit from sale of property. Further property sales are expected in year.
In January Hillingdon Mental Health was £634k overspent year to date, largely due to its high vacancy rate and consequent agency spend. Harrow was overspent by £1.3m primarily due to failure of its cost improvement programme and its levels of agency spend, plus placements being insufficiently funded in the agreed contract value.
North West London’s Mental Health contract for 2016/17: This contract covers five London Boroughs including Harrow and Hillingdon. CNWL is very concerned about this contract, which is expected to go to arbitration, as there is a big gap between the terms of the contract and the agreed strategy for 24/7 services which CNWL endorses and does its best to implement, but CNWL cannot provide services for which it is unpaid.
Hillingdon’s funding of mental health services: Recent increases in Hillingdon funding have been better than some other Boroughs, but Hillingdon’s mental health services remain poorly resourced in comparison with other areas.
Deaths in prison: The Chief Executive, Claire Murdoch, reported concern about these deaths and warned that she would raise these concerns in the private Part II of the Board meeting. She noted that prisoners are locked in their cells from Friday afternoon until Monday morning, which Board Members appeared to find disturbing.
Public Health: Harrow is significantly worse than the English average for diabetes, TB, child obesity and adult physical activity. Hillingdon is worse for children in poverty, homelessness, violent crime, diabetes, TB, and acute sexually transmitted infections.
The Hillingdon Service User and Carer Strategy Meeting: The six weekly meetings are well attended by users and carers. The service user Co-Chairs meet with the Borough Director and service managers to raise concerns. Members produce information leaflets and plan to produce a magazine for mental health service users.
Hillingdon Community Health: Patients continue to report an excellent service in the Hawthorne Intermediate Care Unit on the Hillingdon Hospital site. The Bladder and Bowel Service received high satisfaction rates from surveyed patients.