Agenda item - Chair's Communications

The Chair of the Board will start the meeting with a short update on recent developments on health and wellbeing.

Eaton Place

56.1       The Chair reported that one of the local GP Practices was in the process of purchasing the building at Eaton Place and intended to open a branch surgery and operate from that premises.  The Area Team had supported this application in principle and was working closely with the GP Practice in question.  It was unclear just now how long the purchase would take and when the branch surgery would be in a position to commence registering patients.  In the short to medium term patients were therefore being advised to register with one of the 15 GP Practices within a 2 mile radius of Eaton Place to ensure continuity of care.  It was hoped however, that in due course re-registering at Eaton Place would be an option for people in East Brighton.

Urgent Care

56.2       The Chair reported that The Royal Sussex County Hospital, like many others across the NHS, experienced a substantial increase in demand for urgent care services over the Christmas period.  The numbers of very poorly, elderly patients in particular presenting at A&E and requiring admission to hospital was significantly higher than in previous years.  The Hospital responded by opening additional beds, cancelling non-urgent operations and taking all the other actions required when in a high state of escalation.  Other partner agencies in the local system increased their input to the Hospital over the Christmas period and into January, focusing their attention on avoiding unnecessary admissions and ensuring patients were appropriately but swiftly discharged.  Higher levels of staff sickness across the whole health economy over the past month had also contributed to the challenges.   The Hospital was beginning to recover from this period of intense pressure.  Performance in A&E had improved from 75% of patients being seen and treated in A&E within 4 hours over the Christmas period to 80% in the last week.

Progress Report on Integrated Community Equipment Service Transfer

56.3    The Chair reported that it was agreed at Policy & Resources Committee on 17^th November 2014 that the supply and delivery of equipment currently delivered by the Integrated Community Equipment Service (ICES) would be transferred to Nottingham Rehab Supplies (NRS), who were successful in the West Sussex tender.

Transition plans were in place and options were being explored to ensure a delivery and staff base within the Brighton and Hove City boundary. Some staff at ICES had visited potential sites for the replacement equipment store in Hove.

Current ICES staff who are employed by Sussex Community Trust and Brighton & Hove City Council were being kept up to date with progress via meetings and would receive regular information bulletins.

Nottingham Rehab Supplies were having discussions with Sussex Community Trust and the Council with a view to the staff and service being transferred on 1st October 2015. 

Nottingham Rehab Supplies were very experienced in transfers of this nature and were working closely with staff in the Council, CCG and Sussex Community Trust to ensure a smooth transition that would not adversely affect the delivery and collection of community equipment.

The service specification was being finalised and included timed delivery slots and better access for customers. The West Service specification included delivery six days a week and discussions were also being held regarding the delivery of equipment 7 days a week for Brighton and Hove given the move towards increased seven day working. 

Engagement with Brighton & Hove residents was taking place on 4^th February to ensure that the specification for the new service took into account any specific local requirements.

         South East Seven (SE7) letter

56.4    The Chair drew attention to a letter from South East 7, a partnership of seven upper tier authorities in the South East. The letter drew attention to a number of key issues about the current challenges facing health and social care.  The SE7 Councils were fully committed to developing sustainable health and social care systems which reflected local need and circumstances, in partnership with organisations across the sector.  The letter stressed the importance of shared system leadership via Health and Wellbeing Boards.  The Chair stated that he would ensure that the letter was circulated to Board Members.

    Representation on the Health and Wellbeing Board

56.5    The Chair stressed that in order for the Board to work effectively, it needed to be limited in size.  Whenever a particular group was affected by a decision made by the Board, they would be fully consulted.  The Board meetings were open to the public to attend and ways of having public involvement were being reviewed.