At July’s Governing Body, the Board listened to a patient story relating to the Transforming Care Partnership (TCP). Transforming care is about improving health and care services so that people with a learning disability and/or autism can live in the community, with the right support.
The Board heard how a local man in his 50s who had displayed challenging behaviours throughout his life, had been struggling to live in the community following his father becoming unwell. This had resulted in a number of lengthy hospital stays for mental health assessment and treatment. However, through the TCP programme, partners were able to work with him to identify what care and treatment was required for him to live well in the community. By working closely with local mental health teams a suitable community facility was found resulting in the man being discharged from hospital. A one-to-one support package was also identified as part of the transfer from a hospital setting, providing the right level of care and treatment in the community. Delivering care in a personalised way is making a real difference to people with learning disabilities and the Board was happy to hear the positive impact the TCP programme was having.
In my update to the Board, I highlighted how the CCG had retained its ‘good’ assurance rating for the second year in a row, along with a green rating for patient and public involvement. These positive ratings are very much down to the hard work and dedication of our staff and members, which was acknowledged by Board members. Moving into 2019/20 our focus will be on integrating health and care services – both at a local level in Walsall and at a system level across the Black Country and West Birmingham. We will also continue to support our GP colleagues as they develop their Primary Care Networks (PCNs).
Whilst attending an event earlier this month, I was moved by the increasing rates of suicide in England and in particular amongst clinicians. The Zero Suicide Alliance made up of NHS organisations, businesses and individuals committed to suicide prevention, is offering a free online training course to help improve the support for people contemplating suicide. I advised the Board of the need to support our health and care staff to recognise the signs and have asked the CCG communications team to promote the training course to staff.
Paul Maubach, Accountable Officer for the CCG updated members on the growing innovation agenda in the health service and highlighted the progress that is being made through the use of artificial intelligence. Paul also reported that the draft primary care strategy for the Black Country and West Birmingham had received positive assurance from NHS England. In support of ongoing CCG collaboration, the Joint Commissioning Committee (JCC) will be developing a paper for CCG Governing Bodies which proposes to delegate responsibility to the JCC to make commissioning decisions on behalf of the four Black County and West Birmingham CCGs.
In a staffing update, the Board welcomed two new clinical executive appointments to the CCG, Dr Lodhi will be Clinical Executive for Policy and Commissioning, and Dr Teoh Clinical Executive for Integrated Assurance (quality and safety).
Members received an update on the Walsall Together programme along with the draft business case, proposed operating model and terms of reference for the Integrated Care Partnership (ICP) Board. Comments were made about the need for collective responsibility from health and care partners on the ICP Board which will be fed back to the programme before the terms of reference is agreed.
Chief Nursing Officer, Sarah Shingler updated the Board on the reporting delay of serious incidents by Walsall Healthcare Trust. The CCG and the Trust have agreed to jointly commission an independent review of the serious incident reporting process within the Trust and a terms of reference is currently being agreed.
The four CCGs in the Black Country have been asked by NHS Midlands to increase its surplus for 2019/20. For Walsall CCG this equates to £1.7m. To achieve this, Chief Finance Officer, Mathew Hartland proposed that the CCG increase its Quality, Innovation Productivity and Prevention (QIPP) target on a non-recurrent basis which the Board approved.
Performance in cancer waiting times continues to be an issue across the Black Country, with particular delays at The Royal Wolverhampton Trust. Walsall GPs who regularly refer patients into Wolverhampton have been made aware of the waiting times so they can advise patients accordingly. Due to ongoing delays, the board discussed the need for all Walsall GPs in the West of the borough to be made aware of the waiting times. Paul Tulley, Director of Commissioning agreed to take this forward.
Finally, the CCG agreed the outcome measures for its 2019/20 corporate objectives as well as the terms of reference and meeting schedule for the revised committee structure. This will ensure we continue to deliver our duties as a CCG whilst strengthening the effectiveness of our committees.
Dr Anand Rischie
Chair, Walsall Clinical Commissioning Group