Name

Minute

Reason

Interest

Councillor Mrs Aspinall

Minute 7

Blue Badge Holder

Personal

Minute 9

Sits on the Mayflower Procurement  Board

Personal

Councillor Mrs Bowyer

Minute 7

Knows a volunteer buggy driver at Derriford Hospital

Personal

not enough available beds in the hospital to allow emergency patients to be admitted to a ward as soon as was required.  This resulted in a crowded emergency department with patients receiving care and treatment in unsuitable environments;

·       

patients waiting up to an hour to be seen/triaged which could lead to serious medical conditions that could remain undetected and delay in the patient receiving treatment;

·       

the recording of patient observations were not accurate.

(a) 

the action plan would be completed by the end of June and the hospital were already addressing the actions that had been picked up as part of the CQC inspection;

(b)   

Derriford was one of 14 hospitals looking at the new accident and emergency standard and triage times and this was an on-going project.  They were also exploring whether part of the triage process could be undertaken electronically;

(c) 

to avoid the patient having to repeat information, the hospital were exploring new IT systems and an option was to use a system used by the majority of general practices to retrieve patient records;   

(d)   

patients that were admitted late in evening unfortunately had to wait for a long period of time this was now a more regular occurrence;

(e) 

they have had success with nurse recruitment within the emergency department but were struggling to recruit medical tier junior doctors.

(a) 

they were looking at a longer term plan with regard parking and part of that plan to look at freeing up capacity and making sure there was the right balance of spaces available;

(b)   

as a Trust they were looking at the demand for healthcare and how follow-up appointments could be undertaken within the community;

(c) 

the hospital had limited areas where they can add additional parking and adding capacity was probably not the solution.  They need to further promote car sharing, park and ride across the city to free up spaces at the hospital;

(d)   

they have addressed staff parking in blue badge holder bays but as a rule staff generally do not park in the disabled car parks because it is cheaper to park in the staff car park;

(e) 

the buggy service was currently out of action due to the lack of the volunteers.  They have visited other trusts and looked at a volunteer led visitor centre and there was also a need to replace the current buggy to ensure better access to other entrances on site;

(f)   

they were looking at different ways of working for staff to help reduce the pressure on the overall site as well as physical space;

(g) 

the Site Development Plan was being updated and business cases produced and an opportunity for the Committee to review this in the autumn.

(a) 

local areas were important to identify whether information was still valid and to identify gaps for further work to be undertaken if required;

(b)   

the workforce would be a key work stream and the capacity of the system to deliver the priorities was a factor.  Scrutiny was key to this process and there would be more joint scrutiny with Devon and Torbay in the future.

(a) 

there were still a number of significant vacancies across all the professions, however, there was a need to improve on workforce planning around general practice and that new opportunities would be created as part of the new care model;

(b)   

contracting for general practice they follow a national core specification.  Locally they would engage with the practice on what they need to deliver and to align with the commissioning intentions and broader system requirement.  From an Estates perspective, this was a challenge and have to bid for capital along all health requirements.  They were undertaking an extensive review of GP property and reviewing this against population growth and care model requirements;

(c) 

they were focusing on working with the planning department to ensure a single point of contact from a primary care perspective to put in for 106 money at the appropriate time, this was a key priority;

(d)   

services were being provided by a broader range skills and as part of the new care model would be the right way to provide services moving forwards;

(e) 

they need to understand what to deliver in the more deprived areas and were working with a group of practices called the deep end group to look at more targeted resources and GP capacity to support delivery;

(f)   

with regard to retaining GPs they were working more broadly with the service and Plymouth City Council to make the role more attractive as a career;

(g) 

they were in the process of refreshing the GP Strategy to reflect the new care model which would also include workforce, estates and digital;

(h)   

the medical optimisation programme deliver an extensive programme Devon-wide and they have to deliver a large number of saving year on year;

(i)   

a pilot was taking place in the Drake Alliance, a prescribing ordering service and they were using a single hub approach to analyse and ensure that the right drugs were being issued.

(a) 

the Adult Social Care survey was a snapshot in time and that data and intelligence gave a flavour on how the community were feeling about of adult social care services.  They did have concerns on the low return rate which resulted in developing an action plan around the different means for completing the survey;

(b)   

this report was an opportunity to drill down into different areas, however it was reported that some of the trajectories such as life expectancy which had long term outcomes would take time to show  improvements;

(c) 

the indicators were agreed as part of the integrated system as being the most appropriate indicators for each of the outcomes;

(d)   

work as part of Thrive Plymouth was designed around helping people to be more healthy and more active which in turn would help with some of the indicators;

(e) 

delayed transfer of care historically has been a real challenge and  as a system have delivered better community resilient for people getting the right care at the right time.

(a) 

officers would speak to colleagues at NHS Devon Clinical Commissioning Group (CCG) to clarify what was meant by ‘system management agreements’;

(b)   

there was a pressure of £1.1m overspend for Plymouth City Council (PCC) and as a statutory body are required to have a balanced budget.  They were reporting on a better position than the start of the year and both PCC and the CCG had stated that this would be a difficult year.