Agenda and minutes

There were no declarations of interest.

The minutes of the meeting held on 30^th October 2019 were agreed and signed as a true record. There were no matters arising.

Report of Adrian Stokes, Interim Chief Executive, NHS Coventry and Rugby and NHS Warwickshire North Clinical Commissioning Group (CCG) who has been invited to the meeting for the consideration of this item along with the following representatives:

Gavin Farrell, Consultant Clinical Neuropsychologist,  South Warwickshire NHS Foundation Trust

Claire Quarterman, Clinical Lead for Early Supported Discharge Team and Community Neuro Rehabilitation Team, Coventry and Warwickshire Partnership NHS Trust

Mark Docherty, Director of Clinical Commissioning and Strategic Development/Executive Nurse, West Midlands Ambulance Service

Rose Uwins, Senior Communications and Engagement Manager, NHS Coventry and Rugby and NHS Warwickshire North CCG

The Board considered a report of Adrian Stokes, NHS Coventry and Rugby and NHS Warwickshire North Clinical Commissioning Groups (CCG), concerning the proposed new clinically and operationally sustainable model for stroke services across Coventry and Warwickshire. Copies of the pre-consultation business case and the consultation documentation were set out at appendices to the report. The submission of the report formed part of the current public consultation on the proposals. Adrian Stokes attended the meeting for the consideration of this item along with Gavin Farrell, South Warwickshire NHS Foundation Trust, Claire Quarterman, Coventry and Warwickshire Partnership NHS Trust, Mark Doherty and Pippa Wall, West Midlands Ambulance Service, and Rose Uwins, NHS Coventry and Rugby and NHS Warwickshire North CCGs.

Adrian Stokes introduced the report which indicated that the aim of the proposals were to improve stroke services, which were part of both CCG plans and the health and care system improvements identified by the Coventry and Warwickshire Health and Care partnership. Comparisons of the performance and outcomes of current local stroke services against best practice standards and the achievements of other health systems in England, showed better health outcomes could be achieved for patients and more effective and efficient services.

The Board were informed that options for the future delivery of stroke care had been co-produced and appraised through a process involving extensive professional, patient and public engagement. The resultant Pre-Consultation Business Case (PCBC) described the process and outputs in detail, proposing the implementation of a new service configuration that would see:

·  Removal of the current inequities in service provision across Coventry and Warwickshire

·  Prevention of c.230 strokes in 3 years by bringing anticoagulation prescribing to best practice levels

·  Centralisation of hyper-acute and acute care at University Hospitals Coventry and Warwickshire (UHCW)

·  The provision of 2 sites for bedded rehabilitation at George Eliot Hospital and Leamington Rehabilitation Hospital for the 30% of the population experiencing a stroke who cannot go home with Early Supported Discharge or Community Stroke Rehabilitation

·  The provision of new community services to deliver consistent Early Supported Discharge and Community Stroke Rehabilitation services at home for 70% of stroke patients, enabling them to return directly home after hyper acute and/or acute care.

This preferred future stroke pathway and delivery model would create services that met the NHS Midlands and East Stroke Service Specification and would enable providers to deliver an “A” rating on The Sentinel Stroke National Audit Programme (SSNAP) performance targets for stroke care. Extensive public and patient engagement and co-production to help inform and shape the proposed pathway had taken place over the last 4 years and a public consultation process on the proposed future stroke pathway was currently underway.

The report highlighted that it was unusual to develop a PCBC that only proposed one option to achieve the improvements, however this was a proposal for a whole stroke improvement and not just a business case for a single service improvement. The complexity and interdependencies of handover of care, and  ...  view the full minutes text for item 22.

Report of the Scrutiny Co-ordinator

The Committee noted their work programme for the current year.

Any other items of public business which the Chair decides to take as matters of urgency because of the special circumstances involved

There were no additional items of public business.