NHS West Sussex Clinical Commissioning Group (CCG) Governing Body Meeting held in Public - NHS West ...
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NHS West Sussex Clinical Commissioning Group
(CCG) Governing Body Meeting held in Public
DRAFT Minutes
Date: Tuesday 8 June 2021
Time: 09:30-11.10
Location: Meeting held virtually (MS Teams)
Present:
Tej Bansil (TB) Locality Representative From item 1.7
Stephen Bellamy (SB) Locality Representative From item 1.4
Karen Breen (KB) Deputy Chief Executive Officer (CEO)
Richard Brown (RB) Independent Clinical Member, GP Local From item 1.6
Medical Committee (LMC) Representative
Allison Cannon (ACa) Chief Nursing Officer (CNO)
Daphne Coutroubis (DC) Locality Representative
Hannah Davies (HD) Deputy Chief Medical Officer (CMO) Representing
Elizabeth Gill
Malcolm Dennett (MD) Lay Member, Finance and Performance
(F&P)
Nick Deyes (ND) Lay Member, Patient and Public
Engagement (PPE)
Adam Doyle (AD) Chief Executive Officer (CEO)
Ned Ford (NF) Locality Representative
Mark Hammond (MH) Lay Vice Chair Chaired items
3.2.2 to 3.5.2
due to lost
connection
Jim Hayburn (JH) Chief Finance Officer (CFO)
Hannah Hewlett (HH) Locality Representative
Laura Hill (LH) Clinical Chair Meeting Chair
Ketan Kansagra (KK) Locality Representative From item 1.6
Alison Lewis-Smith (ALS) Independent Clinical Member, Registered
Nurse
Mark Lythgoe (ML) Locality Representative
Laura Maythan (LM) Locality Representative
Hugh McIntyre (HM) Independent Clinical Member, Secondary From item 1.6
Care Clinician
Patience Okorie (PO) Locality Representative From item 1.6
Carol Pearson (CP) Lay Member, Governance
Sarah Pledger (SP) Locality Representative
Alex Rainbow (AR) Locality Representative
In attendance:
Alison Challenger (ACh) Director of Public Health, West Sussex
County Council (WSCC)
Paul Deffley (PD) Local Medical Director For item 2.3Pennie Ford (PF) Executive Managing Director (EMD)
Tom Gurney (TG) Executive Director of Communications and
Public Involvement
Kerry Okines (KO) Governance Officer Minutes
Terry Willows (TW) Executive Director of Corporate
Governance
Members of the public Five members of the public were in
attendance
Apologies:
Elizabeth Gill (EG) Chief Medical Officer (CMO)
Item
Item description Action
ref
1. Welcome and apologies
1.1. Apologies and welcome
The Chair welcomed all those attending.
The Chair noted that the meeting was being recorded and would be
posted on the organisation’s website. Members of the public were
admitted to observe the meeting virtually.
Apologies for absence were received from the members listed above.
The Governing Body was quorate.
1.2. Declarations of conflicts of interest
The Chair requested declarations of any interests relevant to the
agenda items for the meeting.
The Governing Body noted that there were no new or existing
declarations of interest considered prejudicial to any of the agenda
items.
1.3. Questions previously submitted by the public
The Chair noted that one question had been received from a member
of the public.
A response to the question would be provided to the member of the
public in writing following the meeting.
A record of the question and the full response is appended to these
minutes at Appendix A.
1.4. Minutes of the previous meeting
The Chair presented the draft minutes of the previous meeting and
invited comments.The Governing Body resolved to approve the minutes of its meeting
held on 6 April 2021 as an accurate record.
1.5. Action Log
The Governing Body reviewed the Action Log. There were 15 actions
recommended for closure, 5 actions progressing and 1 action that was
overdue.
The following matters were highlighted:
• Action 38 was progressing and would be recommended for closure
following attendance by the Director of Children’s Services and the
Children’s First Transformation Director at the 13 July 2021 Quality
Committee meeting, to give a presentation about progress on the
Children’s First programme.
• Action 2 was recommended for closure as David Cryer had shared
learning from the transition from seven to three CCGs in Sussex
with Carol Pearson. David Cryer had also noted areas raised by the
Audit and Assurance Committee (AAC) in relation to this.
The Governing Body resolved to note the Action Log and approve
closure of all 15 of the actions recommended for closure.
1.6. Report from Clinical Chair
The Chair presented the report.
The following matters were highlighted:
• Localities had fed back on pressure and demand on general
practice and difficulty for patients in accessing some services.
Actions to address this were set out in the report.
• Localities had raised concerns about the emerging impact from the
Covid-19 pandemic on children and young people’s mental health
and wellbeing and access to Mental Health services. There was a
particular concern about the number of Child and Adolescent
Mental Health Services (CAMHS) referrals that were being reject by
Sussex Partnership NHS Foundation Trust (SPFT) and questions
about the clinical model of delivery across partners to improve
pathways. An action plan would be developed to address these
concerns, which would be monitored by the Joint Quality
Committee. The F&P Committee would also receive the wider
performance update through the performance reports. An update
on these matters would also be provided from the Chairs of these
Committees to the Governing Body at its July 2021 meeting. Adam
Doyle had also highlighted these concerns to the CEO of SPFT
who was supportive of the approach the CCG was taking.The following points were raised in discussion:
• The Task and Finish Group that was considering demand and
capacity in Primary Care was due to report through Committees in
June 2021. A full update would be given to the Governing Body
thereafter.
• It was recognised how hard Nurses had worked during the Covid-
19 pandemic. Everything was being done to support them.
The Governing Body resolved to note the report.
1.7. Chief Executive Officer (CEO) and Executive Managing Director
(EMD) Report
Adam Doyle presented the report, which provided an overview of the
key updates of relevance to NHS West Sussex CCG since the
Governing Body’s April 2021 meeting.
The following matters were highlighted:
• Work was underway to respond to a number of asks in relation to
the requirement for the Integrated Care System (ICS) to become a
statutory body from 1 April 2022, including development of a
system owned strategic development plan that would need to be
submitted to NHS England/Improvement (NHSE/I) at the end of
June 2021. The new Health and Care Bill was awaited; once
guidance was received, it would be communicated to the Governing
Body with the CCG’s interpretation of what it meant. In the
meantime, the team had been asked to focus on a number of
areas, including: how Primary Care was involved at all levels of the
ICS; the role of the Voluntary and Community Sector (VCS) in the
new system; and the role of Patient and Public as this was taken
forward. David Cryer was leading work on this and would update
the CCG Transition and Close Down Programme Board on
progress with it.
• Discussions had been held with staff about future ways of working.
There had been engagement with staff about closure of some
offices and a consultation was currently underway with staff directly
affected by this. The CCG would need to respond to any changes
to the timetable for lifting of lockdown restrictions from 21 June
2021.
• The most recent ‘temperature check’ had signified that the CCG’s
staff generally felt in a positive place. The organisation recognised
that there were always things it could learn and was working with
staff to ensure they had the right equipment to be able to perform
their role effectively.• Members of public were welcome to attend the CCG’s Annual
General Meeting (AGM), which would be held virtually, from 16.00
to 17.30 on 29 June 2021. The meeting would reflect on what the
CCG had achieved in 2020/21.
• The health and care system had reached the milestone of one
million first dose Covid-19 vaccinations carried out across Sussex.
The work of Primary Care and Community Care Colleagues,
hospital hubs and government partners to get as many people
vaccinated as possible was recognised. Work on this continued.
• The CCG was reflecting on the recently published report on
workforce burnout and resilience in the NHS and Social Care.
Mark Power, Chief People Officer, had been asked to work with
counterparts across the system to consider what more could be
done for all staff and to support delivery of the Recovery Plan.
• Increased demand for services was being monitored. Data would
be considered to be clear about whether this was a step change or
would level out over time and to take a view about how to manage
this going forward. The team had been asked to consider a
summer resilience plan. The plan would report through the Quality
Committee.
The following points were raised in discussion:
• The value of the weekly CEO briefing and whether the health and
wellbeing approach was reflected through the organisation to
operational managers. Adam Doyle held monthly meetings to greet
all staff that had joined the CCG in the previous month and the
Exec team held Senior Leadership team calls every fortnight.
Further work was required to embed two-way communication in
every Directorate and each Director was working on their own plan
for this.
• The Primary Care Commissioning Committee (PCCC) had
discussed the work of the Resilience Oversight Group (ROG) at its
meeting and would monitor the outputs of the Group’s work and
respond to any issues raised.
• The CCG endorsed the approach that it would in no way be
discouraged from pursing the improvements around health
inequalities that it wanted to see for Black, Asian and Minority
Ethnic (BAME) patients, communities and staff and that they
remained high priority. Solutions were local and place related.
Pennie Ford had had discussion across Districts and Boroughs
about particular areas across services for different demographies
across West Sussex.The Governing Body resolved to note the report, including key updates
for NHS West Sussex CCG.
2. Strategic developments and other reports
2.1. Covid‐19 update
Terry Willows presented an update on significant Covid-19
developments.
The following matters were highlighted:
• No noticeable trend was being seen in Covid-19 developing in the
community from the low levels currently being seen or in
hospitalisation rates.
• The CCG remained vigilant and met every fortnight with Directors of
Public Health through the Sussex Monitoring Group to ensure that
they were collectively sharing any intelligence. The Group also
monitored and worked through any developments on the pandemic
in the community.
• The CCG was working closely with the Department of Health and
Social Care, NHS Surrey Heartlands CCG and the Local Resilience
Forum to ensure that c1.5k individuals who had to stay in
quarantine hotels around Gatwick Airport had the right wraparound
NHS care.
• Vaccines had been delivered to 90% of cohorts 1-9 across Sussex.
• Work was being undertaken to maximise vaccine uptake in all
communities.
The Governing Body resolved to note and take assurance from the
update provided on Covid-19 developments and the system’s ongoing
response.
2.2. Update from Sussex NHS Commissioners Transition and
Closedown Programme Board
The Chair presented a report from the System Reform Steering Group
(SRSG) meeting of 20 April 2021 and Sussex NHS Commissioners
Transitional and Closedown Programme Board meeting of 18 May
2021.
The following matters were highlighted:
• There had been conversation around the future of the Group.
• The Group had considered feedback from the Governing Bodies’
March 2021 Seminars and the Sussex Chairs Forum and agreedthat it was sensible to transition the SRSG to a transitional and
Closedown Programme Board to take forward the requirements of
the White Paper (‘Integration and innovation: working together to
improve health and social care for all’).
• The Group had also considered its Terms of Reference (ToR), in
particular its appropriate membership. These were recommended
to the Governing Body for approval.
• High-level targets had been set out related to the transition, due
diligence and handover.
The Governing Body resolved to
• Receive assurance from the discussions that took place at the
SRSG meeting on 20 April 2021 and the CCG Transition and Close
Down Programme Board meeting on 18 May 2021.
• Approve the revised ToR.
2.3. Mental Health Strategy
Karen Breen and Paul Deffley presented the report.
The following matters were highlighted:
• The paper outlined current progress against the Mental Health
Strategy Transformation Plan that had been approved by the
Governing Body in May 2020 alongside the Mental Health
Investment Plan. It also alluded to emerging local place based
developments and built on the NHS Long Term Plan.
• The Sussex Transformation Partnership had identified Mental
Health as an early priority focus in 2017. This had led to the case
for change strategic framework and delivery roadmap based on
population health needs. These had been built on year on year.
• Service user and stakeholder engagement had informed the
strategy. It identified key opportunity for improving services and
also user experience and outcomes.
• The first iteration of the framework outlined objectives for the
Mental Health and wellbeing service and incorporated nationally
mandated requirements as well as building on local strategic
priorities for the population. Common Mental Health conditions,
Psychosis, Dementia and Youth Services had been identified as
areas of focus, from which detailed priorities had been developed.
• There was system wide agreement about how Mental Health
investment should be targeted to support improved outcomes. Aplan had been approved in May 2020 that aimed to balance
financial resource across local and national priorities.
• Some delivery of the plan had been delayed due to the necessity
for ongoing incident management, recovery and restoration in
relation to the Covid-19 pandemic.
• Place based oversight groups had been established that were
coterminous with upper tier Local Authority and focused on the
local population. The groups provided an interface with system
work and a local strategic and delivery approach.
• Exercises had been undertaken to prioritise investment for 2021/22.
There would be investment in the current and predicted increase in
demand and required adaptation to services in response to Covid-
19.
• The Executive Management group had scrutinised plans for
endorsement at the next F&P Committee meeting.
• It would be important for engagement to continue to be balanced
into the implementation phase.
The following points were raised in discussion:
• How performance of Mental Health services was monitored and the
need for effective performance information to expose any issues.
The CCG would consider how it could work with the Mental Health
trust in a different way to collect information through engagement
rather than having a list of outcome and measurements.
• Suggestions were raised that outcomes could be developed with
the Academic Health Science Network (AHSN) and that member
practices could be asked what information they wanted to see and
monitor.
• Consideration was being given to performance information that
needed to go through the Quality Committee.
• It would be useful to make explicit the work the system was doing
around health inequalities and to consider where parity of esteem
sat in the context of the strategy.
• Work would be undertaken to consider benefits realisation and
patient outcomes. This would be presented to the F&P Committee.
• How the additional pressures brought on Mental Health services by
the Covid-19 pandemic and what the system was aspiring to do
were communicated internally and externally.• Support from Locality Directors on getting the message right for
practices and what would help them was welcomed.
• The report underlined the importance of Children and Young
People’s (CYP) Mental Health services.
• Clinicians who were feeling under pressure could access support
through the LMC, CCG channels and NHS England (NHSE).
• Work was underway to consider what further support could be
given to staff on the back of what was already accessible to them.
• It would useful to have local evidence of need to monitor
performance against.
• Need for better understanding of Sector Connector Forums and
how they would enable service users to feed into the development
of targets and ongoing work. This engagement had been
commissioned through Healthwatch.
• The collaborative was able to establish senior board level
representation of service users and that there was a culture where
early engagement and co-design was present in the workstreams
that sat under it.
• It might be useful to look at development of other systems at place.
• Difficulties delivering CAMHS were magnified by workforce issues.
A suggestion was raised that links could be made with educational
establishments to try to address these. There were already links
with Health Education England (HEE). Mark Power was heavily
involved in the workforce element of this. Workforce was a national
issue and the CCG was using all of its avenues to explore this.
• Need to sign post people to the most appropriate service for help
rather than reject referrals.
• A liaison role had been embedded that sat across organisations to
ensure that people with eating disorders in need of help flowed
towards the system. It was hoped that this could be expanded
across other areas where it would be of specific benefit. Work was
being undertaken to establish an interface meeting between
Primary Care colleagues and the right stakeholders to ensure that
the right voices were heard during design solution.
• Karen Breen would work with the team to see how they could
update on the back of the themes raised, which were around:
performance oversight; communication; staff support; userengagement and Sector Connector Forums; workforce enablers
and; preventing rejection. A fuller report would be presented to the
F&P and Quality Committees.
The Governing Body resolved to:
• Approve the continuation of the Sussex Mental Health strategy.
• Note the progress made against the key aims of the NHS Long
Term Plan in relation to mental health and the work underway to
develop an increased outcomes based approach to performance.
• Note the progress made at year-end against the 2020/21 delivery
plan and performance targets.
• Agree to receive quarterly reporting against plan for 2021/22.
Action 13: Laura Hill to ensure that information on support available to LH
Clinicians who are feeling under pressure is circulated. 06/07/21
Action 14: Pennie Ford to discuss with Alison Challenger how local PF
evidence of need and priorities can be considered through the place 06/07/21
based Mental Health Group and how meaningful outcome measures
for this can be identified.
3. Assurance and Committee Reports
3.1 Board Assurance Framework (BAF)
Terry Willows presented the report.
The following matters were highlighted:
• The BAF had been fully considered by the AAC in May 2021 and
was recommended to the Governing Body for approval.
• It reflected an improvement in overall alert status in relation to
Corporate Goal E: ‘Effective and well led organisation with an
empowered and inclusive workforce’. This had changed from
‘stable’ to ‘improving’ to reflect the development of workforce
priorities across the ICS and the reduction of the underlying
strategic risk around CCG staff wellbeing.
• As the BAF represented a point in time and the cycle it went
through meant it was a month behind, progress on the financial and
recovery plan would not be reflected until the next update.
• The Committees had considered and chosen not to escalate any
Operational Risks to the BAF.The following points were raised in discussion:
• The F&P Committee had raised concern that the BAF did not reflect
the most up to date position on the financial and recovery plan.
• The F&P Committee wished to express that there were issues that
needed to be resolved going forward around Goal B and clearly
updating Goal C. It needed to be recognised that the plan was
delivering the level of activity but it was not known whether this
would reduce the waiting times. The level of risks that existed
across the range of services in Acute Hospitals and Mental Health
Services needed to be openly reflected. 2021/22 was another year
of two halves. Whilst there was a balanced ICS plan for the first
half, there were risks that still needed to be mitigated.
• Whether the CCG had oversight of steps and controls in place to
address workforce issues in its partner organisations, including in
Primary Care? Mark Power was undertaking work to bring
commissioner and provider workforce strategies across the system
together and to understand how they were working as an ICS
around the risk they collectively held.
• Whether there was a risk around development for Cyber Security
and external checking of systems was in place or should be
considered? An external review against a nationally mandated set
of deliverables around cyber security and process was competed
annually through the Internal Audit process. Progress against the
recommendations from the review were tracked by the AAC. The
Committee also received a fulsome update on this from Peter
Kottlar, Executive Managing Director – Sussex Wide. Complex
Commissioning, who was the Executive lead on Cyber and Digital.
The Governing Body resolved to:
• Approve the BAF as at 30 April 2021.
• Take assurance on the progress towards, and controls and
assurances around, each of the five Corporate Goals.
Action 15: Allison Cannon to review strategic risks on workforce and
ensure that actions and controls etc are delivering desired outcomes AC
and mitigating impact. 05/10/21
3.2 Finance and Performance
3.2.1 Report from the Finance and Performance (F&P) Committees held
14 April 2021, 4 May 2021 and 20 May 2021
Malcom Dennett presented a report from the Joint F&P Committee
meetings of 14 April 2021, 4 May 2021 and 20 May 2021.The following matters were highlighted:
• The Committee had met more frequently than usual because of the
plan submission due in that period.
• As previously mentioned, 2021/22 was a year of two halves. Whilst
there was a balanced ICS plan for the first half, there was still
uncertainty around the detailed expectations for planning for the
second half. The Committee would closely monitor mitigations to
resolve the performance and finance risks that the CCG was
exposed to. This was in the order of £10m and was higher at ICS
level.
• The Committee had considered a paper on Community
Commissioning.
The Governing Body resolved to take assurance from the Joint F&P
Committee meetings on 14 April 2021, 4 May 2021 and 20 May 2021
and to note the issues raised and the follow-up actions sought as
detailed in the Executive Summary.
3.2.2 Recovery Plan
Jim Hayburn presented the report.
The following matters were highlighted:
• The Sussex ICS Financial Plan covered the six months from April
to September 2021/22.
• The F&P Committee had approved the Plan.
• The CCG was planning to do more than the Elective Recovery
Fund (ERF) baseline across most areas, which would give it access
to additional funds. In Elective Care, the CCG was planning to do
more than it did before the Covid-19 pandemic.
• The CCG was currently ahead of the plan for April and May 2021.
The Governing Body resolved to note and take assurance from the
paper.
3.3 Restoration and Recovery
3.3.1 Report from the Joint Committee of the Sussex CCGs (JSC) held
21 April 2021 and 19 May 2021
Adam Doyle presented a report from meetings of the JSC held on 21
April 2021 and 19 May 2021.The Governing Body resolved to take assurance from the discussions
that took place at the two meetings of the JSC on 21 April and 19 May
2021.
3.4 Quality and Safety
3.4.1 Report from Joint Sussex Quality Committee held 13 April 2021
and 11 May 2021
Alison Lewis-Smith presented a report from the Joint Sussex Quality
Committee meetings of 13 April 2021 and 11 May 2021.
The following point was raised in discussion:
• Performance against the target for patients to start a first treatment
for cancer within 62 days of an urgent GP referral remained a focus
for the CCG the through the Quality Committee. There was a Key
Line of Enquiry (KLOE) to ensure a review of patients waiting for
this length of time. The CCG would ensure that the Quality
Committee continued to receive robust information relating to any
Clinical Harm Reviews. The F&P and Quality Committees would
collectively ensure that they saw the totality of performance and
outcomes and impact for people.
The Governing Body resolved to take assurance from the Joint Quality
Committee meetings that took place on 13 April 2021 and 11 May
2021 and to note the issues raised and the follow-up actions sought as
detailed in the Executive Summary.
3.5 Audit and Risk
3.5.1 Report from Audit and Assurance Committee (AAC) held 18 May
2021
Carol Pearson presented a report from the AACs’ meeting in common
on 18 May 2021.
The following matter was highlighted:
• The Committee had been working heavily on year-end and Annual
Report and Accounts.
The Governing Body resolved to take assurance from the discussions
that took place at the Committees’ meeting, held in common on 18
May 2021.
3.5.2 Committee Effectiveness
Carol Pearson presented the report.
The following matters were highlighted:• It had been a comprehensive process.
• The process had identified that all the Committees seemed to
report slightly differently.
• The Governing Body was asked to note the areas for improvement
and recommendations that came out of them.
The following points were raised in discussion:
• Whether work was being done about managing hybrid meetings
going forward. Work was being undertaken to consider the safety
of hybrid meetings and how these might work alongside the
commitment to hold meetings in public. The output of this work
would be reported to various Committee Chairs towards the end of
July 2021, for consideration of proposals that the CCG might want
to implement for operation from September 2021. The timetable for
this was subject to Government guidelines.
• The PCCC Chairs were particularly committed to the
recommendation to look to engage the public more.
• Adam Doyle and Terry Willows would take formal responsibility on
Committee Effectiveness and ensuring that there was a roadmap of
areas for improvement throughout 2021/22.
The Governing Body resolved to review and take assurance from the
summary findings and agree the recommendations from the Annual
Review of Committee Effectiveness.
3.6 Primary Care
3.6.1 Report from Primary Care Commissioning Committee (PCCC)
held 12 May 2021
Mark Hammond presented a report from the PCCCs’ meeting in
common on 12 May 2021.
The Governing Body resolved to take assurance from the discussions
that took place at the Committees’ meeting on 12 May 2021.
3.7 Other Committee reports
3.7.1 Report from the Joint Committee of NHS 111/ the Clinical
Assessment Service (CAS) 30 March 2021
Malcolm Dennett presented a written report from the Joint Committee
of NHS 111/ the CAS meeting of 30 March 2021.
The Governing Body resolved to take assurance from the discussions
that took place at the Kent Medway and Sussex (KMS) NHS 111 / CASJoint Committee of the NHS Sussex and Kent CCGs meetings on 30
March 2021.
4. Closing
4.1. Any Other Business (to be notified to the Chair at least two days
before the meeting)
There were no further matters of business.
4.2. Evaluation of the meeting
The Governing Body reflected that:
• There had been good debate around the Mental Health strategy.
This was an important piece of work, which would leave a positive
legacy beyond the CCGs.
• The time allocated on the agenda for the Mental Health Strategy
item had been short. This should be taken into account for future
planning.
4.3. Consideration of risks and any escalations to the Operational
Risk Register or Board Assurance Framework
There were no risks for escalation.
Concerns raised by the F&P Committee would be picked up through
the review process.
4.4. Matters for Delegation to the Governing Body Committees
• Action plan to address concern raised about Mental Health services
to be monitored by the F&P and Quality Committees.
5. Date of Next Meeting
6 July 2021
09:30-11:00
Meeting to be held virtually
Meeting Close
Resolution of items to be heard in private:
The motion was carried that “In accordance with the provisions of
Section 1(2) of the Public Bodies (Admission to Meetings) Act 1960, it
is resolved that the representatives of the press and other members of
the public are excluded from the second part of the Governing Body
meeting on the grounds that it is prejudicial to the public interest due to
the confidential nature of the business about to be transacted. This
section of the meeting will be held in private.”Freedom of Information Act: Those present at the meeting should be
aware that their names and designation will be listed in the minutes of
this Meeting, which may be released to members of the public on
request.
Appendix A – Questions previously submitted by the Public
A member of the public asked:
1. Bearing in mind that there have been no radiotherapy services located within
West Sussex since 2006, and that CCGs are not responsible for commissioning
radiotherapy services, would West Sussex CCG consider making representations
to the relevant NHS bodies about the continued delay in providing a satellite
radiotherapy unit at St Richard's Hospital as previously agreed?
Response
The CCG is fully committed to its responsibility for the healthcare of the local population
and the CCG’s Governing Body aspires to see access to radiotherapy services
improved for our patients and we work alongside our partners to achieve this.
Currently, the commissioning of radiotherapy services within the NHS is the remit of
Specialised Commissioning, under NHS England. All reviews of radiotherapy provision
across the South East region were paused during 2020 and early 2021 due to the
COVID-19 pandemic but moving forward, the South East specialised commissioning
team and the Surrey and Sussex Cancer Alliance will be working to review future
radiotherapy requirements for West Sussex, alongside radiotherapy requirements for
the wider South East region. Surrey and Sussex Cancer Alliance and specialised
commissioners would work together to oversee any future procurement and
implementation of new radiotherapy services, and we will be supporting this work as it
progresses.You can also read
