PETITION: Brent Council MUST consider the impact on residents of proposed reduction in hours at Central Middlesex Urgent Treatment Centre

 Urgent Treatment Centres deal with non-life threatening health issues nd relieve pressure on hosptal A&Es. With the latest CQC report on Northwick Park Hospital revealing waits of up to 12 hours the important role of the UTC at Central Middlesex is highlighred.

The NHS has proposed that the current hours at Central Middlesex Hospital  UTC (below) are reduced by 3 hours a day despite these pressures and the increase in the local populations from the new developments taking place locally. This means the UTC will close at 9pm with the last patients registered at 8pm. See LINK

 The petition below has been launched to urge Brent Council's Scrutiny Committee to consider the impact on local people of the proposal. Sign the e-petition here: 

https://tinyurl.com/protect-urgent-care

Brent Council Community and Wellbeing Scrutiny Committee must consider proposals to reduce the opening hours of Central Middlesex Hospital Urgent Treatment Centre

We the undersigned petition Brent Council’s Community and Wellbeing Scrutiny Committee to convene an urgent meeting of the Community and Wellbeing Scrutiny Committee to consider NHS proposals to cut the opening hours of the Urgent Treatment Centre at Central Middlesex Hospital by 3 hours a day, 21 hours a week.

 

In 2014, Central Middlesex Hospital A&E Department closed following a decision from the then Conservative Heath Secretary Jeremy Hunt. At the time, we were told that the opening of an Urgent Care Centre at Central Middlesex hospital would mitigate the loss of the A&E department. However, in 2019, the hours of the Urgent Care Centre were reduced when the overnight Service Centre was withdrawn. Six years down the line, we are faced with yet another reduction of the renamed Urgent Treatment Centre (UTC). The Centre currently closes at midnight but, if London NW University Healthcare Trust go ahead with their proposal, it will close at 9pm.

We the undersigned are therefore firmly opposed to a further reduction of NHS services that will undoubtedly put more pressure on Northwick Park Hospital A&E and UTC and will lead to fewer people getting the required medical attention as quickly as necessary and call on the current plans to reduce the UTC hours by 3 hours each evening to form the agenda of a specially convened Community and Wellbeing Scrutiny Committee to be held as soon as possible.

We note that the 2019 proposals were considered by that Committee in July 2019 setting a precedent for the views of the Council and residents to be represented.

 People who live, work or study in Brent can sign the petition here: 

https://tinyurl.com/protect-urgent-care

CQC Report on Northwick Park Hospital Urgent & Emergency services - overall requires improvement but some good areas

 

 

Northwick Park hospital and Urgent Treatment Centre

 

From Care Quality Commission  Report

 

We carried out an unannounced assessment of Northwick Park Hospital on 15 and 16 July 2025 in line with our assessment priorities. We assessed the following assessment service group.

Urgent and emergency care

Overall, the service was rated as Requires Improvement.

The emergency department (ED) had previously been inspected in November 2019. At this inspection the urgent treatment centre (UTC) was operated by a different provider. This was the first inspection of the service that included both the emergency department and UTC as a service provided by this trust. At our last inspection the emergency department was rated as requires improvement.

The department had different areas where patients were treated including, urgent treatment centre, majors, minors, resuscitation, rapid assessment unit, and paediatric emergency department. The department was open 24 hours a day 7 days a week to both walk in patients and those arriving by ambulance.

People could not always access care, support and treatment when they needed it with some patients waiting over 12 hours in the department.

Some patients were seen and assessed in temporary escalation areas where there was no privacy, and patients did not have access to call bells should they need assistance and staff were not always visible in the areas we visited.

The service didn’t always work well with people and healthcare partners to establish and maintain safe systems of care. This means we looked for evidence that people were protected from abuse and avoidable harm.

The service did not always assess or manage the risk of infection. Staff did not always wash their hands between patients.

Not all staff had completed safeguarding training, and several staff groups fell below the trust target completion rate of 90%.

Children were not streamed by a paediatric nurse when they arrived in the department, leading to some patients being streamed differently with similar injuries, placing them at risk of not receiving timely treatment.

The service had a shared vision, strategy, and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion and engagement. However, not all staff were aware of the vision, and it was unclear if this had been developed in collaboration with staff.

The service always treated people with kindness, empathy and compassion, however, in some areas their privacy and dignity was not always respected. Staff treated colleagues from other organisations with kindness and respect.

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Read the latest assessment report for Northwick Park Hospital - HTML

Published 26 November 2025

Healthwatch Brent calls on Trust to reconsider Northwick Park Hydrotherapy Pool closure

 From Healthwatch Brent

 

The hydrotherapy pool at Northwick Park Hospital, which has been serving people across London for over 40 years, is expected to close at the end of August. 

 

A statement from London North West University Hospital NHS Trust (LWNH) said the new NHS plan makes “a clear distinction” between facilities that should be provided in acute hospitals with those “best provided by community services”. 

 

Hydrotherapy, also known as aquatic therapy, is a form of physiotherapy. It combines massage jets and warm water to help alleviate pain and improve overall motion and muscle strength. Currently the pool supports both NHS and non-NHS patients with musco-skeletal problems such as arthritis, and those recovering from orthopedic surgery. 

 

Thousands of people have backed a petition by Mark Adshead, urging for the hydrotherapy pool at Northwick Park Hospital to remain open. Mark has described the pool as a much-needed lifeline for the community and expects there to be severe consequences for the physical and mental health of patients. 

 

“While we understand that the pool is a popular resource for a small number of patients, it is mostly used by private users. Hydrotherapy is not usually provided in acute hospitals, and the new NHS 10-year plan makes a clear distinction between services that should be provided in acute hospitals and those best provided by community services.   

 

“Our hospital resources must therefore be focused on faster diagnosis, expanding surgical and outpatient services, and providing effective ward care so patients can be discharged promptly and treated equitably.” 

 

Spokesperson for the LNWH trust

 

“This is the only relief I get from painful joints and isn’t available anywhere else in the area.” 

 

Hydrotherapy pool user

 

We urge the LNWH trust to reconsider this decision.

 

If you have used any hospital or community-based services, we would love to hear from you. Share your experiences with us today. We use your feedback to support service design and delivery.  LINK

 

We'll update this section to inform you of the next steps of Healthwatch Brent.

 

At last NHS Trust makes a statement on Hydrotherapy Pool Closure - and its not good news for users

In a story filed today the London NW University Hosptal Trust at last made a statement to Grant Williams, local Democracy Reporter on the Hydrotherapy Pool Closure.

A spokesperson for the LNWUH NHS Trust told the Local Democracy Reporting Service (LDRS): 

“While we understand that the pool is a popular resource for a small number of patients, it is mostly used by private users. Hydrotherapy is not usually provided in acute hospitals, and the new NHS 10-year plan makes a clear distinction between services that should be provided in acute hospitals and those best provided by community services.

“Our hospital resources must therefore be focused on faster diagnosis, expanding surgical and outpatient services, and providing effective ward care so patients can be discharged promptly and treated equitably.”

 FULL STORY 

 

The CHANGE petition opposing the closure now has 2,200 signatures LINK

Industrial action at Northwick Park hospital has ended after GMB members accept a pay and conditions deal

 

I am a fairly regular patient at Northwick Park Hospital and always impressed by the undervalued support staff there. Many of them are employed by agencies as services are out-sourced as part of the creeping privatisation of the NHS. Outsourcing means poor wages and conditions and often precarious employment.

One such agency is Medirest, part of the Compass Group). Hundreds of hospital workers - including caterers, ward hosts and porters – have taken a total of five days of strike action in protest against Medirest at London Northwest Healthcare (LNWH) Trust.

The strike will end after workers voted to accept improvements to sick pay, annual leave and a pay increase of up to 25 per cent.

There were angry over disparities in terms between their terms and those of in-house contracted staff, including significantly worse sick leave, annual leave and pay entitlements.

In addition, last year’s NHS pay deal was not paid in full for many outsourced staff.

The new deal includes:

• All staff will be brought up to the London London Living Wage.
• An additional day of annual leave and an additional week of sick pay for Medirest contract staff.
• A one-off equalisation payment of up to £1,655 to address disparities in pay between different members of staff
• The trust to enter into negotiations with the GMB on equalising contractual terms when the contract reaches its end.
• Full recognition of the GMB across the whole of the NHS Trust, enabling the GMB to represent and negotiate on behalf of hundreds of members 

Bhimraj Rai, GMB Representative at Northwick Park, said:

Hundreds of low-paid staff will receive a pay rise of up to 25 per cent and fairer terms and conditions because GMB members have stood together for equal pay and equal terms.

GMB members have spent months negotiating and weeks on the picket line, but we have never accepted that workers should be paid less or receive different treatment for doing the same job.

Medirest has a responsibility to treat all its employees fairly.

We will keep fighting for all our members and keep campaigning for full equal terms.

Hundreds of Medirest members have joined the GMB since the start of this dispute and now, with full recognition, the union is stronger than ever.

A supporter of the strike action had explained the background to the strike before the settlement :

The main issue is a discrepancy between Agenda for Change and Medirest contracts, with the latter on lower rates of pay and much lower annual leave allowance as well as minimal sick leave and no carers leave. Bereavement leave has been reduced and is not allowed for siblings or in-laws.  Additionally they are denied the non-consolidated COVID payment; the reason given is that they are not NHS staff. They work equally and took equal levels of risk during the pandemic.

Agenda for Change staff were given their payments two weeks ago, in an effort to divide the staff and stop them joining the strike. Many of the staff are immigrants and there are multiple allegations of discrimination and unfair treatment, exploitation and bullying. Medirest are alleged to harass staff during sick leave. Despite having sick notes from doctors, they call staff at home to ask when they can return to work and send them to Occupational Health. When they return to work, they are placed on disciplinary measures, leading to dismissal in 3 stages regardless of medical circumstances. Staff are alleged to be bullied and intimidated, including for taking industrial action.

 

 

The mess staff are expected to clear up post-strike mess despite extra staff employed on strike days

 

The strkers  are asking for the same contract as Agenda for Change and also the COVID payments. However ideally they would like the contracts brought in-house so that they are directly employed by the NHS. It should also be noted that during strike days, the hospital are employing double the number of staff for the same work, which is not being done to the correct standards of hygiene e.g. for cleaning and food preparation, which puts patients at risk. The staff are expected to clean up this mess when they return to work after the strike and it is blamed on the strike, when actually twice as many staff have been employed during those days. The staff are working to those higher standards and penalised for any errors.

436 children under five admitted to Northwick Park and Barnet Hospitals with breathing difficulties according to latest (2023) figures

 From Mums for Lungs

A Freedom of Information request sent to London Northwest University Healthcare Trust and the Royal Free London NHS Foundation Trust reveals the scale of respiratory problems amongst the youngest children in Brent and Barnet. 

In 2023, the latest figures available, 436 children under five were dmitted to hospital with respiratory difficulties. Across 22  London hospitals surveyed, more than 15,000 children were admitted with serious breathing difficulties. 

 

 Baby grows Brent: credit Jonathan Goldberg. 

L-R: Amandine Alexandre, Sally Toure, Tony Burch, Frances Holloway, Gourav Gourav, Ilaria Esposito, Agnieszka Szewera in Roundwood Park near Northwick Park Hospital. Pic credit: Jonathan Goldberg / Mums for Lungs.

 

The figures, obtained by air pollution campaigners, Mums for Lungs, have prompted calls to speed up the removal of all diesel vehicles by at least 2030, with some limited exceptions. 

Parents have been hanging baby grows that spell out ‘Clean Air Now’ near areas affected by high levels of pollution, all in breach of World Health Organization standards.

Across England as a whole, 15,328 children aged 19 or under were admitted into hospital for serious asthma attacks alone, according to Public Health England figures from 2022/23. For London, the figure is 2,705.

 

Amandine Alexandre, a parent who lives in Brent and trustee of Harlesden Neighbourhood Forum said,

 

Although air quality in Brent has improved since 2016, Harlesden High Street is bucking this trend. Thanks to our Breathe London monitoring station, we know that, most days, nitrogen dioxide levels still far exceed the air quality standards set by the World Health Organization in 2021. This is very worrying considering that NO2 irritates our lungs and weakens our immune system. Harlesden residents deserve cleaner air now.”

 

Harlesden Neighbourhood Forum, a charity responsible for implementing the local neighbourhood plan, was successful in bidding for a Breathe London community node in 2021. The solar powered pollution monitoring station was installed by Imperial College London in March 2022. (It was taken down by Brent council by mistake in the autumn of 2022 and was re-installed on March 30th 2023.) The data can be accessed live on Breathe London. It can also be easily visualised on Air Aware. 

 

The Breathe London Network was established in 2021 as a partnership between the Mayor of London, Imperial College London, and Bloomberg Philanthropies. It is making reliable air quality monitoring data more accessible to local communities by building a network of accurate and reliable air quality sensors across the capital.

 

Air pollution monitors in Brent and Barnet continue to show high levels of some of the most dangerous forms of pollution - including nitrogen dioxide (NO2) and particulate matter (PM 2.5). 

Due to the small size of many of the particles some of these toxins may enter the bloodstream and be transported around the body, lodging in the heart, brain and other organs. Exposure to PM 2.5 can result in serious impacts to health, especially in vulnerable groups of people such as the young and elderly. 

Short-term exposure to concentrations of NO2 can cause inflammation of the airways and increase susceptibility to respiratory infections and to allergens. NO2 can exacerbate the symptoms of those already suffering from lung or heart conditions.

Monitors in Brent  show levels of air pollution  in some cases close to the legal limits (23 - 33 μg/m3 NO2) and well for  PM2.5 above WHO guidelines for 2024 so far as well. 

 

Brent – Ark Franklin

Brent – IKEA

Brent – John Keble Primary School

Brent – Neasden Lane

 

NB. UK legal annual limit values:

NO2 = 40μg/m3, PM2.5 = 20μg/m3.  

WHO guidelines:

NO2 = 10μg/m3, PM2.5 = 5μg/m3

 Editor's note: The new North Brent Secondary School is due to open in Neasden Lane

 

Dr Anna Moore, a respiratory doctor who works in a London NHS Hospital, added: 

All the evidence shows that there is a clear connection between high levels of air pollution and respiratory conditions. These figures also demonstrate that there are hundreds of children who are in hospital with conditions that could be prevented. At a time when NHS resources are stretched thin, we need to urgently clean up our air, including completely phasing out the most heavily polluting diesel cars, trucks and vans and focus on infrastructure which enables safe walking and cycling as this is vital for long term health.

Jemima Hartshorn, Mums for Lungs, said:

Thousands of children are unable to breathe because of preventable air pollution, this must change. So many children are being admitted to hospitals with serious cases of asthma, and all the evidence shows that damaging lungs at an early age can cause lifelong health conditions. The next national Government, Mayors and local authorities must all use their powers to phase out diesel vehicles and protect children from painful and debilitating health conditions.

Road transport is the largest contributor to air pollution in London and it’s thought that air pollution contributes to around 4,000 early deaths each year in London. 

Mums for Lungs have written to the main political party leaders Rishi Sunak and Sir Keir Starmer calling for them to discourage people from buying diesel vehicles and to set a target for England to be diesel-free by 2030, with limited exemptions, alongside action on wood burning and creating more School Streets, which restrict car use at drop off and pick up. 

 

 

North West London Integrated Care Systems terminates Urgent Treatment Centre provider's contract at Central Middlesex & Northwick Park sites, along with others

 From the HSJ LINK , by Nick Kituno

An integrated care system has terminated a private provider’s contract to run four urgent treatment centres following performance concerns, HSJ has been told. 

Two local acute trusts were expected to take over from provider Greenbrook Healthcare this week, following the decision by North West London ICS.

The impacted sites include Hillingdon UTC, which is co-located with the Hillingdon Hospitals Foundation Trust, as well as the Ealing, Central Middlesex and Northwick Park sites that are near to the respective hospitals run by London North West University Healthcare Trust.

Two other UTCs on the patch, at St Mary’s and West Middlesex hospitals, are unaffected.

Greenbrook Healthcare is owned by the Totally plc group and its services provided to the NHS include urgent care, planned care and insourcing.

The ICS declined to say why the contract had been ended, but a senior source close to the situation told HSJ it followed performance and staffing concerns.

Winter and performance plans published by the ICS in July and October last year cited performance problems with its UTCs, although it did not mention particular centres.

A report in the summer cited “system wide actions to understand and address weaknesses in UTC performance”, while another in October said a “remedial action plan” was in place “submitted by Totally plc in July 2022, which includes specific actions on staffing performance and re-direction initiatives”.

In a joint statement, North West London ICS and Totally plc told HSJ: 

“As Greenbrook Healthcare approaches the end of its contracts with commissioners to provide urgent care services via UTCs at Ealing, Northwick Park, Central Middlesex and Hillingdon hospitals, and whilst we agree handover plans to the local NHS trusts, the delivery of excellent patient care remains our joint priority.”

The ICS tendered for the long-term running of the UTCs in November, saying at the time that the new providers expected to be in place from early 2023. The ICS has not yet announced the result of the tender. The £26m contract would run for three years and include an option for a further two.

North West London clinical commissioning group awarded a short-term contract to run the UTCs last year, pending the longer-term procurement exercise.

The developments in north west London follow the Care Quality Commission placing four UTCs run by a different independent provider in the North East London ICS in special measures last month, but this is not directly related to Greenbrook or Totally.

Questions have been raised about the workforce model of UCCs in London.

Quality Care Commission welcomes improvements at Northwick Park maternity services - rating improved from 'Inadequate' to 'Requires Improvement'

 From the Quality Care Commission

In October, CQC carried out an unannounced comprehensive inspection of the maternity department at Northwick Park Hospital, run by London North West University Healthcare NHS Trust*. This was to follow up on concerns identified during a previous inspection in April, when CQC told the trust to take urgent action to keep mothers and babies safe.

Following the October inspection, the overall rating for maternity services improved from inadequate to requires improvement. Safe, responsive and well-led remain as requires improvement. Caring remains good, and effective moved up from requires improvement to good.

Nicola Wise, CQC’s head of hospital inspection, said:

“I am pleased to say we saw a number of improvements in the maternity department at Northwick Park Hospital during our recent inspection.

“After our previous inspection, we were concerned there was a blame culture within the service which stopped incidents being escalated and improvements being made. This had improved, and staff are encouraged to give feedback and report incidents which are now being reviewed and learning shared, with improvements being tracked. We found a zero-tolerance policy regarding bullying and inappropriate behaviour, which was an improvement from our last inspection.

“Women using the service told us staff treated them with kindness. One person who had recently given birth, said that staff had gone above and beyond to provide safe care and treatment. They also respected people’s personal, cultural, social and religious needs. One woman who wore a hijab said that staff had respected them and their privacy regarding this.

“Following this inspection, we pointed out areas where further improvements need to be made. However, the interim leadership team is aware of the issues, and is committed to making the required improvements. Staff told us that senior managers were much more visible, and they were impressed by the change in approach from the leadership team, saying there was no longer a feeling of ‘them and us’. It is clear that leaders need time to fully embed the improvements in the maternity service and make permanent appointments to the team.

“We will continue to monitor the service to check that improvements are made and fully embedded, however, we recognise that all hospitals and healthcare professionals are under extreme pressure at the current time, and they need to be given the space to focus on delivering safe care to patients and supporting staff through this difficult period.”

Inspectors found the following during this inspection:

• The service did not always have enough midwifery staff with the right qualifications, skills, training and experience to keep women safe from avoidable harm and to provide the right care and treatment. Waiting times were longer for women across maternity services when staffing levels were low, though staff were encouraged to report delays as incidents. The birth centre was closed due to staff shortages. Staff shortages also impacted on home visits and clinics provided by community midwives
• Compliance with mandatory staff training was 84%, which did not quite meet the trust’s target of 85%, although it was an improvement
• The service had one never event in September. Never events are serious, largely preventable patient safety incidents. A swab was left inside a patient when they were being induced, even though two members of staff had signed a document showing that the correct number of swabs had been counted following the procedure. Learning from this event was shared across the trust
• The department’s policy was to admit women on their third call in 24 hours to explore any concerns. However, there was no system of recording the time at which women with concerns had previously called
• Some equipment on the resuscitation trolleys was out-of-date and cold cots** in the bereavement suite had been out of operation for two months, as the cooling system had failed, even though this had been reported to the trust
• Inspectors found an open trolley on the delivery suite which contained two drugs vials, presenting a risk that unauthorised people could have access to the vials
• One-to-one antenatal appointments with community midwives were not always being recorded. Inspectors also saw loose paperwork relating to patient assessments which could become detached from women’s notes so information could be misplaced
• Women who were attending the service to have their pregnancy terminated often had to wait for 45 minutes for their appointment in the same waiting room as women attending antenatal and postnatal clinics, which could be distressing for them
• Antenatal classes had been reduced as a result of the logistics of providing classes during the COVID-19 pandemic and staff availability, which meant women did not have access to information that could help them improve their health and wellbeing during pregnancy. Online classes had been planned, but these had not been implemented.

However:

• New interim leaders had the skills and abilities to run the service. The new managers understood and managed the priorities and issues the service faced. However, the trust needed time to embed this improved leadership and also to forge a period of stability by making permanent appointments to the leadership team
• In response to external reviews of the service, managers had produced a maternity improvement plan, which was reviewed and updated weekly
• There had been improvement in doctors, nurses and other healthcare professionals working together as a team to benefit women
• Staff recognised and reported incidents and near misses. Managers investigated incidents and shared lessons learned with the whole team and the wider service. It was easy for people to give feedback and raise concerns about the care they received. The service treated concerns and complaints seriously, investigated them and shared lessons learned with all staff
• Work was in progress to ensure staff completed and updated risk assessments for each woman and took action to remove or minimise risks
• The service had recently employed an audit midwife and a risk midwife to ensure monitoring of patient outcomes and benchmarking of service
• Work was in progress to monitor domestic abuse being assessed at all antenatal appointments
• The service had information boards which carried updates for staff on the maternity risk register. Policies and clinical guidelines were up to date and had dates for review
• The service made sure staff were competent for their roles. Managers appraised staffs’ work performance and held supervision meetings with them to provide support and development
• Staff understood and respected the personal, cultural, social and religious needs of women and how they may relate to care needs. 
  

On Twitter Cllr Ketan Sheth, chair of Scrutiny where he has done much to hold local NHS services to account, said: 

 Pleased to see the Care Quality Commission have upgraded London NW University Healthcare NHS Trust's Northwick Park maternity service to Requires Improvement and rated the service as Good for caring & effective. This is welcome progress for our local maternity service.

The full report is available HERE

 

Care Quality Commission finds 'poor culture' at Northwick Park's Maternity Department amidst multiple allegations of bullying. Emergency Dept more positive but the hospital still requires improvement

From the Care Quality Commission

The Care Quality Commission (CQC) has told London North West University Healthcare NHS Trust that it must make improvements at Northwick Park Hospital, following an inspection of the maternity service and the emergency department.

CQC carried out an unannounced focused inspection of the maternity service in April in response to information of concern received about the care of mothers and babies in the department. Following the inspection, the overall rating for the maternity service went down from requires improvement to inadequate. The ratings for the safe and well-led domains also went down from requires improvement to inadequate. The caring, effective and responsive domains were not rated during this inspection.

Inspectors also carried out an unannounced focused inspection of the emergency department to follow up on concerns regarding the quality and safety of the service and found that significant improvements had been made. At the time of the inspection in April, the department was under adverse pressure due to the COVID-19 pandemic. The emergency department was not rated during this inspection, so the previous rating of requires improvement remains in place.

The overall rating for Northwick Park Hospital remains unchanged and is requires improvement.

Nicola Wise, CQC’s head of hospital inspection, said:

“We were very concerned by our findings at Northwick Park hospital’s maternity department. There was a poor culture overall and there were multiple allegations of bullying amongst the staff. This is completely unacceptable. Nobody should have to work in an environment where they feel intimidated.

“Staff told us about one consultant who refused to help a junior midwife when asked, and other consultants who went home instead of discharging patients. We were also told about staff shouting at each other, and a midwife shouting at a patient because she could not understand English. A member of staff shouted at one of our inspectors, after mistaking them for a colleague.

“Some staff said they had raised concerns about the poor attitude amongst the senior management team, but that leaders did not listen. Other staff said they were frightened to speak out, for fear of repercussions, and some claimed they had been told by management only to say good things when asked. The knock-on effect of working in such an environment, is that when things go wrong, the fear of being blamed prevents people from raising concerns and reporting incidents, so lessons are not learnt and shared amongst the wider team.

“The executive leadership team is aware of the concerns our inspectors highlighted and we are assured that the team is implementing improvements while seeking support from stakeholders in the local healthcare community. We will keep a close eye on progress and will reinspect to ensure that improvements have been made and fully embedded.

“The situation in the emergency department was more positive. In general, it was well run, with enough staff with the right skills, qualifications, training and experience to keep people safe and provide the right care and treatment. However, nursing vacancies remain a challenge, although the leadership team was in the process of recruiting staff in order to improve the situation. We also pointed out a potential risk in the department that senior leaders were not aware of and need to address.”

Inspectors found the following areas of concern in the maternity department:

• The leadership team of the maternity service at Northwick Park Hospital had been recently established and because they had only been in post for a short time, the new team did not yet have a proper governance structure in place, and was therefore unable to provide assurance that they had the skills and abilities to run the service, or to implement meaningful changes that improved the safety of the service
• Not all leaders were aware of challenges to the service. Some did not know what was on the risk register and there were some longstanding issues that had not been addressed. Staff reported that not all leaders were visible, and they felt leaders did not act in a timely way to address the issues in the service
• The trust reported 13 serious incidents between March 2020 and March 2021, which included eight perinatal (baby) deaths over a five-week period, during July and August last year, which is a very high number over such a short period. The trust escalated this to the North West London Integrated Care System (ICS) for an external review and the trust had an improvement plan in place to address issues identified in the ICS report
• Doctors, nurses and other healthcare professionals did not always work well together as a team or support each other to provide good care. Most staff that inspectors spoke to had concerns about staffing levels and the high use of agency staff. Staff often had to miss lunch breaks as a result of insufficient staff cover
• The trust was unable to provide assurance that it had effective systems in place to ensure that medical and midwifery staff had the competence, skills and experience to safely care for, and meet the needs of, women and babies using the service
• Mandatory training did not meet the trust’s target. Although staff understood how to protect women from abuse, safeguarding training compliance was not always meeting the trust target and domestic violence assessments were not always documented
• Staff did not always complete and update risk assessments for each patient and did not always remove or minimise risks
• The service did not always manage patient safety incidents well. Incidents were not always reported in a timely way or lessons learned shared amongst the wider service
• During the inspection, concerns were raised regarding delays in the induction of labour for women and an allegation that some women were waiting more than 72 hours to be induced. The trust had completed an audit of patient records in April which showed that half of the women were induced within 48 hours, but the other half experienced delays.

In the emergency department, inspectors found:

• Leaders had the skills and abilities to run the service. They understood and managed the priorities and issues the service faced. They were visible and approachable in the service for patients and staff
• The service had enough nursing and support staff with the right qualifications, skills, training and experience to keep patients safe from avoidable harm and to provide the right care and treatment. The service had enough medical staff to ensure safe care was provided at all times
• Staff felt respected, supported and valued and they were focused on the needs of patients receiving care. The service had an open culture where patients, their families and staff, could raise concerns without fear
• Staff understood how to protect patients from abuse and the service worked well with other agencies to do so
• The service generally controlled infection risk well. Staff wore the right personal protective to keep themselves and others safe from cross infection. Patients had an assessment of their infection risk on arrival at the department and staff allocated them to the correct areas
• The service managed patient safety incidents well. Staff recognised and reported incidents and near misses. Managers investigated incidents and shared lessons learned with the whole team and the wider service
• Patients could access the service when they needed and were able to access treatment promptly. The trust had significantly improved its patient handover and treatment time performance
• However, senior leaders were not aware of all the risks in the department. Staff were responsible for changing the filters on masks, but the leadership team did not monitor, or have oversight of this. In addition, patient safety checklists were not consistently filled all records that were reviewed.

UPDATE: First phase of Northwick Park development at planning tonight - it may be another marathon

 

Overall view of the context of the site that will be developed (outlined in red)

The site now (slightly right of centre)

Masterplan view of the whole site as it will be - this application in foreground left

UPDATE: APPLICATION APPROVED UNANIMOUSLY

 

The first major section of the Northwick Park development comes up at tonight's Planning Committee. If the last meeting was a marathon tonight's may necessitate committee members and officers bringing in their sleeping bags!

The overall Northwick Park master plan is a development shared between partners Brent Council, University of Westminsters, Northwick Park Hospital (NHS) and Network Housing as part of the One Public Estate government sponsored initiative.

This particular site will be familiar with visitors to the hospital who approach from Northwick Park station. They will know the chimney of the energy unit, low buildings, the hospital social club, nursery and some housing on the left side of the ring road as you approach along the footpath.

All will be swept away eventually and replaced with tower blocks ranging from 5-6 storeys to 12-13 storeys, a new nursery building and some small shops. The social club appears unlikely to survive unless space is found on the hospital site and in any case the hospital is said to want to discourage the consumption of alcohol - pity the poor hospital works after an intensive shift!

The Planning Committee will be told that there were just 10 objectors to the scheme and the officers' report dismisses each of them in turn. See LINK.

 

The proposal:

Full planning permission for demolition of existing buildings and structures on the site, all site preparation works for a residential led mixed-use developmentcomprising 654 new homes, associated car and cycle spaces, a replacement nursery, retail space, associated highways improvements, open space, hard andsoft landscaping and public realm works.

 With Cllr Maurice on the committee you can bet parking will take up a lot of  the time and here it is not just a matter of parking for the new residents but also parking for hospital workers themselves. The tenure of the housing will also be an issue with another Brent development with a significant amount of shared ownership despite recent publicity over drawbacks to such schemes:

Out of the 654 units, 409 will be private -

Affordable housing: Provision of 245 affordable units comprising: 

a. 70 units for affordable rent at London Affordable Rent levels and 26 units for affordable rentat London Living Rent levels, in accordance with the Mayor of London's Affordable HousingProgramme 2016-2021 Funding Guidance (dated November 2016) or the necessaryguidance as it is updated and subject to an appropriate Affordable Rent nominationsagreement with the Council, securing 100% nomination rights on first lets and 75%nomination rights on subsequent lets for the Council.

b. 38 units for affordable rent at rent levels not exceeding 80% of current market rents, andsubject to an appropriate Affordable Rent nominations agreement with the NHS Trust and the Council, securing 100% nomination rights on first lets and 75% nomination rights onsubsequent lets for the NHS Trust and cascaded rights for the Council. 

c. 111 units for Shared Ownership, (as defined under section 70(6) of the Housing &Regeneration Act 2008, subject to London Plan policy affordability stipulations that total housing costs should not exceed 40% of net annual household income, disposed on a freehold / minimum 125 year leasehold to a Registered Provider, (and subject to anappropriate Shared Ownership nominations agreement with the Council that secure sreasonable local priority to the units). The condition in brackets has been removed in a supplementary report. 

Concerns over the environmental impact of the scheme, impingement on Metropolitan Open Space, housing tenure, the proportion of amenity space, over-shadowing, the impact on views (especially from Harrow-on-the-Hill) are all, as usual, judged on balance to be tolerable given the 'benefits of the scheme.'

Officers judged that capacity in local primary and secondary schools is sufficient to cater for the increased population.

The webcast of the meeting starts at 6pm tonight: https://brent.public-i.tv/core/portal/webcast_interactive/531655