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Saturday, 31 December 2016

Delayed Reactions

I have suggested before that NHS plans in Brent just aren't getting the kind of scrutiny they need.  An example might be the proposals for a common NHS/Council estate strategy.  This has been seen by councillors, but I don't get a sense that there has been any real input as to what the priorities should be or what the strategy should be.  This is the kind of thing that gets pushed through in a committee meeting and suddenly explodes into controversy a long time afterward. 

1 comment:

  1. It is interesting to see that this project, which has huge implications, does not seem to have any democratic representation in terms of its ongoing work:

    Project Manager & Sponsors Sponsors
    Carolyn Downs, Chief Executive, London Borough of Brent & Rob Larkman, Chief Officer, Brent Clinical Commissioning Group.
    Project Manager & Contact
    Sarah Chaudhry (Head of Property)/Tony Nixon (Knowledge & Strategy Manager), London Borough of Brent (Sarah.Chaudhry@Brent.gov.uk) and Anthony.Nixon@Brent.gov.uk) & Sue Hardy, Head of Strategic Estates Development, Brent Clinical Commissioning Group (CCG) (Sue.Hardy1@nhs.net)

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