Meeting documents

Also present at the invitation of the Chairman

Dr Peter Billingsly, Urgent Care Lead, NHS Scarborough and Ryedale Clinical Commissioning Group – for Item 7

Ms Sarah Ferguson, Senior Delivery Manager, NHS Hambleton, Richmondshire and Whitby Clinical Commissioning Group – for Item 6

Dr Omnia Hefni, Urgent Care Lead, NHS Scarborough and Ryedale Clinical Commissioning Group – for Item 7

Ms Linda Lloyd, Health Engagement Network representative (Whitby), NHS Hambleton, Richmondshire and Whitby Clinical Commissioning Group – for Item 6

Professor Peter Rawson, Chairman, Scarborough Museums Trust – for Item 4

Ms Debbie Seymour, Chief Executive, Scarborough Museums Trust –for Item 4

Mr Alex Trewhitt, Corporate Communications Service Manager, North Yorkshire and Humber Commissioning Support Unit – for Item 7

Mr Stephen Wood, Executive Director, Stephen Joseph Theatre – for Item 5

Members are reminded of the need to consider whether they have a personal or prejudicial interest to declare in any of the items on this agenda.  If so, the nature of the interest must be declared at the start or as soon as the interest becomes apparent, of the meeting.  In addition, the attached form must be completed and passed to the Committee Administrator.  The Officers will be pleased to advise, if necessary, and any request for assistance should be made, in the first instance, to the Committee Administrator whose name appears at the end of this agenda.  Ideally, such advice should be sought before the day of the meeting so that time is available to consider any uncertainty that might arise.

No declarations of interest were received.

To approve as a correct record and sign the Minutes of the meeting held on 23 October 2013.  (Minutes attached).

RESOLVED that the minutes of the meeting held on 23 October 2013 be approved as a correct record and signed by the Chairman.

Public questions of which due notice has been given and which are relevant to the business of the Scrutiny Committee.

The Chairman reported that no public questions had been submitted.

To consider a report by the Director of Service Delivery (Reference 13/424 attached)

The Committee considered a report by the Director of Service Delivery (Reference 13/424) which reviewed the performance of the Scarborough Museums Trust (SMT) in 2012/13 as per the terms of the service level agreement (SLA) between the Council and the SMT.  The report was introduced by the Council’s Area Tourism Director, Janet Deacon who noted how 2012/13 had seen big changes at the Trust, with three Chief Executives, and a review of the strategic direction and staffing structure.  The current SLA with the Council was out of date and was being looked at as part of the current review.  Of all the requirements in the Funding Agreement, only the Investors in People Standard for its staff and volunteers had failed to be achieved, whilst visitor numbers at the Rotunda had increased by 5% on the previous year, and by 9% at the Art Gallery.  Professor Peter Rawson, Chair of the SMT Board then addressed the Committee alluding to the very positive contribution of the Interim Chief Executive, Jane Glaister, from October 2012 to February 2013, who oversaw the process of applying for re-accreditation, the review of policies and procedures, and started developing the new Strategic Plan.  Since then the new Chief Executive, Debbie Seymour had maintained the impetus of change for the better, including the achievement of re-accreditation in September 2013.  Ms Seymour then delivered a presentation to the Committee, providing further detail of the Trust’s achievements, showing images of key exhibitions and events, and looking ahead to future developments.  She alluded to the tourism impact of both attractions amounting to over £1m a year, and the extensive learning, events and outreach work.  Staff changes meant that during 2012/13 the number of school pupils engaged by the Trust dropped by some 1,500, but with the appointment of a new Learning Team in 2013, this trend should reverse.  The Trust had formulated a new purpose and vision; and a new Strategic Plan available on Trust’s website identified four important strands of work:

• Lively and animated venues full of people engaging and enjoying
• Strong connections with communities using the Trust as a hub and a place  for conversations
• Diverse income streams with the aim of moving towards matching the income from the Council
• An effective and efficient organisation, enthusiastic staff and volunteers

Underpinning these four areas were the collections – developing them, caring for them and engaging with them.  Ms Seymour then highlighted some of the key projects in 2013/14, including the introduction of a new pricing structure, a new volunteer programme, the Arts Council funded ‘Remember Scarborough’ project and the development of community projects which would actively facilitate engagement with disadvantaged groups.  Members then questioned Ms Seymour about her presentation and the report.  She explained that the SMT had engaged external consultants to assist the Trust generate income and develop audiences.  In terms of the funding agreement with the Council, the SMT had consistently exceeded the outputs in the agreement, but the level of the Council’s payment  ...  view the full minutes text for item 4.

To consider a report by the Director of Service Delivery (Reference 13/407 attached)

The Committee considered a report by the Director of Service Delivery (Reference 13/407) which reviewed the performance of Scarborough Theatre Trust (STT) in 2012/13 as per the terms of the service level agreement (SLA) between the Council and the STT.  The report was introduced by the Council’s Area Tourism Director, Janet Deacon who commented how the Council had reduced its grant to the STT in proportion to its own reduction in Government grant.  Despite this continuing reduction, the STT had achieved, and in most instances exceeded all the outputs in the SLA.  The additional visitor spend the Stephen Joseph Theatre (SJT) brought to the Borough in 2012/13 equated to £850k and the total economic impact in the Borough was now calculated to be over £8m.  The theatre’s national and international prominence was then further emphasised in a video and series of slides presented by the Executive Director of the SJT, Stephen Wood.  Over 142,000 people saw the work of the SJT in 2012/13: some 73,500 in Scarborough and the rest in theatres across the UK.  Audiences pre-booked for performances from around the country and the globe.  Mr Wood also alluded to the popular Creative Schools Partnership Scheme with local schools, the new attraction of live streaming of performances from the Royal Opera House and other venues, and the theatre’s successful partnership with 13 local hotels to accommodate overnight visitors.  Members commended the STT’s efforts to attract new funding streams, the worldwide reputation the theatre enjoyed, and the importance of their outreach work with local schools, providing invaluable experience for young people in the Borough.  When asked if the theatre could do more to engage with schools in the Whitby area in its outreach work, Mr Wood replied that every school in the Borough was contacted by the theatre, but some schools may not choose to participate because of their own funding constraints.  Mr Wood was happy however to make further enquiries about schools missing from the list.  The Chairman thanked Mr Wood for his presentation and for answering Members’ questions.

RESOLVED that the report be received.

To receive a presentation by Sarah Ferguson, Senior Delivery Manager, Hambleton, Richmondshire and Whitby Clinical Commissioning Group

The Committee received a presentation by Sarah Ferguson, Senior Delivery Manager of Hambleton, Richmondshire and Whitby NHS Clinical Commissioning Group in respect of their project to redesign community health and social care services in Whitby and the surrounding area.  Members were informed of the many drivers behind this project.  On a national level, there were the recent radical changes to the NHS system; the need for better quality and transparency; the objective to integrate health and social care and the new Integrated Transformation Fund (ITF); the prioritisation of prevention and early intervention; the provision of more personalised care; and the requirement for sustainable housing models to meet the future needs of local communities.  On a local level, the number of people aged 65 and over was projected to increase by 30% by 2020, bringing increased pressures on the NHS; Whitby Hospital was not fit for purpose, being both oversized and underutilised; local GPs wanted more input into the way services would operate in future; and the CCG was committed to making better use of technology, for example telemedicine, to improving the quality of care for those living in rural areas.  The recent public consultation – Fit 4 the Future – had identified a number of important issues for local people: keep people in their homes for as long as possible; provide better patient transport; provide more support for carers; facilitate social interaction and develop the use of technology.  As a consequence, the CCG was now looking to commission services in a different way: to deliver more care outside of the hospital, in the community and closer to people’s homes by a new model for Whitby Hospital based on closer integration between primary care, secondary care, community services and the voluntary sector, enabling people to retain their independence for as long as possible.  Ms Ferguson cited the example of the day unit in the hospital which cost £165k per year, and yet which many chose not to use.  She believed that the voluntary sector was more suited to delivering this kind of care in people’s homes.  The CCG wished to introduce 24/7 nursing care in Whitby, as had been done in Hambleton, and to reduce average hospital stays from 15 to 7 days.  Ms Ferguson then explained the project structure, governance and work programme for delivering this new vision.  Under the CCG Governing Body, was the Whitby Project Steering Group chaired by Healthwatch which oversaw the two main workstreams: Keeping Well At Home, and Hospital Infrastructure, each led by a Sub-Group.  To realise this vision, a much smaller facility was required on site, perhaps 25-30 beds, which would free up some 80% of the site for development to help fund the new build.  The CCG was developing an options appraisal for the new facility which along with other aspects of the project, would be the subject of a public consultation in the new year.  The work programme was moving at pace and Ms Ferguson hoped to maintain  ...  view the full minutes text for item 6.

To consider a briefing (attached) and presentation by representatives of Scarborough and Ryedale Clinical Commissioning Group

The Committee considered a stakeholder briefing in conjunction with a presentation delivered by Dr Peter Billingsly, Urgent Care Lead, NHS Scarborough and Ryedale Clinical Commissioning Group, Dr Omnia Hefni, Urgent Care Lead, NHS Scarborough and Ryedale Clinical Commissioning Group, and Mr Alex Trewhitt, Corporate Communications Service Manager, North Yorkshire and Humber Commissioning Support Unit in respect of this CCG’s plans to review and consult on urgent care services in the Scarborough and Ryedale area.  Members were advised that the project was based on a number of local and national drivers, and in light of two main contracts coming to an end for existing urgent care services.  The CCG believed there was an opportunity to improve patient experience and create better value for money by integrating these services into a single contract.  Urgent care was for sudden illnesses or injuries that needed treating fast, but were not considered to be a 999 emergency.  The current urgent care services which formed part of the review were: Castle Health walk-in centre in Scarborough, Malton Community Hospital Minor Injuries Unit, GP out-of-hours service, and minor ailments treated within the A&E department at Scarborough Hospital.  Nationally, there was a crisis in managing unplanned care in A&E departments.  In Scarborough Hospital, some 15 to 25% of cases could be treated elsewhere.  Some had to wait six hours to be treated in A&E.  Feedback had highlighted the important aspects of out of hours care for local patients: to see a clinician face to face; to be seen and treated in the same place; proximity to other health services; although a home visit was preferable, a walk-in facility came second.  The CCG’s plans had also been informed by guidance from The Royal College of General Practitioners about ‘good’ urgent care; for example, patient-focused, based on good clinical outcomes and patient experience, timely and available 24/7.  The proposals therefore were to integrate the current urgent care services into two urgent care centres – one in Scarborough and one in Ryedale – that would operate on a 24/7 basis.  The key difference between the two centres was that there would be a greater range of diagnostics available in Scarborough.  The CCG was not in a position to identify the location of each hub as it could potentially limit the tender process.  It was hoped to have the new urgent care service in place by April 2015.  Mr Trewhitt then explained the three-phase consultation plan related to the proposals: Phase 1 preparation ending on 5 January 2014; Phase 2 formal consultation from January to March 2014 comprising survey, public events and focus groups; and Phase 3 analysis and final report in April 2014.  Members then questioned the speakers about their presentation and briefing.  In respect of Castle Health centre, Dr Billingsly acknowledged the importance of its location, and that it provided other key services, in addition to urgent care, such as sexual health and family planning, and drug and alcohol support.  Dr  ...  view the full minutes text for item 7.

To consider a report by the Director of Service Delivery (Reference 13/427 attached)

The Committee considered a report by the Director of Service Delivery (Reference 13/427) seeking Members’ views regarding the development of a draft policy on public health burials in advance of adoption by the Cabinet/Council.  Members were advised that the Council had a legal duty to bury or cremate the bodies of deceased persons, where there were no suitable arrangements for the disposal of the body in place.  In many cases this situation arose because there was no next of kin; in others because the family members who were traced were unable or unwilling to take responsibility for arranging the funeral.  In recent years, the number of public health funerals undertaken by the Council had been increasing.  The total costs to arrange each funeral were around £2500; however, the costs could be offset through the removal and sale of possessions from the deceased’s estate.  Currently, the Council did not have an adopted policy on this issue leaving the Council and its officers vulnerable to challenge.  The draft policy before Members provided both a procedural framework for staff and clarity to the public about what the Council would and would not do, and that the costs would be recovered from the deceased’s estate.   Officers were also taking advice on how best to procure the house clearance and funeral services.  Members then discussed the report and asked the Housing Manager questions.  In reply, he undertook to consider the publication of a death notice as part of the tender specification for the funeral service, and to check if the public health funeral was included on the usual list of services at the crematorium.  He explained that most public health funerals were cremations, unless there were specific, for example religious reasons for a burial.  The Housing Manager added that how to distribute the deceased’s estate was a decision for the Treasury Solicitor, not the Council.  If the deceased was intestate, then the strict guidelines of probate would have to be followed.  If relatives had sufficient funds to cover funeral expenses, then the Council would not get involved.  The provision of a memorial for the deceased who had received a public health funeral was a private matter for relatives or friends.

RESOLVED that the report be received.

To consider a report by the Director of Democratic and Legal Services (Reference 13/394 attached)

The Committee considered a report by the Director of Democratic and Legal Services (Reference 13/394) in relation to the Committee’s work programme for the current year.  Members agreed that they would like to receive updates and contribute their views in respect of both Clinical Commissioning Groups’ developing plans for community health services and urgent care services (Agenda Items 6 and 7) in due course.  Future dates would be confirmed with the Chairman and Vice-Chairman of the Committee.

RESOLVED that the report be received.