Meeting documents

Also present at the invitation of the Chairman

Ms Abigail Barron, Senior Transformation Project Manager, Hambleton, Richmondshire and Whitby Clinical Commissioning Group –for Item 4

Mr Simon Cox, Chief Officer, Scarborough and Ryedale Clinical Commissioning Group  –for Item 5

Ms Wendy Holroyd, Director, Create Arts Development Ltd – for Item 6

Mr Tim Kirkup, Chair of Scarborough Dementia Action Alliance – for Item 7

Ms Debbie Newton, Chief Operating and Finance Officer, Hambleton, Richmondshire and Whitby Clinical Commissioning Group –for Item 4

Ms Claire Robinson, Funding and Development Manager, Coast and Vale Community Action – for Item 7

Dr Michelle Watts, Operations and Finance Manager, Create Arts Development Ltd – for Item 6

Councillor Colling declared a personal interest in agenda item 7, Working with partners to promote dementia awareness and create a dementia-friendly council, since she was a member of Scarborough Dementia Action Alliance.

To approve as a correct record and sign the Minutes of the meetings held on 9 December 2015 and 14 January 2016.  (Minutes attached).

RESOLVED that the minutes of the meetings held on (i) 9 December 2015 and (ii) 14 January 2016 be approved as a correct record and signed by the Chairman.

The Chairman reported that no public questions had been submitted.

To receive a presentation by Abigail Barron, Senior Transformation Project Manager and Debbie Newton, Chief Operating and Finance Officer, Hambleton, Richmondshire and Whitby Clinical Commissioning Group.

The committee received a presentation by Abigail Barron, Senior Transformation Project Manager, Hambleton, Richmondshire and Whitby Clinical Commissioning Group which provided an update on the new Community and Out of Hours Services contract and the redevelopment of Whitby Hospital.  Members were advised that the CCG had now signed the contract with Humber NHS Foundation Trust to deliver the new Community and Out of Hours Services with a commencement date of 1 March.  Ownership of the hospital asset had transferred to NHS Property Services, another key strategic partner in the hospital redevelopment.  The contract incorporated a robust service transformation plan, and governance and performance measures to monitor the quality of services.  Key developments planned in the first year of the contract were: a locally based GP Out of Hours Service integrated with rapid response, robust medical leadership ensuring a doctor would always be available, improved discharge planning to reduce unnecessary hospital stays, a new multi-disciplinary neighbourhood care service, a single point of access for referrals, and improved use of IT to support patient care.  In respect of the new hospital, the CCG was working with Medical Architecture to develop a schedule of accommodation for core commissioned services.  The architects had been given an open brief based inter alia on the Community Ventures feasibility study, demographic information, the core commissioned services, and the CCG’s contract with the Humber Trust. A public exhibition and consultation on the draft design plans for the new hospital was planned for April/May.  The CCG was also engaged in positive discussions with other commissioners and local stakeholders to seek opportunities for the remainder of the site.  Ms Barron then outlined the large number of influences on the Whitby Project Team’s plans: patient feedback, liaison with stakeholders, feedback through the Fit 4 the Future email address, summer country shows, over 50s forum, national benchmarking with similar facilities, public engagement events, their Health Engagement Network, local clinicians and GPs, and hard to reach groups such as local disability organisations.  The CCG was developing its Communications and Engagement Plan and the results of previous public engagement activities were available on their website.  Members then discussed the presentation and asked questions.  In reply, Ms Barron commented that the CCG had not yet reached a decision on the number of beds in the new hospital.  There were many factors which would determine the final figure, such as the development of alternative care pathways and the level of community care which could be delivered, but the CGG was committed to an in-patient unit at the hospital, whilst seeking to enhance the number of services on the site.  Ms Barron confirmed that as part of the new contract, the Humber Trust wished to integrate social care within the new multi-disciplinary care teams.  This was the best way to address bed blocking and to ensure patients received the right care in the right setting.  She explained that public feedback was one of a number of sources of information (see above) to influence their plans.  This was  ...  view the full minutes text for item 4.

To receive a presentation by Simon Cox, Chief Officer, Scarborough and Ryedale Clinical Commissioning Group.

The committee received a presentation by Simon Cox, Chief Officer of Scarborough and Ryedale Clinical Commissioning Group on a new significant, long term programme of work to transform health and social care in Scarborough, Ryedale, Bridlington and Filey, supported by the organisations with health and social care responsibilities in the area, including Scarborough Borough Council.  The programme termed Ambition for Health covered the three main aspects of health and care: healthy lifestyles, care at home, and sustainable services.  Healthy lifestyles focused on prevention, better self-care, improving emotional health (better mental health services), and on listening to and shifting power to patients and the public.  Care at home involved ensuring people returned home from hospital as soon as they were fit and ready to do so, more community services, better alignment of services, and supporting people to have more choice about where they die.  Sustainable services was about securing a sustainable future for Scarborough Hospital, providing services of the expected quality and safety within budget, and recruiting, retaining and developing the right people for the right roles.  Among the key factors which had prompted the need for change – changing health needs, poor health outcomes in deprived areas, financial pressures, and workforce pressures – the largest problem locally was the inability to recruit and retain clinical staff.   Mr Cox gave the example of two services which could no longer be delivered sustainably at Scarborough Hospital: hyper acute care for stroke patients and the breast care clinic.  At York Hospital an improved service could be provided because of better facilities and a larger team of consultants.  Members then put questions to Mr Cox.  In reply, he envisaged in twenty years’ time a hospital in Scarborough providing urgent and emergency care, obstetrics, paediatrics, good access to diagnostics, and more intermediate and day care surgery.  He acknowledged that as more patients from the local area were referred to York Hospital for operations, there was a need to provide more support for patients to remain in touch with their relatives and for advocacy on patients’ behalf.  He commended the recent progress in putting mental health on a par with physical health in the delivery of services, for example, psychiatric liaison in the Emergency Department at Scarborough Hospital, and the Section 136 Place of Safety at Cross Lane Hospital, but recognised there was some way to travel in changing the culture across the NHS.  The CCG’s target was to spend no less on mental health services this year than the last, and there was allocated funding available for specific projects such as tackling eating disorders, but no funding on a large scale dedicated to improving mental health. Mr Cox confirmed that North Yorkshire Health and Wellbeing Board was a key partner in the implementation of the programme which mirrored the priorities of the Joint Health and Wellbeing Strategy.   Finally, Mr Cox commented on the issue of inappropriate combinations of medication prescribed to patients which in some cases could lead to falls, as highlighted in a recent  ...  view the full minutes text for item 5.

To consider a report (attached) by the Director of Create, Wendy Holroyd.

The committee considered a report which reviewed Create’s activities in 2015/16 and demonstrated how this work added value to the Borough Council’s grant of £36k to this arts development organisation.  The report was accompanied by a presentation given by Create’s Director, Wendy Holroyd, and Operations and Finance Manager, Michelle Watts.  Members were advised of the different aspects of Create’s work together with some headline statistics.  Create provided business support and advice to the creative sector and festival organisers; consultancy to evaluate and manage events; advocacy for the arts at a strategic and policy level; grass roots projects in local communities to address social issues including exclusion and deprivation; and the large multi-arts festival, Coastival.  Since its inception in 2009, Coastival had generated over £2m for the Borough which equated to £9.23 for every £1 spent or invested by Create in the festival.  The charity had worked with 920 artists and 139 partner organisations in delivering the festival.  In 2013/14, Create provided 16,593 instances of business support and 35,210 people either attended or participated in Create projects.  A total of 4750 children had participated in the three Big Sing events.  The Create and Coastival mailing lists totalled 1561 people, with 3727 Twitter followers, and 2194 Facebook friends and followers.  Create lost its core funding from Arts Council England in 2015.  Since then, it had been developing a new business model, based on diversifying its income streams, for example increasing its consultancy work, and on one-off funding for particular activities.  This was a lean organisation with only two full time staff which scaled up and down its operations with freelance project workers and artists.  Members then discussed and asked questions about the report and presentation.  In reply, Create was described as the ‘glue’ of the local arts scene which made much happen to enrich the Borough both culturally and economically.  The charity worked across the Borough, and although Coastival was conceived as a festival for the town of Scarborough it attracted participants from a much wider area.    Members were informed that the Council’s grant of £36k for 2015/16 had helped bridge the funding gap left by the loss of the core funding from the Arts Council, but there was still a hole in the charity’s finances in 2016/17 which financial support by the Council would help fill, as the charity continued to build more sustainable operations.  Members applauded Create’s achievements in generating so much value from the Council’s grant aid for the benefit of the Borough, and agreed that the Council should look to continue funding the organisation into 2016/17.

RESOLVED that the committee

(i)            Receives the report and presentation; and

(ii)          Recommends the Cabinet to consider continue providing funding to Create to support its different areas of activity including the Coastival festival as part of the draft Financial and Property Asset Management Strategy 2016/17.

To receive a joint presentation by Claire Robinson, Funding and Development Manager, Coast and Vale Community Action, Tim Kirkup, Chair of Scarborough Dementia Action Alliance and Jo Ireland, Customers, Communities and Partnerships Manager.

The committee received a presentation by Claire Robinson, Funding and Development Manager, Coast and Vale Community Action (CAVCA), and Tim Kirkup, Chair of Scarborough Dementia Action Alliance (DAA), about the work of CAVCA in Scarborough Borough and Ryedale District, and the work of DAA which CAVCA supported.  Members were advised that CAVCA provided assistance to the voluntary, community and social enterprise sector in a variety of ways: funding and organisational support; networking, connecting and sharing; voice and representation; and buildings and professional surroundings.  Although CAVCA and the sector it represented was involved in the development of the local NHS’s plans for the transformation of services, Ms Robinson believed there was a long way to go for the VCES to be recognised as a strong partner.  Mr Kirkup then introduced the DAA.  Members were informed that the DAA, which had been running a year, sought to unite the statutory, private and voluntary/community sectors to create a dementia friendly coast for the benefit of both residents and the Borough’s many visitors.  Whitby had established its own dementia federation to which Mr Kirkup had offered support.  He was pleased that the Borough Council had signed up to the DAA, and last August, Mr Kirkup had delivered awareness training to staff in Customer First.  Other signatories included Sainsbury, Proudfoot, Scarborough Hospital, Scarborough Library and the Sea Life Centre.  He was now seeking the Council’s high profile support by becoming a Dementia Friend.  Initially, this would entail a 40 minutes awareness raising session for all councillors.  The Council’s Customers, Communities and Partnerships Manager, Jo Ireland confirmed that staff in Customer Services had received training, including the manager, Carolyn Buglass who was trained as a Dementia Friend and Champion.  As part of the Council’s Action Plan, this training would be rolled out to other frontline services, a mystery shopper exercise was planned to assess Council services, and the Council would be supporting the new Leisure Services provider, SLM Leisure to create dementia friendly swimming pools in the Borough.  Members then discussed the presentation and asked questions.  They welcomed Mr Kirkup’s proposal to deliver a training session for all councillors.  Mr Kirkup explained that patience, sensitivity, respect and understanding were all ingredients of a dementia aware approach to customer service.  Signing up to the DAA involved adopting a three point action plan covering training, improvements to the premises, and publicity. Member of the DAA, Councillor Colling commented that the colour of the new street furniture in the redevelopment of Scarborough town centre was relevant to people with dementia, since the colour black should be avoided to reduce confusion.  The Chairman thanked the speakers for an illuminating and interesting presentation.

RESOLVED that:

(i)            The presentation be received; and

(ii)          An awareness raising session on dementia be scheduled for all councillors.

To consider a report by the Director (LD) (Reference 16/22 attached).

The committee considered a report by the Director (LD) (Reference 16/22) in respect of the committee’s work programme for the current year.  Regarding the minutes of the meeting on 28 October 2015 and Councillor Moody’s outstanding queries about the Tour de Yorkshire, Councillor Moody confirmed that he and the rest of the committee had now received replies (appended to these minutes with Welcome to Yorkshire’s statement of the impact of the inaugural 2015 event), but he remained sceptical about the figures.

RESOLVED that the report be received.