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Mr D Littlewood Church of England Representative: Mr S Harrison Parent Governor Representative: Vacancy Parent Governor Representative: Vacancy

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Mr D Littlewood Church of England Representative: Mr S Harrison Parent Governor Representative: Vacancy Parent Governor Representative: Vacancy To: Members of the Scrutiny Committee Professor Steven Broomhead Chief Executive Councillors: Cllr T Higgins - Chair Town Hall Cllr J Guthrie - Deputy Chair Sankey Street Cllrs M Creaghan, G Friend, C Froggatt, Warrington W Johnson, I Marks C Vobe and S Woodyatt WA1 1UH Co-opted Members: Statutory Co opted Members Roman Catholic Representative: Mr D Littlewood Church of England Representative: Mr S Harrison Parent Governor Representative: Vacancy Parent Governor Representative: Vacancy 15 July 2014 Meeting of the Scrutiny Committee Wednesday, 23 July 2014 at 6.30pm Council Chamber, Town Hall, Sankey Street, Warrington, WA1 1UH Agenda prepared by Julian Joinson, Principal Democratic Services Officer – Telephone: (01925) 442112 Fax: (01925) 656278 E-mail: [email protected] A G E N D A Part 1 Items during the consideration of which the meeting is expected to be open to members of the public (including the press) subject to any statutory right of exclusion. Item Page Number 1. Apologies for Absence To record any apologies received. Item Page Number 2. Code of Conduct - Declarations of Interest Relevant Authorities (Disclosable Pecuniary Interests) Regulations 2012 Members are reminded of their responsibility to declare any disclosable pecuniary or non-pecuniary interest which they have in any item of business on the agenda no later than when the item is reached. 3. Minutes The Committee is requested to note that the minutes of the special meetings held on 28 April and 3 and 9 July 2014 will be submitted to the meeting on 24 September 2014. A verbal update will be provide at the meeting regarding the Executive Board’s consideration of the Committee’s recent referrals under the Call-In procedure. 4. North West Ambulance Service - Good to Great: Five Year Business Plan To consider a presentation from representatives of the North 1 – 8 West Ambulance Service on its Good to Great (G2G): 5 Year Business Plan. A copy of the G2G Business Plan is attached. 5. Transforming Cancer Care A presentation will be provided by representatives of the NHS 9 – 106 Cheshire and Merseyside Commissioning Support Unit and Clatterbridge Cancer Centre NHS Foundation Trust, regarding the proposals to transform cancer services in the region. A letter from NHS England and Clatterbridge Cancer Centre NHS FT, dated 23 May 2014, is attached as Agenda Item 5(A), and includes the following Appendices regarding the (9 – 94) proposals:- Appendix 1 – Transforming Cancer Care Proposal: May 2014 (11 – 36) Appendix 2 – Communication and Consultation Plan (January (37 – 92) 2014 – September 2014): May 2104 Appendix 1 – Pre-consultation - (51 – 82) Qualitative Analysis Report June 2013 Appendix 2 – Stakeholder Matrix Model (83 – 86) Appendix 3 – Strategic Communication (87 – 92) and Engagement Plan (ii) Appendix 3 – Public Engagement Feedback Document (93 – 94) The promoters of the proposals (‘responsible persons’) have now commenced the formal consultation process with the overview and scrutiny function of local authorities in Cheshire and Merseyside potentially affected by the changes. The Committee is reminded that the Council on 9 June 2014 adopted a Protocol for the Establishment of Joint Health Scrutiny Arrangements for Cheshire and Merseyside. The Protocol sets out the procedure to be followed during a statutory health service consultation and is attached at Agenda Item 5(B). (95 – 106) The Committee is requested to determine whether it views these changes as a substantial development or variation of health service provision. In making this determination the Committee is requested to consider the relevant factors set out at Paragraph 5.2.4 of the Protocol, namely:- changes in accessibility of services; impact on the wider community and other services; patients affected; methods of service delivery; and potential levels of public interest. To date, the following authorities have agreed that the proposal is substantial:- Cheshire West and Chester, Halton, St Helens Knowsley and Sefton. Cheshire East has determined that the proposal is not substantial for its residents. The decisions of Liverpool and Wirral are not known at the time of publication of this agenda. The relevant Regulations require a Joint Health Overview and Scrutiny Committee (HOSC) to be set up by all authorities who agree that the proposals are substantial, in order to receive information about and to comment on the proposals. The Protocol envisages that each authority delegate to the Joint HOSC, its powers of referral to the Secretary of State. For the avoidance of doubt, the Committee is requested to confirm that it so delegates its powers of referral to the Joint HOSC. Under the formula for calculating of appointments to the Joint HOSC in the Protocol, the appointment of 2 Labour Members will now be required. In view of the timescales, it is suggested that any nominations proposed by the relevant political group be approved by the Solicitor to the Council and Head of Corporate Governance under delegated powers. (iii) Recommendations:- (1) To determine whether the above changes are a substantial development or variation of health service provision; (2) To confirm the delegation to the Joint HOSC of the Committee’s powers of referral to the Secretary of State, for all statutory health consultations within the scope of the Protocol; (3) That the appointment of the Members nominated by the appropriate political group to serve on the Joint HOSC, be delegated to the Solicitor to the Council and Head of Corporate Governance. 6. Work Programme 2014/15 To consider a report on behalf of the Chairman on the Work 107 – 122 Programme 2014/15 7. Date of Next Meeting To note to the date of the next meeting of Wednesday, 24 September 2014. Part 2 Items of a "confidential or other special nature" during which it is likely that the meeting will not be open to the public and press as there would be a disclosure of exempt information as defined in Section 100I of the Local Government Act 1972. Nil If you would like this information provided in another language or format, including large print, Braille, audio or British Sign Language, please call 01925 443322 or ask at the reception desk in Contact Warrington, Horsemarket Street, Warrington. (iv) Good2Great The Five Year Business Plan Good2Great - The Five Year Business Plan “As a Trust, we place patients and staff at the centre of everything we do. We are here to serve the community of the North West of England and provide care to those patients that need us by delivering the right care, at the right time and in the Foreword right place...” In the context of the significant change that the NHS is undertaking currently, it is important that North West Ambulance Service NHS Trust has a clear vision on what we are trying to achieve. More importantly, we need to ensure we have a simple, consistent message driving our behaviours that we are here to do our best for patients in a caring and compassionate manner. I would welcome you taking the opportunity to engage with us and discuss further how the changes outlined can be realised. Bob Williams, Chief Executive Introduction The North West Ambulance of England and provide care to Just being ‘good’ isn’t good Service (NWAS) NHS Trust is those patients that need us by enough, we believe we should the second largest ambulance delivering the right care, at the strive to be great. To help us service in England, covering a right time and in the right place - achieve this we have consulted total area of 5,400 sq m and either via the physical presence with staff and Trust governors to serving a population of over of an emergency vehicle or by devise a five year business plan seven million people. referral to another health care that will enable NWAS to move provider. from ‘being good to being great’. Formed from the five legacy ambulance services of Cumbria, In all, NWAS is what could be Lancashire, Greater Manchester, considered a successful ‘good’ Cheshire and Merseyside, NWAS Trust with good staff and a has made great strides since its good reputation. Over the last inception in 2006 to establish few years, we have achieved a cohesive, first class urgent, our response time targets, emergency and patient transport balanced our books, had a low service which is responsive to staff turnover, implemented a people’s needs across the North number of new ways of working West. and continued to meet local and national quality standards. It As a Trust, we place patients and would be easy to just stay with staff at the centre of everything this and keep doing it, but that we do. We are here to serve the would be wrong. community of the North West 2 3 Good2Great - The Five Year Business Plan Good2Great - The Five Year Business Plan Case for Change Future Focus NHS Culture of Caring • Commitment to quality costs and constrained financial As we strive to develop from a for 20, 30 and even 40 years’ The key actions and assurances of care resources, these facts have led good organisation into a great service – which has to count for for achieving this aim are: In the current media climate, • Compassion to the general consensus that organisation, there are three something. it isn’t often we hear the word • Improving lives our current health services are aims which the Trust will aspire • Issues reviewed under a ‘good’ when referring to an NHS • Everyone counts unsustainable. to achieve along that journey: Recently, the Trust has seen principle of learning organisation. It’s probably even national recognition in achieving • Delivering best practice rarer to hear the word ‘great’. It is clear that the NHS needs to the Investors in People Gold education, training and But if the NHS and its staff Economic Climate change and it needs to change Delivering Safe Care award, one of only a handful of equipment weren’t any of these, it wouldn’t The NHS is in the middle of now if we are to meet the Closer to Home organisations to achieve such an • Continually review policies be one of the world’s largest the greatest funding pressure quality and efficiency challenges We know we already have some accolade.
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