The report which provided an update on the
progress of a review of non-surgical Oncology outpatient
appointments, was presented by Emma Latimer (Executive Place
Director for Sheffield and Cancer Lead for South Yorkshire, South
Yorkshire Independent Commissioning Board) (ICB), Julia Dicks
(Consultant Oncoplastic Breast Surgeon and Clinical Director, South
Yorkshire ICB), and Paul Parsons (Director at Stand).
A presentation was also delivered which was
subsequently published on the Council’s website. The aim of the presentation was to outline the
drivers for change in the service, provide clarity on what the
changes meant, give an overview of the process and involvement
activity undertaken, outline the rationale for the proposed
stabilisation model, provide assurance regarding mitigations to
minimise the impact and gain a steer on next steps.
Panellists gave the following further
information in response to questions from Members:
When asked for clarification on the
chart of the 5 specialist areas which stated “Barnsley/
Rotherham”, Julia Dicks advised that this had not been
Paul Parsons advised that engagement
with vulnerable adults had taken place via the production of an
“easy read” document. Also 23 different relevant groups
had been consulted representing people who might not normally
engage such as people of Asian heritage, young people, migrants,
Afro Caribbean heritage, rural communities, a men’s cancer
group and the elderly.
The feedback from
these groups had not been weighted by Stand, it had been left up to
the decision makers how it was taken into account.
Access to interpreters for
consultant appointments had been highlighted as an issue by this
The new model would
provide an opportunity to address this.
The key issue which had led to the
formation of this temporary model was a lack of oncologists/
There were national
plans to increase oncology trainees. Many allied health
professionals were already involved in current care but these roles
could be brought on further, eg nurse
The evaluation panel referred to at
the bottom of page 13 of the report was made up of the oversight
group with representatives from Place organisations. Julia Dicks advised that this group had known that
leaving the situation in the Oncology service as it was, was not a realistic option so that had not
The changes would ensure equality of
waiting times and offer an equitable service. The key goal was to stabilise the service and then
Once the temporary model was
established further work would be done, in particular with the
universities, to establish how to make the service attractive to
the NHS workforce.
Work was also being done to promote
cancer prevention and to avoid patients presenting late to the
service, i.e. with stage 3 or 4 cancer.
Patients should have a choice
between virtual or in person appointments and it should be ensured
that either way, they had a quality consultation.
The report, which outlined the development of
the Mexborough Elective Orthopaedic Centre of Excellence (MEOC) was
presented by Richard Parker (Chief Executive, Doncaster and Bassetlaw Teaching Hospitals).
A presentation was also delivered, which was
subsequently published on the Council’s website. This gave details of how the MEOC would be funded
and staffed and what services it would offer. It also explained the key benefits of the new
service and summarised how the public were being involved.
Richard Parker gave the following additional
information in response to questions from Members:
Transport to the MEOC would be
discussed with patients at their pre assessment
appointment. This would include
potential eligibility for ambulances.
Taxis would also be available.
Transport to the site would be kept
under review in order to respond to
Most surgeries would be day surgery
and if there were any complications patients would be transferred
to the local hospital.
The life span of the building was
This model of having a centre for
elective (as opposed to emergency) orthopaedic procedures only,
could be expanded in future for other elective operations.
The MEOC would enable operation
waiting times to be gradually reduced.
There was an ongoing plan for
recruitment and retention of staff to ensure sufficient staff were
in place for when the centre opened on 15th January
2024. Surgeons had been pre-recruited, and many other vacancies
If the expected outcomes could be
achieved then efficiencies should mean that demand would reduce, so
ultimately fewer support staff would be needed.
There would be a reduction in the
cost of operations e.g. if one extra operation could be performed
on each list to that done under the current system.
It was anticipated that more
operations would be conducted in a day at the new site, due to the
centre being designed in order to
achieve this e.g. operating theatres and wards being located near
to each other rather than at opposite ends of the building.
The aim was to give patients a
better experience which would enable them to be discharged and
return home on time.
The operating theatres would be
state of the art and this would also
assist with recruitment.
Information on the website regarding
bus routes would be double checked as it had been suggested to
Members that it was not accurate.
Patients could still choose to have
their operation at their local hospital (e.g. if transport was a
concern) and there would be no difference in the waiting times for
Success would be measured in terms
of patient satisfaction, reduction in waiting times and in the
reduction of cancellations of operations.
Members requested further updates after 6 and
12 months of opening.
RESOLVED: that the Sub Committee:-
notes the update; and
requests further updates after 6 and 12 months of opening.