Agenda item

8.1

The report which provided an update on the progress of the non-surgical oncology transformation programme was presented by Dr Trish Fisher (Consultant Clinical Oncologist, Clinical Director of the South Yorkshire and Bassetlaw Cancer Alliance) and Mark Tuckett (Chief Strategy Officer for Sheffield Teaching Hospitals NHS Foundation Trust).

8.2

The following information was given in response to questions and comments from Members:

• Concerns over the removal of services from Barnsley were acknowledged, however this had been necessary as there had only been one oncologist who worked between Barnsley and Rotherham. Rates of patients not attending had been monitored and no increase had been observed.  It was not currently possible to safely return the service to Barnsley hospital, however the current configuration was not the final one.  Ultimately the aim was to have multi-disciplinary teams in various locations supervised by consultants.
• Various tactics for attracting applicants for jobs had been tried, consultants were often attracted to bigger hospitals with more equipment.  This was an ongoing process and new recruitment materials were being developed.
• Separate figures for Bassetlaw could be provided.
• There were three Physician’s Associates at Weston Park, and they could not prescribe or order radiology.  They were tasked with seeing new patients, having been introduced appropriately, and taking them through all the documentation and paperwork.  This meant that the Doctor could see three patients in forty-five minutes rather than one, which was a much more efficient use of time.  No increase in the number of Physicians Associates was currently planned.
• Four speciality doctors had been appointed and all training places had been filled.
• The “Advanced clinical practitioners” mentioned in the report were nurses and pharmacists.
• Work previously presented to the Committee on patient voice, was included in the appendix to the report. The Patients Affected by Cancer Board was also a means of patient engagement.
• Work was being done to investigate which groups of people did not attend screening, and how they could be supported and encouraged to attend.  MENCAP were also involved in investigations into take up of screening. Also, the Big Purple Buses had gone out into the community e.g. to community centres, so staff could discuss issues such as why women from some minority communities had a lower rate of attendance for breast cancer screenings.
• The “transformation programme” was not a euphemism for cuts to budgets or services.  Oncology was a priority nationally and NICE regularly approved new drugs.  The service was gearing up to do more, and intended to make itself sustainable, and make it everybody’s job to look after cancer.
• Previously some staff who had been upskilled, had been poached by other Trusts but now staffing had increased this was easier for the service to cope with.  The work environment could be stressful, and attempts were made to support colleagues and bring teams together.
• Stabilisation of the service was proceeding in a satisfactory way, however there was still some risk in small teams e.g. the Central Nervous System team, which only had two consultants at present, and one of them was due to retire.

8.3

The Chair requested that Rotherham and Barnsley Councils’ Health Committees be updated on the progress and success of the relocation of the Lung Clinic to Rotherham Hospital

8.4

RESOLVED:- That the Committee:-

1.    Notes the approach to the Non-Surgical Oncology transformation programme;

2.    Notes progress being made as part of the Stabilisation Phase including the temporary development of a fourth lung clinic site for Rotherham and Barnsley patients;

3.    Requests a further update on Non-Surgical Oncology in six months; and

4.    Requests that Rotherham and Barnsley Councils’ Health Committees be updated on the progress and success of the relocation of the Lung Clinic to Rotherham Hospital.