Agenda item

To consider a report from the Head of Scrutiny and Member Development presenting an opportunity for the Scrutiny Board to comment on the draft 5-year strategy for Leeds Teaching Hospitals NHS Trust (LTHT).

The Head of Scrutiny and Member Development submitted a report that sought to provide an opportunity for the Scrutiny Board to consider and comment on Leeds Teaching Hospitals NHS Trust’s (LTHT) draft 5-year strategy, taking into account a range of feedback from other sources.

The following representatives were in attendance to help the Scrutiny Board consider the information presented:

·  Julian Hartley (Chief Executive – Leeds Teaching Hospitals NHS Trust)

·  Phil Corrigan (Chief Executive – Leeds West Clinical Commissioning Group)

·  Jean Morgan (Acting Director – HealthWatch Leeds)

·  Stuart Morrison (Team Leader, Community Engagement – HealthWatch Leeds

During the discussion, Rob Kenyon (Chief Officer Health Partnerships – Leeds City Council) was subsequently invited to join the meeting.

Leeds Teaching Hospitals NHS Trust

In addressing the Scrutiny Board, the Chief Executive made a number of points, including:

·  Satisfaction with the level of response to the consultation on the Trust’s draft 5-year strategy, which had included:

o  Internal (staff) responses

o  External responses – statutory bodies and Trust members

·  The Trust needed a clear mandate to progress the direction of travel outlined in the draft strategy across the main themes of:

o   The best for patient safety, quality and experience;

o  The best place to work;

o  A specialist provider and centre of excellence for research, education and innovation;

o  Seamless integrated care across organisational boundaries;

o  Financial stability.

·  There was overall support for the direction of travel outlined in the draft strategy, but as this was relatively early on in the process, more detail was needed.

HealthWatch Leeds

The Acting Director of HealthWatch Leeds highlighted the significant use of jargon within the draft strategy – which was not helpful in terms of engaging the wider public.  Concern was also expressed regarding the level of public influence offered by the consultation – given the relatively short consultation period.

Leeds City Council

The Chief Officer Health Partnerships reported that as part of its consultation, the Trust had engaged with a cross-party members group and a number of local Members of Parliament.

The Scrutiny Board discussed the report and the details highlighted at the meeting.  A number of matters were raised, including:

·  General concern regarding:

o  The timing of the consultation;

o  Public accessibility (i.e. the consultation was promoted as web-only access).

o  Ease of access to respond (unique code required);

o  Consideration of the consultation needs of specific groups within the community (i.e. older people, communities where English is a second language, those with limited access to technology and/or skills to use technology).

·  The Trust’s funding, particularly in relation to its ‘teaching hospital’ status.

·  Governance and accountability mechanisms in the Trust – now and in the future.

·  Public knowledge and awareness of what to service to expect when accessing acute care.

·  Public involvement and engagement.

·  Questions around the consultation process and the target audience.

·  Opportunities for singe points of access for the NHS within the City.

·  The role and relationship of the Trust (and other providers) with Leeds’ Health and Wellbeing Board.

·  Reflecting on the comments presented by the Leeds Local Medical Committee, the Trusts working relationship with GPs across the City.

·  There was general support for the priority areas identified, however further and more detailed explanations around how the priorities would be achieved were required.

The Chief Officer Health Partnerships reminded the Scrutiny Board that:

·  There had been an unprecedented level of change across health and social care generally and in particular across the NHS – nationally and locally. 

·  As a City and local health and social care system, Leeds was held as a national exemplar of good practice.

·  Notwithstanding any further improvements to the approach to consultation, the level of consultation undertaken by the Trust had improved significantly.

In response to some of the issues raised, the Chief Executive of LTHT made a number of points, including:

·  The consultation represented a genuine attempt by the Trust to engage local communities, however it was recognised improvements could be made for the future and it was important to capture learning from thi consultation.

·  Feedback on the draft strategy had been received via other sources (i.e. not just web-based responses).

·  There was still the opportunity to provide further feedback, as the final plan was due to be submitted in June 2014.

·  The funding landscape for the Trust was changing and it may be worthwhile for the Scrutiny Board to have a dedicated discussion in the future.

RESOLVED –

(a)  To note the information presented and discussed at the meeting.

(b)  That, in consultation with the Chair, the Principal Scrutiny Adviser drafts a formal response on behalf of the Scrutiny Board.

(c)  That the Trust’s changing funding landscape, particularly in relation to its ‘teaching hospital’ status, be the subject of further discussion at a future meeting of the Scrutiny Board.

(d)  That the final 5-year strategy be presented to the Scrutiny Board following submission in June 2014.

(e)  That further and more detailed action plans, detailing how the priorities would be achieved, be reported to a future meeting of the Scrutiny Board for more detailed consideration. 

(Councillor J Lewis left the meeting at 1.10pm at the conclusion of this item.)