T aking charge lo o kin g ba ck, lo o kin g a h e a d Our 2018-19 - - PowerPoint PPT Presentation

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

lo o kin g ba ck, lo o kin g a h e a d

T aking charge

Our 2018-19 Annual Report and

• ur Business Plan 2019-20

Warren Heppolette Executive Lead – Strategy & System Development

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

A nnual R eport 2018/19

• Our third Annual Rep ort looks back at th e ste ps we took in 2018/19 to ac hieve our

vision of d elivering the fastest a n d greatest improveme nt of the h e alth a n d wellbe in g of th e pe o p le of G re a te r M a n ch e ste r;

• 2018/19 saw us publish our Prosp e ctus. It sets out where we wa nt to go n ext a s a

P artn ership - in th e co ntext of key G M a n d n ation al strategies, including: th e G M Unified M o d el of Public S e rvices; th e Loc al Industrial Strategy an d N H S Long Term P la n ;

• We mad e a lot of progress:

co ntinued to clos e th e gap o n sc h o ol re a din e ss; met acc ess rate s for mental he alth c are (became first are a to publish waiting time d ata for children a n d young p e o ple’s mental h e alth s ervices); cut smoking rates; incre as e d rates of ph ysical activity; a n d c o ntinued strong fina ncial re sults;

• We are upfront about the ch a llenges we still fac e: our p erformanc e in so me

are as – for example o n Urgent & Emergency C are – n e e d s to improve; we still fac e key workforce sh ortages; a n d still await a long-term fina ncial s ettlement for so cia l ca re .

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G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

• Making Smoking H istory - officia l figure s sh o w th a t th e pe rce n ta ge of our po p ula tio n

who smo ke ha s dro p p e d to 16.2% in 2018; it ha d be e n 18.4% whe n de vo lutio n sta rte d . This equa te s to 46,500 fewe r smo ke rs in G M th a n two ye a rs ago . .

• 394 G M prima ry sch o o ls no w sign e d up to th e D aily Mile (whe re ch ild re n run or jog a t

th e ir own pa ce for 15 min ute s e a ch da y) re a ch in g a n e stima te d 110,000 prima ry sch o o l ch ild re n .

• More children starting school ready to learn - be twe e n 2016 a n d 2018, we na rro we d th e ‘goo d

le ve l of de ve lo p me n t’ gap with th e Engla n d ave ra ge for th e most disa d va n ta ge d ch ild re n from 3.4% to 1.4%.

• G M Mentally H ealthy Schools Pilot – sta rte d in M a rch 2018 a s a pilo t a cro ss 31 sch o o ls in

G M a n d ha s no w exte n d e d to 64 sch o o ls a n d co lle ge s

IN 2018/19 WE … B UIL D IN G A SUST A IN A B L E H E A L T H & C A R E SYST E M

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

• Over 96% of G M G P pra ctice s are rated good or outstanding by th e C a re Quality

C o mmissio n (C QC ) - we ll abo ve th e na tio n a l ave ra ge ;

• In 2018-19 a ll lo ca litie s in G M co n tin ue d to de live r 7-da y a d d itio n a l a cce ss to primary

care pro vid in g 100% po p ula tio n co ve ra ge . This equa te s to circa 1,500 a d d itio n a l ho urs be in g de live re d e a ch wee k. The se are pre -bo o ka ble a p p o in tme n ts with th e G P , P ra ctice Nurse , H e a lth C a re Assista n t or oth e r he a lth pro fe ssio n a ls.

• The op e n in g a n d first tre a tme n ts in th e £120 millio n Proton B eam C entre at the C hristie in

De ce mbe r 2018, th e first such NH S ce n tre in th e UK;

• Mental H ealth – we are one of the best performers in E ngland on a cce ss for C h ild re n a n d

Youn g P e o p le (a lth o ugh a lo t more to do ), e a tin g diso rd e rs a n d ph ysica l he a lth ch e cks. We are a lso mee tin g th e Early Inte rve n tio n a n d P re ve n tio n na tio n a l sta n d a rd .

IN 2018/19 WE … B UIL D IN G A SUST A IN A B L E H E A L T H & C A R E SYST E M

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

• G re a te r M a n ch e ste r co n tin ue s to outp e rfo rm Engla n d with a higher rate of dementia

diagnosis – with a rate of 76.9% co mp a re d to 68.7% in na tio n a lly (M a rch 2019);

• We ha ve se e n a n imp ro ve me n t in th e numbe r of ca re ho me s a n d ca re a t ho me

a ge n cie s a ch ie vin g a C QC ra tin g of goo d or outsta n d in g - G reater Manchester is improving faster th a n na tio n a l a n d regio n a l co mp a ra to rs;

• Eigh t G M lo ca litie s ha ve no w co mmissio n e d a n d are de live rin g lo ca lity-wid e Social

Prescribing pro gra mme s. The rema in in g two lo ca litie s ha ve de ve lo p e d so cia l pre scribin g sch e me s which th e y in te n d to co mmissio n durin g 2019/20. Da ta from six G M lo ca litie s sh o ws th a t ove r 8,000 pe o p le be n e fite d from so cia l pre scribin g in 2018/19 – a n d th is will co n tin ue to grow;

• We co n tin ue to manage our finances well a s we ha ve do n e th ro ugh o ut Devo lutio n . We

gen e ra te d a surp lus of £92m in a very difficult fin a n cia l e n viro n me n t – a n d th is ha s he lp e d to sup p o rt th e na tio n a l NH S fin a n cia l po sitio n .

IN 2018/19 WE … B UIL D IN G A SUST A IN A B L E H E A L T H & C A R E SYST E M

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

• We ha ve no t se cure d relia ble de live ry of NH S C o n stitutio n a l

S ta n d a rd s in all pa rts of G M – on our A&E pe rfo rma n ce an d growth in ele ctive waitin g lists

• We still ha ve to o much varia tio n in pro gre ss of lo ca litie s in red ucin g

d e ma n d for acute se rvice s

• The re is in sufficie n t workfo rce ca p a city in so me ke y are a s
• The re also varia tio n in th e de ve lo p me n t an d maturity of Loca l C a re

Organ isa tio n s

• S o cia l C a re rema in s vuln e ra ble in th e abse n ce of a lo n g-te rm

fund in g se ttle me n t.

B UIL D IN G A SUST A IN A B L E H E A L T H & C A R E SYST E M

Key C h a lle n ge s

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

• The Ann ua l Re p o rt ha s pro file s of tra n sfo rma tio n in our 10 lo ca litie s.

The se in clud e :

• Join in g up co mmissio n in g betwe e n co un cils an d C C G s an d

p o o lin g budge ts;

• Neigh bo urh o o d ca re an d sup p o rt join in g up with wid e r public

se rvice s an d VC S E S e cto r;

• New ways of workin g with ca re ho me s – in clud in g digita l;
• Deve lo p me n t of mod e ls of ca re th a t co n n e ct gen e ra list an d

sp e cia list se rvice s – in te rme d ia te tie r.

B UIL D IN G A SUST A IN A B L E H E A L T H & C A R E SYST E M

LOC ALITY TRANS FORM ATION

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

…po o r he a lth in so me G re a te r M a n ch e ste r co mmun itie s, cre a tin g a barrie r to work a n d to pro gre ssio n in work, pro vid e s a n imp o rta n t exp la n a tio n for why ove ra ll growth ha s be e n slo w in th e la st de ca d e . It exp la in s why so me co mmun itie s ha ve be e n una ble to co n tribute or be n e fit more .

ST R E N G T H E N IN G T H E H E A L T H / WE A L T H PA R A D IG M

H E A L T H N E E D S T O FE A T UR E FA R MO R E PR O MIN E N T L Y IN D ISC USSIO N S O F H UMA N C A PIT A L , L A B O UR MA R K E T PA R T IC IPA T IO N , A N D PR O D UC T IVIT Y

T H E H E A L T H /WE A L T H PA R A D IG M

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

G re a te r M a n ch e ste r ha s a unique op p o rtun ity to in te gra te acro ss all public se rvice s…Th e G re a te r M a n ch e ste r M o d e l se ts out ho w we pla n to do this. We wan t to ch a n ge the way in which public se rvice s work to sup p o rt pe o p le to ach ie ve the ir po te n tia l an d en sure no bo d y is le ft beh in d . Tha t mea n s in te gra tin g aro un d pe o p le , pla ce s an d the ir ne e d s, focussin g on pre ve n tio n , de ve lo p in g ne w mod e ls of sup p o rt an d sh a rin g in fo rmatio n acro ss the public se rvice . Devo lutio n ho ld s the key to brea kin g do wn the silo s betwee n public se rvice s an d movin g from ‘pickin g up the pie ce s’ to a pre ve n ta tive mod e l which is truly pla ce -base d an d pe rso n -ce n tre d . In G re a te r M a n ch e ste r ‘public se rvice s’ mea n s all se rvice s to the public, rega rd le ss of se cto r or fund in g, an d reco gn ize s the role of citize n s in this.

G M MO D E L FO R UN IFIE D PUB L IC SE R VIC E S

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

• A lo n g-h e ld ambitio n : G re a te r M a n ch e ste r takin g

grea te r co n tro l of its own de stin y

• Almost 3 yea rs in ; most pla n s in pla ce ,

Tran sfo rmatio n Fund s bein g in ve ste d .

• Devo lutio n is unlo ckin g fresh thin kin g an d brea kin g

do wn the silo s betwee n public se rvice s

• Our P ro sp e ctus brin gs our sto ry up to da te an d

se ts out our ambitio n s for the ne xt ph a se of our work

• It will do so no w beca use we wan t to co n tribute to

resp o n d an d /or co n tribute to:

• The NH S lo n g-te rm pla n ;
• The S o cia l C a re G re e n pa p e r
• The mod e l of G M public se rvice s;
• The G o ve rn men t S p e n d in g Revie w in 2019;
• The na tio n a l an d lo ca l Ind ustria l S tra te gie s.

T A K IN G ST O C K

THE GM HEALTH AND SOCIAL CARE PROSPECTUS

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

H a lf of all pre ma ture de a th s are still lin ke d to pre ve n ta ble facto rs, in clud in g unh e a lth y die t, in a ctivity, toba cco , alco h o l an d drug use , obe sity an d high blo o d pre ssure . P re ma ture morta lity is twice as high in more de p rive d co mmun itie s.

FO C USIN G O N T H E B IG K IL L E R S

H o usin g, crime , tran sp o rt, emp lo yme n t an d eco n o mic in clusio n , co mmun ity resilie n ce , emp lo yme n t an d skills all pla y a pa rt. Every are a of public se rvice in G re a te r M a n ch e ste r ha s he a lth ben e fits as on e of its reco gn ise d obje ctive s, just as in clusive eco n o mic growth is reco gn ise d for its he a lth po te n tia l by NH S pa rtn e rs.

H E A L T H C R E A T IO N IN E VE R Y PO L IC Y

Our public se rvice mod e l prin cip le s are le a d in g our de ve lo p me n t of in te gra te d ne igh bo urh o o d se rvice s for po p ula tio n s of 30-50,000 resid e n ts. Neigh bo urh o o d s will en co mp a ss prima ry ca re , sch o o ls, so cia l ca re , men ta l he a lth , co mmun ity ca re , po licin g, ho usin g an d ho me le ssn e ss sup p o rt, en viro n me n ta l he a lth , emp lo yme n t an d skills sup p o rt, VS C E pro visio n , co mmun ity sa fe ty ad vice , substa n ce misuse , ea rly yea rs an d ea rly he lp .

A UN IFIE D MO D E L O F PUB L IC SE R VIC E D E L IVE R Y

C R E A T IN G A PO PUL A T IO N H E A L T H SYST E M

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

• Local care
• rganisations

coordinate delivery of integrated care in each borough

• Boroughs are made up of

smaller neighbourhoods - GP practices working with other health and care professionals as part of the GM model of unified public services

• Standardisation across

hospital sites and more care in the community, closer to home

• A single local

commissioning function in each borough plus a GM Commissioning Hub

O UR SYST E M A R C H IT E C T UR E

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

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• Esta blish e d H e a lth Inn o va tio n M a n ch e ste r - sin gle orga n isa tio n th a t brin gs to ge th e r

a ll re se a rch a n d de ve lo p me n t work und e r on e roo f in clud in g digita l, gen o mics, med icin e s a n d a ssistive te ch n o lo gy.

• Unique stre n gth s in he a lth in fo rma tics, a d va n ce d mate ria ls a n d a s a glo ba l ce n tre for

clin ica l tria ls.

• C a n ha rn e ss th e po te n tia l of th e he a lth a n d ca re syste m to co n tribute to in n o va tio n

a n d pro d uctivity a cro ss 2.8m co n urba tio n – gove rn a n ce a n d pa n public se rvice a p p ro a ch .

• S in gle G M digita l stra te gy a n d LH C RE.
• P re cisio n med icin e (pre d ictive , pre ve n ta tive , pe rso n a lise d a n d pa rticip a to ry).
• We se e k G o ve rn me n t ba ckin g for G re a te r M a n ch e ste r, a s pa rt of th e UK a n d Loca l

Ind ustria l S tra te gy, to be co me a glo ba l le a d e r for in n o va tio n in digita l a n d life scie n ce s te ste d a t pa ce in re a l world e n viro n me n ts.

ST R E N G T H S UN L O C K IN G E C O N O MIC PO T E N T IA L

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

B usiness Plan 2019/20

• Our Business P lan for 2019/20 s ets out our priorities for our fourth year as

th e H e a lth & S o cia l C a re P a rtn e rsh ip ;

• It incorporates the priorities that we set out in our System Operating

Pl a n in April a s p art of a broa d er plan for the H e alth & S ocial C are P a rtn e rsh ip ;

• It describes the work that we will do in the ye ar ah e a d to move towards a

p o pulation h e alth system in G M. Each of our programmes supp orts the eme rgin g syste m arch ite cture in G M ;

• The Business Pl a n builds towards the 5 year Implementation Pla n that we

will complete by November covering the Pros p ectus an d

• ur

resp o n sibilities und er the NH S Long Term Pla n. This will include 10 upd a te d lo ca lity pla n s.

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G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

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• Delive ry of P o p ula tio n H e a lth P ro gra mme s
• Ramp in g up of th e G M Neigh bo urh o o d M o d e l th ro ugh Lo ca l C a re

Organ isa tio n s

• C o n tin ue d Deve lo p me n t of th e Inte rme d ia te Tie r (H igh Impa ct C a re )
• Impro vin g S p e cia list C a re P ro gra mme
• C o n tin ue d Refo rm of th e Urgen t an d Emerge n cy C a re S yste m
• C o n tin ue d Imple me n ta tio n of th e G M M e n ta l H e a lth S tra te gy an d

Deme n tia Unite d

• Delive ry aga in st NH S C o n stitutio n a l S ta n d a rd s

O ur Priorities 2019/20

G re a te r M a n ch e ste r H e a lth an d S o cia l C a re P a rtn e rsh ip

T A K IN G C H A R G E – L O O K IN G B A C K , L O O K IN G A H E A D

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• Ele ctive C a re Refo rm
• Adult S o cia l C a re Tran sfo rma tio n
• Acce le ra tio n of th e C a n ce r P la n
• C o n tin ue d Refo rm of C o mmissio n in g S yste m
• C lima te C h a n ge an d S usta in a ble Deve lo p me n t
• Digita l an d H e a lth Inn o va tio n
• Workfo rce

O ur Priorities 2019/20