Manchester Health and Care Commissioning Operational Plan 2017-18
Mission, Vision and Values; Working for a Healthier Manchester • We are determined to make Manchester a City where everyone can live a healthier life. • We will support you, and your loved ones, investing in what you tell us is important to you • We will make sure you receive the right care in the right place and at the right time, delivered by kind, caring people that you can trust. • We will make the most of our money by reducing waste, testing new ways of working that improve outcomes and funding the things we know will work. • We will forge strong partnerships with people and organisations, in the City and across the region, and put health and wellbeing at the heart of the plans for developing Manchester’s future as a thriving city. The values that will drive our behaviours, leading and influencing the transformation of health and care are: Collaborative Positive Fair
Strategic Aims To deliver the mission and vision for Manchester, our strategic aims are: • To improve the health and wellbeing of people in Manchester • To strengthen the social determinants of health and promote healthy lifestyles • To ensure services are safe, equitable and of a high standard with less variation • To enable people and communities to be active partners in their health and wellbeing • To achieve a sustainable system This Operational Plan describes the work we will be undertaking during 2017 – 2018 to ensure the delivery of our strategic aims .
Context The Operational Plan has been developed in the context of a number of national, regional and local drivers. These include: 5 Year Forward View - sets out the strategic vision for the NHS by 2020/21. It details a shared view on how services need to change and the models of care that will be required in the future. GM Strategic Plan - sets out the collective ambition for the region. It describes how aligning health and social care reform is a fundamental change in the way people and communities take charge of and responsibility for managing their own health and wellbeing. Our Manchester – Launched by the City Council, it describes the vision for the city up to 2025 and was based on consultation with residents, businesses, staff and partners. Manchester Locality Plan – A commissioning plan for Health and Social Care integration which sets our plans for system transformation as well as service transformation over the next 5 years. GM Devolution – It allows Greater Manchester to be innovative in using public sector finances to best effect. The Operational Plan 2017-18 has been developed taking into account all of the above.
Areas of Opportunity The Operational Plan has also been informed by analysis of key benchmarking data, which indicate opportunities for savings and improving outcomes. For example Right-care uses benchmarking information to compare CCGs to their 10 most similar peers to identify areas where: • The CCG spends more than its comparators • The CCG has worse outcomes than its comparators The areas for improvement across Manchester based on right-care data are highlighted in the table below. Improvements against these areas have been used to inform the development of the Operational Plan. Spend and Outcomes Outcomes Spend Respiratory Trauma and Injuries Respiratory Neurological Neurological Gastro-intestinal Gastro-intestinal Respiratory Neurological Trauma and Injuries Gastro-intestinal Circulation Mental Health Mental Health Endocrine Circulation Circulation Cancer Endocrine Maternity Musculoskeletal Cancer Endocrine
Delivering the plan The priority areas of work MHCC will deliver in 17/18 is focussed on ensuring: • We deliver against all national requirements, which include the Must Dos, the national clinical priorities and the constitutional standards. • We deliver the required system change across the health and social care system and implement the new models of integrated out of hospital care. • We maximise opportunities where efficiencies can be made across the health and social care system, whilst maintaining high quality services. • We deliver the key enablers to allow for the transformational change to happen. • We improve outcomes and achieve value for money through the allocated investment programmes. All of the above form the basis of the MHCC Operational Plan.
National Requirements The Operational Plan includes programmes of work which are focussed on delivering a number of national requirements. This includes delivery of the NHS constitutional standards, a set of Must Do’s and achieving improvements across four domains detailed in the Improvement and Assessment Framework (see diagram opposite). Within this framework there is also a particular focus on achievement against PLACEMENT FOR IMAGE OR GRAPH six clinical priorities. These are detailed in the next slide. The work programmes in the Operational Plan are focused on ensuring we deliver against the Constitutional Standards, the IAF framework, including the clinical priorities and the Must Do requirements
Clinical Priorities Current performance (December 2016) against these are detailed below, as well as a summary of the 17/18 improvement plans. Clinical NMCCG Rating CMCCG SMCCG Rating Work Programmes for 2017/18 Priority Rating Performing Well • Primary Care Standard for Cancer Cancer Needs Needs • Improve planned cancer pathways Improvement Improvement • Rollout of phase 2 Lung early diagnosis pilot • Implement the Recovery package Top Performing Performing Well • Development of integrated care pathway for Dementia Performing Well people with dementia • Dementia awareness campaign • Pilot post diagnostic support for people with dementia from 3 GP practices • Development of a Central Manchester Diabetes Needs Greatest Need Needs Improvement for Improvement Community Service • Review of community support and triage in Improvement North Manchester • Implementation of findings from the national Maternity Needs Needs Needs Improvement Improvement Improvement maternity review across the acute providers • Development of personal health budgets for maternity services Performing Well • Mental Health Improvement Programme Mental Health Needs Needs • Oversee implementation of services provided Improvement Improvement by GMW • Joint commissioning for mental health services • LD Transformation programme Learning Needs Needs Needs • Review of pathways and development of an Disabilities Improvement Improvement Improvement outcome framework
National Must Dos The table below summarises the national Must Do requirements. Further information on how we are meeting each of the ‘Must Dos’ is available on request from the Strategy and Planning Team. Must Do Summary of Requirements Stocktake Reference STPs Implementation of STP milestones and achievement of trajectories against the STP core metrics. Page 1 Finance Deliver organisational and overall system control totals, implement local STP plans to moderate Page 1 demand growth, demand reduction measures and provider efficiency measures Primary Care Ensure the sustainability of general practice by implementing General Practice Forward View, tackle Page 26 workforce and workload issues, improve weekend and evening access and support general practice at scale and the expansion of new models of care. Urgent and Implementation of the Urgent and Emergency Care Review, deliver four-hour A&E Standard and Page 4 and Emergency Care response times for ambulance and by November 2017 meet the four priority standards for seven-day page 47 hospital services. RTT and Elective Deliver the 92% standard in the NHS Constitution on RTT. Deliver patient choice on first outpatient Page 7 Care appointment and achieve 100% of use of E-referrals by April 2018. Implement the national maternity services review. Cancer Implementation of the Cancer Taskforce, deliver the 62-day cancer standard and other constitutional Page 14 standards, improving one-year survival rates. Ensuring that the Recovery Package is commissioned. Ensuring stratified follow up pathways for breast cancer patients are rolled out Mental Health Deliver the implementation plan for the Mental Health Five Year Forward View, ensuring delivery of Page 18 access and quality standards, increase in baseline spend and maintaining dementia diagnosis rate of at least 2/3rds with due regard to forthcoming guidance. People with Deliver transforming care partnership plans, enhancing community provision, reduce premature Page 9 Learning mortality through improved access to healthcare and education. Disabilities Improving Quality Implement plans to improve quality of care particularly for organisations in special measures. Page 12 and in Organisations page 50
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