The Wigan Locality Plan for Health and Care Reform The Wigan - PowerPoint PPT Presentation

The Wigan Locality Plan for Health and Care Reform The Wigan Integrated Care Organisation

Wigan Borough Population of Wigan about 320 000 Nearly 98% of Wigan's population are White British: • 50.9% of adults are physically active, Significantly worse than England average • Higher than average rates of obesity • 65% of the borough population are of working age. • 23% of residents have long term illness. • There are nearly 34,000 carers of which 3,000 are likely to be children. • Nearly 100,000 people in the borough are living in the most deprived quintile. • Rates of homelessness are high 3.63 per 1,000 households compared to 2.48 per 1,000 for England. • Smoking prevalence is currently 18.7% & Manual Class prevalence is 24.4% which is below Eng Av of 26.5% (PHE 2015) Our population aged 65+ will increase by 30,000 over the 20 years.

The picture in Greater Manchester

Public Health Outcomes Framework The Public Health Outcomes Framework provides indicators that relate to the absolute health within Wigan Borough The key indicators below show that health in Wigan Borough is improving and the gap with England is reducing Healthy Life Cardiovascular Cancer Mortality Suicide Expectancy Mortality (under 75) (under 75) (All ages) 61.1 133.7/100,000 169.1/100,000 15.9/100,000 Up 18 months Down 25% in Down 12% in Down 20% in in last 2 years. last 5 years. last 5 years. last 5 years. Gap* down 17 Gap* down Gap* down Gap* down months in last 40% in last 5 42% in last 5 73% in last 5 2 years. years. years. years. 62.5 58.1/100,000 137.8/100,000 Each suicide is a tragedy. However as Up 3 years in Down 27% in Down 6% in the number is small last 2 years. last 5 years. last 5 years. for women (6 deaths Gap* down Gap* down Gap* up 12% a year), Public Health over 3 years 50% in last 5 in last 5 years. England has not in last 2 years. years. calculated a rate. *Compared to England *Compared to England *Compared to England *Compared to England Health & Well- Challenges 1. To reduce the gap in health experience between areas across the Borough Being Strategy 2. To help people make lifestyle choices that improve their health 2016-18 3. To focus on what individuals and communities can do to improve health Challenges

Cancer Deaths (age < 75) (Observed and expected relative to England 2012 - 2014) Males Females 250 250 Average number of deaths per year (2012 - 2014) 16 excess deaths per year Average number of deaths per year (2012 - 2014) 200 200 16 excess deaths per year 102 107 Other 86 Stomach 150 150 Other Oesophageal 89 7 Stomach Breast 15 Oesophageal Bowel 4 7 Prostate 8 21 Lung 100 16 100 3 Bowel 4 15 32 25 Lung 31 22 14 50 50 14 67 54 54 41 0 0 Wigan - Actual Wigan - England rates Wigan - Actual Wigan - England rates applied applied Source: Heath and Social Care Information Centre Source: Heath and Social Care Information Centre

Principles of Reform for Public Services in Wigan and GM A different conversation with residents leading to a better • understanding of their interests and assets and not their deficits and needs; Working with – rather than doing to or for; • Taking an asset based approach and building on • community, family and individual’s strengths; Working with the whole family in a joined up and • coordinated way; Utilising evidence based interventions and developing an • evidence base for new interventions; Understanding and supporting the assets of a community; • People in control , not passively receiving services •

Aligning Reform Across Sectors in GM 3 3 STANDARDISING STANDARDISING 1 1 ACUTE ACUTE H&SC RADICAL RADICAL & SPECIALIST & SPECIALIST UPGRADE IN UPGRADE IN TRANSFORMATION CARE CARE POPULATION POPULATION STANDARDISING STANDARDISING 4 4 HEALTH HEALTH CLINICAL CLINICAL 2 2 TRANSFORMING TRANSFORMING PREVENTION PREVENTION SUPPORT AND SUPPORT AND COMMUNITY COMMUNITY BACK OFFICE BACK OFFICE BASED CARE & BASED CARE & SERVICES SERVICES SUPPORT SUPPORT 5 ENABLING BETTER PUBLIC SERVICES The creation of innovative organisation forms, new ways of commissioning, contracting and payment design and standardised information management and technology to incentivise ways of working across GM, so that our ambitious aims can be realised. RECONFIGURING RECONFIGURING 3 3 EARLY EARLY 1 1 SPECIALIST SPECIALIST INTERVENTION INTERVENTION SERVICES: SERVICES: AND AND DRIVING DRIVING PREVENTION: PREVENTION: CONSISTENCY CONSISTENCY IMPOVEMENT IMPOVEMENT 4 4 IMPROVING IMPROVING OF STANDARDS OF STANDARDS AND EFFICIENCY: AND EFFICIENCY: 2 2 TRANSFORMING TRANSFORMING OUTCOMES OUTCOMES WIDER REFORM & OUTCOMES & OUTCOMES GM STANDARDS GM STANDARDS LOCAL SERVICE LOCAL SERVICE FOR GM FOR GM AND SHARING AND SHARING ACROSS GM DELIVERY: DELIVERY: SERVICES SERVICES PLACE BASED PLACE BASED INTEGRATION INTEGRATION

Wigan’s Health & Wellbeing Strategy • Creating a Culture of Health & Well-being (based on Robert Wood-Johnson Foundation framework) 1 • Delivering Further Faster Towards 2020 (Locality Plan) 2 • Creating & Sustaining Resilient Communities (The Deal) 3 • Addressing Wider Determinants through Maximising the Potential of Growth & Reform (Wigan’s Economic Prospectus) 4

Wigan Locality Plan for Health and Care Reform Track Record of Transformational Place based Outcomes Delivery Programmes integrated working A number of place based Reducing Non Elective MCPs built from Primary Admissions Population Health Gain Care Clustering and used Heart of Wigan Financial as the default place based Reducing Health Sustainability setting for the Inequality implementation of Reduced Acute existing reform Transformed New model of social Activity programmes/business Community Based Care cases: Care authorisin Reduced g Award winning Institutionalised • Community Nursing The Wigan Integrated and Therapies Care Integrated Care Neighbourhood Teams • Outpatients Organisation • Reformed Adult Improved Care Social Care Prime Ministers Outcomes Standardisation of Acute • New integrated Challenge on primary Services children's model care access success Residents well and WWL standards based • Place based PSR independent horizontal alignment addressing wider Best performing GM determinants system in 2015/16 Public Services winter Orientated towards prevention not crisis Enabling Better Care Benchmark for place • Estates Strategy • Aligned Commissioning based public service • Workforce Reform • Share to Care reform in GM 9

Heart of Wigan • North Karelia Whole System CVD Prevention 1 • Heart Start from Seattle 2 • Lessons from Heart of Mersey 3 • RSPH Health Improvement Level 2 (Heart Champions) 4 • Community Defibrillator roll-out 5 • NHS Health Checks ..plus Vascular Dementia risk 6

Heart of Wigan Phase 3 HWBS Priority 1. Increase Physical Activity • Embed routine NRT provision within pre- • Review targeted early intervention and operative process for elective surgery prevention, and universal physical activity offer. • Vascular dementia risk awareness programme • Develop programmes targeting key cohorts and support developments of Dementia united (Learning & physical disabilities, mental health and dementia friendly communities. etc). • Maximise the potential of new technology for • Review the weight management offer across Health Improvement eg. Wellness kiosks, Quit-it clinical and community programmes – across app, mobile support offer. start live and age well HWBS Priority 3. Increasing Independence & • Launch “Wigan on the Move” as part of Wigan Resilience WellFest (3 rd -11 th Sept 2016) • Ensure Health Improvement outcomes are • Borough-wide roll-out of Daily Mile in all incorporated into Deal For Communities primary schools (including ‘Get Wigan Moving’ allocation). HWBS Priority 2 Finding the Missing Thousands • Strategic placement and registering of defibrillators. • Expand Health Check screen to include depression and anxiety • Expansion of CPR training and Heart Champion programme. • Expand Health Improvement Service offer to develop and include effective level 1 alcohol HWBS Priority 4. Transport and Planning reduction and wellbeing offer. • Borough wide strategic cycle plan. • Develop and implement appropriate and • Develop & agree local criteria on Section adaptable wellbeing programme to be 106/community levy investments. delivered by and for WWL staff groups • Broaden the scope of the current ‘greenspace offer’.

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