1. A Commissioner's Perspective & the Health Initiatives Programme Andrew Copland Commissioning and Delivery Manager Hartlepool and Stockton on Tees CCG Steve Rose Chief Executive Catalyst Stockton

2. Setting the challenge All CCGs and their partners are involved in a strategic transformation agenda Challenge set by NHS in Five Year Forward View

3. The Case for Change

5. Setting the challenge Over-utilisation of secondary care compared to the rest of the country Taking resources that could go into prevention and supporting patients to manage their own conditions more effectively The status quo is no longer sustainable. We need to: take different actions to get different results work with new types of organisations create new pathways for primary, urgent, acute and community care

6. The Case for Change: STP Footprints STPFootprint Name Population (million) Number of CCGs 1 Northumberland, Tyne and Wear 1.45 2 West, North and East Cumbria 0.31 3Durham, Darlington, Tees, Hambleton, Richmondshire and Whitby 1.36

7. The Case for Change: STP Footprints NHSE: local health and care to create ambitious local plans for accelerating the implementation of 5YFV Sustainability and Transformation Plans (STPs), place-based (44 footprints), multi-year built around the needs of local populations. Drive sustainable transformation 2016 and 2021. Build and strengthen local relationships The boundaries will not cover all planning eventualities and may change over time

8. The Case for Change: STP Footprints Place based focus: closer alignment between organisations Increased focus on prevention Lifestyle: smoking, obesity and alcohol Keeping people healthier, more independent and more engaged Evidence base- warranted/unwarranted variation challenge Build on collaborative work with VCSE organisations VCSE-build partnerships of different sizes-national and local In my own area the STP is Building on community assets/relationships Links with VCSE via VONNE Understanding how to upscale current initiatives that reach the relevant local communities and deliver health improvement/encourage innovation

9. Building Partnerships Hartlepool and Stockton on Tees CCG recognises the importance of a vibrant, distinctive and thriving Third Sector but: Developing your own local solution Where are things working already? Local/ National Projects-Fairer Start/ Integrated Personalised Commissioning Developing a partnership approach over time

10. Health Initiatives Programme 16/17: Two localities/very different approaches Joint Panels: CCG managers, GPs, Public Health, Catalyst/HVDA Agreed Priorities linked to CCG strategic objectives Projects should address one or more of the following priorities childhood obesity long term condition (self-management /education and support) long term mental health conditions (Adults and Young People) Supporting People with Learning Disabilities Supporting Discharge – befriending, addressing isolation and loneliness Supporting people through the cancer pathway

11. Health Initiatives Programme Quarterly performance/ End of year evaluation Evidencing Health Gain-challenge Identification of Projects for mainstream funding via Better Care Fund or commissioning intentions

12. Summary Rapid change/Place based/Person centred- a distance to travel still Evidence drives change Understand what your commissioner needs Be prepared to collect evidence to meet commissioner needs Use infrastructure organisations / larger partnerships to simplify your message Develop local and national relationships so you can respond effectively How can you add value and how any new resource will aid delivery Recognise each other’s constraints- build and design together

13. Andy Copland Commissioning and Delivery Manager 01642 745957 andrewcopland @nhs.net Steve Rose Chief Executive 01642 733906 Steve.rose@catalyststockton.org