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Big Health Day THE VOLUNTARY SECTOR, THE BIG SOCIETY AND THE GREATER MANCHESTER HEALTH SYSTEM WARREN HEPPOLETTE JANUARY 20 TH 2011.

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Presentation on theme: "Big Health Day THE VOLUNTARY SECTOR, THE BIG SOCIETY AND THE GREATER MANCHESTER HEALTH SYSTEM WARREN HEPPOLETTE JANUARY 20 TH 2011."— Presentation transcript:

1 Big Health Day THE VOLUNTARY SECTOR, THE BIG SOCIETY AND THE GREATER MANCHESTER HEALTH SYSTEM WARREN HEPPOLETTE JANUARY 20 TH 2011

2 Overview Context The Greater Manchester NHS and the Voluntary & Community Sector A Challenging Present QIPP, the efficiency challenge and deficit reduction Liberating the NHS – the NHS White Paper A Positive Future Population health and Greater Manchester’s Assets A thriving social market for health

3 Context The Greater Manchester NHS and the Voluntary & Community Sector

4 A population of 2.8m people served by 10 PCTs, 10 Acute Trusts (8FTs), 10 Metropolitan Councils (now operating collectively as a Combined Authority).

5 Oldham Bolton M/cr ALW Salford T&G Trafford Stockport HMR Bury PCT CMFT Provider UHSM Trafford PENNINE Salford WWL Bolton Tameside Stockport % % % % % % % % % % % % % % % % 8.69% % % % % 8.72% % 6.17% 8.54% % 6.56% 8.35% 6.12%4.60% GM Elective Admissions 2009/10 1 st 2 nd 3rd Greater Manchester is marked by significant cross boundary acute flows, which provides the rationale for much of the work which has defined collaboration in recent years

6 The voluntary sector of Greater Manchester is the largest outside London with over 11,000 organisations (6% of the national sector). The sector directly employs 67,000 staff (5% of the workforce) This does not include around 235,000 unpaid staff and trustees and over a million volunteers It contributes at least £1.6 billion to the Greater Manchester economy (much more if the value of unpaid work is included). There are over 5,000 registered charities Greater Manchester’s Voluntary Sector

7 Greater Manchester has the most developed system of cross-city collaboration in the UK outside London. This is most expressly illustrated through the recent agreement of Combined Authority status for the 10 Councils. This now provides for accountable political leadership operating at the Greater Manchester level. Since 2004 the 10 PCTs have pursued formal collaboration, underpinned by a governing Constitution, providing a means of collective decision making for health care commissioning. Since 1975 the GMCVO has existed to promote a thriving, effective and influential voluntary sector History of Collaborative working

8 Since 2004 these arrangements have delivered: A major reconfiguration of maternity and children’s services as part of Making it Better building on the biggest public consultation in the NHS’s history. Reconfiguration of acute stroke services introducing three hyper acute centres providing service to the whole of the GM population, winning the HSJ Award last year for World Class Commissioning. Development of a leading edge Public Health Network overseeing evidence based practice, joint screening programmes, marketing and communications and major prevention programmes on tobacco, alcohol, and healthy weight. Establishment of the GM Health Commission representing a formal partnership between the 10 Councils and the NHS under the auspices of the Combined Authority Development of the Health Partnership between the PCTs and the GMCVO and the emergence of the UK’s largest VCS procurement consortium History of Collaborative working

9 GM Health Partnership Informing Commissioning Support to Psychological Therapies Tender process Voluntary sector health website and service directory Supporting Commissioning Hepatitis C Tender VCS Health & Wellbeing Consortium Building Partnerships Health & Community Transport Representing the sector in GM work Supporting Localities Delivering Racial Equality in Mental Health Synergy’ the open forum for local infrastructure staff with a specialism in health and social care

10 A Challenging Present

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12 The financial challenge facing the NHS is without precedent. This will be a hugely challenging scenario given the continued increases in demand for NHS services over a long period of time. This is a complex multi-factorial issue relating to supply, technological advance, fresh entitlements and the changing population demographics. It is difficult to conceive that this demand will reduce. Furthermore, there are a number of baseline inflationary pressures within the NHS system which, if unaddressed, may require further funding – pay (both pay awards and incremental points), non-pay and estate costs. It is estimated that the “stand-still” inflationary pressures could be of the order of 5% per annum, thus making flat cash, in effect, a real terms reduction in funding QIPP – The Productivity & Efficiency Challenge We estimate the size of the gap to be addressed across Greater Manchester is £1.4bn

13 Financial Picture – Acute Funding

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15 Efficiency Prospectus

16 NHS White Paper – Liberating the NHS GP led commissioning Information Revolution HealthWatch NHS Commissioning Board Public Health Transfer Health & Well-Being Boards Place Based Budgeting

17 2010/112011/ PCTs NW SHA Local GP Consortia GM NHS Commissioning Board? Wind Down Ramp up Managing transition – containment & creativity PCT Clustering Maintain quality, safety, performance and financial balance Oversight of QIPP Plans Closedown of the PCTs Handover to consortia Commissioning & contracting for the NHSCB Development of initial commissioning support arrangements Various support arrangements Creating the New Commissioning Architecture 10 PCTs 10 Health & Wellbeing Boards GM Combined Authority GM H&WB Board Healthy Lives Healthy People Transfer of function Ringfenced budgets Public Health England Embedding Leadership for Public Health 10 Local Authorities

18 The crisis consists precisely in the fact that the old is dying and the new cannot be born; in this interregnum a great variety of morbid symptoms appear

19 A Positive Future

20 Health & Well Being Boards The space to reframe the health partnership between public services, the voluntary sector and communities. The contribution of the voluntary and community sector…  Leadership, Voice & Advocacy  Inform and shape commissioning strategy  Design, deliver and support services

21 Joint Strategic Needs Assessment – Big Society, Asset Based Approach Tackling the deficiency model Mapping the strengths and assets of our communities Proving the effectiveness of the social market to inform longer term commissioning Public Health Responsibility Deal

22 A Thriving Social Market Securing a social finance architecture Recognising shifts in funding principles – Payment for Success Bridging national policy with local ownership – eg tackling worklessness Rethinking procurement – the opportunity of the Consortium Meaningful engagement in Community Budgeting

23 Aligns directly with GMS approach Continued GM influence on government policy Potential to develop our four themes:  0-5  Worklessness  Offender Management  Child Poverty And other social challenges that need more joining up Community Budgets

24 Real joint investment: ‘Table stakes’ Secured commitment to pool/flex local resources DWP Jobcentre Plus GM PROBATIO N GM POLICE DWP Prime contractor( s) Health AGMA/ Combined Authority Spare seats CVS? e.g. Local commissio ning budgets e.g. Public health GP budgets Range of LA place based resources e.g. Neighbour hood Policing e.g. Local commissio ning budgets e.g. Premises Discretiona ry Funds Other public services Private Sector Social Impact Bond Investors Trusts Lottery Etc.. e.g. Social Impact Bonds ‘Asks’ of Whitehall Depts Re: flexibilities, barriers, incentives, targets Community Budget

25 DWP Jobcentre Plus GM PROBATIO N GM POLICE DWP Prime contractor( s) Health AGMA/ Combined Authority Spare seats CVS? Proposed Interventions ‘Business case’ ‘Gateway’ assessment Plausibility Capacity Returns on investment (to who, how, when) Align investor resources Mainstreaming plan Intervention delivery Investor alignment Evaluation: outcomes/cost benefits ‘Dividend’ distribution (Whitehall, Agency, Community, replenish fund) Roll out decisions Mainstreaming De commissioning Integrated Commissioning Model

26 Your knowledge, connections and ‘reach’ are an asset You need to be able to quantify, describe and sell those benefits There may be opportunities to make some early running during the significant transition Concluding messages for the sector


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