1. New Economy Breakfast Seminar – 13 July 2016

2. 1 What Has Changed?

3. | 2 Where are we focussing our efforts – our Strategic Plan The development of local care organisations, where doctors, nurses and other health professionals come together with social care in teams, so when people do need support from public services it’s largely in their community, with hospitals only needed for more specialist care Hospitals across GM working together to make sure expertise and experience can be shared widely so that everyone in GM can benefit equally from the same high standards of care Other changes which will make sure standards are consistent and high quality across GM, as well as saving money, for example sharing some functions across lots of organisations, sharing and consolidating public sector buildings, investing in new technology, research and innovation A fundamental change in the way people and our communities take charge of, and responsibility for, their own health and wellbeing

4. 3

5. Five assessment criteria for the Fund have been approved by the Strategic Partnership Board The assessment criteria for funding proposals will be based around five main areas outlined below. Alignment to GM strategy Readiness to deliver Stakeholder engagement Robust financials The proposal will need to demonstrate alignment to the GM transformation initiatives in both its strategy and vision as well as its plan design. This will include creating a link between the programme and GM/STP outcomes as well as articulating how the proposed solution will close the financial gap. The proposal will need to demonstrate that it is ready to be delivered. This will include demonstrating:  Project management infrastructure is in place  The local system is capable of delivery  The intervention specifics, such as target patient groups have been developed In order to be successful, applicants need to provide evidence of wider stakeholder support. This will need to be in the form of:  Formal sign-offs and agreements  Evidence of co- design  Patient engagement Proposals will need to clearly demonstrate that the locality 5 year financial and activity plan contributes to closing the gap and underlying opportunity for GM (or specific localities). The programme specific finance template (see slide 10) should demonstrate the investment ask, impact on activity and finance and therefore the return on investment (ROI). Foundation for Further Transformation Final proposals will need to demonstrate the replicability and forward planning involved in their programmes. This will include:  Identifying the evaluation framework in place  Identifying the approach to sharing best practice and lessons learnt The five criteria will be the same for GM initiatives, however the requirements will be adjusted to ensure they are appropriate.

6. Progress is being made across a number of areas 5 We are: Operating the formal governance for the partnership including binding decision making capability affecting all 37 organisations Working across all 37 organisations to implement the Strategic Plan Implementing plans to transform Learning Disability services, mental wellbeing, shared hospital services, and 7 day primary care access Pooling over £3bn of budgets across the ten localities Driving Health Innovation Manchester to deliver dynamic innovation and discovery as a core part of GM’s operating model. Opening the Transformation Fund to ensure the Fund delivers the models and changes the patterns of provision. Progressing the approach to achieve the transformation in the use of public estates including signed MOUs between GM and DH and across localities Developing DataWell to enable the largest and most comprehensive integrated shared record across health and social care in the UK.

7. Additional critical decisions will need to be taken in the coming months. These are confirmed as our implementation priorities for 2016/17 6 In the coming months we will: Make the first £60m investments from the Transformation Fund Conclude the acquisition of Manchester Mental Health & Social Care Trust Confirm the overarching strategy to standardise acute and specialist care Launch of the GM Early Years Strategy Securing compliance with Improving Outcomes Guidance for Cancer surgery Launch of extended GM primary Care Strategy Establishment of a GM Urgent & Emergency Care Taskforce to recover performance and set sustained improvement Launch of the first wave of Locality Care Organisations Commissioning Plans for a GM Health Checks programme Development of a Universal Offer for Carers across GM Adult Social Care Radical Reform Programme