1. Manchester Health and Care Commissioning Strategy
BME Partnership
8th February 2017

2. Session Overview A single health and care commissioner for Manchester
Overview of the draft Commissioning Strategy
Table discussions:
Draft commissioning strategy – strategic aims
Partnership working:
VCS and commissioners
VCS and providers

3. Single Commissioning Function
The journey so far

4. Context 1 - Manchester Locality Plan
Transform / improve outcomes and sustainability
9 priorities
3 pillars:
Single Commissioning Function
Local Care Organisation
Single Hospital System

5. Context 2 - Manchester Locality Plan
Designing a 21st century health and social care system to help Manchester achieve its vision to be one of the world’s top flight cities
Single commissioning function
Description - setting out why / purpose
LCO – why and purpose

6. Recommendations Single Commissioning Function, comprising:
Single Manchester CCG
Manchester City Council
Partnership agreement
Strategic focus
Many existing functions undertaken by LCO
Role of GM
Agreement and implementation commenced – working title: Manchester Health and Care Commissioning

7. Strategic Commissioning Operational Commissioning
Commissioning systems not services
Manchester and Greater Manchester system leadership
Setting outcome measures for the population of Manchester and defining the broad models of care required from providers
Assuring the quality and safety of service provision delivered in Manchester
Ensuring financial and performance targets are met – system wide
Fulfilling statutory functions and duties e.g.
safeguarding
short, medium and long term financial balance against allocations
Strategic market management
Innovative in commissioning / contracting - prime contract / alliance model payment systems
Support Asset based approach and co-production through commissioning
Alignment with broader public services
Operational Commissioning
Commissioning health and care services
Neighborhood focus – engaging with local people and practitioners to ensure local needs are understood and met
Focus on achieving outcome measures - clear ‘logic’ of metrics at service level to high level outcomes
Service and pathway redesign
Functional support to contracting, business intelligence and finance.
Commissioning of individual or small scale packages of care e.g. CHC and associated strategic commissioning
Oversee and manage medicines optimisation across the system ( primary and hospital care)

8. Commissioning Strategy
Overview

9. ‘Straw man’- Commissioning Strategy
Vision/Mission/Values
Context
Current state (assets and need)
What we want to achieve / outcomes
How we will work
System Transformation
Vision / values / mission – informed through the work that Mike is leading on
Context National Policy – 5 Year Forward View0
GM Devolution – Taking Charge
Our Manchester
Manchester Locality Plan
3. Current state - Overview of the assets and how they are providing positive contribution across the city,
The difference between this strategy and others, is that we want to start from the positive asset base that we have across Manchester and build on this.
4. What success will look like – what the outcomes we are working toward will be
5. How we will work - approach to commissioning as a strategic commissioner
6. System Transformation – 3 pillars, and how the formation of these will drive the transformation of the system.

10. Mission and values Our values: Positive Collaborative Fair
Our ambition, what we do, how and why
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.
Our values: Positive Collaborative Fair

11. £133m Context #ClinLeaderMcr Finance - growth against funding gap
Demand – demographic aging and growing population, cultural – 24/7, public expectation
Poor outcomes – give examples of where manchester city
Fragmented system – continuity of care across the system, variation between provision
Strengths – community assets , partnership working across organisations and communities, Our Manchester
Challenges – all of the above
£133m
#ClinLeaderMcr

12. Strategic aims and outcomes
Working for a Healthier Manchester
Improving health population outcomes e.g.
Healthy life expectancy
Fewer people dying of cancer, CVD, and respiratory disease
Developing a thriving city, reducing dependency e.g.
More families will be economically active and family incomes will increase
More people supported to stay well and live at home as long as possible
Achieve a sustainable system
Finance, workforce ….
Quality
Safety, experience and effectiveness
Reducing variation, CQC ratings
Starter for 10 – following on from current plans, locality plan etc, pulled out what success would look like for Manchester.
Setting up a task Group to take this forward:
The purpose of this piece of work is as follows:
Develop and articulate the strategic aims of the MHCC;
Describe how the achievement of the strategic aims will be measured (using existing frameworks) over the timeframe of the strategy;
Identify are priority outcomes under the strategic aims for the MHCC.
Progress to date in the development of the strategy has identified the ‘balanced scorecard’ approach (above) in describing the strategic outcomes of MHCC could be used, and these domes could translate into the strategic aims of the organisation. If that approach was taken, examples of the frameworks that would map are also provided.
This commissioning strategy sets out how we will commission for the population to achieve our vision. How the achievement of that vision will be tracked and measured across the system through existing strategic outcome frameworks developed across the city:  
Improving health population outcomes – GM Outcomes Framework
Developing a thriving city – Manchester strategy
Achieving financially sustainable system – CBA analysis linked to the H+WB activity shifts
Quality – NHS Outcomes framework / constitutional measures – Co-production
Patient experience – Constitution – Co-production

13. Strategic commissioner Strategic influencer / partner
How we will work…
Strategic commissioner
Outcomes
Commissioning and transforming systems, not services
Assuring performance, quality and safety of commissioned services
Driving collaboration and co-production
Promoting strength and asset based approaches
Ensuring equity – access, outcomes and experience
Strategic influencer & partner
Health and social care
Public, voluntary, community sectors and beyond
Wider determinants
Manchester, GM and beyond
Strategic commissioner +
Strategic influencer / partner =
System leader

14. Discussion points
Are these the right strategic aims for a strategic commissioner?
Partnership working:
How do you think we can best work together to achieve these strategic aims?
What support can commissioners provide to enable effective partnership working between the voluntary and community sector and the LCO?