0. Yvonne Rogers – Strategic Workforce Lead

1. Greater Manchester: a snapshot picture
Good context slide for what we are trying to tackle and the fact that we need to work across public sector to tackle the wider determinants of health. – we know that if people are in good employment, they enjoy better health. We know that our children with a stronger start in life will progress through our education systems and develop the skills they need in adult life.

2. A comprehensive framework for transformation underpins GM’s Strategic Plan
STANDARDISING ACUTE HOSPITAL CARE 3 1
RADICAL UPGRADE IN POPULATION HEALTH PREVENTION
STANDARDISING CLINICAL SUPPORT AND BACK OFFICE SERVICES
TRANSFORMING COMMUNITY BASED CARE & SUPPORT 4 2 5
ENABLING BETTER CARE

3. Why this matters
GM fastest growing economy in the country, but people die younger here than people in other parts of England.
Women have the worst life expectancy in England.
Heart, lung and breathing illnesses mean people become ill younger than in other parts of England and our growing number of older people often have many long-term health issues to manage.
Thousands of people are treated in hospital when they really don’t need to be; care between teams is not always joined up and not always the right quality.
£Millions spent dealing with illnesses caused by poverty, stress, air quality, debt, loneliness, smoking, drinking, unhealthy eating and physical inactivity.

4. Potential benefits in five years, by 2021
Outcomes:
16,000 fewer children living in poverty by increasing the number of parents in employment.
1,300 fewer people dying from cancer.
600 fewer people dying from heart disease.
580 fewer people dying form lung and breathing diseases.
270 more babies born a healthy weight – better for long term health.
More children reaching a good level of social and emotional growth with 3,250 more children ready for the start of school aged five.
Supporting people to stay well and live at home for as long as possible, with 2,750 fewer people suffering serious falls.
All these figures are additional to what is already forecast across GM localities.
Babies healthy weight (Ideally 2,500g or 5lb.8oz minimum weight)

6. Population Health Transformation

7. Development of Locality Plans and use of Transformation Fund
GM Transformation Fund
Year
Total Funding 1
£60m 2
£120m 3
£153m 4
£70m 5
£48m

8. Standardising Clinical Support Services and Corporate Functions
Hospital Pharmacy
Lord Carter Review
Pathology
Procurement
Radiology

9. Enabling Better Public Services

10. Workforce Governance framework
GM Public Sector Reform
GM Health and Social Care
Strategic Partnership Board
GM Combined Authority
Strategic Partnership Board Executive
GM Reform Board
Wider Leadership Team
‘Taking Charge’
GM Health & Social Care Strategic Workforce Board
GM Workforce
Executive Board
10 Locality Plans
GM Locality Workforce Transformation Groups x 10
Locality Governance
Individual GM organisations
Accountable/reporting to
14 Provider Trusts
10 Local Authorities
12 CCGs
Primary Care
No formal accountability
GM Workforce Delivery Unit
Strategy & Policy
Programme Delivery
Workforce Information & Transformation
Organisation Development & Leadership
Education & Development
Managing Change
Staff Engagement
Equality, Diversity & Inclusion

11. Opportunities for the Workforce
Increased opportunity for multi disciplinary working
Increased opportunity for co-location of staff
Opportunity to engage workforce in co-producing, supporting and implementation of local strategic vision and new model of care
Improved information sharing
Development of generic competencies to support integrated working
Increased skill and capacity across the health & social care workforce
Integrated health & social care workforce strategies, with more examples of joint commissioning
Production of quality standards and best practice frameworks to ensure consistent working practices

12. Challenges for the Workforce
The transition to integrated care and support
Finding and keeping the right people with the right values
Ensuring the culture fits
Working across traditional role boundaries
Lack of capacity to drive the agenda forward
Difficulties in sharing data across partner organisations
Lack of engagement from key partners across health & social care
Duplication across the sectors
Lack of clarity about the new ways of working
Lack of leadership

13. Top Key Messages Engagement and Partnership working are key to success
Ability to interface with the wider Public Services Reform Agenda and how this relates to health and social care workforce transformation
Early development of a Strategic Plan and new operating models to allow sufficient time to analyse workforce requirements
Need to consider sharing services and standardising processes to reduce duplication
Jointly agree key competencies and skill requirements for system leaders for the future new society model
Agree and introduce OD/Change Management programmes early especially cultural behavioural change

14. For further detail go to:
@GM_HSC