City Council and NHS Manchester Clinical Commissioning Group

Manchester Health and Care Commissioning Board

A partnership between Manchester

Agenda Item: / 4.1 / Date: / 5 April 2017
Report Title: / Manchester Health and Care Commissioning
Operational Plan
Prepared by: / Leigh Latham
Head of Strategy and Planning
Presented by: / Ed Dyson
Executive Director of Planning and Operations
Summary of Report: / The purpose of this report is to introduce the 17/18 MHCC Operational Plan to the Board, provide an overview of how it has been developed, and to ask the Board to approve the plan subject to comments.
Strategic Objective: / · To improve the health and wellbeing of people in Manchester
· To strengthen the social determinants of health and promote healthy lifestyles
· To ensure services are safe, equitable and of a high standard with less variation
· To enable people and communities to be active partners in their health and wellbeing
· To achieve a sustainable system
Board Assurance Framework Risk: / N/A
Outcome of Impact Assessments completed (e.g. Quality IA or
Equality IA): / N/A
Outline public engagement – clinical, stakeholder and public/patient: / N/A
Recommendation: / The MHCC Board is asked to approve the Operational Plan.
1.0 Introduction

The purpose of this report is to introduce the 17/18 MHCC Operational Plan to the board, give an overview of how it has been developed, and to ask the board to approve the plan subject to comments.

2.0 Background

The MHCC Operational Plan describes how the organisation will ensure delivery against NHS constitutional and statutory targets, the health and care system financial requirements, and the system transformation described in the Manchester Locality Plan (17/18 is Y2 of the Locality Plan). It essentially collates the work programmes that will deliver the business of the organisation within the financial year.

The development of the Operational Plan for 2017/18 began in September 2016 to inform the commissioning intentions for 17/18 and developed further following the publication of NHS national planning guidance ‘2017-2019 NHS Planning and Contracting’. It has been informed by a number of national and local drivers including, for example, the afore mentioned NHS Planning Guidance, the Manchester Locality Plan, JSNA data and benchmarking information such as Right-Care.

As in previous years, a ‘bottom up’ approach has been taken, with teams across the CCGs working increasingly with adult social care and public health colleagues to identify the key programmes work that will deliver the business of MHCC in 17/18.

3.0 Operational Plan Content

The Operational Plan for 2017-18 is being presented in the form of a high level slide-pack, and is supported by a detailed stocktake document which describes how the work programmes deliver against the nine national ‘Must Dos’ set out in NHS planning guidance. This stocktake does demonstrate that plans are in place to deliver the ‘must dos’, although potential gaps do exist and further work is being undertaken with the relevant accountable officer to understand what is being done and the timescales by which these requirements will be met. For example assurances are being sought in relation to what is being done to expand IAPT in general practice.

For 17/18, taking on feedback, we have categorised the work programmes into 5 key areas (appendix 1- slide 12) which are:

· Transformation: Programmes planned to deliver the required system change across the health and social care system. These include the New Models of Care that will be funded through the GM transformation fund, but also span Mental Health, Learning Disability and wider Adult Social Care transformation programmes that are running concurrently in 2017/18.

· Delivery: The plans in place to support delivery against national requirements, which include the ‘must dos’, compliance with the Care Act 2014, the NHS clinical priorities the constitutional standards, and within social care, the development and implementation of a social care procurement strategy.

· Efficiency: Programmes in 17/18 that will maximise opportunities to make efficiencies within this year, and within 18/19. This section contains predominantly the QIPP plans that have been developed jointly with MCC, spanning both health and social care.

· Enablers: Programmes within 17/18 that will enable the transformational change to happen, covering organisational development, estates, workforce development, and IM+T.

· Investments: In 17/18 the programmes focused on transformation will be supported by investment funds, predominately around North Manchester, primary care across the city, GM Transforming Funding and Adult Social Care.

A detailed list of all the work programmes that comprise the Operational Plan is provided in (Appendix 2), which also shows how the majority of the work programmes have been mapped to various NHS business requirements e.g. Right-Care, Must Do’s, and Clinical Priorities.

As a document, the operational plan does read as quite health focused, due to the requirements to demonstrate against national NHS planning requirements. However the work programmes, particularly within the Transformation, Efficiency and Enabling sections do span MCC and Health areas, and have been developed jointly. As we move through 17/18, and MHCC develops, we will strengthen the joint planning both across health and social care, to inform the 18/19 plan accordingly.

Similarly, in line with the strategic aims of the MHCC, as we develop into a more strategic commissioner, the work programmes for 18/19 (and if possible within 17/18) should begin to reflect how we will commission and influence the wider determinants, such as employment, education, and housing.

4.0 Monitoring and Benefits Realisation

Progress against delivery of work programmes and QIPP schemes within the Operational Plan will be monitored on a monthly basis, and reported to the executive team and Finance Committee respectively. Taking on feedback from the 16/17 process, an integrated approach to monitoring the overall plan is being developed, working closely with performance team and business intelligence within MHCC.

To demonstrate impact, a quarterly impact report will be produced detailing progress against indicators in the Improvement and Assessment Framework, EDHR indicators, and any other local indicators proposed by SROs. This will inform the quarterly assurance checkpoint meeting that will take place with GM Health and Social Care Partnership. Again, this is health focused, and work will take place through the development of MHCC relating to how the transformation programmes targeted toward social care impact on both local KPIs, and broader outcome framework measures.

In addition to operational monitoring, the benefits of the totality of the transformation programmes across the system will be tracked. Given the scale of the investment and work planned this will be essential to ensure that the anticipated benefits are being realised, and to enable effective evaluation of the programmes overall.

5.0 Next Steps

Final confirmation of work programmes: As the 16/17 Operational Plan is being concluded, an assessment is being done to assess if there is ‘drift’ of programmes which are yet to be concluded and therefore are moving into 17/18. Following this assessment, the executive team will assess if the totality of work programmes planned are achievable, or if further prioritisation is required.

Positive – Collaborative – Fair