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Working for a Healthier Manchester

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Working for a Healthier Manchester WORKING FOR A HEALTHIER MANCHESTER STAKEHOLDER BULLETIN SIX 1 CONTENTS Foreword – page 3 The future of health and social care: the next five years – page 4 Single Manchester Hospital Service – page 5 Manchester Local Care Organisation – page 8 Single Commissioning Function – page 11 Manchester’s recovery following Arena attack – page 13 Updates from North Manchester general Hospital – page 15 Manchester Public Health News – page 17 Manchester’s Children’s services – page 18 Greater Manchester Health and Social Care Partnership news – page 19 2 FOREWORD Welcome to the latest update on what is happening in health and social care in Manchester. The last few months have been an incredibly busy time for everyone involved in moving forward the health and social care agenda including the establishment of Manchester Health and Care Commissioning, our single commissioning function made up of a partnership agreement between the Council and CCGs, which has been up and running since 1 April. In addition to this the city has been recovering and supporting the bereaved and the injured after the Arena atrocity on May 22 – where our communities stood strong in the face of terror: showing that love, respect and unity will always counter hate. The pain and loss of the families affected is unimaginable – and we recognise the committed and compassionate role that our health and care professionals will play in long-term healing and support. Words alone don’t express our city’s magnificent reaction and love for all those affected: so here I must let the sheer swell of sympathy and countless acts of kindness be the testimony of this city’s undeterred spirit. Sir Richard Leese, Chair of Manchester's Health and Wellbeing Board 3 The future of health and social care: the next five years Context: Manchester’s Locality Plan: The vision that describes the future of health and social care in the city over the next five years is the Manchester Locality Plan – called A Healthier Manchester. This plan gives details of the city’s approach to improving health outcomes in Manchester, while also moving towards long-term financial and clinical sustainability. In essence, it is the commissioning plan for joining up – or integrating – health and social care services in Manchester. It contains three key parts, or pillars, which will drive the transformation of these services, needed to keep our city healthy. These pillars, which are interlinked, are a Single Commissioning Function; a Single Local Care Organisation; and a Single Manchester Hospital service. Both the Single Hospital Service and the Manchester LCO will deliver models of care which span both community and hospital settings to treat people as close to home as possible. 4 Single Manchester Hospital Service Background summary: A single hospital service The clear benefits of a single hospital service for the city were originally set out in the first report of Sir Jonathan Michael to Manchester’s Health and Wellbeing Board. Ultimately, this initiative will see the coming together of Central Manchester University Hospitals NHS Foundation Trust and University Hospital of South Manchester NHS Foundation Trust into a new single hospital Trust for the city; the plan is then for North Manchester General Hospital (part of The Pennine Acute Hospitals NHS Trust) to be transferred into the new organisation. The full set of reports can be read here: Stage One Stage Two Latest News Good progress continues to be made in the work to create a new Single Hospital Service for the City of Manchester, Trafford and the wider communities that our hospitals serve. The programme involves Central Manchester University Hospitals NHS Foundation Trust (CMFT) and University Hospital of South Manchester NHS Foundation Trust (UHSM) coming together with North Manchester General Hospital, to create a new city-wide hospital Trust. In the first phase, CMFT and UHSM will join together to create a new Foundation Trust in October 2017. We continue with our plans to integrate NMGH with the new organisation around 12-18 months later. Benefits Creating a Single Hospital Service (SHS) will create a wide range of benefits for patients (see below), and will allow us to build an organisation 5 that is fit for the future, in light of rising demand on services, staff shortages and significant money pressures. It will also bring opportunities for us to grow our research, education and investment into our region, and attract highly skilled staff. What difference will the SHS make to patients and their families? Patients and their relatives and carers will experience a number of benefits including: Better continuity of care wherever you are treated Consistently high standards of services at all hospitals Stronger teams sharing specialised skills 24/7 Approvals process In order for the merger of CMFT and UHSM to take place, the change needs to be approved by the Boards of Directors of the two Trusts, as well as being cleared by the Competition and Markets Authority (CMA), and receiving a satisfactory assessment from NHS Improvement (NHS I). CMA: The CMA review is on-going, but its provisional findings concluded that the proposed merger would result in reduced competition for a number of services, and this could mean that standards of service would not be maintained. However, the Trusts have given evidence of why this would not be the case, and have described a significant number of additional patient benefits that will arise out of the merger. The CMA has indicated that the merger could receive clearance if the patient benefits outweigh the loss of competition. NHS I: A Business Case was submitted to NHS I in March and an Integration Plan during May. Assessment of these documents and further development of the integration plans is continuing. A meeting will take place during August between the Board of NHS I and the Interim Board of the new Foundation Trust (see below) and it is anticipated that NHS I will issue its assessment during September. 6 As Foundation Trusts, the two merging organisations both have independent Councils of Governors (including elected representatives for staff and the public), and as part of the assurance process both of these groups will be asked to consider whether an appropriate process has been followed by the Boards of Directors in relation to the merger. Leadership of the new organisation To ensure there is strong leadership to take the new organisation forwards, an Interim Board of Directors has been created, with representation from both CMFT and UHSM. The Interim Board will be responsible for the work required to help ensure a safe and smooth merger between the two Trusts. It is led by Chairman Kathy Cowell, Deputy Chairman Barry Clare and Chief Executive Sir Michael Deegan. Next steps The key dates for the SHS programme are: 13th August: CMA final decision expected End of August: NHS Improvement assessment expected Mid-September: Council of Governors to vote on process followed 1st October: New organisation comes into existence 12-18 months later: North Manchester General Hospital joins the new organisation 7 Manchester Local Care Organisation Background One of the key elements of the Locality Plan was the development of a Local Care Organisation that will provide all “out of hospital” health and care for the city’s residents. It will provide sustainable, high quality, safe and affordable prevention, primary, community, mental health, secondary health and social care services. The vision is for services to be delivered seamlessly across the city through partnership between the main statutory health and social care providers, working together with strong voluntary, community and social enterprise sector services. The LCO will work at neighbourhood level to support good health, manage conditions and prevent ill health. It will provide targeted care to support people and their families, particularly those who have the greatest health and care needs. This means it will coordinate care across primary, community and secondary settings and will focus on six key population groups in the first instance: - Frail older people - Adults with long term conditions and at the end of life - Mental health, learning difficulties, and dementia - Children and young people - People with complex lifestyles - Prevention and those at greater risk of hospital admission. It will provide - A high standard of care closer to home - Co-ordinated partnership working to simplify care pathways and accessibility to services - Delivery of improvements to population health. 8 The LCO Prospectus Working together, the former NHS Manchester Clinical Commissioning Groups and Manchester City Council (now Manchester Health and Care Commissioning) developed a Prospectus for the Local Care Organisation. This describes from a commissioner’s point of view what the LCO will deliver and how it will work and can be seen here: www.healthiermanchester.org Commissioners engaged extensively with providers and the voluntary sector to inform the contents of the Prospectus, before the formal start of the procurement process under EU rules started on March 10 with a publication of a tender notice The full scope of the contract will depend on more details, but following feedback from the prospectus consultation last year, commissioners expect some or all of the services below to be included: Adult Social Care Adult Community Health Services Some aspects of Children’s Social Care Children’s Community Health Services Mental Health Services Primary Care Prescribing Public Health Services Continuing Healthcare and Funded Nursing Care Latest News: Selection exercise – where we are now A single submission was received at the qualification stage of the process and was assessed as compliant. This now means the process has moved to the more detailed award stage. The bidding consortium is the Manchester Provider Board, which includes but is not limited to, the city’s GP federations, the city council, the city’s three hospital Trusts and community services, and Greater Manchester Mental Health Trust.
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