CCG vision: Improving the health of local people through reducing inequalities and commissioning quality services for the best health outcomes

1. Improving the quality of health services

2. Manage planned care – use of pathways

3. Manage urgent care – use of pathways

4. Prevent and manage long term conditions

CCG Strategic Objectives

Programmes of Work

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Integrated health and social care service provision at North Manchester General Hospital site

Access, quality, innovation and value for money essential elements

Gas

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Years 1&2 Years 3,4 & 5

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Operational Plan Measures 2015/16

Reduce the rate per 100,000 population of potential years of life lost from 2997 to

2790

To be updated with any local quality premium area

Increase diagnosis of dementia to 67%

Improve IAPT access to 11%

Improve the rate of health related quality of life for people with LTCs from 66 to 68

Reduce rate of emergency admissions for the CCG from 3740 to 3589

For Manchester, reduce the rate (per 100,000 population) of permanent

admissions to residential / nursing homes from 825 to 732.7

Achieve the plan set for the CCG for the number of cases of C.Difiicile and have no

cases of MRSA

Reduce the number of patient s having a poor experience of hospital care from

120.3

Reduce the number of patients having a poor experience of out of hospital care (GP

and OOHs) from 7.5 to 7.0

Innovative - inspiring improvement and engaging in delivery Equitable – patients receiving the same care no matter which practice in North Manchester a patient is registered withTransparent – accountable to patients and the publicPassionate – driving improvement through change and clinical leadershipRespectful – seeking views and opinions: having an inclusive approach

Values

Enablers

Financial balance across the economy

Governance

CCG Board - accountable for delivery of the CCG’s strategic and operational plans

Health and Wellbeing Board - the partnership Board with oversight of strategic health and care priorities and the Better Care Fund

North Manchester Integrated Care Board - accountable for delivery of the programmes of work with health and social care partners including: integrated care locally, pathways and service redesign and sites for service provision (in and out of hospital)

CCG Executive Management – to oversee strategic delivery

Clinical Redesign Group - clinical leadership of service design and improvement

Men

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Have around 750 less A&E attendances (all types)

Reducing variation in member practices

Contracting levers and controls

Better Care Fund (service delivery): intermediate care & reablement; crisis response; palliative care; Manchester pathway for the homeless; nutrition in care homes; stroke early supported discharge; integrated care and teams; community

intravenous service

Healthier Together

Quality strategy and improvement approach

5. The CCG is fit for purpose & able to fulfil responsibilities