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Yvonne Rogers – Strategic Workforce Lead

This snapshot provides a comprehensive framework for the transformation of healthcare in Greater Manchester, focusing on standardizing acute hospital care, population health prevention, clinical support and back-office services, and community-based care and support. The plan aims to address the region's health disparities, improve healthcare quality and outcomes, and increase workforce collaboration and engagement. Visit www.gmhsc.org.uk for more information.

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Yvonne Rogers – Strategic Workforce Lead

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  1. Yvonne Rogers – Strategic Workforce Lead

  2. Greater Manchester: a snapshot picture

  3. 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 4 TRANSFORMING COMMUNITY BASED CARE & SUPPORT 2 5 ENABLING BETTER CARE

  4. 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.

  5. Potential benefits in five years, by 2021 Outcomes: • 16,000 fewer childrenliving 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.

  6. Population Health Transformation

  7. Development of Locality Plans and use of Transformation Fund GM Transformation Fund

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

  9. Enabling Better Public Services

  10. Workforce Governance framework GM Health and Social Care GM Public Sector Reform Strategic Partnership Board GM Combined Authority Strategic Partnership Board Executive GM Reform Board Wider Leadership Team ‘Taking Charge’ GM Workforce Executive Board GM Health & Social Care Strategic Workforce 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 Organisation Development & Leadership Workforce Information & Transformation 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: www.gmhsc.org.uk @GM_HSC

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