What does the NHS Long Term Plan mean for devolution?
As Greater Manchester announced its model of public services, the NHS published its plan for the next ten years (NHS Long Term Plan).
The GM model embeds the concept of place-based working into practice; promoting a model of public service delivery that is truly preventative and person-centred, with integrated place-based teams of co-located professionals working together.
These themes are reflected in the NHS Long Term Plan which focusses on providing services outside hospitals and moving towards more joined-up, preventative and personalised care for patients.
Greater Manchester has the most advanced devolution deal in the UK and is the only city region to have been given control of its health and social care spending.
Join us as we explore the impact the devolution deal has had on the health and care system and how it will continue to change across Greater Manchester over the next ten years.
About the Speakers:
An award winning commercial and technology lawyer specialising in the health and care sector, Charlotte advises health and care organisations on legal, commercial and strategic issues relating to commissioning, contracting and collaborating. Having worked on a range of health and social care projects from system and place based integration and provider collaboration to electronic patient record procurements and digital health platform development, Charlotte works in partnership with clients to help them to navigate complex issues in order to deliver the desired outcome.
Charlotte is an advocate for innovation and transformation in the sector and in addition to her legal role at Mills & Reeve she proudly chairs pro-Manchester’s healthcare committee, co-leads One HealthTech’s Manchester hub and is an elected member of techUK’s Health and Social Care Council.
I am Deputy Director for Strategy & System Development for the Greater Manchester Health and Social Care Partnership. The Partnership works on behalf of all of the health and social care organisations in Greater Manchester.
My role involves leading strategy and policy development within GM devolution, working closely with the Combined Authority, as well as leading transformation programmes such as on the establishment of Local Care Organisations (LCOs) in GM. I have previously worked in a range of strategy, transformation and commissioning roles in Greater Manchester and the North West.
Passionate about the opportunities that technology and particularly apps offer to improve health and care outcomes, Liz founded ORCHA, the Organisation for the Review of Care and Health Application in 2015, determined to present a way to offer much needed guidance to app developers to help raise app quality, as well as helping the public and professionals to confidently find and use apps that could genuinely improve public, patient and the NHS outcomes.
Initially a Speech and Language Therapist, Liz has almost 20 years NHS experience. She has successfully led innovative change and service transformation in complex health economies. She has led regional, national and European change programmes and networks to deliver transformational shift and has experience of working collaboratively with Public Sector, Industry and Academia.
John Ashcroft is Chief Executive of Manchester Royal Eye Hospital and the University Dental Hospital of Manchester and under his leadership both hospitals to receive ‘Outstanding’ ratings from the Care Quality Commission.
As the youngest Chief Executive in the NHS John has over ten years’ experience of operating at executive and board level in a range of healthcare organisations and markets in both the public and private sector both across the NHS and also internationally. John has key expertise in leadership, programme management and strategy and a particular interest in working differently with industry to address the growing demands on his hospitals services
A Business Analyst with mobile technology company Apadmi, Cat Jones has extensive experience in the tech sector. Previously the owner of a mobile solutions start-up agency, she now works with Apadmi’s most high-profile clients, helping them to identify innovative solutions that will address their most prevalent company issues.
Cat is particularly passionate about the transformative powers of tech in the healthcare sector, and is currently working closely with the NHS on the next step in their digital transformation.
Sally Rennison is the VP of Business Development for Patients Know Best. Sally joined PKB in 2016 after working for an EPR provider for several years. Previously, Sally managed the transition of customers through the end of the National Programme for IT on to local contracts. As someone who passionately believed in and recognised the value and the importance of acknowledging the patient as part of the provision of healthcare and the role of digital technology, Sally came to PKB to pursue this vision of empowering patients to know best.
Laura Rooney is Associate Director of Communications at Health Innovation Manchester, which brings together health, industry and academia to accelerate innovation into clinical practice to transform the lives of GM’s 2.8 million citizens.
Laura oversees the strategic communications activity of Health Innovation Manchester on a regional, national and international level. This involves promoting the £6bn devolved city-region as the place to conduct world-leading research, foster partnerships and deliver innovation into health and social care at pace and scale. She works across the NHS, life sciences, research and academia to showcase how innovation is transforming services, enhancing care and saving lives.
Laura also leads on the communications strategy to support Greater Manchester’s digital health and care programme, encompassing the £7.5m local health and care record (LHCR) programme, digital innovation hub and data sharing across public services. She is also the national Digital Communications lead for the Academic Health Science Network.
Laura has spent the last 11 years working in communications roles across the NHS in Greater Manchester, both in commissioning and provider organisations, and prior to that worked in agencies specialising in business to business PR. She has a wealth of experience in managing complex issues, strategy development and delivery, media relations and external affairs.
Hayley Lever is the Strategy Manager for GM Moving; the whole system approach to addressing inactivity and engaging people in physical activity and sport.
Greater Manchester has the ambitious aim to enable 75% of people in Manchester to be active or fairly active by 2025. With the leadership and commitment of everyone from their elected Mayor, Andy Burnham, and the whole system galvanising behind GM Moving, the city region is on an exciting journey of transformational change. With a long history of working collaboratively, Greater Manchester leaders have embedded physical activity and prevention at the heart of the reform and devolution agenda, and are making significant progress towards their shared aims; working across the life-course to support and enable active lives. This will ensure that physical activity plays it’s full part in healthier, happier, more successful lives of Greater Manchester’s 2.8 million people.
Walking and cycling will play a critical role in delivering the ambitions of GM Moving and Chris Boardman’s 15 point plan, Made to Move. Greater Manchester partners are collectively enabling a movement to enable walking and cycling as a normal part of everyday life.
Hayley Lever has been leading GM Moving since April 2017, following a move from her role as Director of Derbyshire Sport. Her 25 year career in physical activity, sport and community development, local government policy and social enterprise leadership give her wide ranging experience on this agenda. Her passion and energy for this work is stronger than ever, as in Greater Manchester and nationally, we reaching a tipping point in our mission to highlight and address the challenges of inactivity.
Mike is a multi award-winning, public sector leader who has operated at Board level in the NHS for the last 15 years. After starting his career in Local Government he joined the NHS in 2002. Since then he has held a number of Board level roles with specialist trusts, teaching hospitals, community services and commissioning. He currently holds a dual role within an integrated system in Oldham in Greater Manchester where he is Strategic Director of Commissioning at Oldham Council as well as Chief Operating Offficer for the Clinical Commissioning Group. His remit is focused on developing a single integrated commissioning function for the borough.
Mike has a track record of success in major transformation programmes, strategic partnership development, corporate strategy development and complex communications and marketing programmes.
6 years ago my family were thrown into the world of Health and Social care after my brother was assaulted and left with a life changing brain injury and many different complex needs. Once he was stable I knew I had to be instrumental in giving him the future he deserved. He wanted to live not just exist as he was currently.
Having worked as a Product Developer for many years it soon became apparent how my skills could be used transferabley. I worked hard to build strong long term relationships with the many Health professionals in my brothers life. I needed support short term so we could reduce their involvement long term. I needed to build my knowledge, skills and confidence around my brothers new conditions in order to take on his future challenges. As a family we have learned to be pro-active on his behalf. Prevention is better than cure for him and us. Personalisation hasn’t meant extra money.
Once his life was heading in the right direction I knew I had to stand up for others out there who are existing instead of living. Those who don’t have a sister, brother, mother, father or friend who can speak up for them and not let them fade away because they don’t have a voice. Over the last 4 years I have been apart of truly genuine Lived Experience Co-production groups. Groups which have worked strategically at board level within NHS England and Greater Manchester. I have been apart of shaping national policy and have spoken at numerous events to share my experience of a very complicated Health and Social care system.
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