Public Board of Directors papers 29.09.22

Greater Manchester System The Greater Manchester health and social care system remains under immense operational pressure at all levels. This is shown through high numbers of patients waiting in A+E departments, long ambulance hand over times, high bed occupancy rates, and high numbers of people awaiting discharge from hospital but unable to return home or to social care facilities. Elective care backlogs remain. For cancer care levels of referrals and diagnostic assessments have returned to or exceed pre- pandemic levels but treatment capacity (predominantly surgical) remains under pressure. We continue to offer the opportunity for hospitals across Greater Manchester to use facilities at The Christie where this enables patients to be treated within acceptable timescales. Greater Manchester Cancer (The cancer alliance) provides system wide leadership and coordination on these issues with its senior management and clinical team reporting through The Christie’s chief executive to the Provider Federation Board. The Integrated Care Board has been establishing itself and identified a range of initial priorities for further discussion. These are set out in a paper to the Integrated Care Board on 17 th August 2022 and are: 1. System Performance and Quality 2. A Balanced Budget 3. ICB Creation and Governance 4. Population Health 5. Workforce 6. Digital Capability 7. Strategy Development The strategy is likely to need to include: • An outcomes framework • Further population health and demand reduction measures • Primary care reform • Improvement to mental health services • Further innovation in service design and in the use of digital and data • Some service reconfiguration to meet changing patterns of need, particularly for disadvantaged communities, and to maximise the benefit of major capital investments • Improving discharge from hospital, health and social care integration, and social care arrangements generally • Leveraging the discretionary effort of communities, volunteers and local businesses, brought together in neighbourhoods, utilising social value and extending the use of societal remedies notably through social prescribing • Workforce innovation, diversity and growth • Progress on Net Zero 8. Communication As these priorities are established, we will need to adapt our approach within the local framework. The board will be updated as the position develops. Responsible Director – Director of Strategy, with Chief Operating Officer for system performance issues and Deputy CEO for strategic issues. The CEO is the chair of the Greater Manchester

Cancer Alliance Board. Regulatory Landscape

The board has previously discussed and drawn the attention of the Council of Governors to NHSE’s consultation documents on changes to the Code of Governance for NHS provider trusts together

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