Dave Sweeney is the Executive Director of Implementation for Cheshire and Merseyside Health and Care Partnership. The document outlines the partnership's commitment to improving health and well-being for its 2.6 million population through more effective prevention, reducing demand for services, and creating economic opportunities. It discusses challenges like budget overruns and workforce issues, and opportunities like aligning social value procurement across the region. The roadmap outlines engagement with local authorities and development of five-year place-based strategies aligned to partnership priorities and national long-term plans.

1. DAVE SWEENEY,
EXECUTIVE DIRECTOR OF
IMPLEMENTATION
Cheshire and Merseyside Health and Care
Partnership
Health, Wellbeing, the Environment and
the Long Term Plan
@davesween1969

2. Communications & Public and Partner Engagement
Place Based
Care Systems
Urgent Care (A&E Delivery Boards, Resilience & Winter Delivery)
SRO: Andy Davies
CVD
SRO: Jane Tomkinson
Neuroscience
SRO: Hayley Citrine
Palliative/End of Life Care
SRO: Aidan Kehoe
Right Care & Getting It Right First Time
SRO: Ann Marr / Jan Ledward
Cancer 5YFV
Interim SRO: Ann Marr
Whole System Integration
SRO: Mel Pickup
1. Acute Sustainability
SRO: Tracy Bullock
2. Mental Health & LD
Sustainability
SRO: Sheena Cumiskey
Placed Based Care Systems Strategic Programmes
Diabetes Network
SRO: Sarah O’Brien
3. Carter at Scale
SRO: Tony Chambers
SRO: (DIAG) Steve WarburtonPlaced-based Care
Models Facilitation &
Support
Enabling
4. Population Health
SRO: Jon Develing
At Scale Delivery
Out of Hospital Models
of Care
Documentation
Primary Care
Development
and GP 5YFV
Financial Sustainability
SRO: Sam Proffitt
Workforce
SRO: Karen Howell
Digital Revolution
SRO: Louise Shepherd
Programme Board
Programme Board
Programme Board
Programme Board
Programme Board
Programme Board
Cancer Alliance
Estates & Infrastructure
SRO: Sam Proffitt
Women’s & Children’s Partnership
SRO: TBC
Programme Board
Learning Disabilities
SRO: Hazel RichardsTransforming Care Board
Tony Leo
18/19 Scope

3. We are committed to improving the health and well being of the 2.6
million population of Cheshire and Merseyside and creating a strong,
safe and sustainable health and care system that is fit for the future.
By taking responsibility for the public money allocated annually to
health and social care in our region, we will deliver rapid and radical
improvements over the next 3 years that result in better care, better
value and better quality of services.

4. Overcoming Obstacles

5. • Heading towards a 200m overspend
18/19
• Demand out stripping growth
• Depleted workforce
• Low Morale
• Competition Vs Collaboration
• National Uncertainty
Burning Platform!

6. Case for Change – Triple Dividend
Effective
Prevention
& early
action
Helps
people stay
well &
healthy
Reduces
demand for
services
Creates
positive
economic
conditions

7. • Industrial Heritage
• 2.6m Population one of largest STPs so
opportunities for scale
• 2563 NHS Suppliers spending 86m per
year
• 17M estimated Circa return from CSR
• NHS and LAs largest employer
• 19 Major NHS Providers
• Circa investment of 5 B
C&M Rich in Assets

8. Population Health
framework In Action
Examples
• To increase the use of local non
health workforces to deliver
prevention: fire & rescue
services, housing associations,
sports clubs, community
development teams, social
prescribing, voluntary and third
party sector, etc
• To train and accredit community
champions, volunteers and
advocates on wellbeing topics
such as dementia friend training.

9. A. Smoking
B. Obesity
C. Alcohol
D. Air Pollution
E. Anti-microbial resistance
F. Stronger NHS action on health
inequalities
Chapter 2 Of The Long Term Plan:
More NHS action on prevention and
health inequalities

10. • Cut to NHS business mileages and fleet air
pollutant emissions.
• Redesigned care and greater use of “virtual”
appointments.
D – Air Pollution

11. Cost Investment
How do local partners see the NHS?
Is the NHS involved in local discussions about
raising money or spending money?

12. The Vision
Our vision for Social Value is that everyone in C&M
recognises their contribution to social value, including
the changes it can bring about to reduce health and
other inequalities and improve wellbeing and is
committed to improving social, environmental and
economic well-being through the priorities in C&M HCP
Plan and the Marmot Review.

13. Not just LEPs – aligned
and complex activities
• Linked Combined/Local Authorities/NHS activities
• Energy>housing
• Inclusive Growth
• Social Value
• Wellbeing/public health
• Many organisations are developing approaches to
topics
• Collaboration/alignment (rather than reinvention)

14. • Continued NHS Stitched working with the
LEPS to:
• Sweat the NHS £
• Meet Our Added Value Assumptions
• Refine Our Health Inequalities Around System
Growth
• Provide A Blue Print For System Redesign
• Smile as we do it
Next Steps And Actions- Cont…

15. • Social Value At Scale Across C&M
• Supportive pump prime funding from NHSE
• One standardised Procurement and social
value Framework
• Health At the Heart Of Cooperate Social
Responsibility
• Align joint learning with GM
• NHS Test Bed for UK roll Out.
Next Steps and Actions

16. “Be the reason someone receives better care today”
Planning …. What we need to do
19/20….. a one year planning round as
a bridge to a longer term exercises
• Year 1 of a 5 year plan
• A baseline
“Getting It Right This Time”

17. Planning …. and then what
In the first half of 19/20 ‘System’ asked
to develop (or redevelop) their local
strategic plans
As a result places and programmes will
be developing their plans for five years
to at least 2024.
Exactly what do we need to do by when?

18. Strategies
18
ICPs/Places
Halton
Cheshire East
Cheshire West
Warrington
Wirral
Liverpool
Sefton
Knowsley
St Helens
Priorities
Principles
Benefits
Case for
Change
Key Themes
Vision
December ‘18:
Send in your strategies
C&M
Strategy
Jan-March ‘19:
Interact with Programmes to
ensure their plans ‘work for
you’ and are deliverable in
ICP/Place. (see next slide)
Jan-Feb ‘19:
We will identify the
common ‘golden
thread’ running
through all plans

19. ICP/Place & Programme Interaction
19
Priority
Programme
e.g. Cancer
Policy ICP/Place x 9
Agreed and
costed C&M
policy e.g. for
Cancer
HCP programmes linked to the national priorities will develop plans and share these with ICPs/Places
for input. They also need to accommodate the requirements of Place Strategies to ensure the resulting
policy is a synthesis of both a ‘top down’ and ‘bottom up’ demands.
Feedback to Programme
from Place to ensure it is
ambitious and possible
to deliver
Question to Place: “Does
this work for you?”
This approach is designed to allow SMB
to decide with confidence how to
allocate funds and allows Places
visibility of the improvements they
exist to deliver, regarding local and
national priorities.

20. 20
Roadmap
11th: Places
start to confirm
priorities for
19/20 funding.
11th: Agree
engagement
approach with
Local
Authorities; get
on next HWBB /
OSC
December
2018
January
2019
February
2019
March
2019
April 2019 May2019
14th: Support
Initial
submission 1YP
activity
alignment
29th : SMB Sign
off
Transformation
fund budget for
19/20
19th Aggregate
system 2019/20
operating plan
submissions
and system
operational
plan narrative
End of Feb:
Agree
investments
aligned to
priorities
5th 2019/20
contract / plan
alignment
submission
11th Apr: Final
submission 1YP
Places ‘switch’
into delivery
11th: All Places
share Place
strategies (or
equivalent) with
HCP.
Jan ’19: NHS
LTP launches.
Places engaged
with LAs
Programme
plans: ‘does
this work for
us?’
Feb 19:
Continued
interaction as
P&P review
their strategies
Apr ‘19:
Develop public
engagement
materials and
plan
5YP
1YP
Key:
HCP deadline = blue font
National deadline = red font
Place actions: green font
May/June 19
TBC:
Submit signed
off 2019-24
Place strategies
and programme
plans to HCP

21. • Help us formulate the pledges
• Help us articulate the vision and cultural
approach required.
• Help us bind this into core services
within the NHS
• Help us hit the ground running!
So What!!