To consider a report of the Director of All Age Commissioning (Trafford Council) and Director of Commissioning (Trafford CCG).

Associate Director of Commissioning explained the makeup of the Integrated Commissioning Unit (ICU) and their commissioning priorities. She then spoke about how commissioning was linked in with the other services being delivered by the Council. The Associate Director informed the Committee that the report provided an overview and that a more detailed update could be provided on any areas that the Committee were interested in. Trafford CCG had just published its ten year plan and children and young people’s services formed a key aspect of that plan.

The Committee were informed that the new provider of Community services within Trafford was to be MFT. Trafford CCG and MFT were currently going through due diligence prior to working out the details and finally awarding the contract. The Committee were told the governance arrangements for the transition and the process that would be followed to switch services from Pennine to MFT.

The Head of All Age Commissioning told the Committee that as she had not written the report she did not have the greatest depth of knowledge on all the services but she would do her best to answer the Committees questions. The Head of all age commissioning then went through the report. The report covered Children’s Mental Health (Wider Projects & Services), Children’s Mental Health (Healthy Young Minds), and Children’s Community Services. There were a number of services listed in each of these areas and the Head of all age Commissioning gave a brief overview of each one.

The Trafford were working on making the Rapid Assessment Interface Discharge (RAID) an all age service. This was an adult service which had great success and they were looking to expand this to include Children. There were also plans to expand the service to cover mental health in the same way as for physical health.

A new training offer for staff was being delivered to address a lack of confidence in their abilities to deal with children’s mental health issues. Feedback from the training provided showed that it had given staff members the confidence to support children with low level issues and stopped those children’s issues escalating.

There had been a number of issues in the transition from the old CAMHS model to the new Healthy Young Minds service model. The delays caused by these issues had added to the development of a long waiting list for the service. In response additional funds had been allocated as the new model was in place it was hoped that the waiting lists would be reduced quickly. A large part of the new service model was bringing parents into the process and the coproduction of services where possible.

Early help services had proven very popular and had attracted a large demand so waiting lists had developed for them. In response to the waiting lists some changes had been put in place including 42^nd street moving to holding their first meeting over the phone rather than face to face. The team were looking at other ways to  ...  view the full minutes text for item 6