Agenda item


To receive a presentation from the Trafford Integrated Network Director for Pennine Care NHS Foundation Trust and Trafford Council.


The Trafford Integrated Network Director for Pennine Care NHS Foundation Trust and Trafford Council first informed the Board that he had been appointed as the Chairman of the Local Care Alliance (LCA). He then went through the presentation which had been circulated with the agenda. The presentation covered; The Trafford map, Key GM Building blocks, GM Framework, Key GM Checkpoints, the current position, and the future state.


The Trafford Integrated Network Director told the Board that Central Government had laid out guidance for how LCAs were to be structured. The majority of the guidance was around the general structure of Local Care Alliances (LCAs) which all areas would have to follow. The remaining part of the guidance was the aspects which each area could shape to meet their own needs. The LCA would originally be formed through a partnership approach. If the partnership was successful there would be the possibility of making it a more formal arrangement through contracts. In Trafford a key aspect of the LCA would be how it was to work with the new Primary Health organisation and the Mental Health Primary Care Team.


The Trafford Integrated Network Director informed the Board that whilst there had been a lot of work in Trafford involving joint working there was still a large amount of work to be done around the LCA. In Trafford the LCA would have to be structured in order to work alongside the neighbourhood model. The Trafford Integrated Director stated that the best way of achieving this would be aligning the work with the ongoing public sector reform.  The Corporate Director for CFW agreed that the challenge of working with GM was having two change programmes (LCA and Public Sector Reform) running simultaneously. Trafford wanted to be able to join the two programmes together but there was reluctance to do so at a GM level.


The Chairman of Trafford CCG asked how long it would be before the LCA was aligned and integrated with the ability to share gains and risks. The Integrated Network Director responded that the aim was to get to that point in the development of the LCA within 12 to 24 months’ time. The plan was to take time with the creation of the LCA and not rush into it as the arrangements were very complex. The Integrated Network Director recommended that Trafford wait and learn from how other areas dealt with the difficulties.


The Chief Executive of Wythenshawe Hospital supported the Trafford Integrated Network’s position. During the merger between CMFT and UHSM they had learnt that increasing the amount of shared working, building working relationships, and allowing the integration to happen organically was more important than focusing on larger organisational benefits of integration.


The Corporate Director of CFW informed the Board that there had been a large amount of work conducted with the voluntary and community service sector around shaping the LCA. Trafford Council needed to focus upon working with their own staff in order to further shape the work and to bring them on Board with the changes. The Trafford Integrated Network Director added that needed to start communicating to staff why the changes were being made rather than giving details of what the changes were going to be.



1)    That the update be noted.

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