Agenda item

2019/20 COMMISSIONING INTENTIONS AND LCA UPDATE

To receive a presentation from the Corporate Director of Commissioning.

Minutes:

The Director of Commissioning went through the presentation which had been circulated to the Board in advance of the meeting. She explained that the Local Care Alliance gave Trafford an opportunity to do things differently. The presentation outlined what an LCA was and how it differed from the current model. The LCA was a partnership of all health organisations within the area. The public sector part of the alliance would involve the Council, Trafford CCG, and Manchester Foundation Trust. The Board were told that the LCA was to use the Thrive Model, Social Prescribing, and move towards local care delivery model. In future want to move towards prevention in the future. It was explained that legally the LCA was more of an expression of commitment between organisations than a separate legal entity. The System Board would meet every month to set the direction and objectives of the LCA and the Provider Board was to be focused upon delivery. Underneath the Boards there were Operational Working Groups for each of the LCAS themes which would meet weekly or bi-weekly and would be responsible for operational delivery. Finally the Health and Care PMO would develop and monitor the agreed programme of work.

 

The Corporate Director of Commissioning then described the key priorities and work streams that the LCA were focused upon. One of the plans of the LCA was to provide reactive care support to all care and residential homes within the Trafford area. Work had already started on providing this service and there had been a reduction in admissions to hospital. Good feedback had been received from both staff and the owners of residential and care homes, there were also plans get feedback from residents. The streaming of patients at the front door was another key piece of work for the LCA. Clinical experts were to be placed on the front line of services to direct those who needed lower level services to those services and reducing unnecessary hospital admissions. The LCA were aware that mental health was a large issue within Trafford so they were insisting that all providers gave parity of esteem to mental health and that they treated mental health as a part of their services and not separate.

 

The Corporate Director for Commissioning explained how the creation of the LCA would help enable Trafford to take a system wide approach which would encompass the public sector reform work that the Council were undertaking. Part of this work was looking at Trafford’s community assets in a new way and commissioning in a way that would support and build upon these assets.

 

Following the presentation Board Members were given the opportunity to ask questions. The Executive Member for Adults Services mentioned the reactive care which was to be implemented from the first of November and asked what was going to look like. The Trafford Integrated Network Director responded that there were a few pieces of work ongoing in Care Homes in Trafford. They were looking to up skill care home staff by providing experts to work with them and able to offer training so they can deliver better care. Reactive care would involve the development of long term care plans for people and being able to provide fast response to care homes to look after individuals and caring for them according to those plans. The Chair of the Board, The Executive Member for Adults Services and the Chair of HealthWatch Trafford asked to be kept up to date on the progress of this work.

 

The Chair of HealthWatch Trafford asked whether there was any mental health provision within the team. The Trafford Integrated Network Director answered that all staff were to be trained in supporting people with dementia and would be focused on ensuring that all members of staff had some mental health trainng.

 

The Chair of the Trafford Safeguarding Board asked about community assets and highlighted the importance of increasing the resilience of people within the community. The Head of Partnerships and Communities and the Corporate Director for Commissioning both agreed that building resilience would be an integral part of plans from both a partnership and commissioning perspective.

 

A Board Member asked about the transparency of the work of the LCA. The Corporate Director of Commissioning informed the Board that as the LCA was an alliance all decisions had to go back through the statutory bodies of the member organisation so the same level of transparency would be maintained within the decision making arrangements.

 

RESOLVED:

1)    That the Update be noted.

2)    That the Chair of the Board, The Executive Member for Adults Services and the Chair of HealthWatch Trafford be kept up to date on the progress of reactive care.

 

Supporting documents: