To receive a presentation form the Director of Integrated Health and Social Care Strategy.

The Director of Integrated Health and Social Care Strategy introduced the locality plan presentation to the Board. The purpose of the update was to ask how the Board wanted to be involved with and receive updates about the plan. The Board were asked to draw their attention to Appendix one within the report which detailed the system accountability and connectivity and showed the different elements of the programme, the Boards and groups that were responsible for the different elements, and how it was proposed for the Health and Wellbeing Board to sit at the top of that structure.

The Director of Integrated Health and Social Care Strategy then moved back to the slides and what the Local Care Alliance had agreed to in relation to the Locality Plan, which included a delivery schedule, ways of working, and Board expectations. Trafford were looking to use a similar approach to the one Wigan had taken by utilising a joined up approach so that all people within the system knew what the Wigan vision was and the role they were to play in the delivery of the Locality Plan.

The work around prevention and social value had progressed well with it being discovered that there was a lot of work ongoing within the borough that provided social value. This meant that the work was now focused upon capturing and recognising work that was already ongoing which delivered social value. Both MFT and GMMH had excellent models for capturing work that delivered social value and Trafford would look to imitate their success.

Neighbourhood plans had been developed and would be circulated soon. The neighbourhood plans covered how each area would move forward and linked into the overarching plan.  Work was ongoing on the creation of a more digestible version of the plan which reduced the plan down to four pages.

Around £500m was spent annually on health and social care within Trafford. A Strategic Finance Board, which would be independently chaired, was being created to look at using that money in the best way in order to bring about the best outcomes. The digital offer also played a key role in the locality plan and partners needed to work together to deliver the digital offer to ensure that it was interlinked.

Board Members discussed the role that the Board should play and how it would link to the Joint Commissioning Board (JCB) and the locality plan. The Director of Integrated Health and Social Care Strategy stated that the JCB was working with partners to develop delivery plans which would then be fed that into the Joint leadership Team of the Council and Trafford CCG.  The Corporate Director of Adults Services felt that the Health and Wellbeing Board should set the strategy and the JCB look to delivery. The Director of Integrated Health and Social Care Strategy added that for the Board have that role then changes to the Membership of the Board would be needed.

RESSOLVED:

1)    That the report be noted and recommendations agreed.

2)    That the Director of Integrated Health and Social Care Strategy is to provide an update in three months.