Community services in Manchester look set to be split up and integrated among a wide range of providers under a complex set of proposals.

Board papers from a meeting earlier this month reveal how NHS Manchester sees its community services being restructured, in line with the government’s 31 March deadline for submitting proposals on Transforming Community Services.

Adult community services in the north, central and south areas of Manchester will be vertically integrated with acute trusts in those respective localities – Pennine Acute Hospitals Trust, Central Manchester University Hospitals Foundation Trust and University Hospitals of South Manchester Foundation Trust.

Children’s community services will also integrate with Central Manchester University Hospitals Foundation Trust.

Meanwhile, it is proposed that primary care, mental health and community alcohol services, and learning disability services be integrated with Manchester Mental Health and Social Care Trust.

The public health development service, prison healthcare, and contraception and sexual health service could be handed over to a proposed community foundation trust, serving patients in the north west of the city.

However, union representatives have attacked the proposals, claiming they “are lacking in detail, badly conceived, poorly consulted, ill-thought out”.

In a statement, Manchester PCT joint staff side committee said it had “grave concerns” about the speed with which the proposals had been developed and a lack of public consultation on them.

The statement said: “There are no guarantees that this disruptive reorganisation will improve our services or our health, reduce health inequalities, or make services easier to access and more convenient and responsive to local people. 

“Even the board members who supported the decision recognised that the decision was hasty, that the proposals lacked details, and there were no guarantees that services would improve.” 

But a spokeswoman for NHS Manchester said: “This has been the subject of intensive work over the last few months, even to reach the fairly low level of detail required at this stage.  We have made clear there is much more work to do over the next year and beyond, including more detailed consultation with staff and other stakeholders, to manage the change process and ensure the potential benefits are realised.

“Our proposals are consistent not only with the available guidance but with the themes emerging from discussions with our partners about how we can deliver QIPP in Manchester, particularly around managing demand especially for urgent care and improving care pathways.”