Leeds Community Healthcare NHS Trust (LCH) and Leeds and York Partnership NHS Foundation Trust (LYPFT) are progressing plans to integrate their organisations, as part of wider work to strengthen collaboration across the Leeds health and care system.
This development sits within a broader citywide review of how NHS providers work together to deliver more joined-up, neighbourhood-based care.
What has been agreed so far
Both Trust Boards have now approved a Strategic Outline Case (SOC) proposing integration through a legal process of acquisition.
In practical terms, this would mean LCH being contractually brought into LYPFT, enabling the creation of a new joint organisation while retaining the financial freedoms and regulatory status associated with foundation trusts.
The SOC will now be submitted to NHS England for review. If supported, the next stage will be the development of a Full Business Case, which would require national approval.
A formal Trust Integration Programme is being established, with the overall transition expected to take just over 12 months.
How this links to wider system changes
This move is part of a wider provider collaboration review across Leeds.
NHS providers in the city, alongside GPs and Leeds City Council, are working towards a more formal provider partnership model. This reflects national direction towards greater collaboration between NHS organisations, ahead of the forthcoming 10-year health plan and further service transformation.
Professor Phil Wood, Chief Executive of Leeds Teaching Hospitals NHS Trust, is leading the citywide review, supported by leaders across Leeds. The intention is to develop a more integrated neighbourhood health service that is accessible, efficient and focused on improving health outcomes.
As part of this period of change:
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Dr Sara Munro, Chief Executive of LYPFT, has taken on the interim Chief Executive role at LCH.
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Recruitment to a permanent LCH Chief Executive role has been paused while the review is underway.
Leaders have emphasised that day-to-day services continue as normal during this period.
Why this matters for Leeds
This integration is not being driven by performance concerns or financial recovery. Both trusts have stable cultures and strong delivery records.
Instead, this is a proactive step to respond to:
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Increasing demand on community and mental health services
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The need for better coordination across pathways
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National expectations for stronger provider collaboration
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The shift towards neighbourhood-based models of care
For Leeds, the ambition is to deliver more seamless, whole-person support across community health, mental health and related services — from pre-conception through to older age.
For the VCSE sector, this matters because:
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Referral pathways may evolve as organisations integrate
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Partnership and commissioning relationships may shift
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There may be new opportunities to align around neighbourhood health models
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Integrated working across mental health and community health could create more joined-up pathways for residents
The emphasis from leadership has been on taking a “best of both” approach — combining strengths from each organisation to build a more resilient and sustainable model for the future.
What happens next
NHS England will review the Strategic Outline Case over the coming months. Feedback will inform the development of a Full Business Case, which would then require approval from the Secretary of State for Health and Social Care.
Alongside this national process, local transition planning will continue.
Leaders have committed to keeping partners and stakeholders updated as the work progresses.
