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Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
Third sector task group conclusions and recommendations   alison ryan
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Third sector task group conclusions and recommendations alison ryan

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  • 1. Third Sector Task Group – conclusions and recommendations Alison Ryan CEO -Weldmar Hospicecare Trust Non Executive Director NHS Southwest South West Forum - Annual Conference November 2010
  • 2.  Facilitating the users’ voice – providing feedback on plans and their implementation  Reaching out and responding to the needs of the diverse community  Prevention of ill health and finding new solutions  Delivering services  Networking and communication 3rd Sector Roles
  • 3.  Commissioning  Strategic Planning and communication  Getting users views and user feedback  Capacity and leadership  Innovation and QIPP Opportunities at the interface
  • 4.  QIPP  Public Engagement  Managing Change Focus for Action
  • 5. QIPP •Engagement of VCS in QIPP workstreams – as appropriate •Sharing intelligence on indicators for successful “different” commissioning •Maintaining a focus on user outcomes within the “bigger picture “ of health and social care services
  • 6. QIPP continued  VCS to make national/ regional/ local moves towards creating consortia to inform commissioning and react to tendering opportunities  Sharing evidence on potential savings by working “differently”  VCS infrastructure bodies to develop sector capacity for responding to new opportunities
  • 7. Public Engagement •Sharing intelligence on evolution of LINk /NHS and Local Authority public engagement schemes •VCS to facilitate even-handed public feedback on post QIPP service redesign •ACEVO to work with regulators on mechanisms for ensuring patient feedback is timely, accurate and taken account of.
  • 8. Managing Change •National /regional and local sharing of information of who is doing what during period of hiatus •VCS locally to proactively create intelligence sharing opportunities •ACEVO to become part of the NHS family through joining NHS Confederation
  • 9. Conclusions  More opportunities during time of crisis – could be the best time for making the cultural shift  All parties realise that retrenchment is counter productive  Both sectors need to be ready to reappraise their stance –and make changes to create better working relationships/
  • 10. Next step challenges  Send examples of good practice  Be proactive in creating a sense of the local health economy working together  Tackling the challenge of public health and social care  Review in Spring 2011
  • 11. Thanks to....  Task Force  Especially Rebecca Hardwick, Ann Anderson, Steve Woollett, Pam Smith, Ralph Michell, Rachel Robinson, Lucy Findlay, John Bunting, Joy Reynolds, Sue Place, Julie Harris, Helen Holt, Elaine Lawton  Alison.ryan@weld-hospice.org.uk

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