The document summarizes the conclusions and recommendations of the Third Sector Task Group regarding the role of the third sector in health and social care. It identifies opportunities for the third sector in areas like commissioning, strategic planning, user feedback, innovation, and quality improvement. Specific focus areas discussed include helping deliver quality, innovation, productivity and prevention goals; increasing public engagement; and managing organizational change. The document recommends steps like engaging the third sector in relevant workstreams, sharing intelligence on indicators for successful commissioning, and creating consortia to inform commissioning. It stresses the need for all parties to work together and be ready to adapt during a time of health system transition.

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