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Broad membership definition – in many cases organisations working to achieve positive outcomes in health take a wide range of structures and legal entities – from small front line community groups, larger charities and networks through to large cooperatives and social enterprises 234 members and growing, steering group to coordinate and steer activities Mixture of front line delivery, networks and support organisations Membership includes: Specific condition or disability focus, self care and self help support, equality organisations, therapeutic support services and direct intervention services, wider wellbeing and active communities groups social care community specific orgs e.g. BME, rural, local neighbourhood facilities such as volunteer centres and social clubs. Membership in itself demonstrates the diverse way in which the VCS and wider third sector contributes to the health, wellbeing and care of our regions communities. Getting a handle on this diversity in itself is a challenge. In its development we have mapped the service and reach of network members and a Steering Group has been elected to shape the overall direction and focus for the network
One East Midlands coordinates the Third Sector Health & Social Care Network for the East Midlands. This network plays a key role in ensuring that the role of community groups in addressing health inequality issues are embedded in regional and local NHS thinking. The network is a critical voice for shaping sector working in health and social care and robust engagement practice. The network has a membership of over 200 third sector organisations that support, shape and deliver health and social care services. The Network exists to: Engagement Engage in and improve commissioning and engagement processes Influence health strategy and programmes Contribute to the planning of H&SC services Participate in specific areas of Health Inequalities work Communication Provide a direct mechanism for dialogue with Department of Health Disseminate key information to 3rd sector groups Develop partnerships with 3rd sector and statutory networks Develop collaborative networks between members around specific themes Communicate and engage with stat partners around key themes – 2 way dialogue Representation To be a consultative body for both SHA, NHS, etc To be a co-ordinated voice for the 3rd sector on H&SC To engage with partnerships in shaping H&SC work To provide a support mechanism for representatives at those partnerships
Diversity of the sector is an issue – how do stat health bodies engage meaningfully Identify and address the needs of the sector both as a service deliverer and also to be a strategic partner with statutory H&SC partners. Funding and income is a real issue for the sector – dependence on a rapidly declining public purse leaves the often most needed sections of the third sector vulnerable. The network aims to prioritise funding to key services, maintain a strategic engagement and also encourage more innovative and enterprising methods to delivery Uneven engagement on commissioning processes – development of tools and support to level the field How, as a sector, do we address our inconsistencies as a strategic partner AND ensure that partners view that strategic value with equal consistency. Sharing good work across a diverse sector and with partners
Open door for a strategic relationship – all the wider government encouragement is there, we just have to find practical ways of implementing it for best impact here in the region. To make it work we must understand each others issues and drivers – how is this best achieved? We are the closest sector to communities – how can we maximise this valuable relationship to support the identification of health inequality issues and use that knowledge and expertise to define and provide targeted solutions. This can be achieved through development of the network, data and intelligence capture, highlighting best practice, replication and network collaboration Linking to broader third sector that is working to improve quality of life as a whole – drawing in equality expertise, skills development, work with children and families and many other parts of the sector that add value and quality to peoples lives. Operating as a single voice to maximise impact of the network as a strategic partner AND Identifying groups of organisations able to provide ‘cluster’ solutions through collaborative delivery – network has already identified this as a priority hence the structured networking session later today. Working with commissioners to ensure effective engagement with the third sector. Identify and addressing barriers to third sector engagement with commissioners but also working with commissioners to reduce the complexity of engagement with the third sector. Bringing quality, value, reach and flexibility – the ability to meet need, that often changes overtime, in a flexible, responsive and user focussed way. Holistic approaches to health and wellbeing – often through projects within the community that link to other quality of life activities e.g. activity groups within a social setting. Overall this H&SC network can produce a mechanism for the third sector to demonstrate it impact, worth and contribution to the wellbeing of the region. By doing so we hope to achieve more sustainable provision which is valued for its wider impact and reach.
National structure, regional contacts, local reach
National structure, regional contacts, local reach
In short – the network is a region-wide mechanism for two way dialogue
A mechanism by which the sector can support one another
A mechanism through which we can influence commissioning and get a slice of the cake
And finally a mechanism for strategic engagement with Stat health partners at all levels
It’s a means of organising ourselves before someone else imposes it for us!
The third sector and social care network
The Third Sector Health & Social Care Network Rachel Quinn Chief Executive
Aims and Objectives <ul><li>Coordination of actions to address regional health inequality and social care issues, and develop and engage in strategic partnerships </li></ul><ul><ul><ul><li>Engagement </li></ul></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><ul><li>Representation </li></ul></ul></ul>
The Challenges <ul><li>Third sector diversity </li></ul><ul><li>Support needs both to deliver services and engage as a strategic partner </li></ul><ul><li>Diversification of funding and income </li></ul><ul><li>Uneven playing field in the commissioning environment </li></ul><ul><li>Inconsistency of engagement as a strategic partner </li></ul><ul><li>– locally, regionally and nationally </li></ul><ul><li>Sharing good practice and learning </li></ul>
The Opportunities <ul><li>Grow and maintain strategic relationships </li></ul><ul><li>Health inequality issues and solutions </li></ul><ul><li>Wider third sector networks knowledge and links </li></ul><ul><li>Collaborative voice and delivery </li></ul><ul><li>Influencing the commissioning environment. </li></ul><ul><li>Quality, value, reach and flexibility </li></ul><ul><li>Holistic approaches to health and wellbeing </li></ul><ul><li>Demonstrating our impact and worth </li></ul><ul><li>Sustainable and valued services </li></ul>
Successes <ul><li>Strategic partner with Department of Health </li></ul><ul><li>Coordination of regional dialogue </li></ul><ul><ul><li>Health and Public Health White Papers </li></ul></ul><ul><ul><li>Listening event </li></ul></ul><ul><li>Tracking transition structures as they develop </li></ul><ul><li>Informing the local - communications </li></ul><ul><li>Models for engagement with H&WBBs </li></ul><ul><li>Business case for engagement with GP consortia </li></ul><ul><li>Role of infrastructure tool </li></ul><ul><li>Identifying and sharing best practice </li></ul>
Overview of East Midlands Health Transition Structures July 2011 East Midlands Public Health and Local Government Transition Network Reports to DH Chair: David Walker Regional Director of Public Health Public Health Intelligence Transition Workstream Chair: Derek Ward, DPH Derby City Health Protection Transition Workstream Chair: ??? HealthWatch Transition Workstream Lead: Ann Goodwin, Department of Health Workforce Development Transition Workstream Lead: Dave Burton, Workforce Programme Manager Health and Wellbeing Boards Transition Workstream Lead: Rachel Holynska, Department of Health Clinical Commissioning Consortia Transition Workstream Lead members of each commissioning consortium Lead: Jill Matthews, GP Commissioning Development NHS EM
Forward priorities <ul><li>Personal budgets research </li></ul><ul><li>Engaging with GPs </li></ul><ul><ul><li>Joint commissioning planning </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Information </li></ul></ul><ul><li>Best practice in commissioning </li></ul><ul><li>Shaping development of HealthWatch </li></ul><ul><li>Workforce development planning </li></ul><ul><li>Supporting local networks </li></ul>
Thank you [email_address] www.oneeastmidlands.org.uk 0115 934 8471