Get involved and represent your area of work at Partnership Southwark Partnership Southwark Partnership Southwark has an ambitious vision to better join up services and support, tackle the causes of inequality, and improve the health and wellbeing of Southwark residents. Its members are: Southwark Council, South London and Maudsley NHS Foundation Trust, King's College Hospital NHS Foundation Trust, South East London Clinical Commissioning Group, Quay Health Solutions, Improving Health Limited, Guy's and St. Thomas' NHS Foundation Trust, and Community Southwark. Over the next 18 months, we are focusing our efforts as a partnership on our borough recovery plan: Supporting a safe and sustainable return to service delivery for all health and care services and settings following the initial crisis response to COVID-19 Preparing for, and responding to, any potential spikes or a further wave of COVID-19 Addressing the health, economic, social and racial inequalities that have been brought to the forefront by COVID-19 and the Black Lives Matter movement. Our belief is that together we can make things better. Further information about Partnership Southwark is here. The Recovery Plan and Workstreams The recovery plan is available here. It sets out how Partnership Southwark will lead a whole system approach to Southwark’s recovery, from the lock own measures related to COVIID-19, and learning to work in a ‘COVID-19 world’, as well as working together to prevent or manage outbreaks over the next 18 months; with a particular focus on how we address the exacerbated health and social care inequalities that have arisen as a result of the pandemic. The Plan states: "The need to be mindful of economic impact of COVID on the VCS sector and its resilience. Partners will need to ensure that in recognising the value of the VCS in supporting our local communities, we take into account the resources required to support this. Local VCS has been and remains at the forefront of the covid-19 response and recovery. Much of the work done by the VCS in the initial stages was possible thanks to the flexibility of its funders who allowed previously restricted funds to be used in line with emerging needs. The VCS will need not only the same level of flexibility but indeed additional funding to play an effective part in the COVID-19 recovery." The four workstreams cover four areas: Start Well - supporting children and young people, keeping families strong Live Well - supporting working-age adults with joined-up services that tackle the causes of ill health and promote wellbeing Age Well - neighbourhood based networks to keep people as healthy and independent as possible in their homes Care Well - supporting those in care and residential settings for older people and physical disabilities, mental health and learning disabilities. Each workstream will have: Leadership Cell A small group of core leaders from partner organisations (who are aligned most closely to who the workstream is focused on and what it is seeking to do) known as the ‘leadership cell’. They will be accountable to Partnership Southwark for the delivery of the workstream in line with the Recovery Plan, ensuring that it is progressing as planned, has clearly defined outcome measures and delivers intended outcomes and benefits. They will be able to access resources from within the Partnership and through other partners who need to be involved in the work, and escalate key barriers/issues through Partnership Southwark governance. Working/ delivery Groups The Leadership Cell will identify how best to take forward delivery of the recovery plan for their area of focus. This might be through an existing forum or by establishing a forum within Partnership Southwark. Each partner has been asked to identify appropriate representatives from their organisation to be involved in this work. The expectation is that staff put forward will contribute to delivery and not just attending meetings to bring a view/perspective. Workstreams should seek to involve representatives from key partners and stakeholder organisations as relevant to scope of the recovery priority. Consideration should be given for inclusion of the perspectives of service users/carers/families with lived experience either within the working group or through the work of the workstream itself. Wider engagement and involvement mechanisms - This will include existing engagement forums, outreach and focused workshops as appropriate – recognising that we want to involve front-line staff, service users, carers and local community representatives in our work as much as possible. Further information about the role of VCS can be found here. Your Role Partnership Southwark is now looking for VCS representatives who would like to join the leadership cells or working/delivery group. If you would like to get involved, please contact [email protected] We have the following in our leadership cells: Workstream Start Well Live Well Age Well Care Well Leadership Cell Genette Laws (Swk Council) SRO Rob Davidson (SEL CCG) Bidisha Lahoti (GSTT) Claire Thomas (IHL/South PCN) Emily Finch (SLaM) Pauline O’Hare (Swk Council) SRO Brenda Donnelly(IHL South PCN) Kate Gregory (KCH) Rebecca Dallmeyer (QHS/NSwk PCN) SRO Tania Kalsi (GSTT) Dan Wilson (KCH) VCS Representatives Rachel Zipfel (Cambridge House) Nick Dunne (Bede House) Sophie Wellings (Link Age Southwark) Not represented at the moment Leadership cell reps likely need to commit to – circa ½ - 1 day a month. Meetings typically consist of: Leadership team meeting/touch-point Working group/steering group meeting with wider stakeholders 1 x rep from within the leadership cell to attend monthly SRO + programme team catch up 1 x rep from within the leadership cell to attend bi-monthly leadership forum We operate on a first principle of in-kind resource contributions from partners; however, leadership cells do have access to funding to support delivery. This includes the potential for funding partners to lead & support delivery who can’t facilitate this through BAU resources (e.g. VCS, primary care). This would be on a case-by-case basis rather than a blanket rate of payment.