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 Name:             South Devon and Torbay Clinical Commissioning Group Strategic Public Involvement Group.


Objective:      To ensure experiences and feedback from patients, carers and the public inform commissioning decisions and service developments and improvements.




  1. Enable the clinical commissioning group to demonstrate accountability in all commissioning decisions.
  2. Co-design public engagement activity and ensure it is fit for purpose, meeting national policy requirements and good practice guidelines. This should be proactive and evidence based and part of the development process, not retrospective.
  3. Work closely with the Lay Member of the Governing Body who has responsibility for patient experience.
  4. Provide a public forum of debate for the development and operation of health services in South Devon and Torbay
  5. Provide involvement in the development of key messages to the population of South Devon and Torbay.
  6. Provide involvement in Task and Finish groups as appropriate.




Key Performance Indicator

Performance management (i.e. ensuring that services are meeting defined outputs and are effective and patient-centred).

To ensure the contracts led by the CCG are monitored and measured appropriately taking into account the views, opinions and experiences of patients receiving services.

To help in identifying patient-led outcomes and methods in monitoring and reporting progress against set performance criteria.

Performance management decisions taken with a clear audit trail to show how decisions have been informed by the views and experiences of patients, carers and the public.

Public information and communication (i.e. ensuring the CCG information and communication is accessible and readable)

To assist in the development of public facing information and communication (e.g. documents, leaflets and websites).

CCG information and communications are clear and accessible.

Patient experience and feedback (i.e. involvement in a range of activities carried out to find out what patients think and feel about service).

Support the gathering of patient experience and feedback in a systematic and meaningful way.


Patient experience and feedback gathered systematically and used to inform CCG decision-making.

Community engagement and partnerships (i.e. utilising partnerships within the local community).

Developing relationships and partnerships within the local community, particularly with local Patient Participation Groups and voluntary and community groups.

Experience of working with people and groups who are traditionally harder to involve or who are disadvantaged

Effective relationships established with Patient Participation Groups and other voluntary and community groups.

Mechanisms for people and communities to become involved with the strategic public involvement group.

Equality and diversity (i.e. helping to ensure that the way the CCG operates is inclusive and accessible to all patients).

To help ensure principles of equality and diversity in relation to patients and the public are upheld within the CCG.

A published CCG equality and diversity policy.

Contracts contain performance criteria that relate to equalities and diversity.


In scope

  • ·         All matters relating to the development and operation of health services commissioned by South Devon and Torbay.


Out of scope

  • ·         Matters relating to health services commissioned by other clinical commissioning groups, except on a consultee basis, and where other CCGs commission on behalf of the population of South Devon and Torbay.
  • ·         Replacing the role of Patient Participation Groups.




  • Appointed lay member
    • One member from Teignbridge, one member from South Hams and up to two members from Torbay.


  • LINk/Healthwatch representative
    • Up to two members representing LINk/Healthwatch from Torbay, one member representing LINk/ Healthwatch from Teignbridge, one member representing LINk/ Healthwatch from South Hams


  • Third sector representative
    • One member representing the sector in Torbay, one member representing the sector in Teignbridge, one member representing the sector in South Hams


  • Patient Participation Group representative
    • Two members representing PPGs in Torbay, one member representing PPGs in Teignbridge, one member representing PPGs in South Hams



  • These proportions of representation can be tested, evaluated and adjusted in the first year to make sure they work in practice.
  • Additional co-opted members as required
  • Reserve Representatives may be recruited as appropriate.



Representatives will be recruited through their umbrella bodies (CVA Torbay, LINks, CVSs) using transparent processes.  Lay member representation will be recruited by Baywide in Torbay and through open media in Teignbridge and South Hams.

Appendix 2



Membership will be for two years.  Members will be required to stand down after two years but may be re-appointed where no replacement is recruited by the umbrella body.



Representatives take on this role knowing that they are appointed to hear and report the views of the constituency they have been elected to represent.  Representatives are accountable to the constituency they represent.

Appendix 1



Relationships to other committees.


Key relationships

  • ·         South Devon & Torbay CCG Governing Body and staff
  • ·         Local Patient Participation Groups,  through their representatives
  • ·         LINks/Healthwatch, through their representatives
  • ·         Local third sector organisations, through their representatives



Sub Groups


There may be occasion to undertake sub-group meetings to complete a specific piece of work, or where data or preparation needs to be undertaken by a specific sector or named partners.  Any formed sub-groups will report to the main Group, who will agree and lead on the strategic direction of the activity being undertaken.  At least one member of the Strategic Involvement Group will sit on any sub-groups.



Resources and Budget


Members will be reimbursed for reasonable travel and subsistence expenses incurred as a result of involvement in the strategic involvement group.  The group will be funded by the CCG and administered by Torbay LINk/Healthwatch who will manage the funds on behalf of the group and ensure both the group and the funder, receive appropriate financial information.





  • ·         A quorum for meetings is over half of the membership
  • ·         The group will elect a Chair who will hold their post for one year. 
  • ·         All members of the Strategic Public Involvement Group will have one vote each with regard to decision making.  In the event of a tie the Chair of the group will have a casting vote.
  • ·         Voting will be by a show of hands
  • ·         A majority vote will carry a decision
  • ·         The group will review and evaluate its membership, including proportion of representation within the first year.                                                                                                                                                                                                                                                                               

Communication and Administration


  • Meetings will be held every 8 weeks initially and will be rotated across the area of interest.  This will be reviewed by the CCG at the fourth meeting. The review will include levels of representation and any other issue the group feels necessary to consider.
  • South Devon and Torbay CCG will provide administrative support to the Strategic Involvement Group.  The administrator will
    • hold all records for the group
    • book venues for meetings
    • take a record of the meetings
  • Minutes will remain in draft form until reviewed and agreed at the following meeting
  • Agenda items will be submitted in advance to the Chair
  • Where the group needs to discuss an item that should remain confidential, the meeting will move into a Part II process




Code of Conduct and Declarations of Interest


Members of the group agree to follow these principles:  to trust, listen, respect, effectively carry out tasks and responsibilities, be flexible and focussed and behave with integrity.


At meetings, members will be expected to:  avoid jargon and abbreviations, contribute fully, respect the contribution of others, be prepared to give and accept feedback, attend regularly, help to keep meetings to time and be open to being challenged and influenced.


Declarations of Interest will be recorded at the beginning of each meeting and where a declaration of interest is made, the meeting agree – as necessary – whether the member should take no part in decision making in the identified area.


Members will be required to note a number of policy documents:

  • ·         Members must adhere to the CCG Standards of Conduct policy
  • ·         Members will be required to abide by a confidentiality agreement
  • ·         Members should adhere to the South Devon and Torbay Healthcare NHS Foundation Trust Volunteer Policy as updated September 2010.

Members must be prepared to have a Criminal Records Bureau (CRB) check if required

Appendix 3



Dispute Resolution


Where a complaint is received regarding the work of the group or an individual group member the following steps will be taken:


The complaint will be acknowledged by the Chair within 5 working days and a full investigation into the circumstances surrounding it will be held.  Responding in full to the complaint will be within 20 working days unless the issue is complicated where any delay will be explained to the complainant.


If the complaint is upheld, a full apology and, where appropriate, details of any action to be taken will be given to the complainant.


If the complainant is unhappy with this outcome an external mediator will be appointed to check that the fundamental point of the complaint has been addressed and look at any outstanding issues raised by the complainant.  They will check that the investigation into the complaint has been conducted appropriately and that fairly.


Should the mediator find that the investigation into the complaint was not followed or that the matter not handled fairly, they may specify why and give direction for a re-investigation.


The decision of the mediator is final.


Where there is a dispute the following steps will be taken:


Step 1

Any Members involved in a dispute on any issue regarding the Strategic Public Involvement Group will be expected, in the first instance, to attempt to resolve the dispute through negotiations between senior representatives of the umbrella bodies for the parties involved. 


Step 2

Where Step 1 is not successful, the parties will look to resolve the dispute in good faith by mediation through the Chair.  Where the dispute involves the Chair, another member will be elected in the Chair’s place.


Step 3

Where Step 2 fails, or one or more parties feel Step 2 is inappropriate or unacceptable, the Strategic Public Involvement Group will appoint an external mediator, who should be suitably qualified, mutually acceptable and independent of all parties, to help resolve the dispute.



Review of Terms of Reference

This will be undertaken annually to ensure continuing relevance.


Appendix 1


Roles and responsibilities of Representatives 


This role is voluntary and so this is not a contract, but we hope you will fulfil the following expectations of your role and responsibilities as a representative.




  • Ø      You have the mandate (the authority and permission) to take on the responsibility of speaking for........................................................., because you have been elected through this constituency.


  • Ø      You are accountable, in this role, to the members of this constituency, so you must take this seriously and ensure that you undertake the role and its associated responsibilities with due commitment.


  • Ø      Speak on behalf of the people who elected you to ensure that their views and experiences are included in the discussions and recommendations of the partnership.


  • Ø      Be positive about the voluntary and community sector and the contribution that it can make to partnerships


  • Ø      Keep up to date with issues related to the constituency that you represent.


  • Ø      Communicate regularly with the people you represent.


  • Ø      Share your representative experiences with other representatives; Improving representation is a learning journey – we can all learn from each other.




There are many advantages to being a representative. You will be influencing decision-making alongside developing your own skills and contacts. As you are representing others, there are also responsibilities attached to the role. To be an effective representative you need to:


As a new representative:


  • Ø      Attend an induction meeting
  • Ø      Make sure you have contact with your umbrella body before attending your first meeting.


Before meetings:


  • Ø       Follow an agreed communication plan to gain the views of the sector you represent.  This will be agreed with your umbrella body.
  • Ø      Read the papers provided and speak to your umbrella body about anything that you don’t understand.
  • Ø      If you are unable to attend, let your deputy  know at least one week in advance of the meeting (if possible) and send apologies to the Chair of the group.
  • Ø      Make sure you have a copy of the ‘terms of reference’ of the group.


At meetings:


  • Ø      Follow the ‘terms of reference’ of the group
  • Ø      Act as a representative of the people who elected you, rather than simply your organisation or personal views.
  • Ø      Make it clear to other partners who you are representing.
  • Ø      Listen to discussions in meetings and actively participate.
  • Ø      Let the Chair of the meeting know if you feel you may have a conflict of interest related to any of the items on the agenda.


After meetings:


  • Ø       Keep papers that are distributed at the meeting and take notes of issues relevant to the people who have elected you.
  • Ø      Follow an agreed communication plan to feedback information from the meeting to the people you represent.


Leaving your role:

  • Ø      If you are unable to continue in your role, let both the Chair and your umbrella body know formally and as soon as possible.


Support for Representatives

All members will receive induction training.

Your umbrella body will provide you with details of additional support you can expect to receive from them to be able to undertake this role.

Appendix 2


Recruiting Representatives

 NB This Appendix is a schematic which cannot be supported on this page. It is available by e mail from  info@torbaycdt.org.uk  on request.



Appendix 3


Draft Meeting Protocol


  1. 1.        There will be clarity about the purpose of all meetings:


  • ·       Members  will be able to include items on the agendas, by request to the Chair at least six working days in advance of meetings
  • ·       Agendas will be circulated by the Secretariat at least five working days in advance of meetings
  • ·       Agendas will clearly state whether items are for discussion, information, or decision making
  • ·       ‘Any Other Business’ is to be used as an exception and should be notified to the Chair at least one working day in advance of the meeting (where this cannot be met for specific and unavoidable reasons, the Chair must be advised of AOB at the start of the meeting, and a standing item to this affect will be added to the agenda)
  • ·       Where, in exceptional circumstances, any of the above timelines cannot be met, the Chair and Secretariat will provide as much advance notice as possible, and clearly justify why it was not possible to meet the above timelines.


  1. 2.        The Chair will ensure that meetings complete their business and achieve the necessary results within the allotted timescales.  Time will be allocated to discuss items and an overall time will be set to complete the business of the meeting.


  1. 3.        All papers should be circulated in advance of the meeting, wherever possible at least five working days prior to the meeting.  Where, for specific and unavoidable reasons this is not possible, all members must be given the opportunity and time to read relevant papers prior to or at the meeting


  1. 4.        A minuted record of meetings will be produced by the Secretariat, covering the areas discussed and decisions made.  These will be circulated to all Members within fifteen working days of the meeting.  All minutes will be formally approved (and amended as necessary) at the subsequent Strategic Public Involvement Group meeting.


  1. 5.        Meetings will be Chaired efficiently.  This means listening, controlling the discussion without monopolising it, and summarising where the discussion is up to, decisions made and action points arising from decisions.


  1. 6.        Everyone should have the chance to make a contribution and put their views forward to the meeting.  No Member will be allowed to dominate the meeting.


  1. 7.        The physical arrangements for the meeting will be considered in advance by the Secretariat, including:
  • ·       Suitable and accessible venue
  • ·       Timings that take account of members’ commitments
  • ·       Appropriate refreshments


  1. 8.        The Chair will be clear about the contribution expected from any observers or external visitors who may from time to time be invited to meetings




Draft Ground Rules for Members


  1. 1.        Everyone shall be welcomed and introduced


  1. 2.        Members will be open to new ideas, different contributions, and different ways of looking at issues.


  1. 3.        All Members are responsible for allowing the agenda to be met in full and the meeting to be finished on time


  1. 4.        Every member has the right:
  • ·       To state their opinion and put forward suggestions, and have these opinions and suggestions listened to and responded to
  • ·       To disagree with other’s points of view
  • ·       To make contributions without being interrupted
  • ·       Not to be subjected to offensive or inappropriate language or behaviour
  • ·       Not to be excluded by the use of jargon
  • ·       To understand what is being discussed


  1. 5.        All Members are responsible for creating a Meeting environment which is conducive to productive partnership working




Community activism training resource

As part of the YPFN programme, we have developed a community activism training resource which can be used all at once or in bits as best suits your needs.

Community Activism is a resource for children, young people and adults to use locally to help strengthen community action to help make where we live a better place. It is based on Act by Right which you can also get for free at www.actbyright.org.uk.

Community Activism helps those of us involved in our neighbourhoods to think about the part we play and the values, knowledge and skills to help us work well together and make change happen where we live.

The journey has five suggested places to visit, but lots of opportunity to change the itinerary, do more in some areas and less in others or go to other places not mentioned in this short resource guide.

The journey

1. We start by getting to know each other and representing others.

2. Venturing out, we look around and get to know our community.

3. Landing in new territory, we get ready for action.

4. We then branch out a bit further, discovering new knowledge and skills as we explore how to help make change happen and campaign for change.

5. And all good journeys need a chance to look back, share our experiences, find out what’s changed and what we plan to do next.

View PDF     

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KnowHow NonProfit logoKnowHow NonProfit - the place for nonprofit people to learn and share what they have learnt with others.
Whether you work in a large charity, are setting up your own social enterprise or are helping out your local community group, this site is for you. Whatever your organisation or role within it, if you want information, to update your skills or to talk to others in similar situations, it’s the right place.
KnowHow NonProfit contains 25 areas of learning which have been developed to assist in all areas of running a nonprofit organisation. Whether you manage volunteers or are completing a funding application, you will find something to assist you in your role.
KnowHow NonProfit is a new website built for the nonprofit sector: launched in April 2009 and is an online community and learning resource for anyone with an interest in voluntary sector work. It is a comprehensive information resource and a place where new charity start-ups and experienced minds can share their knowledge and expertise with each other online. http://www.knowhownonprofit.org/ is packed full of useful information , podcasts from events and a calendar of courses and conferences stretching across the UK. We also have our own fortnightly ‘Millcaster Tales’ where fictional nonprofits experience real life challenges.
KnowHow NonProfit is funded by the Big Lottery Fund and all content is entirely free and available to all.


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