Membership Development Strategy

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Membership Development

Strategy

April 2012 - 2015

Making a difference together

UCLH Foundation Trust has 1893 Public

and 8241 Patient membersApril 2012


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Content

1 Introduction 2

2 Background 2

3 Strategic objectives 2

4 Delivering the Strategy 3

5 Evaluating the Strategy 5

6 Comments and Questions 5

7 Appendix 1 Membership Development Strategy 2009 6

This document should be read in conjunction with the Trusts Annual Reportwhich provides the following information:

Membership reportDefinition of the membership constituencies

Annual membership analysisAnnual membership strategy key deliverables for the year

Names of the members of the Governing Body can be found atwww.uclh.nhs.uk/members

Membership Development Strategy 2012-2015 Page 1
http://www.uclh.nhs.uk/membershttp://www.uclh.nhs.uk/members


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1. Introduction

University College London Hospitals NHS Foundation Trust (the Trust) whichis situated in the heart of London, is one of the most complex NHS trusts inEngland, serving a large and diverse population. It became a FoundationTrust in 2004. It provides academically led acute and specialist services, both

locally and to patients from throughout the United Kingdom. It balances theprovision of highly rated, specialist services with providing acute services tothe local populations of Camden, Islington, Barnet, Enfield, Haringey andWestminster, and other areas of London. As a Foundation Trust it recognisesthat the Governing Body directly represents the patients, staff and localcommunities it serves and that building and encouraging membershipinvolvement provides a real opportunity for people to influence the work of theTrust and wider healthcare landscape.

This membership development strategy 2012 sets out a series of objectivesfor the Trust to continue to maintain, grow and engage its membership,including the actions that it will take to meet these objectives. It also describeshow the Trust will evaluate the delivery of the strategy. It should be noted thatwhilst this strategy is aimed and patients and public, the action plan willinclude staff engagement and involvement.

The strategy will be delivered within the wider framework of Trust strategieswhich address the issues of equality and diversity, public and patientinvolvement, user engagement, and communications. Appendix 1summarises what progress was made against the objectives set out in theTrusts second membership strategy published in 2009.

2. BackgroundA membership development strategy steering group, comprising a smallnumber of governors and the membership development manager, wasestablished to consider how;

Communication with members can be improved

The benefits of UCLH membership can be communicated to the public andpatients more widely including informing people about the role ofgovernors and the Governing Body

To increase a representative membership, particularly with younger people

To increase engagement

The Governing Body can contribute to developing the membership andengagement strategy

Best to develop the role of the member and encourage involvement

The group agreed that not all members would want to be actively involved andthat the Trust would need to keep all members up-to-date with what washappening at UCLH and show how being involved could make a difference. Italso agreed that representing the interests of members and stakeholders andengaging with members was a key responsibility of Governors.

3. Strategic objectives

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This strategy sets out objectives that will be achieved to develop an engagedmembership. There are three strands to the strategy these are;

Build and maintain membership numbers to meet /exceed annual plantargets ensuring the membership is representative of the population theTrust serves,

Communicate effectively with members,

Engage with members and encourage involvement.

The previous strategy evolved as the membership developed and theGoverning Body will review the ongoing delivery of these objectives at leastannually.

4. Delivering the Strategy

The Governing Body with the Director of Corporate Services will haveresponsibility for ensuring the objectives and actions of this strategy arecarried out. The Membership Development Manager will lead implementation

and will ensure that specific Governor led projects, which focus on issues ofrecruitment or membership engagement, are incorporated in the action plan.

The Governing Body may establish a group which, if required, will overseeimplementation of the Strategy

Objective 1

Build and maintain membership numbers to meet / exceed annualplan targetsensuring the membership is representative of thepopulation the Trust serves

The Trusts aim remains to steadily recruit and increase representativemembership.

Key objectives include:

i. To meet the annual targets as set out in the Trusts Annual Plan eachyear.

ii To maintain an accurate membership database which meets regulatoryrequirements and can aid membership development

iii. To encourage membership across the public and patient constituenciesiv. To take steps to ensure the membership reflects the diversity of the

population the Trust servesv. To develop a simple and accessible process for becoming a member.

Actions to achieve this include:

Targeted and regular recruitment drives in the Trusts Hospitals and at theannual open event

Use of membership recruitment material e.g. letter from theChairman should be sent to all new patients across our hospital sites

Review recruitment material at least bi-annually to ensure it remainsrelevant and design site specific posters and banners for new sites, forexample the University College Hospital Macmillan Cancer Centre and

RNTNEH



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Continue to use membership champions and governors to recruitmembers at key hospital locations and consider membership champions toassist in recruiting at hospital events

Identify initiatives to raise the profile of membership in the local communitye.g. advertising in local borough publications or attending local communityevents

Develop strategies to identify and address under-representation, workingwith equality and diversity organisations.

Continue visits to community groups to attract new members (this is alsoan opportunity for engagement)

Develop strategies to encourage youth members to join the membership;

Increase membership in the public constituency to ensure more evenrepresentation across London;

Make the members/governors webpage more visual;

Organise a series of visits to GP surgeries to recruit new members (alsoan opportunity for engagement)

Objective 2

Communicate effectively with members

The Trust is committed to maintaining a two-way dialogue with itsmembership. Through this it will encourage members to help influencedevelopments within the Trust.


To promote the work of the Trust and its Governors

To identify opportunities for two-way communication between membersand Governors

To ensure communications encourage the engagement with members


Promote the work of the Trust and its Governors on the Trusts website,through UCLH News and the Annual Review

Identify opportunities for members to meet Governors e.g. at Trust events

Provide all new members with relevant information about the Trust, thebenefits of membership and the role of members

Provide opportunities for members to give their views on a range of issuese.g. membership issues, UCLH News and patient care

Make UCLH news and other membership publicity material available inother languages and formats as required through the Trusts membershipengagement work

The Trust will consider the needs of its diverse membership when assessingits methods of communication and aim to provide material in appropriate andaccessible formats.

Objective 3

Engage with members and encourage involvement



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The Trusts aim is to ensure that the membership has an opportunity to getinvolved with the Trust and through this engagement help shape the servicesit provides.


To ensure the views of members are understood To identify opportunities for members and Governors to get involved in the

Trust

To encourage more members to stand for election to the Governing Body.


Increase opportunities for members to engage in Trust work e.g. wardobservation work, recruit more membership champions, patientenvironment action teams (PEAT) inspections

Link with the Trusts existing strategies, for example patient and public

involvement (PPI) and making a difference together campaign. Identify initiatives where members can be used as a source of feedback on

patient and quality issues

Continue to encourage a high number of members to stand for election infuture years.

Link with Local Councils to encourage stronger engagement.

Invite members to engage in patient experience programmes in the Trust.

Develop the membership governor champion role to extend this toinclude governor champions for patient and public recruitment and staffengagement.

5. Evaluating the strategy

The overriding objective will be to ensure the strategy is delivered. TheGoverning Body will monitor delivery of the objectives set out in the strategythrough an action plan which will set out what steps will be taken to meetthese objectives. In monitoring the effectiveness of the strategy, theGoverning Body and the Director of Corporate Services will ensure that itremains meaningful and relevant.

A progress report was submitted to the Governing Body by the MembershipDevelopment Manager in November 2011 and will continue to be presented atleast 12 monthly intervals thereafter.

6. Comments and Questions

The first point for contact with the Trust regarding membership information isthe Membership Development Manager on 020 3447 9290 and via [email protected]

Ros WaringMembership development manager

Following consultation with the Membership Development Strategy Working Group:Christine Chapman Non-London based Patient Governor

mailto:[email protected]:[email protected]


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Fiona McKenzie London-based Patient GovernorJohn Green London-based patient GovernorDee Carter London-based patient GovernorBill McAlister London based patient GovernorTom Hughes Staff Governor



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Appendix 1Membership Development Strategy 2009

1. Introduction

This paper summarises the achievement of the objectives set out in themembership development strategy which were agreed by the Governing Bodyin 2009. Regular reports were submitted to the Governing Body meeting onprogress against delivery, providing assurance to the Trust that the specificobjectives were being delivered; achievement of the overall goals werereported annually in the Trusts annual plan.

2. Build and maintain membership numbers to meet/exceed annual plantargets ensuring the membership is representative of the population theTrust serves

One of the key objectives in delivery of this was:

To take steps to ensure the membership reflects the diversity of thepopulation it serves

Considerable progress has been made in this area. The public membership isnow represented by more than 15% of members from the Asian community.This has largely been due to the successful engagement programmesorganised through the membership office. Strategies to improve this acrossmore ethnicities will be included in the 2012 plan.

Examples of engagement undertaken to improve representation are listed

below.

i. Visits to Bengali and Chinese communities followed by a series ofhealth talks in the communities

ii. Membership stand at local events, for example Spencer House OpenDay. Spencer House is part of Circle 33 which provides SupportedHousing.

ii. Members from local communities signing up more members

As a result of the above work UCLH News is now regularly translated intoBengali, Chinese and Turkish.

2. Communicate effective with members


To ensure communications encourage the engagement of members

Considerable progress has been made in this area. Regular communicationwith members has resulted in a more engaged membership. This has beenachieved by:

i; Effective and timely communications to members on email informingthem of the forthcoming MembersMeet. An increased number of



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members now to use the Foundation Trust inbox as a method ofcommunication, not only for MembersMeets but also to advise of thechange of address/circumstances, information, standing for governor.Members generally respond to the Membership office communications,even if its to send their apologies to a MembersMeet.

ii. There has been an increased number of new applications comingthrough the inbox, this could be as a result of the QR code (quickresponse code which when scanned with smart phones take peopledirectly to the membership website page) that has been added to themembership posters.

iii. UCLH news continues to be an effective and well receivedcommunication to the members.

3. Engage with members and encourage involvement


To identify opportunities for members and governors to get involved inthe Trust

Considerable progress has been made in this area. The Trust has developedways for members and governors to work together on a number of projects;these include:

i. PEAT inspectionsii Ward observation work as part of the quality improvement frameworkiii Membership recruitment champions

Conclusion

This review shows that the strategy agreed by the Governing Body has broadly beendelivered. In areas where progress has been more difficult to accomplish theMembership Development Strategy Steering Group developed alternative strategiessome of which will be built on in the 2012 membership strategy.

RW/April 2012


Membership Development Strategy

Documents

Transcript of Membership Development Strategy