Membership Development
Strategy
April 2012 - 2015
Making a difference together
UCLH Foundation Trust has 1893 Public
and 8241 Patient members
April 2012
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 Trust’s Annual Report
which provides the following information:
Membership report
Definition of the membership constituencies
Annual membership analysis
Annual membership strategy – key deliverables for the year
Names of the members of the Governing Body can be found at
www.uclh.nhs.uk/members
Membership Development Strategy 2012-2015
Page 1
1.
Introduction
University College London Hospitals NHS Foundation Trust (the Trust) which
is situated in the heart of London, is one of the most complex NHS trusts in
England, serving a large and diverse population. It became a Foundation
Trust in 2004. It provides academically led acute and specialist services, both
locally and to patients from throughout the United Kingdom. It balances the
provision of highly rated, specialist services with providing acute services to
the local populations of Camden, Islington, Barnet, Enfield, Haringey and
Westminster, and other areas of London. As a Foundation Trust it recognises
that the Governing Body directly represents the patients, staff and local
communities it serves and that building and encouraging membership
involvement provides a real opportunity for people to influence the work of the
Trust and wider healthcare landscape.
This membership development strategy 2012 sets out a series of objectives
for the Trust to continue to maintain, grow and engage its membership,
including the actions that it will take to meet these objectives. It also describes
how the Trust will evaluate the delivery of the strategy. It should be noted that
whilst this strategy is aimed and patients and public, the action plan will
include staff engagement and involvement.
The strategy will be delivered within the wider framework of Trust strategies
which address the issues of equality and diversity, public and patient
involvement, user engagement, and communications. Appendix 1
summarises what progress was made against the objectives set out in the
Trust’s second membership strategy published in 2009.
2.
Background
A membership development strategy steering group, comprising a small
number of governors and the membership development manager, was
established to consider how;
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Communication with members can be improved
The benefits of UCLH membership can be communicated to the public and
patients more widely including informing people about the role of
governors 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 and
engagement 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 and
that the Trust would need to keep all members up-to-date with what was
happening at UCLH and show how being involved could make a difference. It
also agreed that representing the interests of members and stakeholders and
engaging with members was a key responsibility of Governors.
3.
Strategic objectives
Membership Development Strategy 2012-2015
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This strategy sets out objectives that will be achieved to develop an engaged
membership. There are three strands to the strategy these are;
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Build and maintain membership numbers to meet /exceed annual plan
targets ensuring the membership is representative of the population the
Trust serves,
Communicate effectively with members,
Engage with members and encourage involvement.
The previous strategy evolved as the membership developed and the
Governing Body will review the ongoing delivery of these objectives at least
annually.
4.
Delivering the Strategy
The Governing Body with the Director of Corporate Services will have
responsibility for ensuring the objectives and actions of this strategy are
carried out. The Membership Development Manager will lead implementation
and will ensure that specific Governor led projects, which focus on issues of
recruitment or membership engagement, are incorporated in the action plan.
The Governing Body may establish a group which, if required, will oversee
implementation of the Strategy
Objective 1
Build and maintain membership numbers to meet / exceed annual
plan targets ensuring the membership is representative of the
population the Trust serves
The Trust’s aim remains to steadily recruit and increase representative
membership.
Key objectives include:
i.
ii
iii.
iv.
v.
To meet the annual targets as set out in the Trust’s Annual Plan each
year.
To maintain an accurate membership database which meets regulatory
requirements and can aid membership development
To encourage membership across the public and patient constituencies
To take steps to ensure the membership reflects the diversity of
the
population the Trust serves
To develop a simple and accessible process for becoming a member.
Actions to achieve this include:
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Targeted and regular recruitment drives in the Trust’s Hospitals and at the
annual open event
Use of membership recruitment material e.g. letter from the
Chairman should be sent to all new patients across our hospital sites
Review recruitment material at least bi-annually to ensure it remains
relevant and design site specific posters and banners for new sites, for
example the University College Hospital Macmillan Cancer Centre and
RNTNEH
Membership Development Strategy 2012-2015
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Continue to use membership champions and governors to recruit
members at key hospital locations and consider membership champions to
assist in recruiting at hospital events
Identify initiatives to raise the profile of membership in the local community
e.g. advertising in local borough publications or attending local community
events
Develop strategies to identify and address under-representation, working
with equality and diversity organisations.
Continue visits to community groups to attract new members (this is also
an opportunity for engagement)
Develop strategies to encourage youth members to join the membership;
Increase membership in the public constituency to ensure more even
representation across London;
Make the members/governors webpage more visual;
Organise a series of visits to GP surgeries to recruit new members (also
an opportunity for engagement)
Objective 2
Communicate effectively with members
The Trust is committed to maintaining a two-way dialogue with its
membership. Through this it will encourage members to help influence
developments within the Trust.
Key objectives include:
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To promote the work of the Trust and its Governors
To identify opportunities for two-way communication between members
and Governors
To ensure communications encourage the engagement with members
Actions to achieve this include:
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Promote the work of the Trust and its Governors on the Trust’s 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, the
benefits of membership and the role of members
Provide opportunities for members to give their views on a range of issues
e.g. membership issues, UCLH News and patient care
Make UCLH news and other membership publicity material available in
other languages and formats as required through the Trust’s membership
engagement work
The Trust will consider the needs of its diverse membership when assessing
its methods of communication and aim to provide material in appropriate and
accessible formats.
Objective 3
Engage with members and encourage involvement
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The Trust’s aim is to ensure that the membership has an opportunity to get
involved with the Trust and through this engagement help shape the services
it provides.
Key objectives include:
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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.
Actions to achieve this include:
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5.
Increase opportunities for members to engage in Trust work e.g. ward
observation work, recruit more membership champions, patient
environment action teams (PEAT) inspections
Link with the Trust’s 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 in
future 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 to
include governor champions for patient and public recruitment and staff
engagement.
Evaluating the strategy
The overriding objective will be to ensure the strategy is delivered. The
Governing Body will monitor delivery of the objectives set out in the strategy
through an action plan which will set out what steps will be taken to meet
these objectives. In monitoring the effectiveness of the strategy, the
Governing Body and the Director of Corporate Services will ensure that it
remains meaningful and relevant.
A progress report was submitted to the Governing Body by the Membership
Development Manager in November 2011 and will continue to be presented at
least 12 monthly intervals thereafter.
6.
Comments and Questions
The first point for contact with the Trust regarding membership information is
the Membership Development Manager on 020 3447 9290 and via email
foundation.trust@uclh.nhs.uk
Ros Waring
Membership development manager
Following consultation with the Membership Development Strategy Working Group:
Christine Chapman – Non-London based Patient Governor
Fiona McKenzie – London-based Patient Governor
John Green – London-based patient Governor
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Dee Carter – London-based patient Governor
Bill McAlister – London based patient Governor
Tom Hughes – Staff Governor
Membership Development Strategy 2012-2015
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Appendix 1
Membership Development Strategy 2009
1.
Introduction
This paper summarises the achievement of the objectives set out in the
membership development strategy which were agreed by the Governing Body
in 2009. Regular reports were submitted to the Governing Body meeting on
progress against delivery, providing assurance to the Trust that the specific
objectives were being delivered; achievement of the overall goals were
reported annually in the Trust’s annual plan.
2.
Build and maintain membership numbers to meet/exceed annual plan
targets ensuring the membership is representative of the population the
Trust serves
One of the key objectives in delivery of this was:

To take steps to ensure the membership reflects the diversity of the
population it serves
Considerable progress has been made in this area. The public membership is
now represented by more than 15% of members from the Asian community.
This has largely been due to the successful engagement programmes
organised through the membership office. Strategies to improve this across
more 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 of
health talks in the communities
Membership stand at local events, for example Spencer House Open
Day. Spencer House is part of Circle 33 which provides Supported
Housing.
Members from local communities signing up more members
ii.
ii.
As a result of the above work UCLH News is now regularly translated into
Bengali, Chinese and Turkish.
2.
Communicate effective with members
One of the key objectives in delivery of this was:

To ensure communications encourage the engagement of members
Considerable progress has been made in this area. Regular communication
with members has resulted in a more engaged membership. This has been
achieved by:
i;
Effective and timely communications to members on email informing
them of the forthcoming MembersMeet. An increased number of
Membership Development Strategy 2012-2015
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members now to use the Foundation Trust inbox as a method of
communication, not only for MembersMeets but also to advise of the
change of address/circumstances, information, standing for governor.
Members generally respond to the Membership office communications,
even if it’s to send their apologies to a MembersMeet.
There has been an increased number of new applications coming
through the inbox, this could be as a result of the QR code (quick
response code which when scanned with smart phones take people
directly to the membership website page) that has been added to the
membership posters.
UCLH news continues to be an effective and well received
communication to the members.
ii.
iii.
3.
Engage with members and encourage involvement
One of the key objectives in delivery of this was:

To identify opportunities for members and governors to get involved in
the Trust
Considerable progress has been made in this area. The Trust has developed
ways for members and governors to work together on a number of projects;
these include:
i.
ii
iii
PEAT inspections
Ward observation work as part of the quality improvement framework
Membership recruitment champions
Conclusion
This review shows that the strategy agreed by the Governing Body has broadly been
delivered. In areas where progress has been more difficult to accomplish the
Membership Development Strategy Steering Group developed alternative strategies
some of which will be built on in the 2012 membership strategy.
RW/April 2012
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