Richard Downes, Engagement and Development Worker
December 2013

Introduction
Merton Centre for Independent Living (MCIL) is relatively young. It developed an engagement and development project to develop engagement tools enabling the organisation to increase its sustainability through a growing and better informed and empowered membership.
It is worth revisiting the concept of MCIL as service provider. We anticipate that our single greatest method of engagement will be through this provision.
Volunteering is also key. Peer Supporters are trained MCIL Members.
Volunteer opportunities will arise through the provision of advice and advocacy. An ambassadorial role has been developed for volunteers keen to promote MCIL and its political foundations, (the Social Model of
Disability and the 12 Pillars of Independent Living). This reflects on the primacy of word of mouth as the principle engagement tool.
This draft report is the result of a funded agreement between Merton
Priory Homes and Merton Centre for Independent Living. It seeks to show the processes the project engaged in and its outcomes.
Summary
 MCIL is grassroots led.
 Leadership strategies are discussed at a grassroots level through
My Voice Matters debates and by listening to local people at other events
 MCIL’s agreed and shared understanding of disability (the social model) is an imperative that needs to be shared and understood throughout the organisation
The 12 Pillars of Independent Living are important and a potential source for development. They outline what a CIL does, the rights it should demand for disabled people, indicates standards that need to be putinplace if a CIL is to function properly and indicate the expectations a member can have and areas that would be valid for them to explore.

Stage 1: Desk Research
Early on MCIL spent time doing desk research. It was important to get a feel for engagement theory and understand its usage in other areas and its potential reach. This led to an early dilemma. Is engagement top down/grassroots up? Where is the primary focus for engagement?
Whilst this caused much head searching – the answer ultimately became easy to understand. MCIL promotes itself as a grassroots organisation of disabled people. All strategies developed by its leadership have been affirmed by its membership through annual ‘My Voice Matters’ Debates.
Engagement techniques will enhance existing relationships and give better chances for the grassroots to have a say, develop a sense of ownership within the membership and encourage MCIL, in part, to be more responsive to participating members and spontaneous with respect to its growth.
Early desk research also focussed on some of the target groups. Young
Disabled People, Disabled People from BME Communities, etc. What became clear in this is the importance of MCIL’s continuing commitment to the Social Model of Disability. Engagement with some groups throughout society has been poor due to the construction of barriers within organisations, the environments they practice from and the attitudes they promote. MCIL have a commitment to the social model - understanding disabled people’s experience as one of discrimination based on impairment. MCIL would fundamentally fail if it did not own its commitment to the social model and further if it were to fail to develop an appropriate level of awareness towards this. Indeed in focussing on hard to reach groups MCIL have gone a little further by recognising the existence of multiple discrimination and the diversity amongst disabled people.
MCIL are active participants in a National Disability Movement. Just as the NHS will call for targeting on health factors such as diabetes or smoking the Disability Movement, will make wider calls for rights and inclusion. Over the last 20 years and more the Movement has called for inclusive, comprehensive and enforceable civil rights. Independent Living

is directly related to this and indeed is a result of active campaigning.
The relationship is grounded in the 12 Pillars of Independent Living.
MCIL should continually assess its position in relationship to the social model, the wider disability movement and the 12 pillars as well as its membership. How the latter of these, the membership, can become au fait with the remnants of the spectrum is of concern to engagement as it can only be from a vibrant membership, that we will be able to sustain, develop diversity from the grassroots up, and this can only be done effectively if they understand the values we promote, the services we provide and the importance of their participation. This is consistent with engagement strategies showing the importance of sharing organisational values if the membership is to participate in and own the strategies of the organisation. It not only enhances the intellectual wealth of the organisation but its health too.
Towards the end of the desk research a number of engagement recommendations and actions arising from this research were compiled for the potential consideration of MCIL’s management committee. These are given at the end of this report.
Desk Research explored different types of engagement, employee, community and public. Additionally, we looked at the University of
Leeds, disability archive for additional guidance on engagement with young disabled people.

Stage 2: Interviewing
Subsequently, MCIL targeted 8 groups for in-depth interviews.
We felt that this may be valuable as we would have contact with groups that had gone through the engagement experience, learned lessons, and would be able to advise on the why’s and wherefores of engagement.
Maybe the biggest lesson they could share with us, stood outside of these expectations, and was reflected in the enthusiasms of the interviewees who all felt that engagement had proved beneficial to them and their organisations. Additionally, a clear area for satisfaction within all interviewees came from the empowering consequences of engagement and the changes that it affects in people’s lives.
Lessons learned were extracted from the interviews. Lessons relate to the importance of engagement, the style of engagement, the importance of removing barriers and the value of increasing diversity through the engagement of hard to reach groups.
Whilst engaging in desk research (see later section) we identified over
20 groups that we felt would be good to learn from, about engagement, and others that would be important in developing as a CIL and which would be further intrinsic to enhancing our membership as one that reflects the diversity of our potential membership base. These groups were identified with respect to requirements for the project to learn about engagement from and the need to engage with targeted ‘hard to reach’ groups.
The groups which we chose to learn from were:
 Allfie (The Alliance for Inclusive Education) and the Council for
Disabled Children both of which are established organisations supporting young disabled people (one of our hard to reach groups),
 Lower Green Community Association and The Mill both of which were beneficiaries of NESTA Neighbourhood Challenge funding

which facilitated learning on engagement, and both of which grew as a consequence of this learning
 The Polish Family Association whom we identified as being representative of Merton’s fastest growing BME Community
(another hard to reach group),
 Ealing Centre for Independent Living whom we felt an affinity with on the basis of being a CIL, and
 XLP who work with young people on deprived estates and whom have a record of engaging in innovative ways.
 Whilst attending community events in Merton we also learned of the work IAPTS are doing, that they have an active community engagement project and who claimed that physically disabled people were their hardest to reach group so who better to learn engagement from, partner up with and respond to on the basis of being an organisation that could part resolve their stated difficulties with.
Stage 3: Outcomes
Changes to our ways of working
Learning from research is important to MCIL. We have a strong, informed disabled and non disabled leadership, we are young, hungry, innovatory and progressing quickly. Against this our membership is seen as disempowered. We want them to be feel included, a part of the organisation. We look to them as guarantors of our future. We look forward to enabling their strengths and towards their development as co-leaders. At the same time the leadership itself may not be sure of the benefits of engagement. This is a first stage in addressing the needs of the organisation, at large, on individual and collective levels. Based on the ease and simplicity of engagement techniques we have already:
1.
Compiled a list of engagement principles for the leadership to reflect on.
2.
Put a Suggestions Box into the Office

3.
Recognised the importance of easy questions and a strengths based approach to engagement techniques which has been shared within the office following a course in the same.
4.
Encouraged leadership to develop a practical self awareness to barriers to participation that enhances the political knowledge gained through an understanding of the social model
5.
Suggested sharing training in common areas for all volunteers before branching off into specialist areas dependent on the service led choices volunteers want to make.
6.
A presentation pack has been developed for sharing with community groups
7.
Electronic communication has been increased. We know from admin statistics that we are being looked at more and more.
However, we do not see this as a primary tool of engagement and will continue to provide services, use direct mailing, word of mouth and promote groups and activities especially given the lack of access to resources in our community.
8.
An Ambassadorial role has been developed and will be developed further based on lessons learned through its practice.
9.
The importance of a members group as been identified and agreed.
List of possible engagement activities
During the interviews the following were all identified as being a means of engagement:
Observation This is something an engager can do. Simply look at who comes through the door but it is also something the engaged can do as a means of participation
Telling Stories If you see someone who is good at telling their own
Training
Sessions stories would they be good at telling other people’s stories and if so would they make good ambassadors
Allfie was keen for us to be in schools providing training on Disability History. We continued to talk about training throughout this research, feeling that using training skills might be one way to engage

Using the calendar
Community
Volunteers
Open
Consultations
Connecting within forums or groups of interested stakeholders – which may include a wider spectrum than that served by schools or which would be less prone to setting up barriers than schools. The need for young people to construct positive identities around disability was referred to a number of times. Clearly their are different areas to provide training in:
 The social model (models in general)
 Disability arts and culture
MCIL is already of aware of events set by calendar such as learning disabilities week, mental health day, international day of disabled people and its own commitment to dialogue with the membership and wider through the My Voice Matters debates and road shows.
Doing something celebratory is a turn on not a turn off.
What opportunities might there be to engage during the summer hols?
Are there any groups that cannot attend a meeting because of when it is?
We recognise skills within our membership and should aim to use these to offer to others. We will be doing this in Peer Support, Advice and Information, and
Advocacy. We will also look to set up an
Ambassadorial role that may prove to be useful within the community - and any other role that may be useful within the office.
See volunteers as providers and a means to raising self esteem
Where are our Peer Supporters different to mentors or coaches? Where are they similar? And could they be good role models too?
Do not consult if you already have the answer.
Consultation needs to be meaningful. You need to show you value replies. Start with easy questions.
MCIL engages by going out to groups to talk about
MCIL and to learn from the groups. We look for their ideas. We could be more open about connecting –
‘stop me and try me’, (just meeting a disabled person

Members
Groups
Activities /
Clubs / skills sharing
Services
Meetings /
EVENTS
Going to the experts / presentations in the street and taking the time to stop and chat, for instance). Clearly there are many ways to connect:
 Knock on doors
 Open days
 Word of mouth networks
Which may enjoy early facilitation but which could become self led.
This seems important in developing dialogue
Leadership provides information and questions
Membership Responds
Leadership shows what it has learned and wht it is taking forward
Be open to what members can lead on and contribute to.
Groups need to be mixed and reflect diversity of impairment
MCIL could set out a programme of activities, fun, games, culture spotting, which could be distinct from a members group but which might be initiated by a group or an individual within it
Making things together connects people.
Mobile discos, recording studios might attract younger people
An activity could become significant and lead to the development of clubs.
We believe our greatest source of engagement will come through the services which we provide: Peer
Support, Advice and Advocacy.
MCIL may want a response about an issue and could set up a meeting to realise this. There may be a need for a response greater than that of the members group but the members group itself could become a focus of this
Go where the people you want to reach; go to.
Recognize that others have already done the work, reached out, researched, made activities happen and that they may be glad to have you along
MCIL have been doing this with a presentation and have found this to be particularly useful amongst mental health groups.
This could be the start of identifying ‘bumping places’

Social
Networking and the web
Tea Mornings
Cafes.
Lunch Clubs
Materials
Crossing t’s and dotting the i’s
Specialist
Boards
– places where we bump into disabled people.
MCIL have a website, facebook, twitter accounts and an engagement blog. We have started to monitor this but are aware that this is not recommended as an engagement activity by most of our interviewees, as cost of equipment will bar some as will the lack of privacy and control amongst others.
Might work best for young people
We could perceive this as a more informal members group but would have difficulty engaging through this method due to the informality.
Leaflets (described by some as a waste of time), newsletters, briefings, bulletins
What are members, members of?
Keep your membership up to date
Stay in touch using social networking, materials, texts are good.
IAPTS have a partnership board. It allows them to cascade psychological therapies through the community. It is the nature of disabled people’s organisations that they have a wide spectrum to cater for and a wide range of interests to address. It is more the case that we respond to boards, action groups, etc, than we do initiate our own.
In some ways this looks like engaging up, accepting that others may have more power and influence and we need to be in there, persuading, asking and demanding. A campaign strategy would be the ultimate form of this.
Competitions Again this can be seen as an extension of activities/clubs but is also where MCIL can offer a resource (a room, computer access) in return for good
Community projects ideas that help build and sustain the organisation.
A food bank meets the crisis but a community co-op, based on local allotments, addresses the need for cheap food.

A list of possible barriers to inclusion (gathered during interview):
 A signing in book
 A buzzer
 English as the only language
 An un-dry building (alcohol related)
 Age restrictions
 Costs of equipment
 Lack of choice or privacy
 Misperceptions of a culture or group
 Irrelevance (of materials)
 Old people arguing about things that happened before I was born
 Meeting Formats
Prioritisation of engagement activity
MCIL exist to have an impact on its people, communities and the wider society that we live in. MCIL are prepared to put in the effort to achieve impact. During interviews we have identified a number of engagement activities. All of which appear on this chart. We have placed the activities

on the chart using our subjectivity which comes in part through our objective experience.
Should we focus our activities on the high impact, high effort quarter of the chart, we find a number of things that we already do successfully.
We host our own events and meetings (viz; the My Voice Matters
Debates and Road Shows), we provide services via Peer Support, Advice and Advocacy. We actively connect within our community and this as been enhanced through our engagement project. We are yet to have our community actively elect a project. This leaves us with Community
Volunteers, Open Consultations (which are more likely to feature in the
My Voice Matters debates), Members Groups.
Next steps
We initially experienced a real difficulty in choosing two engagement methods to take forward and realistically we have decided on 4. We are considering setting up groups, developing social media, attending and running events and developing our Ambassadors Programme. Our motivation in making a choice here is based on what lessons we have learned from research on engagement and those lessons that best realise our values. Specifically, our top 10:
 Engagement is easy
 Engagement works best on a face to face level
 Engagement allows for creativity
 Engagement presents opportunities
 Engagement should be barrier free
 Engagement is a two way process – it looks in and goes out
 Engagement, done well, gives a voice to seldom heard groups
 Engagement promotes diversity
 Engagement Empowers
 Engagement promotes ownership
1. Developing Groups
MCIL propose the development of two groups; a MCIL Members group and an MCIL’s 12 Pillars Group. These need not be mutually exclusive.

a) MCIL Members group
The group will come from the MCIL membership but will seek to include disabled members from other partnership groups. It will look at and work in accordance with MCIL’s aims, values and commitment to service delivery. It will be of benefit to the membership, and create opportunities. It is at these levels that MCIL facilitation will be important.
However, as a members group we would also expect to offer a space for the group to meet and to co-develop the agenda’s the group want based on their own needs, desires and skills; whilst remaining open and responsive to engagement with MCIL.
Some of the other engagement activities will also come into play here such as developing activities, story telling, promoting social networking.
There will be a hope that we can cross the t’s and dot the i’s as increasingly members feel they are a part of something and MCIL proves its capacity to respond to and enage with the membership. This will also accord with our mission statement of being true to our grassroots.
We would further envisage using the group as a means of little effort, low impact, by developing more informal engagement activities, tea making, competition. b) MCIL’s 12 Pillars group
Disability Equality Training will be offered (Social Model) but will emphasise the 12 rights or pillars of independent living. These will be explored in terms of; what they mean to attendees, ways in which the group can develop expertise in the pillar (ie, understanding access could lead to training in access audits, understanding housing issues could lead to giving greater voice to local housing agencies, etc). This may in turn lead to the development of sub groups, the acquisition of skills and improve on dialogue. c) Why two groups
The members group will be focussed on the internal mechanisms of
MCIL insofar as it will be facilitated by MCIL but will increasingly develop as a user led activity, will be a font for engagement through dialogue, as

well as a place where opportunities to lead are understood (eg; the role of trustees, community volunteers). The 12 Pillars group is more external, about how the rights can be used to address inequalities within
Merton.
This would also start a process where the opening statement about engagement being used to: “enable the organisation to increase its sustainability through a growing and better informed and empowered membership”, is partly achieved.
Of these two proposed groups we are of a mind to develop a members group first. It will present MCIL with a chance to meet members’ face to face, share information on structure, service and values.
MCIL Leaders (Trustees and Staff) will be given occasional access to the group to lead discussions and ask questions with a view to enhancing strategy or considering alternative means for the development of strategy. Indeed the role of leaders have in facilitating the group will need to be assessed though at face value leaders will be able to consult and inform the group of events and opportunities.
Terms of Reference have been written through which to initiate the group.
A strengths based approach to working with the group will hinge on:

2. Developing the Ambassadorial Role
An MCIL Ambassador promotes MCIL. In order to do this the
Ambassador needs to know MCIL. Therefore; MCIL Ambassadors will: a) Spend time at MCIL shadowing MCIL service providers to acquire an understanding of roles b) Receive training in the Social Model of Disability and the 12 Pillars of Independent Living c) Receive Training in Diversity d) Receive a developed Role Description e) Be set weekly targets which they will be required to meet f) Be given an introduction to Easy Questions and Strength based approaches to working with Individuals and communities g) Be given access to MCIL Promotion materials h) Be supported to attend community events as speakers and stall holders i) Be encouraged to recruit and monitor new members.
There role will be developed to meet:
Overall Purpose of Role: To promote the importance of Independent
Living to Disabled People and the principles it is built on amongst the community.
Key Tasks will be:
 To increase your knowledge of the work of MCIL and the values that underpin its achievements.
 To actively promote MCIL within the community and especially to other disabled people and within decision making forums
 To support MCIL outreach activities
Ambassadors will need to meet the requirements of the Role
Description.

3. Social Media
Whilst our communications have been enhanced by entrusting the involvement of the Engagement and Development Worker in using
Facebook and as a respondent to Twitter, whilst also developing an engagement blog, this only effectively covers a communications gap and in doing so only meets a small need. Indeed statistics indicate that only
30% of our target audience have computer access and that some of these have less computer literacy than non disabled people.
The advice of engagers is not to use Facebook and not to rely on electronic communication, though texts seem to have a useful function if maintained. However, we are actively monitoring our Facebook communications on a weekly basis so as to understand its reach. We have already seen more people watching MCIL than ever before and felt somewhat surprised to record more than 1,000 hits during November
2013 though this was a period when we we’re promoting My Voice
Matters and when disabled activists including some form Merton successfully campaigned for the Independent Living Fund (both activities being roundly supported by Twitter). Additionally we like to think that this is because the news we put out has increasing relevance to disabled people and provides the opportunity for disabled people to participate within MCIL, the local community and the wider disability movement.
In addition engagers suggest that if Facebook has a relevance it is to younger disabled people so this equates with our efforts to target this hard to reach group. The Engagement Worker also now runs his own blog as a means of sharing information, contributes to twitter discussions and has made several comments on how we might improve our website.
4. Events
MCIL have a multifaceted approach to running and attending events.
We run MCIL events to engage the membership, listen to their views and add these views into the development of strategy, increase dialogue with decision makers and with a view to improving services used by

disabled people. We also take the opportunity to express the values of the organisation, (the aforementioned social model and 12 Pillars of
Independent Living).
Attending events run by other organisations has a similar remit.
Increasingly this is done in partnership with Ambassadors, the involvement of disabled people in the local community is therefore on the increase, we can continue to develop dialogue with services and decision makers but importantly this is another opportunity to promote
MCIL, the work we do, the ways we can help and once again put out those values. It is here that we hope to develop membership and get people’s opinions.
Learning and sharing
Throughout this full process, a log of the work being done, methods used, and a miscellany of issues were recorded. This is now being presented as a blog www.inclusionmcil.wordpress.com
enabling MCIL’s ability to share lessons learned about engagement and the development of MCIL through engagement. MCIL have committed to using electronic communications as a means to developing engagement. MCIL currently use twitter, facebook, skype, email and its own website www.mertoncil.org.uk
Our full report will be presented to the funders, Merton Priory Homes and shared with the interviewed groups.
The Engagement and Development Worker will continue to engage and develop. He is committed to monitoring his involvement through:
 Equal opportunities monitoring of the Members Group and
Ambassadorial roles.
 Office assumed responses to equal opportunities during group visits and presentations
 Recording numbers of members and visitors to the Members
Group, and the numbers of events Ambassadors support, and the methods that they use, as well as the number they represent to.

References:
Centre for Disability Studies, University of Leeds www.employerengagementstrategies.co.uk
http://www.ucl.ac.uk/public-engagement/whatispublicengagement http://www.publicengagement.ac.uk/what http://www.papworth.org.uk/page.php?s=b901768b912cc640594a5ade
3f2e923c&urlid=get_involved http://www.user-involvement.org.uk/ http://pccyouthcharter.wordpress.com/the-youth-charter-document/ http://pccyouthcharter.wordpress.com/youthengagement/
Key interviewees
Tara Flood, Allfie, The Alliance for inclusive Education
Alison Griffin, The Mill
Zara Todd, CDC, Council for Disabled Children
Jenny French, LGCA, Lower Green Community Association
Robin Fleming, ECIL, Ealing Centre for Independent Living
Slawek Szcepanski, PYZA, Polish Family Association
Chloe Stone and Evee, XLP
Steve Sheward IAPTS

Appendix 1
Recommendations and actions arising from Desk Research
1.
MCIL should work to engage members in the organisation so that they feel attached to MCIL, involved with what it does, are committed to MCIL, its values, its strategy, and development
2.
New members should be given the opportunity to become passionate and committed to MCIL.
3.
To achieve this MCIL should engage new members so they identify with the leadership, ie, its committee and workforce
4.
MCIL should seek to imbue members with responsibility for MCIL.
5.
MCIL members should be able to share and shape MCIL’s vision, values and communications.
6.
Members should know MCIL’s strategic plan and all policies which in turn, should be focussed on the membership and their aspirations
7.
MCIL should develop positive relationships with its membership to ensure that we all pull in the same direction to achieve MCIL goals.
8.
MCIL members should be able to take the initiative on behalf of the organisation and should be encouraged to devise solutions to problems. Members will become responsible for their own empowerment. They will have a sense of belonging and towards
MCIL.
9.
MCIL should be clear about what a member is, what the benefits of membership is and how this is distinct from being a service user.
10.
MCIL should proactively plan to include and find resources to bring about the inclusion of all hard to reach groups.
11.
MCIL should actively drive members engagement with itself giving members a free choice as to when and how they work with
MCIL. Members should be able to participate at and within MCIL at all levels.
12.
MCIL should be responsive to both ‘actual members’ and
‘potential members’.

13.
MCIL will include procedures for the involvement of members within third party consultations where consultations are not MCIL led.
14.
MCIL should have a clear approach as to how it will facilitate its own need to inform, consult and collaborate with its membership.
15.
MCIL should shy away from questionnaires as a means to collecting evidence, but will be fairly open about how it collects evidence, providing different opportunities for members to engage.
16.
MCIL should seek to actively engage members in its work by asking them to participate in training days, consultations, events, the work of MCIL, etc.
17.
MCIL should review and change leadership initiatives to make them inclusive of and relevant to its membership.
18.
MCIL should have an approach to capacity building that ensures growth at all levels including committee, staff, members and resources.
19.
MCIL should review the culture, and audit practice and procedures within itself to ensure that activities include all members including those who are hard to reach.
20.
MCIL should make a concerted effort to promote themselves and their activities/services to Merton’s disabled people and their allies, including local community groups, schools and residential settings. MCIL should also liaise with social services and other services to ensure that they are known and that disabled people are referred to them.
21.
MCIL should look to ‘Involve members in the process of governance and peer mentoring’
22.
MCIL undertake to remove all barriers to the engagement of members
There is a supporting document called ‘About Engagement’ where many of these recommendations are taken from. It also includes many questions and statements about how these recommendations can be taken forward. However to put some meat on the bones:

Possible Implications from accepting the recommendations
1.
MCIL should work to engage members in the organisation so that they feel attached to MCIL, involved with what it does, are committed to MCIL, its values, its strategy, and development
 Key words here are work, attached, involved and committed
 MCIL currently engage at a low level through information sharing through the newsletter, website, facebook and twitter. The low level is evidenced by take up of opportunities, responses, etc.
 This does not mean that the work we currently do is not worthwhile. Indeed the way we engage currently may become more useful as we engage with a younger audience
 MCIL also engage at Community Events, participating in setting up stalls, and with the example of the My Voice Matters days enter into dialogue with a local community of disabled people. This has shown to be more successful in attracting interest. This represents a higher though still lower level of engagement and shows a more consultative outlook.
 MCIL engage and will engage increasingly through delivery of services. We currently provide Peer Support, Advice and
Information and Advocacy. Again we expect this to be successful and indeed for demand to outstrip supply. Service provision does not usually feature in engagement but is something that members might want to help grow, develop, comment on.
 We could enhance engagement at the middle level of involvement through the development of workshops, seminars, talks, training days, etc that reflect our ethos such as learning about
Independent Living, Disability Equality, topical issues such as the
Disability Manifesto ‘Reclaiming Our Lives’, or upcoming Go4M events

 The last point above could be the beginning of a members induction process leading to entrance into an Independent Living
Support Group which would listen to, consult with, and empower members to take more responsibility for MCIL
2.
New members should be given the opportunity to become passionate and committed to MCIL.
 Induction and involvement with groups would assist this.
 Outcomes might show an increase in volunteering in services such as peer support and advocacy, more nominations to committee, more contributions to the newsletter. Indeed the newsletter is something members could be responsible with appropriate disclaimers and involvement of leaders (committee and staff).
 The group would need to be inclusive of hard to reach groups, respect all members, have its own terms of reference, and be open to sub groups where hard to reach groups for instance could develop their own interests
3.
To achieve this MCIL should engage new members so they identify with the leadership, ie, its committee and workforce
 Committee and workforce could attend such a group from time to time, to lead discussions on service, strategy, etc. Indeed the leadership would need to actively consider what they would want to bring to the group and why.
4.
MCIL should seek to imbue members with responsibility for MCIL.
 Ask not what MCIL can do for you but what you can do for MCIL
 Appropriate things members might do. Talk to other disabled people about MCIL, volunteer to work for MCIL, join MCIL groups,

contribute on social networks or the newsletter, voice their opinions on strategy, learn about our work and our ethos, etc.
5.
MCIL members should be able to share and shape MCIL’s vision, values and communications.
 Again how we engage is important. Can we trust to put questions out on social media or to issue surveys with the newsletter. Would a group of learners, movers and shakers achieve this better.
6.
Members should know MCIL’s strategic plan and all policies which in turn, should be focussed on the membership and their aspirations
 An indication of the value of engagement. Our work becomes shaped by our members. The strategic plan should acknowledge a) why members use us, b) gaps in our provision, c) developments driven by the social model, disability and independent living principles. Such aspects can be reviewed by members, commented on by members, recommended by members.
 How many policies have we already drafted without member engagement. Would members make more sense of our constitution, for instance, than our advisers in MVSC? The peer
Support Group received training in safeguarding. Do we have our own policy? In Brent we prefaced policy with social model statements that recognised abuse as an extreme form of discrimination which led our commitment to safeguarding rather simply follow government or have a policy that we referred to because we had to, we found a reason to shape it to suit us.
 New policies or policy amendments should be shared with members. Again would this not be best achieved through group work, or focus groups.

9.
MCIL should be clear about what a member is, what the benefits of membership are and how this is distinct from being a service
 user.
MCIL should have a membership policy and induction showing that we understand this. The policy will determine the point at which service users can be approached to become members. Policy may be supplemented by a leaflet outlining benefits of membership, will determine when the organisation communicates with members, what it communicates, how it takes feedback, etc, we should also test statements we make about membership such as; “any disabled person, carer, or supporter who subscribes to the aims of
Merton CIL”. Do we, for instance, monitor and test that subscription? What do members understand of independence, inclusion, equality? How could we motivate them to achieve local change (an MCIL aim)? How do members receive regular updates, have a say in our work?
23.
MCIL’s members induction will include: programmes to inform members about disabled people's history (including
MCIL’s), the social model, human rights and equal citizenship.
A members induction should enable members to have:
 a perception of MCIL’s importance. MCIL should have a perception of its own importance having agreed with committee, staff and members, why MCIL is important
 Clarity around what MCIL does and what MCIL wants to do?
Quality services are important but this should not be the be all and end all of a DPPO.
 Opportunities to improve. The peer support programme achieved this through the provision of training. Advocacy is expected to provide in the same way. But where would the members like to improve, what do they want to do?
 Regular feedback from and dialogue with their ‘leaders’, ie; guidance and support from committee and workers.

 A quality relationship with peers, superiors and ‘new members’.
 A perception of MCIL’s ethos and values. We need to understand and be able to demonstrate an understanding of the social model, principles of independent living and the importance of being a
DPPO as a bare minimum
 MCIL will take an effective approach to internal communications and be aware that members want to know “what’s going on”.
 MCIL should consider how it rewards members for engaging.
Could this ever be a fiscal payment? Certainly if it was through a
CQC consultation facilitated by UCAL for instance. MCIL should also develop an approach to organising transport, tea and biscuits, fun and games, participation in the wider movement and especially within disability arts and culture.
10.
MCIL should proactively plan to include and find resources to bring about the inclusion of all hard to reach groups.

Your current engagement and development worker does not fit the identity of any hard to reach group that he is targeting. That group leaders do conform with this facet could be a part of strategy so that young disabled people groups at MCIL are led by a young disabled person, ditto for mental health service users,

11.
BME groups, or deaf people groups.
Again, effective monitoring should be able to identify requirements in this area
MCIL should actively drive members engagement with itself
 giving members a free choice as to when and how they work with
MCIL. Members should be able to participate at and within MCIL at all levels.
Whilst a members group, say an independent living group, should have its own remit, it should stand as a MCIL group that MCIL would want to refer to at times of change, for instance, but , it would be for the group to invite MCIL in (where MCIL leaders are

 not already in attendance) except where it is in the groups terms of reference to always listen to MCIL business.
MCIL can also decide where to exclude members. Would it be appropriate for members to attend staff meetings, would MCIL benefit from opening some of its committee meetings to observation by members
12.
MCIL should be responsive to both ‘actual members’ and
‘potential members’. MCIL should monitor its membership.

MCIL will know who the membership are and why the membership uses us, what we can do to support them to become involved in their own issue (whilst a general independent living group is proposed as a starting point for existing members MCIl could also develop focus, campaign or self advocacy groups around dominant issues, so that peer support can be given, and friendships may develop)
13.
MCIL will include procedures for the involvement of members within third party consultations where consultations are
 not MCIL led.
This simply means that MCIL will tell members about all

 consultations.
As this is an informing engagement it can be achieved largely through social media, email bulletins, newsletter.
However, MCIL may consider some consultations important enough to directly link members into process through MCIl leadership (ie, the UK Disabled People’s Manifesto)

14. MCIL should have a clear approach as to how it will facilitate its own need to inform, consult and collaborate with its membership. This will see MCIL:
 telling its membership what it is doing, what it is finding out and what it wants to do in future? (informing)
 Consulting with its own membership about their hopes, aspirations, needs, wishes and indeed be using consultation to get feedback on what MCIL is saying about itself
 Fusing what it wants for itself with what its membership want
(collaboration).

Appendix 2 Lessons Learned
Strategy, Values, Principles, are important. They are related to leadership but at MCIL leadership needs to be grassroots led or evidenced as belonging to the grassroots.
Engagement is important but does not stand alone.
Engagement fits in with other aspects of organisational development
The choice to engage is free
Engagement is about presenting opportunities to engage which may not be barrier free.
Aspiring to be barrier free is important.
Engagement depends on creativity, given and received.
Engagement is about where you engage and who you engage with.
There are a variety of resources freely available to use in engagement
Done well engagement gives a voice to less often heard in our communities.
Engagement supports empowerment.
Engagement is a starting point for a journey you can’t always plan. You connect with strangers on that journey and they point you in different directions. It doesn’t matter where you go as long as you get there.
Engagement shows diversity within the community with different groups needing to be accommodated in their own way.
You can target engagement.
Put thought into taking barriers to engagement away.
Engagement promotes ownership.
Make time for engagement, staff it and resource it.

Engagement can happen in discussion or through sharing responsibility by developing roles and projects.
Engagement at MCIL should be about meeting with and developing relationships with our membership and developing trust.
Engage widely. We might be local but we are part of a wider movement.
There are a lot of ways to engage, materials, briefings, publications, social networks, communications, surveys, events, activities. Some work better than others at different times in different circumstances.
It may help if the method reflects the target group or the perceived direction
Engagement can be seen as a conversation with questions and answers
Engagement can be informal
Engagement recognises and uses talent within the community
Engagement is active listening that works both ways
Engagement respects what is said and is responsive to what is said
People want to know what they are engaging with (Members of what?).
Engagement is not just about making connections. It’s about linking connections through existing assets – it promotes an assets based approach where people in the community are active contributors with passions and interests they want to shared.
Engagement can be learned. There are agencies and individuals who provide training in it.
Stories are a powerful tool to engage with.

In engagement the smallest step is a success
Service provision is not engagement but is how members may want to engage.
Engagement takes time. It is a source of development, empowerment and change.
There are wide range of hard to find groups that might not fit easy labels
They may partly be defined by an absence of wider networks within the community
Some hard to find groups may stick together. Others may not.
There are differences within specified hard to find groups.
One hard to find group may be able to link with another to provide support
It is important that we go out to find hard to reach groups as they may not be able to come to us.
Some hard to find groups may already be linked in with ‘expert’ groups who already know how to liaise with them.
It is good know ‘expert’ groups as you may not have the time and resources to learn what they already know about engaging with a hard to find group.
‘Expert’ groups may know where the ‘bumping’ places are.
Once engaged stay engaged. Use tricks like texting to stay engaged.
Engagement helps to find out what the issues are for hard to find groups. They may not be the same issues that you have built strategies around.

Engagement allows for happy accidents to happen. You just need to be open to letting them happen.
Build an organisation that you can engage from by having a self awareness of the barriers that you may be building yourselves. Ask why you have the rules and structures you have.
Keep a register of groups that have already engaged with the group you are looking to engage with. Talk to them. Use their expertise.
To engage successfully you have to give the people what they want.
Invest in projects that engage with hard to reach groups and that are a response to what they have said themselves.
Materials that you use and questions that you ask have to be relevant.
Always try to engage. Don’t let the lack of resources put you off.
Do you believe in your strategy, your values and principles? Are they a good point to start engaging from? Are they solid? Can they encompass needs that you have not assessed or heard yet?
Use word of mouth as a point for starting engagement? Use easy questions?
Use ambassadors to extend word of mouth networks?
Engage to find out what people want. Can you provide it? Does someone else do it?
Don’t alienate the experts.
Practice meeting needs, addressing barriers
Be a true role model. Not the expert that puts me off.
Always aim to prove that you are engaging.
Let people know they are important. Be compassionate.
Try different things in different places at different times.

We are responsible for engagement. We need to look beyond ourselves.
Do not get bogged down with in fighting
Ask yourselves if all voices are being heard
Give a man a fish and you’ll feed him for a day. Teach him how to fish he’ll feed himself for as long as the fish stocks last.
Be culturally sensitive, know your calendar, expand your food repertoire.
Acknowledge identity.
Celebrate. Don’t be boring.
Don’t get bogged down in structure
Don’t have pre-conceived ideas that you are not prepared to let go of.
Don’t take anything for granted.
A new challenge challenges those who have not been challenged before and adds to the burden
Engage at their level. Not yours. Don’t be superior.
No one is self sufficient. We all have needs - even our leaders.
Engage on a face to face basis.
Encourage people to develop as you yourself developed.
Provide learning opportunities
Be prepared to learn
Trust in you, your credibility is important
Be accessible, be friendly, be useful.
Prove that your activities have influenced your community and enhanced your organisation’s growth
Allow for a share of power and achievement

Invest in your facilities and services. Be somewhere people want to go.
Know what you know but be prepared to find out what you don’t know in order to meet what people want.
You may not be as special as you think you are
Go the extra mile. If you can’t do something do you someone who can.
Show an interest in finding out what happened. If you signposted somewhere was it useful?
Are people prepared to come back to you?
Be positive, proud about what you do.
Social Capital is free. Friendship shouldn’t come with a cost but should give good value.
Don’t waste your time with those who are not important to you, who oppose you, who do not want to be in your gang
Let your links be good ones
Be clear who your allies are
Operate at the level you feel most comfortable but know you can achieve more
Engagement allows your community to grow
Feed your community positivity

Sometimes you have to cry in the wilderness but your message will get through
It’s great to be engaged
Time and effort is worthwhile
Engagement has impacts that you may not realise
Your reward may only be a smile. Value it.
You can engage with anyone.What about your own team.

Appendix 3 MCIL Members Group
Draft Terms Of Reference
Who are we:
The MCIL Members Group is made up of Members of the Merton Centre for Independent Living (MCIL). We welcome non MCIL members who are interested in becoming members who want to explore what we do prior to taking out MCIL membership.
MCIL is a grassroots organisation of deaf and disabled people. We welcome carer’s or supporters who subscribe to MCIL’s aims. The membership group will be no less than 75% deaf or disabled people.
Why MCIL have a Members Group:
MCIL is committed to ensuring MCIL members have a sense of ownership of MCIL. To achieve this we believe the group should broaden their knowledge of:
 MCIL
 Its Services
 Its Values
 What they can do themselves to contribute.
Further the Group is built on Engagement Principles and we hope and expect that Members increasingly determine its own position in relationship to MCIL and develop its own style and list of activities.
MCIL leadership will provide facilitation to the group to increase face to face contact with deaf and disabled people living in Merton, enable communications and the sharing of MCIL information.
Group Vision
The group will acquire a rounded view of MCIL, why it exists and where it came from, seek to develop knowledge and skills pertinent to MCIL’s preferred understanding of how disability is experienced and how the rights of disabled people can be best addressed through the values and services of a CIL (Centre of Independent Living).

The group will be beneficiaries of information and communications that the leadership of MCIL wish to share and become a focal point for gathering information on the hopes, concerns and aspirations of deaf and disabled people living in Merton.
The group will be encouraged to develop a sense of autonomy and commitment to directing MCIL and its activities by sharing with MCIL what it wants to do and why.
Roles and Responsibilities
MCIL Group members will be facilitated by MCIL staff, normally the engagement officer, who will be responsible to the group and accountable to MCIL management structures.
Group members will be encouraged to learn about MCIL’s history, the services it provides, opportunities for involvement in the wider life of
MCIL, MCIL’s primary values (ie, the social model of disability and the 12 pillars of independent Living).
The MCIL group will develop focuses based on the above, invite speakers, discuss their own experience of disability, debate rights, and call on its own preferred facilitators to lead sessions.
The group will also have a say in which activities it wants MCIL help in developing.
In addition to providing facilitation, MCIL will promote the virtues of self advocacy within the group and take on the role of communication leaders and information sharers, providing good communication points via its website, facebook page, twitter, etc. Information sharing on what is happening in the CIL and within Merton will be the responsibility of
MCIL management but this should become a two way process.
Partnerships
MCIL will seek to increase membership of its group by relating to other agencies with a commitment to promoting the rights of disabled people and to other agencies whose involvement leads them to a) have contact with disabled people b) hold specialist knowledge of how specific groups

can best be worked with. Partnerships will enable the diversity of the group to multiply.
Resourcing the Group
This will be MCIL’s responsibility. We will be clear where we can and cannot resource the group. The group will be given access to management to express its needs for ongoing support for new and identified activities.
Timeline
MCIL’s early commitment to extending the life cycle of the group is during the period of the engagement officers contract and thereafter by agreement with the group – bearing in mind the ability of MCIL to resource the group.
What’s in it for group members
The opportunity to meet with other disabled people with shared experience
The opportunity to share solutions with each other
The opportunity to find support from each other
A warm and welcoming social experience
Information on what’s on in Merton.
Learning from the social model of disability and the 12 pillars of independent living
Involvement in setting the direction and strategy of MCIL