COUNCIL OF GOVERNORS Title of Paper: Membership update Paper for: Information Presenter: Rob Steel – Head of Communications Author: Jo Chick - Membership Officer Date of Meeting: 4 June 2013 Agenda Item No: 10/13 No of pages inc. this one: 40 Appendices: Appendix 1 Membership Strategy 2011 – 2014 Purpose of Paper • To inform the Council of Governors how the Trust has established and recruited to a full and representative public membership scheme. • To share a copy of the Membership Strategy 2011 – 2014 to for information and in preparation for further discussion and a refresh at a future meeting. • To discuss and prioritise future engagement opportunities for our public members. Summary A brief history The public membership function has been managed by the Marketing and Communications Team since early 2011 when Derbyshire Community Health Services NHS Trust (DCHS) began the application process to become one of the country’s first specialist community foundation trusts (FT). From the outset we’ve sought to learn from best practice, meeting with well-established membership offices at other Trusts and attending conferences/discussions lead by the Foundation Trust Network (FTN) and Membership Engagement Services (MES), who provide our membership database, to best learn how to recruit and maintain a representative and engaged public membership. One of the key requirements of Monitor, the independent regulator of FTs, is the development of a membership strategy and associated action plan. We have developed our strategy which has been approved at Board and is attached to this paper for reference. We have implemented the membership strategy thus far by recruiting and maintaining a representative membership of 11,825 public members and 4,805 staff members, totalling 16,630 members at the time of writing.
Transcript
COUNCIL OF GOVERNORS
Title of Paper: Membership update
Paper for: Information
Presenter: Rob Steel – Head of Communications
Author: Jo Chick - Membership Officer
Date of Meeting: 4 June 2013 Agenda Item No: 10/13
• To inform the Council of Governors how the Trust has established and recruited to
a full and representative public membership scheme. • To share a copy of the Membership Strategy 2011 – 2014 to for information and in
preparation for further discussion and a refresh at a future meeting. • To discuss and prioritise future engagement opportunities for our public members.
Summary A brief history The public membership function has been managed by the Marketing and Communications Team since early 2011 when Derbyshire Community Health Services NHS Trust (DCHS) began the application process to become one of the country’s first specialist community foundation trusts (FT). From the outset we’ve sought to learn from best practice, meeting with well-established membership offices at other Trusts and attending conferences/discussions lead by the Foundation Trust Network (FTN) and Membership Engagement Services (MES), who provide our membership database, to best learn how to recruit and maintain a representative and engaged public membership. One of the key requirements of Monitor, the independent regulator of FTs, is the development of a membership strategy and associated action plan. We have developed our strategy which has been approved at Board and is attached to this paper for reference. We have implemented the membership strategy thus far by recruiting and maintaining a representative membership of 11,825 public members and 4,805 staff members, totalling 16,630 members at the time of writing.
The Membership Strategy is now due a refresh and we would welcome the input of the Council at a future meeting to see how we’re doing so far; help us shape future priorities; and support the evaluation of its success. Membership recruitment – the journey so far Recruiting a large, representative membership base and being more open and accountable to the public is one of the key benefits of achieving FT status. The membership also fully supported our goal of electing a full Council of Governors from a strong list of candidates. We see the membership as an opportunity to increase community engagement in the future shaping and development of our quality services. Members will have the chance to:
• Actively shape our future plans • Be consulted about major changes that we propose for our services • Get involved with our services • Attend meetings where the views of the public are required • Stand to be a Governor.
We initially set ourselves a target of recruiting 5,000 members by October 2012. This was subsequently increased in 11,000 following a ‘challenge meeting’ with the former Strategic Health Authority’s (SHA) Board of Directors in April 2012. With a population of 1.1 million across Derbyshire (including Derby city), the SHA challenged us to recruit 1% of this figure (11,000) by October 2012. We initially launched our membership recruitment campaign during our three month public and stakeholder consultation on whether or not we should become a Foundation Trust. We made the decision to actively recruit members to our membership as opposed to automatically enrolling former patients (an opt-out scheme) as some Trusts choose to do; we felt this would encourage a more engaged membership as members have proactively taken the decision to sign-up. How we built our membership We recruited and trained a 30-strong team of staff who took a membership roadshow to events such as Chatsworth Country Show, Hope Show, Derby Pride, Derby Caribbean Carnival, and many others. At these well-attended events we were able to talk to members of the public, explain the benefits of becoming a member and recruit to our new scheme. We also undertook a mailshot to 110,000 households across Derbyshire which yielded a 1% return, which is considered the norm for this method. We also attended local community groups such as 50+ forums in order to inform them of the consultation but also encourage them to sign up as members; and we carried out a radio campaign to ask for people’s views on our consultation and included a call to action to sign up as a member. Additional actions that were put in place to increase our membership included:
• Attending our own hospital and health centre sites to talk to patients and recruit them to our membership
• Wrote to the former ‘Health Panel’ to invite them to become a member • E-mailed the (then) PCT’s Health Panel to tell them about membership and ask
whether they were interested in also being a public member of DCHS • Worked in partnership with peer-to-peer support workers recruiting young people • Started sending a monthly letter to all staff leavers to opt them in to being a public
member. Embracing the challenge Once the target was increased to 11,000 we had to scale-up the methods of recruitment and devise new campaigns to reach our goal; these are described below:
• We scaled-up our planned mailshot from another 110,000 households to the remaining households in Derbyshire (315,000)
• MES, our membership database provider, undertook a dedicated face-to-face public recruitment campaign on our behalf
• We delivered a ‘Membership Month’ internally throughout August with a competition to win an iPad for the member of staff who recruited the most public members
• We attended numerous local events throughout the summer • More colleagues attended our sites to speak to patients and ask whether they were
interested in being a member • We also briefed receptionists to talk to patients regarding being a member and
signing up interested patients.
At the end of October we had successfully recruited 11,140 public members, surpassing our target. The campaign was referred to as “unprecedented” by MES in their experience. We are committed to maintaining a representative membership, so in line with population growth in the area, our next target is to have 12,500 members by March 2014 and we are well on track to achieve this aim, taking into account membership make-up in everything we do. If you would like further information about our plans to reach 12,500 members, please contact our Membership Office on 01773 599482, or email: [email protected]
The graph below details the membership trajectory from when we first started recruiting in July 2011 to the present day. Figure 1: public membership trajectory
A profile of our membership Currently our membership figures and representation are reported on a monthly basis to a dedicated Programme Board overseeing our FT application. On becoming a FT, it will be a requirement of Monitor that we report the same assurances to them annually. Overall, we have a fairly representative membership. However, we are currently marginally under-represented in the Indian, Pakistani and Chinese ethnicities, and in the High Peak and Derbyshire Dales constituency. We are working with the Head of Equality, Diversity and Inclusion in order to carry out targeted recruitment with these groups in order to bring our membership population more closely in line with the county’s population. The same can be said for our members with a disability or long-term limiting illness – a piece of work is underway to better capture disability data from the outset; to meet with relevant community groups; and to inform our future engagement work with these groups. The table below displays how our total membership is split between each constituency and how the membership population currently aligns with the local base population in that area. We have removed the base population and percentage of membership for the Rest of England constituency, as these figures would skew the overall report significantly. Figure 2: membership make-up
Constituency Public % of Membership Base
% of Area Index
Amber Valley, Erewash & South Derbyshire 3,115 33.68 330,981 32.38 104 Bolsover, Chesterfield & North East Derbyshire 2,609 28.21 275,882 26.99 105 City of Derby 2,256 24.39 251,030 24.56 99 Derbyshire Dales & High Peak 1,268 13.71 164,335 16.08 85 Rest of England 2,528 0 0 0 0 Out of Trust area* 49 - - - -
An index of 100 would indicate that the membership constituency or demographic in question is perfectly representative of the population served. Below 100 is under-represented; above 100 is over-represented. It is considered to be broadly representative if the index is between 80 and 120 and you will note from the table above that our numbers are all currently within that range. * Out of Trust area: Our membership database is populated by Royal Mail’s Postcode Address Files (PAF). New addresses (or where commercial properties have been converted to residential properties) can take a period of time to get updated by Royal Mail, thus defaulting these addresses to Out of Trust area. This figure could also include members who live outside of our constituencies and appropriate action will be undertaken if members are found to live outside of England.
More detailed analysis of our membership is available on request from the Membership Office on 01773 599482 or at: [email protected]. Membership engagement so far Having successfully recruited to a healthy and broadly representative membership, we are now concentrating on how we will engage with these members in future and intend to work closely with the Council of Governors to do so. We have opened dialogue with our public members in the following ways so far:
• Issued the first two editions of ‘The Community’, the newsletter for DCHS’ membership, in April 2012 and December 2012. The third issue is scheduled to be launched when we are officially authorised as a FT, hopefully in July 2013
• Encouraged all members to share their views on the health and social care in the 21st century consultation around the ‘principles’ that should be applied in the future for decisions about healthcare
• Invited all members to the Open Day and Annual General Meeting on 27 September 2012
• Hosted educational sessions with members at the Open Day on common complaints such as back care and foot issues
• Regularly contact members about locally-specific health events such as a Diabetes event in Derby; a Men’s Health Event in Ilkeston; and meetings to discuss the shift from inpatient to community-based care
• Invited members to tell us what quality issues were important to them, as patients using are services
• Briefed all members on our impending elections and encouraged them to attend dedicated ‘Governor drop-in sessions’ to hear more about the role of a Governor
• Invited all members to stand for nomination of Governors, successfully resulting in the appointment of a full Council
• Recruited members to sit on the Extra Mile Awards’ (staff awards) judging panels to offer a lay person’s perspective on the entrants
• In light of the Francis Report, we reassured members that we are committed to ensuring that the services provided by us are of high quality and views of patients and public are taken into account. We welcomed any thoughts and comments on the findings.
Membership engagement in the future Various opportunities for future engagement and involvement with our members have been captured following discussions with committees, groups and individuals across the Trust; we have detailed them below:
• Public ‘readers’ panel – increasing the pool of our readers panel to include members who have expressed an interest in commenting on proposed information for patients
• Involvement in PLACE (formerly PEAT) inspections looking at the patient environment, nutrition, cleanliness, etc
• A member to sit on the Equality Delivery Systems Leadership Group • Annual planning processes
• Specific nutrition, privacy and dignity reviews • Recruitment days/assessment centres – public members to sit in on the
assessment days and be given the chance to feedback their thoughts on potential candidates
• Training – trial any new e-learning packages or induction format • Extra Mile Awards 2013 panels – member on each judging panels • Members with interests in particular fields or services will be invited to sit on various
steering/focus groups when services undergo change • Mystery shopper exercises • Safety Walk Rounds/Quality Visits • Open Evenings to showcase services, such Ilkeston’s Diagnostic and Treatment
Centre • Health evenings – showcasing our services across the county • And member recruitment events to support us signing up more members.
For discussion One of the purposes of this paper is for you as Governors to consider these engagement opportunities for your members in order to help us prioritise them.
Recommendations The Council of Governors is asked: • To RECEIVE this report • DISCUSS and PRIORITISE the engagement opportunities for members • To RECEIVE the Membership Strategy for future discussion as part of its imminent
review.
Membership strategy 2011-2014
Membership Strategy 2011-2014
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Contents About Derbyshire Community Health Services
1. Our vision for membership 2. Defining our membership community
2.1 What does it mean to be a member? 2.2 Membership Principles: 2.3 Defining our membership community 2.3.1 Encouraging an equal and diverse public membership 2.4 Public membership 2.5 Staff Membership 2.6 Affiliate membership 2.7 The Council of Governors
3. Resourcing the membership development
3.1 Membership Financial and Human Resources 3.2 Maintaining an accurate and informative database of members
4. Building the membership base 4.1 Membership targets 4.2 Recruiting a membership fully representative of those we serve 4.3 Our ‘offer’ to members
5. Managing active membership 6. Community with members 7. Playing a key community role
7.1 Our community engagement objectives 7.2 Working with other membership organisations
8. Evaluating success 9. Plans for membership recruitment 10. Appendices
10.1.1 Population distribution 10.1.2 Population profiling 10.2 Action Plan 10.3 Tender specification - membership database
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About Derbyshire Community Health Services Derbyshire Community Health Services (DCHS) is a large and complex organisation employing more than 4,500 staff with an annual income of approximately £154 million. It was formed in October 2006, bringing together community services from six predecessor Primary Care Trusts (PCTs) and is the main community services provider for people in Derbyshire. DCHS became a stand-alone legal entity on 1 April 2011. It is also the third largest provider of specialist community services in the country, offering a range of different services. On an average day: • 1,960 people are supported by our district nurses • 1,050 families are supported by our Health Visiting Service. • 150 patients are seen in the diagnostic and treatment centres. • 500 patients are seen by our Community Podiatry Service. • 400 patients are seen within the Therapy Service. • An average of 293 patients are cared for as inpatients in our community
hospitals.
Our Purpose, Vision & Values Since our establishment in 2006, we have worked with patients, local communities and our staff to develop a clear purpose and vision. Our Purpose - To provide personalised and safe health services that enrich the lives of local people and communities Our Vision - To be locally and nationally recognised as the best provider of local healthcare and a great place to work.
Our Values • To get the basics right • To act with compassion and respect • To make a difference • To value and develop teamwork • To value everyone’s contribution to our service delivery.
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1. Our vision for membership Becoming a member of Derbyshire Community Health Services NHS Foundation Trust (DCHS) provides new ways for people from Derbyshire and other areas where we provide services to influence the Trust’s success. We will seek to achieve this through an active public and staff membership and a Council of Governors, which is fully engaged and involved in the development of our organisation. It is also the mechanism through which DCHS will become actively involved in the local communities we serve. As a large employer and as an organisation which is invited to play a part in the lives of so many people, DCHS is strongly committed to playing a wider role in supporting local people and our partners to improve their health, their wellbeing and their communities. The development of our membership scheme is a requirement of DCHS becoming a Foundation Trust, but more importantly it is an opportunity for DCHS to use its position as a large provider of NHS services to benefit the population we serve. The purpose of this membership strategy is: • To make DCHS a successful membership organisation, with a
membership that is representative of the communities served by DCHS • To be evolutionary: the Council of Governors will be invited to develop it,
define new priorities, set target dates for completion and evaluate its success
• To achieve our objectives but recognise that the process of building an effective membership requires long term commitment, resources and investment.
The following objectives will be the focus of our membership development: • To attract members who are representative of our patients and local
community • To encourage members to make use of opportunities to become involved
and engaged with the Trust, shaping local services in a way that recognises the value of their ideas and opinions
• To strive for the composition of membership to reflect the diversity of the local community and the patients we serve
• To engage the local community through community visits to a wide range of groups and stakeholders
• To ensure members receive appropriate communications to improve their understanding of DCHS and its relationship to the local community
• To ensure that DCHS is accountable for its performance to its members, as part of its commitment to the local community, and as a primary function of being a Foundation Trust.
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2. Defining our membership community 2.1 What does it mean to be a member? We will seek to form the largest membership possible, but the onus will be on having a high proportion of engaged members rather than a high volume of disengaged members. We will seek to do this by actively recruiting and retaining members rather than opting-in patients who have used our services. We understand that our service users and the wider population do not necessarily want to make decisions or manage their own health services but they do want to have a say in them, and expect us to act in response to what they have said. 2.2 Membership Principles: 1. Membership is free 2. Members can choose how much or how little they want to be involved 3. All membership activity is voluntary but we will cover necessary expenses
where that is agreed in advance 4. Membership does not mean preferential treatment or rights of access to
staff or premises 5. Membership builds upon existing service user and carer involvement 6. Members should be brand ambassadors of the DCHS brand 7. It is a member’s responsibility to let us know when their circumstances
change. Patient, public and staff members will have a role in the way DCHS is governed, at the level they feel is appropriate. This means that they can: • Vote in the election of the Council of Governors • Receive our members’ magazine twice a year • Get the same discounts as NHS staff with high street brands and local
businesses • Receive information about keeping healthy • Promote good health within the community • Attend the annual members’ meeting • Learn more about local health services by attending member events • Get involved through service planning and consultation events • Stand for election as a Governor. We aspire to: • Provide a range of opportunities for our members to get involved with
DCHS • Increase active members each year in line with our membership targets
(see Section 4.1) • Have the most effective Foundation Trust membership scheme in England
working with Membership Engagement Services to embed tested evaluation metrics
2.3 Defining our membership community Members of DCHS will be drawn from the following groups of people:
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• Patients, public, partners and carers within the communities we serve • Patients, public, partners and carers outside of our catchment areas • Staff members and volunteers at the Trust. Derbyshire covers an area of approximately 1016 square miles. The population of Derbyshire is predominantly white with higher than average employment, and has a relatively high proportion of rural residents. The characteristics of Derbyshire’s population reflect both the largely rural nature of the county and its industrial heritage. The North East of the county is closely associated with the former mining industry and its legacy of relatively deprived communities with poor health. The percentage of people aged over 65 is significantly higher than the average for the whole country. This is currently the case for all local authority areas, except South Derbyshire – and will continue to be the forecast position by 2025. The number of people aged over 65 is also growing faster in Derbyshire than in the rest of the country, and is projected to increase from 134,400 (2008) to 197,000 (2025). This is a 47% increase for Derbyshire against a projected increase for England of 37%. The increase in the older population is highest for South Derbyshire (65%). In 2007, the population of Derbyshire was 758,200 (Joint Strategic Needs Assessment) and is predicted to rise to rise to 792,300 by 2013. The table below shows how the population of each district is predicted to change by 2013. District Population 2007 Population 2013 Amber Valley 120400 126700 Erewash 110700 113200 Chesterfield 100600 104200 North East Derbyshire 98000 100000 High Peak 92800 97300 South Derbyshire 91200 101800 Bolsover 74200 77800 Derbyshire Dales 70200 71300 Total 758200 792300
We also provide a number of services in the Derby City and Leicestershire County and Rutland areas and as such we have provided a degree of relevant demographic information below. The registered population of Derby City for 2009 taken from the National Exeter System is currently more than 290,000 people. The elderly population of Derby City aged over 85 years (both resident and registered) is expected to increase by approximately 40% to the year 2020; while its younger people’s population (aged 10 to 19 years) is expected to decrease by approximately 10% to 2017. Derby is an ethnically diverse city with a lesser proportion of white British citizens and greater proportions of Indian and Pakistani as well as Black Caribbean citizens compared to the ethnic makeup of England.
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The Office for National Statistics Population Estimates Unit (August 2008) lists Leicestershire County and Rutland’s population as being 679,400 Leicestershire County Council’s Joint Strategic Assessment (2009) also states that there will be a 40% increase in the number of people that are aged 65 and over by 2020. The impact of this population growth will be increased need and demand for health and social care services. There will be 15% of frail older people in Leicestershire that have complex needs and will need intensive services from both health and social care. These are the people over 70 and 80 years of age where the population increases will be substantial. 2.3.1 Encouraging an equal and diverse public membership DCHS is committed to developing a membership which is representative of the communities we serve, both now and in the future. The demography of Derbyshire has changed considerably during recent years and it is crucial that we fully understand those developments and recruit and retain members accordingly. We will complete a comprehensive population/stakeholder profile and will set detailed targets in our recruitment plan to ensure that our membership reflects the communities we serve. Our analysis on the local population taken from our membership database can be found at Appendix 10.1. 2.4 Public membership Public membership will be on an ‘opt-in’ basis to ensure we are able to recruit active members with a self-determined interest in our services. District/Borough councils in Derbyshire do not have equal populations, so defining our public membership constituencies at district or borough level would create inequities in their size and subsequent influence. We have therefore grouped together districts to form constituencies which demonstrate similar social and economic profiles and are therefore suitable to bring together in this way. In our Constitution we have allocated Governor seats to each constituency to reflect its size (see Section 2.7 for details on our Council of Governors). In addition, we will treat ‘City of Derby’ as a further constituency, along with a ‘Rest of England’ constituency to reflect service provision outside of the boundaries of Derby and Derbyshire. Patients, public, partners and carers who reside in the areas we serve are therefore eligible to join one of five constituencies. Our five public constituencies are:
o Amber Valley, Erewash & South Derbyshire o Bolsover, Chesterfield & North Eastern Derbyshire o Derbyshire Dales & High Peak o City of Derby o Rest of England (including Leicestershire & Rutland).
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Population breakdowns of our constituencies are listed below: District Estimated Population 2013 Amber Valley, Erewash & South Derbyshire
341,700
Chesterfield, North East Derbyshire & Bolsover
282,000
Derbyshire Dales & High Peak
168,600
City of Derby 290,000 Rest of England -
An individual cannot be a member of more than one constituency and a person who satisfies the criteria for membership of the staff constituency (see section 2.5 below) may not become or continue as a member of the public constituency.
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This is monitored via our membership database which keeps individual records of all public and staff members, differentiates between the two and stipulates that a public member can only be aligned to one constituency. In addition, quarterly data cleansing will ensure the database is as up-to-date as possible. 2.5 Staff Membership Our staff are central to our ability to provide high quality services to our patients. We recognise that continually improving our services is dependant upon a shared vision and values and the commitment and enthusiasm of our staff are crucial in achieving the vision. We currently employ approximately 4,700 staff, with the workforce largely reflecting the composition of the local community. Membership is open to any member of staff who has a permanent contract of employment with the Trust, on an opt-out basis. In addition staff who have been on a fixed term contract arrangement for a year or longer, and all members of Bank Staff, are also eligible for membership. Please refer to DCHS’ Constitution for full details on eligibility. Our 4,700 staff are employed across a variety of specialisms. We have ensured our Staff Constituency classes are representative of the workforce and have based Staff Governor numbers in each class on the whole time equivalents across the various specialisms; this ensures each is fairly represented. The staff constituency will be divided into six classes: • Nursing • Medical and Dental • Other registered health professional (including therapists, healthcare
scientists and other registered health professionals who are not in the categories above)
• Healthcare support staff (including health care assistants and other non-registered support staff)
• Administrative, clerical and managerial • Estates and facilities. 2.6 Affiliate membership Our Council of Governors consists of elected staff and public representatives, along with a number of appointed governors from local stakeholders. The Council of Governors must be made up of a greater number of Governors from the public constituency than our staff and appointed stakeholder governors combined. The following bodies will be invited to nominate one person to sit on our Council of Governors: • North Derbyshire Clinical Commissioning Group (CCG) – this CCG is the
lead commissioner working with DCHS on behalf of the five Derbyshire CCGs and the NHS Derbyshire County/NHS Derby City PCT Cluster Board.
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• Derbyshire County Council – local authority leading on social care with whom we have a very close working relationship
• Local Improvement Network (or replacement body subject to the Government’s Health Bill)
We realise that there are other important groups that we have been unable to include in our Council of Governors including District and Borough Councils, Acute Trusts and Voluntary groups. We will explore how we can seek advice from these groups to inform the work of the Council of Governors. 2.7 The Council of Governors The role of the Council of Governors will be to: • Provide guidance on the future direction of DCHS • Hold the Board of Directors to account • Represent members’ views • Be consulted on changes within DCHS • Appoint and remove the Chair • Appoint and remove the non-executive directors • Decide the remuneration of the non-executive directors • Approve the appointment of the Chief Executive • Appoint and remove the auditor • Receive the annual report, the annual accounts and auditor’s report • Evaluate and set the future direction of the Membership Strategy. Additionally, the Governors may carry out specific tasks and projects in line with future plans, such as recruiting members and being members of DCHS project teams or boards as appropriate. Governors will be supported to develop their role and understanding of DCHS and the wider NHS and we will offer training and support to help them. The structure of our Council of Governors will be:
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For the summer 2012 election of Governors, we will adhere to the Model Election Guidelines and will strive to ensure the membership is given ample opportunity to hear about what it means to be a Governor, how to stand for election if they choose to do so and how to vote for aspiring Governors. To be eligible to vote in Governor elections or stand for election to the Council of Governors, members must be 16 years of age or over. However, we are fully committed to engaging equally with young people and will place a lower restriction of 12 years of age on becoming a member. The response to the our FT consultation demonstrated a small majority in favour of our membership starting from age 12 and many of our services are provided specifically for people younger than 16. We believe that young people should be involved in deciding how those services are provided and that it is inappropriate for people who do not use these services to make these decisions alone. Over 100 people between 12 and15 years of age registered for DCHS Membership between July 2011 and December 2012, and we believe this reflects a desire from young people to be involved with their local NHS. 3. Resourcing the membership development DCHS will resource our approach to membership appropriately. Some of the functions required are illustrated below:
3.1 Membership Financial and Human Resources Public membership is managed through the Communications and Marketing Team; staff membership is managed through the Organisational Development
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Team; the election of Governors, the Council of Governors and Governor Engagement is managed by the Trust Secretary, with overarching communications support provided by the Communications and Marketing Team. A membership budget has been established and includes: • A full time membership officer at band 5, to support maintenance of public
and staff membership • A communications and membership support officer at band 4, with the
majority of their duties based around membership support • Annual membership software license for the membership database • Consultation documents and events, including additional staff costs • Recruitment and marketing hardware, literature and paraphernalia • Public attendances budget (e.g. attendance fees for community/public
events to support recruitment) • Production and distribution of a twice-yearly membership bulletin • Reproduction budget for translations and easy read formatting of
membership information • Educational events for members on health promoting topics • Membership forms • Membership annual report. We estimate the cost of resourcing our membership scheme is approximately £100,000 which based on a 1% membership target (10,000 members) equates to £10.00 per member, per year. 3.2 Maintaining an accurate and informative database of members We undertook a formal tendering process to find a provider to establish and maintain an accurate database of public and staff members – the specification for our tender can be found at Appendix 10.3. Membership Engagement Services (MES) was awarded the contract for an initial three year period. The database allows us to track the diversity of the membership and enable us to accurately target any gaps as we seek to achieve a representative membership. It enables us to evaluate the most successful methods of membership recruitment to guide future strategy and details particular interests of members to target information and involvement opportunities. The system is also able to provide the reports required of us by Monitor. Information on the database will be held in line with the Data Protection Act (1998) and members may request that their details are not made available on the public register. The public register will only record the name and constituency of members. 4. Building the membership base Our membership recruitment has a communications and engagement plan, which is in several parts:
• Establishing our membership through the FT consultation and application process
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• Maintaining and developing our membership in line with our membership targets following approval to become an FT
• Council of Governors communications and engagement programme • Intelligence gathering of existing membership • Methods of engagement • Staff membership.
The full plan can be seen at appendix 10.2. Our recruitment objectives are to:
• Encourage membership through a simple application process • Maintain an accurate database of members • Develop a strong and representative staff constituency on an opt-out
basis • Develop strong and representative public constituencies, reflective of
the diversity of our population • Openly report to our membership on an annual basis on the
composition of our membership and the impact our membership has had on services.
Our recruitment of members will be as a result of:
• Recruitment packs being available at all DCHS premises and departments, in other health and social care premises (e.g. GP surgeries, pharmacies, children’s centres) and other locally agreed areas
• Holding member recruitment days within hospital and health centre receptions
• Recruitment drives targeting large businesses, schools, colleges, universities and other public sector services within our defined constituencies
• Targeted mail shots of membership application forms to encourage greater awareness and sign-up to the scheme
• Carefully selected partnerships with other NHS organisations to develop mutual recruitment schemes
• Building on relationships with established partners and groups to support our recruitment of members, for example Leagues of Friends, LINk, Age UK, voluntary sector and community partners
• Reviewing current best practice across the NHS, but also across other public and private sector membership programmes
• Engaging and enlisting our staff to support membership recruitment, e.g. through ‘recruit a friend’ schemes
• Engagement of all public-facing services to support membership recruitment at the point of contact with our service users
• Attendance at community and public events promoting membership and its benefits
• Taking the opportunity to convert verbal contact, for example through PALS and other enquiries, into membership applications by actively seeking contact details
• A dedicated and well-publicised member application area on www.dchs.nhs.uk
• Advertising campaigns in local media • Using social media where appropriate to our members’ communication
needs and demographics.
4.1 Membership targets We will seek to grow an active membership and have set year on year targets to monitor progress. Key performance indicators for our membership scheme are: Area/Timescale Key performance indicator Latest results Membership recruitment October 2011
3000 members 3,500
Membership recruitment October 2012:
11,000 members n/a
Membership recruitment 31 March 2014:
12,500 members n/a
Staff Membership 1% or less of staff opted out of the membership scheme
n/a
Governor Elections 51% turnout in Governor elections
n/a
4.2 Recruiting a membership fully representative of those we serve We recognise that we do not have easy access to a significant number of our patients or local people therefore our membership campaign will be targeted to ensure we address any areas that may be under-represented, including those who are traditionally ‘hard to reach’ or marginalised, such as travelling communities, working single parents, those who do not understand written or spoken English, those who feel culturally isolated or live with long term conditions. We plan to audit other organisations’ activity in this area and work jointly with Derby Hospitals NHS Foundation Trust in order to:
• Recruit a proportional representation of those people in traditionally hard to reach groups to ensure our membership is truly reflective of the population we serve
• Engage deeply with such groups for them to feel confident and comfortable in engaging full with membership opportunities and the possibility of becoming a DCHS Governor.
4.3 Our ‘offer’ to members It is important that we clearly articulate why becoming a member of our Trust is in someone’s interest. We will build our communications and engagement campaign around our membership principles (see page 5) and seek to highlight the following motivational factors:
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• Creating a clear understanding of how becoming a member will assist in
the development and shaping of local health services • Highlighting to people who have personal or family experience of using our
services that they can get involved and have their say on future developments
• Promoting an opportunity to associate with a cause that is consistent with personal values
• Outlining that becoming a member and getting involved can aid personal development, particularly with those people who may develop an interest in becoming a Governor
• Highlighting a clear and simple joining process. Becoming a member of DCHS is free. We will not make or receive payments for membership (although we will reimburse any reasonable expenditure incurred by our members, for example travel expenses as a result of attending meetings or events, where agreed in advance). We may distribute low cost marketing items to people who visit our stands at public events, for example pencils, badges, fruit smoothies. Things we must avoid when recruiting members, which will be barriers to recruitment, include: • A lack of clarity about the commitment and advantages of membership • Poor communication of how joining will further the aims and objectives of
developing services • A complex joining process • A sense that becoming a member is tokenistic and a waste of public funds. The Trust Board will: • Offer membership to everyone in the constituencies set out in Section 2
above • Provide a simple, accessible and well-publicised process for becoming a
member • Encourage staff to be active members • Recognise members as a valuable resource in the planning and delivery of
services • Resource a comprehensive engagement and recruitment programme to
attract new members and further establish DCHS as a well-reputed community partner
• Maintain a database of members that meets regulatory requirements and assists in developing membership.
The Council of Governors, within the first 12 months, will be invited to: • Agree and monitor an action plan for recruiting, retaining and engaging
with the membership • Identify initiatives for raising the profile of membership with staff, patients,
carers and communities. This will include: o Public events, including recruitment stalls at local events
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o Membership information on DCHS’ website o Ongoing engagement with existing supporters and with a range
of community and support groups across the Trust’s Networks o Engagement with patients and carers through publicity available
at all of the DCHS’ premises o Seeking an achievement of membership that is representative of
the diverse communities served by DCHS o Keeping patients, staff, local communities and the wider public
informed about the Trust’s work in order to promote understanding, partnership working and the recruitment of new members
o Working with NHS partners across the local health economy to promote a co-ordinated approach when communicating with patients and the public, for example not holding elections at the same time
The Council of Governors within the first 18 months will be invited to: • Review the profile of the membership against demographic and service
user/carer information on the communities served by DCHS, and utilise the results to inform future membership recruitment
• Review support arrangements for membership function. 5. Managing active membership We will aim for year-on-year growth for our membership. The initial recruitment actions set out in section 4 (and appendix 10.2) will support our aim to develop a representative and active membership, which is actively involved with DCHS. We will continuously review our activity to ensure that we are focussing effort on those initiatives which produce the greatest number of active members. Prior to FT approval, the Board will: • Resource a comprehensive engagement and recruitment programme to
attract new members and further establish DCHS as a well-reputed community partner
• Determine members’ interests in areas of DCHS’ work and develop an action plan to inform and involve them in these areas, encouraging the contribution of members in the planning of services
• Fully consult on our plans to become a Foundation Trust and begin in earnest the process of attracting a membership in line with the actions identified in this strategy
• Maintain initial engagement with new members and present clear and timely information to members about the Governor Election process and create a programme to increase understanding among members of the range, quality and impact of DCHS services
• Undertake robust election process to establish the Council of Governors • Support the establishment of a Council of Governors to actively take on
the management of the membership and related activity and develop a Governor induction and development programme
• Ensure membership is a key feature of DCHS staff inductions to meet 1% or less of staff ‘opt-outs’ and ensure an appropriate staff membership.
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In the 12 months following FT approval, the Council of Governors will: • Be invited to take ownership of this membership strategy and responsibility
for evaluating performance against membership targets • Promote constructive relationships and dialogue between public members
and its Diversity Forum and Governors • Review initial membership development programme and formally review
the communications and engagement strategy for its effectiveness to date to apply lessons learned to future activity
• Agree an ongoing programme of membership promotion and recruitment • Review level of membership activity in service reviews and community
engagement and implement necessary actions to improve • Review the membership database to identify gaps in hard to reach groups,
develop understanding of why some sections of the community may be under-represented and develop action plans to address
• Refresh this Membership Strategy to cover the period 2014-2017.
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6. Communicating with Members It is essential that the Trust establishes appropriate and meaningful two-way communication with its members. As an NHS organisation it is of vital importance that DCHS balances the need to communicate effectively with its membership against the need to demonstrate value for public money. To achieve this, DCHS will: • Seek the views of its prospective membership on the type of information
they would like and how they would like to receive it through information gathering at the first stage of contact
• Ensure that our membership activity is cost effective • Evaluate all communications and engagement for impact and
effectiveness and only use the most cost effective methods of attracting and engaging our membership
• Ensure that the management cost of running a membership function is kept to a minimum, and is not greater than DCHS’ overall management cost factor for running NHS services
• Ensure that our membership communications make the best use of new technology and e-communications where appropriate, to reduce the costs and environmental impacts of printed materials while maintaining our commitment to providing accessible information, ensuring that printed information and accessible formats are available where required.
Our communication with members will be in line with DCHS’ values and based on the NHS communication standards: • Open and honest • Consistent • Two-way • Timely
• Clear • Targeted • Credible • Planned
• Consistent • Efficient • Integrated
The Trust Board will: • Establish an effective communication plan for members using existing
communication channels and building new ones (see appendix 10.2). These will include: o A simple application process and written materials, explaining clearly
why people may wish to become a member o A welcome pack and membership card for new members o Two newsletters per year distributed electronically where possible, by
post to all other members (one per household), and by a mixture of email and hard copy to our staff
o A dedicated email address and telephone number for members o A dedicated section on DCHS’ website for members, regularly
updated with news and items of interest to the membership o Meetings, seminars and educational sessions for members, in
addition to the membership events, presenting items of interest, for example innovations in care, changes in clinical practice or an educational session on back care. Topics for such meetings will be chosen from the most popular areas of interest for members and governors
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o Provide appropriate mechanisms for members and their governors to communicate with each other
o Inform members of community-based initiatives and invite them to attend.
The Council of Governors in the first 12 months will be invited to: • Identify ongoing initiatives that can be used to inform the wider public
about DCHS • Evaluate the success of the communication plan from member feedback • Maintain and develop the programme of events The Council of Governors in the first 18 months will be invited to: • Evaluate the success of the events programme. • Review and evaluate the communications plan for success and value for
money • Develop further plans to understand and promote a range of opportunities
for members to become involved in DCHS service development, taking into account members’ expressed interests in areas of our care.
7. Playing a key community role A major factor in our decision to apply for FT status was the opportunity for greater community engagement and involvement. 7.1 Our community engagement objectives DCHS is already a well-established service provider within local communities; patients at our hospitals and health centres are rightly very proud of their local community services, although is it apparent that the DCHS brand as the provider of these services is not yet fully established. Our community engagement will therefore address two key objectives: • Ensure members and the wider population have full opportunity to engage
with and influence DCHS services in the future • Ensure DCHS repays this involvement by contributing to community life,
whilst taking the opportunity to raise the profile of the Trust and firmly establish the DCHS brand within Derbyshire and other areas in which we provide services.
While membership is not a vehicle intended to market DCHS services per se, we will ensure that our Membership Strategy is firmly embedded within our wider Communications & Marketing Strategy to ensure a fully consistent approach and to the maximise opportunities for promoting membership and promoting DCHS as a whole. The overarching strategic aim of ‘DCHS Local’ will be central to the links between our Communications and Membership strategies. The Trust Board will: • Ensure that the membership is aware of all services provided by DCHS to
ensure we have an informed membership, able to engage in service development and service delivery
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• Commence discussions with high-profile community organisations, for example football clubs and large businesses, to explore partnerships for the future
• Devise a development programme to ensure that the Council of Governors is supported to enable them to represent and promote the organisation.
The Council of Governors in the first 12-18 months will be invited to: • Further develop our relationships with high-profile community partners with
aim of maximising mutual associations and common goals • Develop a strategic approach to establishing the FT as a trusted and
accessible participant in the life of the local communities. This will require a review of all existing and potential partnership opportunities and ensuring meaningful partnership working
• Actively encourage constructive engagement opportunities between public, staff and affiliate members
• Play an active role in recruiting additional members in the community and identify engagement opportunities in their own constituencies
• Seek opportunities to further engage with hard to reach groups encouraging social inclusion
• Review level of activity in service reviews and community engagement and implement actions to improve where necessary
• Review membership database reports to identify gaps in hard to reach groups, develop understanding of why some sections of the community may be under-represented, and develop action plans to address where necessary.
7.2 Working with other membership organisations We recognise the importance and benefits that can come from working in partnership with other local membership organisations. Having only been fully established as a legal entity in April 2011, DCHS is the final NHS provider in Derbyshire to apply for NHS Foundation Trust status. NHS organisations in Derbyshire with shared catchment areas include: • Derby Hospitals NHS Foundation Trust • Chesterfield Royal Hospital NHS Foundation Trust • Derbyshire Healthcare NHS Foundation Trust • Burton Hospitals NHS Foundation Trust • Nottingham University Hospitals NHS Trust • Sherwood Forest Hospitals NHS Foundation Trust • East Midlands Ambulance Service NHS Foundation Trust • Stockport NHS Foundation Trust • Sheffield Teaching Hospitals NHS Foundation Trust. We will work with partner NHS organisations to explore joint working opportunities to ensure we make the best use of time and resources, and the public are not confused about the different membership opportunities and equally do not inadvertently sign up passively for more than one NHS organisation without being explicitly aware. We are particularly keen to work with partner NHS organisations with regards to our Equality and Diversity agenda to reach the hard to reach sections of the population.
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The Trust Board will: • Accept the invite to join the Derbyshire Membership Forum alongside
other NHS organisations in the county • Seek opportunities and permission to hold membership events on the
premises of other NHS organisations, jointly where this is appropriate, and offer NHS organisations the same in return
• Continue with active membership of the Foundation Trust Network and participate in conferences and events to share and learn good practice.
The Council of Governors in the first 12-18 months will be invited to: • Continue to seek opportunities to work in partnership with other NHS
organisations • Devise its strategy for wider partnership with public and private sector
membership organisations, for example the National Trust, Co-op and others.
8. Evaluating success Subject to Council of Governor agreement, a membership sub-group of the Council of Governors will meet at least quarterly to review progress against the membership strategy. This will ensure that Governors are fully involved in membership development and engagement. The Director of Human Resources and Organisational Development will have responsibility for ensuring the objectives of this strategy are carried out within the available resources. This Strategy will be formally reviewed annually by the Council of Governors, with support from the Membership Office and the Board of Directors. The review of the Strategy will evaluate success of membership recruitment and engagement with specific reference to: • Achievement of annual recruitment growth targets (see section 4.1) • A balanced representation of the community in terms of race, gender,
disability, sexual orientation, age, religion or belief • Election turn-out rates • Level of engagement and involvement of members, measured by:
o Member event attendance o Annual members’ meeting attendance o Survey and consultation response
• Systems of communication and value for money. The Trust Board will: • Ensure that its governance arrangements as a Foundation Trust provide
the Council of Governors with the independence and responsibility to manage this Strategy
• Invite the Council of Governors to take ownership of this strategy at its first formally-constituted meeting
• Ensure that officers of DCHS are made available to support the Council of Governors in delivering the strategic aims of this strategy
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• Provide regular reports on membership to the Council of Governors in order to fulfil statutory requirements.
The Council of Governors in the first 12-18 months will be invited to: • Engage with members and nominating organisations to monitor the degree
to which all aspects of the membership strategy have been successful, taking account of the short space of time since FT authorisation
• Formally review progress and refine key performance indicators, with a revised membership strategy in place by 1 April 2014, reviewed every three years thereafter
• Support the Trust Board to refine its membership reporting arrangements to meet best practice and fulfil statutory requirements
• Present a report on the progress of the strategy to members at the annual general meeting (AGM).
9. Plans for future membership recruitment Appendix 10.2 sets out how DCHS intends to maximise all opportunities to recruit and retain an engaged public, staff and affiliate membership. A large membership will help us understand better what the community thinks about our services and how we can jointly improve and refine them.
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10. Appendices * 10.1 Population Analysis 10.1.1 Population distribution
Constituency Public members
% of Membership
Base population % of Area Index
Amber Valley, Erewash & South Derbyshire 721 23.46 330,778 32.57 72 Bolsover, Chesterfield & North East Derbyshire 755 24.57 276,058 27.18 90 City of Derby 584 19.00 242,901 23.92 79 Derbyshire Dales & High Peak 608 19.79 165,786 16.33 121 Rest of England 347 11.29 0 0.00 0 Out of Trust Area 58 1.89 0 0.00 0 Total 3,073 100.00 1,015,523 100.00
Presentations to 21 public/partner presentations to talk about the FT consultation and opportunities for membership
1 July – 30 Sept 2011
Presentations to 12 statutory partners/organisations including Clinical Commissioning Groups, Members of Parliament, Local Authorities, Local Improvement Network (LINk) and the local Improvement and Scrutiny Committee.
1 July – 30 Sept 2011
Attendance at 20 public events including such things as country fairs, market days, town centre stalls, carnivals and festivals. Attendance at these events again had the dual purpose of encouraging responses to the consultation and talking about the benefits of public membership with members of the general public.
1 July – 30 Sept 2011
Delivery of a mailshot to a sample 100,000 households across Derbyshire
August 2011
Worked with five local radio stations to run a two-week campaign early in the consultation period.
July – Aug 2011
Developed simple web-based membership recruitment forms to enable members of the public to sign-up via our dedicated members’ area of the website, with a prominent link from the home page.
Pages complete; ongoing form of recruitment
Three media releases launching the consultation and membership; highlighting achievement of the 1,000 and 2,000 member milestones; and announcing the close of the consultation and the positive response we’d received.
1 July – 30 Sept 2011
Ongoing staff communications to encourage colleagues to speak to their friends and family about public membership and the benefits of it. This was delivered via various internal comms channels including ‘Tracy’s challenge’; Team Talk sessions; Staff Briefing; The Voice; and web-based comms.
1 July – 30 Sept 2011
We delivered almost 20 staff engagement events talking to more than 700 staff, fully engaging them in our proposals for the future and laying the foundations for an engaged and active staff membership.
1 July – 30 Sept 2011
Started engagement with public-facing Ongoing.
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services initially speaking to colleagues in Health Promotion to encourage handing out of membership flyers to clients coming into the services.
Attended Polish Community Group to discuss consultation process, membership and its benefits, and provisions for interpreting and translation services.
21 September 2011
Recruitment drive for authorisation
Town centre/Xmas market stalls in major Derbyshire, Leicestershire and Rutland towns. Healthy Lifestyles Event – 21/1/12 Mark Armstrong Read’s church event –
21/1/12 Stand at Ripley Hospital – 24/1/12
Dec 2011 >
Begin to investigate opportunities for stalls in major supermarket entrances to achieve maximum footfall and brand awareness. Identify all major supermarkets Ring major supermarkets Plan future dates according to
responses
April 2012 > Complete
Re-launch drive amongst staff to ‘recruit a friend’ – use of all internal comms channels in CEO’s name. Email from TA to all staff Para in TA’s column in the Voice (Feb) Discussion forum post
Jan-March 12 Complete
Renew push for all services to support membership recruitment by handing flyers to outpatients at appointments. Contact Brenda Page to discuss how to
approach this (paras in reminder letters; flyers to patient-facing staff, etc.)
Implement plan as agreed with Planned Care O/P
April 2012 > May 12 >
1st mail out to all existing members and stakeholders/groups that we presented to throughout the FT consultation; to include: Cover letter Public summary report (FT consultation)
and direction to full analysis MIU and choose well messages in time
for Xmas
Dec 2011 (complete)
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24-hours in the life of DCHS Promote Membership Officer’s
telephone number and email.
Ongoing recruitment
Further mail shot to remaining 350,000 (approx) Derbyshire postcodes (those not covered in July/Aug 2011 mailshot). Obtain quotes from MES, Mailbooster,
WMPW for print and distribution of 100k flyers.
Add additional detail (inc. evaluation ‘mark’) to membership flyer via ABA
Arrange for printing of membership flyers with additional detail and evaluation method included
Distribution to take place throughout May
May/June 2012
Attendance at spring/summer events Investigate opportunities for attendance
at spring/summer events Book as agreed Coordinate staff to attend events Ongoing evaluation
June – end of Sept. Complete
Enlist the support of MES to attract an additional 2,000 members at a cost of £8.50 p/member
Complete
Stronger internal campaign for staff to recruit a friend or a member of their family, enlisting the support of executive directors and citing the necessary risks of not achieving the required membership numbers. If all staff recruit one member this would yield over 4,000 members alone: however we are anticipating a minimum 25% uptake from staff. This conservative estimate is based upon evidence from the FTN which suggests members recruiting members often yields smaller returns.
Complete
Mail out to current DCHS Health Panel members to inform them about Membership. We will advise all existing Health Panel members that we will opt them in to the
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membership unless they tell us otherwise. To check with Information Commissioner re DPA restrictions Work with Lee Allen to include
para/letter in mail out
Mail out w/c 23 Jan 2012
Email existing PCT Health Panel members re DCHS’ membership encouraging them to sign-up, linking in with Pam Purdue Draft email for PCT to issue to Health
panel members with call to action to sign-up (link to online secure form). As a follow-up to PCT vs DCHS letter from Pam and Lee
Email: March 2012 Complete
Trial a paragraph in the Patient Experience response letter (following a complaint) to encourage the former complainant to sign-up to our membership scheme and have more of an involvement in their local health services in future. We will also enclose a freepost flyer to become a member, making it as easy as possible for them to sign up.
In place from Jan 2012 – monitor returns of flyers with CM
Intelligence gathering of existing membership
We need to conduct a mini survey early in our membership comms to establish members’ preferred method/channel of communication i.e. telephone, hard copy materials via the post, or email. Email will be preferable linked to the efficiencies that we will find in the membership budget as a result. This exercise will also ensure members are more comfortable with the form of engagement we agree jointly with them. Contact at least 10-15 existing FTs
across the country to request copies of their membership newsletter
Agree ‘areas of interest’ i.e. service lines but in plain Eng.
Develop tick box form to establish areas of interest – similar to Shef FT – include prominent field to complete email address and D.O.B.
Build request for email addresses into
Inc in second major comms to members – April 2012 together with 1st newsletter Complete Complete Complete
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letter explaining efficiencies it offers; and a poll on education sessions and preferences/ideas for such sessions; and explain how we intend to approach local businesses for discounts so what would they be keen to receive discounts on
Locate freepost envelopes – 2K approx Obtain quotes for print and mail out
(MES/ABA) Recording on all member records to
streamline future member engagement on specific issues
Complete Complete Ongoing
Welcome packs
Ensure members’ interests are collected at the earliest opportunity, either in welcome packs or in recruitment flyers where appropriate. Any future welcome packs to include
areas of interest form.
May 12
Methods of engagement
Audit other Trusts and private/third sector organisations’ approaches to member engagement and channels used. To include: FTN; CRH; DHFT; National Trust; RSPCA; RSPB etc. Experience of various comms channels
o How to engage members in day-to-day service delivery
o Examples of best practice o Examples of most popular two-
way comms channels. Set-up meetings with Justine Fitzjohn
(DHFT) Nicola Smith (CRH) – complete Sheffield Children’s Hospital FT –
complete
TBC
Twice-yearly newsletter First edition in April 2012 will have a
strong election focus Include a commitment to recruiting a
representative membership (E&D angle).
Apr/Oct (6-monthly) Almost complete Complete
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Working with Head of Equality, Diversity and Inclusion, we shall utilise existing links with groups to target and engage formally with these groups, especially areas of under-representation in the membership.
To be planned mid-late 2013
Run health promotion educational sessions for members to include, as a minimum (dependent on poll with members): Caring for your feet (speaker from
Podiatry services – Danny Connor) Back care (Gill Nichols).
Educational sessions could be delivered quarterly with invites (and a forward plan) going out to all members as part of regular comms channels.
Initial sessions delivered at AGM 2012. Future sessions to be decided by poll of members in May edition of The Community
IBP engagement session[s] with membership (pre-consultation and formal consultation) Now switched to H&SC 21st century – part of Governor engagement events
May 2012
Commence discussions with high-profile community organisations, for example football clubs and large businesses, to explore partnerships for the future.
Achieved sign-up of high profile member in Dec 2012 – the Duke of Devonshire. Further action TBC
Develop a local discount scheme in addition to offers available on www.NHSDiscounts.com Met with CRH to establish how they run a similar, effective local discount scheme. Links to be made with Derbyshire & Nottinghamshire, and Leicestershire Chambers of Commerce.
Aim to launch scheme mid-2013
Develop links with Derbyshire’s Youth Council (DCC-hosted) to investigate how to effectively engage with young people then use this knowledge to support engagement of young members in future service developments. To set up meeting with Chris Campbell on March 2012
Boost membership profile on DCHS sites through: Visible displays in reception/waiting
areas – scale to be site-specific Compliment of membership flyers at all
sites Necessary links with site
managers/coordinators to maintain stock levels
May 2012
Set up meeting with Christina Lloyd from Sheffield Teaching Hospitals to discuss approach to youth membership and various channels used
3 Feb 2012
Put process in place to ensure the membership office receives staff leavers lists in order to ensure they are automatically opted-in to the public member register.
Put in place Jan 2012
Put process in place to ensure the membership office receives mortality lists so we can cross reference against the membership database and update accordingly.
Ad-hoc currently – will be built into wider algorithm containing staff info updates from GH’s team. Jan 2013
Staff membership
Introductory letter to all staff re the membership scheme
Jan 2012 (complete)
The Voice will include a regular staff membership section to update staff on membership issues, opportunities, etc. This method is preferred to creating another new communication channel and potentially diluting the impact of existing channels.
May 2012 Voice and ongoing
Audit other Trusts and private/third sector organisations’ approaches to member (staff) engagement and channels used. To include: FTN; CRH; DHFT, as referenced above.
TBC 2012
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MES to issue staff welcome packs with membership cards in March 2012; to include intelligence gathering on preferred channels; areas of interest; etc. To discuss with Rebecca Oakley
March 2012 Now likely to be May 12
Governor and election comms
Work closely with Trust Secretary to establish election timetable and tie in a schedule for related material production.
Complete
Establish with Trust Secretary appropriate methods of informing Governor communications into the future
TBC
Establish Membership Sub-Group (of Council of Governors).
2013 TBC
Develop process for issuing member involvement/engagement opportunities on behalf of Governors as opposed to the membership office, to help raise Governor profiles.
Currently in discussion – to be finalised with elected Govs mid-2013
Establish methods of Governors supporting and taking an active role in future member recruitment.
Currently in discussion – to be finalised with elected Govs mid-2013
Consider the development of an information video on ‘being a Governor’.
Not proceeded – drop-in sessions and booklet produced alongside other comms.
Membership Maintenance
As we hit the 12,500 membership target by the end of March 2014, we will strive to maintain this core membership by: Ongoing monitoring of membership
numbers and maintaining a representative membership using intelligence available to us on the membership database
Subsequent targeted recruitment in under-represented communities
Attending less specific recruitment-focussed events once in ‘maintenance phase’
Invest the time saved recruiting new
2014/15 >
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members on effectively engaging with the core 12,500.
10.3 Tender specification – membership database Budgetary requirements Potential providers are asked to break down costs in order for Derbyshire Community Health Services NHS Trust (DCHS) to review each component part as a ‘shopping list’ item. We will then review each aspect in terms of affordability. We also ask providers to indicate where there are any potential savings to be made by purchasing multiple components as a package. Development phase Development and design of a membership database tailored for DCHS Thorough pre-testing process Transfer and cleaning of current data held by DCHS Socio economic data/coding and profiling of existing members On-site training for database operatives Development of online membership form (seamlessly positioned on
www.dchs.nhs.uk) which has database integration. Ongoing relationship Hosting of data and system Unlimited (inclusive) support, technical or otherwise, via telephone and
email Unlimited (inclusive) management consultancy support Quarterly data cleanse including the following integrity checks:
o The latest post office address file o The national gone away on-line suppression file o The national bereavement register
Separate quarterly data cleanse of staff members to be taken from DCHS’ electronic Staff Record (ESR) system
Free system updates including new version of the database System updates in response to change in Monitor guidance or
requirements Reasonable ongoing training requirements for database operatives
should staff leave or change roles Provision of training guides and updates in response to version
updates Provision of user guides and updates in response to version updates Quarterly intelligent membership strategy reports identifying, but not
limited to: o Areas of under-representation o Areas to target o How residents respond to different channels of
