Membership Management and Engagement Strategy

Size: px
Start display at page:

Download "Membership Management and Engagement Strategy 2014-17"

Transcription

1 Membership Management and Engagement Strategy communicating engaging representing

2 Contents Introduction 3 What is membership? 4 Defining the membership community 5 Engaging members and the public 6 Communicating with members and the public 8 Playing a key community role 11 Working with other membership organisations 12 Plans for future membership recruitment 13 Resourcing membership development 14 Compliance with guidance and legislation 15 Evaluating success 16 Appendix

3 Introduction and purpose of strategy Lancashire Teaching Hospitals NHS Foundation Trust is authorised as a public benefit corporation under the National Health Service Act 2006 and has a framework of local accountability through its membership and the council of governors. As a foundation trust, we are required to have a membership strategy in place, together with a clear work plan for its implementation. This strategy outlines how we will develop and maintain a membership which is effectively engaged and informed and which is representative of the diverse community we serve. This strategy has been produced following: consultation with the council of governors membership group analysis of a communications survey conducted via Trust Matters magazine in November 2013 consideration of comments received from members of the public and foundation trust members, via the Trust website a review of statutory requirements and best practice guidance We will also produce a membership engagement plan each year, which will supplement the strategy and contain specific details about how the objectives set out in this strategy will be met and aligned to corporate priorities. Engagement informs and supports the board in creatively formulating strategy, shaping culture, and in key aspects of ensuring accountability NHS Healthy Board,

4 What is membership? Members do not receive any payment or preferential treatment but are able to make a valuable contribution to the way in which the foundation trust is run. They: have the opportunity to receive regular information about the work of the Trust. elect their representatives to serve on the council of governors. have the opportunity to stand for election to the council of governors. can put themselves forward for appointment as a non-executive director. can participate in a range of involvement initiatives. should be consulted on plans for future development of the trust and its services. (Source: Monitor) Seeking to Involve is one of our core values, and the accomplishment of the Membership Management and Engagement Strategy aims to ensure our activities will underpin this value. Our overarching membership objectives are to: encourage members to be actively involved and engaged in the planning and delivery of services, so that they reflect the needs of patients and the local community communicate information about developments, ensuring that information received is tailored to members selected level of involvement ensure that our membership is representative of the community we serve enable members to stand for election to the council of governors and to elect governor representatives 4

5 Defining the membership community Membership is available as follows: Public membership: Members of the public who live within the area shown in appendix one Staff membership: Staff who: Are employed by us under a contract of employment which has either no fixed term or a fixed term of at least 12 months; or Who have been continuously employed by us for at least 12 months; or Who are not employed by us but who nevertheless exercise functions for the purposes of our organisation and who have exercised functions for this purpose for a continuous period of at least 12 months. Patients and the public want to be able to influence the priorities of the organisations that provide healthcare NHS Healthy Board, 2013 Engagement informs and supports the board in creatively formulating strategy, shaping culture, and in key aspects of ensuring accountability NHS Healthy Board,

6 Engaging members and the public An engaged membership is a more valuable resource than numbers alone Foundation Trust Network, Managing Your Members, 2012 Patients and the public have a right to be involved, either directly or through representatives, in the planning of healthcare services, the development and consideration of proposals for changes in the way that those services are provided, and in decisions to be made affecting the operation of those services. 1 We currently have a membership of over 22,000 people and, in the future, the overriding objective will be to actively engage members in developments at our Trust. As a consequence this will mean directing all resources towards ensuring members are provided with a range of meaningful and effective engagement mechanisms. Primary methods of engaging and communicating with members are illustrated in the table below. Where necessary new and alternative engagement mechanisms will be considered and utilised. Informing members Members seeking information from our Trust Mechanism Trust obtaining information from members Forums for member debate Participation for members Trust Matters magazine governor and member area on our website Twitter and facebook s (targeted and general) Annual Members Meeting Pre-election information sessions Focus On talks Internally: staff intranet, team brief, Connect staff magazine, messages on payslips, CEO comments, mandatory and induction training Dedicated Governor address Trust Annual Report and Accounts Annual Members Meeting Pre election information sessions Focus on talks Trust website and staff intranet Dedicated Governor address Surveys Online consultations Dedicated membership phone line Focus groups Themed listening events Chart adapted from healthknowledge.org.uk, accessed January 2014 Targeted focus groups Themed listening events aligned to planning services Themed listening events aligned to planning services Member votes at Annual Members Meetings Voting in elections to the council of governors Ad hoc involvement activities including: Participation in focus groups targets at improving specific services Opportunity to participate in research activity Volunteer opportunity s 1 The NHS Constitution for England

7 During , the council of governors membership group and the membership team will review the progress of each annual membership plan, identify any evident gaps and decide upon an engagement theme for the year. This will enable resources to be focussed on specifically improving one area of the membership over the course of each year. Running effective member engagement events requires a vast amount of time and resource. Historically, members events have mainly been aimed at our public members. At the time of writing, staff members comprise 29% of the overall membership. A recent study on staff engagement within the health service found that employee engagement is the best predictor of NHS trust outcomes. 2 The council of governors membership group has therefore identified staff membership engagement as the theme for In conjunction with staff governors and the membership group, the membership team will put in place mechanisms for staff members to realise the benefits of being a member by becoming more involved with our work, communicating with their local staff governors and providing the opportunity to attend membership engagement and communication events. Furthermore the Valuing Your Voice Staff working group will be utilised to support the work of Staff Governors. The engagement theme for and will be determined by the membership group at the beginning of each respective financial year. During we will also continue to provide engagement opportunities for public members as depicted in table one. Member engagement is of paramount importance to Trusts, enabling them to fulfil their role as locally accountable organisations Current practice in NHS foundation trust member recruitment and engagement, Monitor, ERS, MES by The Point of Care Foundation,

8 Communicating with members and the public Our communication objectives are to ensure stakeholders are well informed, have a positive perception about our organisation and have the opportunity to influence change. 3 These underpin the overarching membership objectives set out on page three of the strategy. For these objectives to be achieved, clear and effective communication channels need to be in place. Communication mechanisms will include: use of a dedicated membership section of our website and our membership magazine, Trust Matters use of Twitter, Facebook and other social media delivery of pre-election information sessions and nomination packs for members wishing to stand for election to the council of governors focus groups to enable departmental managers to consult with members about proposed changes surveys (electronic and/or printed) to offer an opportunity for members to convey their views on a specific topic Facilitation of communication between governors and members Governors have a duty to seek and represent the views of both members and the public and to feed information back to them. 4 In order to facilitate this, a range of mechanisms will be in place including: Annual members meetings Trust Matters magazine Member Involvement events (previously named Listening Event ) Focus on events Bi annual Bringing Healthcare to Life events All events will be planned in consultation with the membership group and will be directly linked to our annual and strategic plans thus enabling outcomes to be aligned to corporate priorities. Currently, staff members are able to contact their staff governors via a dedicated address. A dedicated address for all members to contact their governor will be introduced. Governors will also be given a further opportunity to communicate with members, including providing detail on any changes that have arisen as a direct result of their work, in the dedicated member area of our website. 3 8 Lancashire Teaching Hospitals Communication Strategy Your statutory duties, A reference guide for NHS foundation trust governors, Monitor, August 2013

9 A photo display board of both Governors and board members will be located near the entrance of each hospital site in order to help make them more visible to both foundation trust members and the public. To ensure membership is valuable to all members, we will continue to seek the views of our members to determine the type of information they want to receive and the way they want to receive it. Communication sent out will continue to be tailored to their selected level of involvement as outlined in table two below: Level 1 Low involvement This group of members will receive the Trust Matters newsletter twice a year and information on elections they are eligible to vote in Level 2 Medium involvement This group of members will receive the Trust Matters newsletter twice a year, information on elections they are eligible to vote in, plus occasional consultations in their selected area(s) of interest and invitations to members events. Level 3 High involvement This group of members will receive the Trust Matters magazine twice a year, information on elections they are eligible to vote in, invitations to events, occasional consultations and information about involvement opportunities/developments in their selected area(s) of interest. More effective use of electronic communication and the internet We currently have 2,216 members with a communication preference of . Electronic communication is a quick and cost-effective method of communicating with members. The membership team will take every opportunity to encourage as many members as possible to change their communication preference from post to . During the course of this strategy we will aim to double the number of members who currently have as a communication preference, resulting in 20% of the total membership being contactable by by April In 2013, 36 million adults (73%) in Great Britain accessed the internet every day. 5 Our website provides us with an opportunity to further promote engagement opportunities, evidence what action we have taken in response to member involvement, and offer a platform via polls and surveys to obtain feedback. 6 In conjunction with the Communications department we will further utilise the membership section of our website. Where possible information posted to members will be more efficiently utilised by signposting readers to our website for further information. 5 9 Office of National Statistics (October 2013) 6 Lancashire Teaching Hospitals Communication Strategy

10 Our regulator, Monitor, requests details of voter turnout in governor elections and has previously used this as an indicator of member engagement. At the time of writing, we are in the process of undertaking a national pilot of electronic voting alongside postal voting. Throughout the duration of this strategy, we will seek to introduce regular electronic voting with the aim of increasing voter turnout and reducing election costs thus enabling savings to be redirected towards patient care. In order to ensure we have put in place all feasible steps to increase voter engagement, an election communication planner provided by our electoral administrators will be utilised. Opportunities for additional communications tailored to our members level of involvement will be explored, such as targeted reminder mailings and messages via twitter and other appropriate forms of social media available. 10

11 Playing a key community role The Health and Social Care Act 2012 seeks to improve accountability and strengthen the collective voice of patients. In doing so, the Act places a new responsibility upon governors to represent not only the views of members, but also the views of the public. By working alongside our patient and public involvement (PPI) lead, we will enable members and the local community to contribute to service improvement within our organisation. Through this strategy, we will ensure effective communication between the membership and PPI teams, and that the engagement activities undertaken by the two teams are complementary. Whilst our members will be given priority for attendance at our large scale involvement events, members of the public and local community groups will also be invited to participate where possible, thus supporting governors to understand the interests of the public and to represent their views. Further avenues to enable governors to work with local public representatives, such as Healthwatch will be explored throughout the duration of this strategy. A close and effective working relationship will continue to be maintained between the membership team and our patient advice and liaison service (PALS). This will help members who have concerns to initially raise these informally and to receive information, advice and support as and when required. 11

12 Working with other membership organisations We understand the value of partnership working. During 2013, our members and the wider community had various different opportunities to benefit from having several local NHS and health-related organisations and charities under one roof, effectively providing a one stop information shop. For example our Focus On Dementia event brought together a range of organisations, including Lancashire Care NHS Foundation Trust, Royal British Legion, Alzheimer s UK and our local clinical commissioning groups, in addition to a key note speaker from the Trust. Members of our council of governors regularly learn from and share best practice in relation to foundation trust membership with colleagues from other trusts via governors forums organised by the North West Company Secretaries Network and national events organised by the Foundation Trust Governors Association. Membership Engagement Managers from across the North West also meet and share learning with colleagues on a regular basis. During , we will work in collaboration with other foundation trusts, charities and healthcare organisations to develop a strong sense of shared purpose with other like-minded organisations, achieve a more co-ordinated and informative approach to community engagement, and to play a major role in the development and wellbeing of the community served. 12

13 Plans for future membership recruitment Membership size Our membership is currently one of the largest in the North West region, and indeed in the country. The average membership size of a foundation trust is 13,962 members. 7 Our membership of over 22,000 equates to almost 6% of the local population. Whilst some of the early FT s opted for very large memberships, there is now more of a focus on engagement which has resulted in trusts aiming for smaller engaged memberships. Managing Your Members, Foundation Trust Network, 2012 It is recognised that when benchmarking ourselves against other foundation trusts across England, the size of our membership could be considered extremely large. It is also acknowledged that it is potentially more valuable for us to have a smaller, more engaged membership. During the membership team, will carry out rigorous and regular data cleansing in order to effectively reduce the overall size of the membership. Members will also be given regular opportunities to opt out of the scheme if they feel it is no longer of benefit to them. Targeted recruitment The membership group analyses the demographics of the public membership on an annual basis to ensure it is representative of the local community. These regular reviews will allow us to understand where we may need to target any recruitment activities in order to ensure adequate representation. Demographical information is also submitted to Monitor on an annual basis. Thorough analysis shows that currently our membership is representative of our local community in respect of ethnicity, age, gender and socioeconomic grouping. Membership is now a pre-requisite of undertaking work experience with us. This means that there are now added benefits to becoming a member and, via work experience; younger people have to opportunity to gain a greater understanding of how we operate. In addition to this, regular talks are provided to local schools and colleges in relation to work experience and foundation trust membership. During the membership group, along with the membership team, will annually review the demographics of the membership, setting annual recruitment priorities where necessary Current practice in NHS foundation trust member recruitment and engagement, Monitor July 2011

14 Resourcing membership development Council of governors and its membership group The council of governors has a dedicated membership group which meets on a regular basis. The group is made up of governors, membership engagement managers, the PR and communication manager and a non-executive director. The group works at a strategic level and takes a lead role in overseeing the implementation of this strategy. Additionally, the group is responsible for contributing towards an annual plan to engage with our existing membership and to ensure that it remains representative of the local community. Detailed reports are provided to the full council of governors twice a year. Developing a sizeable and engaged membership requires a sustained commitment of resources to membership services. The rewards of such investment, in terms of services delivered in ways that much more reflect local people s needs, will greatly outweigh its costs Membership Governance in NHS Foundation Trusts: a review for the Department of Health, University of Birmingham and Mutuo, 2008 Membership team Our membership team currently comprises two part-time members of staff, who have responsibility for operational delivery all aspects of this strategy. They have specific responsibility for developing, organising and promoting opportunities for members to influence the way we deliver our services and future plans, and for ensuring that members have a good understanding of performance and developments. The membership team acts as the main point of contact for members and works with the trust secretary to support governors to represent the views of members effectively. Staff in the membership office are also responsible for co-ordinating elections to the council of governors and for interpreting national membership and engagement guidance and policy and assessing implications for the Trust. The membership team currently benefits from the assistance of three volunteers on a regular basis. The volunteers are trained, have a dedicated workspace and carry out both regular and ad hoc duties in relation to data processing and cleansing, administration for large scale member events and dealing with queries from members. In order to remain cost effective and to manage such a large membership, we will continue to train and utilise volunteers to support the membership team. Budget The cost of communicating and engaging with a large membership base is acknowledged. During , staff in the membership office will work closely with database, print and mailing suppliers to obtain competitive quotations and reduce costs, where possible, to ensure value for money. 14

15 Compliance with guidance and legislation Implementing the Membership Management and Engagement Strategy will enable the Trust to ensure compliance with a range of legislation and best practice, including: National Health Service Act 2006 (duty to involve) NHS Constitution for England, 2013 our provider licence, issued by Monitor the NHS Foundation Trust Code of Governance Health and Social Care Act

16 Evaluating success This strategy belongs to the council of governors. The membership group has the responsibility to ensure progress is made in order to achieve the overarching membership objectives set out in the strategy (and the associated membership engagement annual plans), thus ensuring it remains meaningful and relevant. In order to enable the wider council of governors to be reassured of the steps taken to meet the requirements of this strategy and the associated plans, a biannual update outlining performance and key achievements will be provided. The board of directors will also receive a mid-year update on progress and each annual engagement plan will also be presented to the board for information. 16

17 Area of the foundation trust Appendix 1 Our membership area comprises all of the component electoral wards of the following Council areas: Copeland Borough Council South Lakeland District Council Barrow-in-Furness Borough Council Lancaster City Council Wyre Council Blackpool Borough Council Fylde Borough Council Preston City Council Ribble Valley Borough Council Pendle Borough Council Burnley Borough Council Hyndburn Borough Council Rossendale Borough Council South Ribble Borough Council Chorley Borough Council Blackburn with Darwen Borough Council West Lancashire Borough Council Bolton Council Wigan Council 17

Involving Patients in Service Improvement at Nottingham University Hospitals NHS Trust

Involving Patients in Service Improvement at Nottingham University Hospitals NHS Trust Involving Patients in Service Improvement at Nottingham University Hospitals NHS Trust Report to the Joint City and County Health Scrutiny Committee 12 July 2011 Introduction This paper provides additional

More information

How To Manage The Council

How To Manage The Council Mole Valley District Council Corporate Communications Strategy 2002-2005 CONTENTS Content Section 1: Introduction Section 2: Stakeholders Section 3: Objectives Section 4: Targets Section 5: Principles

More information

Health and Safety Policy and Procedures

Health and Safety Policy and Procedures Health and Safety Policy and Procedures Health & Safety Policy & Procedures Contents s REVISION AND AMENDMENT RECORD : Summary of Change Whole Policy 4.0 05 Nov 08 Complete re-issue Whole Policy 4.1 10

More information

SERVICE SPECIFICATION

SERVICE SPECIFICATION SERVICE SPECIFICATION Provision of a Service for Young Carers Wokingham Borough Council OFFICIAL - SENSITIVE Page 1 1. Introduction This is the service specification for the provision of a Young Carers

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

TRANSPORT FOR LONDON CORPORATE PANEL

TRANSPORT FOR LONDON CORPORATE PANEL AGENDA ITEM 4 TRANSPORT FOR LONDON CORPORATE PANEL SUBJECT: EMPLOYEE ENGAGEMENT DATE: 17 NOVEMBER 2009 1 PURPOSE AND DECISION REQUIRED 1.1 The purpose of this report is to advise the Panel on TfL s approach

More information

Nomination, Remuneration and Human Resources Committee Charter

Nomination, Remuneration and Human Resources Committee Charter Nomination, Remuneration and Human Resources Committee Class Limited (ACN 116 802 054) As approved by the Board on 6 October 2015 1. Purpose of this The purpose of this is to specify the authority delegated

More information

Health and Care Research Wales Communications Strategy

Health and Care Research Wales Communications Strategy Health and Care Research Wales Date: April 2016 Version: 1 Authors: Cheryl Lee, Communications Manager Summary: This document sets out a for Health and Care Research Wales. It covers internal communications

More information

Commissioning Strategy

Commissioning Strategy Commissioning Strategy This Commissioning Strategy sets out the mechanics of how Orkney Alcohol and Drugs Partnership (ADP) will implement its strategic aims as outlined in the ADP Strategy. Ensuring that

More information

Patient and Public Involvement Strategy April 2012 March 2013

Patient and Public Involvement Strategy April 2012 March 2013 Patient and Public Involvement Strategy April 2012 March 2013 This document is available in different languages and formats. For more information contact 0115 9249924 ext 63562 Dokument ten dostępny jest

More information

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work:

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work: Architects Registration Board Communications Strategy Introduction Effective communication is key to the work of the Architects Registration Board (ARB), enabling the organisation to build and maintain

More information

A fresh start for the regulation of independent healthcare. Working together to change how we regulate independent healthcare

A fresh start for the regulation of independent healthcare. Working together to change how we regulate independent healthcare A fresh start for the regulation of independent healthcare Working together to change how we regulate independent healthcare The Care Quality Commission is the independent regulator of health and adult

More information

Communications Strategy

Communications Strategy Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core

More information

Board report for 31 May 06 Item 8

Board report for 31 May 06 Item 8 Board report for 31 May 06 Item 8 DRAFT Internal communications strategy Contents 1. Executive Summary 2. Introduction 3. Background 4. The vision for communications 5. Strategic objectives 6. Early priorities

More information

SEC. Specialist Engineering Contractors Group HEALTH AND SAFETY STRATEGY GROUP. www.secgroup.org.uk

SEC. Specialist Engineering Contractors Group HEALTH AND SAFETY STRATEGY GROUP. www.secgroup.org.uk Specialist Engineering Contractors Group HEALTH AND SAFETY www.secgroup.org.uk Message from the Group Chairman The Specialist Engineering Contractors Group ( Group) is the focal point for the sector s

More information

Request for feedback on the revised Code of Governance for NHS Foundation Trusts

Request for feedback on the revised Code of Governance for NHS Foundation Trusts Request for feedback on the revised Code of Governance for NHS Foundation Trusts Introduction 8 November 2013 One of Monitor s key objectives is to make sure that public providers are well led. To this

More information

Patient and public engagement: a practical guide for health and wellbeing boards

Patient and public engagement: a practical guide for health and wellbeing boards Patient and public engagement: a practical guide for health and wellbeing boards November 2012 Key points Patient and public engagement (PPE) should take place from the start of the life of health and

More information

COMMUNICATIONS STRATEGY 2014-2018

COMMUNICATIONS STRATEGY 2014-2018 COMMUNICATIONS STRATEGY 2014-2018 1. INTRODUCTION Communications is at the core of everything the Council does. This strategy outlines how we will plan and manage our communications activities over the

More information

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

Summary of the role and operation of NHS Research Management Offices in England

Summary of the role and operation of NHS Research Management Offices in England Summary of the role and operation of NHS Research Management Offices in England The purpose of this document is to clearly explain, at the operational level, the activities undertaken by NHS R&D Offices

More information

Delivering the Forward View: NHS planning guidance 2016/17 2020/21. December 2015

Delivering the Forward View: NHS planning guidance 2016/17 2020/21. December 2015 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 December 2015 Delivery Five Year Forward View Focus on:- Restoring financial balance Delivering core access and quality Closing three

More information

BANK OF PAPUA NEW GUINEA POSITION DESCRIPTION MANAGER LIBRARY UNIT, ECONOMICS DEPARTMENT

BANK OF PAPUA NEW GUINEA POSITION DESCRIPTION MANAGER LIBRARY UNIT, ECONOMICS DEPARTMENT BANK OF PAPUA NEW GUINEA POSITION DESCRIPTION MANAGER LIBRARY UNIT, ECONOMICS DEPARTMENT This Position Description outlines the role, skills, relationships, authorities and accountabilities. The position

More information

The Five Key Elements of Student Engagement

The Five Key Elements of Student Engagement Background Info The key agencies in Scotland have developed and agreed this framework for student engagement in Scotland. The framework does not present one definition or recommend any particular approach,

More information

Equal Partners Strategy Summary

Equal Partners Strategy Summary Equal Partners Strategy Summary Informing Consulting Listening Involving Empowering For further information please contact: Sue Eato, Associate Director of Service User and Carer Involvement sue.eato@covwarkpt.nhs.uk

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

Communications Strategy and Department Work Plan 2016-2017

Communications Strategy and Department Work Plan 2016-2017 Council, 22 March 2016 Communications Strategy and Department Work Plan 2016-2017 Executive summary and recommendations Introduction The Communications Strategy, which was approved by Council in March

More information

Manchester City Council Report for Resolution. Report to: Young People and Children Scrutiny Committee 26 May 2015

Manchester City Council Report for Resolution. Report to: Young People and Children Scrutiny Committee 26 May 2015 Manchester City Council Report for Resolution Report to: Young People and Children Scrutiny Committee 26 May 2015 Subject: Report of: School Governance Update Director of Education and Skills Summary This

More information

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted.

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted. JOB DESCRIPTION Job Title: Membership and Events Manager Band: 7 Hours: 37.5 Location: Elms, Tatchbury Mount Accountable to: Head of Strategic Relationship Management 1. MAIN PURPOSE OF JOB The post holder

More information

Strategic plan. Outline

Strategic plan. Outline Strategic plan Outline 1 Introduction Our vision Our role Our mandate 2 About us Our governance Our structure 3 Context Our development Camden 4 Resources Funding Partners 5 Operating model How we will

More information

Directors of Public Health in Local Government. Roles, Responsibilities and Context

Directors of Public Health in Local Government. Roles, Responsibilities and Context Directors of Public Health in Local Government Roles, Responsibilities and Context October 2013 You may re-use the text of this document (not including logos) free of charge in any format or medium, under

More information

Annex B: Payment and Expenses for Governors

Annex B: Payment and Expenses for Governors A REVIEW OF FURTHER EDUCATION AND SIXTH FORM COLLEGE GOVERNANCE Annex B: Payment and Expenses for Governors JULY 2013 Annex B: Payment and Expenses for Governors Introduction 1. This document has been

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

How To: Involve Patients, Service Users & Carers in Clinical Audit

How To: Involve Patients, Service Users & Carers in Clinical Audit INTRODUCTION The aim of this How To guide is to provide advice on how to involve patients, service users and carers in the clinical audit process. The Healthcare Quality Improvement Partnership (HQIP)

More information

Healthwatch Oxfordshire Board of Directors

Healthwatch Oxfordshire Board of Directors Healthwatch Oxfordshire Board of Directors Date of Meeting: October 14 th 2014 Paper No: 9 Title of Presentation: Amendments to contract with OCC This paper is for Discussion Decision x Information Purpose

More information

Consultation and Engagement Strategy

Consultation and Engagement Strategy Consultation and Engagement Strategy Contents: 1. Introduction 2 2. Purpose 3 3. Aims and Objectives 4 4. Key principles 5 5. Delivery of the Strategy 6 6. Action Plan 2011-12 7 Appendix 1 Understanding

More information

SOCIAL MEDIA STRATEGY 2013 2015

SOCIAL MEDIA STRATEGY 2013 2015 SOCIAL MEDIA STRATEGY 2013 2015 October 2013 1 Contents 1. Background 2. Channels 3. Use 4. Management and Administration 5. Analytics and Reporting 6. Communication and Employee Engagement 7. Timeline

More information

Environment Sustainability and Highways

Environment Sustainability and Highways Job Title: Marketing Intelligence Officer Job Grade: Band 4 Directorate: Environment Sustainability and Highways Job Reference Number: P01851 The Role The Marketing Intelligence Officer will: Devise intelligence

More information

Neighborhood Council A Neighborhood Council is an officially recognized advisory body that is part of the Los Angeles Citywide System of Neighborhood

Neighborhood Council A Neighborhood Council is an officially recognized advisory body that is part of the Los Angeles Citywide System of Neighborhood Roles & Responsibilities of Neighborhood Council Board Members 1 Neighborhood Council A Neighborhood Council is an officially recognized advisory body that is part of the Los Angeles Citywide System of

More information

www.monitor.gov.uk The NHS Foundation Trust Code of Governance

www.monitor.gov.uk The NHS Foundation Trust Code of Governance www.monitor.gov.uk The NHS Foundation Trust Code of Governance About Monitor Monitor is the sector regulator for health services in England. Our job is to protect and promote the interests of patients

More information

Vacancy information pack

Vacancy information pack Vacancy information pack Thank you for your interest in the role of Regional Fundraising Officer (London). Please email your CV along with a covering letter to Stef Parsons at recruitment@alzheimersresearchuk.org

More information

Information Pack for Applicants to the MIDLANDS CONNECT PROJECT TEAM

Information Pack for Applicants to the MIDLANDS CONNECT PROJECT TEAM Information Pack for Applicants to the MIDLANDS CONNECT PROJECT TEAM I. Midlands Connect: Strategic Context and progress to date The Midlands Connect (MC) Partnership started in 2014 and brings together

More information

Customer Services Team Leader. Recruitment Pack

Customer Services Team Leader. Recruitment Pack Customer Services Team Leader Recruitment Pack SECTION 1 June 2016 Customer Services Team Leader Thank you for your interest in this position. This is a new role which has arisen following a recent restructure

More information

RHONDDA CYNON TAF COUNTY BOROUGH COUNCIL MUNICIPAL YEAR 2015/16 REPORT OF THE DIRECTOR OF EDUCATION AND LIFELONG LEARNING

RHONDDA CYNON TAF COUNTY BOROUGH COUNCIL MUNICIPAL YEAR 2015/16 REPORT OF THE DIRECTOR OF EDUCATION AND LIFELONG LEARNING RHONDDA CYNON TAF COUNTY BOROUGH COUNCIL MUNICIPAL YEAR 2015/16 CHILDREN & YOUNG PEOPLE SCRUTINY COMMITTEE 16 th NOVEMBER 2015 AGENDA ITEM 4 THE GOVERNOR SUPPORT SERVICE IN RHONDDA CYNON TAF REPORT OF

More information

Job Description - Relationship Development Manager Dementia Friends

Job Description - Relationship Development Manager Dementia Friends Job Description - Relationship Development Manager Dementia Friends Main Purpose of job: Leads on and manages the relationships with key organisations across private, public and third sector. Manages the

More information

NATIONAL CONSTITUTION

NATIONAL CONSTITUTION NHS NATIONAL CONSTITUTION HOPE, CHANGE AND BOTTOM UP 2012 NHS NATIONAL CONSTITUTION CONTENTS SUBJECT PAGE 1. NAME AND CONSTITUTION 4 2. AIMS 4 3. OBJECTIVES 4 4. GOVERNANCE 6 4.1 Membership 6 4.2 Meetings

More information

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA.

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA. OUR WORKPLACE DIVERSITY PROGRAM Diversity is important to AFSA. 2014 2017 OUR WORKPLACE DIVERSITY PROGRAM PAGE 1 OF 9 What is diversity? The concept of diversity encompasses acceptance and respect. It

More information

Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014

Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014 Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014 1 Sheffield City Council: Draft Commissioning Strategy for services

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

The NHS Foundation Trust Code of Governance

The NHS Foundation Trust Code of Governance The NHS Foundation Trust Code of Governance www.monitor-nhsft.gov.uk The NHS Foundation Trust Code of Governance 1 Contents 1 Introduction 4 1.1 Why is there a code of governance for NHS foundation trusts?

More information

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications

More information

Job Description. University of Bristol students creating a world class student life for themselves

Job Description. University of Bristol students creating a world class student life for themselves Job Description Job title: Purpose of the post: Website and Digital Coordinator The Bristol SU Marketing & Communications department is responsible for high quality communications of Bristol SU s activities

More information

Services for Children and Young People with Special Educational Needs and Disabilities. Lancashire s Local Offer. Lancashire s Health Services

Services for Children and Young People with Special Educational Needs and Disabilities. Lancashire s Local Offer. Lancashire s Health Services Services for Children and Young People with Special Educational Needs and Disabilities Lancashire s Local Offer Lancashire s Health Services 1. Name of the service and what the service provides Lancashire

More information

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER As at 31 March 2014 BOARD CHARTER Contents 1. Role of the Board... 4 2. Responsibilities of the Board... 4 2.1 Board responsibilities... 4 2.2 Executive

More information

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015)

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) BACKGROUND ANALYSIS: LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) In spite of the now universal recognition that we need new members we have continued to experience an

More information

Events Fundraiser CANDIDATE INFORMATION PACK. For more information please visit our website www.wcrf-uk.org

Events Fundraiser CANDIDATE INFORMATION PACK. For more information please visit our website www.wcrf-uk.org Events Fundraiser CANDIDATE INFORMATION PACK BACKGROUND INFORMATION JOB DESCRIPTION PERSON SPECIFICATION TERMS AND CONDITIONS For more information please visit our website www.wcrf-uk.org To apply please

More information

Communications Strategy 2015-16

Communications Strategy 2015-16 Communications Strategy 2015-16 Communication leads to community, that is, to understanding, intimacy and mutual valuing [Rollo May, 1909-1994, American Psychologist] Introduction The WWM CRC is a provider

More information

London Borough of Newham Language Translation and Interpretation Policy

London Borough of Newham Language Translation and Interpretation Policy London Borough of Newham Language Translation and Interpretation Policy Updated December 2012 Brief Summary of the Policy: This is the Council s policy on translation and interpretation for residents and

More information

Central Gateway Grants. Arts Development Cultural Drivers Investment Programme 2014-16. Help with completing your Application Form

Central Gateway Grants. Arts Development Cultural Drivers Investment Programme 2014-16. Help with completing your Application Form Central Gateway Grants Arts Development Cultural Drivers Investment Programme 2014-16 Help with completing your Application Form These supporting guidance notes are to help you understand what the Central

More information

Corporate Governance Service Business Plan 2011-2016. Modernising Services

Corporate Governance Service Business Plan 2011-2016. Modernising Services Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How

More information

Cabinet Member for Adult Social Care and Health ASCH04 (14/15)

Cabinet Member for Adult Social Care and Health ASCH04 (14/15) Cabinet Member for Adult Social Care and Health ASCH04 (14/15) Commissioning of Telecare as part of wider Assistive Technology Services for West Sussex July 2014 Report by Director of Public Health and

More information

Internal Communication and Engagement Manager (part-time)

Internal Communication and Engagement Manager (part-time) Internal Communication and Engagement Manager (part-time) Main purpose of job To develop and manage internal communication and engagement programmes to support Alzheimer s Society projects, activities

More information

CORPORATE PLAN 2012-13 2013-14 2014-15

CORPORATE PLAN 2012-13 2013-14 2014-15 CORPORATE PLAN 2012-13 2013-14 2014-15 V0.3 170412 1 1. Introduction This Corporate Plan identifies the main strategic challenges facing the Agency over the next three years, and sets out its key performance

More information

Parish Polls. Consultation on the Government s intentions to modernise parish poll regulations

Parish Polls. Consultation on the Government s intentions to modernise parish poll regulations Parish Polls Consultation on the Government s intentions to modernise parish poll regulations December 2014 Department for Communities and Local Government Crown copyright, 2014 Copyright in the typographical

More information

Allerdale Borough Council s internal communications strategy and action plan

Allerdale Borough Council s internal communications strategy and action plan Allerdale Borough Council s internal communications strategy and action plan 1. Introduction Research shows the importance of good internal communications with Councils that spend time keeping their staff

More information

EAST SURREY COLLEGE EQUALITY SCHEME

EAST SURREY COLLEGE EQUALITY SCHEME EAST SURREY COLLEGE EQUALITY SCHEME EQUALITY OUR COMMITMENT East Surrey College is committed to ensuring the fair treatment of all its staff, established and sessional, support and care workers, volunteers,

More information

GREAT WALTHAM C of E PRIMARY SCHOOL

GREAT WALTHAM C of E PRIMARY SCHOOL GREAT WALTHAM C of E PRIMARY SCHOOL CHILD PROTECTION POLICY JULY 2015 Approved by Staff July 2015 Adopted by Governors of the FGB Committee July 2015 Recommended Review Date July 2016 1 KEY CONTACTS WITHIN

More information

North Cumbria University Hospitals NHS Trust - FoI 000999 Enclosure 01. Job Description

North Cumbria University Hospitals NHS Trust - FoI 000999 Enclosure 01. Job Description 1. JOB DETAILS Job Description Job title: Head of Communications and Reputation Management Accountable to: Director of Strategic Planning and Clinical Governance Location: Trust-wide across both hospital

More information

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 Author: George Hotchkiss, Assistant Principal, Enterprise & Organisational Development Impact Assessment Date: 2 September 2010 Date: August 2011

More information

APPLICATIONS WILL NOT BE ACCEPTED BY A THIRD PARTY

APPLICATIONS WILL NOT BE ACCEPTED BY A THIRD PARTY Role Description APPLICATIONS WILL NOT BE ACCEPTED BY A THIRD PARTY Job ad reference: MN207084 Closing Date: Wednesday, 06 April 2016 Role title: Senior Procurement and Contracts Officers Classification:

More information

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME DEFINITIONS OF ENGAGEMENT The concept of employee engagement has received growing interest recently, with a range of research into what engagement is

More information

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017.

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017. Appendix 1 Chesterfield Borough Council Internal Communications Strategy April 2014 - April 2017. Section 1: Introduction 1.1 Chesterfield Borough Council s single biggest asset is its employees. 1.2 It

More information

Restructure, Redeployment and Redundancy

Restructure, Redeployment and Redundancy Restructure, Redeployment and Redundancy Purpose and Scope From time to time the Lake District National Park Authority will need to reorganise its services and staffing to meet changes that arise in future

More information

Medical Appraisal Guide

Medical Appraisal Guide A guide to medical appraisal for revalidation in England March 2013 (reissued with updated hyperlinks September 2014) www.england.nhs.uk/revalidation/ Contents Introduction 3 Purpose and context 4 Primary

More information

West Dunbartonshire Council s Employee Recognition Framework

West Dunbartonshire Council s Employee Recognition Framework West Dunbartonshire Council s Employee Recognition Framework CONTENTS 1 Introduction page 3 2 Overview of the framework page 3 3 Communicating and promoting success page 4 4 WDC Annual Employee Recognition

More information

Saint Catherine s Hospice Quality Accounts 2012/13

Saint Catherine s Hospice Quality Accounts 2012/13 Saint Catherine s Hospice Quality Accounts 2012/13 Your Community, Your Hospice, Our Care Part 1- Statement from the Chief Executive On behalf of our Board of Trustees and the Senior Management Team, I

More information

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL

REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Report to Personnel Committee REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES 20th January 2016 WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Agenda Item: 4 Purpose of the Report

More information

Integrated Care Value Case

Integrated Care Value Case Integrated Care Value Case Cumbria, England November 2013 This Value Case has been commissioned by the Local Government Association with support from the national partners on the integrated care and support

More information

NHS e-referral Service

NHS e-referral Service NHS e-referral Service Vision and Key messages Making paperless referrals a reality Version 1.0 June 2013 Contents Foreword... 4 Background... 5 Document Purpose... 5 Vision Principles... 5 Strategic drivers...

More information

Membership Strategy. Page 1 of 21

Membership Strategy. Page 1 of 21 Membership Strategy Page 1 of 21 Page left blank Page 2 of 21 Contents Executive summary 1. Introduction 4 2. What is membership? 4 3. Who is eligible? 5 3.1 Public constituency 6 3.2 Staff constituency

More information

REPORT 4 FOR DECISION. This report will be considered in public

REPORT 4 FOR DECISION. This report will be considered in public REPORT 4 Subject: Safety Readiness for the Summer 2013 Events Programme Agenda item: Public Item 7 Report No: 4 Meeting date: 28 May 2013 Report to: Board Report of: Mark Camley, Interim Executive Director

More information

Position Description: Project Manager- Food For Thought- Eating Disorders Carer Project

Position Description: Project Manager- Food For Thought- Eating Disorders Carer Project Position Description: Title: Hours: Award: Manager- Food For Thought- Eating Disorders Carer 20 hours/wk Social and Community, Home Care and Disability Services Industry Award 2010 (SCHADS, incorporating

More information

Human Resources Strategy 2014-16

Human Resources Strategy 2014-16 Human Resources Strategy 2014-16 www.nugentcare.org Registered Charity Number: 222930 Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of

More information

Governance, Risk and Best Value Committee

Governance, Risk and Best Value Committee Governance, Risk and Best Value Committee 2.00pm, Wednesday 23 September 2015 Internal Audit Report: Integrated Health & Social Care Item number Report number Executive/routine Wards Executive summary

More information

THE NATIONAL ASSEMBLY FOR WALES VOLUNTARY SECTOR SCHEME

THE NATIONAL ASSEMBLY FOR WALES VOLUNTARY SECTOR SCHEME THE NATIONAL ASSEMBLY FOR WALES VOLUNTARY SECTOR SCHEME CHAPTER 1: INTRODUCTION The Statutory position 1.1 This Scheme is made under Section 114 of the Government of Wales Act 1998 which requires the National

More information

Social Value briefing

Social Value briefing Social Value briefing About This Briefing This briefing is provided on behalf of the Department for Education s overarching strategic partnership for voluntary, community and social enterprise sector organisations

More information

Internal Communications Strategy

Internal Communications Strategy Internal Communications Strategy 2011 2013 Alison Cummins Communications Manager January 2011 INTRODUCTION 3 AIMS AND OBJECTIVES 5 EVALUATION OF THE INTERNAL COMMUNICATIONS STRATEGY 2007-2009 6 TARGETS

More information

Communications Strategy

Communications Strategy Communications Strategy As adopted by Council on 21 September 2010 Contents 1 Overview... 3 1.1 Vision... 4 1.2 Core Communication Values... 4 2 Strategic Alignment... 5 3 Communication Process... 6 4

More information

Statistics on E-commerce and Information and Communication Technology Activity

Statistics on E-commerce and Information and Communication Technology Activity Assessment of compliance with the Code of Practice for Official Statistics Statistics on E-commerce and Information and Communication Technology Activity (produced by the Office for National Statistics)

More information

2015 UCISA Award for Excellence Entry

2015 UCISA Award for Excellence Entry Institution Name: University of Leeds Originating Department: IT Contact Name (and email address): John Grannan j.k.grannan@leeds.ac.uk, Sally Bogg, s.l.bogg@leeds.ac.uk Project Title: IT Help Desk Continual

More information

Attachment 16.1 SA Power Networks: Customer Data Quality Plan 2015-2020 September 2014

Attachment 16.1 SA Power Networks: Customer Data Quality Plan 2015-2020 September 2014 Attachment 16.1 SA Power Networks: Customer Data Quality Plan 2015-2020 September 2014 Customer Data Quality Plan 2015-2020 V1.1 Executive Summary The commencement of Full Retail Contestability in 2004

More information

THE COMBINED CODE PRINCIPLES OF GOOD GOVERNANCE AND CODE OF BEST PRACTICE

THE COMBINED CODE PRINCIPLES OF GOOD GOVERNANCE AND CODE OF BEST PRACTICE THE COMBINED CODE PRINCIPLES OF GOOD GOVERNANCE AND CODE OF BEST PRACTICE Derived by the Committee on Corporate Governance from the Committee s Final Report and from the Cadbury and Greenbury Reports.

More information

SUMMARY REPORT 1.16.42 (7) TRUST BOARD 28 th April 2016

SUMMARY REPORT 1.16.42 (7) TRUST BOARD 28 th April 2016 SUMMARY REPORT 1.16.42 (7) TRUST BOARD 28 th April 2016 Subject 2015 Staff Opinion Survey Action Plan Prepared by Approved by Presented by Purpose Ruth Bardell, deputy Director Human Resources and Organisational

More information

upport uy in ccountable ndependent epresentative impact ower and influence Measuring the impact and success of your youth voice vehicle

upport uy in ccountable ndependent epresentative impact ower and influence Measuring the impact and success of your youth voice vehicle Measuring the impact and success of your youth voice vehicle epresentative ccountable ndependent upport uy in impact ower and influence A guide for staff, councillors and young people involved in youth

More information

Surrey Compact. Volunteering Code

Surrey Compact. Volunteering Code Surrey Compact The Surrey Compact is a commitment to continually improve relationships between the public, voluntary, community and faith sector and organisations representing service users and carers.

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited

INVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited INVESTORS IN PEOPLE ASSESSMENT REPORT Rodor Housing & Support Limited Page: 1 of 11 Key Information Assessment Type Investors in People Specialist Name First time assessment Sue Long Visit Date 10/2/2014

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

London Borough of Lewisham Pay Policy Statement 2015/16

London Borough of Lewisham Pay Policy Statement 2015/16 London Borough of Lewisham Pay Policy Statement 2015/16 1. Introduction The Council seeks to be a fair and good employer of choice and in doing so deliver effective services in the borough. It seeks to

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Dental public health intelligence programme North West oral health survey of services for dependant older people, 2012 to 2013

Dental public health intelligence programme North West oral health survey of services for dependant older people, 2012 to 2013 Dental public health intelligence programme rth West oral health survey of services for dependant older people, 2012 to 2013 Report 2: adult residential care, nursing homes and hospices About Public Health

More information

How the recent migrant Polish community are accessing healthcare services, with a focus on primary and urgent care services

How the recent migrant Polish community are accessing healthcare services, with a focus on primary and urgent care services How the recent migrant Polish community are accessing healthcare services, with a focus on primary and urgent care services August 2014 Executive summary This report covers the experiences of the Polish

More information