Download Strategy for Patient and Public Involvement

In Partnership with the Ministry of Defence
Community Engagement
Strategy
2012-2014
Inform, Consult, Involve
Lead Director:
Originator:
Date to Board of Directors :
Date to SEG:
Date to Top Team:
Review date and by whom:
Issue no:
Date:
Janet King,
Director of Human Resources and Facilities
John Ireland
Kathryn Stuart
James Taylor
6th April 2012 (Objectives updated following Health Care Bill)
20th September 2011
12th March 2012
September 2014
Director of HR and Facilities
5
17th October 2012
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Section
No.
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Contents
Page
Introduction
The vision for the strategy
Community engagement
Purpose and benefits
Scope of the strategy
What do we do well?
What could we do better?
Governance
Dependencies
Communication Approach and Key messages
Engaging with a diverse community
National Communication material
Summary
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No.
Appendix Content
App 1
App 2
App 3
App 4
App 5
App 6
App 7
The Engagement Cycle
Schematic Representation of Stakeholder Engagement
Roles and responsibilities for community engagement
Public and Patient Feedback within the trust
CACE Team structure and roles
Engagement areas and methods utilised
Equality Impact Assessment of the Strategy (Stage 1)
Contact
Kathryn Stuart, Head of Corporate Affairs
[email protected] 01276 604368
….services which are responsive to patients and public seek first to
understand what is important to them through engagement and then
measure their performance against improved patient experience.
Better Health, Better Experience, Better Engagement
(DH, Aug 2011)
2
Community Engagement Strategy 2011-2014
Inform, Consult, Involve
1. 0
Introduction – why have a strategy?
The NHS is currently in a period of rapid reform and change and the need for good
communication, incisive consultation and meaningful involvement which is integral to
development has never been greater. Community engagement strengthens reputation,
accountability and helps develop a relationship of trust and confidence in the local
community. In England there are regulatory and legal frameworks to involve the public in
public services:
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The new Health and Social Care Bill 2010/11 places a duty on commissioning
consortium to promote the involvement of patients and their carers in decisions
about the provision of health services (14N) and a requirement for public
involvement (14P)1. The Trust needs to be part of the joint movement to reconsider health pathways.
It is also a constitutional requirement for all foundation trust to have membership
body drawn from the local community (and staff) and to have a council of
governors which is responsible for representing the interests of the members.
Membership engagement enables foundation trusts to fulfil its role as a locally
accountable organisation (G1.1).2
CQC registration under Outcome 1(Reg 17) and 16 indicate community
engagement will provide useful feedback3.
Over the last ten years health and social care services have been moving
towards much greater patient and public involvement through the release of
11major documents with engagement and patients as the main emphasis, a full
summary can be found in ‘Putting people at the heart of care’. 4
This strategy seeks to outline how the trust will ensure its foundation trust members and
the public remain engaged and involved. A description of the kind of issues the Board
may wish to consult on has been included in section 5.4, but it is acknowledged will
change as priorities and directives alter. The current financial climate will mean changes
for the local health services and the public will want to be kept informed and have their
views about priorities heard. There will also be greater opportunity to jointly work with
others in the health economy with our foundation trust members to streamline and
enhance what is provided.
2.0
Please note: Patient involvement is covered in the Patient, Family and Carer Experience
Strategy (2011)
The vision for the strategy
To work with the local community to involve them in shaping the services that
Frimley Park Hospital NHS Foundation Trust provides, so that:
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The Trust reflects and responds to the views and concerns of local people
1
Health and Social Care Bill 2010/11
The NHS Foundation Trust Code of Governance (March 2010)
3 CQC Guidance about compliance Judgement Framework (2009)
4 Putting people at the heart of care (Sept 2009) PPE, DH
2
3
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People within the community feel involved in and responsible for the services
provided by the Trust
Underlying this vision is the aim that:
 All communications and engagement will be open, honest, and timely and reach
our diverse community.
 We will also look to be innovative in the approaches utilised and evaluated what
we do to ensure it is value for money.
 We will commit that all responses will be given consideration and reported into
the relevant committee where there is a significant volume of responses/the item
is critical.
3.0
Community Engagement - The main areas for the strategy and definitions as used
in this document
A. Communication and Consultation
There are two main areas for communication and consultation for a hospital with the
community at large:
1. Service provision, planning, improvements and changes
2. Current trust performance and service monitoring
i) Community communication is the process whereby the local population is
kept informed about changes to their public services or issues around trust
performance. The communication can take a multiple, and growing number of,
formats from local mass media to electronic and social networking methods. The
aim is to develop improved two-way conversations with our local catchment.
ii) Community consultation is the process by which the trust engages in dialog
with local people to improve the decision-making and accountability.
Engagement also takes into account the varying perspectives, priorities, and
limitations of the different participants.
The hospital may initiate an open, two-way dialogue seeking understanding and
solutions to issues of mutual concern. Community engagement occurs when the
hospital wants to inform its patients and public and consider their views in
making and implementing a business decision. Community engagement can only
occur when an organisation truly wants input from groups that will be affected by
their decision.
B. Involvement
The aspect of individuals and the community giving and involving themselves in the life
of the hospital and its future is more diffuse, but equally critical. The activity in this area
centres around :
1. Foundation trust membership
2. Fundraising
3. Volunteering (fundraising and membership volunteering only considered in this
policy)
i) Community giving and involvement is the process whereby individuals
become involved in the life of the hospital and in supporting its future by practical
4
means.
When individuals, communities and workplaces have been motivated to take part by
either ‘helping in the hospital’ or raising money to support clinical purchases. As a result
of this action those involved feel and are part of the hospitals continued success
Appendix 1 – The Engagement Cycle
Appendix 2 - Schematic Representation of Stakeholder Engagement
4.0
Purpose and benefits of engagement
4.1
The benefits of engagement for the public are as follows:
 There will be greater knowledge of the trusts current performance
 The local community representatives will be involved in the planning stage of
changes which occur at the trust.
 There will be greater assurance that public feedback is being taken seriously and
actions to resolve issues are being examined, giving a service which is more
acceptable and appropriate.
 There will be a better understanding and involvement in the changes and
improvements the trust is intending to make in services.
 They will feel more involved and have a sense of ownership and greater loyalty
to their local hospital in good and difficult times.
4.2
The benefit of engagement for the trust is as follows:
 Greater public knowledge about performance and improvements being made will
lessen the time spent on allaying fears and answering negative communications.
 Any significant issues the public has with the trust should be identified and
addressed before they impact on confidence or become escalated.
 The trust when involving the public in planning will increase the effectiveness of
the organisation – ‘right service and effective/suitable delivery’.
 Increase loyalty and affinity to the hospital and patients will choose to come to
Frimley Park Hospital rather than another provider.
 Greater public support in times of challenge and when facing difficult decisions.
 Reduced costs – in legal and negative reputational costs
 Bridging the cultural and equality gap – the development of appropriate and ongoing relationships with different cultural and equality groups will establish their
specific needs and requirements.
 Promote a culture of innovation and learning in staff and managers in putting into
practice the responses offered from the community perspective.
 Staff will feel more confident if they have feedback that their local community
supports them and is behind them in securing the future.
 Staff will also gain a real sense of ownership and affinity to their local hospital.
 Greater ability to recruit staff and retain them due to an enhanced reputation.
5.0
Scope of the strategy
5.1
Within the foundation trust ‘code of governance’ it is stated that they Board of Directors
should appropriately consult and involve the members, patients and local community. It
is seen that there is a complimentary role for the governors in this consultation. This
document aims to satisfy code provision G 1.1. in the NHS FT Code of Governance.
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5.2
Geographic scope of engagement
The trust at present draws its patients from the following geographic area outlined in
coloured shading.
The black line indicates the catchment area for foundation trust members established in
2005, those living outside the catchment area are able to become members if they have
used the hospital in the last five years as a patient or carer. A full demographic analysis
of the catchment area appears in the trust’s ‘Membership Strategy’ (2010) and the
‘Single Equality Scheme’ (2010).
5.3
Who will be the audience for engagement?
It is acknowledged that there are a wide variety of stakeholders who are likely to be
served by this strategy. The following are likely to be the major partners (to inform,
consult and involve) but there will be occasions when there wil be a need to vary the
target groups:
 Council of Governors
 Foundation Trust Members
 County Councils
 Local Authorities
 Local businesses and groups
 Trust Staff/Trade Union Representatives/Staff Governors
 Public within the current catchment area (and areas where there is likely to be
business expansion)
 Voluntary sector and charities
 Health Watch (2012) up until then the local LINks
 Groups representing equality and diversity protected characteristics
N.B. Other major stakeholders not listed are the domain of other directorates of the trust.
5.4
Areas around which the trust will need to engage (2011/2014)
Included within the scope of the engagement strategy will be:
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Engagement around the development of the annual plan each year for the
trust – the governors are already involved in the development of the annual plan
and share valuable discussion with the board of directors before it is submitted to
Monitor.
Transformation Plan (2011-2013) – this is a major process for the trust going
forward and will cover the same time period as this strategy. There are a number
of noted programmes which will require public engagement in order to
understand their perspective on service changes
Local Health Economy – changes in services are likely, the trust would be well
placed to offer its membership as a vehicle for collaborative working with local
commissioners allow local joint consultation around service re-design which will
impact on primary and secondary care.
Major corporate trust consultations on significant changes – none are
planned at present. Past examples have included: Visiting Times and the design
of the new Emergency/Day Surgery department.
On-going service improvement – this will be linked to the annual plan and in
most cases also to the transformation plan.
Pulse checks on reputational status – it is vital to know what the public are
thinking about the service offered by their local trust. Previous surveys within
local shopping centres have proven in-sightful.
Encouraging involvement in public life – for a foundation trust this will mean
encouraging foundation trust membership and governorship. The trust has a duty
to encourage members of the public from all walks of life to become involved and
see themselves as potential representative of their community. Plans to increase
the numbers of people applying to be governors will be released shortly. The
membership strategy (within its annual targets) looks to increase the number of
members from the traditionally under-represented groups.
Communications and Media – the public will continue to be receptive to local
mass communication media e.g. local papers and radio and these routes will be
used. The trust is developing further on-line social networking sites to enable
further community involvement alongside the use of its own website to enhance
engagement. This development may also bring about improved two way
communicating with ‘seldom heard’ groups of the population.
Fundraising initiatives – this activity already engages mass numbers of
individuals in raising money and supporting their local hospital. Often at events it
is possible to talk to those present and gain insight into their opinions and
thoughts about the hospital.
Volunteering opportunities - again this activity brings in many individuals to
help and have a psychological contract with the hospital. The volunteers are
some of our most devoted ‘followers’ and their views need to be taken into
account.
Staff - are often also users of the service and perform a valuable ambassador
role and a ‘sense check’ against services provided. Patient and Staff Annual
Survey results for the trust in recent years give evidence as to the high quality
service provided by the trust5.
Equality Analysis of policies and practices – analysis of service policies will
on occasion lead to further consultation with specific equality groups, this
2010 National NHS Staff Survey – results from Frimley Park Hospital NHS Foundation Trust (CQC) and
National Inpatient Survey (May 2011 CQC)
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feedback will enhance the understanding of needs.
6.0
What do we do well?
There are currently no national metrics for NHS acute trust community engagement.
Monitor and peer group interest in the ways in which the trust has developed
membership involvement and fundraising indicates that we are one of the most
respected in this field. We believe the following results by the trust could be considered
market leaders:
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7.0
Excellent Foundation Trust Newsletter, which has scored highly when evaluated
by the Members
Very well attended constituency meetings (compared with peers)
Well attended health events and careers events
A targeted and monitored membership recruitment to increase underrepresented groups
Excellent feedback on the DoH ’Choices’ website for quantity of responses and
what is said about the trust
Good election turnout figures
High response rates to any surveys which have been sent to the membership
Good attendance at the Council of Governors and sub committees of the trust by
governors (SEG and PEIG)
Large base of local organisations who raise money for the hospital
Teams of volunteers who help at membership and fundraising events
Good local media presence – newspapers and local radio (including army radio)
Invited to go to many of the local fairs and events to have a promotional stand
Good relationships with most of the local large venues which offer very low rates
to the hospital to hold events
Commenced making connections with local business people
New database installed to record local fundraising and also create local mailings
for fundraising, equality and diversity and engagement.
Regular formal communications with GPs(Newsletter Quarterly) and monthly ebulletins
Social Networking sites (Facebook and Twitter) – currently showing a strong
emerging audience (Sept 11)
Recently commenced staff team briefs
What could we do better?
The biggest challenge is to make all engagement two way and to collate and act on the
responses. Given the trusts current financial constraints the existing activities have been
prioritised:
FPH FT Newsletter
 More interaction from the newsletter – representing the views of the members
and putting in more of their thoughts (from all sources including social media).
 More representation in the newsletter from the governors giving information
about what they have looked at on behalf of their members
Board and Governance
 Recognise the positive benefits that can be made of having board meetings in
public.
8
 Recognise the benefits of returning to a formalised AGM for the trust
Membership and Constituency meetings
 Gain greater insight into what members want upon application and consider
offering different levels of engagement.
 Introduce ‘extended’ constituency meetings to allow those interested in a topic to
find out more and to use other local groups and linked health charities to ‘theme
up’ these meetings as an event.
 More interaction at meetings and more ‘on screen’ surveys (with handheld key
pads) and ensuring more immediate feedback for the directors – the questions
may or may not be related to direct patient care
Elections and Governor nominations
 Continue to plan to increase representation and find new ways to attract
individuals to apply to be governors
 Promote the elections as important events
Volunteers (Engagement)
 Continue to expand the number of volunteers who assist with membership and
fundraising. Consider having special meetings and news bulletins for these
individuals
Social Media
 Use the pilot on social media to further develop interaction.
 A critical number of followers need to be accumulated.
GPs/Commissioners
 Ensure the local key players are receiving information they require in a timely
way.
 Consider using the FT membership to hold joint meetings with commissioners
when undertaking consultation on differing local health plans/care pathways.
There is more that could be undertaken, but activities would need to be scoped and
funding assigned.
8.0
Governance
This strategy will enable the trust to build a more organised conduit between the local
audiences (5.3 listed above) and the trust main management groups. The Board will be
asked to receive the first annual report on ‘Community Engagement Activity’ in the first
quarter of 2012.
Appendix 3 - briefly outlines the roles and responsibilities for community
engagement within trust and reporting lines.
Appendix 4 – shows the current structure of public and patient feedback within
the trust including the two governor committees and the information recorded
from engagement for equality and diversity purposes.
Appendix 5 – gives the current CACE structure and a definition of its role is given
on page18
The Board via the Lead Director for this area of work will be responsible annually in
March for approving community engagement objectives linked with realising the benefits
listed under Section 4 which will be monitored quarterly at the Stakeholder Engagement
9
Group. The CACE Team has the major role in leading on community engagement within
the trust6.
Sign off protocols
In order to maintain integrity it is important that all communication and engagement is
co-ordinated and timely. A sign-off procedure for various elements of service is has
been agreed between the executive directors and the relevant managers.
9.0
Dependencies
This strategy is one of many which interact with the local stakeholders and the
community. The trust also has the following related strategies:
10.0
Strategy or Policy
Patient, Family and Carer Experience
Strategy (2011-2014)
Membership Strategy and Election
Timetable (2010-2013)
Department responsible
Nursing, Quality and Patient Services
Directorate (in development)
Community and Corporate Engagement
Team (CACE)
Social Media Strategy – Pilot phase
(2011)
Community and Corporate Engagement
Team (CACE)
Corporate Fundraising
Charitable Funds Committee/
Community and Corporate Engagement
Team (CACE)
Single Equality Scheme - for Services
(includes the need for consultation
with seldom listened to groups)
(2010-2013)
Director for HR and Facilities and Director
of Nursing
Communications Approach and Key Messages
Section 5.3 gives the list of stakeholders for engagement activity, but it is also clear that
the trust has to limit engagement to within resources it has available.
Appendix 6 - shows the ‘Engagement Areas’ and the groups and methods of
communication/engagement which may be utilised
Engaging badly wastes money and effort, not only for the NHS organisation but also the
public with whom they work. It can also destroy trust and damage its reputation.
There needs to be an active cycle which seeks to engage the public. Appendix 3
indicates that the majority of executive directors have a vital role to play in the
supervision and feedback from engagement.
6
See separate document entitled ‘Statement of major planned involvement activities 2011/2013
involving the CACE Team’
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How to engage?
Good engagement is not one size fits all – a range of activities is suggested.7
Being clear from the outset about the intended purpose and objectives for any
engagement is vital. This should include:
 Who the organisation wants to involve?
 How they will be involved?
 What is their role?
 What is their level of influence on decisions?
 How to share the results and feedback on how the results have been taken into
account. (Must be accurate, timely and accessible to everyone for whom it is
intended).
A short engagement toolkit should be produced for all major engagement /consultation
processes (see objectives in separate document).
Central funding for engagement
There is currently a budget for media and communications and membership recruitment
& development. (The fundraising team are in the main funded by money raised by the
appeals).The trust has currently not put aside a separate budget for community
engagement materials or aids; so is currently funding engagement within its current
resources. It is likely that in order to fulfil its obligations to engage that either volunteers
or contract workers will be needed to achieve some of the necessary outreach work.
The budget for larger consultation exercises or engagement activity will need to be
applied for as and when the situation dictates.
11.0
Engaging with a diverse community
The trust will wish to engage with representative groups from its catchment area, the
following issues will need to be considered:
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12.0
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Physical Disability
o Sight – use of different size fonts and contrast types for printed materials
o Hearing – use of looped hearing systems and BSL for public meetings
o Mobility – use of premises which enable access
Learning Disability – use of different and simplified versions to include Makaton
symbols
Culture /Ethnicity – ensure language /translation is considered for the five most
common languages in the catchment area for all documents of major
importance. Ensure messages are sensitive to religious and cultural needs and
delivery methods.
National communication material
There are a number of national communications exercises that the trust may choose to
take part in as a member of the ‘NHS family’. This will include consultations and alerts
such as:
Department of Health ‘Real involvement working with people to improve services’ (Oct 2008)
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Department of Health consultations i.e. NHS Constitution
Health Promotion/Improvement Campaigns i.e. No Smoking Day
Health Alerts i.e. Flu information
Equality and Diversity i.e. information about the adaption/modification of
services
The main channels used for these forms of communication will be the trust website,
displays and links to other social media.
13.0
Summary
Whilst this strategy has focused on the responsibilities of the trust as a whole and
certain teams within the trust, it is everyone’s responsibility to make sure feedback and
realistic suggestions are heard. The community and staff need to feel welcomed by the
trust and to a degree ‘feel a responsibility’ for shaping services and feel they have a
stake in the future of their local hospital.
No.
Appendix Content
App 1
App 2
App 3
App 4
App 5
App 6
App 7
The Engagement Cycle
Schematic Representation of Stakeholder Engagement
Roles and responsibilities for community engagement
Public and Patient Feedback within the trust
CACE Team structure and roles
Engagement areas and methods utilised
Equality Impact Assessment of the Strategy (Stage 1)
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APPENDIX 1
The Engagement Cycle (for a health economy)
by David Gilbert (InHealth Associates)
1. The elements covered by this strategy are those contained within the red and amber sections
for the trust.
2. The ‘Patient, Family and Carer Experience Strategy’ (2011) covers the green and red
sections for the trust
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APPENDIX 2
Schematic Representation of Stakeholder Engagement
Stakeholder Engagement
Overarching Aim:
Maximising Community Support for
Frimley Park Hospital FT NHS
Developing
Outreach
•Recruiting Members and
strengthening Member
involvement
•Developing Partnerships
with other organisations,
e.g. through Health Watch
•Building reputation
through increased
advocacy with the public
and decision-makers
Fundraising and
Related Support
Improving Patient
Experience
•Main Appeal
•Getting patients’ and the
public’s views
•Other Appeals
•Corporate Support
•Legacies
•Events
•Volunteering to help in the
hospital (wards, shop,
Radio FP, etc.)
Inform, Consult and Involve
14
•Improving the
patient/carer pathway
•Liaising with patient
support groups (e.g.
coronary)
APPENDIX 3
Roles and Responsibilities for Community Engagement within trust and reporting lines
Position
Board of Directors
Responsibility
 To encourage and support the use of community
engagement to develop trust future plans
 To ensure the outcomes of community engagement and
are included in appropriate corporate documents and
organisational objectives.
 To receive the annual review and evaluation on community
engagement targets
 To allocate sufficient budgetary resources
 To ensure a physical presence at public meetings/events
 To use networks in local community to encourage support
for the trust
Reports to Council of Governors on outcomes, decisions and
impact
Director of Human
Resources and Facilities
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To ensure the community engagement strategy is
communicated and confirms the need to involve public
stakeholder groups in major changes to services and
service improvement.
To ensure community communication (use of media) is
utilised to develop the relationship with the local community
To ensure the development and utilisation of the
Foundation Trust Membership and Fundraising Services in
all aspects of community engagement
To ensure equality analysis is considered alongside
community engagement
To ensure information collected which is of relevance to
patient experience is communicated to the Director of
Quality, Nursing and Patient Services and PEIG
Reports to Board
Director of Quality, Nursing
and Patient Services
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To ensure information collated which is of relevance to the
public engagement team is communicated to the Director
of Human Resources and Facilities and SEG
Director of Transformation
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To ensure community engagement in the development of
the trusts transformation plan and its programmes
To ensure equality analysis is considered alongside
community engagement when planning programmes
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Reports to Board
All Directors/Clinical
Directors and Associate
Directors
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To ensure all service developments utilise community
involvement and equality is central to any change in
service.
To ensure equality analysis is considered alongside
community engagement
Reports to Board
15
Council of Governors
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To enable to work of the hospital via communication
messages to be broadcast as widely as possible using
community systems.
To encourage foundation trust member and community
response in appropriate service consultations and annual
plan development.
To encourage foundation trust member and community
involvement in community involvement such as fundraising
and volunteering
Reports to Membership and Board
Stakeholder Engagement
Group (SEG)
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To ensure a programme of community engagement
supports the development of the annual plan and service
changes.
To adhere to any national directives on engagement
To ensure clear routes into the trust for public, patient,
stakeholder and staff opinions
To ensure the views of seldom listened to groups are
appropriately sought during all consultations
To ensure external communications are processes
To encourage foundation trust member and community
involvement in community involvement such as fundraising
and volunteering
To build good relationships with all who have contact with
the trust.
Reports to Council of Governors
Corporate and Community
Engagement Team (CACE)
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To advise, support and assist with gathering views about
the service
To enable public influence to be heard on acute hospital
issues
Build understanding with stakeholders on health issues,
options, finances etc
Embed membership involvement in supporting the trust
Lead consultation on changes
Reports to SEG and annually to the Board
Assistant HR Director
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To report to the board the annual review and evaluation of
the objectives from the Community Engagement Strategy.
Reports to HR&F Director and Board
Head of Media and
Communications
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To lead and strategically manage the media and
communications elements of community engagement
To lead on core staff communication
To develop social media and strengthen its role in
engagement
To report to the executive director and the board on any
issues which arise as a result of engagement.
Reports to HR&F Director and Board
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Head of Corporate Affairs
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To lead and strategically manage the external community
consultation and community involvement elements of
community engagement.
To ensure the views of seldom listened to groups /those
with protected characteristics are appropriately sought
during major and minor consultations
To report to the executive director and the board on any
issues which arise as a result of engagement.
To monitor and evaluate processes utilised for engagement
To ensure Membership and Fundraising functions are
utilised as fully as possible to improve engagement and
resultant feedback.
Reports to HR&F Director and Board
Foundation Trust Members
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Assist the trust where they are able by responding to
requests to become involved in shaping the annual plan,
service re-design, service modernisation, passing on
communications and fundraising & volunteering.
Reports to Governors and officers
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APPENDIX 4
Public and Patient Feedback within the trust
Diagram shows the current structure of public and patient feedback within the trust including the two governor
committees and the information recorded from engagement for equality and diversity purposes
Feedback from Walking the Floor
and PEAT inspections (with
Governors)
Specialist Membership Groups or
commissioned focus groups on set
subjects/topics
FT
Membership
feedback as
patients or
carers
(from CoG or
constituency
meetings)
Large scale consultation about
major service developments or
changes to delivery
External PPI Audit reports
and Annual Patient Survey
Internally generated PPI such as:
PALs and Complaints Report
Comment Cards
Hand held devices questionnaire
Face-to-face Surveys
Postal surveys
Equality Analysis Outcomes and
Public Consultation
Local
Stakeholder
Consultation
with community
leaders and
FT
Membership
Whole FT
Membership
Surveys
Equality and Diversity Steering
Group
Patient Experience and
Involvement Group
Corporate Governance Group
Board
18of Directors
and
Council of Governors
Stakeholder Engagement
Group
APPENDIX 5
CACE Team Structure and Roles (2012)
Janet King
Director
John Ireland
Team Leader
James Taylor 1:00wte
Kathryn Stuart 0.45wte
Media and Comms
Engagement and
Involvement
Mary Dewdney 1:00wte
Sally McLaren 0.8wte
Sarah Waldron 0.8wte
Comms and Marketing
Fundraising
Membership
Nicholas La Resche
1.0wte
Dawn Bacon 0.2wte
Paul Gibson /
Brendan McIlhargey
0.4wte
Project Assistant
Fundraising (Main Appeal)
Medical
Illustrations/Graphics and
Photography
In addition working alongside:
Robert Shimield 0.5wte
Mary Jane Steiger
0.4wte
Web Master and developing
web solutions
Governors and Membership
19
Appendix 6
Engagement Areas and the groups and methods of communication/engagement which may be utilised
Engagement Area
Annual Plan
(New)
Group
Council of Governors
Foundation Trust Members
Local Authorities (County
Councils)
Local Authorities (Second tier)
Health Watch (2012)
Transformation Plan
(New)
Council of Governors
CoG meeting
BoD/CoG workshop
Constituency meetings
Health and Well being
Boards?
Local strategic
partnerships or local
health interest groups
Convened meeting
Method
Director
Responsible
Chair/CEO
Feedback on priorities
DoHR&F
Feedback on priorities
CEO
Feedback on priorities
DoHR&F
Feedback on priorities
Presentation and
discussion
Presentation and
discussion and voting
Presentation and
feedback
Presentation and
feedback
Focus group with recorded
comments
Chair and DoHR&F
Feedback on priorities
CEO/DoT
Feedback on priorities
DoHR&F
Presentation and
discussion
Analysis of comments
posted
Focus Groups
CEO Blog
DoT
Gain opinion on effects
of the programmes
Gain opinion on effects
of the programmes
Gain user knowledge
about services
changing
Gain opinion on effects
of the programmes
Gain opinion on effects
of the programmes
Gain user knowledge
about services
changing
Gain user knowledge
about services
changing
Gain user knowledge
about services
changing
Gain opinion on effects
Presentation and
discussion and voting
Presentation and
discussion and voting
Presentation and
discussion
Presentation and
discussion
Health Watch (2012)
CoG meeting
BoD/CoG workshop
Constituency meetings/
FT Newsletter
Convened meeting
Special Focus Groups
Public venue
Voluntary Sector
Group meetings
Public
Social networking sites
Public
Public venues
Public
Social networking sites
Analysis of comments
posted
CEO and
Commissioners
Foundation Trust Members
Constituency meetings
Presentation and
discussion and voting
Exec Director and
Commissioners
HealthWatch (2013)
Convened meeting
Presentation and
Chair and DoHR&F
Foundation Trust Members
Local Health Economy
(New)
Location/event
20
Chair and DoHR&F
DoT
DoT
CEO and
Commissioners
Purpose
Corporate Consultations
(on major changes)
Reputational status with
the public
Involvement in public life
Membership and
Governor recruitment
Communications and
Media
discussion
Presentation and
discussion
Information on changes
being considered
Displays and response
forms
Voluntary Sector
Group meetings
GP Newsletter
FPH GP Newsletter
Public
Public venues and
website
Foundation Trust Members
FT Newsletter and
Website
Response forms
CEO and DoHR&F
Other relevant and involved
public bodies
Public
Postal information and
website
Survey or questionnaire
Response forms
CEO and DoHR&F
Public location – shops or
sports facilities
DoHR&F
Foundation Trust Members
With FT Newsletter
Survey or questionnaire
DoHR&F
Visitors and Relatives
Survey or questionnaire
Survey or questionnaire
DoHR&F
Public in targeted groups
Mailings or targeted
public venues
Chair and DoHR&F
Local businesses and
community groups
Mailings or visit
Foundation Trust Members
With FT Newsletter
Promotional material
about being a member or
governor
Promotional material
about being a member or
governor
Promotional material
about being a governor
Public
Press releases
Web Pages
CEO and DoHR&F
Foundation Trust Members
Local mass media and
website
Local media – Nepalese
and postcode specific
With FT Newsletter
Articles and Letters page
CEO and DoHR&F
Local businesses and groups
Mailings or visit
Information about the trust
as a local resource and
CEO and DoHR&F
21
DoHR&F
DoHR&F
CEO and DoHR&F
Chair and DoHR&F
Chair and DoHR&F
of the changes
Gain opinion on effects
of the changes
Gain opinion on effects
of the changes
Gain user knowledge
about services
changing
Gain user knowledge
about services
changing
Gain opinion on effects
of the changes
Gain greater insight
into local high and low
points
Gain greater insight
into local high and low
points
Gain greater insight
into local high and low
points
More people to apply
for membership and
governor positions
More people to apply
for membership and
governor positions
More people to apply
for membership and
governor positions
Greater knowledge
about trust
performance and
developments
Gain greater insight
into local high and low
points
Gain greater insight
into local high and low
Fundraising Initiatives
Public
Foundation Trust Members
Local businesses and groups
Local mass media and
website
With FT Newsletter
Mailings or visit
Volunteering opportunities
Public
Foundation Trust Members
Local businesses and groups
Voluntary sector
Frimley Park Hospital
Staff
Own staff
Local Adverts and word
of mouth
Application process and
within FT Newsletter
Mailings or visit
Local Contacts
Inform Live
CEO briefings
Inform newsletter
22
partner
Press releases
Web Pages
Articles
Information containing
ideas for fundraising
Information about the role
of volunteers
Information about the
performance of the trust
and news items.
Chair and DoHR&F
points
To raise profile and
valuable funds
DQ&N and PS
To gain more hospital
volunteers
CEO and DoHR&F
Keep staff informed
and able to make
suggestions
Appendix 7
Equality Impact Assessment Form
Stage One: Initial Screening
Title of Policy:
Name and position of those
completing the assessment:
Ward/Department:
Contact Ext:
Community Engagement Strategy
2012/14
Kathryn Stuart, Head of Corporate Affairs
Corporate and Community Engagement
Team
4368
1. Is this a new or revised policy/function?
New
2. What is the main purpose of the policy/function?
To outline the approaches the trust intends to take towards greater and improved
community engagement (within the limitations of its acute health remit).
3. How will it be put into practice?
The main objectives from the strategy are under the domain of the executive directors –
those involved are listed in the main objectives 2011/2014 (Appendix 6 and linked
document).
4. Who will be the main stakeholders/users?
The CACE Team and local community – in general
5. What are the expected benefits/outcomes of the policy/function?
Many benefits – all listed in the strategy on pages 5-6.
6. Have you already consulted with people about this work? If yes, briefly describe what
you did and with whom.
Many of the communication methods utilised by the strategy have been evaluated by those
using them in the past. Demographic evaluation (where possible) will be built into the
projects going forward.
7. What data is already available about the impact the policy/function has or could have on
equality groups?
The strategy is mindful that not all of those with protected characteristics will be able to be
served by the mass communication tools. ‘Section 11.00 Engaging with a diverse
community’ outlines some of the adjustments the trust is looking to make to ensure
representative coverage.
8. Please use the table below to indicate:
a) Where you think that the policy could have a negative impact on any of the equality
groups, that is, it could disadvantage them.
b) Where you think the policy could have a positive impact on any of the groups or
contribute to promoting equality, equal opportunities or improving relationships within
equality groups.
Please note if the impact is likely to be High, Medium or Low.
Don’t
Know
Reasons/Evidence
Age
x
Insufficient demographic data on those
currently involved in the trusts methods of
community engagement.
Gender
x
Equality
Groups
Positive
Impact:
High
Medium
or Low
Negative
Impact:
High
Medium or
Low
Sexual
Orientation
x
Race
x
Implementation going forward will seek to
consider all equality protected
characteristics and also monitor for
uptake and representation in all trust
communication materials /engagement
events.
Re-screen policy (Sept 2013).
Religion or
belief
x
Disability
x
If negative impact has been identified, then you should proceed to Stage Two Full
Assessment on page 14.
If the knowledge/information is not available for you to indicate what impact the policy is
likely to have, you should plan to fill this knowledge gap and re-screen the policy later.
If no negative impact has been identified during screening, then no further action is
required.
Signed:
Dated:
2nd September 2011
Please send an electronic copy of the Stage One Template to the Secretary of the
Equality and Diversity Steering Group [email protected]
24
The Frimley Park Hospital Community – inform, consult, involve
Statement of major planned involvement activities 2012/2014 involving the CACE Team
Janet King
Director of Human Resources and Facilities
March 2012
25
The following table gives the major objectives for the CACE Team 2012/14
Engagement Area
Target group
Location/Event
Director and
Lead managers
Successful outcome
GPs and Local Commissioners Review GP communication channels
to ensure FPH is in the best possible
place to effectively support
relationships with GPs and
commissioning consortia


GP Newsletter
JK /MS/ PH
JT/MD/DG


E Bulletin
GP communications review undertaken by
Jan 2013 with recommendations for
implementation

Electronic media

Development and evaluation online tools
(for greater and more immediate
communication) by Sept 2012
Internal Communications - Review
all internal communication channels
to ensure the trusts two way
communications with FPH staff is as
effective as it can be.
All staff

Staff communications review undertaken by
Sept 2012 with recommendations for
implementation

Explore the use of other tools to monitor
staff attitude/morale.
Social Media – build on social media
pilot using Facebook Twitter to
engage with ‘seldom heard’ groups.
Those who do not
engage with more
traditional
communications
methods
Web- based
communications

Report annually on the analysis social media
catchment group to Board (commence
March 2012).

Increase and maintain a following of 2000
plus for Twitter and Facebook combined by
March 2013.
Local news media
outlets covering our
catchment
Local news media
covering the Bracknell
and Ascot area
Press releases
Media events

Maintain positive relationships with current
media contacts

Develop relationships with Berkshire based
media, especially in Bracknell / Ascot / area

Media understands we are integral to future
of healthcare in Bracknell / Ascot
Local News Media – maintain and
extend relationship with local media

GPs (individual and
practices)
Commissioning
Consortia
Website
Intranet - Inform Live
Email
JK/AVM
JT/MD/ Associate directors
JK/MD
JT/MD/KS
JK/AVM
JT
26
Board and governance – preparing
the board for meetings in public and
a formal AGM
Board
Public
Media
Board Meetings
JK/AVM
AM/JT/KS

Increase media coverage and awareness in
Bracknell / Ascot

Board meetings are held in public and are
seen as a positive way to release
information. Date 01/04/13

Local media utilities information gathered in
the main positively. On-going
Board and the local Health &
Wellbeing Boards – prepare the
organisation for the advent of this
new body
Board members
CoG
Board Meetings
AVM/JK
Exec Directors /KS

The Health and Wellbeing Boards see FPH in
a positive light wishing to play its part in reshaping the local health economy and its
clinical pathways. Date: Various at present.
Membership – Review current
constituency meetings with the view
to increasing interaction and
engagement
FT members and future
members
Public
meeting/constituency
meetings
JK/AVM
KS/SW

Constituency meetings +plus - following the
successful trial of a new model for
constituency meetings, it is being
recommended that 2 of these meetings are
held per year – 2 to be planned for 2012/13.
Membership – use of membership
to shape and reflect on local health
economy plans
FT Members and Local
Commissioners/Health
Watch
Public governors
Staff governors
Newsletter, email
communication and public
meetings
AVM/JK
KS/SW/JT

FT membership to be utilised jointly with
PCT/local commissioners to review initial
local transformation plans during 2012.

Trial to be run on subject to be jointly
agreed. Explore tools used by other trusts

If above successful, to then plan for a wider
partnership approach in the future.
27
Fundraising – to be used to increase
knowledge of the hospital and its
services
Those participating in
fundraising
A new introduction pack
to be given to all those
who fund raise
JK
KS/JT

To ensure all fundraisers know more about
their local hospital and that they are valued.
May 2012 onwards
Fundraising – selection and support
for new trust wide appeal (2012)
Trustee
Those participating in
fundraising
Selection and planning
schedules and financial
projections
JK/MS
KS/JT

A robust selection process is undertaken to
find a popular new appeal (Sept 2011).

Advanced planning is undertaken with
regard to events and fundraising activity.
(Early 2012)

Toolkit developed and implemented via
briefing with target group (2013).

Toolkit utilised and the outcome of changes
confirmed or modified due to consultation.

A report showing who currently undertakes
FT activity and where future targeting for
new stakeholders and seldom heard users
should occur (late 2012).

Suggest further new ways to involve the
public
Engagement Toolkit – develop a
toolkit to be utilised by Executive
directors and Associate Directors
when considering changes to service
(using latest approved approaches).
Executive directors and
Associate directors
Community Engagement Mapping –
attempt to map those groups of the
population (and FT Members) who
currently ‘interact’ with the hospital
when not ill.
Identify those currently
participating and those
who would be valuable,
but may need further
stimuli
A toolkit to be made
available and introduced
as an essential part of
planning for changes to
service.
JK/PH/MD/ AVM
KS/SVH
Records of current
interaction and estimates
of activity
JK/MD
KS/AS
28