Membership development
We can help you to scope the ideal framework for your membership and governance community!
Drafting the Membership Strategy
Building a membership body is not simply a process of getting the numbers. For a Foundation Trust initiative to truly succeed, the public membership base must be genuinely representative of the community the Trust serves. We work in partnership with Trusts to develop a tailor-made membership strategy that addresses specific needs.
The potential members of an NHS Foundation Trust are not an homogeneous group of people. Different people will come into contact with the Trust through a variety of routes. They will have differing views and experiences of the Trust, and different reasons for joining – or not joining – the Trust. The Trust should seek to recruit members in a number of ways to reflect the varied nature of its potential membership.
From our vast experience in this field, we have concluded that the membership strategy should be based around the following topics:
Defining the membership community.
- What it means to be a member.
- Building the membership base.
- Developing the membership community.
The strategy will provide a framework for how the membership community will be established and act as a blueprint for the recruitment, retention and development of the membership. It will also be a living document that will be consulted on and developed throughout the Foundation Trust development process.
Defining the membership community and building the membership base
The establishment of strong, representative constituencies cannot be understated as this will set the framework from which the membership community will be developed. There are a number of options for creating membership constituencies and we can help the Trust decide what will work best for them.
The first test that any democratic system must pass is that it should be simple enough for people to easily understand. The Trust’s constitution will also refer to governance, and this will be critical in defining the shape of the constituencies. We offer advice on defining appropriate and functional membership constituencies in line with the Trust’s priorities. This will set the framework for the development of a broad membership that is geographically representative of the community served by the Trust.
A key element of the strategy will be to ensure that it reflects the age, gender, ethnicity and socio-economic groups of the community it serves. Measures should be taken from the outset to avoid the over-representation of special interest groups and the under-representation of other groups, e.g. ethnic minorities, people with disabilities, young people etc. We would work with the Trust to ensure the membership strategy reflects and values the service user and carers associated with the Trust.
Our approach includes the following:
In-depth interviews with key Trust staff and stakeholders to ensure that local knowledge underpins the constituency framework.
- A review of key Trust documents.
- A benchmarking exercise of current Foundation Trusts’ membership constituencies to establish good practice examples.
- The mapping of the demographics of the Trust area.
The membership constituencies will be part of the overall membership strategy document, which will be the subject of the consultation. They will also set out how the Trust wants to set the parameters for its public, patient and staff membership.
Developing the membership
The strategy will also describe ways in which the Trust can develop a sustainable membership base. It is estimated by established Foundation Trusts that there has been, on average, a membership attrition rate of approximately 30 per cent. Our strategy will suggest bespoke methods to address this.
Developing flexible membership options
Membership needs to be flexible enough to suit all members’ needs. All levels of involvement have a value and deserve recognition. We assist in the development of a ‘ladder’ of membership engagement.
Communicating the goals of the Trust
The Trust’s strategy for achieving the Foundation Trust goals must be clearly communicated. In conjunction with the Trust, we could undertake a consultation to gather key stakeholder opinions. We can then assist in developing an appropriate communications strategy.
Developing a member relationship management strategy
Relationship management is a crucial part of the development of the membership community. By valuing members, numbers are likely to stay high, and people more likely to become further engaged. We will assist in the establishment of an effective member relationship strategy.
Developing the staff constituency
As with membership recruitment, we suggest innovative internal communications strategies to recruit and develop staff as ambassadors of the Trust.
Exploiting the media and all communications opportunities
We advise the Trust on ways to educate local journalists and editors on membership benefits and incentives as well as the achievements of the Trust, through a coordinated media strategy which includes regular briefings and developing features material and case studies.
Reward and recognition
It is important that there are adequate rewards and recognition for the activities that members undertake, e.g. promoting the Trust, or becoming involved in fundraising activities, and inbuilt systems to ensure they are thanked for their efforts.
Developing a member benefits programme
Corporate ownership and a sense of responsibility towards membership are imperative – from the Chair of the Trust down. We will assist in ensuring that a commitment to developing the size and quality of membership is embedded in the culture of the organisation.
Exploiting the political value of an engaged membership
A strong and engaged membership community will act as a powerful lobbying force to promote the aims and activities of the Trust individually and collectively. The authenticity of individuals delivering messages is powerful, and we can suggest ways to harness this power to lobby opinion formers to the benefit of the Trust.
Talk and LISTEN to your members
Regular contact with members through newsletters and updates will not only keep your membership abreast of Trust affairs but also encourage a sense of involvement and ownership. We encourage Trusts not to be constrained by old fashioned communication techniques, but to consider regular events for members, email updates and telephone and online surveys. As leaders in innovative communications techniques, TCC are in a prime position to work with Trusts to develop creative and effective channels of communication.
Last Updated on Tuesday, 18 August 2009 16:08