Public Participation Team Strategy Document 2026 (8)

PUBLIC PARTICIPATION 2026-2030 STRATEGIES Community Engagement | Shrewsbury and Telford Hospital Charity | Volunteer

WELCOME TO THE PUBLIC PARTICIPATION PLANS 2026-2030

by Jo Williams, Group Chief Executive and Andrew Morgan, Group Chair in Common

At The Shrewsbury and Telford Hospital NHS Trust (SaTH), we believe that kindness and community involvement can make a real difference and transform lives. We have listened carefully to our patients, local communities, staff, and partners, and your feedback has helped shape our plans for the future.

The Public Participation Team cover three linked and complementary services: Community Engagement Shrewsbury and Telford Hospital Charity Volunteers We have developed three interlinked strategies which set the future direction for Public Participation at the Shrewsbury and Telford Hospital NHS Trust.

Through #GetInvolved, we will continue to offer many different ways for individuals and communities to take part. Each strategy is also published separately and with more detail: www.sath.nhs.uk/about-us/getinvolved/public-participation-2/ COMMUNITY ENGAGEMENT As a hospital Trust working closely wIth Shropshire Community Health Trust through our newly formed Group Model, and with our partners at NHS Shropshire, Telford & Wrekin, we believe these strategies support the major changes happening across the NHS, including those set out in the NHS 10 Year Plan. We will work with all our partners to put these plans into practice as we redesign our services and how we work.

Our aim is to improve the health and wellbeing of people across Shropshire,Telford & Wrekin and mid-Wales. This includes delivering the Hospitals Transformation Programme, which will bring significant improvements to how local health services are provided for the future, combined with the wider Local Transformation Plan, to deliver more care closer to home and neighbourhoods and to focus on prevention not sickness.

VOLUNTEERS Our amazing volunteers support this work each and everyday and help us to deliver the best possible care and experience for patients. Our plans outline some of the exciting developments and improvements we have planned to help us achieve our aims through a rewarding volunteer programme for everyone.

SHREWSBURY AND TELFORD HOSPITAL CHARITY Our Charity enables our hospitals to do more - going above and beyond what is possible with NHS funding alone. We will continue to: Enhance patient care: Funding advanced clinical equipment that improves outcomes and experiences Support staff wellbeing: Providing spaces and initiatives that help our incredible teams thrive Transform environments: Creating welcoming and modern facilities promoting healing and comfort This document outlines the Public Participation journey for the next 5 years as the Trust continues it’s path on the road to excellence.

MEET THE PUBLIC PARTICIPATION TEAM

Director of Public Participation

Julia Clarke

0.6WTE

Hannah Morris

Head of Public Participation 1.0WTE

Senior Public Participation Administrator Rachel Fitzhenry 1.0WTE

Kate Ballinger Community Engagement Facilitator Aaron Hyslop

1.0WTE

Community Engagement Manager

Volunteer Service Manager Eve Simmonds-Jones

1.0WTE

Community Engagement Facilitator 0.6WTE

Volunteer Facilitator Nicci Smith

Bev Pye

Charity Manager

Nicola Brockley

0.8WTE

Volunteer Facilitator

1.0WTE

Louise Middleton 1.0WTE

Volunteer Administrator

Volunteer Administrator

0.8WTE

Nicky Holland

0.1WTE

1.0WTE

Charity Fundraising Officer

Charity Fundraising Apprentice

1.0WTE

1.0WTE

WHERE WE ARE NOW APRIL 2026 COMMUNITY ENGAGEMENT

CHARITY

£497,000 More than 5000 community members

More than 470 networked organisations

Raised in 2024/2025 by our generous community of donors and fundraisers.

£656,000

Attend 100s of community events/meetings

Regular online events

Organised community events/meetings across the county and mid-Wales

Regular Hospital Updates online and in the community

Invested in 2024/2025 vital projects from groundbreaking technology to improving patient environments.

VOLUNTEERS Each year our Volunteers donation

Over 26,000 hours of their time National Volunteering Partnerships e.g. Duke of Edinburgh Scheme, Helpforce

Small Things Big Difference

220 Volunteers

£120,038 paid in staff grants from our Small Things Big Difference Fund since 2019.

Funds are raised from our internal staff lottery

Wellbeing and support programme in place for all our volunteers

STRATEGIES ON A PAGE 2026 - 2030 COMMUNITY ENGAGMENT STRATEGIC OBJECTIVES

CHARITY STRATEGIC OBJECTIVES

VOLUNTEERS STRATEGIC OBJECTIVES

1. MORE JOINED-UP WORKING

1. FORGE TRANSFORMATIVE PARTNERSHIPS

1. ENHANCE RECRUITMENT OFFER

Work together with system partners,

Build strong, dynamic relationships with local

Offer a thriving and inclusive volunteer

Voluntary, Community and Social

businesses, national organisations, and

programme providing meaningful and rewarding

Enterprises (VCSE) and other stakeholders

community groups

opportunities for volunteers

2. FOCUS ON PREVENTION NOT

2. ACHIEVE AMBITIOUS GROWTH IN INCOME

2. IMPROVE OUR VOLUNTEER EXPERIENCE

TREATMENT

AND INVESTMENT

Develop models of volunteering that maximise

Work to support the reduction of health

Grow our income to enhance patient care and staff

the quality of the volunteering experience and

inequalities across the communities we

well-being, ensuring the funds raised makes a

lead to improved retention

serve.

meaningful difference.

3. MORE TWO-WAY COMMUNICATION AND

3. SUPPORTING SERVICE

3. MAKE GIVING EFFORTLESS AND

FEEDBACK

TRANSFORMATION

INSPIRING

Feedback is a gift! Provide more opportunities

Ensure early involvement in

Create user-friendly and inclusive donation

for our volunteers to share their ideas and

transformational programmes at SaTH and

experiences that inspire generosity.

feedback to them on outcomes

4. REDEFINING CARE THROUGH THE

4. BUILD TRANSFORMATIONAL

4. COMMUNICATION AND FEEDBACK

HOSPITALS TRANSOFRMATION PROGRAMME

VOLUNTEERING PARTNERSHIPS

Increase opportunities to provide feedback

Launch a joint appeal to inspire community

Develop strong strategic partnership links at

to our communities on the differences their

support, funding advanced medical equipment and

national and local level

involvement has made

creating uplifting environments that redefine care

system-wide to build in engagement

for patients and staff.

5. FOUNDATION TRUST

5. USE INFORMATION SYSTEMS TO MEASURE PERFORMANCE AND ENSURE

Move towards the national objective of all

5. EMPOWER AND EQUIP OUR PEOPLE

INCLUSIVITY

Trusts achieving Foundation Trust (FT)

Support and develop our fund advisors, staff, and

Expand our volunteer management systems to

status by 2035, with the first wave in 2026

internal teams to maximize their potential.

better manage and share our data

COMMUNITY ENGAGEMENT STRATEGY OBJECTIVE 1 MORE JOINED-UP WORKING

OBJECTIVE 2 FOCUS ON PREVENTION NOT TREATMENT

Work together with system

Work to support the reduction of health

partners, Voluntary, VCSE and

inequalities across the communities we

other stakeholders to identify the

serve. There are complex reasons why

synergies in organisational

people and services don’t always match

priorities to streamline

up and understanding this and what

engagement and maximise

people want can help reduce this gap

capacity

WHAT WE WILL DO WHAT WE WILL DO 2026 - 2030 1. Support system-wide approach to key health priorities eg obesity, smoking to ensure efficient, targeted engagement across all partners and agreed annual programme of engagement 2026 - 2030 2. Develop all opportunities for joint working with Shropshire Community Trust as part of the Group Model from April 2026 2026 - 2030 3. Work collaboratively with partners and support the Neighbourhoods and PLACE developments to share learning, good practice and impact.

2027/2028 1. Utilise the Core20plus 5 Health Inequalities model (a national approach to reduce health inequalities in 5 clinical areas for the most deprived 20% of our population). This model is used to drive engagement activities and signpost patients and citizens to services available in primary and community care to support them and move towards prevention rather than treatment 2027/2028 2. Focus on reducing local health inequalities using data available through public health to drive engagement activities and proactively reach out to people who are often under-represented in our work. Meet with people where they live and go to their forums so we can focus on achieving maximum effectiveness 2028/2029 3. Develop an annual programme of visits to seldom heard groups that data shows experience inequity of health access to ensure they receive information face to face and their voice can be heard

COMMUNITY ENGAGEMENT STRATEGY

OBJECTIVE 3 SUPPORTING SERVICE TRANSFORMATION

OBJECTIVE 4 COMMUNICATION AND FEEDBACK

Ensure early involvement in

Increase opportunities to provide feedback to our communities on the

transformational programmes at SaTH

difference their involvement has made,

and system-wide to build in

to establish relationships based on trust

engagement – better design involving

and transparency and to empower local

local people can lead to improved

communities and build a culture of

access, experience and outcomes –

involvement

those who rely on our services should have a say in the decisions we make

WHAT WE WILL DO

WHAT WE WILL DO

2026 - 2028 1. Continue to deliver the programme of engagement supporting the Hospitals Transformation Programme (HTP) and any associated projects including the Local Care Programme 2026/2027 2. Establish links with SaTH Service Improvement team and System Transformational teams to understand service changes/developments that are being planned and make sure engagement becomes part of the process for all service change programmes so early involvement of patients, carers and the public can take place and we can share messages and feedback with our communities 2026 - 2030 3. Help staff develop the skills and confidence to engage patients and the public. Provide training and tools to help more teams learn how to plan and deliver meaningful involvement activities and to ensure informed and high-quality engagement is undertaken

2026/2027 1. Make sure our communities receive the right information, at the right time in a format that is accessible and inclusive and avoids NHS jargon 2027/2028 2. Share and measure the impact of involvement – show people how their input has made a difference and measure progress. Produce short summary reports following any engagement activities in a format that is easy to read and shared with the groups and also available more widely to share the learning and impact of our engagement. Be honest about what can’t be changed and celebrate what we have done well together.

2026/2027 3. Maximising digital opportunities for involvement and health – supporting communities to access and use digital systems and improving digital confidence through our engagement work and to support the roll out of the SaTH/NHS app.

COMMUNITY ENGAGEMENT STRATEGY

OBJECTIVE 5 FOUNDATION TRUST Move towards the national objective of all Trusts achieving Foundation Trust (FT) status by 2035, with the first wave in 2026

WHAT WE WILL DO 2026 -2030 1. Increase Community Members – In 2025 SaTH has 5300 community members and over 400 organisations but will need to review geographic spread, numbers etc when FT guidance issued. Community members are members of the public who have signed up to learn about their local hospitals, share their views on hospital services, and receive a monthly newsletter on ways to get involved.

2026/2027 2. Review function and membership of Public Assurance Forum – set up Forum with representative organisations and, as far as is practicable, similar constitution to a Council of Governors, co-chaired by a Non Executive Director and public member.

2026-2030 3. Continue to work with and develop our relationships with organisations that help and care for people in their Community (voluntary sector, Community Groups, GPs, HealthWatch and Llais) to help us listen to and learn from what our communities are saying about our services. We will be open to community feedback and honest about what we can do to make our services better.

SHREWSBURY AND TELFORD HOSPITAL CHARITY STRATEGY

OBJECTIVE 1 FORGE TRANSFORMATIVE PARTNERSHIPS

OBJECTIVE 2 ACHIEVE AMBITIOUS GROWTH IN INCOME AND INVESTMENT

Build strong, dynamic relationships with local businesses, national organisations, and community groups to amplify our reach and resources.

By working together, we can achieve greater impact, fund ambitious projects, and inspire collective pride in our hospitals.

Grow our income to enhance patient care and staff well-being, ensuring the funds raised makes a meaningful difference. At the same time, we are committed to investing responsibly, safeguarding resources to maintain financial stability and sustain our impact over the long term.

WHAT WE WILL DO

WHAT WE WILL DO

2026 - 2030 1. Continue to support the fundraising activities of partner charities – Friends of Shrewsbury and Telford Hospital and Lingen Davies Cancer Support

2026 1. Develop and extend our existing fundraiser database

2026/2027 2. Develop a strategy for corporate engagement to strengthen links and opportunities to expand corporate sponsors 2027/20208 3. Develop a legacy strategy to raise awareness of opportunities for future gifts in wills

2026 2. Work closely with the Trust’s Communication team to promote SaTH Charity with external and internal audiences 2027/2028 3. Manage our investments to optimise returns, balancing against risk and liquidity considerations with due consideration of our values reflected in the portfolio

SHREWSBURY AND TELFORD HOSPITAL CHARITY STRATEGY

OBJECTIVE 3 MAKE GIVING EFFORTLESS AND INSPIRING

OBJECTIVE 4 REDEFINING CARE THROUGH THE HOSPITALS TRANFORMATION PROGRAMME (HTP)

We will create user-friendly and inclusive donation experiences that inspire generosity. From digital platforms to visible on-site opportunities, we’ll ensure that everyone in our community can easily contribute and see the tangible impact of their support

Launch a joint appeal to inspire community support, funding advanced medical equipment and creating uplifting environments that redefine care for patients and staff.

By enhancing the patient journey and celebrating staff dedication, we will make the charity integral to the hospitals’ transformation.

WHAT WE WILL DO 2026/2027 1. Improve the Shrewsbury and Telford Hospital Charity branding

WHAT WE WILL DO

2026 2. Ensure the Charity is more visible within the hospitals

2026/2027 1. Explore and develop partnership working to create opportunities to support major appeals for HTP

2026 3. Streamline the internal requests and approvals process for staff

2026 2. Develop prioritised HTP “wish list” for discussions with potential supporters 2026-2030 3. Make HTP experts available to support fundraising activities

SHREWSBURY AND TELFORD HOSPITAL CHARITY STRATEGY

OBJECTIVE 5 EMPOWER AND EQUIP OUR PEOPLE Support and develop our fund advisors, staff, and internal teams to maximize their potential. By providing training, tools, and guidance, we will align charitable efforts with the Trust’s priorities and deliver exceptional outcomes together.

WHAT WE WILL DO 2026 1. Ensure fundraising priorities and divisional charity expenditure plans are aligned to Trust’s strategic priorities 2026 2. Provide guidance and training for fund advisors and staff on donor stewardship and fundraising activities 2026 - 2030 3. Fund investments in clinical equipment, the hospital environment and enhanced service delivery based on divisional plans

VOLUNTEER STRATEGY

OBJECTIVE 1 ENHANCE RECRUITMENT OFFER

OBJECTIVE 2 IMPROVE OUR VOLUNTEER EXPERIENCE Develop models of volunteering that maximise the quality of the volunteering experience and lead to improve retention

Offer a thriving and inclusive volunteer programme providing meaningful and rewarding opportunities for volunteers and an individualised and supportive experience which aligns with patient and clinical priorities WHAT WE WILL DO

WHAT WE WILL DO

2026 - 2030 1. We will create and design volunteering roles with robust recruitment checks in partnership with clinicians/managers /volunteers for roles that make a difference, are best suited to the volunteers skills and wishes, help deliver the Trust’s vision, support HTP, enhance the patient journey and are rewarding for volunteers 2026/2027 2. We will enhance our wellbeing and peer support for volunteers, particularly to new volunteers through a system of regular followup meetings/calls during first 6 months to ensure new volunteer is well-supported.

2026/2027 3. We will develop a sustainable pipeline and route for volunteers looking for a future career in the NHS building on our existing links with local organisations

2027/2028 1. Develop programme of recognition and celebration building on national Volunteers Week/Long Service Awards and Trust Awards and increase the visibility, value and recognition of volunteering 2026/2027 2. Implement a series of Volunteer group wellbeing sessions with the Trust Staff Support service. Sessions to focus on resilience, relaxations, mindfulness etc. Provide clear and readily available information on who to contact in difficult situation 2027/2028 3. Develop ward/department accreditation/recognition for excellent support provided to volunteers by local team leaders 2028/2029 4. Monitor and assess activity and feedback to ensure volunteer experience and team resources are used effectively

VOLUNTEER STRATEGY

OBJECTIVE 3 MORE TWO-WAY COMMUNICATION AND FEEDBACK

OBJECTIVE 4 BUILD VOLUNTEERING PARTNERSHIPS Develop strong strategic partnership links at national and local level to bring the greatest benefit to the patients and become a national beacon for innovative volunteer schemes

Feedback is a gift! Provide more opportunities for our volunteers to share their ideas and feedback to them on outcomes

WHAT WE WILL DO 2027/2028 1. Introduce a formal six-monthly review meeting open to all volunteers to give feedback/suggestions and give volunteers the opportunity to contribute via survey/email/in writing to encourage maximum engagement and feedback 2026/2027 2. Enhance current monthly communication to volunteers – include feedback received and action taken and latest data on key performance measures in newsletters 2026/2027 3. Introduce quarterly focus groups for volunteers on different relevant topics eg HTP, Group Model etc

WHAT WE WILL DO 2026 - 2030 1. Build on our existing strong links with national organisations such as NHS Charities Together and Helpforce to develop and trial volunteer roles identified at national level.

2027/2028 2. Work across boundaries where opportunities present through the new Group model and look for opportunities to develop volunteer roles to support patients as they transition from hospital to community care.

2026 - 2030 3. Work with new recognised partners to enhance volunteering offer eg Duke of Edinburgh scheme

VOLUNTEER STRATEGY OBJECTIVE 5 USE INFORMATION SYSTEMS TO MEASURE PERFORMANCE AND ENSURE INCLUSIVITY Expand our volunteer management systems to manage and share our data to better capture the impact of volunteering in order to increase the recognition of its value and visibility WHAT WE WILL DO 2028/2029 1. Develop wider and more meaningful performance measures with clear targets and reporting framework eg recruitment process at each stage (Application, training, DBS checks, Occupational Health checks, references, shadow shifts); leavers within six weeks, demographics to ensure representative of our communities 2028/2029 2. Enhance our systems to capture case studies from the perspective of volunteers, patients and staff for wide publication to demonstrate success of service at SaTH and potentially recruit more volunteers

PUBLIC PARTICIPATION ROAD MAP HIGHLIGHTS TO EXCELLENCE 2026 - 2030

2026/2027

COMMUNITY ENGAGEMENT: Continue to deliver the programme of engagement supporting the Hospital Transformation Programme and Local Care Programme Make sure our communities receive the right information, at the right time Review function and membership of Public Assurance Forum Develop all opportunities for joint working with Shropshire Community Trust CHARITY:Launch HTP appeal and introduce new Charity Policy with streamlined processes Introduce Memory trees on hospital sites Introduce digital donation on hospital sites VOLUNTEER: Introduce annual reviews and regular wellbeing calls Extend Volunteer to Career opportunities.

Introduce wellbeing sessions supported by SaTH staff service Revise current newsletter offer

2027/2028

COMMUNITY ENGAGEMENT: Utilise the Core20plus 5 Health Inequalities model to drive engagement activities Establish links with SaTH Service Improvement team and System Transformational teams Work collaboratively with partners and support the Neighbourhoods and PLACE developments CHARITY: Develop values-based, sustainable investment portfolio Launch Corporate Strategy and resource pack for local businesses.

VOLUNTEER Introduce ward/department manager volunteer accreditation scheme Develop links and joint volunteering opportunities with Shropshire Community Trust

COMMUNITY ENGAGEMENT:Develop an annual programme of visits to seldom heard groups CHARITY: Consider next phase HTP or other major appeals Develop Future Gifts offer through legacies and promote sensitively with staff and community VOLUNTEER: Introduce annual survey for local team leaders Develop and share clear performance measures with volunteers Create meaningful videos with volunteers of different roles

2028/2030

GOVERNANCE AND REPORTING

COMMUNITY ENGAGEMENT, SHREWSBURY AND TELFORD HOSPITAL CHARITY AND VOLUNTEERS WILL: Report quarterly to HTP Assurance Committee on HTP Engagement Report quarterly to the Public Assurance Forum with community and voluntary public members who review processes, decision making and wider work at The Shrewsbury and Telford Hospital NHS Trust. The joint Chairs are a Non-executive Director and lay member and all papers are published on our website.

Six-monthly reports to Public Trust Board Contribute to the Trust Annual Report and Quality Accounts

ADDITIONALLY THE VOLUNTEER SERVICE WILL: Report quarterly to Group People Committee Provide our Volunteer statistics to the NHS Data Collection framework on the number of volunteers, hours provided and demographic information Ensure that feedback from our annual Volunteer survey is included in our future plans Six monthly reports to Public Trust Board Capture and act upon any feedback from the formal Volunteer Group meetings

SHREWSBURY AND TELFORD HOSPITAL CHARITY The SaTH Trust Board, as Corporate Trustee, is responsible for the governance of Shrewsbury and Telford Hospital Charity, and therefore for ensuring that the Charity complies with legislation (Charities Act 2022) and the requirements of the Charity Commission. The Corporate Trustee has a duty to ensure the Charity has a clear vision and manages the Charity in accordance with the Charity’s purpose Key Performance Indicators for Shrewsbury and Telford Hospital Charity are reported quarterly through the Strategy on a Page to the Charitable Funds Committee. An annual report and accounts is produced each year and submitted to the Charity Commission The Charitable Funds Committee meets quarterly and is responsible for setting targets and indicators of success and to review performance against these to identify whether the aims of the Charity are being met.

They also consider all Charity funding requests between £15,000 and £75,000. The Corporate Trustee considers all Charity funding requests over £75,000

CHARITY STRUCTURE SATH Trust Board Corporate Trustee SATH Charitable Funds Committee Directior of Public Participation

Chief Finance Officer

Charity Fundraising Team (2.8wte)

Charity Finance Team (1wte)

FIND OUT MORE

Community Engagement: sath.engagement@nhs.net Shrewsbury and Telford Hospital Charity: sath.charity@nhs.net Volunteer Service: sath.volunteers@nhs.net Telephone number: 01743 492256