Volunteering in Care Homes: Personalisation, Equality & Adapting to Change
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Denise Hayhurt, Volunteering in Care Homes Project Officer for the Blackburn with Darwen Volunteering in Care Homes project, shares her learning from the project delivery in Blackburn with Darwen around Personalisation, Equality & Adapting to Change
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Volunteering in Care Homes: Personalisation, Equality & Adapting to Change
- 1. Volunteering in Care Homes: Personalisation, Equality & Adapting to Change Denise Hayhurst Denise.hayhurst@bwdcvs.org.uk
- 2. What does personalisation in this project mean for all involved? Residents Volunteers Care Homes Relatives & Carers
- 3. “personalised support both for carers and those they support, enabling them to have a family and community life”. HM Government (2010) Building the national care service, London. “Importantly, the ability to make choices about how people live their lives should not be restricted to those who live in their own homes. It is about better support, more tailored to individual choices and preferences in all care settings”. Department of Health (2008a) Local authority circular LAC (DH) (2008) 1: transforming social care, London: DH. Stance on Personalisation
- 7. “personalised support both for carers and those they support, enabling them to have a family and community life”. HM Government (2010) Building the national care service, London. “Importantly, the ability to make choices about how people live their lives should not be restricted to those who live in their own homes. It is about better support, more tailored to individual choices and preferences in all care settings”. Department of Health (2008a) Local authority circular LAC (DH) (2008) 1: transforming social care, London: DH. Stance on Personalisation
- 8. Care homes are not all alike
- 9. NCVO Care Homes Pilot Project Model 1 Volunteer Training & clearance processes 2 Induction to care home 4 Researcher gathers data and measures impact operational delivery 3 Care Home manages volunteers Further training
- 10. Ideal Care Home Staffing Structure with whole organisation buy in Registered Manager Senior Care Assistants Care StaffHousekeeping Catering staffActivity CoOrdinator Nursing Staff External Activity Provider Assistant Manager
- 11. Barriers to project model working Demands of new legislation creates pressure on staff reducing time to dedicate to volunteers Operations & staffing structure Single staff responsibility Economics & austerity Cost effectiveness & economies of scale
- 12. Care homes are not all alike To offer inclusion and equality the project model needs to be able to adapt to enable all care homes to utilise volunteers
- 13. Staff Turnover Registered Manager Senior Care Assistants Care StaffHousekeeping Catering staffActivity CoOrdinator Nursing Staff External Activities Provider Assistant Manager
- 14. NCVO Care Homes Project Model 1 Volunteer Training & clearance 2 Induction to care home Researcher gathers data and measures impact 6 operational delivery & networking 3 Care Home manages volunteers Feedback 4 Continued external support & management of volunteers
- 16. Thank You Denise Hayhurst denise.hayhurst@bwdcvs.org.uk Tel: 01254 583957 or 07999 585780
Editor's Notes
- Welcome My name is Denise I am the Volunteering in Care Homes Project Officer for the Blackburn with Darwen Volunteering in Care Homes project Today I would like to share my learning from the project delivery in Blackburn with Darwen around Personalisation, Equality & Adapting to Change
- Within the project each of the components of the project are different and as such require a personalised approach
- When you hear the term personalisation it is assumed that this is personalisation of care for residents in terms of care plans, personal payments, activities personalised to individual need and preference etc. but personalisation extends wider to carers and care homes. As each resident has different needs, desires and aspirations so do volunteers and relatives/carers
- Personalisation for volunteers are things that make the volunteer feel Worthwhile Appreciated & Secure Volunteer Management is based on Motivational theories of management as money is not a factor it comes down to a “Psychological contract”
- NEW SLIDE Adam’s Equity Theory demonstrates the expectation of a balance for volunteers: their input to the output of the organisation As money is not a factor the organisations outputs to the volunteer will include things like security, recognition, interest, development, reputation, praise, responsibility, enjoyment etc The Iceberg model demonstrates extent to which the factors other than pay motivate a volunteer or member of staff These are the factors that management can forget in the pressure of delivering services but when staff and volunteers are the main resource the psychological contract is key
- NEW SLIDE Personalisation for volunteers incorporates many elements of planning and preparation to ensure each volunteers get off to a good start and lay the foundations to develop a good working relationship that means volunteers will want to continue volunteering Managing volunteers is quite different to managing paid staff and establishing a good responsive working relationship is key to developing a good committed volunteer relationship Care homes should be sure they are equipped and prepared for volunteers and have clear roles and guidelines for volunteers before they embark on working with volunteers They should have realistic expectations of what volunteers can contribute but also what they need to be aware of and what they need to be able to provide. Getting off to a good start is vital Some key things that I have learnt are – Safety – be sure your volunteers are safe and feel safe in your care home and that your residents are safe being with them – full recruitment and clearance information must be obtained Health – ensure you know about your volunteers pre existing conditions, medication and emergency contacts Communication – Have designated lines of communication and be clear on your expectations of communication ie notification if volunteers not coming in and how and when you intend to communication when you want volunteers to come in. Encouragement – Encourage volunteers to voice their opinions, ideas and suggestions. Encourage them to join in and Motivation – What motivates volunteers to volunteer. Ask yourself if you volunteered how would you like to be treated Effort – Put effort into volunteers and acknowledge their efforts in return. Volunteers often aren’t told how their efforts have impacted on the residents by improving their mood, helping them sleep easier or Reality – be prepared for the reality of working with volunteers and for volunteers to experience the reality of volunteering n a care home with dementia, Information – keep volunteers informed. Have an information system to let volunteers know what is going on Guidance – Give volunteers clear boundaries and guidelines Help – volunteers feel part of the organisation as a whole. Feeling like they belong is a key fact in commitment and reliability. Tracking – Collect documentation on volunteers like any other member of staff. Track their progress and ensure their skills are being put to best use Support – determine the level of support your volunteer is going to need and ensure someone has the time and the knowledge to offer it. Put the volunteer in a group or buddy up with a more experienced volunteer for support Training – ensure volunteers have a sound induction to the care home but include the volunteer in the training as an investment in them and acknowledgement of their contribution Acknowledgement – be sure to acknowledge volunteers with a simple hello or goodbye and make a point to acknowledge their time and efforts. Reassurance – to enable volunteers to feel confident in what they are doing supervision will be necessary either by a member of staff or an experienced volunteer Time – volunteers take time to develop and fit into their role and a volunteer project will take time to develop. A project won’t show immediate results. Invest time in volunteers as this will reap rewards.
- Care homes do not follow a blue print for structure or operation and as such are all different Care homes have an existing structure and delivery style that will not change to accommodate volunteers but volunteer activities must be designed to dovetail into the care home It may be necessary to draw up a bespoke delivery plan with the care home which works for everyone.
- This is the operational model the Volunteering in Care Homes project CVS advertise and promote the Volunteering in care homes project and when Volunteers come to apply they complete the application process, interviewing, and completing application forms, followed by training References are taken up and DBS checks completed Volunteers are then introduced to the care home where they received a home specific induction and the care home then take on the management of the volunteer, offering further training and ongoing support. Care homes take on the volunteers and take over the support and supervision; offering further training and developing the volunteers potential CVS, care homes & volunteer all feedback information to the IVR researcher who collates the data and draws conclusions from the information received. For this model to work successfully there are key elements that must be present
- The previous model relies on key staff in the care home who act as designated contacts for the volunteers Volunteers rely on them for direction and support giving the a sense of security and worth within the organisation. In my project the key contacts for volunteers have been Care home Managers, Assistant Managers, In House Activity CoOrdinators and External Activity Providers
- Some of the barriers to this project model being successful have been The demands made in new legislation has put staff under pressure and given less time to be involved in the project and working with volunteers in the home This can make volunteers feel disengaged and they don’t fully engage in the project Different staffing structures in different homes has meant there has sometimes been no one to take on responsibility for volunteers and the volunteers lacked a sense of direction and belongingness Even when one person has been the main contact for the volunteers should that member of staff leave or be absent it leaves volunteers feeling lost Ideally a volunteer project works best when it is adopted throughout the whole staff The current financial climate and austerity measures have affected care homes finances which can create limitation for especially smaller care homes ability to engage with a volunteer project It is more cost effective for larger homes with more volunteers but then is it right that finance should limit the residents who can benefit from the social impact of volunteering?
- To try to offer a more inclusive service, making it more equitable and available to all, the Blackburn with Darwen project has modified the project delivery model where necessary to accommodate staffing structures and change
- In the past few months the care homes in Blackburn with Darwen have lost staff in the following positions Some have a direct impact on volunteers, other do not One care home without an Activities CoOrdinator, where the Assistant Manager was responsible for the volunteers, lost the Assistant Manger who has not been replaced Another care home has tasked the Activivty CoOrdinator with overseeing the volunteers who would support their activities programme but has unfortunately over the course of the project has had 3 Activity CoOrdinators The sector appears to have a large turnover of staff In order to be able to support the volunteers during staff changes and differences in staffing structure a simple amendment was made to the project model
- This is the operational model the Volunteering in Care Homes project Amendments are made mainly at stage 4 but also at stage 6 where more supportive work is done to help the project be more informed more resilient and better supported CVS advertise and promote the Volunteering in care homes project and when Volunteers come to apply they complete the application process, interviewing, and completing application forms, followed by training References are taken up and DBS checks completed. Volunteers are then introduced to the care home where they received a home specific induction and the care home then take on the management of the volunteer, offering further training and ongoing support. Care homes take on the volunteers and take over the support and supervision; offering further training and developing the volunteers potential CVS continues to support and manage volunteers in the project, creating small working groups and helping to develop CVS, care homes & volunteer all feedback information to the IVR researcher who collates the data and draws conclusions from the information received. CVS develops links with local organisations and the surrounding community to embed the project into the community and develop supportive mechanisms with the existing pertinent networks As a result of the work done in stage 6 the local 50+ Partnership has incorporated the work done in the Volunteering in Care Homes project into their Ageing Well strategy.
- Any questions