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Improving Patient Care-Julia Clarke and Hannah Roy presentation
- 1. 1 Our Community – Supporting Patients and helping Staff Julia Clarke, Director of Corporate Governance Hannah Roy, Governance and Membership Manager
- 2. 2 Volunteering at SaTH • We have grown our public volunteers from 34 to over 500 • In addition we are support by over 500 volunteers from the League of Friends and Royal Voluntary Service • Overall responsibility of Volunteers lies within the Corporate Governance Directorate of the Trust
- 3. Trust Volunteers • 18+ • Young Volunteer Scheme • Staff Volunteer Scheme • ‘Making a difference Days’ 3
- 4. Getting the basics right • Policy • Recruitment process • Handbook and training • Buy-in and support from Board to Ward • Strategy 4
- 5. 5 The traditional role of volunteers
- 6. Not one size fits all • Important to use people skills, knowledge and being creative! 6
- 7. Young people volunteering in Hospitals? 7
- 8. Young Volunteer Scheme • The Challenges! • Why have a young Volunteer Scheme? • 16-18 years old • 6month -12 month volunteer placements on a clinical area • Working with local schools and colleges • Providing additional training – Dementia Friends, Sighted Guiding 8
- 9. Staff Volunteer Scheme • Why have a staff Volunteer Scheme? • Types of placement – Regular placement – Ad-hoc – Informal 9
- 10. Benefits of staff Volunteering • For the individual: – Pride, motivation and ownership – Learn new skills -which may not be possible in their day to day job – Improve and increase staff engagement – Understand how different parts of the organisation works – Beneficial effect on health and well being 10
- 11. Staff Volunteers • For the Trust: – Helping staff to develop as individuals, bringing back new skills, confidence and enthusiasm to their department – Enhancing the Trust’s reputation and truly living by our values – Improving the patient’s experience – Support in clinical areas in time of high demand 11
- 12. Making a Difference Days 12
- 13. • Open to local businesses, charities and schools • Volunteering days • No patient contact • Supervised • No on-going commitment • Building links with the local community 13
- 14. Memory Garden before pictures 14
- 15. After….. 15
- 16. The spider web effect • Understanding individual’s motivation • Building relationships • Reputation • Using existing networks • Word of Mouth 16
- 18. Do Volunteers add value? “in terms of ‘average return on investment’ for volunteers it has been estimated to be around 11 times the actual cost of supporting volunteer” Volunteering in Acute Trusts in England, Understanding the Scale and Impact, The Kings Fund, Nov 2013 18
- 19. What support to volunteers need? 19 • Interview • Enhanced DBS check • Two satisfactory references • Occupational Health Clearance • Mandatory training DVD • Signed confidentiality and volunteer agreement • 3 hour training session • On going training and support
- 20. How do you expand your volunteer workforce • Meeting the needs of the service • Working in collaboration • Robust processes • Getting the right people for the right roles • Have a vision – but be flexible and be ready to change • Think outside of the box • Share good practice with other organisations 20
- 21. Acknowledging your volunteers and staff 21
- 22. The Future • A community approach – Helping Hands • Engaging with more schools and colleges • Increase the number of volunteer opportunities • Work with more local businesses 22
Editor's Notes
- Over past 3 years we have grown our volunteer community Whilst we do not manage RVS/Lof volunteers we carry out all the necessary checks for these individuals Within Corporate Governance also sits Sustainability and Foundation Trust
- When I started managing volunteer it was only an opportunity available to individuals 18yrs + in very limited roles – often admin roles and in non clinical areas. In terms of demographics the majority of volunteers were over the age of 65 when I took over volunteers. There was a high turn over of volunteers – primarily as the roles were not giving individuals ‘role satisfaction’ Recruitment of volunteers was sporadic with very little contact with the volunteers during the recruitment process. We did not match peoples skills and knowledge with roles. Roles for volunteers were limited Over the past 3 years we have developed the following volunteer schemes – which we will go into more detail soon
- Most important piece of advice – prior to expanding or developing your volunteer workforce get the basics right Our recruitment process is based on good practice – look at what other organisations do and lessons learnt e.g. Jimmy Saville enquiry Getting to know your volunteers – values based recruitment – its not based on academic ability or career ambition Understand why individuals want to volunteer – career, employment, spare time, have previously used our services. Are they the right person for the role? – Not everyone who wants to volunteer is appropriate for the roles which we have available – be honest Volunteering is not a guarantee for paid employment Sometimes an individual may need additional support e.g. lacking in confidence - the placement is really important. Develop your own training packages – including online training, handbooks and face to face training Buying from across the organisation is essential to making volunteering successful – if you do not believe in the value of volunteers this is the greatest barrier to development Trust Board by in – being led by the board and having buy in from the Board Strategy – have a vision continue to try and develop you volunteering opportunities and getting your community and organisation involved
- What do volunteers do? My first impression when I took over volunteering – trolley rounds and serving in cafes – really important roles but could we do more and something different? We had on average over 10 people a day contact the volunteer office