Priority setting for voluntary services

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Priority Setting for Voluntary Services
“Volunteering has a huge potential role in the context of more flexible, responsive and patient
focussed health and social care services.” (Ivan Lewis, former Health Minister)
S.U.H.T. Voluntary Services remains responsible for: 


Interpreters Service
Work Experience
Voluntary Services
The intention is that we shall not either extend nor reduce the service from this defined scope.
The purpose of this document is to identify the key strategic steps in enabling the Voluntary
Services to effectively underpin the work of the Patient Improvement Framework. Whilst the
delivery of the Framework is a corporate activity drawing on all aspects of the service, there
are particular areas where Voluntary Services can add particular value in the delivery of the
framework. This document highlights potential areas volunteers could further complement the
work of the staff to release them to carry out their role to the benefit of the patient in
alignment with performance and Trust objectives.
Interpreters Service
The increase in requests for interpreters remains a pressure on the in-house service. The
retention rate of existing, (mainly Southampton General Hospital staff,) volunteer interpreters
needs addressing. Interpreters need to be recognised in some way, i.e. KSF (Knowledge Skills
Framework), appraisal or honorarium. There is a continual need to recruit and train volunteers
to cover a diverse range of languages. The priority for this area is also to evaluate the service
from a patient’s perspective this could be to establish a patient satisfaction survey.
Work Experience
A key challenge for SUHT is to maintain staffing levels in the face of increased numbers of
staff reaching retirement age, a finite pool of school and college leavers and increased choice
and competition for young people from other sectors.
The Government has made a commitment to keep young people in education or training until
the age of 19, and linked this policy to changes in the school curriculum designed to increase
‘employability’ skills.
The development of a new health and social care diploma to realise one of the major priorities
of the 14-19 education agenda and ensure more systematic opportunities for widening access
and progression into health service careers will be one of the biggest challenges for our work
experience programmes. We are actively working with schools and colleges to identify the
needs of the curriculum and students. We must invest in our future workforce and ensure we
are the hospital of first choice for tomorrows’ future staff. This work also enhances our
reputation in the community.
Voluntary Services
The hospital is part of the local community. Tapping into that community provides us with a
vibrant workforce and advocates. Volunteers play a variety of roles, at all levels, providing
mutual benefit to staff, patients and visitors within the Trust. Their contribution can improve
outcomes for a whole range of groups and across a range of care and planning pathways.
Baseline Assessment
In SUHT there are 866 volunteers registered as helping at Southampton General and Princess
Anne Hospitals, in addition to this there are a further 170 at Countess Mountbatten House.
(Appendix A.) This figure includes the voluntary organisations registered with us.
There are currently 498 hospital volunteers these are currently deployed across a number of
departments, (Appendix B.)
The Voluntary Services Manager, in response to a direct request from staff, currently
manages requests for volunteer support. Volunteers are interviewed, skills and strengths
identified, then matched to Trust needs and volunteers are assigned to a vacancy.
The current deployment of volunteers across Divisions and wards are shown in Appendix C
and D. Appendix C shows the potential should all volunteers come in every week, Appendix
D shows actual signing in during April 2008. Volunteers are encouraged to sign in every time
in the Trust, however, many do not. they forget, reception is closed etc.
Patient Improvement Framework
Particular ‘Hot Spot’ areas identified by staff
Appendix E shows the areas volunteers are currently complementing the work of the staff to
support both them and patients for the Trust. The shaded areas on this table refer to areas
where volunteers are awaiting training subsequent to becoming active. Many of these areas
currently support staff in the ‘Releasing Time to Care’ (RTTC) initiative, however, we
continue to engage with staff to ensure volunteers are being as fully utilised as possible. In the
case of RTTC, we are piloting a volunteer trainer working along side a Senior Sister on
Elderly Care to identify further areas that volunteers are able to assist or further assist to
support this work. Appropriate tasks identified so far include, decanting stores (ie putting
stock on shelves), making up the basic ward supply racks, making up admission and
discharge packs.

Emergency Department – Patient information and customer service
Voluntary Services Manager (VSM) worked in conjunction with the service improvement
redesign team to help address the issues within this department. Appropriate tasks for a
volunteer to undertake to support staff were identified and implemented. Volunteers piloted
this and have been placed. (See task description)
* Possible increase in volunteer inputincrease in volunteer input to sit with patients, meet and greet, run errands, information and
general support staff and patients, also escort patients to other departments, i.e. radiology.

Wards with limited administration and clerical support
Ward volunteers have this task as part of their ward role. Voluntary Services Manager to
remind volunteers to prioritise this. Staff to be reminded that the Caldicott report and Data
Protection clearly states that volunteers should not have access to patient identifiable data.
 Possible increase in volunteer inputVolunteers to be stationed on the Nurses Station to answer the phone, direct visitors,
photocopy routine non-identifiable paperwork, i.e. make up admission and discharge packs,
top up stationery etc therefore releasing staff to get on with their proper role with less
interruptions (RTTC). This role will not be popular with volunteers; it may be achieved by
linking in with Business study course providers and agencies like Wheatsheaf Trust etc to
identify potential volunteers who are near work ready but needing experience in the
workplace.

Escorts – in particular Radiology
At the RSH Radiology department there are good teams of SUHT volunteers who cover the
busiest clinic times:meeting and greeting patients, escorting them to appointments or other departments,
instructing them on the use of gowns and ensuring they maintain their dignity, encouraging
patients not to leave valuables in the changing rooms, talking to them, re-assuring them and
helping keep a smooth flow of patients through the clinic.
Directing patients to the cafes and rest rooms.
* Possible increase in volunteer inputThere are some volunteers in the SUHT Radiology department, however they are not used as
Escort volunteers. They is potential for this. Hospital guides operate 9 – 4 Monday – Friday
these volunteers are not utilised for this role either, although they could be, staff need to
request a volunteer to undertake this task. Volunteers have been offered to staff there and
have not been contacted.
Liase with Radiology staff to ensure they contact volunteers to help.

Falls
* Possible increase in volunteer inputWard volunteers need to be alerted or check with staff which patients need assistance and call
staff when the patient moves. Encourage patients to wear slippers or sensible footwear.
Vigilant regarding wet floors.

Infection Prevention
Volunteers re-stock Infection Prevention leaflets around the Trust and support team as
required. Volunteers train in Infection Prevention as part of their Induction and are
encouraged to challenge staff; visitors and patients to ensure best practice.
*Possible increase in volunteer inputRegular/termly ‘blitz’ of the Trust with infection control leaflets, gel etc. Guides to be
Infection prevention ambassadors, offering hand gel to all on arrival.

Medicines/ Discharge
Volunteers placed in the Discharge lounge are fully utilised. They regularly pick up T.T.O’s
as part of their role. At least one volunteer is in attendance from 10 – 5, Monday - Friday and
are very much an active part of the Discharge team, additional volunteers have been placed on
what is perceived as the busiest times to ensure staff are supported as much as possible. They
collect patients from wards and take them to the Discharge room, collect forgotten items,
serve refreshments, run errands, survey patients using the PDAs, sit and talk to patients,
collect meals and generally help wherever needed.
*Possible increase in volunteer inputA pharmacy runner volunteer? Assigned to pharmacy for peak times to ‘run’ T.T.Os to
specific patients.

Nutrition
Volunteers are trained to help with feeding, declutter overbed tables, replenish water, talk
about food to stimulate saliva glands, work with staff to identify patients who require
assistance with cutting up food. Ensuring meals are delivered as soon as possible after
arriving. Help make meal times a more social event and encourage patients to eat. This
releases staff to attend patients with more acute needs.
* Possible increase in volunteer inputFrom 30th October 2008, selected volunteers are to pilot a new feeding training programme
working with Nutrition and Dietetics and speech and language staff. This pilot will take place
on Tuesday and Thursday lunch times on G9 and will be closely monitored by staff. If this is
successful it will be necessary to re-launch the role and recruit to it specifically. Training,
supervision and support is paramount to make this a safe and successful role.

Thromboprophylaxis
There are no clear opportunities for volunteers to support and complement the work of staff in
this area.

Communication issues in general and in particular around ensuring information in
languages other than English
This is clearly an area for increased volunteer input and to these ends, a second interpreter’s
course is currently being run with 20 volunteers and staff training to be interpreters. Consent
forms from the Department of Health are issued to all interpreters in the interpreter’s own
language to take to interpreter sessions with patients. Retention of interpreters, as previously
stated, is a real issue and needs addressing to ensure an effective and efficient service. The
service also needs evaluation from the patients’ perspective.
Volunteers, as requested, by staff undertook a telephone audit. This was not overly successful
with the questions and process being changed and restarted, no room supplied to carry out the
task, no desk or phone were made available to volunteers and little encouragement, feedback
or support. Volunteers ‘voted with their feet’ and did not continue to complete the audit,
which, they said, had not been thought through properly. We were asked for many volunteers
daily and full time, which is totally impractical, especially as the requester would not supply
space a chair, or a phone to complete this task!

PDA, Patient Survey
All hospital volunteers are currently trained in the use of PDAs as part of their initial training.
This is not a popular role for volunteers, they cite many different reasons ranging from staff
not being very receptive, to patients not wanting to feedback to the role not being what
potential medic volunteers want from their time in the Trust.
Each of these issues are being addressed, Potential volunteers are told that this is the Trust priority and this role is a firm foundation
for future courses as it aids good communication skills and how to approach patients.
Volunteers are encouraged to observe the changes made to improve the service because of
this survey.
All schools and colleges who visit weekly are now trained in this form of volunteering,
Hardley College, Testwood School and King Edward’s College being the main ones.
*Possible increase in volunteer inputWith the onset of the Diploma, colleges and schools will have to liase with a health care
provider to facilitate the 40 hours of contact needed to complete the course. There is potential
here to involve further education providers to engage with this Trust to satisfy the course
criteria and increase the number of Patient surveys completed, albeit term time only.
 Out Patient Departments
Our out patient departments are the windows or showroom of this Trust and as such are a
most appropriate area to support staff. There are some superb areas of good practice, for
example the Laryngectamy Out patient department, where past patients support staff and
patients by: - meeting and greeting patients, keeping an attendance register, encouraging
patients to access information and other service providers approved by staff, making teas and
coffees, befriending and talking to patients, and basically showing them there is life after a
laryngectomy. This type of OPD volunteer role is rolled out as requested in the Trust for
example, Audiology, orthopaedics, Child Health, but not uniformly, the good practice is
found in ‘pockets’; a great deal depends on the member of staff.
*Possible increase in volunteer inputFeature the role and encourage out patient departments to ‘adopt’ a volunteer.
Make up discharge packs ready for staff use.
A possible further effective use of volunteers within SUHT would be to endeavour to address
the number of patients failing to attend out patient appointment. A pilot could be undertaken
in a department renowned for a high percentage of non-attendees to appointments, ie
Physiotherapy. Volunteers could be asked to phone or text elective patients and remind them
of their appointments, (in-patient and out-patient). However, this would not be a popular role
to recruit to, volunteers are giving the most precious thing they have, their time, they mostly
want or require, for their courses, patient contact and to be part of a team. Should the Trust
require this role to be developed the VSM would work with other agencies to identify people
who are looking to gain a reference or admin skills. The role of the Voluntary Services
Manager remains that of matching the needs of the Trust with the needs of the volunteer.
Conclusion
Many of the areas identified as being ‘hot spots’ do have volunteers active in them. However
there is a great deal of work to be completed to ensure Voluntary Services is as effective as
possible and will continue to work towards the tactical deployment of volunteers against
SUHT strategic priorities in line with documents including: The Trust 20:20 Vision,
SUHT Annual Plan, in particular pages 16, 18
Standards for Better Health,
Essence of Care,
The Patient Improvement Framework,
Patient Experience Strategy,
South Central NHS, our NHS, our Future – ‘Towards a Healthier Future’
Skills For Health – Sector Skills Agreement for Executive Summary (England)
Volunteering England – Manifesto for Change.
and other national and local initiatives.
A great deal of ongoing work must be around communication of volunteer roles to staff. Of
prioritising the volunteer workforce we have, to where the Trust need is. Of keeping aware
and abreast of the changes in Trust priorities to ensure volunteers are ready and trained
appropriately to meet the challenges of the day and the future. Volunteering is not the answer
to all, however, carefully managed, volunteers are able to support the staff of this Trust to
release them to care for our patients and make us a world renowned Trust, volunteers are
proud to be part of.
Comments in a card from a relative –
To all the volunteers
I just wanted you to know that you are very much appreciated. I could not have managed
while my husband was here without your help in the different wards. I admire you all
J
Where Volunteers Help
Hospital
Broadcasting
14%
Hospital
Volunteers
63%
866
Volunteers
League of
Friends (x2)
20%
Radio
Lollipop
3%
Appendix A
Appendix B
Appendix C
OVERALL VOLUNTEERS PLACEMENTS AND HOURS ATTENDED EXTRACTED FROM PERSONNEL FILES AT SUHT – AUGUST 2008
DIVISION 1 – SURGICAL
DIVISION 2 – UNSCHEDULED CARE
Wards
Trauma & Orthopaedics
F1
2 vols
F2
6 vols
F3
4 vols
F4
2 vols
6 hours
14 hours
13 hours
11 hours
Surgical
F5
F9
E5
E7
E8
5 vols
2 vols
3 vols
4 vols
7 vols
13 hours
6 hours
10 hours
16 hours
20 hours
Eye Ward
1 vol
2 hours
Surgical Admin
Orthopaedics OPD
Fracture OPD
Surgical OPD
Amputees Clinic
Eye Hospital Admin
Endoscopy Clinic
Division 1 Totals
8 vols
4 vols
1 vol
1 vol
4 vol
1 vol
1 vol
22 hours
16 hours
3 hours
7 hours
7 hours
3 hours
2 hours
56 Vols 171 Hours
Elderly Care
G5
G6
G7
G8
G9
F8 Stroke
Baddesley Ward 3 vols
20 vols 85 hours
6 vols 15 hours
2 vols 6 hours
10 vols 43 hours
1 vol
3 hours
3 vols 7 hours
7 hours
Oncology
C3
C4
General Oncology
Macmillan Centre
1 vol
5 vols
6 vols
23 vols
4hours
18 hours
12 hours
80 hours
Time 4 You
Oncology Pharmacy
Acute Medical Unit
A&E
7 vols
1 vol
18 vols
12 vols
16 hours
6 hours
46 hours
28 hours
Medical
D5
D6
D7
D8
3 vols
3 vols
2 vols
3 vols
7 hours
6 hours
8 hours
8 hours
DVT Clinic
3 vols
21 hours
Division 2 Totals
132 Vols 426 hours
DIVISION 3 – WOMEN & CHILDREN
Princess Anne Hospital
Burley Ward
Broadlands Ward
Bramshaw Ward
Bassett Ward
Delivery Suite
Neo-Natal
Admin
OPD
Ultrasound
Breastfeeding Support
Breast Screening
6 vols
5 vols
2 vols
2 vols
19 vols
3 vols
3 vols
2 vol
1 vol
20 vols
4 vols
18 hours
15 hours
6 hours
6 hours
53 hours
9 hours
8 hours
13 hours
4 hours
37 hours
11 hours
G1
G2
G3
G4
Piam Brown Ward
Children’s OPD
Child Protection
Child X-ray
Bursledon House
2 vols
2 vols
1 vol
5 hours
12 hours
5 hours
6 vols
14 vols
1 vols
1 vol
5 vols
17 hours
53 hours
3 hours
2 hours
19 hours
Division 3 Totals
52 Vols 166 Hours
Child Health
DIVISION 4 – SPECIAL SERVICES
DIVISION 5 – DIAGNOSTICS & THERAPIES
DIVISION 6 – TRUST HQ
Cardiothoracic
D2
D4
E1
E2
E3
E4
2 vols
5 vols
7 vols
5 vols
6 vols
4 vols
Neurological
Gen Neuro
D & E wards
Rehabilitation
3 vols 9 hours
14 vols 49 hours
5 vols 14 hours
Radiology
X-ray
Infection Control
Patient Appliances
Haematology
Speech Therapy
Physiotherapy
Pharmacy
Occupational Health
Dietetics
Pathology
RSH Audiology
Discharge Lounge
2 vols
6 vols
1 vol
1 vol
7 vols
2 vols
3 vols
1 vol
2 vols
2 vols
1 vol
4 vol
9 vols
Chaplaincy
Admin/Clerical
PALS
PDA
Cashier
Talking Echo
Complaints
Library
Hospital Charities
Guides
61 vols
26 vols
1 vol
22 vols
2 vols
1 vol
1 vol
1 vol
1 vol
18 vols
Maxillofacial
1 vol
Division 4 Totals
52 Vols 166 hours
Division 5 Totals
41 Vols 156 Hours
Division 6 Totals
124 Vols 409 Hours
6 hours
24 hours
19 hours
16 hours
15 hours
12 hours
12 hours
19 hours
3 hours
2 hours
26 hours
9 hours
8 hours
3 hours
4 hours
12 hours
8 hours
15 hours
35 hours
134 hours
116 hours
3 hours
48 hours
4 hours
1 hour
4 hours
4 hours
4 hours
91 hours
2 hours
Grand Total
457 Volunteers
1494 hours divided by 37.5 = 39.84 wte
1494 Hours
Radio Lollipop
16 Vols
35 Hours
League of Friends
119 Vols
493 Hours
Hospital Broadcasting
110 Vols
League of Friends – Eye Unit
24 Vols
72 Hours
Appendix D
SUHT GENERAL VOLUNTEERS – HOURS WORKED AND PLACEMENT- BY DIVISIONS
APRIL 2008
WEEKS
1
2
3
4
TOTAL
SURGICAL
(Division 1)
SHIFTS
HOURS
10
33
10
30
7
21
7
22
34
106
UNSCHEDULED CARE
(Division 2)
SHIFTS
HOURS
33
110
34
97
36
104
35
108
138
419
Total c/f
WEEKS
1
2
3
4
TOTAL
SPECIAL SERVICES
(Division 4)
SHIFTS
HOURS
22
79
24
100
24
127
22
85
92
391
WOMEN&CHILDREN
(Division 3)
SHIFTS
HOURS
14
52
8
31
10
35
13
45
45
163
217 shifts
DIAGNOSTICS&THERAPIES
(Division 5)
SHIFTS
HOURS
12
43
15
53
11
39
18
61
56
196
Total c/f
Per
Week
Monthly
total
Total c/f
Totals b/f

MACMILLAN
SHI
HOURS
FTS
23
80
92
Shifts
Shifts
320
204
655
GUIDES
SHIFTS HOURS
hours - 688
Trust HQ
(Division 6)
SHIFTS
HOURS
15
50
27
85
27
77
17
64
86
276
Shifts 234
RSH
SHIFTS HOURS
10
91
10
37
40
364
40
148
hours - 863
PAH
SHIFTS HOURS
hours - 936
hours – 2487
Average week for staff p.p is - 37 ½ hour week x 4 Weeks = 150 Hours per 4 weeks.
8
32
26
104
Appendix E

April Volunteer Hours Total = 2487 divided by 150 (f/t hours for 4 weeks ) equates to 16.58 full time members of staff
nterpreters
Discharge Lounge
Guides/
Escorts
Feeding
Orthopaedics
Laranjectomy
Macmillan
Red Cross
PAT Dog
Time 4You
O.P.D.
ie X-ray
Ward Volunteer
PDA
Volunteer
Patient
Clinical
Outcomes
Stroke
Heart
Trauma
Heart Attack Centre
Diabetes
Patient
Experience
Privacy & Dignity
Communication
Information
Single Sex Accommodation
Admission Process
Patient Feedback
Patient Safety
Thromboprophylaxix
Nutrition
Acute Patients
Infection Prevention
Falls
Reducing Medication
Errors
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