Background Volunteers contribute to patient care directly and indirectly, including the needs of carers, families and friends. There was a need to transform volunteering to make sure volunteering is safe, sustainable and transformational whilst supporting palliative care at the hospice. A new structure was developed to enable:
Improved communication to and for volunteers
A direct contact person for volunteers to go to with any concerns
New processes and procedures to be put into place
Promote volunteering opportunities for all departments
Volunteers from all areas to be trained and supported
Enhance diversity within LOROS
Increase the knowledge of and respect for the charity within the community
Creation of ‘Volunteer Voice’: a support group that has membership from the senior management team and volunteers.
Volunteering was categorised into different areas/services e.g. clinical, snack bar, fundraising, shops. Role descriptions for each area were created. This enabled:
Clear expectations for each role
Identification of training requirements
Additional support and clinical training for those directly supporting patients on the ward and within home visiting.
Looking at other specialist roles for volunteer.
Data Management ensured correct volunteer details, benefits included:
Progression of training
Better reporting mechanisms to Management
Volunteering within LOROS sits within the strategic aims of the organisation in order to support its service offer and financial sustainability. Whilst maintaining a positive reputation with an associated high public profile, volunteering continues to grow: we now have 1481 volunteers (increased by over 300 in one year). Volunteering is also working on a number of initiatives transforming palliative care into the community:
Telephone be–friending service
LOROS Local, a mobile resources in the community [See abstract #164]
Supporting LOROS @ home service.
With all of the above now in place we have a sustainable volunteering model for the hospice.
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