NG08-09 Volunteering in NHSScotland Future of the Volunteering Programme Draft Action Plan Introduction This paper provides an overview of the suggested activity that an extension of the Programme through to March 2015 would include. It should be noted that the timescales for a number of projects have not been specified. This is to allow for the schedule of activity to be planned appropriately only once the content has been finalised. Action for National Group The National Group is asked to review the content of the plan and comment on its contents, advising of any gaps in activity or any amendments required. August 2013
Volunteering in NHSScotland Developing and Sustaining Volunteering in NHSScotland Outcomes The National Group for Volunteering in NHS Scotland agreed the outcomes below which formed the basis of the programme to develop and sustain volunteering from October 2011 until March 2014. The action plan below outlines a proposed continuation of the Programme until March 2015. NHS boards will be asked to identify actions under each of these outcomes which will provide a framework with which to measure progress over the programme. This outcomefocussed approach will be underpinned by an evaluation framework to assist NHS boards and the National Group to evaluate the work. Outcome 1 Volunteering contributes to Scotland s health by (a) enhancing the quality of the patient experience, and (b) providing opportunities to improve the health and wellbeing of volunteers themselves. Outcome 2 The infrastructure that supports volunteering is developed, sustainable and inclusive. Outcome 3 Volunteering, and the positive contribution it makes, is widely recognised, with a culture which demonstrates its value across the partners involved. August 2013
Outcome 1 Volunteering contributes to Scotland s health by (a) enhancing the quality of the patient experience, and (b) providing opportunities to improve the health and wellbeing of volunteers themselves. Drive implementation of the Developing Volunteer toolkit sessions to acute, community and social care settings reporting on usage. Outcome 2 The infrastructure that supports volunteering is developed, sustainable and inclusive Support the development of SLAs (or Partnership Agreements) with third sector organisations who engage NHS Boards with volunteers on behalf of NHS Boards, clarifying boundaries and ensuring compliance with NHS policy. Undertake a pilot phase of the Volunteering Information System. August September 2013 Rollout of Volunteering Information System November 2013 March 2014 Oversee the implementation, ongoing maintenance and development of the Volunteering Information System. VIS Project Board Deliver training on the use of the Volunteering Information System to users. Provide on-going support to NHS Boards in their use of the Volunteering Information System. Ensuring the system becomes an effective tool, which supports IIV and the local management of volunteers etc. Investigate access to Volunteer Development Scotland generic volunteer management training August 2013 Page 3 of 5
Outcome 2 The infrastructure that supports volunteering is developed, sustainable and inclusive Identify members of the volunteer managers network who would be willing to provider mentoring roles to new staff. Influence the use of a standard volunteer application form for use throughout NHS in Scotland. Facilitate improvement planning sessions with NHS Boards referencing recommendations from the venable research Undertake a mapping exercise which highlights funding arrangements for volunteering programmes in each NHS Board, i.e. whether posts are recurring and/or core funded Undertake to share learning with NHS Boards from Voluntary Action East Renfrewshire March 2014 Government funded projects in East Renfrewshire and Angus Voluntary Action Angus Facilitate regional meetings of the network of volunteer managers and national meetings where appropriate Develop and promote the Handbook for Volunteering in NHSScotland, highlighting good practice and ways to address some of the challenges identified by volunteer managers Produce a national overview of volunteer demographics and work with NHS Boards to support inclusive volunteering opportunities at all levels. Produce regular newsletter for dissemination amongst volunteer managers network National Group for Volunteering March 2014 August 2013 Page 4 of 5
Outcome 3 Volunteering, and the positive contribution it makes, is widely recognised, with a culture which demonstrates its value across the partners involved. Produce briefing notes for GPs and other general practicebased staff on the value of volunteering and how it can contribute to health Map existing provision and influence consideration for volunteer engagement in the hospital discharge process, which would be inclusive of third sector provision Produce briefing notes using the data available through the national Volunteering Information System Review communications framework and NHS Boards use of the framework, influencing usage. Provide guidance to NHS boards on demonstrating the By October 2013 economic and other impacts of volunteering. NHS boards Support NHS boards to develop Employer-Supported Volunteering initiatives. NHS boards By October 2013 Evaluate the progress made through the Volunteering in NHSScotland Programme Other activities for consideration September December 2014 Learning from Change Fund projects This has been mentioned in a number of documents but is not an area of work the has any experience or knowledge of. There may however be some relevance, for example, in relation to volunteer roles in the post-discharge process that have been raised. Employer Supported Volunteering A review amongst Boards has highlighted limited or no progress since the ESV guidance was produced by VDS. VSMs asked for the guidance to be reissued. It is not felt that the content needs amended. CEL to be issued on use of Volunteering Information System Given the resource and efforts put into its development it would not be appropriate for NHS Boards to opt out of using the system. To not do so increases the risk of some Boards not using the system and retaining inefficient, paper-based or non-existent systems. August 2013 Page 5 of 5