Volunteer Service Team (VST)
In my capacity as the Volunteer Lead for ELFT, I am submitting this application for funding to illustrate the significant impact of a volunteer program and team on the future of the NHS. In light of the multifaceted challenges confronting health and care services, the proposed innovative volunteer program aims to address these issues and introduce novel operational frameworks to mitigate recurring challenges.
This proposal endeavors to seek solutions, foster innovation, and pilot new concepts, aligning with our core values of enhancing service user satisfaction, boosting staff morale, ensuring financial sustainability, and creating enriching volunteer opportunities conducive to the development of future healthcare professionals.
Background of VST (2022-2024):
As the Volunteer Lead overseeing all facets of the Volunteer Service Team, my responsibilities encompass strategic development, policy updates, website and database management, partnership cultivation, creation of volunteer opportunities, formulation of personal development plans, and overall administrative duties associated with volunteer recruitment and onboarding.
In 2022, I implemented a comprehensive restructuring of the volunteer service and its processes, aimed at establishing a well-organized, resilient, and sustainable framework capable of withstanding the pressures and demands encountered within the service. Key initiatives included:
- Recognition of NHS challenges and strategic utilization of volunteers to address these issues, emphasizing the untapped potential of volunteers to benefit service users, staff, patients, and volunteers themselves.
- Introduction of the Graduate Volunteer Programme, facilitating the placement of healthcare graduates into high-quality volunteer roles. This initiative not only provides staff with a pool of talented and diverse volunteers but also enhances patient experience and offers valuable work experience to volunteers.
- Establishment of a buddy system to provide support and assistance to volunteers and projects, fostering a conducive environment for mutual benefit and growth.
- Implementation of peer support networks for volunteers prior to commencement, aimed at enhancing volunteer retention, visibility, and overall satisfaction.
- Streamlining of the volunteer onboarding process, eliminating unnecessary administrative barriers and reducing onboarding time to six weeks through a structured six-step process.
- Development of a user-friendly website providing transparent and accessible information on volunteering, facilitating efficient management of the service and serving as a training platform for future volunteer project managers.
These initiatives collectively contribute to the sustainability and effectiveness of the Volunteer Service Team, embodying our commitment to innovation, collaboration, and excellence in volunteer management within the healthcare sector.
In 2023, in collaboration with colleges, universities, and local council departments, we piloted the Graduate Volunteer scheme, yielding enduring and substantial benefits for staff, patients, and volunteers alike. That year, we successfully engaged 93 volunteers.
As we progress into 2024, we anticipate on-boarding an average of 189 volunteers per quarter, with this figure being constrained by our limited capacity. This upsurge in volunteer numbers is attributed to the exceptional experiences reported by participants in the trials, who subsequently shared their positive feedback with colleagues and peers.
Looking ahead to 2025-2027, our objective is to build upon our previous successes and allocate resources towards research endeavours that can inform future volunteer programs across the Trust. The forthcoming proposal, which will be presented in full detail, outlines plans to transition from a single staff member to a team of nine. With this expanded team, our aim is to scale up the 'Student, Masters, PHD, and Graduate Volunteer Scheme', thereby enlisting thousands of new volunteers to bolster support across the entirety of the Trust and address persistent challenges within our organization.
It is our aspiration that the insights garnered from this three-year initiative will catalyse fundamental and profound transformations within the NHS, propelling us beyond crises towards resolution, rejuvenation, and revitalization.