Evidence submitted by Attend (PPI 163)
1.1 WHO WE
ARE
The members of Attend (the umbrella body) whose
members are best known as of Leagues of Friends have been supporting
the local delivery of health since well before the NHS was founded.
Traditionally the contribution is dismissed
as part of the "Jam and Jerusalem" culture. However
in 2006, from a national survey of its members, Attend is able
to evidence:
It has 31,000 active members £47 million
was raised to support services. 11,000,000 hours of volunteering
were given which at the national minimum wage is equivalent to
£5.35 per hour which equates to a further £58 million.
Such a contribution is more than just good intentions,
and represents both enormous goodwill and fundamental support
to the delivery of health in local communities.
1.2 IS VOLUNTEER
SUPPORT ENDURING?
In the last five years the WRVS have indicated
that their numbers of active volunteers has dropped from 95,000
to 60,000. The numbers of volunteers working with Attend has also
dropped from 38,000 to 31,000.
Additionally, Professor Colin Rochester from
Roehampton University advises us that 75% of volunteers in health
and social care are aged 50 or over, and that they are doing 80%
of the volunteering hours. His conclusion is that younger people
are more selectively and less fully engaged in the field (December
2006).
However, while these figures are challenging
enough, they hide a significant shift away from the big hospital
institution and greater support of the less bureaucratic, service
delivery organisations.
Positively, as part of Health Month (January
2007), Attend carried out a survey of the public in hospital perceptions
of volunteering to support the NHS. The sample set was over 1000
of which 90% strongly agreed, or agreed that volunteers should
support the NHS.
Further 55% of respondents recognised and supported
the concept of volunteers being involved in monitoring of services.
2.1 ISSUES THAT
ENCOURAGE AND
DISCOURAGE VOLUNTEERS
IN SOCIETY
TODAY
Volunteers need to feel that their contribution
is valued; aspects of this could be highlighted as:
(i) The Opportunity to Make a Genuine Difference
If people are to give their time, particularly
if they are younger/professionals they wish to see a direct and
tangible outcome for their volunteering. Just being part of committee
(which once had worth and status) is not particularly valued today.
(ii) A clear understanding of what is required
Every time a change occurs a significant cohort
of volunteers will choose to leave.
Any change can be seen as a negative evaluation
of a previous contribution.
Also if volunteers are feeling disenchanted or
undervalued, it is an opportunity to opt out.
(iii) Appropriate Leadership
Leading volunteers and the quality of that leadership
is vital to the sense of vision and the achievement of objectives.
The appointment of the leaders and their ongoing
support and training is required.
Increasingly volunteers are looking for tangible
benefits from their contribution. Traditionally, this has been
confined to recognition, but increasing accreditation and recognised
training are seen as vital to support volunteers.
In the "new world" of volunteering,
volunteers are less interested in fulfilling infrastructure roles.
Increasingly paid staff are required to work in tandem, fulfilling
roles previously carried out by volunteers such as minute taking,
letter writing and negotiation.
3.1 SPECIFIC
SUGGESTIONS FOR
THE FUTURE
OF PATIENT
AND PUBLIC
INVOLVEMENT
(i) Opportunity to make a genuine difference
Currently, there is little public recognition
of PPI Forums, and no real understanding of the difference between
them and CHC's.
Alongside there has been other new initiatives
e.g. PFIs and PALs all of which crowd into the public consciousness
and add to the general confusion.
If new enthusiastic volunteers, unencumbered
by history are sought, the unique selling point of LINks needs
to be clearly articulated.
(ii) A clear understanding of what is required
Attend has undertaken training for the Department
of Health, the Home Office, the Cabinet Office and the Welsh Assembly.
It recommends that the HR model is adopted with
clear definitions of each role performed and an associated person
specification clearly indicating skills, knowledge and attitudes.
A rigorous selection and matching exercise should
be undertaken.
There should be compulsory induction with core
skills training.
There should be a robust review (appraisal)
system.
(iii) Appropriate leadership
Attend co-ordinates a training consortium (WRVS,
CSV, NAVSM, NIMHE, Red Cross, St John, Macmillan and Age Concern)
to train their volunteer managers. They come from a variety of
backgrounds and some are paid others are volunteers.
This outlines essential skills and techniques
in managing volunteers, and offers and NVQ level 3 and affiliation
to the Chartered Institute of Personnel and Development as an
outcome.
(iv) Tangible benefits
Accredited training for volunteers which recognises
volunteer hours, skills gained will particularly encourage the
diversification of the volunteers group.
(v) Focused support
Providing the appropriate support doesn't have
to be expensive: Attend supports 800 groups on a UK wide basis
with 14 staff, and has a turnover of less than £1,500,000.
A delivery rather than bureaucratic model could
produce both and effective and efficient support, but also provide
a degree of quality assurance and unfortunately in an England-wide
basis.
Attend
February 2007
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