For our summer edition Dr Stuart answers a question from a volunteer manager in an NHS setting.
Dear Dr Stuart
I have recently taken up the post of Voluntary Services Manager in a local hospital.When I first arrived I realised that the volunteer policies and procedures hadn’t been updated for a while, so my first task was to update them.
In addition to this, I wanted to ensure that the information we hold on volunteers is also up to date, so I sent out a pack to each volunteer asking them to complete the new forms that I’d designed.
Unfortunately, I haven’t had a very good response, and some volunteers have left because they don’t want to complete the paperwork.What can I do?
Dr Stuart replies:
When someone starts a new role managing volunteers, it’s only natural to want to check what systems and procedures are already in place, and update them if necessary.
Sometimes though, there can be a lack of communication about why these changes are happening.It could be that the volunteers feel unsettled, and are unsure of the direction that the volunteer programme is taking.Maybe they’re not clear about where they fit in, or if their roles will change, or if the hospital’s expectations of them will change.
If you haven’t do so already, it would be worth contacting the volunteers individually (either by letter or by telephone), or arranging to meet with them all, just to give you an opportunity to introduce yourself and explain to them any changes that you plan to make to the volunteer programme.
Make sure that the volunteers understand the reasons for any changes that you make, as this will help you to keep them onside as you implement the changes.If you are managing a large number of volunteers, then you may need to assess whether the existing methods of communications are still suitable, or if you need to establish other ways of passing on information to, or getting feedback/ideas from, volunteers (for example through e-newsletters, emails, online forums, volunteer meetings etc).
Also, remember that some volunteers may need extra help or support to fill in any paperwork.For instance, some volunteers may not speak English as a first language, or they may have learning difficulties or a physical condition that makes it difficult for them to write.
If this is the case with some of your volunteers, then do bear in mind that they may be reluctant to disclose such information to you, especially if they feel that their ability to carry on performing their role may be called into question.
Sometimes it can be harder to take over the management of an existing volunteer programme than it is to set up a new one.Also, your position as a Voluntary Services Manager within the NHS may present challenges that are distinctive to the statutory sector.
For instance, the NHS is a well-established institution with clearly defined structures, and the running of your volunteer programme may vary greatly from how volunteers are managed in small, local voluntary organisations.Because you already have a well-established bank of volunteers, it’s best to take a personal approach with them, to ensure that any insecurities or anxieties they may have are alleviated as soon as possible, so that the volunteer programme continues to run smoothly during the transitional phase.
By offering additional support to volunteers and reassuring them about any changes that you are planning, you should be able to implement the changes without it disrupting your retention levels.
Further information:
Volunteering England’s Good Practice Bank
www.volunteering.org.uk/goodpractice
National Association of Voluntary Service Managers
http://www.navsm.org.uk/
