Background to the Research

• Since 1996, the HSS Management Executive has been involved in promoting the involvement of volunteering through HSS boards and trusts. This report reviews the work undertaken by boards and trusts in relation to volunteering between 1997-99.
  

Research Approach

• A review was carried out of the policy guidelines on volunteering produced by the 4 HSS boards and 19 trusts, alongside this 4 focus groups were held - one in each of the board areas, to discuss current and future involvement in volunteering.
  

Main Findings

• All boards made a commitment to the development of volunteering and support for the individual volunteer.
• Two boards sought to manage volunteering through the establishment of a Volunteering Committee or Steering Group, whilst the other 2 refer to the need for clear managerial arrangements.
• All 4 boards stressed the need to recruit volunteers in accordance with existing procedures, statutory requirements and legislation in order to maintain standards of care.
• Whilst policy documents expressed a commitment to supervising and supporting volunteers, it was not evident how this was to come about in practice.
• All boards and trusts acknowledged that volunteers were complementary to paid staff and not a substitute for them.
• There was a lack of clarity in relation to the resources available to support the increased volunteer activity in the statutory sector.
• There was a lack of clarification in Purchaser Prospectuses on the expectations and resource implications of volunteer activity within services.
• The extent to which service agreements and contracts reflect the true cost of volunteering remains an issue.

Conclusions

• Data on volunteering across the boards and trusts is incomplete.
• Policies and procedures need to be put into place that distinguish between volunteers and paid employees, whilst at the same time protect the employer, paid staff, the volunteer and the client/patient.
• Clear management responsibility for the promotion and support of volunteers is important. Volunteering needs to be a part of the relevant manager's work plan and job objectives. The greatest progress in implementing policy was made where this was the case.
• The use of language and terminology that relates to paid staff has the potential to undermine the principles of volunteering and create friction between employees and volunteers.

Recommendations

• All HSS boards should specify what they expect from the trusts if they are to maximise the involvement of volunteers.
• All boards and trusts should clarify what information is required in the audit.
• Boards and trusts should ensure that the management and supervision of volunteers is the responsibility of an individual, who has that function as a major part of their job title.
• Trusts should develop links with their local volunteer bureaux for assistance with the development and management of volunteering.
• Personnel documents and procedures should not use the language of employment, instead they should reflect the differences between voluntary and paid work.
• As volunteering is developing across the boards and trusts, a forum should be established to share best practice.