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BACK TO BASICS Planning and Program Development Unlocking the potential to build and grow your volunteer program Presented by: Barb Wright, CAVS – Director.

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Presentation on theme: "BACK TO BASICS Planning and Program Development Unlocking the potential to build and grow your volunteer program Presented by: Barb Wright, CAVS – Director."— Presentation transcript:

1 BACK TO BASICS Planning and Program Development Unlocking the potential to build and grow your volunteer program Presented by: Barb Wright, CAVS – Director Volunteer Services Tennova Healthcare, Knoxville, TN

2 KEYS TO A SUCCESSFUL PROGRAM Assessment Assessment Service Guidelines Service Guidelines –Interdisciplinary and Community collaboration Policies and Procedures Policies and Procedures Joint Commission Requirements Joint Commission Requirements Volunteer Resources Volunteer Resources Reports and Records Reports and Records Bench Marking Bench Marking Strategic planning and program development Strategic planning and program development

3 A leader is one who knows the way, shows the way and goes the way John C. Maxwell

4 ASSESSMENT Merriam –Webster defines assessment as: 1. The action or instance of assessing : Appraisal 2. An opinion on the nature, character or quality of something.

5 LEARN TO ASSESS L = Look at your hospital and your program through new eyes; you have to understand the culture of your organization and where your hospital is headed. L = Look at your hospital and your program through new eyes; you have to understand the culture of your organization and where your hospital is headed. E = Evaluate who needs you/the volunteers the most; what impact will this service have E = Evaluate who needs you/the volunteers the most; what impact will this service have A = Ask yourself what is going to attract volunteers to your hospital/program/service A = Ask yourself what is going to attract volunteers to your hospital/program/service R = Reasonable expectation; dont do everything at once R = Reasonable expectation; dont do everything at once N =Never underestimate the possibilities; budget is a factor, but dont be held hostage if its something you believe in. Youll find a way! N =Never underestimate the possibilities; budget is a factor, but dont be held hostage if its something you believe in. Youll find a way!

6 Assessing Your Current Programs A = Assess the value and effectiveness of current services; have they passed their prime? S = Staff willingness to work with volunteers and do they recognize a need for volunteers? K = Know whats expected of you and your department. Be proactive.

7 Success = dedication, hard work, and an unremitting devotion to the things you want to see done.Success = dedication, hard work, and an unremitting devotion to the things you want to see done. Frank Lloyd Wright

8 SERVICE GUIDELINES Once you determine the areas or a new service for volunteers, then you need to set the guidelines for that service. Title Title General description General description Basic Information Basic Information Training Requirements Training Requirements Competencies Competencies Limitations or Health requirements Limitations or Health requirements The right to know law The right to know law Physical assessment of the program Physical assessment of the program Skills required Skills required Steps/functions of this service Steps/functions of this service Attach any support documentation Attach any support documentation

9 POLICIES AND PROCEDURES Two philosophies about policies and procedures 1. Its a road map of what should happen in any circumstance. OR 2. If you write it down you have to follow it.

10 Policies and Procedures State purpose State purpose Who will be served by this policy (staff, volunteers, both) Who will be served by this policy (staff, volunteers, both) Outline the policy and procedures as you see it. Outline the policy and procedures as you see it. Review or revise annually or as needed Review or revise annually or as needed Document that youve reviewed or revised either on each policy or with a cover statement at the front of the book. Document that youve reviewed or revised either on each policy or with a cover statement at the front of the book. Does your administrator need to review? Does your administrator need to review?

11 THE JOINT COMMISSION Surveys 20,000 health care organizations in the US each year The process evaluates a hospitals compliance with these standards Began unofficially in 1910; created as the Joint Commission on Accreditation of Hospitals Since 1951 has maintained state-of-the- art standards that focus on improving the quality and safety of care provided by health care organizations

12 BENEFITS OF A SURVEY Strengthens community confidence in the quality and safety of care, treatment and services. Strengthens community confidence in the quality and safety of care, treatment and services. Provides a competitive advantage in the marketplace. Provides a competitive advantage in the marketplace. Improves risk management and risk reduction. Improves risk management and risk reduction. Helps organize and strengthen patient safety efforts. Helps organize and strengthen patient safety efforts. Provides education on good practices to improve business operations. Provides education on good practices to improve business operations. Provides professional advice and counsel thereby enhancing staff education. Provides professional advice and counsel thereby enhancing staff education. Enhances recruitment and development of professional staff. Enhances recruitment and development of professional staff. Provides deeming authority for Medicare certification. Provides deeming authority for Medicare certification.

13 Benefits, continued Recognized by insurers and other third parties. Recognized by insurers and other third parties. May reduce liability insurance costs. May reduce liability insurance costs.

14 JOINT COMMISSION REQUIREMENTS What do we really know?

15 WHEN LOOKING FOR ANSWERS, LOOK AT THE FACTS Un-Announced survey process started in January 2006 Un-Announced survey process started in January 2006 Mirror Human Resources Standards Mirror Human Resources Standards Standards available on the JC web site www. jointcommission.org Standards available on the JC web site www. jointcommission.org Follow your policies and that of your hospital. Follow your policies and that of your hospital. Ask your fellow members about their survey. Ask your fellow members about their survey.

16 UNDER Q&A Q: Do the standards in the human resource chapter apply to contracted and volunteer personnel? If yes, how is compliance with the standards surveyed? A: The standards in the human resource chapter apply to direct, contract, and volunteer personnel providing patient care and/or services on behalf of an organization, regardless of whether the contracted organization is accredited.

17 Patient care personnel can include, but are not limited to: nursing, therapy, dietary, pharmacy, activities staff, drug and alcohol counselors such as AA counselors, and nursing assistants/aides Patient services personnel can include but are not limited to: homemakers, companions, sitters, chore workers, drivers, home medical equipment delivery and repair technicians. Non-patient care or service personnel who would not be included are, for example: volunteers who deliver the mail or flowers, staff the information desk, gift shop or library services, perform patient errands (e.g. writing and mailing letters or obtaining magazines and toiletries from the gift shop), conduct marketing or fund raising activities, or provide simple wheelchair transport services (e.g. discharging patients). Volunteers: When volunteers perform patient care or services the organizations must manage volunteer personnel just as they must manage services and personnel who are provided by direct employees

18 HR STANDARDS Standard HR.1.20 Staff qualifications are consistent with his or her job responsibilities. Standard HR 01.02.05 Hospital verifies staff qualifications and items such as criminal background checks and applicable health screenings. Standard HR. 01.04.01 The hospital provides orientation to staff by determining key safety content, policies and procedures, specific duties, sensitivity to diversity, patient rights and ethical treatment Standard HR 01.05.03 Staff participates in ongoing education and training. Participation is documented. Meet the needs of the population served. Standard HR 01.07.01 The hospital evaluates staff performance every three years or more frequently as required by hospital policy

19 VOLUNTEER RESOURCES If you build it, will they come? From where?

20 VOLUNTEER RESOURCES Blessed are the flexible for they shall not be bent out of shape! Open the box and really think about what kind of people would be attracted to your program. Communication – how are you going to tell them about your needs Make time for them- get them in as soon as theyre interested Set limits but be flexible about their schedule

21 TARGET MARKETING Millenials = 36-14 years old – 95 million strong Millenials = 36-14 years old – 95 million strong Boomers = 68-50 years old – 79 million stong Boomers = 68-50 years old – 79 million stong

22 Where can you find volunteers Churches Churches Salons are closed on Mondays Salons are closed on Mondays Businesses that want to adopt a service Businesses that want to adopt a service College Students College Students College teachers College teachers Retired Teachers associations Retired Teachers associations High School SOSE High School SOSE Krogers during lunch Krogers during lunch Health Centers Health Centers Technical colleges – secretaries, IS, health careers Technical colleges – secretaries, IS, health careers

23 Identify your problem areas Whats holding someone back from coming to volunteer for you? Whats holding someone back from coming to volunteer for you? How could you resolve this? How could you resolve this? Is there someone to partner with in the community? Is there someone to partner with in the community?

24 REPORTS AND RECORDS Record retention mirrors Human Resources Record retention mirrors Human Resources –Application –Criminal background check –References –Documentation that theyve received their service booklet, handbook, orientation materials, competency check list –Competency check list –Evaluations

25 Records….. –Complaints or problems youve addressed –Time sheets –Annual educational sessions –Recognition and awards –Correspondence –Letters of resignation –If they take medical leave –Exit interviews NOTE: Health records are to be kept separate

26 REPORTS Show the value of your program Currently the Independent Sector values volunteer time at $22.14. What is valuable to your organization Is it dollar value? Hours per month? Number of volunteers? Percentage of increase in hours, overall and by service? Year to date totals? How many patients you come in contact with? How many families you served? Talents and skills bank? Gift Shop records and fundraising reports

27 Collecting the Data How do you collect this information? - Each volunteer keeps track - Have another volunteer who enjoys this process to collect the information - Automated systems like Volgistics, or an Access program Collect it, use it and know it…..

28 Other types of records or reports By-Laws By-Laws Annual reports/State Annual Reports for Auxiliary Annual reports/State Annual Reports for Auxiliary Newsletters Newsletters Minutes of meetings Minutes of meetings Audited financial statements Audited financial statements Contracts and leases Contracts and leases Bookkeeping journals and ledgers Bookkeeping journals and ledgers Income Tax returns Income Tax returns

29 BENCHMARKING How do you know how youre doing?

30 What is Benchmarking From PubMed.gov Benchmarking - the process of establishing a standard of excellence and comparing a business function or activity, a product, or an enterprise as a while with that standard – will be used increasingly by healthcare institutions to reduce expenses and simultaneously improve product and service quality. From PubMed.gov Benchmarking - the process of establishing a standard of excellence and comparing a business function or activity, a product, or an enterprise as a while with that standard – will be used increasingly by healthcare institutions to reduce expenses and simultaneously improve product and service quality. *PubMed.gov; Georgetown University Medical Center, Washington, DC

31 Types of Benchmarking There are three kinds of benchmarking Internal – functions within an organization are compared to each other Internal – functions within an organization are compared to each other Competitive – doing business in the same market and provide a direct comparison of products or services Competitive – doing business in the same market and provide a direct comparison of products or services Functional and generic – are performed with organizations which may have a specific functions, such as payroll or purchasing, but which otherwise are in a different business Functional and generic – are performed with organizations which may have a specific functions, such as payroll or purchasing, but which otherwise are in a different business

32 Quantitative Measurements The process or activity that you are attempting to benchmark will determine the types of measurements used. Benchmarking metrics usually can be classified in one of four categories: 1. Productivity 2. Quality 3. Time 4. Cost related *PubMed.gov; Georgetown University Medical Center, Washington, DC

33 What Can You Measure and Compare? Full Time equivalency rate Full Time equivalency rate Hours of service Hours of service Revenue managed Revenue managed Cost per volunteer Cost per volunteer Multiple roles of DVSs Multiple roles of DVSs Department budget Department budget Number of FTEs as compared to other programs Number of FTEs as compared to other programs

34 Results of Benchmarking Which services or programs bring the most value to your organization and support the organizations mission and goals. Which services or programs bring the most value to your organization and support the organizations mission and goals. Helps you implement more creative, cost- effective ways to deliver services. Helps you implement more creative, cost- effective ways to deliver services. Keeping track of your successes helps you promote the value of your department and the role it serves in meeting the goals and mission of the organization Keeping track of your successes helps you promote the value of your department and the role it serves in meeting the goals and mission of the organization

35 Results – Best Practices Best Practices are the best of the best! Services are performed in a more cost effective, efficient manner.

36 Where do you look for Benchmarking Information? Hospital may belong to an organization Hospital may belong to an organization Professional societies – AHVP, SHVL and THVRP (state organization) Professional societies – AHVP, SHVL and THVRP (state organization) Web sites Web sites Newsletters Newsletters Ask other DVSs! Ask other DVSs!

37 STRATEGIC PLANNING Where do we go now that were up and running?

38 HOW TO CREATE A STRATEGIC PLAN……. IN 54 EASY STEPS

39 Step One… Throw out 50 of the steps and ask yourself these four questions: 1. What do I see as the mission and goals of the volunteer department and are they in line with the organizations mission and goals? 2. What program's would add value and are they unique? 3. How can I/we accomplish these goals and in what time frame? 4. Who can help us achieve these plans? Volunteers, staff, community

40 Your strategic plan is your road map for the future. Look at it annually and revise when needed. Be collaborative in your plan and get others involved.

41 INTERDISCIPLINARY AND COMMUNITY COLLABORATION In making your strategic plan think about other departments you could work with as well as community groups. Partnering is a great way of accomplishing a big project.

42 Collaborative Ideas Music program at the local college to come and play in the hospital Music program at the local college to come and play in the hospital Local Business – Starbucks; Bonefish; salons closed on Mondays Local Business – Starbucks; Bonefish; salons closed on Mondays Assisted Living facilities – often have their own transportation Assisted Living facilities – often have their own transportation Special needs class at a local high school Special needs class at a local high school

43 THE FINALE! The big secret to a successful volunteer program

44 THE PEOPLE…The volunteers you choose, the patients and families you serve. They are the reason for your work

45 To succeed in life you need two things: ignorance and confidence Mark Twain


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