bluuebunny/crossref_metadata_2025_split huggingface dataset:
P31 Neighbourly support in our local communities
Authors: Pyke-Lees Celia , Cave Jane , McDonough Elaine 
Published: October 2013

IntroductionIn mid-2012, we decided to create a volunteer service to complement our Hospice at Home service, extend our ability to support a patient’s choice to remain at home at the end of their life and widen the reach of our services.The vision is for volunteers to support end of life clients in their own local communities through such activities as walking the dog, hanging out washing, taking the children to school, shopping, light gardening, or simply providing companionship.MethodA project group was set up to monitor and support the project’s progress and a project manager was appointed. Current service provision was scoped to ensure that the Hospice Neighbours scheme is not only required but also complements any service provision already in place. The project manager worked closely with Adult Social Care, General Practitioners and local community groups.Starting first in three pilot areas, we have so far recruited over 40 volunteers. A bespoke training programme was developed and delivered to our first group of Hospice Neighbours volunteers. The aim of the training has been to provide practical support and advice such as, food hygiene training, fire safety awareness (kindly supported by the Fire Service), lone working etc. The feedback received from our new volunteers has been extremely positive with all of them feeling confident in their new volunteering role.ProgressWe are now supporting our first clients in their own homes. The project manager undertakes an initial risk assessment visit to meet the client, discuss their needs; and then matches a volunteer to the client. Nominations for client support are increasing and our intention is to roll out the service across the whole of our area over the coming year. We are now recruiting volunteers and clients for the next three areas.
P32 Talking whilst there’s time
Authors: Popplestone-Helm Sarah , Tomkins Anne 
Published: October 2013

IntroductionHelp the Hospices encourages us to develop the roles of volunteers by ‘building on existing practice, promoting excellence in the future and exploring new approaches to volunteering.’(Volunteers: Vital to the future of Hospice Care. 2012 p. 3)Increased levels and complexity of referrals, limited resources and a 3 month waiting list for counselling encouraged us to look at developing the counselling service to introduce volunteer counsellors and volunteer s counselling students.AimsThis project aims to support patients and families with complex needs, saving the Hospice money, resources and cutting the waiting list, whilst giving students and qualified counsellors the opportunity to work within Palliative Care, giving them the opportunity to enhance existing good practice and extend their skill base.MethodsWe worked alongside organisations who had also considered this way of working, looked at what they had learned and what might have been done differently. We linked with universities regarding courses suited to the Hospice ethos, and how a hospice placement might enable best learning for students.Paperwork was designed and trialled.Universities approached and criteria for students and volunteers agreed.Adverts were placed in appropriate professional journals, interviews carried out.Induction and training plans developed, and education delivered.OutcomesBuilding on existing practice enabled us to offer patients and families the opportunity to ‘talk whilst there’s time’.Students and qualified counsellors have trained and experienced working within palliative care, thereby promoting excellence in the future.264 volunteer counselling hours have been worked in the first 6 months, saving the Hospice £4000: the counselling waiting list has been cut from 3 months to 3 weeks.In exploring this new way of working we have developed and expanded our service and have been pleased to share our findings through education, supervision and networking.
P33 Development of a volunteer forum to engage with our key workforce
Authors: Moorey Alison , Lemm Emma , Cleeves Ruth 
Published: October 2013

During the Hospice’s 25th Anniversary year a group of Trustees and senior staff, along with a Volunteer Consultant, undertook a ‘listening exercise’ to improve engagement with our local community. One of the recommendations of the project was to establish a formal method of consulting with our volunteers.Building on the success of our volunteers winning The Queens Award for Voluntary Service, the proposal to establish a forum was made at the annual volunteers meeting and a group emerged of those who were interested in becoming forum members.A Chair was elected by the group and Terms of Reference drawn up and agreed when the meetings commenced in October 2012. The forum now has 19 members, representing all areas of volunteer input including retail, and the Chair meets regularly with the Chief Executive and Volunteer Services Leader so that issues raised can be formally reported to the Management Team.The forum provides real opportunities to formally engage with our volunteers, aligning with two of the key operating principles identified by the Commission into the Future of Hospice Care – ‘developing the hospice workforce’ and ‘reaching out – promoting conversation, informing and supporting choice’. Forum members have reported they are better informed about all activities of the Hospice and feel that their voice is truly valued. Members are planning to visit other hospices to learn about examples of developing roles of volunteers and feedback to the forum.Formal feedback from volunteers is obtained by means of an annual survey and this will include feedback about the forum so that we can ensure all volunteer voices are heard. As the Trustees consider future options to develop our services to meet growing needs, the forum will enable effective strategic contribution from volunteers, as recommended in the Commission’s report ‘Volunteers: vital to the future of hospice care.’
P34 Emotional competence as the baseline for volunteering in hospices
Authors: Stogdon Mark 
Published: October 2013

In the summer of 2011 North London Hospice set out to refresh our approach to volunteering to include:Developing a different model of volunteeringIncorporating Volunteers as part of our workforce (under HR)Moving the management of volunteers to our services/departmentsEncompassing volunteers from Retail & FundraisingIncreasing the variety of roles to match needDeveloping a more highly trained volunteer workforceImproving ongoing support and communicationOur approach was to regard‘Emotional competence’to be the highest context of training and preparing volunteers and we have designed a baseline programme which we have named ‘Oyster’ training. The amount of training corresponds to the emotional complexity of the work and then the service itself undertakes further supervision, mentoring and training to assist the volunteer in to the specific role. At the higher end this is work undertaken by volunteers who are working for our new Loss & Transition service, which provides pre and post bereavement support. We have learnt that for the transition of volunteers to services to work effectively it is important to structure the services to lead on particular volunteer roles; for example new Loss & Transition Co-ordinators developed from a Social Work re-structure and a Front of House Volunteer Lead from an Admin and Facilities re-structure. The hearts and minds part of the development both for staff and volunteers requires regular face to face contact; relationship being an important underpinning of the change. This is all still work in progress and the development of the capacity for volunteers to co-ordinate themselves and support each other is the next important step.
P35 Volunteer line management training and support
Authors: McCartney Louise 
Published: October 2013

Introduction“Volunteers are vital to the future of Hospice care”, as are those who manage volunteers.The management of volunteers and acceptance of responsibilities was inconsistent across our Hospice: limited allocated line mangers; fear of managing situations and volunteers “wrong”. It was essential to develop a line manager programme, training and support as volunteer numbers increased and to effectively support our community of 900 + volunteers. The aims:Delegate responsibility of volunteers to departments e.g. trainingEngage volunteers at departmental levelDevelop skills to manage volunteers effectivelyAdherence to policies and proceduresMethodsMulti-step approach ensured the programme was manageable:Redesign and create policies and procedures, e.g. resolving difficulties, through consulting with staff and volunteersOutlining responsibilities of line managers, volunteers and Voluntary Services (VS)Provide clear structure to address and manage problemsEstablish role descriptions allocating volunteer line management departmentallyLine manager trainingExternal trainerVS led sessionsAccessible informationDepartmental foldersVS intranet pageBi-monthly line manager meetings: maintain volunteer data, discuss initiatives and problemsAnnual line managers training/updatesNew staff inductionsConclusionSuccesses:Clear management within agreed procedures and responsibilitiesDepartmental volunteer line managers allocatedVolunteer training and development of roles has increased due to increased knowledge and confidence of line managers working with volunteersVolunteer engagement and commitment has been fostered through good people management and treating volunteers fairly, resulting in increased volunteer numbers and higher retention ratesVolunteer line managers seek advice on how to address problems and manage volunteers as opposed to expecting VS to deal with all volunteer requirementsReduced dependence on VS enabling focus to be on data maintenance and strategyCreated a peer support network amongst line managersDue to the successes and learning from the experience we are undertaking the process for remote retail managers.
P36 In Patient Unit (IPU) volunteer line management and expansion of volunteer roles and responsibilities
Authors: Lane Carol , McCartney Jeanette , McCartney Louise 
Published: October 2013

IntroductionIt was recognised, at the Douglas Macmillan Hospice (DMH), that there was a need to diversify the role of IPU volunteers to support the clinical services. Previous attempts to increase the roles and responsibilities of volunteers on the IPU failed due to: lack of line management, staff perception of volunteer competencies and fear of the loss of staff roles. An IPU volunteer co-ordinator (VC) was appointed to develop the role and to work within best practise line management, as defined and implemented by Voluntary Services across the hospice.MethodsA Band 3 Health Care Support Worker (HCSW) was seconded from the IPU initially for 37.5hours/week for 3 months and 15hours/week subsequently into the role of VC. The HCSW retained clinical hours to maintain clinical skills. The VC worked in consultation with the IPU team to identify additional volunteer roles. The following were identified:Care: e.g. assistance with personal hygiene, nutrional needsCompanion: companionship to patientsSitter: being with patients who require supervision e.g. patients who are anxiousEscort: escorting hospital appointmentsThe IPU team were involved in the training and competency process so that they took sownership and responsibility for new volunteers. The VC is responsible for recruitment, training, rostering and appraisal of the volunteers. The staff on the IPU have access to the volunteer details so that they can access the volunteer, if needed, outside of the rostered hours.ConclusionThis role has been well received:SuccessesIncreased volunteer numbers and rolesEnhanced the diversity and quality of care provided on the IPUEffective management of volunteers ensuring volunteers are retained, feel valued and integrated into the teamA further 10 competencies have been introduced to develop the IPU Care role further including taking and recording blood pressureFollowing the success of the role the 3 bed community led DMH unit, recruited a volunteer coordinator for 16hours/week.
P37 The 100% project
Authors: Neely Roslyn 
Published: October 2013

BackgroundThere is anecdotal evidence that families who have a child with a life-limiting condition experience isolation and stress because people avoid engaging with them about issues around death, dying and bereavement. Scotland has a number of organisations who are now focusing on how to encourage a societal shift in attitudes. As a children’s palliative care organisation, there is a responsibility to families to contribute to this work.The 100% Project is a community engagement project which aims to start conversations about death, dying and bereavement in a life-affirming way.AimThe 100% Project comprises a range of events and social media activities which aims to:Promote positive attitudes to death, dying and bereavementTackle the silence and isolation experienced by those affected by death, dying and bereavementRaise awareness amongst those involved with the organisation, including service users, staff, volunteers, the public; and develop people’s skills and confidence in this areaPromote community involvement with and understanding of issues relating to life-shortening conditionsApproachThe 100% Project will build gradually towards more difficult conversations around death and dying, by starting with a range of accessible, non-challenging activities. These include a social media poll to decide Scotland’s Top Tear-jerker film; as well as engaging individuals in submitting uplifting pictures, quotes and stories. The 100% Book Club aims to generate conversations, bringing small groups together in local communities. In partnership with Good Life, Good Death, Good Grief, “Before I Die Walls” will generate positive publicity about the campaign across Scotland.Outcomes and Implications for PracticeIt is hoped that this project will reduce the misconceptions that surround children’s hospice care, and contribute to a national conversation in Scotland about Death, Dying and Bereavement, ultimately improving quality of life for families.
06 ‘Being There’ - Evaluation of a Network Approach to 24/7 Specialist Symptom Management for Children and their Families
Authors: Maynard Linda , Binns Mandy , Lynn Debbi 
Published: October 2013

Provision of 24/7 symptom management for children with life-threatening conditions via a whole network approach is unusual. We have evaluated this innovative service method, delivered by five clinical nurse specialists, across a predominately rural geographical area, aligned to a dispersed Children’s Hospice Service. Service objectives were: symptom management support; open access to families and professionals; choice in place of care and death and collaboration to develop common approaches, shared pathways and management plans.An 18 item questionnaire was developed to audit service standards; two open questions aimed to elicit good practice and areas for development. Stakeholders (n = 48 families, n = 121 hospice staff and n = 129 external professionals) were surveyed by internal or external mail. Overall response rate was 47% (families 54%; hospice staff 50%; external professionals 41%).Two thirds of respondents reported that the team provided as much as needed with service standards. Around the clock symptom management support was highly valued (88% of respondents reported as much provision as needed). Assessment of emotional symptoms and response to telephone queries within four hours were areas for development. High levels of satisfaction were reported (n = 108, 83%) and three quarters of respondents rated the team extremely responsive, reliable and flexible. Comparison between groups showed no significant differences except for: usefulness of support and advice given by the team; usefulness of the ‘out of hours’ call handling service and extent to which the team assessed a child’s emotional symptoms. Qualitative data revealed that the team ‘spanned organisational boundaries’; provided care ‘any time of the day and night’; ‘filled a critical gap’; ‘gave families time’ and was perceived by them as ‘the glue between professionals’ and a ‘life line’.The service had a much greater impact that expected in all key objectives and demonstrated that a network approach to service delivery is possible and highly effective.
P38 The UK square table programme – an engagement tool for hospices
Authors: Gelb Barbara 
Published: October 2013

IntroductionDuring 2010-11, 41 Square Table events held across the UK. More than 1,500 people took part, including families of children with life-limiting and life-threatening conditions, young adults who have grown up using children’s palliative care services, health, social care and education professionals as well as other community leaders.AimsThe Square Table programme aimed to:Deepen understanding of children’s palliative care within communities.Act as a catalyst for communities to work better together to meet the needs of children and families.Stimulate children’s hospices and other providers to develop their services.Methods and resultsThe Square Table is a structured discussion, where all sides of the table are the same length to symbolise all views as equal in merit. Most were hosted by children’s hospices, enabling a better understanding of the needs of users and reach out into their communities.There were some common themes which emerged:Low awareness has a negative impact on access to services.Greater coordination of services and partnerships is needed at all levels.Key working is seen by families as a necessity for helping navigate a complex system.Serious concerns about support for young people making the transition to adulthood.The future sustainability of services is a concern, particularly in the context of a fragile economy.Follow upProgress has been made by services since the programme, particularly inWidening family support servicesImproving partnership working and collaboration with the statutory sectorDeveloping new servicesImproving communicationConclusionThe Square Table concept is a valuable tool for hospices to engage more effectively with communities and in service development, especially in response to the Commission into the Future of Hospice Care.
P39 Newham bereavement service – a community engagement project
Authors: Colclough Lourdes , Burnard Sarah 
Published: October 2013

AimThe aim is to assess the bereavement needs in Newham and to provide support that is sensitive to the cultural, religious and language requirements of the borough’s population. The service operates via a compassionate community model, providing training to enable the local population to support people within their locality, as well as improving local knowledge around death and grief.BackgroundNewham has a diverse community, with 68% of its 247,614 population coming from Black and minority ethnic communities (ONS, 2008). The estimated number of deaths in Newham in 2008 was 1,437 (ONS, 2008), yet the majority of those bereaved did not access professional support. Cultural attitudes to death and grieving could prevent people from accessing formal bereavement services and many people could be unaware of other areas of support they could access.ApproachVolunteers, who are reflective of the local community, are being trained, on an on-going basis, as befrienders, allowing those who may not choose to access professionally led services to receive support and information following bereavement. Referrals are triaged to the service via Newham Psychological Services who partner us in providing this service. The service is mainly operated by volunteers, with only two members of staff dedicated to the service on a part-time basis.Findings and RecommendationsWe evaluate the impact of our service by measuring several factors including how the support has affected service user’s lives.ConclusionThe services is in its first year, of three commissioned, but has had a strong start up with a high number of volunteers trained and ‘active’. The level of uptake will allow us to find out the gaps in service provision/uptake and the need for informal support. This model could be replicated in other boroughs if the need and response is supported.
P40 A hospice chaplaincy approach to community outreach: Building end of life groups within faith communities
Authors: Thompson Hilary , Boucher Vivi 
Published: October 2013

IntroductionThis innovative piece of Hospice Chaplaincy outreach is in its infancy. It is a listening project concentrating on multi faith communities in a richly diverse multi ethnic, multicultural inner city borough. The focus is on End of Life Care and Hospice services.AimsThis project aims to build long lasting relationships between local faith communities and the Hospice. It is organic and will develop according to the expressed needs of the stakeholders.MethodA local council map of places of worship was divided into four smaller areas and a project plan developed. Faith leaders in the first area were visited. Several introductory workshops were held in the Hospice. The Chaplain was invited to speak and give workshops in some faith communities. A training programme for volunteers to support End of Life Groups in faith communities was initiated. Work in area one is being sustained while visits to faith leaders begin in area two.ResultsAll thirty five faith leaders in area one were visited and invited into the Hospice for an introductory workshop. Twenty seven attended. A significant number had not met before. A second workshop was requested and several requested talks and workshops to be given to their faith communities. This has resulted in the development of a series of workshops based on the needs of these faith groups.DiscussionSo far the results are consistent with the aims. Faith leaders meeting for the first time were able to explore possibilities of working more closely. Several have come into the Hospice to attend other events. End of Life groups are beginning in faith communities. Death is being discussed.ConclusionInformation given is often based on professional assessment of what is wanted, this ensures that we listen and respond to articulated needs. Working systematically with smaller groupings embeds the project in faith communities.