Volunteeringandearlychildoutcomes:
ImplementationFramework
Introduction
Thereweretwomainaimsoftheevidencereview.Thefirstwastoreviewtheliteraturetodiscover
whichmodelsormethodsofvolunteeringaresuccessfulincontributingtothethreeABSdevelopment
outcomes.Thesecondaimwastocreateaframeworkandtoolstohelpusethefindingsfromthe
evidencereviewinpracticetodevelopanddelivervolunteerprojects.
Thissectionofthereportpresentsthatframeworkandtoolsalongwithsuggestionsonwaystousethe
toolsandsomeworkedexamples.Theevidencereviewsectionshouldbereadfirstbeforeusingthe
framework.Theframeworkusesthemainlearningpointsfromtheevidencereviewbutdoesnot
reiteratethesourcesorthereasonswhythesepointsareimportanttoinclude.Therefore,the
understandinggainedfromreadingtheevidencereviewisimportantinordertomakesenseofthe
framework.
HowtousetheFramework
Keypointswithinthissectionwillreferencetherelevantpagesinthemainevidencereviewandwillbe
shownlikethis,
e.g.
24
willmeanthattheevidencerelatingtothispointcanbefoundonpage24ofthe
evidencereviewreport.
Somesectionsoftheframeworkpullevidencefromanumberofdifferentplacesinthereportinthose
instancesthepagesarenotreferencedasitwouldmaketheframeworkmoredifficulttouse.
Theframeworkdoesnotintroduceanynewevidencearoundvolunteering,itsimplypresentsitina
waythatcanfitmoreeasilywiththeservicedesignprocessandimplementationplanning.
Framework–AFormulaforSuccess
TheframeworkdrawsonlearningfromimplementationscienceandfitswiththeABSServiceDesign
process.
Workinimplementationsciencehascreatedwhatisknownasthe‘FormulaforSuccess’.Thissaysthat
toachievesignificanthealthandsocialoutcomesforapopulationanumberofelementswithina
formulaneedtobeinplace.Theformulahighlightsthathavingavolunteerprogrammewhichhas
showntobeeffectiveisnotsufficienttoachievetheoutcomes.
TheformulaisshowninFigure1.
1
Figure1:FormulaforSuccess
EffectiveIntervention
Aninterventionthatactually
works.Anintervention,that
whendeliveredproperly,willhelp
familiesachievetheoutcomes
andgoals.
Theinterventioncanbea
volunteerprogramme,projector
service.
Foraninterventiontobeputinto
practiceitmusthavea
descriptionofwhatthe
volunteerswillactuallydowith
families,parentsandchildren,
howvolunteerswillwork,and
howdeliveryoftheintervention
willbeassessed.
EnablingContext
Thecontextorenvironmenthas
tosupportthedeliveryofthe
intervention.
Thecontextorenvironment
includesmanyelements.For
example,attitudesof
professionalstovolunteer
programmes,thefitofvolunteer
programmeswithotherservices,
andthewayvolunteerandother
servicesandfundedand
commissioned.
EffectiveImplementation
Aneffectiveimplementationplan
setsouthowyouwillputthe
interventionintopracticeinthe
localcontext.Itincludes:
-
Whatyouwilldoandhowyou
willworkwithother
professionalsandstakeholders
inthewidercontexttomake
thechangesthatneedto
happentosupportthe
deliveryoftheprogramme.
-
Howtheprogrammewillbe
runandwhatwillbeneeded
organisationallytodeliverthe
volunteerprogramme
successfully.
-
Howyouwillmonitorprogress
andthinkaboutimprovement
overtime.
-
Howvolunteersarerecruited
andtrained.
2
Althougheachelementissetoutinturn,thisshouldnotbeacompletelylinearprocess.Thereviewof
eachelementshouldinformtheothers.Forinstance,youmaystartbychoosingaparticular
interventionbecauseithasagooddealofhighqualityevidenceforitseffectiveness.However,on
reviewingthelocalcontextitmaybecomeapparentthatitwillbedifficultforittosupportthedeliveryof
thisintervention.Whencreatingtheimplementationplanitthenbecomesclearthatthetimeand
resourcesrequiredtochangethecontexttoonethatismorehospitableisbeyondtheavailablecapacity
oftheABSteam.Therefore,itmaybewisetochooseadifferentinterventionwhichyouaremorecertain
canbeputintopracticesuccessfully.
Whatfollowslooksateachelementoftheformulainturnandpresentstoolstoincorporatelearning
fromtheevidencereviewtodesignanintervention,understandthelocalcontext,andcreatean
implementationplan.
EffectiveIntervention
ChoosingordesigninganeffectiveinterventionisthefirstpartoftheServiceDesignprocess.Itbegins
withthecreationofaTheoryofChange.
Thequestionthenis,aretherevolunteeringprogrammeswhichcanbeeffectiveinachievingABS
outcomes?
ThereisevidenceofdirectimpactonABSoutcomesforanumberofvolunteerprogrammes.
12-15 Thereisalsoevidenceofindirectimpact,meaningthatthereisevidencethatvolunteer
programmesmayimpactonintermediaryoutcomeswithinabroaderABSTheoryofChange.
Youmaywishtouseandadaptanexistingvolunteerprogrammeordevelopanewvolunteerprogramme
modelwithintheServiceDesignprocess.LikeallinterventionsaspartofABS,theyshouldbebasedona
TheoryofChange.Theevidencereviewhasrevealedhowvolunteerscouldrealiseintermediate
outcomesinthetheoryofchange,howvolunteerprogrammesshouldbedesigneddependingonthe
desiredoutcomeandthetargetpopulation,andasetofprinciplesthatshouldunderpinallvolunteer
programmesiftheyaretobesuccessful.
Usingtheevidencereviewtodesignavolunteerprogrammeservicemodel
Figure2showsaflowchartbasedontheservicedesignprocessincorporatingthekeylearningpoints
fromtheevidencereviewwhicharepertinenttothis.
3
Figure2:FlowchartbasedonServiceDesignprocess
15-18
19-21
21-22
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EnablingContext
Considerthelocalcontextbeforemovingintoimplementation.Yourimplementationplanwill
needtoincludemethodstoworkwithinthecontextandtoadaptthecontexttobecomemore
enabling.
Understandingthelocalcontexthelpswhenworkingouthowvolunteerprogrammesmightneedto
beshapedoradaptedtofitlocally;whenplanningwhatwillneedtobedoneinordertogeta
volunteerprogrammeupandrunning;andwhenthinkingabouthoweasilyaprogrammemightbe
sustainedandscaled.
Therearemanyaspectsofthecontextthatneedtobeconsideredwhenplanningthe
implementationanddeliveryofanyinterventionanditcanbedifficulttomakesenseofthemall.
Somefactorsintheenvironmentwillbehelpfulandsomewillcausechallenges.Beingabletouse
theenablingfactorsandmitigatethechallengesiswhatwillmakeaprogrammedeliverableand
sustainable.
Understandingthelocalcontext
Wehavecreatedtwotoolsfordescribingtheenablingandchallengingfactorsinyourlocalcontext.
1) CirclesofInfluence(Figures3and4)–thisprovidesawaytovisuallyrepresentthedifferent
aspectsofthelocalenvironment.Startingwithotherindividualsthatwillworkwiththe
volunteerprogramme,totheorganisationsdeliveringservices,tolocalpolicy,andthrough
tonationalpoliciesforhealthandsocialcare.
Analysisofcontextualfactors(Table1)–thisprovidesatemplatetoaddamoredetailed
descriptionandanalysisofthekeycontextualfactorsidentifiedintheCirclesofInfluence.
1) CirclesofInfluence(Figure3)
Howitworks
Figure3showsthechildandparent(s)atthecentrewiththecontextuallayers/circleswrapped
around.Thecirclescaninfluenceeachother.Thecloserthecirclesaretoeachotherthemore
influencetheycanexert.Sointhefigure,thechildandfamilyareinfluencedmostbythevolunteer
programmeandleastbylocalandnationalpolicy.Equally,thechildandfamilyhavemostinfluence
overthevolunteerandtheprogrammeandleastovernationalandlocalpolicy.
Itshouldbenotedthatthisdoesnotmeanthatchildrenandfamiliescannotdirectlyinfluencelocal
policy.ThatlevelofinfluenceisattheheartoftheABSwork.However,ensuringthatinfluence
takesmuchmoretimeandworktocreatethanisrequiredfortheparenttoinfluencethewaythe
volunteerworks.
Creatingalocalvisualcontext(Figure4)
Eachofthecirclesshouldbepopulatedwithfactorswhichcouldaffectthedeliveryand
sustainabilityoftheparticularvolunteerprogramme.
Forinstance,iftheprogrammereliesonmidwivestoreferexpectantmothersthenitisimperative
thatmidwivesseetheprogrammeasworthwhileandthereforewillreferexpectantmothers.Ifnot,
thenitdoesn’tmatterhoweffectivetheprogrammeis,ifnooneisreferredthenitcan’twork.So
‘Attitudeoflocalmidwives’wouldbeputintothePractitioner/Otherservicescircle.
5
Thewayprogrammesarefundedisveryimportant.Iffundingforavolunteerprogrammeisonlyfor
1yearandfurtherfundingbasedonunrealisticoutcomemeasures,itdoesn’tmatterhowgreatthe
programmeorhowkeenthemidwives,fundingwillbestoppedafter1yearandtheprogramme
won’tbedelivered.Therefore,‘lengthofcontract’and‘expectedoutcomes’wouldbeputinthe
Localpolicy&strategycircle.
Yourknowledgeofthecurrentstateofeachofthesefactorswilldeterminewhereineachcirclethey
areput.Iftheycurrentlyposeachallengethentheygointheredsectionofthecircle,ifcurrently
enablingthengreenandifsomewhereinbetweenthentheygoinamber.
Figure4givesanexampleofhowthatmightlook.
Whenusingthistool,youmaywanttoaddotherlayersthatyoufeelarerelevanttoyourlocal
contextandarenotcurrentlyincludedinthisversion.
6
Figure3:CirclesofInfluence–drawingyourcontext
7
Figure4:CirclesofInfluence:drawingyourcontext-WorkedExample
8
2)Analysingthecontextualfactors
Thenextstageistodescribeinmoredetaileachofthecontextualfactorsidentifiedinthecirclesof
influence.Themorecomprehensivethedescriptionandanalysistheeasieritistothinkabouthow
tousetheenablingfactorstosupportthevolunteerprogrammeandwhatwillneedtobedoneto
mitigatethechallenges.
Table1showsabriefexampleofwhatthismightlooklikeusingthefactorsfromCirclesofInfluence
inFigure4.
Pleasenotethattheexamplesarefairlyextremeandarebasedonexperienceacrossmanylocal
authorities,CCGsandproviderorganisations.Itisnotdesignedtoreflectanyonearea.
Boththesetoolscanberevisitedovertimetoidentifychangesinthecontextandtoseeprogress
wherefactorswerechallengingatthestartbuthavebeenshiftedtonowbecomeenablers.
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Table1:ContextualFactorsdescription:workedexample
ContextualFactors
Level
National
policy
Localpolicy
andstrategy
Factor
Devolution
Description
Thelocalareahasbeengranted‘devolution’statussohasthepotentialtomovebudgetsbetweenhealthandsocial
careandtochangethewayservicesarecommissionedwhichmayenablesmallerorganisationstodeliverservices
moreeasily.Theseorganisationsmaybebettersuitedtodeliveringvolunteerprogrammes
Reductionin
Children’sservicesbudgetshavebeenreduced.Thishasledtoareductioninpreventativeservicesandafocus
localauthority solelyonstatutoryservicesandonchildrenontheedgeofcare.
budgets
Thereislowmoraleinchildren’sservicesstaffandaresentmentofotherservicesandABSwhoappeartobevery
wellfunded.
Funding
ABShasgoodfundingstreamswithmoneyavailableforanumberofyearstodevelopnewprogrammesandwaysof
streams
working
Commissioning ThereisanappetiteforvolunteeringprogrammesandthesehavebeenfactoredintoABScommissioningplans
plans
Commissioning Thereisamovetoanewcommissioningframeworkwhichbringsproviderstogetherasanalliance.Thiswould
framework
enablesmallerproviderstobepartofanallianceandbeabletodelivervolunteerprogrammes.
Integration
Themoveofcommissioningofthe0-5HealthyChildProgrammetolocalauthorityhasmeantthatdiscussionshave
begunaboutbringingtogethercommissioningofall0-5services.Thiscouldmakeiteasiertocommissionvolunteer
programmesthathavebothhealthandsocialoutcomes.
Lengthof
Newprogrammesarefundedas1yearpilotswithfurtherfundingonlyavailableonthebasisof‘outcomes’.
contract
Expected
Theoutcomesaremediumtolongtermandthereforeunlikelytobeseenwithin1year.Thismodeldoesnotallow
outcomes
sufficienttimeforthedevelopmentandimplementationofprogrammes.
Changesto
otherservices
Theprovidersofchildren’scentreshaverecentlychangedandtheneworganisationsarestillworkingon
implementingthenewmodelofserviceprovision.
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ContextualFactors
Level
Factor
Qualityof
leadership
Cultureof
volunteer
Organisations
‘employing’
organisation
Desireto
deliver
volunteering
programmes
Otherservices
provided
Linkswith
other
Practitioners/ stakeholders
Other
Capacity
services
availableto
runtheservice
Other
professionals’
attitudes
Description
Therearesomemembersoftheleadershipteaminthestatutoryorganisationwhodounderstand,tosomeextent,
whatisrequiredtodeliveravolunteerprogramme.Theyarealsowillingtolearn.
Leadershipinanumberofsmallerlocalorganisationsisgoodandcoulddelivervolunteerprogrammeswell.
Asthesystemcurrentlystands,thereisanexpectationthatavolunteeringprogrammewouldbedeliveredbya
largestatutoryorganisationwithnoexperienceofdeliveringvolunteerprogrammes.Ithasaveryhierarchicaland
blamecultureandstaffmoraleislow.
Thereisnorealdesiretodeliveravolunteeringprogrammeandnounderstandingofwhatitwouldentail.However,
membersoftheleadershipteamfeelthattheyshouldbetheorganisationtobecommissionedtodothis
programme.
AspartofABSthereareanumberofotherservicesbeingplannedordeliveredthatcouldworkwellwiththis
volunteerprogramme.
WithintheABSprogrammetherearegoodlinksacrossteamsandserviceswhichwouldsupportthedeliveryofa
volunteerprogramme.
Therehavebeenbudgetandstaffcutswithinthestatutoryorganisationwhichmeansthereareveryfewmanagers
andtheyareextremelystretched.Itislikelythatthevolunteerprogrammewouldbeaddedtoanexistingoverstretchedmanager’sportfolio.
Withinstatutoryorganisationswhosebudgetshavebeencut,thereisaverypoorattitudetovolunteers.Thereisa
sensethatvolunteersareseenasacheapwaytoprovideservicesandthatprofessionalismisbeingundermined.
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EffectiveImplementation
Oncetheservicemodelisdescribedandthecontextreviewedforenablingandchallengingfactors,
animplementationplancanbecreated.
Theimplementationplanshouldincludeeverythingthatneedstobedonetodeliverthechosen
programmeinthegivencontext.
Learningfromimplementationsciencehasidentifiedthreecorecomponentsforsuccessful
implementation.Allareequallyimportantandcanreinforceeachotherandalsocompensatefor
eachotherifoneisweakeratsomepoint.
Thesecomponentsare:
1) CompetentDeliveryofthevolunteerprogrammeitself
2) OrganisationalAbilitytoprovidewhatisneededtodelivertheprogramme
3) SystemsLeadershiptoensurethatthecontextenablesdeliveryandsustainabilityofthe
programme.
Qualityofprogrammedeliveryandthethreeimplementationcomponentsshouldbeassessedin
ordertomonitorprogressandbeabletomakeimprovements.Ifallareworkingwellthenthis
shouldresultinhighqualitydeliveryofthevolunteerprogrammeandtheexpectedoutcomesfor
childrenandfamilies.
Eachofthreeimplementationcomponentsincludesanumberofspecificelementswhichare
describedinTable2andillustratedinFigure5.
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Table2:Keyelementswithineachofthecorecomponentsrequiredforeffectiveimplementation
Components
CompetentDelivery
Programmecoordination
-
-
Apersonorteamofpeoplewhowill
runtheprogrammeonadaytoday
basisandleadtheprogrammewithin
theproviderorganisation.
Programmecoordinationwillperforma
numberofroleswhicharevitaltothe
successofavolunteerprogramme.
Elements
Training
-
Volunteerswillneedtolearnaboutthe
programme,howtodeliverit,andhow
toworkwithparents.
OrganisationalAbility
Helpfulmanagersandmanagement
processesandstructures
Commissioningtosupportdeliveryand
sustainability
-
-
Theseareimportantinordertoestablisha
hospitableorganisationfortheprogrammeand
foritsimplementationtobeeffective.
-
Thewayservicesarecommissionedandtheway
commissionersworkwithprovidershasahuge
influenceonwhetheravolunteerprogrammewill
succeed.
Informationcollectionandanalysisto
supportqualityimprovement
Engagement,selectionand
retentionofparentsandvolunteers
SystemsLeadership
Positiveworkwithotherstakeholdersandthe
localcontext
Anessentialelementforestablishingthe
programme,reviewingthequalityof
implementationelements,andassessing
intermediateoutcomes.Forinstance,thedata
mightshowagreaterdrop-outrateforvolunteers
workingwithinaparticularvenue.Thismay
highlighttheneedtoworkwithstaffatthatvenue
tohelpthemsupportvolunteersmorepositively.
Thisdescribesthewaysthatthechallengeswithinthe
contextcanbemitigatedandovercomeandhowthe
enablingfactorscanbeused.
Policieswhichalignwiththeprogramme
-
Thisincludespoliciesaroundcommissioningand
contracting.Forinstance,dotheysupportsmall
organisationstobidforanddeliverservices?
-
Itmayincludepoliciesaroundsafeguarding.Dothey
worktoallowvolunteerstoworkwithvulnerable
families?
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Figure5:Implementationplancomponentsandelements
Theimplementationplanshoulddescribe‘whatgoodlookslike’foreachoftheseelementsanda
planforhowthatcanbeachieved.
Theliteratureandevidencereviewhasmuchtoofferonwhateachofthesecomponentsand
elementsshouldlooklikeforthesuccessfulimplementationofvolunteerprogrammes.
Thelearningfromtheevidencereviewoneachoftheseelementsiscollatedinthetablesbelow.
Eachofthepointsinthetablesareincludedbecausethereisgoodevidencethattheseare
importantforsuccessfuldelivery,orthereisconsensusacrossanumberofvolunteerprogrammes
thatthesearekeytosuccess.Formoredetaileddiscussionandsourcesreferbacktotheevidence
reviewreport.
Notethatthepointstakenfromtheevidencearenotanexhaustivelistofeverythingthatneedsto
beincludedintheimplementationplan.Theyarejustthosepointsthathavebeenincludedinthe
publishedliteratureandforwhichthereisgoodevidence.
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OrganisationalAbility
HelpfulManagersandmanagementprocesses
Understandtheroleoftheprogrammecoordinatorandwhatisrequired
- Flexibleworking
- Sufficientcapacity
o Realisticnumberofvolunteerspercoordinator
Providesupportforsafeguarding
Providegoodquality,regularclinicalsupervisionfortheprogrammecoordinator
Allprogrammecostsarerecognisedandprovided
Volunteerexpensespaidpromptlyorupfrontifrequired
Protectvolunteers
- Loneworkingpolicies
Usearecognisedvolunteergovernancestructure
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- E.g.InvestinginVolunteers
Provideasuitablebase/officespace
- Sufficientdeskspace
- Sufficientstoragespace
- Abilitytobookroomsformeetings
- Privatespaceforsupervision
- Accessibleandacceptabletovolunteers
Provideallequipmentthatisrequired
- IT
- Phones
Informationcollectionandanalysistosupportqualityimprovement
‘Justenough’datacollection
- Sufficienttobeabletolookatprogressandimprovetheprogrammeandits
implementationbutnottoomuchtobecomeonerous
Realistic
- Whatcanbemeasured
- Whatispossibletocollect
Measure
- Toaidqualityimprovement
- Tomeasureimpact
- Todeliverwithfidelitytotheservicemodel
- Tomeasureimplementationelements
Determine
- Howinformationwillbecollected
- Howdatawillbeanalysed
- Howanalyseddatawillfeedbackintothequalityimprovementcycle
Reviewandreflectoninformationcollectionanduse
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Competencyinprogrammedelivery
ProgrammeCoordination
Projectcoordinatorisvital
Coordinatorrole
- Recruitvolunteers
- Trainvolunteers
- Buildtrustingrelationshipwithvolunteers
- Supervisionofvolunteers
- Debriefingsessionswithvolunteers
- Networkwithotherprofessionals
Coordinatorskills
- Safeguarding
- Supervision
- Buildsgoodrelationships
- Modelstheunderpinningprinciplesofvolunteerprogrammes
Supervisionofvolunteers
- Mustdoifvolunteersdoing1to1workwithparents
- Includesafeguarding
- Includesettingandmaintainingboundaries
Administrationsupport
- Dedicatedtojustthevolunteerprogramme
- Goodorganisationalskills
- Goodcommunicationskillswithvolunteersandparents
- Workstomatchparentstovolunteersquickly
Training
31
Enablevolunteerstobuildmutualrespectwithparents
Strengths–based
- Buildsonvolunteers’strengthsandabilities
- Increasevolunteers’confidence
Collaborativewithvolunteers
Teachskillsfortherolenotjustknowledge
Suitedtoadultlearners
Providesocialopportunitiesforvolunteers
Provideexpenses
Providechildcare
Useeasilyaccessibleandfamiliarvenue
Include:
- Safeguarding
- Settingandmaintainingboundaries
- Helpvolunteerstobuildresilienceinparentsnotdependency
Aligntrainingwithparentrecruitment
- Ensureshorttimebetweentrainingandfirstvolunteeringexperience
Provideregularon-goingtrainingafterinitialtrainingsessions
Accreditationoftrainingoffered
16
Engagement,SelectionandRetentionofparentsandvolunteers
EngagingParents
- Explainclearlywhattheprogrammeentailsandthattheyarevolunteersnot
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professionals
- Useinformalwaystoengage
o Opportunitiestomeetvolunteersfacetofaceinavarietyofcommunitysettings
- Useformalwaystoengage
o Referrals/notificationsfromprofessionals
- Useacceptablevenuestomeetvolunteers
o NotnecessarilyChildren’sCentres
- Programmebrandidentification
o Warm
o Positive
o Normalising
RetentionofParents
- Volunteersneedtobe:
29
o Reliable
o Consistent
o Non-judgmental
o Strengths-focused
- Programmecoordinator‘matches’volunteertoparent
o Transparentprocess
o Donotmatchifalreadyknoweachotherorliveveryclosetoeachother
- Samevolunteerovertheperiodofsupport
- Suitablefrequencyofcontact
- Volunteerandparentareclearabouttheirrelationshipwitheachotherandthe
boundaries
SelectionofVolunteers
- Ongoingprocessofrecruitment
30
- Multiplemethodsofadvertisingopportunities
o Leaflets
o Localmedia
o Onlinemedia
o Socialmedia
o Communitygroups
o Existingvolunteers
- DBSchecksforvolunteers
- Interviewforvolunteerroles
- Selectforrightqualitiesandethosinrelationtoproposedroles:
o Empathy
o Enthusiasm
o Communicationskills
o (Languagesspokenifrequired)
- Clearlydefinetheroletopotentialvolunteers
- Provideatastercourse
- Offeringarangeofvolunteeringrolesattractsdifferenttypesofpeople
- Personalapproachtopotentialvolunteersbythecoordinator
o Ifwantspecifictypesofpeople,e.g.asylumseekers
- Recruitpeoplefromarangeofdifferentlifestages
- Specifyaminimumexpectationofvolunteeringaftertraining
17
RetentionofVolunteers
- Makeclearwithpotentialvolunteerswhattherolewillbeandlevelof
32
commitmentrequired
- Opportunitiestosustainsocialrelationshipsoncetrainingisfinished
o Groupsupervisionsessions
o Socialevents
o Groupmeetings
o Opportunitiestovolunteerinpairs
- Enablethevolunteerexperiencetofitwiththeindividual’smotivationtovolunteer
- Individualsupervisionwithvolunteers
o Reflectivepractice
o Supportpersonalgrowth
o Emotionalsupport
o Helpdealwithfeelingofrejectionifaparentdoesn’twanttoseethevolunteer
- Provideopportunitiesformutualsupportbetweenvolunteers
- Methodstoreceivefeedbackfromclientsontheimpactofsupport
- Givepositivefeedbackfromotherservicesandprofessionals
- Provideemploymentopportunities
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SystemsLeadership
Commissioning
6
Chooseaproviderwhohastheorganisationalabilities
Facilitatelinksbetweenvolunteersandprofessionals
Modeltheprincipleswhichunderpinvolunteerprogrammes
- Strengths-basedworking
- Relationalworking
- Collaborative
Understandvolunteeringprogrammesandwhattheyrequire
- Sufficienttimetosetupandrecruitvolunteers
- Sufficientfunding
- 3yearsfundingatleast
- Notasubstituteforprofessionals
Plananappropriatescale
- Nottoobig,toosoon
- Programmemustbeableto:
o Supportallvolunteers
o Balanceparentreferralstovolunteernumbers
o Besustainable
Setrealisticgoals
- Chooseindicatorswhichshowprogresstowardsgoalsinthefirst1-2years
- Beclearonwhattheprogrammeisactuallyabletoachieve
Workwithstakeholders
Creategoodrelationshipswithkeyprofessionalsasneedtheirsupportfortheprogrammeto
work
- Involveprofessionalsveryearlyonintheplanningoftheprogrammeandthe
35
steeringgroup
- Beclearontheroleofthevolunteersandthetrainingtheyreceive
- Clearlyarticulatetheboundariesofvolunteerprogramme
- Volunteershaveshareddesiretosupportfamilies
- Volunteerscanassistintheachievementofprofessionalgoals
- Involvekeyprofessionalsinthetrainingofvolunteers
- Provideclearreferralguidelinesfortheprogramme
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Creatinganimplementationplan
Creatinganimplementationplaniscomplex.Asyoucansee,itrequiresbringingtogether
knowledgeandunderstandingaboutthevolunteerprogrammeitself,theanalysisofthelocal
context,andthelearningfromtheevidencereviewonwhatisrequiredforsuccessful
implementation.Itshouldbeclearaboutwhatgoodlookslikeforeachofthecomponentsand
elementsforsuccessfulimplementation.Itshouldthendescribewhatneedstobedonetoachieve
‘good’,howitwillbedoneandbywhom.
1)Mind-mappingtheplan
Inordertostartmakingsenseofallthatthefirststepofcreatingtheimplementationplancanbeto
useamind-mappingapproach.
Thisisahelpfulmethodologyforanumberofreasons:
-
Creatinganimplementationplanisnotalinearprocess.Asimplementationisdiscussed,
ideaswillbegeneratedwhichmayfitintodifferentcomponentsandelementsofthe
implementationmodel.Amindmapletsyoueasilykeeptrackofwherealltheideasshould
go.
-
Itallowsyoutokeepaddingtodifferentaspectsoftheplanasthediscussionprogresses.For
instance,youcanadddetailof‘how’youmightachievesomeofthecrucialaspectsof
implementationidentifiedintheevidence,e.g.addingtothe‘selectionofvolunteers’partof
theplanbyincluding:whowillinterviewthevolunteers;whatquestionswillbeasked;what
answerswouldyouwanttodemonstratethequalitiesyouarelookingfor.
-
Itprovidesavisualrepresentationoftheplanwhichcanmakeiteasiertoseeconnections
betweenthedifferentcomponents.Forinstance,asyouexpandonwhathelpful
managementandprocesseswouldneedtolooklike,itmaybecomeclearerhowthe
commissioningprocessmightworkinordertocontractwithanorganisationthatcould
deliverthatmodelofmanagement.
Figure6showsanexampleofhowthismightstarttolook.Itstartsbyusingthetrianglediagram
fromFigure5whichincludesallthekeyelementsforsuccessfulimplementation.Themind-mapping
isthenusedtodescribewhateachofthoseelementswilllooklikeandhowtheymightbeachieved
locallyforthechosenvolunteerprogramme.
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Figure6:Exampleofawholeimplementationplanmind-map
21
2)Stagesofcreationofanimplementationplan
Thefirstiterationoftheimplementationplanmind-mapwillprobablycontainthe‘WHAT’oftheplan.These
areyourinitialideasaboutwhatgoodwilllooklikeandwhatyouwillneedtodo.Forexample,theprogramme
coordinatorwillneedtobenotifiedofallpregnantwomenintheABSarea.
$
Thenextstepisthe‘HOW’oftheplan.Asyouworkthroughtheplanovertimeeach‘WHAT’willrequirea
detailed‘HOW’.Usingtheexamplefromabove,HOWcouldtheprogrammecoordinatorbenotifiedofallthe
pregnantwomenlocally?Thedetailcanthenbeaddedtothemind-map,e.g:
-
adiscussionwiththeleadmidwifeonhowthiscouldbedone
aprocessformidwivesoradministratorstopulldataofftheirsystem
asecurewayoftransferringinformationtotheprogrammecoordinator
awayofgettingconsentfromparentsifthat’srequired
informationgovernanceprocessesbeingfollowed
policiesandproceduresinplacetostoredata
$
Thefinalstepisthe‘WHO’ofimplementation.WHOwillactuallydoalltheworkandtasksrequiredwithinthe
implementationplan.Theprogrammecoordinatormaydoalotoftheimplementationwork.However,itis
vitallyimportantthatthereisanotherpersonorteamwiththededicatedcapacity,skills,andappropriatelevel
ofinfluenceintheorganisationorsystemtodeliveraspectsoftheinterventionplanbeforethecoordinatoris
recruitedorthatfalloutsidethecoordinator’ssphereofinfluence.
Figure7showsthedetailofthestartofamind-mapexercise.Atthisstageitincludesmostlythe
‘WHAT’oftheplan.TheexampleusesavolunteerDoulaproject.
3)Creatingaprojectplan
Thecomplexityofcreatinganeffectiveimplementationplanmeansthatitisdifficulttogostraight
tothecreationofatraditionalprojectplan.Themindmapcanenablethatcomplexitytobe
managedtocreateaplanwherenocrucialelementsaremissed.
Oncethemind-mapiscompleteitcanthenbetranslatedintotheprojectplanorchecklistanda
timeframeadded.
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Figure7:Mindmapexamplecomponents
Performance Assessment
Reinforce
and
Compensate
Proper database (not just excel)
Database
Collect all information
Referral source
Organisational ability
Ethnicity
Client group overview
Numbers who accept/decline
Reason why
Geography
Demographics
Allow/enable flexible working
Contract with security company
who knows the doula project
Organisation policies
Individual client
Organisational Ability
Electronic record
Robust lone working policy
Needs
Doulas
Data shared
Office maintenance
Funders
IT
weight
Office infrastructure
Suitable mobile phones
birth type/experience
Birth outcomes
Easy room hire/availability
Baby/Birth
dedicated to the project
Good
Admin support
Sufficient
Helpful managers and
management processes
continuation
Maternal outcomes
Follow structured interview
Co-ordinator with client
Petty cash available
Finances
Promote claiming
Easy to claim expenses
Do before talk to doula
Evaluation at end of match
Structured discussion
Co-ordinator with doula
Structured
Regular
initiation
breast feeding
Information and
analysis for Quality
Improvement
Include client feedback
Supervision for co-ordinator
Client location
Informal as required
Locate/link to organisation with large enough
infrastructure to make things happen
Children’s centres
Mapping
Service location
GPs
Agency location
Information forms
Doula folder
Notes forms
Paper record
Supervision with doula straight after birth
Co-ordinator folder per match
Record birth information
Record notes on that match
Supervisions with doula
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Performance Assessment
Reinforce
and
Compensate
Do It website
Volunteer opportunities website
Constant promotion
Organisational ability
Word of mouth
Social media
Advertise when posts available
Keep expression of interest list
Can be back-up
All who wish to be interviewed are seen
Understand challenges the doulas face
Questions
Competency
Structured
Regular
Contact when posts available
Must have attended open day
Initial selection
Co-ordinators trained as a volunteer
Supervision for co-ordinator
Interviews
Set by Goodwin
Need to know what type of person you need
Co-ordinator do training before interviewing
Doulas on the panel
Informal as required
Go out to interview again if not the right people first
time
Only recruit people you want
Must model/mirror the project working style
Children’s services
Local co-ordinator should ultimately choose the
people
Supervision of people
Skills/knowledge
CPD if wanted
Working with families
Listen to doulas
Project Management
Engagement, Selection and Retention of
parents and volunteers
Build relationships
Attention to detail
Compassionate
e.g. need a break
Act on what doulas say
Build rapport with families
Qualities
Build relationships
Doulas
Back-up doula opportunities
Stay connected
Monthly meetings for all
Facebook page
Co-ordinator/Lead/Manager
Voice
Passion for the project
Doulas on project steering group
Be available 24/7
Part of bigger picture
Understand how they fit in to the system
Willingness to learn
Well respected project
Value the doulas
Genuinely appreciate the doulas
Volunteer at centre of planning
Programme Coordination
Build trust of doulas of co-ordinator
Retention
Currently active
Get to the know the volunteers
For all doulas
Conscious doulas are volunteers
Easy to come back after a break
Monthly meetings
Show what happens to data
Ensure stakeholder knowledge of project
Positive
Day to day management
Allocating referrals
Stay connected
Not active
24 hours
Feedback from other stakeholders
Valued
Monitoring referrals
Take on board feedback from doulas
Maintain contact
Access to local other training
CPD
Teach medical model
Other local services can present
Lead tours of birth centre
Refresh training
Builds relationship with midwives
Project Co-ordinator role
Available
Responsive
Be honest and transparent with doulas
From Goodwin
Organise doula catch-up meetings
Build community
Use local midwives
Training
Accredited syllabus
Different levels
Separate
Co-ordinator support for doulas during training
Refresher courses
Jobs
Volunteering increases confidence
Further education
All have back up doula for support
Match new doula with experienced doula
Join sessions for new cohorts
Smooth running of project
Take administrative responsibility away from
volunteers
Enable 24/7 working
Staffing structure
Planned to fit locally
Informal debriefs after visits
Supervision of doulas
Boundaries
Formal supervision
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Performance Assessment
Reinforce
and
Compensate
CCG
Maternity Partnership
Bradford Teaching Hospital Trust
Local Authority
Organisational ability
Find key influencers
Networking
Children’s Centres
Baby Steps
Building Relationships
NSPCC
Systems Leadership
Action for Refugees
Find Champions
allay fears
Focus on prevention work
Demonstrate benefits to existing workforce
Short visit
Visit team meetings
Able to give contracts for greater than 1 year
Policy Alignment with programme
Midwives
Commissioning frameworks enable small
organisations to provide services
Regular visits
Joint consultation forums
CCGs
City wide
Volunteer co-ordinators
Maintaining Relationships
Work with
Stakeholders
Network events
Locate in organisation set up to do new things
VCSO
Provider Organisation
Health and Wellbeing hub
Has organisational abilities
Sub-group of Health and wellbeing Board
Strengths-based
Baby Buddy App leader
Getting Funding
Commissioning
Model principles of volunteer programmes
Collaborative
Joint funding bids
Shared back office functions
Doula project sits under ACL
Sufficient set-up time
Governance Structure
Requirements of volunteer programmes
Quarterly reports to the Board
Goodwin Trust
External Support
Relational
Funding
3 year funding at least
Steering group
Goodwin
Lead within midwifery
Good external support
Find champions who can embrace and lead change
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Conclusion
Reviewingthecontextforenablingandchallengingfactors,andthecreationofawellthought
throughimplementationplanwithdedicatedcapacitytodeliveryitareoftenoverlookedwhen
thinkingaboutdeliveringanewprogrammeorservice.Asaconsequence,manynewinitiativesand
programmesdonotsucceedinachievingtheoutcomestheyintendortheyarenotsustainedbeyond
1or2years.Evaluationofimplementationhashighlightedagainandagainthatthisiswhynew
programmesfailordonotlast.Thisimplementationworkhastaughtusalot.Thechallengenowis
to...implementit.
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