The ARNEL) NAR E8Ts |B Spr 7 [AMERICAN HOSPITAL ASSOCIATION \ 840 NORTH LAKE SHORE DRIVE CHICAGO 11, ILLINOIS FOR yet oc 7 Copyright 1959 by American Hospital Association Printed in the U.S.A. M43-59 The Lakeside Press ¢ R. R. Donnelley & Sons Company Chicago, Illinois, and Crawfordsville, Indiana KA 97.2 if Council on Hospital Auxiliaries Aug of the (American Hospital Association ) 959 1958-1959 oe HEALTH LIBRARY MRS. CHESTER A. HOOVER, Chairman MRS. MRS. MRS. GUY MRS. MRS. Women’s Auxiliary of the Santa Monica Hospital Santa Monica, Calif. PALMER GAILLARD JR., Vice-Chairman Women’s Auxiliary and Secretary, Board of Trustees, Mobile Infirmary Mobile, Ala. COLUMBUS CONBOY Ladies Auxiliary of St. Joseph Infirmary Louisville, Ky. SINTON P. HALL The Co-operative Society, Children’s Hospital Cincinnati, Ohio M. HANNER Administrator, Good Samaritan Hospital Phoenix, Ariz. LEONARD A. LANG Women’s Auxiliary—Cambridge State School and Hospital Cambridge, Minn. HARRY MILTON Jewish Hospital of St. Louis Auxiliary St. Louis, Mo. F. ROSS PORTER MRS. Director, Duke Medical Center Foundation Durham, N. C. KURT A. SCHARBAU Rockford Memorial Hospital Auxiliary Rockford, Ill. LAURA VOSSLER Director of Volunteers, Columbia-Presbyterian Medical Center New York, N. Y. 941 Committee on Volunteer Service in Hospitals, 1958-1959 MRS. PALMER GAILLARD JR., Chairman Women’s Auxiliary and Secretary, Board of Trustees, Mobile Infirmary Mobile, Ala. MRS. HOWARD BARKER Dr. W. H. Groves Latter-Day Saints Hospital Auxiliary Salt Lake City, Utah ROBERT C. BOYD Administrative Assistant, South Carolina State Hospital Columbia, South Carolina MAX L. HUNT Administrator, Yakima Valley Memorial Hospital Yakima, Wash. RICHARD O. WEST Administrator, Norwalk Hospital Norwalk, Conn. JOHN M. DANIELSON, Consultant Administrator, Evanston Hospital Evanston, Illinois iv Preface The American Hospital Association believes that volunteer serv- ice programs in hospitals can be valuable. Its belief is substantiated by the explosive growth of hospital volunteer service in recent years. As might be expected in any such rapidly expanding programs affecting service to patients, hospital administration has felt keenly the lack of guidelines. This manual has been prepared to give as- sistance to the membership in establishing standards and basic guiding principles for volunteer service in the hospital. It is intended particularly for the administrator, who is con- cerned with all services in his hospital, and for those who are di- rectly in charge of the volunteers. The manual stresses basic standards and principles which are ap- plicable to all hospitals—small as well as large, rural as well as metropolitan, specialized as well as general. These principles and standards must, of course, be adapted to suit the individual need and situation in each hospital. This manual supersedes the Interim Report of the Committee on Volunteer Service in Hospitals, published in 1958 by the American Hospital Association. II III Iv VI VII VIII Contents Preface v Introduction ix Terminology 1 Motivating Factors 3 Pattern of Organization 5 Relationship of the Hospital Auxiliary to the Volunteer Department (or Service) 11 Techniques in Establishing and Directing a Volunteer Department 15 1. Surveying the Hospital's Need for Volunteers 16 2. Resources and Recruitment 23 3. Job Analysis and Job Description 29 4. Orientation and Training 3 5. Interviewing and Screening 37 6. Records and Reports 42 Standards for Assigning Volunteers 47 Legal Aspects of Hospital Volunteer Activities 53 The Volunteer and Community Relations : 57 Further References 67 Credits 69 Appendix—Suggested Sample Forms 71 Suggested Volunteer Pledge 93 vii Introduction Hospitals throughout the country are concerned about volun- teers, their problems and programs, as well as principles for effec- tive use of their services. Problems abound; programs are many and varied; principles are sketchy. In large communities like New York City, Philadelphia and Chicago, organizations such as the United Hospital Fund and the Health and Welfare Councils have pioneered in this area, and over the last decade or two, excellent programs have been established. Still, many of the country’s hos- pitals are requesting guidance, for they are at a crossroads in their relationships with the community, auxiliaries and staff. What is causing this perplexing situation? Perhaps hospitals did not learn enough from the experience during World War II when an unusual situation with extreme motivation and social conscious- ness existed. Perhaps the sudden increase in volunteers has not permitted hospitals to put into effect such plans as are available. Perhaps it is a lack of knowledge of what a “volunteer” really is. Recognizing that volunteers exist, does anyone really know why they exist? It is said that voluntary service is important to the modern management of hospitals. It is said that such service per- mits the patients to have many of the little things that mean so much in developing a sense of security and well-being. Others claim that without volunteers valuable services would not be car- ried out, nor would the community be kept informed of what really happens within the walls of the hospital. Can volunteers be “tesponsible for so much and yet earn the reputation of being so undependable and useless that some administrators have declared them unnecessary or highly overrated? Are these administrators correct? . Even where there has been an acceptance of volunteers, it has not been without travail. Modern hospital management demands good organization—the type of organization that follows lines of ix responsibility and authority. Can there be consistency in such thinking when the volunteer department is supervised by a person outside of the paid line staff? Can such a person work effectively, without confusion, under the burden of “dual-bossism?” In many hospitals where volunteer programs exist their leader- ship appears to be undergoing a change. The salaried director of volunteers is in many instances replacing the volunteer chairman. This change in the established pattern has occurred frequently without the full comprehension of all persons concerned. As a re- sult, misunderstandings and occasional conflicts arise. Such stress can only result in decreasing service to the patient and harm to the reputation of the hospital. Is the volunteer service really a department? Where does it fit into the over-all administrative pattern of the hospital? Some ad- ministrators demand from their department heads strict compli- ance with such executive functions as reports, budgeting, special projects and managerial controls. Other administrators recognize the volunteer service as a special department where such execu- tive obligations are valueless. In either case, someone must be kept informed about the activity of this department, or function. If all administrative departments report to the administrator, then where does the volunteer department stand? Some volunteer departments report to the auxiliary; some to a committee of the auxiliary; others to a member of the administrative staff. Which is correct? Should the administrator be concerned by this activity in the light of his multiplicity of vital duties? The administrator is concerned about first things first. The pa- tients and their immediate needs are paramount, and volunteer service may sometimes seem rather remote. However, as the ad- ministrator must, in the long run, be interested in all the factors of the hospital picture, where does he stand in relation to the vol- unteers? He must ask—is the person responsible for the volunteer service carrying out her job properly? Does she really know the needs of the hospital? Is she doing a good recruitment job? Is she properly selecting and placing the volunteers? Is she familiar with standard personnel techniques? The administrator asks himself these questions because he is concerned with developing good public relations for his hospital. He knows that any poor job being done in the hospital can mean poor public relations. He is concerned, too, about possible sources of internal irritation. Can the volunteer service be of real value if the director of nurs- ing rejects it? Can it be of real value if any other department X heads are wary of it? On the other hand, some departments ask for volunteers! Volunteers also seem to work better in some de- partments than in others. Why should such inconsistencies exist? Administrators recognize that harmony among the entire staff is essential to assure the best possible service to patients, and har- mony depends on good relationships. It follows then that the vol-| unteer chairman or the director of volunteers must establish un- | derstanding and an effective relationship with the staff and, of course, vice versa. Can an effective relationship be established if the director of the volunteer service does not have status within the hospital? Can the director of volunteers, or any department head, for that matter, be held responsible for duties that have been allocated to her only in the mind of the administrator? Lack of a clear-cut defi- nition of the duties of directors of volunteer service can only create confusion and conflict. It is obvious that there is a need for com- plete and written analysis of functions and responsibilities, and for job descriptions, if a mutual understanding on all levels is to be attained and the communication problems often affecting the relationships of volunteers, staff and hospital administrators are to be solved. Many of these questions have been asked before; perhaps not all of them, certainly some of them. It seems, therefore, that it is time to re-evaluate the scene. It is time to study what has already been done and, if nothing more, to reaffirm the pioneering work. Certainly, it is time to establish a framework for a solid structure of volunteer service, but only as such a structure is necessary, and only as it can help to achieve more effective service to patients. CrepIT: This introduction is an expression written by Harvey Schoenfeld, director, Nathan and Miriam Barnert Memorial Hospital, Paterson, New Jersey, at the request of the Committee on Volunteer Service in Hospitals to set forth many of the reasons why this manual was prepared. xi bias CHAPTER Defining terms is an essential preliminary to a discussion of standards and principles. The terms explained below are included as a means of describing and circumscribing the purpose and ex- tent of this manual: A Hospital Volunteer is one who serves the hospital without salary: a general defini- tion which includes members of the governing board, the hospital auxiliary, special project volunteers, community groups, inservice volunteers. The Inservice Volunteer (the particular concern of this manual) is one who is assisting in a service function of the hospital, under staff direction and supervision; and who is oriented and trained to give, directly or indirectly, supplemental service to patients. It should not be the intention of the hospital to supplant paid per- sonnel with volunteers but rather that the services of volunteers should supplement paid personnel performing essential services. Desirably, the inservice volunteer should possess the same attri- butes one looks for in all hospital employees. She * should be emotionally stable and physically able to do the work assigned; have a desire to serve; be willing to accept hospital ethics and dis- cipline; have personal integrity, sincerity, neatness, pride in her work, and family understanding of her volunteer work. The Director of Inservice Volunteers . is that person to whom is assigned the responsibility for and di- rection of the hospital volunteer service department, whether this “« 2 * This manual identifies the volunteer as “she” rather than “she/or he” for the sake of brevity, but it is important to note the rapid increase in numbers of men giving volunteer service. person be a salaried director of volunteers on the staff of the hos- pital, some other hospital staff member, or a nonsalaried director of volunteers (who may or may not be a member of the auxiliary). The Chairman of the Volunteer Service Committee of the Auxiliary is that person who acts as liaison between the auxiliary and the volunteer department, and who may serve, in the absence of a salaried director of volunteers, in a dual capacity as nonsalaried director of volunteers as well as liaison representative between the volunteer department and the auxiliary. A Hospital Auxiliary (or a hospital service group by any other name) is an organized community group of women and/or men with no other purpose or obligation than service to its hospital. It is organized with the approval of the hospital’s governing board and operates under the guidance of the administrator. The hospital auxiliary is an integral part of the hospital family. CHAPTER The Hospital Point of View In determining why a hospital has, or should have, a volunteer service program, there appear to be several principal motivating factors: (1) to provide desirable services supplemental to essen- tial services, which contribute to total patient care; (2) to help create and promote in the community an understanding of the hospital and its services through the volunteer who becomes a part of the hospital family; (3) to provide to the community a means of meeting the human need to give service. There is a fourth motivation which, up to now, many have been reluctant to acknowledge. However, to be realistic, it is important to face the fact that while a volunteer service program is an ex- pense to the hospital, in the balance, the volunteers do provide service which the hospital might not otherwise afford. In strict budget terms, the volunteer service is an economic asset, by which the excellent service now being given to patients can be increased without increasing the cost of hospitalization. Through such a pro- the community to contribute in time and service as well as in money donations. The Volunteer Point of View In such a mutual undertaking as the giving of volunteer service to a community institution, it is important to consider not only the needs and motives of the hospital but also those of the volunteer. An understanding of the needs of the volunteer is essential to suc- cessful recruitment and to the continuing satisfaction which both the volunteer and the hospital derive from such service. The desire to be of service to others and to be a part of a worth- while cause seem to be the primary motives leading volunteers to 3 We an institution where there is an apparent need for their help. The continuation of the volunteer in service is a reflection of how well the inherent needs of the individual have been met—the feeling of being wanted and needed, the feeling of satisfaction in a job well done, the feeling of being included in a group activity. It is also the reflection of the volunteer’s own attitude toward self. Is she growing in the job, learning new things, enjoying the con- tacts with people—patients, staff, other volunteers? Having determined some of the motives and needs of those who give service to the hospital, how does the hospital meet those needs, and its own, by making the necessary jobs more challenging? First, before deciding how they can be made challenging, it is necessary to look at the opportunities for volunteer service and at the vast and varied skills and talents among the volunteers, all of which could certainly be used some place, some time. If a job is to be challenging, it must be important—important in the eyes of the volunteer and in the eyes of the hospital. There must also be good orientation and training so that challenge is augmented by knowledge and skill. However, it is most important to place the right person in the right job, to provide opportunity for growth and individual recog- nition, to place volunteers only where they are wanted and needed. Then, jobs must be combined: those of little obvious appeal with those of strong appeal and satisfaction. Some may be made more interesting by providing more contacts with others or through giving the volunteer a greater understanding of the value of the job itself and its relation to better patient care, even though in- direct. In summary, on the one hand, the job should hold a challenge to the volunteer; offer an opportunity for growth; provide a real chance to participate fully in the worthwhile. On the other hand, one must assume ability and desire on the part of the volunteer and adequate time and training for the job. Unquestionably, recognition of the individual plays a part in maintaining interest and in meeting the needs of the volunteer. However, the tangible evidence of recognition, such as the merit awards and pins should be subordinate, for in the final analysis they are contrary to the general philosophy of a volunteer service. The highest recognition that a volunteer can have is the feeling of being needed, the supervisor's thank you at the end of each assign- ' ment, the hospital’s acceptance of the volunteer as a vital part of | the hospital as shown in the daily attitude of the administration 'and staff. 4 CHAPTER A first step in any organizational planning is establishing objec- tives. Both physical and personnel resources should be considered in establishing these objectives and the consequent organizational pattern. Some of the basic principles of organization may be thought of as the following: Tn 1. Soundness of purpose—every organization and every part of an organization should be an expression of the purpose of the undertaking. 2. Limitation—the activities of individual members or organized ‘groups are usually more effective when limited to the per- formance of a single function or related functions. 3. Coordination—the purpose of organizing is to facilitate co- ordination of efforts. 4. Delegation—clear lines of authority must be established with respect to the tasks assigned. Organized volunteer service in most hospitals is a relatively new development. As a result, until recently there has been little uni- formity in the status of volunteer service within the hospital or- ganization. If hospitals accept the premise that volunteer service must be organized in order to function well, it then becomes neces- sary to provide for proper channels of authority through which hospital volunteer service programs may continue to develop ef- fectively. In organizing a volunteer activity in a hospital it is necessary first to establish its objectives and to determine how these objec- tives may be accomplished. Once the objectives of the volunteer program have been estab- lished, the principles of organization, as outlined, make it apparent that this program is a functional department (or service) reporting 5 to administration. Administration should be prepared to provide adequate space, budget and recognition so that this department (or service) shall have status comparable to other departments (or services) of the hospital. It is also necessary to assign the authority and responsibility for achieving the department’s objectives to some member of the hospital organization. This is accomplished by appointing and uti- lizing a director of volunteers who directs and coordinates this service and who is responsible to the administration.* The Volunteer Department (or Service) should be organized so that it encompasses all volunteers working within the hospital. Al- though membership in the Volunteer Department may be identical, either in whole or in part, with membership in the hospital aux- iliary, this does not alter the fact that auxiliary members serving as inservice volunteers must fit within the established organiza- tional framework of the department. In planning the organizational pattern for a Volunteer Depart- ment, it is necessary to develop a system of communication with other department heads. Volunteers are referred by the director of volunteers to another department upon the request of the depart- ment head, and once assigned, the volunteer is responsible to the department head for the performance of her duties. However, the volunteer never loses her accountability to the director of volun- teers. The Volunteer Department (or Service) enjoys an unusual relationship in terms of authority. The person responsible for the program has over-all direction of established basic policies as well as communication with all areas of the hospital in which volunteers work. This department, however, relinquishes supervisory author- ity to the using departments as pertains to the duties being per- formed by volunteers. This process creates for the volunteer a two-pronged channel of responsibility and authority—to the director of volunteers and to the supervisor. It is the responsibility of the two department heads to coordinate. If this coordination becomes impossible in a given instance, then it is necessary to follow the chain of organiza- tion to administration. Coordination will rarely present a problem where both the di- - * In hospitals having mo salaried director of volunteers, the adminis- trator should appoint or recognize a volunteer to serve as nonsalaried direc- tor of volunteers, with the same primary responsibilities to administration as a salaried director. The hospital auxiliary is usually the logical group or source for such a monsalaried director of volunteers, but any other group giving volunteer service to the hospital should be considered. 6 rector of volunteers and the other department heads concerned are following fundamental principles of effective supervision (or lead- ership), each within his own sphere of authority. While these fundamental principles apply as well to the leadership of volun- teers as to paid personnel, there are some facets particularly perti- nent to the leadership of volunteers. The volunteer must accept as her own the goals of the Volunteer Department and those of the department to which she is assigned. To achieve this will require supervisory effort and time. This process will be made easier and simpler if the director of volunteers, working closely with other department heads, under- stands the objectives of all departments and in turn imparts these objectives to the volunteers during their orientations It is up to the director of volunteers to see that her volunteer personnel re- main flexible in their thinking and accept without criticism the supervision given by other department heads. As in any department or organization, it is necessary to evaluate and review the objectives and results of this department. The pur- pose of review should be: 1. To determine the appropriateness of the stated objectives and to see whether they are being pursued in accordance with the established plan; 2. To determine whether or not adjustments are necessary; and 3. To make certain that all personnel involved understand the plan and their proper place in it. The Director of Volunteers The director of hospital volunteers, whether a salaried employee of the hospital or a volunteer, organizes and directs, under the general supervision of the administration, a program for the utili- zation of volunteers contributing their services to supplement the work of the regular hospital staff. Duties and Responsibilities: 1. Interprets policies and develops attitudes, procedures and ob- jectives of the volunteer program to implement these policies. 2. In consultation with the hospital staff and administration, plans for the use of volunteers, defines services to be performed by volunteers and outlines duties for each assignment. 3. Assists in interpreting the functions and expectations of the volunteer program to the hospital family and the community. 4. Orients hospital staff members in the use and acceptance of volunteers. 5. Recruits, interviews, and refers and/or assigns volunteers. 6. Establishes and conducts orientation of all volunteers to the hospital setting. 7. Organizes volunteer training programs in cooperation with the hospital staff and other organizations which train volunteers. 8. Coordinates the activities of all volunteers within the hospital and supervises those volunteers not assigned to other specific hospital departments. 9. Maintains volunteer standards. 10. Administers the volunteer office, including the maintenance of records and preparation of reports and budget. 11. Helps to promote and maintain morale of individual volun- teers and their effectiveness as a group. 12. Follows up and evaluates the volunteer program. 13. Prepares and submits periodic reports to the Chairman of the Volunteer Service Committee and attends all meetings of that committee. Education and Experience A director of volunteers should have a degree from an approved college or university or its equivalent in training or experience. Academic study could include personnel administration, social work, human relations, teaching. Executive or administrative experience in community organiza- tions, hospital organizations or public relations is recommended. Experience as a volunteer should be required. Inservice Training Provision should be made by the employing hospital to give the new director of volunteers inservice training either within that hospital or by arrangement with another hospital which has a functioning Volunteer Department. Personal Characteristics Personal characteristics should be those one should expect of anyone at department head level in the hospital. Special Abilities 1. Demonstrated ability for leadership. Ability to organize. Ability to get along with people in a hospital environment. Communication skills (ability to write and speak well). Imagination. gris sob This chart depicts the recom- mended pattern of organization of the Volunteer Department (or Service) within the hospital and its relation- ship to the hospital auxiliary. Heavy lines indicate the flow of authority; the dotted line indicates the flow of relationship. x hosphial Volunteers in non- Other departments (or services) of the hospi deparimental serv: ices such as gift shop, coffee shop, etc. CHAPTER The previous chapter is concerned with the Volunteer Depart- ment (or Service) of the hospital from the organization point of view. To recapitulate, organizationally the volunteer service program is a department (or service) of the hospital, the re- sponsibility of administration. The individual concerned with the operating responsibility for this department (or service), whether salaried or nonsalaried director of volunteers, reports to admin- istration. What then is the role of the hospital auxiliary (or other such community group organized solely to serve the hospital) with respect to the volunteer service program in the hospital? It must not be forgotten that in many instances the hospital auxiliary has been the sponsoring agency for the creation and maintenance of inhospital volunteer service as one aspect of its total service to the hospital. Further, it must be realized that many hospitals always will rely on the hospital auxiliary to provide the volunteers and the leadership for the program. It is the logical group to which the administrator should turn for cooperation in developing a new volunteer service program. Indeed, in some instances, the aux- iliary is the Volunteer Department. The hospital auxiliary has a paramount interest in the success of this department (or service). The hospital should not overlook the fact that an auxiliary strengthens the development of a hospital volunteer service pro- gram. The broad program of the hospital auxiliary, offering much more to the hospital than just volunteer service within the hos- pital, can and does provide to the inhospital volunteer service program a group of volunteers more completely oriented to and interested in the hospital than are volunteers trained only in one particular volunteer job. The auxiliary should remain as the Volunteer Department’s 11 principal contact for community support if volunteer service pro- grams in hospitals are to continue to grow in effectiveness and at the same time to retain the spirit of dedication and service which has heretofore characterized them. The hospital auxiliary has a responsibility to furnish or help furnish the volunteers; to aid and support the Volunteer Depart- ment (or Service) of the hospital in every possible way; to develop leadership from which a Chairman of the Volunteer Service Com- mittee should be appointed who will serve as a link between the director of volunteers and the auxiliary.* The hospital auxiliary carries out this responsibility through a standing committee, the Volunteer Service Committee, and its chairman, appointed in conformity with the bylaws of the aux- iliary. For the smooth functioning of the Volunteer Department (or Service), it is important that the Chairman of the Volunteer Service Committee and the director of volunteers work closely together. The functions of the Chairman of the Volunteer Service Com- mittee are well described in the chapter on volunteer services of “A Guide to the Organization of Women’s Auxiliaries in Hospitals” published by the United Hospital Fund of New York in 1955. “The chairman should be thoroughly familiar with the hospital for only then can she enlist lay support and interpret the needs of the de- partment. Through her talents of leadership, she is responsible for the esprit de corps of the volunteer group, for the over-all ac- ceptance of the service, and for the smooth functioning and ex- pansion of the department, rather than for administrative duties. “The chairman helps to formulate and to interpret broad policies; enlists lay group support for carrying out these policies and pro- cedures and for filling the needs of the department; presides at all meetings of the committee on volunteers; reports to the auxiliary; acts as liaison between the auxiliary and the director; interprets the services and needs of the hospital to lay groups within the hos- pital and the community; establishes and maintains rapport with the volunteers in conjunction with the director; plans for social functions of the Volunteer Department, including events for recog- nition of volunteer services by the hospital; writes letters of en- * In instances where there is no salaried director of volunteers, the Chair- man of the Volunteer Service Committee may be the person appointed or recognized by administration as the monsalaried director of volunteers. In this case, the chairman carries a twofold responsibility: responsibility to the hospital administration for direction of the Volunteer Department (or Serv- ice) and responsibility to the auxiliary as Chairman of the Volunteer Service Committee. 12 couragement and appreciation; confers with the director of the department on the compiling of reports. In other words, the chair- man is concerned with every phase of the development and mainte- nance of standards of service for the department.” 13 I CHAPTER Surveying the Hospital’s Need for Volunteers Resources and Recruitment . Job Analysis and Job Description . Orientation and Training . Interviewing and Screening Records and Reports 15 1. Surveying the Hospital’s Need for Volunteers An effective hospital volunteer service program does not spring into being over night. In fact, the question of establishing such a program should depend upon a preliminary exploration of the hospital’s need for volunteers to obtain the necessary facts on which a decision in principle can be made. The original suggestion that a volunteer service program may be useful in a hospital may come from any one of a number of sources —from the medical staff, from administration, from the hospital auxiliary, from hospital personnel, from the board of trustees or from a group within the community which has no direct relation to the hospital. The importance of the original proposal lies not in its source, but in the fact that this proposal will initiate an exploration of the hospital's need for volunteers and establish certain objec- tives which a volunteer program might fulfill. While the source of the original proposal may vary, there should be no variance in the subsequent procedure. The proposal should first be discussed with the administrator who will carry it to the governing board of the hospital, for any such proposal must have preliminary acceptance by the board. Such preliminary acceptance indicates not that the board has made a decision to accept or reject a proposed volunteer service program, but only that the board has agreed that such a program may have merit and is worth studying. Admittedly, any procedure which insists that the administrator is the link between those who propose the study and the governing board can create its own stumbling block if the administrator is not in accord with the proposal. However, to bypass the administrator will defeat the purpose of a volunteer service program, should it be accepted, because no such program can be successful without his wholehearted support. Therefore, it is preferable that those who are interested should concentrate on converting the adminis- trator to their point of view. One of the quickest ways to the con- version of the most adamant administrator is to point out that the proposal does not contemplate establishing a program, but only asks that the need be studied so that a decision may be made on the basis of facts to be determined. Once the governing board has agreed that a preliminary study is acceptable, there should be no question as to the acquiescence on the part of hospital staff and personnel. The board’s decision should be sufficient to insure the cooperation and acceptance of others who may be concerned, whether medical staff, department heads, or auxiliary. 16 Where there is already an established volunteer service program within the hospital, the original motivation for a thorough study of the hospital’s need for volunteers will be somewhat different. The difference will lie not in those who propose the study—and the sources may be any one of the groups previously mentioned—but in the reason for suggesting such a study, or re-evaluation, of an existing program. A limited volunteer service program so success- ful that it encourages expansion or an unsuccessful volunteer service program could prompt a proposal for re-study and re- evaluation. Then, although motivations may vary, the procedure should remain the same: those interested should approach the ad- ministrator, who should request governing board approval. Who is to make the study ? The ultimate responsibility, of course, rests with the hospital administrator after he has received board authorization to proceed. It is up to the administrator, first, to investigate the sources of material or guidance which may already exist and which may help to determine the need for volunteers in the average hospital. Such investigation may include requesting material from the American Hospital Association or state hospital associations; it should undoubtedly include requesting general suggestions and advice from persons directing volunteer services in other hospitals. Since it is not always feasible that the adminis- trator himself undertakes such a study in detail, his second step should be to appoint an individual to be in charge. In making his selection, the administrator should keep qualifica- tions in mind. It is vitally important that the person to direct this study should be a member of the immediate hospital family if there is to be the proper grass roots growth and spontaneity upon which the success or failure of any volunteer service program will depend. It should be someone with adequate time, a thorough understand- ing of the hospital and its over-all personnel needs. This may be the director of personnel (in the larger hospital) or another staff mem- ber; it may possibly be a member of the hospital auxiliary. Fur- ther, when the study is made by a member of the hospital family, any resulting program will not then appear to have been super- imposed. It follows that an outsider—the hospital consultant * or a po- tential director of the volunteer service program—is not a satisfac- tory choice. * While it is inadvisable to have a hospital consultant conduct the initial study, it is extremely important that consultants be aware of the function of a volunteer service program and, in any over-all study of the hospital, be con- cerned with an established program from an organizational point of view. 4 The inclination to appoint a director of volunteers prior to the objective study of the need for a program should be resisted firmly. It is essential in appointing a person to direct any program that the program itself should have been accepted and that the person re- sponsible be given a specific charge of responsibility. Until the need has been established and the outline developed, no such charge of responsibility can be given. While it is important to have one person responsible for the study of the hospital’s need for volunteers, he should not stand alone. He may turn for advice to others with experience in direct- ing a hospital volunteer service program; he should certainly make use of a formal advisory committee, which might include various department heads, representatives of the medical staff, of the hos- pital auxiliary (if there is one), and other interested groups within_ the community. In addition to assisting in the study, such an ad- visory committee has an even more important function. It provides * an educational experience for committee members and paves the way for the future acceptance of a volunteer service program on the part of several groups whose support is essential to its success. In.fact, the total procedure of making such a study can serve a vital purpose by helping to educate and “sell” all who are involved. In determining who is to be responsible for the study of an es- tablished volunteer service program, the procedure is essentially the same. The important change is that the person in charge of the study should be the person who is directing the program. How- ever, in such instances, the need for a strong advisory committee from other segments of the hospital family and from the community is of even greater importance to insure that an objective viewpoint is maintained. To reiterate, the purpose of this study is to gather facts and evi- dence upon which a determination may be made as to whether a volunteer service program can be effective in a particular hospital. The objectives of the study should be, first, to determine whether volunteers can help to meet the internal needs of the hospital by supplementing and assisting the hospital personnel; and, second, whether volunteers can provide the intangible plus factors and fill needs not presently being met. To do this, the study group must have the greatest possible cooperation from the medical staff and the department heads. It is the administrator’s responsibility to insure this cooperation by informing the staff and department heads that such a study is to be made and why. Furthermore, it is essential to the study that the several departments of the hospital be clearly defined as to function, division of work and personnel 18 needs. This places another responsibility on the administrator: to see that each department head has determined the objectives and goals of that department, its functions, and the personnel needed to attain the objectives and carry out the functions. The study group is now ready to launch its exploratory work, which will follow the same basic procedure whether the study group is concerned with a potential new program or the re-evalua- tion of an established program. The group should first consult the medical staff as to its attitude toward volunteers within the hos- pital and get its suggestions as to where volunteers may fill a real need. The medical staff has two principal concerns with respect to the use of volunteers. It is concerned that privileged information about patients may become accessible to volunteer personnel; it is concerned that in some situations the volunteer could intrude as a third factor in the doctor-patient relationship. These are valid concerns of the medical staff which must be taken into considera- tion by the study group. : The study group will then approach department heads from whom they will obtain suggestions as to where, in each department, volunteers may fulfill a useful purpose or may be able to supple- ment the paid personnel. It is most important that this fact-finding be done through an informal interview with the department head rather than by a written questionnaire. An informal interview will enable the study group to explore the potential need for volunteers in a more thorough manner than can be accomplished by a questionnaire which is apt to be limiting and limited. The interview will also help the study group to de- termine the general attitude of the department heads. Even more important, the interview can be considered as an educational tool to promote the acceptance of volunteers and thus pave the way for a sound program, should the over-all study determine that it is necessary and feasible. Having explored carefully those departments in the hospital where volunteers can give supplementary assistance to working members of the hospital, the study group will then attempt to determine the plus values that volunteer service might add, which is both more important and more difficult. In attempting to dis- cover the intangibles which can indicate the value of a volunteer service program, the study group should consider the following: 1. Is there good two-way communication between the hospital and the community and can it be improved? Volunteers are members of the community who, through their service to the hospital, are sources of vital contact between the hospital and 19 the community. Because they are voluntarily giving of their time and energies, volunteers are often in a position to do a better public relations job for the hospital than are the paid personnel. . Is the existing morale of the employees and staff as high as it could be and can it benefit from a volunteer program? The very fact of a volunteer service program demonstrates an interest on the part of the community in the hospital and its personnel. The small services which volunteers routinely render make the jobs of the regular staff more pleasant and less onerous and indicate a public support for the services that the hospital and its personnel offer to the community. Is there room for improvement in patient morale? It has been found in many hospitals that the morale of patients is vastly improved by the presence of volunteers because: a) The vol- unteer is not being paid to serve; b) The volunteer’s very presence is a recommendation for the hospital; ¢) The volun- teer is someone with unhurried and unpurchased time to devote to the patient; d) The volunteer makes for an improve- ment and speeding up of nonprofessional services by pro- : viding extra hands; e) The volunteer has the time to do small personal favors which make hospital life more comfortable for the patients. What are the “receptive qualities” of the hospital? How does the hospital appear at first look to the patient, to visitors, to anyone who enters the hospital’s door? Is there a need for the warmth, the patience, the concern which those who are not burdened with other tasks can give to people entering the hospital? . Can the hospital use the direct and indirect influence that volunteers may have in fund-raising programs? The fact that members of the community are willing to volunteer their time and service to the hospital may be a plus factor in the eyes of many when it comes to subscribing funds to the institution, to say nothing of the very direct influence which individual volunteers may have on potential contributors. Are present recruitment programs, either for employees in general or for students, adequate? Again, the presence of vol- unteers in the hospital can add that prestige which attracts potential employees and students and, as members of the com- munity, volunteers can provide a very important channel for recruitment. When the study group has considered those places in the hos- 20 -. pital where, in the eyes of the department heads and medical staff, volunteers may supplement and assist the professional and paid personnel; and when it has considered those plus factors in the operation of the hospital where volunteers could be important, then it will have completed the first phase of its study. Its second major task is concerned with those factors which, by their very nature, may limit the use of volunteers. 1 7 Professional factors. The concerns of the medical staff may impose limitations on the areas in which volunteers may be assigned. ¥ . Questions of legal responsibility. There are very definite areas in patient care where legal responsibility cannot be assumed by other than the professional staff of the hospital. This, too, will limit the potential of the volunteer’s assignment. . The amount and type of direction available for the proposed volunteer service program. The success of the volunteer pro- gram depends not only upon acceptance by the hospital and the availability of volunteers; it depends also upon the orien- tation, training and supervision which can be given those volunteers. If the available direction and supervision for such a program is limited, then the program itself must be limited. . The type of hospital, its size, its neighborhood, its accessibility, and the type of community in which the hospital is situated. All of these factors are important in determining the possi-| bilities which exist for developing a volunteer service pro-| gram. poate . The attitude of department heads. Since volunteers should not be imposed upon reluctant department heads and cannot use- fully serve where there is not full acceptance of their services, the attitude of department heads is an important factor in determining the full scope of the program. . Volunteer resources within the community. There is no point in determining that the hospital can usefully use 150 volun- teers only to find that the community can provide only 50 volunteers. Therefore, the scope of the volunteer service pro- gram must be tailored to the numbers and kinds of volunteers available; requirements must match availability. The number of other organizations competing for people’s free time. ; The hospital’s needs have been determined; the factors which may limit the scope of the program have been considered. The third step is to fix priorities. These priorities should be determined 21 in relationship to the needs and to the limiting factors, and with the advice of the medical staff and the department heads. Assuming the study group has made the essential determination that there are needs which can be filled by a volunteer service program and that the limiting factors do not outweigh the needs, its final responsibility will be to determine the pilot area for vol- unteers. In any new venture, it is essential to start slowly and in a small way. A cautious approach is particularly important in a vol- unteer service program. Only in this way can the inevitable “bugs” be ironed out, while at the same time affecting the fewest number of people. A well directed and careful beginning will encourage the growth of confidence. The facts have been carefully gathered; the decision to initiate a volunteer service program within the hospital has been approved by the governing board; the program has been initiated. But this is not the end of study and evaluation, for such is a continuing proc- ess. It is built into the program through the selection of an indi- vidual to direct that program, and the use of an advisory committee, when indicated, which might well be the original study group. No program within the hospital can exist without someone as- signed to direct it. The very fact that such an assignment has been made states clearly that the hospital has given to the volunteer service program a status within the organization, that the hospital * has accepted it as an important function to be continually evalu- ated and re-evaluated in the hospital's developing process.* * The selection of a director for the volunteer service program and the responsibilities of that director are discussed in the section on organization. 22 2. Resources and Recruitment The survey and the organizational plan form only the skeleton of the volunteer service program. Active, enthusiastic recruits are its life blood. Therefore, the question of recruitment is a vital one, but one which cannot be considered intelligently until the needs and organization of the program have been determined. Two cities standing side by side may look alike. However, the civic agencies, churches and hospitals of City A are supported generously by its citizens; in City B, these same organizations seem unable to gain citizen support. Why is'it that recruiting efforts have been successful in City A and why have they failed in City B? One answer is good leadership. The leader of any volunteer undertaking must be completely sold on it in order to interest . others. One interested person is a powerful force for recruitment, and finding this key person is of prime importance to insure suc- cess. Another key to a successful program lies in realistic requests for volunteers. Volunteers, once recruited, must be utilized, and they must know that their service is really useful, their job important. They will soon realize “made” work and will not be satisfied. On || the other hand, volunteers must never supplant employees no undertake so much that employees are made idle. Successful recruiting also depends upon a practical understand- ing of the forces that motivate people to volunteer. It is asking a lot of human nature to assume that all people are highly moti- vated and dedicated. A good volunteer is not necessarily a dedicated person, at least not dedicated to hospital service only, and it is unrealistic to make such an assumption. If the person can do a good job and be happy doing it, this would seem to be enough. The volunteer with only a superficial interest weeds herself out of the job very soon. Finally, a thorough study of all available community resources for volunteers is basic to a successful recruitment program. The size of the community is important in studying these resources. Of greater importance is the extent to which a community is organ- ized, since people have only so much time to give to volunteer ac- tivities in all types of civic and philanthropic organizations. The hospital auxiliary, if the hospital is fortunate enough to have such a group, is the primary source for recruits for the volunteer service. This is true because auxiliary members are already ori- ented to the hospital and familiar with its service. In fact, a hospital which wishes to establish a volunteer service program might do 23 well to consider establishing its auxiliary first, if one does not already exist. The hospital should also look at existing organizations in the community to see how the community functions in civic activities. It is a proper assumption that the hospital could find interested people in existing groups and could expect to build services using members of these groups. A good point to remember is that in the community with organized service groups it is easier to establish a hospital volunteer service than in a community with no active groups. Even the smallest community has some organization that could be considered as a resource for some hospital volunteer activity. Churches, clubs, granges, unions and civic associations are re- sources. Garden clubs, hobby groups, vocational and professional groups, high school students, scouting and other youth groups, re- tired persons, ex-patients, and immediate relatives of persons al- ready working within the hospital structure are fine resources for hospital volunteers. Local chapters of allied health organizations should certainly not be overlooked, even though the potentials for this resource may differ from one area to another. However, it is important to remember that in most cases such groups should be ~ the medium for recruitment of individual hospital volunteers. To encourage a large segment of their membership to volunteer as a group is to court a problem in divided loyalty. In cases where per- sons affiliated with another organization are accepted on a group basis as hospital volunteers, it is essential that they accept their status as members of the hospital volunteer service program once they enter the hospital. Another excellent resource in larger cities is the volunteer bu- reau, which offers the added advantage of prescreening prospec- tive volunteers. All these sources should be considered when a new hospital service is being planned; they should also be remembered when the established service program seeks to enlarge its activities. Some- times, when the hospital is already in operation, it is a little more difficult to break into the pattern of community activity to organize volunteers for hospital service. In such a case, care must be taken at the outset that the program is carefully thought out and properly presented to those groups which will be asked to support the hos- pital’s volunteer service. They will want to see exactly how their members can serve and what good the service will do. There are a number of persons within the hospital family and outside, individuals and groups, who may be called upon by the 24 administrator to suggest resources available in the community. The auxiliary should be consulted first, since it will in many instances provide a large number, if not all, of the volunteers and also moral and financial support for the program. The administrator will certainly want to ask the advice of the governing board and the medical staff.* The administrator will also want to ask the assist- ance of staff members, especially the director of nurses, who will have a particular interest in and responsibility for many of the vol- unteer services, and the public relations and/or personnel director. It is wise for the administrator to ask the advice of interested per- sons from the community, especially a volunteer bureau director or other representatives of health and welfare agencies. These per- sons may well have a better understanding of community resources for volunteers than those closely connected with the hospital. From time to time the hospital with an established volunteer program will want to resurvey the community resources for volun- teers and re-study its volunteer recruitment policies, particularly if recruitment does not seem adequate. Any re-study of the hos- pital’s need for volunteers or reorganization of its volunteer service should also be accompanied by a re-survey of volunteer resources. In such instances, the person in charge of the program—whether salaried or nonsalaried director of volunteers—would direct such a re-survey. She should consult with the hospital and community representatives suggested above and, in addition, seek the advice and assistance of several active volunteers. Once the picture of the community’s resources for volunteer service is drawn, the recruitment program can be planned. Before actual recruitment is begun, however, adequate planning for ori- entation and training, interviewing and screening recruits must be made. Methods of recruitment fall into three main categories: 1. Individual recruitment The individual approach is on a person-to-person basis and is a direct appeal to individual citizens by the volunteers, the hospital auxiliary, the director of volunteers, the hospital administrator or other staff members. Enthusiasm is contagious, and the personal touch keeps enthusiasm at a high level. Techniques of the indi- vidual method include: * Seeking the advice of the medical staff on the recruitment of volunteers also provides the opportunity to insure understanding on the part of medical staff members that, in general, referrals to the volunteer service should not be made for therapeutic reasons. Individual cases may be considered on their merits. 25 a) In addition to the person-to-person contact, follow-up by letter from the hospital explaining the needs, and perhaps a personal call by an auxiliary member. b) Special events, such as teas or tours of the hospital, may be planned to bring in potential volunteers to see the areas in ° which service is needed and to learn more about the require- ments for such service. For the new volunteer program, the individual method of re- cruitment is the method of choice, since it permits a small begin- ning, in which only enough volunteer prospects are contacted to cover the beginning services. Since it has been stressed that volunteers must not be recruited until they can be utilized, this approach permits the placing of vol- unteers as they are recruited and screened. It may always be the most effective recruiting medium in the small to medium-sized town or city where it is possible to reach the majority by direct appeal with little or no inconvenience or ex- pense. 2. Mass recruitment This may be by direct or indirect approach to large numbers of potential volunteers. Techniques of the mass method of recruitment include: a) A speaker’s bureau made up of hospital auxiliary members and/or hospital staff. It provides well-qualified, interesting speakers for meetings of clubs, civic and church groups to ex- plain dynamically the needs of the volunteer service and invite members to tour the hospital. Schools and the various youth groups require speakers who can fire the enthusiasm of young people. b) Audio-visual aids to present the hospital story effectively and give specific information on services available. c) Special events such as teas and tours of the hospital for an on-the-spot opportunity to acquaint prospects with the hos- pital. d) Publicity including: 1. the use of newspapers, radio and television for the com- munitywide approach; 2. hospital publications—bulletins or newsletters—which go to persons already interested in the hospital (patients, ex-patients, and friends in the community as well as the governing board, medical staff, hospital auxiliary and v employees). 26 e) Brochures and leaflets prepared by the hospital or auxiliary giving information on a selected basis to potential recruits. The patient’s handbook; the visitor’s leaflet explaining visit- ing hours; the annual report of the hospital; the auxiliary yearbook; the volunteer handbook are all excellent for giving information on a selected basis to potential recruits. In the hospital where a volunteer service program is to be estab- lished, a publicity committee chairman should be appointed within the hospital auxiliary to coordinate the auxiliary’s publicity for the volunteer program with that of the hospital. Within the hos- pital, assistance can be gained from the director of public relations or the staff person assigned the public relations responsibility. It should be remembered that publicity is only one segment of the over-all community relations program, and publicity on the vol- unteer service should be geared to fit into the total public rela- tions program of the hospital. Materials must be prepared carefully to give general information for newspaper, radio and television use. Needs for volunteers should always be stated in very general terms, never in specific job terms because the general public must not be given the impres- sion that anyone and everyone may become a volunteer in the hospital. The mass recruitment effort is designed to reach a large number of potential volunteers. It presupposes an established volunteer services program with many openings for volunteers. This ap- proach is especially effective in the larger city, where the person- to-person method would be time-consuming and expensive. In using a mass recruitment appeal it is well to remember that the person who volunteers as the result of a public drive may do so on the spur of the moment, and not because of any real and last- ing interest in the hospital. All types of people answer such pub- licity, many with only a temporary wish to serve. It is even more important to remember that a public drive for volunteers may re- sult in so great an influx of prospects that they cannot all be used promptly. 3. Delegated recruitment Not all recruitment for volunteers is accomplished by the hos- pital or its auxiliary. In some instances it is possible to delegate recruitment efforts to social agencies or to religious, civic, welfare or patriotic organizations. Techniques for this method of recruitment include: a) Current listings of all available openings for volunteers 27 b) placed with the various delegated agencies and organizations. Contact with deans and vocational guidance directors of schools and colleges in the community, pointing out the op- portunities for career preparation as well as community serv- ice. A career week may offer special tie-in techniques here. Audio-visual aids which will assist the agencies and organiza- tions in telling generally of the volunteer needs within the hospital. Preparation of written material for church federations and similar groups within the religious community, to give their individual leaders information for sermons and church or synagogue bulletins. Brochures, leaflets and other publications. These play an im- portant part in delegated recruitment, for it is through these materials that a more complete picture of the hospital and its place in the community can be coupled with the general information necessary to explain the need for recruits. The advantages of this method are that recruitment is done on a wider base, greater public support for the hospital is engendered, and it is possible to capitalize on organization strength and pride for recruiting purposes. This type of recruitment is an asset in metropolitan areas. The best example is the volunteer bureau with its trained staff who, because of their familiarity with the hospital needs, can prescreen recruits before sending them for initial inter- view at the hospital. 28 3. Job Analysis and Job Description Job analyses and job descriptions are essential to the proper organization of the volunteer service department. In some cases a new program or service may be initiated without exact job de- scriptions since a few pilot volunteers are often necessary to help develop the job analysis and the final job description. A job analysis is both a procedure and a system. It is a procedure for determining the what, how, why, when and where of a given job to be done and the demands which that job will make upon a vol- unteer. It is a system in that the final job analysis becomes the record of an educational process involving a number of people in a common understanding. A job analysis of volunteer assignments makes for clarity, under- standing and continuity. It defines lines of organization and super- vision and details the requirements of the particular assignment; it provides for an understanding of the volunteer assignment on the part of the hospital staff and the volunteer; it serves as a basis for review as well as for extension or limitation of the assignment. | In sum, a job analysis is a record of all the information obtainable from the hospital staff involved, from the pilot volunteers, from observation of the work area. Such a record will include a clear-cut delineation of duties and responsibilities; of the supervision avail- able and the relationships involved; of potential hazards; and of such important factors as age limitations and physical demands. Where the hospital is about to initiate a volunteer service pro- gram, it is well to select a traditionally successful area for volun- teers, such as the clinics or nursing service. Once the area of serv- ice has been determined, the next step is the analysis of possible job assignments within the area. There are seven basic steps in making a preliminary job analysis: 1. Use the experience of others. Obtain job descriptions being used for similar volunteer assignment in other hospitals. 2. Meet with the supervisor concerned and discuss the bor- rowed job descriptions considering the assignment in your hospital. 3. Prepare a preliminary analysis of the job requirements, com- bining the elements of the borrowed description and the super- visor’s suggestions. 4. Using pilot volunteers, check the validity of this preliminary effort by comparing it with the actual experience of the pilot vol- unteers. 5. Observe the particular area in question and the volunteers at work. 29 6. Review—with the volunteers and the staff—all of the data secured through this process on the requirements and demands of the volunteer job. 7. Obtain the supervisor’s written approval of the resulting job analysis. Where there is an established volunteer service department in a hospital the process remains the same. The difference lies mainly in the way in which the process is initiated. Additional volunteer assignments are usually developed in the following way: 1. A hospital department requests the services of a volunteer (or volunteers) for a new assignment and in doing so sets down on a request form the basic information needed to start the process of analysis. 2. A supervisor determines that a volunteer assignment should be enlarged or perhaps should be restricted, and further analysis is required to determine the new specifications for the assignment. Making a job analysis is the responsibility of the person directing the volunteer service department with the cooperation and assist- ance of the supervisor and other hospital staff directly involved in the particular work area and of the volunteers carrying out the assignment. The final product of the job analysis is a distillation of informa- tion into a job description. The job description is a descriptive in- terpretation of the job; it is a tool for the director in placing volun- teers, for the supervisor and for the volunteer. The process of making a job analysis is equally applicable to the job of the director of volunteers. It is essential that this position, whether held by a salaried employee of the hospital or a non- salaried director of volunteers, be analyzed as to requirements and responsibility and that a job description be prepared. It then be- comes the responsibility of administration to make the most suit- able placement within the framework established by the job analysis and the consequent job description and with consideration for the hospital’s needs. 30 4. Orientation and Training Orientation may be defined as the determination or sense of po- sition with relation to environment or to some particular person, thing or field of knowledge; awareness of the existing situation. The orientation of volunteers cannot be undertaken until the medical staff and hospital personnel have a full and complete knowledge of the volunteer service program and the place volun- | teers will fill in the total hospital picture. Persuading staff and | employees on the value of volunteers begins with their education | as to the aims of such a program and the ways in which volunteers | can add to the over-all service of the departments. Administra- | tion must be prepared to explain fully the scope of the volunteer | service in giving the “plus” service the departments could not | themselves extend to patients and visitors. oJ An important means of selling staff on the use of volunteers is Vv to bring staff into the planning at an early stage—to learn the needs of each department for volunteers, what gaps in service may be filled by volunteers, how paid personnel may be helped to un- | derstand that the volunteer is not a threat to job security but rather | is going to perform the extra or supplemental jobs. ho The supervisor may fear having volunteers enter the depart- ment, believing they will cut down on the budget for regular personnel. When the supervisor can help to plan the volunteer’s use, this fear can be allayed and the larger concept of additional service to patients emerges. To To reach the goal of orientation there are certain barriers which must be crossed: staff resistance to the use of volunteers; resist- ance of the paid workers at the lower levels; lack of training ma- terial; the size of the group and the frequency of the need; super- vision; fear of the unknown. Crossing any of these barriers is a subgoal and the important thing to remember is that winning | staff to a feeling of contributing to the volunteer program will | act as a hurdle over each barrier. -4 Staff orientation should include reminders that although hospi- tal employees are devoted and give fine service, they cannot al- ways find the time to do all the things they would like to do for patients. By bringing in volunteers it is possible to add to staff services. Staff, feeling a contributing part in the planning, will come up with additional services that could be opened to volun- “teers. It is in the areas beyond the specific regular staff duties that the volunteer is valuable. In starting a new volunteer service program the administrator 31 wants to know—and to tell staff—the specifics of such a program; its cost; the time that staff must give to training and supervision of the volunteers. Selling the volunteer program requires different approaches depending upon the people involved. In addition to in- formation on the cost and time involved, it is important to stress the plus factors of the volunteers’ extra hands and of their com- munity viewpoint. Another point to bring out is that volunteers have very real limitations on the services they may perform, both” from a legal and moral viewpoint. Helping staff members to un- derstand the volunteers’ proper place in the hospital service pic- ture points up the very valid reasons for not exceeding these limitations. New employees should be informed that they will be working with volunteers, and care should be taken to explain clearly the place of the volunteer in the specific department so that a com- plete understanding may be assured from the very beginning. ; It is recommended that there be written guidelines or principles | for hospital staffs concerning the uses of volunteers and what their | service means to the hospital—in terms of the service itself, but __more importantly, in terms of the hospital’s community relations. Among the things that staff must know about volunteers in order properly to assess them and their service are these points: 1. How the proper uses for volunteer services are determined. 2. Who recruits volunteers and how. 3. How the selection or rejection of a volunteer is done. | 4. Services a volunteer may perform—and those services with |limitations as far as the volunteer is concerned. | 5. Who trains the volunteer and how much training is necessary. 6. Who supervises the volunteer. The volunteer’s service and the volunteer’s place in the hospi- tal should be recognized by all hospital staff. The gift of self and time on the part of each volunteer merits recognition in a day-to- day manner, with a thank-you at the end of the day’s work. No matter what the size of the hospital, staff should participate in the orientation and training of volunteers. The more staff peo- ple who can be brought into this training and orientation, the better will be the understanding and acceptance of the volunteer service. Staff gains in prestige and in community understanding of their work in the hospital as they work with and help out vol- unteers, for the volunteers themselves come from the community and report back the things they see and learn in the hospital. Staff members, other than the director of volunteers, who may take part in the orientation of volunteers might well be the ad- 32 ministrator, the director of nurses, a medical staff representative and the director of public relations. It is the responsibility of the director of volunteers to give, or arrange for, basic orientation information before assigning the volunteer to any duty. The purpose of orientation is to give the new volunteer an intelligent understanding of the hospital en- vironment and a basic philosophy of its volunteer service. Original orientation should include this information: 1. The hospital: its aims and objectives, its history, its role in the community, its organization and operation. The explana- tion should include a “who’s who and what's what,” and information on the physical set-up of the hospital. 2. The hospital volunteer service: the role of the volunteer serv- ice as a “plus” service or extension of the regular hospital staff; the relationship of the volunteer department to other departments; relationship of other lay or volunteer groups such as the auxiliary. 3. Specific job opportunities: a current listing of the specific volunteer jobs should be maintained, with the qualifications required for each. It is wise to include in the description some word on the probationary (or temporary) period in which the volunteer proves herself on the job, as well as assuring herself that this is what she wants to do. It is essential that original orientation should include a discus- sion of the psychology of the ill and the attitudes that the volun- teer may encounter in contact with patients, especially those in geriatric, psychiatric and pediatric departments. The volunteer must understand the fears, distrust and apprehension of the pa- tient because of the regulations and strange environment of the hospital. Ethics and standards and regulations must be explained early and repeatedly to the volunteer. Information on the uniform, and its care, is important. The form of recognition should be explained. A manual or handbook is handy at this point. It will give back- ground information on the volunteer service, the hospital, rules and regulations, ethics, information on uniforms, and recognition; and should include a map of the hospital. Orientation is not a “one-shot” proposition; it is a continuing process. 1. It is recommended that the volunteer be assigned on a tem- porary or probationary basis for a period of one month of or service (in a month’s time, the volunteer would ordinarily serve once each week for a minimum of four assignments to 33 her job). The volunteer’s performance should be evaluated jointly by the using staff and the director of volunteers during the probationary period. This joint evaluation is then dis- cussed with the volunteer objectively. After the first month, all volunteers who have passed this probationary period should receive additional orientation in a planned session, with administrative staff in attendance and speaking; a com- plete tour of the hospital; audio-visual aids to help in de- scribing the hospital and the various volunteer services. Regu- larly all volunteers should be brought together for orientation in a group session. . Other written material should be given to the volunteer at the special supplemental session—any hospital publication which is given to employees and friends of the hospital; the annual report; the patients’ handbook; and any other infor- mational material which other segments of the hospital fam- ily receive. It is important that the individual volunteer be aware not only of her own place in the hospital but also of the place of employees, the medical staff, the governing board, the administration, the visitors and other volunteers—all of whom have a direct and important bearing on the center of the hospital operation, the patient. . Periodic reorientation and refresher courses should re-em- phasize specific points, and should be coordinated by the di- rector of volunteers and administrative staff. Reorientation should be regarded as a preventive measure, not a corrective measure. It should include information about the hospital— any new developments, new services and new programs as well as ethics, standards and regulations—so that the volun- teer may keep current on affairs concerning the hospital. This helps to increase the feeling of teamwork. It is important to remember the volunteer’s need to know. Booster talks in orientation to volunteers are important spe- cifically because the volunteer is more susceptible to rumor and hearsay than the employee. This is partly due to the in- frequent attendance of the volunteer, as compared with the employee, who is on duty throughout the week, every week. This continuing orientation is just as important for the hos- pital employees as for the hospital volunteer. Only through a continuous effort to keep open communication channels can a true understanding of the hospital, its service and the place of employees and volunteers be achieved. Where there is a general supplemental orientation for new staff, 34 it is recommended that new volunteers be included—with the reminder that volunteers will need additional orientation over and beyond this. Bringing together staff and volunteers in a tota orientation program will serve to build a bridge of understanding, that could not possibly be gained through other measures. ~ Volunteers who are specifically trained and well qualified may also participate in certain areas of orientation. The “buddy sys- tem” with an experienced volunteer being paired with the new volunteer, has proved most satisfactory in orienting new volun- teers. The orientation program can be overwhelming if too much is attempted at one session. The volunteer, like any staff member, can digest only so much at any given time. In coming to the hospital, the volunteer looks for job satisfac- tion and a certain prestige. Orientation, then, should recognize the volunteer’s motivations and consider them in the proper light. Orientation and training of the volunteer is handled in several different ways, depending upon the situation at hand. In some in- stances it is best to plan for a part of the orientation and training on the job, while in others it is better to bring staff and volunteers together in a central location for a more formalized program. Training Training, defined as “the transmission of such pertinent knowl- edge and methods as have proved useful in carrying out specific kinds of responsibilities,” should include these elements: 1. Detailed job descriptions—including information on who the volunteer’s supervisor is. 2. Relations with the supervisor. 3. Technical instruction for job performance. 4. Work schedule—where the work is done, the hours. A job description is necessary for every task to be performed | by a volunteer. The description should be as complete as possible, showing in detail the various steps. The using department director should have reviewed the job description and approved it in writ- ing; the volunteer, too, should sign it as having read and under- stood the description. All specific instructions for the volunteer should be in written form. Included in these materials should be technical instructions; special fire, safety and disaster regulations of the hospital; instruc- tions for the handling and care of any equipment to be used; any special instructions relevant to the specific department in which the volunteer work is to be performed. 35 It is obvious that simple volunteer jobs require but little specific training, while more specialized volunteer tasks must have specific and detailed training. Important to keep in mind in setting up volunteer assignments are the hospital’s legal and moral respon- sibilities to its patients. The person best qualified should be given responsibility for the training of volunteers, whether this be the director of the using department, a supervisor therein, some other staff member, or a qualified volunteer. Again, the type of volunteer service to be un- dertaken must be a deciding factor in the selection of the person assigned to the training task. Training for many volunteer services can be handled on the job; usually on an individual basis. Other types of volunteer serv- ice, such as central supply (rolling bandages) or nurses aides, can better be handled in class training sessions. 36 5. Interviewing and Screening The purpose of the interview is to determine the suitability of an applicant for hospital volunteer service and to select an as- signment where both the needs of the hospital and of the indi- vidual are satisfied. Such an interview with potential volunteers is essential since the success of the entire volunteer service pro- gram depends to a large degree on finding the right person for the right job. Consequently, every applicant must have a formal inter- view no matter how well she may be known to the interviewer. The interview should be conducted by the person in charge of the volunteer department and should ascertain where the pros- pective volunteer may be useful to the hospital and satisfied that her volunteer service will provide the opportunity to do some- thing worthwhile. It goes almost without saying that the needs © of the hospital are primary and that any conflict between the needs of the hospital and the suitability of the applicant must al- ways be resolved with a view to the needs of the hospital. It is a corollary that the volunteer, who must feel satisfied she is needed and is performing a worthwhile task, will find her needs satisfied when her placement fits the needs of the hospital. A great deal of excellent material is available on interviewing principles and techniques. While it is not the purpose of this section to provide another textbook on interviewing, particular attention might be given to the newly developed “pattern interview” tech- nique. However, there are a few guideposts which will underscore some of the important points to understand and remember in order that interviews of prospective volunteers may fulfill their basic purpose. The interests of the hospital and of the individual appli- cants will be fully served only if the interviewer understands how essential it is to apply the skills of interviewing. There are several important principles upon which good interviewing tech- niques are built: 1. The interview is a two-way street. It should be used to give basic information about the hospital to the volunteer as well as to obtain information from the applicant. The acceptance of this concept as a first principle will help to insure the essential rapport between the interviewer and the interviewee. 2. Adequate planning. Planning begins with the preliminary preparation: a clear and complete application form is ready; the interviewer will have prepared certain questions which will help to determine the applicant’s ability; the interviewer will know the current volunteer assignments which are avail- 37 38 able. The reception of the applicant is also important to the planning of the interview. She will be expected, and provision will have been made for her reception. Finally, there will be a proper place in which the interview may proceed quietly and without interruption, and there will be adequate time for a careful and unhurried talk. The interview should not be too short or too long; approximately one-half hour is usually enough time to allow. On the other hand, flexibility on the part of the interviewer is important, and she should be pre- pared to ask for a second interview if the original time sched- uled is not adequate. . The unique demands of hospital volunteer service. Possibil- ities for the use of volunteers in the hospital are many because of the wide range of skills needed. However, the fact that the hospital is concerned with illness may be a limiting factor, and it is important that the volunteer be able to adapt to such a setting. . The interviewer’s awareness of her own attitude. She must endeavor at all times to remain objective, unbiased and re- ceptive, realizing that personal feelings or attitudes may color and influence the interview. . Confidentiality. The interviewer must continually be aware that an interview is confidential and, by her attitude, must reassure the applicant that this is true and encourage the applicant to impart personal information freely. Explaining the reasons for personal questions will help the applicant to answer without hesitation. This, in turn, places upon the interviewer the responsibility for the use of discretion in determining what, if any, of the personal information about the volunteer may be important to pass on and to whom. The guiding rule in this determination should be whether the con- fidential information is such that it can affect the volunteer’s attitude and ability on her assignment. Qualifications. In general, the qualifications that an inter- viewer looks for are well summed up in the words: SKILLS, KNOWLEDGE, ABILITIES, INTERESTS, ATTITUDE, TIME and PHYS- ICAL FITNESS. The volunteer’s experience, education and training will indicate SKILLS, KNOWLEDGE and ABILITIES (including potential and undeveloped skills). Under INTERESTS, one is concerned with the applicant’s leisure time activities and hobbies. In the term ATTITUDE, one looks for the applicant’s attitude toward supervision (can she accept it?) and her motivations for offer- ing her service to the hospital. TIME is more than a matter of time available; it is a matter of the actual amount of time the applicant is willing to commit. The interview must start the process of directing nonrational sentimental motivations into channels of practical contribution. Otherwise, the volun- teer becomes a vexatious element in the hospital. Some of the techniques which are important to remember in interviewing potential volunteers for the hospital are: 1. Every interview must have a beginning, a middle and an end. Aware of this, the interviewer will have made her prepara- tions carefully so that the interview starts well, provides the necessary give-and-take of information to help both the inter- viewer and the applicant make a decision, and permits a ter- mination which is gracious and clear. 2. The volunteer’s qualifications must be carefully evaluated. To do this: a) The interviewer will make the best possible use of the application form. While it is preferable to have the form filled out in advance, either before the applicant arrives or immediately preceding the interview, it is sometimes necessary to fill out the application form as the inter- view progresses. b) The interviewer will cultivate the habit of listening well as an aid to evaluation. ¢) The interviewer will observe carefully what the appli- cant says, her reactions to what the interviewer says, her appearance, her voice. d) Finally, in evaluating the applicant’s qualifications, it is important to know what special qualifications are needed for a particular job. 3. The interviewer will use leading questions. It is important that the questions require more than yes or no answers in order to encourage the flow of information which will make the interview really useful. 4. The interviewer determines the amount of information to be given. The interviewer should be aware throughout the inter- view of the need to determine how much information is enough to give the applicant. That determination should be made not on a routine basis, but upon the applicant herself. For instance, the applicant with special skills and abilities should undoubtedly be given more information about the hospital rather than less. The applicant with little formal training, who will be happily placed in a routine and unskilled 39 assignment, may need less information; more than the basic information about the hospital could perhaps overwhelm her. This determination is made not on the interviewer's own understanding of the complete scope of the program and its needs, but it is made on an estimate of where the applicant stands in relation to an understanding of the hospital. The rejection of a person who has come to offer her services voluntarily to the hospital has its hazards for the unwary inter- viewer. However, there are principles and techniques which will help the interviewer to avoid these hazards. First, screening must \ ‘be made a part of the planning for the interview through the real- “istic acceptance on the part of the interviewer that it may be neces- sary to reject an applicant. One of the problems the interviewer faces is that she, herself, has not always accepted the fact that there may be applicants who cannot be fitted into the hospital vol- unteer service program. The interviewer is a victim of her own warm-hearted belief that anyone offering services as a volunteer must be accepted or of her own fear that rejection will result in poor public relations for the hospital. In some cases, rejection is better public relations than acceptance. Screening should be built into the interview from the outset. At the very start it is important to share with the applicant the purpose of the interview and to prepare the applicant for the pos- sibility that her capabilities may not at the time match the hos- pital’s needs. An explanation of the purpose of the interview should be underscored by a thorough discussion of the obligations and responsibility of the volunteer. By using these techniques, it is usually possible to encourage the applicant to decide for her- self that there is no place for her in the volunteer service program. Throughout the interview, it is important that the interviewer be continually appraising the applicant in order to find the proper approach to rejection, if rejection seems necessary. An important element in this proper approach is that the interviewer should know about other possibilities for volunteer service within the community, so that she can determine whether, as part of the re- jection, she may refer the applicant to another agency or service. Finally, it is important that the interviewer understands she is rejecting an applicant for a volunteer assignment but not rejecting the applicant as a person, and in her whole attitude must be care- ful to convey this important differentiation to the applicant. The interviewer’s indication of interest in the applicant can make a good friend for the hospital regardless of the outcome of the interview. 40 The interviewing and screening process leads to placement for those volunteers who are accepted, and to planned orientation and training. It must also result in a record, containing all pertinent information about the interview, which is retained for the vol- unteer’s permanent and confidential file. 41 6. Records and Reports The basic purpose of records and reports is to provide guidance for future activities based upon the performance and accomplish- ments of the past. However, it is important to remember that the services per- formed by volunteers are in many ways not measurable. Because the service is intangible—adding pleasantness to the hospital, warmth to the patients and visitors and improvement in the hos- pital’s community relations—no records can provide a complete | yardstick of performance. Records must have a meaningful purpose, and each record should be analyzed as to its function and use in the light of the needs of the organization and of the volunteer service. Records are useful to the degree that they give information. If there is not a direct and adequate use for each record and form, that is indi- cation that the particular record is not necessary. To avoid unde- sirable duplication, records should be combined where possible and maintained in a centralized spot, preferably in the office of the director of volunteers. However, duplication is justifiable when the record’s use saves time. Records are useful as a help in making decisions, indicating the degree to which the past performance of the volunteer, and of the volunteer service as a whole, has been effective. Records are use- ful in helping to “sell” the program to the administrator and other staff and to the hospital auxiliary. Records can help indicate the health of the volunteer service program, pointing up the places in which performance has been effective; and pointing up to the same degree those areas which are in need of bolstering. The records provide the information necessary for recognition of vol- unteer service and the basis for a check on the attendance per- formance of volunteers. They include the information necessary to upgrading of volunteers for more specialized work or for transfer to a more suitable assignment. Records are useful not only to the director of volunteers in de- termining the strength and success of the program—or its weak- nesses—but to the supervisor of volunteers in each department; to the hospital administrator; to all using department heads; to the auxiliary and to the governing board. Records may vary ac- cording to the size of the volunteer service program, not ac- cording to the size of the hospital itself. In a small program, it is possible to maintain records for the volunteers by the hand method; while in the large programs, with many volunteers, dupli- 42 cation or reproduction of volunteer service records should be handled by machine. Records actually begin before the volunteer department is es- tablished and set up. This is so, since it is necessary to have an index of job listings, their specifications, the qualifications of the people who will fill the job, and the schedules of time concerned with the job before volunteers are recruited. Actually, there are two types of records, those describing the jobs to be done and those covering the people who are doing the jobs. Both are work- ing tools to cope with changes and problems of the service. The totality of all records for the individual volunteer forms an experience record, telling the performance of the individual. The complete record is useful in evaluation of effort; it indicates at- tendance and interest; it enables the director of volunteers and the individual volunteer to see and fit into new opportunities for service. A coding system makes simple the evaluation of the vol- unteer’s performance. A basic hours record is important to the department head who uses the volunteer in judging the strength of her volunteer serv- ice. It is important, too, for recognition of the volunteer’s service. The individual volunteer must have confidence that the time she is giving is carefully recorded. The departmental log or record book in which the supervisor notes the volunteer’s arrival and departure may be kept within the using department. It is possible, in the departmental record book, for the volunteer to sign in and out personally, giving her a sense of responsibility for maintaining the record of her service. This also keeps her aware of the time given and of the importance of her service. The supervisor, however, also retains a responsi- bility for the checking of the time; and forwards the record, either weekly or monthly, to the office of the volunteer department. In the small hospital, a centralized place for the volunteers to sign in and sign out is important. This is usually the office of the volunteer department, but might be the admitting desk. In the large hospital, a decentralized sign-in spot is necessary because of the very size of the hospital plant. In such hospitals, it is com- mon for the volunteer to sign in in the department in which she is working. Sample standard forms for basic records are shown in the ap- pendix. These basic forms are: 1. Application form. This may be enlarged to include informa- tion on the interview and is then titled the interview or registra- tion card. It may be mimeographed on 8%” x 11” paper, or printed 43 on small file cards, which form a quick reference file of active vol- unteers. The application form should include all of the information in- dicated on the sample form in the appendix. When it is enlarged to become the interview or registration card it should also include the following: check-list of talents and skills (such as typing); the reason for volunteer’s decision to come to this hospital; any relatives or friends the volunteer may have within the hospital (medical staff, governing board, employees, other volunteers) . This information is noted by the interviewer. The card will provide for such data as orientation and training given; and various volunteer assignments filled. 2. The schedule. There are several types: a) the over-all sched- ule of the entire volunteer service, showing where every volun- teer is scheduled for every period; b) the departmental schedule which lists only those volunteers working in a given department and is used by that department and by the director of volunteers; c) the weekly schedule indicating the jobs to be filled and the time involved, including the name of the volunteer filling the job, or, as necessary, the substitute for the regular volunteer; d) the daily schedule in the larger services, replacing the weekly schedule. 3. Sign-in record. This may be one of two types: a) the individ- ual sheet for sign-in and sign-out by the individual volunteer; b) the departmental daily sign-in sheet, on which all volunteers within the department sign in. The daily sign-in record forms the basis for recognition and for insurance coverage. 4. The personnel record file. This is the permanent and con- fidential file for each individual volunteer. It may contain the ap- plication, interview data, personal time record (if kept individ- ually), data on orientation and training given, experience record (jobs done and how) and any reference letters or other material. The personnel record file is a continuous experience record. 5. The summary card. This lists functions, qualifications and skills of the volunteer in the position to which she is assigned. It may contain special information such as foreign languages spoken, written or read; other assignments the volunteer has undertaken in the hospital. This information is valuable in reassignment of the volunteer, giving an indication as to whether the volunteer might like the new job, and whether the department head might like this particular volunteer. 6. Identification badge or pin. This carries the name of the vol- unteer. If a badge is used, the name of the department may be added. 44 7. Identification card for wallet. This serves not only as an iden- tification for the volunteer within the hospital and without, but as a tangible recognition of the volunteer service given. 8. Roster of active volunteers; separate roster for inactive vol- unteers. In the larger volunteer service program, it may be necessary to add other record forms, but the major difference will be in the fact that volunteer records will be mechanically reproduced. Use of a mechanical system permits classification by functions and skills as well as an alphabetical listing. Additional forms which should be considered for use in the volunteer service program are: a) reference forms; b) waivers of responsibility for injuries or damages resulting from volunteer services; c) health records; d) individual volunteer’s evaluation form; e) volunteer’s evaluation form by the using department; f) absence report; g) check list for processing volunteer. All permanent records for the volunteers should be kept in the office of the volunteer department. It is the responsibility of the director of volunteers to see that adequate, up-to-date records are maintained on each volunteer. If this department is large, it is possible that additional volunteer help will be available and in some cases such volunteers might be assigned to this task. How- ever, because of the confidentiality of much of the material in- volved, this is a matter for very careful consideration. Reports Reports of the volunteer department’s activities are of two types: statistical and narrative. The statistical report includes data on the number of volunteers giving service, the departments in which this service is given and and the number of hours volunteered. Over a period of time, sta- tistical reports will indicate increases or decreases in the volun- teer service program; increases in absences of volunteers; gaps in assignments; need for replacements. The statistics should give to the director of volunteers and to the administrator of the hospital the information necessary to see expanded service needs of the department. The statistical report contains information on every service cov- ered by volunteers, and it makes possible a comparison of the services with previous months or years. The report shows the number of new volunteers and the services to which they are as- signed; it indicates the percentage of turnover. The statistical report should also give a base of information on the cost of the 45 volunteer department, which would include the salary of the di- rector of volunteers; uniforms and other supplies for the indi- vidual volunteers; office supplies and similar charges; and the cost of the rent of equivalent space assigned to the volunteer depart- ment office. Such reports can forecast need for changes in the program; new directions which the service might take; possible new space re- quirements; additional training and supervision requirements as the program is enlarged. The narrative report is a running commentary of the depart- mental activities. It should include information on any new or pilot services initiated; any weaknesses that show up in established services; any indicated needs for re-direction of the program in its entirety or in part. Narrative reports should describe the pro- grams of the hospital itself covering the departments using the volunteers: 1) Medical services: a) ancillary medical service (x-ray, laboratory), b) ancillary nursing service (ward clerk, pediatrics), c¢) ancillary rehabilitation service, specifically in the area of geriatrics (physical therapy, occupational therapy, recrea- tional therapy). 2) Food services. 3) General services. 4) Extra services, such as cafeteria, gift shop, snack bar. The report should show where, in each of these programs, there is a possible project for volunteers and should describe to some degree the working out of such a project. The narrative report should cover the problem of turnover of volunteers in various services, indicating the steps taken to bring about a decrease in turnover and listing any specific points affect- ing the turnover. Both statistical and narrative reports should be prepared pe- riodically and should be directed to the administrator of the hos- pital, who will in turn report to the governing board as necessary. Copies of these reports should go to the administrative heads of departments using volunteers and to the hospital auxiliary pro- viding volunteers or support for the volunteer service program. The annual report of the volunteer department is a combination of both statistical and narrative reports and commonly follows the same form submitted by the other departments of the hospital. 46 CHAPTER Previous chapters of this manual have dealt with the basic phi- losophy of the volunteer service program, stressing the fact that volunteers should give supplementary service to the hospital pa- tients, extending the service of the hospital staff and employees. It is essential that standards for the use of volunteers be estab- lished so that the hospital may be guided in the placement of vol- unteers in those areas of service safe to the patients, as well as safe and satisfying to the volunteers. It should be understood that AA the volunteer should not come with the expectation of later be- coming a paid employee. It is not possible to lay down hard and fast rules for all hospitals because of the many variations in size and type, location and com- munity. However, in setting up volunteer assignments the hos- pital must consider both legal and moral implications of using a volunteer in a specific assignment. Two questions should be asked: 1. Can the hospital be held legally liable? Example: asking a volunteer to perform a task which neither her professional knowledge nor experience qualify her to perform. 2. Has the patient the right to expect the service to be performed by regular, and specifically trained, hospital employees? It is fundamental that there are certain assignments that should not be given to volunteers: 1. Professional services should be performed by i | J 2. Jobs vital to patient care, since such service must be main- tained steadily, are not proper assignments for volunteers. Care should be exercised in assigning volunteers to tasks where they have access to patients’ charts and medical records. Because these records are considered to contain privileged information, there are legal and moral implications involved. In setting up volunteer assignments there must be an awareness 47 that some assignments may develop into essential services. There is a fine line of distinction to be considered, for the assignment performed today by a volunteer may tomorrow assume sufficient importance in the care of the patient to require professional staff. Examples: Occupational Therapy and Social Service. The discussion of standards covered in this chaper obtains only for adult volunteers. Standards applicable to teen-age volunteers are dealt with in another publication of the American Hospital As- sociation, The Teen-Age Volunteer in the Hospital. The following lists will give an indication of: 1. Volunteer serv- ice areas in which volunteers with basic training may function properly; 2. Areas in which volunteers should serve only with additional training and supervision; and 3. Areas in which volun- teers should probably not be assigned. 1. Areas in Which Volunteers With Basic Training May Func- tion Properly: Nursing Services Nursing Service —making empty beds, straightening empty Assistants beds; feeding patients. Central Service —preparation of practically all materials (or Supply) for sterilization, and distribution throughout hospital. Escort Service —escorting patients from admission unit to their rooms; from rooms to treatment areas and clinics; delivery and pick-up of records, tests for laboratory, and other materials; escorting patients at time of discharge from hospital. Personal Services for Patients Library Cart, Library —helping patients to select books, maga- zines; assistance in library with sorting, cataloguing, clerical duties. Gift Cart —circulated regularly to patient floors. Flower Care —delivery, arrangement and care. Chapel —includes escorting patients to chapel services, arranging for visit of priest, minister or rabbi. Reading, Writing, —on special assignment. Visiting Mail —sorting and delivery. Services for Patients, Visitors and Hospital Staff Information Desk —giving information to visitors, assisting in visitor control. Hostess —includes conducting patients to their rooms; giving information regarding ac- 48 Gift Shop Coffee Shop commodations, visiting regulations, vari- ous services such as library and gift shop; wheel chair tours for convalescent pa- tients. —buying and selling. —food preparation, serving, cashiers. Physical Medicine and Rehabilitation Occupational Therapy Aides Physical Therapy Aides Special Services X-ray Laboratory Orthopedic Clinic (and other clinics of Outpatient Department) Pharmacy Medical Library Social Service Pediatrics —assist in preparation of materials and supplies; clean up areas; deliver ma- terials to wards. —assist in preparation for treatment; straightening areas; escorting patients to and from department. —escort patients to and from department; clerical help. —same as above plus clean up. —receptionist; clerical; messenger; escort; children’s play lady. —clerical; floor delivery of drug supplies. —assist librarian in checking books and periodicals in and out; cataloguing; cleri- cal. —clerical; receptionist. —playing, feeding, combing hair, reading, helping make toys. Services to Hospital Staff Mail, Messenger Storeroom Clerical (in many departments) Sewing Dietary Services Selective Menus Hospital Grounds Landscaping, Grounds Work —helping to sort mail; deliver mail and other hospital communications and sup- plies to departments. —clerical; inventory; delivery to depart- ments. —spot-type work in addressograph, mime- ograph, typing, stuffing—at peak periods. —sewing and mending supplies. —assisting patients in selections; collecting menus. —maintaining hospital grounds in attrac- tive, safe order. 49 2. Areas in Which Volunteers Should Serve Only With Addi- tional Training and Supervision: Nursing Services Nurses Aides —with training by, or comparable to that offered by American National Red Cross. Nursing Service Attendants —answering call lights. Orderlies —opportunity for male volunteers to give bedside care when properly trained. Floor Secretaries or Ward Clerks —doing routine typing and filing of non- confidential materials; answering phone. Services for Patients, Visitors and Hospital Staff Emergency Room Entrance —information, reception. Outside Delivery and Operating Rooms —information and hospitality to patient’s family. Physical Medicine and Rehabilitation Occupational Therapy —assist selected patients with projects. Physical Therapy —provide extra hands and feet for staff, } assisting in nonprofessional capacity. Recreational Therapy —provide extra hands and feet for staff, assisting in nonprofessional capacity. Special Services Medical Records —clerical assistance with nonconfidential materials. Dietary Services Dietary Aides —supervision of patient tray preparation, for patients on general diet. Volunteer Service —Volunteer service in the community, outside Hospital performed at the direction of hospital staff. Example: Social Service Aide. 3. Areas in Which Volunteers Should Probably Not be As- signed: There are certain assignments of service within the hospital which should not be given to volunteers under any circum- stances; there are also areas in which great care must be exer- cised in the placement, training and supervision of volunteers. In many special-care areas there are routine clerical jobs to be performed, which though they take place in a highly professional 50 atmosphere, do not require professional personnel. An example is the control desk in the recovery room. For many hospitals, assigning volunteers to routine tasks in special-care areas may appear to have so many problems that the decision will be made to avoid these assignments. In other hospitals, the decision to assign volunteers in special-care areas will be made after a careful consideration of the training and supervision which is available; and after careful screening of the volunteers who will be given these assignments. With these considerations in mind, then, the following areas may be listed as those in which the hospital will probably not want to assign volunteers: Recovery Room Contagious Wards Nursery Dispensary, Pharmacy (other than clerical) Social Service Medical Records Clerical duties involving patient’s chart or record of a confiden- tial nature Operating Rooms—clerks, records, secretarial Research Projects 51 CHAPTER Because volunteers are, by definition, unpaid workers, there is a tendency to exclude them from thoughts about the legal impli- cations of hospital administration. Nevertheless, the volunteers present problems similar to those of hospital employees and, addi- tionally, unique legal situations which are rarely found elsewhere. A volunteer may be injured while performing services on behalf of the hospital. Should a volunteer be compensated if so injured? If this is merely a moral question, the answer is an easy yes. The answer in the law is less clear. If, in a given state, the hospital is subject to liability for the negligence of its agents, the volunteer may sue the hospital when injured as a result of someone’s negli- gence. That someone must be a person acting for or on behalf of the hospital. If, as is the situation in some states, the charitable institution is immune from liability for negligence, the volunteer would have no legal redress against the hospital. The trend is for courts to hold hospitals liable, rather than immune, and the num- ber of immunity states has been decreasing. Of course, the indi- vidual whose negligence was the cause of the volunteer’s injury would be personally liable and the volunteer could sue him. Since a volunteer does not receive a salary and thus is not on the payroll, it is not possible for a volunteer to file a claim under most workmen’s compensation statutes. Some hospitals have found a solution to this problem by obtaining workmen’s compensation insurance coverage from their carrier to include volunteers. The amount of compensation is based upon a hypothetical payroll for the volunteers created only for insurance purposes. In this fashion, at a small increase over the premium paid by the hospital for its em- ployees, the hospital obtains minimal coverage for volunteers who are injured “on the job.” What is the responsibility of a volunteer for injury incurred by another volunteer? In our form of law, each individual is respon- 53 sible for his own acts if he is legally competent. Therefore, a vol- unteer whose negligence results in injury to another person is personally responsible to that person and may be liable under the law. So one volunteer might even sue another if the latter was negligent and such negligence was the proximate cause of the former’s damage. It is also evident that a volunteer might be the cause of injury to a patient, a hospital employee, or a visitor to the institution. Under such circumstances the volunteer could be sued by these persons. To protect himself, the volunteer may purchase a kind of “floater” insurance to cover personal liability for injuries received by any others through his negligence. In ad- dition, many hospitals, by slightly increasing their liability insur- ance premium, may cover those volunteers who, through negli- gence while performing services for and on behalf of the hospital, cause injury to others. Some volunteers are members of an auxiliary association and others belong to an incorporated auxiliary. There is some differ- ence in the personal legal implications of an auxiliary’s organiza- tion. A corporation is a separate entity and has a legal standing. It may sue and be sued. The volunteers are not personally respon- sible for misdeeds of corporate officers, or fellow volunteers, in which they have no participation. An unincorporated association, on the other hand is not a sep- arate entity and there are difficulties in suing it. Under the com- mon law, the members of an unincorporated association were sometimes held liable for the misdeeds of other members if third parties were injured. Today, although the law is not especially clear on this point, it appears that the severity of this rule has been tempered so that mere membership in an association will not be sufficient to impose responsibility on one member for the errors of another. There must be, perhaps, prior assent to the con- duct which causes the injury, subsequent approval of such con- duct, actual participation in the harmful deed, or some other di- rect relationship between the wrongful activity and the member who is to be sued. Where the unincorporated auxiliary is actually a part of the hospital, the auxiliary would enjoy any immunity from liability which redounds to the benefit of the hospital. If the auxiliary is incorporated as a voluntary nonprofit organization, and if such organizations are immune from liability in the state, the incorpo- rated auxiliary could not be held liable for the negligence of its volunteers. Most of the conceivable legal problems involving volunteers can 54 be solved through insurance coverage. If the hospital obtains lia- bility insurance coverage which includes its volunteers, and also obtains some kind of workmen's compensation insurance for these volunteers, the remaining legal exposure would be rather limited. A volunteer of some personal wealth, however, may wish to pur- chase personal liability insurance just in case a suit might be brought by another person who prefers to name as defendant an apparently wealthy individual rather than a nonprofit institution. Note—This material is not legal advice. The information in this chapter should not be used to resolve legal problems. For advice on such problems a hospital should consult a member of the local bar. 55 CHAPTER The Volunteer . . . The Community Sometimes we are not as careful about words as we ought to be, and so we find ourselves using catch-phrases like “the volun- teer and the community” in a rather haphazard way. But, as soon as we have said these words, we have perpetrated an intellectual hoax, for the volunteer is the community. But, if we are to think clearly-about this important subject, we must be sure that we all have the same idea in mind when we speak of the community. For our purposes, let us define the com- munity as the affiliation of people into groups to achieve the things of mutual interest that cannot be done alone or can be done better together. Therefore, when we are talking about the role of the in- dividual in the community, we are talking about a great variety of interdependent associations, loyalties, and influences that react upon each other. "This is very important when we look at the ways in which the volunteer can help build good community relations on behalf of a hospital. We are talking about people—people with families an friends, business and social interests, varying backgrounds and = titudes, and with life situations that change from time to time.! They cannot be sorted into clearly defined categories and cata- logued, nor can we assume they will always react in a certain way because of certain circumstances. Yet, it is these indefinable, un- predictable, constantly changing factors with which we must deal when we consider community relationships . . . whether they be inside or outside the hospital, between the hospital and the gen- eral public, the volunteer and the public, or the hospital and the volunteer. In all we say, then, about the place of the volunteer in commu- nity relations, we must keep in mind that the volunteer is an in- 57 tegral part of the community with all its demands and pressures, its attitudes and variations. This is what gives volunteers their special character in the hospital picture. It is what determines their role along with others in the hospital, and it is the reason why the volunteer can be an ambassador of goodwill back into the commu- nity. A Few Words About Public Relations Everything done by the hospital and the volunteer relates in some way to the public, the community. To ignore this fact is to risk all the dangers of a false sense of anonymity when, in fact, many eyes are watching and many ears are listening. The question is not, “Do we have public relations?” It is, “Are our public relations the kind that gain support, lose support, or just leave people disinterested and uncommitted?” In short, the hospital has a continuous public relationship. How much easier to deal with public relations if it could be measured by the inch, or weighed by the pound, or marketed in an attractive cellophane wrapper. But, unfortunately it cannot. It is an intangible; and what makes the situation even more complex, it can never be considered as an entity in itself. It is always affected by other factors. One of these other factors is ignorance . . . or, more specifically, the unanswered question. It is an insidious and deadly foe of public relations that makes itself felt in many destructive ways, some of them so subtle we are hardly aware that it is sabotaging every effort to build friendship, appreciation, and acceptance in the community. And that, after all, is what public relations means: a feeling of friendliness, appreciation, and acceptance. None of us appreciates or accepts what he does not know. Quite to the contrary, our reaction to the unknown is apt to be vacant disinterest . . . and sometimes hostility. Perhaps it is hard to be- lieve that anything so apparently passive as an unanswered ques- tion could be so deadly. But we need only remember that ignor- ance is more likely to breed suspicion than trust. And, let us not forget that the unanswered question often has to be divined in subtle ways. It is no less real because it also happens to be unasked. Another factor that vitally affects public relations is misunder- standing . . . or missing the mark. Something is said, and some- thing is heard. But if what is heard is not exactly what the speaker thought he said, the words have missed their mark. The result is misunderstanding. Things that are done with the best intentions miss their mark if the motives that inspired them are misinter- 58 preted. Unfortunately, misunderstanding not only fails to stimulate a happy relationship; in all probability it sets up a strong antago- nistic force to combat what is misunderstood. And a third factor we can mention is inappropriateness. Con- sider the lowly worm. To the boy fishing in a stream on a summer day, the worm is a very useful adjunct. Soil conservationists tell us that worms are necessary to the health of our land. But, to the unsuspecting person who finds one in an apple, this creature is much out of place, and therefore, dangerous. The worm will spoil the apple, but much more serious, may spoil a barrelful of apples. The allusion is obvious. The best efforts can be spoiled by some- thing that is inappropriate, and the damage may spread to an ever widening area of endeavor. These, then, are some of the negative factors that can poison public relations. The antidote is, of course, to take the positive ac- tion that will conteract them. Anticipate questions and answer them as fully as possible. Take the time and make the effort to insure that what is said and done hits the mark and achieves its intended purpose. Plan carefully enough and watch developments closely enough to be sure that words and deeds are appropriate to the circumstances. Public relations is not merely a matter of getting publicity or disseminating pleasantries. It becomes the working instrument by | which others are kept informed and are sounded out to determine | how they feel about what is being done. A Look At The Volunteer's Role “Volunteer service must be recognized and maintained on the same basis as other essential activities. And, if the volunteers do | the total job of which they are capable, they can in many cases suc- ceed in greatly increasing public understanding of the hospital’s service program and the hospital’s needs to keep that program go- ing and expanding. “There is a need to go beyond the front door of the hospital. Here we have the foundation for an effective use of volunteers outside the hospital—volunteers who know what the hospital is \ doing and are proud of it, and a governing board and an adminis- | trator who recognize in the volunteer a means of furthering public understanding and support which the hospital must have to do its job.” * * Excerpt from a speech by Daniel S. Schechter, Chief of Public Re- lations, AHA, at the AHA Institute for Directors of Hospital Volunteers, Chicago, 1957. 59 f v Here we find the essential beliefs that must necessarily form the core of both good volunteering and good community relations. First is the belief that no community institution, such as a hospi- tal, is a self-contained unit within its own walls. It affects and is affected by what goes on “outside”. This means that the health of the community is dependent in large measure on the hospital and on how well the hospital does its job, and that, in turn, the effectiveness with which the hospital can serve the community is dependent on the community’s support. Second, is the conviction that those responsible for hospital ad- ministration and policy must be in complete sympathy with the philosophy of volunteer service if the volunteer is to fulfill his or her dual role as a member of the hospital team and as an ambas- | sador into the community. And third, is a recognition of the fact that “volunteer service | must be organized and maintained on the same basis as other es- | sential activities.” * In her ambassadorial role, the volunteer carries on both inside and outside the hospital. For, the patient too is a part of the com- munity; and what the volunteer does to make the patient’s hos- pitalization easier and more pleasant affects public relations just | as surely as do contacts outside the hospital. The volunteer, who is not responsible for surgical or medical treatment of patients, can “help the hospital to develop a spiritual conscience . . . the vital elements of warmth and friendliness so essential to the patient’s recovery and rehabilitation. “The volunteer, in contacts with patients, can help to bridge the gap between the institution and the more familiar and easily understood community beyond its wall.” * Outside the hospital, volunteers carry their story into every part of the community in so many ways it would be impossible to list ‘them all. The term “volunteer” describes an individual or indi- viduals, all of whom come from different life circumstances, asso- ciate with different groups, do business with different grocers and laundries, and have different and varied relationships within the “community. And, added to this, is the fact that communication does not stop when the volunteer has told her story; it is a contin- uous process. If two people overhear a remark and, within ten minutes, each conveys that comment to two other people, and this person-to- * Excerpt from a speech by Daniel S. Schechter, Chief of Public Re- lations, AHA, at the AHA Institute for Directors of Hospital Volunteers, Chicago, 1957. 60 person communication is continued at ten minute intervals, it would require only four and a half hours to inform every man, woman and child in the United States of an opinion originally ex- pressed by one person! So, returning to our definition of public relations as the instru- | ment by which others are kept informed and are sounded out to | determine their feelings about the hospital, we can say that the | volunteer’s role in community relations is to povide accurate in- | formation to the community . . . and to bring to the hospital the | reactions and attitudes of the people it serves. — How Does The Volunteer Get That Way? What makes Mrs. X, a housewife and civic-minded citizen, an ambassador of goodwill on behalf of the hospital? ~ Perhaps the most important element in the process that makes Mrs. X an effective instrument of community relations is the un- beatable combination of two ingredients. First, her own intelligent interest in what is good for her family, her friends and her com- munity. And second, the things in the hospital and its work that command her interest and respect. Given a person who has the ability and desire to do something worthwhile and an outlet that is worthy of this effort and interest, results are almost certainly guaranteed. How, then, do we get this miraculous combination of ingredients? We seek out the kind of volunteer who will be a credit to the job; and, having found the right kind of person, we put this vol- unteer in the right job—an appropriate and stimulating assign- ment. But there is more to it than just being selective. We have to appeal to the kind of people we want to select, and this means commanding respect even before any on-the-job relationship has been established. - This points up one of the great strengths we have to draw on— the fact that good community relations builds on itself and the advantages grow in an increasing ratio. What we have now are volunteers whose interests and abilities make them good candidates for our ambassadorial post. To this we add careful placement so their skills will be utilized to the fullest degree possible and thus give them a feeling of genuine accom- plishment/ Once they are on the job, we do all we can to build devotion and loyalty and a feeling of personal identification with the hospital. This last objective we achieve by helping them to know as much as possible about the hospital, by giving them a feeling of being “in the know” about trends and developments, and ) 61 by making them such an integral part of the hospital team that they will never doubt their own worth. We cannot leave this subject before considering the importance of capitalizing on the volunteer's special interests in the commu- nity. If we recognize that our volunteers come from all walks of life and carry the hospital story back into their own interest groups, we cannot afford to overlook this asset. The men are often overlooked. Sometimes we talk as if “volun- teer” and “her” were synonymous, which they certainly are not. Men volunteers have a great contribution to make, and from the community relations aspect consider how many business and social contacts are exclusively or primarily theirs. College students are both enthusiastic participants and inveter- ate talkers. Even younger school-age children have a contribution to make particularly in providing supplies and doing the things where age is no barrier. But these young people are not just willing doers whom we can take for granted. They, too, need to be in- formed because they touch many other segments of the community in their round of activities at home, in school, and socially. Persons who speak foreign languages often make a very special contribution to the hospital program, and their contacts with mi- nority groups are important. Within the limits of their physical ability to help, the handicapped can be devoted and inspiring members of the hospital team. The Way It Works . . . Three Cases In Point 1. The Story of Mrs. White, or What Price Ignorance? Mrs. White was a volunteer who came to the hospital faithfully every week. She enjoyed visiting with patients and doing the little extra kindnesses for them. One evening Mrs. White mentioned her hospital work at a dinner party. Someone said, “I don’t see why the hospital needs all that free help considering the prices it charges the patients.” Mrs. White had never felt like “free help”. She felt as if she, as a volunteer, were making some special kind of contribution. So it troubled her that she really couldn’t give an answer, except to say that the nurses and others were very busy and seemed grateful for what the volunteers did. This only led to more comments and questions. And always, the conversation came back to how much the hospital charged. Mrs. White knew that medical care was expensive . . . but she didn’t know why. No one in the hospital had ever explained about 62 costs, and she didn’t know where in the hospital she could find answers to these questions. On her next day in the hospital, Mrs. White told her super- visor about the situation and her discouragement at the turn of conversation. The supervisor suggested to Mrs. White that she should discuss this matter immediately with the director of vol- unteers and find answers to her friends’ questions. A chat with the director of volunteers provided information on the philosophy of volunteer service, as well as some important points on hospital costs, and this information was quickly referred to persons who had attended the party. Further, the director of volunteers commenced a regular ori- entation for all volunteers—giving facts and figures concerning the hospital and hospitalization costs; and arranged that a refresher course be given periodically to keep each volunteer up to the minute on developments and trends in the hospital. As a result, the hospital gained a better understanding among a group of influential citizens in the community. And this was not forgotten when the hospital building fund campaign was launched the following year. And what of Mrs. White? She is enjoying her volunteer service more than ever, because now she knows. 2. The Story of Northview’s Flower Program, or Who Missed the Mark? The patients in Northview Memorial Hospital were very fortu- nate in having beautiful bedside bouquets and floral arrangements in the lobby, made from flowers donated by a local garden club. Then, suddenly and without explanation, the flowers stopped com- ing. A short time later, Mrs. Smith was at the board meeting of a local welfare agency when she overheard another board member telling how her garden club had decided not to send any more flowers to Northview because they just left them to wither and die unused. This came as a great surprise to Mrs. Smith, who knew how much the flowers were appreciated. As an active member of the hospital auxiliary she decided to pursue the mystery with the volunteers and the hospital director of volunteers. Several things came to light. Because of building repairs, the door where the flowers were usually delivered was not in use. This particular delivery was made by the husband of a garden club member, who just put them at this door and left. The next day, one of the hospital attendants 63 found a heap of dead flowers and threw them away . . . but not be- fore they had been seen by a garden club member. Fortunately, a factual and honest explanation to all concerned restored relationships. A perfectly understandable circumstance. A series of unfortu- nate coincidences. But a public relations situation loaded with dynamite; and one which illustrates some very basic public rela- tions factors. Here we have an example of how a worthwhile service was saved for the patients of a hospital because a volunteer understood that the burden of responsibility for maintaining relationships rests with those who benefit by the good public relations. 3. The Story of Mrs. Jones, or Who Ought to Do What When? Mrs. Jones was assigned to the sensitive job of “taking care” of family members and other visitors. No volunteer was ever more conscientious than Mrs. Jones. She comforted and reassured wor- ried people; in fact, she was so “reassuring” that worried parents and spouses began to wonder what really was wrong. Often, she felt called upon to give motherly advice, until the echo of her “now, if I were you, dear” reached the ears of the hospital director of volunteers. Obviously, something needed to be done. But Mrs. Jones was so willing and eager, it was hard to discipline her. Some oblique refer- ences to the problem were made to her and several weeks passed without incident . . . or, so the director of volunteers thought. But, what she didn’t know was that the younger volunteers— impressed by Mrs. Jones’ homely philosophy and motherly at- titude of wisdom—were copying her example. She didn’t know, either, that several people whose opinions counted in community affairs had taken offense at receiving unsolicited advice. Then, when one of the younger volunteers was asked to work on the wards, she added medical advice for patients to her previous sin of giving friendly counsel to their families. Clearly, something had to be done now. Happily, cool heads prevailed and the situation was resolved without losing good volunteers. The well-intentioned Mrs. Jones was transferred to a behind- the-scenes assignment that suited her and which she accepted willingly because it was important, too. There, where she had no direct contact with patients or visitors, she was able to make a genuine contribution in the kind of job that would have been ap- propriate for her from the beginning. Inservice training group discussions with her former proteges served to impress upon them 64 the wisdom of saying and doing only what was appropriate to their place in the scheme of things. Here, we have demonstrated the factor we have called inappro- priateness. However, looking at the situation from the positive * point of view, the action taken regarding Mrs. Jones was certainly appropriate. A good volunteer was saved by good placement and no one “lost face.” The action regarding the other volunteers was appropriate, too. It was remedial action in which no fingers were pointed, but which should prevent recurrence of this kind of mis- guided goodwill. And all of this was done so that a service created to foster good public relations would achieve its purpose when the hospital had the right people in the right assignments, doing what was appro- priate under the circumstances. Creprt: This material is an expression written by Mrs. Richard L. Sloss, Director, Office of Volunteers, The American National Red Cross Pacific Area, San Francisco, California at the request of the Committee on Volunteer Serv- ice in Hospitals. 65 Further References The material listed includes publications and references for and about groups giving service as volunteers. This is only a small portion of the material available from many sources. Local public libraries undoubtedly have additional material. Adult Education Association of the U.S.A. Getting and keeping members. (Leadership pamphlet #12). Chicago, the Association, 1956. 48 pp. Working with volunteers. (Leadership pamphlet #10). Chicago, the Association, 1956. 48 pp. American Hospital Association. Awards, recognitions and uniforms for hospital volunteers. Chicago, the Association, 1959. A guide—membership and public relations for hospital auxil- iaries. Chicago, the Association, 1957. 37 pp. Patterns and principles for hospital auxiliaries. Chicago, the As- sociation, 1957. 56 pp. } Statement of understanding between the American Hospital As- sociation and the American National Red Cross with respect to cooperation of volunteers in hospitals. Chicago, the Association, 1959. 4 pp. The teen-age volunteer in the hospital. Chicago, the Association, 1959. 12 pp. American National Red Cross. Gray Lady Service—a guide for chairmen. (ARC 450). Washington, D.C., American National Red Cross, 1957. 41 pp. Placing volunteers. (ARC 558). Washington, D.C., American Na- tional Red Cross, 1952. 39 pp. Reminders for volunteers. (ARC 474). Washington, D.C., American National Red Cross, 1956. 10 pp. Service by Red Cross volunteers in civilian mental hospitals—a guide for chapters. (ARC 485). Washington, D.C., American National Red Cross, 1956. 16 pp. American National Red Cross, Midwestern Area. Recruitment for volunteers. (MA 552). St. Louis, American National Red Cross, 1955. 8 pp. Berke, Mark. An administrator’s view of the volunteer service department. Hospital Auxiliary Newsletter. 10: 1-2, January, 1958; 1-2 February, 1958; 1-2, March, 1958; 4-5, April, 1958. Why do volunteers volunteer. HospPITALS, J.A.H.A., 32: 33-36, August 16, 1958. Brown, Madison B. What makes a successful director of volunteers? Hospital Management. 80: 60-61, October, 1955. Brown, Ray E. Evaluating the hospital volunteer program. Hospital Manage- ment. 86: 42, August 1958. Burton, Robbie Hunt. Placement pointers on volunteer service. New York, Association of Junior Leagues of America, 1950. 43 pp. Davies, Ida J. Handbook for volunteers in mental hospitals. Minneapolis, Uni- versity of Minnesota Press, 1950. 40 pp. 67 Dennis, Lorraine Bradt. The psychology of the ill. Hospital Auxiliary News- letter. 8: 6, November 1956. Glasser, Melvin A. What makes a volunteer? (Pamphlet #224). New York, Public Affairs Committee, 1955. 28 pp. Hill, Beatrice H. Starting a recreation program in a civilian hospital. New York, National Recreation Association, 1952. 50 pp. Hyde, Robert W. Experiencing the patient’s day. New York. G. P. Putnam’s Sons, 1955. 214 pp. Illinois Department of Public Welfare. What you should know about Illinois mental hospitals. Springfield, the Department, 1952. 8 pp. Larkin, Kathleen Ormsby. For volunteers who interview. Chicago, Volunteer Bureau of the Welfare Council of Metropolitan Chicago, 1951. 47 pp. Larson, Ildra J. How to build a sensible recognition program. Hospital Aux- iliary Newsletter. 10: 1-2, August, 1958. National Association for Mental Health. Volunteer participation in psychiat- ric hospital service. New York, the Association, revised 1958, 71 pp. Powdermaker, Florence. Screening of volunteer hospital workers. U.S. Vet- erans Administration, Information Bulletin (IB 6-30): 31-32, August 1, 1947. Sharp, Agnes A. How volunteers work in state hospitals. Springfield, Illinois, Department of Public Welfare, 1953. 57 pp. __ Why volunteers? in Illinois mental hospitals. Springfield, Illinois, Department of Public Welfare, 1955. 19 pp. Sills, Dorothy H. Volunteers in social service. New York, National Travelers Aid Association, 1947. 51 pp. Sloan, Raymond P. This hospital business of ours. New York, G. P. Putnam’s Sons, 1952. 331 pp. Taylor, Flonnia and Eleanor Baird. A perfect fit for the volunteer program. HOSPITALS, J.A.H.A., 31: 33-35, November 1, 1957. Trecker, Harleigh B. and Audrey R. How to work with groups. New York, Women’s Press, 1952. 167 pp. United Hospital Fund of New York. The organization of a department of vol- unteer service in hospitals. New York, the Fund, 1958. 52 pp. U.S. Veterans Administration. You as a volunteer. (VA Pamphlet 10-46) Washington, D.C., the Administration, 1957. 12 pp. 68 Credits ER RR) The American Hospital Association acknowledges with deep ap- preciation the splendid assistance that a great many people have given the present Committee on Volunteer Service in Hospitals in the preparation of this manual: former members of the committee, registrants at an invitational workshop in 1957, and members of task forces dealing with specific techniques of volunteer service. Mgrs. OLIVE ANDREWS, Former Director, Women’s Activities, United Hospital Fund of New York, New York, New York NormaAN D. BarLey, Executive Director, Grant Hospital, Chicago, Illinois CLypE BAIRD, Executive Director, Seattle-King County Chapter, American National Red Cross, Seattle, Washington Mgrs. THomAs BrorT, Volunteer, Chicago Wesley Memorial Hospital, Chicago, Illinois Mgrs. Epwarp F. BRENNAN, President, Ladies Board of the Georgetown Uni- versity Hospital, Washington, D.C. Mrs. GoLpie BROMBERG, Director of Volunteers, Mount Sinai Hospital, New York, New York Froyp BrowN, Personnel Supervisor, Illinois Bell Telephone Company, Chi- cago, Illinois IRENE G. BUckLEY, Director, Women’s Activities Division, United Hospital Fund of New York, New York, New York Mgrs. EveLyN BYRON, Director, Volunteer Bureau, Welfare Council of Metro- politan Chicago, Chicago, Illinois Mags. George C. CaPEN, Women’s Auxiliary, Hartford Hospital, Hartford, Con- necticut } JaMEs F. bE SPELDER, Administrator, Oaklawn Hospital, Marshall, Michigan Mrs. AbELE FISHER, Director of Volunteer Service, Chicago Chapter, American National Red Cross, Chicago, Illinois Davip A. Gek, Associate Director, Jewish Hospital of St. Louis, St. Louis, Missouri BARBARA GREENE, Former Director of Volunteers, The New Mount Sinai Hos- pital, Toronto, Ontario, Canada Pat N. GRONER, Administrator, Baptist Hospital, Pensacola, Florida H. G. HENEMAN, Partner, Cresap, McCormmick and Paget, New York, New York L. F. Jourbonals, M.D., Evanston Hospital Medical Staff, Evanston, Illinois MARGARET KEARNEY, Director of Volunteers, Children’s Orthopedic Hospital, Seattle, Washington Mrs. Aprea KEYES, Director of Volunteers, University Hospital, Ann Arbor, Michigan Mgs. W. W. KimBALL, Chairman of Volunteers, Community Memorial General Hospital, La Grange, Illinois Mgs. FLorence KNEpPP, Director of Volunteers, Intercommunity Hospital, Covina, California 69 Mags. ILbrA J. LARSON, Director of Volunteers, Grant Hospital, Chicago, Illi- nois Epna S. Lepper, R.N., Assistant Director of Nurses, Massachusetts General Hospital, Boston, Massachusetts NorrINE MAJOR, R.N., Director of Nursing, Western Pennsylvania Hospital, Pittsburgh, Pennsylvania Mgrs. Virrorio MARANO, Vice Chairman, Women’s Executive Committee, United Hospital Fund of New York, New York, New York AcGNEs McDermott, Director of Volunteers, University of Chicago Clinics, Chicago, Illinois Mgrs. DANIEL MICHEL, Volunteer, Michael Reese Hospital, Chicago, Illinois IRMA MINGES, Assistant Director, Women’s Activities Division, United Hospital Fund of New York, New York, New York ANNE MippLEMmiss, R.N., Director of Nursing, Middletown Hospital, Middle- town, Ohio GLENN E. MoRR1s, Assistant to the Commissioner of Mental Hygiene, Depart- ment of Mental Hygiene and Correction, Columbus, Ohio MARGARET NELSON, R.N., Former Director of Nursing, Methodist Hospital of Dallas, Dallas, Texas Beatrice PALEN, R.N., Director of Nursing, Rochester General Hospital, Roch- ester, New York Mgs. HowArp RASKIN, Former Director of Volunteers, Michael Reese Hospital, Chicago, Illinois Mrs. Kurt A. ScHARBAU, Rockford Memorial Hospital Auxiliary, Rockford, Illinois MRs. JOHN SCUDDER, Director of Volunteers, Francis Delafield Hospital, New York, New York RicHARD D. SELLERS, Assistant Administrator, Children’s Memorial Hospital, Chicago, Illinois RoGER SHERMAN, Administrator, The Children’s Hospital, Akron, Ohio Mgrs. Epris SmitH, Volunteer Supervisor, Travelers Aid Society of Chicago, Chicago, Illinois Mgrs. Ceci D. SNYDER, Director of Volunteers, Kenosha Hospital, Kenosha, Wisconsin Mrs. SARA E. STEIN, Director of Volunteers, Beth Israel Hospital, New York, New York Mrs. HELEN NEAL STILL, Assistant National Director, Office of Volunteers, American National Red Cross, National Headquarters, Washington, D.C. ARTHUR SULLIVAN, Booz, ALLEN AND HamiLTON, Chicago, Illinois Mgrs. RALPH SunpQuisT, Women’s Auxiliary, Yakima Valley Memorial Hos- pital, Yakima, Washington Mgs. EuGeNE L. Voss, Evanston Hospital Auxiliary, Evanston, Illinois LAURA VOSSLER, Director of Volunteers, Columbia-Presbyterian Medical Cen- ter, New York, New York Mrs. JoHN D. WILKINSON, Chairman of Volunteers, Oconomowoc Memorial Hospital, Oconomowoc, Wisconsin Mrs. FrReperic W. WITTLEDER, Former Chairman of Volunteers, Resurrection Hospital Auxiliary, Chicago, Illinois Miss Mary Ruta Worr, Director of Volunteers, Massachusetts General Hos- pital, Boston, Massachusetts Mgrs. WaLcoTT YOUNGER, Chairman of Volunteers, Seattle-King County Chap- ter, American National Red Cross, Seattle, Washington Mgrs. SoPHIE ZIMMERMAN, Coordinator, Program in Hospital Administration, University of Chicago, Chicago, Illinois 70 Suggested Sample Forms 1 oe © © oo 11. 12. 13. 14. 15. Report of Absence Forms: a. Any usual absence b. Vacation plans Application Form Evaluation Forms: a. Volunteer self-evaluation b. Department evaluation of volunteer Health Record Identification: a. ID. badge to be worn on uniform b. Wallet card . Interview Summary Form . Job Analysis Questionnaire . Job Request Form . Processing Check List for Volunteers Reference Forms: a. Personal reference b. Health reference Registration Card Roster Cards: a. Alphabetical file of all volunteers (makes up schedule of total volunteer service program) b. Alphabetical file of volunteers in a department c. Weekly departmental schedule Sign-In Records: a. For individual volunteer b. For department c¢. Time card for individual volunteer Summary Card Waiver for Injuries or Damages Resulting from Volunteer Services NoTE— Where possible, it is suggested that forms be on cards in size to fit file cabinets. 7% FORM 1(a) & (b) ABSENCE REPORT FORM Date Time — __ _ m Name Address Phone location of Assig Date Assigned ~~ Hours Assigned R for Absence C t Report taken by. VACATION REPORT FORM To: Date (Supervisor, Department) The following volunteers will be on vacation during the periods listed below: Volunteer Vacation Dates 72 FORM 2 APPLICATION FORM Name (if married, husband's initials) Home Address Phone Business Address Phone Birth Date Name and address of person who should be contacted in case of illness on duty (relationship) Phone Occupation (of applicant) Previous Work Experience a) As a volunteer: b) Other: Education or Special Training Hobbies, Skills, Special Interests C ity Affiliati (churches, clubs, other organizations) Family Obligations (number of children and their ages; invalids, etc.) DoYouDrive? ~~~ Is Car Available? Service Preferred Days Preferred: Hours Preferred: Monday through Friday ~~ Morning Weekends ~~~ Afternoon Holidays ~~~ Evening (Signature) (Date) 73 PL VOLUNTEER’S SELF-EVALUATION Name of Volunteer: Assig +: Always Neat Occasionally Never I report for duty promptly. If unable to report for any rea- Dependability son, | always call my Supervisor. | am loyal and willing to accept discipline. | am usually kind, sympathetic and understanding to pa- Dealing with . . People tients. | cooperate with co-workers and employees. | am courteous to visitors. | am tactful and patient. 1 usually apply the knowledge and techniques as taught; and Skill follow instructions closely. | understand the methods used; 1 and carry out procedures accurately. | ask questions when unsure. Job Satisfaction | realize that as a volunteer | am giving invaluable assist- ance that can only be given by a volunteer. | like my as- signment; want to learn more about it and the hospital. Growth on Job | learn something on each assignment. Try to anticipate problems and be prepared to meet them. | learn-by-doing and take advantage of all the orientation and training offered. (Pr) wyo4 GL DEPARTMENT EVALUATION OF VOLUNTEER Name of Volunteer: Assignment: Always Nearly Always Occasionally Never Dependability Reports for duty promptly. If unable to report, always calls Supervisor. Is loyal, willing to accept discipline. Usually kind, sympathetic and understanding to patients. Co- Dealing with operates with co-workers and employees. Is courteous to People — p visitors. Tactful and patient. Usually applies the knowledge and techniques as taught; Si follows directions well. Understands the methods used; car- 1 ries out procedures accurately. Asks questions when not sure of proper course. Job Satisfaction Realizes that the volunteer provides invaluable assistance that can only be given as a volunteer. Likes assignment; wants to learn more about it and the hospital. Growth on Job Learns something on each assignment; tries to anticipate problems and be prepared to meet them. Learns-by-doing and takes advantage of all training offered. (9) wyod FORM 4 HEALTH RECORD (name and address of hospital) To my knowledge (name and address of volunteer) is free from contagious disease, and there is no contra-indication against his/or her performing volunteer activity at the. Hospital. (Doctor's signature) (Doctor's address) Date 76 FORM 5(a) & (b) IDENTIFICATION BADGE IDENTIFICATION CARD FOR WALLET 7 FORM 6 INTERVIEW SUMMARY FORM Date Name of Applicant Address Appearance: Manner: Poise: Attitude: Physical ability: Manner of speaking and voice: Conversation: Interest in service: General impression: General over-all impression: Personal comments of interviewer: Attractive Unattractive Moderately attractive Very well gr d Well gr d Unsuitably dressed Cooperative Reserved Overbearing Hesitant Poised________ Calm Excitable Fidgety Withdrawn Enthusiastic _________Interested__________ Uncertain Indifferent Aggressive Lacks self-control Boastful Moves and walks easily Some difficulty in walking or moving Appears frail Appears strong ___________ Excessive Weight Physical limitations (be specific) Speaks clearly and distinctly Voice well modulated Speaks too softly Voice harsh Easily understood Difficult to understand Pleasant and businesslike Apologetic Rambles Long-standing Recent G ine Curious Favorable attitude toward training Doubtful Seems intelligent Seems to understand what is expected in service Is confused about purpose of volunteer service More interested in paid work May have difficulty in learning Radiates enth Inspires confidence Will readily grasp new situations Arouses suspicion Generally sincere and frank Accustomed to meeting and handling different types of people? Yes No Individ- vals Groups__________Does previous volunteer service and/or experience indicate dependability? Yes No Good Fair Poor Doubtful 78 dation: Outstanding Good Fair, Not ptabl Signature of Interviewer FORM 7 JOB ANALYSIS QUESTIONNAIRE Date 1. Job Title 2. No. of Volunteers 3. Location 4. Department 5. Chronological listing of duties performed every period of service 10. 13. . Duties performed ionally . Training . Equipment used . Working conditions and physical d Supervised: Yes No Indicate % of time given to each task listed. Supervised: Yes No Indicate % of time given to each task listed. . Performance requirements (responsibility; job knowledge; dexterity and accuracy; degree of initiative, judgment, adaptability, etc.) . Contacts with others: purpose and extent (a) Personnel of department where volunteer will work (b) Personnel in other departments (¢) Patients (d) Visitors Supervision (who supervises work, to what extent?) Characteristics required of volunteer (ability to meet and deal with public; appearance and attitude; etc.) Checked with supervisor (signature) Checked with Director of Volunteers (signature) 79 FORM 8 11. 80 . (a) Personal characteristics . Number of volunteers . Hours . Duration of job . (a) On-the-job training JOB REQUEST FORM Date . Department requesting . Location of i t Phone ext. . Job title and duties. (b) Age range (c) Physical requirements . Qualifications (any special skills, training and experience desired) dad . Days needed (please circle) M T W T F S§ § doe] (b) Classroom training (c) Training given by Supervisor on-the-job Requested by Title Phone ext. FORM 9 PROCESSING CHECK LIST FOR VOLUNTEERS (Name and address of Hospital) 1. Application form pleted 2. Interviewed 3. Registration card 4. Time sheet 5. Identification card 6. Listed on assignment schedule 7. On-the-job training scheduled 8. Orientation 9. Uniform provided (or purchased) 10. First day of assignment 11. Follow-up with volunteer after first assignment, for reaction 12. Follow-up with supervisor after first assignment, for reaction 13. Initialed and filed Date 81 FORM 10(a) REFERENCE FORM (Name and address of Hospital) Confidential Date Your name has been given to us as a reference by. (Name and address) who has applied for Volunteer Service not requiring professional training. A prompt reply on this form will help us to complete our files and make an assignment. And all informa- tion will be regarded as confidential. 1. How long have you known applicant? Professionally? Socially? 2. Is applicant reliable? 3. Would applicant's family, business or social obliga- tions be likely to affect volunteer work? 4. Has applicant any physical or emotional illness about which we should know before making an assignment? 5. Has applicant any special qualifications or limitations? (Signature of Reference) Director, Volunteer Department Space for comments: 82 FORM 10(b) HEALTH REFERENCE LETTER (Name and address of Hospital) Dear Dr. We have received an application for volunteer work in our hospital from who (name and address) has given us your name as a health reference. Would you please complete the brief form below and return this letter to us in the enclosed stamped, self-addressed envelope. Of course, this informa- tion will be regarded as confidential. This volunteer may be assigned to work directly with patients, and we will appreciate your comments on any limitations we should note in this regard. Thank you for your cooperation in helping us to extend our service to our community. Sincerely yours, (signature and title) P. S. It is understood that the work referred to is of a nonprofes- sional nature. Has the applicant any physical or medical disability about which we should know before making an assignment? You may use the reverse side of this letter for comments. Date completed Signature of doctor 83 REGISTRATION CARD Name Home Address (Last) (First) Birth Date Home Teleph Busi Address Busi Teleph Name and Address of Person Who Should be Contacted In Case of lliness on Duty. Teleph (Relationship) Occupation (Of Applicant) Previous Work Experience: a) As a Volunt b) Other EA . or Sp ial Traini Hobbies, Special Interests Community Affiliations Scheduled Responsibilities Family Obli (number of children and ages; invalids; etc.) Do You Drive? Is Car Available? License Number Service Preferred Hours and Days Preferred Signature Date CHECK LIST OF SKILLS: (To be filled in by interviewer) Il W304 Typing ee —— Languages Reason for volunteering here Shorthand —————— Speak Musician Read Relatives or friends within hospital (medical staff, governing board, employees, Write —_— other vol s) Uniform Size Locker Space Personal Reference Medical Reference (Reverse side of Registration card) Date Began Work Assi Wt Department Day and Hours Supervisor Traini (Date) (Individual; class) Orientation Refresher Ori Transfer in Assi t Date Ri Transfer in A t Date Ri Date Terminated Ri for Terminati Hours Given Remarks: Awards > Referred By FORM 12(a) & (b) VOLUNTEER ROSTER FILE CARD Note: These make up the alphabetical file of volunteers USING DEPARTMENT FILE CARD Note: These cards make up the departmental schedule, showing volunteers on assignment. FORM 12(c) VOLUNTEER SCHEDULE Weekly (DEPARTMENTAL) (Week Beginning) (Department) Day of Week Morning Afternoon Evening Monday Tuesday Wednesday Thursday Friday Saturday Sunday 87 FORM 13(a) SIGN-IN RECORD (INDIVIDUAL) Name Phone Address Days Hours Assignment Department Date Date Hours TOTALS 88 FORM 13(b) SIGN-IN RECORD (DEPARTMENTAL) . (Department) (Week Beginning) DAILY RECORD Name Assignment Time In Time Out (Signature of Supervisor) 89 FORM 13(c) VOLUNTEER DEPARTMENT RECORD OF HOURS FOR INDIVIDUALS IN OYE ee eres —— AGreSS 1959 1960 1961 1962 1963 1964 1965 Prev. Bal. January February March April May June July August September October November December Total for Year Awards 90 FORM 14 THE SUMMARY CARD NOE eer smesaiis PAF” cemmmmmmimmmim—fa—————— Interview Orientation Telephone (Date) (Date) References Sent ____ ~~ References Received 1 2 3 (Date) Assignment === Department Functions in Assignment Qualifications for Assignment Training Skills (Typing, languages, arts and crafts) Other Assignments Filled Previous Work Experi Use Reverse Side of Card for Comments. 91 FORM 15 WAIVER FOR INJURIES OR DAMAGES RESULTING FROM VOLUNTEER SERVICES The undersigned ( ), in (name) consideration of being permitted to work as a volunteer in Hospital does hereby release and forever dis- charge the Hospital and any and all employees thereof from all liability which I, or my executors, administrators, or assigns, may, or can have by reason of my con- tracting any communicable disease or diseases as a result of such volunteer activities, and/or personal injuries or property loss incurred during such activities. (Date) (Signature of Volunteer) (Witness) (Address of Volunteer) (Address of Witness) 92 Index Absences: report form, 72 American Hospital Association, vii, 17, 48 Annual report of volunteer depart- ment, 46 Applicants qualifications of, 38-39 evaluating, 39 rejection of, 40 Application form, 37 filling out, 39 standard, 43-44 suggested sample, 73 Assignments job analysis of, 29-30 job request form, 80 new, processing of, 30 not for volunteers, 50-51 probationary, 33-34 standards for, 47-48 using department file card for, 86 for volunteers, 48-50 Auxiliary defined, 2 legal liability of, 54 publicity committee chairman, 27 role in volunteer service program, 11-13 as source of volunteers, 11, 12, 23-24, 25 Volunteer Service Committee, 2, 12 Awards, merit, 4 Badge, identification, 44 form for, 77 Card, identification, 45 form for, 77 Chairman of the Volunteer Service Committee of the Auxiliary, 2, 12-13 Churches: in recruitment programs, 24, 28 Civic organizations: recruitment and, 23-24 Committee on Volunteer Service in Hospitals, 1958-1959, iv Interim Report of, vii Community defined, 57 resources for volunteers, 23-24 re-study of, 25 Consultants, hospital: role of, 17 Costs, hospitalization: volunteer serv- ice and, 3, 62-63 Council on Hospital Auxiliaries, AHA, 1958-1959, iii Department, volunteer service administrative status, x, 5-6, 11 authority of, 6 communication with other depart- ments, 6-7 membership in, 6 objectives of establishing, 5 review of, 7 organization principles, ix-x, 5 recommended pattern of, 9 Department heads attitudes of, x—xi, 21 coordination by, 6-7 Director of volunteers, x appointment of, 6 defined, 1, 7 duties, xi, 7-8 in orientation program, 33 job analysis for, xi, 30 qualifications for, 8 Ethics: explanation of, 33 Evaluation: sample forms for, 74, 75 Foreign languages: value of, 62 Forms sample, 71-91 standard, 43-45 Fund-raising: volunteer program and, Group volunteers, 24 GuiE To THE ORGANIZATION OF WOMEN’S Avuxiuiaries IN HospitaLs, 12 Handbook, volunteer service, 33 Handicapped: as volunteers, 62 Health record form, 76 Health reference letter, 83 Hospital volunteer: defined, 1 Identification, 44-45 forms for, 77 Injuries, liability for, 53-55 Inservice volunteer, 1 director of, 1-2 Instructions for volunteers, 35 Insurance, liability, 53-55 Interviews principles of, 37-39 purpose of, 37 summary form, 78 techniques, 3940 Job analysis, 29-30 responsibility for, 30 questionnaire, form for, 79 95 description, 29, 30 in volunteer training, 35 performance, evaluating, 34, 75 request form, 80 satisfaction, 4 Leadership pattern, changes in, x and recruitment, 23 Legal responsibility, 21, 53-55 Liability for injury, 53-55 waiver form, 92 Manual, volunteer service, 33 Medical staff concerns of, 19, 21 and recruitment of volunteers, 25 Men volunteers, 1, 50, 62 Morale: volunteer service program and, 20 Motivations, 3-4, 23 Nursing services by volunteers, 48, 50 Orderlies, 50 Orientation barriers in, 31 basic information in, 7, 33 booster talks in, 34 “buddy system” in, 35 continuing, 33-34 defined, 31 purpose of, 33 volunteer participation in, 35 Patients morale, volunteer program and, 20 services for, 48-50 Personnel hospital, in orientation program, 31- 33 record file, 44 Pins, recognition, 4 Pledge, suggested volunteer, 93 Processing check list: form for, 81 Program, volunteer service departmental status of, 5-7 general considerations, ix-xi initiation of, 16-17 limitations in scope of, 21 needs and motivations in, 34 original proposal for, 16 plus values of, 19-20 preliminary study of, 17-19 Psychology: orientation discussion in, 33 Public relations, 58-59 ignorance affecting, 58, 62-63 inappropriateness affecting, 59, 64-65 misunderstanding and, 58-59, 63-64 volunteer programs and, x, 19-20 volunteer’s role in, 59-61 96 Publications in orientation program, 34 in recruitment program, 26, 27, 28 Publicity committee chairman, 27 in mass recruitment, 26-27 Recognition, individual, 4, 33 Records basic hours, 43 experience, 43 of interview and screening, 40 location of, 42, 45 maintenance of, 42-43, 45 sign-in, 43, 44 standard forms for, 43-45 usefulness of, 42-43 Recruitment, 23-25 delegated, 27-28 individual, 25-26 mass, 26-27 methods, 25-28 volunteer program and, 20 Reference form, 82 Registration card information on, 44 sample form for, 84-85 Regulations: explanation of, 33 Rejection of applicants, 40 Reorientation, 34 Reports narrative, 46 statistical, 45-46 Rosters, 45 sample form for, 86 Schechter, Daniel S., 59, 60 Schedules, work, 44 departmental, sample form for, 87 Schoenfeld, Harvey, xi Schools: in recruitment program, 24, 28 Screening, 40 Self-evaluation, volunteer’s: sample form, 74 Service areas, 48-50 limitations in, 21, 50-51 special-care, 50-51 Signing in, 43 record forms, 44 departmental, 89 individual, 88 Sloss, Mrs. Richard L., 65 Speaker’s bureau, 26 Staff See also Medical staff harmony, importance of, xi morale, volunteer program and, 20 in orientation program, 31-33, 34-35 services for, 48, 49 Standards applicability of, vii explanation of, 33 for volunteer assignments, 47-48 Students: and community relations, 62 Summary card, 44 sample form for, 91 Supervision of duties, 6-7, 21 Survey, preliminary, 16-17 person in charge of, 17-18 purpose of, 18-19 responsibility for, 17 Teen-Age VOLUNTEER IN THE HosPITAL, 48 Time records, 43, 90 Tours, hospital: in recruitment, 26 Training basic elements in, 35 defined, 35 director of, 36 scope of, 36 Uniforms, 33 Vacation report form, 72 Volunteer bureau in delegated recruitment, 28 as source of volunteers, 24, 25 Volunteer Service Committee of the Auxiliary, Chairman of defined, 2 functions, 12-13 Volunteers and community relations, 19-20, 61-62 hospital, defined, 1 inservice, defined, 1 sources of, 11, 23-25 See also Recruitment Waiver for injuries: form for, 92 Wallet card, 45, 77 Workmen's compensation insurance, 53 97 C0293L7477 J