NYSADVS News...
Social Media and Healthcare Volunteer Departments: Adopters or Laggards
Date Posted:
2/15/2012
Submitted by Doug Della Pietra
(Rochester Chapter)
The following is a summary version of a 12-page and more in-depth study. If you would like a copy of the full version, please email the author at douglas.dellapietra@rochestergeneral.org.
Everett M. Rogers proposes in his Diffusions of Innovation theory that adoption of innovations occurs in a bell-shaped curve. Rogers suggests that the inventor/innovator creates a product, concept, service, practice, etc. that is initially embraced by a few ("early adopters") and that grows in acceptance through an "“early majority" before being more fully accepted when the "late majority" and "laggards" finally adopt the innovation/invention - possibly years and even decades later, if ever.
Social media is such an innovation; it is a new way for people to connect and interact with one another. Social media redefines the parameters of social interaction and expands the traditional methods of in-person and telephone exchanges to "virtual" and online communication. Email, instant messaging, blogs, video content posted to a website, online discussion groups, chat rooms, professional/personal networking through Facebook, LinkedIn, and Twitter, and the sharing of photos and/or real-time audio-visual encounters are more and more the societal norm.
Recently, a survey of healthcare volunteer administrators was conducted on the topic of social media use in volunteer departments. One hundred sixty-three (163) individuals in all completed the survey.
Healthcare volunteer departments currently use social media sites to the following degree:
* 57.7% of the represented healthcare volunteer departments currently take advantage of a website to provide program information and resources to their current and prospective volunteer population.
* More than 4 out of 10 healthcare volunteer departments still do not have a presence on the Internet.
* Almost 25% of healthcare volunteer departments have a Facebook profile and fan page.
* 5% or less currently uses other popular social media sites such as Twitter, LinkedIn, YouTube, Flickr or Blogs.
In contrast to social media use by healthcare volunteer departments, healthcare facilities utilize social networking sites to the following degree:
* 93.9% host a website that is available to the public.
* Almost 75% have a Facebook fan page, which is more than 50% greater than that of their volunteer department counterparts.
* 40.5% are now on Twitter
* 31.3% on YouTube
* LinkedIn and blogging are currently at 19.6% and 15.3%, respectively.
The data collected for this study suggests that beyond email and providing information and resources by website, other social media use is lagging behind the curve in the field of healthcare volunteer management when compared to their organizations use of social media. Before continuing, it is very important to note that the attitudes and beliefs that a significant majority of healthcare volunteer administrators hold about the importance of social media use in their field have almost progressed to the "late majority" region in Rogers' Innovation Adoption Curve. Therefore, we conclude that the lag in social media use in healthcare volunteer management is not due an internal barrier, namely, the attitudes and perceptions about social media use on the part of volunteer administrators. Instead, external barriers are the major culprit preventing the advance of social media use among healthcare volunteer administrators.
The first and most prevalent external obstacle facing volunteer administrators is the corporate policies within their organizations that restrict and even prohibit them from accessing and setting up social media sites separate from those of the facility. Many respondents (45.4%) expressed a desire to utilize social media beyond email and a website/webpage but feel stymied by their organization's policies surrounding which departments can and cannot access and utilize such tools on behalf of the organization.
Other key reasons in weighted order are
* Lack of staff time/resources/know-how to create, monitor and maintain (17.5%)
* Age and skill level and/or lack of interest on part of current volunteers (8.2%)
* Effective recruitment/enough volunteers without using other social media (7.2%)
* Social Media is too new (6.2%)
The study provides several detailed recommendations and some how-to's to address the barriers and issues affecting the wider use of social media and networking sites by healthcare volunteer departments:
1. Foster a collaborative partnership with those officially designated individuals and departments within your organization to build the business case regarding the importance of social media and networking specific to the volunteer department for its volunteers.
2. Increase healthcare volunteer administrator knowledge and familiarity through workshops, webinars, and other educational tools and publications that offer administrators the opportunity to learn about social media best practices and the process of getting started and effectively monitoring, managing, and guiding others that have the technological know-how, interest and time to maintain the volunteer program"s social media presence seems like a fundamental place to start.\
3. Address realities and myths surrounding security and privacy concerns.
4. Create a Social Media Plan that is practical and implementable.
In conclusion, the field of healthcare volunteer management is only in the early stages of adopting the use of social media to connect and interact with their current and prospective volunteers. The evidence shows that the field is significantly lagging behind their organizations and the use of social media sites and tools.
Ultimately, social media has become an integral part of the societal fabric and normal experience for the majority. Even healthcare institutions traditionally known for their slow adoption of societal trends have crossed over to regular social media use and engagement. Therefore, it is only a matter of time before volunteer administrators will need the familiarity and knowledge to effectively monitor and manage their department's involvement in more social media tools than email and their hospital's website.
Individuals that begin now to locate the available resources in the community and increase their knowledge and familiarity with the growing number of social media sites and their uses can prepare themselves to competently guide their volunteer programs into the inevitable interface with social media and its adoption in the months and years to come.
_______________________
About the Author
Doug Della Pietra has been involved in volunteer management for over 15 years. In his current position as Director, Customer Services and Volunteers at Rochester General Hospital, Doug not only leads the strategic management of the volunteer program but also heads several organizational initiatives to improve the patient experience, including patient and family member first and last impressions.
Doug is the president of the Rochester Chapter of NYSADVS and a member of AHVRP' Community Relations and ListServ and DVS Toolkit committees. He can be reached at dougdellapietra@gmail.com.
|
Patient Discharge Transports by Volunteers In Hospitals Across the U.S.
Date Posted:
2/15/2012
By Doug Della Pietra (Rochester Chapter)
How does your hospital"s volunteer program compare? Does your volunteer program place volunteers in a primary role of responsibility for providing patient discharge transports? Why or why not?
Through the expansive reach and the effective rate of response of members through the AHVRP ListServ, we were able to learn more about the current trends at hospitals across the nation when it comes to patient discharge transports by volunteers. The specific questions of the January 5th ListServ inquiry were the following:
* How many beds is your hospital?
* How many total patient discharges per year?
* What percentage of that total is done by volunteers at your hospital?
A total of twenty-seven (27) hospitals responded (before data was analyzed). (Several other hospital volunteer administrators have responded since.)
* Eleven (11) - or almost 41% - of respondents were from New York State hospitals.
* The next closest state with the most responses was North Carolina - a total of four (4) or 15%.
According to the responses received, 1 out of every 5 U.S. hospitals utilize volunteers to provide more than two-thirds of the patient discharge transports at those hospitals while seven out of ten (70.3%) involve volunteers in less than 20% of the total patient discharge transports. Interestingly, 40% of respondent hospitals do not place volunteers in the function of providing patient discharge transports at all - primarily because these hospitals either have a paid transport team function in this capacity or have grave liability concerns.
Nearly 90% of respondent hospitals are at one extreme or the other of the spectrum when it comes to using volunteers in the function of providing patient discharge transports. Either a hospital utilizes volunteers to provide the great majority of such transports or not at all. There appears to be no middle ground when it comes to utilizing volunteers for patient discharge transports. With that said, I conclude this article as I started by asking, "How does your hospital's volunteer program compare?" "Does your volunteer program place volunteers in a primary role of responsibility for providing patient discharge transports? Why or why not?" The key, in my opinion, is that the volunteer program's efforts are aligned with the organization's goals and initiatives.
|
White Plains Hospital's New Caregiver Support Program
Date Posted:
7/1/2011
Nearly 60 million Americans are family caregivers, providing billions of hours of care each year for family members and friends. A caregiver is defined as a family member, partner, friend; essentially anyone who has assumed informal responsibility for helping an individual meet their daily living needs. Over time, caregivers are often stressed and exhausted as they juggle this important role along with other aspects of their lives.
The Caregiver Support Program at White Plains Hospital Center, launched last June, is designed to provide support, services and resources to those caring for loved ones who face the challenges of acute or catastrophic illness. The program, supervised by the departments of Social Services and Volunteer Services, was in the planning stages for nearly a year and was a labor of love for all involved.
During the time a loved one is hospitalized, caregivers can seek assistance from hospital volunteers- Caregiver Partners (CP). CPs have caregiver experience themselves, and therefore the ability to collaborate with caregivers in a compassionate, understanding manner. CPs provide information regarding many available resources (in the Hospital and within the community), emotional support, coping strategies, and coaching techniques to better manage patient's care while in the hospital and after release (whether to home, a rehab facility or nursing home), and more.
The Caregiver Support Center is a brightly decorated, welcoming room where caregivers can take a physical and mental respite, talk to a volunteer, use a computer or access valuable information in our resource library. As noted by one caregiver - "This is such a bright, airy, cheery room; it's wonderful to have a place to go to. You people are great!"
Since its inception, the program has received tremendous positive feedback, in large part, due to our spectacular volunteers. Currently there are 17 CPs, which include retired nurses, social workers, psychologists, and a few retired WPH employees. These volunteers have attended an extensive seven hour training program, developed by myself and Maria Hood, Director of Social Work/Discharge Planning, with input from Westchester County's Department of Senior Programs Caregiver Program. Topics covered include: HIPAA, understanding boundaries, active listening, communication and coaching skills, service recovery, nursing unit protocols, overview of Hospitalist program, discharge planning, and more. (Studies show that improvements in hospital discharge planning can dramatically improve patient outcomes. As many as 40% of patients over 65 had medication errors after leaving the hospital, and 18% of Medicare patients are readmitted within 30 days. Family Caregiver Alliance/www.caregiver.org).
As caregivers continue to play a vital role in coordinating patient care, the need for hospital based caregiver programs has become an important advancement. As stated by Maria Hood, Director of Discharge Planning, "Our society is fond of quoting 'It takes a village…' yet so often caregivers feel isolated in their efforts to protect and support a loved one's chronic, often complex care needs. As they struggle to manage, they often become a secondary patient, as the stress of caregiving takes a toll on them both physically and emotionally. The hospital treatment team attempts to help but their efforts are focused on the primary patient. Caregivers often respond to our program with great relief: 'There's someone out there for me!' Our services not only directly address the caregiver's need; it enhances the engagement of the caregiver as a valuable member of the treatment team by supporting them through the hospitalization process."
A year later, the program continues to evolve and thrive and is greatly embraced by the community and our clinical staff.
Submitted By Roseanne Braiotta, DVS White Plains Hospital (Normet Chapter)
|
12 Minutes
Date Posted:
7/1/2011
I'd bet real money that you've seen the movie "The Wizard of Oz". Its images have infiltrated every aspect of American culture. Remember "We're not in Kansas anymore" and I'll get you my pretty"?
There's also the Wicked Witch of the West. I shivered with fear every time I saw the movie when I was a child. Did you know Margaret Hamilton was on the screen a total of 12 minutes to make this indelible impression?
There's a lesson for us: lasting impressions take only minutes to create. The same thing can happen in our daily work.
Think about all the people who watch us at work. I don't mean in an Orwellian "big brother" kind of way. Our patients watch us. They watch how we treat their loved ones and our co-workers. That's how they decide if we care about them as people. They notice how we handle problems, and if we look like we have a clue. That's the evidence they use to decide whether to trust us.
The upshot is we're always "on" while we are at work. Each one of us becomes a living example. What do we want those who watch us to see? We want them to see us standing tall.
Think about everything we face during a typical shift. We see people at their most vulnerable moments when they may not be at the top of their game. We on the other hand, have to be at our best. It's what standing tall means.
It's impossible to stand tall when we bring along old grudges and preconceived ideas. Nor can we stand tall when we bring our personal stress to patient's bedside.
What do you want those who watch you to see? What lasting impression do you want to leave with every interaction? Stand tall and proudly show your exceptional self.
(Excerpts from Kristine Peterson, "12 Minutes" www.aacnboldvoicesonline.org , April 2011)
Submitted by Kathy Gorski, DVS (Western Chapter)
Learn more...
|
More NYSADVS News...
|
What's Happening
Palliative Care Workshop
Powerpoint Presentation for Palliative Care Workshop
Learn more...
|
NYSADVS Professional Development Conference
2012 - Rochester
2013 - Normet
2014 - Western
2015 - GNY
2016 - Central
2017 - Capital
2018 - Mid-State
2019 - Long Island
2020 - Rochester
|
National Volunteer Week
2012 - April 15 - April 21
2013- April 21- April 27
|
Conference Sponsors:
Myers Mermel, NYC, FRIEND
|