Following on from the previous post’s criticism of NHS England and the DHSC’s approach to researching volunteering in the NHS, this piece seeks to find a way forward. A way that embraces the best of organisational cultures and promotes working relationships. A way that generates light rather than heat.

This proposal is based on a number of premises:

• Everyone is working hard and committed to providing the best service possible for their beneficiaries. NHS staff & volunteers, voluntary sector staff & volunteers and policy makers alike.
• All public sector and voluntary sector organisations want to have positive relationships with each other.
• The greatest value is gained by exploring and celebrating what is working well, rather than what is not.

So, what to investigate? Where is the pinch point, where the secrets of what is working well can be discovered?

The answer might be found back in 1948, where the then Minister of Health, Aneurin Bevan said to those who had volunteered to support health care before the NHS was formed: “Watch to see where the shoe pinches first … and if the nation cannot do it, there your voluntary services will be required”

This would suggest achieving best value for this research, would be to look at where the shoe pinches: the point where public sector and voluntary sector services touch each other.

…but no-one who is working hard to support the NHS wants to have an intrusive investigation, with the associated negative connotations of accountability associated with it. So maybe the research piece needs to give everyone a break, and help to support what they do want.

They would love to have:

• A celebration of what they are currently doing well in working in partnership.
• Lots of ideas and tips from similar organisations to improve things.

For example, one outcome would be case studies of great partnership working, ones that the organisations involved can be proud of, and others can be inspired by…. creating an organic evolution of partnership working, that aligns with the principle of ‘spontaneous order’, which is so fundamental to the voluntary sector.

A research methodology that would help to achieve this is ‘Appreciative Inquiry’ that poses a central question ‘When have things gone really well what can we learn and apply from those moments of success?’.

NHS staff & volunteers, voluntary sector staff & volunteers and policy makers – who wouldn’t want this?

The links between primary and secondary care and the Voluntary Sector are key here, and this is where the Voluntary, Community and Social Enterprise (VCSE) Health and Wellbeing Alliance offers some potential. However, if you look at the partners, the voluntary sector organisations that are linked to hospitals are largely missing. Once this is resolved this piece of research offers significant value to so many.