Mental Health Illness: Diagnosed and Undiagnosed
Our mental health is just as important as our physical health. According to the World Health Organisation (WHO), “Mental health is a state of mental well-being that enables people to cope with the stresses of life, realise their abilities, learn well and work well, and contribute to their community”.
Top tips
Check that an individual really wants to volunteer and has realistic expectations of what he or she can offer. Gain an understanding of their particular needs, especially any implications his or her condition may have on the role.
Check if the volunteer is able to travel independently and provide expenses to support travel costs.
Use the volunteer’s specialised knowledge and lived experience of mental health. Provide them with the necessary skills and training to develop peer support groups to support other people and/or volunteers.
Offer appropriate training to equip them with the knowledge and skills of both the organisation and their role. Ongoing training will help to develop and value volunteers and their commitment, and ensure they are able to deliver their roles.
Develop a buddying system during the induction programme training to support all volunteers with mental health needs, but roll out to all volunteers to avoid singling anyone out.
Have clear defined roles and expectations. All volunteers should have a clear explanation of their roles and responsibilities, as well as what they are and not allowed to do to meet their responsibilities. Start with a small commitment then gradually build on this.
Match roles to volunteers. Every volunteer will have different strengths and weaknesses and will find different situations stressful or rewarding so match roles to their skills and preferences. Having a trial period can help reduce the anxieties of the role.
Ensure resources are in place for volunteers to perform their role. This refers not only to the physical and financial, but also to intangible resources such as skills, performance feedback and social support.
Being able to make your own decision can increase feelings of self-confidence and personal achievement. Any targets set for the volunteer should be realistic and achievable.
Provide regular reviews and ongoing support to volunteers using appropriate methods, e.g. regular one to one/group supervision, and support group meetings with other volunteers. Ensure volunteers know who to contact if they need support and how to get in touch with them.
Promote a positive and healthy working environment. A creative volunteering environment can help to reduce stress on the individual. Allow flexible working hours where possible and be open to new ideas and different ways of working. Identify ways in which the volunteer can assist the organisation while still maintaining an acceptable psychological environment.
Encourage strong social support between volunteers by providing opportunities for social occasions which can be combined with volunteer recognition events. Set up peer support groups where volunteers can get together, support each other and arrange to take part in activities away from their volunteer roles.
Reassure volunteers if they become unwell and are unable to volunteer for a time – whether that’s weeks or months – that they are welcome to return to volunteering when they feel able.
Good communication empowers and informs volunteers, keeping them up to date with both the organisation and their progress. It also helps to identify any problems before they become too serious. Encourage volunteers to feedback on the organisation and their roles using a range of platforms including formal meetings, supervision, support group meetings, questionnaires, reviews and workshops. Listen to individual concerns using co-production/volunteer involvement methods.
Value all volunteers’ contributions and offer frequent informal and formal feedback. Saying ‘thank you’ can go a long way to making volunteers feel valued and significant and supports their wellbeing – increasing their confidence and self esteem which will enhance their performance. End of year celebrations, newsletters, compliment letters, thank you cards and certificates of appreciation also show that an organisation appreciates volunteers’ commitment and support.
Provide references for volunteers for any future placements/training/volunteering or employment opportunities.
Follow good practice in the management of volunteers in all instances e.g. using volunteer policy, recruitment and selection, induction, training support and supervision.
As an organisation, know your limits. If you’re not able to offer suitable placements then don’t – instead offer details of alternative organisations where volunteer opportunities may be available
Source: Supporting volunteers experiencing mental health difficulties - Touchstone
Recruitment
The most direct way to recruit people with mental health challenges is to connect with persons or organisations, clubs and institutions who are working directly with that target group. e.g. Mind
There are many different needs to take into account, and it is therefore important to have an individual approach to each volunteer and their abilities and skills. It is crucial that the expectations of the organisation and the volunteer are clear from the start so that the match between the organisations’ needs and the individual interests creates the best conditions for positive experiences and progression for both parties.
Scenario
Background: An enquiry via email received from Paul expressing an interest in becoming a volunteer. Paul did not quite know what he was looking for regarding a specific role. He had to give up his paid work several months ago due to personal issues which impacted his mental health.
Volunteer Role: Creative group
Volunteer Recruitment: The Charity arranged to meet him at a coffee shop local to where he lives. They had a discussion re the services they provided as an organisation and what opportunities were available. Also discussed what experience the individual has/interests/hobbies etc. It became apparent that the person is creative, and their skills learnt towards supporting one of their community-based groups. However, it then became apparent that the individual has a family member who attends the community-based group and so this posed a conflict of interest.
Support Provided to the Volunteer: The Charity agreed with Paul that he would therefore support a creative group out of their area once references are completed. The project manager arranged for Paul to complete their mandatory training. They provided additional support as Paul has learning needs. Lots of support was given throughout the process which included 1-1 support. Regular supervision once the volunteer was in post. Assisted with further learning needs to enhance his curriculum vitae (CV).
Impact: Paul tells the Project Manager that he is thoroughly enjoying his role with them as a charity. He feels valued within his role, feel part of the team and his self-esteem has grown significantly. The charity continues to help Paul with his personal development by signposting him to other sources of training and support which they have found valuable. The project manager expresses her pleasure to be supporting volunteers in general on their journey back into employment.