We spoke to Frank Allan, volunteer guide and staff governor at CUH.
What inspired you to volunteer at Cambridge University Hospitals, and how did this lead to your involvement as a staff governor?
My wife Marie was already a ward visitor volunteer and spoke very positively about the benefits of spending time with patients. Hearing her share these experiences sparked an interest in me, and as I was approaching retirement, I decided to volunteer for one day per week.
I volunteer as a guide, helping to direct the local community and patients to various places in the hospitals. This role gave me an understanding of the hospitals' operations and the challenges patients and staff face.
Over time, I became aware of the staff governor role and the annual elections. I decided to stand for election, wanting to bring my volunteer experience and perspective to a role that would allow me to represent both staff and patients at a higher level. I was successfully elected.
CUH has cared well for my family over many years, and I wanted to give something back to recognise this.
How does your experience as a volunteer complement your role as a staff governor, and how does volunteering influence your decision-making in governance?
The roles are quite different in terms of timescales. As a guide, I see the results of my actions by the end of my shift, helping patients arrive at their appointments and finishing their visits. This process usually takes an hour or two, so the impact is immediate and direct.
Whereas the role of a governor operates on a much longer timescale. The matters we discuss can span days, months, years, or even decades into the future. For example, we may consider short-term plans like flu or Covid-19 vaccinations for staff, as well as long-term capital projects for the new hospitals and infrastructure.
As a volunteer, I am constantly interacting with patients and seeing at first hand the impact of services and decisions on their experience. This gives me an understanding of what is important to patients and staff at a practical level. This insight helps to inform my decision-making as a governor, ensuring that I consider both the immediate, day-to-day needs and the long-term vision for the hospital. Volunteering allows me to bring a more personal perspective to governance discussions, ensuring that decisions are not just about policies, but also about the real, human impact they have.
What has been the most rewarding aspect of your volunteer work, and how has that enhanced your ability to serve as a governor?
The most rewarding part of my volunteer work is receiving a wave and smile from a patient whose appointment is over and who is on their way home. This role also allows me to help patients feel more comfortable and confident navigating the hospital, which adds to the rewarding aspect of my work.
I often reflect on these moments when considering the impact of the governors' decisions and actions. Will our decisions lead to more smiles or frowns?
Every decision, big or small, profoundly impacts the patient experience, driving me to advocate for strategies that prioritise patients and staff.
What advice would you give to other volunteers who are considering becoming a staff governor, and how can their volunteer experience help them in this new responsibility?
In short - give it your very best shot! Your volunteer experience will have given you valuable insight into the hospitals’ operations and brought you into contact with people from diverse backgrounds. This perspective can be incredibly useful in the governor role, helping you understand the needs and concerns of both patients and staff.