http://www.recreationns.ns.ca/program/Resources_Bro.pdf
http://www.hrda.ns.ca/comm2_3.htm
In the course of researching this reference material the following issues have been identified by members as needing some form of address.
The governance of the organization should be seen to be :
It has been suggested that Governing officers should seek some formal training to assist in identifying and minimizing potential problems. Courses are available through local learning institutions as well as through other Volunteer agencies.
Suggested web sites:
http://www.dal.ca/~henson/nonprofit/schedule.html
http://www.recreationns.ns.ca/program/Resources_Bro.pdf
http://www.hrda.ns.ca/comm2_3.htm
Be certain the groundwork has been done. Establish a process for discipline and dismissal. Follow the process. Document the stages of the process.
For example:
A Smoking policy is in effect.
An employee is seen smoking on the property.
Step 1: Check it out. Schedule a visit to the site when this Volunteer is working.
If you see it occur, ask Volunteer to step into an office or room that will not be disturbed. Give the Volunteer a verbal warning. Document date, the nature of the problem, any comments or excuses. Where possible have the Volunteer sign off on the reprimand. Follow any established protocols. Result — Volunteer cleans yard. Note goes in Volunteer file.
Reports of same individual smoking again
Step 2: Go looking again. Be certain to have a witness with you this time and not to single the person out more than you would anyone else. If you find the Volunteer smoking give a written warning, delivering it to the Volunteer in a private area, and follow the established procedure. Result — Volunteer receives 2 week suspension and letter of reprimand goes in file.
You see the individual smoking again
Step 3: Make sure the previous episodes are in the Volunteer's file. Write up letter of dismissal. Place one copy in the Volunteer's file. In private give the letter of dismissal to the Volunteer. Inform the Volunteer that they have been dismissed. Do not argue or offer suggestions.
In a memo, e-mail or meeting inform the other staff/ volunteers that this Volunteer is no longer associated with the program or site. Do not go into specifics. Keep all documentation in Volunteer's file.
Suggested web sites:
http://charitychannel.com/article_182.shtml
http://charitychannel.com/article_170.shtml
If someone has had a great impact on the organization and is no longer able to commit to service any longer it is only fitting that there be celebration in their honour and that they receive a token of the organization's appreciation.
Here are some tips surrounding a celebration of this type:
Liability issues may take many forms. We, as employers, are responsible to provide a safe working environment free of hazards and dangers including those of mental and physical abuse. These areas are covered by the Occupational Health and Safety Act, the theory of Due Diligence and Human Rights Legislation.
Specifically, with respect to volunteers, we are also responsible for the conduct of our Volunteers. Volunteers are absolved from responsibility incurred in the act of Volunteering as long as they follow the rulings outlined in the Nova Scotia Volunteer Protection Act. The organizations the Volunteers belong to are not protected in this manner and are expected to conduct operations in such a way as to be responsible for the actions of those Volunteers.
Suggested web sites:
http://cap.ic.gc.ca/english/7609.shtml
http://www.volunteer.ca/volcan/eng/content/board/legal.php?display=2,6,7
http://charitychannel.com/article_1820.shtml
http://charitychannel.com/article_164.shtml
Please refer to the following tools:
These tools are available at http://www.nfcap.nf.ca/sitemap/index.html on pages C3, C4 and C6 respectively.
Due diligence is a defence in liability legal cases. It stresses a proactive approach to identifying and minimizing or neutralizing workplace hazards or issues surrounding safety.
One point to remember: If you go to court on an issue surrounding negligence causing harm it is up to you to prove that you took every reasonable precaution to prevent harm or injury and if you cannot prove that this is the case you lose.
Basically, the idea behind due diligence is to be certain that everything that could reasonably be done to prevent a situation from occurring has been and is being done. This includes the development and use of policies and procedures, training, workplace assessments (risk, safety, etc.), and effective supervision to name a few.
Please refer to the following Nova Scotia Government web site for a presentation on Due Dilligence.
http://www.gov.ns.ca/enla/ohs/duedilig/index.htm
This legislation ensures the fair treatment of all persons and further reinforces that there be no discrimination in the workplace. The only determining factor in decision making (from hiring to promotion and on to dismissal) is to be the ability to perform the tasks associated with the position.
We have already touched on this issue in the subjects of recruitment and screening, so please take a look at the Nova Scotia Government web site link located below.
http://www.gov.ns.ca/legi/legc/~sol.htm
Basically, this act protects Volunteers in the course of their assignments from personal liability issues within reason. If for instance, in the course of the Volunteer's duties they give someone the wrong information they are protected as long as they do not act purposely to injure and as long as they are acting within scope of the assigned duties.
This act does not however protect the organization from legal action. This enforces the need for liability insurance and structuring of program delivery to minimize miscommunication of the organization's message.
Please refer to the following Nova Scotia Government web site for wording on this Act.
http://www.gov.ns.ca/legi/legc/~sol.htm
Falling under the category of due diligence and Occupational Health and Safety it is the responsibility of the employer to provide a safe working environment. This also extends to Volunteers.
Some tips:
http://www.gov.ns.ca/enla/ohs/OHSCSB02.pdf
http://nssafety.ns.ca/documents/inspect.pdf
http://www.gov.ns.ca/psc/safety/securework.asp
Sexual harassment is one of those issues where there is still a great deal of uncertainty.
Some tips:
Of course the best way to minimize this risk is to educate new Volunteers as to the code of conduct you expect them to follow in the orientation program. Being proactive should cut down on the incidence of this type of issue.
Please look at the following web sites for clarification and procedure for handling these issues should they arise.
http://is.dal.ca/~harass/definition.html
http://www.gov.ns.ca/psc/policy/harassment/
Succession planning involves the process of ensuring continuity in key positions within the organization. An example of this in terms of a C@P site may involve the position of the person who provides technical support. In many cases this is one person whose expertise is a key to the success of the site.
In strategic terms this is a potential disaster waiting to happen. There should never be a critical position with less than two people capable of doing the job. Many things could threaten the program at the best of times. For instance, should the person have health issues, be injured in an accident, be required to relocate for work, experience a change in employment that requires more time, experience a change in family status they may no longer be available to the organization.
If there is no one that can step into the position at a moment's notice it is time to plan for the eventuality of this person leaving. One of the best ways to handle this situation is to have the person take on an apprentice for the C@P services. This would require someone with some technical ability to take on this role and a willingness of the current person to train and work with someone else.
Any usernames, passwords, licenses, and any other pertinent technical information should be logged and passed on to the site manager or an assigned board member to provide a backup in cases of emergency. In any strategic management plan this is essential. If you are starting from scratch it is easier to get this commitment in place as you can write it into the position description that the person providing technical services be required to train another individual in their duties. If not, the governing board should present the issue as being one of ensured survival of the site.
Suggested web sites:
http://www.bdc.ca/en/business_solutions/financial_services/projects/growth/succession_planning.htm
http://www.grantthornton.ca/mgt_papers/MIP_template.asp?MIPID=73
http://charitychannel.com/article_162.shtml
In the course of researching this reference material one of the subjects that has emerged has been that of Customer service and the need for training of site personnel and Volunteers. We need to remember that as a service industry we have to interface with our clients- the general public. We need to do so in such a way as to make them comfortable enough to want to come back. We are working in an environment where instruction and knowledge transfer is involved and we are working with populations dealing with challenges (learning, social, financial, mental and physical challenges being but a few).
We have to have a welcoming atmosphere of tolerance in which we provide assistance at least on a basic level.
Here are some customer service basics:
Suggested web sites:
http://charitychannel.com/article_171.shtml
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