Q&A
What is screening?
Q: What is screening?
A: Screening is an ongoing 10-step process designed to identify any person (volunteer or staff) who may harm children or vulnerable adults.
Volunteer screening serves two main purposes:
- To create and maintain a safe environment
- To ensure an appropriate match between volunteer and task
Though a relatively new concept, volunteer screening is being adopted by a growing number of organizations. The process includes assessing risk, writing position descriptions, discerning the suitability of an individual for a given task, providing training and, when necessary, modifying the setting and arrangement of the task.
Q: Why do organizations screen?
A : Any organization that provides programs to vulnerable people has a moral, legal and spiritual obligation to appropriately screen those who work for them, including volunteers. Screening addresses the reality that people do seek out organizations with the intent of stealing money, property, or harming participants or staff. The Canadian Code for Volunteer Involvement identifies screening as a cornerstone for all volunteer programs. Screening is not only the right thing to do, it is legally required under the principle of duty of care.
Q: How do organizations screen people?
A: Volunteer Canada's Safe Steps Volunteer Screening Program provides an easy-to-use method for organizations to ensure that the people they serve are safe. The Safe Steps are much like a menu - you need only select those steps that apply specifically to positions within your organization. The key to a successful screening program is to use the steps in a way that best suits a specific position within your organization. The Safe Steps include:
1. Determine the risk
Organizations can control the risk in their programs. Examining the potential for danger in programs and services may lead to preventing or eliminating the risk altogether.
2. Write a clear position description
Careful position descriptions send the message that an organization is serious about screening. Responsibilities and expectations can be clearly set out, right down to the position's dos and don'ts. A clear position description indicates the screening requirements. When a volunteer changes positions, the screening procedures may change as well.
3. Establish a formal recruitment process
Whether an agency posts notices for volunteer positions or sends home flyers, they must indicate that screening is part of the application process.
4. Use an application form
The application form provides needed contact information. If the volunteer position requires other screening measures (medical exam, driver's record, police records check), the application form will ask for permission to do so.
5. Conduct interviews
The interview provides not only an opportunity to talk to the potential volunteer about their background, skills, interests, and availability, but also to explore any doubts about the suitability of the candidate. In other words, the interview will help determine the "right fit".
6. Follow up on references
By identifying the level of trust required in the position and asking specific questions, the applicant's suitability may be easier to determine. People often do not expect that their references will be checked. Do not assume that applicants only supply the names of people who will speak well of them.
7. Request a Police Records Check
A Police Records Check (PRC) is just one step in a 10-step screening process. PRCs signal - in a very public way - that the organization is concerned about the safety of its participants.
8. Conduct orientation and training sessions
Screening does not end once the volunteer is in place. Orientation and training sessions offer an opportunity to observe volunteers in a different setting. These sessions also allow organizations to inform volunteers about policies and procedures. Probation periods give both the organization and the volunteer time to learn more about each other.
9. Supervise and evaluate
The identified level of risk associated with a volunteer position will determine the necessary degree of supervision and evaluation. If the risk is great, it follows that the volunteer will be under close supervision. Frequent feedback in the first year is particularly important. Evaluations must be based on position descriptions.
10. Follow up with program participants
Regular contact with participants and family members can act as an effective deterrent to someone who might otherwise do harm. Volunteers should be made aware of any follow-up activities that may occur. These could include spot checks for volunteers in high-risk positions
Q: Do organizations use all of the Safe Steps all the time?
A: No. Organizations decide what is appropriate and necessary depending on what job or position someone is applying for or is currently doing. They look especially hard at the risks involved in activities and at how vulnerable the clients or participants are.
For example, suppose an organization wants to offer a craft program for adults. The program would take place during the day, at the organization's office, the participants would be responsible for their own transportation, and there would be many people around all the time. The risks in this kind of program are quite minimal. Screening someone who applied to teach this program would include some of the basic screening methods, but would not need to include more intensive and intrusive procedures.
However, if the organization sends people into the homes of frail seniors, or matches adults with children, then screening methods must be far more intense, because the risk of harm is so much greater.
Q: Screening sounds great. As an organization, where do we begin?
A: Working with its partner volunteer centres across Canada, Volunteer Canada has resources and workshops to make it easier for organizations to put a screening process in place. The resources will help your group understand the principles of screening and help you determine what steps are best for you.
For more information call 1 800 670-0401 or visit Screening: Training
Q : If we make everyone go through a screening process, won’t some people feel we are intruding and decide not to volunteer?
A : Most people understand and appreciate that screening will help to protect participants, volunteers and staff. Some people feel screening is not necessary, that " it can’t happen here." While very few people betray a trust, physical abuse, emotional abuse, sexual abuse, theft of property, harassment, property damage, extortion, and assault can, and does happen in all types of organizations.
Many organizations find that a clear explanation of screening helps all involved understand that screening is part of good per-sonnel management. It creates and maintains a safe environment and ensures an appropriate match between volunteer and task.
Q : How does screening benefit our volunteers?
A : Screening is part of an effective volunteer management program. It helps to ensure that volunteers are working in an organized, structured environment.
A thorough screening process allows a volunteer to feel confident about doing the work, and confident in the abilities of his or her fellow volunteers. Job descriptions, interviews, and ongoing supervision all help to ensure that the volunteer is placed in a position that best suits his or her abilities and interests. Screening policies and procedures outline the volunteer’s rights and responsibilities. Policies and procedures also explain how an organization will support the volunteer should a problem or incident occur.
Q: I'm just a volunteer. I understand the need to screen paid employees - but why me?
A: There is no such thing as "just" a volunteer. Volunteers do very important work for organizations; they are part of the staff. In fact, in some organizations, volunteers are the primary staff members.
The truth is that whether someone is a volunteer, a placement student, an employee, a workfare participant, or is doing court-ordered community services is actually irrelevant to the issue of whether or not he or she should be screened.
The most important issue is what someone does for the organization, not the fact that he or she is an employee or a volunteer
Q: Why do organizations screen their volunteers?
A: All organizations, from the smallest, most informal sports organizations to large institutions like hospitals, have a moral, legal, and spiritual obligation to appropriately screen those who work for them, including volunteers.
Like most prudent behaviour, screening is intended to prevent the problem that may or may not occur. However, screening addresses the reality that it is possible a person could seek out organizations with the intent of stealing money, property, or harming participants and/or staff.
Q: Why should I be screened? I'm a volunteer I don't get paid!
A: It doesn't matter. The organization can be just as responsible for something a volunteer does as for something an employee does.
For example, suppose someone wants to be a volunteer driver. The organization must screen the person thoroughly, including checking out his or her driving record.
If the organization learns the person has a bad driving record, he or she should not be allowed to be a volunteer driver. If the organization ignores the record, or doesn't check, and if the volunteer causes an accident while doing work for the organization, both the organization and the volunteer might be held responsible.
Q: Could I be held liable for things I do as a volunteer?
A: Yes. Volunteers can be held liable if they hurt someone while doing their volunteer work. They are not always found to be liable, but they can be.
Organizations have to be very careful about who they accept as staff or volunteers because more and more, the courts are holding non-profit and charitable organizations accountable for their volunteers' actions.
Q: I am a member of the board of directors of an organization that provides services to vulnerable clients. Why do I have to be concerned about screening?
A: The board of directors is ultimately responsible and potentially legally liable for what goes on in the services and programs run by the organization
Q: Isn't screening a matter that should be left up to the manager of volunteers or the human resources manager or the executive director to look after?
A: At the level of the day-to-day operation of the organization, the answer is yes. Screening procedures and practices should be developed and carried out by members of the staff. However, the board has the ultimate responsibility in matters of policy regarding the personnel of the organization, and since screening staff and volunteers is a personnel issue of some significance, it is important that there be board policies established that will guide the staff in designing appropriate screening measures.
Q: Why does the board of directors have to get involved in screening?
A: Because screening staff and volunteers is a complex moral and legal issue. It is seldom clear what screening measures should be chosen, and on what basis people should be screened out.
As the board of directors is ultimately responsible for these decisions, it is imperative that it sets the ground rules.
For example, suppose the organization offers a befriending program that matches volunteers to teenagers with developmental disabilities.
Suppose someone applies for the position and reveals that she was convicted of a drug related criminal offence seven years earlier. Since then, she has been clean, and she has very good references.
What is the manager of volunteers to do? Accept the volunteer? Reject the application because of a criminal conviction? On what grounds can either decision be defended?
Q: What is the board of directors' role in screening?
A: It is the board's responsibility, with proper input from staff and volunteers, to develop organizational policy for around screening.
The manager of volunteers and human resources manager need the support of the board of directors. The board must provide guidance in terms of policy and must confer authority on staff to screen people out according to its policies.
