As someone who has been involved in volunteer management for over ten years I was aware there were limitations of Police Checks and as such, they are best used in conjunction with a range of screening tools and risk mitigation practices.
My philosophy of volunteer engagement rests fully on two principles. The first being, that volunteerism is a universal act that holds the potential to be transformative for both the individual and the community it serves. The second being, the transformative potential of volunteering can be fulfilled both spontaneously and as a result of well-executed volunteer engagement practices.
The task of developing a full, comprehensive set of policies and procedures to govern and guide volunteer involvement in a nonprofit organization is both challenging and worthwhile. The task begins with a statement of the organization’s recognition of the role volunteers play in their ability to achieve their goals and deliver on their mission. This statement is then buoyed by the organization’s commitment to provide the structure, resources and supervision volunteers require to be successful.
Most volunteer managers work with limited resources to recruit, screen, train, integrate, supervise, and retain talented people with the goal of enhancing their organization’s capacity to meet its mission, serve its client base, and impact its community.
One of the things True Impact assists businesses with is tracking the ROI for employee volunteerism. There is potential for impact for four groups in employee volunteerism - the employer, the employee, the nonproft and the community.