We live in a world concerned about risk and have evolved an army of designated "Risk Managers," too many of whom judge new roles for volunteers to be fraught with possible accidents or liabilities. A very recent example is the closing of volunteer-run shops by Cancer Research UK, despite a strong safety record. The job of a leader of volunteers is to focus on the benefits of volunteer involvement that, ideally, outweigh the worst-case-scenario risks that are not very likely to occur.
The key is to lead your organization through a series of important questions in three categories. Then assess the responses to see whether benefits or risks have the stronger argument.
The Benefits of Volunteers Doing Something
- Who will benefit (to whom will this be important)?
- What will be the impact?
- To what other positive things will this lead?
- How important is this to our mission?
- Do we have people willing and qualified to fill this volunteer role?
The Possible Risks
- Is there any harm that could come of this to anyone?
- What is the likelihood of such harm occurring?
- What will be the consequence if we do not deploy volunteers in this way?
- Other than harm or an accident, what else might be negative about this?
- Are clients concerned about risk or are they willing to accept some in order to obtain a desired service?
- Are volunteers themselves concerned about the risk or willing to accept it?
Risk Management Considerations
- Are there ways to build in safety through work design, training, or other risk management practices?
- Does our insurance cover this or can we get insurance and at what cost?
- Do we need liability waivers or other informed consent tools, from either volunteers or recipients of service?
Remember that there are always risks in not doing something that is needed. Balance the scales and follow the path that is best for the people you serve. Remember the old motto of the American Association of University Women: Only she who attempts the absurd can achieve the impossible.