To be truthfully honest, I am a little surprised. I like to believe the best about our clients, but some of you have bought into a lie or there is a complete misconception. I’m not sure whose eyes you are trying to pull the wool over but, I am going to be tough on you here! I am beginning to believe some of you are taking short-cuts and trying to find loopholes in your policies and procedures.

With all the news stories of abuse, it truly astounds me that organizations are still struggling with the value, importance and purpose of abuse prevention and protection. I am left wondering, has there been a communication breakdown? Have we miscommunicated the purpose, importance and value of Plan to Protect®? Why after 20 years, are organizations servicing the vulnerable sector (the people group most susceptible to abuse), still resisting the need to be on high alert to individuals who could harm those they love.

One area where we believe there is increased vulnerability is when organizations partner with other community groups to run a program. We often hear about two or three organizations teaming up to hold a day camp, youth events, or large community outreach.  Partnering together speaks volumes to your community that you are working together with a common purpose.  A benefit of these partnerships is to combine your resources to provide a stronger program.  

However, it is in these scenarios that there are questions as to who is ultimately responsible. 

Knowing that the task is too big for one person, and the skills needed to be successful are quite varied, we recommend that a committee be formed to bring oversight to Plan to Protect®.

Some of the skills and gifts needed are:

1. Leadership, including the ability to make difficult and painful decisions when it is not popular.  Also, someone who may be privy to confidential information when approving individuals who will be placed in a position of trust;
2. Administration (there is a lot of paperwork and organization required);
3. Ability to teach adults and youth in an engaging and inspiring manner;
4. Conscientious, to keep to the task and not let the ball drop;
5. Discernment, as you will need to listen to that still small voice (and sometimes your gut) to say no to some people who wish to have access to the vulnerable individuals whom you serve.

The old saying “two heads are better than one.” references the concept that two people are more likely to solve a problem or think of an idea than one person working alone. This same thought applies to the work of abuse prevention.  Not only does the phrase apply to solving problems and thinking of new ideas, but it also captures the concept of accountability, which is critical to achieving a high standard of protection. 

Literature on volunteer management strongly recommends annual performance evaluations for volunteers. Plan to Protect® recommends that volunteers be provided an opportunity on an annual basis to give feedback and receive review of their unique contribution to the organization. A review is one component of a strong screening process. Our recommendation is that the Supervisor do Volunteer Reviews annually, over a cup of coffee, tea or better still demonstrate your appreciation with a meal. Celebrate!

Katherine is a 72-year-old, dearly loved volunteer at Rapid City Community Centre. She has hardly missed a week of volunteering in forty years. She is the first face that children and parents see when they come to the Centre for Saturday morning play. She serves as registrar and snack coordinator. 

On “bad weather days,” she is one of the first people to arrive at the Centre greeting families. It is on these days that Katherine makes hot chocolate and homemade oatmeal cookies for the families. It is often said, “If you don’t get along with Katherine, it is your fault.” 

Reality television shows have become the rage in the past ten years. One that has intrigued me is “Undercover Boss.” Each episode features a high-ranking executive or the Owner of a corporation, going undercover as an entry-level employee in their firm to investigate how the company really works and to identify how it can be improved; as well, to reward the hard working staff. The executive alters his/her appearance and assumes an alias and fictional back-story. The fictitious explanation given for the accompanying camera crew is that the executive is being filmed as part of a documentary about entry-level workers in a particular industry. The “new employee” spends approximately one-week undercover, working in various areas of the company’s operations with a different job and, in most cases, a different location each day. The employee is exposed to a series of predicaments with amusing results and invariably spends time getting to know the people who work in the company, learning about their professional and personal challenges.