Nonprofits frequently operate with lean staffing, changingvolunteer rosters and employees who work in offices, clients’ homes, schools,shelters or community events. That variety makes safety harder to manage.Rather than relying on informal practices or assuming people will use commonsense, nonprofit leaders should build safety into everyday decisions, trainingand supervision.
Besides having strong written safety policies in place,nonprofits should ensure that:
- Leadership consistently emphasizes safety tostaff and volunteers,
- Employees and volunteers receive appropriatetraining,
- Employees report accidents and near misses,
- Established procedures are followedconsistently.
Understand your organization’s risks
Every nonprofit faces different exposures and safetyprograms should reflect the organization’s activities. The first step inputting together a program is to identify where employees and volunteers may beexposed to risk before an incident occurs.
For example, risks facing social service organizations ofteninclude client interactions, workplace violence, home visits, outreachactivities and the need for de-escalation techniques. Community organizationsthat depend heavily on volunteers may face different challenges, includinginconsistent supervision, limited training and injuries during events orrecreational activities.
Even office-based nonprofits should focus on hazards such asslips and falls, ergonomics, driving and emergency preparedness.
Train everyone consistently
One of the biggest weaknesses in many nonprofits isinconsistent onboarding and training, particularly for volunteers. People mayassume that experienced volunteers already know how to perform tasks safely orthat certain precautions are simply common sense.
Instead, every employee and volunteer should receiveorientation that covers their responsibilities, emergency procedures, reportingrequirements and any job-specific hazards. Training should also be updatedwhenever duties change or new programs are introduced.
Organizations whose employees or volunteers drive as part oftheir work should also establish clear transportation policies covering driverqualifications, distracted driving, accident reporting and vehiclesafety.
Encourage reporting instead of blame
A healthy safety culture depends on open communication.Employees and volunteers should feel comfortable reporting injuries, unsafeconditions and close calls without worrying about criticism or retaliation.
Near misses are particularly valuable learning opportunitiesbecause they can reveal weaknesses before someone is seriously hurt. Reviewingthese incidents can help nonprofits improve procedures, strengthen training andprevent future losses.
Leadership should follow up on injury and near miss reportsand sharing lessons learned across the organization. When people see theirconcerns addressed, they are more likely to be work towards keeping everyonesafe.
Demonstrate safety through leadership
Employees and volunteers take their cues from leadership. Ifmanagers consistently discuss safety during meetings, follow establishedprocedures themselves and address hazards promptly, others are more likely todo the same.
Organizations with strong safety cultures often put apriority on:
- Providing documented training programs,
- Conducting background checks on volunteers,
- Clearly defining workers’ and volunteers’ roles,
- Ensuring appropriate supervision,
- Establishing written procedures, and
- Developing systems for tracking incidents.
Takeaway
Building a strong safety culture requires consistentleadership and attention to detail, but it doesn’t have to break the bank.Nonprofit leaders can strengthen safety by:
- Assessing the risks associated with each program and volunteer role.
- Providing formal onboarding and ongoing safety training. Encouraging employees and volunteers to report incidents and near misses.
- Reviewing incidents to identify ways to remediate the risks that caused an accidents or near miss.
- Updating safety procedures as programs, locations and responsibilities change.
- Regularly reviewing insurance coverage to ensure it keeps pace with the organization’s growth and changing exposures.
