Audit Report of a Non Profit Children's Educational Organization
Table of Content
2.1 Performance Key Indicators1
2.2 Type of volunteers and types of program areas1
2.3 Organisation preparation2
2.4 Administration and management of a volunteer program:3
2.5 Resources and support5
3.0 AUDITING THE MANAGEMENT OF THE VOLUNTEER PROGRAM6
3.1 Managing the Volunteers6
3.2 Organizational preparations8
3.2.1 Policies and procedures8
3.2.3 Relationships with either parts of the organisation9
3.2.5 Job descriptions9
3.3 Administration and Management13
3.3.1 Motivating Volunteers13
3.2.13 Training and Development15
Auditing is one of the most important parts of volunteer program management cycle. It is important because it includes filtering which is an essential process that applies throughout the involvement of volunteers within an organization. Auditing protocols are established for certain positions inherent risk, but individuals as such do not justify the use of filtering (Ellis, 1996, pp, 107-146). Auditing of volunteer programs is essential to monitor the involvement, registration and their actions of volunteer in a non-charity program so that the aims can be achieved effectively and efficiently. In this paper, first the performance key indicators of a volunteer program will be identified and then they will be audited in a particular program. On the basis of which certain recommendations will be made.
2.1 Performance Key Indicators
The key indicators for measuring the performance of a charity organization are numerous. Following are the key indicators through which charity or volunteer organizations performance can be evaluated.
2.2 Type of volunteers and types of program areas
The most important step is to determine the types of volunteers the program needs in different working areas. Performances of volunteers are affected by their characteristics and their integration with the areas they are recruited. Volunteers who work a short time of its characteristics: interested in the work as a whole, never seeks to be immersed completely, received such methods (the organization is doing work that interests volunteer, but not required, that an organization needs a volunteer for the job, engage in a share, or a specific event, we invite fellow for a volunteer. Besides the above-mentioned groups of volunteers, there are: volunteers in the main job - retired volunteers, volunteers - members of certain professions, episodic volunteers, volunteers who want to change something in your life, "unemployed volunteers, volunteers who receive stipends (Ellis, 1996, pp, 107-146).
2.3 Organisation preparation
The volunteer program should be based on policies and procedures including solid framework which defines and supports the involvement of different types of volunteers. Policies and procedures specify responsibilities of volunteers and ensure the consistency of the volunteer program.
Relationships with either parts of the organisation
The performance of a volunteer program is also measured by its relationships with other parts of the organization and other stakeholders (McCurley and Lynch, 1997, pp. N.d). It is dependent upon how positive is volunteers relationship with other parties.
Descriptions of volunteer positions carefully crafted to send the message that the organization takes seriously its responsibilities to its staff (paid or unpaid) and its customers, it filters all applicants ...