Checklist
Volunteer Management & Separation Checklist
Volunteer organizations run on goodwill, but goodwill is not a substitute for clear expectations. The defense against a bad separation is written before the volunteer arrives: defined roles, stated standards, a documented way to raise problems, and a clear answer to who has authority to end which relationship. Work through this checklist with your governance or people committee, download the editable Word file, or print it.
Corporate board — clarity, support, and fair separation for volunteers
Organization
Prepared by
Date
Next board review date
1. How to use this checklist
Work the sections in order, then use the two tables at the end to record where the program stands today. The point is not to score well — it is to write down the expectations and the authority before anyone needs them. Bring the completed sheet to the governance or people committee and agree owners and dates.
2. Role clarity before the first shift
Every ongoing assignment — employee volunteering, mentoring, community and advisory programs — gets a short written description: what the volunteer does, who they answer to, the time expected, and the support they will receive. Most disputes trace back to expectations that were never written down.
- Roles with no written description today:
- Who owns volunteer orientation:
3. Screening and suitability
Screening should match the role and its access: checks where volunteers enter facilities, use systems, or touch customer or employee information, and a conflict-of-interest review where they advise on business matters. Decide the level in advance so no one is screening on instinct under pressure.
- Roles that require screening beyond an application:
- Who reviews screening results, and against what standard:
4. Standards stated up front
Attendance, confidentiality, handling of funds and property, conduct on site, use of the organization’s name, equipment, and social media — say what is expected in writing and ask the volunteer to acknowledge it. Standards stated at orientation are governance; standards invented after an incident are a dispute.
- Standards that must be acknowledged in writing:
- Where the acknowledgment is filed:
5. Supervision, support, and recognition
A named contact, a short check-in rhythm, and real feedback keep most volunteers engaged and surface problems early. Recognition is part of the control: people who feel valued raise concerns instead of quietly drifting away or disengaging after a problem starts.
- Check-in rhythm for each program:
- How contributions are recognized:
6. Addressing problems early and in writing
Distinguish a training gap from a performance problem from misconduct — the response differs for each. Document the first conversation even when it is friendly: date, issue discussed, what was agreed. Then escalate in steps: a private conversation, a written reminder of expectations, reassignment, and only then separation.
- Who documents a first conversation:
- Where that record lives and who may see it:
7. Fast track for serious matters
Theft, harassment, threats, a breach of confidentiality, or conduct that puts people at risk does not wait for graduated steps. Suspend the volunteer’s activities immediately while facts are gathered, notify security or counsel where appropriate, and tell the person what is happening in plain language.
- Who may suspend, and how fast:
- Who else must be notified, and when:
8. Separation mechanics and records
Have the conversation privately and respectfully, confirm what the person may and may not do on the organization’s behalf going forward, recover keys, badges, credentials, and files, and preserve the documentation. Keep the record in a system that survives staff turnover — a separation handled entirely in one manager’s memory helps nobody.
- Who owns the separation checklist:
- How long separation records are kept, and where:
9. Authority to end the relationship
Confirm the role you are actually ending. An ordinary volunteer assignment is a management decision; a member, officer, or director is removed under separate rules — RCW 24.03A.375, .595, and .530 of the Washington Nonprofit Corporation Act — and removing an officer does not by itself remove a director seat. Older organizations may sit under the former chapter 24.03. Where discrimination, retaliation, safety, or threatened litigation is involved, obtain legal advice before acting.
- Which act governs this organization:
- Bylaw provisions that must be followed:
10. What the board should review each year
The board receives volunteer numbers and turnover, incidents and how they were handled, screening exceptions, training completion, and confirmation that insurance still fits the program. Near misses belong in the report — they are the cheapest lessons an organization will get.
- Next board review date for the volunteer policy:
- Items the committee will report:
Volunteer program self-assessment
| Practice | In place | Owner | Gap or action |
|---|---|---|---|
| Written role description for every ongoing assignment | |||
| Orientation covering standards, safety, and confidentiality | |||
| Named point of contact and scheduled check-ins | |||
| Screening matched to the role and its level of access | |||
| Conduct and confidentiality expectations acknowledged in writing | |||
| Documented conversation when a concern first appears | |||
| Graduated response steps defined before they are needed | |||
| Immediate-suspension path for serious misconduct | |||
| Separation checklist: keys, badges, credentials, files | |||
| Annual training for supervisors and volunteer leaders |
Who can end which relationship
| Relationship | Where authority comes from | Notice or hearing to plan for | Owner |
|---|---|---|---|
| Ordinary volunteer assignment | Management decision | ||
| Organization member | RCW 24.03A.375 plus articles and bylaws | ||
| Officer | RCW 24.03A.595 — with or without cause, subject to bylaws | ||
| Director | RCW 24.03A.530 — depends on how the director was elected | ||
| Volunteer who receives pay, benefits, or an expense allowance | May be treated as an employee — confirm first |
Guidance notes
- Most volunteer disputes trace back to expectations that were never written down. A short role description is the cheapest control available.
- Progressive steps protect the organization as much as the volunteer: nobody should be surprised to learn they were failing.
- Familiarity is where risk lands. A long-serving volunteer is not a reason to skip a step.
- Ending an assignment, ending membership, and removing an officer or director are different acts with different authority.
- Written roles, supervision, and insurance are risk-management tools, not administrative housekeeping.
- This checklist is a board tool, not legal advice — obtain legal advice before a contentious removal.
Before you use this checklist
- Legal counsel review is recommended
- Have qualified legal counsel licensed in your state or jurisdiction review and adapt this material before your board adopts or relies on it.
- Educational model language only
- This is a general model provided for educational purposes. It is not legal, tax, accounting, compensation, or compliance advice, and it does not create an attorney-client or advisory relationship.
- Tailor to your governing documents and law
- Align it with your articles of incorporation, bylaws, applicable state corporate or nonprofit statutes, employment law, and any regulatory requirements that apply to your organization.
- Adopt and record formally
- Approve the process by board vote or resolution, record it in the minutes, keep sensitive material confidential, and review it annually.
This resource is provided for educational purposes only and does not constitute legal, tax, accounting, compensation, or compliance advice, nor does it create an attorney-client or advisory relationship. Adapt it to your organization's governing documents and applicable law, and have qualified legal counsel review it before your board adopts or relies on it.
Want an experienced voice in the volunteer governance conversation?
Boards do not need to become employment lawyers; they need to know which expectations to write down and which authority they actually hold. If that conversation would be useful, I’d be glad to talk.
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