CHURCH BOARD GUIDE TO A CHILD SEXUAL ABUSE PREVENTION POLICY The differentiation between principles and policies can be useful as
we apply it to two different levels of supervision: (1) general supervi- sion and (2) specific supervision.
General versus specific supervision General supervision is appropriate for low risk activities where the potential for a serious accident or injury is low. The primary focus of general supervision is on the group at large, rather than on specific individuals or actions. Common examples of general supervision at a church include teaching a Sunday school class, monitoring youth during a meal, or supervising a volleyball game. As risk increases, however, the supervision should become more
specific. Specific supervision is more direct and focused, and requires higher levels of understanding, training, skill, observation, and feed- back. Supervisors must understand the risks that are present, know how to reduce those risks, engage in direct and focused observation, and pro- vide necessary feedback or intervention to avoid accidents or injuries. For example, while general supervision is appropriate for monitoring children eating a meal, specific supervision is needed for children cook- ing a meal. As supervision moves from general to specific, more direc- tion is needed.
Assessing levels of risk Since the level of supervision should be tied to the level of risk, it is necessary to have some means to assess risk with respect to specific activities and programs. For example, in general a church “lock-in” rep- resents a higher level of risk than a Sunday school class. But what is it that makes the lock-in a higher risk activity? That question can be answered by analyzing key risk factors. You need to know the level of risk in order to make informed judgments regarding the level of super- vision needed. One assessment approach is to examine the following three risk
factors: (1) isolation, (2) accountability, and (3) power and control. Each factor has an associated risk principle that can be used to provide an underlying sense of direction regarding supervision. The interaction of the three risk factors of isolation, account- ability, and power and control establishes a risk environment. Risk
30
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74