Developing operational policies Click to add your name Pacific Sexual Diversity Network Leadership Development Suva, 23 – 25 February 2009

Overview of this session Presentation Group work looking at some examples Practical work – developing operational policies for current needs in the PSDN and/or local organisations Passing on what you’ve learnt

What is operational policy? A set of agreed guidelines and procedures that regulate (or make rules for) common activities in an organisation Used to set standards and document common understandings for how these activities are conducted

What does an operational policy look like? Normally a fairly short document of not more than four or five pages Often includes a history of the document that outlines the development process and timeline States clearly what the policy is Gives practical procedures for enacting the policy

But… policy development is a process, not just a decision Policy development is a process Process of weighing options and considering pros and cons Especially a process of consultation Not just a decision taken by one or a few people and imposed on others

What issues are normally dealt with by operational policy? Issues that relate to the functioning of the organisation or its administration especially where ethical issues may be at stake Spending and accounting for funds including petty cash Use of other organisational resources Personal conduct or behaviour Representation of the organisation such as who is authorised to speak publicly or how the organisation’s name can be used Travel and accommodation arrangements Volunteer and staff recruitment and management … and more …

Why is operational policy needed? Everyone understands the expectations or regulations of the organisation Help decisions being made in uncommon or difficult situations Promotes consistent standards Builds confidence among external stakeholders Demonstrates a commitment to accountability, consistency, honesty, integrity, forethought, ethical behaviour Avoids instances of and perceptions of conflicts of interest, situations being taken advantage of for personal gain, dishonesty etc. Builds confidence in organisation’s credibility

When is operational policy needed? Whenever there are common (often repeated) activities in an organisation for which there are no written rules Particularly needed when decisions are being made on a case-by-case basis Especially important when money or resources are at stake But can also relate to conduct Often needed when the organisation’s reputation is at stake

Basic steps 1.Identify issue/problem 2.Determine potential solution/s 3.Consult on solution/s 4.Make final decision & gain endorsement from relevant authority 5.Communicate and implement the policy

Example 1: problem/issue After operating very informally for a few years, a community based organisation has secured enough funding to start running its own office and employing some staff. It has many volunteers too. The office operates like a community centre and has a few computers, a photocopier and other office equipment. Staff and volunteers begin using this equipment for purposes other than their work with the organisation.

Example 1: policy solution A policy is devised that states clearly that the office equipment is intended for professional use. However, non-professional use is permitted if: This use is related to a community cause (not a commercial cause for example) This use does not interfere with the completion of the core work of the organisation This use takes place outside of office hours in the case of staff members A limit is also placed on the amount of time that one staff member or volunteer can use a particular piece of office equipment in one day (eg. 1 hour) One computer is set aside to be used by volunteers

Example 2: representing the organisation A new organisation has formed and its activities are expanding. There are a number of key positions in the organisation (such as a president, secretary, executive officer etc.) as well as other volunteers and a few staff. Increasingly, the work of the organisation is gaining attention. Sometimes different people from the organisation are being quoted in the media, sometimes without the knowledge of the others and at times, saying contradictory things. Also, different people are being invited by other groups to different meetings to speak on behalf of this organisation.

Example 2: policy solution A solution is developed where a clear process of delegation is documented. This means that if an invitation is received by anyone in the organisation, or a media outlet contacts anyone seeking comment, there is a clear line of authority for the person to refer the invitation or request for comment to. In this case, it is decided that the President or Executive Officer have these roles and should decide between them who is more appropriate for the particular matter. But if both are unavailable, the Secretary would be the next option, followed by other positions as delegated by the Executive Officer.

Exercise 1: example scenarios In small groups, develop one or more policy solutions to the organisational problem/issue described in the scenario.

Exercise 2: developing your own operational policy For either your own organisation or the PSDN: 1. Identify a current organisational problem/issue 2. Develop one or more potential solutions to this problem/issue

Next steps Make a plan for taking your policy response through the final three steps: 3. Consultation – make a list of who to consult with and how 4. Make final decision, document the decision and gain endorsement from relevant authority – who/what position is the relevant authority to endorse a final decision in your organisation 5.Communicate and implement the policy – write down how you will communicate the policy to those people affected by it and implement it in your organisation

Passing on what you’ve learnt in this session How can you let others know about the process you’ve undertaken here? What support will you need to do this?