Developing operational policies

1. Developing operational policies Pacific Sexual Diversity Network Leadership Development Suva, 1-5 June 2009 Click to add your name

2. 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

3. 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

4. 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

5. 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 …

6. 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

7. 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

8. Basic steps • Identify issue/problem • Determine potential solution/s • Consult on solution/s • Make final decision & gain endorsement from relevant authority • Communicate and implement the policy

9. In your organisations… • Can you name an organisational policy you currently have? Is it written down? How was it developed and why? • If you currently don’t have organisational policy, identify two or three areas where you think your organisation might require one.

10. In the February workshop… • Organisational policy for the PSDN was worked on. • Form groups to continue working on these policies. • Devise a plan to consult, endorse, communicate and implement the policy. • If you’d like to work on new areas for policy development, do so.

11. After this session… • How will you pass on what you’ve learnt? • Do you need specific assistance, resources or support from ACON and AFAO to do this?

12. Looking at what you’ve produced in this session… • Do you want to take forward these ideas and put them into practice? • If so, what support will you need from ACON and AFAO to do this?