Developing operational policies

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Pacific Sexual Diversity Network Leadership Development

Suva, 1-5 June 2009

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/problem2. Determine potential solution/s3. Consult on solution/s4. Make final decision & gain endorsement

from relevant authority5. Communicate and implement the policy

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.

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.

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?

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?