Certificate IV in Business Governance Day Four Sustaining

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Certificate IV in Business GovernanceDay Four
Sustaining
Andrew Wright General Manager BSI Learning
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What you will achieve in the workshop

• Reviewing the business plan
• Managing assets
• Developing and implementing organisational
  policies
• Avoiding burnout
• Reporting and evaluating

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Reviewing the Business Plan
Strategy
Laws and Regulations
Mission
Annual Ops Plan Budget
Statement
Action
Strategy
Goals
Vision
Plans
Objectives
Strategy
Issues
Completed together
Environmental Analysis
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• Why do we need to review the Business Plan?

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When do we review our Business Plan?
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• Boards of Management are legally required to do
  everything possible to ensure their businesses
  are not operating at a loss.
• The only way this can happen is if they are
  keeping track of the finances and operations of
  the organisation.
• What system does your Board have for monitoring
  and reviewing progress of its business plans?

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• If current timelines and planned timelines do not
  match, it is important to examine why. Measures
  can then be taken to fix what is causing the
  delay and review and amend other timelines if
  needed.
• If timelines are not being met, this can affect
  the success of the whole project. Delays can
  cause the project to run over budget and could
  also cause the collapse of the project if they
  are not dealt with quickly.

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Demings Quality Improvement Cycle
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Surveying for baseline information
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Surveying for baseline information
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Tracking and doing
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• A more formal annual review should look at

is the plan working? if not, what needs to
be changed?
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Reviewing the Plan

• You may need to ask
• what laws affect our business operations?
• which agency deals with the proposed activity?
• are there any related government agencies we need
  to be dealing with?
• who can help with funding?
• what are the requirements of funding donors?
• does our proposed project fit these requirements?
• Is there legislation covering this activity?
• who can tell us this?
• do we need any special licenses or permits to
  carry out the proposed activity?
• who can help drawing up a budget for the proposed
  activity?
• is there another organisation that has been
  involved in a similar activity that could help
  us?

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Reviewing the Plan

• Before a new business plan is developed, the
  organisation's existing strategic plans and
  business plans need to be checked for the
  following
• do the proposed programs fit in with the
  organisation's objectives and vision for the
  future?
• do the proposed programs fit in with existing
  programs and services?
• are existing programs and services operating to
  plan and to budget?
• are there any funds in existing plans that could
  be usedto develop new programs?
• are there any issues with existing programs and
  services that may affect the implementation of
  new programs?
• are there any resources within existing programs
  and services that could be used for the new
  programs?

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Reviewing the Plan

• Internal reporting strategies for implementation
  must be designed and documented
• Ways of reporting on how the plan is progressing
  need to be developed within the organisation.
• This is a combined Board/staff function, though
  ultimately lies with the Board in ensuring the
  organisation is viable.
• This is needed to identify whether the plan is
  being followed by all involved.

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Reviewing the Plan

• Monthly reports on the progress of business
  activities should be prepared and put into the
  agenda of monthly Board meetings. This allows
  the Board to compare the actual results against
  the planned or expected results.
• This is why it is useful to include
  indicators/KPIs or targets, or ways of measuring
  results in the action plan.
• Regular monitoring and reviews also provide an
  opportunity for any issues or concerns to be
  raised before the project gets too far along.
• If problems are not caught early on, it can lead
  to huge losses of time and money. Regular
  reporting can prevent this.

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Reviewing the Plan

• The Monthly report should provide enough facts
  and figures to help the Board evaluate success.
  They would need to know, for example
• is everything operating to plan?
• are timelines being met?
• are financial targets being met?
• is the new service up and running?
• did the new equipment and stock arrive?
• are staffing issues sorted out?
• is the new manager working out?
• If the report does not provide the Board with
  enough information to evaluate whether the plan
  is progressing well, it can request additional
  information from management or the accountant.
• This is particularly important for financial
  accountability.

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Reviewing the Plan

• Once determined appropriate implementation
  decisions need to be made and documented
• Decisions about who does what and when need to be
  made in a way that is
• clear
• straightforward
• directly related to the plan.

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Reviewing the Plan

• This ensures that everyone involved knows what
  they are supposed to be doing. It avoids
  confusion and ensures resources (e.g. staff,
  equipment, money) are well coordinated to save
  time and money.
• If a decision is made that is not really specific
  to the plan, resources can be misdirected and
  cause the whole project to falter. Without even
  meaning to, inappropriate decisions can throw out
  timelines and cause huge financial losses.

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Reviewing the Plan

• Once decisions are made write them down.
• Minute them as required and
• Communicate to the appropriate person(s).
• Finally, monitor implementation.

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What is an Asset?

• Items that have a value recognisable in
  financial statements
• Items that have future economic benefits
• Items that have service potential

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• Take five minutes to work out what are your major
  assets both tangible and intangible.
• For you and your organisation.

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• Now lets discuss how they can be damaged?

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Life of a Fixed Asset
2. Depreciation. 3. Subsequent expenditures.
1. Acquisition of asset.
4. Disposal of asset.
Asset cost

Decline in assets service potential
Cost
Salvage value
Time (useful life)
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Objectives of the Fixed Asset System

• Process the acquisition of fixed assets as needed
  and in accordance with formal management approval
  and procedures
• Maintain adequate accounting records of asset
  acquisition, cost, description, and physical
  location in the organization
• Maintain accurate depreciation records for
  depreciable assets in accordance with acceptable
  method (note PL impact)
• Provide management with information to help it
  plan future fixed asset investments
• Properly record the retirement and disposal of
  fixed assets

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Asset Acquisition

• Generally begins with a department manager
  determining that an old fixed asset needs to be
  replaced or the need for a new fixed asset is
  warranted
• The manager fills out a purchase requisition and
  may require a signature for items over a
  prespecified limit.
• The fixed asset department performs the
  recordkeeping function.

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Asset Maintenance

• Involves adjusting the fixed asset subsidiary
  account balances as the assets depreciate over
  time (or deplete with usage) That is are we
  acknowledging its decreasing value?
• Depreciation calculations are internal
  transactions that the fixed asset system must
  process based upon a depreciation schedule.
• Physical improvements must also be recorded to
  increase the subsidiary account balance and
  depreciation schedule.

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Asset Disposal

• At the end of the useful life or on earlier
  disposition of the asset, the asset must be
  removed from the records.
• The disposal requires a disposal request and
  disposal report as source documents to remove the
  asset from the records and the depreciation
  schedules.

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Statement of financial position (as at 30 June
2005)
Assets Cash 5,000 Accounts receivable
1,000 Inventory 5,000 Property, plant
and equipment 100,000 Total assets 111,000 L
iabilities Shareholders Equity Liabilities Acco
unts Payable 14,000 Wages Payable
2,000 Provision for Employee Entitlements
3,000 Long Term Debt 25,000 Total
Liabilities 44,000 Shareholders Equity Share
Capital (membership) 2,000 Retained Surplus
65,000 67,000 Total Liabilities and
Shareholders Equity 111,000
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• Balance Sheet Exercise

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Controlling the Fixed Asset System

• Authorisation should be formal and explicit
  because of high cost
• acquisitions
• changes in depreciation methods
• Supervision - threat of misappropriation requires
  constant management supervision
• theft--secure the physical location of assets
• misuse--monitor on-the-job activities

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Controlling the Fixed Asset System

• Independent Verification Controls - the internal
  auditor (if you have one) should periodically
  verify FAS records
• the reasonableness of factors used in decisions
  (useful life, discounts, budgeting model)
• location, condition, and fair value of the fixed
  asset records
• the programming logic for automatic calculations
  (depreciation)
• DOES AN ASSET REGISTER EXIST IN YOUR
  ORGANISATION? HOW DO YOU MANAGE LOANS.

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• Risk
• Management

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Negligence
A successful claim alleging negligence has to
prove that A duty exists - An organisation
cannot be found negligent unless it first had
a duty to exercise care. The duty is breached -
An organisation that does not meet its duty of
care may be found negligent. An injury occurs -
Negligence will not be found unless someone is
hurt or something is damaged (physically,
mentally or financially). The breach of duty
caused the injury - In order for an organization
to be found negligent, the injury must be tied
directly to the entity's breach of its duty of
care. If those four elements exist in a
particular case, a court may hold your
organisation liable for damages.
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Risk Management What is it?
Risk management is the process of thinking
systematically about all the possible risks,
problems or disasters before they happen and
setting up procedures that will avoid the risk,
or minimise its impact, or cope with its impact.
It is also about making a realistic evaluation
of the true level of risk. The chance of a
tidal wave taking out your annual beach picnic is
fairly slim. The chance of your group's bus being
involved in a road accident or a volunteer
hitting an electrical cable whilst digging during
a working bee is a bit more pressing.
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Risk Checklist
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Why should we undertake Risk Management?

• To prevent an unfortunate incident from occurring
  
• Protect your organisation from legal liability
• Improved perception of your organisation by
  members and community
• Better information for decision making
• Prevent a loss (even a computer crash can have be
  a major problem)
• Lower Insurance premiums
• Sooner or later insurers, councils or government
  will require it

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Risk Management Aust Standard - AS/NZS4360
Establishes a standard process for Risk
Management
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Establishing the Context
This step involves analysing your group or event
in an organisation context (e.g. event committee)
and a strategic context (what factors may affect
you?) Organisation Context What are the aims and
objectives of your event? What is your events
core activity? Who is involved with your event -
both internally and externally? What facilities
do you have and/or use? Strategic Context What
relationships does your event have and how
important are these? What laws, regulations,
rules or standards apply to your event? The key
point to gain from this step is to place risk
management in the context of effort - a half day
art show will not have to exert as much effort on
risk management as a 3 day festival.
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Communicating the context

• Many people will be dubious about why you are
  spending time working on risk management (weve
  had this event for 30 years and never had a
  problem why do we need this crap)..sound
  familiar?
• It goes back to the reasons before but we need to
  communicate this for those very reasons. It is a
  positive step that will help the event.
• Some suggestions
• Risk Management Committee
• Meetings
• Brainstorming Sessions
• newsletter or bulletin
• Risk register

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Identifying Risks Some options

• Incident review
• Brainstorm
• Interviews
• Documentation
• Guidelines

• Site visits
• Checklists
• Experience
• Flow diagrams
• Scenario analysis

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Lets do it
What I want One groups focus on your premises
(venue, surrounds, size) One group focus on
Physical Activities (meetings, playground,
etc) One group focus on Special Events (parties,
festivals,) Have a couple of minutes to discuss
it and try to come up with 5 Risks each try
for some youd consider major and minor.
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The Site
Technology power lines, communications (mobile,
CB) Land and Terrain slopes, landfill, unstable
land Proximity to Water, Access for Emergency
Services Natures Elements flood, bushfire,
wind Flora/fauna Snakes, Poisons Parking Clients
Access
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Physical Activities
What activities are you undertaking? What
activities have you contracted for ? What
activities could be undertaken that you havent
foreseen?
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Special Events Fetes, Festivals, Trivia Nights
Ticketing Cash Payments Staff/Volunteers Contact
Points Training Who is in charge - for
what? Marketing Incident reporting - Debrief
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Analysing Risk

• Analysis can best be undertaken on two simple
  criteria
• Likelihood - how likely is it the risk will
  occur?
• Estimating frequency is reasonably
  straightforward for risks that occur on a regular
  basis, but is more complicated for losses that
  occur rarely or may never have happened at all -
  yet.
• 2. Severity (or Consequence) - How bad is it if
  the risk if it is realised?
• several factors need to be taken into account
  when assessing the severity of a potential risk
  and, again, many will be specific to your
  organisation and the work you do. For example,
  fire damage to a hall would be a bad thing for
  any group, but how bad it is will depend on how
  often you used that particular hall, whether
  other facilities are available to continue your
  activities and if you have the money (or
  insurance) to fix the premises.

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Analysing Risk
A more detailed approach can be followed by
scoring or rating on a scale. Likelihood
rating5 - Frequent - Likely to occur
frequently4 - Probable - Would occur but not
frequently3 - Occasional - Could happen
occasionally2 - Remote - Rare not likely, but
possible1 - Improbable - Highly unlikely but
still possible Severity/Consequence rating4 -
Catastrophic - May result in death or loss of
bodily functions3 - Critical - May cause severe
injury, illness2 - Marginal - May cause injury
or illness resulting in, for example, missing
work1 - Negligible - May cause minor injury or
illness
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Analysing Risk
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Evaluating Risk
Once you have analysed the risk you should have a
good idea of the likelihood and severity Now you
can collate and prioritise them ranking those
that are rated High as those with highest
priority to be treated. Although these criteria
will reduce some of the indecision, ultimately
the decision on whether a risk is acceptable or
unacceptable rests with those responsible for the
evaluation. It is subjective and that is why we
suggest that you may want to take this step with
more than one person looking at it.
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Treating Risk
Transferring the RiskIf you're not able to
remove or substantially reduce the risk - and
some activities (skydiving, whitewater rafting,
living) are inherently risky - you may be able to
shift the burden of the risk on to someone else's
shoulders. You may be able to hire subcontractors
or share the job with another organisation. Use
of Waivers, Indemnities. You may also want to
investigate your options of using waivers and
indemnities as for some recreational and sporting
activities these may afford you some protection.
They will not however protect you if you are
grossly negligent.
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Reasonable and Practicable

• A duty exists whether or not the employer or
  self-employed person intended people to be
  exposed to those risks.
• However, the absolute duties are qualified by the
  expression 'so far as is practicable', which
  means
• The state of knowledge about that hazard or risk
  and any ways of removing or mitigating that
  hazard or risk.
• The availability and suitability of ways to
  mitigate or remove that hazard or risk.
• The cost of removing or mitigating that hazard or
  risk.
• A measure is not reasonably practicable if a
  reasonable duty holder, weighing the risk of an
  accident against the measures (including the
  technological feasibility and cost of those
  measures) necessary to eliminate the risk,
  considers that the risk of injury or disease is
  insignificant relevant to the burden of taking
  the requisite measures.

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Documentation
Remember that this is an ongoing process and
decisions you make should be documented. Keep a
record not just of what decisions were made, but
why they were made. These reasons should be
included in minutes for your meetings. This
ensures that future committees can understand
what happened and what you were thinking at the
time the decision was taken. They can also be
used in defence of a claim taken out against your
organisation.
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Documentation

• Examples of record keeping documents
• Meeting minutes - Significant decisions should be
  supported in some way by a record of the process
  used to arrive at the decision made.
• File notes - conversations in person or on the
  phone where an action is agreed, advice is sought
  and/or provided, or information is provided,
  should be recorded. This can be done in a hard
  copy or electronic register. It provides
  traceability should a complaint be made or an
  incident occur
• Incident records - notes taken or forms completed
  when a person reports an incident or injury. It
  is a good idea to have a specific form for this
  kind of record.
• Training records - attendance by staff or
  volunteers at any training should be recorded.
• Inspection Records

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Monitoring and review
It is important that the monitoring and reviewing
of your risk management strategy is open and
inclusive so that everyone connected with your
organisation feels a part of the continual
process of risk management, in its development,
implementation and evaluation. This goes hand
in hand with effective communication, which you
should be working on through every step of the
risk management process.
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Public Liability Insurance
A public liability insurance policy is necessary
for an organisation to protect itself against
negligent claims made by a third party in respect
of bodily injury or property damage arising out
of the operation of the organisation's business.
For example, it is likely to cover a person who
enters your premises and slips due to a wet
surface and sustains a serious head injury. The
policy may also cover injuries resulting from
products sold or supplied. Most Public Liability
Insurance also covers you for product liability
but check your policy wording
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Public Liability Insurance
We recommend that organisations shop around and
get competitive quotes every year. Beware of
unauthorised insurance. This is from overseas
insurers that are not regulated under Australian
law. If you have a claim how confident can you be
that they will be there to pay it?
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So what happens if we have an incident?
Your first responsibility is to whoever has been
injured or distressed. Provide assistance and
support and seek medical advice and treatment
where required. Do so immediately and where
there is some concern expressed by the injured
person, express your concern and ensure that
where there is any doubt, medical opinion is
sought. This is to protect both the injured
person and your organisation. Where there is a
need to phone a parent or carer do so as soon as
practical and do so in a caring manner. Stick
to the facts in any conversation and avoid
discussion on possible liability or blame.
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So what happens if we have an incident?
If an incident does occur that even remotely may
lead to a claim, record the incident. In doing
so stick to the facts of what happened. Don't
attempt to allocate blame on any person or piece
of equipment and avoid making personal comments
or opinions. If you have employed staff ensure
that they are all aware of a recording process
and who should be advised in the event of an
incident. Notify your insurer of all potential
and actual claims as soon as possible.
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• Burnout

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Burnout

• Burnout or overwork is a difficult issue for
  volunteer organisations to deal with head on, for
  to do so can often create an additional
  short-term burden on existing volunteers.
• However the effect of not dealing with burnout
  directly can be long-term and can result in an
  increasingly tired and frustrated volunteer who
• fails to fulfill responsibilities as they should
• is increasingly unable to make a positive
  contribution to the organisation
• is suffering the personal consequences of the
  situation
• drags down the rest of the board or committee
• damages your organisations reputation

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• An organisation that is soured by the efforts of
  having to counter the impact, and has to
  rebuild following any negative impacts, takes
  on the role of trouble-shooting rather than
  expending energy into the development of the
  organisation.
• Burnout occurs for a vast number of reasons but
  invariably because
• the organisation asks too much of the volunteer,
  
• the organisation does not give the volunteer
  permission to resign, retire, take time out,
• the volunteer takes on too much
• or the volunteer assumes guilt about leaving
  the role.

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• No matter what the cause, burnout needs to be
  managed pro-actively so that the impact on both
  the organisation and the individual is not
  irreparable.
• Reviewing roles and responsibilities and making
  amendments to project and position demands, if
  they are too great, can insure that the
  organisation and the individual do not suffer the
  consequences of burn-out.
• For the organisation this is the ultimate loss of
  the valuable volunteer, and for the individual a
  sense of dissatisfaction, frustration and loss.

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Some strategies to avoid burnout

• You tell me how we are going to stop burnout in
  your groups?
• What have you tried?
• What works and why?

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• Heres some tips
• set priorities and plan carefully tackle each
  task one-by-one and celebrate the completion of
  each milestone
• break long-term aims into achievable short-term
  goals dividing a large task up into smaller,
  achievable chunks will make it easier to create a
  feeling of progress and achievement
• dont set yourself up for failure and
  disappointment - limit your activities to what is
  possible

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Heres some more tips

• take time out when tired a task that may take
  five minutes when youre fresh may well take five
  hours when youre exhausted (law of diminishing
  returns)
• share responsibility where you can (sub
  committees)
• schedule some enjoyable and interesting tasks in
  amongst the drudge (change your meeting
  venues/times)
• develop skills in negotiating win-win outcomes
• seek out necessary training courses (plug!)
• emphasise socialising, fun, humour, and
  relaxation time as a group.
• MAKE SURE YOUR MEETINGS ARE SHORT AND SHARP

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• Policies and Procedures

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• What is policy?

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• What is policy?

• Policies provide guidance that help govern an
  organisations activities.
• Many politicians have position statements that
  tell where they stand on an issue. Think of a
  policy as a position statement.
• It explains what an organization does, and
  why.
• It is important to recognise that many people
  may look at policy/procedures in the same way
  Is this wrong?

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• The Childrens Welfare Bureau is a smoke free
  office
• Is this policy or procedure?

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The Childrens Welfare Bureau is a smoke free
office Is this policy or procedure? Is it
part of a broader policy of "All staff have a
right to a safe workplace"?
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• Policy creates a framework for action (within
  your organisation)
• Policy is a decision
• Policy has legitimacy (it must be driven from
  point of authority e.g. board)
• Policy is delivered in hard copy (written)
• Policy must be communicated and be understood
• Policy is an ongoing process(it needs to be
  reviewed and updated)

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What policies are you likely to need ?
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What policies are you likely to need ?

• The number and type of policies and procedures
  (and their contents) will differ from
  organisation to organisation, but some of the
  more common ones include
• Mission and Vision detailing the purpose and
  directions of the organisation and what it hopes
  to achieve.
• Ethics/Conduct Policy designed to set
  expectations for and guide the behaviour of Board
  members, staff members and volunteers, including
  disciplinary measures for non-compliance.
• Conflict of Interest Policy designed to
  provide guidelines for identifying and dealing
  with potential or real conflicts of interest.
• Grievance Policy outlining procedures for
  dealing with internal and/or external complaints.

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• Board Self-Evaluation Policy detailing
  performance standards for the Board and outlining
  measures for ensuring evaluation and improvement
  of performance.
• Board-Staff Relationship Policy outlining the
  various responsibilities of Board and staff
  members.
• Volunteer Policy outlining how and under what
  circumstances volunteers can be recruited and
  their place within the organisation.
• Financial Management Practices detailing
  minimum standards and practices for management
  and reporting of finances.
• Accountability Policy outlining standards for
  reporting of Board information and to whom the
  Board will be accountable.
• Fundraising Policy - outlining standards for how
  you will raise funds and from whom?

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Why do we need policies?
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• Consider the following points which are central
  to the overall justification for policies
• Policies help maintain effective management
  practice improve reliability.
• Policies help define boundaries for clients,
  volunteers, staff, management and board and allow
  them some degree of delegation and personal
  judgement in decision-making.
• Stakeholders know what to expect and are more
  likely to think that they have been treated with
  fairness and equity.
• Policies become a part of an effective approach
  to risk management and help specify standards.
• Policies are one way that the board can ensure
  that there is a process to meet legal obligations
  (doesnt mean that they are being followed?)

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Policy Development Process Framework
Check/Recheck
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• Issue Identification
• As you become aware of issues, you need to
  consider whether or not existing policies are
  adequate, or if new policies should be developed.
  
• Some indicators that a review is necessary are
• identification of issues by stakeholders or
  staff,
• results of a review or
• compliance with amended legislation.

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• Research and Analysis
• Once an issue has been identified, you should
  begin a research and analysis phase.
• Depending on the complexity of the issue,
  research might include a comparison with other
  similar organisations or asking expert
  consultants for information and advice.
• Based on the research results you may consider
  developing an initial analysis and policy concept
  paper. (position statement)

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How do we identify what we need?

• There are known knowns. These are things we
  know that we know. There are known unknowns. That
  is to say, there are things we know we don't
  know. But, there are also unknown unknowns. These
  are things we don't know we don't know.
• Secretary of Defence Donald Rumsfeld

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• Stakeholder Input - Stage 1
• Once the research and analysis is complete and a
  policy approach developed, you should identify
  and then consult with stakeholders on the
  possible policy change.
• You may wish to consider posting a summary of a
  proposed, new or amended policy on your intranet
  or website, sending out to key managers, staff
  affected by or involved in implementation and/or
  external stakeholders.
• You can provide a feedback form for stakeholders
  to provide input but you must ensure that any
  input received will be considered during final
  policy development.
• You may also wish to convene a focus group,
  stakeholder meeting, common interest group to
  guide and provide expert comment.

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• Where do we start?
• We have just realised that we do not have a
  privacy policy and we need one.
• How and where will we gather information from
  stakeholders to develop a coordinated approach?
• You have 10 minutes to discuss in groups how you
  would go about gathering (and how you will do
  it) the information that you may need.

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• Policy Development
• Following Stakeholder Input - Stage 1, you should
  develop a draft policy for consideration by your
  Policy Committee or Board/Committee.
• In developing policies please keep in mind that
  any new or modified policy
• needs to comply with all legislative
  requirements
• and should take into consideration the
  interests of workers the interests of employers
• and consider stakeholder feedback.
• Ensure that all recommendations are minuted or
  requirements for review are actioned as part of
  the stakeholder input Stage 2.

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• Stakeholder Input - Stage 2
• When the Policy Committee or the Board/Committee
  has completed its review, it might be an idea (if
  time allows) to communicate your policy widely to
  ensure that any final issues or concerns are
  considered.
• This could be done by sending to members, staff
  and stakeholders or maybe posted on your
  website.
• The purpose of this second stage posting is to
  provide advance notice and seek input on any
  intended policy change. The posting could include
  a feedback form for stakeholders to comment on
  the draft policy. You may even consider a public
  meeting if the policy is contentious.

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Formal Policy Approval Normally a policy
committee (if one exists) will make a
recommendation to the Board or Committee to
approve a policy. If one does not exist any new
policy should be accepted by the Board/Committee.
This should take the form of a motion for
adoption, why it is required and how it will be
implemented. When a new or amended policy has
been approved by the Board of Directors it should
be communicated to all stakeholders and may be
posted on your website or included in
newsletters, manuals etc.
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• Policy Evaluation
• Ongoing review and evaluation is an integral
  part of any quality assurance process and
  completes the policy development cycle.
• This may take the form of an annual review
  process (with a common date) or a review as
  required (e.g. monitor dates, legislative
  changes).
• (how would you formalise this?)

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• Some questions it may be useful to ask in
  analysing policy are
• What is the policy and what is the background
  behind the policy?
• What problem is the policy trying to solve?
• On what values is the policy based?
• Have you consulted widely with all stakeholders
  in developing the policy?
• Who needs to make the final decision?
• Who will benefit from the policy if there are
  no benefits why bother?
• Who is disadvantaged by the policy - how will
  issues be overcome?
• How will the policy be implemented?
• Who are the winners and losers in practice when
  the policy is implemented?
• How will stakeholders find out about the policy?

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Implementing Policy

• Ensure that the wording/language is appropriate
  to the audience.
• Make sure that stakeholders are aware of the
  reason for the policy (e.g. board protection,
  safety of volunteers
• Involve stakeholders in the development process.
• Make sure the policy is not too complex and/or
  ambiguous.
• Adequately communicate the policies.
• Remind stakeholders about policy and procedures
  at every appropriate opportunity.
• Encourage members/volunteers to sign a membership
  form that indicates they will follow policies and
  procedures. (code of conduct?)
• Consistently monitor policy implementation and
  impact
• Inculcate policy into work practices (e.g.
  induction)

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Monitoring and Reviewing Policy

• Establish a formalised process for review
• Develop a manual for policy / procedures and
  ensure it is updated
• You may decide to rank policy (e.g. critical,
  important, moderate, non critical and have times
  for review)

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Monitoring and Reviewing Policy

• Allocate staff/volunteers (by position) to review
  at the appropriate time
• Monitor against specified criteria (e.g. usage,
  comprehension, compliance,)

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Some options

• Three processes that are commonly used in small
  community based organisations are
• The policy/planning/evaluation day (or weekend).
• A consultative process for developing particular
  policies (internal or external consultants
• A formalised policy review process

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• In larger organisations while similar processes
  will be at work they are likely to be more
  structured. For example
• Standing Policy and Procedures Committee (s) for
  different areas (e.g. Risk Management, HR)
• Recommendations and decisions passing through
  several levels of management before board consent

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• Lets discuss in two groups
• You have been volunteered to develop a policy.
• Identify the issues with your policy?
• Who will you consult with in developing this
  policy?
• What procedures might apply?
• When would you review this policy?
• How would you review it?

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Reporting and Evaluating

• Reporting - systematic and regular updates
• Evaluation - Summative (formal report)
• Qualitative - members satisfaction
• Quantitative - Increased membership
• Horses for courses - size, length, amount

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Concluding comments

• Wrap up
• Assessments
• Evaluations
• Other