Workshop Leslie T. White Blue Ridge Adaptive Snow Sports May 15, - PowerPoint PPT Presentation

Policy Writing Workshop Leslie T. White Blue Ridge Adaptive Snow Sports May 15, 2016

 To explore benefits & concerns of policies & procedures  To define terms  To learn how to write effective policies & procedures  To develop plan for implementation and review process

 Consistency  Transparency  Accountability  Quality Management

If none exist . . .  Unwritten practices become informal policies  Someone else is setting the standard  Inconsistency  Inefficiency

When done badly . . .  Not enforced  Enforced inconsistently  Unenforceable

 Increased liability exposure  Decreased efficiency and efficacy  Violations of laws or regulations  Uncontrolled costs

Guidelines, intentions and plans for WHAT an organization proposes to do. Implies choices - defining one action as appropriate while another is not. A Guide for the Development of Policies and Procedures in Ontario’s Community Literacy Agencies, Volume Two , Fiona Huebner, Community Literacy of Ontario, 2000.

 WHAT organization intends to do  Strategic – developed relative to vision, mission and strategic objectives  Principle, guideline or rule to guide decision & achieve desired outcomes  Key determinants of quality – what really drives quality

Identify Need State Goal or Purpose Gather Information Develop & Write

Review Obtain Management Approval Legal Review (If Needed) Board Approval (If Needed) Implementation

 Identify key determinants of quality  Confidentiality  Health & Safety (or security)  Decision making  Equitable practices  Responsible, accountable management  Duty of care  Clients/participants  Staff  Service standards What really drives quality in your services & organization?

HOW are you going to do things!  Outline of steps for HOW the organization’s wishes and intentions (policies) are to be carried out

 Guideline  Suggested way of doing something. No sanctions if not followed  Rule  A principle or regulation governing conduct, actions, procedures, arrangements, etc.  A prescribed guide for conduct or action (acceptable behavior)  Sanctions if not followed  Standard  Any definite rule, principle or measure established by authority, custom, or general consent.  Has liability implications

 For each policy identify procedures, guidelines, rules or standards needed  Best practices  What do other nonprofits do?  Governmental requirements, regulations, rules  Strategic plan, vision, mission, values, philosophy, & culture  Volunteers, employees, board, clients, donors and any other stakeholders

 Gather information – internal & external  Define purpose or function of procedure  Review alternatives & options for how to do the procedure  Assess all possible impacts of policy/procedure (unintended consequences)

 Target audience – who it applies to  Who is responsible for the procedure  Who must approve  Time frame & deadlines for procedure  Effective date  Consequences for non-compliance  How & who can make exceptions  How to monitor effectiveness

Header 1. Purpose 2. Scope 3. Prerequisites 4. Responsibilities 5. Procedure 6. References 7. Definitions

 Do we have the resolve & resources to follow this policy?  Is the policy:  Logical  Practical  Intuitive  Is it understandable?  Is it efficient?

 Know your audience - management, employees, volunteers, clients, etc.  Reflect management style & culture  Why & when will user likely this need information

 Write in clear, concise, simple language  Avoid jargon & overly technical descriptions  Be consistent - Use same words throughout  If use acronym spell it out the 1 st time  Don’t include information that will be quickly outdated (names, fees, etc.) Say what you mean, mean what you say

 Properly define time period  Calendar - Define day (calendar, workday)  Lists - Is list inclusive or “includes but not limited to ”?

 Can - To know how to; to be able to  May - A possibility, opportunity or permission  Shall - Imperative, implies a command, must  Will - Future action; going to

 Distribution system  Need for employee/volunteer acknowledgement  Orientation and training programs  Managers & supervisors  Other personnel  Monitoring techniques

 Establish techniques for monitoring  Establish standards & results  Compare actual to expected results  Revise when:  Circumstances change  Actual results deviate significantly from expected results  Plan to implement revisions

Leslie T. White 410-544-0913 Email: Lwhite@croydonconsult.com