Organizational Policy and Procedures Formulation
Policies and procedures provide the framework within which an organisation operates. They define what your organisation does and how you do it. Clear policies and procedures support effective decision making and delegation because they provide guidelines on what people can and cannot do, what decisions they can make and what activities are appropriate.
A clear policy framework means there will be fewer misunderstandings or debates about what to do in particular situations and there will transparency and consistency in the way you operate as an organisation and make decisions.
The policies and procedures your organisation needs will depend on a number of factors such as the type of work you do and the size of your organisation.
Legal obligations and best practice
If you employ staff you have many legal obligations. The following are areas where you need to be aware of your legal obligations and where it is advisable to have formal policies and procedures:
- Equal opportunities legislation, including recruitment policy
- Health and safety laws
- Employment laws including laws on discipline, sickness, family leave and flexible working arrangements
- Data protection legislation which ensures that the confidentiality of information about your staff, volunteers or members of the public is respected.
Sometimes funders also ask to see that you have specific policies covering Safeguarding and Child Protection or Safeguarding and Protection of Vulnerable adults and Diversity and Equal Opportunities before they will consider funding you.
It is important to see the process of developing and implementing policies and procedures as a process that you work on over a period of time. Smaller organisations, in particular, will have limited resources and you need to be realistic about what you can expect to achieve. For these organisations, complying with your legal requirements will be your priority and other aspects of best practice should be seen as goals to work towards over time.
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