Ok, enough testing. Here’s the real scoop.

I’m putting together the pieces of my policies and procedures and I’d like to share some resourceful information I found in regards to that.  The following does not pretend to be complete, or what everybody needs, but it is a starting point.  I have grouped these, but an item can address more than one area in practice. Try not to be overwhelmed by the length of the list – some will only need to be short, but a bit of careful thought now can save major problems later. New organizations shouldn’t try to achieve perfection too quickly (unless you’ve got loads of resources) – identify the most important for your situation and get those right first.

The difference between Policy and Procedure, and quite what goes where, gets a lot of people confused. We would say that procedures follow on from policy – how you do it in practice – and can be a separate document or a section of the same. It is often worth trying to be clear, as a policy change may or may not alter the procedure, while a necessary change in procedure should not be allowed to change the policy by default. It should be clear in a procedure which policy or policies it relates to.

Basic requirements

• Health and Safety Policy and Procedure.  Could include:
  • Workstation assessment procedure
  • Fire safety
• Equal Opportunities Statement of Intent. Could include:
  • Harassment
  • reference to Recruitment procedure
• Confidentiality Policy (including Data Protection
• Risk Assessment. This was under H&S, but the current charity SORP (accounting standard) requires trustees to consider risks and review the steps needed to mitigate them much more widely.

Personnel

• Volunteers.
  • Basic Policy (when you would use volunteers, how to recruit/assess suitability, management, two-way ‘contract’).
  • Expenses Policy.
  • Volunteer Charter, Exit Interview Questionnaire

• Staff Disciplinary procedure.
• Staff Grievance procedure.
• Staff Appraisal procedure.
• Supervision.

• Staff expenses
• Staff loans (travel, cycle, car).
• Union recognition Policy.

• Sick Leave Policy and procedure.
• Leave policy and procedure.
• Time off in Lieu Policy and procedure.
• Public Duties.

• Recruitment Procedure. 
• Redundancy policy.
• Induction Procedure and Checklist.
• Exit interviews.
• Job evaluation.
• Retirement policy.

People management issues – relevant areas currently include Development/Training Needs Assessment, Appraisal, Supervision.

Office Management

• Green Office Policy/Environmental Impact.
• E-mail/internet use policy.
• Personal, or associated group, use of office facilities.
• Security.

Ethics, Empowerment, Improvement

• Complaints Procedure (for members, service users, public).
• Service user/member involvement.
• Training policy (staff, volunteers and committee members).
• Quality/monitoring policy .
• Staff involvement policy.
• (A learning organization policy makes little sense in isolation
• Ethical Investment Policy.
• Whistleblowing.
• Child/vulnerable adult protection (if working in these areas).
  • Umbrella bodies for relevant sectors should be able to provide advice.

External

• Sponsorship or Fundraising Policy.
• Partnership working.
• Campaigning Policy. Methods, issues, co-operation?
• Media Handling – who is authorized to say what, how to handle probing questions. Think about before a sensitive issue hits!
• Online Communications Strategy
• Supplier selection (fairness or reasons for preferences such as environmental or social, value for money, reference to Finance Procedures).

Finance

• Insurances (possibly for events, volunteers, trustees etc. as well legal requirements).
• Reserves Policy (required under Charity SORP).
• Other accounting policies often part of audit process (eg valuation of assets).
• Financial Policies and Procedures. 

Governance

• AGM procedures.
• Committee Procedures (standing orders). What to do in the absence of the chair, voting, declarations of interest, expenses.
• Management Committee/Board (and sub-committee) Terms of Reference. Could be part of standing orders. Constitution may give the legal framework, but not usually easy to refer to. Can help to clarify where policy is made, where responsibility for key areas lies (with sub-committee, main committee, chair, senior staff, outside consultant etc). If a registered charity or company, make sure that ‘lines of responsibility’ back to the Board are clear.
• Job descriptions for officers – chair, treasurer, secretary and any others.
• Conflicts of Interest.

If anyone reading this knows of something missing or have additional resources, please share!!

I’d appreciate the consideration!