|
|
|
Direction |
|
|
|
| This section looks at the direction of
our organisation. It helps us to consider:
● who is leading the
organisation
● where we are going
● how we intend to get there
● who will be involved or who
will help us
● the principles and policies
that will govern our behaviour
● how we intend to keep within
the law
Broadly speaking this is the role of our management committee or board of directors. Whilst senior
members of staff may have a role to play in directing the organisation, ultimately it is the
management committee or board who must take responsibility and make final decisions.
|
Direction sets the framework
within which people make things happen. Direction is not the same as management. The word
'management' comes from the Latin word for 'hand' and it is helpful to
think of it as meaning 'hands-on' or 'practical'. Direction is much
more 'brain-on', to do with thinking, knowing, being aware and monitoring.
Direction means:
● making sure that strategic and operating plans exist and
have been developed with the appropriate participation of stakeholders
● having up to date knowledge
about the needs of clients, users, funders, staff and volunteers
● knowing what has to be done to
meet needs and making sure that
it is done
● reviewing plans, needs and
activities at regular intervals to
make sure that they fit together
and that we meet legal
requirements
The 'Need, Plan, Do, Review' cycle
is just as important in Direction as
in every other aspect of running an
organisation. We need to know
where we are going so that we can
undertake appropriate activities,
measure progress and identify if
the needs of our stakeholders are
being met.
|
 |
| DIRECTION |
Governance
Governance is concerned with overall accountability
for keeping the organisation on the right path. It is the responsibility
of our voluntary directors and committees to ensure that the organisation
has clear purpose, objectives, strategy and policy. It is about shaping
decisions, ensuring that the organisation is well-managed and
giving guidance. |
Purpose
Purpose is the statement of our reason for existence
and our vision for the future. It addresses the set of circumstances which
make our organisation necessary. It also says what we're trying do about
it.We need to be clear about the purpose of our
organisation - if we're not doing something special, why do we exist? |
Strategy & Policy
Strategy
is the way in which we decide how existing resources - people, money,
information and equipment - will be used to achieve our stated
purpose. Making these decisions involves understanding all of the internal
and external factors that may affect us. Policy is the set of guidelines
we set ourselves - guidelines for
action and behaviour, translated into rules and procedures. |
Staffing
Staffing
is about deciding what kind of people we need and how they should be
organised. It's also about setting policies for how people should be
recruited,
managed, recognised, rewarded and looked after. |
Culture
Culture
is the sum of an organisation's attitudes and behaviour, both official and
unofficial. It can also be described as the unwritten code of practice
governing the way we think about and treat colleagues and our service
users. Sometimes culture
is described 'as the way we do things around here'. |
Legislation & Regulation
Knowing our obligations and liabilities is part of
being clear about how our organisation is governed. The Board or
Management Committee and the staff are
accountable for any failure to comply with legislation. |
|
|
|
