This is a framework for organisational policy for small to medium sized human
services organisations. It is essentially the table of contents of a policy
manual which could also be a staff handbook.
The left hand below column describes the policy framework.
Parts 1 and 2 are often unique to organisations. Part 3 is often common
to many human service organisations.
The framework here is not exhaustive. It is a starting point for developing
a table of contents for an organisation’s policy manual and identifying
policies to be included to ensure good practice in working with ATSI people.
Policy manual framework
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Good practice
inclusions - examples |
Part
1: The organisation and its values |
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A. The organisation: history, context and purpose
This section is attempting to answer questions such as:
Where has this organisation come from?
What is it trying to achieve?
How is it going to do that?
Why?
Topics could include:
History
Purpose
The wider context (funding etc)
Aims and objectives
Strategies
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- Acknowledge
the original owners of the land
- Culturally appropriate organisational goals and strategies in
the organizations Strategic Plan
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B. Values and philosophy
Organisations often have distinct values and philosophy,
i.e., the values of an organisation differ from those of another similar
kind of organisation. For example two child care centres can provide
a similar service, i.e. child care, but have very different values
and philosophy. The section of the policy manual makes explicit the
organisation’s philosophy and values.
Some possible headings are:
Philosophy
Service principles
Client rights and responsibilities
Management principles
Staff rights and responsibilities (alternatively a staff code of
conduct)
Board rights and responsibilities (alternatively a Board code of
conduct)
Service standards (key principles) |
- Commitment to culturally appropriate services for Indigenous Australians
- Service philosophy that reflects social justice principles
- Clients rights statement reflect culture as an important component
of their service delivery
- Sensitivity around conflict of interest in delivery of services
to family members for workers and board members
- Statement of Reconciliation
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Part 2: The work with clients and communities
Part 2 describes the essence of the work with clients and communities.
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A. Service processes
This section includes policies on the service delivery process for
each service provided. In an organisation that has several services,
e.g., a Neighbourhood Centre, there could be sections A1, A2, A3 for
difference services, e.g.,
A1. Occasional Care
A2. Counselling
A3. Community development
This section must be client focussed.
A generic example of a service process
is:
Referral
Assessment
Service delivery
Completion
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- Service delivery process to be culturally appropriate
- When working with Indigenous families the focus may need to
include the collective family not just the individual referred
to services; be mindful of extended family dependants
- Inclusion of Indigenous Workers in assessment procedures and
designation of a specific worker if possible within the organization
- Ensuring that Indigenous clients feel safe within environments that
services are being delivered e.g. office space is culturally appropriate
in a physically sense
- Ensure that service delivery is flexible to Indigenous clients with
the aim that services are available when the time is right for
them
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B. Working with other organisations to provide services
This section includes policies on the relationships the organisation
requires with other service providers and organisations in order
to provide services.
Topics could include:
Referral
networks
Partnerships and partnership agreements
Case meetings / case conferences
Interagencies
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- Be aware of all the relevant Indigenous organisations in the local
community so as appropriate referrals are made
- When working with Indigenous families it is important to included
community development practices such as attending special events
such as flag raisings, linking in with Elders or recognized Elders,
gaining an understanding of your local Aboriginal history etc
- Decision making may require numerous levels of communication
with the Indigenous community always be mindful of the respect for Elders
and recognised Elders
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C. Client focussed service protocols
This section includes policies that impact directly on clients that
are not included in the service process description in Section A
above.
Topics could include:
Duty of care
Confidentiality of client records
Transporting
clients
Emergency procedures if client has an accident
Client complaints
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- Indigenous client records as well as their confidentiality may
be of concern due to the past injustices and mistrust of government
and non government services
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D. Worker focussed service protocols
This section includes policies that impact directly on staff during
the service provision process that are not included in the service
process description in Section A above.
Topics could include:
Worker safety on home visits
Minimisation of stress
Dealing with clients anger
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- Visiting Indigenous Clients may take more than one visit due
to the structure of many Aboriginal families i.e. it may be difficult
to meet alone
- Take time to establish a relationship with Indigenous clients
it is important to establish a rapport before the service delivery
can happen
- Awareness that Indigenous workers have obligations to their
community outside of core business hours and reflecting this in
work practices
- Professional supervision should include an aspect of how the
Indigenous Worker is balancing ‘work’ and family/community obligations
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Part 3: Enabling the Work: governance and management
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A. Governance
This section includes policy about how the organisation is governed.
Board/Committee
Role
The role of the Board
Processes e.g.
Board meetings
Board membership
Committees
AGM
Conflict of interest
Executive officer
Board/Executive officer boundaries
Delegations
Work of the Board
Vision and strategic planning
Determining policy
Determining annual budget
Monitoring and review
Services
Finances
Risk management oversight (including compliance oversight)
Occupational health and safety oversight
Reviewing the work of the Board
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- Commitment to consultation with the Indigenous community in developing
the strategic plan
- Discuss with the Indigenous community ways to make your service/centre
welcoming to Indigenous people
- Ensure that organizational policies are culturally appropriate
- Actively recruit for Board Members within the Indigenous community
and provide mentors if required
- Inclusion of Acknowledgement of Country prior to meetings and
events
- Flying of the Aboriginal flag on significant
days
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B. Management
This section includes policy about how the organisation is managed.
Roles and structures
Organisational structure
Delegations
Meetings
Staff meetings
Communication
Planning
Service planning
Financial planning (incl sponsorships)
Monitoring and reporting
Service results accountability and reporting
Financial accountability and reporting
Evaluation
Client services
Organisation
Service networks
Quality improvement
Learning organisation
Media, publications
Risk management
Compliance
Data and information systems
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- Ensure your data collection system includes ATSI status
- Analyse local census data in comparison to service usage
of Indigenous clients, develop strategies to engage continually with
the Indigenous community
- Ensure that the organizations media policy reflects appropriate
representation of Indigenous issues
- Training Policy for staff, volunteers and Board Members to gain
and an understanding of past and present injustices impacting
on Indigenous people
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C. Human resources
This section includes policy about human resources. Larger organisations
are likely to have a separate human resources manual. Smaller organisations
are likely to include this as part of their one and only organisational
manual.
If the organisation has volunteers as well as paid staff then the sections
could be duplicated for paid staff and volunteers or differences between
paid staff and volunteers highlighted.
Processes
Recruitment and selection
Appointments and contracts
Orientation and training
Supervision
Health and safety
Critical incidents
Grievance procedures
Disputes and dismissals
Specific policies (for example)
Travel
Leave
Job descriptions
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- Be aware of special issues in relation to supervision of Indigenous
staff, e.g., family and kinship expectations of the worker
- As a part of an Organizational Induction process staff, volunteers
and Board Members undergo training to gain an understanding
of past and present injustices impacting on Indigenous people
- Awareness that Indigenous workers have obligations to their
community outside of core business hours and reflecting this in
work practices
- Selection and recruitment panels have representation form the
Indigenous community
- Consideration in the leave policy for bereavement leave for
extended family members
- Indigenous Workers to be provided with mentors particularly
within non Aboriginal services to reduce the feelings of isolation
- Be mindful that critical incidents may
highlight other issues for the worker
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D. Administration
The section includes policy about the administrative processes required
to keep the organisation working:
Money
Funding
Audits
Petty cash
Credit cards
Bank accounts
Assets
Assets register and depreciation
Building maintenance
Building security
Cleaning
Rubbish and recycling
Insurance
Buildings
Professional indemnity
Public liability
IT and other information systems
IT
Information systems
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- No specific polices reflecting service delivery to Indigenous clients required
in this section
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Appendices
Constitution
Other manuals
These appendices may be kept separately from the Organisational Manual
but would be referred to in it. |
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