Feedback and updating mechanism for procedures

The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic.

Print this Page This module component “Reviewing Policies and Procedures” is linked to the Australasian AOD TC Standards, specifically: Indicator 5.6: Staff and resident members are trained in and have an understanding of relevant policies, procedures and review processes to ensure maximum compliance and relevance Policies and procedures are only as effective as they are able to be applied, and therefore known and understood by all relevant personnel, and regularly reviewed and/or updated.

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In general by the end of assessment/orientation, residents are aware of the rules and procedures of the TC, are feeling comfortable as a member of the TC, and have committed themselves to the treatment program There are documented policies on aspects relevant to quality assurance, such as occupational health and safety, equal employment opportunity, sexual harassment, confidentiality of residents’ records, staff training and qualifications etc.

There are written, agreed upon and well known procedures for management of residents’ affairs, such as admission and discharge, management of residents’ finances, arrangements for outings and visitors, complaints and appeals procedures Procedures are the mechanisms for applying policies.

Instead, planners are often so focused on "progress" and problem solving, that they're too eager to move on to the next version of the plan.

Celebration is as important as accomplishing objectives -- maybe more.

There are, however, a number of policies that resident members would need to be aware of, such as general TC procedures, confidentiality/privacy, and complaints processes.

Staff, on the other hand, need to be aware of all policies and procedures to guide their own processes and also to support resident members.

ATCEEs that relate to policies and procedures are presented below.

Clearly not all policies are relevant to the resident members and there is not expectation that resident members would have input into developing or reviewing those that are not relevant.

© Copyright Carter Mc Namara, MBA, Ph D, Authenticity Consulting, LLC.

Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation.

Library's Business Planning Blog Library's Leadership Blog Library's Project Management Blog Library's Strategic Planning Blog As stated several times throughout this library topics (and in materials linked from it), too many strategic plans end up collecting dust on a shelf. Should priorities be changed to put more focus on achieving the goals? Should the goals be changed (be careful about making these changes -- know why efforts are not achieving the goals before changing the goals)? What can be learned from our monitoring and evaluation in order to improve future planning activities and also to improve future monitoring and evaluation efforts?

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