Organisational structure should be clearly defined for transparency, accountability and effective management. Clearly defined roles and responsibilities allows for effective communication to the necessary teams for well defined decision making processes and accountability.
By implementing a clear organisational structure, organisations can become more effective in their goals, foster more healthier relationships within the community, and work together towards common organisational objectives.
Organisational objectives describe the purpose of the organisation and is often comprised of missions, vision, goals, strategies and other statements. They should encapsulate the reason the organisation exists and carries out services and programmes. It should also be a common cause and belief system help by the organisation’s stakeholders. Clear organisational objectives provide a framework for decision making and help guide the overall direction of the organisation.
Organisational stakeholders are those who have an interest in the organisation objectives and usually comprise of the following.
The directors or governing board of the organisation forms the leadership of the organisation and is responsible for the overall management and operation of the organisation. The governing board is responsible for the establishment of good governing practices, oversight of financial matters, manage and deal with conflict of interests, ensure the organisation avoids carrying out illegal activities and act in good faith to ensure proper management of the organisation.
The governing board should exercise appropriate due diligence with beneficiaries, partners and members to ensure that the organisation’s operating principles are complied with. The governing board should also ensure that the organisation remains true to the organisation’s mission, vision and core values.
The governing board is responsible for the overall risk of the organisation. The governing board should manage the overall risk levels of the organisation to ensure that the residual risk is at an acceptable level for the organisation.
The operational council is the operational planning body of the organisation and is responsible for the day to day operations of the organisation. The operational council is formed by the staff and the department leadership. The organisational council reports and is accountable to the governing board as such major concerns and risks should be highlighted regularly to the governing board. The operational council plays a key role in implementing the plans of the organisation in order to accomplish the organisation’s strategic goals. Members of the operational council are responsible for reviewing and approving plans and proposals that come before the operational council.
The departments are responsible for the day to day operations of the organisation. Each department is accountable to the operational council and reports directly to the department leadership. Department leadership steers the direction of the department’s activities for the accomplishment of the organisation’s objectives. Each department should have a distinct focus areas within the organisation and will often need to work with other departments to accomplish the organisation’s objectives. Departments comprise of staff and volunteers who carry out the department operations, services and programmes. Staff and volunteers should be provided with job descriptions and training to ensure they are able to perform their roles effectively.
Department leadership is the responsible for the operations, services and programmes of the department and act as department stakeholders in the operational council. Department leaders should be chosen by a qualified council of peers with approval from a member of the governing board. Department leaders should ensure that the department objectives are aligned with the organisation and that the department staff and volunteers objectives are aligned with the department objectives.
Staff comprise of full time, part time and interns who are employed by the organisation. Staff will have an employment contract which is governed by the employment laws that the organisation is registered in which would dictate the staff’s roles and responsibilities. It is not uncommon for the staff’s manager to periodically add and remove roles and responsibilities regularly. However it should be carried out too often to ensure that they have a clear understanding of their place within the organisation.
Operational/ Administrative staff comprise of staff who are employed by the organisation to ensure that the organisation services and programmes are delivered effectively through management of the organisation. These can include Financial, Human Resources, Information Technology, Legal, etc.
Service/ Programme delivery staff comprise of staff who are employed by the organisation to plan and execute the organisation’s services and programmes. These would typically be organisational specific and would include pastors, monks, counsellors, etc.
Volunteers typically form the bulk of an organisation’s manpower, they are usually members of the organisation but it is not uncommon for non-members to be volunteers as well. Volunteers do not receive compensation from the organisation and carry out their roles. However volunteers also pose an increased risk to the organisation as there is no contractual obligation for them to carry out their roles punctually. Nevertheless volunteers do contribute significantly to the organisation and many times act as a multiplier to the organisation’s efforts. When engaging a volunteers, a scope of work to ensure they are able to carry out their role effectively.
Volunteer leaders are volunteers which take on more responsibility and can come in the form of operations, administration, management or regarding the services and programmes run by the organisation. They can assist in managing teams, planning, organising. Volunteers who have taken on leadership role typically have a higher level of relevant experience. With the capacity for additional responsibility it becomes more important to have a clear scope of work to ensure that they are able to carry out their role effectively.
Conflict of interest is defined below:
It is important for an organisation to have a conflict of interest policy to ensure impartiality, transparency and protection from legal and reputational risks. Disclosure of conflict of interests and recusal from the relevant processes will reduce organisational risk that can arise from such situations. Apart from regulatory oversight, conflicts of interests can often lead to breaking of trust in the organisation and leadership that is often difficult to restore.
A whistleblowing policy is a policy that protect people or parties that raise concerns regarding that are against organisational policy but are unreported for whatever reason. A whistleblowing policy typically ensure against targeting or retaliation against the reporting parties regardless if the accusations are true and ensures an independent investigation typically reporting directly to senior leadership, board member(s) or an external governance organisation.