Writing a Policy: Structure and Components

The following information is provided as a template to assist learners draft a policy. However it must be remembered that policies are written to address specific issues, and therefore the structure and components of a policy will differ considerably according to the need. A policy document may be many pages or it may be a single page with just a few simple statements.

The following template is drawn from an Information Bulletin "Policy and Planning" by Sport and Recreation Victoria. It is suggested that there are nine components. The example given at the right of the table should not be construed as a complete policy.

Component

Brief Example

A statement of what the organisation seeks to achieve for its clients

The following policy aims to ensure that XYZ Association Inc. fulfills the expectation of its members for quality services in sport and recreation delivery.

Underpinning principles, values and philosophies

The underpinning principle of this policy is that the provision of quality services is of the utmost importance in building membership and participation. Satisfied members are more likely to continue participation, contribute to the organisation and renew the memberships each year.

Broad service objectives which explain the areas in which the organisation will be dealing

This policy aims to improve the quality of services provided XYZ Assoc. Inc.:

The organisation and management of programs and services
The management of association resources

These hypothetical examples are for illustration. There is no substitute for research and consultation in the development of effective policies.

Strategies to achieve each objective

Strategies to improve the quality of services in program and event management include:

Provision of training for event officials
Implementing a participant survey
Fostering a culture of continuous improvement

Strategies to improve the quality of services through the better management of resources through:

Implementation of best practice consultation and planning processes
Professional development opportunities for the human resources of the organisation
Instituting a risk management program
The maintenance of records and databases to assist in the management process.

These hypothetical examples are for illustration. There is no substitute for research and consultation in the development of effective policies.

Specific actions to be taken

This policy recommends the following actions:

Participants are surveyed on a once-year basis for satisfaction with programs and services
The quality of services to participants is reviewed annually as part of the strategic planning process
The operational planning process include scheduling events for the professional development of staff
The risk management program should be reviewed on a yearly basis, and that this review should involve risk management professionals
All clubs be consulted in the maintenance, distribution of and usage of physical and financial resources

These hypothetical examples are for illustration. There is no substitute for research and consultation in the development of effective policies.

Desired outcomes of specific actions

The desired outcomes of this policy are as follows:

Increased satisfaction of participants with the association's events and programs
The best utilisation of then association's resources in line with the expectations of members
The better management of risks associated with services delivery

Performance indicators

The success of this policy may be measured in terms of:

An increase in the average membership duration An increase in the participation of association events
An increase in the number of volunteer officials
A reduction in injuries

Management plans and day to day operational rules covering all aspects of services delivery

This section of the policy provides further information and detail on how the policy is to be implemented and observed on a day-to-day basis.

A review program

This policy should be review annually. The review process should include an examination of the performance indicators, consultation with members of the association, and a discussion forum involving the management committee and risk management professionals.

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