Communicating Policies & Procedures for the 21 st Century Organization

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1 Communicating Policies & Procedures for the 21 st Century Organization Raymond E. Urgo Urgo & Associates

2 About Raymond Urgo (Mr. P&P) Age 7: Wrote neighborhood club rules, played telephone company Age 27: Methods & Procedures Analyst, New York Telephone Company Age 40: Founded Urgo & Associates, management consultancy in P&P Professional career mission: To define and promote P&P Communication as a discipline and a way to transform organizations 2

Procedures Analyst, New York Telephone Company Age 40: Founded Urgo & Associates,

3 What You Can Expect Today 3 ways to define policies and procedures (P&P) 4 cornerstones of the P&P body of knowledge 2 approaches for developing P&P content Presentation formats, styles, and techniques 10+ ways to organize P&P content Access to free P&P resources and a special offer!!! 3

developing P&P content Presentation formats, styles, and techniques 10+

4 Defining P&P 3 Levels to Understand Level View of P&P Interpretation 1 Micro Two types of information 2 Macro Umbrella name for several related types of information 3 Mega Body of knowledge for a communication specialty 4

Umbrella name for several related types of information

5 P&P Defined Level 1: Micro View Two Terms Policy refers to an organization s position or stance about what should or should not be done as it relates to a practice. [what to do or should be done] Procedure refers to sequential steps that enable someone to accomplish something, including a policy. [how to do something] 5

6 P&P Defined Level 2: Macro View Umbrella Name 6 Policies and procedures (P&P) refers to the principles and methods, whether formalized, authorized, or documented, that enable people affiliated with an organization, to perform in a predictable, repeatable, and consistent way.

formalized, authorized, or documented, that enable people affiliated

7 P&P Defined Level 3: Mega View Discipline 7 Policies and procedures (P&P) communication refers to the body of knowledge about how content is designed, conveyed, and used as it relates to the principles and methods that enable people affiliated with an organization to perform. Four Cornerstones of the P&P Body of Knowledge

conveyed, and used as it relates to the principles and methods that enable

8 P&P Content 3 Levels to Understand Documentation Level Focus of P&P Documentation Interpretation 1 Writing Format and Style look and feel 2 Documentation Approach methods and techniques 3 Architecture of Collection organization of P&P documents 8

Style look and feel 2 Documentation Approach methods and

9 Example of Two P&P Documentation Approaches: Extrinsic and Intrinsic 9

10 P&P Content Level 2: Documentation Approach 10 Extrinsic Approach Compliance-based Contractual style Cookie-cut structure Uses traditional outlining Uses narrative writing Bureaucratic talk For serialist reader Collection is disunited Intrinsic Approach Performance-based Learner style Task-knowledge structure Uses modular units Uses structured writing User-friendly talk For holist reader Collection is united

reader Collection is disunited Intrinsic Approach Performance-based Learner style Task-knowledge

11 Presentation Formats, Styles, and Techniques Set separate PowerPoint file with examples 11

12 P&P Content Level 3: Architecture of Collection Organizational hierarchy Organizational departments Organizational function Organizational mega process Regulatory or certification requirements Tiers (QA System) Information type (policy, process, procedure) Subjects Chronologically Ad hoc Combinations 12

process Regulatory or certification requirements Tiers (QA System)

13 P&P Content Development Process A Model Process 13 Phase Planning Analyzing, Writing, & Reviewing Publishing, Implementing, & Evaluating Stage 1. Initiate P&P request/need. 2. Respond to request/need. 3. Prepare P&P documentation project plan. 1. Conduct process and task analysis for content plan and approval. 2. Prepare preliminary draft for owner s approval. 3. Review, edit, and approve draft. 1. Publish approved draft and archive previous version. 2. Introduce change, training, and attestation. 3. Evaluate usage, effectiveness, and compliance.

2. Prepare preliminary draft for owner s approval. 3. Review, edit, and approve draft. 1.

14 P&P Practitioner What are names/titles/roles? Where talent for P&P function resides What makes for a balanced P&P professional? 14

15 P&P Users and the Organization Know thy organizational culture and receptivity toward P&P. < Tribal Talk Formal Comm. > What type of role and value is your P&P program contributing to the organization and user: operational, tactical, or strategic? 15

> What type of role and value is your P&P program contributing

16 Urgo & Associates P&P Consulting Services Provide assessments and strategic advice on P&P programs and resources Lead and manage P&P content development projects to simplify complex practices Teach and mentor in P&P Communication 16 Advise P&P product and service providers in the P&P Marketplace on trends and emerging needs

projects to simplify complex practices Teach and mentor in P&P Communication 16

17 Urgo & Associates P&P Resources and Special Offer Free P&P resources at Articles, book reviews, white papers, presentations Award-winning e-newsletter The Policies & Procedures Authority Special offer Complimentary consultation (first 10 requests by ) 17 Contact information Raymond Urgo Urgo & Associates PowerDMS Social Media Facebook: facebook.com/powerdms

Authority Special offer Complimentary consultation (first 10 requests by email) 17 Contact information Raymond Urgo

18 (BEFORE) Narrative or Prose Writing The RFP process differs from the sealed bidding process in two key respects: Discussions/negotiations allow greater flexibility and the opportunity to have prospective contractors modify their offers. Discussions/negotiations allow broader considerations, as it may lead to awards based on other than price and price-related factors. Unlike sealed bidding, the RFP process requires no public opening of bids. Under the sealed bidding method, in order to be considered for award, the proposer must submit a bid that is responsive to the solicitation; in an RFP procurement, however, a proposal that is not entirely responsive may be considered. In sealed bidding, proposers may not change their bids after bids are opened, and the bids remain effective for a set period of time. If discussions are held under the RFP process, proposers may be encouraged to modify their proposals, and they may withdraw them at any time before award is made. Copyright 2009 Raymond E. Urgo

Unlike sealed bidding, the RFP process requires no public opening of bids.

19 (AFTER) Modular/Structured/Analytical Writing Comparing Competitive Bid Process RFP Process Discussions and negotiations Public opening of bids Responsive to the solicitation Changes and withdrawal to bids/proposal Does not occur. Required. Bid must be entirely responsive to be considered. Proposer may not change bid after bids are opened. Bids remain effective for a set period of time. Allows greater flexibility and the opportunity to have prospective contractors modify their offers and broader considerations, as it may lead to awards based on other than price and price-related factors. Not required. Proposal that is not entirely responsive may be considered. If discussions are held under the RFP process, proposer may be encouraged to modify proposal. Proposer may withdraw proposal at any time before award is made. Copyright 2009 Raymond E. Urgo

Allows greater flexibility and the opportunity to have prospective contractors modify their offers and broader considerations, as it may lead to awards based on other than price and price-related

20 Linear Procedure Table-based To prepare for a proposers conference Step Action 1 Determine Department representatives to attend the conference. 2 Determine the number of prospective bidders expected to attend the conference. 3 Schedule the meeting time of the conference with the buyer and contract compliance officer. 4 Determine the needs for a conference room. 5 Schedule the conference room. 6 Notify the required and invited Department members representing the Department of the time and place for the meeting. 7 Arrange for audio-visual equipment for the conference. 8 Prepare the prospective bidders sign-in sheet. 9 Prepare the evaluation committee members for the proposers conference. Copyright 2009 Raymond E. Urgo

4 Determine the needs for a conference room. 5 Schedule the conference room.

21 Decision Procedure #1 Table-based Recording changes in 401k plans IF employee is changing the contribution percent within the existing range of 1 to 6% within the existing range of more than 6% to the range of 1-6% to the range of more than 6% THEN change the percent only. change the percent only. change the percent in the 401k plan. 1.Insert a row to create a record for the unmatched contributions. 2.Type from 1 to 9% in either plan 401k UM or 401k UM(SB). Copyright 2009 Raymond E. Urgo

22 Decision Procedure #2 Table-based Which contract to prepare IF the dollar amount for the contract is AND IF the duration for the contract is THEN prepare this type of contract $150,000. or less 12 months or less informal. more than 12 months formal. more than $150,000 any duration formal. Copyright 2009 Raymond E. Urgo

24 Linear Procedure/Process - Playscript Stage Responsibility What Happens 1 Customer Places a literature order with either TelCom s Sales or Rep office. 2 Sales or Rep office Enters the literature order into the Sales Order System. 3 Marketing Communications Transmits, via EDI, the literature order to TelCom s mailing house (a vendor). 4 Mailing house 1. Ships literature order to Sales or Rep office. 2. Sends invoice for freight charges to TelCom s corporate office. 5 Sales or Rep office Ships literature order to customer. 6 Corporate office Charges the freight costs to the customer s account number indicated on the Special Instructions screen. Copyright 2009 Raymond E. Urgo

25 Policy Statement (BEFORE & AFTER) Ordering Work No work shall be ordered until a contract has been approved by the Legal Department and awarded by the Director of Corporate Purchasing or the Board of Commissioners. Policy on Ordering Work The contract administrator may order work only after the Legal Department approves the contract and either the Director of Corporate Purchasing or the Board of Commissioners awards the contract. Copyright 2009 Raymond E. Urgo

CHAPTER 5 SMALL PURCHASES

PIM 98-033 CHAPTER 5 SMALL PURCHASES In this Chapter look for... 5. General 5.1 Competitive Requirements 5.2 Charge Cards for Small Purchases (Deleted) 5.3 Single Quotation 5.4 Deleted 5.5 Deleted 5.6