Operations Manual

Introdução

An operations manual, also called standard operating procedure, is a document describing the standard operating procedures of a program. It focuses on explaining the steps needed to conduct the activities of the program efficiently. It also outlines the goals and the resources needed for the program.

Justificativa

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This toolkit is useful when an organisation:

• needs to have documentation for it's programs for both internal and external purposes.
• would like to expand and needs standard operation procedures to be able to replicate their program in other locations.

O que você pode esperar

In eight steps we will help you to break the processes of a program into manageable parts. Here you’ll find a step-by-step guide, tools, examples and other resources for making an operations manual.

Passo 1: Defining the Format

• Discuss the purpose of creating a standard operating procedure or manual with leaders and key staff.
• Discuss the desired format in which it will be documented. There is no right or wrong format and it depends entirely on what will be easiest for the organisation to use. The operations manual can consist of a simple steps format, a checklist, a flowchart etc.

Passo 2: Collation of Material

• Collect already existing material. Identify who will be responsible for providing various types of information.
• Familiarise as much as possible with the organisation’s work by reading through marketing materials, etc.
• Review all documents, templates etc. that are used in programs, for example tools to register beneficiaries, conduct assessments or give feedback.

Passo 3: Observations

• Visit the program while it is in session and observe which steps are repeated each time.
• Take notes of the observations; if there is something that you do not understand write it down to later clarify it with staff.
• Start thinking about possible questions.

Passo 4: Interviews and Discussion

• Create a set of questions to conduct either individual staff interviews or a full group discussion.
• Ensure that answers are received to all questions and that information gaps can be filled. Often one interview will not be enough, as more questions might arise when writing the operations manual. It is useful to ask multiple sources the same question to ensure that accurate information is gathered.

Passo 5: First Draft

• Write the operations manual, once enough material and information is collected.
• Follow the chosen format and list all the steps, with the necessary details, of carrying out a program including the equipment or materials needed.
• Make short sentences that are easy to read and understand.
• Address the reader directly by using the active voice.

Passo 6: Feedback

• Have the manual reviewed by the program staff. They can give feedback and information about steps not being accurate or missing.
• Gather further feedback from people that know the program but are not directly running it, such as the CEO or second line management.
• Make modifications as per the feedback.
• Seek final approval from the organisation leaders.

Passo 7: Training

• Print the operation manual, once approved, and introduce it to the organisation.
• Conduct a small training to explain the structure of the manual and the use of it. Staff should understand the benefits of having such a document.
• Provide a platform to address any questions or concerns the program staff might have.

Passo 8: Review and Updates

• Review and update the manual on a regular basis, at least once a year or when major changes in the program design occur.
• Assign a person of the organisation who will be responsible to make the necessary updates.

Key To Success

• Clear and simple documentation that is understood and approved by staff members currently involved in the program is essential.
• Involve the program staff as much as possible in the creation. Making them part of the process, will make them more likely to accept and use the document.
• The operations manual should be reviewed and updated on a regular basis and adapted to changes in the program.

Desafios

• Maintaining a consistent quality of programs while hiring new employees.
• Staff may be used to “just doing it”– not talking  about what they do in an organised manner