Course Content
Reviewing existing policies
1.1 Identify existing policies in the organisation 1.2 Analyse existing policies according to organisational procedures 1.3 Evaluate improvement needs and opportunities 1.4 Consult with relevant stakeholders and confirm need for new policy development
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Establish the need for policy development
2.1 Identify internal and external factors likely to cause changes to organisation policy 2.2 Consult with relevant stakeholders and document impacts of factors identified 2.3 Analyse need for new policy against internal and external environment and existing policies 2.4 Identify and recommend to relevant stakeholders priority areas for policy development according to organisational procedures 2.5 Identify and analyse associated issues and risks likely to impact policy development 2.6 Implement risk management processes
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Prepare for and develop policy
3.1 Identify type of information required to develop policy 3.2 Outline policy requirements according to organisational procedures 3.3 Develop an analytical framework for the development of policy 3.4 Source, analyse and apply relevant information to support policy development according to organisational policies and procedures 3.5 Develop, consult with and recommend to relevant stakeholders a range of policy options and assessment criteria 3.6 Obtain approvals from stakeholders according to the policy development plan and organisational policies and procedures 3.7 Draft policy according to consultations, feedback and organisational policies and procedures 3.8 Facilitate agreement to policy via organisational channels and relevant stakeholders
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Release and review policy development processes and policy
4.1 Communicate with relevant stakeholders responsible for implementing new policy 4.2 Facilitate discussion and manage dissenting stakeholders 4.3 Release and promote the policy according to organisational requirements 4.4 Seek feedback and respond to relevant stakeholders for future improvements for policy development
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BSBSTR503 Develop organisational policy
About Lesson

During the drafting process, it is often necessary to keep formal and informal lines of communication open with your stakeholders. Formal lines include people responsible for authorisation and sign off, and subject experts such as legal or HR representatives. Informal lines can include peers and colleagues, other policy authors, direct managers, subject experts (more broadly speaking), and staff who will be impacted by the policy.

 

Formal communications include:

  • scheduled meetings
  • reports (including updates to project deliverables)
  • direct emails

Depending on the scope of the policy, a development schedule cold be planned that included formal communications. Where the development task is minimal, such as simple wording updates, there may only be the need to report at the end of the drafting process.

Informal communications include:

  • ad-hoc meetings
  • phone calls/messages
  • direct & group emails

The main purpose of maintaining these lines of communication is to ensure the policy document is on track, meets stakeholder expectations and that you remain open to feedback and improvements throughout the drafting process.

Recommendations

 

At the draft stage, your recommendations can take on several forms.

 

  1. List of recommended changes. A list will accompany the original policy and refer clearly to where the changes are recommended.

 

  1. Track changes in the document. This is where all changes can be easily identified using the track changes or editor functions within your word processor (MS Word/Pages/Google Docs).

 

  1. Narrative recommendations. This is usually an email or document that outlines the changes and reasons in a concise, easy-to-read, narrative.

 

These recommendations are aimed to persuade the reader to agree and allow the changes to be implemented. It should, therefore, be written in a third person perspective (it, they, them, theirs etc.) and be concise and factual.

Remove any ‘passive language’ from the recommendations. Passive language in business writing can often obscure responsibility and make sentences longer and less direct. Here are some examples:

 

Passive: “Mistakes were made in the financial report.”

Active: “The accounting team made mistakes in the financial report.”

 

Passive: “The project deadline has been extended.”

Active: “The project manager extended the deadline.”

 

Passive: “The customer was not informed about the price increase.”

Active: “The sales representative did not inform the customer about the price increase.”

 

Passive: “It is recommended that all employees attend the training session.”

Active: “We recommend that all employees attend the training session.”

 

Passive: “The meeting has been rescheduled for next week.”

Active: “The organiser rescheduled the meeting for next week.”

 

Passive: “Your application is being processed.”

Active: “We are processing your application.”

As you can see, the passive voice tends to remove the actor from the sentence or place it at the end, making the writing less clear and potentially avoiding responsibility. Active voice, on the other hand, is more direct, concise, and places emphasis on the person or entity performing the action.

While passive voice can be appropriate in some cases, such as when the actor is unknown or unimportant, it’s generally best to use active voice in business writing for clarity and accountability.