V-HUB MENU - Standard Operating Procedures

Title: Accounting Procedures
Version: 1.0
Effective Date: 01/01/2025
Purpose: To outline the procedures for managing and tracking the financial transactions of the organisation, ensuring accuracy, compliance, and transparency in all financial matters.

Scope:

This SOP applies to the Board of Directors, and other individuals involved in managing the organisation's finances.

Responsibility:

Finance Manager: Oversee accounting processes and ensure compliance with policies.
Accounting Staff: Handle day-to-day financial transactions and record keeping.
Executive Director: Approve budgets, financial reports, and ensure proper allocation of funds.

Procedure:

1. Recording Financial Transactions

1.1 Daily Transactions:

Record all income and expenses in the accounting spreadsheet.
Classify transactions into appropriate categories (e.g., donations, program expenses, administrative costs).

1.2 Invoices and Receipts:

All invoices must be reviewed and approved by the Chief Executive before payment.
Ensure receipts are obtained for all expenses, and they are appropriately stored in digital or physical files at the organisation's Data Hold.

2. Financial Reporting

2.1 Reports:

Prepare monthly and quarterly income and expense reports.
Share updates with the Board of Directors.

3. Tax and Compliance

3.1 Tax Filings:

Ensure timely filing of annual tax returns and compliance with HMRC regulations.

3.2 Internal Audits:

Conduct internal audits quarterly to ensure accuracy of records.

Policies and Risk Assessments

Title: Policies and Risk Management Procedures
Version: 1.0
Effective Date: 01/01/2025
Purpose: To establish processes for creating, reviewing, and updating organisational policies and conducting risk assessments to minimise potential threats to the non-profit.

Scope:

This SOP applies to all people involved in policy creation, risk assessment, and decision-making regarding organisational procedures.

Responsibility:

Volunteer Services: Oversees policy creation, updates, and risk assessments.
Director: Approves policies.
Department Heads: Responsible for implementing policies in their departments.

Procedure:

1. Policy Development

1.1 Creating New Policies:

Review the need for new policies as needed.
Draft policies with input from assessed risks and feedback across the organisation.
Present the draft to the Board of Directors for review and approval.

1.2 Policy Review and Updates:

Review existing policies every year and update as necessary.
Ensure compliance with legal requirements and organisational needs.

2. Risk Assessment

2.1 Identifying Risks:

Conduct a risk assessment to identify potential threats (financial, legal, operational, reputational).
Involve key volunteers in identifying new and emerging risks.

2.2 Mitigating Risks:

Develop action plans to mitigate identified risks and take action.

2.3 Regular Reviews:

Review risk assessments every six months to ensure effectiveness.

Project Management

Title: Project Management Procedures
Version: 1.0
Effective Date: 01/01/2025
Purpose: To provide a standardised process for planning, executing, and evaluating projects to ensure their success and alignment with organisational goals.

Scope:

This SOP applies to all team members involved in managing and executing projects within the non-profit.

Responsibility:

Directors and Department Managers: Oversee the planning, execution, and closure of projects.
Team Members: Execute tasks assigned during the project.
Directors and Department Managers: Approve project proposals and monitor progress.

Procedure:

1. Project Planning

1.1 Define Scope and Goals:

Develop a project charter outlining the purpose and objectives.
Set clear, measurable goals such as milestones.

1.2 Allocate Resources:

Assign roles and responsibilities to team members.
Develop the necessary resources for the project.

2. Project Execution

2.1 Project Kick-Off:

Hold a meeting or distribute a detailed document with the team to discuss objectives.

2.2 Monitor Progress:

Track progress and manage tasks.
Review milestones and resolve any challenges.

3. Project Evaluation and Closure

3.1 Evaluate Success:

After project completion, evaluate the outcomes against the initial goals.
Ensure all project documentation are filed appropriately.

Communications with the Board of Members

Title: Board of Members Communication Procedures
Version: 1.0
Effective Date: 01/01/2025
Purpose: To ensure consistent, transparent, and timely communication between the Directors, Volunteers, and the Board of Members.

Scope:

This SOP applies to all communication between the Directors, Volunteers, and the Board of Members.

Responsibility:

Chief Executive: Primary liaison between the the Board of Directors, Volunteers, and the Board of Members.
Board of Directors: Responsible for documenting communications and disseminating these to relevant individuals.

Procedure:

1. Scheduling Meetings

1.1 Regular BoD Meetings:

Schedule board meetings as necessary.
Document meeting outcomes.

1.2 Special Meetings:

If needed, schedule meetings for matters requiring the Board of Members with sufficient notice to all members. If attendance is not possible, means of communicating the meeting agenda and discussions must be in place.

2. Preparing Agenda and Materials

2.1 Agenda Preparation:

The Directors prepare the meeting agenda.
Distribute the agenda and related materials in sufficient time before the meeting.

3. Post-Meeting Follow-Up

3.1 Minutes Distribution:

The Board will prepare and distribute meeting minutes within one week of the meeting.

3.2 Action Items Tracking:

Track action items and ensure follow-up by relevant volunteers/teams.

Reporting

Title: Reporting Procedures
Version: 1.0
Effective Date: 01/01/2025
Purpose: To establish a process for preparing and submitting internal and external reports, ensuring transparency and accountability in the organisation.

Scope:

This SOP applies to all people involved in preparing reports.

Responsibility:

Department Managers and Operations: Oversee the preparation and submission of reports to the BoD or BoM.

Procedure:

1. Internal Reports

1.1 Quarterly Reports:

Prepare updates for internal use.
Distribute these reports.

2. External Reports

2.1 Donor and Grant Reports:

Provide regular updates to donors and grantors according to the terms of the agreement.
Include progress on funded programs, financials, and impact assessments/outcomes.

2.2 Annual Report:

Compile an annual report detailing impact and achievements.
Share reports with donors, grantors, and the organisation (send to Volunteer Services for placement on the V-HUB).

Day-to-Day Operations Management

Title: Day-to-Day Operations Management Procedures
Version: 1.0
Effective Date: 01/01/2025
Purpose: To outline the standardised processes for managing the daily operations of the non-profit, ensuring consistency, efficiency, and alignment with the organisation’s overall goals and mission.

Scope:

This SOP applies to all volunteers involved in the daily administrative, programmatic, and operational aspects of the non-profit.

Responsibility:

Operations: Oversees and ensures the smooth running of day-to-day activities, implements operational processes, and coordinates with department heads.
Department Managers: Ensure that program/objective related tasks are being completed efficiently and processes are followed.
Chief Executive: Provides overall direction and ensures alignment with the organisation’s mission and goals.

Procedure:

1. Administrative Operations (Volunteer Services)

1.1 Daily Communications:

Emails and Calls: Respond to general enquiries, recruitment, volunteering, fundraising, partnership, donor requests, and service-related communications within 24 hours, if possible.
Internal Communication: Communicate with Department Managers in relation to onboarding volunteers, access requests or problems, and any other relevant and required comms with Managers.

1.2 Document Management:

Filing: Ensure all documents (both digital and physical) are properly filed and accessible.
Database Updates: Maintain and update the organisation's databases (e.g., donor management system, volunteer database, etc.).

2. Financial Operations

2.1 Monthly Financial Tracking:

Record any incoming payments (e.g., donations, grants) into the accounting spreadsheet.
Ensure any company expenses are recorded appropriately.

2.2 Invoice and Payment Processing:

Invoice Issuance: Ensure invoices for any services are issued.
Payments: Make payments outside of Direct Debit or standing order to approved expenses.

2.3 Cash Flow Monitoring:

Monitor monthly cash flow and ensure the organisation has sufficient funds for ongoing operations.

3. Program and Project Management

3.1 Program Delivery:

Daily Operations: Ensure the ongoing execution of programs or projects (e.g., events, fundraising).
Track Progress: Monitor milestones.
Resource Allocation: Ensure necessary resources are available.

3.2 Volunteer Coordination:

Volunteer Scheduling: Assign volunteers to tasks or activities related to a project.
Support: Ensure that volunteers have the support and resources needed for their tasks, or provide guidance on developing them.

4. Compliance and Legal Operations

5.1 Regulatory Compliance:

Ensure all legal and regulatory documents (e.g., non-profit filings, tax documentation, health and safety reports) are current and filed on time.
Stay updated on changes to laws and regulations and adjust policies and operations accordingly.

5.2 Data Privacy and Security:

Ensure that sensitive data (e.g., donor and service user information, VINFO records) are handled under GDPR.
Maintain and update data security processes as needed.

5. Continuous Improvement

8.1 Feedback and Evaluation:

Collect feedback from volunteers about their experience and identify areas for improvement.
Use feedback to make continuous improvements in daily operations.

8.2 Training and Development:

Provide ongoing training and guidance for volunteers on operational processes, new tools, and systems.
Identify the need for, and develop guidance for areas.

Sourcing and Concreting Partnerships and Financial Support

Title: Sourcing, Arranging, and Concreting Partnerships and Financial Support
Version: 1.0
Effective Date: 01/01/2025
Purpose: To outline the procedures for sourcing, arranging, and securing partnerships and financial support, ensuring that all efforts align with the non-profit's mission and objectives while developing long-term, beneficial relationships.

Scope:

This SOP applies to all volunteers involved in the sourcing, negotiation, and securing of partnerships, sponsorships, grants, and donations.

Responsibility:

Relations Manager and Relations Team: Leads efforts in identifying, sourcing, securing partnerships, and maintaining them.
Fundraising Manager and Team: Leads efforts in sourcing, applying for, and securing financial support, including fundraising events and activities, grants, donations, and maintaining the support.
Directors: Oversee partnership and funding efforts and approves major partnership agreements and funding decisions. Accountable for responsible expenditure, implementation of requirements for successful relations.

Procedure:

1. Sourcing Partnerships and Financial Support (Relations & Fundraising)

1.1 Identifying Potential Partners and Funders:

Research: Conduct research to identify potential corporate partners, individual donors, government bodies, and grant-making foundations.
Database Management: Maintain the Relations and Fundraising Complexes of potential partners and funding sources, including key contact information and any relevant info about these.
Networking: Attend relevant events, conferences, and networking meetings to build relationships with potential partners and funders.
Alignment Check: Ensure that the mission and values of potential partners align with the non-profit’s goals and values before further engagement, unless they can be tailored.

1.3 Grant and Donation Sourcing:

Grant Research: Regularly research available grants and funding opportunities from foundations, government bodies, organisations, and grant-makers.
Funding Portals: Register with online platforms to access new opportunities.
Develop Donor Networks: Foster relationships with individuals and philanthropic entities for potential major one-time or regular donations and grants.

2. Arranging and Building Partnerships

2.1 Initial Outreach and Engagement:

Personalised Contact: Reach out to potential partners via email, phone, or in-person meetings, introducing the non-profit’s mission and the opportunity for collaboration.
Proposal Submission: Prepare tailored partnership proposals that outline mutual benefits and expected outcomes.
Meetings: Set up meetings or calls with potential partners to discuss the partnership’s details, goals, and logistics.

2.2 Building Relationships and Rapport:

Initial Discussions: Focus on understanding the partner’s motivations for considering a partnership, their expected outcomes etc.
Demonstrating Value: Showcase how the non-profit can add value to the partner’s business, or social impact objectives.
Build Trust: Adopt a transparent and honest communication style as per our values and culture to build trust and rapport with potential partners.

2.3 Tailoring Partnership Agreements:

Partnership Models: Explore various partnership models, such as corporate sponsorships, program collaborations, service integrations, in-kind donations, or co-branded campaigns, depending on the partner’s interests.
(first notification to the Board) Negotiating Terms: Negotiate the terms of the partnership, including funding levels, and responsibilities we will adopt to maintain the terms.
(second notification to the Board) Legal Framework: Create partnership agreements that clearly outline the roles of all parties involved.
(final notification to the Board) Approval: Submit the finalised partnership agreement for approval by the Chief Executive and Board of Directors.

3. Securing and Concreting Financial Support

3.1 Grant and Funding Proposals:

Grant Writing: Prepare compelling grant applications that align with the funder’s priorities and demonstrate how the organisation meets the funding criteria.
Proposal Review: Ensure all proposals are reviewed by the Board of Directors before submission to ensure accuracy and alignment with organisational goals.
Submission: Submit grant applications by the funder’s deadlines and track all submissions in the Fundraising and Relations Complexes.

3.2 Donor Engagement and Pledging Support:

Personalised Requests: Send tailored donation requests to high-potential individual donors or organisations based on their interests.
Donor Meetings: Arrange one-on-one meetings with major donors to discuss their philanthropic interests, present a case for support, and attempt to obtain contributions.
Gift Acknowledgment: Acknowledge donations promptly and publicly, ensuring donors feel appreciated for their contribution(s) to our organisation.

3.3 Corporate Sponsorships and Partnerships:

Sponsorship Proposals: Create clear, targeted sponsorship proposals for corporate partners, detailing the benefits of sponsorship (e.g., logo placement, media exposure, community recognition).
Negotiation: Negotiate sponsorship levels and benefits that are mutually beneficial and reflect the value the non-profit can offer to the corporate partner. e.g., Service Integration within their employee assistance initiatives.
Long-Term Commitments: Secure multi-year sponsorships or financial commitments, when possible, to ensure sustainability and foster long-term relationships.

4. Managing and Concreting Partnerships

4.1 Ongoing Communication:

Regular Updates: Provide regular updates on the progress of projects funded or supported by the partner.

4.2 Stewardship and Engagement:

Recognition: Acknowledge and celebrate partners publicly through social media, events, and annual reports.
Relationship Management: Continuously engage with partners through meetings, newsletters, and updates to maintain the relationship.
Impact Reporting: Share the tangible impact of their contributions, ensuring they see the value of their support. e.g., number of service users supported.

4.3 Evaluating Partnerships:

Feedback: After the completion of a project or partnership, gather feedback from partners on their experience.
Performance Review: Review the partnership’s effectiveness, outcomes, and areas for improvement such as providing more resources or support and how we can do that.
Renewal Discussions: Engage in discussions about renewal or expansion of the partnership, where appropriate.

5. Closing Partnerships or Financial Support

5.1 Mutual Agreement:

End-of-Term Review: If a partnership or financial support agreement is ending, conduct a formal review to assess its success and determine whether renewal or extension is possible.
Exit Strategy: If a partnership is not renewing, ensure a respectful and professional exit, with appreciation for the partner’s contribution.
Final Report: Provide a final report to the partner or funder, summarising the impact, outcomes, and achievements from their support.

Note: one-time donations are not involved in this SOP

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