Losing a key volunteer can rock your nonprofit. Protect yourself with process documents.
I’ve seen it happen many times. Nonprofits have one team member who is the “keeper of all things sacred.” When that person leaves, things fall apart. I also see many nonprofits using software in a way that’s unique to them, and central to the way they deliver services, yet only one person will fully understand that system. No general software helpline is going to have all the answers for you when that volunteer or staff member leaves suddenly. In both these situations, quality process documents can be lifesavers, preventing frustration, confusion and even delays in service delivery.
In other words, process documents are a critical tool in achieving sustainability and holding on to your organization’s intellectual capital. The benefits of process documents don’t end there, however. Process documents are an underutilized tool for embedding best practices, achieving greater organizational efficiency and even ensuring daily practices are aligning more closely with your core values.
In this post I’m going to share best practices for creating process documents and walk you through all the valuable outcomes quality process documents can help you achieve.
What is a process document?
In the simplest terms, a process document is a “how to,” a step-by-step set of instructions about how a particular event, program or service is executed. A few shorthand notes in someone’s drawer are not enough. Process documents are only valuable if they are consistently implemented (and updated!), well executed and universally accessible.
Why are process documents an essential tool for a sustainable and continuously improving nonprofit?
Process documents do more than prevent disruptions from staff/volunteer departures or leaves; they are key tool for reaching sustainability and a state of continuous improvement:
Standardization: If your nonprofit has multiple chapters or most volunteers and staff work remotely, process documents can help standardize procedures across your organization.
Continuous improvement: Team members will find it much easier to improve their own workflows once they see all the steps in front of them. Executive Directors can review process documents to quickly get their arms around how functions are being performed. Then they can leverage their expertise to make improvements.
Efficiency: When members of your team don’t need to reinvent the wheel (figure out every process for themselves in every location), you are creating team and resource efficiencies.
Easier Onboarding: Process documents make onboarding new volunteers and staff exponentially easier and set them up for success.
Retention of Intellectual Capital: Ensuring your collective knowledge remains intact when your team turns over is the essence of sustainability.
Which of my nonprofit’s processes merit a process document?
I advise nonprofit Executive Directors to begin with the programs and procedures that they don't execute themselves, but that are critical to the operation of the nonprofit. As new programs are launched, process documents should be created simultaneously.
What steps produce quality “how to” process documents?
Name the process you are documenting. The name should accurately sum up the process. If any team member is looking through your shared online folder of process documents, they should immediately recognize by the name that this document is the one they need.
Create process boundaries. This means carefully identifying the start and end points of the process. What triggers the process to start? How does one know when the process is complete?
Define inputs and outputs. An input is what’s needed to perform the process, and where/how the process originates. An output is what is produced by the process.
Brainstorm. The next step is producing a list of all the steps that go into the process from start to finish. If multiple stakeholders are involved, you will likely want to bring them together to produce the most complete list.
Sequence your steps. All the brainstormed steps you’ve identified should be organized into a logical process flow, making sure key decision points are called out.
Make refinements. This is your opportunity to streamline and fine tune a process that may have been done the same way (and maybe not the best way) for a while. I also recommend taking a few minutes to consider if the process reflects the values and best practices of your organization.
Document “by whom and by when” for each step of the process. It is critical to assign a role (“by whom”) to be responsible for each step. Just as important, establish how much time should be allotted for each step and for the overall process from start to finish. For example, when someone picks up the process document for sending out a direct mail solicitation, they need to know from the start how much lead time is needed. Recognize that “whom” may also be an external vendor, and it’s important to capture their name and contact information.
Test. Have a team member execute the process relying on the instructions in the document. Ask them to make notes of any areas they found confusing and adjust as needed.
Secure approvals. All stakeholders should have a final opportunity for sign-off on the completed document.
Ensure easy access. Your process documents should be accessible in real time to anyone who may need them.
Plan for updates. Set a calendar reminder to revisit the document and update it at an appropriate interval.
Whenever any More Than Giving Co. Nonprofit Virtual Assistant (NPVA) takes responsibility for a client function, they use the best practices above to develop a process document for that client to retain. Check out our NPVA information page to learn more about all the functions NPVAs support.