Organizational Management and Operations

Organizational Management and Operations is a cross-cutting sector that is responsible for executing, managing and reporting on all of Noolaham Foundation processes except the ones noted in the Governance, Policy and Strategy sector. The Chief Operating Officer and the Management team are responsible for this sector. The Chief Operating Officer reports to the Governance Board and his/her performance is evaluated by the Board. It is specifically responsible for the following processes:

Process 11 : Volunteer Engagement and Recognition
Process 18 : Operational Tracking Sheet Management (OTS)
Process 19 : Internal Document Management System (DMS)
Process 20 : Office Management (Jaffna)
Process 21 : Office Management (Batticaloa)
Process 22 : Office Management (Upcountry)
Process 31 : Organizational Events (SL)
Process 33 : Chapter Operations - United Kingdom
Process 34 : Chapter Operations - Canada
Process 35 : Chapter Operations - Norway
Process 36 : Chapter Operations - USA
Process 37 : Chapter Operations - Australia

Management

Noolaham Foundation’s senior management team consist of the following roles:

• Chief Operating Officer
• Program Manager
• Digital Preservation & Library Manager

In addition, the management team includes the following roles:

• Digital Library & Archive Sector Lead
• Digital Processing & Preservation Sector Lead
• Finance, Human Resources and Administration Sector Lead
• Technology Infrastructure & Development Sector Lead
• Advocacy, Communications & Public Relation Sector Lead

Chief Operating Officer

COO and the Management team are responsible for executing the processes and projects according to the mission, objectives, strategy and operational plan given by the Governance Board. COO has the final authority with respect to operational matters. The COO is accountable to the Governance Board and must be able to justify decisions to the Board. Primary responsibilities of the COO include the following:

• Tracking, executing, managing and reporting on Operational Plan and Action Items
• Performance monitoring and professional development of staff
• Ensuring that Noolaham Foundation’s activities are transparent, and its activities and impact are communicated to stakeholders on time via Monthly/Project/Annual Reports and other communications.

If there is a conflict between COO and a process or project mentor/co-mentor, it shall be brought to the Governance Board meeting as an issue.

Operational Plan

Noolaham Foundation’s Operational Plan reflects the organization’s yearly objectives, taking into consideration budget and human resources constraints. Strategy Plan as well as Annual Plan and Budget (APB) set the overall direction. The Sector and Project tracking documents are considered the standing operational plans.

Office Management Procedures

• • Receiving Office Visitor Procedure
  • Office Inventory Management
  • Keeping Office Clean

Operational & Governance Tracking

Noolaham Foundation tracks its ongoing work via the Sector and Projects tracking sheets. Many other issues, new tasks arise during the day to day work that are not tracked via those sheets. In those cases, those need to be tracked using Operational and Governance Tracking sheets. Each entry in the Operational and Governance Tracking is called an Action Item, Task, or Ticket. All meetings action items must be included and the number included in the meeting notes. Process Tracking sheet is used by staff and volunteers to highlight long pending or pressing tickets to the Process Mentors/Co-Mentors.

Document Management System (Record Management)

Noolaham Foundation is a self-archiving endeavor. Thus, the documents produced by the organization are considered a key output of the organization. Those documents contain information and examples other organizations can use. With few listed exceptions, all of Noolaham Foundation documents must be released for Open Access under CC BY-SA 4.0 license.

Document Types

• Manual - Compiled set of policies, procedures, standards, guides that direct organizational activities. Developed and approved by the Governance Board.
• Policy - Provides direction on a specific area. This includes the Noolaham Foundation Strategy document. Developed and approved by the Governance Board with the assistance from the Management.
• Standard - Sets the quality or performance standard for a given area. Developed and approved by the Governance Board with the assistance from the Management.
• Procedure - Developed by Management to guide a specific activity.
• Guide - Developed by Staff to help accomplish a specific task or provide information about an area.
• Form
• Tracking Sheet
• Organizational Reports
  • Monthly Report
  • Audit Report
  • Annual Report
• Business Process Document
• Project Documents
  • Project Proposal
  • Project Update Report
  • Project Final Report
• Communication Materials
  • Pamphlet
  • Video
  • Images
• Accounting Documents
  • Receipt
  • Invoice
  • Accounting Statement