This document should be used to give the LPVC more organization and accountability in both general and extra ordinary operations.
Terms and concepts: Span of control- The optimum number of people that can be managed by one person (Three to Seven, with Five as optimum). Division- A sub-group that is organized by geographic area. Branch- Point of contact that manages multiple divisions. Task team- Sub team that is organized for a specific task/activity. Through Channels- The process where information is exchanged throughout the structure through a contact chain that prevents duplicate orders from multiple sources and officers from being bombarded with multiple requests on any subject
General operations structure.
For the purpose of organizing Party operations the County Chair should be seen as the executive officer and anchor point of contact. The officer positions [ Vice Chair, Secretary and Treasurer] should be considered the executive staff and are seen as a single team and are not a point of contact in the flow chart.
The activity Chairs will be called the general staff and report directly to the Chair. All volunteers and interns will report through channels to the Chair of the activity they are working on. Each activity Chair is able to appoint a deputy. The deputy functions similar to the executive staff. The deputy is not a point of contact, but assists the activity Chair directly with their duty’s.
As the work load exceeds the capability’s of the Activity Chair and their deputy, they can extend the organizational structure to include a new Division[Geographic] or task team [task specific]. These can consist of from one to Seven members. When the work load exceeds their ability’s they can once again be split into branch’s with a Branch leader and Two[or more] Division or task teams with new team leaders. We could continue to split into larger branches and divisions/teams until the organizations size met that of our task [up to a national campaign].
Examples [general operations]
Geographic- The Membership chair is launching a membership drive.
The membership chair quickly appoints a deputy and they begin to lay out a strategy. After realizing that the task will exceed their ability’s, they begin recruiting additional volunteers. They split the County into Two Branches [East and West] each with Two divisions [North and South]. The Division team leaders recruit volunteers and begin working through the assigned contact and walk lists. Since the South Division of the west branch contains the large city of Oxnard, they quickly realize the volunteers needed to complete this task will exceed their span of control. They split the South division into an east and west branch and form divisions based on voter precinct boundaries.
Task based- The events Chair would like to promote the upcoming fundraiser. Realizing that the task will exceed their ability’s, they begin to split the tasks into teams. They decide they will split the tasks into Media, social networks, logistics, email/phone invitations teams. Each of these team leaders must access if they can complete these tasks on their own, or if they will require additional resources and volunteers. For the purpose of this exercise we will follow actions of the media team leader.
The team leader develops a plan and breaks the tasks down into Three parts: Radio and television, online and print. They assign each of these tasks to a team member.
As they begin to work through these tasks, the team member assigned to “online” sees that the budget given by the events Chair for online advertising will not generate enough traffic to reach their projected attendance goals. What should the team member do? We need to bring the matter to the attention of the Events Chair. How do we do that? This is where communicating through channels comes into play. We want to make sure that all [pertinent] levels of the organizational structure are aware of the problem. We also don’t want the Events Chair to be bombarded by multiple requests on the same subject. So we will utilize the process of points of contact through channels.
1] The team member in charge of online actions will advise the media team leader.
2] The media team leader will advise the Event Chair.
3] Then [if necessary] the Event Chair will notify the County Chair who could direct the Treasurer to make available additional funds.
For examples of the system being used for candidates and campaigns, please refer to the Party’s candidate guide.
By using this system we have
1] Broken tasks into manageable bits.
2] Kept our leadership from feeling overwhelmed.
3] Prevented micro managing.
Extra ordinary operations [projects]
This category includes all organizational improvement activity’s not included in general [Day to day] operations.
All projects should have a justification, a start time, end time and after action report.
These teams function outside the Party’s normal operational structure and will report directly to the County Chair. These are not standing committees, and are dissolved after the completion of the after action report. These teams may include ,Party members, outside contractors and affiliated groups. To keep the project focused, on schedule and to develop institutional memory, we ask teams to utilize this form.
Special projects organizational document:
Project scope statement
Project start date:
Project finish date:
Description of objectives, characteristics or requirements:
Team member requirements
Known issues, risks and obstacles.
Project success criteria.:
Work breakdown structure:
4] Control and monitoring.
Tools for organizational accountability- The road to smooth and professional Party operations starts with long, intermediate and short term planning of goals and events. We must be ready to change course when needed, but having as many events and tasks as possible prepared or ready to go ahead of time prevents the crushing stress that damages our organization and our volunteers.
Calendar- The Party should maintain an internal [officers and staff] and external [website] calendar. These should both have events and deadlines posted a MINIMUM of One year to Six months out.
Many of our events and operations occur on a regular or annual basis. These should be placed on the Calendar One year out and an event RSVP should be setup for attendance or volunteers.
Utilize technology- There are many new technology’s that can assist us with tracking and reducing workload. Some examples are programs that allow multiple people to work on projects remotely and simultaneously like Dropbox and Goggle drive. And our new Civi CRM, which features task tracking and event organization.
Team member training- Learning and maintaining skills and procedures will make you more efficient and lower stress when completing tasks.
After action analysis and documentation- When we do something [right or wrong] we need to be able to learn from it and help future members not have to learn the same lessons.
(CLOU)To provide better accountability and cooperation within our task teams, we will utilize a tool based on the Self Management Institutes Colleague letter of understanding document (CLOU).
Agreed team goal:
Agreed resource requirements:
Colleague time commitment:
List of team colleagues:
Agreed team member contribution commitments:
After answering these questions with all team members, we want all members to agree upon intermediate follow up meetings to assess team progress and accountability of colleagues.
With this guide we have given our members tools and tips to build successful, consistent and professional teams and organizations. But ultimately it is up to each individual to be a Libertarian and take responsibility for their performance and actions. We are the ones that make freedom happen!