PENDING [TIOF] Operational Manual v1.0

OPERATIONAL FRAMEWORK

2019 EDITION

PENDING:

HR

[COVER]

1. ORGANIZATIONAL INFORMATION

   1. ABOUT THE ORGANIZATION

   2. VISION

   3. MISSION

   4. GOALS

   5. VALUES

   6. ORGANIZATIONAL CHART

2. APPLICATION COVERAGE STATEMENT

3. POLICY STATEMENT

   1. RECRUITMENT

   2. EMPLOYMENT STATUS

   3. WORKING HOURS & TIMESHEETS

   4. SALARIES AND WAGES

   5. REST DAYS AND LEAVE BENEFITS

   6. INSURANCES

   7. SOCIAL BENEFITS

   8. PERFORMANCE APPRAISAL

   9. CAREER DESIGN

   10. TURNOVER

   11. GRIEVANCE

   12. END OF CONTRACT

4. CODE OF CONDUCT

THE ORGANIZATION

The IO Foundation, also known as TIOF, is a non-stock not-for-profit non-government organization born out of a fundamental concern for the future of digital societies. It is founded at a time whereby emerging technologies blur the divide between the analog and the digital world.

It’s founder and current CEO, Jean François Quéralt, was driven by a strong desire to contribute to the changing landscape of socio-political participation and strongly wishes to create a space that can provide a pathway to ensure the respect of Human Rights in the digital space.

TIOF is legally registered:

• in Estonia in March 2018 through its e-Residency program as a non-profit association under registry code 80549272.

• in Malaysia in February 2019 as a regular for-profit company, under the name The IO Network MY Sdn. Bhd. with registry code 1315369-A.

As of this writing, TIOF has presence in Malaysia, The Philippines as well as a growing network in Spain, Nigeria, Indonesia and other countries in Asia.

The ensemble of these is henceforth referred to as country network.

VISION

A world where Human Rights and Digital Rights are one and the same.

MISSION

To promote, protect and provide solutions for Digital Rights.

1. PROGRAM OVERVIEW

The IO Foundation’s work on Digital Rights is designed around three interrelated programs structure:

• 1. Awareness

The awareness programs refer to projects that are focused on raising literacy and understanding on the various areas of knowledge within and around Digital Rights. It also mainly aims in raising consciousness and responsiveness to Digital Rights and further aims to increase people's commitment to the respect and protection of human rights in the digital space.

• 1. Engagement

The engagement program goes one step further than awareness. The initiatives developed and is developing within this section encompasses technological solutions to certain social issues respective to good governance, humanitarian accountability or sustainable development.

• 1. Strategic

Strategic programs are leaning towards long-term protection of Human Rights in the digital space through policies adopted and implemented in the local, national, regional or international level. Strategic projects is an integration of both Awareness and Engagement programs. The ultimate strategic document for TIOF is the Universal Declaration of Digital Rights.

1. OPERATIONAL FRAMEWORK

To fully grasp the approach TIOF applies into achieving its vision, please refer to the Operational Framework document annexed here.

As a brief, TIOF considers society and people to exist both in the digital and analog world. The digital world being the space where people in the analog world exist with digital identities and digital societies. There are solutions to Human Rights violations in the analog world and there are solutions to Human Rights violations in the digital world. However, TIOF believes that since the digital space and the various development growth within that sphere are created through code, respect and protection to Digital Rights can be proactive.

TIOF also considers programmers – digital architects, engineers and technologists – as the new generation of Human Rights Defenders.

1. ORGANIZATIONAL STRUCTURE

Please refer to the Organizational Chart for a global overview of the organization’s internal structure.

• 1. BOARD OF DIRECTORS

As of this writing, TIOF is currently looking into forming its Board of Directors that will contribute mainly in organizational governance specifically in looking into whether the programs of TIOF are within the scope of its mission and vision.

TIOF hopes to gather a Board of Directors who are present in the various sections of its work such as Human Rights and Digital Spaces as well as in crucial components of organizational management such administrative, fiscal and legal aspects.

The ideal composition would be one Director per country where TIOF has presence so that each has its own voice in the Board. These Directors shall also represent TIOF in events and actively seek for support from local stakeholders.

• 1. BOARD OF ADVISERS

As of this writing, there are three members of the Board of Advisers providing inputs and guidance to the Executive Secretariat on program direction, linkages and initial organizational management.

• 1. THE EXECUTIVE SECRETARIAT

The current executive team is lean in nature. It is headed by its founder, Jean F. Queralt, who acts as TIOF’s Chief Executive Officer. The Executive Secretariat ensures implementation of the annual program plan and complies with all legal requirements to any legal entity TIOF is registered into.

• • • CEO / COO / ED / Head

The CEO is responsible for the overall management of the Foundation, represents the Foundation in various engagements and provides managerial leadership to the rest of the team members.

• • • Program Manager

The Program Manager is responsible for ensuring implementation of projects within each of the program areas as planned. The PM works closely with the Finance Manager and the Project Manager in planning, monitoring and evaluating initiatives that aim to achieve organizational mission and vision.

• • • Finance Manager

The Finance Manager is mainly responsible for fiscal management reflecting cohesiveness between program design and cost-effectiveness. The FM works closely with the PM and the Project Manager.

• • • Finance and Administrative Staff

The F/A Staff or Assistant provides clerical support to the rest of the secretariat.

• • • Project Manager / Project Officer / Project Staff

When necessary and when funds are available, the Foundation hires respective project personnel.

1. NETWORK BUILDING

TIOF sees the value of building a network of programmers under its roof as a community of people working together for the respect, and protection of, as well as in providing solutions, for Digital Rights. The structure of which is still being looked into closely by the Executive Secretariat.

1. PARTNERSHIPS

Organizations who desire to collaborate with TIOF on specific activities or projects can be considered as partners. When necessary a partnership agreement can be drawn out to formalize such partnerships and to clarify various roles in implementing activities related to such partnership.

Any member from TIOF can be approached for partnership. The person must immediately report such a request or idea to the CEO. The CEO responds to the partnership and assigns the necessary next steps.

It has to be noted that partnerships must be beneficial to TIOF and does not put the organization into a situation that can adversely impact its stature.

1. GUIDELINES IN CONDUCTING ACTIVITIES

Note: Internal terminology, Activity refers to those organized by TIOF.

Each activity conducted in the name of TIOF must be proposed in writing addressed to the CEO following the TIOF Activity Design Format. Only after respective deliberation, and when approved, shall the activity be implemented.

1. TIOF stands for quality. Every activity should reflect this distinguishing characteristic—from planning to implementation, monitoring and evaluation, as well as in liaising with other individuals/groups/institutions;

2. Every activity should be responding to TIOF’s Operational Framework;

3. Activities should aim to achieve high impact with the lowest cost possible;

4. Diligent coordination is highly expected from the organizer or partner;

5. Activity reports follow every activity implementation which includes evaluation;

6. Should a TIOF representative be needed in the activity, this shall be represented by its CEO or the respective personnel as delegated.

7. GUIDELINES IN ATTENDING EVENTS

Note: Internal terminology, Events refers to those organized by 3rd parties.

TO BE FILLED

1. FINANCIAL GUIDELINES

TIOF receives funds through grants, donations, registration fees during activities and income from services.

• • • Grant Application

All grant applications must be entered into only by the Chief Executive Officer deliberated in the Executive Secretariat and in the Board of Directors.

Projects must be responsive to TIOF’s key focus which is Digital Rights and leads to the Foundation’s vision.

• • • Funding Source

TIOF refuses to receive grants from organizations, companies or individuals who are directly linked to businesses involving alcohol, illegal drugs, tobacco and extractive industries that are harmful to the environment. As well as any other activities declared as illegal in each of the country networks.

• • • Funds Management

Projects must be adequately funded to ensure effective implementation.

To ensure efficient funds management, refer to TIOF Financial Control Guidelines.

1. FINANCIAL CONTROL GUIDELINES

   • • 1. Organization Bank Account

TIOF shall maintain an organization bank account for the safekeeping of TIOF funds.

The signatory for this bank account shall be any two of the following:

Chairman of the Board + BoD Treasurer; President + Chairman of the Board; or BoD + President

All fund disbursement must be validated by the Finance Manager based on the project plan prepared by the Project Manager / Officer as approved by the Program Manager and further signed off by the Chief Executive Officer.

In the absence of a Board of Directors, as it is now for TIOF, a newly founded organization by a single visionary, the current CEO and founder, Jean F. Queralt shall be the single signatory of the bank account. The respective accounting procedure based on project management shall still apply.

TIOF shall maintain a revolving fund of not less than 1000 USD equivalent in local currency which shall be under the responsibility of the CEO and shall be reviewed quarterly by the Finance Manager.

• • • 1. Project Bank Account

A separate bank account shall be opened for specific projects if required by the donor.

Each project will have a corresponding petty cash allocation of not greater than 250 USD equivalent in local currency or unless otherwise approved by the CEO. Petty Cash will be under the accountability of the Project Officer or the Project Assistant.

• • • 1. Staff payment

Organizational staff are paid in full or partial from project funds. The percentage breakdown can be monitored via TIOF’s Labour Distribution Matrix.

TIOF staff is free to donate part of their salary back to the organization, at their sole discretion.

• • • 1. Internal Control

To ensure internal control in finances, each project must have:

a project concept and corresponding project budget following TIOF Fiscal Calendar (31 December)

the project budget must have been approved by the CEO and the funding partner before implementation

the Finance Manager verifies expenses based on the approved project budget and monitor burn rate using the Fund Monitoring System

Accounting workflow is as follows:

• 1. Cash Advances for Activities and Payments

(This can be processed by any of the staff)

• • 1. Using the Cash Advance Request Form, the requesting person inputs the project name or number, the funding partner and lists the specific items and corresponding amount requested with its respective budget line item reference. The form shall be signed by the requesting party and the project officer / manager.

    2. The C/A form then goes to the online portal. All required items shall be inputted.

    3. Once submitted, it will be referenced based on the row within which it was submitted. It shall then be numbered based on the current year, following the last two digits of the bank account from which it was requested and the corresponding row. The numbering shall be implemented by the Finance and Admin team in the online sheet and in the actual form should it be printed. The number will be this format: 19-38-01 YY-BB-RR

    4. The Finance Manager shall verify the amounts requested and sign off validation.

    5. The CEO approves and signs off checks for the release of the funds online.

    6. Required Documentation for this process: Cash Advance Form, Cash Advance Form submitted online, Check/Bank Transfer Documentation

    7. Note: if the cash advance request is a payment for reimbursement, the same process follows however the corresponding documentation of the items for reimbursement must be approved from the filing level

  • Liquidation of Cash Advances

(Must be completed by the requesting party not later than two weeks after the activity was completed)

• • 1. All cash advances will be liquidated using the TIOF Liquidation form

    2. All expenses must have a corresponding documentation or a corresponding explanatory note why documentation is not available

    3. All expenses that do not have official receipt or official documentation must have a form of documentation i.e. TIOF Acknowledgement Receipt form signed by the external party receiving payment from TIOF

    4. Liquidation Form must be signed by the requesting party of the cash advance and reviewed by the Finance Officer / Manager

    5. It shall be submitted to the CEO or respective immediate head for final approval

    6. All remaining cash shall be re-deposited to the TIOF bank account.

    7. All reimbursements shall be processed following requisition of cash advance. Revolving Fund cannot be used to pay for cash advance reimbursements

    8. Documentation Needed: Liquidation Form and corresponding official documentation, proof of return (deposit slip) of positive balance

  • Honoraria

All honoraria shall be paid once a month only and every 20th of the month. All payments shall be in US Dollars.

• 1. Per Diem Regulations; Maximum Amount

Country	Breakfast	Lunch	Dinner	Coffee	Full Board
Level 1	30	50	50	20	150
Level 2	10	25	25	10	60
Level 3	5	10	10	10	35

Level 1: Washington DC, London, Geneva

Level 2: Germany, Paris, etc

Level 3: Global South

• 1. Hotel Accommodation

Per person accommodation are to be in not more than 4-star hotels based on the following:

Country	Maximum Amount
Level 1	250
Level 2	150
Level 3	80

Level 1: Washington DC, London, Geneva

Level 2: Germany, Paris, etc

Level 3: Global South

• 1. Travel Regulation

All flights booked on economy seats unless no seats are available. Airline regulation only applies to the funding partner requirement.

• 1. Procurement

All purchases – goods or services – must undergo a respective procurement process using the TIOF procurement form.

Minimum of 3 quotations must be presented in procuring goods and services greater than $5000.

• 1. Provision

Guidelines to per diem and hotel accommodation may change when the project partner requires otherwise. Subsequent consultation and agreement shall be made with the Executive Secretariat. Additionally, in the period of its initial years, expenses for logistics i.e. accommodation, travel and board, shall be negotiated with the staff as needed.

1. Budget

Expenses shall be implemented based on the approved project budget.

1. ADMINISTRATIVE GUIDELINES

   • • 1. Hiring

       2. Interested applicants to a project shall address his/her application letter to the CEO.

       3. Human Resource Manager shall conduct the respective interviews.

       4. A recommendation letter shall be submitted to the Board for all qualified applicants to the position.

       5. Acceptance of new applicants shall be by virtue of a Letter of Acceptance from the CEO.

       6. Labour Requirement

2. Staff shall be paid for through project grants and may be distributed to the respective projects.

3. Full time staff are required to render 40 work hours per week and shall be paid on a monthly basis based on the honoraria scale.

4. If paid on part-time, the percentage shall be calculated against the weekly work hours.

5. Staff may report on flexible time.

6. The latest time-in for a regular 8-hour operation is at 10.00AM.

7. There will be two days off per week.

8. There will be 15 days paid vacation leave, non-convertible to cash for staff engaged on a three-year project.

9. Sick leave allowed at all times provided there are supporting documentations/testimonies of medical condition.

10. Staff may apply for regular leaves and can off-set leave through day offs.

11. When overtime is needed, overtime will be off-set to day offs.

12. Every Staff of TIOF is entitled with slots of DnD (Do not Disturb) mode every day, which can last up to 3 hours. It is at their discretion to decide when to apply this, which must be indicated in the [TIOF] DnD calendar. While not mandatory, TIOF encourages every Staff to implement at least 3 of such DnD slots once a week. Every Staff is expected to respect such times and apply proper judgment when insisting in reaching out to those in DnD mode.

    • • 1. Processes

           1. Leave Application – whether sick leave, regular leave or vacation leave, a staff shall file an Application for Leave to the Administrative Staff for Approval of the immediate head. Information shall be channeled through respectively.

           2. Resignation – resigning party shall provide a one-month period for hiring of replacement.

           3. Loan – TIOF allows borrowing of up to 3 months honorarium provided there is enough project time for the said amount to be advanced and paid. Payments are paid on staggered basis to the remaining project duration

.

• • • 1. Benefits

         1. TIOF commits to provide staff development program to each regular and project staff such as trainings, workshops and other activities that can contribute to professional growth and development;

         2. TIOF sees families as an integral part of a person’s life and therefore commits to provide activities and resources that strengthen family bonds. These activities expands from family day outings, insurance coverage, scholarships and other possible opportunities;

         3. TIOF recognizes the need to provide consistent mental and physical support to staff and therefore strives to provide programs that can ensure happiness while working in TIOF.

1. THE TIOF LOGO

The logo appearing below represents The IO Foundation. Please refer to Branding and Marking Policy for further information on the use of the logo and other corresponding regulations.

1. APPROVING DATE

This Operating Manual is prepared by the Program Manager acting as current Finance / Admin Manager and Human Resource Manager.

This document was reviewed and approved by TIOF CEO and Founder, Jean F Queralt, on 01 March 2019.