Organisational Development and Operations Lead

Position: Organisational Development & Operations Lead (Fixed-term, ~6 months) Reports to: Executive Director About VolTra VolTra (義遊) is a Hong Kong charity founded in 2009, combining purpose with travel. Through international voluntary service, experiential travel, community participation and gamified education, we enrich people's glocal vision and turn inspiration into impactful action — transforming themselves, their communities, and the world. We work by a few beliefs that also shape how we work together:

• Co-creation — whether volunteer, staff or partner, everyone contributes to a shared goal; every act counts.
• Open-mindedness — we embrace diversity of people, perspectives and ways of working, and value respect and connection.
• A youthful mindset — innovation, energy, curiosity and a good sense of humour, regardless of age.
• Flexibility — as a small, ambitious team, we adapt, experiment, and find better ways of doing things. This role is for someone who shares these values and wants to strengthen the foundations that let VolTra do more of this work, sustainably. Purpose of the Role To strengthen VolTra's internal foundations — standardisation, risk, policy, and data systems — grounded in real business needs and our principles. This is a hands-on role for someone who can both see the whole picture and do the work: reducing staff workload, improving efficiency through better process and AI, and keeping staff engaged in the change. The Person We're Looking For Someone who can run the whole thing and get their hands dirty. They bring the judgment of an experienced organisational operator — able to read business needs, prioritise, and lead cross-functional work — but in a small team they are also willing and able to build things themselves, not just advise. Scope (broad — priorities to be set in Month 1) The role covers a broad set of organisational foundations. Not all will be tackled at once; the specific priorities and sequence will be proposed by the post-holder after an initial diagnostic and approved by the ED. Areas in scope include: Process, Policy & Risk
• Review, design and revamp workflows, policies and procedures — anchored in actual business needs and VolTra's principles (e.g. placement, procurement / reimbursement, internal data storage).
• Build fit-for-purpose risk management — sound, not bureaucratic.
• Own the process end-to-end: drive efficiency while keeping staff participatory in how change is designed and adopted. Data, AI & Systems
• Develop a data management system for the organisation.
• Lead — and personally carry out where needed — data cleansing and good data practice.
• Enable AI efficiency; set up automation that meaningfully reduces repetitive workload.
• Establish foundational CRM structure (B2B and B2C). Continuity & Impact
• Knowledge continuity: project closure workflow, IT guidelines, documentation practices.
• Support impact measurement and goal-alignment processes so progress is visible and tracked. Grounding (how the role works)
• Understand organisational needs before prescribing solutions.
• Prioritise by impact, not by ease. Experience & Attributes
• Management experience — leading or cooperating with cross-functional teams.
• Proven track record designing or revamping processes.
• Strong prioritisation.
• A doer as much as a thinker — comfortable being hands-on in a small-team, resource-light environment.
• People-centred: designs change with staff, not imposed on them.
• Cooperative working style; NGO experience an advantage. Expected Deliverables Month 1 — Diagnose & Prioritise
• Map current workflows across the team; identify the highest-workload bottlenecks and pain points.
• Capture a baseline of staff workload / role clarity, to measure change against.
• Propose a prioritised roadmap for Months 2–6 (sequenced by impact) — for ED approval. Months 2–6 — To be defined by the approved roadmap
• Mid-point (~Month 4): priority workflows/policies standardised and documented; data system structure established and cleansing underway; first automation / AI efficiencies live.
• End (~Month 6): agreed systems operational and documented; full handover handbook so a permanent staff member can maintain and build on the work; measurable evidence of reduced staff workload and improved role clarity (staff pulse check before / after).