Session 10 delegations of authority
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Session 10: Delegations of Authority. Presented by: Andrew CookePricewaterhouseCoopers. Delegations of Authority. ANZUIAG Conference 2010. Setting the scene. GFC Growth through better business decisions Risk culture Empowerment of staff Cut through the red tape

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Session 10: Delegations of Authority

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Session 10 delegations of authority

Session 10: Delegations of Authority

Presented by:

  • Andrew CookePricewaterhouseCoopers


Delegations of authority

Delegations of Authority

ANZUIAG Conference

2010


Setting the scene

Setting the scene

GFC

Growth through better business decisions

Risk culture

Empowerment of staff

Cut through the red tape

Make people more accountable

3


Agenda

Agenda

Delegation of Authority

What benefits can it bring

A delegation decision model

What are some common problems

Key insights

The USQ experience

Questions

4


Delegation of authority

Delegation of Authority

Successful organisations exhibit characteristics of structural clarity through formal and informal accountabilities

Informational accountabilities

(Underpinned by leadership style, culture, trust, operating principle/values etc)

Formal accountabilities

Clearly definedand documented

Assigned to expertisewith ability to act

Congruent acrossmultiple dimensions

Open and robustcommunication

Constant learning andeducating from failure

  • Authority to make business decision

  • Support accountability and governance

  • Responsibility / accountability / authority

  • Forms the basis of your decision escalation process

  • Single source of truth or guiding principles

5


What benefits can it bring

What benefits can it bring

  • Empowers employees

  • Provides or builds on your internal structure

  • Protects your assets from undue risks or liabilities

  • Provides alignment of resources to decision making

  • Embeds risk appetite and tolerance throughout your organisation

  • Provides greater clarity on what is truly important to your organisation

6


A delegation decision model

A delegation decision model

Key decisions

Decision models

Governance processes

Delegations of authority

Policies and standards

Governance structures

Processes and procedure

Job description

Skills and competencies

Organisation structure

7


What are some common problems

What are some common problems

  • Complexity of DoA and business processes

  • Misalignment of DoA and business processes

  • DoA not aligned with organisational structure / decision making

  • Ineffective decision making structures

  • Lack of staff awareness and inappropriate training

  • Failure to enforce (e.g. code of conduct breach)

  • Poorly managed when staff in temporary roles

8


Key insights

Key insights

  • Guiding Principle vs Single Source of Truth

    • Guiding Principle – high trust environment where levels of delegation are linked to accountabilities, tend to set parameters and are less prescriptive than a ‘single source of truth’3

    • Single Source of Truth – the DoA is a single (central) prescriptive document for decision making and operational action

    • Areas typically cover

      • Budgeted vs non-budgeted

      • Capital and operating expenditure

      • HR

      • Pricing

      • Contracts and supplier arrangements

      • Marketing

9


Key insights1

Key insights

10


The usq experience

The USQ experience

Strategy Selection

Risk / Fraud

RACI Model

Key decisions

IT

Facilities

Council and Mgt Cmttee’s

Decision models

Code of Conduct

Governance processes

Delegations of authority

Policies and standards

ORMP - Budget

Governance structures

Access

Processes and procedure

System workflow

Job description

Skills and competencies

Organisation structure

Align for reporting

Contract

Perf System

11


The usq experience1

The USQ experience

12


The usq experience2

The USQ experience

13


The usq experience3

The USQ experience

14


Questions

Questions

© 2010 PricewaterhouseCoopers. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers, which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity


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