Overview of our Delegations Policy Engagement:
Integris Group Services facilitated the review and redevelopment of a Board Delegations Policy to establish clear requirements, authorities and process controls for decision-making.
The Problem
Our client was operating with a Delegations Policy that had not developed with the growth the institute had undergone. This resulted in a lack of clarity and definition of authorisations across their institute and corporate services.
The Challenge
The ambiguity caused by the aged delegations policy let to uncertainty surrounding decisions requiring Board approval and decisions that have been delegated to the CEO and other C-Suite Officers (or their reports).
This resulted in a significant number of operational decisions being unceccesarily tabled at the Board levels, leading to an inability to focus on more pertinent issues to drive the institute.
Our Solution
Integris Group Services redeveloped the Delegations Policy through a structured consultative approach across Board, Executive and Senior management. This approach delivered an easy-to-follow policy that was agreed by all stakeholders. It also reduced the red tape surrounding decisions and embedded responsibilities and accountabilityies that empowered efficiency and effectiveness at the right organisational levels within the institute.
Benefits
- Reduced dependence on Board for low-value and low-risk decisions
- Decentralisation of decision-making and empowerment of Executive and Senior Management
- Clear and easy-to-follow policy enabling practical application to current processes
- Facilitated alignment on deligated authorities between Board and Executive.
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Frequently Asked Questions:
What led to the recognition that the Delegations Policy needed a refresh?
The need for a refresh was identified due to the existing Delegations Policy not evolving in tandem with the substantial growth experienced by the institute. This misalignment resulted in unclear and undefined authorizations, affecting both the institute and its corporate services, which subsequently led to inefficiencies in decision-making processes.
How did the ambiguity in the original policy impact the institute's operations?
The lack of clarity within the original policy led to significant uncertainty regarding which decisions required Board approval and which had been adequately delegated. This uncertainty often resulted in operational decisions being unnecessarily escalated to the Board level, contributing to inefficiencies and delays in the institute’s operations.
Can you describe the process Integris Group Services employed to redevelop the Delegations Policy?
Integris Group Services adopted a structured consultative approach to redevelop the Delegations Policy. This process involved engaging with stakeholders across various levels, including the Board, Executive, and Senior Management, ensuring that the new policy would be comprehensive, clear, and aligned with the institute’s needs. This collaborative approach was key to creating an easy-to-follow policy that accurately reflected the delegation needs and operational realities of the institute.
What are the primary benefits of the newly redeveloped Delegations Policy?
The new Delegations Policy has brought several significant benefits, including:
- Reduction in the Board’s involvement in low-value and low-risk decisions, allowing them to focus on more strategic issues.
- Decentralization of decision-making processes, empowering Executive and Senior Management to make more autonomous decisions.
- Clarity in the policy, making it more accessible and practically applicable to current processes, thereby enhancing operational efficiency.
- Improved alignment on delegated authorities between the Board and Executive, ensuring a cohesive understanding and approach to decision-making.
How has the new policy impacted the efficiency and effectiveness of decision-making within the institute?
The new policy has notably improved the institute’s operational efficiency and decision-making effectiveness. By establishing clear responsibilities and accountability, alongside streamlining the process controls for decision-making, the policy has empowered the appropriate levels of management to make decisions swiftly and confidently. This empowerment has led to a more agile and responsive operational environment, significantly enhancing both the efficiency and effectiveness of the institute’s decision-making processes.