DAA General Policy & Procedure Manual Structure Governance and Planning A 1/8 Phipps Close, Deakin ACT 2600 | T 02 6189 1200| E [email protected] | F 02 6282 9888 | W daa.asn.au ABN 34 008 521 480 Adopted: November 2004 Revised annually to: May 2017 To be reviewed: August 2018 Delegation of Authority Policy Policy Statement Final authority for all matters in DAA rests with the elected Board of Directors. Boards are concerned with strategic priorities and direction, and oversight of compliance activities. Much of the Board’s authority is delegated to and through the CEO to ensure appropriate governance processes. This policy cannot provide an exhaustive guide which names every activity, where a specific situation is not listed the pathway applying to a similar issue can be used as a guide. Authority may be delegated by a higher level of authority to a lower one, either in specific cases or until revoked. A higher authority may over-rule the decision of a lower authority. See Appendix 1. In using this policy, certain conventions need to be understood. The Board sets overall strategic and policy framework within which these processes fit. The Chief Executive Officer (CEO) and staff act in line with Board approved policy and the law. Some decision- making processes are prescribed by law and no discretion is possible. There may be more than one level of approval for a process. There may be one or two recommendation points. Where an activity is new or substantially altered, and is clearly strategic in nature, the Board (or President if timeframe is short) will have final approval. Where an activity is clearly operational or part of approved strategy the final approval will be made by CEO or nominee. Some areas of decision making may vary between strategic and operational and in this case options on final approval are listed. Choice of with whom final approval will rest is based on time factors, whether it is covered by existing policy or strategic direction and upon risk assessment of each issue. Glossary of Terms and Acronyms
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DAA General Policy & Procedure Manual
Structure Governance and Planning
A 1/8 Phipps Close, Deakin ACT 2600 | T 02 6189 1200| E [email protected] | F 02 6282 9888 | W daa.asn.au ABN 34 008 521 480
Adopted: November 2004 Revised annually to: May 2017 To be reviewed: August 2018
Delegation of Authority Policy
Policy Statement
Final authority for all matters in DAA rests with the elected Board of Directors. Boards are concerned with strategic priorities and direction, and oversight of compliance activities. Much of the Board’s authority is delegated to and through the CEO to ensure appropriate governance processes.
This policy cannot provide an exhaustive guide which names every activity, where a specific situation is not listed the pathway applying to a similar issue can be used as a guide.
Authority may be delegated by a higher level of authority to a lower one, either in specific cases or until revoked.
A higher authority may over-rule the decision of a lower authority. See Appendix 1.
In using this policy, certain conventions need to be understood.
The Board sets overall strategic and policy framework within which these processes fit.
The Chief Executive Officer (CEO) and staff act in line with Board approved policy and the law.
Some decision- making processes are prescribed by law and no discretion is possible.
There may be more than one level of approval for a process. There may be one or two
recommendation points.
Where an activity is new or substantially altered, and is clearly strategic in nature, the Board (or
President if timeframe is short) will have final approval.
Where an activity is clearly operational or part of approved strategy the final approval will be
made by CEO or nominee.
Some areas of decision making may vary between strategic and operational and in this case
options on final approval are listed. Choice of with whom final approval will rest is based on time
factors, whether it is covered by existing policy or strategic direction and upon risk assessment of
ARJS – Accreditation, Recognition and Journal Services
CaPS – Credentialing and Professional Services
DC - Dietitian: Credentialing
DCC – Dietetic Credentialing Council
DSR - Dietetic Skills Recognition
EDC - Engagement and Development Committees
EM-ARJS – Executive Manager - Accreditation, Recognition and Journal Services
EM-CaPS – Executive Manager - Credentialing and Professional Services
EM-MSO Executive Manager – Member Services and Operations
ET – Executive Team (CEO and the three Executive Managers)
MPS - Manager Professional Services
OSO Operations Support Officer
PRM – Manager Public Relations
SDR – Senior Dietitian Relationships
SMMAC – Social Media and Marketing Advisory Committee
SPO Senior Policy officer
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Use of the Risk Assessment Matrix in determining level of decision making
SEVERITY OF EFFECT
Catastrophic Major Moderate
Minor Insignificant
POTENTIAL TO OCCUR
Almost certain 1 1 1 2 3
Likely 1 1 2 3 4
Moderate 1 2 3 4 5
Unlikely 2 3 4 4 5
Rare 3 4 5 5 5
A risk score of (1) requires immediate attention with detailed assessment, planning and management strategies implemented at the highest levels. (Board or President’s decision depending on time frame)
A risk score of (2) requires a management plan and close monitoring at senior management level. (Board or President’s decision depending on time frame)
A risk score of (3) requires awareness and a contingency plan developed. (Operational decision by CEO in consultation with the President or relevant Director - Board informed)
A risk score of (4 to 5) is of no major concern and can be managed through routine procedures. (Operational decision by CEO - Board informed if necessary)
1 = High Risk
2 = significant risk
3 = Moderate risk
4 to 5 = Low risk
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Appendix 1
Delegations table
Issue Action required from Recommendation 1 / Operational responsibility