RASCI

1. Driving empowerment, accountability and teamwork. RASCI

2. What is RASCI? RASCI is an organizational tool designed to provide role clarity: R – Responsible A – Approve S – Support C – Consult I – Inform R It should be applied to all key tasks and processes. It’s more than just saying, “who has the R”

3. Approve Support • Final sign-off before action is taken • You can’t do it until it is approved • Try to limit the number of “A’s” • Does the “hands-on” work • Provides analysis/data for decision making Consult Inform • A specialist with expertise to contribute to the quality of the decision • Adds value, but doesn’t do the work and does not approve • Input obtained before decision made, but must be OK if input is not used; not an “A” • They are internal and external experts who can greatly elevate the outcome. • People who need to know about decisions but do not need to be involved in the decision making process • Advised after decision • Be clear with this person they are not an “A” Each role can be clearly defined Responsible • Integration Role • Directly accountable for quality of decisions • Ensures everything is done to the point of approval and effectively handed over to next step in process • Needs to avoid being an “S”

4. RASCI Principles The objectives of RASCI are to drive: • Empowerment to the right level • Accountability at the right level • Teamwork • There must be only one R • The R must have the passion • Not hierarchical, is group selected • There can be more than one A • All A’s must approve before action takes place • The aim is always to minimize the number of A’s • There can be several S’s • R’s should not be their own S’s

5. RASCI Principals (continued) • C’s will be part of a clear consultation process • Clearly defined time limit for C’s to respond • Their input may or may not be used • Once a decision is taken, C’s are expected to get behind the decision • In an integrated organization, C’s are your secret weapon. They are internal or external experts who can greatly elevate the outcome. • There can be several I’s • Be sure I’s know they are not A’s The RASCI should be agreed to by the group involved in the task/process. A successful Project RASCI will have well defined subtasks which all have RASCI’s.

6. Additional Thoughts • Large projects will have an overall RASCI • Model Launch • Integrated Effort • Installation of a new program • Annual efforts • Projects that fall under the large project can also have their own RASCIs, that feed into overall RASCI • “R” on Large projects = Initiative Champion • “S” on Large project = Initiative Lead, which could mean they are the R on projects that fall under the Large project • USGA T1 R = AL, “initiative champion” • USGA EVENT R = Event Initiative Lead = Jen Rittner (who is also an S on the overall project) • “R” does not mean go do it. “R” means your responsible for the A, to get it done. • R’s have oversite, they connect people, they are team builders, they “connect the dots” • S’s get things done, they work together, they collaborate • A’s guide, coach, direct, lead • C’s can come from across the organization, or outside the organization • Effective RASCI works fluidly, whereby teammates know their role, but work together • Hardlines exist to create clarity, not division