Examples of Effective Delegation Skills. Share; Flip; Pin; Share Delegation can also happen when there is a less formal chain of authority. For example, a.
In order to promote greater economy and efficiency, the legislature has delegated authority concerning certain activities, such as purchasing and contracting, motor vehicle inspections, and real and personal property to the California State University (CSU). The CSU Board of Trustees further delegates such authority to campus presidents and/or designee pursuant to Executive Order 1000. Accountability for the management of the property, assets, financial and human resources of the University ultimately rests with the President who expects those with signature authority under the terms of this guideline to safeguard University resources by establishing and maintaining sound business controls that deter and detect any potential misuse of resources. The procedures outlined below identify those situations in which it is appropriate to use delegations of authority and the procedures that should be followed to make such delegations. The procedures also outline the signature authority for various University transactions.
Delegation of authority: As used in this guideline, a “delegation of authority” is the formal recorded conveyance of authority from the Board of Trustees to the campus presidents and/or designees. Any such transfers of powers and duties are therefore significant actions requiring great care and scrutiny.
Delegator: The employee who has authority to take action on behalf of the university, college or department who transfers (“delegates”) his/her authority to another University employee (“Delegate”).
Delegate: The employee who is officially transferred the authority to act on behalf of the delegator.
Signature authority: As used in this policy, “signature authority” is the permission to execute transactions up to limits established by relevant University policies and permission to approve transactions for execution. This approval attests to the appropriateness of the transaction within the University’s program objectives and budgetary authorizations.
Appropriate Administrator: Manager or academic equivalent who have been granted authority through delegation and/or this signature authority policy.
Approval: An authorization given for a purchase transaction; all purchase transactions are subject to approval at the appropriate level (reference the Signature Authority Guidelines matrix).
Approver: Individual authorized to expense funds from appropriate expenditure lines in both State and/or Foundation who have been granted authority through this signature authority policy. Typically non-management personnel. Definition refers to signature authority matrix (appendices). Employee granted fiscal responsibility in Delegation of Authority to sign for the chartfields utelized ( see Signature Authority Guidelines matrix )
Requestor: Any employee who initiates the request for purchase.
Delegations of authority should be limited both in scope, number and time frame to those which are necessary to achieve efficiency while maintaining accountability. Delegations of authority are appropriate where the delegation will enhance the effectiveness and efficiency of the operation without risking the integrity of the internal control necessary for accountability. A delegation of authority shall commensurate with the employee's role within the organization. No delegation shall be made of all or substantially all of the powers held by any persons making a delegation, or where checks and balances would be minimized. Delegation of authority letters must not conflict with any CSU and/or CSULB policy. Individuals who receive delegated authority shall have active involvement with the activity being conducted; and have sufficient knowledge of the University policies, rules, laws, regulations and procedures to ensure compliance.
Delegator will provide for training to the Delegate to ensure compliance with legislation and the policies referred to above.
The Office of the Vice President of Administration and Finance will maintain a centralized file of all delegation of authority letters related to this policy. Each delegation letter shall be created by the issuing department, in the format determined by the Vice President of Administration. Each letter shall be numbered and follow basic formatting, and not contain individual names but levels commiserate with this policy.
A delegation of authority shall become effective on the date the delegation is fully executed. Delegations shall continue until revoked or modified. The departments are responsible for maintaining active and up to date delegations of authority and should review all delegations annually to assure that the delegations on file are current. The delegation must be fully executed before any documents are signed by the Delegate.
The University has provided signature authority to certain individuals based on their level in the organization to approve various transactions. Signature authority is granted by department or fund.
Anyone granted authority in Level 1 to Level 4 through delegation and/or signature authority in this policy will be deemed “Appropriate Administrator” on related forms and procedures. Level 1 through Level 4 must be Management Personnel or Equivalent. Individuals with subdivision responsibility and direct Management Personnel reports can receive delegated authority by an authorized Level 2 to act as a Level 3 through written request.
Anyone granted authority in Level 5 through this signature authority policy will be deemed “Approver” on related forms and procedures.
The following responsibilities may NOT be delegated further, but must be approved by the level indicated in the matrix or a level higher:
|Type of Agreement||Type of Transactions||Authority to Execute|
|Accounting||Budget transfer requests (EXCEL)||Level 4|
|Accounting||Delegation of Authority Request (PDF)||Level 3|
|Accounting||Establish funds, projects (all except grant related funding sources), accounts and departments. Chartfield Request Form||Level 3|
|Accounting||Establish funds and projects (for grant related funding)||Level 4 (ORSP)|
|Accounting||Establish Class, or Program Codes||Level 4|
|Accounting||Establish Petty Cash/Change Fund (EXCEL)||Level 3|
|Accounting||Journal Entry Upload Request (EXCEL)||Level 5|
|Accounting||Petty cash reimbursement||Level 5|
|Employment||Appointment letters||Level 3|
|Employment||CSULB volunteer identification||Level 4|
|Employment||Campus and Foundation Employee planning and performance review||Level 4|
|Employment||Fee waiver application (Docusign)||Level 4|
|Employment||Immediate pay voucher (EXCEL)||Level 4|
|Employment||In range progression (PDF)||Level 2|
|Employment||MPP and Confidential reconsideration||Level 3|
|Employment||MPP evaluations (PDF)||Level 3|
|Employment||Permanent position recruitments (inc. Exceptions) Request Hiring Exception Form (PDF)||Level 4|
|Employment||Personnel transactions (PTF)||Level 4|
|Employment||Position Action and Pool ID Request (PDF)||Level 4|
|Employment||Position description (PDF)||Level 4|
|Employment||Position pool id||Level 4|
|Employment||Professional learning and development plan (PDF)||Level 4|
|Employment||Relocation expense authorization||Level 2|
|Employment||Staff leave of absence (PDF)||Level 3|
|Employment||Unit 4 Merit bonus pay recommendation (EXCEL)||Level 3|
|Facilities Use||Facilities workorder requests||Level 5|
|Facilities Use||Auth to use private vehicles on state business||Level 4|
|Hospitality and Gifts||Employee non-cash awards||Level 3|
|Hospitality and Gifts||Gifts to non-employees||Level 3|
|Hospitality and Gifts||Hospitality expenses||Level 3|
|Hospitality and Gifts||Hospitality and Gift / Award Exceptions||Level 2|
|ITS/Telecom||Telecommunications Work Order||Level 5|
|Payroll||Absence without pay||Level 4|
|Payroll||Additional pay||Level 4|
|Payroll||Faculty Overload||Level 4|
|Payroll||Fringe benefit certification||Level 4|
|Payroll||Hourly Non-Exempt||Level 4|
|Payroll||Overtime authorization||Level 4|
|Payroll||Salaried Exempt/Salaried Non-Exempt||Level 4|
|Payroll||Salaried/Hourly adjustment||Level 4|
|Payroll||Student payment adjustments||Level 5|
|Payroll||Student payment transaction form||Level 5|
|Payroll||Student timesheet approval||Level 5|
|Payroll||Student performance report||Level 4|
|Purchasing||Emergency purchase authorization <$250,000 (Docusign)||Level 3|
|Purchasing||Emergency purchase authorization >$250,000 (Docusign)||Level 2|
|Purchasing||Sole Source/Brand Approval Less than $100K (Docusign)||Level 4|
|Purchasing||Sole Source/Brand Approval Greater than $100K Less than $250K (Docusign)||Level 3|
|Purchasing||Sole Source/Brand Approval Greater than $250K (Docusign)||Chancellor's Office|
|Purchasing||P-card application and account maintenance (Docusign)||Level 4|
|Purchasing||Purchases <$10,000||Level 5|
|Purchasing||Purchases over >$10,000||Level 4|
|Purchasing||Approval of P Card reconciliation statement||Level 4|
|Purchasing||Staples Advantage new/modify/delete user setupService Provider Activation Request (PDF)||Level 4|
|Purchasing||Agreements (Affiliation, International, Lease, Service, etc)||Procurement & Contractual Services|
|Purchasing||Contracts/MOUs||Procurement & Contractual Services|
|Property||Confirmation of Inventory Certification||Level 4|
|Property||Off-Campus Loan Form||Level 3|
|Property||Property Survey/Transfer Request||Level 4|
|System Access||Peoplesoft Fin system access form without access to Level 1 data (PDF)||Level 4|
|System Access||Peoplesoft HR system access form without access to Level 1 data||Level 4|
|System Access||PeopleSoft HR report authorization||Level 4|
|System Access||Peoplesoft HR system access form - central users without access to Level 1 data||Level 4|
|System Access||Peoplesoft HR system access form - timekeepers without access to Level 1 data||Level 4|
|System Access||Peoplesoft HR or Finance with access to Level 1 data||Level 3|
|Travel||Authorization to travel to AB 1887 prohibited state - Legislative exceptions are NOT met.||President|
|Travel||Authorization to travel to AB 1887 prohibited state - Legislative exceptions ARE met||Level 2|
Authorization for international travel to destinations that are:
|Travel||Authorization for delegation of authority Level 3 travelers||Level 2|
|Travel||Travel Expense claim for appropriately approved travel||Level 4|
|Other||Administrative Guidelines||Level 3|
|Other||Application for Payment of (Credit/Debit) Card Account - Acquisition or Change||Level 4|
|Other||DCP Request for Copy Machine Password (PDF)||Level 5|
|Other||DCP Quarterly Copier Report||Level 5|
|Other||DCP Non-Program Paper Order (PDF)||Level 5|
|Other||Employee list request (EXCEL)||Level 4|
|Other||Live scan requests||Level 4|
|Other||Service Request form (parking and events)||Level 5|
Within each department, the dean or department head is responsible for the overall operations of the department and may assign signature authority to certain employees in compliance with this policy. The signature authority matrix will be updated for specific transactions.
To assign, change or cancel signature authority, a Delegation of Authority form must be completed and submitted to the CMS Finance Department ([email protected]).
If an employee transfers to another department or division, or other changes occur that affects their signature authority responsibilities, an updated Delegation of Authority form must be submitted.
Employees with signature authority are responsible for assuring the following:
Authority to sign for expense related service agreements will be verified at the time of agreement and if chartfields change. Repeated expenses can be charged in accordance with the terms and conditions of the agreement. For example, telephone, postage, copy, credit card, and EO1000 charges.
Authority for accounting activities required to reconcile, such as corrective reversals and deposits, will be completed by the appropriate functional area with timely notification to the affected parties.
It is the responsibility of the Delegator to maintain proper control and management of his/her area; the Delegator remains accountable for all actions taken by the Delegate. The Delegator shall take into account and maintain appropriate internal controls including separation of duties, reviewing reports, sampling completed transactions and monitoring the effectiveness of the controls established.
Delegates may not approve transactions for themselves, their relatives or approve transactions that directly benefit themselves or their relatives or, in any way, create a conflict of interest with the Delegate’s responsibilities to the University. Such transactions must be countersigned by another authorized person, usually the person of next higher authority.
Documents signed by anyone other than those employees who have a delegation of authority on file with the Office of the Vice President of Administration and Finance may be declared null and void unless formally ratified by the President. Persons who improperly delegate or misuse delegated authority may be subject to an investigation, disciplinary action or termination of employment.
All transactions shall be authorized according to sound management practices. Subordinates cannot approve transactions for their superiors, regardless of the authority level. Another important principle of sound management is that of segregation of duties. Segregation of duties is critical because it ensures separation of different functions and defines authority and responsibility over transactions. Segregation of duties is critical to effective internal control; it reduces the risk of both erroneous and inappropriate actions.
The fundamental premise of segregated duties is that an individual should not be in a position to initiate, approve, and review the same action. Also, the accounting/reconciling function, and the asset (e.g., money, inventory) custody function should be separated among employees. These are called incompatible duties when performed by the same individual. There must be a separation of duties between the approval of expenditures and the reconciliation of departmental financial accounts.
Responsible administrators must consider the principle of segregation of duties when designing and defining job duties. They must implement processes and control procedures that, to the extent feasible, segregate duties among employees and that include effective oversight of activities and transactions. Departments with very few staff that are unable to segregate duties require the department head to attest to the implementation of alternate compensatory internal controls.
Issue Date: September 1, 2010
Last Review Date: N/A
February 22, 2018 - Added Approval and Requestor definitions, clarify Approver definition in guideline statement.
January 31, 2018 - Updated Executive Order 648, superseded by Executive Order 1000.
September 16, 2016 - Remove E&IT; checklist for P-Card Purchases amount increased from <$10k; add Approval of P-card Reconciliation Statement / Level 4
June 9 ,2016 - Item deleted: "Approval of P-card Reconciliation Report / Level 4 "
May 16, 2016 - E&IT; checklist for P-Card Purchases amount increased from <$5k to <$10k.
Approval of P-card Reconciliation Report changed from Level 3 or 4 to Level 4.
Level 5 Purchases changed from <$5,000 to <$10,000.
Level 4 Purchases changed from <$5,000 to <$10,000.
March 29, 2016 – Added Telecom workorder agreement <5k, type and level of authority to execute
March 18, 2016 - Line item added : "Faculty Release Time Requests | See purchasing" under the Purchasing.
November 24, 2015 – Updated General Scope of Delegation of Authority to state “authority is granted by department or fund.” Updated Signature Authority Guidelines section to reflect Delegation of Authority form. Updated forms and instructions links.
July 14, 2015 - Deleted from Purchasing/ Property Affiliation agreement: Confirmation of Inventory Certification Level 4, Delegated purchases >$5000, Off-Campus Loan Form, Property Survey/Transfer Request Level 4, Purchasing Change Request Form Level 4. Added: E&IT; checklist for P Card Purchases Only <$5k, P-Card Reconciliation Report Appropriate Approver of Cardholder, Sole Source Purchase Approvals Level 4.
March 12, 2015 Removal of Travel card application Level 4. Changed Controllers Office to CMS Finance Department ([email protected]). Changed Additional Contacts Subject Matter Expert information to Elaine Kist.
February 11, 2015 – Delegation for authorization for international travel to any country on the State Department Watch List from Level 1 to Provost
November 26, 2013 – Added Application for Payment Card Account.
Oct 30, 2013 – Changed delegations for Travel (all except travel card and travel claim authorizations) and PeopleSoft Access forms moved to level 4 for those without access to Level 1 data.
May 23, 2013 Added Exception for lodging per night maximum Level 2, under travel
March 24, 2011 Added Service Request Form and changed travel levels (domestic and international). Added language regarding service agreement authorization.
December 2, 2010 – Added transaction types: Live Scan, Fee Waiver Application, and P-Card Application. Modified level for Establishing Account, Project, Class, or Program to Level 4. Updated scope to specify lottery funds and updated internal control language to guard against subordinate approvals for superiors.
EXAMPLE ONLY MEMO TO: Whom It May Concern By letter of this memorandum, I hereby delegate approval authority of expenditures for.
I will need you to cover a few things for me while I am away at the training seminar in Frankfurt. I will be gone March 29 through April 2, so I will need you to process any international orders that come in during that time. You needn't worry about domestic orders unless they are specific requests for rush delivery. I will come into the office briefly at 8:00 Monday morning, so we will have time to review the procedure for international orders before I leave for the airport.
I am delegating authority to you to adjust office work schedules while I am away, and will notify our part-time employees to get your approval for any changes they may need to make. Also, I will need you to check both my e-mail and phone-mail regularly for any important messages. I will give you the access codes Monday.
Otherwise, I don't anticipate any real problems, but I will call periodically throughout the week to see how things are going. As much as I dislike being something of an imposition, the training seminars will be extremely important to us all. Thanks sincerely for your help while I am away.
I am leaving next Wednesday for a family reunion in Kansas and will be gone through that weekend. Could you conduct the morning sales meetings I normally handle on Wednesday, Thursday, and Friday? I have attached a copy of the usual agenda. Feel free to adapt it to your approach. I will make sure that all salespeople know that you are in charge.
I appreciate your doing this for me. If something comes up that I need to take care of, you can reach me at the Springfield Inn at 555-5555.
While I am away I need you to take over management of the Southern division. You have acted so well on my behalf at other times, I hardly feel there is another choice. I will be gone during the month of June. Of course Jane Doe and her database will be at your disposal, and I will leave you a telephone number to reach me in case you have a question she cannot answer.
I will be unable to attend the board meeting next Wednesday afternoon. Could you attend in my place and make the budget presentation? The meeting will start at 2:00 p.m. sharp in the conference room. You probably know as much about the budget as I do, but I am enclosing a rough draft of the presentation I was planning to make. You may modify the presentation if you wish; just don't change any of the numbers.
Thanks for your help. If you have any questions, be sure to speak to me before I leave on my trip at noon on Tuesday.
Sometimes, efficiency isn't about shifting priorities or working on things in a different order. Sometimes, your workload is simply too much for one sane person to bear, and you need a little help to get everything done on time. Some professionals wear a heavy workload as a kind of badge of honor, considering it a point of pride or evidence of job security, but that isn't a valuable long-term strategy to deal with the increased load.
Over time, the additional stress and hours of work will take a toll on your health, both professionally and physically. If you're overloaded with work, you won't be able to do your work as effectively, and if you're constantly stressed, you're more likely to become sick or develop chronic ailments. Instead, use the strength of your department's own resources--such as partners, subordinates, or interns--to evenly distribute the workflow and get the best results for your company.
If you're overwhelmed with work, preserve your department's efficiency with these seven delegation strategies:
1. Identify key opportunities for delegation. Not everything can be delegated. You have earned your position in the company because you have the skills and the experience to execute the work successfully. If everybody in the company had those skills, your position wouldn't be unique. As a result, there will be some tasks and projects that you'll have to tackle on your own, but there should also be a set of tasks on your plate that someone else can handle.
Part of being an effective delegator is being able to determine which types of tasks are suitable for delegation, and which types are not. It may be difficult for you at first, especially if it feels like none of your tasks can be delegated, but eventually you'll find a rhythm. If you feel like nothing can be delegated, try breaking down your tasks into what skills they require--take a look at the tasks that require the fewest skills, and consider training someone else to handle them.
2. Establish a clear set of objectives for each task. No matter what type of task you're delegating, make sure to take the time to clarify all objectives for the task. Doing so can proactively protect against the possibility of miscommunication or a failed execution of the task. In some cases, this will be extremely simple (such as "enter this set of data into this spreadsheet"), but in other cases, you'll have several simultaneous goals.
Depending on the size of the task you're delegating and the type of person you're delegating to, it could be helpful to have a face-to-face meeting to go over expectations and any questions your coworker might have. No matter what, it's also a good idea to send a follow-up email, so all your expectations and task objectives are referenceable and in writing.
3. Play to your coworker's strengths. Even within your department, your coworkers all have unique skillsets, unique preferences, and unique talents. Making good use of those unique working personalities will result in more overall efficiency. For example, let's imagine you have two tasks you want to delegate--one requires making phone calls to a client and one requires writing up a proposal. You also have two interns who could potentially handle the work--one has great people skills and the other is a fantastic writer.
It's clear which task should go to which intern because this is a cut-and-dry example. Most of your tasks won't align themselves as conveniently, but the principle is still the same. If you aren't sure who to delegate the task to, present the task to a group of your coworkers, and openly ask who might be the best to handle it.
4. Construct a timeline. Timelines keep people focused, and hold all members of the group accountable. This is especially useful for tasks that don't have a strict deadline, or complicated tasks that will encounter several milestones before being completed. Work together with your coworker to establish a mutually agreed-upon timeline, from the beginning of the task's delegation to its final execution.
Like with the task objectives, it's a good idea to send out an email recap that reiterates each phase of the timeline. Doing so ensures that each member of the project has access to the same agreed-upon information, and no dates can get lost in translation. Be sure to select dates that are reasonable enough that they can be achieved, but aggressive enough that they inspire your workers to keep the task top-of-mind.
5. Use follow-up tasks to keep your workers on point. First, let me say that micromanagement is not advisable. Delegating a task, only to nitpick every detail and every choice your coworker makes while executing that task, will only frustrate your coworker and make you busier than you would have been had you just tackled the task yourself.
That being said, there's a difference between micromanaging and simply following up. Following up occasionally, especially for long-term tasks, gives you insight into progress, and gives your employee the opportunity to bring up any questions or obstacles that have arisen in the process. Set reminders for yourself to follow up occasionally and ensure the task's timely, effective completion.
6. Establish authority and respect. When working with a large group of people, it's important to set the tone for your position in the relationship. When working with employees or interns, it's important to set a tone of authority, and that you expect them to work as instructed. It's also important to set a tone of respect, so they understand they are being relied on and appreciated.
Authority and respect are also important when dealing with your peers in a delegation scenario. You must present yourself as a respectable authority in the workplace, and not someone just trying to pass off work, and you must also let your coworkers know that you respect and appreciate their willingness to help.
7. Use a feedback loop to make future delegation easier. Successful delegation is partially a result of successful relationship management, and relationships take the commitment of multiple people. After delegating your tasks, follow up with your coworkers to learn from the situation. Ask them if they were comfortable executing the task, and if you've given them all the information they needed. Ask how effective you were in setting expectations, and if your timelines were reasonable.
Once you have this information, you should have a better idea about how you performed as a delegator, and you can use this information to make delegation easier and more effective in the future. This is particularly useful for learning the strengths and preferences of your coworkers over time.
Some professionals fear delegation because it means relying on an outside party to execute quality work, but if you surround yourself with reliable workers, you'll never have to worry about things being done right. Delegating effectively is an important skill to develop, especially as you move up the corporate ladder, so the sooner you start putting it into practice, the better.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
An example is that in terms of Section 55(1)(d) of the PFMA, . 21 Attached as ( Annexure E), a memo of signing authority protocol within the.
______________ (Your name)
______________ (Your address)
Date __________ (date of writing letter)
Dear Mr. /Ms__________ (name of the concerned person),
This letter is to inform you that during my absence from_________to _________(mention period) in the office, you are requested to perform additional responsibility of taking care of my job as well. I understand that it is burdensome for you to handle my work also, but I trust in your capability and commitment.
Please submit a daily report to the divisional manager every day before you leave. In case any of my team members want to take a leave, you can direct them to meet the manager.
Last time when I had taken leave, your support is highly appreciated by the management. This time also I expect the same from you. I assure you that whenever you are in need, I will undoubtedly handle your responsibilities.
In case you need any help, please contact……………….(name the person) from my team. He will support you in managing the duties.
Thanking you in anticipation,
___________ (Your name)
The Director of Extension must delegate authority to all appropriate Business Office and Human Resources Office – As delegated in internal memo. Examples of fiscal documents: eRequest approvals, travel, invoices and.