1. Driving empowerment, accountability and teamwork.
RASCI
Driving empowerment, accountability and teamwork.

2. What is RASCI? R – Responsible A – Approve S – Support C – Consult
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. Each role can be clearly defined
Approve
Final sign-off before action is taken
You can’t do it until it is approved
Try to limit the number of “A’s”
Support
Does the “hands-on” work
Provides analysis/data for decision making
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”
Consult
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.
Inform
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”

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