![]() ![]() In major initiatives (critical public sector projects, programs, and services), oversight responsibilities covered in the Practice Guide are those exercised by the minister and by any special oversight body put in place to oversee the project, program, or service. Figure 7 A Special Oversight Committee Established within a Department to Oversee a Major Initiative This committee is independent from the day-to-day management of the initiative and is accountable to the department’s Minister. Figure 7 illustrates a case where a special committee composed of assistant deputy ministers and a deputy minister has been set up to oversee a major initiative. Figure 6 A Central Agency and its Oversight of the Implementation of a Policy on Major Crown Projectsįinally, internal oversight mechanisms can be established for major initiatives within departments or agencies. Figure 6 presents an example where a central agency has oversight responsibilities for the implementation of policies on the management of major Crown projects. ![]() Similarly, central agencies have their own oversight responsibilities, focusing on the implementation of key policies by a jurisdiction’s departments and agencies. Figure 4 Example of Ministerial Oversight for Arm's-Length Organizations Figure 5 Example of a Regulatory Body and its Oversight The energy board itself is overseen by a Minister. In Figure 5, a regulatory agency, in this case an energy board, has oversight responsibilities for a number of energy producers and their various power plants. In this case, the chair of the board of each of these regional health authorities is accountable to the Minister. In addition, Crown corporations and other similar organizations are subject to oversight by their responsible Minister and may also be overseen by one of several independent regulatory agencies, depending on the economic sector and jurisdiction in which they operate.įor example, Figure 4 illustrates a situation where a provincial Minister of Health has oversight responsibility for a number of regional health authorities, which themselves have oversight responsibilities for the activities of several hospitals in their respective region. Board of directors-The board is responsible for governing the organization and overseeing its activities and the performance of executive management in implementing corporate strategies.They are also expected to provide representations to the board of directors to the effect that the organization’s objectives are being achieved. Executive management-These managers are responsible for running and overseeing the business of the organization and developing corporate strategies for approval by the board of directors.These tactical oversight functions monitor, facilitate, and coordinate the activities of business lines, to ensure they are operating effectively, within budget, and in compliance with corporate policies. Tactical oversight functions-These functions are centralized competence centres, like finance, risk management, compliance, and human resources.Operational line managers-These managers oversee business operations in which day-to-day transactions are entered and processed.A brief overview of other situations is presented below to illustrate the diversity of oversight roles in public sector organizations.įor example, within a Crown corporation or agency, a board or an authority, the various oversight responsibilities are distributed among different managers, functions, and bodies: This Practice Guide focuses on high-level oversight responsibilities in two specific situations ( public agencies, boards or authorities and major initiatives in ministries and departments) and does not include in-depth consideration of day-to-day management and controls (that is, at the operational and tactical levels). Rather, they can be distributed at different levels. ![]() Oversight responsibilities in public sector organizations do not all rest with a single body or a single hierarchical level. The Hierarchy of Oversight Responsibilities ![]()
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