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1999 September and November Report of the Auditor General of Canada
September and November 1999 Report—Chapter 12
Exhibit 12.4—Elements of an Effective Decision Framework
The objective of a decision framework is to help ensure that all members meet the goals of the organization. The intent is to overcome the restrictions of distance and time while dealing with new circumstances. Senior management cannot afford to make all decisions, nor can it abdicate decisions to individual members of the organization and reasonably expect that management's vision will be achieved.An effective decision framework sets boundaries and outlines priorities for decision making. The degree to which the framework is prescriptive depends on the goals of the organization, its structure, and the nature of its activities. Given the dynamic nature of the environment surrounding the Research Branch's intellectual property, a less prescriptive approach would likely be appropriate.
The elements of a framework to support decision making on intellectual property in the Research Branch would apply to both the acquisition and the release of intellectual property. Some suggested elements are listed below:
- The goals of decision making on intellectual property would be clearly stated and explained. The goals concerning the public good would be specified and any financial expectations stated. These would set out the Branch's response to Treasury Board's user charge policy requirements.
- The goals would be translated into strategic objectives and the financial and other resources needed (e.g. legal, marketing expertise) would also be outlined. These would support priorities among decisions and would help to communicate organizational constraints on intellectual property decisions.
- Measures to determine if the organization is achieving its strategic objectives would be identified, stated and put in place, and would relate achievements to the resources expended.
- A description of decision-making roles would specify who is responsible for what decisions and the scope of decisions that can be made. The scope of decision-making responsibility would be defined by the magnitude of the possible outcome.
- The key intellectual property decisions required by the Branch would be identified.
- Guidance would be provided on the timing of intellectual property decisions. Key factors would be the stage of an intellectual property's development and the expected value of that property in terms of both the public good and financial return.
- The requirements for information that might reasonably be factored into decisions would be outlined.
- Specific examples of "good" decisions and practices would be included, or communicated as they develop. This would help ensure that best practices in decision making are spread through the organization.
- The framework would be actively supported by Branch senior management and organizational responsibility for implementing and maintaining the framework would be stated.
- A timetable to regularly review the decision framework would be included.