Specify the level of authority each subcommittee has in making decisions. This could range from advisory roles to executive decision-making authority.

Specifying the Level of Authority for Each Subcommittee at SayPro

At SayPro, each subcommittee plays a pivotal role in driving various operational, strategic, and compliance-related goals. To ensure clarity in governance and accountability, it is essential to define the level of authority each subcommittee holds in making decisions. This includes specifying whether they act in an advisory capacity or hold executive decision-making power.

1. Operations Subcommittee

Level of Authority:

• Primary Role: Advisory with Limited Decision-Making Power.
• The Operations Subcommittee primarily provides recommendations and strategic input to senior leadership on improving operational efficiency, resource allocation, and process optimization. However, it does not have full executive decision-making authority.
• It has the authority to suggest operational changes, but any substantial changes (e.g., major restructuring, capital expenditure) require approval from the executive team or board.

Decision-Making Scope:

• Advises on resource allocation, process improvements, and performance monitoring.
• Can make decisions regarding operational adjustments within set parameters but must consult the senior leadership team for major changes.

2. Compliance and Legal Subcommittee

Level of Authority:

• Primary Role: Advisory with Oversight Responsibility.
• The Compliance and Legal Subcommittee is responsible for advising on legal and regulatory matters, ensuring adherence to laws, and managing risks. It provides key recommendations to senior management but does not have decision-making authority in terms of making final legal decisions.
• It can make recommendations on legal contracts, risk management strategies, and compliance initiatives but cannot finalize contracts or settlements without executive approval.

Decision-Making Scope:

• Advises on compliance strategies, regulatory changes, and legal risk management.
• The subcommittee can suggest compliance procedures but cannot enforce them independently without the approval of the leadership team.

3. Human Resources Subcommittee

Level of Authority:

• Primary Role: Executive Decision-Making in Specific Areas.
• The HR Subcommittee has significant decision-making power related to staffing, recruitment, training, employee benefits, and internal culture. It is empowered to make decisions about recruitment strategies, employee development programs, and employee performance management systems.
• For certain strategic decisions (e.g., salary structure changes, large-scale layoffs, or company-wide cultural shifts), the subcommittee must seek approval from senior leadership or the executive team.

Decision-Making Scope:

• Executes decisions regarding hiring, employee training, performance evaluation systems, and benefits policies.
• Can make immediate decisions related to employee onboarding, career development, and workplace initiatives, but major financial commitments regarding staffing or restructuring require higher-level approval.

4. Quality Assurance Subcommittee

Level of Authority:

• Primary Role: Advisory with Oversight and Implementation Authority.
• The Quality Assurance Subcommittee advises senior management on how to uphold and improve product and service quality. It also has authority to implement quality standards and initiate audits and reviews within the company.
• The subcommittee can enforce quality processes and procedures, but significant changes (e.g., changing product standards or introducing new compliance measures) require approval from senior leadership.

Decision-Making Scope:

• Can set and implement quality standards and internal audits.
• It has authority to conduct audits, make recommendations on quality improvements, and directly impact operational processes by enforcing compliance with internal quality standards.

5. Technology Subcommittee

Level of Authority:

• Primary Role: Advisory and Decision-Making for Technical Solutions.
• The Technology Subcommittee has decision-making authority on the adoption of new technologies, IT infrastructure management, cybersecurity measures, and digital transformation initiatives. However, major capital expenditures related to technology require consultation with the executive team.
• The subcommittee’s decisions on technical upgrades, system implementations, and resource allocation within the IT domain are actionable, but larger budgetary decisions need approval.

Decision-Making Scope:

• Executes decisions about IT solutions, cybersecurity protocols, and system upgrades within the approved budget.
• Responsible for implementing technology initiatives and monitoring their success, but high-cost decisions and large-scale projects are escalated to senior leadership for approval.

6. Finance Subcommittee

Level of Authority:

• Primary Role: Executive Decision-Making on Financial Matters.
• The Finance Subcommittee has significant authority to make decisions related to financial management, budgeting, forecasting, and investments. It can approve operational budgets and financial expenditures within certain guidelines and can suggest changes to financial policies.
• Major investment decisions, mergers, acquisitions, or significant strategic financial changes must be approved by the executive team or board.

Decision-Making Scope:

• Executes decisions regarding budgeting, forecasting, and financial allocation within defined parameters.
• Has decision-making power for routine financial matters but must defer to the executive team for high-impact financial decisions like large investments or organizational restructuring.

7. Strategy Subcommittee

Level of Authority:

• Primary Role: Advisory and Decision-Making on Strategic Initiatives.
• The Strategy Subcommittee holds decision-making power related to the strategic direction of SayPro, such as identifying growth opportunities, market research, and business development initiatives. It works closely with senior leadership to align strategic objectives with company goals.
• However, major changes to the company’s strategic direction or large-scale initiatives need the approval of the executive team or board.

Decision-Making Scope:

• Executes decisions on strategic planning, market entry, and business growth strategies.
• Can approve short-term strategic initiatives and monitor progress but requires approval from senior management for long-term shifts or large-scale investments.