Bellinvale Flood Recovery Program roles
Roles and responsibilities slide with decision rights in every row
A roles and responsibilities slide prevents the two most common program failures, work nobody owns and decisions everybody thinks are theirs, by putting each role and its decision rights in one row. This one sets out the Bellinvale Flood Recovery Program, a fictional 18 month, $14.2M recovery effort.
What is on the slide
- Title
- Who decides what in the Bellinvale recovery. The program runs for 18 months on a $14.2M budget. Each row says what a role does and what it may decide alone.
- Recovery Coordinator
- Runs the program and the budget. Decides priorities when two streams compete for the same crews or funds.
- Council Engineers
- Assess 46 damaged roads and bridges. Decide the repair order and sign off each reopening.
- Housing Officers
- Place 212 displaced households. Decide eligibility for temporary housing grants of up to $8,000.
- Health Team
- Run outreach clinics in four towns. Decide who is referred on for mental health support.
- Business Liaison
- Help 130 businesses claim grants. Recommend, but never approve, any grant over $25,000.
- Community Reps
- Six residents test every plan. They may delay one decision once for further consultation.
- Finance and Audit
- Approve grants over $25,000 and every payment above $50,000. Report spend to the coordinator monthly.
When this is the right slide
Choose this slide when several teams share one budget and one outcome and the program needs every role's contribution and decision rights, including money limits, written down in one place.
What to swap it for
Grouping: 4 Row Headers × 2 Cards. Swap to the four row headers by two cards layout when roles fall into a few groups and each group needs two named cards rather than one row per role.
What this slide shows
A title reads Who decides what in the Bellinvale recovery, underlined with an accent rule, followed by a framing paragraph: the Bellinvale Flood Recovery Program runs for 18 months on a $14.2M budget, and each row says what a role does and what it may decide alone. A header band labels two columns, Role and Contribution and decision rights. Seven rows follow, each with an icon, the role in a tinted column and a sentence on the right. Recovery Coordinator runs the program and the budget, and decides priorities when two streams compete for the same crews or funds. Council Engineers assess 46 damaged roads and bridges, decide the repair order and sign off each reopening. Housing Officers place 212 displaced households and decide eligibility for temporary housing grants of up to $8,000. Health Team run outreach clinics in four towns and decide who is referred on for mental health support. Business Liaison help 130 businesses claim grants and recommend, but never approve, any grant over $25,000. Community Reps are six residents who test every plan and may delay one decision once. Finance and Audit approve grants over $25,000 and every payment above $50,000, and report spend to the coordinator monthly.
When this is the right slide
Use it at a program launch, a steering group's first meeting, a change of leadership or a review after a dispute, whenever several teams share one budget and one outcome. Recovery programs, capital projects, mergers and service redesigns are typical cases, because each brings together groups with their own line management and their own habits about who decides. It is the wrong slide for a team whose structure is stable and well understood, where an org chart is enough. It is also the wrong slide when the question is what each team should deliver rather than who decides; that is a plan, better shown as grouped cards with outcomes and dates.
How to adapt it
First, write the decision right in every row, using a verb such as decide, approve or sign off, and keep contribution and decision in separate sentences so each is easy to find. Second, put money limits into the rows as figures and repeat them where another role stops short. Third, give advisory groups a specific power rather than a general role; one delay, a veto on a named issue or a required sign off are all clearer than consulted. The layout takes exactly seven rows, so a program with six roles needs a seventh that genuinely holds rights, here finance and audit; never pad the slide with a row that decides nothing. For a residents' meeting, remove the internal thresholds and add a phone line to each row instead, because residents need to know who to call, not who signs a payment.
What makes this slide work
Decision rights are written in every row
Decide the repair order. Decide eligibility for grants of up to $8,000. Recommend, but never approve, any grant over $25,000. Each row says what the role may settle alone, not just what it does. That is the information a program actually needs when two teams disagree at four in the afternoon and the coordinator is in another town.
The approval threshold appears on both sides
Business liaison recommends grants over $25,000 and finance and audit approves them, along with any payment above $50,000. The limit is written into both rows, so a reader starting from either role finds it. Thresholds stated once, in a policy document, are the ones that get exceeded by accident.
Community voice has a defined power
Six residents test every plan and may delay one decision once for further consultation. Rather than listing community reps as consulted, the slide gives them a specific, limited right. That is more respectful than a vague promise of engagement, and it tells the engineers exactly how much the community can change their schedule.
Questions people ask
How many roles fit on a roles and responsibilities slide?
Six to eight rows is the readable range at presentation size. This layout holds seven, each with a name and two lines of text. A program with more roles should group them, for example all engineering disciplines under one row, and keep the full list in a RACI table in the appendix where each task can be mapped individually.
What is the difference between a contribution and a decision right?
A contribution is the work a role does; a decision right is what it may settle without asking anyone. Programs usually document the first and leave the second implied, which is where disputes start. Writing both in each row, here assess 46 roads and decide the repair order, makes the boundary visible before a disagreement tests it.
Should a roles slide replace a RACI matrix?
No. A RACI maps every task to responsible, accountable, consulted and informed roles, and it is the working document. The roles slide is the summary the steering group can hold in mind. Use the slide in meetings and the RACI for day to day questions, and make sure the decision rights on the slide match the A column of the matrix.
How should approval limits be shown?
As dollar thresholds written into the rows of the roles that hold them, and repeated where another role stops short. Business liaison recommends but never approves grants over $25,000, and finance and audit approves them. Stating the limit on both sides means a reader can find it from either role without cross checking.
When should this slide be split into two?
When the audience is two different groups. Residents need to know who to call and what each team can decide for them; the steering committee needs the approval limits and escalation path. Keep this combined version for the program board and make a simpler who to contact slide for community meetings, without the internal thresholds.
How should a roles slide be presented?
Do not read every row. Pick the two boundaries most likely to cause friction, here grants above $25,000 and the community reps' one delay, and explain them. Then ask whether anyone in the room thinks they hold a right the slide gives to someone else. That question surfaces conflicts while they are still cheap to fix.
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