Emerging

A emerging decision is a decision that an individual or group predicts will be escalated to the membership. An emerging decision is likely to be an “idea” or “in scoping” and have few implementation details and little supporting documentation.

Guidance on information

Decision ticket and Decision summary provide a normative reference on documenting decisions for Members.

The table below is informative guidance on tailoring this information to the stage of the decision. In general, more detailed information is required as a decision progresses through the decision pipeline

Details of information for an Emerging decision

Information	Description
Decision facilitator	A decision facilitator is not required for emerging decisions but a single decision facilitator MUST be identified in order for work to progress.
Decision summary	A very high-level outline of the predicted decision. This may include a very rough proposal, a summary of the likely benefits and impact and any stakeholders who have been identified in scoping the decision.
Decision date	A predicted date when a decision-making process will start. This is important for planning engagement and identifying deadlines.
Parent issue	A link to the main ticket where work on the decision is progressing. At the “emerging” stage summary information provided to Members is likely to be limited, so other transparency mechanisms are important.

Note

Example decision: increasing basic pay

At the emerging stage a decision summary on pay may be as simple as e.g. “Grant employees an inflation-linked pay rise in line with our policy, in light of the material increase in inflation”.

In the first few days after the decision is raised, a decision facilitator is identified and a decision team starts to form. Stakeholders are identified from first principles, e.g. all employees (who will have an opinion on how much they are paid), Finance Group (who will have an opinion on costs), Business Development Group (who will have an opinion on the knock-on effects on pricing).

Guidance on responsibilities

Responsibilities for Emerging decisions

Role	Responsibilities
Decision Facilitator	Introduce new decisions to members. Provide and keep updated any required information on the decision ticket, including the decision summary. Identify and reach out to stakeholders. Withdraw decisions that become infeasible. Put on hold decisions that are not being worked on.
Members	Read updated decision summaries and highlighted supporting information in advance of regular meetings. Engage with the decision facilitator and team if you are identified as a stakeholder. Identify yourself as a stakeholder based on available information.
Decision portfolio manager	Identify missing emerging decisions and engage with relevant individuals or groups to get these represented on the decision pipeline. Ensure that individual decisions have required levels of information and that this is kept up-to-date. Ensure that members are engaging with tickets as agreed. Identify decisions that are not progressing and work with decision facilitators to put these on hold or restart work. Identify decisions that are candidates for delegation or withdrawal.

Workflows

Allowed transitions from Emerging status

Status	Description and requirements to progress
In draft	None
Delegated	If decision has been delegated. Document who the work has been delegated to, and how.
On hold	If work on the decision is stopped but not explicitly withdrawn. Document reason, if any.
Closed	if work on the decision is stopped for another reason.