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RACI Process

The RACI technique helps to discuss, agree and communicate the roles, responsibilities and accountabilities.  This should be used to aid stakeholder management of key internal and external teams or stakeholder groups.

See below definitions of RACI to aid understanding:


The person who is responsible for getting the job done.


The person who is ultimately accountable for the change. They own it.


Must always be consulted before a decision or action is taken.


Must always be informed after decision or action is taken.

RACI Chart Template

RACI is a simple tool / technique that can be used to identify roles and responsibilities during a change process.

It is suggested that the initial initiative RACI is completed at a higher level to understand overall governance levels and accountabilities for workstreams to run the initiative for the lifecycle, this can sit alongside other documents completed during Set Up. RACIs can then be useful tools for separate projects to show activities or decisions in place of workstreams. For example, you may have a RACI for the different RIBA stages of a Facilities Directorate capital project, or for a specific IT project team or Business Change team.

Click the DOWNLOAD button to access the RACI Chart template.



Hints & Tips

  • Identify all the activities and decisions involved in delivering the change and list them on the left-hand side of the chart in completion order.
  • Identify the key stakeholder roles and list them along the top of the chart. This could be extracted from the Stakeholder Identification Log.
  • Complete the cells of the chart identifying who has the responsibility, the accountability and who will be consulted and informed for each task.
  • Ensure every task has a role responsible and a role accountable for it. No task should have more than one role accountable.
  • Share, discuss and agree on the RACI Chart with your stakeholders before your initiative starts.
  • Useful for understanding roles and responsibilities for activity in operation too.
  • It is not possible to delegate accountability but it is possible to delegate responsibility.