The nature of general decision-making authority with regard to university finances, buildings and locations, people management, and collaboration agreements in the areas of research and education is described.
On the page that covers levels of management, you can select a specific job title and get a description of the decision-making powers associated with that position, in addition to what kinds of decision-making authority can be delegated.
1.1 Pursuant to section 14(1) of the University Act, the rector is responsible for the university’s operational management within the framework established by the board.
The board can, within the framework of the University Act, establish more detailed guidelines for the rector’s decision-making and signing authority, including the rector’s powers of delegation with regard to such authority.
1.2 The rector has two kinds of authority: the authority to approve financial transactions and render decisions (decision-making authority), as well as the authority to conclude binding agreements on behalf of the university as a signatory or by (written or oral) confirmation (signing authority).
The rector has decision-making authority to render decisions on all matters and to approve all financial transactions with regard to which this authority has not been assigned to the others by law, by-laws or delegation. The rector has signing authority on behalf of the university, with the exception of financial transactions concerning the university’s real property.
The rector has the power to delegate authority, which means that the rector can transfer his or her decision-making and signing authority to others in part (delegates). All other managers perform their tasks by virtue of delegation from the rector.
1.3 These delegation provisions primarily apply to delegation from manager to manager. The levels of delegation of authority for managers are described below. Authority can be delegated one level down or two levels down, depending on the reporting relationship. For example, a level-three manager can report directly to a level-one manager (for example, the Rector’s Office head of staff reports directly to the rector), just as a level-five manager can report directly to a level-three manager.
Some job titles at AU are used for managers on different levels. For example, the title ‘centre director’ can be used for managers on levels three, four and five; similarly, managers with comparable job responsibilities and level can have different titles. As a consequence, managers at all levels must ensure that their subordinates are assigned to the correct level on the hierarchy of delegation authority and that they are informed of this.
1.4 When decision-making authority is delegated, the delegate is vested with the same duties and powers as the delegator unless otherwise agreed.
A delegate to whom decision-making and signing authority is granted by the rector can further delegate such authority wholly or in part to others, within the framework of these delegation provisions.
The delegator is responsible for ensuring that the delegate is capable of performing the delegated tasks satisfactorily. Delegators also have a duty of supervision toward delegates, and are thus obligated to intervene of their own initiative in decisions and financial transactions not made in compliance with the delegation provisions. The most appropriate form of supervision will depend on the specific task and the qualifications of the delegate.
Supervision might take the form of regular meetings or more specific documentation requirements, described in the individual delegation letter.
Delegators can revoke delegated decision-making or signing authority at any time. Delegators can set limits on further delegation of authority, even in cases in which such delegation follows explicitly from these delegation provisions.
1.5 A manager who has rendered a decision on a matter cannot handle complaints about the same case if he or she is subsequently employed in a higher-level managerial position. The complaint should be handled by the next-level manager/the manager’s direct superior.
1.6 If a manager is absent (some examples of reasons for absence are illness, holiday and business trips) and no one has been authorised to act on his or her behalf, the next-level manager/the manager’s direct superior has decision-making and signing authority unless otherwise agreed. This also applies if a manager has a conflict of interest.
1.7 Managers on levels 1-5 can delegate decision-making and signing authority to managers on lower levels (authority can be delegated one level down or two levels down, depending on the reporting relationship) as well as to selected authorised employees who can act on behalf of the manager in question to a specified extent. Such delegation can take place within the framework of these delegation provisions.
1.8 The decision-making and signing authority that are delegated must be specified in a delegation letter approved by the delegator.
1.9 General rules and procedures for the implementation of decisions made by an authorised person can be established in accordance with provisions 2.11, 3.10, 4.14, 5.9 and 6.7.
1.10 This document describes delegation within the chain of command at AU (in connection with the establishment of centres or other cross-university activities in regard to which the units involved contribute resources, their managers have a duty to determine whether to delegate decision-making and signing authority to managers at comparable levels). Authority cannot be delegated from the chain of command to governing bodies, for example the academic councils and boards of studies, because individuals do not have the authority to direct governing bodies. Conversely, the authority of governing bodies cannot be transferred to the chain of command. The decision-making power conferred on the governing bodies by law cannot be altered. This applies, for example, to agreements on research-based policy advice, which are under the board’s purview. The same applies to the tasks assigned to the directors of studies and the heads of the graduate schools by the University Act and AU’s by-laws. For these reasons, governing bodies, directors of studies and heads of graduate schools are not described in this document.
1.11 This document does not address the delegation of decision-making authority regarding invitations to/visits from the Royal House of Denmark, ambassadors, ministers, parliamentary committees or AU board members. Such visits should be coordinated in advance by the rector’s administrative assistants, the head of Events and Communication Support and/or the head of the International Office.
2.1 The rector is responsible to the board for ensuring that the university’s funds are allocated and spent within the budget adopted by the board. To the extent that the rector’s decision-making authority to make financial transactions or conclude binding agreements on behalf of the university is delegated, delegates are responsible for ensuring that the funds put at their disposal are allocated and spent within the approved budgetary framework.
2.2 Larger individual financial transactions must always be approved specifically and individually at the appropriate level of management in relation to the nature and amount of the transaction. The approval limits for financial transactions outlined in Appendix 1 apply, provided that the individual transaction is covered by and can be carried out within the framework of an approved budget
2.3 The rector delegates decision-making and signing authority to make financial transactions within their budgets, and to thereby conclude binding agreements on behalf of the university, to level-two managers, in accordance with the approval limits set out in Appendix 1.
2.4 The rector delegates decision-making and signing authority to make financial transactions within their budgets, and to thereby conclude binding agreements on behalf of the university, to the director of AIAS and the Rector’s Office head of staff , in accordance with the approval limits set out in Appendix 1.
2.5 Level-two managers delegate decision-making and signing authority to make financial transactions within their budgets or to conclude binding agreements on behalf of the university to level-three managers, in accordance with the approval limits set out in Appendix 1.
2.6 Level-two and level-three managers delegate decision-making and signing authority to make financial transactions within their budgets and to thereby conclude binding agreements on behalf of the university to level-four managers, in accordance with the approval limits set out in appendix 1.
2.7 Level-four managers delegate decision-making and signing authority to make financial transactions within their budgets and to thereby conclude binding agreements on behalf of the university to level-five managers, in accordance with the approval limits set out in Appendix 1.
2.8 Grant holders have decision-making and signing authority in accordance with the approval limits set out in Appendix 1. Grant holders cannot delegate their decision-making and signing authority to others.
2.9 Managers on levels 1-5 can delegate decision-making and signing authority to selected authorised employees in accordance with the approval limits set out in Appendix 1 Selected authorised employees cannot delegate their decision-making and signing authority to others.
2.10 Decision-making and signing authority delegated pursuant to section 2 also includes decision-making and signing authority to conclude data protection agreements related to financial transactions within the approval limits set out in Appendix 1 when so required by law.
2.11 The university director can establish administrative rules and procedures for the university's financial management and accounting practices. Within the framework of the university's financial model, the deans can establish their own administrative rules and procedures for financial models.
3.1 The rector concludes agreements on leases and subleases within the approval limits stated in Appendix 2. Managers on other management levels can conclude agreements on leases and subleases as well as termination of these within the approval limits stated in Appendix 2 and subject to the involvement of AU Estates Projects and Development when the process is initiated.
3.2 The rector delegates decision-making and signing authority to conclude lease and sublease agreements and to terminate lease and sublease agreements to the university director, within the approval limits and building areas set out in Appendix 2.
3.3 The rector delegates decision-making, but not signing authority, to the deans and the director of Enterprise and Innovation to conclude lease and sublease agreements and to terminate lease and sublease agreements, within the approval limits and building areas set out in Appendix 2.
3.4 The university director delegates signing authority to conclude lease and sublease agreements and to terminate lease and sublease agreements to the deputy director for AU Estates Projects and Development, within the approval limits and building areas set out in Appendix 2.
3.5 The deans delegate decision-making authority, but not signing authority, to conclude lease and sublease agreements and to terminate lease and sublease agreements to the heads of the administrative centres, within the approval limits and building areas set out in Appendix 2.
3.6 The director of Enterprise and Innovation delegates to the head of Enterprise and Innovation secretariat a mandate, but not the right to sign, to make decisions about entering into agreements on leases and subleases and to terminate leases and subleases within the approval thresholds and building areas listed in Appendix 2.
3.7 Heads of administrative centres can delegate decision-making authority, but not signing authority, to level-four managers at the administrative centres, to conclude lease and sublease agreements and to terminate lease and sublease agreements, within the approval limits and building areas set out in Appendix 2.
3.8 Head of Enterprise and Innovation secretariat can delegate decision-making authority, but not signing authority, to level-four managers at the administrative centres, to conclude lease and sublease agreements and to terminate lease and sublease agreements, within the approval limits and building areas set out in Appendix 2.
3.9 Financial transactions associated with building operations, including maintenance, interior design and renovations, are subject to and require decision-making and signing authority as set out in section 2 and Appendix 1.
3.10 The university director can establish administrative rules and procedures relating to leases.
4.1 The rector has overall people management responsibility for level-two managers, the director of AIAS and the Rector’s Office head of staff; however, this does not extend to the appointment and dismissal of the pro-rector(s) and the university director.
4.2 The rector delegates overall people management responsibility for employees in their units to level-two managers.
4.3 The rector delegates decision-making authority to the deans to award titles such as honorary associate professor and honorary professor and to appoint associate professors and professors through calls for applications pursuant to section 7 of the Appointment Order (Ministerial Order no. 242 of 13 March 2012 on the appointment of academic staff at universities - in Danish ).
4.4 The rector delegates overall people management responsibility for employees in their units to the director of AIAS and the Rector’s Office head of staff.
4.5 Level-two managers delegate overall people management responsibility for employees in their units to level-three managers. Level-two managers can delegate overall people management responsibility without decision-making authority to appoint permanent/senior members of academic staff. Level-two managers should be informed by level-three managers of any dismissals or disciplinary action carried out by level-three managers.
4.6 The deans can delegate overall people management authority for staff of special units at the faculty to the vice-deans.
4.7 The deans delegate decision-making authority to award titles such as emeritus/emerita associate professor and emeritus/emerita professor to the heads of department/school (institutledere) and the heads of department-like centres.
4.8 Managers on levels two and three can delegate overall or operational people management of employees in their units to level-four technical/administrative managers on level four. However, the following managers are responsible for the overall people management of the employees in their units:
4.9 Heads of department/school (institutledere), heads of department-like centres, the director of AIAS and the director CED can delegate the following to level-four academic managers:
4.10 Level-four managers can delegate operational people management of employees in their units to level five managers with or without decision-making authority to appoint postdocs and research assistants and comparable functions, as well as decision-making authority for overall people management of postdocs and research assistants and comparable functions.
4.11 Managers on level four can delegate overall or operational people management of employees in their units to level-five technical/administrative managers.
4.12 Level-five managers can delegate operational people management of employees in their units to level-six academic managers with or without decision-making authority to appoint postdocs and research assistants and comparable functions, as well as decision-making authority for overall people management of postdocs and research assistants and comparable functions.
4.13 Level-five managers can delegate overall or operational people management of employees in their units to level-five technical/administrative managers.
Establishing rules and procedures for people management
4.14 The university director, the deans and director of Enterprise and Innovation can establish administrative rules and procedures for people management applicable to their units.
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5.1 As a rule, cf. section 14(11) of the University Act, the rector must approve all external collaboration agreements of a binding nature for the university, but can delegate decision-making and signing authority. This provision applies to all types of legally binding collaborations, including co-financed collaborations and commissioned research. The rector retains decision-making and signing authority to negotiate and approve collaboration agreements on research that apply to the university as a whole.
5.2 AU Research is always legally responsible for approving and signing the following types of agreements:
In addition, AU Research is responsible for reviewing and approving research collaboration agreements, with a particular focus on agreements involving rights to exploit research results and/or utilise personal data (standard agreements); however, this does not apply to fast-track agreements drawn up by AU Research (standard agreements).
5.3 Enterprise and Innovation is always responsible for approving and signing commercialisation agreements (licensing agreements, patents, transfer of rights).
5.4 The rector delegates decision-making and signing authority in connection with the negotiation and approval of research collaboration agreements to level-two managers, including agreements that include PhD studies and general collaboration agreements that apply to PhD programmes in their areas. However, with regard to agreements referred to in provision 5.2 and 5.3, decision-making and signing authority in connection with such collaboration agreements are conditional on their prior approval by the legally responsible unit.
5.5 Level-two managers delegate decision-making and signing authority to negotiate and approve research collaboration agreements that exclusively apply to their units to level-three managers. However, with regard to agreements referred to in provision 5.2 and 5.3, decision-making and signing authority in connection with such collaboration agreements is conditional on their prior approval by the legally responsible unit.
5.6 The rector delegates decision-making and signing authority to negotiate and approve research collaboration agreements that exclusively apply to AIAS to the director of AIAS. However, with regard to agreements referred to in provision 5.2 and 5.3, decision-making and signing authority in connection with such collaboration agreements is conditional on their prior approval by the legally responsible unit.
5.7 Level three managers can delegate decision-making and signing authority to negotiate and approve research collaboration agreements that exclusively appply to their units to level-four managers. However, with regard to agreements referred to in provision 5.2 and 5.3, decision-making and signing authority in connection with such collaboration agreements is conditional on their prior approval by the legally responsible unit.
5.8 Decision-making and signing authority delegated pursuant to section 5 also include decision-making and signing authority to conclude data protection agreements associated with the collaboration agreements referred to within the framework of Appendix 4 when so required by national law.
5.9 The framework for external grants and research collaboration agreements is established by the senior management team on the background of a recommendation from the research committee. The university director is responsible for establishing rules and procedures for the administration of external grants and research cooperation agreements.
6.1 As a rule, cf. section 14(11) of the University Act, the rector must approve all external collaboration agreements of a binding nature for the university, but can delegate decision-making and signing authority. The rector thus has decision-making and signing authority to negotiate and approve educational collaboration agreements that apply to the university as a whole.
6.2 The rector delegates decision-making and signing authority to negotiate and approve collaboration agreements that apply to the university as a whole regarding existing degree programmes to the pro-rector.
6.3 The rector delegates decision-making and signing authority to negotiate and approve collaboration agreements regarding existing degree programmes that apply to a particular faculty to the dean of that faculty.
6.4 Level-two managers delegate decision-making and signing authority to negotiate and approve research collaboration agreements regarding existing degree programmes that apply to their unit to level-three managers.
6.5 Managers at levels 1-3 can, to a specified extent, delegate decision-making and signing authority regarding agreements on existing degree programmes to selected authorised employees.
6.6 Decision-making and signing authority delegated pursuant to section 6 also includes decision-making and signing authority to conclude data protection agreements associated with the collaboration agreements referred to within the framework of appendix 6 when so required by national law.
6.7 The framework for educational cooperation agreements is established by the senior management team on the background of a recommendation from the committee on education. The university director is responsible for establishing rules and procedures for the administration of educational collaboration agreements.