Team Charter. Performance Management Resource Team. Team Alignment: Focus Area: Strategic Goal: Priority:

Transcription

1 Team Name: Team Alignment: Focus Area: Strategic Goal: Priority: Other (describe): Performance Management Resource Team County Manager Strategic Plan Prepared By: Robert Ade / Alberta Nero Date: September 21, 2010 Approved By: Dele Lowman Date: September 22, 2010 Continuous Improvement Planning Analyzing & Reporting Delivering Results Performance Measurement Delivery/Implementation Outcome Budgeting

2 STATEMENT OF PURPOSE The Performance Management Resource Team is being chartered to create a core group of trained professionals that will assist with the identification and implementation of short- and long-term continuous improvement activities for the County. They will receive direction and priorities from the leadership team plus have the autonomy to identify additional high impact/high visibility team projects. The Performance Management Resource Team will work closely with the Strategy and Organizational Development division in the design and implementation of the County continuous improvement process including methodology, services and tools. The short- and long-term projected outcomes for Performance Management Resource Team activity include: A focused, structured approach to continuous improvement, and Increased efficiency and cost-effectiveness of County processes and service delivery on a per project basis. SCOPE Mission: To identify and implement continuous improvement opportunities within the organization. Goals Establish a skilled cross-functional performance management resource team. Establish direction, priorities and desired outcomes for the performance management resource team. Implement the County continuous improvement process. Objectives Leadership will identify and prioritize of FY2011 high impact/high visibility initiatives by 11/30/2010. Leadership team sign-off on the County continuous improvement process by 12/31/10. All core members of the Performance Management Resource Team complete phase 1 training by 3/31/11. TEAM COMPOSITION Team Skill Sets Core Team (CT) Members (Those team members required for conducting team business on a regular basis) Consultative skills Facilitation Problem solving Process flow methodology Data gathering and interpretation Financial analysis Systems expertise Procurement expertise Communications planning Teamwork Support/Advisory Team (SAT) Members (These are team members who support or advise core and/or extended team members in team activities) Allocate resources for team. Provide general support (coaching, advisement, etc.) for team in achieving its mission, goals and objectives. Team Charter Page 2 of 6

3 Extended Team (ET) Members (Those team members who are involved in activities on a part-time basis or who specialize in a particular phase of an assigned project s life cycle.) External team members whose expertise will be necessary to support implementation of team projects/initiatives on an as-needed basis. Team Membership and Roles Name Department Team (CT, ET, SAT) Team-Specific Role Strategy & OD CT Facilitator/Function SME E & CD CT Functional SME H & HS CT Functional SME IT SAT Advisory Team Member County Manager CT Functional SME County Manager SAT Team Advisor Finance & Budget CT Functional SME Superior Court CT Functional SME Internal Audit CT Functional SME Strategy & OD CT Facilitator/Function SME Personnel CT Functional SME Financial Systems CT Functional SME Purchasing SAT Advisory Team Member General Services CT Functional SME Finance & Budget SAT Advisory Team Member IT CT Functional SME Registration & Elections CT Functional SME TEAM OPERATIONS Team Communication Distribute meeting notices and minutes. Develop a communication strategy that is part of the County continuous improvement process. Shared Accountability Each team member is responsible for individual assigned tasks and overall team results. Time Requirements Anticipated that the Performance Management Resource Team will meet collectively once every two weeks. The meeting schedule and time requirements will be established by the team and may be modified as specific projects/assignments dictate. Team Decision-Making Process Team decision-making will be based on team consensus. The designated team leader will guide the team utilizing a consensus building process. Team Charter Page 3 of 6

4 Conflict Resolution and Problem Solving Internal conflict resolution will be addressed though standard team facilitation techniques. External conflict resolution will be addressed through consultation with the Team Advisor who will communicate the issue to the Leadership Team for disposition. Process Improvement The process to identify, analyze, develop, implement and track improvements will be documented in the County continuous improvement process. Changes in Team Membership Team members are requested to submit written notification, acknowledged by their Director when appropriate, that they will be withdrawing from the team. The team and the Team Advisor will decide how the team member will be replaced. The team leader will update team charter to reflect change in membership. Relationships/Interaction Depending on the specific group, or organization, the team leader will initiate direct contact or request that the Team Advisor make contact. Team Charter Page 4 of 6

5 TEAM PERFORMANCE ASSESSMENT The Team Performance section documents how the team will measure its efficiency and effectiveness in delivering results (both from a team performance and an objective/deliverable perspective). Team Performance Select Project Measures Type of Measure (Results, Efficiency, Output/Demand, Client Benefit) Measure Description Target Actual TBD Team Deliverable Performance Deliverable Projected Effect on Delivery of Services, Programs, or Processes Milestone(s) Confidence Level for Achieving Performance & Timing Targets Continuous Improvement Process Disciplined approach to process management and improvement projects. Increased efficiency and costeffectiveness of County processes and program service delivery. Commissioning of team. Development of the County continuous improvement process. Leadership team sign-off of the FY2011 continuous improvement process priorities. High Finalization of composite team skill set. Skilled cross-functional performance management resource team Increased efficiency and costeffectiveness of County processes and program service delivery. Determination of initial team training needs. Identification of training providers (internal and external). Identification of source for training funding. Medium Completion of initial team training. High/Medium/Low NOTE: Additional deliverables and milestones will be determined by future process management/ improvement opportunities and assignments. ATTACHMENTS: Action Plan Team Chartering and Start-Up Activity Milestone Report - Team Chartering and Start-Up Activity FY2010 Key Opportunities Team Charter Page 5 of 6

6 Team Buy-Off The Team Buy-Off section documents team member agreement to the contents of the chartering document and being held mutually accountable for adherence. Name (print) Signature Date Team Charter Page 6 of 6