## Citizen‘s Charter

Modernization of Public Administration Department (Odbor modernizace veřejné správy)
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### Workshop III Teambuilding

A joint initiative of the OECD and the European Union, principally financed by the EU
Elke Löffler and Salvador Parrado
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#### Goals of an improvement team

- Clear and precise definition of the problem
- Interdepartmental problem or common to several units
- Define clearly the targets
- Set reachable goals; not unobtainable
- Use a sistematic approach for analysing the problem

#### Dimensions of an improvement team

- The team is established for a limited period of time
- It is a voluntary task for team members (to certain extent)
- Stakeholders and affected parties of the organization should be included
- Different hierarchical levels should take part in the team
- Training the members of the team is crucial

#### Members of the team

- Process owner
- Facilitator role
- Responsible role

RECOMMENDED: 6 to 8 MEMBERS PROBLEMS OF OTHER SIZES. Ideally one or two members from stakeholder groups.

#### Operational method of the team

- Agenda negotiated and worked thouroughly in advance
- Frequent meetings for the decision-making process; less frequent for implementation and evaluation
- Meetings results should be reported and negotiated
- Decisions to be reached within 12 to 16 weeks

#### Phases

- Phase 1: DESCRIBING THE PROBLEM BUILDING THE TEAM
- Phase 2: DATA COLLECTION AND PROBLEM ANALYSIS
- Phase 3: PROCESS ANALYSIS
- Phase 4: BRAINSTORMING SOLUTIONS
- Phase 5: BENCHMARKING
- Phase 6: ACTION PLAN
- IMPLEMENTING SOLUTIONS, ASSESSMENT AND ADJUSTMENTS

THINKING IN REVERSE ORDER

#### Summary and lessons

- Explicit commitment of top managers.
- Team work is not an extra-activity for members
- The organisation should not have serious problems (trade unions, strikes…) before building up teams
- Teams are means for a wider purpose
- Divergences between the team results and the daily work should be avoided
- Solutions should not be too ambitious or too numerous
- Combination of systematic methods and political negotiation
- Implementation of solutions should be close to decisions
- Teams should focus on results, not on the process only