2014 Work Planning

1. 2014 Work Planning Local Program Leadership Team

2. LPLT Charter Section 4 • Problem-Solving and Issue Resolution Process • The LPLT shall use ODOT’s Change Framework in problem-solving and improvement efforts and apply the Change Framework to LPLT’s Work Plan items. • LPLT Members should sign up for a Change Framework Simulation Workshop. The workshop will: • Provide an orientation to the Change Framework. Common language, process overview, key tools and concepts of each phase. • Learn how to identify and prioritize meaningful and manageable change initiatives. • Review issues and challenges that arise in typical change initiatives. • The next available workshop is January 22nd

3. LPLT 2014 Work Plan • Review Work Plan Document • Review and update Team Leader & Member Assignments • Each team leader for existing work items should work with their sub-team members to develop an ODOT Change Framework (OCF) Improvement Charter for their item(s) • Present a final OCF Improvement Charter for their item(s) to LPLT in April 2014

4. LPLT Charter Section 6 • Work Plan • To add items to the work plan, the issue or initiative must include the following characteristics: • Significance or impact for multiple regions or statewide • Require action, achieve a desired product and/or resolve a problem • Be within the LPLT’s decision authority • Have a champion and an ODOT Change Framework Improvement Charter prepared for LPLT consensus

5. Improvement Charter: Purpose The Change Framework provides a systematic approach to help an organization optimize its processes to achieve more efficient results. During the Define Need stage of the Change Framework, the team will begin gaining further understanding around the broader organizational issue being addressed and specific problems and/or opportunities will begin to emerge. As that happens the next step is to start documenting the problem/opportunity, goal, and scope using the improvement charter template. The Charter provides a standardized format for individuals and teams. It provides the basis for discussion and decisions and will eventually help ensure consistent understanding between leadership teams, team members, stakeholders and others in regard to the purpose of the improvement initiative. It is a “living” document that is used to guide a specific work effort and should be updated whenever major changes occur.

6. Improvement Charter: Function The Charter answers the following questions: • What is the problem/opportunity with the existing situation? • Why is this particular problem/opportunity a business priority? How does it align with the strategic goals of the agency? • What measures are available to validate the problem/opportunity? • What will be different or better when the work is complete? What is the goal? • What is the scope of the assignment? (What is in and what is out?) • What are the other constraints? (cost, time, quality) • Who is the Sponsor? • Who are the Team Members? • What is the preliminary plan with timeline for completing the work?

7. Improvement Charter: How To How to use the template • Work with appropriate individuals as necessary to complete at least Part 1 of the charter. Please be concise – try to keep your final document to no more than 3 pages in length. • Review the Charter in person with Sponsor and/or leadership team as appropriate for approval to move forward and any direction they may have. • Revise and update the Charter as required throughout the work; at a minimum at the end of each phase of the work. Be sure to update the date and revision # and keep earlier versions for future reference.