1. The Employer embraces the goals of increased customer satisfaction, efficient work practices, and employee empowerment. To achieve these goals, the work of the Employer will be restructured and re-engineered on an ongoing basis, using the team concept.
2. The Employer will use a variety of permanent work teams due to the diverse nature of the work and the grade structure of positions.
a) Teams will vary in the levels of responsibility and authority.
(1) Some teams will be made up of members who will be able to perform all the work assigned to the team, and therefore, may perform the work assigned to all of the other members of the team.
(2) Some teams will be made up of members with a high degree of skill specialization, and each member will be responsible for specific aspects of the team's assignment. Members will not be required to perform the work of other members for which they are not qualified.
(3) Fully empowered or "self-directed" teams may exist if the work and organizational culture will support this approach.
(a) These teams will have "coaches" and not traditional managers.
(b) The team, by its members, will have responsibility for work scheduling and execution, continuous improvement, and training programs.
(4) As teams develop over time, and the skills of the members increase such as experience and skill in balancing authority and accountability, they may move from the traditional "team leader" composition to a fully empowered or "self-directed" team.
b) The Employer reserves the right to determine team membership, assignments, authority and operation.
c) Permanent Team Leader positions replace former supervisory positions in some cases. These Team Leaders will facilitate communications and work administration on a permanent basis. Permanent Team Leaders will receive the mandatory 40 hours of supervisory training to include eight (8) hours of performance management training within one (1) year of their appointment as a team leader. If consistent with classification parameters, permanent Team Leaders may exercise delegated supervisory authorities.
3. The Employer may use temporary or "ad hoc" teams for specific projects or to address particular issues including process improvement teams.
a) Team members will be assigned to these teams based on the specific skills or knowledge needed for a particular assignment.
b) Membership may be on a part time or full time basis and may cross organizational boundaries.
c) Leadership of these teams will come from a variety of sources. For example, leaders may be appointed by management or elected by the team.
d) Normally, these teams will be disbanded once the project or task is completed.
4. The Parties agree that the establishment of process improvement teams will benefit the MAC, its employees, and its customers.
a) Such teams can be expected to improve communication and feedback among team participants, and facilitate the development of a shared sense of purpose and identity among all Employees which will create an environment where the respectful constructive expression of diverse viewpoints is encouraged and valued; develop the collective knowledge, skills and abilities of all Employees to work in an environment of Employee empowerment and produce measurable improvement in the quality of services delivered; and develop the capacity of the MAC in the areas of problem identification, diagnosis and resolution, and the evaluation of customer satisfaction and product quality.
b) Process improvement teams will be defined as MAC-wide, Intra-Branch, and Activity teams.
(1) MAC-wide teams will deal with issues, problems and processes that have impact on the entire organization. Members of these teams will be from all branches and offices and will be selected based on a combination of nominations and volunteer solicitation for qualified individuals. In some cases individuals from outside the MAC should be members of these teams such as subject matter experts from facilities, security, personnel, customers or others who are involved in the process, etc. Normally, the Assistant Center Chief or the appropriate Office or Branch Chief will serve as the Action Official who will advise the team and will be responsible for the coordination of the team's work. Actual team leadership will be decided by the team advisor or by the team as appropriate. The team report will be forwarded to the Center Chief, and the LMRC through the Action Official. The Action Official and/or the Team Leader will provide written performance feedback to the immediate supervisor of each Employee serving on the team to be used by the supervisor when completing the Employee's annual appraisal.
(2) Intra-Branch Teams will deal with issues, problems and processes which are isolated to the work of a particular branch or office. Members of these team will normally be assigned by the Branch Chief in consultation with the immediate supervisors and section chiefs. The Branch Chief will serve as the Action Official and will advise and coordinate the work of the team. These teams are strongly encouraged to invite non-branch members who may be customers, individuals from other divisions who have successfully implemented programs or processes similar to those the team is charged with developing, or subject matter experts from elsewhere in the USGS. The team report will be forwarded to the Center Chief and the LMRC through the Action Official. The Action Official and/or the Team Leader will provide written performance feedback to the immediate supervisor of all participating Employees for use in completing the Employee's annual appraisal.
(3) Activity Teams will deal with issues, problems and processes which cross branch lines, but which do not have MAC-wide impact, such as help desk/computer support specifics, outreach, research projects, etc.
Membership of these teams will be based on the cross-functional/branch requirements for the specific issue and will come from nominations and the solicitation of qualified volunteers. The Action Official for these teams will normally be the Branch/Office Chief with primary responsibility for the process outcome, and will serve as advisor and coordinator for the team. The team leader may be appointed or elected by the team as appropriate. The team report will go to the Center Chief and the LMRC through the Action Official and other Branch/Office Chiefs whose functions are directly concerned. The Action Official and/or Team Leader will provide written performance feedback to the immediate supervisor for each participating Employee.
c) Any Employee, Group of Employees, Supervisor, Manager or the Union may suggest a topic, process, activity or problem for review or study by a PIT. The suggestion must be in writing and include sufficient information to explain the problem, issue, activity, etc. Suggestions may be given to either the Union or the Assistant Center Chief. Whichever Party receives the suggestion will promptly forward it to the other Party. Each month during the LMRC meeting, any suggestions received since the last meeting will be addressed. Similar suggestions will be combined as appropriate. The LMRC will determine which type of PIT is needed, its makeup, specify any desired parameters, and determine the appropriate Action Official. The Assistant Center Chief will refer the suggestion for action by the designated Action Official.
5. The Employer agrees to be a positive model of teamwork by practicing participative management, consensus decision making, and empowering Employees to the fullest extent possible, and is committed to the long-term implementation of the team concept to ensure that self-management concepts become part of the organizational culture.
6. Branch Chiefs will normally coordinate the activities of cross-functional teams, provide guidance, advice, leadership and managerial assistance to subordinate supervisors and team leaders. They are responsible for providing an equal opportunity for all Employees in accordance with law, regulations and the provisions of this Agreement.
7. First level supervisors may delegate supervisory-type duties to the team leader or the team as appropriate.
a) The Supervisor retains the authority and accountability for the supervision of assigned Employees. This includes the responsibility for coaching and developing Employees to their fullest potential, and facilitating a work environment where team work is valued.
b) Supervisors are responsible for accommodating Employees with disabilities and for compliance with applicable laws, regulations and provisions of this Agreement.
8. Operating procedures for leave approval, time and attendance, performance appraisals, awards, discipline, training, etc. will be in accordance with laws, regulations and the provisions of this Agreement.
9. The Employer will provide team related training as part of its on-going training and developmental program as described in this Agreement.
10. The Parties agree to use the appropriate procedures for determining the bargaining unit status of team leaders.