Team Charter Example
PURPOSE:
TYPE OF TEAM:
The project aims to help poor rural communities articulate their priorities through their municipal government and to
improve delivery of the most important infrastructure services to those communities. The most likely investments will be
in heating fuel (wood, gas), electricity or other energy sources, water supply and sanitation, rural roads, school building
repairs
Multi-functional
IMPORTANCE TO WBG:
The project is a high priority for country team because it has a clear poverty focus, will be implementing a key recommendation of the PRSP. As the country is
poor the programme is important to the region. In general, as we realize the potential poverty reduction benefits of providing several services at the same time to
poor communities, the Bank as a whole is increasingly attempting to invest in multi-sectoral poverty focused programmes of this type. Developing an effective
model in this case, therefore, will be reasonably important to the Bank as a whole.
WHY TEAM MEMBERS CHOSEN:
Expertise in the sectors involved in the project and experience in region/country. Interest in participating and enthusiasm for getting involved in the team learning
exercises.
SCOPE OF PROJECT:
Technical assistance (consultants and limited amounts of equipment) to help communities organize themselves and articulate their demands. Related assistance
to municipalities to train their staff, equip them and provide them with ways of organizing themselves that will help them fulfill their roles.
Funding to invest in key infrastructure identified by eligible communities (that have followed the agreed participatory procedures, that are poor, that are located in
rural areas covered by the project etc.). The infrastructure will fulfill a set of sectoral criteria.
SPONSOR EXPECTATIONS / CONSTRAINTS:
If the sponsor is the Country Director: the target is to deliver a well-designed project to the Bank’s Board in FY200?, with a concept document reviewed either
in FY200? or early FY200?. The Bank budget for FY0? is limited. In addition the team is constrained by the limited amount of time all the team members (and
management) have to devote to this activity. A further constraint stems from the multi-sectoral nature of the project. Many team members must come from
departments other than that which “owns” this project. They may therefore be under some pressure to give higher priority to products of their own departments.
If the sponsor is the Government: the target is to improve living conditions in rural areas as soon as possible and to ensure that the government sets the
political benefits if possible. Within the government, there are constraints relating to the institutional “home” for the project. Will the project funds and decision
making power be under the agency (and Deputy Prime Minister) responsible for infrastructure or the Ministry of X? Or will it be under an independent agency
reporting to the Prime Minister, governed by a multi-agency board? Government officials also have extreme time constraints, which limit the amount of attention
they can give to this project.
Foundations of Team Leadership
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Team Charter Example
TEAM SPONSOR:
TEAM LEADER:
TEAM MEMBERS:
TEAM RESOURCES:
Responsibilities
• Ensuring adequate resources
(people, $, time)
• Identify true priority at
government level
• Representing & supporting
team to rest of organization
• Understanding & supporting
team progress
Responsibilities
• Primary role in planning, follow-up/
monitoring
• Budget formulation
• Consultant coordination
• Primary role in communicating/
representing team
• Final completion of document
• Maintain integrity of project vision
• Maintain team focus
• Bring closure to “debates”
Responsibilities
• Assume accountability in attending
meetings (in person, video/telecon)
& communicate if unable in time
• Complete assignment as required
(quality & milestones)
• Support other team members
as/when needed
• Strive to get to know other team
members beyond Bank norm
• Ensure your contribution is
understood & valued
Responsibilities
• MTL Team Learning Coach
• Build team learning capacity
• Neutral external resource
• WBG experience / knowledge
• Facilitation support
• (issues, etc.)
• Country Team
• Country Office
• Social capital – Goodwill
TEAM OPERATING
PRINCIPLES:
x Endeavor to meet together as a team regularly (in person, video, teleconference)
x Participate in continuous learning, individually & as a team
x Operate from a basis of mutual respect for each other
BEHAVIORAL NORMS:
x Participate fully in meetings
x Admit / Identify limitations
x When in doubt about communicating something, communicate it
x Work on “active listening” skills.
Foundations of Team Leadership
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