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The City of Portland, Oregon

Office of Management & Finance

Office of the Chief Administrative Officer

Committee Charter

BUSINESS OPERATIONS LEADERSHIP TEAM CHARTER

PURPOSE

The Business Operations Leadership Team strengthens the City’s operations and management through regular engagement among senior staff representing bureau business operations and OMF central service providers. It provides an opportunity for these key leaders to share knowledge and best practices; discuss administrative, financial, and management issues; and describe and implement business improvements. The committee also performs analyses and makes recommendations to the OMF Advisory Committee and to bureau directors.

GOALS AND OBJECTIVES

  • Provide a venue to share leading practices, discuss bureau operating innovations, identify opportunities to improve business processes and products, and provide feedback to OMF and to one another.
  • Use the collective knowledge of bureau business experts to identify operations needs and service gaps, and to propose strategic solutions and budget recommendations on enterprise issues.
  • Implement business process improvements and other identified necessary changes that are within the parameters of existing City policy. For decisions that require revision or adoption of new City policy, the committee will refer those recommendations to the OMF Advisory Committee or to bureau directors.
  • Evaluate service delivery and review provider and customer performance. Describe the impact of service levels and performance on bureau budgets and operations.

MEMBERSHIP

Each City bureau is strongly encouraged to appoint at least one representative to the Business Operations Leadership Team committee. Representatives must be senior financial or operations staff and be authorized to make decisions regarding bureau business operations on behalf of their bureau. Bureaus may invite additional bureau staff as needed to participate in discussions and work on special projects, initiatives, or analyses. 

The OMF Deputy Chief Administrative Officer will prepare the agenda, chair meetings, and coordinate the development and timely distribution of materials necessary to support decision-making. Committee members will identify agenda topics of interest and will contribute to discussions and to other work products of the committee. All committee members will have the opportunity to voice concerns and dissenting opinions regarding the content of agendas, discussions, and recommendations. OMF Business Operations will provide staff support.

SPONSORSHIP

The Chief Administrative Officer (CAO) champions the work of this committee and ensures adequate resources are allocated to achieve its work plan. The CAO additionally sets priorities, resolves issues and barriers, and provides overall accountability for the successful implementation of this committee's work. 

ROLES AND RESPONSIBILITIES

  • Review, evaluate, and improve City business processes and practices.

- Invite representatives who develop City business processes to hear feedback from the front-line staff who implement the processes. Review and provide feedback and recommendations on business process improvements proposed by OMF and by City bureaus. This may also include key stakeholders on the Business Hour working with the business process owner to brainstorm ideas, evaluate options, review details, etc. (Some complex recommendations may be subject to review and comment by the OMF Advisory Committee.)

- Share information and ideas. Share information from bureaus, subcommittees, studies, surveys and business process re-engineering efforts that would apply or be of interest to other bureaus. Share examples of administrative procedures, forms, reports, checklists, and other documents to promote learning and best practices throughout the City.

- Initiate discussions on current business or administrative issues and offer solutions.

  • Promote high-quality, high-value OMF services through regular, effective engagement between OMF and bureau business operations stakeholders.

- Recommend updates to OMF Service Level Descriptions. Identify core services, service levels, and expected performance to be provided. Make recommendations to update or change services and service levels as needed. Help set OMF performance expectations. Describe customer performance requirements and assist OMF to develop performance metrics.

- Monitor OMF’s provider performance metrics. Share information about services, service delivery, and costs. Discuss plans and options for performance improvement when OMF providers do not meet service expectations across multiple bureaus as defined in Service Level Descriptions.

- Recommend desired services, service levels, and identify the impacts of changes to budgets.

- Review and provide feedback and recommendations on significant changes in Interagency Agreements and rate methodologies (Internal Service Funds) or service provision (General Fund bureaus) proposed by OMF. This may also include key stakeholders on the Business Hour working with OMF to brainstorm ideas, evaluate options, review details, etc.

  • Conduct detailed analyses or research into identified issues. Convene workgroups or subcommittees as needed to support work in a particular business area or on a specific issue or project. Most workgroups will be ad-hoc, but the Committee may also elect to create standing subcommittees (e.g., to work with a particular service provider or business area).
  • Make well-supported and fully-vetted recommendations to the OMF Advisory Committee, Bureau Directors and Chief Administrative Officer (CAO).
  • Communicate decisions made and other key information back to respective bureau stakeholders and impacted parties.

RELATIONSHIPS TO OTHER VENUES

  • The Business Operations Leadership Team may receive agenda items or requests for analyses from the OMF Advisory Committee, bureau directors or the CAO.
  • Business Operations Leadership Team members prepare recommendations related to budgets, service levels, service costs, rates, rate methodologies, provider performance, and more complex or costly business process improvements to be reviewed by the OMF Advisory Committee and the CAO.

MEETING FREQUENCY

Once per month.