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TO: |
Board of Trustees |
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THROUGH: |
Jay Fox, Executive Director |
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FROM: |
Alisha Garrett, Chief Enterprise Strategy Officer |
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PRESENTER(S): |
Alisha Garrett, Chief Enterprise Strategy Officer |
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Richard Murray, Director of Organizational Excellence |
TITLE:
title
2024 Continuous Improvement Team Highlights
end
AGENDA ITEM TYPE:
Discussion
RECOMMENDATION:
Informational report for discussion
BACKGROUND:
In 2016, UTA created a Continuous Improvement department. The purpose of this department is to foster learning and lead culture and improvement efforts across the agency to improve efficiency and effectiveness, build culture and strengthen our performance. To support the mission and vision the department structured a cross functional UTA Continuous Improvement (CI) team in 2017, made up of various employees from across the Agency. We are excited to report the size of the team continues to grow and expand their impact and influence. The purpose of this team is to build knowledge and expertise in Service Units and across Agency Offices to ensure the work of CI becomes core to UTA’s approach in our day-to-day work and reinforces the elements of the UTA Way. 2024 was another great year where several team members successfully accomplished their certification program and helped to lead out and complete numerous continuous improvement efforts across the Agency.
DISCUSSION:
This presentation will share information about the various activities members of the CI team participated in throughout the year and how the CI team performed against their learning goals and objectives. We will also recognize team members who achieved their certification and highlight some of the types of CI projects that occurred in 2024.
ALTERNATIVES:
N/A
FISCAL IMPACT:
The fiscal impact of the CI team varies from year to year. Many of the project’s which CI team members work on have various types of impact. Some projects yield hard savings while others generate soft savings. We ask team members to summarize the impact of their project. We regularly see efficiencies gained, safety, quality, and customer improvements. Many projects also improve quality of life and cultural/morale for our workforce. Our hard savings usually come through error prevention or savings in costs/labor due to reduction of hours required to do the work.
ATTACHMENTS:
None