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It outlines facilitation, meeting formats, and consensus-building steps to ensure every voice is heard and psychological safety is established. The guide covers what to discuss, sample guiding questions, and how to draft, review, and finalize a living charter. 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This guide, which includes a charter template, will help clinic teams discuss and create their own team charter. Grounded in Team-based care principles, this process builds commitment, collaboration and communication. The act of coming together to define values and team processes can be just as important as the written charter itself.  \nInstructions  \nIt helps to have someone guiding the process who can facilitate the discussion and pull the ideas together into a draft. This could be a team member or an external facilitator.  \nEffective facilitation ensures every voice is heard, establishes psychological safety and turns the charter into a living agreement that guides daily practice, strengthens teamwork and enhances person-centred care.  \nBest practices  \n• Ideally, teams should create their charter in-person, but it can be done virtually.  \n• The key is to ensure everyone is involved. If time’s tight, you might want to consider breaking the process into a few shorter meetings and tackle one or two topics at a time.  \n• Your team might need longer to decide some details and can revisit later to finalize everything.  \nDuring the meetings  \n• Consider using sticky notes and a whiteboard.  \n• The key topics to discuss are listed below in Appendix A; start with purpose and values.  \n• For each topic, ask guiding questions and record everyone’s responses.  \n• Encourage open discussion and aim for consensus.  \n• Group together common themes and draft statements based on these.  \n• Remember to save your work along the way.  \nAfter the meetings  \n• Refine the statements that were drafted during the meeting.  \n• Create a draft charter, using or adapting our template (Appendix B) or your own document.  \n• When ready, hold a follow up meeting to go over the draft charter and make needed changes.  \n• Once the final charter is agreed upon, have every member sign it and keep it accessible.  \n• It's important to remember that a team charter is a living document. It should grow and adapt asthe team learns and develops new ways of working together. To keep it relevant and actionable, your team should review and update it regularly.  \n1  \nAppendix A: Charter Components and Questions to Consider  \n\n| | Questions to consider | Example statements |\n| --- | --- | --- |\n| COLLABORATION AND CULTURE |  |  |\n| Our shared purpose | Who do we serve?\u003Cbr>What services do we provide?\u003Cbr>What impact do we wish to make for our patients? | We are committed to providing exceptional maternity care through open communication, mutual respect and continuous learning as a team. |\n| Our values | What words reflect our values?\u003Cbr>What are the most important values we hold as a team?\u003Cbr>How do we want to operate in relation to patients and our team?\u003Cbr>How do we include our patients indecision-making? | Person-centred care, compassion, respect, safety, accessibility. |\n| Reflecting and learning | How can we regularly reflect on challenges and successes?\u003Cbr>How can we improve as a team?\u003Cbr>How can we learn from eachother?\u003Cbr>How do we encourage curiosity? | We report errors and near misses openly to prevent future occurrences.\u003Cbr>We understand we'll all make mistakes and avoid blaming each other.\u003Cbr>We hold regular debriefs to reflect on challengesand successes.\u003Cbr>We share expertise freely between team members.\u003Cbr>We celebrate learning opportunities and new insights. |\n| Respect | What words come to mind when you think about respect?\u003Cbr>How will we ensure a respectful environment within the team? | We treat each team member and every role with dignity.\u003Cbr>We acknowledge and respect different working styles and perspectives. |\n\n2  \n\n|  | What behaviours would negatively impact our working relationship? | We maintain professionalism even during stressful situations. |\n| --- | --- | --- |\n| Decision-making | How will we create a culture of empowerment?\u003Cbr>How will we define t","cbCaimhbiHKxkhdF","https://ap.wps.com/l/cbCaimhbiHKxkhdF","pdf",314528,"English","# Instructions\n## Best practices\n## During the meetings\n## After the meetings\n# Appendix A: Charter Components and Questions to Consider\n## Collaboration and Culture\n## Communication","[{\"question\":\"Who should guide the team charter process?\",\"answer\":\"A facilitator is recommended to run discussions and compile ideas into a draft. This can be a team member or an external facilitator.\"},{\"question\":\"How should the team conduct meetings to create the charter?\",\"answer\":\"Ideally the team meets in person, but virtual meetings are acceptable. Use tools like sticky notes and a whiteboard, discuss purpose and values first, and record responses for consensus-based statements.\"},{\"question\":\"What happens after the meetings end?\",\"answer\":\"Refine drafted statements into a charter using the provided template or your own document. Hold a follow-up meeting to review changes, then have every member sign it and keep it accessible, revisiting and updating it regularly.\"}]","Clinic Team Charter Guide - Template | PDF",1789216777]