Sounds great. The one thing I'd consider doing (this is a double-edged sword) is to include a few metrics that are already-established company goals. For example, if your call hang-up rate is 12% and your goal for this year is 8%, include it in your responsibilities. Sure it commits you, but you know they'll raise hell if you don't meet the goal anyway. As a general rule, numerical metrics and goals raise the percieved importance of a role because managers have a built-in bullshit filter that kicks-in when all they see is "lead", "drive", "facilitate" and "support".