Pro-Business DNR "Charter" Agency, Wisconsin's First, Could Be Announced This Week, DNR Draft Memo Says

[This memo may be the same one referenced in this Journal Sentinel story. There are some glitches in the reproduction,  such as a year-by-year chart that did not reproduce properly showing declining numbers of employees, but I wanted to put it up as it was received.  If I can get a URL to the file, I will re-post that.]

Charter Agency/Organizational Update Communication Plan

DRAFT- May 9 Organizational Effectiveness Communication Plan

Talking points: CHARTER AGENCY

By Executive Order, Gov. Scott Walker today designated DNR as Wisconsin government's first Charter Agency pilot.

• Under the charter concept, DNR will be given increased operating flexibility to enable the agency to improve customer service and business support, as well as enhance its natural resources mission.

•    The pilot will be for the 2011-13 biennium.

Under the Charter, DNR has committed to: o Measurably increasing customer satisfaction through increased cllstomer outreach and assistnnce; development of on-line permitting options, and expanding,()v,er the counter service;.,    , .    .
o Improving cost-effectiveness by duplicative systems and lower priority ,work and reducing overhead and operational costs for facilities management.rent,    ti-avd ---.. and other basic operations;
outreach and assistance and expanding improving DNR's website;
Deleted: through increased customer
Deleted:    to    the    public    by    30% and
Deleted: eliminating non-essential
Deleted: by 2.5%
o Improving management systems to reduce permit times for major air and water permitsj _..    _    Deleted: by 10%;.
o Maintaining employee salary and fringe costs below 90% of authorized levels for fiseal year 20 I 1.
Formatted: Indent: Left: 0.25" ~-
To achieve these goals, DNR will be given management discretion in: ': -"OV<--\-' I.

• Recruitment and retention of high performing employees;    ,/    0 o DNR will be able t9 utilize merit compensation tools to reward excellence,
• •

and retain attract talent;

o    DNR will be exeml)ted from the state centralized position review ~
Work force alignment - to shift the resources to areas of permit backlogs;-7
Fleet operations;
o Something staff repeatedly asked for in talks with the Secretary's office
o    We will be able to right size and equip vehicles for our tasks.
( a:~rmatted: \-"'"    '    . -    ...;
Bullets an~ Numbering
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• Facilities operation and construction;
Charter Agency/OrganIzational Update CommunIcation Plan
•
o DNR able to pursue cost-savings at facilities without DOA over-sight. Information technology; and
, ...-
r J
•Initial management strategies for the new Charter Agency include:implementing//\ a line authority system in the agency to improve consistency and accountability;    ~) using "Smart Regulation" principals for all environmental programs; setting uniform performance expectations for staff and supervisors; and implementing bi -annual program audits.

The Charter Agency concept has been recently utilized by Iowa and Washington states.

o Both states pursued innovative strategies to achieve better results within government by testing the hypothesis: Given greater operating flexibility, Charter Agencies will be able to produce better outcomes for their customers at less costs than under the standard bureaucratic system.
o The Wisconsin DNR Charter Agency concept is modeled after the best elements of those two state programs, but with less bureaucracy involved. The aim is positive outcomes and improvements, not red-tape. That's the whole point.

UPDATED ORGANIZATION With shrinking budget and staff resources, DNR can no longer sustain the organizational structure adopted by the agency in the mid- 1990's.
• The reality is resources will likely re~;~;-;;'st~tic or continue to shrink, mandating new ways to get out work don    DNR FTE    ave gone down from a high of 3,114 positions in 1995 to 2,670 today.
• Purchasing and procurement.
r:
1995
~
3,114
3,114
1997
2,906
1999
2,932
2001
3,001
2003
2,975
2005
2,824
2008
2,714
2009

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Charter Agency/Organizational Update Communication Plan
•
2,746 2,670    2,670
When the line/staff model was developed - there was no Internet, no email.no live meeting, no cell phones, no voice mail- in short, having in office supervisors was critical to coordination.    New tools reduce that need.


2011
• Multiple administrations have recognized the need to modify our reporting structure; work on changes to line staff began last fall and were continued under the new Secretary.
• Updating must include increased operating flexibility in order to produce better outcomes for its customers at less cost than under the standard bureaucratic system.
• Our core natural resource management and environmental protection mission must be fulfilled
The updated organization emphasizes:
o Updating organizational processes as well are organizational structure
o Process consistency in both application of regulations and in permitting actions; the modified organization can help improve consistency.
o Input -- each division's management team - which includes managers from field and central office -- provided input on organizational changes based on its knowledge of their programs' work.
o Maintaining working relationships will be maintained and most employees will see little change in their day to day work who they report to may change.

No layoffs as part of the realignment. We will try to avoid any demotions or forced moves.
Close working relationship of regional directors and Secretary.
o They will report directly to the Secretary [unlike in the past] in an enhanced role
in the agency.

o Their knowledge of staff and programs puts them in a unique position of guiding economic development to achieve enhanced environmental outcomes.
~';>~~i,jSEt.)jfPv'f~s:$~~I.rmm;>m)T
Increased attention to organizational and process effectiveness,
• A new position in the Secretary's Office -

AI Shea heading an Office of Business Support and Sustainability will provide the tools and help needed to support

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Charter Agency/Organizational Update Communication Plan
business vitality, improve organizational effectiveness and customer service, and
focus on sustainability.
• Regional Directors will create and direct sector teams to pull together experts to deal with shared issues in a particular sector

Benefits:

•    DNR's mission to protect and enhance the environment is better supported
• DNR will have increased operational flexibility
•    Changes should result in "more boots on the ground" and staff having more hands-on duties and less paperwork
•    Wis. businesses have a responsive and accountable partner in business development;
•    DNR regulatory decisions are consistent and transparent to the public;
•    Customer service and access to the DNR is greatly improved; and o    Staff-especially  in the northern part of the state - asked for expanding over the counter service hours • Efficiencies and cost-savings are enabled through reduced bureaucracy.
~ ~ncourages    developing Internet-based tools to streamline and more effectively track permit applications.

Efficiencies can result in better environmental outcomes, freeing staff for more field inspections and assistance to the business community in getting to compliance

CHARTER AGENCY MEASUREABLES:

The move will have the following measurables:
~ FTE - Filled FTE and salary & fringe costs will be maintained at or below 95% of authorized levels for fiscal year 20 II. Operating Budgets - Goal of reducing operating costs by 2.5% over 20 I0 base
}> ,Yj:ar..fuJ:.D~#«:.s..t:management, rent, travel, and other basic operations. Customer Service - ver-the-counter service will be increased by 30% over

Reduced Permitting Times - Goal of reducing average permitting times by o    'or air a d water permits.
Customer Satisfaction Measurable customer service bench marks are estab IS e or se ected critical business functions (by Ist quarter); improvement goals are established (by 2"d quarter) and measured (years I -4).

COMMINICATION PLAN Tools: • Draft Governor's office release and talking points (Done)

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Charter Agency/Organizational Update Communication Plan
• • • • • • • • • • • •
Summary for external audiences

legislators (Done) Video from Secretary's office (Scripted drafted; Cathy, CSL) Streamed LIVE Q/A (Cathy, DLT, CSL, OC-to    be scheduled) Emailed Timetable and Overview summary with overall org chart (Shea) Divisional summaries (Division administrators) General trade publication information article (OC) UPDA TED DNR electronic staff directory by county (CSL) Division and office meetings (divisions)

I on 1briefings   (DLT) Fact sheet on the new Office of Business Support and Sustainability (SHEA, OC) Cathy email on the role of region directors (Cathy, Shea, HR) HR summary of civil service impacts (HR)

Internal Communication: Starting on approval and timed with the Governor's external release:

I. Simultaneous to Governor's announcement: Video to staff followed immediately by written summary and timetable by email (new org chart to be available to illustrate)
2. Day or so later, streamed Q/A with secretary's staff (common questions etc. to be handled in a resulting DNR Digest article)
3. Secretary's office makes rounds of regional and GEF 2 office starting the day after the telephone press conference (schedule to be determined ASAP)
4. Meetings with RMTs and division management teams
5. HR briefs union representatives; provides civil service impact summary
6. [N/A] IF ANYONE IS DISPLACED, 1:1 meetings with supervisors and HR
7. Bureau meetings-including  field staff in person or by Live Meeting.
8. Regional meetings in Service Center offices? (by program?)
9. Build reference materials page of MyDNR, all in one place not divided by program
10. Place for staff to send questions/comments  established and staffed
11. Identification and sharing of additional implementation steps
12. Regular communication of management system upgrades/changes/tools for staff and managers

External Communication:

I. Pre-announcement: Development of speaking points, release and announcement plans with the Governor's office (Done)
2. Governor's Press Conference: Supportive legislators and business/external organization supporters to stand with Governor in conference room (Press office/Shea)
3. Immediately preceding announcement: One-on-one briefings with NRB members (prior to announcement,) Legislative committee leadership; Conservation Congress leadership.
4. Immediately after announcement: Briefkey constituencies like WMC, WWF, environmental org leadership; GLIFWC; federal agencies (if affected)
5. Spokesperson appointed - AI Shea (OC) 6. Briefings with partner agencies that would have an interest - especially EPA

Charter Agency/Organizational Update Communication Plan

7. Immediately following Governor's announcement: Telephone press conference with news media, concurrent with legislative announcement. (OC to schedule and invite)
8. ONLY IF NEEDED: Stepp Op-Ed piece distributed to news media day of Governor's press conference
9. Partners encouraged to provided supportive statements to the media - DNR should have a list of partners to refer media too. Partners might consider op-ed or supportive statements out on close quarters. (Governor's, Secretary's office)
10. Programs brainstorm and notify key constituencies/work relationships of changes, if any
II. Regional directors share summary with county and local elected officials, brief key local officials and organizations
12. Feedback loop established and monitored for implementation glitches
13. News media with regular DNR beats briefed as necessary
14. Regional news releases, if necessary
15. IMPROVED staff directory organized by staff responsibilities by county in place and
available
16. WEB contact us information updated
17. Regional directors contact local business organizations
18. General informational article provided to partner groups for their newsletters: WMC,
towns and counties associations, Conservation Congress; Gathering Waters/Lakes associations; LCV; WWF; etc.

Timetable:
• Needs to be determined in consultation with the Governor's office and uniform
throughout agency.-- Anticipated week of May 16 • Recommend internal rollout simultaneous to Governor's external annoucement
• Do we need to factor in the time frame that HR needs to get the materials appointment letters, etc.) done before the switch can be flipped?

Addendum A.

Wisconsin Is Open For Business Proposal: DNR as first Charter Agency In Wisconsin

The Charter Concept: Given increased operating flexibility, the DNR will be able to produce better outcomes for its customers at less cost than under the standard bureaucratic system.
Key Benefits: While ensuring that our core natural resource management and environmental protection mission is fulfilled:

>- Wis. businesses have a responsive and accountable partner in business development;
>- DNR regulatory decisions are consistent and transparent to the public;

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Charter Agency/Organizational Update Communication Plan

» Customer service and access to the DNR is greatly improved; and » Efficiencies and cost-savings are enabled through reduced bureaucracy. » DNR staff is involved earlier in the process through the Office of Business Support and Sustainability to allow opportunities for environmental    enhancement.
Specific Elements of the Charter:»

Improve accountability by implementing ... Line authority;
"Smart Regulation" principals for all environmental programs; Uniform performance expectations for staff and supervisors; and Bi -annual program audits.

» Improve Customer Service by ... Increasing counter service; Improving the Department's web-site; Providing customer service training for key front-line staff; Identifying customer service performance expectations in all DNR staff evaluations.

» Improve    Cost-Effectiveness    by ... Focusing on highest priority work and eliminating non-essential work; Reducing over-head and operational costs; Consolidating facilities; and Expanding profit centers.

» Improve Management Systems to ensure ... Integrated natural resource decision-making; Excellence in internal and external communications; Wisest use of information technology to assist in streamlined delivery of services; and

Measurement of progress in meeting goals in all major programmatic areas. following measurables:
• Charter Measurables: Pilot is for 2011-13 and 2013-15 bienniums and has the
» FTE - Filled FTE and salary & fringe costs will be maintained at or below 95% of authorized levels for fiscal year 20 II.

» Operating    Budgets - Goal of reducing operating costs by 2.5% over 20 I 0 base year for facilities management, rent, travel, and other basic operations.

» Customer Service - Over-the-counter service will be increased by 30% over 2010 base year.
Charter Agency/Organizational    Update Communication Plan

» Reduced Permitting Times - Goal of reducing average permitting times by 10% for major air and water permits.

» Customer Satisfaction - Measurable customer service bench marks are established for selected critical business functions (by Ist quarter); improvement goals are established (by 2nd quarter) and measured (years I -4).
Tools Needed:

Organizationa lcomplan.doc Draft 7 Irs May 9, 2011

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Hiring Discretion - DNR exempt from CPR process for hiring permanent,    project,    seasonal    and    L TE    positions;

Work Force Management Discretion - DNR given broader discretion to shift its workforce to meet chalJenges or meet new business opportunities.

Merit Tools Discretion - DNR able to utilize DCA and DCP tools to reward excellence, and retain attract talent; Fleet Management - DNR able to manage travel and fleet operations outside of DOA over-sight;

Information Technology - DNR able to pursue development and use of IT tools without meeting statewide enterprise barriers; and Facilities Management - DNR able to pursue cost-savings at facilities without DOA over-sight.