At The Wisconsin DNR, Buzzwords, Process, Regimentation

Scott Walker said he wanted a "chamber of commerce mentality" atop the Wisconsin DNR, but if you look at the agency's Leadership Team Charter just approved internally and found on my transom I'd say strategic planners have won out over environmental planners for the heart and soul of this DNR management team.

It's a development I'd noted recently, quoting other DNR documents.

Chamber of Commerce or Champion Consultants? You decide.

Here's the agency's memo about its new Department Leadership Team, (DLT), Charter - -  below, in full, and I haven't re-coded it for fear of losing some pieces, so apologies for the appearance of the text.

Here a couple of samples that caught my eye if you can get no further:

White Papers and Issue Briefs: White Papers and Issue Briefs are to be developed for all items requiring DLT action. White papers will be used to document broad issues that require further scoping, discussion, and planning before recommendations can be identified. Issue briefs will be used to make decisions and will include a summary of the decision to be made, list of viable options, advantages/disadvantages of each option and the recommended option. White papers and issue briefs will:  Be prepared using the template documents available at HYPERLINK HERE.  Be no more than 2 pages in length, preferably only one (1). They may be accompanied by additional background information.  Be submitted to the ESA, at least 2.5 weeks prior to the meeting.

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All decisions are made or delegated by the Secretary’s Office. The DLT is the advisory body that advises and informs the Secretary’s Office. Meetings will be facilitated in a manner to promote thorough discussion to ensure options, ideas, and impacts are analyzed before decisions are made. Members will actively engage in discussions with a goal of candid and collegial interactions that promote constructive conflict and debate. 

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Adopted: July 21, 2014

I.  Sponsor:

Secretary

II. Purpose and Objectives:

Department Leadership Team Charter

The purpose of the Department Leadership Team (DLT) is to provide leadership and direction for the Department. The DLT’s role is to set the strategic direction and priorities to accomplish our mission as One DNR. The DLT is responsible for ensuring integration and guiding operational excellence. The DLT should routinely operate at a scale where the focus is on strategy, critical thinking, and policy development.

III. Team Membership and Member Expectations

Core Members:  Secretary

 Deputy Secretary  Assistant Deputy Secretary  Director of Policy  Secretary’s Directors (5)  Division Administrators (5)  Office of Business Support & Science Director  Chief Conservation Warden  Director of Continuous Improvement – (Serves as the Operations Management Team

Representative)  Chief Legal Counsel

Core members are expected to:  Actively participate in the DLT including being prepared for meetings, participating in

discussions, developing white papers and issue briefs, etc.  Constructively share perspectives and issues from their assigned program/geographical area

and actively work toward solutions together as One DNR.  Support and communicate decisions of the team.  Sponsor teams and ensure they have the proper direction, support, and accountability.

Support Members:  Facilitator – Responsible for facilitating discussions as needed. (To be appointed by the

Secretary and may rotate based on the issue.)  Executive Staff Assistant (ESA) – Responsible for documentation and documentation

management, tracking of tasks and decisions, and assisting the Secretary with agenda setting.  Internal Communications Specialist – Responsible for drafting messages to communicate DLT

efforts and decisions to supervisors and staff.

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Auxiliary Members: Other DNR staff invited to provide technical expertise for specific agenda items. Auxiliary members often include the Communications Director, Human Resources Director, Chief Information Officer, and Chief Financial Officer, etc.

Substitutes: DLT members may designate a substitute to represent them if they are unable to participate. Substitutes should be carefully chosen making sure that they have the skills and knowledge to act on behalf of the regular member.

IV. Authority and Boundaries:

The DLT is the executive level team in the Department and is the advisory body to the Secretary’s Office. The DLT has the responsibility to advise and inform the Secretary’s Office on all matters associated with the direction and management of the Department including strategic planning, identification of emerging issues, and agency effectiveness (budget priorities, integration, management systems, engagement, consistency, etc.). The DLT does not supersede the authority of the Secretary’s Office, Governor’s Office, and Natural Resources Board.

The DLT has the authority and responsibility to establish and empower the necessary teams to ensure effective management of the agency. Each team will have an assigned DLT sponsor that is responsible for ensuring the team is:

 Operating within the scope of their DLT approved charter.  Completing assigned tasks and accomplishing goals.  Reporting out accomplishments quarterly to the DLT.  Effectively supported by timely decision-making and the resolution of challenges and

barriers.

The following teams are standing teams established by the DLT along with their role and assigned sponsor. Additional teams may be approved by the DLT.

Team

Role

DLT Sponsor

Operations Management Team

Responsible for evaluating and making decisions on the details of the day to day operations of the agency.

Continuous Improvement Director

Information Technology Oversight Board

Fish and Wildlife Management Team

Environmental Management Account Team

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Integrated Law Enforcement Group

V. Meeting Structure and Operating Guidelines

The DLT will meet according to the following meeting structure. Additional meetings may be called to address time sensitive or time intensive items.

1. Monday Morning Secretary’s Briefings:

Attendees: DLT Core Members, Tribal Liaison, Federal Liaison, Legislative Liaison, Chief Financial Officer, Office of Communications Director, and others as appropriate.

Purpose: Share information on high priority and emerging issues from the previous weekend or coming in the week ahead and notable projects or initiatives.

Time: Every Monday morning 8:30 - 9:00 a.m. Facilitator: Deputy Secretary Notetaker: None – notes are prepared in advance Agenda:

a) Hot/emerging issues - All b) Upcoming meetings for the Secretary’s Office c) NRB Prep will follow at 9:00 a.m. if needed (separately scheduled)

Minutes (Notes):  Will be drafted in advance following a standard template that includes:

a) A written summary no more than 3 sentences in length b) The names of key constituents involved (ex. WCC, legislator, etc.) c) The name of the program and key staff involved. d) Whether or not the issue is confidential. (Confidential issues will not be shared in the

Briefing Notes posted in the Resource).  DAs and SDs are responsible for ensuring that information for the notes is provided by Friday

at 12:00 p.m.  Will be provided to DLT members by Friday at 4:30 p.m.  Will be shared via the Resource each Monday.

2. DLT Action Meeting: Attendees: DLT Core and Support members along with Auxiliary members as needed. Purpose: DLT standing team reporting (quarterly) and decision-making. Time: Occurs every other week on Tuesday mornings from 8:00 – 9:00 a.m. (Note - Need to schedule on off Board weeks) Facilitator: Deputy Secretary or designee Notetaker: ESA

Agenda: a) Approval of minutes from previous Action or Strategic Direction Meetings. b) Follow-up issues - ESA c) Items for decision d) Standing Team Reports (To be scheduled quarterly) e) Quarterly budget briefings f) Items/Issue Briefs for next meeting

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g) Issue briefs/white papers are to be shared two weeks in advance of discussions to streamline discussion and decision making process. Exceptions to this timeframe will be allowed for time sensitive issues.

Minutes:  Decisions and tasks will be documented.  The Internal Communications Specialist will draft articles for the Resource to communicate

DLT decisions.

3. DLT Strategic Direction Meetings:

Attendees: DLT Core members and Internal Communications Specialist along with Auxiliary members as needed. Purpose: Higher level strategic discussions and policy decisions. Time: Full day meetings every other month

Facilitator: Deputy Secretary or designee Notetaker: See minutes below. Agenda:

a) b) c)

Progress on strategic initiatives (engagement, action plan) Discussion and decision on initiatives and major projects Identification of agenda items for next meeting

Minutes:  Will be taken by individuals identified/delegated by the issue leader, and will be provided to

the ESA within three days following the meeting. The ESA will compile and send out the draft for additions and revisions. The minutes will be moved for approval at the next DLT Action Meeting.

 The Internal Communications Specialist will draft articles for the Resource to communicate DLT decisions.

White Papers and Issue Briefs: White Papers and Issue Briefs are to be developed for all items requiring DLT action. White papers will be used to document broad issues that require further scoping, discussion, and planning before recommendations can be identified. Issue briefs will be used to make decisions and will include a summary of the decision to be made, list of viable options, advantages/disadvantages of each option and the recommended option. White papers and issue briefs will:

 Be prepared using the template documents available at HYPERLINK HERE.  Be no more than 2 pages in length, preferably only one (1). They may be accompanied by

additional background information.  Be submitted to the ESA, at least 2.5 weeks prior to the meeting.

VI. Decision-making Process

All decisions are made or delegated by the Secretary’s Office. The DLT is the advisory body that advises and informs the Secretary’s Office. Meetings will be facilitated in a manner to promote thorough discussion to ensure options, ideas, and impacts are analyzed before decisions are made. Members will actively engage in discussions with a goal of candid and collegial interactions that promote constructive conflict and debate.

RespectIntegrityProfessionalismCollaborationCustomer Service