Key Factors for Successful Advisory Groups -- PAWG

Key Factors for Successful Advisory Groups -- PAWG

Don Maruska, JD/MBAMaster Certified Coach

[email protected]

PAWG Meeting, May 5, 2011

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Important roles for the PAWG

Vehicle for public input Channel for communication out to

constituencies Source of advice to Designated Federal

Officer (DFO)

Don Maruska & Company, Inc. 3

Key Factors for Successful Advisory Groups

Establish clear roles & responsibilities Focus on topics for which BLM seeks advice Provide feedback to group about impact of the

advice on BLM decisions Target subcommittees or subgroups on

specific objectives with clear mission, necessary expertise, and close linkage with the sponsoring FACA-approved advisory group.

Engage other collaborations with public and non-profit groups through defined projects.

Enhance information flows to address public interests beyond the advisory group


Hopes for the PAWG

Effective way for public to become informed and provide input about monitoring and mitigation consistent with the implementation of the Record of Decision.

Clear set of roles and responsibilities for PAWG, PAPO, BLM, and other agencies and mutual understanding and appreciation.

Constructive communication among members, BLM, other agencies, and public.

Focus of PAWG on the most important issues for the PAPA so that the PAWG can get traction and gain greater degree of effectiveness and satisfaction.


Hopes for PAWG (cont’d)

Consistent support from BLM in terms of information and options for consideration.

Emphasis on a limited number of key meetings (~4) per year that have key topics on which BLM seeks advice for its management responsibilities within the PAPA, provides targeted information, and taps reasonable time and expertise available from volunteer PAWG members.

Timely feedback on the disposition of recommendations that the BLM receives.

Active participation of PAWG members in PAWG meetings and as communication links with stakeholders.

PAWG recommendations adopted



A. Boost PAWG Effectiveness


1. Target PAWG meetings on key topics

a. Focus on key monitoring and mitigation relevant to PAWG’s advice to BLM (primarily on habitat issues) – wildlife, water resources, and reclamation.

b. Have advance discussion at prior PAWG meeting to identify issues and concerns.

c. Encourage participation by relevant federal, state, and local agencies.

d. Provide advance materials on the key topics for PAWG and public review and comment


2. Expand PAWG meetings to 1-1.5 days

a. Enable deeper engagement on key topics.b. Provide time for field trips and other learning opportunities

for PAWG and public.


Standing agenda for PAWG meetings Call to order Approval of summary minutes from prior meeting Designated Field Officer report

Responses to previously received PAWG advice Recent developments of note on PAPA Updates and upcoming activities

Key topic for discussion Review of materials posted in advance Discussion (including public comment on topic) Advice from PAWG

Review PAWG schedule and prep for next PAWG meeting Key topic for next session – identify issues, concerns, and

information Public comment on other topics


3. Set quarterly PAWG meetings

a. Track key topics and major activitiesb. Provide sufficient time between meetings for staff, agencies,

PAWG, and public to prepare and review informationc. Build a schedule of key topics – for example,

Fall – wildlife Winter – water resources (to sync with Geomatrix report) Spring – BLM to provide summary information of past year

activity and projections from Annual Plan and 10-year forecast (e.g. number of new wells and employment projections) with commentary from responsible agencies (WY, County, and local) about air quality, socio-economic, transportation, and other concerns (consider informal workshop format including information from operators and group Q&A and comment)

Summer – reclamation and cultural and historic resources


4. Add field trips to see management processes in action

a. Target roughly two half-day field trips per year in conjunction with PAWG meetings and open to public.

b. Rotate focus on key areas of key interest to public for which a field trip adds distinctive value, for example, wildlife, water resources, reclamation, and, perhaps, cultural.

c. Encourage Q&A dialogue with operators and relevant agencies and identification of any continuing concerns.


B. Strengthen PAPO Performance


5. Increase availability of information

a. Focus PAPO management attention on monitoring and mitigation information and data management.

b. Make information available on a timely basis through the PAPO website.

c. Improve usability of the information (e.g. request data steward/GIS specialist for maps, etc.)


6. Encourage greater transparency

a. Request contracting through agencies to post Scopes of Work and Requests for Qualifications regarding monitoring and mitigation contracts on the web in advance for public review and comment.

b. Invite agencies with primacy for a topic to provide reports through the PAWG about models and methodologies used and adequacy for ensuring monitoring and mitigation as required by the SEIS Record of Decision and other applicable federal, state, and local regulations.


D. Improve Public Information


7. Provide updates from DFO

Include a standing agenda item at PAWG meetings for the Designated Federal Officer (typically Field Office Manager) to provide

a. Responses to previously received PAWG adviceb. Recent developments of note on PAPAc. Updates and upcoming activities


8. Provide advance agenda and materials

a. Use time available between PAWG meetings for staff and relevant agencies to prepare agenda packets so that the PAWG has time and opportunity to review issues in advance.

b. Inform media and public and provide opportunities for public to submit questions and comments.


9. Post key interim updates on web

In order to provide timely updates about the PAPA monitoring and mitigation activities between PAWG meetings:

a. Have staff track key activities and updates.b. Post summary of items (e.g. monitoring and mitigation

reports, contracts that agencies have noticed for bid, etc.) on the PAPO and PAWG web sites.


D. Focus Any PAWG Subgroup


10. Create a Subgroup, if necessary

a. Limit to situations where(i.) BLM has primary regulatory or management responsibility and (ii.) topic is not regularly addressed by enhanced PAWG role or (iii.) special short-term expertise is needed.

b. Follow template to establish clear mission, expertise needed, appropriately balanced membership, and reporting to PAWG to ensure compliance with FACA and BLM regulations and support effectiveness.


Template for _______ Subgroup Mission:

Expertise/interests needed and # of members:

Term for Subgroup and membership: [BLM staff are not members]

Selection of Members and Election of Chair:[include PAWG member on Subgroup]

Meeting schedule:

Process for reporting to PAWG:


Communication Guidelines for Effective Subgroups

1. Develop clarity about mission for each Subgroup and specific examples of the distinction between advice role as described in CFR 43.1784.6-1(b) and BLM management responsibilities to avoid conflict about roles of members and BLM staff.

2. Work through the Subgroup chair to raise issues, offer recommendations, or make requests.

3. Give time for Subgroup chair to respond before sidestepping or moving up the chain.

4. Provide responses on inquiries to all Subgroup members and a log available at a web site or other location for interested members of public to review.

5. Commit to a spirit of mutual respect and meaningful collaboration.

6. Serve as a channel of accurate information to interested constituencies and the public.

7. Prepare summaries of meeting discussions and notation of specific recommendations.

8. Address at least annually how the Subgroup and BLM staff are working together and suggested improvements.


Membership Application for PAWG Subgroup

1. Please specify the interest or expertise category you are representing (as identified for the Subgroup).

2. Describe the knowledge, skills, or experience that qualify you to advise BLM on the topics of the Subgroup’s Mission.

3. What experience do you have in working in an advisory role with a collaborative approach?

4. Do you support the Communication Guidelines established for the Subgroup?

5. Are you available to attend the planned Subgroup meetings?

6. Please add any other comments relevant for consideration by BLM in making its recommendations for membership and the PAWG’s selection and approval.

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What are your thoughts for PAWG-BLM success?

What will be important for the PAWG and BLM working together successfully?

1. Write one suggestion per sheet.2. Write down on the sheets what

you can do to help implement the suggestions.

3. Mark with a “*” those that you think are most important.


Thank you!

Don [email protected]

805-772-4667

Key Factors for Successful Advisory Groups -- PAWG

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