United States Department of the Interior                                        FISH AND WILDLIFE SERVICE                                                     Washington, D.C. 20240

Thank you for your continued support of the Ecosystem Approach.  We hope that this information will be useful and help us as we move forward to achieve our priority resource goals.

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The Fish and Wildlife Service has adopted an Ecosystem Approach to unite Service programs and Regions in a comprehensive approach to conservation and to embrace  partnerships outside the agency.  Along with using our technical capabilities and increasing the cultural diversity of our organization in these efforts, we will involve stakeholders in decision-making and implementation.

The Service’s Ecosystem Approach incorporates the following operating principles:

 1) economic sustainability and societal well-being depend on healthy ecosystems
 2) consideration and incorporation of environmental and socioeconomic factors
 3) decisions are based on the best available science and data
 4) conserving fish and wildlife are addressed at varying scales
 5) recognition that the dynamics and resiliency of ecosystems vary
 6) emphasize prevention over mitigation or restoration
 7) involvement of all stakeholders in achieving desired results
 8) adopt an interdisciplinary, coordinated approach
 9) practice flexibility and innovation
 10) practice adaptive management, based on monitoring and readjustment
 11) consider information from all organizational levels, delegating decisions to the lowest levels, and giving employees maximum possible authority

As part of the ongoing commitment to meet resource needs and address employee concerns, the Fish and Wildlife Service contracted with the Ohio State University to assess the Ecosystem Approach to Fish and Wildlife Conservation.  Presented to the Service’s Directorate in March 1998, Ohio State’s study identified management and organizational improvements to support the ecosystem approach.  The 12 recommendations are designed to increase consistency and improve internal operations.  Acting on the study, the Directorate established an Ecosystem Approach Implementation Team to identify barriers and make recommendations for implementing the ecosystem approach throughout the Service.

The primary focus of the first meeting of the Implementation Team in July 1998 was to develop guidance about the roles and responsibilities of teams to address Regional inconsistencies.  Accordingly, the Implementation Team created a subcommittee that developed draft guidance, drawing upon the experience of individual members, each of whom was either a current or former ecosystem coordinator or team member.  The subcommittee developed this document based on discussions with ecosystem teams and through regional reviews.

The following final guidance is the result, designed to assist teams with the many responsibilities they are empowered to carry out.

This information is a guide to ecosystem teams and Geographical Assistant Regional Directors (GARDs) (and their staffs) for implementing the ecosystem approach.  The guide is not intended as a mandate to repeat any action already completed--for example, team effectiveness training--but it can serve as an alert for teams to consider actions that they may not already have discussed or implemented.

Throughout the document are boxes containing comments on the draft guidelines from ecosystem teams, highlighting the actual implementation of the actions discussed.  The Ecosystem Approach Implementation Team believes that these comments provide the necessary background for each of the concepts discussed in this document.  The Implementation Team also hopes to add new comments as this guidance is revised and our ecosystem approach experience increases.

Ecosystem teams are the building blocks for the Service’s Ecosystem Approach.  We have learned a lot about the structure, function, roles, and impacts of ecosystem teams since the Service formally adopted an Ecosystem Approach in 1994.  In addition, the National Conservation Training Center (NCTC) has offered a highly recommended course, “An Approach to Ecosystem Conservation”, which has furthered our knowledge of ecosystem management. As we proceed with implementation, the teams will become more and more the focus of activities and basis of cross-program coordination.

The purpose of an ecosystem team is to:

• identify and facilitate the implementation of collaborative projects based on landscape level considerations across Service programs with partners and stakeholders to conserve fish, plant, and wildlife resources

“Another part of this equation is that one of the major purposes of an ecosystem team is to use the expertise of all members of the team and key partners and to harmoniously bring this expertise to focus on the team’s priorities on a continual basis.”

Ecosystem teams are empowered to:

• identify, prioritize, and document ecosystem goals, objectives, and strategies with partners and stakeholders, specifying actions to achieve the team’s priorities

• identify and facilitate the implementation of collaborative projects across Service programs with partners and stakeholders, addressing team priorities to benefit fish, plant, and wildlife resources

• promote and practice adaptive management, evaluating management activities and revising them accordingly

• identify the highest ecosystem priority needs--in the areas of natural resource conservation, research, data, land acquisition, budget, funding, and personnel

• provide ongoing input to the budget process

• enhance communication and cooperation among Service stations and with partners in the ecosystem

• coordinate sharing of staff, equipment, and resources within the ecoregion

• share team successes and accomplishments

This section identifies the basic model for an effective team.  Many of these elements will vary slightly, but each team should retain the essential elements of each category.  (See Appendix for further information on team member roles.)

A. Core Team: Ecosystem teams are primarily field-based, and composed of cross-program Service employees, including a representative of each field station within an ecosystem. Some teams have enhanced their success with non-Service members on the core team.  Others find that non-Service representation is best served on subteams.

Each core team decides on its composition, recognizing that success depends on the commitment of each member and that maximum benefits will result from representation that includes project leaders, other managers, and staff members.

B. Subteams or Subcommittees: For many teams, smaller subteams or subcommittees are the most effective way to identify and achieve its priorities.  These subteams may be organized around specific issues, such as migratory birds or endangered species, or, in some cases, specific geographic areas called “focus areas” that involve stakeholders.

Representatives of each subteam should consider attending core ecosystem team meetings to inform the core teams of their meetings and current action items to ensure effective communication and coordination.

“The most successful teams use subteams as the catalyst for success.  These groups are excellent places for staff (who do not attend the regular meetings) to participate in the ecosystem approach.  Some subteams are chaired by partners, which creates a strong interest and ownership to the parent team and its activity.”

C. Team Executive Committee: Ecosystem teams too large to manage the workload may want to develop an Executive Committee that includes members of the CORE team representing all program areas.  Rather than functioning to “supervise” or otherwise  manage teams, an Executive Committee helps ecosystem teams do their job better by breaking down complex issues into priority tasks.  Some ecosystem teams consider Executive Committees invaluable in focusing on priorities.

The ecosystem team may give the Executive Committee full responsibility to act in specific circumstances, especially on short-deadline, high priority issues such as urgent Washington Office requests.
 
“It is critical that team continuity be of utmost concern during periods of change in team leadership; having the immediate, past team leader, and the team leader-elect on the Executive Committee can bolster the team’s priorities and issues during transitional periods.”

D. Partners and Stakeholders: Involving partners and stakeholders is the key to team success through the three “c’s:” communication, coordination, and collaboration. Involvement can take on the role of a full team member, regular or occasional invited participant, subteam member or subteam leader.

Each team can develop a strategy to incorporate participation.  We recommend Conservation Partnership: A Field Guide to Public-Private Partnering for Natural Resource Conservation, 1993, Management Institute for Environment and Business,  Washington, DC, National Fish and Wildlife Foundation.  This book is available from the NCTC (order by telephone, 304/876-7203).  A cross-program, cross-regional team of Service leaders in partnership development techniques will provide further guidance.

“There is a great need for increased and improved communication with and participation from non-team members in team activities and business.”

E. Ecosystem Team Leaders: By ensuring the active participation of each member, a strong, dynamic leader is critical to the success of the team.  A team leader:

• serves as the primary point of contact and advocate
• provides leadership and guidance
• keeps members current on meeting notes and other correspondence
• represents the interests of the team on issues requiring immediate attention
• coordinates the team’s annual identification of the highest ecosystem priority needs such as natural resource, research, land acquisition, budget, funding, and personnel, based on goals and objectives
• communicates issues of importance
• consults with and advises the Regional Office

Teams may want to give awards or other recognition to leaders who complete their terms, given the responsibility of this collateral duty.
 
F. Ecosystem Coordinators:  Several regions have established positions for ecosystem coordinators who serve a variety of roles:

•  an advocate and administrative support for teams
•  assist in developing and refining ecosystem team plans
•  serve as a liaison to Regional and Washington Offices
•  advance ecosystem-related budget initiatives
•  develop regional and national coordination strategies, policies, and guidance

A. Team Operating Procedures: Team members should develop operating procedures through consensus to document processes for managing projects.  Operating procedures identify task priorities, maintain consistency, and give form to vision.  Key elements are team organization, meeting frequency, and member responsibilities.

1. Team Organization: Operating procedures describe team membership, leadership terms, subteams, committees, and administrative support.  Some teams manage administrative support through Executive Committee members, temporary positions, or full-time positions that may have team support as a collateral duty.

2. Meeting Frequency and Notification: Meeting twice a year is considered minimal, with advance notification of each event.

3. Meeting Management and Summaries: The team leader chairs meetings, with  consensus-based decisions as the norm.  The chair ensures that members receive agendas in advance and prompt summaries of meetings afterwards.  Team meeting should be well facilitated; trained facilitators may be necessary for large teams.

4. Member Responsibilities: All members participate in activities and promote team unity while being directly involved only in a select number of projects.  Responsive to requests for information, members provide timely input for team decisions.  This section describes the exact roles and responsibilities for the team, subteam, executive committee, and leader.  See Appendix for further information on team members.

Ecosystem plans feature:

• a list of the field stations within the ecosystem and entities or stakeholders/partners that have an interest or assigned responsibilities
• a description of the key landscape features, species and the physical processes that affect them, historical trends, current status, and the outlook for the future or a simple description of the ecosystem, its current status, and major threats
• a description of the ecosystem priority issues

• identifying the highest priority ecosystem team goals and objectives for some period, such as five years.  Teams develop priorities, taking into account the natural resource needs and problems within the ecosystem, and considering how their work can support national and regional priorities
• identifying specific strategies and action items, including related outreach activities, to achieve the priority goals and objectives.  Many successful teams have identified three or four actions, or more, to focus on each year.
• planning for monitoring performance and results.  Teams describe ways they will monitor the effectiveness of their strategies and actions in the ecosystem area.  We recommend performance indicators compatible with the Government Performance and Results Act.

Ecosystem teams are encouraged to prepare articles about their activities for the Fish and Wildlife News and to contact the Assistant Regional Directors for External Affairs for assistance in planning and conducting outreach to the news media and elected officials.  Team members should seek opportunities to learn about the work of other Service offices and cooperators in the functioning of the ecosystem approach through open and honest discussions at team meetings, newsletters, personal letters, electronic mail, field trips, and conference calls.  Ecosystem teams may address local civics groups to report regularly on their activities and invite feedback and participation.

Along with sharing their successes with other teams and partners, Regional Directors and the Directorate, ecosystem teams should evaluate their failures and let others know how to avoid making the same mistakes.

“We suggest that all Ecosystem Teams identify a key contact individual for outreach issues, especially since outreach is such a high priority of the Service.”

D. Geographic Assistant Regional Director (GARD) Participation: An essential component of the ecosystem approach, the GARD is accountable for the team’s effectiveness, coordinating the budget process across programs and sharing resources not only across programs but among ecosystems. The GARD fosters communication and interaction among teams, regionally and nationally.  Teams need to keep the GARD informed of their activities and involved in them.

As line managers to field project leaders (ecosystem team members), Program Supervisors should model cross-program cooperation and ensure that project leaders do likewise.  Participation by GARDs and Program Supervisors with teams is understood.

E. Regional Office Participation: Regional Office staff members can provide valuable assistance to the ecosystem teams and may serve on the team.  Ecosystem Coordinators and other Regional Office staff including representatives from Realty, Budget and Administration, External Affairs, Federal Aid, Fisheries, and Migratory Birds may provide additional support to achieve ecosystem team goals and strategies.  Teams should invite and encourage the Regional Director and the Deputy Regional Director to attend meetings.

“A person from the Regional Office has been a contributing member of the ecosystem team since the day the team was conceived.  This person has attended all team meetings and even took Team Effectiveness Training with the rest of the team.  Some feel that having this person actively involved in appropriate team activities has definitely been a plus.”

F. Team Development: Achieving collaborative, on-the-ground conservation requires a specific approach to team development by evaluating and improving team activities.  Ecosystem teams working with GARDs or Program Supervisor are responsible for team development, whose key elements are:

1. Team Coaching: A coach is a qualified Service employee from outside the team who assists clarifying team goals, appraises team development, and assists with team vision.  Ideally, a qualified GARD or Program Supervisor serves as a team coach.

2. Team Training:  Training is necessary for a team’s operation and development, instilling a sense of urgency and unity, factors that are critical for success.  NCTC courses include:

• Team Start-up - mainly for yet-to-be-formed teams or newly-formed teams, it introduces members to the basics of teamwork.
• Team Effectiveness Survey - for established teams, it begins with an assessment by NCTC staff and then follows with customized instruction. This should be considered mandatory training for all teams.

3. Organizational Development and Team Building.  Team Leaders and Coaches should consider the advice of consultants on the purpose of organizational development and team-building.  While the benefits of expenses for actions that are not on-the-ground may not be clear initially, professional consultants can bring a wealth of expertise to make the team effective and productive.  NCTC also has expertise in organizational development that may assist teams.  Consultants engaged on a continuing basis gain a great understanding of the team dynamics and the mission and culture of the Service, thus becoming increasingly valuable as the team matures.

4. Team Projects.  Nothing can replace the true camaraderie and spirit that develops through working on a field project.  Teamwork outside the confines of meetings helps to build relationships and trust that are an integral part of team development.  This can be an especially important for non-Service representatives who serve on teams or subteams.

Field projects need not be large or of the highest priority within an ecosystem.  They can be simple and completed over a day or two, or even tacked onto the end of a team meeting.  The focus is doing some on-the-ground work together as a team to implement conservation directly, while also gaining an important dimension that will increase its effectiveness in other shared efforts.
 

A team’s effectiveness comes from the individual contributions of its members and the collective results of “synergy.”  While a Team Leader is essential, leadership is not concentrated within that one person.   Each team member brings a different form of leadership to team dynamics.  Feedback between team members and between teams and coaches is essential to improve performance

A. Team Member Roles - an ecosystem team member:

• Fosters a “hunger for performance”and a sense of urgency,  characteristics that  team-building exercises and training can encourage.

• Facilitates a vision and a sense of purpose.  Facilitation skills are a key component in a team.

• Guides the team’s accountability, problem-solving, and decision-makingÿ expertly using the resources of the entire team and supporting its actions.

• Expands the team’s capabilities by thinking “outside the box.”

• Supports coaching, management, and communication.

• Understands how teams function and develop, including a clear concept of how team leaders develop with teams.

• Embraces team conflict as a valuable team-building process, as well as a necessary means of development and a sign of creativity.  Guides conflict in a positive manner, with team members drawing out discussions.

• Competency in conducting meetings and developing agendas, encouraging all points of view, maintaining focus, managing disruptive conduct, fostering brainstorming, building agreement, and clarifying outcomes and measurements.

• Superior interpersonal skills are a hallmark of effective team leadership.  Members communicate effectively within the team, to management support, and to outside stakeholders and partners.

• Strong support from GARDs and GARD staff is important, incorporating the ability to work effectively with them.

• A thorough knowledge of team development includes its growth stages, the role of the leader within each stage, and the role of  coach, members’ responsibilities and team evaluation.

• A key feature is the ability to manage the social aspects of the teamÿthat is, its function based on mutual trustÿ and to ensure its cultural healthÿthat is, its identity.