Stakeholder Process Redesign Checklist 

Responsibility Activity Deliverables and Action Items Date
Advisory Committee Management Plan Addition Add "Org Chart Review" periodically to Advisory Committee Management Plan to review/update organization chart throughout the year  1.10.16
Add "AC will meet face-to-face quarterly"  1.10.16
Formation of Resource Adequacy Subcommittee (RASC) Approve charter/management plan  2.24.16
Approve new leadership  3.11.16
Strategic Issues  Identify the most strategic issues for the stakeholder process to focus during coming year:
* Consult with Parent Entities for input and perspective
* Consult with MISO for input reflecting MISO's own strategic/management plans and views on industry changes
 5.25.16
Stakeholder Governance Working Group Issue Assignment Template Development *Problem Definition
*Type of Issue
*Deadlines

 2.8.16

Prioritizing Issues Develop a process and template for prioritizing issues (see action above)  2.8.16
Each Parent Committee (in consultation with the Steering Committee and the Advisory Committee as needed, should be responsible for prioritizing its workload and the workload of its subordinate entities - assisted through an annual work plan that's updated periodically during the year.
* The overall highest priorities of the Stakeholder Process should be set by the Advisory Committee in consultation with MISO and Parent Committees and Steering Committee
*These high-level priorities should be revisited by the Advisory Committee mid-year and adjusted as needed.
 2.8.16
All new issues, issues that had previously been tabled/dropped, or on-going issues with significant and substantial changes require the completion of an issue assignment template (including a problem definition, type of issue, deadlines if any, etc.) SGWG should develop a template that the entities then implement.

* The issue assignment template needs to be submitted to the Steering Committee for assignment, unless it has already been pre-determined by the Steering Committee or Advisory Committee where that issue would be assigned-and then it can go directly to the Parent Entity

* The Parent Entity where an issue is being assigned should help determine whether the issue should be taken up by the Parent Entity or one of its subordinate entities

* No issue should be introduced directly into a working group or task force without the Parent Entity approval

* Certain types of issues (e.g., small issues or changes to on-going issues) could be submitted directly to a Parent Entity for assignment and may not even require that an issue assignment template be completed

         *  If an issue comes directly to a Parent Entity, the Parent Entity should inform the Steering Committee by its next meeting
 2.8.16
Resource Adequacy Subcommittee (RASC) Form a new Resource Adequacy Subcommittee (RASC), draft charter with help from the Supply Adequacy Working Group (SAWG)  2.24.16
Modify/Add Language in Stakeholder Governance Guide Task Forces:
* Rigorously sunset Task Forces
* If Task Force has ongoing work, change to Working Group
 on-going
Meeting Frequency:
* Cancel meetings if nothing is pressing on group's agenda
* Frequency of meetings is determined by each entity.  Parent entities are assumed to meet monthly unless determined otherwise.  Subordinate entities assumed to meet monthly or every other month, unless workload requires more frequent meetings.
* Meeting dates should be established well in advance and should not be changed without adequate notice.
 on-going
Strategic Issue Identification/Priority:
On an annual basis the Advisory Committee should be responsible for identifying the most strategic issues for the Stakeholder process to focus on during the forthcoming year. As input to the Advisory Committee's process, it should consult with each of the Parent Entities to get their input and perspective. The Advisory Committee should also consult with MISO to get its input reflecting MISO's own strategic/management plans and views on industry changes.
* Once established, these overall priorities should be clearly conveyed to MISO, Parent Entities, Steering Committee and all stakeholders.
* These highest level Stakeholder Process priorities should help guide the work of the Parent Committees and Steering Committee in prioritizing their respective work
* High level priorities should be revisited by the Advisory Committee mid-year and adjusted as needed.
 on-going
All New issues, issues that had been previously tabled/dropped or ongoing issues with significant and substantial changes require the completion of an issue assignment template:
*The issue assignment template needs to be submitted to the Steering Committee for assignment, unless it has already been pre-determined by the Steering Committee or Advisory Committee where that issue would be assigned -- and then it can go directly to the Parent Committee
*The Parent Entity where an issue is being assigned should help determine whether the issue should be taken up by the Parent Entity or on of its subordinate entities
*No issue should be introduced directly into a working group or task force without the Parent Entity approval
*Certain types of issues (e.g. small issues or changes to on-going issues) could be submitted directly to a Parent Entity for assignment and may not even require that an issue assignment template be completed.
           * If an issue comes directly to a Parent Entity, the Parent Entity should inform the Steering Committee by its next meeting
 
 3.23.16
Add to Procedures Section of Stakeholder Governance Guide * Assignment procedures should be enforced by the Parent Committees, Steering Committee, and Advisory Committee (if need be)  2.8.16
* All Stakeholders should be familiar the rules and procedures delineated in the Governance Guide  2.8.16
* Stakeholder rules and procedures training is required for all Chairs and Vice- Chairs; expected of AC members; strongly encouraged for all stakeholders; and for all, refreshed periodically  2.8.16
* The Chair and Vice-Chairs of each and every Stakeholder group are responsible for enforcing these rules and procedures within their entities  2.8.16
* Parent Entities and the Steering Committee should be alerted to and help resolve any issues related to enforcing the rules and procedures in the Governance Guide  2.8.16
* The Advisory Committee is available to hear and resolve any issues that are not satisfactorily resolved by the Steering Committee  2.8.16
Add Procedural Items to Stakeholder Governance Guide: The Stakeholder process for issue development should generally use the following steps including:
1) a clear problem statement/definition
 2) education/background on the issue and Stakeholder perspectives
3) exploration of a range of options to solve the problem (before a straw proposal is introduced)
4) narrowing of options and development  of a single proposal/recommendation if possible.
          *For certain types of issues (TBD) a more streamlined process may be possible
 2.8.16
* Parent Entities need to be parent-like in supervising the working groups and task forces underneath (i.e., need to oversee their work plans and oversee the on-going work)  2.8.16
* Avoid providing the same presentations in multiple forums (through joint meetings or information forums)  2.8.16
* Decisions/advice by working groups or task forces should not be considered final until they have been considered by their Parent Entities:
       * The Parent Committee can review or approve explicitly, or the Parent Entity may pass on the opportunity to review and approve)
       * All issues that have been approved or defeated by a margin by 40/60% or closer go to its parent entity for consideration
 2.8.16
* Major decisions/advice should not be considered final until they have been considered by the Advisory Committee
       *The AC can review or approve explicitly or the AC may pass on the opportunity to review and approve
       * All issues that have been approved or defeated by a margin by 40/60% or closer goes to the AC for consideration
       * Note:  "Major" to be determined by the Advisory Committee in consultation with the Parent Entities - but could include large new policy issues, issues with substantial dollars at stake or major tariff changes.
 2.8.16
*Tabling and/or Dropping Issues: 
       * Issues that Stakeholder no longer wish to pursue should be tabled and/or dropped (Note:  this may require the Stakeholder Governance Guide to be updated to have clearer rules and procedures in this regard
       * Such tabling/dropping should be noted in the tracking system
       * Such issues should not be reintroduced without going through the formal assignment process (as noted above)
 2.8.16
Steering Committee Management Plan Additions  The Steering Committee will meet monthly unless determined otherwise  
Action item to determine timing of SGWG absorption  5.27.16
Entity Management Approve the revised charter for LOLEWG  4.27.16
Absorb Data Transparency Working Group (DTWG)  3.23.16
Absorb Stakeholder Governance Working Group (SGWG) after redesign implementation  5.27.16
Resource Adequacy Subcommittee (RASC) Management Plan/Charter Develop entity management plan and charter: submit to Steering Committee for approval  1.11.16
Sub-Entity Absorption Supply Adequacy Working Group (SAWG)  1.27.16
Electric and Natural Gas Coordination Task Force (ENGCTF)  1.27.16
Demand Response Working Group (DRWG) - Resource Adequacy Demand Response issues (Demand Response Market Issues to the MSC)  1.27.16
Note:  Some specific tasks could be assigned to other standing entities as these subgroups are absorbed, if appropriate.  
LOLEWG Charter Amendment Change charter to reflect new parent entity  2.24.16
MISO Stakeholder Relations Work with Entity Chairs to determine actual meeting dates, and endeavor to cluster meetings and in the same location to minimize travel time and capture other efficiencies  on-going
Facilitate the merger of Market Settlements Working Group (MSWG) and the Credit Practices Working Group (CPWG) combined under the Market Subcommittee (MSC)  3.23.16
Informational Forum Use Existing Informational Forum - with consultation from committee/subcommittee chairs for topics - for presentations, report outs from committees and appropriate comments back from stakeholders and other informational activities.  Detailed discussions and dialogue/resolution is expected to take place in other forums.  4.26.16
On-line Tracking * MISO's on-line tracking system should be maintained and improved (including keeping it up to date, noting where issues are assigned and noting any deadlines), including, if possible, by topic/category as well as entity (example:  Demand Response as issue across more than one entity)  on-going
*The Chairs, Vice Chairs and liaisons of each entity are responsible for providing MISO with the necessary information on the issues taken up within its entity in a timely fashion, so that MISO can keep the tracking system up-to-date  on-going
Combined MSWG/CPWG Governing Documents Develop Charter and Management Plan; submit to Market Subcommittee (MSC)  4.5.16
Leadership Solicit nominees for Leadership  3.8.16
Leadership Election  4.12.16
Market Subcommittee (MSC) Sub-Entity Management Approve Charter/management Plan for new combined MSWG/CPWG  4.5.16
Demand Response Working Group (DRWG) - Market Demand Response issues (Demand Response Resource Adequacy Issues to the RASC)  1.27.16
RECB Governing Documents Change charter from Task Force to Working Group - submit to Steering Committee for approval  2.24.16
Other changes based on Advisory Committee decision 12/9/15, change charter appropriately  2.24.16
All Entities Frequency of Meetings Have standing agenda item for frequency of meetings until resolved.  Frequency of meetings is determined by each entity to get work done.  Parent entities are assumed to meet monthly unless determined otherwise.  Subordinate entities assumed to meet monthly or every other month, unless workload requires more frequency meetings (repeats under SGWG) on-going
Issue Assignment   Each Parent Committee (in consultation with the Steering Committee and the Advisory Committee as needed, should be responsible for prioritizing its workload and the workload of its subordinate entities - assisted through an annual work plan that's updated periodically during the year (implemented following SGWG developing the template and process) on-going
Each Parent Committee should implement the Assignment Process developed by SGWG on-going