Incident Business
Management
hb
CY05
Implementation Plan
March 24, 2005
March 2005
Background and Purpose
Incident Business (IB) Business Process Reengineering (BPR) study
defined short-term – i.e., CY 2005 – solutions to mitigate capacity losses
in incident business (B&F and IT)
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Assume that business processes are mostly the same as CY 2004
(process improvements will be implemented in time for CY 2006 and
beyond)
Therefore, mitigation consists of plan to deploy people to support incident
business management
Strategy has been updated in light of B&F and IT migration schedules
March 2005
Identify capacity
loss in incident
business (after
exhausting local
remedies)
Temporary
Resource
Call Regional IAC
Identify capacity
loss (after
exhausting
regional remedies)
Establish national
-scope incident in
ROSS
Call IB BPR Team
Analyze capacity
need
Determine
need to use
Temporary
Resources
No
Payment Center
(Ogden, Boise,
NIFC, Camino)
IB BPR Team (E.
Ibison/S. Grill)
Regional Incident
Administration
Coordinator
Line Officer
Summary of Business Process
Yes
Contact Payment
Center
Dispatch
Temporary
Resources vis
ROSS and
facilitate logistics
End
Make Temporary
Resources
available
Enter/update
status in ROSS
Go to incident unit
March 2005
Summary of Business Process
Augment four Payment Centers (Ogden, UT; Camino, CA; Boise NF, ID;
and NIFC, Boise, ID) with staff
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Will handle both incident payments at centers (which will migrate to ASC
after the incident season) and work that is currently performed at incident
unit
Will be able to dispatch people to incident units to support
Incident Business BPR Team, under the leadership of Emmy Ibison and
Starla Grill, to work with Regional Incident Administration Coordinators
(IACs) to define needs for staff augmentation and deploy temporary
resources from Payment Centers
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–
Will help units and IACs analyze capacity losses
Will monitor B&F workforce transition to determine availability for staff
augmentation
March 2005
Line Officer
Payment Center
National
Regional Incident
(Ogden, Boise, Coordination Team Administration
NIFC, Camino) (E. Ibison/S. Grill)
Coordinator
Temporary
Resource
Payment Center: Centralized Pool of
Resources Available and Prioritized
for CY 2005 Fire Season
Estimated 20 additional people: located at Ogden, UT; Camino, CA; Boise NF,
ID; and/or NIFC, Boise, ID
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17 FTEs for Payment Center staff augmentation plus 3 FTEs (located at Ogden) to
travel to incident units for support
Does not include 4 people in Ogden and 3 at Boise whose separation dates have
already been extended
Will work at Payment Centers as temporary detail
–
Will be made available to work on incidents as needed, but may do other work at
direction of Payment Center manager during down-time
Will be selected from Forest Service staff with required skills
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Focusing, but not exclusively, on people separating by virtue of B&F BPR
Will delay separation dates for people accepting VERA/VSIP where possible
Will offer delayed separation date for people declining DR
Can delay start dates for new jobs under pre-WRAPS and WRAPS
Will work with Line Officers to negotiate terms of detail
March 2005
Line Officer
Payment Center
National
Regional Incident
(Ogden, Boise, Coordination Team Administration
Coordinator
NIFC, Camino) (E. Ibison/S. Grill)
Temporary
Resource
Needs Are Communicated to IB BPR
Team, via Line Officer and Regional
IAC
Regional IACs will work with their Forests to identify needs, help Forests
define alternative mitigation strategies, and, if needed, contact the IB
BPR Team for resources
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IACs will be key participants throughout season to help balance workload
and allocate resources
IB BPR will be in constant contact with IACs to proactively help them
define needs in their Regions
Incident Business Advisors will also be key participants throughout the
year
Some Forests have already been proactive in augmenting capacity
through the incident season in anticipation of needs
March 2005
Line Officer
Payment Center
National
Regional Incident
(Ogden, Boise, Coordination Team Administration
NIFC, Camino) (E. Ibison/S. Grill)
Coordinator
Temporary
Resource
IB BPR Team Analyzes Need to
Determine whether Temporary Staff
Should Be Used
IB BPR Team will maintain updated B&F workforce database
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Track attrition alongside mapped function, IMT membership,
qualifications, and unit
Will coordinate staffing of temporary team, working with B&F leadership
and Line Officers and possible candidates to arrange schedules
IB BPR Team will synthesize resource requests from the field and
allocate Payment Center members
–
Will communicate with Payment Center managers to deploy team
members where and when needed
March 2005
Line Officer
Payment Center
National
Regional Incident
(Ogden, Boise, Coordination Team Administration
NIFC, Camino) (E. Ibison/S. Grill)
Coordinator
Temporary
Resource
Payment Center Makes Temporary
Team Members Available
Payment Center Managers receive needs from IB BPR Team and
release temporary team members to work on incidents
–
Managers determine which team member(s) will be dispatched based on
needs provided by IB BPR Team
March 2005
Line Officer
Payment Center
National
Regional Incident
(Ogden, Boise, Coordination Team Administration
NIFC, Camino) (E. Ibison/S. Grill)
Coordinator
Temporary
Resource
IB BPR Team and Temporary
Resources Establish Availability in
ROSS
Temporary team members status themselves in ROSS as they begin
detail
IB BPR Team establishes national-scope incident in ROSS at beginning
of season to support dispatch of temporary team members throughout
season
–
IB BPR Team places order for team members in ROSS once Payment
Center Manager releases them to incident
March 2005
Next Steps: Augment Payment Centers with
Temporary Team Members
Augment Payment Centers
–
Payments Center Managers determine candidates for 20 additional team
members (include accounting technicians and approving officials)
Work with B&F leadership, HRM, and Line Officers to make candidates
available for Payment Centers augmentation
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Determine process for delaying people’s separation dates and formally
offering details
March 2005
Next Steps: Policy Updates
Review and update IMT, aviation, and casual accrual policies
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Letters to be released to field
Provide policy guidance to Contracting Officers to modify contracts with
updated payment addresses
Provide direction to field for job code creation
Provide direction to field for payments
Ask IACs to help units update administrative operating guidelines
Determine and provide records migration processes
March 2005
Next Steps: Supplement ISO with Contract
Resources
Help ISO define mechanism to trigger need for contract resources
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Resources could be used either to work on incidents (IMTs or local-unit
support) or back-fill for ISO personnel dispatched to incidents
Based on triggering processes, help ISO define acquisition strategy to
meet needs
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Establish local, regional, or (preferably) national contract(s) at beginning
of season to execute throughout season as needed
Develop sourcing strategy based on market of services available
Define options for contract vehicle(s)
Determine funding mechanisms
Develop statement(s) of work
March 2005
Next Steps: Communications
Develop Communication Plan, analyzing impacts of Implementation Plan
on all stakeholders and articulating communication processes (content
and media) for each stakeholder
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Articulate roles and responsibilities of Line Officers, Regional IACs,
Payment Center Managers, and Forest Service community as a whole
Communicate this Implementation Plan to stakeholders
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Communicate with interagency fire partners to keep them informed
Work closely with Regional IACs and Payment Center Managers to
implement the plan
March 2005