Pacific NW Wildfire Coordinating Group:
Transforming the Interagency Organization
In March and April of 2013, the Pacific NW Wildfire Coordinating Group (PNWCG) made the decision to modify
its organizational structure and improve its position relative to the challenges and changing face of fire
management. Having listened to Working Team and Advisory Council feedback and agreeing on a set of eight
organizational principles, PNWCG set specific goals for change:
Transformation Goals
 Emphasize mission over agency.
 Simplify the organizational structure:
o Improve Coordinating Group span of control.
o Manage competing Agency-Interagency Priorities.
o Understand and establish the timeline for implementing change.
 Maintain efficient and effective face to face coordination.
 Have an effective means for communicating; to individuals, Committees and Agency Units; Coordinating
Group intent and actions that accomplish tasks and implement decisions.
 Provide for improved, multi-year continuity in leadership.
Preferred PNWCG Organization
At this time, the PNWCG interagency organization is composed of eight Working Teams and two Advisory
Councils.

Each of the Working Teams provide subject-matter expertise from all of the agencies for the purpose of
engaging tasks within their specific subject areas. Each Working Team is assigned a specific Liaison from
the PNWCG membership.

The Advisory Councils are collaborative groups that have formed within existing interagency functional
areas—in this instance, NW Incident Commanders and NW Center Managers, that provide advice and
consultation to PNWCG. Advisory Councils are self-directed and do not have liaisons from PNWCG.
They are not generally tasked by PNWCG

Additionally, PNWCG may form Task Groups to staff special projects that span multiple subject areas.
To meet transformational goals, PNWCG is taking the following steps:
Working Team/Advisory Councils will be designated as “Committees.” Each Committee will be:
 Self-directed.
 Formally chartered to PNWCG and have a Chair and Vice-Chair selected from committee membership.
 Able to ensure each of the PNWCG-member Agencies is represented.
o Representation may be direct—one agency, one member; or
o Representation may be delegated—one agency may agree to represent the interests of one or
more additional agencies.
o Communication will be a key to ensure all agencies are aware of decisions, direction, and
progress on Committee actions.
 Responsible for communicating and monitoring interagency best practices and standards according to
intent established by PNWCG.
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

Responsible for identifying and resolving interagency issues.
Working cooperatively with a PNWCG liaison to communicate issues and determine the appropriate
actions for achieving resolution.
PNWCG will designate six specialized functional areas: Incident Business, Safety, Operations, Aviation and
Resource Integrations and the NW GeoBoard. Each functional area will have at least one PNWCG member
dedicated as a liaison. The Liaison will:
 Serve as an interface between PNWCG and the Committees grouped within that functional area.

Provide a direct communication link between Committees and PNWCG;

Collaboratively staff out issues;

Determine appropriate actions to achieve issue resolution.

Coordinate and assemble “task groups” to accomplish formal tasks; task force members will be drawn
both from Committees and from interagency Subject Matter Experts, if necessary.

Issue formal task letters to Task Group Leaders.

Sunset Task Group when a task is completed.

Actively enlist agency interests and coordinate as necessary with other functional areas.

Regularly report ongoing and accomplished work to PNWCG.
PNWCG will consolidate the Washington, Oregon and Type 1 IMT GeoBoards into a single NW GeoBoard. The
NW GeoBoard will:
 Establish and maintain a suitable number of Interagency Incident Management Teams (IMT’s) in the
NW. At the inception of this Board there are eleven standing Interagency Incident Management Teams,
nine Type 2 Teams and two Type 1 Teams.

Ensure IMT’s are staffed with qualified team members trained to National Wildfire Coordination Group
(PMS 310-1) Standards or equivalent, per PNWCG.

Coordinate IMT mobilization processes and rotation schedules with NWCC for inclusion in the NW
Interagency Mobilization Guide.

Provide operating policy, procedure, and direction to the IMT’s

Provide review and oversight of IMT performance and establish consistent expectations.

Coordinate with the Incident Business Committee to ensure Interagency Agreements are in place to
facilitate effective IMT administration.

Serve as a liaison between the IMT’s, Agency Administrators and leadership.

Establish and serve as a link between IMT’s and the PNWCG.

Provide for succession planning among IMTs, recognizing barriers and developing solutions for
Interagency Team participation.

Engage in national initiatives.

Select and Recommend Trainees, Incident Commanders and Deputies to the PNWCG.

Review and recommend selection of team members to the PNWCG.
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PNWCG, as an interagency Coordinating Group authorized under the PNW Master Cooperative Fire Protection
Agreement, will:
 Fulfill the mission and eleven guiding principles declared by the PNWCG Charter;
 Provide leadership and guidance to interagency Committees through Liaisons dedicated to each
functional area;
 Utilize Liaisons to communicate PNWCG intent to PNWCG designated interagency Committees; similarly,
Liaisons will serve as a feedback mechanism from the Committees to PNWCG.
 Communicate PNWCG decisions/actions to Agency Units.
 Communicate PNWCG annual accomplishments and strategic plan.
 Form a sub-group to provide organizational and business oversight to NWCC. The group will consist of
PNWCG members from ODF, DNR, FS and the BLM.
Figure 1: PNWCG Organization
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Appendix: PNWCG Organizational Principles
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