PNW FENC
2010 Strategic Plan
July 9, 2010
Pacific NW Fire Environment Advisory Council
Strategic Plan: 2010
Vision
A robust cadre of fire analysts, IMETs, and fire applications technical specialists provide support and
guidance to strategic and tactical decision-making of the Wildland Fire Community in the Pacific NW and
elsewhere. Collaborative partnerships with research and other organizations related to fire science
bolster their credibility and expertise.
Mission
Acting formally as advisors to PNWCG, PNW FENC assumes leadership for the Pacific NW wildland fire
community’s cadre of practicing fire analysts, technical specialists, and IMETs, providing a network for
communication and support, as well as a forum for disseminating ideas or discussing issues relevant to the fire
environment. It strives to develop and sustain the skills and capacity necessary for accurate and timely
measurement, analysis, and prediction of the fire environment.
Guiding Principles
Leadership
•
Create, seek out and engage opportunities to build individual skills and program
capacity.
•
Focus and energize research and development and its applications.
•
Advocate and support innovation.
•
Promote safe and effective policy, programs, and practices.
•
Demonstrate best practices based on widely accepted science.
•
Foster knowledge and critical thinking.
•
Cultivate networks that promote continuous learning and mentorship.
•
Facilitate science and technology transfer from research to the user community.
Education
Coordination
•
Act on the behalf of the wildland fire community to pursue common solutions to
common problems.
•
Broker functional relationships among the fire disciplines, critical players, and
decision/policy makers.
•
•
Facilitate communications between research and practitioners.
Maintain a network of Subject Matter Experts to advise and guide.
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PNW FENC
2010 Strategic Plan
July 9, 2010
Goal 1: Decision Support
Decisions are supported by robust applications and technologies that ably model and describe the
wildland fire environment.
Goal 2: Research, Development and Technology Transfer
Research, development and technology transfer anticipate the business needs of the wildland fire
community.
Goal 3: Program Capacity
Fire analysts and technical specialists are available and qualified to support the needs of decisionmakers and wildland fire operations.
NOTE: Highlighted passages represent high priority strategies.
Goal 1: Decision Support
Decisions are supported by robust applications and technologies that ably model and describe the
wildland fire environment.
Objectives
Technologies and applications
adequately describe the fire
environment.
Case studies describe critical NW
fire events.
Decision support services are readily
available.
Decision-makers effectively frame
risk decisions through consistent
use of fire analysis.
Practitioners have uniform and easy
access to decision-support tools.
Factors Critical to Success
Strategies
Relevant case studies are identified.
A. Develop feedback mechanisms
for existing analysis methods
and technologies.
B. Develop mechanisms for
eliciting critical case studies.
C. Establish case study standards.
D. Establish methods for
cataloging, storing, and
disseminating case studies.
E. Integrate with existing Agency
Administrator/Line Officer
workshops and conferences.
F. Develop AA/LO workshops and
conferences that target specific
fire analysis issues or
experiences.
G. Develop web-based training
systems for using fire analysis in
risk-based decision-making.
H. Engage IIOG for uniform access
and availability of decisionsupport tools.
I. “Map” analysis processes to
support decision-making from
local/tactical to GACC/strategic
levels.
Completed case studies exist and
are accessible.
Adequate cadre of practicing fire
analysts and tech specialists exist.
Decision-makers well-informed on
the utility and use of fire analysis
exist.
Web-based decision-support tools
and/or tech permissions universal
across the wildland fire agencies.
Barriers
Agency IT differences.
Travel/training funding.
Availability of decision-makers.
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PNW FENC
2010 Strategic Plan
July 9, 2010
Goal 2: Research, Development and Technology Transfer
Research, development and technology transfer anticipate the business needs of the wildland fire
community.
Objectives
Fire applications and analyses
adequately support the business
needs of the Wildland Fire
Community.
Research, acknowledging changing
decision environments, anticipates
the future needs of the Wildland
Fire Community.
Factors Critical to Success
Collaborative networks identified
and available.
Information pathways exist and are
functioning.
Comprehensive tech transfer is
available and utilized.
A network of researchers and
practitioners fosters clear and open
communication.
New technologies and applications
result from the collaborative efforts
of researchers and practitioners.
New technologies-applicationsequipment-knowledge are
understood and used appropriately.
Barriers
Funding.
Key contacts and information
pathways unavailable.
Strategies
A. Host AARs and program reviews
to monitor current business
practices.
B. Identify and network strategic
business/research partners.
C. Host technology forums for the
development and/or
dissemination of new analysis
tools or methods.
D. Organize “strike teams” to
developmentally engage a
unique business need of
individual groups or units with
new or existing technologies.
E. Elicit advice/service/funding
from the National FENC.
F. Utilize web-based training
systems for transferring
knowledge and technology.
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PNW FENC
2010 Strategic Plan
July 9, 2010
Goal 3: Program Capacity
Quantity and quality of fire analysts, technical specialists, and researchers meet the needs of decisionmakers and wildland fire operations.
Objectives
Practitioners are proficient in the
use of current methods and
technologies.
Practitioners effectively mentor
apprentices.
Apprentices are able to practice
their tradecraft.
Apprentices and tech specialists are
oriented to the fire management
organization; knowledge and career
paths are well mapped.
Factors Critical to Success
Practitioners are identified and
networked.
New and willing talent exists.
Management “buys” into capacity
building.
Management understands intent.
Strategies
A. Coordinate with established SB.
C.
D.
E.
Barriers
Management is well-informed of
program need and intent.
Time and scheduling.
F.
Travel limitations.
G.
Management invests in capable fire
analysts.
Competition with other
disciplines/specialists.
Researchers commonly participate
in wildland fire activities.
Interagency Fire Program Mgmt.
*90 courses to articulate
specialized paths opened.
Host periodic recruitment
and/or continuing education
workshops/conferences.
Advocate and market
apprentice opportunities.
Survey management for
talented individuals.
Recruit managers into advocacy
roles.
Transition practitioners into
management positions.
Encourage fire management
units and researchers to
cooperate in fire operations.
Turnover of seasonal work force.
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