Final Draft
REGIONAL STRATEGY COMMITTEE
Guidance for Completing the Cohesive Strategy Phase II
BACKGROUND
Role of the Regional Strategy Committee
There are three geographic regions established for the Cohesive Strategy effort – the
West, the Northeast and the Southeast. There is one Regional Strategy Committee (RSC)
for each region, for a total of three committees nationally. The Committee will provide
executive leadership, oversight and guidance for Phases II and III of the Cohesive
Strategy. During Phase II, the RSCs will provide guidance on the development of
regional goals, objectives and portfolios of activities and actions that support the focus
areas of the Cohesive Strategy. These focus areas are to 1) restore and maintain resilient
landscapes, 2) promote fire adapted communities and 3) respond to wildland fire.
Regional Strategy Committees will need to be familiar with the Cohesive Strategy
Reports - A National Cohesive Wildland Fire Management Strategy and the Report to
Congress: The Federal Land Assistance, Management and Enhancement Act of 2009 – as
well as foundational documents for this effort, available at
www.forestsandrangelands.gov.
Phase II Governance
The Wildland Fire Leadership Council (WFLC) oversees the entire cohesive strategy
effort. WFLC appointed the Wildland Fire Executive Committee (WFEC), to support
Phases II and III of the Cohesive Strategy. WFEC is a FACA chartered committee, and
its membership reflects that of the WFLC. RSCs are sub-chartered groups of the WFEC,
and will report to the WFEC throughout Phase II. A template charter is being developed
for use by the RSCs.
RSCs may appoint regional or sub-regional Working Groups to support the development
of regional goals, objectives and portfolios of actions and activities.
A National Science and Analysis Team will support the RSCs.
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Major Responsibilities of Regional Strategy Committee
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Deliver a report containing regional goals, objectives and a portfolio of associated
actions and activities to the WFEC by September 2011.
Develop an understanding of the governance and oversight roles for the Region
(i.e. Interaction between Teams and Groups).
Determine if sub-regions will be delineated, and if so the geographic boundaries
of each (i.e. Establishment of Sub-Regions). Proposals for sub-regions will be
submitted to WFEC, which may approve or amend proposed sub-regions. When
considering the establishment of sub-regions, RSCs are encouraged to be mindful
of regional capacity to adequately staff sub-regional Working Groups.
Determine the appropriate membership on the Working Group(s) to ensure
necessary input from land managers, stakeholders, partners, and the public (i.e.
Establishment of Working Group(s)).
Provide guidance to Working Group(s) on expectations for conducting outreach
and ensuring participation throughout the Phase II process (i.e. Outreach and
Participation of Stakeholders).
Establish timeframes and ensure completion of sub-regional goals, objectives and
portfolios of actions and activities (i.e. Interaction between Teams and Groups).
Regional Strategy Committees, as well as the WFEC, have the responsibility to
communicate progress and/or issues throughout the Phase II process.
Regional Strategy Committees must ensure that regional interests are represented
throughout the Phase II process.
GUIDANCE
A. Establishment of Sub-Regions:
A responsibility of each Regional Strategy Committee is to determine the geographic
area parameters to be used for analysis within their region. Each Regional Strategy
Committee will consider and determine whether to delineate sub-regions for
analysis, subject to approval by the WFEC. Each Regional Strategy Committee may
choose to delineate sub-regions to ensure inclusiveness, which will facilitate Phase II
analysis. Regions do not need to delineate sub-regional areas for analysis if analysis
can be successfully completed at the regional scale, provided adequate outreach to
include local land managers, stakeholders, partners and the public is performed.
If a region chooses not to delineate into sub-regions for analysis, the following will
be the organizational structure for the region to complete Phase II development of
Regional goals, objectives and portfolio of actions and activities:
 Regional Strategy Committee
 Regional Working Group
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If a region chooses to delineate into sub-regions for analysis, the following will be
the organizational structure for the region to complete Phase II development of
Regional goals, objectives and portfolio of actions and activities:
 Regional Strategy Committee
 Sub-region 1 Working Group
 Sub-region 2 Working Group
 Sub-region 3 Working Group
Guidance on Establishment of Sub-Regions:
1) Regions will document a brief narrative describing the rationale for each subregion (1-2 sentences) to the WFEC, which will approve or amend the
proposed sub-region(s).
2) The total number of sub-regions that can be delineated nationally is limited to
allow adequate national-level support and regional staffing abilities for all
analyses conducted. .
3) Each sub-region will need to establish a stand-alone Working Group that
reflects stakeholder interests to provide input for analysis. The Regional
Strategy Committee will ensure that each proposed sub-region is able to
therefore:
a) Fully staff a Working Group for the sub-region
b) Meet the timeframes associated with Phase II completion.
c) A key role of the Working Groups is to transfer data to the National
Science and Analysis Team throughout the Phase II process, and is
also expected to validate results during Phase III.
d) Regions should also consider the following in determining appropriate
geographic boundaries for sub-regions:
a. Existing interagency/intergovernmental groups, similar to the
Geographic Coordination Groups may greatly facilitate the
coordination that will need to occur and/or the organization of
the Working Group.
b. Eco-regions or ecosystem.
c. Existing boundaries for other regional assessments, plans or
efforts, such as eco-regional assessments, state assessments.
d. Organized social/collaborative groups.
B. Establishment of Working Group(s):
Each Regional Strategy Committee will determine the appropriate membership on the
Working Group(s) to ensure necessary input from land managers, stakeholders,
partners, and others.
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Working Groups will be formed at the regional or sub-regional level. If the region
does not delineate sub-regions, there will be one Working Group to support the
analysis at the regional-level. If a region delineates sub-regions, there will be one
Working Group formed for each sub-region. The Regional Strategy Committee will
assign members from the sub-regional working groups to assist in conducting and
developing the regional goals, objectives and portfolios of actions and activities.
Guidance for Membership of Working Group(s):
1) A recommended skill set for each Working Group includes:
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Team leader
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Facilitator
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Note taker
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Staff assistant, responsible for any pre-work to facilitate working
group progress
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Leadership representative from the RSC
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Trainers
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GIS/technology support
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Planner
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Writer/editor
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Agency administrator
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Logistics coordinator
Individuals serving on the Working Group may cover multiple skill sets (e.g.
the note-taker may also be the writer/editor, etc.)
2) Part of the RSCs role in establishing Working Groups is to ensure they are
fully staffed and supported, and are committed to completing Phase II and III
tasks within the given timeframe.
3) Workgroups should be limited in membership to those individuals who can
facilitate the planning and analysis process to successfully complete Phase II.
4) Members should have the collaboration skills necessary to work in team
settings. They will directly interface with the National Science and Analysis
Team for their region and interact with the Regional Strategy Committee.
5) Members should have the ability to outreach and solicit information from
interested individuals and organizations, as well as being the conduit to carry
information to and from their constituents.
6) Members should be able to serve as coordinators for the organizations or
interests they represent. This would include being able to gather the necessary
resources, input, and/or data to support the planning and analysis process.
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7) Members should be able to represent the broad interest for the types of groups
or government bodies they represent.
8) Members need to have the capacity to contribute throughout the planning and
analysis process. There may be up to three face-to-face meetings required, as
well as several conference calls where full participation will be required.
There will also be specific tasks required of members, such as ensuring that
necessary agency data is provided, data validation is completed, and
appropriate coordination and vetting of process results. In some cases this
might involve a significant time commitment of members and/or their staff.
C. Outreach and Participation of Stakeholders
A responsibility of each Working Group is outreach to groups or organizations not
represented by the Regional Strategy Committee that are considered stakeholders and
have the ability to contribute to the Cohesive Strategy effort.
Guidance for Outreach and Participation:
1) Members of Working Groups will keep leadership of represented
organizations, agencies, and governments abreast of the progress and
outcomes of effort. This may include describing the goals and objectives of
the strategy, the needs and challenges, as well as progress updates.
2) As stated in the prior guidance, Regional Strategy Committees should select
Working Group Members that have the ability to represent and gather
information from broad interest groups. Regional Strategy Committees and
Working Groups therefore have a communication, outreach and coordination
role as Members.
3) Regions/Sub-regions might consider assigning a staff individual as a point of
contact that interested individuals or parties could contact. It is suggested that
this individual be responsible for keeping current mailing lists for outreach
efforts and progress updates.
4) Regions/Sub-regions should consider holding listening sessions or workshops
in key geographic locations to solicit input.
5) Working Groups and/or Regional Strategy Committees shall provide feedback
and updates for WFEC/WFLC members, as well as updates as appropriate for
posting publically on www.forestsandrangelands.gov.
D. Interaction between the Teams and Groups
The Regional Strategy Committee ultimately determines the organizational structure
necessary to complete Phase II for their region. It is the responsibility of the Regional
Strategy Committee to develop an understanding of governance and oversight roles
for the Region.
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Guidance on Oversight and Interaction:
1) The Regional Strategy Committee will issue a charter developed by WFEC to
the Working Groups establishing timeframes, deliverables, chairs, co-chairs,
procedural expectations, etc.
2) Any changes to the Charter will require WFEC approval prior to issuance.
3) The Regional Strategy Committee might assign a member or two from its
committee as a liaison to the workgroup. This individual(s) could track
progress, validate the analysis is in line and consistent with regional strategies,
and report back to the full Regional Strategy Committee.
4) The National Science and Analysis Team supports the entire region in
completing the planning and analysis process. The National Science Team
will designate sub-teams that will focus on specific topics or issues that
address regional needs. Close coordination with the various Working Groups
and the RSCs will be necessary.
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