EVOLVING INCIDENT
MANAGEMENT
An Analysis of Organizational Models for the Future
a project of the National Wildfire Coordinating Group Executive Board
by the Incident Management Organization Succession Planning Team
Introduce Project
Overarching Principles
Introduce Organizational Models
Introduce Evolving Stakeholder Engagement Strategy
PROJECT INTRODUCTION
Fire Systems Research,
U.S. Forest Service
Intertribal
Timber Council
Overall Project Goal
Facilitate the creation of a sustainable incident
management organization that will evolve and be
implemented over the next decade.
NWCG Executive
Board
Team Typing &
Configuration Task Team
Lyle Carlile, Executive Board
Liaison
Pam Ensley, Chair, FWS & ICT2
Tony Doty, AFS & IC/AC
Debbie Austin, FS
Communications &
Project Support
Cliff Liedtke, NASF, OR
Tom Parent, NASF, NE & CIMC
Bonnie Wood, NWCG
Manager
Chris Wilcox, FWS
Elizabeth Cavasso, FS, NIMO
Chad Fisher, NPS
Dave Koch, BIA
Larry Sutton, FS
Laura Kalifeh, FS
IM Succession Planning
Project Team
Sue Husari, Chair, NPS
Este Stifel, BLM
Jim Pena, FS
Pete Anderson, NASF, NV
Rex McKnight, BLM
Incident Business &
Staffing Task Team
Tom Zimmerman, FS
Communications
Liaison
Hallie Locklear, Chair, BLM
Sarah Fisher, FS
Roberta D’Amico,
NPS, NIFC
Tamara Neukam, BLM
Billie Farrell, FWS
Training Task Team
Merrie Johnson, Chair, FS
Paul Fieldhouse, FS
Paul Hanneman, NASF, TX
ICT2
Strategy:
Agency Strategy
for Large Fire
Management
National Incident
Management
Organization
Feasibility and
Implementation
Plan
Quadrennial Fire
Review
Year
2000
2005
2009
Case for
Change
Increased costs and a
significant reduction in
agency workforce
participation in large fires
Increased costs and a
significant reduction in
agency workforce
participation in large
fires
Climate change and
emergency response
influence capacity of
agencies to respond
Recs
Develop and implement a
large incident
management organization
Improve complex
incident management,
more aggressive veg
management, establish
permanent NIMO
Fire governance, achieve
fire-adapted communities,
establish integrated fuels
mgmt portfolio and
communications
Actions
Gave rise to the National
Interagency Complex
Incident Management
Organization Study
Forest Service has hired 4
teams. Main focus has
been on recs 1, 2, 3, 6 and 9
N/A
PROJECT OBJECTIVES
•
Identify and develop alternative organizational configuration and
management oversight for the management of national wildfire incidents.
•
Develop change management strategies for leading the understanding and
acceptance by all stakeholders of the planning process, alternatives and
decisions.
•
Develop strategic recommendations for interagency implementation of the
preferred alternative. These recommendations will include transition
strategies from current to future incident management organization.
OVERARCHING PRINCIPLES
Essential to all alternatives
SUCCESSION PLANNING
•
Long-term succession planning for IMTs
•
Large scale, linked to interagency workforce planning
SINGLE QUALIFICATION SYSTEM
•
Common to all agencies and emergency services
AGENCY ACCOUNTABILITY
•
Follow-up on identified needs for training and positions
•
Support from agency leadership and supervisors
INCIDENT COMPLEXITY/SCALABILITY
•
Flexible response based on incident complexity and needs over time
MODULE & SERVICE CENTERS
•
Develop support modules by function
•
Utilize Service Centers and web-based systems
RESPONSIVENESS TO FEDERAL FIRE POLICY
•
Consistency & accountability
COMPENSATION STRATEGIES, INCENTIVES &
ACCOUNTABILITY
•
Develop both incentives & accountability for IMT participation
IMT STANDARD OPERATING PROCEDURES
•
Ensure consistency
•
Development of SOPs is a coordinated effort
SUPPORT IMT DECISIONS
•
Regardless of outcomes
•
Address personal liability
INTERAGENCY COOPERATION
•
Team staffing
•
Oversight of contracted resources
CONSISTENT FINANCIAL PRACTICES
•
Base salaries charged to emergency accounts
•
Backfill
ORGANIZATIONAL MODELS
A Quick Overview
HOW MODELS WERE ANALYZED
•
Size of teams
•
Suppression savings
•
Configuration of teams
•
How are teams funded
•
Governance of teams (GACG,
NWCG, combination)
•
Standard team support costs
•
Typing of teams
•
•
How are trainees/mentees
organized and assigned
Number, kinds, and
management of modules
•
•
Number of teams nationally
Workforce development
strategy to maintain the
alternative
•
Dispatching pattern / rotation
•
•
Performance standards
How do the teams provide value
added to agencies
•
Formal supervision structure
•
Grade level for team positions
Current Situation with Overarching Principles
RESPONDS TO
KEY ELEMENTS
Need for improved
oversight &
accountability
Closest to current organization
Incorporates overarching
principles
Incentives
Single Standard
RESPONDS TO
KEY ELEMENTS
Need for more
efficient use of
IMTs
Standard team configuration
One type of team
Single national dispatch
rotation
External Capacity – Contract
RESPONDS TO
KEY ELEMENTS
Declining
governmental
workforce
Utilizes contract teams for
surge capacity
Contract teams supplement
Types 1, 2 & NIMO during busy
seasons
Utilizes skills of retired team
members
External Capacity – All Hazard & Contract
RESPONDS TO
KEY ELEMENTS
Declining NWCG
capacity
Emphasizes all hazard and
contract teams for surge
Increasing All
Hazard, DHS &
FEMA capacity
(including FEMA-USFA Type 3 All-Hazard IMTs
for wildland fire)
Core Team
RESPONDS TO
KEY ELEMENTS
Need for flexibility
and scalability
Flexible, modular approach
Scalable
Full-time team staffing
Supervised by Agency
Administrators
Core Team – State
RESPONDS TO
KEY ELEMENTS
Need for flexibility
and scalability
Flexible, modular approach
Scalable
Current militia approach where
team members have “day jobs”
NEXT STEPS
What Comes Next?
NWCG DECISIONS
•
NWCG accepted the Report – Final November 19
•
Moving forward with inform stage of Stakeholder Engagement.
•
Presentations will be made by NWCG Executive Board and project team
members.
•
Involvement and collaboration funded and tasked to Organization
Development Enterprise.
•
Organizational Model developed by June 2011 for implementation based on
input from stakeholders.
•
Implementation will start immediately but will take 5-10 years to complete.
STAKEHOLDER ENGAGEMENT
Who are the key stakeholders?
How do we reach them?
Agency
Administrators
Incident
Commanders
Team
Members
States
Agency
Leadership
WHY STAKEHOLDER ENGAGEMENT?
Support and active participation is essential to success!
•
Case for Change
•
Collaborate and Involve—Support is Critical to Success
•
Road Test Overarching Principles
•
Refine and Develop new Organizational Model
•
Build a sustainable model for Incident Management designed to meet future
challenges.
TOOLS FOR ENGAGEMENT
•
Website (www.nwcg.gov/imosp)
•
Organizational Model Matrix
•
Descriptions of Organizational Models
•
Overarching Principles
•
Questionnaire
•
Webinars
•
Deliberative Workshops
FEEDBACK OPPORTUNITIES
Immediate
IMsuccessionplanning@gmail.com
For Additional Feedback Mechanisms, Visit
www.nwcg.gov/imosp