An Analysis of Organizational Models for the Future NMAC/GMAC Meeting - December 1, 2010 Lyle Carlile, Dave Koch EVOLVING INCIDENT MANAGEMENT a project of the National Wildfire Coordinating Group by the National Incident Management Organization Succession Planning Team

Stakeholder Engagement Strategy Introduce Organizational Models Overarching Principles Introduce Project

Fire Systems Research, U.S. Forest Service Intertribal Timber Council PROJECT INTRODUCTION

Overall Project Goal Facilitate the creation of a sustainable incident management organization that will evolve and be implemented over the next decade.

IMT Succession Planning Project Team Sue Husari, Chair, NPS Este Stifel, BLM Jim Pena, FS Pete Anderson, NASF, NV Rex McKnight, BLM Tom Zimmerman, FS NWCG Executive Board Lyle Carlile, Executive Board Liaison Communications & Project Support Bonnie Wood, NWCG Manager Roberta D’Amico, NPS, NIFC Training Task Team Merrie Johnson, Chair, FS Paul Fieldhouse, FS Paul Hanneman, NASF, TX ICT2 Incident Business & Staffing Task Team Hallie Locklear, Chair, BLM Sarah Fisher, FS Tamara Neukam, BLM Billie Farrell, FWS Team Typing & Configuration Task Team Pam Ensley, Chair, FWS & ICT2 Tony Doty, AFS & IC/AC Debbie Austin, FS Cliff Liedtke, NASF, OR Tom Parent, NASF, NE & CIMC Chris Wilcox, FWS Tom Cable, FS, NIMO, IC/AC Chad Fisher, NPS Dave Koch, BIA Larry Sutton, FS Laura Kalifeh, FS

Strategy: Year Case for Change Recs Actions Agency Strategy for Large Fire Management 2000 Increased costs and a significant reduction in agency workforce participation in large fires Develop and implement a large incident management organization Gave rise to the National Interagency Complex Incident Management Organization Study National Incident Management Organization Feasibility and Implementation Plan 2005 Increased costs and a significant reduction in agency workforce participation in large fires Improve complex incident management, more aggressive veg management, establish permanent NIMO Forest Service has hired 4 teams. Main focus has been on recs 1, 2, 3, 6 and 9 Quadrennial Fire Review 2009 Climate change and emergency response influence capacity of agencies to respond Fire governance, achieve fire-adapted communities, establish integrated fuels mgmt portfolio and communications 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.

Essential to all alternatives OVERARCHING PRINCIPLES

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

A Quick Overview ORGANIZATIONAL MODELS

Size of teams Configuration of teams Governance of teams (GACG, NWCG, combination) Typing of teams Number, kinds, and management of modules Number of teams nationally Dispatching pattern / rotation Performance standards Formal supervision structure Grade level for team positions Suppression savings How are teams funded Standard team support costs How are trainees/mentees organized and assigned Workforce development strategy to maintain the alternative How do the teams provide value added to agencies HOW MODELS WERE ANALYZED:

Current Situation with Overarching Principles RESPONDS TO Need for improved oversight & accountability KEY ELEMENTS Closest to current organization Incorporates overarching principles Incentives to increase participation

Single Standard RESPONDS TO The need for more efficient use of IMTs KEY ELEMENTS One type of team Standard team configuration for long and short teams Use of modules Teams dispatched geographically using a single national dispatch rotation

External Capacity – Contract RESPONDS TO Perception of a Declining governmental workforce KEY ELEMENTS Utilizes contract teams (10) 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 Perception of a Declining governmental workforce Increasing All Hazard, DHS & FEMA capacity KEY ELEMENTS Emphasizes all hazard and contract teams for surge (25) (including FEMA-USFA Type 3 All-Hazard IMTs for wildland fire)

Core Team – “Full Time” RESPONDS TO The need for flexibility and scalability KEY ELEMENTS Flexible, modular approach Scalable Full-time team staffing – Emergency funded Temporary promotions during fire season One type of team Members still supervised by Agency Administrators

Core Team – “Militia” RESPONDS TO The need for flexibility and scalability KEY ELEMENTS Flexible, modular approach Scalable Current militia approach where team members have “day jobs”

What Comes Next? NEXT STEPS

NWCG DECISIONS NWCG accepted the Report – Final November 19 Moving forward with inform stage of Stakeholder Engagement. Presentations will be made by NWCG and team members. Involvement and collaboration funded and tasked to Organization Development Enterprise. Organizational Model developed by May 2011 for implementation based on input from stakeholders. Implementation to take 5-10 years.

Who are the key stakeholders? How do we reach them? STAKEHOLDER ENGAGEMENT Agency Administrators Incident Commanders States Agency Leadership Team Members

WHY STAKEHOLDER ENGAGEMENT? Case for Change Collaborate/Involve 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 Organizational Model Rating Tool Organizational Model Matrix Detailed Descriptions of Organizational Models Questionnaire Webinars Deliberative Workshops

Immediate Stay Tuned for Additional Feedback Mechanisms NWCG web site FEEDBACK OPPORTUNITIES