OIG AUDIT: FIREFIGHTING SUCCESSION PLANNING

What is the importance of the document? Four major findings, 20 recommendations: Finding 1: National Workforce Plan Needed Specific to Firefighters Finding 2: Firefighting Training Program is Inadequate Finding 3: Lack of Participation Challenges FS Firefighting Ability Finding 4: Unnecessary Education Requirements for Firefighters

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

How is it currently being implemented? FS responses to findings: Development of a workforce succession plan: FS has hired a national lead to develop a succession plan and workforce development strategy for FAM (program & militia) Training: FS response is in the form of FAMCAT, a Long-Term IDP (LTDIP), and increasing the level of the supervisor’s responsibility in helping to accomplish training and development. Participation: FS agrees to develop incentives for participation (for line and employee) and identify adequate participation levels through the strategic plan. Close coordination with ASC, OPM, and the Union Unnecessary Education Requirements: FS has begun to describe a national organizational standard for fire units. This will include elimination of the 401-series except for a few, select positions. By the end of the calendar year, we should expect to see fire program personnel in 462, 301 and 401 series.

What is most important about this document to R8 FAM mission completion? Southern Region has been cited multiple times throughout the document as a model of national succession planning (FAMCAT, LTIDP and the start of succession plan) Most recommendations are within the scope and authority of the Region to undertake without national implementation Strong connections between fire, line and individual managers/supervisors is absolutely critical to success R8s traditional reliance on the militia complicates our ability to develop a robust succession plan. Need to account for this as we move forward.

What does document suggest that R8 needs to be, do have in order to be successful? A clear understanding of the data that exists – what is the REAL problem that we are having? A complete overhaul of the training system – how we invest, who we invest in, how we hold them accountable Deep engagement with line officers – starting at the Regional Leadership Team level to have a conversation about participation What drives participation and what keeps it from happening? Is there really a correlation between participation and target? The line officers and employees that are supporting participation – how are they handling the primary work assignment?

Potential Key Drivers Investing in Targeted Training and High-Potential Talent Improving Oversight and Accountability Enhancing Partnership with Line