Evolving incident management

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

3. Project Introduction Fire Systems Research, U.S. Forest Service Intertribal Timber Council

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

7. 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.

8. Overarching principles Essential to all alternatives

9. Succession planning • Long-term succession planning for IMTs • Large scale, linked to interagency workforce planning

10. Single qualification system • Common to all agencies and emergency services

11. Agency accountability • Follow-up on identified needs for training and positions • Support from agency leadership and supervisors

12. Incident complexity/scalability • Flexibleresponse based on incident complexity and needs over time

13. Module & service centers • Develop support modules by function • Utilize Service Centers and web-based systems

14. Responsiveness to federal fire policy • Consistency & accountability

15. Compensation strategies, incentives & accountability • Developboth incentives & accountability for IMT participation

16. IMT standard operating procedures • Ensure consistency • Development of SOPs is a coordinated effort

17. Support IMT decisions • Regardless of outcomes • Address personal liability

18. Interagency cooperation • Team staffing • Oversight of contracted resources

19. Consistent financial practices • Base salaries charged to emergency accounts • Backfill

20. Organizational models A Quick Overview

21. How models were analyzed: • 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 • 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

22. 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

23. 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

24. 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

25. 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)

26. 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

27. 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”

28. Next steps What Comes Next?

29. NWCG decisions • NWCG acceptedthe 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.

30. Stakeholder engagement Who are the key stakeholders? How do we reach them? Agency Administrators Incident Commanders States Team Members Agency Leadership

31. 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.

32. Tools for Engagement • Website • Organizational Model Rating Tool • Organizational Model Matrix • Detailed Descriptions of Organizational Models • Questionnaire • Webinars • Deliberative Workshops

33. Feedback OPPORTUNITIES Immediate IMsuccessionplanning@gmail.com Stay Tuned for Additional Feedback Mechanisms NWCG web site