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NWCG Incident Based Automation. Strategic Planning Project. Incident Based Automation Phase 2. Strategic Plan Briefing. December 15, 2005. Overview . Background and Purpose of Incident Based Automation – Phase 2 (IBA2) Methodology Strategic Plan Strategic Areas Recommendations

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december 15 2005
NWCG Incident Based Automation

Strategic Planning Project

Incident Based AutomationPhase 2

Strategic Plan Briefing

December 15, 2005

overview
Overview
  • Background and Purpose of Incident Based Automation – Phase 2 (IBA2)
  • Methodology
  • Strategic Plan
    • Strategic Areas
    • Recommendations
  • Conclusions and Next Steps
slide3
NWCG Incident Based Automation

Strategic Planning Project

Background and Purpose

background and purpose of project
Background and Purpose of Project
  • IBA2 was chartered by the National Wildfire Coordinating Group (NWCG).
    • NWCG was formed to expand operational cooperation and coordination of federal and state wildland fire agencies.
  • IBA will take place in three phases.

NWCG Incident Based Automation Project Phases

iba2 project objectives
IBA2 Project Objectives
  • Identify and obtain agreement from NWCG Agencies on key incident business areas to be included in the strategic analysis and resulting planning documents.
  • Conduct business area analyses for the business areas identified by the IBA2 Project Team and agreed upon by NWCG Agencies.
  • Develop a strategic plan that identifies recommended priorities for incident business area automation.
  • Utilize cost efficiencies by coordinating and sharing information with groups that are already formed for working on issues relating to incident processes.
iba2 business areas
Identified by NWCG:

Operations

Plans

Finance

Logistics

Safety   

Information

Dispatch

Cache

General

IBA2 Business Areas
slide7
NWCG Incident Based Automation

Strategic Planning Project

Methodology

methodology for developing the iba2 strategic plan
Methodology for Developing the IBA2 Strategic Plan
  • Document draft “As Is” process models for incident business.
  • Develop Site Visit Plan to provide the framework for coordinating site visits to:
    • Incident command posts (ICPs)
    • External entities.
  • Conduct site visits and interviews.
  • Summarize findings form interviews in database.
  • Analyze site visit results.
  • Develop strategic areas and recommendations.
  • Synthesize findings in strategic plan.
site visit plan targets
Site Visit Plan: Targets
  • Incident Management Teams (IMTs)
    • Type I
    • Type II
    • Wildland Fire Use (WFU)
    • Area Command.
  • IMT home geographic area.
  • Management phase (e.g., build-up, steady state).
  • Host Agency
    • United States Department of Agriculture (USDA)
    • United States Department of Interior (USDOI) Bureau of Land Management (BLM)
    • State.
  • Incident geographic area.
  • Incident setting/type (e.g., urban interface).
  • Other features.
site visit summary
Site Visit Summary
  • 20 site visits
    • 9 Wildland Fires
    • 3 All Risk
    • 8 External Entities
  • 164 interviews
site visit summary locations
9 Wildland Fires

2 in Arizona

Type I

Type II

1 in Colorado

Type I

2 in Washington

Type I (State Team)

Type II

1 in Utah

Type I

1 in Montana

Type I

2 WFU teams

1 on-incident in Colorado

1 off-incident

Site Visit Summary: Locations
site visit summary locations13
Site Visit Summary: Locations

continued

  • 3 All-Risk – Hurricane Katrina
    • 1 Type I Team in Mississippi
    • 1 Logistics Management Team (LMT) in Alabama
    • 1 Area Command in Georgia
site visit summary locations14
Site Visit Summary: Locations

continued

  • 8 External entities
    • North West Coordination Center (NWCC)
    • Rocky Mountain Multi-Agency Coordination (MAC) - Denver, CO
    • National Interagency Fire Center (NIFC) – Boise, ID
    • Alaska BLM and Alaska Fire Service (AFS) in Fairbanks
    • Expanded Dispatch – Wenatchee, WA
    • NIFC Wireless – Boise, ID
    • Missoula, MT
    • California Department of Forestry and Fire Protection (CDF) – Sacramento, CA
site visit results building the strategic plan
Site Visit Results: Building the Strategic Plan
  • Summarized all interviews in a data collection and analysis tool.
  • Collected data from interviews on topics such as
    • Business process changes
    • Automation opportunities
    • Standardization opportunities
    • Challenges associated with transition.
  • Extensively analyzed results
    • Looked for commonalities across interviews
    • Explored broader concepts.
site visit results building the strategic plan16
Site Visit Results: Building the Strategic Plan

continued

  • Developed three strategic areas.
  • Identified ten specific recommendations.
    • Estimated the timeframe for implementation
      • Short-Term – could be completed within 12-18 months
      • Medium-Term –could be completed within 18-36
      • Long-Term – could be completed after 36 months.
    • Estimated the level of effort required.
    • Identified dependencies.
  • Identified action items.
slide17
NWCG Incident Based Automation

Strategic Planning Project

Strategic Plan

overview18
Overview
  • Three strategic areas were identified:
    • Data/information and applications/ technology
    • Infrastructure/connectivity
    • Trained and skilled workforce.
  • The strategic areas:
    • Are synergistic and inter-dependent
    • Serve as organizing principles for the recommendations.
overview19
Overview

continued

overview20
Overview

continued

  • Data/information and applications/technology is the centerpiece of the strategic plan.
  • Infrastructure/connectivity is the foundation – without this, there will be no foothold.
  • A trained and skilled workforce is necessary to leverage the recommendations effectively.
background on data information and applications technology
Background on Data/Information and Applications/Technology
  • Strategic Area Focus
    • Standardize data.
    • Facilitate data sharing within the incident and with external entities.
    • Provide appropriate technologies and applications.
  • Analysis/Discussion
    • Demand has increased for information, including demand from outside an incident’s operational boundaries.
background on data information and applications technology22
Background on Data/Information and Applications/Technology

continued

  • Analysis/Discussion (continued)
    • Challenges reported and observed regarding transfer of command.
    • Rapidly evolving technology has provided the capability for more, better, faster information flow; however, the use of technology is hampered by:
      • A slow pace of application development
      • A lack of data standards
      • Insufficient user training
      • Business processes that are entrenched in paper-based systems and culture.
examples of paper based manual processes
Examples of Paper-basedManual Processes

Check-in Helibase

Photo courtesy of SAIC, Tani Converse

recommendations on data information and applications technology
Recommendations on Data/Information and Applications/Technology
  • Recommendation 1.1: Develop a comprehensive incident support system that allows information sharing and efficient data management throughout the lifetime of the incident, increases situational awareness, and provides for better decision support. Timeframe: Long-term.
  • Effort: Large.
recommendations on data information and applications technology28
Recommendations on Data/Information and Applications/Technology

continued

  • Recommendation 1.2: Enable better information flow within an incident’s operational boundaries and to external entities. Provide teams with an interagency portal for dissemination of and access to current fire information.
  • Timeframe: Medium-term.
  • Effort: Medium.
recommendations on data information and applications technology31
Recommendations on Data/Information and Applications/Technology

continued

  • Recommendation 1.3:Actively participate in enterprise architecture and data standardization activities across the interagency incident management community to ensure that incident management activities are well-supported by these efforts.
  • Timeframe: Short-term.
  • Effort: Small.
recommendations on data information and applications technology33
Recommendations on Data/Information and Applications/Technology

continued

  • Recommendation 1.4: Formalize and standardize the process for implementing current and emerging technologies for incident management. Integrate the technologies with the comprehensive incident support system described in Recommendation 1.1.
  • Timeframe: Medium-term.
  • Effort: Large.
recommendations on data information and applications technology35
Recommendations on Data/Information and Applications/Technology

continued

  • Recommendation 1.5: Apply the use of Automated Identification Technology (AIT) to incident business processes identified as potential candidates. Integrate AIT into the incident support system described in Recommendation 1.1
  • Timeframe: Medium-term.
  • Effort: Medium.
infrastructure and connectivity
Infrastructure and Connectivity
  • Strategic Area Focus
    • Ensure that teams have infrastructure (both hardware and software) and connectivity to utilize applications and technology for incident management.
    • This infrastructure must be:
      • Standardized
      • Scaleable
      • Agency-independent
      • Ready by the end of the first operational period(i.e., within 12 hours of the IMT arriving).
background on infrastructure and connectivity
Background on Infrastructure and Connectivity
  • Analysis/Discussion
    • IMTs use a combination of kits, computer rentals, equipment from multiple agencies, and personally-owned equipment.
    • The availability of computers and infrastructure varies widely from incident to incident.
    • The infrastructure is often not scaleable, making it difficult (if not impossible) to expand the infrastructure if needed.
    • These factors make it difficult to get teams up and running and transfer command, as well as lead to Inefficiencies and duplication of effort.
recommendations for infrastructure and connectivity
Recommendations for Infrastructure and Connectivity
  • Recommendation 2.1:Standardize and provide the computing and communications infrastructure for incident management for: use in a variety of incident settings, availability within the "first operational period" (defined as within 12 hours of the IMT’s arrival), and the ability to scale to the incident environment.
  • Timeframe: Medium-term.
  • Expected Relative Effort: Large.
recommendation 1 1 the challenge
Recommendation 1.1: The Challenge…

continued

Photo courtesy of USDA Forest Service, Liz Kinney

Currently, IMTs often find themselves in remote ICP locations with no electricity or connection to the Internet. Example above is an IMT on an All Risk incident. They waited several days for equipment to arrive.

recommendations for infrastructure and connectivity42
Recommendations for Infrastructure and Connectivity

continued

  • Recommendation 2.2: The interagency community should remove information technology (IT) barriers that inhibit incident management teams.
  • Timeframe: Short-term.
  • Expected Relative Effort: Medium.
trained skilled workforce and information technology support
Trained/Skilled Workforce and Information Technology Support
  • Strategic Area Focus
    • Ensure that the incident management personnel are trained and skilled in both using and supporting the automated environment.
  • Analysis/Discussion
    • Adequacy of training to ensure that personnel have the skills necessary to use the tools available.
    • Training currency, especially given the rapidly changing technology environment.
    • Ensuring that non-Agency employees had access to technology training.
recommendations on trained skilled workforce and it support
Recommendations on Trained/Skilled Workforce and IT Support
  • Recommendation 3.1: Expand and modernize training methods to more effectively and efficiently teach emerging technologies, applications, and automation for business practices that will touch virtually all Incident Management positions.
  • Timeframe: Medium-term.
  • Expected Relative Effort: Large.
recommendations on trained skilled workforce and it support47
Recommendations on Trained/Skilled Workforce and IT Support

continued

  • Recommendation 3.2:Review all NWCG positions to more appropriately reflect “qualified” and “current” and to recognize the increasingly rapid change in automation, technologies, and applications.
  • Timeframe: Medium-term.
  • Expected Relative Effort: Medium.
recommendations on trained skilled workforce and it support49
Recommendations on Trained/Skilled Workforce and IT Support

continued

  • Recommendation 3.3: Develop, design, and implement a streamlined method for training (which includes current technology and applications), that is focusedon non-agency personnel with previous incident-related experience.
  • Timeframe:Medium-term.
  • Expected Relative Effort: Medium.
slide51
NWCG Incident Based Automation

Strategic Planning Project

Conclusions and Next Steps

all risk considerations
All-Risk Considerations
  • IBA2 scope included All-Risk incidents.
  • Interviewees provided input on the considerations of All-Risk incidents.
  • All of the recommendations and action items in the Strategic Plan are applicable to All-Risk; however:
    • All-Risk incidents have specific and unique concerns
    • Additional analysis may be needed to further clarify these needs and identify a more comprehensive strategy for addressing them.
continuous improvement
Continuous Improvement
  • Incident management and technology are dynamic and rapidly changing.
  • In light of this, it is important to have a mechanism for periodically re-evaluating the needs of incidents.
  • A continuous improvement process should be embraced to facilitate identification of additional opportunities for improvement.
  • Ensure that opportunities identified through this process are analyzed (including alternative solutions evaluated), and decisions made decisions made regarding options for implementation.
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