an analysis of organizational models for the future nmac/gmac meeting - december 1, 2010 lyle...
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An Analysis of Organizational Models for the Future
NMAC/GMAC Meeting - December 1, 2010Lyle 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
SupportBonnie Wood,
NWCG ManagerRoberta D’Amico,
NPS, NIFC
Training Task TeamMerrie Johnson, Chair,
FSPaul Fieldhouse, FS
Paul Hanneman, NASF, TX ICT2
Incident Business & Staffing Task TeamHallie Locklear, Chair,
BLMSarah Fisher, FS
Tamara Neukam, BLMBillie Farrell, FWS
Team Typing & Configuration Task
TeamPam 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, NPSDave 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
organizationIncorporates
overarching principlesIncentives 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 teamsUse 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
seasonsUtilizes 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
approachScalable
Full-time team staffing – Emergency funded
Temporary promotions during fire seasonOne type of team
Members still supervised by Agency
Administrators
Core Team – “Militia”
RESPONDS TO
The need for flexibility and
scalability
KEY ELEMENTS Flexible, modular
approachScalable
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 Administrato
rs
Incident Commander
sStates
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
