00 interagency geospatial governance model interagency geospatial governance model composite...
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Interagency Geospatial Governance Model
Interagency Geospatial Governance Model
Composite Deliverable - Tasks One, Two, and Three
National Wildfire Coordinating Group (NWCG) National Interagency Fire Center (NIFC) Contract AG-024B-S-09-0035
July 2, 2010
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Interagency Geospatial Governance Model
Executive Summary
The wildland fire community is faced with an ever more complicated mission to manage wildland as a natural or unnatural process while protecting values at risk. Geospatial technologies are critical in decision support activities related to wildland planning, management, and suppression. These technologies require interagency geospatial datasets to support their business areas. The objective of this project is to develop and execute a governance model for the National Wildfire Coordinating Group (NWCG) member agencies for the creation, management, and maintenance of geospatial data for wildland management. The approach for this effort entails assessing wildland data needs, conducting a stakeholder analysis, analyzing agency policies/ guidance, and developing a strategic framework. Booz Allen Hamilton’s approach in this effort follows:
A wildland Data Needs Assessment was accomplished through review of key documents, interviews with 40 Key stakeholders, and conversations with core team members. The assessment: Identified frequency and type of current interaction in alignment with NWCG business areas Identified current interaction leads to projecting an alignment of key geospatial data requirements Supported a summary analysis of the interagency stakeholders’ alignment with the NWCG business areas Validated business areas to support the interagency geospatial community and provided effective focus for
both near and long-term organizational objectives
A Stakeholder Analysis provided a discovery process using documentation and interview data to determine primary issues in the NWCG Geospatial Task Group’s (GTG’s) environment and affecting its ability to set strategy, execute mission, and achieve results. The stakeholder analysis summarizes a SWOT - (strengths, weaknesses, opportunities, threats) – related to stakeholders feedback among the interagency community’s key dimensions of change - (people, process, technology, physical infrastructure).
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Interagency Geospatial Governance Model
Executive Summary cont’d.
An Agency Policy / Guidance Analysis for geospatial data and information highlights similarities and differences focusing on dimensions of change – (people, process, technology, and infrastructure). Policy and guidance varies considerably from agency to agency. Although, an over arching Federal Department level organization is in place and has incorporated policy and developed very broad direction and guidance for a geospatial framework that includes an enterprise architecture, the interagency wildland fire community has yet to embrace and/or refine and implement an enterprise architecture to meet it needs.
To develop the interagency geospatial program’s Strategic Framework, it is important to begin with the end in mind – i.e., the mission, vision, goals, and objectives (MVGO) of geospatial governance. The framework requires a communication and change management capability that captures strategic action planning and drives strategy to an operational model. A strategic framework (consistent with best practice) forms the basis of a governance model to support the interagency community’s capabilities, develop ownership of the underlying program, and define stewardship of the interagency wildland fire geospatial program.”
Representative View of Geospatial Strategic Framework and Development of the Governance Model
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Interagency Geospatial Governance Model
Introduction
Booz Allen Hamilton (Booz Allen) is engaged with a National Wildfire Coordinating Group (NWCG) geospatial core team for the purpose of developing a comprehensive strategic framework. This framework in turn will be used to provide the foundation for a geospatial governance model for application in the interagency wildland fire community.
Task 1 – Wildland Business Areas Assessment: Content herein focuses on NWCG wildland fire business areas, identification and categorization of geospatial stakeholders, and analysis with respect to existing structures and processes. We obtained necessary content through review of key documents, interviews with 40 Key stakeholders, and conversations with core team members.
Task 2 – Stakeholder Analysis: Content focuses on the results of two facilitated mission, vision, goal, objectives (MVGO) sessions and a stakeholder analysis derived from information gathered in Task One interviews by a strength, weaknesses, opportunities and threats (SWOT) analysis.
Task 3 – Agency Policy / Guidance Analysis: Content focuses on review of agency geospatial policies/directives plus a gap analysis related to geospatial business processes.
Task 4 – Strategic Framework: Content will form the basis for the recommended geospatial strategic framework to be identified later.
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Interagency Geospatial Governance Model
Table Of Contents
Context / Approach
Task Activities and Results– Assess Wildland fire Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives
– Develop Strategic Framework
Next Steps
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Interagency Geospatial Governance Model
Geospatial technologies and dependent data have become critical elements in the operation of federal, state, and local wildland fire programs
Context - The wildland fire community is faced with an ever more complicated mission to manage wildland fire as a natural or unnatural process while protecting values at risk and meeting resource objectives. Geospatial technologies are critical in decision support activities related to wildland fire planning, management, and suppression. These technologies require interagency geospatial datasets to support their business areas.
Current IssuesCurrent Issues
No overall geospatial strategy is available for wildland fire community to collaborate around data creation, maintenance, or access
Current geospatial standards are specific to individual agency policy, project, or application
Geospatial data is frequently created and modified to meet the individual requirements of various wildland fire-related activities
No environment exists to handle the geospatial data needs of the entire interagency fire community
Data is being created but not vetted through interagency fire business channels
No overall geospatial strategy is available for wildland fire community to collaborate around data creation, maintenance, or access
Current geospatial standards are specific to individual agency policy, project, or application
Geospatial data is frequently created and modified to meet the individual requirements of various wildland fire-related activities
No environment exists to handle the geospatial data needs of the entire interagency fire community
Data is being created but not vetted through interagency fire business channels
Results/ChallengesResults/Challenges
Inefficient data management and development processes
Duplicative efforts between agencies, offices, and projects
No central location for wildland agencies to access and retrieve (share) geospatial data
Significant time spent creating and acquiring key data in support of fire incidents even though it may exist in undiscovered partner agency systems
Project funds often spent on creating and acquiring data to meet specific project needs even though it might be available elsewhere
Inconsistent focus on technology can take away from mission accomplishment
Inefficient data management and development processes
Duplicative efforts between agencies, offices, and projects
No central location for wildland agencies to access and retrieve (share) geospatial data
Significant time spent creating and acquiring key data in support of fire incidents even though it may exist in undiscovered partner agency systems
Project funds often spent on creating and acquiring data to meet specific project needs even though it might be available elsewhere
Inconsistent focus on technology can take away from mission accomplishment
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Interagency Geospatial Governance Model
The NWCG over time has identified requirements for a robust geospatial governance approach
Embraces the mission space to collaborate and coordinate in support of the interagency wildland fire mission
Understands that the broader federal government is aggressively encouraging the coordination and collaboration of geospatial platforms across the federal civil environment
Supports overall organizational objectives to apply advanced geospatial technology to diverse missions of the interagency wildland fire community
Understands that it (i.e., the GTG) is well-positioned to lead this cooperative geospatial governance effort
Recognizes that the NWCG is moving into unexplored territory which will likely result in systematic changes in traditional business processes
Needs a governance model to define and execute mission-driven activities
Requires a communication and change management capability that captures strategic action planning and drives strategy to an operational model
**Please note, this is a third-party perspective provided to the NWCG GTG by a private sector consulting firm (Booz | Allen | Hamilton).
Under the NWCG, the Geospatial Task Group (GTG)...
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Interagency Geospatial Governance Model
Our objective in this contract is to support the NWCG in the creation of the geospatial governance approach
2. Conduct Stakeholder
Analysis
2. Conduct Stakeholder
Analysis
3. Analyze Agency
Policies and Directives
3. Analyze Agency
Policies and Directives
4. Develop Strategic
Framework
4. Develop Strategic
Framework
Identify wildland fire business areas
Identify and categorize stakeholders that produce, maintain, and use data
Analyze identified wildland fire areas with respect to existing structure/processes
Develop assessment identifying mission, vision, goals, and roles of stakeholders
Assess stakeholders by evaluating data creation, management strategies, and business rules used
Identify key findings and implications via report
Gather Agency policies and directives
Analyze Agency Policy for similarities and discrepancies
Conduct gap analysis of the current business processes vs. desired processes
Identify key findings and implications
Identify risks and mitigation strategies for aligning geospatial data with framework
Identify ownership of geospatial programs, engage stakeholders
Validate requirements at all levels of fire management
Assist in managing organizational change
1. Assess Wildland Data
Needs
1. Assess Wildland Data
Needs
NWCG Geospatial Task Group Activities
Deliverables
Report – Assessment of Wildland Data Needs
Report – StakeholderAnalysis Results
Report – Agency Policyand Directives
Strategic FrameworkImplementation Plan
Presentation
Key Project Contributors
Multi-AgencyRepresentation
Multi-AgencyRepresentation
NWCG Sponsorship
NWCG Sponsorship
Contractor Support
Contractor Support
USFSContract
Management
USFSContract
Management
This document reflects results of
the first three tasks
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Interagency Geospatial Governance Model
The strategic framework must begin with the end in mind – i.e., the mission, vision, goals, and objectives (MVGO) of geospatial governance
Prospective NWCG Geospatial Strategic Framework
Mission: Does the group need to identify anything separately here?
Vision: How best to align to umbrella documents such as NWCG Strategic Plan, NWFEA Blueprint, agency-specific geospatial plans?
Goals: Which ones are necessary to cover “make or break” issues (e.g., perhaps related to creation, use, and management of data)?
Objectives: Which numerically oriented, time bounded commitments are the group able and willing to recommend?
Actions/Initiatives: What do the results of the business area analysis tell us about priorities?
Measures: Which will be used and who will monitor?
Representative Questions to Answer in this Project
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Governance promotes an explicit consideration of capabilities required in each dimension and their interdependencies
Processes– Policy and Budget– Activities and Tasks– Sequence– Information Sharing– Decision Rights– Targets and outputs
Technology (IT)– Data– Hardware– Software– Applications– Technology Infrastructure – Performance management
Physical Infrastructure– Locations– Facilities at each location– Workplace environment– Space, utilization targets
People (staff)– Organization structure & design– Performance System– Workforce Planning, i.e. #s of FTEs
Human Capital Management Competencies Leadership Performance management
Interagency Organizational Dimensions of Change
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Interagency Geospatial Governance Model
The strategic framework should also drive a governance model consistent with best practice...
DESIGN DEVELOPENVISION DEFINEPhasesSequence
ProcessAreas
Concurrent
Dimensions of ChangeInterdependence
Prospective NWCG Geospatial Governance Model*
*Note: The mission, vision, goals, objectives noted on the previous page relate to the “Envision” stage of “Capability Development” as highlighted above.
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Interagency Geospatial Governance Model
...and that links contract requirements in a logical sequence
Mapping of Notional Governance Model to Contract Requirements*
Identifying mission/vision/goals/objectives (tasks 2 and 4) drives capabilities and overall community success
Identifying business areas/needs (task 1) sharpens business strategy used to achieve mission/vision
Process work (task 3) supports capability improvement
Identifying program ownership, assessing and engaging stakeholders, validating fire requirements at all levels, and assisting in organizational change (tasks 1, 2, and 4) all support ownership building
Identifying business area/needs (task 1) also provides feeder material to communication and training efforts
Identifying risks and mitigation strategies for aligning geospatial data with governance framework (task 4) helps to inform program stewardship
Analyzing agency policy for similarities/discrepancies (task 3) solidifies the context and boundaries of change and governance
Capability Development
Ownership Building
Program Stewardship
*Note this roadmap will be refined to fit NWCG requirements
Illustra
tive
Example
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Interagency Geospatial Governance Model
Table Of Contents
Context / Approach
Task Activities and Results– Assess Wildland fire Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives
– Develop Strategic Framework
Next Steps
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Interagency Geospatial Governance Model
Task 1 provides an analysis of wildland fire programs and business areas plus an assessment of related geospatial data requirements
Identify wildland business areas
Identify and categorize stakeholders that produce, maintain, use data
Analyze identified wildland areas with respect to existing structure/processes
Deliverable Report – Assessment of Wildland Data Needs
Identification of Wildland fire Business Areas– To conduct discovery using background documentation and
interview data to determine how current roles and responsibilities among federal agency stakeholders align with the NWCG business areas impacting the interagency geospatial community’s ability to set strategy, execute mission, and achieve desired results
Tasks Completed– NWCG Geospatial Governance model core team identified forty
(40) key stakeholders for interviews among USFS, DOI, and other federal agencies
– Interviewed internal and external stakeholders– Compiled and reviewed a catalog of background documentation– Reviewed data from interviews– Identified key geospatial data requirements aligned to the NWCG
business areas via the interagency stakeholder analysis– Documented results of the stakeholder interviews for mapping
interagency Wildland Business Areas within NWCG Geospatial Core Team’s interagency operating environment
Outcomes – Identified frequency and type of current interaction in alignment
with NWCG business areas – Identified current interaction leads to projecting an alignment of key
geospatial data requirements– Completed a summary analysis of the interagency stakeholders’
alignment with the NWCG business areas (more info to be shared on this topic in the upcoming deliverable #2)
– Validated business areas to support the interagency geospatial community provide effective focus for both near and long-term organizational objectives
Key Project Contributors
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentation
Multi-AgencyRepresentation
1. Assess Wildland fire Data Needs
1. Assess Wildland fire Data Needs
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Interagency Geospatial Governance Model
To complete Task 1, we briefed the governance model with an interagency executive group and answered questions about the governance model guidance
Mission: Why do you see a geospatial community as necessary?
Platform: What would happen if a geospatial community is not developed?
Stakeholders: Who is affected the most? The least?
Implementation: How long will it take to implement the geospatial governance model?
Change Management: Which barriers or obstacles do you foresee?
Processes: How might work processes change for the geospatial community?
Customers: How will customers of the geospatial products experience change?
Technology: How will the wildland fire community’s geospatial technology change?
Budget: How might this change impact your financial performance?
Illustrative Examples of Discussion Topics with the Executive Stakeholder Group
Ken Granneman
AGENCY EXECUTIVE STAKEHOLDERS
Brian McManus, Executive Sponsor
Lyle Carlisle
Chuck Dull
Laura Hill
Neal Hitchcock
Bill Kaage
Tim Murphy
Paul Schlobohm
Karen Siderilis
Richard Tinker
Tom Zimmerman
Kim Christensen
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Interagency Geospatial Governance Model
Susan Goodman & Staff
David Duran
Gladys Crabtree
Eric Gdula
Kathie Hansen
Dan Hurlbert
Miranda Stuart
Cynthia Wanschura
We interviewed 40 key stakeholders about the interagency geospatial model with representatives of the community to collect input
Geological Survey
Liz Lyle & Staff
Ken Granneman
AGENCY EXECUTIVE STAKEHOLDERS
Brian McManus, Executive Sponsor
Lyle Carlisle
Chuck Dull
Laura Hill
Neal Hitchcock
Bill Kaage
Tim Murphy
Paul Schlobohm
Karen Siderilis
Richard Tinker
Tom Zimmerman
Kim Christensen
Gary Krauss & Jerry Franz
Bureau of Indian Affairs
Luther Arizana
Scott Bradshaw
Chris English
Carl Hardzinski
Bryan Rice
Fred VonBonin
DOI Office of Wildland Fire Coordination
Henry Bastian
Bureau of Land Management
Bob Bewley
John Cissel
Bev Fronterhouse & Staff
Krista Gollnick-Waid
Robyn Heffernan
Joe Kafka
Gwenen Poirier
Jerry Sempek
Dave Wilson
Fish and Wildlife Service
Cal Gale & Staff
Chris Lett
Jerry Szymaniak
John Wallace
Richard Moore
National Park Service
Elise Bowne
Forest Service
Dorothy Albright
Candace Bogart
Dave Green
Charles Leonard
Gwen Lipp
Andy Peavy
Brian Schwind & Staff
Andrew Wilson
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We created a summary of key wildland fire business areas based on the interview results
Note that these are business areas, not organizational silos. The numbers represent areas in which interviewed stakeholders told us they work, irrespective of geospatial application or not.
These categories might help inform both the outcome (i.e., vision, goals, objectives) and output (i.e., actions and initiatives) aspects of the strategic framework
Moreover, these categories might serve as indicators of focus areas for capability development and program stewardship in a governance model
We note that some of these categories differ somewhat than what has been used in agency-specific geospatial frameworks
Relevance of Categories*
*Please see the Appendix for further discussion/analysis of the pros and cons of various ways in which to structure a geospatial governance model
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Feedback is segmented by NWCG Wildland fire Business Area 1: Leadership
Leadership Business Areas: Direction setting and decision making within the wildland fire community.
SERVICES ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA
Strategic Planning Articulation of where leadership wants the organization to go, how best to get there, mechanisms for measuring the degree of success, and delegation of responsibilities.
Inventory of key partner missions and visions, goals and objectives, as well as related performance metrics for geospatial technology to support wildland suppression needs.
Policy Development Creation of a common interpretation of existing policies and the national fire plan among the participating agencies. Formulation of policy recommendations for agency adoption.
Common interpretation of existing policies among key geospatial technology partners, and formulation of necessary policy for interagency geospatial technology operations and maintenance.
Financial Planning Planning, evaluation and allocation. Financial metrics related to geospatial technologies, physical infrastructure (facilities), supporting processes and programs.
Compliance Requirements Management (NEPA)
Interagency compliance requirements coordination, reporting and analysis.
Locations of cultural resources, priority/endangered species, cultural sites, wetlands, habitats, floodplains, and incident information.
Performance Monitoring and Assessment (NEPA)
Programmatically measuring, evaluating and adapting actions. Locations of cultural resources, priority/endangered species, cultural sites, wetlands, habitats, floodplains, incident information, and performance-based analysis results.
Investment Decision Making
Analysis of business and environmental (infrastructure, technology and products) fit of any proposed enhancement to the investment portfolio. Determination of criteria for evaluating investment proposals, and development of process for implementation.
Financial planning for geospatial technologies, physical infrastructure (facilities), processes and programs.
Fire Program Development
Development of the program to support and promote interagency collaborative participation to meet the NWCG mission.
NWCG partner modeling application results (WFDSS, FPA, LANDFIRE, etc.) and incident data.
Design and Implement Operating Model
Development of the interagency structures and protocols needed for effective program operation.
NWCG partner modeling application results (WFDSS, FPA, LANDFIRE, etc.) and incident / project data.
Product Management The design and lifecycle management of products and services to address stakeholder needs. Not the development, but O&M.
NWCG partner modeling application results (WFDSS, FPA, LANDFIRE, etc.) and incident / project data.
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Interagency Geospatial Governance Model
Feedback is segmented by NWCG Wildland fire Business Area 2: Business Operations
Business Operations Business Areas: The daily operations required for running the wildland fire organization.
SERVICES ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA
Financial Management Budgeting and Accounting activities conducted in day to day, and year to year operation of Wildland Fire.
Financial planning for geospatial technologies, physical infrastructure (facilities), processes and programs.
Human Resource Management
The policies and procedures involved in managing people within the Wildland fire community. The theoretical and practical techniques of managing a workforce.
Key staff locations
Contract Management The maintenance and management of contracts required for day to day operations and preparedness of the Wildland Fire program. This would include general contract execution at the program level and liaison activities with agency contract management services.
The maintenance and management of contracts required for day to day operations and preparedness of geospatial technologies to support the Wildland Fire program.
Asset Management The management of items, objects and property used to support the activities required to keep the organization functional. Types of assets are Fixed, Intangible, personal property and equipment.
Inventory of partner facilities, asset locations, equipment inventory locations, and key staff locations
Records Management The practice of identifying, classifying, archiving, preserving and destroying records. The field of management responsible for the efficient and systematic control of the creation, receipt, maintenance, use and disposition of record.
Records retention of all pre and post-incident geospatial information.
Information and Technology Management
Oversight and guidance of hardware and software as an enterprise resource.
All pre-incident and post-incident base data accessible to the NWCG user community.
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Interagency Geospatial Governance Model
Feedback is segmented by NWCG Wildland fire Business Area 3: Fire Program Management
Fire Program Management Business Areas: Creation and dissemination of the procedures, standards and guidelines for managing wildland fire events and resources. Activities that lead to a safe, efficient, and cost-effective Fire Management
Program in support of land and resource management objectives.
MEMBERS ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA
Communications The planning, management and development of communication based on priorities, methods, audience, strategies and program needs.
Terrain, current coverages (private sector), and communications infrastructure (fixed and mobile).
Fire Planning The systematic, technological, and administrative management process of designing organization, facilities, and procedure, including fire use to protect wildland from fire. The processes include land and resource planning, fire management planning, and specific fire implementation action planning.
Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, and water sources.
Standards and Procedures, Maintenance and Development
The creation, modification, or withdrawal of standards and procedures (guidelines are suggested procedures) required to safely, efficiently, and effectively achieve the strategic intent of the Wildland Fire program.
The creation, modification or withdrawal of standards and procedures required to safely, efficiently, and effectively achieve the strategic intent of geospatial technology to support the Wildland Fire program.
Workforce Management Identification, training and enhancement of the Wildland Fire militia, the Interagency Fire Position Management (IFPM) core and the general Wildland Fire workforce.
Inventory of partner facilities, facility missions, and key staff locations.
Community Assistance / Public Outreach
Training, information sharing and assistance to Wildland Fire service consumers. Education and communicating with the general public about fire prevention, safety and risk mitigation. Includes education and support for restoration of Fire Adapted Ecosystem.
Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, structures, imagery, water sources, and urban interface areas.
Fire Environment The terrestrial and atmospheric fire influences modeled by applications of fuels, weather and topography at low to high resolution temporal and special scales. Includes activities for Fire Behavior, Fire Danger, and Fire Weather….Predictive Services.
Fuels, terrain, vegetation, precipitation, seven day weather forecast, structures, and imagery.
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Interagency Geospatial Governance Model
Feedback is segmented by NWCG Wildland fire Business Area 4: Vegetation Management (Hazardous Fuels Reduction)
Vegetation Management (Hazardous Fuels Reduction Business Areas: The manipulation or removal of fuels to reduce the likelihood of ignition and/or to lessen potential damage from and resistance to control of wildland fires, including ecosystem
evaluation and balance.
MEMBERS ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA
Tactical Planning Development of a plan of action to achieve goals based on pre-existing plans and current conditions. This will include weather analysis, logistics, personnel, equipment, etc.
Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.
Treatment Implementation
The setup, monitoring, and application of either mechanical, chemical, biological, manual or fire to reduce the flammability and resistance to control of wildland fuels, and when applicable, biomass utilization.
Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, and structures.
Treatment Assessment The evaluation and interpretation of the degree of effectiveness of the treatment, and identifying any follow on action required.
Fuels, treated areas (type), terrain, recent burn areas, vegetation, precipitation, and values.
Fuels Treatment Reporting
Declaration of results of hazardous fuels reduction actions Treated areas (type), recent burn areas, and urban interface areas.
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Interagency Geospatial Governance Model
Feedback is segmented by NWCG Wildland fire Business Area 5: Wildland Fire ManagementWildland Fire Management Business Areas: The planning, preparedness, dispatch, coordination, on-scene management of
any unplanned event, investigation of a wildland fire event, and post wildland fire recovery.
MEMBERS ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA
Tactical Preparedness
Managing for the current preparedness level. The range of critical tasks and activities necessary to build, sustain, and improve the capability to protect against, respond to, and recover from wildland fire incidents.
Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.
Fire Response Specific tactical actions taken in response to wildland fire. This includes following policy and procedures for command and control, operations, planning resources and recovery.
All data referenced in this section plus local data acquired from the impacted communities. Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.
Stabilized Burned Areas
Assessing burned area damages and developing emergency plans to stabilize and prevent further degradation to the post wildland fire environment. Implementing approved emergency and non-emergency post wildland fire recovery plans with available funding.
Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.
Incident Business Operations
The management of personnel, acquisitions, property, claims, cost accounting and reporting.
Specific tactical actions related to geospatial technology taken in response to management of wild fire. This includes following policy and procedures related to geospatial technology for command and control, operations, planning resources and recovery.
Fire Data Reporting Declaration of results of wildland fire actions Burned areas and Fire Perimeters: fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.
Risk Management Identifying potential risks and making decisions to reduce the possibility and/or impact of the risks
Burned areas and Fire Perimeters: fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes. Seasonal forecasts, values, access and egress, roads, communities, fire history, etc. are also important.
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Interagency Geospatial Governance Model
Agency-specific drilldown provides a similar look at the alignment and importance of business area focus
Alig
nmen
t of J
ob F
unct
ion
** Note: Although the general trends remain, this view shows micro-trends by agency according to the stakeholder feedback in reference to NWCG business areas (e.g., BLM uses geospatial for vegetation management and business operations too; USFS is characterized by a big focus on wildland fire management but not on operations)
Wildland Fire Business Areas Stakeholder Engagement
0
2
4
6
8
10
12
14
BusinessArea 1:
Leadership
BusinessArea 2:
BusinessOperations
BusinessArea 3: Fire
ProgramManagement
BusinessArea 4:
VegetationManagement(Hazardous
FuelsReduction)
BusinessArea 5:
Wildland FireManagement
NWCG Business Area
Ali
gn
men
t o
f Jo
b F
un
ctio
n
USDA USFS
DOI BLM
DOI NPS
DOI BIA
DOI FWS
USGS
DOI OWFC
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Interagency Geospatial Governance Model
Business Area 2: Business Operations
In the interagency wildland fire community, geospatial activity among job functions currently supports multiple business areas in relative proportion
Geospatial Activities by Wildland Fire Business Area
Business Area I: Leadership
Business Area 3: Fire Program Management
Business Area 4: Vegetation Management
Business Area 5: Wildland Fire Management
**Note: Predominance of focus based on the interviews does not necessarily align with the budget available for these areas.
Geospatial Activities by Wildland Fire Business Areas
NWCG Wildfire Business Area 1: Leadership
20%
NWCG Wildfire Business Area 3: Fire Program
Management21%
NWCG Wildfire Business Area 5: Wildland Fire
Management26%
NWCG Wildfire Business Area 4: Vegetation
Management (Hazardous Fuels Reduction)
18%
NWCG Wildfire Business Area 2: Business Operations
15%
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Interagency Geospatial Governance Model
The stakeholders for this project are geospatial professionals supporting operations at the field, local, state, regional, and national levels
Within their areas of expertise, these individuals acquire, manage, interpret, display, analyze, or otherwise use geospatial data focusing on the geographic, temporal, and spatial context of various information themes
These activities engage them in both data production and consumption - the following pages categorize the stakeholders and their partner agencies as producers and/or consumers by relative percentage relating to their total (100%) of data-related activities
The following descriptions define the terms used in the subsequent categorization– Producer (Produces geospatial data through their products and/or services)– Consumer (Uses geospatial data created through various products and/or services)
Use of this approach demonstrates a consistent trend of stakeholders activity in both producer and consumer capacities with some minor variations in the balance of these
We also have categorized stakeholders using a “producer/consumer” classification
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Interagency Geospatial Governance Model
Composite Categorization of Stakeholders by Agency Group
WILDLAND FIRE STAKEHOLDER
GROUPDESCRIPTION OF KEY GEOSPATIAL ACTIVITIES
Existing Geospatial Technology Relationship with Lead
Agency?
PRODUCER CONSUMER
GEOSPATIAL TECHNOLOGY ENGAGEMENT
APPROACH
USDA Forest Service
Geographic Information Systems (GIS) constitute the computerized "tools" that have been developed to manage information about where things are in relation to one another and their unique attributes (characteristics). From an "evolutionary" standpoint GIS technologies are at a "late childhood" stage of maturation and, similar to a young child, continue to undergo rapid and dramatic development.
ArcGIS delivers "industrial strength" functionality the agency needs to fulfill internal as well as government-wide information management mandates of the 21st century. From a physical standpoint, larger/faster database servers, faster Local Area Networks (LAN), more powerful desktop machines on more desktops, and more robust telecommunication connections between FS offices are all needed. In addition, there is much more to know and understand, new skills and roles to develop among a more diverse spectrum of FS employees, more data standardization to define and achieve, and new data models into which to migrate.
Yes
Keep informed, manage, seek to
support by sponsorship
DOI BLM Geospatial technology evolving beyond the traditional user and becoming ubiquitous within BLM. Geospatial data standards will help facilitate data sharing and increase interoperability among geospatial technologies. Furthermore, geospatial data standards contribute to making a geospatial technology specialist’s life simpler and increase the reliability and effectiveness of the GIS products that are produced.
Yes
44% 56% Keep informed and meet any
responsibilities to the Agency
and Field
DOI NPS The goal of the NPS Geographical Information Systems (GIS) Program is to provide usable geographic data and information, through geographic information systems, for scientifically based management of park resources and for park planning.
The Natural Resource GIS Program performs the following functions: coordination of GIS implementation within the NRPC, Regions, and NPS Units, coordination of partnerships with other agencies and organizations, facilitation and management of joint and cost-shared geospatial data development, management of Natural Resource and I&M GIS data acquisition, planning and implementation of the spatial data clearinghouse and data archiving, development and coordination of GIS and information management plans, standards, and policies, coordination of GIS and data management educational and training opportunities, facilitation of information and data sharing within the NPS GIS community.
Yes35% 65%
Engage closely, collaborate
45% 55%
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Interagency Geospatial Governance Model
Composite Categorization of Stakeholders by Agency Group (cont’d)
WILDLAND FIRE STAKEHOLDER
GROUPDESCRIPTION OF KEY GEOSPATIAL ACTIVITIES
Existing Geospatial Technology Relationship with Lead
Agency?
PRODUCER CONSUMER
GEOSPATIAL TECHNOLOGY ENGAGEMENT
APPROACH
DOI BIA Provide Bureau-wide standardization for GIS staffing, planning, procedures and core data sets; provide bureau-wide standardization for access to the right information for authorized users anytime – easier, faster, and less expensively.
Yes 20% 80% Engage closely, collaborate
DOI FW&S Expanding involvement in GIS activities in the US Fish and Wildlife Service (FWS), with emphasis on the spatial data aspects of GIS. These include coordinating metadata efforts in FWS, assisting offices by locating free or low cost spatial data, providing general evaluations on the quality of that data, providing a platform for sharing metadata and spatial data, and serving as a clearinghouse for other GIS topics such as data standards, training, the A-16 process, global positioning systems, contract information, and technical notes.
Yes
29% 71%Engage closely,
collaborate
DOI OWFC DOI’s business activity depends on geospatial information—knowing where things are and understanding how they relate to one another. The purpose of these documents is to define how geospatial data and technology will be used to enhance DOI business activities and the achievement of its mission and goals. Geospatial data and technology are strategic, national assets involving major investments. While geospatial capabilities have been implemented in all DOI bureaus, the implementation hasn’t been documented or systematic, causing impediments to potential interoperabil ity and lost potential for cost savings.
N/A
60% 40% Keep informed, manage, seek to
support by sponsorship
USGS The USGS is the leading United States Government agency with expertise in geologic investigations, resource assessments, and the development, analysis, and distribution of geospatial databases, maps, and derivative products. USGS is also host to the Federal Geographic Data Committee (FGDC), which establishes and promotes
standards for geospatial data documentation and public access systems.
No separate Fire Division
80% 20% Engage closely, collaborate for
additional resources
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Interagency Geospatial Governance Model
The following internal key stakeholders were interviewed for this baseline analysis and producer/consumer categorization
AGENCY KEY STAKEHOLDER ROLE / GEOGRAPHIC LOCATION PRODUCER CONSUMER
USFS Dorothy Albright Resource Information Specialist / Geographer - Technical Specialist Fire and Aviation Management
(Eugene, Oregon)
10% 90%
BIA Luther Arizana Supervisory IT SpecialistInformation Technology (West Module)
(NIFC – Boise, Idaho)
20% 80%
DOI - OWFC Henry Bastian Fire Ecologist, LANDFIRE Program DirectorOffice of Wildland Fire Coordination – US Department of Interior
(Washington, DC)
60% 40%
BLM Bob Bewley Senior Geographer, Geospatial Program ManagerDivision of Planning and Science Policy, Bureau of Land Management
(Washington, DC)
40% 60%
USFS Candace Bogart (R3) Physical Scientist, Regional GIS Program Manager (SW Region)GIS/Photogrammetry Unit - Engineering Staff
(Albuquerque, New Mexico)
50% 50%
USFS Elise Bowne GIS Specialist, Rocky Mountain Regional OfficeUnited States Forest Service
(Golden, Colorado)
50% 50%
BIA Scott Bradshaw Fire PlannerBureau of Indian Affairs – National Interagency Fire Center
NIFC – Boise, Idaho)
10% 90%
BLM John Cissel Program ManagerJoint Service Fire Program
(NIFC – Boise, Idaho)
100% 0%
USFS(WFDSS) /
NPS
Gladys Crabtree WFDSS Geospatial Data CoordinatorNPS Lead, Information Management
(NIFC – Boise, Idaho)40% 60%
NPS David Duran Resource Information Services DivisionNational Information Services Center
Office of the Chief Information Officer, National Park Service(Denver, Colorado)
10% 90%
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Interagency Geospatial Governance Model
Carl Hardzinski
AGENCY KEY STAKEHOLDER ROLE / GEOGRAPHIC LOCATION PRODUCER CONSUMER
BIA Chris English Natural Resources Specialist, GISBureau of Indian Affairs Western Regional Office Forestry
(Arizona)
30% 70%
BLM / AFS Bev Fronterhouse & Staff
Chief, Branch of Business and Technology ManagementDivision of Fire and Aviation / Alaska Fire Service, Bureau of Land
Management(Wainwright, Alaska)
50% 50%
USF&WS - FPA
Cal Gale & Staff Fire Management Specialist / Implementation Coordination Group Lead, FPA
(BLM State Office – Boise, Idaho)
30% 70%
NPS Eric Gdula Fire GIS Specialist Grand Canyon National Park – Fire and Aviation
(Grand Canyon, Arizona)
50% 50%
BLM Krista Gollnick-Waid Fire Behavior AnalystFuels, Policy and Oversight – BLM Budget and Planning
(NIFC – Boise, Idaho)
50% 50%
BLM Susan Goodman & Staff
Fire Management SpecialistBLM, National Operations Center
(Denver, Colorado)
50% 50%
USFS Dave Green Information ArchitectBusiness Requirement and Information Management
USDA, CIO(Grangeville, Idaho)
25% 75%
BIA 80%
NPSKathie Hansen 80%
BLM
Robyn HeffernanAssistant National Fire Weather Program Manager
National Interagency Coordination Center, Predictive Services(NIFC – Boise, Idaho)
20% 80%
20%
20%
The following internal key stakeholders were interviewed for thisbaseline analysis and producer/consumer categorization (cont’d)
Regional Fire GIS Specialist, Midwest Regional OfficeDOI, National Park Service
(Wisconsin)
Regional GIS Coordinator, Bureau of Indian Affairs
(Midwest Region)
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Interagency Geospatial Governance Model
The following list of internal key stakeholders were interviewed for this baseline analysis and producer/consumer categorization (cont’d)
BLM
Andy Peavy
AGENCY KEY STAKEHOLDER ROLE / GEOGRPAHIC LOCATION PRODUCER CONSUMER
NPS Dan Hurlbert GIS Specialist, Shenandoah National Park/NE Region Fire GIS Cordntr National Park Service
(Shenandoah Valley, Virginia)
40% 60%
BLM Joe Kafka GIS Analyst, Idaho State Office – National Interagency Fire CenterBureau of Land Management
(Boise, Idaho)
50% 50%
USFWS Gary Kraus (inc. Ken Granneman / Jerry Franz)
Refuge Management Information System Coordinator / BiologistU.S. Fish and Wildlife Service
National Wildlife Refuge System(Washington, DC)
5% 95%
USFSCharles Leonard
Intelligence Operations CoordinatorNational Interagency Coordination Center
(NIFC – Boise, Idaho)
20% 80%
USFWSChris Lett
Geospatial Information OfficerUS Fish and Wildlife Service
(Denver, Colorado)
30% 70%
USGS Elizabeth Lile 80% 20%
USFSGwen Lipp
Field Planner (GIS), Planning Section ChiefBlack Hills Forest, USDA
(South Dakota)
70% 30%
Richard Moore
Geospatial Information OfficerBureau of Indian Affairs
(Washington, DC)
50% 50%
USFS 10% 90%
Geospatial Information Officer and former NNWCG Geospatial Technology Group Member
United States Geospatial Service (USGS)(Denver, Colorado)
Geospatial Management OfficerUnited States Forest Service
(Medford, Oregon)
BIA
Fire Management Specialist, Division of Resources and Fire Management, Fire & Aviation Branch
BLM Colorado State Office(Lakewood, Colorado)
10% 90%Gwenan Poirier
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Interagency Geospatial Governance Model
National Capitol RegionNational Park Service
(Washington, DC)
The following list of internal key stakeholders were interviewed for this baseline analysis and producer/consumer categorization (cont’d)
BLMGIS Specialist,
Bureau of Land Management (Phoenix, Arizona) Dave Wilson
USF&WS James Roberts Fire Management SpecialistNWRS / Branch of Fire Management
US Fish and Wildlife Service, Region 8
10% 90%
USFS Brian Schwind – Staff
DirectorUS Forest Service Remote Sensing Applications Center
(Salt Lake City, UT)
20% 80%
BLMJerry Sempek
Supervisory GIS SpecialistDOI – Utah State Bureau of Land Management
(Salt Lake City, UT)
50% 50%
NPS (former USFWS)
Miranda Stuart
Fire Operations SpecialistPrescribed Fire Training Center, National Park Service
(Florida)
70% 30%
USFWS Jerry Szymaniak Regional Fire PlannerFish and Wildlife Service
(Western Half of Eastern Area)
50% 50%
USFWSJon Wallace
Prescribed Fire Specialist, Waxahachie and Florida Keys RefugeUS Fish and Wildlife Service(West Palm Beach, Florida)
50% 50%
NPS Cynthia Wanschura 50% 50%
USFS Andrew Wilson Resource Information Specialist, United States Forest Service
(Riverside Fire Lab/Portland FSL)
90% 10%
BIABryan Rice
Assistant DirectorBureau of Indian Affairs
(Washington, DC)
20% 80%
KEY STAKEHOLDERAGENCY PRODUCER CONSUMER
20% 80%
ROLE / GEOGRPAHIC LOCATION
BIAFred VonBonin
Southwest Regional Fuels Analyst Bureau of Indian Affairs
(Albuquerque, New Mexico)
70% 30%
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Interagency Geospatial Governance Model
We offer further analysis of geospatial data issues as they relate to support of wildland fire business areas*
This section is organized by NWCG partner agencies for purpose of comparison
In discussing the existing structure and processes for the creation, management, and use of geospatial information related to wildland fire the following headings are defined:
– Geospatial Data Creation and Acquisition (Discussion of the existing structure and processes in place for the creation of geospatial data to include details on information acquisition, processing, and any specific standards utilized in the data creation process)
– Geospatial Data Management (Discussion of existing structure and processes in place for the management of geospatial data; text to document data management practices in use, and specific technologies supporting data management)
– Geospatial Data Use (Discussion of the existing structure and processes in place for the use of geospatial data, which is expected to be the larger volume of text identifying the details of how data is being used for applications, analysis, and product development)
Our analysis suggests that a geospatial governance model needs to bring some continuity across agencies:– There is a gap between national policymaking/standards and local generation and use– Data is often managed by individual users rather than through broader solutions– Many of the operational guidelines are undocumented SOPs compiled for internal purposes– Imagery resources are accessed at multiple facilities on an as-needed basis; most users content that
others have acquired the data
*Note that later deliverables will focus on people, process, and related issues in geospatial governance
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Interagency Geospatial Governance Model
USDA United States Forest Service (USFS) Geospatial Data existing structure and processes in place for the creation of geospatial data
USDA United States Forest Service (USFS)
Geospatial Data Creation and Acquisition
Standards for data collection have been established at the national level to ensure continuity In some instances, regional requirements have added attributes for specific applicationsThe creation of metadata is required but not enforcedThe majority of fire-related data created by USFS is done at the incident or regional levelThe USFS is the authoritative data source for all USFS managed landsGeospatial data is acquired from many internal and external sources
Geospatial Data Management
The USFS created the Geospatial Advisory Committee (GAC) to:• Develop and maintain geospatial data standards across the USFS for data, map products, and delivery of these services• Coordinate National Resource Applications • Provide geospatial vision, strategy, training and awareness to the USFS community
National data is distributed through the web-based Geospatial Data Clearing House (includes vector data, raster data, map products, and other geospatial resources)
Through participation in the Geospatial Task Group (GTG) and other affiliations, fire data is shared between the NWCG partner agencies
Regional offices are the hub for large volumes of geospatial data relating to USFS managed landsThe predominant means for incident data access is through FTP and other non-enterprise solutionsData located at regional offices is difficult to access at other facilities
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Interagency Geospatial Governance Model
USDA United States Forest Service (USFS) Geospatial Data existing structure and processes in place for the use of geospatial data (cont’d)
USDA United States Forest Service (USFS)
Geospatial Data Use
Internal and external data are utilized extensively to support modeling applications at the Remote Sensing Application Center (RSAC) and other facilities
Pre-incident data is compiled and used by individuals and USFS applications with minimal effort Imagery resources are accessed at multiple facilities on an as-needed basis Incident data is compiled locally and pushed to regional and federal locations for inclusion in status products and geospatial
applicationsESRI software is available to all staff through an Enterprise Licensing Agreement
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Interagency Geospatial Governance Model
DOI Bureau of Land Management (BLM) Geospatial Data existing structure and processes in place for the creation of geospatial data
DOI Bureau of Land Management (BLM)
Geospatial Data Creation and Acquisition
The BLM creates minimal amounts of geospatial data. The majority of data used is acquired from outside sources.Specific datasets created include; vegetation treatment, compiled fire occurrences, compiled fire perimeters, lightning strike locations,
and various administrative-type boundariesAn example of the interagency support environment for the creation of geospatial data is the compilation of fire perimeters done in
collaboration with USGS. Data is provided by many entities, field operations to satellite imagery. These individual coverages are compiled into a national dataset for the purpose of supporting several specific applications as well as the larger user community.
BLM staff acquire large volumes of raster and vector data from outside sources to support their projects In general, geospatial data is not created or compiled in a consistent mannerUsers rely on outside entities to provide external data for projectsData acquired from others is driven by the project with minimal knowledge of what is available to them
Geospatial Data Management
Data managed and maintained by individual users (project based) as opposed to an agency wide solutionFormal plans are in place and under development at the headquarters level and available but are not enforced or well known.Data is frequently stored in multiple and sometimes redundant locationsData processing is duplicated in many places Data is posted to many sites for access by others, duplicating efforts and creating confusion with the user-base.Data may be difficult to validate/verity when metadata is not provided (frequently) Imagery data sources are available without information on the originating source or POC information.
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Interagency Geospatial Governance Model
DOI Bureau of Land Management (BLM) Geospatial Data existing structure and processes in place for the use of geospatial data (cont’d)
DOI Bureau of Land Management (BLM)
Geospatial Data Use
ESRI software is used almost exclusivelyAnalysis (models) and computer-based visualization are the predominant form of product distribution, far more than paper mapsLack of common capabilities across federal, state, regional, and mission focused entities creates a varied use of the technology Imagery and data acquired from all sources to meet varied requirementsGeospatial data is key in most of the applications providing modeling and analysis services Imagery users are generally not making purchases or otherwise determining the accuracy or quality requirements they are using.
Most are relying on others to acquire the data they will use and are content with the compromises.The use of geospatial technology is hampered by limitations in staff location and availabilityWith no complete base-data available internally individuals make key decisions in the use of different (for many reasons) base data
for products and analysis
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Interagency Geospatial Governance Model
DOI National Park Service (NPS) Service Geospatial Data existing structure and processes in place for the creation of geospatial data
DOI National Park Service (NPS)
Geospatial Data Creation and Acquisition
NPS staff use agency standards for data creation on and off incidentsThe agency provides specific training in GPS use to support field data collection Individuals are creating multiple internal datasets to support map production and applications
Geospatial Data Management
The NPS has developed a formal Enterprise GIS Program Plan to support their overall geospatial management effortsThrough daily interactions, they are actively collecting geospatial data from federal, state, and local partnersLeadership at NPS is concerned with ensuring that all users have access to all geospatial dataThey are working to fulfill the need for national coverages for core base-data requirements
Geospatial Data Use
Current geospatial products are supporting all aspects of the fire communityData holdings fill the requirements for multiple models for advanced analysis
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Interagency Geospatial Governance Model
DOI Bureau of Indian Affairs (BIA) Geospatial Data existing structure and processes in place for the creation of geospatial data
DOI Bureau of Indian Affairs (BIA)
Geospatial Data Creation and Acquisition
BIA staff follow general standards developed by their DOI partnersGPS use is prevalent in its data collection effortsSignificant efforts are in place to digitize property boundaries for tribal ownership
Geospatial Data Management
Minimal data management activities are conducted by HQ staffAccess to ESRI software is covered by the DOI Enterprise licensing agreementField staff can access internal GPS training to support their effortsMany of the operational guidelines are un-published SOPs compiled for internal purposesDirect management of geospatial efforts is covered at the Regions and the BIA National Geospatial Resource Center (Albuquerque,
NM)
Geospatial Data Use
The BIA has a relatively small user-base of geospatial professionalsStaff are performing many small-scale functions similar to other DOI entitiesFuels analysis is covered at the local level and fed into local and national modelsThe majority of the geospatial product requests are for ad hoc map products Many of the regions are maintaining independent regional geospatial viewers
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Interagency Geospatial Governance Model
DOI Fish and Wildlife Service Geospatial Data existing structure and processes in place for the creation of geospatial data
DOI Fish and Wildlife Service (F&WS)
Geospatial Data Creation and Acquisition
Staff and leadership are looking to provide real-time data input/updatesThe USFWS is currently developing field-data collection tools to assist in data creationStaff are being trained on core standards for data creation
Geospatial Data Management
Working to improve methods for tracking and incorporating geospatial information in all internal business solutionsEfforts in place to maintain local flexibility and creativity while minimizing the burden of administrative process and ensuring
adequate management controls and accountability Developing geospatial data standards and educating the user-base on themThe USFWS is consciously moving to centralized databases to meet their internal geospatial data requirementsProviding tools for data sharing (internal & external)Collaboration with state and local data stewards in effort to acquire additional data
Geospatial Data Use
The USFWS is working to enhance the delivery of geospatial data to partners and the public Efforts are in place to increase the ability of FWS employees to use GIS data and tools to accomplish mission goals. Data supports multiple models and viewer applicationsLarge holdings of Raster and vector dataEnterprise data environment is providing easy internal access
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Interagency Geospatial Governance Model
Based on information gathered through Task 1, we are able to provide some initial thoughts on potential geospatial governance model designs
Note that it is too early to determine the final geospatial governance model approach of specific business areas
Nevertheless, initial interviews and models used elsewhere suggest some options to consider
Analysis on this topic of wildland fire business areas will be refined throughout this project
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Interagency Geospatial Governance Model
Organization by NWCG Business Areas
NWCG WILDLAND FIRE BUSINSESS
AREASUB WILDLAND FIRE BUSINESS AREAS
LEADERSHIP Strategic Planning, Policy Development, Financial Planning, Compliance Requirements Management (NEPA), Performance Monitoring and Assessment (NEPA), Investment Decision Making, Fire Program Development, Design and Implement Operating Model, Product Management
BUSINESS OPERATIONS
Financial Management, Human Resource Management, Contract Management, Asset Management, Records Management, Information Technology Management,
FIRE PLANNING MANAGEMENT
Communications, Fire Planning, Standards and Procedures, Maintenance and Development, Workforce Management, Community Assistance / Public Outreach, Fire Environment
VEGETATION MANAGEMENT
Tactical Planning, Treatment Implementation, Treatment Assessment, Fuels Treatment Reporting
WILDLAND FIRE MANAGEMENT
Tactical Preparedness, Fire Response, Stabilized Burned Areas, Incident Business Operations, Fire Data Reporting, Risk Management
CONSIDERATIONS
ADVANTAGES DISADVANTAGES
Integrated into the NWCG Program Management Office
Not recognized by the wildland fire community of geospatial technology stakeholders
Could be basis for business areas to identify NWCG as an unified organization with one unified identity (mission, vision, goals, objectives, performance measures)
Individual agencies are recognized and familiar with the wildland fire community of geospatial technology stakeholders – a formal change management methodology will be necessary to effectively implement NWCG business areas
Further defines framework for roles and responsibilities, although not concisely or precisely aligned with the business areas in the geospatial stakeholder community
Does not retain individual geospatial fire program direct linkages to the respective agency (reach back to the lead agency programs are not cohesive between USDA and DOI)
Creates a pool of resources in a cohesive NWCG organization with respect to infrastructure necessary for more effective and efficient geospatial technology operations to support wildland fire suppression needs (pre-incident, during and post-incident)
Does not identify or substantiate individual roles and responsibilities
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Interagency Geospatial Governance Model
Organization by Individual Agency
WILDLAND FIRE
STAKEHOLDER
GROUP
DESCRIPTION OF AGENCY GEOSPATIAL BUSINESS AREAS
Existing Geospatial Technology Relationship
with Lead Agency?
USDA Forest Service
Geographic Information Systems (GIS) constitute the computerized "tools" that have been developed to manage information about where things are in relation to one another and their unique attributes (characteristics).
Yes
DOI BLM
Geospatial technology are evolving beyond the traditional user and becoming ubiquitous within the BLM. Geospatial data standards will help facilitate data sharing and increase interoperability among geospatial technologies.
Yes
DOI NPS The goal of the NPS Geographical Information Systems (GIS) Program is to provide usable geographic data and information, through geographic information systems, for scientifically based management of park resources and for park planning.
Yes
DOI BIA Provide Bureau-wide standardization for GIS staffing, planning, procedures and core data sets; provide bureau-wide standardization for access to the right information for authorized users anytime – easier, faster, and less expensively.
Yes
DOI FW&S
Expanding involvement in GIS activities in the US Fish and Wildlife Service (FWS), with an emphasis coordinating Metadata efforts in FWS, assisting offices by locating free or low cost spatial data, providing general evaluations on the quality of that data, providing a platform for sharing Metadata and spatial data, and serving as a clearinghouse for other GIS topics such as data standards, training, the A-16 process, global positioning systems, contract information, and technical notes.
Yes
DOI OWFS
DOI’s business activity depends on geospatial information—knowing where things are and understanding how they relate to one another.
N/A
USGS The USGS is the leading United States Government agency having expertise in geologic investigations, resource assessments, and the development, analysis, and distribution of geospatial databases, maps, and derivative products.
N/A
CONSIDERATIONS
ADVANTAGES DISADVANTAGES
Integrated into and already established in the NIFC Interagency Operational Environment
Does not identify NWCG as an unified organization with one unified identity (mission, vision, goals, objectives, performance measures)
Recognized and familiar to the wildland fire community of geospatial technology stakeholders
Retains individual agency identifications, roles, and responsibilities
Necessitates collaboration and coordination for interagency activities
Not recognized by the NWCG Program Management Office
Retains individual geospatial fire program direct linkages to the respective agency (reach back to the lead agency programs are not cohesive between USDA and DOI)
Pooling resources into a cohesive NWCG organization creates the infrastructure necessary for more effective and efficient geospatial technology operations to support wildland fire management needs (pre-incident, during and post-incident)
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Interagency Geospatial Governance Model
Organization by Federal Geographic Data Committee Approach CONSIDERATIONS
ADVANTAGES DISADVANTAGES
Clear definition of Federal Geographic Data Committee Geospatial Line of Business Areas: Common Services, Grants and Contracts, Technical Architecture, Joint Business Case, Lifecycle Management, Performance Management, Geo-enabled Business
Does not identify NWCG as an unified organization with one unified identity (mission, vision, goals, objectives, performance measures)
Tested with available resource for Geospatial Line of Business Structure with FGDC
Not recognized by the NWCG Program Management Office
Cross-cutting approach for business areas with individual work group leads identified with a FGC Secretariat Representative that can be synonymous with NWCG representatives as well as individual agencies to retain both organizational identities
Retains individual agency identifications, roles and responsibilities as well as NWCG roles
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Interagency Geospatial Governance Model
NWCG GEOSPATIAL FIRE BUSINESS
AREASDEFINITION
STRATEGY Identification and development of geospatial technology and data strategy to articulate the mission, vision, goals and objectives and measurements of the interagency wildland fire geospatial community
DESIGN Implementation of the geospatial technology and data governance design to enhance the interagency community’s capability development and use of geospatial technology
TESTING Managerial testing to help with prioritization, capability design and development
CHANGE MANAGEMENT Identification and development of change management plans and stakeholders to participate in the design and deployment of change initiatives
COMMUNICATIONS Detailed communication planning and monitoring for each stakeholder group, provide additional communication vehicles customized to stakeholder needs
TRAINING Managerial training to help with prioritization, capability, communication, and change management skills (customized by organizational role)
BUDGET Organizational mechanisms that the internal control structure contributes to i) effective and efficient operations (i.e. data strategy), ii) reliable financial reporting, and iii) compliance with applicable laws and regulations
PROGRAM MANAGEMENT Framework of strategic planning for processes and procedures used to initiate, plan, execute, control and closeout internal operations projects
Organization by Prospective NWCG Geospatial Governance Model Areas
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Interagency Geospatial Governance Model
Table Of Contents
Context / Approach
Task Activities and Results– Assess Wildland fire Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives
– Develop Strategic Framework
Next Steps
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Interagency Geospatial Governance Model
Task 2 includes two facilitated MVGO sessions and a stakeholder analysis derived from information gathered in task one interviews…
Develop assessment identifying mission, vision, goals, and roles of stakeholders
Assess stakeholders by evaluating data creation, management strategies, and business rules used
Identify key findings and implications via report
2. Conduct Stakeholder
Analysis
2. Conduct Stakeholder
Analysis
Deliverable Report – Stakeholder AnalysisResults
Completion of MVGO and stakeholder analysis– To create mission, vision, goals, and objectives for an NWCG
geospatial framework and conduct a comprehensive analysis of key stakeholders in the production, maintenance, and use of geospatial data and products that support wildland fire management
Tasks Completed– NWCG Geospatial Governance model core team identified forty
(40) key stakeholders for interviews among USFS, DOI, and other federal agencies
– Interviewed internal and external stakeholders– Reviewed data from interviews– Held two facilitated MVGO sessions with core committee– Created strength, weakness, opportunity, threat (SWOT) and
related analyses– Highlighted key findings
Outcomes – Identified initial vision, goals, objectives– Began to identify and align geospatial initiatives to objectives– Highlight key findings
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentation
Multi-AgencyRepresentation
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Interagency Geospatial Governance Model
...asking each of these individuals the same set of questions
Interagency Geospatial Governance Subject Matter Expert Survey (excerpt)
Mission Responsibilities1. Which of the following business areas do you primarily support? Select all that apply. Categories included leadership, business ops, fire program management, vegetation management, & wildland fire management.2. Please briefly define the business area(s) you support and the objectives.3. How do your business areas use geospatial technologies/data to support pre-incident planning/coordination? And, during?
Information Requirements1. Please provide examples of geospatial products used in your role(s).2. Which types of Imagery resources do you use? Check all that apply, please specify. Detail provided in survey.3. How important is it for you to access critical information under each of the following security levels? Detail provided in survey.4. From which sources do you obtain info & data required to support your responsibilities? Detail provided in survey.5. With whom do you collaborate to define your geospatial data requirements and/or sources?6. How is critical geospatial information shared during pre-incident activities in support of your role(s)?7. How are you leveraging geospatial data from the Fire Management Program?8. How are you leveraging geospatial data from the Agency Resource Program?
Reporting Requirements1. Please list examples of the type of geospatial requests you are typically asked to fulfill.2. Do you have a concept of operations or standard operating procedures identifying how to meet those requests?3. What products do you create that contain geospatial information (i.e., coordinates, acreage calculations, etc.)? Please provide copies. Candidates included WFDSS, FPA, ROSS, LANDFIRE, EMDS/HFPAS, ICS 209, Fuels Mapping, Fire Effects Mapping, and Other.4. What is your team’s investment strategy to support emerging geospatial technology across your business areas?
Interagency Geospatial Governance Subject Matter Expert Survey (excerpt)
Mission Responsibilities1. Which of the following business areas do you primarily support? Select all that apply. Categories included leadership, business ops, fire program management, vegetation management, & wildland fire management.2. Please briefly define the business area(s) you support and the objectives.3. How do your business areas use geospatial technologies/data to support pre-incident planning/coordination? And, during?
Information Requirements1. Please provide examples of geospatial products used in your role(s).2. Which types of Imagery resources do you use? Check all that apply, please specify. Detail provided in survey.3. How important is it for you to access critical information under each of the following security levels? Detail provided in survey.4. From which sources do you obtain info & data required to support your responsibilities? Detail provided in survey.5. With whom do you collaborate to define your geospatial data requirements and/or sources?6. How is critical geospatial information shared during pre-incident activities in support of your role(s)?7. How are you leveraging geospatial data from the Fire Management Program?8. How are you leveraging geospatial data from the Agency Resource Program?
Reporting Requirements1. Please list examples of the type of geospatial requests you are typically asked to fulfill.2. Do you have a concept of operations or standard operating procedures identifying how to meet those requests?3. What products do you create that contain geospatial information (i.e., coordinates, acreage calculations, etc.)? Please provide copies. Candidates included WFDSS, FPA, ROSS, LANDFIRE, EMDS/HFPAS, ICS 209, Fuels Mapping, Fire Effects Mapping, and Other.4. What is your team’s investment strategy to support emerging geospatial technology across your business areas?
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Interagency Geospatial Governance Model
To complete Task 2 and 4, we facilitated two MVGO sessions to identify key strategic elements en route to a geospatial governance model
Create Mission/Vision Have an open dialogue
about what you want to achieve with geospatial governance
Decide how you would describe a well functioning geospatial community in 8-10 years
Brainstorm on how to achieve the Vision Highlight “make or break”
issues Draft 3-5 goals that can
help guide progress Begin to identify objectives
and targets will help you achieve goals
Determine what this means for governance Think through which
activities/initiatives are needed to achieve objectives
How are/will these be governed?
What changes must take place?
1 2 3
In the MVGO sessions, we considered content from related strategic efforts including:
NWCG Strategic Plan (October 2007)
United States Forest Service Geospatial Plan (FY 2005-2009)
Bureau of Land Management Geospatial Plan (FY 2008)
NPS Geospatial Plan (FY 2002)
FWS Geospatial Plan (FY 2006)
BIA Geospatial Plan (FY 2006)
MVGO Focus Areas
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Interagency Geospatial Governance Model
We highlighted how each framework element is critical to helping the NWCG know where it is headed and how its going to get there
Develop Specific Targets & ActivitiesFirst Level of “How” to Achieve Goals and Vision
Assign Responsibility, Specify Steps, Allocate Time, and Develop Metrics
Execute and Monitor the Plan
Validate Organization Purpose and Function“Why the organization exists”
Identify Future State and Implications“Where the organization is going”
Define and Prioritize Broad Direction“How you know you are there”
Act
ion
Pla
nnin
g
MISSION
VISION
GOALS
OBJECTIVES
STRATEGIES
IMPLEMENTATION
Str
ateg
ic P
lann
ing
Key Discussion Items
What is the value of a mission statement for this interagency group? If there is added value, what might the statement look like?
Following on some of the past efforts, which aspects of those mission statements might be re-used or re-packaged here? Is any resulting mission statement setting a general aspiration for the next 8-10 years?
What is the value of a vision statement for this interagency group? If added value, what might the statement look like?
Following on some of the past efforts, which aspects of those vision statements might be re-used or re-packaged here? Alternatively, does the group think it should create something entirely new? Is any resulting vision statement setting a general aspiration for the next 3-5 years?
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Interagency Geospatial Governance Model
In Task 2, we completed a stakeholder analysis to understand the ability of NWCG to meet its MVGO aspirations
Purpose
– To conduct a discovery process using documentation and interview data to determine primary issues in the NWCG GTG’s environment affecting its ability to set strategy, execute mission, and achieve results
Approach
– Roll up of stakeholder survey information Identifying current interactions and needs
– Categorization of information according to key dimensions of change - i.e., people, processes, technology, and physical infrastructure (note: this is essential to tie stakeholder results to the future governance model)
– Analysis of interagency dimensions of change should lead to optimal alignment of geospatial requirements based on the strengths, weaknesses, opportunities and threats summaries (SWOT)
– Summary analysis also helps the interagency geospatial community focus on both near- and long-term objectives to accomplish its geospatial vision and goals for the interagency wildland fire community
Sections of Interviews applied
– Section 1, Participant Profile: Level, Products, SOPs, CONOPS, job aids, past situation reports, etc.
– Section 2, Mission Responsibilities: NWCG Business Areas, Definitions, Key Geospatial Data Requirements
– Section 3: Information Requirements: Geospatial Products (samples), Imagery Sources, Critical Info By Security Levels, Required Data Sources, Exchange Stakeholders, Information Sharing Mechanisms, Agency Resource and Fire Management Program Collaboration
– Section 4: Reporting Requirements: Geospatial Product Requests, CONOPS / SOPs, Geospatial Products Produced, Investment Strategy
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Interagency Geospatial Governance Model
In particular, we completed a SWOT analysis
Throughout the interview process, a number of strengths, weakness, opportunities, and threats were identified both internal and external to GTG
The analysis section outlines relevant themes in SWOT form– Strengths and Weaknesses focus on themes identified within GTG– Opportunities and Threats focus on themes identified external to GTG
The SWOT analysis is organized into the key dimensions of change for the geospatial interagency community: people, process, technology, physical infrastructure
The purpose of identifying these themes in this context are to position GTG to define a governance model based on…– LEVERAGING Strengths– IMPROVING Weaknesses– CAPITALIZING on Opportunities– MITIGATING Threats
Representative internal and external stakeholders were also identified
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Interagency Geospatial Governance Model
The cross-cutting group of stakeholders interviewed are primarily supporting the region, state and field operations levels of the wildland fire interagency community
** Note: Responses in the other category include, USDA (USFS), DOI (BLM, NPS, FWS, BIA) at the Federal Level, USFS Research, NOAA, NASA, Academia as well the General Public
Stakeholder Interview Question: What level(s) does your role primarily support?
Other
Field Operations
Region / State
NWCG / NIFC
0% 10% 20% 30% 40% 50% 60% 70% 80%
Wildland Fire Interagency Community
Stakeholder Engagement
Lev
el o
f S
up
po
rt
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Interagency Geospatial Governance Model
0
10
20
30
40
Co
mm
erc
ial /
Pri
vate
S
ect
or d
ata
bas
e p
rovi
der
(i.e
. Go
ogl
e)
Pu
blic
Inte
rne
t
Info
rmal
so
cia
l net
wo
rk
In-h
ouse
lib
rary
/arc
hiv
e
Un
ive
rsiti
es
NG
O’s
Lo
cal G
ove
rnm
en
t
Sta
te G
ove
rnm
en
t
Na
tion
al A
gen
cy
Re
sou
rce
Ma
nag
em
en
t P
rogr
ams O
the
r(s)
Sources of InformationExternal Sources = Non-NWCG Members Internal Sources = NWCG Member Agencies
** Note: A response of other included private independent contractors, a “Wish list” was developed by the Baseline Inventory Team, and all tribes
Stakeholder Engagement
We inquired about internal and external stakeholders with whom collaboration and coordination take place to obtain information and data required to support current responsibilities
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Interagency Geospatial Governance Model
Stakeholder Interview Question: Which types of Imagery resources do you use?
In the Information Requirements section of the survey, we explored the type of resources currently being utilized to meet wildland fire’s interagency requests for geospatial products
** Note: A response of other included MODIS (x3), NAEP (x2), ESRI – Arc GIS, Riverside Fire Lab Airborne Imagery, USGS visual map,USGS Eros Lab’s NRLC (Veg mapping), USGS Topo, LANDSAT data sets, aerial photography and digital orthophotography, scientists develop their own (LIDAR, etc.), rapid response teams, during an incident the Remote Sensing Coordinator, NOAA Weather images for daily weather and fire behavior reports, National Fire danger rating System Pocket card graphics, FW&S Remote Sensing Task Group, For National wetlands and refuge data), Image server map services published by the Utah AGRC and USFS GSTC/ RSAC
Sources of Imagery
05
10152025303540
CommercialSatelliteImagery
CommercialAirborneImagery
USGovernment
Imagery
US PublicWeb
Visualization
Other
Types of Imagery
Nu
mb
er
of
Sta
keh
old
ers
Stakeholder Engagement
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Interagency Geospatial Governance Model
Stakeholder Interview Question: How important is it for you to access critical information under each of the following security levels?
The cross-cutting group of stakeholders interviewed are currently accessing limited classified material with some exceptions in the interagency community
**Note: Responses varied regarding understanding and accessibility of US Government classified materials among the different agencies. For example, endangered species and tribal lands require handling “sensitive but not classified information”. US Government classified materials are primarily accessed by USDA and BLM agencies with the capability (in physical infrastructure) and resources (cleared people) to handle the materials. These stakeholders are also currently coordinating with USGS to leverage their capability and resources to handle classified materials. In general, there is an evolving interest in accessing classified information as needed, provided appropriate capability and resources.
Stak
ehol
der
Enga
gem
ent
Not Important Somewhat Important Very Important Essential
Unclassified - - 2 - 40Confidential 23 - 4 - 16Secret 29 1 3 2 7Top Secret 31 2 4 - 5Top Secret SCI 30 2 3 - 5
Use of Classified Information
01020
304050
Unclas
sified
Confid
entia
l
Secre
t
Top
Secre
t
Top
Secre
t SCI
Level of US Government Classification
Re
lev
an
ce
Not Important
Somewhat
Important
Very Important
Essential
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Interagency Geospatial Governance Model
Stakeholder Interview Question: How is critical geospatial information shared during pre-incident activities in support of your role(s)?
Interagency Wildland Fire IT applications support natural hazards monitoring, global/regional studies, and emergency response activities. One of the key aspects to these applications is the combination of easy access to geospatial data, dynamic near-real-time information, and unique functionality to help address and answer scientific questions about environmental change. As a result of this combination, these applications can both aid in the long-term investigation of landscape change, as well as provide for the immediate support of environmental hazards response. This support is provided only in response to a request for incident support. The wildland fire community needs to continue to routinely build its databases and imagery data sets pre-incident and in coordination with stakeholder (internal and external) contacts.
Stakeholder Interview Question: How are you leveraging geospatial data from the Fire Management Program?
Geospatial data are operationally collected and processed from several agency and inter-agency fire support programs and used in the following examples:
Fire-level intelligence data/information provided directly (and indirectly) by the various applications are spatially enabled and integrated to support the interagency wildland fire business areas.
Fire perimeters from the supported incidents are used for mission planning which are usually obtained from the NIFC FTP site or directly from the incident’s GISS.
Field data related to fuels and fire effects are used as validation sources when evaluating data products resulting from changes in image processing science.
Current collaboration takes place among many different internal and external stakeholders to define data requirements and / or sources
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Interagency Geospatial Governance Model
Stakeholder Interview Question: How are you leveraging geospatial data from the Fire Management Program? (cont.)
Fire Program geospatial data output, e.g., wildland fire history (polygon) data, fuels treatment data, is hosted in various repositories and published to all users and programs for their use. These data are used to support Resource Management Planning efforts, NEPA analysis, and more recently, land health and long term monitoring initiatives, ecoregional assessments, climate change analysis, among other wildland fire business area functions.
Stakeholder Interview Question: How are you leveraging geospatial data from the Agency Resource Program?
Geospatial data are operationally collected and processed from several agency and inter-agency support programs and used in the following examples:
Mapping and geospatial data providing a current depiction of the degree and extent of fire activity across the nation which provides decision support data/information for national and regional fire managers in wildland fire strategic planning and response.
Geospatial data providing locations of ongoing and newly detected fire activity, and associated intensity, used to support daily mission planning, targeting and prioritization of higher resolution remote sensing assets utilized for tactical fire mapping support such as Forest Service airborne platforms with thermal infrared line scanners.
Geospatial data providing locations of ongoing and newly detected fire activity used in supporting other operational national/regional fire mapping applications (e.g. GeoMAC).
Current collaboration takes place among many different internal and external stakeholders to define data requirements and / or sources (cont’d.)
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Interagency Geospatial Governance Model
Stakeholder Interview Question: How are you leveraging geospatial data from the Agency Resource Program? (cont.)
Geospatial data providing locations of ongoing and newly detected fire activity used as data input to spatial fire behavior systems/models (e.g. fire spread models, emission estimate models/applications, etc.) and fire management decision support systems.
A source of current fire mapping information for general public consumption and information dissemination, particularly for communities threatened by current wildland fires.
Current collaboration takes place among many different internal and external stakeholders to define data requirements and / or sources (cont’d.)
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Interagency Geospatial Governance Model
Types of geospatial requests that stakeholders are typically asked to fulfill the following requests in the interagency community
Stakeholder Interview Question: Please list examples of the type of geospatial requests you are typically asked to fulfill.
0
5
10
15
20
25
30Map Products
Data - Raster
Data - Vector
Data - KML/KMZ
Ad hoc Modeling
Web Tools
Training/Direction
**Map Products and Vector Data are the most common type of geospatial technology requests of the stakeholder community for the various applications
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Interagency Geospatial Governance Model
More than 20 different CONOPS / SOPS exist to address the different types of geospatial product requests
Stakeholder Interview Question: Do you have a concept of operations or standard operating procedures identifying how to meet these requests? (If yes, please provide.)
EXAMPLES OF CONOPS / SOPs
MAC Support HandbookLandFire Program – PlanningPhotogrammetric worksheet for our photogrammetric products Regional SDE plan that is located on the following web page at: http://fsweb.r3.fs.fed.us/eng/gis/sde_info.htmlData dictionary and instruction documentsIFTDSS is the closestGSTOPProcedures for the Alaska suppression GIS. Documented procedures can be found at: http://afshome/administration/awfcg.php.National BLM and AWFCG Standards for dataProprietary IBM info to tell the programmer how to use (white paper) Incident Management System – situational leader, working directly for plans Fire Dispatch Unit works with NIFC (District FMOs upload info NFPORS)EMDS/HFPAS SME Report (x2)GIS Standard Operating Procedures for Incidents (x2)GIST training curriculum – and operations guideNPS Regional Template ([email protected])FWS Geospatial Strategic Plan (x2)BIA Line Officer – the Regional Director will then make the formal decision about what information they need by hard copy letterChanges from incident to incidentROGIS**Note: A “No” reply included the reply of – “nothing formal”
A “Yes reply included over 20 different CONOPS / SOPS that are available on the team eShare site when samples were provided
Current Utilization of CONOPS / SOPS
24%
54%
22%
NO = 13
YES = 29
NO ANSWER = 12
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Interagency Geospatial Governance Model
Key Stakeholder Question: What products do you create that contain geospatial information (i.e. coordinates, acreage calculations, etc.)?
Many of the stakeholders are contributing duplicative geospatial information to multiple programs
Geospatial Technology Products of the Wildland Fire Community
0
5
10
15
20
25
30
Application Program
Sta
keh
old
er
En
gag
em
en
t
** Note: A response of other included NFPORS (x3)., Incident Action Plan Maps, Inciweb – public info website: www.inciweb.gov, land status (reservation boundary), fire regime condition class, mean fire interval and severity, baer team support, digital shape files and hand over to projects, fire behavior models., several acreage units, acres of wildland fire (i.e. Sylvus) – all queries on the LandFire database, performance metric report according to fire workload area and agency Ownership (and resource utilization), 139 FPUs, Fire history (historic fire occurrence) points and polygons.
Type of Application
Geospatial Technology Products for the Interagency Wildland Fire Community
Stakeholder Engagement
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Interagency Geospatial Governance Model
EXAMPLE OF INVESTMENT STRATEGY
Investment strategies to support emerging geospatial technology across business areas do not appear to be coordinated or collaborated in the interagency community
Stakeholder Interview Question: What is your team’s investment strategy to support emerging geospatial technology across your business areas?
An example of the most comprehensive investment strategy recorded is currently employed by USFS Remote Sensing Application Center (RSAC) as a multi-faceted approach to sponsoring and investing in geospatial technology evaluation and implementation. Five primary mechanisms are utilized to support technology evaluation, implementation, and technology transfer:1. Programmatic funding for baseline POW2. Targeted information technology/asset project investments sponsored by the Forest Service (FS) Information Resources Board (IRB)3. Field sponsored reimbursable funding for business requirements oriented projects4. Interagency funding to support specific technology applications5. Grant funding proposalsThe Active Fire Mapping program is funded by the national fire program through the FS IRB investment tracking system. Additional information available upon request.
Emerging GIS Cost Strategies
0
5
10
15
20
25
Strategy - DedicatedStaff
Strategy - ProjectFunds
No Strategy
Type
Sta
keh
old
er
En
gag
emen
t
6363
Interagency Geospatial Governance Model
A high level summary of the SWOT Analysis follows…Strengths Weaknesses
• Workforce planning needs identified needs to hire GIS specialist • Some use of the NWCG GIS Standard Operating Procedures (GSTOP) and • GISS Position Task Book• Web services are providing opportunities for data dissemination • RSAC (and other facilities) have the ability to support major imagery acquisition,
analysis, and data dissemination operations• Potential to create a secure location for handling classified information and / or the
potential to create a MOU with other federal agencies for handling classified information
• A defined program budget is not available to support dedicated GIS staff or contract support for emerging geospatial technologies
• Currently, there is no standard training outside of the field-based GIS technician (GIST)• Many ad-hoc CONOPS / SOPs within their respective entities• Duplicate GIS analysis to support interagency wildland fire IT programs (e.g. FPUs for
FPA)• A centralized / shared data inventory to serve as a central repository is needed• Geospatial data stored and shared on portable external media (i.e. USB Drives, DVD, CD)• Community has a difficult time accessing and sharing nation-wide data• Lack of physical infrastructure to handle classified material during incident response
Opportunities Threats
• Developing and providing integrated training in geospatial technology at the federal, regional and local levels
• Increase communication and coordination with regional and local levels for research and development
• Create a centralized / shared data inventory• Interagency coordination and process established to create national data and
application system (field, state, region and nation)• A wildland fire group that reviews emerging geospatial technologies and
applications• RSAC employs a multi-faceted approach to sponsoring and investing in geospatial
technology evaluation and implementation• NIFC.FTP.gov site serves as a temporary data storage bucket but does not serve
as use for data use across the community • Use RSAC capability for imagery collection, analysis and output• Paper products continue to be required by customers, tools must be available to
support requests • Use corporate data warehouse for the interagency wildland fire community (i.e.
GEOMAC) to reduce redundancy and inefficiency• Leverage USGS, NASA, DHS servers
• Day-to-day NICC support is more volunteer-based than implemented in a required or planned GIS program
• Need to increase communication skills (and staff) to meet needs for sharing information processes and technology
• Research and development requires a multi-year process for implementation • Investment Review Board as part of the future budget is established at the Federal Level,
but not necessarily engaging at the regional, state and local levels • Generally stakeholders want guidance and support with data access/storage • Uses duplicate GIS analysis to support interagency wildland fire IT programs (i.e. FPUs
for FPA• Individuals not permitted to have Admin Rights on their agency computers when
supporting incidents• Duplicate and overlapping data developed for different programs• Data standards - varying levels (quality, coverage, content) of geospatial data are
available at the state or region level causing discrepancies at boundaries (areas of responsibility)
• Duplicate requests for map products and vector data for the various wildland fire IT applications
• Lacking a centralized office in the interagency environment for geospatial technology people and resources
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing weaknesses and threats, by the key change category – People
Question Dimension of Change - People - Key Themes Frequency
SA No standard training outside of the field-based GIS technician (GIST) 2
SA Training efforts need to move from software functionality to relevant business solutions 6
SA Current use of geospatial technology revolves around the standalone mindset with an individual or specific application which needs to move to a holistic community-based vision
2
SA Much of the day-to-day support is more volunteer-based than required or planned 2
SA Generally stakeholders want guidance and support with data access/storage 2
Pr 4 Need to increase communication skills (and staff) to meet needs for sharing information processes and technology 1
Pr 1 & 6 Need to increase geospatial analyst skills (and staff) to meet wildland fire interagency geospatial needs 6
Pr 6 A defined budget is not available to support dedicated GIS staff or emerging fire project activities 15
Pr 4 A mixture of GIS teams exist among the various agencies (I.e. specialists, programmer, and data administrator) 1
Pr 6 Research and Development support must cost share, with limited collaboration at the regional and local levels 2
Pr 6 Must negotiate for tools, resources, support with main agency due to lack of investment strategy 1
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Interagency Geospatial Governance Model
Question Dimensions of Change - Process - Key Themes Frequency
SA Development of core standards across the wild fire community would improve information sharing and streamline access resulting in financial savings and expedited services 2
SA Event response efforts (decision support) often delayed due to data availability and continuity of stakeholders 2
SA Data sharing is largely relationship based, all about who you know, and you don’t know what you don’t know - heavy reliance on process as informal social network
2
SA Many ad-hoc CONOPS/SOPs within their respective entities. These may overlap with others with out due dates 21
SA Home agencies have SOPs and other documents pertaining to their bigger responsibilities 2
Pr 4 Need to create a centralized / shared data inventory 19
Pr 4 Processes are not clearly articulated for data sharing and analysis 2
Pr 1 Uses duplicate GIS analysis to support interagency wildland fire IT programs (i.e. FPUs for FPA) 7
Pr 4 There is a clear requirement to develop national cadastral data, but no process or strategy to complete. 1
T1 High use of public government imagery sources with no formal process of dissemination 2
T1 Research and development requires a multi-year process for implementation 5
Pr 6 Contracting processes to obtain resources and tools is complicated and a very slow process 1
Pr 6 Investment Review Board as part of the future budget is established at the Federal Level, but not necessarily at the regional, state and local levels 3
We deepen the analysis by summarizing weaknesses and threats, by the key change category – Process
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing weaknesses and threats, by the key change category – Technology
Question Dimensions of Change - Technology - Key Themes Frequency
SA The community needs a common warehouse of base data 2
SANetwork infrastructure is often unable to support the use of large files (i.e. imagery, national datasets, packaged applications) 2
SA The community is lacking resources for classified materials 2
SA Duplicative requests for map products and vector data for the various wildland fire IT applications 2
Pr 1 Community has a difficult time accessing and sharing nation-wide data 4
Pr 2 Concerns over duplicate/overlapping data developed for different programs 3
Pr 1 Geospatial data stored and shared on portable external media (i.e. USB Drives, DVD, CD) ; need for data migration 6
Pr 1 Individuals not permitted to have Admin Rights on their agency computers when supporting incidents 7
Pr 4 Data available at regional and State offices not available /accessible to national operations 1
Pr 1 BIA staff do not have access to ftp resources 1
Pr 2 Varying levels (quality, coverage, content) of geospatial data are available at the state or region level causing discrepancies at boundaries (areas of responsibility)
2
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing weaknesses and threats, by the key change category – Physical Infrastructure
Question Dimension of Change - Physical Infrastructure - Key Themes Frequency
SA Lacking a centralized office in the interagency environment for geospatial technology people and resources 17
SA Lacking a centralized fire-centric data storage environment 2
T1 For the key data national sets, we are looking at a data portal. 1
Pr 6 Keeping current with maintenance contracts assures yearly software updates, leveraging user needs to justify hardware upgrades, read and stay current with emerging technology.
1
Pr 2 Not maintained in an enterprise environment – but we have struggled to make it an enterprise standard and database
1
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Interagency Geospatial Governance Model
We roll-up the weaknesses and threats to improve and mitigate in the governance model by key change category
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing strengths and opportunities, by the key change category – People
Question Dimension of Change - People - Key Themes Frequency
Pr 2, 4 & 6 Coordination of geospatial activities among national / federal level committees (I.e. Independent Panel Reviews) 6
Pr 4 & 6 Developing and providing integrated training in geospatial technology at the federal, regional and local levels 6
Pr 4 Increase communication and knowledge about resources available - website / informal social network (I.e. NRCS across the hall for soil data) 1
Pr 1 Planning and coordination work with respective experts to develop plans 2
Pr 6 Collaborating and coordinating with private sector to meet emerging technology and to provide new services for our GIS community
2
Pr 6 Leverage predictive services budget, staff and resources 1
Pr 6 Increase communication and coordination with regional and local levels for research and development 2
Pr 6 Recent workforce planning study identified a need 11 GIS positions among the interagency community (2 GIS analysts located at NIFC) 6
Pr 6 Pool agency funds together for an overarching interagency geospatial investment strategy 1
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing strengths and opportunities, by the key change category – Process
Question Dimensions of Change - Process - Key Themes Frequency
Pr 4 Create a centralized / shared data inventory 19
Pr 4 Creating “how –to” documents and other job aides 2
Pr 4 Help staff create GIS inventory and geospatial data design 4
Pr 4 Interagency coordination and process established to create national data and application system (field, state, region and nation) 20
Pr 4 Filling map and data centric product requests 28
SA We would like to use some imagery info from the Defense Department, but speculative as we move toward having nation-wide vegetation mapping for our lands.
Pr 1 Leverage (US government agency) geospatial data standards as interagency geospatial data standard to allow agencies and units to conduct fire planning and fire suppression activities across administrative, political, and landownership boundaries. 4
SA Use of the NWCG GSTOP GIS Standard Operating Procedures (GSTOP) on Incidents document 21
SA Use of the NWCG GSTOP GISS Position Task Book 17
Pr 1 Actively engaged in supporting the business of national wildland fire at both a local and regional level 3
Pr 1 Leverage state geospatial data partners and programs that engage in pre-incident planning and coordination, and during incidents 3
Pr 1 Leverage RSAC capability for imagery collection, analysis and output 6
Pr 6 There should be a wildland fire group that reviews emerging geospatial technologies and applications. This should be a subcommittee of the GTG or GTG responsibility. (i.e. GIS Steering Committee) 2
Pr 6 Leverage USGS and continual monitoring, evaluating and implementation of emerging geospatial technology for use in this and any other pertinent area of support 1
Pr 1 50% paper vs. 50% product – digital solution is not yet available in the field 1
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing strengths and opportunities, by the key change category – Technology
Question Dimension of Change - Technology - Key Themes Frequency
SAWe would like to use some imagery info from the Defense Department, but speculative as we move toward having nation-wide vegetation mapping for our lands. 2
Pr 4 NIFC.FTP.gov site has been consistently available for several years to aid in data sharing. 6
Pr 4 NIFC.FTP.gov site serves as a data storage bucket. Does not serve data for use across the community 11
Pr 4 Determine core-data requirements for existing models, applications, and incident operations (i.e. Fire Occurrence, ownership, fire perimeters, burned area boundaries)
4
Pr 6 Develop a comprehensive wildland fire focused database to support topical applications, incident operations, and minimize duplicative efforts in data collection, creation, management, and storage
2
Pr 4 Deploy collaborative data sharing environment 2
Pr 4 Paper products continue to be required by customers, tools must be available to support requests 5
Pr 1 LandFire dataset used across the country 5
Pr 4 Models used extensively for various analyses to answer complex questions for a large customer-base (i.e. WFDSS, LandFire, NFPORRS )
5
T 3 Standardize map and data outputs (i.e. Google, GeoPDF, ) 1
Pr 1 Current fire mapping information often available for general public consumption and information dissemination, particularly for communities threatened by active wildland fires.
1
Pr 4 Regional and Agency products are accessible for court cases, public meetings, real estate lease appraisals, and other indirect purposes
1
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing strengths and opportunities, by the key change category – Technology (cont’d.)
Question Dimension of Change - Technology - Key Themes cont. Frequency
Pr 1 RSAC and several other facilities have the ability to support major imagery acquisition, analysis, and data dissemination operations
3
Pr 1 In addition to geospatial visualization, web services are providing opportunities for data dissemination 4
Pr 2 Pre and post-fire satellite imagery is leveraged from federal and private geospatial and space agency programs (e.g, USGS, NASA, NGA, FAS, SPOT, etc.).
2
Pr 1 Community provides daily updates from IC-209’s / Situation Reports and posts to GeoMAC or NIFC’s FTP site 3
Pr 2 Fire occurrence data are used to guide the acquisition of imagery 1
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Interagency Geospatial Governance Model
We deepen the analysis by summarizing strengths and opportunities, by the key change category – Physical Infrastructure
Question Dimension of Change - Physical Infrastructure - Key Themes Frequency
T1 Lack of physical infrastructure to handle classified material during incident response, when appropriate, needs to be closely reviewed among the interagency stakeholders who may benefit from access 21
T1 Leverage corporate data warehouse for the interagency wildland fire community (i.e. GEOMAC) to reduce redundancy and inefficiency 2
Pr 6 Annual funding is secured to upgrade existing infrastructure and test new geospatial technology. 1
Pr 6 RSAC employs a multi-faceted approach to sponsoring and investing in geospatial technology evaluation and implementation
6
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Interagency Geospatial Governance Model
We roll-up the strengths and opportunities to leverage and capitalize in the governance model by key change category
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Interagency Geospatial Governance Model
Table Of Contents
Context / Approach
Task Activities and Results– Assess Wildland Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives
– Develop Strategic Framework
Next Steps
7676
Interagency Geospatial Governance Model
Task 3 focuses on a review and analysis of agency geospatial policy and directives
Gather Agency policies and directives
Analyze Agency Policy for similarities and discrepancies
Conduct gap analysis of the current business processes vs. desired processes
Identify key findings and implications
3. Analyze Agency
Policies & Directives
3. Analyze Agency
Policies & Directives
Deliverable Report – Agency Policiesand Directives
Completion of MVGO and stakeholder analysis– Compare and contrast agency policies and directives for the
governance of geospatial data as they relate to wildland management plus provide high gap analysis on processes used
Tasks Completed– Gathered dozens of agency policies and directives– Reviewed the documents– Identified key elements– Identified similarities and differences– Conducted policy gap analysis (current vs. desired)– Highlighted key findings
Outcomes – Identified key directional elements as well as constraints– Highlighted similarities and differences in policies and directives
focusing on dimensions of change – people, process, technology, and infrastructure)
– Highlighted key findings
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentationMulti-AgencyRepresentation
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentationMulti-AgencyRepresentation
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentationMulti-AgencyRepresentation
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Interagency Geospatial Governance Model
Our approach to those documents that establish a prescribed course entails a baseline and gap analysis with recommendations
Baseline
Roadmap Development
Roadmap Development
RecommendationsGap Analysis
Current Capability Analysis
Capability Gaps and Shortfalls
Interagency Wildland Fire Program Review of
Policy and Guideline Documents
Interagency Wildland Fire Program Review of
Policy and Guideline Documents
USDA / DOI Main Agency Review of Policy and Guideline Documents
USDA / DOI Main Agency Review of Policy and Guideline Documents
Objective Capability Definition
Objective Capability Definition
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Interagency Geospatial Governance Model
In Task 3, we collected and analyzed a number of those documents that establish a prescribed course from across the wildland fire interagency community
To focus this effort. the following criteria were used to identify the key documents pertinent to the respective land management agencies and/or wildland fire management
– Policy: Those documents that establish policy (i.e., a prescribed course of action, guiding principle, or procedure considered expedient, prudent, or advantageous within an agency and/or across agencies)
– Agency Direction: Documents at the highest level within an agency that provide direction related to the use and application of geospatial data and information
– Interagency Direction and Coordination of Geospatial Data: Documents that describe interagency use and/or application of geospatial data as it relates to wildland management
Presentation of Results– Where feasible, we have presented the results of this analysis by key dimension of change – i.e.,
people, process, technology, and physical infrastructure– Our findings represent various levels of policy development among the different agencies– Summaries of the interagency wildland fire community’s directives, policy and guidance have been
compiled to be included in the wildland fire geospatial governance model
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Interagency Geospatial Governance Model
We reviewed those documents that establish a prescribed course provided to us by the interagency wildland fire community’s geospatial stakeholders
AGENCY MAIN AGENCY POLICY, DIRECTION OR GUIDANCE DOCUMENT
DOI / Office of Wildland Fire Coordination
Federal Geospatial Policy Landscape Diagram DOI Data Quality Management Guide 2008 OMB Circular A-16 and A-130 DOI Geospatial Technology Architecture, 2002 DOI EA Geospatial Modernization Blue Print Recommendations and Architecture, 2007 DOI Secretarial Order 3277 – Enhanced Geospatial Governance 2008 Federal Geographic Data Committee (FGDC) Standards Reference Model, 1996 Federal Geographic Data Center (FGDC) Goals FY 2010 National Spatial Data Infrastructure – Future Directions Initiative, 2004 National Spatial Data Infrastructure – Towards a National Geospatial Strategy and Implementation 2004 Geospatial Line of Business Program Management Office Concept of Operations, 2007 Geospatial Line of Business DRAFT Strategic Plan 2008
National Wildfire Coordinating Group
(NWCG)
Review and Update of the 1995 Federal Wildland Fire Management Policy 2001 GAO Report - Technologies Hold Promise for Wildland Fire Management, but Challenges Remain, 2003 Report - Investigation of Geospatial Support of Incident Management, 2002 National Wildland Fire Enterprise Architecture – Blue Print “Goals and Recommendations”, 2008 DOI Enterprise Architecture-Wildland Fire Modernization Blue Print 2005 NWCG Geospatial Task Group Charter 2005
*Note: Documents identified with an asterisk were not identified by the agency. In our opinion, however, they should be included in the review.
All documents are available at the team’s e-Share site: https://eshare.bah.com/sites/FC_NIFC_Geospatial_Governance_Model/default.aspx
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Interagency Geospatial Governance Model
AGENCY MAIN AGENCY POLICY, DIRECTION OR GUIDANCE DOCUMENT
Forest Service
Forest Service Geospatial Strategy for Fiscal Years 2005 - 2009 FS Information Resources Strategic Framework, 2009 FS Geospatial Data Management Guide – Managing the USFS GIS, 2010 FS Handbook FSH 6609.15 – Standards for Data and Data Structure Geospatial Segment Conceptual Target Architecture
Bureau of Land Management
BLM Geospatial Services Strategic Plan FY2008 BLM Manual 1283 – Data Administration and Management BLM Manual Handbook 1283-1 “Data Administration and Management”, 2006 BLM Manual 1278 provides policy involving data sharing
National Park Service
NPS Regulations, Directives and Policy NPS Director’s Order 11A-Infoomation Technology Management, 2004 Draft NPS GIS Enterprise Program Planning, 2009 NPS GIS Strategic Plan 2002-2005 NPS IRM Standards 2001 NPS Data and Systems Stewardship Policy NPS GIS Data Specifications for Resource Mapping Inventories and Studies
Fish and Wildlife Service
FWS Information Technology Governance Policy FWS Geographic Information Systems Strategic Plan 2006-2009, 2006 FWS Manual 270, Chapter 1-Service Enterprise Architecture FWS Manual 270, Chapter 3-Information Technology Governance FWS Manual 270 ,Chapter 7-Automated Information System Security FWS Manual 270, Chapter 8-Geographic Information Systems
Bureau of Indian Affairs
BIA Office of the Chief Information Officer – Service Level Agreement BIA Office of the Geographic Information Officer - Geospatial Technology Strategic Plan 2003 – 2006 BIA Strategic Implementation Plan for the Geographic Data Service Center, 1993
We reviewed those documents that establish a prescribed course provided to us by the interagency wildland fire community’s geospatial stakeholders (cont’d.)
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Interagency Geospatial Governance Model
We note that there are policies and directives from the broader federal government which NWCG needs to consider
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Interagency Geospatial Governance Model
We note that there are policies and directives from the broader federal government of which NWCG should be aware (cont’d.)
Public Law
US Code
Presidential Directives/National PolicyExecutive Orders
• Coordinating geographic data acquisitions and access: The National Spatial Data Infrastructure
• Federal Information Technology
Guidance to Federal Department and Agency Heads Concerning Geospatial
Federal Enterprise Architecture Geospatial Profile version 1.1
Federal Enterprise Architecture Framework version 1.1
Federal Geographic Data Committee Endorsed Standards
Office of Management and Budget Circulars• OMB Circular A-16: Coordination of geographic information and related spatial data activities• OMB Circular A-130: Management of federal information resources• OMB Circular A-119: Federal participation in the development and use of voluntary consensus
standards and in conformity assessment activities
Common Solution Target Architecture
Memo to all Department & Agency Heads: Implementation guidance for the e-Government Act of 2002
Federal Segment Architecture Methodology
Nat
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icy
Dire
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Gui
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Interagency Geospatial Governance Model
Our analysis suggests the following key themes as common capabilities and similarities among the stakeholder agency policy and guidance review
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Interagency Geospatial Governance Model
Our analysis suggests the following key themes as shortfalls and gaps among the stakeholder agency policy and guidance review
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Interagency Geospatial Governance Model
Common Capability Analysis (Similarities) Gap Analysis and Short Falls
Agency policy and direction recognizes the value of geospatial data information for land and resource management and does not preclude the opportunity to share information.
The need for geospatial data standards and management processes have been identified within the Forest Service and Department of the Interior.
Strategic direction that supports standards and internal and external sharing of geospatial data and information has been drafted and/or developed by many agencies.
Agencies recognize the Departmental Federal Geospatial Data Committee (FGDC) as promoting direction for the coordinated development, use, sharing, and dissemination of geospatial data on a national basis.
Agency’s are beginning to place a higher priority on the development and sharing of geospatial data to support agency needs.
The DOI Enterprise Geographic Information Management (EGIM) Team and Forest Service Enterprise Geodatabase Standards provide direction for the governance of geospatial data and for DOI agencies provides linkages with the National Wildland Fire Enterprise Architecture and modernization blueprint.
Policy and /or direction for geospatial data, management, standards, governance, infrastructure and processes are not thoroughly or consistently identified among all agency manuals and/or directives.
The stage of development and implementation of strategic direction for geospatial data vary across agencies and in most cases does not specifically address wildland fire.
Although the Office of Management and Budget direction for geospatial information and management through the Federal Geospatial Data Committee (FGDC) is recognized by all agencies, it has not been fully developed and implemented by all agencies or the interagency wildland fire community.
Although the National Wildland Fire Enterprise Architecture (NWFEA) has been developed it has not been empowered and/or embraced throughout the interagency wildlland fire community.
Agency geospatial data and information policy and direction for Wildland fire programs is not specifically addressed at the agency Chief Information Officer (CIO) level.
Direction for the development and management of geospatial data and information appears to be a stovepipe process within each agency that leads to interoperability between agencies.
Policy for the development and management of computer applications is limited, resulting in numerous applications that are often agency and/or project specific.
Infrastructure to support agency and interagency geospatial information development and sharing, although recognized as important, is not well defined and/or developed across the wildand fire agencies.
We noted the following key similarities and short falls upon review of the selected stakeholder agency policy and guidance documents
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Interagency Geospatial Governance Model
Our analysis suggests the following key themes as common capabilities and similarities among the stakeholder agency policy and guidance review
• Federal Enterprise Architecture (by the Federal Geographic Data Committee - FGDC •DOI Bureau Geospatial Strategic Direction • National Wildland Fire Enterprise Architecture (NWFEA)
- National Spatial Data Infrastructure Framework • Regionalized support • DOI Wildland Fire Modernization Blueprint
• DOI Geospatial Policy and Guidance (by the Enterprise Geographic Information Management Team)
•Agency/program specific geospatial direction •NWCG IT/Geospatial Committees
• USDA Enterprise Architecture Geospatial Policy and Guidance (Geo Database)
US Federal Agency USDA / DOI Overarching
Policy and Guidance Documents
US Federal USDA / DOIBureau (USFS, BLM, FWS, NPS,
BIA) Policy and Guidance
NWCG Geospatial Fire Program Policy and Guidance
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Interagency Geospatial Governance Model
Table Of Contents
Context / Approach
Task Activities and Results– Assess Wildland Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives
– Develop Strategic Framework
Next Steps
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Interagency Geospatial Governance Model
Task 4 will focus on a review and analysis of agency geospatial policy and directives
Identify risks and mitigation strategies for aligning geospatial data with framework
Identify ownership of geospatial programs, engage stakeholders
Validate requirements at all levels of fire management
Assist in managing organizational change
Deliverable Report – NWCG Geospatial Governance Model
Development of NWCG Geospatial Strategic Framework
Tasks Completed– Reviewed all agency documents collected during 40 stakeholder
interviews– Identified key elements of key change dimensions to integrate into the
governance model – people, process, technology, physical infrastructure
– Highlighted key findings
Outcomes – Identified key directional elements as well as constraints– Highlighted similarities and differences in policies and directives
focusing on dimensions of change – people, process, technology, and infrastructure)
– Highlighted key findings
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentationMulti-AgencyRepresentation
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentationMulti-AgencyRepresentation
Contractor Support
Contractor Support
USFSContract
Mgt
USFSContract
Mgt
NWCG Sponsorship
NWCG Sponsorship
Multi-AgencyRepresentationMulti-AgencyRepresentation
4. Develop Strategic
Framework
4. Develop Strategic
Framework
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Interagency Geospatial Governance Model
To complete Task 2 and 4, today, we are facilitating a second MVGO session to identify key strategic elements en route to a geospatial governance model
Create Mission/Vision Have an open dialogue
about what you want to achieve with geospatial governance
Decide how you would describe a well functioning geospatial community in 8-10 years
Brainstorm on how to achieve the Vision Highlight “make or break”
issues Draft 3-5 goals that can
help guide progress Begin to identify objectives
and targets will help you achieve goals
Determine what this means for governance Think through which
activities/initiatives are needed to achieve objectives
How are/will these be governed?
What changes must take place?
1 2 3
In the MVGO sessions, we considered content from related strategic efforts including:
NWCG Strategic Plan (October 2007)
United States Forest Service Geospatial Plan (FY 2005-2009)
Bureau of Land Management Geospatial Plan (FY 2008)
NPS Geospatial Plan (FY 2002)
FWS Geospatial Plan (FY 2006)
BIA Geospatial Plan (FY 2006)
MVGO Focus Areas
Interagency Geospatial Governance Model
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Interagency Geospatial Governance Model
Notional Strategic Alignment
Vision: To provide seamless, integrated, adaptive, geospatial capabilities across the landscape.
Mission Statement: To provide geospatial leadership and coordination to facilitate the business of interagency wildland fire community.
Key Discussion Items
What is the value of a mission statement for this interagency group? If there added value, what might the statement be?
Following on some of the past efforts, which aspects of those mission statements might be re-used or re-packaged here? Is any resulting mission statement setting a general aspiration for the next 8-10 years?
What is the value of a vision statement for this interagency group? If added value, what might the statement look like?
Following on some of the past efforts, which aspects of those vision statements might be re-used or re-packaged here? Alternatively, does the group think it should create something entirely new? Is any resulting vision statement setting a general aspiration for the next 3-5 years?
We highlighted how each framework element is critical to helping the NWCG know where it is headed and how its going to get there
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Interagency Geospatial Governance Model
The GTG has developed key stakeholders of the mission statement
Source: BAH Analysis
The Mission
To provide geospatial leadership and coordination to facilitate the business of interagency wildland fire community.Commercial
/ Private Sector
Informal Social Network
Universities
Local Government Agencies
State Government Agencies
National Government Agencies
Resource Management Programs
NWCG Member Agencies
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Interagency Geospatial Governance Model
The GTG has developed key stakeholders of the vision statement
Source: BAH Analysis
The Vision
Commercial / Private Sector
Informal Social Network
Universities
Local Government Agencies
State Government Agencies
National Government Agencies
Resource Management Programs
NWCG Member Agencies
To provide seamless, integrated, adaptive, geospatial capabilities across the landscape.
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Interagency Geospatial Governance Model
We will use a template to align objectives, initiatives, and potential performance measures to stated goals
Goal
Representative Alignment Template
Mission / Vision StatementsMission / Vision Statements
Develop and implement the programmatic infrastructure necessary to meet the geospatial needs of the wildland fire community.
Develop and implement the programmatic infrastructure necessary to meet the geospatial needs of the wildland fire community.
Coordinate and standardize Interagency wildland fire data byinstituting and maintaining policies and procedures.
Coordinate and standardize Interagency wildland fire data byinstituting and maintaining policies and procedures.
Create an enterprise architecture for a wildland fire geospatial database which allows simple centralized access and supports multiple application utilization.
Create an enterprise architecture for a wildland fire geospatial database which allows simple centralized access and supports multiple application utilization.
Foster a proactive and adaptive approach to emerging and innovative geospatial technologies and techniques.
Foster a proactive and adaptive approach to emerging and innovative geospatial technologies and techniques.
Goals
Alignment of Initiatives Sample Performance Measures
•Improve level of awareness of emerging and innovative geospatial technologies and techniques
•Develop stature in the emerging geospatial technology community
-Participate / host leading key conferences-Training and education for stakeholders-Create GIS web portal -Development of data and software-Processes for sharing data and software
•Implement consistent policies and procedures among all agencies for an integrated interagency approach for geospatial technology
-Create NWCG data standards and procedures (i.e. GSTOP)-Promote agency adoption of interagency data standards and operating procedures
•Centralized Access (Reduce duplicate efforts for increased efficiency of data management)•Support utilization of multiple applications
-Adopt standard process for integrating future applications-Create GIS web portal
- Central data gateway - Central data dictionary
•Increase awareness of changes for governance, manage the changes, and maximize acceptance within the program structure•Design and mature interagency program management capabilities
-Reinforce communication mechanisms with the field-Reinforce change management mechanisms with key stakeholders
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Interagency Geospatial Governance Model
Table Of Contents
Context / Approach
Task Activities and Results– Assess Wildland Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives
– Develop Strategic Framework
Next Steps
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Interagency Geospatial Governance Model
Governance promotes an explicit consideration of capabilities required in each dimension and their interdependencies
Processes– Policy and Budget– Activities and Tasks– Sequence– Information Sharing– Decision Rights– Targets and outputs
Technology (IT)– Data– Hardware– Software– Applications– Technology Infrastructure – Performance management
Physical Infrastructure– Locations– Facilities at each location– Workplace environment– Space, utilization targets
People (staff)– Organization structure & design– Performance System– Workforce Planning, i.e. #s of FTEs
Human Capital Management Competencies Leadership Performance management
Interagency Organizational Dimensions of Change
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Interagency Geospatial Governance Model
The strategic framework should also drive a governance model consistent with best practice...
DESIGN DEVELOPENVISION DEFINEPhasesSequence
ProcessAreas
Concurrent
Dimensions of ChangeInterdependence
Prospective NWCG Geospatial Governance Model*
*Note: The mission, vision, goals, objectives noted on the previous page relate to the “Envision” stage of “Capability Development” as highlighted above.
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Interagency Geospatial Governance Model
...and that links contract requirements in a logical sequence
Mapping of Notional Governance Model to Contract Requirements*
Identifying mission/vision/goals/objectives (tasks 2 and 4) drives capabilities and overall community success
Identifying business areas/needs (task 1) sharpens business strategy used to achieve mission/vision
Process work (task 3) supports capability improvement
Identifying program ownership, assessing and engaging stakeholders, validating fire requirements at all levels, and assisting in organizational change (tasks 1, 2, and 4) all support ownership building
Identifying business area/needs (task 1) also provides feeder material to communication and training efforts
Identifying risks and mitigation strategies for aligning geospatial data with governance framework (task 4) helps to inform program stewardship
Analyzing agency policy for similarities/discrepancies (task 3) solidifies the context and boundaries of change and governance
Capability Development
Ownership Building
Program Stewardship
*Note this roadmap will be refined to fit NWCG requirements
Illustrative
Example
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Interagency Geospatial Governance Model
Back-up slides
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Interagency Geospatial Governance Model
Organization by Prospective NWCG Geospatial Governance Model Areas (Mapping to Wildland Business Areas)
CONSIDERATIONS
ADVANTAGES DISADVANTAGES
Can be easily integrated into the NWCG Program Management Office
Not yet recognized by the wildland fire community of geospatial technology stakeholders
Basis for business areas to identify NWCG as an unified organization with one identity (mission, vision, goals, objectives, performance measures)
Individual agencies are recognized and familiar with the wildland fire community of geospatial technology stakeholders – a formal change management methodology will necessary to effectively implement NWCG business areas
Further defines framework for geospatial roles and responsibilities, aligned with the business areas in the geospatial stakeholder community
Does not retain individual geospatial fire program direct linkages to the respective agency (reach back to the lead agency programs are not cohesive between USDA and DOI)
Creates a pool of resources in a cohesive NWCG organization with respect to infrastructure necessary for more effective and efficient geospatial technology operations to support wildland fire suppression needs (pre-incident, during and post-incident)
Does not retain individual agency identifications, roles and responsibilities
NWCG Wildland BUSINESS
AREAS
GEOSPATIAL GOVERNANCE FRAMEWORK BUSINESS AREAS
LEADERSHIP PROGRAM MANAGEMENT, GEOSPATIALTECHNOLOGY STRATEGY
BUSINESS OPERATIONS
ECONOMIC ANALYSIS
FIRE PLANNING MANAGEMENT
CHANGE MANAGEMENT, COMMUNICATIONS, TRAINING, GEOSPATIALTECHNOLOGY STRATEGY DESIGN, IMPLEMENTATION, TESTING
VEGETATION MANAGEMENT
PROGRAM MANAGEMENT
WILDLAND FIRE MANAGEMENT
PROGRAM MANAGEMENT, RISK MANAGEMENT