ts gett:£.m.glom.gty••• sle£utd -ptopltare~ •••tkt … › sacc › sacg_docs › 2013...

Implementation Plan. Each Work Unit also has an NWCG

Executive Board member assigned as a Liaison. Barry

Mathias is the overall Project Lead for the

implementation of the SIP.

Rrt stASDt'\. ts gett:£.M.gLoM.gty••• sle£Utd -ptopLt Are ~ •••Tkt ~ ts ~hAM.gtM.g•••Howww. tht r~t~ MQ~et~~ OYeQlI\Lztttto~respo~?

Evolving Incident Management:APractical Reality

Recognizing that the current workforce management

and succession planning for wildfire incident

management is not sustainable, the NWCG Executive

Board chartered the Incident Management Organization

Succession Planning (IMOSP) interagency team to

recommend a new organizational model for incident

management.

After briefing their respective agencies, the Executive

Board accepted the IMOSP Project Team's Report,

"Evolving Incident Management: A Recommendation for

the Future" as the completed product for the analysis

phase of the IMOSP Project. The report can be found on

at http://www.nwcg.gov/imosp/index.htm.

The NWCG Executive Board decided:

• To adopt the Organizational Model proposed in the

Section 1, Team Make-up and Management of the

Report (pages 13 - 31). This new organizational

model proposes significant changes from the currentmodel.

• The Board also endorses the IMOSP Project Team's

list of Overarching Principles (OAP).

The year 2016 is the target goal to completeimplementation of the new incident management

organization. The Board charted a task team to develop

a Strategic Implementation Plan (SIP). The Phase 2 Task

Team organized the 14 recommendations and 11 OAPs

into eight Work Units and identified the tasks and skill

sets needed to implement the recommendations and

principles. The strategic planning task has been

completed and the project is now in its implementation

phase.

The Work Unit Leads have begun to direct the

implementation "Work Units" identified in the Strategic

ElM Work Units Work Unit Leads

IMT Pathway Pam EnsleyBeth Lund

IMT Governance & Mobilization Kim Christensen

IMT Composition John Segar

IMT Augmentation Sarah Fisher

Transition of Area Command Bob Housemanto Strategic Management

NIMO Robin Cole

Single Qualifications System Evans Kuo

Agency Purview Billy Terry

Figure 1: Work Units and leads

Independent recommendations from the IMOSP final

report were organized into stand-alone work units (Le.

IMT Pathways, Transition of AC to SMT, and NIMO Work

Units).

Several of the Work Units are dependent on completion

of tasks within other Work Units. Some Work Units

contain high priority tasks which need to be addressed

early on in order for the remaining work units to be

completed. These high priority Work Units, IMT

Pathway Work Unit and IMT Governance and

Mobilization Work Unit have begun addressing their

tasks.

Highlights and issues from the first three Work Units are

discussed in the following sections.

"Decislon excerpts from "Evolving Incident Management Strategic Implementation Plan Matrix" of 6

http://www.nwcg.gov/imosp/index.htm.

• What role will the Complexity Analysis/

Organizational Needs Assessment play when

ordering a NationallMT for a wildland fire incident?

The IMT Pathway Work Unit

The ElM Report contained the recommendation that all

federally sponsored IMTs will be merged into one type of

IMT under the new organizational model. The Strategic

Implementation Task Team recognized this as a high

priority recommendation that needed to be addressed

promptly in order for the remaining recommendations

to be developed.

Work Unit Leads: Beth Lund & Pam Ensley

Decision Excerpts*:"Merge all federally sponsored Type 1 and Type 2 teams

into one type of IMT. There would be one type of

federally sponsored IMT under the recommended

organizational model. "

Clarifications:• Federally sponsored IMTs will be called "National

IMTs."

• National IMTs are nationally sponsored and

managed through the National Interagency

Coordination Center (NICC), but can be a mix of

Feds, States, and local team members.

• National IMTs can manage both Type 1 and Type 2complexity wildland fire incidents.

• The 40 National IMTs will be Type 1qualified. Type

2 qualifications will still exist as the pathway to Type

1qualifications.

Challenges:• How will existing teams evolve into the new National

IMTs?

• National IMTs may contain a mix of qualificationlevels (Tl, T2, and trainees at both levels) as team

members progress from 13 qualifications to Tl

qualifications. How will an IMT manage the mix of

Tl, T2, and trainee team members while respondingto incidents?

Working in Consultation With:NWCG Operations and Workforce Development

Committee (OWDC)

NationallC/AC Council

Geographic Area Coordinating Groups

5-520/5-620 Steering Committee

Wildland Fire Decision Support Group

Agency Administrators

Wildland Fire Institute (WFI) Implementation Task

Team

Redbook Committee

Wildland Fire Management Research, Development,

and Application (WFM RD&A), USFS

Complex Incident Management Course (CIMC)

Steering Committee (NASF partnership with

USFS)

The IMT Governance and MobilizationWork Unit

The IMT Governance and Mobilization Work Unit is an

aggregate of five recommendations and four overarching

principles. This Work Unit will formalize

• How the 40 National IMTs are distributedthroughout the geographic areas,

• How the IMTs will be governed and dispatched

• How the state-sponsored IMTs will be used for surgecapacity during periods of peak activity.

"Decision excerpts from "Evolving Incident Management Strategic Implementation Plan Matrix" of 6

Work Unit Lead: Kim Christensen

Decision Excerpts*:"The target number of federally sponsored interagency

IMTs is 40... NWCG should consider redistribution of

IMTs during the implementation phase ..."

Challenges:• Conducting "standardized" needs analysis across

Geographic Areas to aid in validating geographical

distribution of Complex IMTs and GA's ability to staff

IMTs.

• How to transition from the number andconfiguration of current teams to 40 Complex IMTs?

Decision Excerpts*:"Geographic area coordination groups would govern

their assigned federally sponsored IMTs based on a

national template for IMT standard operating

procedures. Geographic area coordination centers

(GACC) would manage IMT rotations for their geographic

area until the national preparedness level reaches three.

At preparedness level 3 and above, the National

Interagency Coordination Center (NICC) coordinates the

IMT rotation in consultation with the GACCs. NIMO

Teams will be managed by the Forest Service and

mobilized by NICC at all Preparedness Levels."

Challenges:

• Coordinating the development a single set ofstandard operating procedures (SOPs) for IMT

management across all GAs.

• The goal is for the 40 National IMTs to adopt thenational SOP template in time for the 2014 fire

season.

• Developing national guidelines to reflect how the 40National IMTs will be mobilized at Preparedness

Level's (PL) 1 thru 5.

• Developing guidelines that IMTs will respond in

configurations of teams as requested or negotiated

commensurate with incident complexity or DNA.

Automatic dispatch of full teams will be

discontinued.

• Since team size should be adjusted by managers

rather than maintaining a fixed configuration for the

duration of the assignment, what skill sets will

managers need to make these decisions?

Decision Excerpts*:"IMTs sponsored by states would provide surge capacity

at elevated geographic area and national preparedness

levels under the recommended model. "

Challenges:• Developing national guidelines that reflect how and

when State sponsored IMTs will be mobilized.

• Mobilizing State sponsored teams in configurations

based on incident complexity rather than fixed

configurations.

• Complexity analysis/DNA must still address T2complexity for using State sponsored T2 IMTs as

surge capacity.

• Need to expand or develop business practices to

ensure State sponsored teams can respond

nationally.

Working in Consultation With:NICC Manager

NMAC Chair



National Association of State Foresters (NASF)

U.S. Fire Administration (USFA)

Dispatch representatives

Fire Management representatives


NWCG Incident Business Committee (IBe)

*Decision excerpts from "Evolving Incident Management Strategic Implementation Plan Matrix" of 6

"The IMT selection process must include both agencyadministrators and coordinating groups to make sureinteragency and agency specific succession planningefforts are considered."

The IMT Composition Work Unit

The IMT Composition Work Unit is an aggregate of four

recommendations and three overarching principles that

will formalize the size, composition, configuration, and

membership of the 40 federally sponsored IMTs. In

addition, this work unit will develop guidelines for how

IMT trainees will be identified, selected, and governed to

ensure IMT succession.

Work Unit Lead: John Segar, NMACChair

Decision Excerpts*:"IMTs are composed of 27 members and 14 trainees inthe recommended model ...

• "Each IMT roster would include three positions atthe discretion of the IC and the geographicarea ...""Each member of the command and generalstaff would have a trainee assigned by thegeographic area.""Six additional trainee positions are designatedby the home geographic area coordinating groupin response to interagency successional planningpriorities in the geographic area. "

•

•

Decision Excerpts*:"The recommended size and configuration of IMTsconsists of both a. short and long team, with respectiveconfigurations identified... The final responseconfiguration would be determined through coordinationwith the requesting unit based on complexity andcharacteristics of each incident."

Decision Excerpts*:"IMT members should be drawn from the broadest

possible range of qualified participants, including NWCG-represented agencies and qualified personnel from othergovernmental agencies. Personnel in professions otherthan fire management (militia) should be encouraged toparticipate."

Challenges:

• Coordinating a consistent approach across

Geographic Areas on the recruitment, use, and

evaluation of trainees on NationallMTs.

Assisting local units in understanding how to assess

incident complexity and characteristics for

determining IMT size and configuration when

ordering a team.

Maintaining consistent involvement of agency

administrators in the IMT selection process.

Developing a standard process across GAs for the

advertisement, recruitment, and selection of IMT

team members that reaches a broad audience.

•

•

•

Working in Consultation With:NICC Manager

Geographic Area Multi-Agency Coordinating Group


GACG Advisory Group

Geographic Area Training Representatives (GATRs)


Fire Management representatives

U.S. Fire Administration (USFA)


Operations and Workforce Development Committee

Wildland Fire Institute (WFI) Implementation Task

Team

FSWorkforce Succession

NRF NIMS Committee

NWCG Incident Business Committee (IBe)

"Decision excerpts from "Evolving Incident Management Strategic Implementation Plan Matrix" of 6

Ftrt stASDt'\.ts g~ Lo~tr ... sleWtd -peopleArt ~ .••Tkt ~ ts ehA~f.M.g •••How ww. the I~ell\t MAlIWlgemtll\t OygAIIW.zAttoIl\.respO~7

Overarching Principles

The Overarching Principles contained in the ElM Report are key components which need to be addressed in order for

the new incident management organization model to be successful.

The eleven principles have much in common with the recommendations contained in previous studies and reports on

incident management and succession planning. Many of these overarching principles will take considerable

coordination and even shifts in agency processes or culture to break down the many barriers that have prevented us

from making progress in the past as some of these barriers may be outside of agency purview. They are critical to the

success of future incident management organizations.

1. Succession PlanningThe current system relies on voluntary participation. It cannot be sustained due to a lack of sufficient incentives and

accountability measures, and the length of time it takes for employees to gain position qualifications. Success of

NationallMTs depends on the development and use of interagency workforce development and succession plans at the

national, geographic, and local levels.

2. Single Qualification SystemA common wildland fire qualification system would be ideal to support interagency workforce development and

succession planning strategies. Progress on the completion of an all-hazard qualification system applicable across

emergency services must be accelerated.

3.Agency AccountabilityThe incident management organization must be supported by both agency leadership and supervisors to be successful.

4. Incident Complexity jScalabilityAll incidents will be evaluated using specific criteria to assess the difficulty associated with accomplishing the objectives.

This complexity analysis would guide agency administrators in selection of the appropriate management organization for

the specific situation, regardless of whether it is escalating or moderating. The system will allow team size to be

adjusted by managers, rather than maintaining a fixed configuration for the duration of the assignment.

5. Modules and Support CentersModules and Support Centers are organized to meet the specific needs of complex incidents and designed to promote

efficient use of scarce resources.



6. Responsiveness to Jurisdictional PolicyNational IMTs will be accountable for ensuring a high degree of responsiveness to the policies applicable to the

jurisdiction where the IMT is assigned. IMTs will have the necessary knowledge, expertise, and capability to implement

all management responses and oversee management actions consistent with the affected jurisdictions.

7. Compensation Strategies, Incentives, and AccountabilityThe recommendation includes compensation systems with incentives and accountability measures sufficient to sustain

the organizational model.

8. Standard Operating Procedures for Incident Management TeamsOperating procedures should be developed jointly by geographic area, states, and national coordinating groups. The

development and adherence to standard operating procedures for maintaining team membership, roster size, and

trainee selection are an important part of governance.

9. Support of Agency Administrator and Incident Management Team DecisionsStrong agency support of agency administrator and IMT decision making is critical for successful implementation of the

new Incident Management Organization. Agencies should address deep-seated concerns regarding personal liability

that discourage the participation of employees, especially as ICs.

10. Interagency Cooperation/External ConsiderationsNational IMTs are an interagency structure where teams are comprised of Federal, state, and local government agency

personnel. Coordinate with external partners to establish or extend agreements, operating standards, and procedures

to promote an interagency structure.

11. Consistent Business Management PracticesConsistent business management practices include compliance with local, state, and Federal statutes, and practices.

Federal agencies should operate under a single set of practices, especially in regard to how salaries are charged for

participants during incidents.

ts gett:£.m.glom.gty••• sle£utd -ptopltare~ •••tkt … › sacc › sacg_docs › 2013...

Documents