NMAC GMAC Meeting December 1 2010 Lyle Carlile Dave Koch Evolving incident management a project of the National Wildfire Coordinating Group by the National Incident Management Organization Succession Planning Team ID: 760407
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An Analysis of Organizational Models for the FutureNMAC/GMAC Meeting - December 1, 2010Lyle Carlile, Dave Koch
Evolving incident management
a project of the National Wildfire Coordinating Groupby the National Incident Management Organization Succession Planning Team
Slide2Slide3Fire Systems Research,
U.S. Forest Service
Intertribal Timber Council
Project Introduction
Slide4Overall Project
Goal
Facilitate the creation of a sustainable incident management organization that will evolve and be implemented over the next decade.
Slide5Slide6Slide7Project Objectives
Identify and develop
alternative organizational configuration
and management oversight for the management of national wildfire incidents
.
Develop
change management strategies
for leading the understanding and acceptance by all stakeholders of the planning process, alternatives and decisions.
Develop
strategic recommendations for interagency implementation
of the preferred alternative. These recommendations will include transition strategies from current to future incident management organization.
Slide8Essential to all alternatives
Overarching principles
Slide9Succession planning
Long-term succession planning
for IMTs
Large scale, linked to interagency workforce planning
Slide10Single qualification system
Common
to all agencies and emergency services
Slide11Agency accountability
Follow-up
on identified needs for training and positions
Support
from agency leadership and supervisors
Slide12Incident complexity/scalability
Flexible
response based on incident complexity and needs over time
Slide13Module & service centers
Develop
support modules by function
Utilize
Service Centers and web-based systems
Slide14Responsiveness to federal fire policy
Consistency & accountability
Slide15Compensation strategies, incentives & accountability
Develop
both incentives
&
accountability for IMT participation
Slide16IMT standard operating procedures
Ensure
consistency
Development
of SOPs is
a coordinated effort
Slide17Support IMT decisions
Regardless
of outcomes
Address
personal liability
Slide18Interagency cooperation
Team
staffing
Oversight
of contracted resources
Slide19Consistent financial practices
Base salaries
charged to emergency accounts
Backfill
Slide20A Quick Overview
Organizational models
Slide21Size of teamsConfiguration of teamsGovernance of teams (GACG, NWCG, combination)Typing of teamsNumber, kinds, and management of modulesNumber of teams nationallyDispatching pattern / rotationPerformance standardsFormal supervision structureGrade level for team positions
Suppression savingsHow are teams fundedStandard team support costsHow are trainees/mentees organized and assignedWorkforce development strategy to maintain the alternativeHow do the teams provide value added to agencies
How models were analyzed:
Slide22Current Situation with Overarching Principles
RESPONDS TO
Need for improved oversight & accountability
KEY ELEMENTS
Closest to current organization
Incorporates overarching principles
Incentives to increase participation
Slide23Single Standard
RESPONDS TO
The need for more efficient use of
IMTs
KEY ELEMENTS
One type of team
Standard team configuration for long and short teams
Use of modules
Teams dispatched geographically using a single national dispatch rotation
Slide24External Capacity – Contract
RESPONDS TO
Perception of a Declining governmental workforce
KEY ELEMENTS
Utilizes contract teams (10) for surge capacity
Contract teams supplement Types 1, 2 & NIMO during busy seasons
Utilizes skills of retired team members
Slide25External Capacity – All Hazard & Contract
RESPONDS TO
Perception of a Declining governmental workforce
Increasing All Hazard, DHS & FEMA capacity
KEY ELEMENTS
Emphasizes all hazard and contract teams for surge (25)
(including FEMA-USFA Type 3 All-Hazard
IMTs
for wildland fire)
Slide26Core Team – “Full Time”
RESPONDS TO
The need for flexibility and scalability
KEY ELEMENTS
Flexible, modular approach
Scalable
Full-time team staffing – Emergency funded
Temporary promotions during fire season
One type of teamMembers still supervised by Agency Administrators
Slide27Core Team – “Militia”
RESPONDS TO
The need for flexibility and scalability
KEY ELEMENTS
Flexible, modular approach
Scalable
Current militia approach where team members have “day jobs”
Slide28What Comes Next?
Next steps
Slide29NWCG decisions
NWCG
accepted
the Report
– Final November 19
Moving forward with
inform stage
of Stakeholder Engagement.
Presentations
will be made by NWCG and team members.
Involvement and collaboration
funded and tasked to Organization Development Enterprise.
Organizational Model developed by May 2011
for implementation based on input from stakeholders.
Implementation to take
5-10 years
.
Slide30Who are the key stakeholders?How do we reach them?
Stakeholder engagement
Agency Administrators
Incident Commanders
States
Agency Leadership
Team Members
Slide31Why Stakeholder Engagement?
Case for Change
Collaborate/Involve
Road Test
Overarching Principles
Refine and Develop
n
ew Organizational Model
Build a sustainable model
for Incident Management designed to meet future challenges.
Slide32Tools for Engagement
Website
Organizational Model Rating Tool
Organizational Model Matrix
Detailed Descriptions of Organizational Models
Questionnaire
Webinars
Deliberative Workshops
Slide33ImmediateIMsuccessionplanning@gmail.comStay Tuned for Additional Feedback MechanismsNWCG web site
Feedback OPPORTUNITIES