december 15, 2005 incident based automation phase 2 strategic plan briefing nwcg incident based...

December 15, 2005

Incident Based AutomationPhase 2

Incident Based AutomationPhase 2

Strategic Plan BriefingStrategic Plan Briefing

NWCG Incident Based AutomationStrategic Planning Project

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Overview Overview

Background and Purpose of Incident Based Automation – Phase 2 (IBA2)

Methodology

Strategic Plan Strategic Areas

Recommendations

Conclusions and Next Steps

Background and PurposeBackground and Purpose


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Background and Purpose of Project

Background and Purpose of Project

IBA2 was chartered by the National Wildfire Coordinating Group (NWCG). NWCG was formed to expand operational cooperation and

coordination of federal and state wildland fire agencies.

IBA will take place in three phases.

NWCG Incident Base Automation Project Phases

Phase 1 - Project 1 Phase 2 - Project 2Phase 3 - Multiple Component

Projects (Modules)I-Suite Stabilization and Support Project

(IRSS, ICARS, ITS, IAP)Incident Base Automation Strategic

Planning ProjectIncident Base Automation Component

Projects

Stabilize Application Initiate Change Management Provide User Support Provide Application Maintenance

Identify Key Business Areas Conduct Business Area Analysis Conduct Strategic Project Planning Prioritize and Recommend Phase 3

Projects

Infrastructure Components Business Area Components

NWCG Incident Based Automation Project Phases

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IBA2 Project ObjectivesIBA2 Project Objectives

1. Identify and obtain agreement from NWCG Agencies on key incident business areas to be included in the strategic analysis and resulting planning documents.

2. Conduct business area analyses for the business areas identified by the IBA2 Project Team and agreed upon by NWCG Agencies.

3. Develop a strategic plan that identifies recommended priorities for incident business area automation.

4. Utilize cost efficiencies by coordinating and sharing information with groups that are already formed for working on issues relating to incident processes.

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IBA2 Business AreasIBA2 Business Areas

Identified by NWCG: Operations

Plans

Finance

Logistics

Safety

Information

Dispatch

Cache

General

MethodologyMethodology


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Methodology for Developing the IBA2 Strategic Plan

Methodology for Developing the IBA2 Strategic Plan

1. Document draft “As Is” process models for incident business.

2. Develop Site Visit Plan to provide the framework for coordinating site visits to:

Incident command posts (ICPs) External entities.

3. Conduct site visits and interviews.

4. Summarize findings form interviews in database.

5. Analyze site visit results.

6. Develop strategic areas and recommendations.

7. Synthesize findings in strategic plan.

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Site Visit Plan: TargetsSite Visit Plan: Targets

Incident Management Teams (IMTs) Type I Type II Wildland Fire Use (WFU) Area Command.

IMT home geographic area. Management phase (e.g., build-up, steady state). Host Agency

United States Department of Agriculture (USDA) United States Department of Interior (USDOI) Bureau of Land Management

(BLM) State.

Incident geographic area. Incident setting/type (e.g., urban interface). Other features.

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Site Visit Targets and ResultsBlue: External Yellow: Incidents

Site Visit Targets and ResultsBlue: External Yellow: Incidents

IMT Type

IMT Home

Geographic AreaManagement

PhaseHost

Agency

Incident Geographic

AreaIncident

Setting/ TypeOther Unique

Features

Area Command Alaska Build-up USDA Alaska

Wildfire/Urban Interface

Complex (multiple incidents)

Type I Northwest Steady StateUSDOI (BLM) Northwest Wildfire/Remote

Incident with Zone structure

Type II Northern California Demobilization StatesNorthern California Wildfire/General

Wildland

Fire Use Southern California TransitionSouthern California

Wildland Fire Use

Northern Rockies Pre-Assignment Northern RockiesNon-Fire (All- Risk)

Eastern Great Basin

Eastern Great Basin

Western Great Basin

Western Great Basin

Southwest Southwest

Rocky Mountain Rocky Mountain

Eastern Area Eastern Area

Southern Area Southern Area

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Site Visit SummarySite Visit Summary

2020 site visits 9 Wildland Fires

3 All Risk

8 External Entities

164 164 interviews

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Site Visit Summary: LocationsSite Visit Summary: Locations

9 Wildland Fires

2 in Arizona

Type I

Type II

1 in Colorado Type I

2 in Washington Type I (State Team) Type II

1 in Utah Type I

1 in Montana Type I

2 WFU teams 1 on-incident in

Colorado

1 off-incident

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3 All-Risk – Hurricane Katrina 1 Type I Team in Mississippi

1 Logistics Management Team (LMT) in Alabama

1 Area Command in Georgia

continued

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8 External entities North West Coordination Center (NWCC)

Rocky Mountain Multi-Agency Coordination (MAC) - Denver, CO

National Interagency Fire Center (NIFC) – Boise, ID

Alaska BLM and Alaska Fire Service (AFS) in Fairbanks

Expanded Dispatch – Wenatchee, WA

NIFC Wireless – Boise, ID

Missoula, MT

California Department of Forestry and Fire Protection (CDF) – Sacramento, CA

continued

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Site Visit Results: Building the Strategic Plan


Summarized all interviews in a data collection and analysis tool.

Collected data from interviews on topics such as Business process changes

Automation opportunities

Standardization opportunities

Challenges associated with transition.

Extensively analyzed results Looked for commonalities across interviews

Explored broader concepts.

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Developed three strategic areas.

Identified ten specific recommendations. Estimated the timeframe for implementation

Short-Term – could be completed within 12-18 months

Medium-Term –could be completed within 18-36

Long-Term – could be completed after 36 months.

Estimated the level of effort required.

Identified dependencies.

Identified action items.

continued

Strategic PlanStrategic Plan


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OverviewOverview

Three strategic areas were identified: Data/information and applications/ technologyData/information and applications/ technology

Infrastructure/connectivityInfrastructure/connectivity

Trained and skilled workforce.Trained and skilled workforce.

The strategic areas: Are synergistic and inter-dependent

Serve as organizing principles for the recommendations.

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OverviewOverviewcontinued

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OverviewOverview

Data/information and applications/technology is the centerpiece of the strategic plan.

Infrastructure/connectivity is the foundation – without this, there will be no foothold.

A trained and skilled workforce is necessary to leverage the recommendations effectively.

continued

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Background on Data/Information and Applications/Technology


Strategic Area Focus Standardize data.

Facilitate data sharing within the incident and with external entities.

Provide appropriate technologies and applications.

Analysis/Discussion Demand has increased for information, including

demand from outside an incident’s operational boundaries.

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Analysis/Discussion (continued) Challenges reported and observed regarding

transfer of command. Rapidly evolving technology has provided the

capability for more, better, faster information flow; however, the use of technology is hampered by:

A slow pace of application development A lack of data standards Insufficient user training Business processes that are entrenched in

paper-based systems and culture.

continued

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Examples of Paper-basedManual Processes

Examples of Paper-basedManual Processes

Photo courtesy of SAIC, Tani Converse

Check-in Helibase

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Recommendations on Data/Information and

Applications/Technology


Applications/Technology Recommendation 1.1: Develop a

comprehensive incident support system that allows information sharing and efficient data management throughout the lifetime of the incident, increases situational awareness, and provides for better decision support. Timeframe: Long-term.

Effort: Large.

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Action Items for Recommendation 1.1


# Action Item Text

1.1.1 Develop an overall architecture and requirements for a comprehensive incident support system that builds on the strengths and successes of previous systems, such as I-Suite, Incinet, and the Incident Command Easy Computer Application (ICECAP), and recognizes ongoing development and support of systems external to the incident, but important to its successful management (e.g., Wildland Fire Service Analysis [WFSA], Wildland Fire Implementation Plan [WFIP], Fire Behavior). It is critical that the architecture and requirements include data standards, facilitate data sharing, and enable interoperability.

1.1.1.1a Examine business processes that support incident business and underlying ICS forms.

a. Determine data needs of internal and external entities.

b. Examine all processes and their associated forms to determine what forms can be eliminated and what processes can be combined.

c. Consider current efforts underway within Department of Homeland Security (DHS) and other organizations and their potential impacts on the data needs and processes.

d. Assess automation of common tasks that are currently not automated but appear to warrant automation to some degree. Potential candidates for automation include (but are not limited to): shift tickets for equipment, claims logs, commissary, timekeeping, and general messaging.

1.1.1.1b Design new processes to support adaptability for ever-changing requirements, and integrate these processes with the new incident support system. To facilitate identification and implementation of process changes, develop and implement a change management process for business processes.

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# Action Item Text

1.1.1.2 Develop a design for the new incident support system.

1.1.1.3 Develop and test the new incident support system.

1.1.1.4 Implement the new incident support system. Especially important to implementation will be the development of a change management process to ensure that changes are identified, analyzed, decisions made regarding how to address the needed changes, and implementation completed.

1.1.2 Re-design the pre-order process so that materials and supplies arrive within the first operational period. May need to standardize some commonly ordered items, such as medical supplies, into kits. Different items may have different delivery timing requirements.

1.1.3 Determine how the Resource Ordering and Tracking System (ROSS), Interagency Cache Business System Re-Engineering (IICBS-R), and I-Suite Supply can be configured or modified to provide incident personnel with a method for electronically ordering and checking the status of orders

1.1.4 Implement the use of AIT for receipt and tracking supplies at the ICP and returning items to the caches. (See Recommendation 1.5.) Implement a method for electronically checking supplies in and out to individuals within the incident.

1.1.5 Implement a method for electronically checking supplies in and out to individuals within the incident.

continued

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# Action Item Text

1.1.6 Establish a ROSS connection at the ICP. Consider the following stages to the implementation plan:

Locate read-only terminal(s) at the ICP. The following positions could all benefit from this change: Resource Unit Leader, Supply Unit Leader, and Ordering Manager. Allow for on-demand download, on an hourly basis, of ROSS data at the ICP.

Locate a single point of origination for ROSS ordering at the ICP, utilizing the Ordering Manager position, with real-time ordering capability. Locate multiple read-only terminals at other needed locations around the ICP.

Locate multiple ordering points (personnel, equipment, supplies) at the ICP.

1.1.7 Establish a direct ordering connection between the ICP and the cache system for more accurate and faster exchange of information.

1.1.8 Implement a standardized business process with appropriate technology to allow for on-incident tracking of resources.

1.1.9 Propose a standard method, or checklist, that can be easily adapted by IMTs with a minimum impact to incident operations. Consider transition practices currently in use by IMTs whose transitions appear to go most smoothly.

continued

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Applications/Technology Recommendation 1.2: Enable better

information flow within an incident’s operational boundaries and to external entities. Provide teams with an interagency portal for dissemination of and access to current fire information.

Timeframe: Medium-term.

Effort: Medium.

continued

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# Action Item Text

1.2.1 Allow access to incident data collected within I-Suite and other software, including newly developed software, for external entities.

1.2.2 Investigate efficient means of information dissemination to incident personnel, such as video monitors wherever firefighters are required to wait (e.g., meal tents, before briefings).

1.2.3 Develop an interagency data exchange mechanism to simplify import, export, and reuse of information managed in ROSS, I-Suite, Incident Qualification and Certification System (IQCS), and others.

1.2.4 Investigate the feasibility of data warehousing, either in existing or proposed systems, to allow access to incident data needed by external entities. This would allow external entities to access data without disruption to IMTs or the production systems used to support the daily business of incident operations.

1.2.5 Consider an agency-independent solution for a “fire domain” on the internet that would facilitate information sharing apart from agency-specific requirements for security and privacy.

1.2.6 Determine business requirements for using web sites and/or File Transfer Protocol (FTP) sites to communicate information from the incident to external entities. As part of this item, determine answers to questions such as: a. Who is responsible for maintaining site?b. Who is responsible for site content?c. Is this for Type I, II, or any size incident? (i.e., determination of threshold size)d. What data/information needs to be communicated?

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# Action Item Text

1.2.7 Develop and maintain a web-accessible internet site, or portal, to facilitate information exchange for IMTs and for the interagency community directly involved with incident business management.

1.2.8 Develop and adopt a standard electronic filing system for storing data and information collected over the lifetime of an incident. Require implementation of this standard across all IMTs.

1.2.9 Create an abbreviated ICS 209 that requests only basic incident status information ; information requested on the abbreviated form should contain specific information relevant to reporting required from all-risk incidents and can be more easily used in all-risk incidents or incidents where connectivity is limited.

continued

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Applications/Technology Recommendation 1.3: Actively participate in

enterprise architecture and data standardization activities across the interagency incident management community to ensure that incident management activities are well-supported by these efforts.

Timeframe: Short-term.

Effort: Small.

continued

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# Action Item Text

1.3.1 Identify efforts underway to develop enterprise architecture(s) throughout the interagency community. Participate in these efforts where feasible, to ensure that incident management needs are acknowledged and integrated into the enterprise architecture efforts.

1.3.2 Identify efforts underway to and define and standardize incident management data (e.g., FEMA’s Emergency Data Exchange Language or EDXL group). Ensure that the incident management community takes an active role with these data standards groups.

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Applications/Technology Recommendation 1.4: Formalize and

standardize the process for implementing current and emerging technologies for incident management. Integrate the technologies with the comprehensive incident support system described in Recommendation 1.1.


Effort: Large.

continued

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# Action Item Text

1.4.1 Create an interagency process for identifying, evaluating, and implementing new technologies for incident management. A responsible entity should be identified and designated as accountable for design and implementation on an on-going basis. Specifically, this process should :• Include mechanisms to identify technologies from such sources as R&D, the field, ad-hoc innovations. • Include a way of evaluating and assessing the technologies. • Identify which technologies will be implemented.• Consider mechanisms to support the technologies (e.g., maintenance).

1.4.2 Focus initial efforts on exploring and adopting the use of:a. Standardizing GIS software, hardware, and base datab. Exploring and adopting the use of 3D spatial coveragec. Selecting tools to facilitate real-time resource trackingd. Implementing and standardizing personal digital technology.

1.4.3 Adopt an automated system for flight following for use by all Air Operations personnel. a. Identify requirements for flight following.b. Investigate available flight following tools. c. Analyze tools in the context of the requirements and select a tool.d. Implement the selected tool.

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Applications/Technology Recommendation 1.5: Apply the use of

Automated Identification Technology (AIT) to incident business processes identified as potential candidates. Integrate AIT into the incident support system described in Recommendation 1.1


Effort: Medium.

continued

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# Action Item Text

1.5.1 Define the landscape of activities related to the implementation and use of AIT that are on-going within the fire/incident community (e.g., ICBS-R is implementing AIT within the caches and the Incident Smart Card Project).

1.5.2

Identify areas where AIT is potentially applicable to meet a specific business need. For each area, identify data sources and existing or potential automated information systems that would utilize collected data. (e.g., ICBS-R may be the source for the tracking number on an RFID tag on a chainsaw and I-Suite Supply may be the application that receives that number when scanned.)

1.5.3 Identify the type of AIT that would best suit each area identified in action Item #1.5.2 or a range of alternatives (e.g., bar codes, Radio frequency identifier or RFID, smart cards, thumbprint scan).

1.5.4 Assess relative costs and benefits of implementing AIT for the business need as well as the potential options for implementation (e.g., thumbprint, bar codes).

1.5.5 Assess barriers to broadly implementing AIT and work to remove them for full implementation.

1.5.6 Select AIT implementations based on business needs and the ability to remove barriers.

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Infrastructure and ConnectivityInfrastructure and Connectivity

Strategic Area Focus Ensure that teams have infrastructure (both hardware

and software) and connectivity to utilize applications and technology for incident management.

This infrastructure must be: Standardized

Scaleable

Agency-independent

Ready by the end of the first operational period(i.e., within 12 hours of the IMT arriving).

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Background on Infrastructure and Connectivity

Background on Infrastructure and Connectivity

Analysis/Discussion IMTs use a combination of kits, computer rentals,

equipment from multiple agencies, and personally-owned equipment.

The availability of computers and infrastructure varies widely from incident to incident.

The infrastructure is often not scaleable, making it difficult (if not impossible) to expand the infrastructure if needed.

These factors make it difficult to get teams up and running and transfer command, as well as lead to Inefficiencies and duplication of effort.

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Recommendations for Infrastructure and Connectivity


Recommendation 2.1: Standardize and provide the computing and communications infrastructure for incident management for: use in a variety of incident settings, availability within the "first operational period" (defined as within 12 hours of the IMT’s arrival), and the ability to scale to the incident environment.


Expected Relative Effort: Large.

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Recommendation 1.1: The Challenge…

Recommendation 1.1: The Challenge…

Currently, IMTs often find themselves in remote ICP locations with no electricity or connection to the Internet. Example above is an IMT on

an All Risk incident. They waited several days for equipment to arrive.

Photo courtesy of U

SD

A F

orest Service, Liz K

inney

continued

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Action Items for Recommendation 2.1 Action Items for Recommendation 2.1

# Action Item Text

2.1.1 Determine infrastructure requirements for computers and connectivity to the internet and appropriate networks for each incident setting (i.e., remote, rural, and urban).

2.1.2 Identify and evaluate various approaches to meeting the infrastructure requirements (e.g., kits). a. Compare the approaches by analyzing feasibility, cost effectiveness, and other factors. Agency-

independent solutions for connectivity will be critical to this effort. b. Identify possible approaches (e.g., satellite-connected trailers creating an incident internet service

provider that would be accessible to all members of an IMT regardless of home agency).c. Analyze the costs and benefits of the approaches and select alternative approaches to prototype.

2.1.3 Prototype approaches, assessing the workability, scalability, and fitness for use in different incident environments. Based on the results of the prototypes, select the most feasible solution(s).

2.1.4 Design an implementation plan for providing standardized infrastructure and connectivity throughout the community. Address ownership, location, management requirements (e.g., specialized staff to manage contracts and/or maintain standard kits), currency, deployment tactics, and life cycle management.

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Recommendation 2.2: The interagency community should remove information technology (IT) barriers that inhibit incident management teams.

Timeframe: Short-term.

Expected Relative Effort: Medium.

continued

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# Action Item Text

2.2.1 Identify agency IT rules/policies/procedures that interagency incidents must now comply with that constrain their ability to effectively complete their mission.

2.2.2 Work with relevant agency functions to refine rules and remove barriers to IMTs.

2.2.3 Gain a commitment from agency leadership to evaluate any new IT agency rules/policies/procedures for impacts on IMTs. If necessary, refine or develop exemptions to these rules/policies/procedures to accommodate incident management.

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Trained/Skilled Workforce and Information Technology

Support

Trained/Skilled Workforce and Information Technology

Support Strategic Area Focus

Ensure that the incident management personnel are trained and skilled in both using and supporting the automated environment.

Analysis/Discussion Adequacy of training to ensure that personnel have the skills

necessary to use the tools available.

Training currency, especially given the rapidly changing technology environment.

Ensuring that non-Agency employees had access to technology training.

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Recommendations on Trained/Skilled Workforce and IT

Support


Support Recommendation 3.1: Expand and modernize

training methods to more effectively and efficiently teach emerging technologies, applications, and automation for business practices that will touch virtually all Incident Management positions.


Expected Relative Effort: Large.

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# Action Item Text

3.1.1 Develop computer- or web-based technology training courses.a. Make these courses available to a wide audience. b. Ensure that these courses are frequently updated to reflect changes in applications and technology. c. Develop a plan to supplement a large percentage of classroom training with a computer- or web-

based technology system.

3.1.2 Pre-identify several small teams of rapidly deployable experts to help IMTs with technologies and applications. Initially, these experts’ roles would be to assist in set-up, then supplement knowledge deficiencies on the IMT when needed. These teams would be quickly demobilized so they could be available to another IMT. This process will help ensure that applications and infrastructure can be utilized within the first operational period. It would also help ensure that users understand and can better utilize technology and applications.

3.1.3 Expand the role and the effectiveness of the Training Specialist (TNSP) position. This expansion may include the need to promote and administer web-based training on IMTs and facilitate cross-training. In addition, this role could include a link to the check-in process that allows the TNSP to update qualifications from the ICP.

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Support


Support Recommendation 3.2: Review all NWCG

positions to more appropriately reflect “qualified” and “current” and to recognize the increasingly rapid change in automation, technologies, and applications.



continued

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# Action Item Text

3.2.1 Identify technologies needed for each NWCG position. Develop and maintain a mechanism for tracking and keeping this data up-to-date.

3.2.2 Change the training course and curriculum review/update process so that it can be done expeditiously. a. Carefully review and modify all position curriculums and training requirements to ensure that

current technology and proficiency in standardized software applications are included. b. Implement a process to regularly review and update curriculums and training requirements.

3.2.3 Provide annual technology refresher training for all positions to maintain a more current workforce.a. Consider using web-based training technologies (Recommendation 3.1) to maximize availability of

courses while minimizing travel.b. Encourage “cross training” for positions (e.g., train the Operations Section Chief [OPSC] in Resources

Unit Leader [RESL] skills using I-Suite).

3.2.4 Enhance the current Incident Qualification and Certification System (IQCS) and Incident Qualification System (IQS) to permit employees and approving officials to approve task books on-line. In addition, enhance PTBs to address technology and software applications.

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Support


Support Recommendation 3.3: Develop, design, and

implement a streamlined method for training (which includes current technology and applications), that is focused on non-agency personnel with previous incident-related experience.



continued

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# Action Item Text

3.3.1 Identify policies and requirements that constrain the ability of non-Agency personnel to participate on IMTs (e.g., prohibition on non-Agency personnel from participating in training).

3.3.2 Expand the concept described in Action Item 3.1 by making web-based training courses and annual refresher training readily available to non-Agency personnel (e.g., set up a portal where non-agency personnel can access web-based training courses).

Conclusions and Next StepsConclusions and Next Steps


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Summary of RecommendationsSummary of Recommendations

Data/Information and Applications/ Technology

Develop a comprehensive incident support system.

Enhance information flow within and outside the incident.

Participate in interagency enterprise architecture and data standards activities.

Formalize and standardize the process for assessing, selecting, and implementing current and emerging technology.

Apply AIT to support incident business.

Infrastructure/ Connectivity

Standardize the computing and communications infrastructure.

Remove IT barriers that inhibit incident management teams.

Trained and Skilled Workforce

Expand and modernize training methods.

Recognize that “qualified” and “current” for NWCG positions includes technologies.

Develop and implement a streamlines method for training for non-agency personnel.

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All-Risk ConsiderationsAll-Risk Considerations

IBA2 scope included All-Risk incidents. Interviewees provided input on the

considerations of All-Risk incidents. All of the recommendations and action items in

the Strategic Plan are applicable to All-Risk; however: All-Risk incidents have specific and unique concerns Additional analysis may be needed to further clarify

these needs and identify a more comprehensive strategy for addressing them.

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Continuous ImprovementContinuous Improvement

Incident management and technology are dynamic and rapidly changing.

In light of this, it is important to have a mechanism for periodically re-evaluating the needs of incidents.

A continuous improvement process should be embraced to facilitate identification of additional opportunities for improvement.

Ensure that opportunities identified through this process are analyzed (including alternative solutions evaluated), and decisions made decisions made regarding options for implementation.

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Questions?Questions?

december 15, 2005 incident based automation phase 2 strategic plan briefing nwcg incident based...

Documents

incident settingtype

incident processes

iba2 strategic plan

key incident business

site visit plan

strategic analysis

nwcg agencies

iba2 business areas