June 21, 2011
Pacific Southwest Region 5, Fire and Aviation Management
operates as
Wildland Fire and Aviation Management Leaders,
Safely Sustaining,
Protecting
and
Restoring Ecosystems.
Leaders in applying science to the ground to successfully restore and maintain healthy fire dependent ecosystems.
Accomplished in safe planning and execution of FAM operations.
Active participants who provide leadership and support of the National Natural Resource Agenda and National Fire Plan as well as all aspects of the Forest Service Mission.
Innovators in developing interagency cooperation and partnerships.
Leaders in conservation education.
Appreciative of team members who work for a common goal and reward those who ensure and increase efficiency at all organizational levels.
A well trained, educated, smart, multi-talented, multi-skilled, diverse, driven and motivated workforce who enjoys our work and are proud to serve the nation as Forest Service employees.
This Strategic Plan is an enduring document that provides the vision, principles, and frame of reference used to guide all Region 5 Fire, Fuels, and Aviation Management (FAM) actions, decisions, and behaviors. It is our "Operational Doctrine", built upon the National Foundational Doctrine for FAM. It is dynamic and responsive to the mission of FAM in the Pacific Southwesrt Region and the times in which it is carried out.
These areas are built upon the operational principles and form the operational agenda for achieving the Regional Fire and Aviation Management vision for the future.
· Fire and Aviation Management will attack the root behavioral causes of accidents and hazardous situations to create a culture of success in safety.
· Fire and Aviation Management will collaborate with other regional resource disciplines to help accomplish the Natural Resource Agenda, emphasizing sustainable forest ecosystem management, forest roads, recreation, and watershed health and restoration.
· Fire and Aviation Management will operate as an effective team to increase efficiency and reduce operating costs.
· Fire and Aviation Management will continually strive to give taxpayers the best value for their money.
· Fire and Aviation Management will promote excellence in fire training programs and consider training an integral part of all aspects of the program.
· Fire and Aviation Management will promote education - beyond fire qualifications - to give employees a larger framework of knowledge and to help make employees more valuable and marketable.
· Fire and Aviation Management will recruit and retain a diverse workforce of qualified, skilled, and motivated employees.
· Fire and Aviation Management will maintain an effective Regional Aviation program with the highest of standards in safety, training, certification, operating procedures, equipment and program management in support of the Forest Service mission, goals, and objectives.
· Fire and Aviation Management will stay current with the latest technology, evaluating its effectiveness and training our workforce to use it to its full advantage.
topThe Program of Work is divided into Vision Focus Areas, with strategies identified for each.
Strategies are elements of a Vision Focus Area (VFA), and are supported by a series of cohesive and coordinated tactics that suppport and contribute to reaching the Vision. Strategies are intermediate in timeframe.
Tactics are short-term, measurable, and accountable actions that contribute to achieving the intent of a strategy. Each tactic is identified with a due date to display commitment ot accomplishemnt.
This plan uses a numbering scheme to track tactics and accomplishments. The tactic is assigned a number corresponding to the year it was developed; the numbering sequence is xx.n1.n2.n3
xx is the year the tactic was developed and adopted
n1 is the vision focus area
n2 is the strategy
n3 is the tactic numbered sequentially
For example, tactic 98.1.1.1 was introduced in 1998 and is the first tactic that works toward Strategy 1, which supports VFA 1.
This appendix lists the members of the strategic planning team, along with the roles and responsibilities of the members, the Fire and Aviation Management Board of Directors, chartered committees, and task groups.
This appendix lists all the chartered committees, who they report to, and the Board of Directors representative for each.
Included in this appendix are acronyms commonly used in the Strategic Plan, along with explanations.
Once a tactic is complete, it is moved to the archives to retain corporate memory.
topSTRATEGY 1.1 - Ensure safety standards and guidelines are kept current. |
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2001.1.1.2 |
Review, update, and amend the SCBA programs. |
Project Manager: |
Status: SCBA is complete as of 7/1/03. Currently
being updated. |
2010.1.1.1 |
Evaluate whether FAM Chief Officer vehicles (pickups), which are equipped with power windows and locks support firefighter safety | Project Manager: Rocky Opliger Kit Bailey Committee: Mobile Fire Equipment Due Date: 12/2010 |
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STRATEGY 1.2 - Ensure that Forest Service personnel understand and practice safety standards. |
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No tactics identified at this time. |
STRATEGY 1.3 - Attack the root behavioral causes of accidents. Create a culture of safety excellence. |
No tactics identified at this time. |
STRATEGY 1.4 - Ensure that all personnel understand their role in safe FAM program implementation, organizational planning, funding, and incident staffing. | |
No tactics identified at this time. |
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· Fire and Aviation Management will collaborate with other regional resource disciplines to help accomplish the Natural Resource Agenda, emphasizing sustainable forest ecosystem management, forest roads, recreation, and watershed health and restoration.
STRATEGY 2.1 - Provide leadership, planning, and support for the management of fire in restoring and sustaining healthy ecosystems. |
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2010.2.1.1 |
Regional review of fire facilities for hazmat runoff and solutions to address this issue. | Project Manager: Jerome Caston Committee: Facilities & Engineering Due Date:06/2010 report |
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2010.2.1.4 |
Revise the Strategic Plan for Managing Hazardous Fuels in the Pacific Southwest Region document, to incorporate current direction, document progress since the last version, and reflect key aspects of the pending 2010 cohesive strategy. | Project Manager: Sarah Tomsky Committee: Due Date: 6/2012 |
Status: 10/2010 In Progress Prepared for 6/2011 BoD Meeting Agenda Draft presented at 6/2011 BoD Meeting |
2011.2.1.1 |
Incorporate key actions from R5 Fuels Strategic Plan as tectics in the R5 FAM Strategic Plan | Project Manager: Anthony Escobar Committee: Strategic Plan & Sarah Tomsky Due Date: 4/1/2012 |
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STRATEGY 2.2 - Involve the public as a partner to support the management of fire in restoring and sustaining healthy ecosystems. |
No tactics identified at this time. |
STRATEGY 2.3 - Establish and maintain predictive service units in support of fire management for restoring and sustaining healthy ecosystems. |
No tactics identified at this time. |
STRATEGY 2.4 - Ensure that air quality issues enhance progress in the management of fire in restoring and sustaining healthy ecosystems. |
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2010.2.4.1 |
Continue work with CANSAC for refinement of unplanned ignition smoke forecasting. | Project Manager: |
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2011.2.4.1 |
Revise Smoke Communication Protocol prior to Fire Season 2010 | Project Manager: Trent Procter Committee: Due Date: 04/2012 |
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STRATEGY 2.5 - Establish and maintain integrated, interdisciplinary support for management of fire in restoring and sustaining healthy ecosystems. |
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2010.2.5.1 |
Develop interim BMP for 2010 to prevent the spread of invasive species through FAM operations | Project Manager:Task Group lead by |
Status: update 04/2010 |
STRATEGY 2.6 - Provide assistance to other disciplines in support of the Natural Resource Agenda in the following areas: · Watershed health and restoration · Sustainable forest ecosystem management · Forest roads · Recreation. |
No tactics identified at this time. |
· Fire and Aviation Management will operate as an effective team to increase efficiency and reduce operating costs.
· Fire and Aviation Management will continually strive to give taxpayers the best value for their money.
STRATEGY 3.1 - Develop operating plans to provide the best customer service possible. Use these plans to deliver services, maintain and boost staffing levels, increase resource availability, and make efficient funding decisions. Keep these plans current with customer expectations, technological changes, and budget trends. |
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2010.3.1.1 |
Develop a definition of “Immediate Need” with the end state of inclusion in the CAL MOB Guide, including Dispatch procedures | Project Manager: Ralph Domanski, Joe Millar Committee: Due Date: 6/2010 |
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2010.3.1.2 |
Review the status/conditioning and futuring of our radio system (backbone, consoles, handheld, and other devices) with CIO to develop a purchase, repair and replacement program that meets regional operational needs. (see 2010.5.5.1) |
Project Manager: Jon Holden Committee: (Team) Ralph Domanski Joe Millar Due Date: |
Status: update 06/2010 |
STRATEGY 3.2 - Change budget and operational systems to create management incentives for safer, smarter, and more cost-effective decisions. |
No tactics identified at this time. |
STRATEGY 3.3 - Ensure appropriate expenditure of funds and proper implementation of Fire and Aviation Management programs. |
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2010.3.3.1 |
Establish process for reviewing DPA adjustments where the local units don’t agree | Project Manager: Willie Thompson Committee: Due Date: 6/2010 |
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2010.3.3.2 |
Develop a new “class” of FAM vehicle for each vehicle that requires a "red lights and sirens" package to include cost and build up into the FOR | Project Manager: Allan Setzer Committee: Regional Fire Equipment Due Date: 10/2010 |
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STRATEGY 3.4 - Make resource allocations, funding, and procedural decisions based on economic criteria to maximize output per dollar expended. |
No tactics identified at this time. |
STRATEGY 3.5 - Upgrade the inventory and database of R5 fire facilities, integrate this work with other R5 facilities and funding programs, and advocate for appropriate. |
No tactics identified at this time. |
STRATEGY 3.6 - In each identified program area, Identify, Analyze and where determined appropriate by BOD, Implement cost savings measures that will enable the Region FFAM to continue to provide 5376 FFPC while "living within" our allocated WFPR funding levels. |
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Program Area 1: Administration |
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No tactics identified at this time. |
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Program Area 2: Aviation |
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No tactics identified at this time. |
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Program Area 3: Communications Objective |
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2005.3.6.3 |
Develop Regional standards and most cost efficient method of delivering cell phones, pagers, handheld radios, and satellite phone services for identified FFAM users. |
Project Manager: Phil Schafer Team Members: Peter Tolosano, Chere Ward, Eric Martinez, Tom Rios, Jim Reed, Captain Committee Chair, Prevention Committee Chair, Dispatch Committee Chair, IHC Committee Chair. Due Date: 06/07 |
Status Report: ONGOING |
Program Area 3: Communication GOALS for Objective 2005.3.6.3 |
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2005.3.6.3.1 |
Review existing cell phone and pager contracts, their rate structure, users, and coverage areas. Determine appropriate FFAM users, as well as accessories needed. |
Team Members Assigned: |
Status Report: |
2005.3.6.3.2 |
Review existing handheld radios by users and standard module types. Determine appropriate FFAM users, as well as accessories required. Develop regional standard number of handheld radios by standard module configuration. |
Team Members Assigned: |
Status Report: |
2005.3.5.3.3 |
Review use of existing satellite phones. Identify appropriate FFAM users for this type of technology. Determine appropriate accessories. Develop a regional standard module configuration and a cost efficient method of delivering services to FFAM users. |
Team Members Assigned: |
Status Report: ONGOING |
Program Area 4: Dispatch |
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No tactics identified at this time. |
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Program Area 5: Facilities |
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2005.3.6.8 |
Identify opportunities within each Forest to combine existing Fire stations. Determine effect on Initial Attack efficiency vs. facilities costs (deferred maintenance, new construction, WCF etc.) Develop a cost analysis/efficiency review to determine feasibility and savings from the consolidation plan. |
Project Manager: Jerome Caston |
Status Report: |
Program Area 6: Fleet |
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2005.3.6.9 |
Identify all existing vehicles in FFAM by module type, base location and vehicle class. Develop a regional standard for number of vehicles and equipment for vehicles by class by module type and base locations. |
Project Manager: Don Feser |
Status Report: |
Program Area 7: Operations |
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2005.3.6.10 |
Evaluate the effectiveness and efficiency of centralizing the Fire
Budget for R5 by retaining funding in the Regional Office and allocating
staffing resources, services and supplies to the Forests rather than funds.
Develop potential cost savings of reducing the budget formulation and
execution from 19 units to one. (i.e., Fire Management Officer (FMO),
and other Fire staff hours spent performing budget functions that would
no longer be performed at the Forest level, the extra time FMO and fire
staff would be able to spend on program operations etc.). Identify other
residual costs savings to consolidated budgeting in addition to the obvious
savings to the Forests. |
Project Manager: |
Status Report: |
Program Area 8: Training |
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2005.3.6.11 |
Identify all mandatory (SA, FFAM, HR, ADMIN) training by module type.
Identify the needs for all fire and fuels career development training
by next logical position/function (including IFPM). Develop a reoccurring
annual process that determines Forest and Regional training ‘needs’
vs. ‘wants’. Develop an effective and cost efficient delivery
system that is based on the needs analysis. Consider the following cost
savings measures in the delivery system: |
Project Manager: |
Status Report: |
· Fire and Aviation Management will promote excellence in fire training programs and consider training as an integral part of all aspects of the program.
· Fire and Aviation Management will promote education - beyond fire qualifications - to give employees a larger framework of knowledge and to help make employees more valuable and marketable.
· Fire and Aviation Management will recruit and retain a diverse workforce of qualified, skilled, and motivated employees.
· Fire & Aviation Management will maintain an effective Regional Aviation program with the highest of standards in safety, training, certification, operating procedures, equipment and program management in support of the Forest Service mission, goals, and objectives.
top
STRATEGY 4.1 - Promote excellence in fire training. |
No tactics identified at this time. |
STRATEGY 4.2 - Improve Fire and Aviation Management employee retention. |
No tactics identified at this time. |
STRATEGY 4.3 - Improve recruitment of a high-quality and diverse workforce by expanding candidate pools at both entry and merit promotion levels. |
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2010.4.3.1 |
Develop a minimum or 3 quality for submission for 2011 -2013 Diversity Funding (WO, R5) | Project Manager: Lorene Guffey, Sharon Allen-Brick Committee: Due Date: |
Status: update 04/2010 |
2010.4.3.2 |
Improve the communication of the R5 Open and Continuous roster processes to reduce duplication/redundancy in outreach and recruitment activities utilizing the RLT and Civil Rights or Strategic Workforce Planning and Diversity Committee | Project Manager: Gary Biehl, Sharon Allen-Brick Committee: Due Date: |
Status: update 04/2010 |
STRATEGY 4.4 - Establish standards to ensure Fire and Aviation Management employees are well trained and highly qualified |
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2002.4.4.4 |
Develop administrative training (personnel, budgeting, etc) for Module leaders as key developmental experience for chief officer positions. |
Project Manager: |
Status: Suggest this would be a good tactic for Division Chiefs. May be incorporated into regional fire leadership academies |
2010.4.4.1 |
Develop BoD member information package, create Task Group
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Project Manager:Task Group Lorene Guffey Curt Palmer Curtis Coots Mike Haddock Committee: Due Date: |
Status: update 04/2010 |
2010.4.4.2 |
Develop a plan to assure GS -5/6/7 Demo hires attain the same courses as are offered at the Apprentice Academy, when slots are not available in the National program | Project Manager:Task Group Sharon Allen-Brick Kent Swartzlander Committee: Due Date: |
06/2010 |
2010.4.4.3 |
Develop a process to ensure that Fuels personnel meet FS FPM qualification standards by October 1, 2013 Provide written strategy to BoD by Ocotber 2011 |
Project Manager: |
05/2010 begin implementation UPDATE: 6/11, needs a written strategy. Some actions taken (priority trainees at PFTC in 2011) |
STRATEGY 4.5 - Provide necessary staffing to safely and efficiently manage incidents using F&AM employees, other personnel, and private sector resources. |
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2010.4.5.1 |
Engage a Task Group to develop tactics to improve overall workforce capacity to support Fire Management | Project Manager: Kurt Winchester Committee: (task group) Sheri Elliott Sharon Allen-Brick Due Date: |
Status: update 06/2010 |
2010 4.5.2 |
Develop Incident Leadership principles for FFMOS | Project Manager: Mike Minton Committee: Due Date: 06/10 |
Status: update 04/2010 |
2010 4.5.3 |
Update/review Standard Module Org. | Project Manager: Gary Biehl Committee: Due Date: |
Status: update 06/2010 |
STRATEGY 4.6 - Ensure that all incident facilities are accessible to enable physically challenged employees to participate. |
No tactics identified at this time. |
STRATEGY 4.7 - Realign Aviation Management workforce, skills, abilities, and resources to effectively maximize and support the Forest Service mission with current technologies. |
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No tactics identified at this time. |
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· Fire and Aviation Management will stay current with the latest technology,
evaluating its effectiveness and training our workforce to use it to its full
advantage.
top
STRATEGY 5.1 - Evaluate and plan for the effective use of computer-aided information management technology to support Fire and Aviation Management jobs. |
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2010.5.1.1 |
Explore web page or ftp area with password protection for status checks and deliverables | Project Manager: Carolyn Higgins Committee: Technology Due Date: |
Status: update presentation 06/2010 |
STRATEGY 5.2 - Train employees to implement current market technologies available for Fire and Aviation Management operational use. |
No tactics identified at this time. |
STRATEGY 5.3 - Realign Fire and Aviation Management workforce skills, abilities, and cultural values to maximize computer-aided technology. |
No tactics identified at this time. |
STRATEGY 5.4 - Use technology to reduce employee risk and exposure to Fire and Aviation Management operational hazards. |
No tactics identified at this time. |
STRATEGY 5.5 - Evaluate and plan for the effective use of communications technology to support Fire and Aviation Management |
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2010.5.5.1 |
Have independent contractor review backbone radio system in Region. Report to BoD on situation (ref. 2010.3.1.2) | Project Manager: Ralph Domanski Joe Millar Committee: Due Date: |
Status: update 06/2010 |