**Department of the Interior**

**Enterprise Architecture (IEA)**

![](media/image1.png){width="2.910416666666667in"
height="2.7354166666666666in"}

**Wildland Fire Management**

**Modernization Blueprint**

Version 1.1

April 2005

**Table of Contents**

[1. Blueprint Introduction 1](#blueprint-introduction)

[2. Executive Overview 3](#executive-overview)

[3. Findings Executive Summary 4](#findings-executive-summary)

[4. Goals and Objectives of the DOI Wildland Fire Management LOB
12](#goals-and-objectives-of-the-doi-wildland-fire-management-lob)

[5. Wildland Fire Management Business
15](#wildland-fire-management-business)

[6. Wildland Fire Findings and Recommendations
31](#wildland-fire-findings-and-recommendations)

[6.1 Finding 1: Many Wildland Fire Management related applications
enable the same or similar business functions in the current
architecture. Furthermore, many of the existing applications require
similar data sets. The current architecture does not promote the
re-usability of data and technology through horizontal services.
31](#finding-1-many-wildland-fire-management-related-applications-enable-the-same-or-similar-business-functions-in-the-current-architecture.-furthermore-many-of-the-existing-applications-require-similar-data-sets.-the-current-architecture-does-not-promote-the-re-usability-of-data-and-technology-through-horizontal-services.)

[6.1.1 Investigate existing horizontal services within DOI and services
being introduced within the next 12 months.
31](#investigate-existing-horizontal-services-within-doi-and-services-being-introduced-within-the-next-12-months.)

[6.1.2 Market to other business areas the data that Fire maintains as
the source of record. Provide master data records to "customer" business
areas like Recreation
33](#market-to-other-business-areas-the-data-that-fire-maintains-as-the-source-of-record.-provide-master-data-records-to-customer-business-areas-like-recreation)

[6.1.3 Start the process of change management for Service Oriented
Architecture.
34](#start-the-process-of-change-management-for-service-oriented-architecture.)

[6.1.4 Recommendations: 35](#recommendations)

[6.2 Finding 2: The overall systems architecture and business capability
of the Wildland Fire Management program is difficult to manage. The CPIC
baseline is an incomplete accounting of the systems portfolio within the
DOI CPIC processes.
36](#finding-2-the-overall-systems-architecture-and-business-capability-of-the-wildland-fire-management-program-is-difficult-to-manage.-the-cpic-baseline-is-an-incomplete-accounting-of-the-systems-portfolio-within-the-doi-cpic-processes.)

[6.2.1 Establish a cross-organizational IT portfolio to ensure that
investments are appropriate within the Federal Fire mission context in
addition to the organizational context
36](#establish-a-cross-organizational-it-portfolio-to-ensure-that-investments-are-appropriate-within-the-federal-fire-mission-context-in-addition-to-the-organizational-context)

[6.2.2 Account for all IT systems within the CPIC process.
37](#account-for-all-it-systems-within-the-cpic-process.)

[6.2.3 Need for Investment Prioritization Process
37](#need-for-investment-prioritization-process)

[6.2.4 Incorporate full IT System Portfolio Reviews as a part of the
Investment Cycle.
37](#incorporate-full-it-system-portfolio-reviews-as-a-part-of-the-investment-cycle.)

[6.2.5 Horizontal (common needs) Investment Strategy
37](#horizontal-common-needs-investment-strategy)

[6.2.6 Recommendations: 38](#recommendations-1)

[6.3 Finding 3: The business area is not currently supported by a
systems engineering process integrated with investment and system
development life cycles. This missing engineering component increases
the risk of a fragmented target architecture and increased long-term
system development dollars and O&M costs.
39](#finding-3-the-business-area-is-not-currently-supported-by-a-systems-engineering-process-integrated-with-investment-and-system-development-life-cycles.-this-missing-engineering-component-increases-the-risk-of-a-fragmented-target-architecture-and-increased-long-term-system-development-dollars-and-om-costs.)

[6.3.1 Development of System Engineering Process
39](#development-of-system-engineering-process)

[6.3.2 Requirements Management 39](#requirements-management)

[6.3.3 Wildland Fire Management Configuration Management Board
40](#wildland-fire-management-configuration-management-board)

[6.3.4 Help Desk Consolidation 40](#help-desk-consolidation)

[6.3.5 Desktop Interoperability 41](#desktop-interoperability)

[6.3.6 Mobile Computing Security Policy
41](#mobile-computing-security-policy)

[6.3.7 Recommendations 41](#recommendations-2)

[6.4 Finding 4: Within the Fire organizations, there are a fixed number
of business functions that are enabled through a multitude of systems
and technologies. In many instances, a single function is enabled by
more than one system. In other instances, critical systems are not
interfaced appropriately to other dependent systems.
42](#finding-4-within-the-fire-organizations-there-are-a-fixed-number-of-business-functions-that-are-enabled-through-a-multitude-of-systems-and-technologies.-in-many-instances-a-single-function-is-enabled-by-more-than-one-system.-in-other-instances-critical-systems-are-not-interfaced-appropriately-to-other-dependent-systems.)

[6.4.1 System Redundancy 43](#system-redundancy)

[6.4.2 System Interface Complexity 44](#system-interface-complexity)

[6.5 Finding 5: Geo-spatial Architecture
51](#finding-5-geo-spatial-architecture)

[6.5.1 Recommendations: 52](#recommendations-3)

[6.6 Finding 6: Business Improvements Concepts
56](#finding-6-business-improvements-concepts)

[6.7 Finding 7: Special Conditions and other Business Critical
Information
57](#finding-7-special-conditions-and-other-business-critical-information)

[6.8 Finding 8: E-Government Relationships
60](#finding-8-e-government-relationships)

[6.9 Finding 9: Technology Analysis 64](#finding-9-technology-analysis)

[7. Transition Schedule 68](#transition-schedule)

[7.1.1 Transition Planning 68](#transition-planning)

[Appendix A: Supporting Reports and Drawings
1](#appendix-a-supporting-reports-and-drawings)

[Appendix B: Scoring Sheets 1](#appendix-b-scoring-sheets)

[Appendix C Glossary of Terms 2](#appendix-c-glossary-of-terms)

**Table of Figures**

[Figure 5‑1. Wildland Fire Management LOB Information Value Chain
20](#__RefHeading___Toc101343422)

[Figure 5‑2. Wildland Fire General Business Model (to be)
30](#__RefHeading___Toc101343423)

[Figure 6‑1. DOI Infrastructure Model (to be)
32](#__RefHeading___Toc101343424)

[Figure 6‑2. Wildland Fire Management LOB Primary Services Model (To-Be)
35](#__RefHeading___Toc101343425)

[Figure 6‑3. Wildland Fire Management As-Is System Interface Model
45](#__RefHeading___Toc101343426)

[Figure 6‑4. Recommended near term Transition Sequence for Systems and
Services 49](#__RefHeading___Toc101343427)

[Figure 6‑5. Recommended long term Transition Sequence for System and
Services 50](#__RefHeading___Toc101343428)

[Figure 6‑6. Service Oriented Architecture SLA Model
52](#__RefHeading___Toc101343429)

[Figure 6‑7. Wildland Fire Management Target Interactive GIS Model
54](#__RefHeading___Toc101343430)

[Figure 6‑8. Wildland Fire Management Geospatial Product Model
55](#__RefHeading___Toc101343431)

[Figure 6‑9. Wildland Fire Management Special Conditions Plus Model
59](#__RefHeading___Toc101343432)

[Figure 6‑10. Regulation.Gov Interface 61](#__RefHeading___Toc101343433)

[Figure 6‑11. HR E-Government Service Center Model (To-Be)
62](#__RefHeading___Toc101343434)

[Figure 6‑12. HR --E-Government Services Concept (To-Be)
63](#__RefHeading___Toc101343435)

[Figure 6‑13. A Sampling of the multiplicity of Fire information on the
WWW 64](#__RefHeading___Toc101343436)

[Figure 6‑14. Wildland Fire Management Portal Model (To-Be)
66](#__RefHeading___Toc101343437)

[Figure 7‑1. Recommended Transition Sequence for Findings
69](#__RefHeading___Toc101343438)

**Table of Tables**

[Table 3‑1. Program Findings 4](#__RefHeading___Toc101343399)

[Table 3‑2. System Findings 5](#__RefHeading___Toc101343400)

[Table 3‑3. Technology Findings 8](#__RefHeading___Toc101343401)

[Table 3‑4. Data Findings 9](#__RefHeading___Toc101343402)

[Table 3‑5. Business Findings 10](#__RefHeading___Toc101343403)

[Table 4‑1 Wildland Fire End and Intermediate Outcomes Table
12](#__RefHeading___Toc101343404)

[Table 4‑2 Wildland Fire End/intermediate Outcomes Measures
13](#__RefHeading___Toc101343405)

[Table 5‑1. Wildland Fire Management Suppression Costs by Agency
16](#__RefHeading___Toc101343406)

[Table 5‑2. Federal Wildland Fire Management Incidents Report
16](#__RefHeading___Toc101343407)

[Table 5‑3. Federal Wildland Fire Management Prescribed Fire Acres
Treated 19](#__RefHeading___Toc101343408)

[Table 6‑1. Data Recommendations 31](#__RefHeading___Toc101343409)

[Table 6‑2. Capital Planning Recommendations
36](#__RefHeading___Toc101343410)

[Table 6‑3. System Engineering Recommendations
39](#__RefHeading___Toc101343411)

[Table 6‑4. Sample of Help Desk Implementations
40](#__RefHeading___Toc101343412)

[Table 6‑5. Systems Redundancy Analysis
43](#__RefHeading___Toc101343413)

[Table 6‑6. Wildland Fire Management System Interface Issues
47](#__RefHeading___Toc101343414)

[Table 6‑7. Geospatial Issues and Recommendations
51](#__RefHeading___Toc101343415)

[Table 6‑8. Business Process Gaps Issues and Recommendations
57](#__RefHeading___Toc101343416)

[Table 6‑9. Special Conditions Issues and Recommendations
60](#__RefHeading___Toc101343417)

[Table 6‑10. E-Government Activities 60](#__RefHeading___Toc101343418)

[Table 6‑11. Technology Findings Table 64](#__RefHeading___Toc101343419)

# Blueprint Introduction

The Wildland Fire Management Line of Business (LOB) Modernization
Blueprint identifies a series of existing architectural issues and
opportunities for business improvement by evaluating strategic
objectives, business functionality, technology, data, and systems that
are used within the current business's operational architecture. The
Modernization Blueprint is a proactive, business driven assessment that
allows the Department of the Interior (DOI) to ensure compliance with
business drivers such as:

-   The *President's Management Agenda* includes five goals to improve
    Federal management and performance and deliver results that matter
    to the American people. Expanded Electronic Government is one of the
    five goals. [^1] The PMA states:

> *The federal government can secure greater services at lower cost
> through electronic government (E-government), and can meet high public
> demand for E-government services. This administration's goal is to
> champion citizen-centered electronic government that will result in a
> major improvement in the federal government's value to the citizen.*

-   The *E-Government Act of 2002* builds upon the Administration\'s
    expanding E-Government initiative by ensuring strong leadership and
    a comprehensive framework for information security. The Act also
    directs expanded use of the Internet and application of computer
    resources in order to deliver Government services. [^2]

-   The *Clinger/Cohen Act* of 1996 directed Federal agencies to
    establish a comprehensive approach to managing the acquisition, use,
    and disposal of information technology.

-   The *DOI E-Government Strategy* which states that *"E-Government at
    the Department of the Interior enhances services for citizens and
    increases efficiency by using technology to improve business
    processes."*

The Wildland Fire Management LOB's capability to fulfill Federal
compliance requirements as well as to fulfill the requirements of its
stakeholder community is proactively evaluated within the Modernization
Blueprint. This focus on the business's ability to fulfill mission
requirements is the centerpiece of the DOI Enterprise Architecture
organization's structured architecture methodology called: *Target
Blueprint Analysis* (TBA).

The TBA methodology collects the current architectural artifacts,
validates them with the subject matter experts (SME) and then proceeds
to evaluate and score the artifacts in the context of the LOB and
enterprise requirements using approved DOI evaluation criteria. The
results of this scoring are analyzed to generate a list of proposed
improvements, that if implemented result in tangible value to the LOB.
The improvement opportunities are characterized as either tactical
(addressable in a 1-2 year time frame) or strategic (addressable in 2-5
year time frame). Each finding is accompanied by recommendations on how
to implement the solution. All the opportunities are rolled into an
integrated transition plan to guide the evolution of the LOB. The
Blueprint will act as a series of planned steps that will transition the
architecture toward its future target state. The Blueprint should be
used by Business Owners, Portfolio Managers, Investment Managers, Chief
Information Officers, and System Owners as the means to ensure
coordinated migration to the target state.

The Blueprint is comprised of five primary sections:

-   [Executive Overview]{.underline} - Provides a quick reference to the
    opportunities for improvement and a general context for maturity of
    the LOB.

-   [Business Context]{.underline} - Provides a brief description of the
    business functions and services that are provided and the strategic
    objectives that are attempted to be achieved.

-   [Findings and Recommendations]{.underline} - Describes the existing
    architecture issues from a variety of perspectives. The Findings and
    Recommendations (F&R) are described in the context of systems,
    technologies, data, business functionality, or strategic planning
    elements where improvements can occur due to redundancies, voids, or
    general industry trends. All findings or opportunities are
    associated to specific recommendations on how to proceed.

-   [Transition Plan]{.underline} - Describes the findings in the form
    of the integrated steps required to take the recommendations and
    begin to prioritize, develop business cases or investment proposals,
    initiate projects, or develop policy.

> [Appendix A -]{.underline} Supporting Analytical reports derived from
> the DOI Enterprise Architecture Repository (DEAR) describing the
> analytical relationships between the system artifacts.

# Executive Overview

The analysis of the Wildland Fire Management LOB has yielded a series of
findings and opportunities that have been arranged into the following
classifications:

-   *[Program]{.underline}*: refers to general issue concerning,
    funding, planning, workforce, objectives, or communication and
    outreach.

-   *[System:]{.underline}* refers to findings concerning the relative
    maturity of the deployed IT systems and how well they support the
    LOB mission.

-   *[Business:]{.underline}* refers to the findings concerning
    functional activities or process findings that would facilitate
    improvements to the LOB.

-   *[Data:]{.underline}* refers to the findings identifying
    opportunities for data sharing or data exploitation to improve
    business intelligence or efficiency.

-   *[Technology:]{.underline}* refers to the findings where the LOB is
    dealing with non-standardized or obsolete technologies or
    architectures.

Each finding is used to develop an integrated activity plan that the
business owners may use to develop a prioritized strategy to drive the
business improvement process. These activities may take the form of
formal business case submission(s), business process re-engineering,
systems integration, partnerships or policy development as well as other
methods. The primary value of the integrated plan is to provide a
management tool to ensure a coordinated vision and strategy for future
investments and internal collaboration. The complete list of findings
can be found in the summary tables. For a complete discussion of the
opportunities, refer to the Findings and Recommendations Section.

**Modernization Blueprint Caveat**: The DOI Wildland Fire Management
Modernization Blueprint will not fully reveal all the potential
opportunities for costs savings that may exist within the complete suite
of IT systems and business optimization for the USDA and DOI Wildfire
programs. It is important that the DOI Enterprise Architecture be
integrated with the Forest Service Enterprise Architecture efforts. This
initiative's scope is constrained to the DOI and will be incorporated
with any future inter-agency enterprise wildland fire architecture
efforts. Applying this methodology to the combined USDA and DOI programs
will undoubtedly produce additional benefits. This exercise has also not
addressed the full scope of systems from the Aviation Management
Division (AMD), formerly Office of Aircraft Services (OAS) which is
currently undergoing an architecture analysis.

# Findings Executive Summary

Wildland Fire Management Findings Executive Summary Tables

[]{#__RefHeading___Toc101343399 .anchor}Table 3‑1. Program Findings

  -----------------------------------------------------------------------------------------
  ***Finding   ***Finding    ***Finding***      ***Finding Description***    ***Source***
  Number***    Class***                                                      
  ------------ ------------- ------------------ ---------------------------- --------------
  P-1          Development   Complex Desktop    Fire suppression readiness   SME
               Model         Interoperability   is compromised by            
                             requirements       establishing users on        
                                                networks when moving fire    
                                                fighting staff to a facility 
                                                where the user is not an     
                                                'established" user causing   
                                                delays and inoperable        
                                                equipment.                   

  P-2          Policy Gap    Mobile Computing   The Perception of policies   SME
                                                on security and mobile       
                                                computing have precluded the 
                                                Fire operations effort from  
                                                taking full advantage of the 
                                                technology.                  

  P-3          Development   No system          There is no common system's  Observations
               Model         engineering        engineering process to       
                             process            support the continued        
                                                development of the DOI-wide  
                                                Wildland Fire Management     
                                                systems.                     

  P-4          Development   Multiple Help      Many help desks              Observations
               Model         Desks              infrastructures with         
                                                corresponding procedures and 
                                                access methods.              

  P-5          Development   Fragmented         No integrated repository for Observations
               Model         Requirements       IT systems and functional    
                             Management         requirements.                

  P-6          Development   Fragmented         No consolidated DOI-wide     Target
               Model         Configuration      configuration management to  Blueprint
                             Management         support the LOB complex      Analysis
                                                baseline of systems and      
                                                investments.                 

  P-7          Development   No Configuration   No DOI-wide Fire             Observations
               Model         Management Board   Configuration Management     
                                                Board to support the         
                                                interoperability of data     
                                                exchange and systems         
                                                interfaces.                  

  P-8          CPIC and      Investment         No program wide investment   Target
               Portfolio     Structure does not structure to ensure future   Blueprint
               Alignment     span the breadth   alignment of investments     Analysis
                             of Wildland Fire   with the target state        

  P-9          CPIC and      No Portfolio       Currently, the portfolio     Observations
               Portfolio     screening prior    knowledge is not used to     
               Alignment     within CPIC        screen the appropriate       
                                                investments and development  
                                                approaches.                  

  P-10         CPIC and      ITIM Maturity Gap  Not all DOI Fire systems are Target
               Portfolio     -- Not all systems accounted for within the     Blueprint
               Alignment     have investments   CPIC process. Current        Analysis
                                                estimate is 25% of DOI's     
                                                inventory has CPIC           
                                                documentation.               

  P-11         CPIC and      No Horizontal      There is no investment       Target
               Portfolio     Investment         strategy to ensure key       Blueprint
               Alignment     Strategy           horizontal services are      Analysis
                                                procured to support          
                                                standards and made available 
                                                to all system development or 
                                                re-engineering efforts       

  P-12         CPIC and      No cross agency    Need for Interagency         Target
               Portfolio     and department     Decision Making and          Blueprint
               Alignment     prioritization     prioritization Process for   Analysis
                             mechanism for      Wildland Fire Management     
                             investments        Investments                  
  -----------------------------------------------------------------------------------------

[]{#__RefHeading___Toc101343400 .anchor}Table 3‑2. System Findings

+-----+------+--------+----------+-------------------+---------------+
| *   | ***O | ***F   | **       | ***Finding        | ***Source***  |
| **F | wnin | inding | *Finding | Description***    |               |
| ind | g*** | Cl     | Type***  |                   |               |
| ing |      | ass*** |          |                   |               |
| Num | **   |        |          |                   |               |
| ber | *Org |        |          |                   |               |
| *** | .*** |        |          |                   |               |
+=====+======+========+==========+===================+===============+
| S-1 | B    | System | Alaska   | Redundant         | Target        |
|     | LM - | Redu   | Fire     | functionality     | Blueprint     |
|     | AFS  | ndancy | Service  | with Wildland     | Analysis      |
|     |      |        | Fire     | Fire Management   |               |
|     |      |        | Weather  | Information       |               |
|     |      |        | Database | System (WFMIS)    |               |
+-----+------+--------+----------+-------------------+---------------+
| S-2 | BLM  | System | Alaska   | Some redundant    | Target        |
|     | --   | Redu   | Fire     | functionality     | Blueprint     |
|     | AFS  | ndancy | Stores   | with the ICBS     | Analysis      |
|     |      |        |          | system            |               |
+-----+------+--------+----------+-------------------+---------------+
| S-3 | BLM  | System | Alaska   | Redundant         | Target        |
|     | --   | Redu   | L        | functionality     | Blueprint     |
|     | AFS  | ndancy | ightning | with Wildland     | Analysis      |
|     |      |        | D        | Fire Management   |               |
|     |      |        | etection | Information       |               |
|     |      |        |          | System (WFMIS)    |               |
+-----+------+--------+----------+-------------------+---------------+
| S-4 | BLM  | System | Utah     | Redundant         | Target        |
|     |      | Redu   | Wild     | functionality in  | Blueprint     |
|     |      | ndancy | Fire     | initial attack    | Analysis      |
|     |      |        | Attack   | response with     |               |
|     |      |        | Dispatch | WildCad. Some     |               |
|     |      |        | App      | redundancy in     |               |
|     |      |        | lication | resource          |               |
|     |      |        |          | management with   |               |
|     |      |        |          | ROSS and WildCad  |               |
+-----+------+--------+----------+-------------------+---------------+
| S-5 | BLM  | System | ICECAP   | Redundant         | Target        |
|     | --   | Redu   |          | functionality     | Blueprint     |
|     | AFS  | ndancy |          | with ISuite.      | Analysis      |
|     |      |        |          | (ISuite and       |               |
|     |      |        |          | IceCap are        |               |
|     |      |        |          | transitioning to  |               |
|     |      |        |          | the Incident      |               |
|     |      |        |          | Business          |               |
|     |      |        |          | Automation (IBA)  |               |
|     |      |        |          | System. IBA is    |               |
|     |      |        |          | currently in      |               |
|     |      |        |          | requirements and  |               |
|     |      |        |          | business analysis |               |
|     |      |        |          | state. Full       |               |
|     |      |        |          | project not       |               |
|     |      |        |          | funded. No        |               |
|     |      |        |          | Exhibit 300.      |               |
+-----+------+--------+----------+-------------------+---------------+
| S-6 | B    | System | Alaska   | Potential         | Target        |
|     | LM - | Redu   | Teletype | redundant         | Blueprint     |
|     | AFS  | ndancy | System   | functionality     | Analysis      |
|     |      |        |          | with ROSS         |               |
|     |      |        |          | Dispatch          |               |
|     |      |        |          | Messaging System  |               |
|     |      |        |          | (DMS) and agency  |               |
|     |      |        |          | email             |               |
|     |      |        |          | applications.     |               |
|     |      |        |          | Future            |               |
|     |      |        |          | requirements for  |               |
|     |      |        |          | CAP alignment.    |               |
+-----+------+--------+----------+-------------------+---------------+
| S-7 | BLM  | System | WILDCAD  | Some redundancy   | Target        |
|     | OF&A | Redu   |          | in resource       | Blueprint     |
|     |      | ndancy |          | management with   | Analysis      |
|     |      |        |          | ROSS. Redundant   |               |
|     |      |        |          | functionality in  |               |
|     |      |        |          | initial attack    |               |
|     |      |        |          | response with     |               |
|     |      |        |          | Utah Wild Fire    |               |
|     |      |        |          | Attach Dispatch   |               |
|     |      |        |          | Application       |               |
|     |      |        |          | WildCad data is   |               |
|     |      |        |          | capture and       |               |
|     |      |        |          | stored locally.   |               |
|     |      |        |          | System has some   |               |
|     |      |        |          | good features     |               |
|     |      |        |          | that may need to  |               |
|     |      |        |          | be rolled forward |               |
|     |      |        |          | to a common       |               |
|     |      |        |          | interagency       |               |
|     |      |        |          | initial attack    |               |
|     |      |        |          | application.      |               |
+-----+------+--------+----------+-------------------+---------------+
| S-8 | Mult | System | FMIS     | Some redundant    | Target        |
|     | iple | Redu   |          | functionality     | Blueprint     |
|     |      | ndancy |          | with WFMIS,       | Analysis      |
|     |      |        |          | NFPORS and FPA.   |               |
|     |      |        |          | Tracks treatment  |               |
|     |      |        |          | activities and    |               |
|     |      |        |          | outcomes as well  |               |
|     |      |        |          | as other          |               |
|     |      |        |          | administrative    |               |
|     |      |        |          | support functions |               |
|     |      |        |          | for the projects. |               |
|     |      |        |          | Data reflects     |               |
|     |      |        |          | USFWS scope only. |               |
+-----+------+--------+----------+-------------------+---------------+
| S-9 | BLM  | System | GBOCOO   | Redundant         | Target        |
|     | OF&A | Redu   |          | ordering          | Blueprint     |
|     |      | ndancy |          | functionality     | Analysis      |
|     |      |        |          | with ICBS.        |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | N/A  | Int    | General  | Most systems that | Target        |
| -10 |      | erface | I        | are required to   | Blueprint     |
|     |      | Mo     | nterface | interface do so   | Analysis      |
|     |      | deling | Co       | either through    |               |
|     |      |        | mplexity | double entry or   |               |
|     |      |        | and      | data replication. |               |
|     |      |        | com      | No systematic     |               |
|     |      |        | promised | means to share    |               |
|     |      |        | inf      | common (reusable) |               |
|     |      |        | ormation | data and          |               |
|     |      |        | utility. | information.      |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | BLM  | Int    | Fir      | Casual Pay        | Target        |
| -11 | OF&A | erface | efighter | (Formerly Effpay) | Blueprint     |
|     |      | Mo     | and LE   | requires double   | Analysis      |
|     |      | deling | Re       | key entry to      |               |
|     |      | --E    | tirement | align actual      |               |
|     |      | xample | System   | efforts to        |               |
|     |      |        |          | planned           |               |
|     |      |        |          | compensation. No  |               |
|     |      |        |          | leveraging of     |               |
|     |      |        |          | data entered into |               |
|     |      |        |          | payroll (Effpay)  |               |
|     |      |        |          | and FBMS          |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | OS   | Int    | FireCode | Requirements      | Target        |
| -12 |      | erface |          | validation with   | Blueprint     |
|     |      | Mod    |          | FIRECODE with     | Analysis      |
|     |      | eling- |          | intention of      |               |
|     |      | E      |          | interfacing       |               |
|     |      | xample |          | critical          |               |
|     |      |        |          | information from  |               |
|     |      |        |          | system to         |               |
|     |      |        |          | dependent         |               |
|     |      |        |          | business systems  |               |
|     |      |        |          | inclusive of new  |               |
|     |      |        |          | Financial         |               |
|     |      |        |          | Business          |               |
|     |      |        |          | Management System |               |
|     |      |        |          | (FBMS) System     |               |
|     |      |        |          | Layering leads to |               |
|     |      |        |          | redundant data    |               |
|     |      |        |          | entry - Overall   |               |
|     |      |        |          | business          |               |
|     |      |        |          | requirements were |               |
|     |      |        |          | not being         |               |
|     |      |        |          | provided by       |               |
|     |      |        |          | compartmentalized |               |
|     |      |        |          | systems. Fire     |               |
|     |      |        |          | Code built on top |               |
|     |      |        |          | of systems to     |               |
|     |      |        |          | provide business  |               |
|     |      |        |          | intelligence.     |               |
|     |      |        |          | Data not being    |               |
|     |      |        |          | reused but being  |               |
|     |      |        |          | stored            |               |
|     |      |        |          | redundantly in    |               |
|     |      |        |          | numerous systems  |               |
|     |      |        |          | in the main       |               |
|     |      |        |          | process line      |               |
|     |      |        |          | (ROSS, ISUITE     |               |
|     |      |        |          | (FS), Situation   |               |
|     |      |        |          | Report, Fire      |               |
|     |      |        |          | Report, Fire      |               |
|     |      |        |          | Occurrence, FFS,  |               |
|     |      |        |          | and FIFS (FS).    |               |
|     |      |        |          | Need to establish |               |
|     |      |        |          | fundamental       |               |
|     |      |        |          | unique work       |               |
|     |      |        |          | identifier that   |               |
|     |      |        |          | is across the     |               |
|     |      |        |          | program. Needs to |               |
|     |      |        |          | include           |               |
|     |      |        |          | incidents,        |               |
|     |      |        |          | treatments, fire  |               |
|     |      |        |          | use and           |               |
|     |      |        |          | permitting.       |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | BLM  | Int    | Weather  | Multiple          | Target        |
| -13 | OF&A | erface | I        | interfaces to the | Blueprint     |
|     |      | Mo     | nterface | NOAA weather      | Analysis      |
|     |      | deling | Co       | information       |               |
|     |      |        | mplexity | services          |               |
|     |      |        |          | provider.         |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | N/A  | Devel  | Multiple | Numerous systems  | Target        |
| -14 |      | opment | pres     | have developed    | Blueprint     |
|     |      | Model  | entation | their own         | Analysis      |
|     |      |        | or       | geo-spatial       |               |
|     |      |        | content  | access;           |               |
|     |      |        | sta      | presentation and  |               |
|     |      |        | ndards - | content standards |               |
|     |      |        | R        | based on local    |               |
|     |      |        | edundant | system            |               |
|     |      |        | S        | perspectives.     |               |
|     |      |        | tandards |                   |               |
|     |      |        | for      |                   |               |
|     |      |        | Geo      |                   |               |
|     |      |        | -spatial |                   |               |
|     |      |        | data and |                   |               |
|     |      |        | access   |                   |               |
|     |      |        | and      |                   |               |
|     |      |        | methods. |                   |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | Mult | Devel  | No       | There does not    | Target        |
| -15 | iple | opment | int      | appear to be an   | Blueprint     |
|     |      | Model  | egration | integration       | Analysis      |
|     |      |        | plan for | strategy at the   |               |
|     |      |        | National | DOI for a         |               |
|     |      |        | Map,     | multitude of      |               |
|     |      |        | Landsat, | geo-spatial       |               |
|     |      |        | L        | initiatives that  |               |
|     |      |        | andFire, | would support the |               |
|     |      |        | GEOMAC,  | Wildland Fire     |               |
|     |      |        | NFPORS,  | Management        |               |
|     |      |        | IAMS     | community need    |               |
|     |      |        | Spatial  | for Geo-Spatial   |               |
|     |      |        |          | integration.      |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | Mult | Devel  | GEOMAC,  | No application    | Target        |
| -16 | iple | opment | WILDCAD, | integration       | Blueprint     |
|     |      | Model  | WFMIS    | strategy within   | Analysis      |
|     |      |        |          | the Wildland Fire |               |
|     |      |        | IAMS,    | Program for its   |               |
|     |      |        | L        | existing systems  |               |
|     |      |        | ightning | and investments.  |               |
|     |      |        | etc...   |                   |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | N/A  | Devel  | Geo      | Need to take      | Investment    |
| -17 |      | opment | -Spatial | advantage of the  | Analysis      |
|     |      | Model  | Catalog  | existing service  |               |
|     |      |        | and Meta | available for     |               |
|     |      |        | Data     | meta data         |               |
|     |      |        | Ma       | management from   |               |
|     |      |        | nagement | the National Map. |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | BLM  | Int    | ASCADS   | Supports multiple | Target        |
| -18 | OF&A | erface |          | systems           | Blueprint     |
|     |      | Mo     |          | interfaces for    | Analysis      |
|     |      | deling |          | its product all   |               |
|     |      |        |          | with separate     |               |
|     |      |        |          | mechanisms to     |               |
|     |      |        |          | retrieve the      |               |
|     |      |        |          | data.             |               |
+-----+------+--------+----------+-------------------+---------------+
| S   | N/A  | Devel  | No       | Need to develop   | Target        |
| -20 |      | opment | service  | strategy and plan | Blueprint     |
|     |      | Model  | oriented | to drive          | Analysis      |
|     |      |        | arch     | investments       |               |
|     |      |        | itecture | through a Service |               |
|     |      |        | s        | Oriented          |               |
|     |      |        | trategy. | Architecture plan |               |
|     |      |        |          | to optimize       |               |
|     |      |        |          | investment        |               |
|     |      |        |          | dollars.          |               |
+-----+------+--------+----------+-------------------+---------------+

[]{#__RefHeading___Toc101343401 .anchor}Table 3‑3. Technology Findings

  ----------------------------------------------------------------------------------
  ***Finding    ***Finding     ***Finding        ***Finding           ***Source***
  Number***     Class***       Type***           Description***       
  ------------- -------------- ----------------- -------------------- --------------
  T-1           Technology Gap No Portal         Opportunity for      Target
                               Technology        improvement of       Blueprint
                               Standard          access to            Analysis
                                                 information for a    
                                                 user community that  
                                                 spans many           
                                                 administrative       
                                                 organization and     
                                                 geographically       
                                                 dispersed            

  T-2           Technology     No standard       Various application  Target
                Redundancy     Application       development          Blueprint
                               Server            activities are using Analysis
                                                 a variety of         
                                                 application server   
                                                 technologies. Lost   
                                                 economies of scale   
                                                 and a more complex   
                                                 environment.         

  T-3           Technology     No standard web   Multiple systems are Target
                Redundancy     server            running on different Blueprint
                                                 web server           Analysis
                                                 technologies         
                                                 introducing          
                                                 unnecessary          
                                                 complexity.          

  T-4           Technology     Multiple Websites Consolidation of web Target
                Redundancy     Infrastructure    content and sites    Blueprint
                                                 (infrastructure) at  Analysis
                                                 all levels of the    
                                                 program.             

  T-5           Technology     Multiple          User Access and      Target
                Redundancy     implementations   Security Controls    Blueprint
                               of User Access    are being engineered Analysis
                               Controls and      in a non re-useable  
                               Security.         fashion              

  T-6           Technology Gap No broadly        With a few           Target
                               available         exceptions (ROSS --  Blueprint
                               Middleware        CORBA (Extensible    Analysis
                               Technology to     Markup Language -    
                               support Component XML) and FPA         
                               or Service        (Websphere)) the     
                               Development       system development   
                                                 model does not have  
                                                 access to a          
                                                 standardized         
                                                 middleware           
                                                 technology suite     
                                                 that will facilitate 
                                                 and standardize      
                                                 future development   
                                                 efforts.             

  T-7           Technology Gap No Content        Need for Content     Target
                               Management        Management           Blueprint
                               Technology        technology to        Analysis
                                                 eliminate numerous   
                                                 methods of           
                                                 maintaining key      
                                                 information about    
                                                 supporting fire      
                                                 programs including   
                                                 safety, training,    
                                                 communications, R&D  
                                                 etc...               

  T-8           Technology Gap No electronic     There is no standard Target
                               forms capability  means to create and  Blueprint
                                                 manage the program's Analysis
                                                 business forms and   
                                                 the supporting       
                                                 signature and        
                                                 approval process.    
  ----------------------------------------------------------------------------------

[]{#__RefHeading___Toc101343402 .anchor}Table 3‑4. Data Findings

  -----------------------------------------------------------------------------------------
  ***Finding   ***Finding       ***Finding        ***Finding Description***  ***Source***
  Number***    Class***         Type***                                      
  ------------ ---------------- ----------------- -------------------------- --------------
  D-1          Data Standards   Non-standard GIS  Limited progress in        GAO -- Report
                                Data              establishing standards for --IRMWT
                                                  GIS data across the        Geo-Spatial
                                                  program                    Task Force

  D-2          Redundant Data   Multiple          Numerous applications are  Target
                                implementations   currently using or will    Blueprint
                                of Geo-spatial    require Geo-spatial        Analysis
                                repositories      information and are not    
                                                  sharing the data.          

  D-3          Data Reuse       No archiving or   Initially, the LandFire    Investment
                                delivery model    activity was not designing Analysis
                                being engineered  to a "publish" model.      
                                into LandFire     Subsequently it has        
                                                  demonstrated by publishing 
                                                  to the National Map how    
                                                  this can be accomplished.  
                                                  LOB Applications will need 
                                                  to be engineered to        
                                                  accommodate a new data     
                                                  model. Service Level       
                                                  Agreements will need to be 
                                                  established to guarantee   
                                                  access to USGS             
                                                  infrastructure or to share 
                                                  processing services of the 
                                                  LOB for applications       
                                                  requiring output from      
                                                  LandFire.                  

  D-4          Data Reuse       LandFire Data     Data risk for subsequent   Investment
                                Source Risk       years for LandFire         Analysis
                                                  products. The SLC error on 
                                                  the Landsat 7 satellite    
                                                  will introduce added       
                                                  production complexity,     
                                                  image classifications      
                                                  errors and time based      
                                                  image comparison problems. 

  D-5          Data Exchange    Development of    Need to develop XML model  Target
               Standards        XML for Fire      to facilitate data sharing Blueprint
                                                  within DOI and the greater Analysis
                                                  partner community. Need to 
                                                  coordinate with Law        
                                                  Enforcement, FEMA and DHS. 
                                                  This will need to be       
                                                  accomplished to            
                                                  interoperate with these    
                                                  organizations for          
                                                  continuing operational     
                                                  efficiencies at all levels 
                                                  of commercial and          
                                                  government support. --     
                                                  Example of approved        
                                                  Standard is Common Alert   
                                                  Protocol version 1.0.      

  D-6          Data Authority   No Policy on      No clear guidance on       Observations
                                system of record  establishing the           
                                for key data      authoritative System of    
                                objects.          Records for all key Data   
                                                  Objects referencing all    
                                                  systems across the         
                                                  business unit.             

  D-7          Data             No standard       A variety of existing and  Target
               Transformation   methodology or    future systems or          Blueprint
                                repository for    capabilities require       Analysis
                                data "warehouse"  information to be          
                                or "mart"         aggregated to a level      
                                capabilities.     where analysis and         
                                                  decision support work can  
                                                  be performed across the    
                                                  LOB. Systems like FPA,     
                                                  NFPORS and analytical      
                                                  tools that establish       
                                                  patterns, each integrate   
                                                  select pieces of           
                                                  information. Each does so  
                                                  through different          
                                                  mechanisms and             
                                                  transformation models.     
  -----------------------------------------------------------------------------------------

[]{#__RefHeading___Toc101343403 .anchor}Table 3‑5. Business Findings

  ------------------------------------------------------------------------------------------------------------------------
  ***Finding               ***Finding     ***Finding***    ***Finding                           ***Source***   
  Number***                Type***                         Description***                                      
  ------------- ---------- -------------- ---------------- ----------------- ------------------ -------------- -----------
  B-1                      Special        No means to      Special                              Target         
                           Conditions     systematically   Conditions data                      Blueprint      
                                          integrate        is not currently                     Analysis       
                                          Cultural         integrated                                          
                                          Heritage and     consistently into                                   
                                          Land use assets  business process.                                   
                                          into the         Wildland Fire                                       
                                          Wildland Fire    Management policy                                   
                                          Management       and the greater                                     
                                          business cycle.  role of these                                       
                                                           resources in "all                                   
                                                           risk", calls for                                    
                                                           a systematic                                        
                                                           integration of                                      
                                                           this information                                    
                                                           into the Wildland                                   
                                                           Fire Management                                     
                                                           planning and                                        
                                                           decision-making                                     
                                                           processes.                                          

  B-2                      Special        No means to      Numerous sources                     Target         
                           Conditions     systematically   of information                       Blueprint      
                                          integrate        for Hazardous                        Analysis       
                                          Hazardous        locations exists                                    
                                          Materials        but are not                                         
                                          information into systematically                                      
                                          the Wildland     integrated into                                     
                                          Fire Management  the decisions                                       
                                          business cycle.  making process                                      
                                                           that would help                                     
                                                           ensure the safety                                   
                                                           of fire fighters.                                   

  B-3                      Special        No means to      Facilities                           Target         
                           Conditions     systematically   information                          Blueprint      
                                          integrate        integration would                    Analysis       
                                          Facilities       allow for                                           
                                          information into increased                                           
                                          the Wildland     business                                            
                                          Fire Management  intelligence to                                     
                                          business cycle.  determine the                                       
                                                           type of crew and                                    
                                                           approach for                                        
                                                           incident                                            
                                                           response.                                           

  B-4                      Business       Automate         There is no                          Target         
                           Process Gap    Permitting       standard method                      Blueprint      
                                          Process          to submit and                        Analysis       
                                                           track an external                                   
                                                           request for Fire                                    
                                                           permits for                                         
                                                           controlled burns                                    
                                                           or other resource                                   
                                                           use requests.                                       
                                                           (Note: Recreation                                   
                                                           Permitting                                          
                                                           Business Process                                    
                                                           Re-engineering                                      
                                                           may yield                                           
                                                           relevant                                            
                                                           information in                                      
                                                           solving this                                        
                                                           problem)                                            

  B-5           Business                  Business Forms                     Preliminary                       Target
                Process                   Management                         evidence suggests                 Blueprint
                Gap                                                          that business                     Analysis
                                                                             forms providing                   
                                                                             the same service                  
                                                                             are being                         
                                                                             maintained by                     
                                                                             organizations                     
                                                                             redundantly.                      

  B-6                      Business       Spatial Business Aggregate the                        GAO -- Report, 
                           Process Gap    Requirement      Business                             Target         
                                          Aggregation      Requirements for                     Blueprint      
                                                           Geo-Spatial                          Analysis       
                                                           processing from                                     
                                                           the Fire LOB and                                    
                                                           levy the                                            
                                                           requirement on                                      
                                                           the EGIM,                                           
                                                           National Map                                        
                                                           GEO1Stop                                            

  B-7                      Business       No Planned       Provide automated                    Target         
                           Process Gap    Maintenance      means for work                       Blueprint      
                                          (treatments,     flow and resource                    Analysis       
                                          controlled       management for                                      
                                          burns) workflow  "planned'                                           
                                          management       treatment                                           
                                                           activities and                                      
                                                           events.                                             

  B-8                      Business       Capture human    Improvement                          Target         
                           Process Gap    resource costs   Opportunity --                       Blueprint      
                                          at time of work  Currently not                        Analysis       
                                          within planned   capturing labor                                     
                                          maintenance      and resource                                        
                                          activities       expenditures at                                     
                                                           time of                                             
                                                           execution.                                          

  B-9                      E-Government   FIRES            Evaluate future                      Target         
                                          (Quickhire)      developments of                      Blueprint      
                                                           the E-government                     Analysis       
                                                           HR initiatives.                                     

  B-10                     E-Government   Limited          See Geo Spatial                      Target         
                                          Integration with Architecture                         Blueprint      
                                          Geo-spatial One                                       Analysis       
                                          Stop                                                                 

  B-11                     E-Government   Rule Publication Currently, no                        Target         
                                          and Review       evidence                             Blueprint      
                                                           suggesting the                       Analysis       
                                                           use of                                              
                                                           Regulation.gov                                      
  ------------------------------------------------------------------------------------------------------------------------

# Goals and Objectives of the DOI Wildland Fire Management LOB

The Department of the Interior's (DOI) Integrated Performance Reference
Model (PRM) is an extension of the OMB's FEAPMO PRM. The PRM is a
standardized measurement framework to characterize an organizations
performance in a common manner. The DOI Integrated PRM contains elements
of the DOI's Strategic Plan and DOI ABC Work Activities, which reflect
the indirect and direct influences discussed in the previous section.
The DOI Integrated PRM links DOI ABC Work Activities to the DOI
Strategic Plan goals and objectives that a given work activity supports.
The Performance Reference Model table shows the end and intermediate
goals of the Wildland Fire Management LOB.

[]{#__RefHeading___Toc101343404 .anchor}Table 4‑6 Wildland Fire End and
Intermediate Outcomes Table

  --------------- ----------------- -------------------------------------
  ***End Outcome  ***Intermediate   ***Intermediate Outcome
  Code***         Outcome Code***   Description***

  PEO_1           PIO_1_1           Restore and maintain proper function
                                    to watersheds and landscapes

  SEO_1           SIO_1_1           Improve fire management

  SEO_1           SIO_1_2           Improve public safety and security
                                    and protect public resources from
                                    damage

  SEO_1           SIO_1_3           Provide information to assist
                                    communities in managing risks from
                                    natural hazards
  --------------- ----------------- -------------------------------------

The Wildland Fire Management business community has large and formidable
task in managing fire suppression and treatments on public lands. The
program has a long-standing history of success in providing this
critical service for the United States Government. The analysis of IT
systems has revealed a strong correlation between the systems and the
goal of protecting lives, resources and property. Many sophisticated
systems and capabilities like Remote Access Weather Stations (RAWS) and
Lightning have been cutting edge engineering that have helped move the
program maturity from responding to fire sightings to predicting and
modeling probability of fire occurrence. This type of creative thinking
and system development will continue to be required to increase
performance measures.

The PRM's End Outcomes (EO) are long-term performance goals, which
describe and support the DOI's strategic efforts. End Outcomes express a
desired result and are measured by one or more performance measures /
indicators and indicate the success in achieving the long-term goal.
Intermediate Outcomes support the major milestones of an annual End
Outcome goal. There are two or more Intermediate Outcome Goals to every
End Outcome Goal and they are assessed by the measures identified in
Table 4-7.

[]{#__RefHeading___Toc101343405 .anchor}Table 4‑7 Wildland Fire
End/intermediate Outcomes Measures

+----------------+-----------------------------------------------------+
| ***End         | ***End Outcomes Measures Descriptions***            |
| Outcomes       |                                                     |
| Measures       |                                                     |
| Code***        |                                                     |
+----------------+-----------------------------------------------------+
| SEO_1-M_1      | Loss of life is eliminated, and firefighter         |
|                | injuries and damage to communities and the          |
|                | environment from severe, unplanned and unwanted     |
|                | wildland fire are reduced                           |
+----------------+-----------------------------------------------------+
| SEO_1-M_10     | Number of serious injuries among workers in DOI     |
|                | permitted or contracted activities                  |
+----------------+-----------------------------------------------------+
| SEO_1-M_11     | Number of fatalities on DOI managed or influenced   |
|                | lands and waters                                    |
+----------------+-----------------------------------------------------+
| SEO_1-M_12     | Number of serious injuries on DOI managed or        |
|                | influenced lands and waters                         |
+----------------+-----------------------------------------------------+
| SEO_1-M_2      | Amount of time lost from firefighter injury in      |
|                | proportion to the number of days worked across all  |
|                | agencies                                            |
+----------------+-----------------------------------------------------+
| SEO_1-M_3      | Number of homes and significant structures lost as  |
|                | a result of wildland fire                           |
+----------------+-----------------------------------------------------+
| SEO_1-M_6      | Percent of communities using DOI science on hazard  |
|                | mitigation, preparedness and avoidance for each     |
|                | hazard management activity                          |
+----------------+-----------------------------------------------------+
| SEO_1-M_7      | Met need for information to help achieve goal of    |
|                | reduced risk                                        |
+----------------+-----------------------------------------------------+
| SEO_1-M_9      | Number of fatalities among workers in DOI permitted |
|                | or contracted activities                            |
+----------------+-----------------------------------------------------+
| SEO_1-M_1      | Loss of life is eliminated, and firefighter         |
|                | injuries and damage to communities and the          |
|                | environment from severe, unplanned and unwanted     |
|                | wildland fire are reduced                           |
+----------------+-----------------------------------------------------+
| SEO_1-M_10     | Number of serious injuries among workers in DOI     |
|                | permitted or contracted activities                  |
+----------------+-----------------------------------------------------+
| SEO_1-M_11     | Number of fatalities on DOI managed or influenced   |
|                | lands and waters                                    |
+----------------+-----------------------------------------------------+
| *              | ***Intermediate Outcomes Measures Descriptions***   |
| **Intermediate |                                                     |
| Outcomes***    |                                                     |
|                |                                                     |
| ***Measures    |                                                     |
| Code***        |                                                     |
+----------------+-----------------------------------------------------+
| PIO_1_1-M_1    | Percent of acres degraded by wildland fire with     |
|                | post-fire rehabilitation treatments underway,       |
|                | completed and monitored                             |
+----------------+-----------------------------------------------------+
| PIO_1_1-M_2    | Number of acres in fire regimes 1, 2, or 3 moved to |
|                | a better condition class that were identified as    |
|                | high priority through collaboration consistent with |
|                | the 10-year Implementation Plan -- in total and as  |
|                | a percent of total acres treated                    |
+----------------+-----------------------------------------------------+
| PIO_1_1-M_3    | Number of acres in prior measure moved to a better  |
|                | condition class per million dollars of gross        |
|                | investment                                          |
+----------------+-----------------------------------------------------+
| PIO_1_1-M_5    | Number of acres treated that are in condition       |
|                | classes 2 or 3 in fire regimes 1 through 3 outside  |
|                | of wildland-urban interface, and are identified as  |
|                | high priority through collaboration consistent with |
|                | the 10-Yr. Implementation Plan, in total and as a   |
|                | percent of all acres treated                        |
+----------------+-----------------------------------------------------+
| PIO_1_1-M_6    | Number of acres treated outside the wildland-urban  |
|                | interface per million dollars gross investment      |
+----------------+-----------------------------------------------------+
| SIO_1_1-M_1    | Percent of unplanned and unwanted wildland fires    |
|                | controlled during initial attack                    |
+----------------+-----------------------------------------------------+
| SIO_1_1-M_2    | Number of acres burned by unplanned and unwanted    |
|                | wildland fires                                      |
+----------------+-----------------------------------------------------+
| SIO_1_1-M_3    | Number of acres treated that are in the             |
|                | wildland-urban interface and are identified as high |
|                | priority through collaboration consistent with the  |
|                | 10-Year Implementation Plan - in total and as X     |
|                | percent of all acres treated                        |
+----------------+-----------------------------------------------------+
| SIO_1_1-M_4    | Number of acres treated in the wildland-urban       |
|                | interface per million dollars gross investment      |
+----------------+-----------------------------------------------------+

Given, the long standing requirement to interoperate with other bureaus
and departments and the criticality of its mission, the Wildland Fire
Management architecture has been aligning its IT systems with the
strategic objectives over the past several years. There are numerous
cross department and agency investments committed to fulfilling a
functional business area's requirements and aligning to the strategic
outcomes. They are fundamentally mission driven. The architecture
methodology uses these outcomes as the key guiding criteria in
identifying issues and formulating recommendations. All of its findings
and recommendations are bounded by the PRM.

# Wildland Fire Management Business 

Wildland Fire Management community within the Department of the Interior
is comprised of the following bureaus:

-   **Bureau of Land Management (DOI)**

-   **Fish and Wildlife Service (DOI)**

-   **National Park Service (DOI)**

```{=html}
<!-- -->
```
-   Agency Fire Programs -- develops and implements the agency fire
    program

-   Agency Fire IT Programs -- provides IT support to Wildland Fire
    Management community

Other key Wildland Fire Management partners include:

-   **Forest Service (USDA)**

-   **National Association of State Foresters**

-   **U. S. Fire Administration (DHS)**

-   **Intertribal Timber Council**

The overall mission of protecting the land, public and private property
and lives on or near the DOI managed lands is critical and complex.
Wildland fires don't conveniently follow jurisdictional boundaries set
forth by land ownership or stewardship; therefore it has necessitated
the creation of interdepartmental, interagency governing boards.

The Wildland Fire Management community is managed through these
interdepartmental, interagency management organizations:

-   Wildland Fire Management Leadership Council (WFLC) -- policy

-   National Fire & Aviation Leadership Council (NFAEB) -- operations

-   National Wildfire Coordinating Group (NWCG) -- interagency standards

These management organizations set the strategy and direction of many
support organizations, such as:

*Interagency:*

-   NWCG Working Teams - develop interagency business and IT standards

-   NWCG Program Management Office -- provides project coordination and
    enterprise architecture services

-   National Multi-agency Coordination Group -- provides operational
    prioritization and direction to the field

-   National Wildland Fire Management Enterprise Architecture Steering
    Group -- oversees the development of an enterprise architecture
    program for the Wildland Fire Management community; comprised of
    enterprise architects from DOI, USDA, NWCG, BLM, BIA, FWS, NPS, FS,
    FEMA, USGS, and states.

> *Departmental:*

-   DOI Office of Wildland Fire Management Coordination -- provides
    support to WFLC and is responsible for DOI implementation of the
    National Fire Plan

-   USDA Forest Service National Fire Plan Office -- provides support to
    WFLC and is responsible for Forest Service implementation of the
    National Fire Plan

> *Agency:*

-   Agency Fire Programs -- develops and implements the agency fire
    program

-   Agency Fire IT Programs -- provides IT support to Wildland Fire
    Management community

The reality is that many federal partners, state and local government
entities are required to perform the mission of Wildland Fire Management
at tremendous expense. Table 5-8 illustrates the costs of fire
suppression on federal lands and its unpredictable demand. The scale and
unpredictability of fires and their behavior introduce very different
types of IT challenges than many government IT efforts. The table also
demonstrates the significant role the USFS plays in addressing this
mission.

[]{#__RefHeading___Toc101343406 .anchor}Table 5‑8. Wildland Fire
Management Suppression Costs by Agency

  -------------------------------------------------------------------------------------------------------
  ***Year***   ***Bureau of    ***Bureau of  ***Fish and  ***National   ***USDA Forest  ***Totals***
               Land            Indian        Wildlife     Park          Service***      
               Management***   Affairs***    Service***   Service***                    
  ------------ --------------- ------------- ------------ ------------- --------------- -----------------
  1994         \$ 98,417,000   \$ 49,202,000 \$ 3,281,000 \$ 16,362,000 \$ 678,000,000  \$ 845,262,000

  1995         \$ 56,600,000   \$ 36,219,000 \$ 1,675,000 \$ 21,256,000 \$ 224,300,000  \$ 340,050,000

  1996         \$ 96,854,000   \$ 40,779,000 \$ 2,600     \$ 19,832,000 \$ 521,700,000  \$ 679,167,600

  1997         \$ 62,470,000   \$ 30,916,000 \$ 2,000     \$ 6,844,000  \$ 155,768,000  \$ 256,000,000

  1998         \$ 63,177,000   \$ 27,366,000 \$ 3,800,000 \$ 19,183,000 \$ 215,000,000  \$ 328,526,000

  1999         \$ 85,724,000   \$ 42,183,000 \$ 4,500,000 \$ 30,061,000 \$ 361,000,000  \$ 523,468,000

  2000         \$180,567,000   \$ 93,042,000 \$ 9,417,000 \$ 53,341,000 \$              \$1,362,367,000
                                                                        1,026,000,000   

  2001         \$ 192,115,00   \$ 63,200,000 \$ 7,160,000 \$ 48,092,000 \$ 607,233,000  \$ 917,800,000

  2002         \$ 204,666,000  \$            \$           \$ 66,094,000 \$              \$ 1,661,314,000
                               109,035,000   15,245,000                 1,266,274,000   

  2003         \$151,894,000   \$ 96,633,000 \$ 9,554,000 \$ 44,557,000 \$              \$ 1,326,138,000
                                                                        1,023,500,000   
  -------------------------------------------------------------------------------------------------------

Wildland Fire Management managers have acknowledged the need for
enterprise architecture. The Wildland Fire Management Leadership Council
has chartered the National Wildland Fire Management Enterprise
Architecture Steering Group to develop and implement a consolidated
Wildland Fire Management enterprise architecture program.

A mission of this criticality, requiring multiple organizations,
introduces a complex communications, coordination and logistics
management challenge atop the already difficult and dangerous task of
fire suppression. The Blueprint Analysis does not underestimate the
daunting challenges of the Wildland Fire Management program. The
programs value and its associated risks are clearly evident in the loss
of life and property statistics in Table 5-9.

[]{#__RefHeading___Toc101343407 .anchor}Table 5‑9. Federal Wildland Fire
Management Incidents Report

  --------------------------------------------------------------------------------------
  ***Historically                                                   
  Significant                                                       
  Wildland Fires***                                                 
  ----------------- --------------- ---------------- -------------- --------------------
  ***Date***        ***Name***      ***Location***   ***Acres***    ***Significance***

  October 1825      Miramichi and   New Brunswick    3,000,000      Large Amount of
                    Maine Fires     and Maine                       Acreage Burned

  October 1871      Peshtigo        Wisconsin and    3,780,000      1,500 Lives Lost in
                                    Michigan                        Wisconsin

  September 1881    Michigan        Michigan         1,000,000      169 Lives Lost

  September 1894    Hinckley        Minnesota        Undetermined   418 Lives Lost

  September 1894    Wisconsin       Wisconsin        Several        Undetermined, Some
                                                     Million        Lives Lost

  September 1902    Yacoult         Washington and   1,000,000 +    38 Lives Lost
                                    Oregon                          

  April 1903        Adirondack      New York         637,000        Large Amount of
                                                                    Acreage Burned

  August 1910       Great Idaho     Idaho and        3,000,000      85 Lives Lost
                                    Montana                         

  October 1918      Cloquet-Moose   Minnesota        250,000        450 Lives Lost
                    Lake                                            

  August 1933       Tillamook       Oregon           311,000        1 Life Lost, Same
                                                                    area burned again in
                                                                    1939

  October 1947      Maine           Maine            205,678        16 Lives Lost

  1949              Mann Gulch      Montana          4,339          13 Smokejumpers
                                                                    Killed

  1967              Sundance        Idaho            56,000         Burned 50,000 acres
                                                                    in just nine hours

  September 1970    Laguna          California       175,425        382 Structures
                                                                    Destroyed

  July 1977         Sycamore        California       805            234 Structures
                                                                    Destroyed

  November 1980     Panorama        California       23,600         325 Structures
                                                                    Destroyed

  1987              Siege of 87\'   California       640,000        Valuable timber lost
                                                                    on the Klamath and
                                                                    Stanislaus National
                                                                    Forests

  1988              Yellowstone     Montana and      1,585,000      Large Amount of
                                    Idaho                           Acreage Burned

  1988              Canyon Creek    Montana          250,000        Large Amount of
                                                                    Acreage Burned

  June 1990         Painted Cave    California       4,900          641 Structures
                                                                    Destroyed

  June 1990         Dude Fire       Arizona          24,174         6 Lives Lost\
                                                                    63 homes destroyed

  October 1991      Oakland Hills   California       1,500          25 Lives Lost and
                                                                    2,900 Structures
                                                                    Destroyed

  August 1992       Foothills Fire  Idaho            257,000        1 Life Lost

  July 1994         South Canyon    Colorado         1,856          14 Lives Lost
                    Fire                                            

  July 1994         Idaho City      Idaho            154,000        1 Life Lost
                    Complex                                         

  August 1996       Cox Wells       Idaho            219,000        Largest Fire of the
                                                                    Year

  June 1996         Millers Reach   Alaska           37,336         344 Structures
                                                                    Destroyed

  July 1997         Inowak          Alaska           610,000        Threatened 3
                                                                    Villages

  1998              Volusia Complex Florida          111,130        Thousands of people
                                                                    evacuated from
                                                                    several counties

  1998              Flagler/St.     Florida          94,656         Forced the
                    John                                            evacuation of
                                                                    thousands of
                                                                    residents

  August 1999       Dunn Glen       Nevada           288,220        Largest Fire of the
                    Complex                                         Year

  August - November Big Bar Complex California       140,947        Series of fires
  1999                                                              caused several
                                                                    evacuations during a
                                                                    3 1/2 month period

  September -       Kirk Complex    California       86,700          Hundreds of people
  November 1999                                                     were evacuated by
                                                                    this complex of
                                                                    fires that burned
                                                                    for almost 3 months

  May 2000          Cerro Grande    New Mexico       47,650         Originally a
                                                                    prescribed fire, 235
                                                                    structures destroyed
                                                                    and\
                                                                    Los Alamos National
                                                                    Laboratory damaged
  --------------------------------------------------------------------------------------

The Modernization Blueprint evaluates the Information Technology (IT)
investments and systems from the perspective of the DOI. The United
States Forest Service (USFS) IT systems have been integrated into the
analysis to get a more complete perspective of the overall architecture.
This addition provides the DOI an important context in which to evaluate
its respective investments in the overall Wildland Fire Management
business arena. Without this information, certain findings and
recommendations would not have an evidentiary basis. Furthermore, the
DOI and USFS both play the role of contributor or managing partner to
many of these shared systems and investments like ROSS, FPA, and NFPORS.
This blueprint, as previously noted, is not intended to be a complete
definition, analysis or evaluation of the USFS portfolio. It is simply a
means to provide greater architecture context to assess the DOI systems
and investments for sound recommendations. The IT systems of the
Wildland Fire Management program need to able support suppression
activities at the scales previously indicated in at the level identified
in Table 5-10 below. The Healthy Forests Initiative
([www.whitehouse.gov/news/releases/2003/12/20031203-4.html](http://www.whitehouse.gov/news/releases/2003/12/20031203-4.html)),
the projected volume of preventive treatments (pre-scribed fires, fire
use, mechanical treatments etc...) will likely increase putting greater
demand on the physical, human and planning resources of the Wildland
Fire Management community.

[]{#__RefHeading___Toc101343408 .anchor}Table 5‑10. Federal Wildland
Fire Management Prescribed Fire Acres Treated

  ---------------------------------------------------------------------------------------------------------------
  ***Federal Wildland                                                                             
  Fire Management                                                                                 
  Agency Prescribed                                                                               
  Fire Acres                                                                                      
  Treated***                                                                                      
  ------------------- ------------- ------------- --------------- --------------- --------------- ---------------
  ***Agency***        ***1995       ***1996       ***1997         ***1998         ***1999         ***2000
                      Acres***      Acres***      Acres***        Acres***        Acres***        Acres***

  USDA Forest Service 570,300       617,163       1,097,658       1,489,293       1,379,960       728,237

  Bureau of Indian    21,000        16,000        37,000          48,287          83,875          3,353
  Affairs                                                                                         

  Bureau of Land      56,000        50,000        72,500          200,223         308,000         125,600
  Management                                                                                      

  National Park       62,000        52,000        70,000          86,126          135,441         19,072
  Service                                                                                         

  U.S. Fish and       209,000       180,000       324,000         285,758         300,508         201,052
  Wildlife Service                                                                                

  **Total**           **918,300**   **915,163**   **1,601,158**   **1,889,564**   **2,240,105**   **1,077,314**
  ---------------------------------------------------------------------------------------------------------------

The Wildland Fire Management LOB Information Value Chain diagram (Figure
5-1) describes how Wildland Fire Management can re-use data throughout
the operational and program planning/management life-cycle to improve
executive-level decision making at the Departmental-level. That is, data
collected from Wildland Fire Management operational statistics should be
used as input into the overall Wildland Fire Management program and
budgeting processes to improve delivery of services to the end citizen.
Although this is currently done at the system level in several
functional business areas (Resource Management -- ROSS, Budget Planning
-- FPA), the DOI could continue to increase its benefit from a more
strategically driven data warehouse concept that would aggregate this
information at the Departmental level and improve Wildland Fire
Management Program decision support and analysis. Of particular value
would be a spatial aspect to the warehouse. The Wildland Fire Management
Program is heavily dependent upon the geo-spatial information and uses
it successfully in many capacities. There appears to be limited
strategic investment strategy to bring this information to light in
support of the overall program. Without a strategic view, efforts will
continue to provide benefit but from a sub-optimal fashion. The program
is highly aware of the GAO pressures to optimize this capability
(GAO-03-1114T - <http://www.gao.gov/new.items/d031114t.pdf> ). The
information value chain portrays how the LOB uses the same information
in differing maturity states in executing its business functions. Figure
5-1 differs from dataflow and function activity diagrams in that it
applies the concept of information value to what is a basic business
process with its associated data. This diagram highlights the necessity
and value of the relationships between the operationally collected and
managed data assets and their key utility in development of decision
support and planning information. Similarly, the operations staff gets a
sense of how they contribute to, or are affected by, the planning and
decision support staff. This type of perspective is critical to
understand in order to influence the evolution of IT system development
for the Wildland Fire Management portfolio.

![](media/image2.wmf)

[]{#__RefHeading___Toc101343422 .anchor}Figure 5‑1. Wildland Fire
Management LOB Information Value Chain

Through the diagram it is evident that both user groups (Operations,
Planning) need the same data, but look at it from differing
perspectives. For example, within the Wildland Fire Management LOB, a
phone call to an incident center operator, requires logging, follow up
and investigation (Operations). The program analyst wants to see the
superset of all incidents and the investigative results to know how much
time and effort are spent each year responding to alleged incidents
(Planning). The total number of true fire incidents combined with
additional information may be used by the Fire Planners to preposition
equipment and resources to minimize response times. Each of these
individuals uses the same data expressed and managed for different
purposes; but all in support of key business functions and performance
objectives. This information-value relationship is ***paramount*** to
ensuring a business intelligence driven target state for any LOB.
Additionally, the diagram succinctly communicates a relatively complex
LOB in a single representation thus greatly facilitating business
understanding and comprehension of key business functions, relative
process flow and key information objects. The Service to Citizens
portion of the Wildland Fire Program's Business Reference model is
listed in Table 5-4.

Table 5‑4 Wildland Fire Management Business Reference Model

  ---------------------------------------------------------------------------------------------------------
  ***Wildland                                                           
  Fire                                                                  
  Management                                                            
  Business                                                              
  Reference                                                             
  Model***                                                              
  ------------- -------------------- ---------------- ----------------- -----------------------------------
  ***LOB***     ***Sub-Function***   ***Function***   ***Work           ***Work Activity Description***
                                                      Activity***       

  Natural       Conservation, Marine Land Treatments  7A: Reduce        Treatments to reduce the buildup of
  Resources     and Land Management                   Hazardous Fuels - hazardous fuels outside the
                                                      Prescribed Fire   wildland urban interface to support
                                                      (non-WUI)         land/resource management plan goals
                                                                        and objectives to restore or
                                                                        maintain healthy forests and
                                                                        rangelands using prescribed fire.
                                                                        Where multiple treatments are
                                                                        necessary to meet fuel treatment
                                                                        objectives, such as mechanical
                                                                        treatment followed by prescribed
                                                                        fire, each treatment is counted
                                                                        individually and reported to the
                                                                        specific work activity. Costs for
                                                                        this activity include: Salaries,
                                                                        benefits, travel and supplies for
                                                                        personnel directly involved in
                                                                        planning fuels management
                                                                        treatments outside the WUI
                                                                        including: staff time for
                                                                        collaboration (outreach, community
                                                                        workshops, meetings, public
                                                                        meetings, etc.) with other entities
                                                                        and the public, consultation with
                                                                        tribes, risk assessments, NEPA and
                                                                        ESA analyses, mitigation planning,
                                                                        condition class assessments,
                                                                        identification of treatment needs,
                                                                        coordination and cross walking with
                                                                        other existing implementation
                                                                        plans, compliance with state (e.g.
                                                                        smoke), other federal, and local
                                                                        laws, third party contracting, burn
                                                                        plans, etc. Salaries, benefits,
                                                                        travel and supplies for personnel
                                                                        directly involved in preparing and
                                                                        implementing fuels management
                                                                        treatments within the WUI
                                                                        including: on-the-ground
                                                                        manipulation of vegetation and
                                                                        soil, contracts, equipment,
                                                                        equipment rental, initial treatment
                                                                        effects monitoring, plot
                                                                        establishment, aircraft flight
                                                                        time, and initial construction of
                                                                        fuel breaks designed to protect the
                                                                        WUI Training in fuels treatment
                                                                        methods and techniques Developing
                                                                        fuels treatment methods and
                                                                        techniques Document preparation
                                                                        such as printing, collating, and
                                                                        distribution, Training associated
                                                                        with preparing staff to complete
                                                                        plans, research and data searches
                                                                        and GIS associated activities.
                                                                        Training associated with developing
                                                                        and attending NWCG certified
                                                                        prescribed fire curriculum This
                                                                        activity does not include costs for
                                                                        cultural and historical surveys,
                                                                        T&E species surveys, and
                                                                        archeological surveys.

  Natural       Conservation, Marine Land Treatments  7B: Reduce        Treatments to reduce the buildup of
  Resources     and Land Management                   Hazardous Fuels - hazardous fuels outside the
                                                      Mechanical        wildland urban interface to support
                                                      (Non-WUI)         land/resource management plan goals
                                                                        and objectives to restore or
                                                                        maintain forest and rangeland
                                                                        health using manual or mechanical
                                                                        methods. Mechanical treatments
                                                                        include hand or mechanical
                                                                        thinning, pruning, crushing,
                                                                        chopping, lop and scatter, piling,
                                                                        brush cutting, chipping, etc. to
                                                                        reduce wildland fuels hazards.
                                                                        Where multiple treatments are
                                                                        necessary to meet fuel treatment
                                                                        objectives, such as mechanical
                                                                        treatment followed by prescribed
                                                                        fire, each treatment is counted
                                                                        individually and charged to the
                                                                        specific work activity. Costs for
                                                                        this activity include: Salaries,
                                                                        benefits, travel and supplies for
                                                                        personnel directly involved in
                                                                        planning fuels management
                                                                        treatments outside the WUI
                                                                        including: staff time for
                                                                        collaboration (outreach, community
                                                                        workshops, meetings, public
                                                                        meetings, etc.) with other entities
                                                                        and the public, consultation with
                                                                        tribes, risk assessments, NEPA and
                                                                        ESA analyses, mitigation planning,
                                                                        condition class assessments,
                                                                        identification of treatment needs,
                                                                        coordination and cross-walking with
                                                                        other existing implementation
                                                                        plans, compliance with state, other
                                                                        federal, and local laws, third
                                                                        party contracting, etc. Salaries,
                                                                        benefits, travel and supplies for
                                                                        personnel directly involved in
                                                                        preparing and implementing fuels
                                                                        management treatments outside the
                                                                        WUI including: on-the-ground
                                                                        manipulation of vegetation and
                                                                        soil, contracts, equipment,
                                                                        equipment rental, initial treatment
                                                                        effects monitoring, plot
                                                                        establishment, and aircraft flight
                                                                        time Training in fuels treatment
                                                                        methods and techniques Costs
                                                                        associated with developing fuels
                                                                        treatment methods and techniques
                                                                        Costs associated with document
                                                                        preparation such as printing,
                                                                        collating, and distribution,
                                                                        Training associated with preparing
                                                                        staff to complete plans, research
                                                                        and data searches and GIS
                                                                        associated activities. This
                                                                        activity does not include costs for
                                                                        cultural and historical surveys,
                                                                        T&E species surveys, and
                                                                        archeological surveys.

  Natural       Conservation, Marine Land Treatments  7C: Reduce        Other fuels reduction treatments
  Resources     and Land Management                   Hazardous Fuels - (WUI) are specific fuels treatments
                                                      Other Methods     undertaken using chemical or
                                                      (Non-WUI)         biological agents with the defined
                                                                        objective of mitigating the risk to
                                                                        a community for wildland fire on
                                                                        federal lands. Each project is
                                                                        undertaken within the guidance
                                                                        outlined in a project specific plan
                                                                        compliant with all applicable
                                                                        Federal, Tribal, State, and local
                                                                        law. Where multiple treatments are
                                                                        necessary to meet fuel treatment
                                                                        objectives, each treatment is
                                                                        counted individually and charged to
                                                                        the specific work activity. Costs
                                                                        for this activity include:
                                                                        Salaries, benefits, travel and
                                                                        supplies for personnel directly
                                                                        involved in planning fuels
                                                                        management treatments within the
                                                                        WUI including: staff time for
                                                                        collaboration (outreach, community
                                                                        workshops, meetings, public
                                                                        meetings, etc.) with other entities
                                                                        and the public, consultation with
                                                                        tribes, risk assessments, NEPA and
                                                                        ESA analyses, mitigation planning,
                                                                        condition class assessments,
                                                                        identification of treatment needs,
                                                                        coordination and cross-walking with
                                                                        other existing implementation
                                                                        plans, chemical prescriptions,
                                                                        compliance with state, other
                                                                        federal, and local laws, third
                                                                        party contracting, etc. Salaries,
                                                                        benefits, travel and supplies for
                                                                        personnel directly involved in
                                                                        preparing and implementing fuels
                                                                        management treatments within the
                                                                        WUI including: on-the-ground
                                                                        manipulation of vegetation and
                                                                        soil, contracts, equipment,
                                                                        equipment rental, initial treatment
                                                                        effects monitoring, plot
                                                                        establishment, and aircraft flight
                                                                        time Training in fuels treatment
                                                                        methods and techniques Costs
                                                                        associated with developing fuels
                                                                        treatment methods and techniques
                                                                        Costs associated with document
                                                                        preparation such as printing,
                                                                        collating, and distribution,
                                                                        Training associated with preparing
                                                                        staff to complete plans, research
                                                                        and data searches and GIS
                                                                        associated activities. This
                                                                        activity does not include costs for
                                                                        cultural and historical surveys,
                                                                        T&E species surveys, and
                                                                        archeological surveys.

  Disaster      Disaster Repair and  Land Treatments  7D: Stabilize     Planned actions within one year of
  Management    Restore                               Burned Areas      a wildland fire to stabilize and
                                                                        prevent unacceptable degradation of
                                                                        natural and cultural resources, to
                                                                        minimize threats to life or
                                                                        property resulting from the effects
                                                                        of a fire, or to
                                                                        repair/replace/construct physical
                                                                        improvements necessary to prevent
                                                                        degradation of land or resources.
                                                                        Costs associated with emergency
                                                                        stabilization of burned areas
                                                                        include: Work to prevent land
                                                                        degradation, resource losses, other
                                                                        measures necessary to stabilize
                                                                        erodable soils, structures, or
                                                                        other conditions or damage caused
                                                                        by wildfires Planning,
                                                                        collaboration (outreach, meetings,
                                                                        public meetings, etc.) with other
                                                                        entities and the public
                                                                        Consultation with tribes NEPA
                                                                        analysis ESA section 7 threatened
                                                                        and endangered species consultation
                                                                        and review Coordination and
                                                                        cross-walking with other existing
                                                                        implementation plans Third party
                                                                        contracting, cultural clearances,
                                                                        condition class assessments
                                                                        Compliance with other Federal,
                                                                        state, and local laws
                                                                        Identification of treatment
                                                                        Seeding/mulching to prevent erosion
                                                                        Seeding to prevent permanent
                                                                        impairment of critical habitat for
                                                                        Federal and state listed, proposed
                                                                        or candidate threatened and
                                                                        endangered species. Seeding to
                                                                        prevent establishment of invasive
                                                                        plants Direct treatment of invasive
                                                                        plants Structural measures to slow
                                                                        soil & water movement Stabilize
                                                                        critical heritage resources
                                                                        Protective fences or barriers to
                                                                        protect treated or recovering area
                                                                        Replacing/repairing (minor)
                                                                        facilities essential to public
                                                                        health and safety Conducting
                                                                        assessments of habitat and
                                                                        significant heritage sites in those
                                                                        areas affected by emergency
                                                                        stabilization treatments
                                                                        Patrolling, camouflaging, burying
                                                                        significant heritage sites to
                                                                        prevent looting Increasing road
                                                                        drainage frequency and/or capacity
                                                                        to handle additional post-fire
                                                                        runoff Document preparation such as
                                                                        printing, collating, and
                                                                        distribution Training associated
                                                                        with preparing staff to complete
                                                                        these plans Research and data
                                                                        searches GIS associated activities
                                                                        This activity does not include
                                                                        costs for cultural and historical
                                                                        surveys, T&E species surveys, and
                                                                        archeological surveys.

  Disaster      Disaster Repair and  Land Treatments  7E: Rehabilitate  Includes labor and other costs
  Management    Restore                               Lands Damaged by  associated with the rehabilitation
                                                      Wildland Fire     of burned areas and damage caused
                                                                        by wildfires. Emergency
                                                                        rehabilitation costs for any one
                                                                        fire shall not exceed three years
                                                                        or two full growing seasons to
                                                                        repair or improve lands unlikely to
                                                                        recover to a management approved
                                                                        condition from wildland fire
                                                                        damage, or to repair or replace
                                                                        minor facilities damaged by fire.
                                                                        Costs associated with
                                                                        rehabilitation include: Tree
                                                                        planting to establish burned
                                                                        habitat, reestablish native tree
                                                                        species lost in fire, regenerating
                                                                        Indian trust commercial timberland
                                                                        Repair damage to minor facilities
                                                                        (campgrounds, exhibits, fences,
                                                                        guzzlers, etc.) Habitat restoration
                                                                        Invasive plant treatment Road/trail
                                                                        maintenance Heritage site
                                                                        restoration Fence replacement Work
                                                                        to prevent land degradation or
                                                                        resource losses Fencing of areas to
                                                                        prevent animals or humans from
                                                                        entering sensitive areas Felling
                                                                        damaged trees posing threats to
                                                                        human safety Costs to plan, survey,
                                                                        design emergency measures to ensure
                                                                        rehabilitation of lands damaged by
                                                                        wildfire All costs associated with
                                                                        the preparation of activity plans
                                                                        Staff time for prep, collaboration
                                                                        (outreach, meetings, etc.) with
                                                                        other entities and the public
                                                                        Cultural clearances Consultation
                                                                        with tribes NEPA analysis Condition
                                                                        class assessments Section 7 ESA
                                                                        threatened and endangered species
                                                                        consultation and review
                                                                        Coordination and cross-walking with
                                                                        other existing implementation plans
                                                                        Third party contracting Compliance
                                                                        with other federal, state, and
                                                                        local laws Document preparation
                                                                        such as printing, collating, and
                                                                        distribution Training associated
                                                                        with preparing staff to complete
                                                                        these plans Research and data
                                                                        searches and GIS associated
                                                                        activities All costs of preparing
                                                                        post-burn supplements to Normal
                                                                        Fire Rehabilitation Plans (NFPR)
                                                                        and the costs of preparing
                                                                        Emergency Fire Rehabilitation Plans
                                                                        where no NFPR exists This activity
                                                                        does not include costs for cultural
                                                                        and historical surveys, T&E species
                                                                        surveys, and archeological surveys.
                                                                        Costs of restoring burned areas to
                                                                        full natural or pre-fire
                                                                        productivity are to be funded from
                                                                        the resource programs benefiting
                                                                        activities.

  Natural       Conservation, Marine Land Treatments  8F: Manage        Time and materials required to
  Resources     and Land Management                   Naturally         manage a naturally occurring
                                                      Occurring Fires   wildfire (as opposed to a
                                                      for Natural       prescribed fire) for resource
                                                      Resource Benefit  benefits. Effort begins after the
                                                      (Wildland \--\>   fire has been approved for wildland
                                                                        fire use, and continues until the
                                                                        fire is out or no longer requires
                                                                        active management. Includes all
                                                                        staff and contractor time,
                                                                        transportation costs, equipment,
                                                                        and supplies to manage the wildland
                                                                        fire.

  Disaster      Emergency Response   Wildland Fire    6Z: Suppress      Respond to unwanted and unplanned
  Management                         Fighting         Wildland Fires    wild fires in forests, rangelands,
                                     Operations       Outside the WUI   and other lands outside the
                                                                        wildland urban interface (WUI) to
                                                                        control these fires to avoid loss
                                                                        of natural resources, life and
                                                                        property, and social and economic
                                                                        values. Suppression responses are
                                                                        consistent with the direction
                                                                        outlined in approved fire
                                                                        management plans. Labor and other
                                                                        costs associated with the
                                                                        suppression of unplanned and
                                                                        unwanted wildland fires include:
                                                                        Salaries and benefits of
                                                                        firefighting and support personnel
                                                                        (excluding the base 8 hours of
                                                                        regular time each day up to 40
                                                                        hours per week for fire personnel,
                                                                        and including base 8 hours for
                                                                        non-fire personnel who are working
                                                                        on a fire suppression operation),
                                                                        Aircraft operations, logistical and
                                                                        subsistence support costs for all
                                                                        employees assigned to the fire,
                                                                        Supplies and equipment (including
                                                                        replacement of lost or destroyed
                                                                        capitalized and expendable
                                                                        equipment covered by a board of
                                                                        survey action), Contracts for goods
                                                                        and services, rental of equipment
                                                                        and facilities, associated
                                                                        logistical support, and measures
                                                                        taken to correct damages resulting
                                                                        from actions taken to suppress the
                                                                        wildfire, Costs associated with
                                                                        investigation and review activities
                                                                        related to specific wildland fires,
                                                                        Costs of returning suppression
                                                                        equipment to a serviceable
                                                                        condition, Costs associated with
                                                                        escalated preparedness (severity)
                                                                        required due to abnormally high or
                                                                        extreme fire danger, or fire
                                                                        seasons that start earlier than
                                                                        planned in the fire management
                                                                        plan, or last longer than planned
                                                                        in the fire management plan.

  Natural       Conservation, Marine Collect and      A0: Monitor And   Fuels treatments include chemical,
  Resources     and Land Management  Manage           Evaluate Fuels    mechanical, vegetation seeding or
                                     Information for  Reduction and     re-vegetation treatments,
                                     Land and         Post-Fire         prescribed fires, wildland fire for
                                     Resource         Rehabilitation    resource benefit or a combination
                                     Management       Treatments        of these treatments. Costs for
                                                                        monitoring and evaluating fuels
                                                                        treatments include: Labor and other
                                                                        costs associated with monitoring
                                                                        and evaluating the short-term
                                                                        effects of fuels management
                                                                        treatments, Monitoring weed or
                                                                        other vegetation, and Evaluating
                                                                        vegetation response to the fire or
                                                                        treatment. Costs for monitoring and
                                                                        evaluating emergency stabilization
                                                                        and rehabilitation treatments
                                                                        include: Labor and other costs
                                                                        associated with monitoring and
                                                                        evaluating rehabilitation projects
                                                                        and actions for up to three growing
                                                                        seasons after fire control. This
                                                                        includes monitoring plot
                                                                        establishment, reading of studies,
                                                                        data analysis and preparation of an
                                                                        evaluation report. Acres monitored
                                                                        are reported each year that studies
                                                                        are read and when the evaluation
                                                                        report is completed. Initial
                                                                        treatment effects monitoring, plot
                                                                        establishment, and first year
                                                                        post-treatment monitoring.
                                                                        Salaries, benefits, travel and
                                                                        supplies for personnel directly
                                                                        involved in monitoring and
                                                                        evaluation for actions taken prior
                                                                        to and during treatment to measure
                                                                        treatment effectiveness and
                                                                        ecological change. Monitoring and
                                                                        evaluation may extend beyond the
                                                                        3-year period of rehabilitation
                                                                        actions.

  Disaster      Disaster             Fire Program     X2: Provide       Technical assistance, technical
  Management    Preparedness and     Management       Technical         support, technical training,
                Planning                              Assistance to     technology transfer, or technical
                                                      Inform Decisions  studies is provided to land
                                                      on Fire-Adapted   managers and other customers to
                                                      Ecosystems        solve a variety of environmental
                                                                        problems relating to fire. These
                                                                        activities enhance resource
                                                                        management and policy development.
                                                                        Specific activities and technical
                                                                        assistance projects include but are
                                                                        not limited to: Design and
                                                                        systematic collection of
                                                                        environmental data; Analytical
                                                                        support; Data synthesis; Adaptive
                                                                        management techniques; Partnerships
                                                                        Does not include phone calls,
                                                                        multi-year ongoing relationships
                                                                        with stakeholders, priority
                                                                        ecosystem studies, or DOI on the
                                                                        Landscape projects.

  Disaster      Disaster             Fire Program     00: Plan/Evaluate Planning, developing, and reviewing
  Management    Preparedness and     Management       Programs to       science programs related to fire.
                Planning                              Inform Decisions  Includes all costs associated with:
                                                      on Fire Adapted   developing strategic and
                                                      Ecosystems        annual/operating program plans;
                                                                        conducting internal and external
                                                                        reviews of programs; assessing
                                                                        science and information needs and
                                                                        priorities; and coordinating
                                                                        crosscutting regional, national and
                                                                        international science planning
                                                                        efforts. This encompasses all work
                                                                        leading to completion of program
                                                                        plans, reviews and assessments.
                                                                        Some of these activities are done
                                                                        in collaboration with customers,
                                                                        stakeholders, and partners so that
                                                                        we may develop and implement
                                                                        programs that are responsive to
                                                                        society's highest science priority
                                                                        needs and improve the effectiveness
                                                                        and impact of programs. Does not
                                                                        include DOI strategic planning or
                                                                        Bureau strategic planning which are
                                                                        included under DOI activity Perform
                                                                        Planning (67).

  Disaster      Disaster             Fire Program     58: Manage        The work captured by this work
  Management    Preparedness and     Management       Wildland Fire     activity is the overall management
                Planning                              Management        and support of the Wildland Fire
                                                      Program           Management Program, and includes
                                                                        labor and operational costs which
                                                                        cannot be assigned to a specific,
                                                                        direct cost, work activity, OR it
                                                                        is work involving overall program
                                                                        leadership, planning and directing
                                                                        the work of others, coordination,
                                                                        or general administrative support.
                                                                        The work of this work activity
                                                                        consists of support of the
                                                                        projects/programs within the
                                                                        Wildland Fire Management Program,
                                                                        and is used by supervisors and
                                                                        managers when their work cannot be
                                                                        tied to a direct cost-, output
                                                                        producing-work activity. Managers,
                                                                        supervisors, and employees who work
                                                                        on projects or programs that
                                                                        produce outputs, should code costs
                                                                        to the work activity producing
                                                                        those outputs. Work of a
                                                                        non-specific nature related to the
                                                                        Wildland Fire Management Program,
                                                                        such as typing correspondence and
                                                                        reports; preparing travel
                                                                        authorizations and vouchers;
                                                                        maintaining time and attendance
                                                                        records, etc. may be coded to this
                                                                        work activity. Other examples of
                                                                        work that can be costed to this
                                                                        work activity include non-specific
                                                                        program training; workforce
                                                                        supervision (employee relations and
                                                                        training, maintaining a qualified
                                                                        workforce); workload accomplishment
                                                                        monitoring; performance
                                                                        measurement; evaluations; program
                                                                        development and budget preparation
                                                                        for the Wildland Fire Management
                                                                        Program. Administrative training
                                                                        and meetings (i.e., retirement
                                                                        training, CPR training, ethics
                                                                        training, safety training, all
                                                                        employee meetings) which are
                                                                        attended by employees who normally
                                                                        work on specific projects/programs
                                                                        within the Wildland Fire Management
                                                                        Program and which cannot be tied to
                                                                        a more specific work activity may
                                                                        be coded to this work activity.
                                                                        FOIA requests that cannot be tied
                                                                        to a work activity with an output,
                                                                        may also be included in this work
                                                                        activity.

  Disaster      Disaster             Fire Program     6Y: Conduct       This activity includes the
  Management    Preparedness and     Management       Environmental     following tasks to complete the
                Planning                              Consultations -   Section 7 consultation process for
                                                      Wildland Fire     projects that manage or influence
                                                                        responding to wild fires in
                                                                        forests, rangelands, and other
                                                                        lands outside and within the
                                                                        wildland urban interface (WUI).
                                                                        Meet and communicate with the
                                                                        action agency and any applicant to
                                                                        gather additional information
                                                                        necessary to conduct the
                                                                        consultation; Assess the status of
                                                                        the species and critical habitat
                                                                        that may be affected by the
                                                                        project; Verify the scope of the
                                                                        proposed action, analyze the
                                                                        effects of the action, including
                                                                        cumulative effects, and develop
                                                                        reasonable and prudent alternatives
                                                                        to avoid jeopardy to listed species
                                                                        and destruction or adverse
                                                                        modification of designated critical
                                                                        habitat; Assess likely incidental
                                                                        take of listed species of
                                                                        implementing the action, develop
                                                                        reasonable and prudent measures,
                                                                        and terms and conditions to
                                                                        implement these measures, to
                                                                        minimize the impacts of this
                                                                        incidental take; Develop
                                                                        conservation recommendations;
                                                                        Develop alternative consultation
                                                                        agreements; Oversee/monitor action
                                                                        agency's implementation of HF
                                                                        counterpart regulations via ACAs;
                                                                        and Prepare draft and final
                                                                        biological opinions or letter of
                                                                        concurrence.

  Disaster      Disaster             Fire Program     04: Plan/Evaluate Planning, developing, and reviewing
  Management    Preparedness and     Management       Programs to       science programs. Includes all
                Planning                              Inform Decisions  costs associated with developing
                                                      on Managing Risk  strategic and annual/operating
                                                      from Natural\--\> program plans; conducting internal
                                                                        and external reviews of programs;
                                                                        assessing science and information
                                                                        needs and priorities; and
                                                                        coordinating crosscutting regional,
                                                                        national and international science
                                                                        planning efforts. This encompasses
                                                                        all work leading to completion of
                                                                        program plans, reviews and
                                                                        assessments. Some of these
                                                                        activities are done in
                                                                        collaboration with customers,
                                                                        stakeholders, and partners so that
                                                                        programs may be developed and
                                                                        implemented that are responsive to
                                                                        society's highest science priority
                                                                        needs and improve the effectiveness
                                                                        and impact of programs. Does not
                                                                        include DOI strategic planning or
                                                                        Bureau strategic planning which are
                                                                        included in DOI activity Perform
                                                                        Planning (67).

  Natural       Conservation, Marine Land Treatments  8R: Reduce        Treatments to reduce the buildup of
  Resources     and Land Management                   Hazardous Fuels - hazardous fuels in the wildland
                                                      Prescribed Fire   urban interface to provide for
                                                      (WUI)             firefighter and public safety and
                                                                        support land/resource management
                                                                        plan goals and objectives using
                                                                        prescribed fire. Where multiple
                                                                        treatments are necessary to meet
                                                                        fuel treatment objectives, such as
                                                                        mechanical treatment followed by
                                                                        prescribed fire, each treatment is
                                                                        counted individually and charged to
                                                                        the specific work activity. Costs
                                                                        for this activity include:
                                                                        Salaries, benefits, travel and
                                                                        supplies for personnel directly
                                                                        involved in planning fuels
                                                                        management treatments within the
                                                                        WUI including: staff time for
                                                                        collaboration (outreach, community
                                                                        workshops, meetings, public
                                                                        meetings, etc.) with other entities
                                                                        and the public, consultation with
                                                                        tribes, risk assessments, NEPA and
                                                                        ESA analyses, mitigation planning,
                                                                        condition class assessments,
                                                                        identification of treatment needs,
                                                                        coordination and cross-walking with
                                                                        other existing implementation
                                                                        plans, compliance with state (e.g.
                                                                        smoke), burn plans, other federal,
                                                                        and local laws, third party
                                                                        contracting, etc. Salaries,
                                                                        benefits, travel and supplies for
                                                                        personnel directly involved in
                                                                        preparing and implementing fuels
                                                                        management treatments within the
                                                                        WUI including: on-the-ground
                                                                        manipulation of vegetation and
                                                                        soil, contracts, equipment,
                                                                        equipment rental, initial treatment
                                                                        effects monitoring, plot
                                                                        establishment, aircraft flight
                                                                        time, and initial construction of
                                                                        fuel breaks designed to protect the
                                                                        WUI Training in prescribed fire
                                                                        fuels treatment methods and
                                                                        techniques Costs associated with
                                                                        developing fuels treatment methods
                                                                        and techniques Costs associated
                                                                        with document preparation such as
                                                                        printing, collating, and
                                                                        distribution Training associated
                                                                        with preparing staff to complete
                                                                        plans, research and data searches
                                                                        and GIS associated activities This
                                                                        activity does not include costs for
                                                                        cultural and historical surveys,
                                                                        T&E species surveys, and
                                                                        archeological surveys.

  Natural       Conservation, Marine Land Treatments  8S: Reduce        Treatments to reduce the buildup of
  Resources     and Land Management                   Fuels -           hazardous fuels in the wildland
                                                      Mechanical (WUI)  urban interface to provide for
                                                                        firefighter and public safety and
                                                                        support land/resource management
                                                                        plan goals and objectives using
                                                                        manual or mechanical methods.
                                                                        Mechanical treatments include hand
                                                                        or mechanical thinning, pruning,
                                                                        crushing, chopping, lop and
                                                                        scatter, piling, brush cutting,
                                                                        chipping, etc. to reduce wildland
                                                                        fuels hazards. Where multiple
                                                                        treatments are necessary to meet
                                                                        fuel treatment objectives, such as
                                                                        mechanical treatment followed by
                                                                        prescribed fire, each treatment is
                                                                        counted individually and charged to
                                                                        the specific work activity. Costs
                                                                        for this activity include:
                                                                        Salaries, benefits, travel and
                                                                        supplies for personnel directly
                                                                        involved in planning fuels
                                                                        management treatments within the
                                                                        WUI including: staff time for
                                                                        collaboration (outreach, community
                                                                        workshops, meetings, public
                                                                        meetings, etc.) with other entities
                                                                        and the public, consultation with
                                                                        tribes, risk assessments, NEPA and
                                                                        ESA analyses, mitigation planning,
                                                                        condition class assessments,
                                                                        identification of treatment needs,
                                                                        coordination and cross-walking with
                                                                        other existing implementation
                                                                        plans, compliance with state, other
                                                                        federal, and local laws, third
                                                                        party contracting, etc. Salaries,
                                                                        benefits, travel and supplies for
                                                                        personnel directly involved in
                                                                        preparing and implementing fuels
                                                                        management treatments within the
                                                                        WUI including: on-the-ground
                                                                        manipulation of vegetation and
                                                                        soil, contracts, equipment,
                                                                        equipment rental, initial treatment
                                                                        effects monitoring, plot
                                                                        establishment, and aircraft flight
                                                                        time Training in fuels treatment
                                                                        methods and techniques Costs
                                                                        associated with developing fuels
                                                                        treatment methods and techniques
                                                                        Costs associated with document
                                                                        preparation such as printing,
                                                                        collating, and distribution,
                                                                        Training associated with preparing
                                                                        staff to complete plans, research
                                                                        and data searches and GIS
                                                                        associated activities This activity
                                                                        does not include costs for cultural
                                                                        and historical surveys, T&E species
                                                                        surveys, and archeological surveys.

  Natural       Conservation, Marine Land Treatments  8U: Reduce        Other fuels reduction treatments
  Resources     and Land Management                   Hazardous Fuels - (WUI) are specific fuels treatments
                                                      Other (WUI)       undertaken using chemical or
                                                                        biological agents with the defined
                                                                        objective of mitigating the risk to
                                                                        a community for wildland fire on
                                                                        federal lands. Each project is
                                                                        undertaken within the guidance
                                                                        outlined in a project specific plan
                                                                        compliant with all applicable
                                                                        Federal, Tribal, State, and local
                                                                        law. Where multiple treatments are
                                                                        necessary to meet fuel treatment
                                                                        objectives, each treatment is
                                                                        counted individually and charged to
                                                                        the specific work activity. Costs
                                                                        for this activity include:
                                                                        Salaries, benefits, travel and
                                                                        supplies for personnel directly
                                                                        involved in planning fuels
                                                                        management treatments within the
                                                                        WUI including: staff time for
                                                                        collaboration (outreach, community
                                                                        workshops, meetings, public
                                                                        meetings, etc.) with other entities
                                                                        and the public, consultation with
                                                                        tribes, risk assessments, NEPA and
                                                                        ESA analyses, mitigation planning,
                                                                        condition class assessments,
                                                                        identification of treatment needs,
                                                                        coordination and cross-walking with
                                                                        other existing implementation
                                                                        plans, chemical prescriptions,
                                                                        compliance with state, other
                                                                        federal, and local laws, third
                                                                        party contracting, etc. Salaries,
                                                                        benefits, travel and supplies for
                                                                        personnel directly involved in
                                                                        preparing and implementing fuels
                                                                        management treatments within the
                                                                        WUI including: on-the-ground
                                                                        manipulation of vegetation and
                                                                        soil, contracts, equipment,
                                                                        equipment rental, initial treatment
                                                                        effects monitoring, plot
                                                                        establishment, and aircraft flight
                                                                        time Training in fuels treatment
                                                                        methods and techniques Costs
                                                                        associated with developing fuels
                                                                        treatment methods and techniques
                                                                        Costs associated with document
                                                                        preparation such as printing,
                                                                        collating, and distribution,
                                                                        Training associated with preparing
                                                                        staff to complete plans, research
                                                                        and data searches and GIS
                                                                        associated activities This activity
                                                                        does not include costs for cultural
                                                                        and historical surveys, T&E species
                                                                        surveys, and archeological surveys

  Disaster      Disaster             Fire Program     52: Manage the    The work captured by this work
  Management    Preparedness and     Management       Protection of     activity is the overall management
                Planning                              Lives, Resources, and support of projects and
                                                      and Property      programs of its relevant End
                                                                        Outcome Goal, and includes labor
                                                                        and operational costs which cannot
                                                                        be assigned to a specific, direct
                                                                        cost, work activity, OR it is work
                                                                        involving overall program
                                                                        leadership, planning and directing
                                                                        the work of others, coordination,
                                                                        or general administrative support.
                                                                        The work of this work activity
                                                                        consists of support of the programs
                                                                        within the relevant End Outcome
                                                                        Goal, and is used by supervisors
                                                                        and managers when their work cannot
                                                                        be tied to a direct cost-, output
                                                                        producing-work activity. Managers,
                                                                        supervisors, and employees who work
                                                                        on projects or programs that
                                                                        produce outputs, should code costs
                                                                        to the work activity producing
                                                                        those outputs. Work of a
                                                                        non-specific nature, related to the
                                                                        overarching End Outcome Goal, such
                                                                        as typing correspondence and
                                                                        reports; preparing travel
                                                                        authorizations and vouchers;
                                                                        maintaining time and attendance
                                                                        records, etc. may be coded to this
                                                                        work activity. Other examples of
                                                                        work that can be costed to this
                                                                        work activity include non-specific
                                                                        program training; workforce
                                                                        supervision (employee relations and
                                                                        training, maintaining a qualified
                                                                        workforce); workload accomplishment
                                                                        monitoring; performance
                                                                        measurement; evaluations; program
                                                                        development and budget preparation
                                                                        for the End Outcome Goal.
                                                                        Administrative training and
                                                                        meetings (i.e., retirement
                                                                        training, CPR training, ethics
                                                                        training, safety training, all
                                                                        employee meetings) which are
                                                                        attended by employees who normally
                                                                        work on specific programs within
                                                                        the relevant End Outcome Goal and
                                                                        which cannot be tied to a more
                                                                        specific work activity may be coded
                                                                        to this work activity. FOIA
                                                                        requests that cannot be tied to a
                                                                        work activity with an output may
                                                                        also be included in this work
                                                                        activity.

  Disaster      Disaster             Fire Planning    37: Plan for      This work activity includes
  Management    Preparedness and                      Public            activity plans (implementation
                Planning                              Health/Safety and plans) that meet the goal of
                                                      Property          reducing threats to public health,
                                                      Protection        safety and property. These activity
                                                                        plans refine the broad program
                                                                        objectives stated in the land use
                                                                        plan (RMP or MFP), outline an
                                                                        implementation strategy for
                                                                        decisions made in the land use
                                                                        plan, and apply best management
                                                                        practices to meet land use
                                                                        objectives. This work activity
                                                                        applies to activity planning in the
                                                                        Hazardous Material, Abandoned Mine
                                                                        Land, Law Enforcement, and Fire
                                                                        programs. Examples include: Fire
                                                                        Management Activity Plans, Fire
                                                                        Mitigation Plans, Hazardous Waste
                                                                        Management Plans, etc. This work
                                                                        activity does not include costs for
                                                                        preparing hazardous fuels reduction
                                                                        plans fire rehabilitation plans.
                                                                        This work activity includes all
                                                                        costs associated with the
                                                                        preparation of these activity
                                                                        plans: Staff time for preparation,
                                                                        collaboration (outreach, meetings,
                                                                        public meetings, etc.) with other
                                                                        entities and the public,
                                                                        consultation with tribes, NEPA
                                                                        analysis (including T&E
                                                                        consultation and review),
                                                                        coordination and cross-walking with
                                                                        other existing implementation
                                                                        plans, third party contracting,
                                                                        etc. It also includes costs
                                                                        associated with document
                                                                        preparation such as printing,
                                                                        collating, and distribution;
                                                                        training associated with preparing
                                                                        staff to complete these plans;
                                                                        research and data searches; and GIS
                                                                        associated activities. This work
                                                                        activity includes the costs of
                                                                        preparing mitigation plans and/or
                                                                        participation in the development of
                                                                        wildland urban interface community
                                                                        fire management plans. Costs may
                                                                        include public meetings,
                                                                        collaboration, technical
                                                                        assistance, preparing
                                                                        contracts/agreements, preparing
                                                                        plans, and assisting in the
                                                                        development of implementation
                                                                        strategies. If a land use plan
                                                                        amendment is required prior to
                                                                        approval of an activity plan, and
                                                                        the land use plan amendment and the
                                                                        activity plan are being prepared
                                                                        concurrently, the cost of the
                                                                        concurrent effort through the
                                                                        approval stage of the plan
                                                                        amendment should be charged to the
                                                                        land use plan amendment work
                                                                        activities. Following approval of
                                                                        the land use plan amendment, costs
                                                                        of finalizing the activity plan
                                                                        should be coded to this work
                                                                        activity. A unit of accomplishment
                                                                        should be reported for the plan
                                                                        amendment when it is approved, and
                                                                        an additional unit of
                                                                        accomplishment should be reported
                                                                        for the activity plan when it is
                                                                        approved.

  Community and Community and        General Economic Z4: Provide       Community assistance and outreach
  Social        Regional Development Development      Community         build or enhance a community's
  Services                                            Assistance        capacity for responding to
                                                                        wildfires. The activities include
                                                                        outreach programs (e.g. wildland
                                                                        fire prevention and education,
                                                                        training, and/or community action
                                                                        programs within the preparedness
                                                                        and fuels management programs) and
                                                                        grants to rural communities. Rural
                                                                        Fire Assistance is provided to
                                                                        communities in the form of a grant
                                                                        or award within the rural fire
                                                                        assistance program.

  Disaster      Emergency Response   Wildland Fire    8T: Suppress      Responding to unwanted and
  Management                         Fighting         Wildland Fires in unplanned wild fires in the
                                     Operations       the WUI           wildland urban interface (WUI) with
                                                                        the intention of controlling them
                                                                        to avoid loss of life and property,
                                                                        natural resources, and social and
                                                                        economic values. Suppression
                                                                        responses are consistent with the
                                                                        direction outlined in approved fire
                                                                        management plans. Labor and other
                                                                        costs associated with the
                                                                        suppression of unplanned and
                                                                        unwanted wildland fires include:
                                                                        Salaries and benefits of
                                                                        firefighting and support personnel
                                                                        (excluding the base 8 hours of
                                                                        regular time each day up to 40
                                                                        hours per week for fire personnel
                                                                        and including base 8 for non-fire
                                                                        personnel who are working on a fire
                                                                        suppression operation) Aircraft
                                                                        operations, logistical and
                                                                        subsistence support costs for all
                                                                        employees assigned to the fire,
                                                                        Supplies and equipment (including
                                                                        replacement of lost or destroyed
                                                                        capitalized and expendable
                                                                        equipment covered by a board of
                                                                        survey action), Contracts for goods
                                                                        and services, rental of equipment
                                                                        and facilities, associated
                                                                        logistical support, and measures
                                                                        taken to correct damages resulting
                                                                        from actions taken to suppress the
                                                                        wildfire. Costs associated with
                                                                        investigation and review activities
                                                                        related to specific wildland fires
                                                                        Costs of returning suppression
                                                                        equipment to a serviceable
                                                                        condition. Costs associated with
                                                                        escalated preparedness (severity)
                                                                        that is required due to abnormally
                                                                        high or extreme fire danger, or
                                                                        fire seasons that start earlier
                                                                        than planned in the fire management
                                                                        plan or last longer than planned in
                                                                        the fire management plan.

  Disaster      Disaster             Fire Planning    8Q: Prepare for   All work associated with preparing
  Management    Preparedness and                      Wildland Fires    for wildland fires. Preparedness
                Planning                                                includes: All labor and operational
                                                                        costs of planned and predictable
                                                                        wildland fire management elements
                                                                        (except fuels reduction treatments,
                                                                        suppression, and rehabilitation)
                                                                        First eight (8) hours of regular
                                                                        time up to 40 hours per week of all
                                                                        employees coding their regular time
                                                                        to this activity that are assigned
                                                                        to Wildland fire duties Recruiting,
                                                                        hiring and training personnel
                                                                        Purchase of and contracting for
                                                                        equipment, supplies, support,
                                                                        planning and coordination Policy
                                                                        development and oversight
                                                                        Interagency coordination and
                                                                        direction Funding of research
                                                                        projects by Universities and other
                                                                        scientific organizations, including
                                                                        administrative and support costs
                                                                        Detection devices Severity
                                                                        (escalated preparedness costs)
                                                                        required due to abnormally high or
                                                                        extreme fire danger, or fire
                                                                        seasons that start earlier than
                                                                        planned in the fire management plan
                                                                        or last longer than planned in the
                                                                        fire management plan.

  Disaster      Emergency Response   Wildland Fire    Tactical Weather  Short term, local weather
  Management                         Fighting         Prediction        prediction for a wildland fire
                                     Operations                         incident operations support.

  Disaster      Emergency Response   Wildland Fire    Smoke Management  The activities associated with the
  Management                         Fighting                           monitoring and assessment of the
                                     Operations                         affects and behavior of the smoke
                                                                        resulting from Wildland Fires,
                                                                        incidents, treatments and fire use.
  ---------------------------------------------------------------------------------------------------------

To date, the LOB has been plagued by its inability to integrate the work
processes and flow of critical business information that represents its
work, resource use and accomplishments in an efficient enterprise
fashion. There are several reasons for this: a very complex
organizational structure, project based system development approach with
the resulting legacy systems and failure to treat all the types of work
performed at the enterprise level. The LOB treats work from different
aspects of the program (Fire Suppression, Use and Treatments)
differently. All activities are not tracked and accounted for in the
same fashion. Ultimately, the program gets its information but at a
great costs of duplicate data management and tracking capabilities. The
Blueprint recommends that the LOB migrate to managing these types of
work in a standardized cross-activity fashion to facilitate resource use
understanding, planning and overall program performance. This concept is
depicted in figure 6-01. All work should be identified for tracking,
resource requests and measured outcomes. The future design needs to
address the integration of all events and their resource demands to
effectively manage priorities and assurance of mapping results to the
program and DOI's strategic objectives. The future business model also
requires a generalized approach to the types of resources required for
supporting the operational needs. The diagram portrays generic services
like Asset and Facilities Management that can be served through
standardized business best practices, implementations and proven
technologies.

![](media/image3.wmf)

[]{#__RefHeading___Toc101343423 .anchor}Figure 5‑2. Wildland Fire
General Business Model (to be)

# Wildland Fire Findings and Recommendations 

## Finding 1: Many Wildland Fire Management related applications enable the same or similar business functions in the current architecture. Furthermore, many of the existing applications require similar data sets. The current architecture does not promote the re-usability of data and technology through horizontal services.

[]{#__RefHeading___Toc101343409 .anchor}Table 6‑11. Data Recommendations

  --------------- ------------- --------------- -------------- ---------------------- -----------------------------------
  ***Finding***   ***Finding    ***Finding***                  ***Recommendation***   
                  Type***                                                             

  D-6             Data                          No Policy on                          Establish Systems of Record with
                  Authority                     system of                             policy for key data types.
                                                record for key                        
                                                data objects.                         

  S-20            Development   No service                     Need to develop        
                  Model         oriented                       strategy and plan to   
                                architecture                   drive investments      
                                strategy.                      through a Service      
                                                               Oriented Architecture  
                                                               plan to optimize       
                                                               investment dollars.    
  --------------- ------------- --------------- -------------- ---------------------- -----------------------------------

The Federal Architecture and the DOI are initiating the migration of the
legacy architectures to Service Oriented Architecture (SOA). This
requires a fundamentally different approach to system development and
investment planning. When building a system, the project can go off and
be "self-contained" and addresses integration issues as new systems come
on line or as old systems change. The new computing and development
models, promising to reduce overall TCO, will require more diligence and
understanding of an architecture blueprint to satisfy business needs.
The investment management structure needs to be able to drive the system
engineering cycle to accommodate this new emphasis. In essence, one
builds functions and not systems. The TBA of Wildland Fire Management
has yielded several areas for potential shared services. Figure 6-4
begins to articulate the opportunities for engineering future service
capabilities that would be published and made available to all
applications within the Wildland Fire Management community. Potentially,
these services could be made available to the DOI or Federal
architecture. In the target state, the yellow ellipses indicate the high
profile/value services that would benefit the many systems and
applications within the Wildland Fire Management Architecture.

### Investigate existing horizontal services within DOI and services being introduced within the next 12 months.

The DOI is investing in several major infrastructure initiatives,
financial systems and e-government projects in the forthcoming years.
These initiatives in addition to improving TCO, achieving
standardization and improving security are to lay the ground work for
more centralized and integrated applications and services models. Figure
6-3 provides the context for see the relationship of the infrastructure
and how it evolves to support application services. DOI has initiated
requests for funding for has obtained funding in the following service
areas.

![](media/image4.wmf){width="9.07986111111111in"
height="6.009722222222222in"}

[]{#__RefHeading___Toc101343424 .anchor}Figure 6‑3. DOI Infrastructure
Model (to be)

1)  []{#_Ref99856176 .anchor}Enterprise Services Network (ESN) --
    project to minimize points of presence on the Internet, standardize
    networks within DOI, centralize administration services and
    procedures, flatten the network and upgrade for improvements in
    protocols.

2)  Enterprise Authentication -- Technology investment to provide
    logical and physical security to via electronic signatures,
    authentication services and digital certificates. The potential for
    integration of these services into the Wildland Fire Management
    architecture will need to be evaluated.

3)  Active Directory -- The creation of a single domain with the
    supporting Lightweight Directory Access Protocol (LDAP), gives the
    opportunity to use the directory in support of applications and
    services access. Given the Wildland Fire Management inter
    departmental community; services such as these would need to be
    evaluated closely.

4)  Enterprise Messaging Service (EMS) -- The DOI moving to a common
    desktop and web access email system to achieve standardization.

5)  Enterprise Web Services (EWS) -- The DOI is planning on centralizing
    web content and the supporting infrastructure to host and manage it.

6)  Financial Business Management System (FBMS) - FBMS is the
    replacement for the FFS system. As a part of the FBMS procurement
    and the subsequent changes to the DOI Financial Architecture,
    Wildland Fire Management interface requirements to the financial
    backend will be affected. Once approved, the Target Blueprint
    Analysis of the DOI Financial Architecture, would be a valuable
    product to incorporate into the investment and system planning cycle
    for Wildland Fire. Common services have been identified within the
    blueprint to facilitate interactions with the new FBMS architecture.

7)  Recreation E-Permitting Business Process Re-engineering - The
    Recreation Modernization Blueprint recommended the business
    re-engineering of how the DOI manages and processes permit requests.
    This activity will need to be monitored for any potential reuse
    within the Wildland Fire Management LOB.

8)  The DOI has procured several technologies with the FBMS contract
    which may provide an opportunity to fill gaps within the technology
    architectures.

9)  DOI's Geospatial One Stop initiatives will need to be assessed for
    project timelines, services availability and scope.

10) Monitoring of the OMB HR E-Government efforts for which services
    would be made available in what time frames. As the investment in
    cross agency E-Government initiatives mature there will potential
    opportunities for authoritative sources for employee identification
    or capabilities to support complex payment methods for contract and
    non-regular duty services.

### Market to other business areas the data that Fire maintains as the source of record. Provide master data records to "customer" business areas like *Recreation*

Just as the Wildland Fire Management community has a strong desire and
need for information that is owned and maintained by other program areas
(Hazmat, Cultural Heritage), it would be beneficial to pro-actively
promote its System of Record information that would provide value to
others. The program should develop a policy for establishing which
systems are the SOR for critical data types. Once this has been
accomplished, the program can promote the reuse of this information. For
example, the use of the weather related information from the National
Weather Service or the RAWS may be of value to the Land Use planning
community or the serious hiker and camper. Burn Area maps obviously have
tremendous value to wildlife and vegetation studies for primary recovery
analysis. This blueprint suggests several mechanisms that would
facilitate the sharing of valuable and reusable information. The
sections that discuss the data warehouse, XML and the management of
geospatial information will all contribute to satisfying this objective.

### Start the process of change management for Service Oriented Architecture.

Service Oriented Architecture requires changes in how organizations
invest, secure, develop, plan, and manage their systems and
infrastructure. The more individuals and supporting organizations
understand about this concept and how it will impact them, the easier
the adjustment can be made. It requires high degree of familiarization,
communication and cooperation.

![](media/image5.wmf){width="7.586805555555555in"
height="7.8694444444444445in"}

[]{#__RefHeading___Toc101343425 .anchor}Figure 6‑4. Wildland Fire
Management LOB Primary Services Model (To-Be)

### Recommendations:

***Recommendation***: Develop Sharing Plan for Reusable Data

-   Develop a System of Record policy for key Wildland Fire Management
    information.

-   Develop a plan to communicate to the other programs, the "shareable"
    data for which the Wildland Fire Management organization is the
    System of Record

-   Use this plan to facilitate the ongoing investment process and
    system development efforts to ensure risks and impacts are clearly
    understood prior to implementations.

***Recommendation***: Monitor all services related activities

-   Develop a Wildland Fire Management plan to monitor the DOI
    horizontal services activities inclusive of FBMS and the 5
    infrastructure projects (on page [33](#_Ref99856176), items 1-5)

-   Use this plan to facilitate the ongoing investment process and
    system development efforts to ensure risks and impacts are clearly
    understood prior to implementations.

-   Request access from the DOI Program Management office to all the
    project schedules, engineering and scope documentation for these
    activities.

-   Use the OCIO website to obtain the modernization blueprints for
    Finance, Recreation and Law Enforcement.
    (<http://dear.nbc.gov/reports>).

***Recommendation***: Start the Change Management Process

-   The OCIO program will be developing a Services Oriented Architecture
    Guidance and Best Practices during the coming fiscal year. Request
    to be on distribution.

## Finding 2: The overall systems architecture and business capability of the Wildland Fire Management program is difficult to manage. The CPIC baseline is an incomplete accounting of the systems portfolio within the DOI CPIC processes.

[]{#__RefHeading___Toc101343410 .anchor}Table 6‑12. Capital Planning
Recommendations

  --------------------------------------------------------------------------------------
  ***Finding   ***Finding   ***Finding***    ***Recommendation***         ***Source***
  Number***    Class***                                                   
  ------------ ------------ ---------------- ---------------------------- --------------
  P-8          CPIC and     Investment       Develop Investment process   Target
               Portfolio    Structure does   consistent with OMB and GAO  Blueprint
               Alignment    not span the     ITIM standards that is open  Analysis
                            breadth of       to the entire Wildland Fire  
                            Wildland Fire    Management community.        

  P-9          CPIC and     No Portfolio     Use the architectural        Observations
               Portfolio    Screening prior  information within the       
               Alignment    within CPIC      blueprint and the Fire       
                                             Encyclopedia to screen the   
                                             new developments and         
                                             re-engineering efforts as    
                                             early in the process as      
                                             possible to preclude         
                                             redundant or misaligned      
                                             expenditures. Develop a      
                                             governance structure for the 
                                             Program.                     

  P-10         CPIC and     ITIM Maturity    Account for all systems -    Target
               Portfolio    Gap -- Not all   infrastructure and mission   Blueprint
               Alignment    systems have     -- within the CPIC cycle.    Analysis
                            investments      This will facilitate Finding 
                                             P-8, P-9. It will\\ also     
                                             facilitate the account model 
                                             to the Exhibit 53.           

  P-11         CPIC and     No Horizontal    Once P-8 is established,     Target
               Portfolio    Investment       strategies need to be        Blueprint
               Alignment    Strategy         developed to support the     Analysis
                                             investment process for       
                                             "shared services" or         
                                             horizontal investments. The  
                                             DOI will be publishing a SOA 
                                             guidance document that will  
                                             facilitate guidance on this  
                                             topic.                       

  P-12         CPIC and     No cross agency  Once P-8 is established,     Target
               Portfolio    and department   develop a means to           Blueprint
               Alignment    prioritization   prioritize investments that  Analysis
                            mechanism for    operate at the program       
                            investments      level. Criteria should be    
                                             driven by the Fire strategic 
                                             plan.                        
  --------------------------------------------------------------------------------------

### Establish a cross-organizational IT portfolio to ensure that investments are appropriate within the Federal Fire mission context in addition to the organizational context

The DOI-wide community and the USFS as well, will need to be a part of
an integrated investment management framework. The Wildland Fire
Management community has done a respectable job of coordinating
investments and fulfilling basic mission needs over the last several
years. They have identified several key areas for further integration.
The future of IT computing is going be based on "services" which will
demand a greater need for planning for key business functions verses a
system build. When building a system, the project can go off and be
"self-contained" and addresses integration issues as new systems come on
line or as old systems change. With the advent of a new computing and
developmental models, the promise to reduce the overall TCO will require
more diligence and understanding of a roadmap to satisfy business needs.
The investment management structure needs to be able to accommodate this
new emphasis and be knowledgeable in not only understanding the business
priorities but the context of how to deliver the services to it. Based
on the As-Is validation meeting held in Boise on April 2^nd^, 2004, the
investment SME's agreed to carry forward this recommendation to the
interagency coordinating organizations in the June timeframe. Results of
the meetings have not been communicated.

### Account for all IT systems within the CPIC process.

Given the criticality of the Wildland Fire Management Program's mission,
it is paramount to have a complete alignment between deployed systems
and new investments in the context of the CPIC process. This should
include 300-1 for systems in O&M and 300 for new investments. Currently
three Exhibit 300 and eighteen Exhibit 300-1 have been filed for FY05
investments. This represents approximately 30% of the list of systems.
Without this, the accounting for IT dollars is compromised and its
performance is not measurable.

### Need for Investment Prioritization Process

Currently, the BLM conducts a CPIC supported Investment Review Board for
Wildland Fire Management IT. Even though the BLM represents the bulk of
the budget and systems, the process was not supported by all the vested
parties. The establishment of business priorities is the critical first
step of the investment process and requires full involvement from the
community. It should be established in a strategic fashion with support
from all the affected parities. This activity should conducted prior to
the full engagement of the CPIC process working from lessons learned,
strategic objectives, political drivers, or major business deficiencies.

### Incorporate full IT System Portfolio Reviews as a part of the Investment Cycle.

The information that is available to evaluate the cost effectiveness of
the investment in the context of the overall LOB architecture is
deficient. The DOI investment processes are typically following the OMB
circular A-11 standard. This addresses many different aspects of the
investment with varying degrees of completeness. With the advent of the
LOB As-Is architectures and the DEAR repository it is now possible to
generate more useful information that will support the IT decision
making process based on the LOB or on the entire enterprise.

### Horizontal (common needs) Investment Strategy

By analyzing the common services and technologies required by the
Wildland Fire Management Program, it is apparent that there are needs
for funding or investment strategies that would provide all system
development efforts with a standard "system component or service" or a
technology product as a "build to" model. The effort would require
shared funding similar in nature to how CPIC reviews systems but would
be focused on the services and technologies that are required by
multiple systems. Without this type of component or architecturally
driven investment strategy it is difficult to for "stove-piped" systems
to evolve to a simpler more cost effective implementation model.
Examples of success for this would be the DOI-wide contract vehicle for
ESRI products. This has established a standard for GIS technology.
However, it is more difficult to articulate and manage the investments
for items found in the Technology and Service Findings like: Content
Management or a security access module that is re-useable across the
LOB.

### Recommendations:

The investment process for an agency, let alone interagency or an
interdepartmental activity is an ambitious undertaking. In order to
begin to realize any of the IT efficiencies that are being made
available to the LOB or to realize improvements in how IT dollars are
currently being allocated, this becomes a strategic initiative. The only
way to glean more value from the allocated dollar is to plan, plan and
plan. In order to address planning, one needs to know priorities and how
to invest money to achieve them. This does not come from parochial or
local perspectives on what the business is attempting to achieve but
from an enterprise view where priorities and tradeoffs for risk and
reward can be applied. The investment board needs to be accountable to
the overall program objectives and their decision be measured against
those as well as the measure of IT improvement. Were we able to support
Fire suppression more effectively with IT? Did we get more for our IT
dollars this year verse last year? Are we reducing our Total Cost of
Ownership?

*[DOI and USFS Integrated Investment Structure:]{.underline}* It is
recommended that the USFS and all the DOI agencies join an integrated
Wildland Fire Management Investment Management Process. A Business
Process Re-engineering (BPR) activity would be required to establish
optimal way to address the issues around budget, existing processes,
portfolio management, reporting and roles and responsibilities The BPR
should address as follow on activities the following findings:

***Recommendation***: Manages the cross-agency evolution of all IT
systems within CPIC cycle.

-   Identify systems without business cases -- generate business cases
    (Exhibit 300, 300-1)

-   Each investment detailed to the level of hardware, software
    development, COTS procurement, network costs, labor (contract and
    internal) with an O&M and development breakout

***Recommendation***: Investment Prioritization process with
business-driven priorities

-   Development of prioritization criteria and a means to rank
    investments.

***Recommendation***: Full IT system portfolio review as a part of
Investment cycle

-   All new investments should be required to investigate, identify and
    document as a part of its submission to the investment process:

    -   Existing systems or new investments that are to be replaced or
        affected

    -   Existing systems or new investments that need or will have the
        same technical services and components

    -   Existing systems or new investments that will remain but have
        redundant business functions

    -   Systems or processes with which it will exchange or access data
        (direct access, transformation or replication)

    -   Conceptual interface diagram

    -   Demonstrated capacity metrics to prove that existing baseline
        infrastructure cannot serve as host

***Recommendation:*** Horizontal (common needs) Investment Strategy

Development of investment model where charges can be assigned to
participating development efforts to help achieve standardization of
technology costs and breakdown stove pipe developments and achieve
services oriented architectures.

## Finding 3: The business area is not currently supported by a systems engineering process integrated with investment and system development life cycles. This missing engineering component increases the risk of a fragmented target architecture and increased long-term system development dollars and O&M costs. 

[]{#__RefHeading___Toc101343411 .anchor}Table 6‑13. System Engineering
Recommendations

  --------------------------------------------------------------------------------
  *Finding   *Finding      *Finding*          *Recommendation*
  Number*    Class*                           
  ---------- ------------- ------------------ ------------------------------------
  P-1        Development   Complex Desktop    Establish a thin client or common
             Model         Interoperability   desktop image for Wildland Fire
                           requirements       

  P-2        Policy Gap    Mobile Computing   Review all mobile security policies
                                              with the DOI. Establish limits of
                                              available practices and communicate
                                              to community.

  P-3        Development   No common system   Develop a system engineering process
             Model         engineering        that supports the development
                           process            initiatives at the program level.

  P-4        Development   Multiple Help      Develop a strategy to simplify and
             Model         Desks              standardize on Help Desk
                                              implementations

  P-5        Development   Fragmented         Develop a Requirements repository
             Model         Requirements       that will facilitate engineering,
                           Management         development and the continuing
                                              integration with all partners.

  P-6        Development   Fragmented         Integrate and consolidate change
             Model         Configuration      management efforts and processes to
                           Management         support the complete portfolio

  P-7        Development   No Configuration   Establish a DOI-wide CM Board to
             Model         Management Board   ensure interoperability, mitigate
                                              risks at deployment and manage data
                                              exchange and interface issues.
  --------------------------------------------------------------------------------

Even though the track record for recent system developments and
acquisitions has been demonstrated to be successful by the Wildland Fire
Management community, there are still areas that should be considered
for improvement. This finding becomes especially significant in the
context of the services model discussed in sections 6.1 and 6.2. The
area of system engineering will provide opportunities for cost savings
if employed early in the development of business cases and system
development (particularly requirements development and management and
pre-acquisition).

### Development of System Engineering Process

With the advent of services-based computing and in the interest of
increasing the value of IT investments, it would be imperative to have a
common Wildland Fire Management systems engineering process and
supporting roles and responsibilities that are integrated into the
interagency investment and system development life cycles. Investments
in proper engineering based on target architectures will ensure longer
term reduction in system development dollars and O&M costs. The system
engineering process would define roles and responsibilities for
requirements management, risk assessment of baseline issues, technology
evaluations, system designs and interface designs. The resulting
engineering practices should be predicated on the CMMI models.

### Requirements Management 

The methodology has revealed numerous cases where there are requirements
generated and satisfied many times over. The need to develop a
requirement baseline will not only support system development efforts
but will facilitate a business case understanding and shared services
development.

### Wildland Fire Management Configuration Management Board

The methodology has uncovered multiple versions of system tools and
capabilities. This introduces complexity when integrating a desktop
configuration; software upgrades releases or unnecessary challenges when
systems are interfacing with one another. There are numerous examples of
multiple versions of Oracle RDBMS, ESRI products, Webservers etc...
deployed within the LOB infrastructure. One consequence of no version
control on the "baseline" is new deployments tend to seek out new
infrastructure because of potential conflicts. This type of reaction is
understandable when there is no mechanism to ensure a stable baseline.
Similarly, if the interfaces models are not defined and controlled, the
tendency is to create ones own to ensure the project stays on track and
schedule. Albeit, with the best of intentions, the combinatorial effect
of numerous projects engineering their own solutions, is a contributing
factor to the TCO and complexity.

### Help Desk Consolidation 

Similar in nature to systems seeking their own deployment
infrastructure, projects take on the task of developing what can be
enterprise support services. Table 6-14 lists a multitude of Help Desk
implementations designed to serve at the system or application level.
This suggests an opportunity to evaluate a more consolidated or
integrated approach to support the LOB. Using the inventory of systems,
the LOB would need to identify the complete inventory of help desk
implementations. The LOB should develop a strategy and a plan to move to
a more integrated state of user support. The LOB can facilitate this
problem while moving to a common platform and method. Without this type
of tool, it gets hard to make an assessment of how effectively the IT
investment has been spent.

[]{#__RefHeading___Toc101343412 .anchor}Table 6‑14. Sample of Help Desk
Implementations

  -----------------------------------------------------------------------
  ***System***                        ***Help Desk Approach***
  ----------------------------------- -----------------------------------
  Safenet                             Help File/FAQ and Email

  Alaska Fire Service Weather         Help File/FAQ and Email
  Database                            

  Alaska Fire Service Team Web Sites  Help File/FAQ and Email

  Alaska Lightning Detection Network  Help File/FAQ and Email

  Alaska Teletype System              

  Automated Storage Conversion and    
  Distribution System                 

  Computer Aided Hazard Information   2 Help Desks (FS, DOI)
  System                              

  Emergency Fire Fighter Pay          

  Fire --GBCOO eforms                 

  Geomac                              Help File/FAQ and Email

  IAMS -Spatial                       

  Incident Qualifications and         Help Desk
  Certification System                

  National Fire Plan Operations and   Help Desk (BAH)
  Reporting System                    

  Wildland Fire Management            Individual sub-system Help Desks
  Information System                  

  Reimbursable Project Billings       
  System                              

  Shared Applications Computer System 

  Automated Flight Following System   Help Desk
  -----------------------------------------------------------------------

### Desktop Interoperability

During meetings with the Subject Matter Experts (SME), it was noted that
establishing a sound operating computer for an individuals at a foreign
site was continuously causing problems and delays. IT staff have spent a
considerable amount of resources working through establishing basic
services. The CA State Forestry CIO estimates that 30% of his staff time
is spent setting up and maintaining individual workstations for visiting
workers during the critical startup phase of a fire's suppression.
Similarly, the BLM has been holding numerous planning meetings
attempting to address the security, Active Directory, Desktop standards
issues revolving around the mobile fire workers. Typically, the tasks
get completed but is it the most efficient means to an end? Can a DOI
standard Fire system image or a secure network access model be
developed, to facilitate the mobile fire workforce?

### Mobile Computing Security Policy

The Wildland Fire Management community SMEs identified the value of
moving to a mobile computing based architecture for its applications. It
is apparent to SMEs and other LOBs who are responsible for the health
and safety of the citizen and property to have the DOI Security Guidance
articulate "reasonable exceptions" to the policies when conducting
incident operations. This issue needs to be clearly understood by the
program community as a key to developing new capabilities. The Best
Practice calls for the evolution to the mobile computing model when
security can be guaranteed.

### Recommendations 

It is recommended that a Wildland Fire Management Community proceed with
the implementation of the following:

***Recommendation***: Manage the evolution of system lifecycles LOB/wide
and support the investment process for LOB system inventory and
investments. Responsibilities would include:

-   Identify systems without business cases -- generate business cases

-   Support the CM process, provide risk analysis and mitigation

-   Each investment detailed to the level of hardware, software
    development, COTS procurement, network costs, labor (contract and
    internal) with an O&M and development breakout

***Recommendation***: Establish a LOB-wide requirements library.

-   Assign content ownership to the appropriate business stewards

-   Assign LOB library maintenance to the NWCG PMO

-   Implement cross-agency LOB change processes

-   Facilitate the outreach of the available requirements and supporting
    mappings to systems, technologies and services to new systems
    development and investment efforts.

***Recommendation***: Establish a LOB DOI-wide Configuration Management
Board supported by Systems Engineering.

-   Manage the release process for baseline technologies

-   Manage the interface standards and methods for the systems

-   Manage the requirements and system designs to ensure design
    alignment with requirements allocation and target states.

***Recommendation***: Consolidate Help Desks

-   Complete the evaluation of existing help desks

-   Develop a strategy and plan to normalize the service throughout the
    LOB

-   Introduce performance metrics to support the overall effectiveness
    of the IT system deployment

-   Use as a channel into the LOB Configuration Management Board for
    problem definitions and reporting

***Recommendation***: Desktop interoperability

-   Investigate, develop and test a Wildfire standard image that
    reflects the tools required for the wildfire community.

-   Continue to move to a server based computing model which will
    mitigate the dependencies on Desktop integration.

-   Develop Active Directory Services DOI-wide with profiles that map to
    the Wildland Fire Management worker that ensure security and
    accessibility to required services.

***Recommendation***: Establish Fire Mobile Computing Security Policy

Evaluate the DOI policy on Security for Mobile computing
http://web.blm.gov/internal/wo-500/directives/dir-04/im2004-169.html

-   Identify barriers to implementation and improvements

-   Articulate exceptions based strategy and justification

-   Develop exceptions policy

-   Communicate Exceptions policy to LOB

## Finding 4: Within the Fire organizations, there are a fixed number of business functions that are enabled through a multitude of systems and technologies. In many instances, a single function is enabled by more than one system. In other instances, critical systems are not interfaced appropriately to other dependent systems.

The Target Blueprint Analysis methodology has identified a series of
systems that share a large degree of functionality with other systems in
the LOB's portfolio or will require re-engineering due to technical
obsolescence. (See Table 6-15) The business redundancy and subsequent
evaluation of technology, performance, services and data may result in
one of the following recommendations:

a)  identification of systems that need to have their detailed
    requirements understood prior to determining if they should be
    decommissioned or transitioned to another existing system due to
    business functional redundancy,

b)  systems that need to be re-developed due to technology obsolescence,
    data and business functionality redundancy,

c)  need to be re-engineered to accommodate new services and
    capabilities coming on line and operate with a new role in the
    architecture,

d)  need to be turned off with no transitioning -- no redeemable value,

e)  need to be transitioned or merged to target state application.

See the reports in Appendix A. and the system scoring sheet in Appendix
B. for the supporting analytical information.

### System Redundancy 

[]{#__RefHeading___Toc101343413 .anchor}Table 6‑15. Systems Redundancy
Analysis

+--------+-------------+------------+-----------------------+-------+
| ***    | ***System   | ***DOI     | ***Strategy***        | *     |
| Owning | in          | S          |                       | **Rec |
| O      | Question*** | tandard*** |                       | ommen |
| rg.*** |             |            |                       | datio |
|        |             |            |                       | ns*** |
+========+=============+============+=======================+=======+
| BLM -  | Alaska Fire | Wildland   | Perform requirements  | A     |
| AFS    | Service     | Fire       | validation with AK    |       |
|        | Fire        | Management | Weather with          |       |
|        | Weather     | I          | intention of          |       |
|        | Database    | nformation | migrating to WFMIS or |       |
|        |             | System     | service access model. |       |
|        |             | (WFMIS)    | Target single model   |       |
|        |             |            | with potential        |       |
|        |             |            | multiple instances    |       |
|        |             |            | based on network      |       |
|        |             |            | requirements.         |       |
+--------+-------------+------------+-----------------------+-------+
| BLM -  | Alaska Fire | ICBS is    | Move to single cache  | E     |
| AFS    | Stores(In   | standard   | management.           |       |
|        | Protrac)    | for DOI.   |                       |       |
+--------+-------------+------------+-----------------------+-------+
| BLM -  | Alaska      | Redundant  | Requirements          | A     |
| AFS    | Lightning   | fun        | validation with AK    |       |
|        | Detection   | ctionality | lighting Detection    |       |
|        |             | with       | with intention of     |       |
|        |             | Wildland   | migrating to WFMIS or |       |
|        |             | Fire       | service model.        |       |
|        |             | Management | Consideration for the |       |
|        |             | I          | existing licensing    |       |
|        |             | nformation | and contracts         |       |
|        |             | System     | constraints for CONUS |       |
|        |             | (WFMIS)    | lightning data must   |       |
|        |             |            | be investigated.      |       |
+--------+-------------+------------+-----------------------+-------+
| BLM -  | Alaska      | Redundant  | Perform Requirements  | A     |
| AFS    | Teletype    | fun        | validation with AK    |       |
|        | System      | ctionality | Teletype and other    |       |
|        |             | with       | messaging solutions.  |       |
|        |             | existing   | Proprietary system is |       |
|        |             | email      | well integrated into  |       |
|        |             | ap         | operations model.     |       |
|        |             | plications |                       |       |
|        |             | and ROSS   |                       |       |
|        |             | Dispatch   |                       |       |
|        |             | Messaging  |                       |       |
|        |             | System     |                       |       |
|        |             | (DMS)      |                       |       |
+--------+-------------+------------+-----------------------+-------+
| B      | WILDCAD     | No DOI     | Perform Requirements  | A     |
| LMOF&A |             | standard   | validation for        |       |
|        |             | for        | interagency initial   |       |
|        |             | Initial    | attack solution.      |       |
|        |             | Attack.    |                       |       |
+--------+-------------+------------+-----------------------+-------+
| USFWS  | FMIS        | No DOI     | Perform requirements  | A     |
|        |             | standard   | validation Resulting  |       |
|        |             | for        | data only reflects    |       |
|        |             | Inc        | the role of the       |       |
|        |             | ident/Fire | USFWS- Manages        |       |
|        |             | Reporting. | projects and fire     |       |
|        |             |            | occurrence            |       |
|        |             |            | information.          |       |
+--------+-------------+------------+-----------------------+-------+
| USFWS  | FireBase    | No DOI     | Planned migration to  | E     |
|        |             | standard.  | FPA2 in 2009          |       |
+--------+-------------+------------+-----------------------+-------+
| B      | GBOCOO      | No DOI     | Perform requirements  | A     |
| LMOF&A |             | standard   | analysis. This system |       |
|        |             | for online | may overlap with ICBS |       |
|        |             | cache      | and FBMS, System is   |       |
|        |             | ordering   | being built to        |       |
|        |             |            | support ordering      |       |
|        |             |            | items other than fire |       |
|        |             |            | fighting gear for     |       |
|        |             |            | Wildland Fire         |       |
|        |             |            | Management community. |       |
|        |             |            | It is a forms based   |       |
|        |             |            | system that could be  |       |
|        |             |            | satisfied with basic  |       |
|        |             |            | shopping cart items   |       |
|        |             |            | with restrictions of  |       |
|        |             |            | customer types.       |       |
|        |             |            | Captures financial    |       |
|        |             |            | transactions~~.~~     |       |
+--------+-------------+------------+-----------------------+-------+
| USGS   | WildFire    | No DOI     | Perform requirements  | A     |
|        | Data        | standard   | analysis to determine |       |
|        | Ordering    | for GIS    | best solution for GIS |       |
|        | System      | Data       | data ordering.        |       |
|        |             | Ordering   |                       |       |
+--------+-------------+------------+-----------------------+-------+
| B      | ASCADS      | ASCADS     | Technology refresh -- | A     |
| LMOF&A |             |            | Reengineer to service |       |
|        |             |            | model ... plays       |       |
|        |             |            | critical role is RAWS |       |
|        |             |            | distribution~~.~~     |       |
+--------+-------------+------------+-----------------------+-------+
| BLM    | R           | No DOI     | Investigate this      | A     |
|        | eimbursable | standard   | system with respect   |       |
|        | Projects    | for        | to FBMS, and a common |       |
|        | Billing     | re         | mechanism for cross   |       |
|        | System      | imbursable | organizational        |       |
|        |             | bi         | accounting.           |       |
|        |             | lling~~.~~ |                       |       |
+--------+-------------+------------+-----------------------+-------+
| BLM    | Incident    | I-Suite is | Plans to be           | E     |
| AFS    | Command     | the        | incorporated into     |       |
|        | Easy        | current    | I-Suite 2004; ( IBA   |       |
|        | Computer    | i          | (USDA) is business    |       |
|        | Application | nteragency | requirements          |       |
|        |             | standard   | development for       |       |
|        | (ICECAP)    | for        | future Incident       |       |
|        |             | incident   | Management. -- Not    |       |
|        |             | based      | funded for            |       |
|        |             | a          | development.          |       |
|        |             | utomation. |                       |       |
+--------+-------------+------------+-----------------------+-------+
| BLM    | Utah Wild   | There is   | Product is at end of  | E     |
|        | Fire Attack | currently  | life. Use WildCad as  |       |
|        | Dispatch    | no DOI     | interim while Target  |       |
|        | Application | standard   | state solution is     |       |
|        |             | for        | identified.           |       |
|        |             | Initial    |                       |       |
|        |             | Attack.    |                       |       |
+--------+-------------+------------+-----------------------+-------+
| OS     | FireCode    | FireCode   | Requirements          | C     |
|        |             | is the     | validation with       |       |
|        |             | current    | FIRECODE with         |       |
|        |             | i          | intention of          |       |
|        |             | nteragency | interfacing critical  |       |
|        |             | system of  | information from      |       |
|        |             | record for | system to dependent   |       |
|        |             | fire       | business systems      |       |
|        |             | s          | inclusive of new      |       |
|        |             | uppression | Financial Business    |       |
|        |             | financial  | Management System     |       |
|        |             | accounting | (FBMS). FireCode's    |       |
|        |             | codes      | System Layering leads |       |
|        |             |            | to redundant data     |       |
|        |             |            | entry and risk for    |       |
|        |             |            | proper traceability   |       |
|        |             |            | and accounting -      |       |
|        |             |            | Overall business      |       |
|        |             |            | requirements were not |       |
|        |             |            | being provided by     |       |
|        |             |            | compartmentalized     |       |
|        |             |            | systems. Fire Code    |       |
|        |             |            | built on top of       |       |
|        |             |            | systems to provide    |       |
|        |             |            | business              |       |
|        |             |            | intelligence. Data    |       |
|        |             |            | not being reused but  |       |
|        |             |            | being stored          |       |
|        |             |            | redundantly in        |       |
|        |             |            | numerous systems in   |       |
|        |             |            | the main process line |       |
|        |             |            | (ROSS, ISUITE (FS),   |       |
|        |             |            | Situation Report,     |       |
|        |             |            | Fire Report, FFS, and |       |
|        |             |            | FIFS (FS). Need to    |       |
|        |             |            | establish fundamental |       |
|        |             |            | unique work           |       |
|        |             |            | identifier that is    |       |
|        |             |            | across the program.   |       |
|        |             |            | Needs to include      |       |
|        |             |            | incidents,            |       |
|        |             |            | treatments, fire use  |       |
|        |             |            | and permitting. See   |       |
|        |             |            | Figure 6.01.          |       |
+--------+-------------+------------+-----------------------+-------+

***Reminder:*** This evaluation of the DOI systems inventory against
itself and not the full suite of the USFS systems. Exceptions to this
are systems like ROSS where the USFS is the managing partner but the DOI
has invested significantly in its implementation and it is core
operations to DOI. Similarly NFPORS and the FPA efforts are considered.
An evaluation inclusive of the USFS system inventory would yield
additional benefits.

### System Interface Complexity

The following section articulates a common challenge in the evolution
legacy systems developed within a programmatic or organizationally
driven funding and investment cycle. See Figure 6-5 for a view of the
current interface model and its associated complexity resulting from
these influences. Often, systems are designed and implemented to serve
an initial objective. Once made available, the value of the information
or services that it provides becomes more apparent and desirable to
access. The demand for access to information incrementally is requested
with no concept for interface control and data exchange standards. The
system becomes more critical and the pressure builds to maintain the
numerous formats, standards and technologies to ensure business
continuity (ASCADS). Without planning, a systems success can become an
obstacle. Conversely, systems built with tightly coupled functionality
that cannot be exposed to other systems but require a logical business
connection (FireCode), introduce a different type of interface
complexity. They require redundant data entry and quality assurances
practices that assures the critical business logical connections are
maintained.

![](media/image6.wmf){width="15.00625in" height="9.004861111111111in"}

[]{#__RefHeading___Toc101343426 .anchor}Figure 6‑5. Wildland Fire
Management As-Is System Interface Model

***Recommendation***: Develop an Enterprise Application Integration
(EAI) strategy that will address the burden of interface maintenance,
lack of primary identifier for fire use, treatments, permits and
incidents as well as the supporting data exchange requirements over a
five year life cycle. The IEA believes that a fundamentally different
approach to development will need to occur based on a Service Oriented
Architecture (SOA). For example: any work activity performed by the LOB
whether it is a treatment or false alarm, permit request etc... could be
identified as a general unit of work and be able to call a service to
account for time, identify available resources or associate the request
to geographic services. With the establishment of work identity on the
front end of the process the integration of warehouse information,
strategic planning and budgetary planning attain higher degrees of
validity. There would fewer resources spent of double keying
information, more reliable information and greater insight into tracking
for expenditures and all forms of resources. Additionally, it would
provide a more flexible IT architecture to respond to changing business
needs. This strategy would require the USFS business processes and
system capabilities as a part of the design. The EAI strategy needs to
address not only inter application model but the application to
warehouse/data mart, data interface to new finance systems (FBMS) and
the data exchange and workflow model with partners (California Division
of Forestry). See Figure 6-4 for the suggested target EAI model. The
strategy needs to be:

a)  based on Service Oriented Architecture (SOA) using web services,

b)  XML based fire schema for exchange and transfer, (similar to the
    EM-XML being developed for emergency management).

c)  A clear understanding of the legacy and target systems architecture
    and their constraints and limitations,

d)  A clearly documented interface specification where the EAI needs to
    integrate older technologies,

e)  Cleary defined business rules for data exchange and interfacing,

f)  System of Record establishment,

g)  An investment and communication strategy

h)  Based on common, interoperable business processes and process
    automation using BPEL

Table 6-16 identifies some of the interface challenges that can be
addressed with a coordinated strategy for Enterprise Application
Integration (EAI). Additionally, the TBA has developed a near and long
term transition strategy based on the assessment of the existing service
needs and quality of the current systems in being able to fulfill those
needs. These perspectives provide a complement to the EAI figure and
describe the target systems and services with transition and time
dimension. They should be used to evaluate the new investments or the
re-engineering strategies of the LOB. These perspectives can be seen in
Figure 6-6 (Near Term) and Figure 6-7 (Long Term). There are numerous
other inter-application interfaces occurring within the cross department
LOB's architecture, that when analyzed, should produce additional
efficiencies.

An example of interface simplification could be the publication and
exchange of Wildland Fire Management Incident status (text and
geo-spatial) information through Fire-ML. By leveraging industry
standards and best practices from GML (Geographic Markup Language)
provided by the Open GIS consortium (<http://www.opengis.net/gml>) and
Fire-ML the status information can be derived from the main databases
and published to all outreach sites and supporting communication portals
in a much more efficient fashion or shared with existing systems that
need this information to support the business processes. Similarly, the
developments within incident management and message notification
(EM-MSG) (http://www.oasis-open.org/committees/tc_home.php) can provide
a standardized means for the program to exchange data with partners at
all levels of the government. Since the publication of the draft
blueprint, OASIS in cooperation with the Open GIS consortium has
published the Common Alerting Protocol (CAP) to support the exchange of
incident information between first responders.

***Recommendation***: Assign a representative to the EM-XML working
teams to keep abreast of standards development. Adopt the CAP standard.

[]{#__RefHeading___Toc101343414 .anchor}Table 6‑16. Wildland Fire
Management System Interface Issues

+--------+-------------+--------------------+--------------------------+
| ***F   | ***Finding  | ***Finding         | ***Recommendation***     |
| inding | Type***     | Description***     |                          |
| N      |             |                    |                          |
| ame*** |             |                    |                          |
+========+=============+====================+==========================+
| S-18   | ASCADS      | Supports multiple  | Compatibility with XML   |
|        |             | systems interfaces | needs to be established. |
|        |             | for its product.   |                          |
|        |             | Build web service  | Move ASCADS to warehouse |
|        |             | or publish to      | (historical and current) |
|        |             | integrated         | and develop common       |
|        |             | spatially enabled  | access method as a       |
|        |             | data store.        | service.                 |
|        |             | Currently ASCADS   |                          |
|        |             | acts as a server   |                          |
|        |             | to feed data to    |                          |
|        |             | the Alaska Fire    |                          |
|        |             | Service (AKAFS),   |                          |
|        |             | the National       |                          |
|        |             | Weather Service    |                          |
|        |             | (NWS), the Western |                          |
|        |             | Regional Climate   |                          |
|        |             | Center (WRCC), the |                          |
|        |             | BLM Wildland Fire  |                          |
|        |             | Management         |                          |
|        |             | Information (WFMI) |                          |
|        |             | system, and the    |                          |
|        |             | Weather            |                          |
|        |             | Information        |                          |
|        |             | Management System  |                          |
|        |             | (WIMS).            |                          |
+--------+-------------+--------------------+--------------------------+
| S-11   | EffPay      | Firefighter        | System Replaced by       |
|        |             | Retirement system  | Casual Pay in December   |
|        |             | requires double    | 2004. Hosted at NBC      |
|        |             | key entry to align | FPPS. Joint use by USDA  |
|        |             | actual efforts to  | and DOI. Still requires  |
|        |             | planned            | double keying from       |
|        |             | compensation. No   | incident time tracking   |
|        |             | leveraging of data |                          |
|        |             | entered into       |                          |
|        |             | payroll (Effpay)   |                          |
+--------+-------------+--------------------+--------------------------+
| S-12   | FireCode    | System Layering    | FireCode needs to be     |
|        |             | leads to redundant | evaluated in the context |
|        |             | data entry -       | of FBMS and the services |
|        |             | Overall business   | it can provide.          |
|        |             | requirements were  | Investigate if the FBMS  |
|        |             | not being provided | contract will allow for  |
|        |             | by                 | an analysis to use its   |
|        |             | compartmentalized  | capabilities to ensure   |
|        |             | systems. Fire Code | integration of financial |
|        |             | built on top of    | and budgetary data.      |
|        |             | systems to provide |                          |
|        |             | business           |                          |
|        |             | intelligence. Data |                          |
|        |             | not being reused   |                          |
|        |             | but being stored   |                          |
|        |             | redundantly in     |                          |
|        |             | numerous systems   |                          |
|        |             | in the main        |                          |
|        |             | process line       |                          |
|        |             | (ROSS, ISUITE      |                          |
|        |             | (FS),Situation     |                          |
|        |             | Report, Fire       |                          |
|        |             | Report, FFS, FIFS  |                          |
|        |             | (FS)               |                          |
+--------+-------------+--------------------+--------------------------+
| Future | Wildland    | IMARS program is   | Plan for integration --  |
| Int    | Fire        | planning for an    | establish methods and    |
| erface | Management  | interface to the   | data exchange            |
|        | Program     | FPA system.        | requirements             |
| Requi  | Analysis    |                    |                          |
| rement | (WFPA)      |                    |                          |
+--------+-------------+--------------------+--------------------------+
| Future | National    | IMARS program is   | Plan for integration --  |
|        | Fire Plan   | planning for an    | establish methods and    |
| Int    | Operations  | interface to the   | data exchange            |
| erface | & Reporting | NFPORS system.     | requirements             |
|        | System      |                    |                          |
| Requi  | (NFPORS)    |                    |                          |
| rement |             |                    |                          |
+--------+-------------+--------------------+--------------------------+
| S-13   | Weather     | Develop single     | Need to coordinate with  |
|        | Service     | interface through  | partners to provide      |
|        | Interface   | a service to reuse | information in           |
|        |             | the NOAA weather   | extensible formats.      |
|        |             | information        | Ensure NWS service meets |
|        |             | services-Negotiate | needs.                   |
|        |             | with NOAA to       |                          |
|        |             | provide this       |                          |
|        |             | information as a   |                          |
|        |             | web-service.       |                          |
|        |             |                    |                          |
|        |             | NOTE: NOAA         |                          |
|        |             | interface service  |                          |
|        |             | is in a pilot      |                          |
|        |             | implementation.    |                          |
+--------+-------------+--------------------+--------------------------+
| D-5    | Data        | Need monitoring    | Adopt the CAP standard   |
|        | Exchange    | and assessments of | from OASIS. Need to      |
|        | Standards   | the developments   | continue coordinate with |
|        |             | of XML exchange    | Law Enforcement, FEMA    |
|        |             | standards in       | and DHS. This will need  |
|        |             | support of         | to be accomplished to    |
|        |             | emergency          | interoperate with these  |
|        |             | response.          | organizations for        |
|        |             |                    | continuing operational   |
|        |             |                    | efficiencies at all      |
|        |             |                    | levels of commercial and |
|        |             |                    | government support.      |
|        |             |                    | Monitor the evolution of |
|        |             |                    | the emergency XML        |
|        |             |                    | protocols in the context |
|        |             |                    | of the National Incident |
|        |             |                    | Management System (NIMS) |
+--------+-------------+--------------------+--------------------------+
| D-7    | Data        | No standard        | Develop standard         |
|        | Tra         | methodology or     | methodology for moving   |
|        | nsformation | repository for     | data to and from the     |
|        |             | data "warehouse"   | warehouse. FPA has       |
|        |             | or "mart"          | embarked on this effort  |
|        |             | capabilities.      | from their system        |
|        |             |                    | perspective. There needs |
|        |             |                    | to be a broader          |
|        |             |                    | capability to move data  |
|        |             |                    | in a common fashion to   |
|        |             |                    | and from the warehouse.  |
|        |             |                    | Applications like        |
|        |             |                    | NFPORS, the modeling     |
|        |             |                    | simulation tools.        |
|        |             |                    | Weather analysis would   |
|        |             |                    | all benefit from this    |
|        |             |                    | strategy.                |
+--------+-------------+--------------------+--------------------------+

![](media/image7.wmf){width="11.759722222222223in"
height="6.833333333333333in"}

[]{#__RefHeading___Toc101343427 .anchor}Figure 6‑6. Recommended near
term Transition Sequence for Systems and Services

![](media/image8.wmf)

[]{#__RefHeading___Toc101343428 .anchor}Figure 6‑7. Recommended long
term Transition Sequence for System and Services

## Finding 5: Geo-spatial Architecture

The Wildland Fire Management community and the DOI have been pioneers in
the development and use of geo-spatial technologies for the past 30
years. Highly innovative applications like RAWS, Lightning and the old
MOSS (Map Overlay and Statistical System) were in their day cutting edge
capabilities designed to solve critical business issues on a very large
scale. These challenges have not gone away while the readiness of
technology and the approach to system have matured dramatically. The
COTS technology for GIS is a series of building blocks while the
Internet, SOA, web services and open standards supply a rich and
powerful way to integrate these capabilities. As cited in the GAO Report
for Wildland Fire Management and GIS, the community is ripe to take full
advantage of the analytical and visualization capabilities of the
technologies. Within DOI many have. Unfortunately, the level of
integrated planning does not conform to enterprise standards. Systems
are still implemented in desktop applications, use redundant data
stores, or copy the critical data to local Access databases and produce
it in proprietary formats. Enterprise GIS capabilities are available
today. Enterprise GIS planning and integration is still waiting to
happen. The fire community with its pressing need for quality
geo-spatial information and analytical capabilities is probably the most
motivated LOB to drive the enterprise vision. Numerous local
organizations have successfully integrated their GIS world to "their"
enterprise level demonstrating successful stepping stone pilots. The
opportunity for the Wildland Fire Management is rich. The following is a
list of GIS-related issues found when exercising applications,
evaluating architectural artifacts or FY05 investments taken from the
systems, data, technology and services and business sections of the F&R
Executive Summary and presented as an integrated set of findings and
recommendations in Table 6-17.

[]{#__RefHeading___Toc101343415 .anchor}Table 6‑17. Geospatial Issues
and Recommendations

+--------+-----------+---------+---------------------------------------+
| ***F   | *         | ***Fin  | ***Recommendations***                 |
| inding | **Finding | ding*** |                                       |
| Num    | Type***   |         |                                       |
| ber*** |           |         |                                       |
+========+===========+=========+=======================================+
| D-1    | Redundant | Re      | Evaluate the existing interface       |
|        | Standards | dundant | design standards --reconcile to one.  |
|        | for       | Design  | Establish in Requirements library the |
|        | Ge        | and     | standard for future application       |
|        | o-spatial | impleme | development efforts.                  |
|        | access    | ntation |                                       |
|        | and       | efforts | Establish OGC services as the spatial |
|        | methods.  |         | access method.                        |
|        |           |         |                                       |
|        |           |         | Ensure development and technology     |
|        |           |         | procurements conform to OGC           |
|        |           |         | standards. Apply newly adopted        |
|        |           |         | interface standards and access        |
|        |           |         | standards during major O&M release or |
|        |           |         | new development                       |
+--------+-----------+---------+---------------------------------------+
| B-10   | Ge        | In      | Integrate National Map, Landsat,      |
|        | o-spatial | tegrate | LandFire, GEOMAC, NFPORS,             |
|        | In        | N       |                                       |
|        | tegration | ational | IAMS Spatial                          |
|        | Strategy  | Map,    |                                       |
|        | for       | L       |                                       |
|        | s         | andsat, |                                       |
|        | upporting | La      |                                       |
|        | data      | ndFire, |                                       |
|        | sources   | GEOMAC, |                                       |
|        | and       | NFPORS, |                                       |
|        | services  |         |                                       |
|        |           | IAMS    |                                       |
|        |           | Spatial |                                       |
+--------+-----------+---------+---------------------------------------+
| S-14   | Re-En     | GEOMAC, | Program should develop common plan    |
|        | gineering | ROSS,   | for the re-engineering of the core    |
|        | of        | FPA,    | Fire business applications to         |
|        | Ge        | WFMIS,  | integrate with one geo-spatial        |
|        | o-spatial | IAMS-S  | architecture.                         |
|        | systems   | patial, |                                       |
|        | arc       | FEAT    |                                       |
|        | hitecture | ,NFPORS |                                       |
|        | to common |         |                                       |
|        | services  |         |                                       |
|        | model     |         |                                       |
+--------+-----------+---------+---------------------------------------+
| S-14   | Leverage  | System  | Adopt standard meta data catalog from |
|        | Shared    | Reuse   | e-government efforts.                 |
|        | FGDC      |         |                                       |
|        | c         |         |                                       |
|        | apability |         |                                       |
+--------+-----------+---------+---------------------------------------+
| D-1    | GIS       | Non-s   | Coordinate the development of key     |
|        | Standards | tandard | data standards with the               |
|        |           | Data    | re-engineering and investment         |
|        |           |         | activities. Identify which standards  |
|        |           |         | are required, use the investment to   |
|        |           |         | drive the standardization.            |
+--------+-----------+---------+---------------------------------------+
| D-2    | G         | Re      | Consolidate to a single integrated    |
|        | eospatial | dundant | geo-spatial repository. Physical      |
|        | Rep       | Data    | infrastructure may be distributed but |
|        | ositories |         | it should be seen logically as one.   |
|        | --        |         |                                       |
+--------+-----------+---------+---------------------------------------+
| D-3    | LandFire  | Not     | This investment needs to address the  |
|        |           | being   | ordering, delivery and management of  |
|        |           | d       | the information or coordinate with    |
|        |           | esigned | existing services like ROSS to ensure |
|        |           | to be a | a full work flow.                     |
|        |           | part of |                                       |
|        |           | the     |                                       |
|        |           | W       |                                       |
|        |           | ildland |                                       |
|        |           | Fire    |                                       |
|        |           | Man     |                                       |
|        |           | agement |                                       |
|        |           | pro     |                                       |
|        |           | duction |                                       |
|        |           | or      |                                       |
|        |           | p       |                                       |
|        |           | lanning |                                       |
|        |           | cycle.  |                                       |
+--------+-----------+---------+---------------------------------------+
| D-3    | Land      | Po      | Data collection effort will require a |
|        | Fire,     | tential | centralize repository to manage the   |
|        | Sagebrush | Data    | results of this information for reuse |
|        | Mapping,  | Reuse   | potential.                            |
|        | Great     |         |                                       |
|        | Basin     |         |                                       |
|        | Live      |         |                                       |
|        | Moisture  |         |                                       |
+--------+-----------+---------+---------------------------------------+
| D-4    | Land Fire | Po      | Risk mitigation strategy needs to be  |
|        |           | tential | developed. If the products LandFire   |
|        |           | Data    | produces become of value to the       |
|        |           | Gap     | community, there will need to be an   |
|        |           |         | image provider backup if the Landsat  |
|        |           |         | 7 sensor or its archive no longer has |
|        |           |         | the required information available.   |
+--------+-----------+---------+---------------------------------------+

### Recommendations:

***Recommendation***: Establish via the NWCG Geospatial Task Group to do
the following:

A)  Evaluate the existing interface design standards -- reconcile to
    one.

B)  Establish in Requirements library the standard for future
    application development effort,

C)  Establish OGC services as the spatial access method for future
    development efforts,

D)  Ensure that future development and technology procurements conform
    to OGC standards -- provide boiler plate language in support of
    contracts,

E)  Assign a participant to the EM-XML working group
    (<http://xml.coverpages.org/emergencyManagement.html>)

F)  Apply newly adopted interface standards and access standards during
    next major O&M release or new development
    release.![](media/image9.jpeg){width="3.1597222222222223in"
    height="2.7736111111111112in"}

***Recommendation***: Develop an *actionable* integration strategy and
project for the variety of DOI-wide geo-spatial initiatives that pertain
to Wildland Fire. It is not enough to say that an investment will
support the business of Wildland Fire. It must be a known commodity and
integrated into the development schedules of the respective activities.
This will require the support of the System Engineering team that has
been recommended earlier in the report. After reviewing, the business
cases for National Map, EGIM, Geospatial One Stop, NILS, GEOMAC, and
LandFire and the variety of requirements for spatial data within FPA,
NFPORS, FEATS, ROSS etc..., there is no published strategy to integrate
these activities with the Fire applications. There is no structured
development model or plan from which to begin to assess how to make
these items interoperable

[]{#__RefHeading___Toc101343429 .anchor}Figure 6‑8. Service Oriented
Architecture SLA Model

as a service. The Wildland Fire Management community has requirements
for both an interactive and product delivery model for geo-spatial
products and information. With the need to be able to establish mobile
detached work camps with limited network connectivity, the need to be
able to extract the required products and information and have it
delivered to the incident team is a required functionality. (See Figure
6-9.) The internal business practices of planning, treatments, training
and modeling and simulation would benefit dramatically from the
interactive service model as defined in Figure 6-10. Even though there
are numerous geospatial architecture activities ongoing at the DOI, it
is unclear how the Wildland Fire Management LOB would integrate with
them. The two business models that have been identified can represent
the LOBs requirements to the DOI Geo-spatial efforts. Assuming that the
DOI efforts can accommodate the LOB needs, the implications for
re-engineering of the Wildland Fire Management applications to take
advantage of these services will still need to be addressed. The LOBs
will need to establish Service Level Agreements (SLA) (see Figure 6-8)
with these support services investments to ensure:

1.  quality of service,

2.  functional requirements,

3.  data requirements,

4.  data exchange standards and mechanisms,

5.  clear division of labor for system rollout and support.

**Note:** The blueprint analysis recognizes that some of the data themes
that are "reference information" or source inputs to an analytical or
business process can be products in and of themselves. Similarly, to a
LOB like Wildland Fire, the business unit that owns a product (Landsat
Imagery, Hydrography dataset, stream flow data) will need to develop
SLAs with the "Geo-spatial Service Provider" like a Geo-Spatial One
Stop. If these agreements cannot be solidified, the efforts will build
out an infrastructure that is not geared to the business requirements of
LOB but to base products.

![](media/image10.jpeg){width="8.725in" height="6.707638888888889in"}

[]{#__RefHeading___Toc101343430 .anchor}Figure 6‑9. Wildland Fire
Management Target Interactive GIS Model

![](media/image11.jpeg){width="8.627777777777778in" height="6.625in"}

[]{#__RefHeading___Toc101343431 .anchor}Figure 6‑10. Wildland Fire
Management Geospatial Product Model

***Recommendation***: Once the SLA are in place and the LOB business
requirements are mapped to the DOI's horizontal investments in
Geo-spatial technologies and services, the re-engineering of the target
applications can be done. Once the DOI-level service is tested and
proven, those systems that are going through redevelopment should be
targeting the support service as a system development dependency. Those
that are going through re-engineering should have their spatial
subsystems decoupled and aligned to the DOI service. Develop a
re-engineering plan for the spatially enabled applications based on
those with the longest remaining lifecycle. Build in a semi-annual check
for the DOI-investments funding cycle. This engineering effort, when
done as a reusable web service, will not only reduce the data redundancy
that exists today, it will minimize the quantity of code to maintain.

***Recommendation***: Take advantage of the DOI-level investment for a
Federal Geographic Data Clearing (FGDC) meta-data clearing house tool
that is a part of Geo-Spatial One Stop. Commit to publishing all Fire
owned datasets via the clearing house tool to centralize the meta-data.
Assign clear lines of ownership for Fire unique data like WUI and Fire
Planning Units. Ownership should not be established on organizational
lines. Highly recommend that program level assignments that will
transcend organizational barriers. This will facilitate the access to
the LOB knowledge base by partners and collaborators. Additionally,
Fire's meta-data will be housed in the same repository as the DOI core
geo-spatial data. Fire would get the benefits of the existing C&A
investment, system redundancy and external access to the information.

***Recommendation***: Investment analysis of the LandFire Exhibit 300
suggests that an SLA needs to be developed between the Wildland Fire
Management business community, users of the LandFire work products, and
the team providing the processing of the Landsat data. The initial key
concern, is a perceived disconnect between the capability to process the
imagery to produce a "Wildland Fire" product that is useable. The
Exhibit 300 states that the burden to import or to receive this
information is on the end user. This does not appear to be best
engineering or architecture practice. There are numerous options to
resolve this but it should be resolved once. Hence, it is recommended
that there be an SLA from the program. If left unattended, there will be
a dozen solutions to the problem. Additionally, as the Exhibit states,
the risk on the dependency on the Landsat 7 sensor is real. Working with
time-sensitive information like vegetation cover or fuels and the
Landsat 7 sensor being at risk, there may be only one cycle for this
potentially valuable product. Recommend Wildland Fire Management Fuels
and Vegetation vested parties review this business case to completely
understand the associated risks and identified mitigations. Investigate
backup data sources from private industry.

## Finding 6: Business Improvements Concepts 

Although the focus of the Target Blueprint Analysis effort for Wildland
Fire Management has been heavily focused on system capabilities,
interfaces and potential services, it has revealed several areas where
business improvement can be obtained. (See Table 6-18). One of the areas
is in planned maintenance activities. This would include all types of
treatments, facilities maintenance and possibly other business
activities. The concept here is to model these business unique functions
in a general planned maintenance construct. By doing so, the program is
able to take advantage of existing investments in technologies like
Maximo, and leverage the workflow, cost accounting and business rules.
This can be a significant means to standardize workflow within the
Wildland Fire Management program, provide a means to capture labor and
materials drawdown when the work is actually performed. It is
recommended that to use the model similar to the one developed at the
Bureau of Reclamation, where Maximo updates the Time and Attendance
system with the proper job codes and Activity Based Costing elements.
The Time and Attendance system than manages the interface to FPPS. Costs
and effort are best captured at the time the work is performed.

An additional business improvement would be to provide an Online-service
for citizens and partners to request a "burn permit" and request for
Fire resources (outside of normal duties) with the supporting work flow
and authorization support. The DOI is currently pursuing an online
permitting function for the recreational line of business. It is
suggested that his activity be followed to garner as much insight and
information to expedite Wildland Fires. This type of activity can be
ramped up from a simple forms based model, to forms with workflow and
approval and electronic notification. These technologies are currently
being deployed within the BLM using COTS technologies. Managing these
business processes in this type of fashion will provide a better means
of tracking metrics and doing workforce planning while facilitating a
citizens centered business process.

[]{#__RefHeading___Toc101343416 .anchor}Table 6‑18. Business Process
Gaps Issues and Recommendations

  ------------- ----------------- --------------- -------------------------
  ***Finding    ***Finding        ***Finding***   ***Recommendation***
  Number***     Type***                           

  B-4           Business Process  Automate        Develop an e-permitting
                Gap               Permitting      process to facilitate
                                  Process         capturing requests for
                                                  new work and burn
                                                  permits. -- Follow the
                                                  DOI Recreation Permitting
                                                  business process
                                                  re-engineering activity
                                                  that is currently being
                                                  conducted as a base
                                                  model.

  B-5           Business Process  Business Forms  Use a electronic forms
                Gap               Management      based concept to manage
                                                  the normalization of
                                                  forms for the Wildland
                                                  Fire Management program
                                                  across all the
                                                  organizations.
                                                  Investigate ongoing
                                                  e-government initiatives
                                                  like the Business Gateway
                                                  or BLM's e-Forms work.
                                                  Approach should include
                                                  forms creation,
                                                  management, disposition,
                                                  work-flow with
                                                  --e-signature and
                                                  security.

  B-7           Business Process  Planned         Investigate the use of
                Gap               Maintenance     the existing capabilities
                                  (treatments,    of Workflow, project
                                  fuels           planning, resource and
                                  treatments)     cost accounting
                                                  capabilities and
                                                  investments in Maximo for
                                                  the execution of planned
                                                  fire projects like
                                                  mechanical treatments or
                                                  prescribed fire.

  B-8           Business Process  Capture human   When possible implement
                Gap               resource costs  the resource expenditure
                                  at time of work through Planned
                                  within planned  Maintenance tool and
                                  maintenance     directly interface to
                                  activities      Time and Attendance
                                                  system.
  ------------- ----------------- --------------- -------------------------

***Recommendation:*** Investigate the generic reuse concept of a system
like Maximo to support project based initiatives that are structured
around planned activities like mechanical treatments. These types of
projects lend themselves very well to the planned maintenance concepts.
The advantages are coordinated schedules, integration with spatial
representation, integration with facilities information database and
resource use and tracking.

***Recommendation:*** Develop a plan to build a permitting capability to
support the citizen focused requests for authorization or resources. The
customer may be the citizenry, Wildland Fire Management partners or
other Federal Agencies who would be requiring use of DOI's Wildland Fire
Management resources.

## Finding 7: Special Conditions and other Business Critical Information 

Special conditions are restrictions placed upon activities for specific
locations due to threatened and endangered species presence, nesting
areas, fire restriction, holiday, traffic accident, business hours,
recreation area shooting area, construction site, hazardous materials,
road closure, and or air space restrictions. For the purpose of this
discussion we have extended the concept to include other types of data
that will be of value to the Wildland Fire Management community, but are
not under their ownership. During the analysis of the Wildland Fire
Management artifacts, it became apparent that the access to this certain
externally managed information is critical to the planning and incident
response business processes. There are no known systems or interfaces
that manage the access to or exchange of this type of information with
the Fire programs or system.

With the continuing development and maturity of the Facilities
Management work throughout the DOI, it is an opportune time to
investigate and plan for the future integration of these repositories
(See Figure 6-11) and how they can improve the overall quality of
planning for Wildland Fire Management program. Maximo is the current DOI
standard for managing facilities information. The implementation
maturities vary according to bureaus. Suffice it to say that all
agencies are moving towards a standard solution. This solution can be
the source (System of Record) for ensuring Fire Planning and Incident
Response are operating from the best available information. It is
critical that the facilities information be geo-enabled expedite the
planning and response time. Additionally, the hazards databases and
cultural heritage databases must be available in a standardized fashion
that will allow planning and decision support to be more effective Table
6-19.

![](media/image12.wmf){width="9.208333333333334in"
height="6.666666666666667in"}

[]{#__RefHeading___Toc101343432 .anchor}Figure 6‑11. Wildland Fire
Management Special Conditions Plus Model

***Recommendation***: It is recommended that an investment activity be
developed to explore the priority and value of the integrating the DOI
facilities data and other special condition data with the Wildland Fire
Management needs. The data needs to be spatially enabled and available
through a service such that the Wildland Fire Management program does
not need to maintain any knowledge of the information's currency.

***Recommendation***: It is recommended that with the increasing
occurrence of Wildland Fire Management in the Wildland Urban Interface
(WUI) and the corresponding risk of life and property damage, the
program investigate through a combination of commercial vendors or
government providers (United States Postal Service, United States Census
Bureau), the best source for identification of geo-coded addressing
information that would facilitate the long term planning and incident
response capabilities.

[]{#__RefHeading___Toc101343417 .anchor}Table 6‑19. Special Conditions
Issues and Recommendations

  ------------ ------------ ------------------------ -------------------------
  ***Finding   ***Finding   ***Finding***            ***Recommendation***
  Number***    Class***                              

  B-1          Special      Integrate Cultural       Automate the integration
               Conditions   Heritage assets into the of cultural heritage
                            Wildland Fire Management information into the Fire
                            planning cycle.          planning and decision
                                                     making process.

  B-2          Special      Integrate Hazardous      Automate the integration
               Conditions   materials Information    of Hazardous materials
                                                     information into the Fire
                                                     planning and decision
                                                     making process

  Special      Special      Integrate Stream Flow    Automate the integration
  Conditions   Conditions   Data                     of USGS stream flow data
                                                     for off cycle planning
                                                     and fire suppression
                                                     support.

  Special      Special      Evaluate Obtaining       Investigate the quality
  Conditions   Conditions   national databases of    of address locations in
                            Streets with geo-coded   the WUI for
                            addresses files          pre-assessment and
                                                     planning of Wildland Fire
                                                     Management responses in
                                                     the WUI.

  B-3          Special      Integrate Facilities     Automate the integration
               Conditions   Information (recreation, of DOI Facilities
                            buildings etc...)        databases of information
                                                     into the Fire planning
                                                     and Emergency Response
                                                     functions.
  ------------ ------------ ------------------------ -------------------------

## Finding 8: E-Government Relationships 

This portion of Target Blueprint analysis reviews the role of the LOB in
the context of the current E-government initiatives. Table 6-20 lists
the associated E-government relationships. Currently, the DOI is
investing in the Disaster.gov initiative but it is unclear as to how
this investment is going to proceed. For this discussion we are going to
assume that it will not be an available service. If direction from the
Office of the Chief Information Officer (OCIO) changes, we shall
re-integrate the existing analysis of DiasterHelp.gov.

[]{#__RefHeading___Toc101343418 .anchor}Table 6‑20. E-Government
Activities

  ------------------------------------------------------------------------------------
  ***Finding   ***Finding    ***Finding***   ***Recommendations***
  Number***    Class***                      
  ------------ ------------- --------------- -----------------------------------------
  B-9          E-Gov         All HR          Monitor the OMB efforts for HR. Dramatic
               Opportunity   functions       movement is occurring in how the Federal
                                             government wants to provide these
                                             services.

  B-11         E-Gov         Rule            Evaluate the use of Regulation.gov for
               Opportunity   Publication and public review of Fire Policy requiring
                             Review          public comment

  B-10         E-Gov         Geo-Spatial One See Geo-spatial recommendations.
               Opportunity   Stop            

  On-Hold      E-Gov         Disaster.gov    This capability was evaluated. It has
               Opportunity                   been recommended that the recommendations
                                             be withheld from this document. We cite
                                             this demonstrate that due diligence has
                                             been done.
  ------------------------------------------------------------------------------------

***Recommendation***: Develop a strategy to leverage the online
rulemaking (http://www.regulation.gov) and review capabilities for
policy that requires public or industry comment. Currently Wildland Fire
Management partners USFS, FEMA and Homeland Security are actively using
the service. Investigate the SLA around the existing service the
existing agreement. See Figure 6-12.

![](media/image13.wmf){width="5.5in" height="3.3472222222222223in"}

[]{#__RefHeading___Toc101343433 .anchor}Figure 6‑12. Regulation.Gov
Interface

***Recommendation***: Monitor the development of Human Resources (HR)
aspect of the E-gov initiatives with a formally established project. OMB
has recently released models that are designed to be delivered by six
service centers and will support the entire federal government. See
Figure 6-13. The final set of services is still being developed. Figure
6-14 articulates the traditional HR services but it is now put into a
larger services infrastructure which is still being defined. It is
apparent that there is going to be a fundamental business processing
shift within HR services at the Federal level. Given this, it makes
sense to slow walk re-development issues within the Wildland Fire
Management LOB. Planning and investments should start monitor and
assessing the impact on systems like Fires, Casual-Pay, Training and
FPPS. Investments in re-engineering interfaces without this context
would more than likely lead to short lived capabilities.

![](media/image14.jpeg){width="7.347222222222222in"
height="5.545833333333333in"}

[]{#__RefHeading___Toc101343434 .anchor}Figure 6‑13. HR E-Government
Service Center Model (To-Be)

![](media/image15.jpeg){width="8.190972222222221in"
height="5.072222222222222in"}

[]{#__RefHeading___Toc101343435 .anchor}Figure 6‑14. HR --E-Government
Services Concept (To-Be)

## Finding 9: Technology Analysis 

A program, as organizationally and geographically diverse as the
Wildland Fire Management Program, is bound to have technology and
service redundancy throughout its infrastructure. Table 6-21provides a
list of key redundant technologies as well as those that are missing
from the architecture in an enterprise fashion. The redundant
technologies are a lost acquisition cost but are increasing the long
term TCO by adding training, licensing, contracts support, configuration
management, and software development costs unnecessarily to the program.
These types of redundancies should be addressed in the normal O&M cycle
when it is cost effective once the standard has been determined. The
missing technologies prove to be potentially more valuable and difficult
to achieve (Reference Horizontal Investment Strategy Discussion --
Finding 2).

An organization has a ***valuable*** opportunity to resolve an
architectural gap when there is a hole in the technology baseline. This
can have positive multiplier effect for years to come and facilitate
infrastructure simplification, cost reduction while providing a standard
mechanism to all new development activities or business process. In the
case of Wildland Fire, the existing technology gaps, if filled, can have
a significant effect not only on system development but general business
practices. The Portal, Content Management and Forms technologies can act
as business productivity enhancements even without a significant
development effort.![](media/image16.jpeg){width="2.645138888888889in"
height="1.9479166666666667in"}

The review of the Wildland Fire Management related websites revealed a
large degree of intelligent cross referencing (linking -- see Figure
6-15)), but also a large amount valuable content that has to be
maintained in numerous places. There are existing efforts to address
managing critical business content like the NWCG Publication Management
System (<http://www.nwcg.gov/teams/pmswt/pms.htm>). It is a good
approach based on limited technology which is trading off the supporting
COTS work processes, versioning and publication support due to this

> []{#__RefHeading___Toc101343436 .anchor}Figure 6‑15. A Sampling of the
> multiplicity of Fire information on the WWW

technology gap. These technology gaps are fundamental to the knowledge
management that an organization requires to be efficient and manage work
force changes. Much of the Wildland Fire Management content is not
designed with a services concept in mind. It is organization or
application driven. Exploration of a different presentation model along
the lines of NIFC (Training, Safety would be very beneficial and an
opportunity to normalize a lot of information. Conducting this exercise
with portal and content management capabilities would increase
productivity of not only the staff supporting the site, but of the
workers who need to access the information. Eliminate the time wasted
searching for information.

[]{#__RefHeading___Toc101343419 .anchor}Table 6‑21. Technology Findings
Table

  -----------------------------------------------------------------------------
  ***Finding    ***Finding       ***Finding       ***Recommendation***
  Number***     Class***         Type***          
  ------------- ---------------- ---------------- -----------------------------
  T-1           No standardized  Technology GAP   Select a standard tool (FPA
                Portal                            uses Webspehere which has a
                Technology                        portal technology). Use the
                                                  portal technology for all
                                                  application development and
                                                  web content serving. Evaluate
                                                  the possible use of SAP
                                                  Portal procured under FBMS.
                                                  Develop Cost Benefit and
                                                  Technology trade study.

  T-2           No standard      Technology       Establish a standard for
                Application      Redundancy       application servers. As new
                Server                            development occurs or major
                                                  re-engineering, migrate to
                                                  standard.

  T-3           Non-Standard Web Technology       Establish a standard for web
                Server           Redundancy       servers. As new development
                                                  occurs or major
                                                  re-engineering, migrate to
                                                  standard.

  t-4           Multiple         Infrastructure   Consolidate the Wildland Fire
                Websites         Redundancy       Management web infrastructure
                Infrastructure                    from the DOI organizations
                                                  into a centralized
                                                  implementation.

  T-5           Security Access  Service          Develop common service for
                                 Redundancy       application security.
                                                  Evaluate the DOI
                                                  E-authentication model with
                                                  supporting ADS. Separate
                                                  domain may need to be
                                                  established for the fire
                                                  community to ensure

  T-6           No broadly       Technology       With a few exceptions (ROSS
                available        Redundancy       -- CORBA (Extensible Markup
                Middleware                        Language - XML) and FPA
                Technology to                     (Websphere)) the system
                support                           development model does not
                Component or                      have access to a standardized
                Service                           middleware technology suite
                Development                       that will facilitate and
                                                  standardize future
                                                  development efforts.

  T-7           No Content       Technology Gap   Need for Content Management
                Management                        technology to eliminate
                Technology                        numerous methods of
                                                  maintaining key information
                                                  about supporting fire
                                                  programs including safety,
                                                  training, communications, R&D
                                                  etc...

  T-8           No electronic    Technology Gap   There is no standard means to
                forms capability                  create and manage the
                                                  program's business forms and
                                                  the supporting signature and
                                                  approval process.
  -----------------------------------------------------------------------------

***Recommendation:*** All bureaus (all levels) and centers should
migrate their business content and supporting infrastructure to
centralized servers and develop quality assurance and maintenance
strategies along with the supporting procedures. This activity should
remove all redundant information. Presentation models should be designed
around the types of services the program is required to manage and its
user community access models as laid out in Figure 6-16. A service would
be presenting where the fires are? How does one protect their home
against wildfires? How does a firefighter get information on benefits?
How does a citizen know a how a fire may affect their travel plans? The
end product should be serviced through a portal implementation.

***Recommendation***: Develop a plan to channel the required public
outreach and Wildland Fire Management status information, training
awareness, prevention information to a portal implementation that
represents the Wildland Fire Management from a citizen focused
perspective. There should be no required knowledge of any organizational
or technical information on behalf of the citizenry. This investment
could easily be extended to the USFS and State level organizations.

***Recommendation***: Develop a strategy for collaboration and
communication with the state and local level governments using the
collaborative tools of a portal. Start with non-critical communications.
For example: collaborative work groups for standards, research or
outreach.

> ![](media/image17.jpeg){width="8.76875in"
> height="6.740972222222222in"}

[]{#__RefHeading___Toc101343437 .anchor}Figure 6‑16. Wildland Fire
Management Portal Model (To-Be)

***Recommendation:*** Develop a strategy to standardize on the key
development technologies (middleware, application servers, portal
technology) for the Wildland Fire Management program. Thought should be
given to in-house skills, licensing agreements, lifecycle remaining of
deployed applications, open standards, market place support as well as
the DOI TRM. Note: Reference Finding Number 1 to assess the standards
being deployed by the FBMS implementation.

***Recommendation:*** Develop a transition plan (see Figure 7-17)
specific to all redundant technologies with the development community to
eliminate, when practical, the redundancy to include:

1\) application servers,

2\) web servers,

3\) development tools,

4\) portal technologies.

***Recommendation:*** Develop a plan to acquire key missing technologies
and services with the appropriate enterprise licensing agreement. Given
that many of the missing technology pieces will be of benefit to
numerous organizations a strategy for cross organization purchasing will
need to be established. Ensure that the procured technologies and
standards are managed as a part of the baseline, act as input into
procurements for IT services.

# Transition Schedule 

### Transition Planning 

**These are the scheduling considerations for the Wildland Fire
Management LOB.**

> **[Finding 1:]{.underline} Common Services Evaluation and Evolution**
>
> **[Finding 2:]{.underline} Continue to Improve the IT Investment
> Process for Wildland Fire**
>
> **[Finding 3:]{.underline} The business area is not currently
> supported by a Systems Engineering organization**
>
> **[Finding 4:]{.underline} System Redundancies and Interfaces**
>
> **[Finding 5:]{.underline} Geo-Spatial Architecture**
>
> **[Finding 6:]{.underline} Business Improvement Concepts**
>
> **[Finding 7:]{.underline} Special Conditions Information**
>
> **[Finding 8:]{.underline} E-government Relationships**
>
> **[Finding 9:]{.underline}** **Technology Analysis**

[]{#__RefHeading___Toc101343438 .anchor}Figure 7‑17. Recommended
Transition Sequence for Findings

(Note: This schedule has not been updated. The IEA Blueprint effort has
developed additional project plans that reflect preliminary
prioritizations efforts. When these priorities are finalized and
approved, the plans will be updated)

![](media/image18.wmf){width="5.920138888888889in"
height="8.090972222222222in"}

![](media/image19.wmf){width="6.797916666666667in"
height="7.516666666666667in"}

# Appendix A: Supporting Reports and Drawings {#appendix-a-supporting-reports-and-drawings .Closing}

\"These appendix reports contain sensitive information regarding DOI\'s
portfolio and are password protected. To request access to these
reports, contact Colleen Coggins, DOI Chief Architect at 202-208-5911.\"

# Appendix B: Scoring Sheets {#appendix-b-scoring-sheets .Closing}

\"These appendix reports contain sensitive information regarding DOI\'s
portfolio and are password protected. To request access to these
reports, contact Colleen Coggins, DOI Chief Architect at 202-208-5911.\"

# Appendix C Glossary of Terms  {#appendix-c-glossary-of-terms .Closing}

  --------------------------------------------------------------------------------
  **Name**                       **Description**
  ------------------------------ -------------------------------------------------
  ABC-WORK-ACTIVITY              Activity Based Costing (ABC) is a management
                                 process that examines how program activities
                                 consume resources and produce outputs. In ABC,
                                 work processes are broken down into activities so
                                 that the cost and performance effectiveness of
                                 the activities and processes can be measured. The
                                 ABC-Work-Activity object describes an activity
                                 that can have work tied to it to measure effort
                                 against.

  BUSINESS-AREA                  An FEA BRM Business Area as defined by OMB

  DATA-SUBJECT-AREA              A broad classification of information or a
                                 grouping of related entities (those in which data
                                 are closely related and describe a general
                                 business idea or object) are called Data Subject
                                 Areas (DSA). A DSA is a grouping of entities
                                 based on a commonality of the data, and NOT how
                                 it is used by any given business process or
                                 application.

  END-OUTCOME                    End Outcomes (EO) are long term performance goals
                                 which describe and support the DOI's strategic
                                 goals. End Outcomes express a desired result and
                                 are measured by one or more performance measures
                                 / indicators. Performance measures indicate the
                                 success in achieving the long-term goal.

  END-OUTCOME-MEASURE            A measurable indicator of the End Outcome that
                                 can be systematically tracked to assess progress
                                 made in achieving predetermined End Outcome goals
                                 and using such indicators to assess progress in
                                 achieving these goals. A measurement must be an
                                 Operational Measurement Indicator in the Mission
                                 and Business Results Measurement Area. The
                                 Operational Measurement Indicators agencies
                                 create should be determined by referencing the
                                 End outcome indicators identified in the DOI
                                 Strategic Plan. A Measure must fit within the
                                 three Measurement Categories of the Mission and
                                 Business Results Measurement Area of the PRM.
                                 These categories are Services for Citizens,
                                 Support Delivery of Services, and Management of
                                 Government Resources. This Measurement Area
                                 aligns with Measurement Areas described in the
                                 Business Reference Model Version 2.0.

  Extensible Markup Language     XML is the acronym for eXtensible Markup
  (XML)                          Language, the universal format for structured
                                 documents and data on the Web. XML is an
                                 industry-standard protocol administered by the
                                 World Wide Web Consortium (W3C).

  FUNCTION-ACTIVITY              BRM-TIER represents an entity in the FEA BRM. A
                                 BRM-TIER can be a Business area, Line of
                                 Business, or Business Sub Function or a further
                                 Agency specific decomposition. It is the super
                                 entity for BUSINESS-AREA, LINE-OF-BUSINESS,
                                 SUB-FUNCTION, LEVEL-2-SUB-FUNCTION,
                                 WORK-ACTIVITY, and PROCESS-STEP.

  INTERMEDIATE-OUTCOME           Intermediate Outcomes describe and support major
                                 milestones of an annual End Outcome goal. There
                                 are two or more Intermediate Outcome Goals to
                                 every End Outcome Goal. The actual results,
                                 effects, or impacts of a business initiative,
                                 program, or support function. Actual outcomes
                                 typically are compared to expected outcomes

  INTERMEDIATE-OUTCOME-MEASURE   A measurable indicator of the Intermediate
                                 Outcome that can be systematically tracked to
                                 assess progress made in achieving predetermined
                                 End Outcome goals and using such indicators to
                                 assess progress in achieving these goals. A
                                 measurement must be an Operational Measurement
                                 Indicator in the Mission and Business Results
                                 Measurement Area. The Operational Measurement
                                 Indicators agencies create should be determined
                                 by referencing the End outcome indicators
                                 identified in the DOI Strategic Plan. A Measure
                                 must fit within the three Measurement Categories
                                 of the Mission and Business Results Measurement
                                 Area of the PRM. These categories are Services
                                 for Citizens, Support Delivery of Services, and
                                 Management of Government Resources. This
                                 Measurement Area aligns with Measurement Areas
                                 described in the Business Reference Model Version
                                 2.0.

  INVESTMENT-PROJECT             The INVESTMENT-PROJECT model object captures both
                                 information technology-related investment and
                                 project information. An IT Investment represents
                                 a special type of capital project (or
                                 investment). An Investment for an IT project has
                                 a corresponding Exhibit 300 and is represented by
                                 a summary line on an Exhibit 53. A Program may
                                 sponsor many Investments, but an Investment may
                                 only have one sponsoring Program. Many Programs,
                                 however, may support an Investment by
                                 contributing funds, and a Program may support
                                 many Investments.

  LINE-OF-BUSINESS               An FEA BRM Line of business. The LINE-OF-BUSINESS
                                 inherits attributes from BRM-TIER. The complete
                                 As-Is DOI Business Architecture for the following
                                 business areas: Fire Management, Law Enforcement,
                                 Finance, Wildland Fire Management etc....

  MISSION-AREA                   This is the goal level used in bureau and office
                                 plans, sometimes referred to as the mission goal
                                 level in bureau plans. This level is not directly
                                 measurable. Interior crosswalks budget activities
                                 to the GPRA program activity level.

  Open GIS Consortium (OGC)      The Open Geospatial Consortium, Inc. (OGC) is a
                                 non-profit, international, voluntary consensus
                                 standards organization that is leading the
                                 development of standards for geospatial and
                                 location based services. Through our
                                 member-driven consensus programs, OGC works with
                                 government, private industry, and academia to
                                 create open and extensible software application
                                 programming interfaces for geographic information
                                 systems (GIS) and other mainstream technologies

  SERVICE-COMPONENT              The final layer of the SRM is the Component
                                 level. These 168 Components represent the
                                 lower-level, logical \"building blocks\" of a
                                 business or application

  SERVICE-DOMAIN                 The Customer Services Domain defines the set of
                                 capabilities that are directly related to an
                                 internal or external customer, the business¦
                                 interaction with the customer, and the customer
                                 driven activities or functions. \[REF:
                                 FEA_SRM_Release1.0\]

  SUB-FUNCTION                   An FEA BRM Business Sub-Function. SUB-FUNCTION
                                 inherits attributes from BRM-TIER.

  SUBJECT MATTER EXPERT          An SME is one is highly knowledgeable of the
                                 technical or business practices and can
                                 communicate this information to others.

  SUB-SYSTEM                     Subsystems are used to refer to groups of
                                 applications or components that form part of the
                                 system. A subsystem is a logical organization for
                                 a solution and is not directly deployed on the
                                 technology infrastructure.

  SYS-COMP/DEPLOYMENT-INSTANCE   This associative entity will be implemented as a
                                 matrix (or other means to be determined) in
                                 system architect to resolve the many to many
                                 relationship between PROCESSING NODE and
                                 SYSTEM-COMPONENT. It describes how a
                                 SYSTEM-COMPONENT is deployed on
                                 X,Y,Z\...PROCESSING-NODES- When, How, and the
                                 Architecture Tier (Web, Network, Application,
                                 Database).

  SYSTEM\_                       Any organized assembly of resources and
                                 procedures united and regulated by interaction or
                                 interdependence to accomplish a set of specific
                                 functions. \[JP1\] An IT system is a combination
                                 of hardware, software and documentation that
                                 implements and describes a solution. A system is
                                 the top-level organization for a solution and is
                                 not directly deployed on the technology
                                 infrastructure

  SYSTEM-COMPONENT               System components are used to describe the
                                 constituent bits of functionality from which the
                                 system has been assembled. A system component has
                                 the following three characteristics: 1) It is a
                                 modular unit of functionality; 2) It is logically
                                 isolated from other system components by making
                                 its functionality available through defined
                                 programming interface boundaries and may use
                                 other component interfaces; and 3) It is
                                 associated with a processing node and is actually
                                 deployed on the technical infrastructure (as
                                 opposed to systems and subsystems which are
                                 containers or collections that are not directly
                                 associated with a processing node).

  Total Cost of Ownership (TCO)  A method to account for the full cost of
                                 developing and operating a capability. Costs
                                 would include fixed and recurring costs over the
                                 full life cycle of the capability.
  --------------------------------------------------------------------------------

[^1]: ^http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf^

[^2]: ^http://www.whitehouse.gov/omb/memoranda/m03-18.pdf^