# Presentation: 829315

## December 15, 2005

- Incident Based AutomationPhase 2

*Strategic Plan Briefing*

## Overview 

- Background and Purpose of Incident Based Automation – Phase 2 (IBA2)
- Methodology
- Strategic Plan
- Strategic Areas
- Recommendations
- Conclusions and Next Steps

## Background and Purpose

## Background and Purpose of Project

- IBA2 was chartered by the National Wildfire Coordinating Group (NWCG).
- NWCG was formed to expand operational cooperation and coordination of federal and state wildland fire agencies.
- IBA will take place in three phases.

- NWCG Incident Based Automation Project Phases

## IBA2 Project Objectives

- Identify and obtain agreement from NWCG Agencies on key incident business areas to be included in the strategic analysis and resulting planning documents.
- Conduct business area analyses for the business areas identified by the IBA2 Project Team and agreed upon by NWCG Agencies.
- Develop a *strategic plan* that identifies recommended priorities for incident business area automation.
- Utilize cost efficiencies by coordinating and sharing information with groups that are already formed for working on issues relating to incident processes.

## IBA2 Business Areas

- Identified by NWCG:
- Operations
- Plans
- Finance
- Logistics
- Safety

- Information
- Dispatch
- Cache
- General

## Methodology

## Methodology for Developing the IBA2 Strategic Plan

- Document draft “As Is” process models for incident business.
- Develop Site Visit Plan to provide the framework for coordinating site visits to:
- Incident command posts (ICPs)
- External entities.
- Conduct site visits and interviews.
- Summarize findings form interviews in database.
- Analyze site visit results.
- Develop strategic areas and recommendations.
- Synthesize findings in strategic plan.

## Site Visit Plan: Targets

- Incident Management Teams (IMTs)
- Type I
- Type II
- Wildland Fire Use (WFU)
- Area Command.
- IMT home geographic area.
- Management phase (e.g., build-up, steady state).
- Host Agency
- United States Department of Agriculture (USDA)
- United States Department of Interior (USDOI) Bureau of Land Management (BLM)
- State.
- Incident geographic area.
- Incident setting/type (e.g., urban interface).
- Other features.

## Site Visit Targets and ResultsBlue: External    Yellow: Incidents

| IMT Type | IMT Home 
Geographic Area | Management Phase | Host Agency | Incident Geographic Area | Incident  Setting/ Type | Other Unique Features |
| --- | --- | --- | --- | --- | --- | --- |
| Area Command | Alaska | Build-up | USDA  | Alaska | Wildfire/Urban Interface | Complex (multiple incidents) |
| Type I | Northwest | Steady State | USDOI (BLM) | Northwest | Wildfire/Remote | Incident with Zone structure  |
| Type II | Northern California | Demobilization | States | Northern California | Wildfire/General |  |
| Wildland 
Fire Use | Southern California | Transition |  | Southern California | Wildland Fire Use |  |
|   | Northern Rockies | Pre-Assignment |  | Northern Rockies | Non-Fire (All- Risk) |  |
|   | Eastern Great Basin |  |  | Eastern Great Basin |  |  |
|   | Western Great Basin |   |   | Western Great Basin |  |   |
|   | Southwest |   |   | Southwest |  |   |
|   | Rocky Mountain |   |   | Rocky Mountain |  |   |
|   | Eastern Area |   |   | Eastern Area |  |   |
|  | Southern Area |  |  | Southern Area |  |  |

## Site Visit Summary

**20** site visits
- 9 Wildland Fires
- 3 All Risk
- 8 External Entities
**164 **interviews

## Site Visit Summary: Locations

- 9 Wildland Fires
- 2 in Arizona
- Type I
- Type II
- 1 in Colorado
- Type I
- 2 in Washington
- Type I (State Team)
- Type II

- 1 in Utah
- Type I
- 1 in Montana
- Type I
- 2 WFU teams
- 1 on-incident in Colorado
- 1 off-incident

## Site Visit Summary: Locations

- 3 All-Risk – Hurricane Katrina
- 1 Type I Team in Mississippi
- 1 Logistics Management Team (LMT) in Alabama
- 1 Area Command in Georgia

**continued**

## Site Visit Summary: Locations

- 8 External entities
- North West Coordination Center (NWCC)
- Rocky Mountain Multi-Agency Coordination (MAC) - Denver, CO
- National Interagency Fire Center (NIFC) – Boise, ID
- Alaska BLM and Alaska Fire Service (AFS) in Fairbanks
- Expanded Dispatch – Wenatchee, WA
- NIFC Wireless – Boise, ID
- Missoula, MT
- California Department of Forestry and Fire Protection (CDF) – Sacramento, CA

**continued**

## Site Visit Results: Building the Strategic Plan

- Summarized all interviews in a data collection and analysis tool.
- Collected data from interviews on topics such as
- Business process changes
- Automation opportunities
- Standardization opportunities
- Challenges associated with transition.
- Extensively analyzed results
- Looked for commonalities across interviews
- Explored broader concepts.

## Site Visit Results: Building the Strategic Plan

- Developed three ***strategic areas***.
- Identified ten specific ***recommendations***.
- Estimated the timeframe for implementation
- Short-Term – could be completed within 12-18 months
- Medium-Term –could be completed within 18-36
- Long-Term – could be completed after 36 months.
- Estimated the level of effort required.
- Identified dependencies.
- Identified ***action items***.

**continued**

## Strategic Plan

## Overview

- Three strategic areas were identified:
*Data/information and applications/ technology*
*Infrastructure/connectivity*
*Trained and skilled workforce.*
- The strategic areas:
- Are synergistic and inter-dependent
- Serve as organizing principles for the recommendations.

## Overview

**continued**

## Overview

- Data/information and applications/technology is the centerpiece of the strategic plan.
- Infrastructure/connectivity is the foundation – without this, there will be no foothold.
- A trained and skilled workforce is necessary to leverage the recommendations effectively.

**continued**

## Background on Data/Information and Applications/Technology

- Strategic Area Focus
- Standardize data.
- Facilitate data sharing within the incident and with external entities.
- Provide appropriate technologies and applications.
- Analysis/Discussion
- Demand has increased for information, including demand from outside an incident’s operational boundaries.

## Background on Data/Information and Applications/Technology

- Analysis/Discussion (continued)
- Challenges reported and observed regarding transfer of command.
- Rapidly evolving technology has provided the capability for more, better, faster information flow; however, the use of technology is hampered by:
- A slow pace of application development
- A lack of data standards
- Insufficient user training
*Business processes that are entrenched in            paper-based systems and culture.*

**continued**

## Examples of Paper-basedManual Processes

- Examples of Paper-basedManual Processes

- Photo courtesy of SAIC, Tani Converse

- Check-in                                         Helibase

## Recommendations on Data/Information and Applications/Technology

_**Recommendation 1.1**_**:** Develop a comprehensive incident support system that allows information sharing and efficient data management throughout the lifetime of the incident, increases situational awareness, and provides for better decision support. _Timeframe:_ Long-term.
- _Effort:_ Large.

## Action Items for Recommendation 1.1

| # | Action Item Text |
| --- | --- |
| 1.1.1 | Develop an overall architecture and requirements for a comprehensive incident support system that builds on the strengths and successes of previous systems, such as I-Suite, Incinet, and the Incident Command Easy Computer Application (ICECAP), and recognizes ongoing development and support of systems external to the incident, but important to its successful management (e.g., Wildland Fire Service Analysis [WFSA], Wildland Fire Implementation Plan [WFIP], Fire Behavior).  It is critical that the architecture and requirements include data standards, facilitate data sharing, and enable interoperability.  |
| 1.1.1.1a | Examine business processes that support incident business and underlying ICS forms.
Determine data needs of internal and external entities.
Examine all processes and their associated forms to determine what forms can be eliminated and what processes can be combined.
Consider current efforts underway within Department of Homeland Security (DHS) and other organizations and their potential impacts on the data needs and processes.
Assess automation of common tasks that are currently not automated but appear to warrant automation to some degree. Potential candidates for automation include (but are not limited to): shift tickets for equipment, claims logs, commissary, timekeeping, and general messaging. |
| 1.1.1.1b | Design new processes to support adaptability for ever-changing requirements, and integrate these processes with the new incident support system.  To facilitate identification and implementation of process changes, develop and implement a change management process for business processes.  |

## Action Items for Recommendation 1.1

| # | Action Item Text |
| --- | --- |
| 1.1.1.2 | Develop a design for the new incident support system.  |
| 1.1.1.3 | Develop and test the new incident support system.  |
| 1.1.1.4 | Implement the new incident support system.  Especially important to implementation will be the development of a change management process to ensure that changes are identified, analyzed, decisions made regarding how to address the needed changes, and implementation completed.  |
| 1.1.2 | Re-design the pre-order process so that materials and supplies arrive within the first operational period. May need to standardize some commonly ordered items, such as medical supplies, into kits. Different items may have different delivery timing requirements. |
| 1.1.3 | Determine how the Resource Ordering and Tracking System (ROSS), Interagency Cache Business System Re-Engineering (IICBS-R), and I-Suite Supply can be configured or modified to provide incident personnel with a method for electronically ordering and checking the status of orders |
| 1.1.4 | Implement the use of AIT for receipt and tracking supplies at the ICP and returning items to the caches. (See Recommendation 1.5.)  Implement a method for electronically checking supplies in and out to individuals within the incident. |
|  1.1.5 | Implement a method for electronically checking supplies in and out to individuals within the incident. |

**continued**

## Action Items for Recommendation 1.1

| # | Action Item Text |
| --- | --- |
|  1.1.6 | Establish a ROSS connection at the ICP.  Consider the following stages to the implementation plan:
Locate read-only terminal(s) at the ICP.  The following positions could all benefit from this change: Resource Unit Leader, Supply Unit Leader, and Ordering Manager.  Allow for on-demand download, on an hourly basis, of ROSS data at the ICP.
Locate a single point of origination for ROSS ordering at the ICP, utilizing the Ordering Manager position, with real-time ordering capability.  Locate multiple read-only terminals at other needed locations around the ICP.
Locate multiple ordering points (personnel, equipment, supplies) at the ICP.  |
|  1.1.7 | Establish a direct ordering connection between the ICP and the cache system for more accurate and faster exchange of information. |
| 1.1.8  | Implement a standardized business process with appropriate technology to allow for on-incident tracking of resources. |
| 1.1.9 | Propose a standard method, or checklist, that can be easily adapted by IMTs with a minimum impact to incident operations. Consider transition practices currently in use by IMTs whose transitions appear to go most smoothly.  |

**continued**

## Recommendations on Data/Information and Applications/Technology

_**Recommendation 1.2**_**: Enable better information flow within an incident’s operational boundaries and to external entities.  Provide teams with an interagency portal for dissemination of and access to current fire information.**
- _Timeframe:_ Medium-term.
- _Effort:_ Medium.

**continued**

## Action Items for Recommendation 1.2

| # | Action Item Text |
| --- | --- |
| 1.2.1  | Allow access to incident data collected within I-Suite and other software, including newly developed software, for external entities.   |
|  1.2.2 | Investigate efficient means of information dissemination to incident personnel, such as video monitors wherever firefighters are required to wait (e.g., meal tents, before briefings). |
|  1.2.3 | Develop an interagency data exchange mechanism to simplify import, export, and reuse of information managed in ROSS, I-Suite, Incident Qualification and Certification System (IQCS), and others. |
|  1.2.4 | Investigate the feasibility of data warehousing, either in existing or proposed systems, to allow access to incident data needed by external entities.  This would allow external entities to access data without disruption to IMTs or the production systems used to support the daily business of incident operations. |
|  1.2.5 | Consider an agency-independent solution for a “fire domain” on the internet that would facilitate information sharing apart from agency-specific requirements for security and privacy. |
|  1.2.6 | Determine business requirements for using web sites and/or File Transfer Protocol (FTP) sites to communicate information from the incident to external entities.  As part of this item, determine answers to questions such as: 
     Who is responsible for maintaining site?
     Who is responsible for site content?
     Is this for Type I, II, or any size incident? (i.e., determination of threshold size)
     What data/information needs to be communicated? |

## Action Items for Recommendation 1.2

| # | Action Item Text |
| --- | --- |
|  1.2.7 | Develop and maintain a web-accessible internet site, or portal, to facilitate information exchange for IMTs and for the interagency community directly involved with incident business management. |
| 1.2.8 | Develop and adopt a standard electronic filing system for storing data and information collected over the lifetime of an incident.  Require implementation of this standard across all IMTs.     |
| 1.2.9 | Create an abbreviated ICS 209 that requests only basic incident status information; information requested on the abbreviated form should contain specific information relevant to reporting required from all-risk incidents and can be more easily used in all-risk incidents or incidents where connectivity is limited. |

**continued**

## Recommendations on Data/Information and Applications/Technology

_**Recommendation 1.3**_**:** Actively participate in enterprise architecture and data standardization activities across the interagency incident management community to ensure that incident management activities are well-supported by these efforts.
- _Timeframe:_ Short-term.
- _Effort:_ Small.

**continued**

## Action Items for Recommendation 1.3

| # | Action Item Text |
| --- | --- |
| 1.3.1 | Identify efforts underway to develop enterprise architecture(s) throughout the interagency community.  Participate in these efforts where feasible, to ensure that incident management needs are acknowledged and integrated into the enterprise architecture efforts. |
| 1.3.2 | Identify efforts underway to and define and standardize incident management data (e.g., FEMA’s Emergency Data Exchange Language or EDXL group).  Ensure that the incident management community takes an active role with these data standards groups.   |

## Recommendations on Data/Information and Applications/Technology

_**Recommendation 1.4**_**:** Formalize and standardize the process for implementing current and emerging technologies for incident management. Integrate the technologies with the comprehensive incident support system described in Recommendation 1.1.
- _Timeframe:_ Medium-term.
- _Effort:_ Large.

**continued**

## Action Items for Recommendation 1.4

| # | Action Item Text |
| --- | --- |
| 1.4.1 | Create an interagency process for identifying, evaluating, and implementing new technologies for incident management.  A responsible entity should be identified and designated as accountable for design and implementation on an on-going basis.  Specifically, this process should :
      Include mechanisms to identify technologies from such sources as R&D, the field, ad-hoc innovations.  
      Include a way of evaluating and assessing the technologies.  
      Identify which technologies will be implemented.
      Consider mechanisms to support the technologies (e.g., maintenance). |
|  1.4.2 | Focus initial efforts on exploring and adopting the use of:
Standardizing GIS software, hardware, and base data
Exploring and adopting the use of 3D spatial coverage
Selecting tools to facilitate real-time resource tracking
Implementing and standardizing personal digital technology. |
|  1.4.3 | Adopt an automated system for flight following for use by all Air Operations personnel.  
Identify requirements for flight following.
Investigate available flight following tools. 
Analyze tools in the context of the requirements and select a tool.
Implement the selected tool. |

## Recommendations on Data/Information and Applications/Technology

_**Recommendation 1.5**_**:** Apply the use of Automated Identification Technology (AIT) to incident business processes identified as potential candidates.  Integrate AIT into the incident support system described in Recommendation 1.1
- _Timeframe:_ Medium-term.
- _Effort:_ Medium.

**continued**

## Action Items for Recommendation 1.5

| # | Action Item Text |
| --- | --- |
| 1.5.1  | Define the landscape of activities related to the implementation and use of AIT that are on-going within the fire/incident community (e.g., ICBS-R is implementing AIT within the caches and the Incident Smart Card Project). |
|  1.5.2 | Identify areas where AIT is potentially applicable to meet a specific business need.  For each area, identify data sources and existing or potential automated information systems that would utilize collected data. (e.g., ICBS-R may be the source for the tracking number on an RFID tag on a chainsaw and I-Suite Supply may be the application that receives that number when scanned.) |
| 1.5.3  | Identify the type of AIT that would best suit each area identified in action Item #1.5.2 or a range of alternatives (e.g., bar codes, Radio frequency identifier or RFID, smart cards, thumbprint scan).  |
| 1.5.4  | Assess relative costs and benefits of implementing AIT for the business need as well as the potential options for implementation (e.g., thumbprint, bar codes). |
| 1.5.5  | Assess barriers to broadly implementing AIT and work to remove them for full implementation. |
| 1.5.6 | Select AIT implementations based on business needs and the ability to remove barriers. |

## Infrastructure and Connectivity

- Strategic Area Focus
- Ensure that teams have infrastructure (both hardware *and* software) and connectivity to utilize applications and technology for incident management.
- This infrastructure must be:
- Standardized
- Scaleable
- Agency-independent
- Ready by the end of the first operational period(i.e., within 12 hours of the IMT arriving).

## Background on Infrastructure and Connectivity

- Analysis/Discussion
- IMTs use a combination of kits, computer rentals, equipment from multiple agencies, and personally-owned equipment.
- The availability of computers and infrastructure varies widely from incident to incident.
- The infrastructure is often not scaleable, making it difficult (if not impossible) to expand the infrastructure if needed.
- These factors make it difficult to get teams up and running and  transfer command, as well as lead to Inefficiencies and duplication of effort.

## Recommendations for Infrastructure and Connectivity

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

## Recommendation 1.1: The Challenge...

*Currently, IMTs often find themselves in remote ICP locations with no electricity or connection to the Internet.  Example above is an IMT on an All Risk incident. They waited several days for equipment to arrive.  *

- Photo courtesy of USDA Forest Service, Liz Kinney

**continued**

## Action Items for Recommendation 2.1 

| # | Action Item Text |
| --- | --- |
| 2.1.1 | Determine infrastructure requirements for computers and connectivity to the internet and appropriate networks for each incident setting (i.e., remote, rural, and urban).   |
| 2.1.2 | Identify and evaluate various approaches to meeting the infrastructure requirements (e.g., kits).  
Compare the approaches by analyzing feasibility, cost effectiveness, and other factors. Agency-independent solutions for connectivity will be critical to this effort. 
Identify possible approaches (e.g., satellite-connected trailers creating an incident internet service provider that would be accessible to all members of an IMT regardless of home agency).
Analyze the costs and benefits of the approaches and select alternative approaches to prototype. |
| 2.1.3 | Prototype approaches, assessing the workability, scalability, and fitness for use in different incident environments.  Based on the results of the prototypes, select the most feasible solution(s).   |
| 2.1.4 | Design an implementation plan for providing standardized infrastructure and connectivity throughout the community. Address ownership, location, management requirements (e.g., specialized staff to manage contracts and/or maintain standard kits), currency, deployment tactics, and life cycle management. |

## Recommendations for Infrastructure and Connectivity

**Recommendation 2.2:** The interagency community should remove information technology (IT) barriers that inhibit incident management teams.
- _Timeframe:_ Short-term.
- _Expected Relative Effort:_ Medium.

**continued**

## Action Items for Recommendation 2.2

| # | Action Item Text |
| --- | --- |
| 2.2.1 | Identify agency IT rules/policies/procedures that interagency incidents must now comply with that constrain their ability to effectively complete their mission.  |
| 2.2.2 | Work with relevant agency functions to refine rules and remove barriers to IMTs.   |
| 2.2.3 | Gain a commitment from agency leadership to evaluate any new IT agency rules/policies/procedures for impacts on IMTs.  If necessary, refine or develop exemptions to these rules/policies/procedures to accommodate incident management. |

## Trained/Skilled Workforce and Information Technology Support

- Strategic Area Focus
- Ensure that the incident management personnel are trained and skilled in both using and supporting the automated environment.
- Analysis/Discussion
- Adequacy of training to ensure that personnel have the skills necessary to use the tools available.
- Training currency, especially given the rapidly changing technology environment.
- Ensuring that non-Agency employees had access to technology training.

## Recommendations on Trained/Skilled Workforce and IT Support

_**Recommendation 3.1**_**:** Expand and modernize training methods to more effectively and efficiently teach emerging technologies, applications, and automation for business practices that will touch virtually all Incident Management positions.
- _Timeframe:_ Medium-term.
- _Expected Relative Effort:_ Large.

## Action Items for Recommendation 3.1

| # | Action Item Text |
| --- | --- |
| 3.1.1 | Develop computer- or web-based technology training courses.
Make these courses available to a wide audience. 
Ensure that these courses are frequently updated to reflect changes in applications and technology.  
Develop a plan to supplement a large percentage of classroom training with a computer- or web-based technology system. |
| 3.1.2 | Pre-identify several small teams of rapidly deployable experts to help IMTs with technologies and applications.  Initially, these experts’ roles would be to assist in set-up, then supplement knowledge deficiencies on the IMT when needed.  These teams would be quickly demobilized so they could be available to another IMT.  This process will help ensure that applications and infrastructure can be utilized within the first operational period.  It would also help ensure that users understand and can better utilize technology and applications.    |
| 3.1.3 | Expand the role and the effectiveness of the Training Specialist (TNSP) position.  This expansion may include the need to promote and administer web-based training on IMTs and facilitate cross-training.  In addition, this role could include a link to the check-in process that allows the TNSP to update qualifications from the ICP. |

## Recommendations on Trained/Skilled Workforce and IT Support

_**Recommendation 3.2**_**:** Review all NWCG positions to more appropriately reflect “qualified” and “current” and to recognize the increasingly rapid change in automation, technologies, and applications.
_**Timeframe:**_ Medium-term.
_**Expected Relative Effort:**_ Medium.

**continued**

## Action Items for Recommendation 3.2

| # | Action Item Text |
| --- | --- |
| 3.2.1 | Identify technologies needed for each NWCG position.  Develop and maintain a mechanism for tracking and keeping this data up-to-date.   |
| 3.2.2 | Change the training course and curriculum review/update process so that it can be done expeditiously. 
Carefully review and modify all position curriculums and training requirements to ensure that current technology and proficiency in standardized software applications are included. 
Implement a process to regularly review and update curriculums and training requirements. |
| 3.2.3 | Provide annual technology refresher training for all positions to maintain a more current workforce.
Consider using web-based training technologies (Recommendation 3.1) to maximize availability of courses while minimizing travel.
Encourage “cross training” for positions (e.g., train the Operations Section Chief [OPSC] in Resources Unit Leader [RESL] skills using I-Suite).   |
| 3.2.4 | Enhance the current Incident Qualification and Certification System (IQCS) and Incident Qualification System (IQS) to permit employees and approving officials to approve task books on-line.  In addition, enhance PTBs to address technology and software applications. |

## Recommendations on Trained/Skilled Workforce and IT Support

_**Recommendation 3.3**_**:  **Develop, design, and implement a streamlined method for training (which includes current technology and applications), that is focused* *on* non-agency personnel* with previous incident-related experience.
_**Timeframe:**_** **Medium-term.
_**Expected Relative Effort:**_ Medium.

**continued**

## Action Items for Recommendation 3.3

| # | Action Item Text |
| --- | --- |
| 3.3.1 | Identify policies and requirements that constrain the ability of non-Agency personnel to participate on IMTs (e.g., prohibition on non-Agency personnel from participating in training).   |
| 3.3.2 | Expand the concept described in Action Item 3.1 by making web-based training courses and annual refresher training readily available to non-Agency personnel (e.g., set up a portal where non-agency personnel can access web-based training courses). |

## Conclusions and Next Steps

## Summary of Recommendations

| Data/Information and Applications/ Technology | Develop a comprehensive incident support system. |
| --- | --- |
|  | Enhance information flow within and outside the incident. |
|  | Participate in interagency enterprise architecture and data standards activities.   |
|  | Formalize and standardize the process for assessing, selecting, and implementing current and emerging technology. |
|  | Apply AIT to support incident business. |
| Infrastructure/ Connectivity | Standardize the computing and communications infrastructure. |
|  | Remove IT barriers that inhibit incident management teams. |
| Trained and Skilled Workforce | Expand and modernize training methods. |
|  | Recognize that “qualified” and “current” for NWCG positions includes technologies. |
|  | Develop and implement a streamlines method for training for non-agency personnel. |

## All-Risk Considerations

- IBA2 scope included All-Risk incidents.
- Interviewees provided input on the considerations of All-Risk incidents.
- All of the recommendations and action items in the Strategic Plan are applicable to All-Risk; however:
- All-Risk incidents have specific and unique concerns
- Additional analysis may be needed to further clarify these needs and identify a more comprehensive strategy for addressing them.

## Continuous Improvement

- Incident management and technology are dynamic and rapidly changing.
- In light of this, it is important to have a mechanism for periodically re-evaluating the needs of incidents.
- A continuous improvement process should be embraced to facilitate identification of additional opportunities for improvement.
- Ensure that opportunities identified through this process are analyzed (including alternative solutions evaluated), and decisions made decisions made regarding options for implementation.

## Questions?