BLM Director Bob Abbey’s Video Message 

2010 BLM High Reliability Organizing Workshop 

(March 9-11, 2010 ~ Phoenix, AZ)

Good morning. I’m pleased to kick off BLM’s fire management 

conference focusing on High Reliability Organizations. I’ve not had the 

chance to talk with all the leaders of our Fire and Aviation program, so 

my purpose today is two-fold. First, to offer my views about fire and 

aviation and where the program needs to head; and second, express 

my strong support for making BLM a High Reliability Organization 

particularly in fire and aviation where the risk is high and the work is 

crucial to protect life, property, and vital natural resources. 

Although the 2009 fire season was light in most of the West, I know the 

complexities of what you do and the issues that you face on a consistent basis don’t change. 

We also know that 2009 was an aberration, and history shows us that widespread and severe 

wildland fire activity will return. The northern tier of states already seems to have a bull’s-eye 

painted on it. Let’s make sure that we’re ready for whatever comes our way. 

“We cannot afford to be 

complacent.” ~ Bob Abbey 

We cannot afford to be complacent. When things go right for a long period of time, it’s all the 

more signal that we need to be more aware, more prepared, more able to respond appropriately 

to whatever the situation demands. 

My view of this is straightforward—it is an integral part of resource management. We’re long 

past the days when fire was on one side of the yard separated from everyone else. Fire needs 

to be at the table. Nothing affects our resources faster for both good and ill than does fire. The 

Great Basin is a prime example of where fire and fire management has a crucial role as we 

manage the delicate balance of wildlife habitat, noxious/invasive species, grazing management, 

protection of cultural resources, and many other uses and the needs of the rangeland 

ecosystem. 

As you position the fire program for the future, you face a number of difficult but doable tasks 

related to further integrating fire and resource management—achieving and communicating 

steps underway to accomplish new fire policy implementation strategies, continuing your cost 

management efforts, and more. I am confident, however, that you have the knowledge and 

experience to manage these challenges in a positive manner. 

Fire and Aviation is the largest single program in the Bureau of Land Management and one of 

the most visible. Because of that, I expect nothing but the highest standards of integrity, 

conduct, and performance. The “Do What’s Right” training is much more than a yearly reminder 

to make good choices. In my view, it gives guidance about how firefighters from a rookie on an 

engine crew to a state fire management officer should act. Nothing will get my attention faster 

than ethical breaches. Nothing will change a career faster than the failure to simply do what is 

right when the choice is obvious. 

Another high priority is workforce planning. We’re not seeing enough of our young and talented 

employees moving to the top of the fire funnel. You know better than I do that we are 

increasingly relying on retired employees to fill key positions on teams. You understand better 

than I do that IMTs as they are now configured may not be sustainable. We must take the 

opportunity to strengthen our Fire and Aviation program by attracting a diversity of candidates. 

 

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So, your challenge is clear as leaders in the fire program—you must keep one eye on the 

present and one eye on the future and take the steps now to recruit, train, and retain a 

new generation of capable and qualified fire and aviation managers and leaders. If we do 

not act now, the future may be bleak. 

In terms of a High Reliability Organization, the future is now. Let me say right at the top, I’m a 

firm believer in HRO principles; and I believe they need to be adopted and practiced throughout 

our agency. Safety is of critical importance in every area of BLM fire operations. We are 

constantly seeking operational improvements that will improve our safety practices and reduce 

our risk exposure. However, wildland firefighting is an inherently dangerous undertaking. 

The “Redbook”—one of our primary fire policy documents—states, “Our safety philosophy 

acknowledges that while the ideal level of risk may be zero, a hazard-free work environment is 

not a reasonable or achievable goal in fire operations.” For this reason, we’re never satisfied. 

We are driven to improve. Even when we perform exceptionally well for long periods of time, we 

are uneasy. We know a mistake, an oversight, or a short lapse of attention might just be around 

the corner. We know we can do better. These very characteristics, our constant drive to 

improve, our refusal to be complacent, our perpetual uneasiness even when things are going 

well, our ability to recover quickly are characteristics common to High Reliability Organizations. 

This conference on HROs is part of our unending effort to improve. Thank you for being here. 

Let me tell you what my expectations are for this week. I do not expect that you will sit passively 

and jot down occasional notes. I expect that you will actively engage in this learning and sharing 

opportunity. I expect that you will debate and discuss new and old ideas, concepts, and 

theories. And I expect that you will do this in a positive and constructive manner with a desire to 

learn, to improve, and to help your colleagues do the same. 

Finally, I hope you leave this conference with a better understanding of High Reliability 

Organization theory, of the history, research and theory behind it, and of its relationship with 

various other organizational concepts, ideas, and practices. Most importantly, I hope you leave 

with an idea of how you might develop or improve HRO practices in your organization. Then my 

expectation is that you will go home; and armed with what you’ve learned this week, you will 

begin to make the needed changes in your area of responsibility. 

I have long admired and supported the Fire and Aviation program in the Bureau of Land 

Management. You are people who know how to work, how to take on challenges, and get things 

done. We need more of that kind of example and leadership in every office of the agency. 

Please know that you have my support and backing. 

Again, I appreciate for your willingness to come to Phoenix this week and to take the BLM 

another step forward in our desire to become a true High Reliability Organization. Have a great 

week, listen, learn, and prepare for a better future beginning today.