The Pacific Southwest Region
 Fire and Aviation Management
Strategic Plan

VISION FOR TODAY
VISION FOR THE FUTURE

Pacific Southwest Regional Logo including an outline maps of California, Guam, Commonwealth of the Northern Mariana Islands, American Samoa, and Hawaii.

October 4, 2016

Pacific Southwest Region

Fire and Aviation Management
operates as
Wildland Fire and Aviation Management Leaders,
Safely Sustaining,
Protecting
and
Restoring Ecosystems

OPERATING PRINCIPLES:

 

Purpose and Use of the Strategic Plan

This Strategic Plan is an enduring document that provides the vision, principles, and frame of reference used to guide all Pacific Southwest Region Fire, Fuels, and Aviation Management (FAM) actions, decisions, and behaviors. It is dynamic and responsive to the mission of FAM in the Pacific Southwest Region.

 

VISION FOCUS AREAS

These areas are built upon the operational principles and form the operational agenda for achieving the Regional Fire and Aviation Management vision for the future.

Vision Focus Area 1

A Model of Excellence in Risk Management

Vision Focus Area 2

Natural Resources Integration

Vision Focus Area 3

Effective and Efficient Operations

Vision Focus Area 4

A Workforce Capacity Built for Success

Vision Focus Area 5

Effective Use of Technology

 

Vision Focus Area 6

Enhancing Organizational Trust


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STRATEGIES AND TACTICS

The Program of Work is divided into Vision Focus Areas, with strategies identified for each.

Strategies are elements of a Vision Focus Area (VFA), and are supported by a series of cohesive and coordinated tactics that suppport and contribute to reaching the Vision. Strategies are intermediate in timeframe.

Tactics are short-term, measurable, and accountable actions that contribute to achieving the intent of a strategy. Each tactic is identified with a due date to display commitment ot accomplishemnt.

This plan uses a numbering scheme to track tactics and accomplishments. The tactic is assigned a number corresponding to the year it was developed; the numbering sequence is xx.n1.n2.n3

xx is the year the tactic was developed and adopted
n1 is the vision focus area
n2 is the strategy
n3 is the tactic numbered sequentially

For example, tactic 98.1.1.1 was introduced in 1998 and is the first tactic that works toward Strategy 1, which supports VFA 1.


APPENDIX A - Roles, Responsibilities, and Authorities

This appendix lists the members of the strategic planning team, along with the roles and responsibilities of the members, the Fire and Aviation Management Board of Directors, chartered committees, and task groups.

APPENDIX B - Chartered Committees

This appendix lists all the chartered committees, who they report to, and the Board of Directors representative for each.

APPENDIX C - Acronyms

Included in this appendix are acronyms commonly used in the Strategic Plan, along with explanations.

APPENDIX D- Archives

Once a tactic is complete, it is moved to the archives to retain corporate memory.

APPENDIX E - FAM Membership on Other Committees

 

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VISION FOCUS AREA 1

A Model of Excellence in Risk Management

Fire and Aviation Management (FAM) will attack the root behavioral causes of accidents and hazardous situations to create a culture of success in safety.

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STRATEGY 1.1 - Ensure safety standards and guidelines are kept current.

No tactics identified at this time.

STRATEGY 1.2 - Ensure that Forest Service personnel understand and practice safety standards.

No tactics identified at this time.

STRATEGY 1.3 - Attack the root behavioral causes of accidents. Create a culture of safety excellence.

(consider changing language from root behavioral causes to creating a learning culture)

STRATEGY 1.4 - Ensure that all personnel understand their role in safe FAM program implementation, organizational planning, funding, and incident staffing.

No tactics identified at this time.


VISION FOCUS AREA 2

Natural Resources Integration

Fire and Aviation Management will collaborate with other regional resource disciplines to help accomplish Ecological Restoration goals, emphasizing sustainable forest ecosystem management, forest roads, recreation, and watershed health and restoration.

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STRATEGY 2.1 - Provide leadership, planning, and support for the management of fire in restoring and sustaining healthy ecosystems.

No tactics identified at this time

STRATEGY 2.2 - Involve the public as a partner to support the management of fire in restoring and sustaining healthy ecosystems.

No tactics identified at this time.

STRATEGY 2.3 - Establish and maintain predictive service units in support of fire management for restoring and sustaining healthy ecosystems.

 No tactics identified at this time.

STRATEGY 2.4 - Ensure that air quality issues enhance progress in the management of fire in restoring and sustaining healthy ecosystems.

No tactics identified at this time.

STRATEGY 2.5 - Establish and maintain integrated, interdisciplinary support for management of fire in restoring and sustaining healthy ecosystems.

No tactics identified at this time.

STRATEGY 2.6 - Provide assistance to other disciplines in support of the Natural Resource Agenda in the following areas: Watershed health and restoration Sustainable forest ecosystem management Forest roads Recreation.

 No tactics identified at this time.

VISION FOCUS AREA 3

Effective and Efficient Operations

Fire and Aviation Management will operate as an effective team to increase efficiency and reduce operating costs.

Fire and Aviation Management will continually strive to give taxpayers the best value for their money.

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STRATEGY 3.1 - Develop operating plans to provide the best customer service possible. Use these plans to deliver services, maintain and boost staffing levels, increase resource availability, and make efficient funding decisions. Keep these plans current with customer expectations, technological changes, and budget trends.

2010.3.1.2
Review the status/conditioning and futuring of our radio system (backbone, consoles, handheld, and other devices) with CIO to develop a purchase, repair and replacement program that meets regional operational needs.
(see 2010.5.5.1)

Project Manager:
TBD - Gary Biehl
Committee: (Team)
Paige Boyer
Due Date:

Status:
follow-up w/ James Whiteside
12/5/14

10/4/2016 needs validation

Tie to 5.5.2.3


 

STRATEGY 3.2 - Change budget and operational systems to create management incentives for safer, smarter, and more cost-effective decisions.

No tactics identified at this time.

STRATEGY 3.3 - Ensure appropriate expenditure of funds and proper implementation of Fire and Aviation Management programs.

No tactics identified at this time.

STRATEGY 3.4 - Make resource allocations, funding, and procedural decisions based on economic criteria to maximize output per dollar expended.

No tactics identified at this time.

STRATEGY 3.5 - Upgrade the inventory and database of R5 fire facilities, integrate this work with other R5 facilities and funding programs, and advocate as appropriate.

No tactics identified at this time.

STRATEGY 3.6 - In each identified program area, identify, analyze and where determined appropriate by BoD, implement cost savings measures that will enable the Region FAM to continue to provide 5376 FFPC while "living within" our allocated WFPR funding levels.

Program Area 1: Administration

No tactics identified at this time.
 

Program Area 2: Aviation

No tactics identified at this time.

Program Area 3: Communications

Program Area 4: Dispatch

2014.3.1.1

Develop a template for dispatch center remodels.

Project Manager: Jay Kurth

Team Members Assigned:Dispatch Steering Committee; Anthony Masovero, Liz Wright, James Whiteside,

Status:
New - 2/3/14

Ongoing 4/7/14

DSC to prepare a Best Practices white paper for Dec. 2014 BoD

10/4/2016 Dispatch Commmittee working on this, should have something by Dec. 16, 2016, may need to reword tactic. Jay will check.

 

Program Area 5: Facilities

Program Area 6: Fleet

No tactics identified at this time.

Program Area 7: Operations

No tactics identified at this time.

Program Area 8: Training

No tactics identified at this time.


VISION FOCUS AREA 4

A Workforce Capacity Built for Success

Fire and Aviation Management will promote excellence in fire training programs and consider training as an integral part of all aspects of the program.

Fire and Aviation Management will promote education - beyond fire qualifications - to give employees a larger framework of knowledge and to help make employees more valuable and marketable.

Fire and Aviation Management will recruit and retain a diverse workforce of qualified, skilled, and motivated employees.

Fire & Aviation Management will maintain an effective Regional Aviation program with the highest of standards in safety, training, certification, operating procedures, equipment and program management in support of the Forest Service mission, goals, and objectives. 

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STRATEGY 4.1 - Promote excellence in fire training.

 
2014.4.1.1

"Regional Instructor of the Year" program re-energized

Team Members Assigned: Stew Ricter and Training Committee (Kristel Johnson)

Status:
New

update at Feb. 2015 BoD

Oct. 4, 2016 Ongoing, on POW for WFDT

 

STRATEGY 4.2 - Improve Fire and Aviation Management employee retention.

No tactics identified at this time.

STRATEGY 4.3 - Improve recruitment of a high-quality and diverse workforce by expanding candidate pools at both entry and merit promotion levels.

No tactics identified at this time.

STRATEGY 4.4 - Establish standards to ensure Fire and Aviation Management employees are well trained and highly qualified

No tactics identified at this time.

STRATEGY 4.5 - Provide necessary staffing to safely and efficiently manage incidents using FAM employees, other personnel, and private sector resources.

2010.4.5.1
Engage a Task Group to develop tactics to improve overall workforce capacity to support Fire Management.

Project Manager:
Yolie Thomas
Committee:Anna Dinkel, IBS staff, Forest FMO's

Due Date: OCT 2017

Status: ongoing

Engaged in this with an action plan and training. In March of 2014 there was a finance academy held. ASC has 83 red-carded employees they are trying to get to the field. Check with Yolie Thomas for clarifying language and update at Dec. 2014 BoD

Oct 2016 update, actively mobilizing CATS, COST, FSC, to increase capacity. Would like to continue for one more year to be at full capacity for succession planning

STRATEGY 4.6 - Ensure that all incident facilities are accessible to enable physically challenged employees to participate.

No tactics identified at this time. (October 2016, this is a standard practice at all Federal Incidents)

STRATEGY 4.7 - Align Aviation Management workforce, skills, abilities, and resources to effectively maximize and support the Forest Service mission with current technologies.

No tactics identified at this time.


VISION FOCUS AREA 5

Effective Use of Technology

Fire and Aviation Management will stay current with the latest technology, evaluating its effectiveness and training our workforce to use it to its full advantage.
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STRATEGY 5.1 - Evaluate and plan for the effective use of computer-aided information management technology to support Fire and Aviation Management jobs.

New BoD rep is Tim Dunfee (Oct. 2016)

STRATEGY 5.2 - Train employees to implement current market technologies available for Fire and Aviation Management operational use.

2014.5.2.1
Identify and standardize the use of Aerial wildfire mapping tools available
Project Manager: Brent Skaggs

Committee: ATGS-Jeff Power, Joel Lane, Lorri Peltz-Lewis, James Whiteside, Dan Kleinman
Due Date: 5/1/15

Status: new 12/4/14

Oct. 4, 2016. Ongoing. Progress being made: purchased FLIR updgrade for FireWatch, upgraded mapping capability, NightWatch program exploring new missions, Dirty Bird project, mapping incidents from a distance.



STRATEGY 5.3 - Realign Fire and Aviation Management workforce skills, abilities, and cultural values to maximize computer-aided technology.

James Whiteside currently working on this and will develop tactics and recommendations for deployment of equipment, etc

STRATEGY 5.4 - Use technology to reduce employee risk and exposure to Fire and Aviation Management operational hazards.

No tactics identified at this time.
       

STRATEGY 5.5 - Evaluate and plan for the effective use of communications technology to support Fire and Aviation Management

2010.5.5.1
Have independent contractor review backbone radio system in Region. Report to BoD on situation (ref. 2010.3.1.2)
Project Manager:
Greenwood/Masovero
Committee:
Due Date:

Status:
update 06/2010
update 02/2012
Sustainable areas coverage
Check with Paige for Oct 2016 BoD.

2015.5.5.3 Complete an analysis for radio replacement that will consider:   base cost, accessory costs, repair costs and time, durability, compatibility both regionally and nationally (cooperators, current stock, what is in national radio cache), interoperability, assuring that PSW FAM, as the customer, is working in conjunction with CIO and AQM.

Project Manager: Kit Bailey

Committee: James Whiteside, Andy Horrell, Stan Strizhevsky, AQM rep, Regional Fire Equipment Committee, Gary Biehl

Due Date: January 22, 2016, to present at Feb. 2016 BoD

Status: New 10/2015

Oct. 4, 2016 Reword tactic to inclue backbone system for radios

 

VISION FOCUS AREA 6

Enhancing Organizational Trust

STRATEGY 6.1 - Promote communication to enhance trust and accountability with our employees, cooperators, stakeholders, and the public.

No tactics identified at this time.

 

STRATEGY 6.2 - Develop regional approach to document the account of incidents of significance.

No tactics identified at this time.

 


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