00 Interagency Geospatial Governance Model Interagency Geospatial Governance Model Composite...

11

Interagency Geospatial Governance Model


Composite Deliverable - Tasks One, Two, and Three

National Wildfire Coordinating Group (NWCG) National Interagency Fire Center (NIFC) Contract AG-024B-S-09-0035

July 2, 2010

22


Executive Summary

The wildland fire community is faced with an ever more complicated mission to manage wildland as a natural or unnatural process while protecting values at risk. Geospatial technologies are critical in decision support activities related to wildland planning, management, and suppression. These technologies require interagency geospatial datasets to support their business areas. The objective of this project is to develop and execute a governance model for the National Wildfire Coordinating Group (NWCG) member agencies for the creation, management, and maintenance of geospatial data for wildland management. The approach for this effort entails assessing wildland data needs, conducting a stakeholder analysis, analyzing agency policies/ guidance, and developing a strategic framework. Booz Allen Hamilton’s approach in this effort follows:

A wildland Data Needs Assessment was accomplished through review of key documents, interviews with 40 Key stakeholders, and conversations with core team members. The assessment: Identified frequency and type of current interaction in alignment with NWCG business areas Identified current interaction leads to projecting an alignment of key geospatial data requirements Supported a summary analysis of the interagency stakeholders’ alignment with the NWCG business areas Validated business areas to support the interagency geospatial community and provided effective focus for

both near and long-term organizational objectives

A Stakeholder Analysis provided a discovery process using documentation and interview data to determine primary issues in the NWCG Geospatial Task Group’s (GTG’s) environment and affecting its ability to set strategy, execute mission, and achieve results. The stakeholder analysis summarizes a SWOT - (strengths, weaknesses, opportunities, threats) – related to stakeholders feedback among the interagency community’s key dimensions of change - (people, process, technology, physical infrastructure).

33


Executive Summary cont’d.

An Agency Policy / Guidance Analysis for geospatial data and information highlights similarities and differences focusing on dimensions of change – (people, process, technology, and infrastructure). Policy and guidance varies considerably from agency to agency. Although, an over arching Federal Department level organization is in place and has incorporated policy and developed very broad direction and guidance for a geospatial framework that includes an enterprise architecture, the interagency wildland fire community has yet to embrace and/or refine and implement an enterprise architecture to meet it needs.

To develop the interagency geospatial program’s Strategic Framework, it is important to begin with the end in mind – i.e., the mission, vision, goals, and objectives (MVGO) of geospatial governance. The framework requires a communication and change management capability that captures strategic action planning and drives strategy to an operational model. A strategic framework (consistent with best practice) forms the basis of a governance model to support the interagency community’s capabilities, develop ownership of the underlying program, and define stewardship of the interagency wildland fire geospatial program.”

Representative View of Geospatial Strategic Framework and Development of the Governance Model

44


Introduction

Booz Allen Hamilton (Booz Allen) is engaged with a National Wildfire Coordinating Group (NWCG) geospatial core team for the purpose of developing a comprehensive strategic framework. This framework in turn will be used to provide the foundation for a geospatial governance model for application in the interagency wildland fire community.

Task 1 – Wildland Business Areas Assessment: Content herein focuses on NWCG wildland fire business areas, identification and categorization of geospatial stakeholders, and analysis with respect to existing structures and processes. We obtained necessary content through review of key documents, interviews with 40 Key stakeholders, and conversations with core team members.

Task 2 – Stakeholder Analysis: Content focuses on the results of two facilitated mission, vision, goal, objectives (MVGO) sessions and a stakeholder analysis derived from information gathered in Task One interviews by a strength, weaknesses, opportunities and threats (SWOT) analysis.

Task 3 – Agency Policy / Guidance Analysis: Content focuses on review of agency geospatial policies/directives plus a gap analysis related to geospatial business processes.

Task 4 – Strategic Framework: Content will form the basis for the recommended geospatial strategic framework to be identified later.

55


Table Of Contents

Context / Approach

Task Activities and Results– Assess Wildland fire Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives

– Develop Strategic Framework

Next Steps

66


Geospatial technologies and dependent data have become critical elements in the operation of federal, state, and local wildland fire programs

Context - The wildland fire community is faced with an ever more complicated mission to manage wildland fire as a natural or unnatural process while protecting values at risk and meeting resource objectives. Geospatial technologies are critical in decision support activities related to wildland fire planning, management, and suppression. These technologies require interagency geospatial datasets to support their business areas.

Current IssuesCurrent Issues

No overall geospatial strategy is available for wildland fire community to collaborate around data creation, maintenance, or access

Current geospatial standards are specific to individual agency policy, project, or application

Geospatial data is frequently created and modified to meet the individual requirements of various wildland fire-related activities

No environment exists to handle the geospatial data needs of the entire interagency fire community

Data is being created but not vetted through interagency fire business channels

No overall geospatial strategy is available for wildland fire community to collaborate around data creation, maintenance, or access

Current geospatial standards are specific to individual agency policy, project, or application

Geospatial data is frequently created and modified to meet the individual requirements of various wildland fire-related activities

No environment exists to handle the geospatial data needs of the entire interagency fire community

Data is being created but not vetted through interagency fire business channels

Results/ChallengesResults/Challenges

Inefficient data management and development processes

Duplicative efforts between agencies, offices, and projects

No central location for wildland agencies to access and retrieve (share) geospatial data

Significant time spent creating and acquiring key data in support of fire incidents even though it may exist in undiscovered partner agency systems

Project funds often spent on creating and acquiring data to meet specific project needs even though it might be available elsewhere

Inconsistent focus on technology can take away from mission accomplishment

Inefficient data management and development processes

Duplicative efforts between agencies, offices, and projects

No central location for wildland agencies to access and retrieve (share) geospatial data

Significant time spent creating and acquiring key data in support of fire incidents even though it may exist in undiscovered partner agency systems

Project funds often spent on creating and acquiring data to meet specific project needs even though it might be available elsewhere

Inconsistent focus on technology can take away from mission accomplishment

77


The NWCG over time has identified requirements for a robust geospatial governance approach

Embraces the mission space to collaborate and coordinate in support of the interagency wildland fire mission

Understands that the broader federal government is aggressively encouraging the coordination and collaboration of geospatial platforms across the federal civil environment

Supports overall organizational objectives to apply advanced geospatial technology to diverse missions of the interagency wildland fire community

Understands that it (i.e., the GTG) is well-positioned to lead this cooperative geospatial governance effort

Recognizes that the NWCG is moving into unexplored territory which will likely result in systematic changes in traditional business processes

Needs a governance model to define and execute mission-driven activities

Requires a communication and change management capability that captures strategic action planning and drives strategy to an operational model

**Please note, this is a third-party perspective provided to the NWCG GTG by a private sector consulting firm (Booz | Allen | Hamilton).

Under the NWCG, the Geospatial Task Group (GTG)...

88


Our objective in this contract is to support the NWCG in the creation of the geospatial governance approach

2. Conduct Stakeholder

Analysis


Analysis

3. Analyze Agency

Policies and Directives

3. Analyze Agency

Policies and Directives

4. Develop Strategic

Framework


Framework

Identify wildland fire business areas

Identify and categorize stakeholders that produce, maintain, and use data

Analyze identified wildland fire areas with respect to existing structure/processes

Develop assessment identifying mission, vision, goals, and roles of stakeholders

Assess stakeholders by evaluating data creation, management strategies, and business rules used

Identify key findings and implications via report

Gather Agency policies and directives

Analyze Agency Policy for similarities and discrepancies

Conduct gap analysis of the current business processes vs. desired processes

Identify key findings and implications

Identify risks and mitigation strategies for aligning geospatial data with framework

Identify ownership of geospatial programs, engage stakeholders

Validate requirements at all levels of fire management

Assist in managing organizational change

1. Assess Wildland Data

Needs

1. Assess Wildland Data

Needs

NWCG Geospatial Task Group Activities

Deliverables

Report – Assessment of Wildland Data Needs

Report – StakeholderAnalysis Results

Report – Agency Policyand Directives

Strategic FrameworkImplementation Plan

Presentation

Key Project Contributors

Multi-AgencyRepresentation


NWCG Sponsorship

NWCG Sponsorship

Contractor Support

Contractor Support

USFSContract

Management

USFSContract

Management

This document reflects results of

the first three tasks

99


The strategic framework must begin with the end in mind – i.e., the mission, vision, goals, and objectives (MVGO) of geospatial governance

Prospective NWCG Geospatial Strategic Framework

Mission: Does the group need to identify anything separately here?

Vision: How best to align to umbrella documents such as NWCG Strategic Plan, NWFEA Blueprint, agency-specific geospatial plans?

Goals: Which ones are necessary to cover “make or break” issues (e.g., perhaps related to creation, use, and management of data)?

Objectives: Which numerically oriented, time bounded commitments are the group able and willing to recommend?

Actions/Initiatives: What do the results of the business area analysis tell us about priorities?

Measures: Which will be used and who will monitor?

Representative Questions to Answer in this Project

1010


Governance promotes an explicit consideration of capabilities required in each dimension and their interdependencies

Processes– Policy and Budget– Activities and Tasks– Sequence– Information Sharing– Decision Rights– Targets and outputs

Technology (IT)– Data– Hardware– Software– Applications– Technology Infrastructure – Performance management

Physical Infrastructure– Locations– Facilities at each location– Workplace environment– Space, utilization targets

People (staff)– Organization structure & design– Performance System– Workforce Planning, i.e. #s of FTEs

Human Capital Management Competencies Leadership Performance management

Interagency Organizational Dimensions of Change

1111


The strategic framework should also drive a governance model consistent with best practice...

DESIGN DEVELOPENVISION DEFINEPhasesSequence

ProcessAreas

Concurrent

Dimensions of ChangeInterdependence

Prospective NWCG Geospatial Governance Model*

*Note: The mission, vision, goals, objectives noted on the previous page relate to the “Envision” stage of “Capability Development” as highlighted above.

1212


...and that links contract requirements in a logical sequence

Mapping of Notional Governance Model to Contract Requirements*

Identifying mission/vision/goals/objectives (tasks 2 and 4) drives capabilities and overall community success

Identifying business areas/needs (task 1) sharpens business strategy used to achieve mission/vision

Process work (task 3) supports capability improvement

Identifying program ownership, assessing and engaging stakeholders, validating fire requirements at all levels, and assisting in organizational change (tasks 1, 2, and 4) all support ownership building

Identifying business area/needs (task 1) also provides feeder material to communication and training efforts

Identifying risks and mitigation strategies for aligning geospatial data with governance framework (task 4) helps to inform program stewardship

Analyzing agency policy for similarities/discrepancies (task 3) solidifies the context and boundaries of change and governance

Capability Development

Ownership Building

Program Stewardship

*Note this roadmap will be refined to fit NWCG requirements

Illustra

tive

Example

1313


Table Of Contents

Context / Approach



Next Steps

1414


Task 1 provides an analysis of wildland fire programs and business areas plus an assessment of related geospatial data requirements

Identify wildland business areas

Identify and categorize stakeholders that produce, maintain, use data

Analyze identified wildland areas with respect to existing structure/processes

Deliverable Report – Assessment of Wildland Data Needs

Identification of Wildland fire Business Areas– To conduct discovery using background documentation and

interview data to determine how current roles and responsibilities among federal agency stakeholders align with the NWCG business areas impacting the interagency geospatial community’s ability to set strategy, execute mission, and achieve desired results

Tasks Completed– NWCG Geospatial Governance model core team identified forty

(40) key stakeholders for interviews among USFS, DOI, and other federal agencies

– Interviewed internal and external stakeholders– Compiled and reviewed a catalog of background documentation– Reviewed data from interviews– Identified key geospatial data requirements aligned to the NWCG

business areas via the interagency stakeholder analysis– Documented results of the stakeholder interviews for mapping

interagency Wildland Business Areas within NWCG Geospatial Core Team’s interagency operating environment

Outcomes – Identified frequency and type of current interaction in alignment

with NWCG business areas – Identified current interaction leads to projecting an alignment of key

geospatial data requirements– Completed a summary analysis of the interagency stakeholders’

alignment with the NWCG business areas (more info to be shared on this topic in the upcoming deliverable #2)

– Validated business areas to support the interagency geospatial community provide effective focus for both near and long-term organizational objectives

Key Project Contributors

Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship



1. Assess Wildland fire Data Needs

1. Assess Wildland fire Data Needs

1515


To complete Task 1, we briefed the governance model with an interagency executive group and answered questions about the governance model guidance

Mission: Why do you see a geospatial community as necessary?

Platform: What would happen if a geospatial community is not developed?

Stakeholders: Who is affected the most? The least?

Implementation: How long will it take to implement the geospatial governance model?

Change Management: Which barriers or obstacles do you foresee?

Processes: How might work processes change for the geospatial community?

Customers: How will customers of the geospatial products experience change?

Technology: How will the wildland fire community’s geospatial technology change?

Budget: How might this change impact your financial performance?

Illustrative Examples of Discussion Topics with the Executive Stakeholder Group

Ken Granneman

AGENCY EXECUTIVE STAKEHOLDERS

Brian McManus, Executive Sponsor

Lyle Carlisle

Chuck Dull

Laura Hill

Neal Hitchcock

Bill Kaage

Tim Murphy

Paul Schlobohm

Karen Siderilis

Richard Tinker

Tom Zimmerman

Kim Christensen

http://www.google.com/imgres?imgurl=http://www.norcaldualsport.com/Images/US_Forest_Service.png&imgrefurl=http://www.norcaldualsport.com/&h=749&w=713&sz=37&tbnid=2RbnZdvKsOxUVM:&tbnh=141&tbnw=134&prev=/images?q=us+forest+service+logo&hl=en&usg=__heB9d1h6Io7t2pflrI6gDAj-VU4=&ei=OCz4SraEGZGb8AartfDzCQ&sa=X&oi=image_result&resnum=5&ct=image&ved=0CA8Q9QEwBA



http://commons.wikimedia.org/wiki/File:US-NationalParkService-ShadedLogo.svg

http://www.fws.gov/

http://www.google.com/imgres?imgurl=http://upload.wikimedia.org/wikipedia/commons/3/3a/US-DOI-BLM-logo.png&imgrefurl=http://commons.wikimedia.org/wiki/File:US-DOI-BLM-logo.png&h=423&w=486&sz=17&tbnid=ootn6VDiICS0pM:&tbnh=112&tbnw=129&prev=/images?q=blm+logo&hl=en&usg=__-vSxnnQFppMLboMQpA4dH6sop6s=&ei=Xyz4Ss-xMdLk8Qa7883zCQ&sa=X&oi=image_result&resnum=1&ct=image&ved=0CAkQ9QEwAA



http://www.fws.gov/







1616


Susan Goodman & Staff

David Duran

Gladys Crabtree

Eric Gdula

Kathie Hansen

Dan Hurlbert

Miranda Stuart

Cynthia Wanschura

We interviewed 40 key stakeholders about the interagency geospatial model with representatives of the community to collect input

Geological Survey

Liz Lyle & Staff

Ken Granneman

AGENCY EXECUTIVE STAKEHOLDERS

Brian McManus, Executive Sponsor

Lyle Carlisle

Chuck Dull

Laura Hill

Neal Hitchcock

Bill Kaage

Tim Murphy

Paul Schlobohm

Karen Siderilis

Richard Tinker

Tom Zimmerman

Kim Christensen

Gary Krauss & Jerry Franz

Bureau of Indian Affairs

Luther Arizana

Scott Bradshaw

Chris English

Carl Hardzinski

Bryan Rice

Fred VonBonin

DOI Office of Wildland Fire Coordination

Henry Bastian

Bureau of Land Management

Bob Bewley

John Cissel

Bev Fronterhouse & Staff

Krista Gollnick-Waid

Robyn Heffernan

Joe Kafka

Gwenen Poirier

Jerry Sempek

Dave Wilson

Fish and Wildlife Service

Cal Gale & Staff

Chris Lett

Jerry Szymaniak

John Wallace

Richard Moore

National Park Service

Elise Bowne

Forest Service

Dorothy Albright

Candace Bogart

Dave Green

Charles Leonard

Gwen Lipp

Andy Peavy

Brian Schwind & Staff

Andrew Wilson






http://www.fws.gov/







http://www.fws.gov/




http://www.fws.gov/









http://www.fws.gov/


1717


We created a summary of key wildland fire business areas based on the interview results

Note that these are business areas, not organizational silos. The numbers represent areas in which interviewed stakeholders told us they work, irrespective of geospatial application or not.

These categories might help inform both the outcome (i.e., vision, goals, objectives) and output (i.e., actions and initiatives) aspects of the strategic framework

Moreover, these categories might serve as indicators of focus areas for capability development and program stewardship in a governance model

We note that some of these categories differ somewhat than what has been used in agency-specific geospatial frameworks

Relevance of Categories*

*Please see the Appendix for further discussion/analysis of the pros and cons of various ways in which to structure a geospatial governance model

1818


Feedback is segmented by NWCG Wildland fire Business Area 1: Leadership

Leadership Business Areas: Direction setting and decision making within the wildland fire community.

SERVICES ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA

Strategic Planning Articulation of where leadership wants the organization to go, how best to get there, mechanisms for measuring the degree of success, and delegation of responsibilities.

Inventory of key partner missions and visions, goals and objectives, as well as related performance metrics for geospatial technology to support wildland suppression needs.

Policy Development Creation of a common interpretation of existing policies and the national fire plan among the participating agencies. Formulation of policy recommendations for agency adoption.

Common interpretation of existing policies among key geospatial technology partners, and formulation of necessary policy for interagency geospatial technology operations and maintenance.

Financial Planning Planning, evaluation and allocation. Financial metrics related to geospatial technologies, physical infrastructure (facilities), supporting processes and programs.

Compliance Requirements Management (NEPA)

Interagency compliance requirements coordination, reporting and analysis.

Locations of cultural resources, priority/endangered species, cultural sites, wetlands, habitats, floodplains, and incident information.

Performance Monitoring and Assessment (NEPA)

Programmatically measuring, evaluating and adapting actions. Locations of cultural resources, priority/endangered species, cultural sites, wetlands, habitats, floodplains, incident information, and performance-based analysis results.

Investment Decision Making

Analysis of business and environmental (infrastructure, technology and products) fit of any proposed enhancement to the investment portfolio. Determination of criteria for evaluating investment proposals, and development of process for implementation.

Financial planning for geospatial technologies, physical infrastructure (facilities), processes and programs.

Fire Program Development

Development of the program to support and promote interagency collaborative participation to meet the NWCG mission.

NWCG partner modeling application results (WFDSS, FPA, LANDFIRE, etc.) and incident data.

Design and Implement Operating Model

Development of the interagency structures and protocols needed for effective program operation.

NWCG partner modeling application results (WFDSS, FPA, LANDFIRE, etc.) and incident / project data.

Product Management The design and lifecycle management of products and services to address stakeholder needs. Not the development, but O&M.

NWCG partner modeling application results (WFDSS, FPA, LANDFIRE, etc.) and incident / project data.

1919


Feedback is segmented by NWCG Wildland fire Business Area 2: Business Operations

Business Operations Business Areas: The daily operations required for running the wildland fire organization.

SERVICES ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA

Financial Management Budgeting and Accounting activities conducted in day to day, and year to year operation of Wildland Fire.

Financial planning for geospatial technologies, physical infrastructure (facilities), processes and programs.

Human Resource Management

The policies and procedures involved in managing people within the Wildland fire community. The theoretical and practical techniques of managing a workforce.

Key staff locations

Contract Management The maintenance and management of contracts required for day to day operations and preparedness of the Wildland Fire program. This would include general contract execution at the program level and liaison activities with agency contract management services.

The maintenance and management of contracts required for day to day operations and preparedness of geospatial technologies to support the Wildland Fire program.

Asset Management The management of items, objects and property used to support the activities required to keep the organization functional. Types of assets are Fixed, Intangible, personal property and equipment.

Inventory of partner facilities, asset locations, equipment inventory locations, and key staff locations

Records Management The practice of identifying, classifying, archiving, preserving and destroying records. The field of management responsible for the efficient and systematic control of the creation, receipt, maintenance, use and disposition of record.

Records retention of all pre and post-incident geospatial information.

Information and Technology Management

Oversight and guidance of hardware and software as an enterprise resource.

All pre-incident and post-incident base data accessible to the NWCG user community.

2020


Feedback is segmented by NWCG Wildland fire Business Area 3: Fire Program Management

Fire Program Management Business Areas: Creation and dissemination of the procedures, standards and guidelines for managing wildland fire events and resources. Activities that lead to a safe, efficient, and cost-effective Fire Management

Program in support of land and resource management objectives.

MEMBERS ROLE KEY REQUIREMENTS AND/OR GEOSPATIAL DATA

Communications The planning, management and development of communication based on priorities, methods, audience, strategies and program needs.

Terrain, current coverages (private sector), and communications infrastructure (fixed and mobile).

Fire Planning The systematic, technological, and administrative management process of designing organization, facilities, and procedure, including fire use to protect wildland from fire. The processes include land and resource planning, fire management planning, and specific fire implementation action planning.

Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, and water sources.

Standards and Procedures, Maintenance and Development

The creation, modification, or withdrawal of standards and procedures (guidelines are suggested procedures) required to safely, efficiently, and effectively achieve the strategic intent of the Wildland Fire program.

The creation, modification or withdrawal of standards and procedures required to safely, efficiently, and effectively achieve the strategic intent of geospatial technology to support the Wildland Fire program.

Workforce Management Identification, training and enhancement of the Wildland Fire militia, the Interagency Fire Position Management (IFPM) core and the general Wildland Fire workforce.

Inventory of partner facilities, facility missions, and key staff locations.

Community Assistance / Public Outreach

Training, information sharing and assistance to Wildland Fire service consumers. Education and communicating with the general public about fire prevention, safety and risk mitigation. Includes education and support for restoration of Fire Adapted Ecosystem.

Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, structures, imagery, water sources, and urban interface areas.

Fire Environment The terrestrial and atmospheric fire influences modeled by applications of fuels, weather and topography at low to high resolution temporal and special scales. Includes activities for Fire Behavior, Fire Danger, and Fire Weather….Predictive Services.

Fuels, terrain, vegetation, precipitation, seven day weather forecast, structures, and imagery.

2121


Feedback is segmented by NWCG Wildland fire Business Area 4: Vegetation Management (Hazardous Fuels Reduction)

Vegetation Management (Hazardous Fuels Reduction Business Areas: The manipulation or removal of fuels to reduce the likelihood of ignition and/or to lessen potential damage from and resistance to control of wildland fires, including ecosystem

evaluation and balance.


Tactical Planning Development of a plan of action to achieve goals based on pre-existing plans and current conditions. This will include weather analysis, logistics, personnel, equipment, etc.

Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.

Treatment Implementation

The setup, monitoring, and application of either mechanical, chemical, biological, manual or fire to reduce the flammability and resistance to control of wildland fuels, and when applicable, biomass utilization.

Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, and structures.

Treatment Assessment The evaluation and interpretation of the degree of effectiveness of the treatment, and identifying any follow on action required.

Fuels, treated areas (type), terrain, recent burn areas, vegetation, precipitation, and values.

Fuels Treatment Reporting

Declaration of results of hazardous fuels reduction actions Treated areas (type), recent burn areas, and urban interface areas.

2222


Feedback is segmented by NWCG Wildland fire Business Area 5: Wildland Fire ManagementWildland Fire Management Business Areas: The planning, preparedness, dispatch, coordination, on-scene management of

any unplanned event, investigation of a wildland fire event, and post wildland fire recovery.


Tactical Preparedness

Managing for the current preparedness level. The range of critical tasks and activities necessary to build, sustain, and improve the capability to protect against, respond to, and recover from wildland fire incidents.


Fire Response Specific tactical actions taken in response to wildland fire. This includes following policy and procedures for command and control, operations, planning resources and recovery.

All data referenced in this section plus local data acquired from the impacted communities. Fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.

Stabilized Burned Areas

Assessing burned area damages and developing emergency plans to stabilize and prevent further degradation to the post wildland fire environment. Implementing approved emergency and non-emergency post wildland fire recovery plans with available funding.


Incident Business Operations

The management of personnel, acquisitions, property, claims, cost accounting and reporting.

Specific tactical actions related to geospatial technology taken in response to management of wild fire. This includes following policy and procedures related to geospatial technology for command and control, operations, planning resources and recovery.

Fire Data Reporting Declaration of results of wildland fire actions Burned areas and Fire Perimeters: fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes.

Risk Management Identifying potential risks and making decisions to reduce the possibility and/or impact of the risks

Burned areas and Fire Perimeters: fuels, burn probability, terrain, historic burn areas, ownership (manager), vegetation, precipitation, seven day weather forecast, structures, imagery, water sources, and lightning strikes. Seasonal forecasts, values, access and egress, roads, communities, fire history, etc. are also important.

2323


Agency-specific drilldown provides a similar look at the alignment and importance of business area focus

Alig

nmen

t of J

ob F

unct

ion

** Note: Although the general trends remain, this view shows micro-trends by agency according to the stakeholder feedback in reference to NWCG business areas (e.g., BLM uses geospatial for vegetation management and business operations too; USFS is characterized by a big focus on wildland fire management but not on operations)

Wildland Fire Business Areas Stakeholder Engagement

0

2

4

6

8

10

12

14

BusinessArea 1:

Leadership

BusinessArea 2:

BusinessOperations

BusinessArea 3: Fire

ProgramManagement

BusinessArea 4:

VegetationManagement(Hazardous

FuelsReduction)

BusinessArea 5:

Wildland FireManagement

NWCG Business Area

Ali

gn

men

t o

f Jo

b F

un

ctio

n

USDA USFS

DOI BLM

DOI NPS

DOI BIA

DOI FWS

USGS

DOI OWFC

2424


Business Area 2: Business Operations

In the interagency wildland fire community, geospatial activity among job functions currently supports multiple business areas in relative proportion

Geospatial Activities by Wildland Fire Business Area

Business Area I: Leadership

Business Area 3: Fire Program Management

Business Area 4: Vegetation Management

Business Area 5: Wildland Fire Management

**Note: Predominance of focus based on the interviews does not necessarily align with the budget available for these areas.

Geospatial Activities by Wildland Fire Business Areas

NWCG Wildfire Business Area 1: Leadership

20%

NWCG Wildfire Business Area 3: Fire Program

Management21%

NWCG Wildfire Business Area 5: Wildland Fire

Management26%

NWCG Wildfire Business Area 4: Vegetation

Management (Hazardous Fuels Reduction)

18%

NWCG Wildfire Business Area 2: Business Operations

15%

2525


The stakeholders for this project are geospatial professionals supporting operations at the field, local, state, regional, and national levels

Within their areas of expertise, these individuals acquire, manage, interpret, display, analyze, or otherwise use geospatial data focusing on the geographic, temporal, and spatial context of various information themes

These activities engage them in both data production and consumption - the following pages categorize the stakeholders and their partner agencies as producers and/or consumers by relative percentage relating to their total (100%) of data-related activities

The following descriptions define the terms used in the subsequent categorization– Producer (Produces geospatial data through their products and/or services)– Consumer (Uses geospatial data created through various products and/or services)

Use of this approach demonstrates a consistent trend of stakeholders activity in both producer and consumer capacities with some minor variations in the balance of these

We also have categorized stakeholders using a “producer/consumer” classification

2626


Composite Categorization of Stakeholders by Agency Group

WILDLAND FIRE STAKEHOLDER

GROUPDESCRIPTION OF KEY GEOSPATIAL ACTIVITIES

Existing Geospatial Technology Relationship with Lead

Agency?

PRODUCER CONSUMER

GEOSPATIAL TECHNOLOGY ENGAGEMENT

APPROACH

USDA Forest Service

Geographic Information Systems (GIS) constitute the computerized "tools" that have been developed to manage information about where things are in relation to one another and their unique attributes (characteristics). From an "evolutionary" standpoint GIS technologies are at a "late childhood" stage of maturation and, similar to a young child, continue to undergo rapid and dramatic development.

ArcGIS delivers "industrial strength" functionality the agency needs to fulfill internal as well as government-wide information management mandates of the 21st century. From a physical standpoint, larger/faster database servers, faster Local Area Networks (LAN), more powerful desktop machines on more desktops, and more robust telecommunication connections between FS offices are all needed. In addition, there is much more to know and understand, new skills and roles to develop among a more diverse spectrum of FS employees, more data standardization to define and achieve, and new data models into which to migrate.

Yes

Keep informed, manage, seek to

support by sponsorship

DOI BLM Geospatial technology evolving beyond the traditional user and becoming ubiquitous within BLM. Geospatial data standards will help facilitate data sharing and increase interoperability among geospatial technologies. Furthermore, geospatial data standards contribute to making a geospatial technology specialist’s life simpler and increase the reliability and effectiveness of the GIS products that are produced.

Yes

44% 56% Keep informed and meet any

responsibilities to the Agency

and Field

DOI NPS The goal of the NPS Geographical Information Systems (GIS) Program is to provide usable geographic data and information, through geographic information systems, for scientifically based management of park resources and for park planning.

The Natural Resource GIS Program performs the following functions: coordination of GIS implementation within the NRPC, Regions, and NPS Units, coordination of partnerships with other agencies and organizations, facilitation and management of joint and cost-shared geospatial data development, management of Natural Resource and I&M GIS data acquisition, planning and implementation of the spatial data clearinghouse and data archiving, development and coordination of GIS and information management plans, standards, and policies, coordination of GIS and data management educational and training opportunities, facilitation of information and data sharing within the NPS GIS community.

Yes35% 65%

Engage closely, collaborate

45% 55%




2727


Composite Categorization of Stakeholders by Agency Group (cont’d)

WILDLAND FIRE STAKEHOLDER

GROUPDESCRIPTION OF KEY GEOSPATIAL ACTIVITIES

Existing Geospatial Technology Relationship with Lead

Agency?

PRODUCER CONSUMER

GEOSPATIAL TECHNOLOGY ENGAGEMENT

APPROACH

DOI BIA Provide Bureau-wide standardization for GIS staffing, planning, procedures and core data sets; provide bureau-wide standardization for access to the right information for authorized users anytime – easier, faster, and less expensively.

Yes 20% 80% Engage closely, collaborate

DOI FW&S Expanding involvement in GIS activities in the US Fish and Wildlife Service (FWS), with emphasis on the spatial data aspects of GIS. These include coordinating metadata efforts in FWS, assisting offices by locating free or low cost spatial data, providing general evaluations on the quality of that data, providing a platform for sharing metadata and spatial data, and serving as a clearinghouse for other GIS topics such as data standards, training, the A-16 process, global positioning systems, contract information, and technical notes.

Yes

29% 71%Engage closely,

collaborate

DOI OWFC DOI’s business activity depends on geospatial information—knowing where things are and understanding how they relate to one another. The purpose of these documents is to define how geospatial data and technology will be used to enhance DOI business activities and the achievement of its mission and goals. Geospatial data and technology are strategic, national assets involving major investments. While geospatial capabilities have been implemented in all DOI bureaus, the implementation hasn’t been documented or systematic, causing impediments to potential interoperabil ity and lost potential for cost savings.

N/A

60% 40% Keep informed, manage, seek to

support by sponsorship

USGS The USGS is the leading United States Government agency with expertise in geologic investigations, resource assessments, and the development, analysis, and distribution of geospatial databases, maps, and derivative products. USGS is also host to the Federal Geographic Data Committee (FGDC), which establishes and promotes

standards for geospatial data documentation and public access systems.

No separate Fire Division

80% 20% Engage closely, collaborate for

additional resources

http://www.fws.gov/

2828


The following internal key stakeholders were interviewed for this baseline analysis and producer/consumer categorization

AGENCY KEY STAKEHOLDER ROLE / GEOGRAPHIC LOCATION PRODUCER CONSUMER

USFS Dorothy Albright Resource Information Specialist / Geographer - Technical Specialist Fire and Aviation Management

(Eugene, Oregon)

10% 90%

BIA Luther Arizana Supervisory IT SpecialistInformation Technology (West Module)

(NIFC – Boise, Idaho)

20% 80%

DOI - OWFC Henry Bastian Fire Ecologist, LANDFIRE Program DirectorOffice of Wildland Fire Coordination – US Department of Interior

(Washington, DC)

60% 40%

BLM Bob Bewley Senior Geographer, Geospatial Program ManagerDivision of Planning and Science Policy, Bureau of Land Management

(Washington, DC)

40% 60%

USFS Candace Bogart (R3) Physical Scientist, Regional GIS Program Manager (SW Region)GIS/Photogrammetry Unit - Engineering Staff

(Albuquerque, New Mexico)

50% 50%

USFS Elise Bowne GIS Specialist, Rocky Mountain Regional OfficeUnited States Forest Service

(Golden, Colorado)

50% 50%

BIA Scott Bradshaw Fire PlannerBureau of Indian Affairs – National Interagency Fire Center

NIFC – Boise, Idaho)

10% 90%

BLM John Cissel Program ManagerJoint Service Fire Program


100% 0%

USFS(WFDSS) /

NPS

Gladys Crabtree WFDSS Geospatial Data CoordinatorNPS Lead, Information Management

(NIFC – Boise, Idaho)40% 60%

NPS David Duran Resource Information Services DivisionNational Information Services Center

Office of the Chief Information Officer, National Park Service(Denver, Colorado)

10% 90%








2929


Carl Hardzinski

AGENCY KEY STAKEHOLDER ROLE / GEOGRAPHIC LOCATION PRODUCER CONSUMER

BIA Chris English Natural Resources Specialist, GISBureau of Indian Affairs Western Regional Office Forestry

(Arizona)

30% 70%

BLM / AFS Bev Fronterhouse & Staff

Chief, Branch of Business and Technology ManagementDivision of Fire and Aviation / Alaska Fire Service, Bureau of Land

Management(Wainwright, Alaska)

50% 50%

USF&WS - FPA

Cal Gale & Staff Fire Management Specialist / Implementation Coordination Group Lead, FPA

(BLM State Office – Boise, Idaho)

30% 70%

NPS Eric Gdula Fire GIS Specialist Grand Canyon National Park – Fire and Aviation

(Grand Canyon, Arizona)

50% 50%

BLM Krista Gollnick-Waid Fire Behavior AnalystFuels, Policy and Oversight – BLM Budget and Planning


50% 50%

BLM Susan Goodman & Staff

Fire Management SpecialistBLM, National Operations Center

(Denver, Colorado)

50% 50%

USFS Dave Green Information ArchitectBusiness Requirement and Information Management

USDA, CIO(Grangeville, Idaho)

25% 75%

BIA 80%

NPSKathie Hansen 80%

BLM

Robyn HeffernanAssistant National Fire Weather Program Manager

National Interagency Coordination Center, Predictive Services(NIFC – Boise, Idaho)

20% 80%

20%

20%

The following internal key stakeholders were interviewed for thisbaseline analysis and producer/consumer categorization (cont’d)

Regional Fire GIS Specialist, Midwest Regional OfficeDOI, National Park Service

(Wisconsin)

Regional GIS Coordinator, Bureau of Indian Affairs

(Midwest Region)








http://www.fws.gov/

3030


The following list of internal key stakeholders were interviewed for this baseline analysis and producer/consumer categorization (cont’d)

BLM

Andy Peavy

AGENCY KEY STAKEHOLDER ROLE / GEOGRPAHIC LOCATION PRODUCER CONSUMER

NPS Dan Hurlbert GIS Specialist, Shenandoah National Park/NE Region Fire GIS Cordntr National Park Service

(Shenandoah Valley, Virginia)

40% 60%

BLM Joe Kafka GIS Analyst, Idaho State Office – National Interagency Fire CenterBureau of Land Management

(Boise, Idaho)

50% 50%

USFWS Gary Kraus (inc. Ken Granneman / Jerry Franz)

Refuge Management Information System Coordinator / BiologistU.S. Fish and Wildlife Service

National Wildlife Refuge System(Washington, DC)

5% 95%

USFSCharles Leonard

Intelligence Operations CoordinatorNational Interagency Coordination Center


20% 80%

USFWSChris Lett

Geospatial Information OfficerUS Fish and Wildlife Service

(Denver, Colorado)

30% 70%

USGS Elizabeth Lile 80% 20%

USFSGwen Lipp

Field Planner (GIS), Planning Section ChiefBlack Hills Forest, USDA

(South Dakota)

70% 30%

Richard Moore

Geospatial Information OfficerBureau of Indian Affairs

(Washington, DC)

50% 50%

USFS 10% 90%

Geospatial Information Officer and former NNWCG Geospatial Technology Group Member

United States Geospatial Service (USGS)(Denver, Colorado)

Geospatial Management OfficerUnited States Forest Service

(Medford, Oregon)

BIA

Fire Management Specialist, Division of Resources and Fire Management, Fire & Aviation Branch

BLM Colorado State Office(Lakewood, Colorado)

10% 90%Gwenan Poirier




http://www.fws.gov/


http://www.fws.gov/



3131


National Capitol RegionNational Park Service

(Washington, DC)

The following list of internal key stakeholders were interviewed for this baseline analysis and producer/consumer categorization (cont’d)

BLMGIS Specialist,

Bureau of Land Management (Phoenix, Arizona) Dave Wilson

USF&WS James Roberts Fire Management SpecialistNWRS / Branch of Fire Management

US Fish and Wildlife Service, Region 8

10% 90%

USFS Brian Schwind – Staff

DirectorUS Forest Service Remote Sensing Applications Center

(Salt Lake City, UT)

20% 80%

BLMJerry Sempek

Supervisory GIS SpecialistDOI – Utah State Bureau of Land Management

(Salt Lake City, UT)

50% 50%

NPS (former USFWS)

Miranda Stuart

Fire Operations SpecialistPrescribed Fire Training Center, National Park Service

(Florida)

70% 30%

USFWS Jerry Szymaniak Regional Fire PlannerFish and Wildlife Service

(Western Half of Eastern Area)

50% 50%

USFWSJon Wallace

Prescribed Fire Specialist, Waxahachie and Florida Keys RefugeUS Fish and Wildlife Service(West Palm Beach, Florida)

50% 50%

NPS Cynthia Wanschura 50% 50%

USFS Andrew Wilson Resource Information Specialist, United States Forest Service

(Riverside Fire Lab/Portland FSL)

90% 10%

BIABryan Rice

Assistant DirectorBureau of Indian Affairs

(Washington, DC)

20% 80%

KEY STAKEHOLDERAGENCY PRODUCER CONSUMER

20% 80%

ROLE / GEOGRPAHIC LOCATION

BIAFred VonBonin

Southwest Regional Fuels Analyst Bureau of Indian Affairs

(Albuquerque, New Mexico)

70% 30%





http://www.fws.gov/

http://www.fws.gov/

http://www.fws.gov/



3232


We offer further analysis of geospatial data issues as they relate to support of wildland fire business areas*

This section is organized by NWCG partner agencies for purpose of comparison

In discussing the existing structure and processes for the creation, management, and use of geospatial information related to wildland fire the following headings are defined:

– Geospatial Data Creation and Acquisition (Discussion of the existing structure and processes in place for the creation of geospatial data to include details on information acquisition, processing, and any specific standards utilized in the data creation process)

– Geospatial Data Management (Discussion of existing structure and processes in place for the management of geospatial data; text to document data management practices in use, and specific technologies supporting data management)

– Geospatial Data Use (Discussion of the existing structure and processes in place for the use of geospatial data, which is expected to be the larger volume of text identifying the details of how data is being used for applications, analysis, and product development)

Our analysis suggests that a geospatial governance model needs to bring some continuity across agencies:– There is a gap between national policymaking/standards and local generation and use– Data is often managed by individual users rather than through broader solutions– Many of the operational guidelines are undocumented SOPs compiled for internal purposes– Imagery resources are accessed at multiple facilities on an as-needed basis; most users content that

others have acquired the data

*Note that later deliverables will focus on people, process, and related issues in geospatial governance

3333


USDA United States Forest Service (USFS) Geospatial Data existing structure and processes in place for the creation of geospatial data

USDA United States Forest Service (USFS)

Geospatial Data Creation and Acquisition

Standards for data collection have been established at the national level to ensure continuity In some instances, regional requirements have added attributes for specific applicationsThe creation of metadata is required but not enforcedThe majority of fire-related data created by USFS is done at the incident or regional levelThe USFS is the authoritative data source for all USFS managed landsGeospatial data is acquired from many internal and external sources

Geospatial Data Management

The USFS created the Geospatial Advisory Committee (GAC) to:• Develop and maintain geospatial data standards across the USFS for data, map products, and delivery of these services• Coordinate National Resource Applications • Provide geospatial vision, strategy, training and awareness to the USFS community

National data is distributed through the web-based Geospatial Data Clearing House (includes vector data, raster data, map products, and other geospatial resources)

Through participation in the Geospatial Task Group (GTG) and other affiliations, fire data is shared between the NWCG partner agencies

Regional offices are the hub for large volumes of geospatial data relating to USFS managed landsThe predominant means for incident data access is through FTP and other non-enterprise solutionsData located at regional offices is difficult to access at other facilities


3434


USDA United States Forest Service (USFS) Geospatial Data existing structure and processes in place for the use of geospatial data (cont’d)

USDA United States Forest Service (USFS)

Geospatial Data Use

Internal and external data are utilized extensively to support modeling applications at the Remote Sensing Application Center (RSAC) and other facilities

Pre-incident data is compiled and used by individuals and USFS applications with minimal effort Imagery resources are accessed at multiple facilities on an as-needed basis Incident data is compiled locally and pushed to regional and federal locations for inclusion in status products and geospatial

applicationsESRI software is available to all staff through an Enterprise Licensing Agreement


3535


DOI Bureau of Land Management (BLM) Geospatial Data existing structure and processes in place for the creation of geospatial data

DOI Bureau of Land Management (BLM)


The BLM creates minimal amounts of geospatial data. The majority of data used is acquired from outside sources.Specific datasets created include; vegetation treatment, compiled fire occurrences, compiled fire perimeters, lightning strike locations,

and various administrative-type boundariesAn example of the interagency support environment for the creation of geospatial data is the compilation of fire perimeters done in

collaboration with USGS. Data is provided by many entities, field operations to satellite imagery. These individual coverages are compiled into a national dataset for the purpose of supporting several specific applications as well as the larger user community.

BLM staff acquire large volumes of raster and vector data from outside sources to support their projects In general, geospatial data is not created or compiled in a consistent mannerUsers rely on outside entities to provide external data for projectsData acquired from others is driven by the project with minimal knowledge of what is available to them


Data managed and maintained by individual users (project based) as opposed to an agency wide solutionFormal plans are in place and under development at the headquarters level and available but are not enforced or well known.Data is frequently stored in multiple and sometimes redundant locationsData processing is duplicated in many places Data is posted to many sites for access by others, duplicating efforts and creating confusion with the user-base.Data may be difficult to validate/verity when metadata is not provided (frequently) Imagery data sources are available without information on the originating source or POC information.


3636


DOI Bureau of Land Management (BLM) Geospatial Data existing structure and processes in place for the use of geospatial data (cont’d)

DOI Bureau of Land Management (BLM)

Geospatial Data Use

ESRI software is used almost exclusivelyAnalysis (models) and computer-based visualization are the predominant form of product distribution, far more than paper mapsLack of common capabilities across federal, state, regional, and mission focused entities creates a varied use of the technology Imagery and data acquired from all sources to meet varied requirementsGeospatial data is key in most of the applications providing modeling and analysis services Imagery users are generally not making purchases or otherwise determining the accuracy or quality requirements they are using.

Most are relying on others to acquire the data they will use and are content with the compromises.The use of geospatial technology is hampered by limitations in staff location and availabilityWith no complete base-data available internally individuals make key decisions in the use of different (for many reasons) base data

for products and analysis


3737


DOI National Park Service (NPS) Service Geospatial Data existing structure and processes in place for the creation of geospatial data

DOI National Park Service (NPS)


NPS staff use agency standards for data creation on and off incidentsThe agency provides specific training in GPS use to support field data collection Individuals are creating multiple internal datasets to support map production and applications


The NPS has developed a formal Enterprise GIS Program Plan to support their overall geospatial management effortsThrough daily interactions, they are actively collecting geospatial data from federal, state, and local partnersLeadership at NPS is concerned with ensuring that all users have access to all geospatial dataThey are working to fulfill the need for national coverages for core base-data requirements

Geospatial Data Use

Current geospatial products are supporting all aspects of the fire communityData holdings fill the requirements for multiple models for advanced analysis


3838


DOI Bureau of Indian Affairs (BIA) Geospatial Data existing structure and processes in place for the creation of geospatial data

DOI Bureau of Indian Affairs (BIA)


BIA staff follow general standards developed by their DOI partnersGPS use is prevalent in its data collection effortsSignificant efforts are in place to digitize property boundaries for tribal ownership


Minimal data management activities are conducted by HQ staffAccess to ESRI software is covered by the DOI Enterprise licensing agreementField staff can access internal GPS training to support their effortsMany of the operational guidelines are un-published SOPs compiled for internal purposesDirect management of geospatial efforts is covered at the Regions and the BIA National Geospatial Resource Center (Albuquerque,

NM)

Geospatial Data Use

The BIA has a relatively small user-base of geospatial professionalsStaff are performing many small-scale functions similar to other DOI entitiesFuels analysis is covered at the local level and fed into local and national modelsThe majority of the geospatial product requests are for ad hoc map products Many of the regions are maintaining independent regional geospatial viewers

3939


DOI Fish and Wildlife Service Geospatial Data existing structure and processes in place for the creation of geospatial data

DOI Fish and Wildlife Service (F&WS)


Staff and leadership are looking to provide real-time data input/updatesThe USFWS is currently developing field-data collection tools to assist in data creationStaff are being trained on core standards for data creation


Working to improve methods for tracking and incorporating geospatial information in all internal business solutionsEfforts in place to maintain local flexibility and creativity while minimizing the burden of administrative process and ensuring

adequate management controls and accountability Developing geospatial data standards and educating the user-base on themThe USFWS is consciously moving to centralized databases to meet their internal geospatial data requirementsProviding tools for data sharing (internal & external)Collaboration with state and local data stewards in effort to acquire additional data

Geospatial Data Use

The USFWS is working to enhance the delivery of geospatial data to partners and the public Efforts are in place to increase the ability of FWS employees to use GIS data and tools to accomplish mission goals. Data supports multiple models and viewer applicationsLarge holdings of Raster and vector dataEnterprise data environment is providing easy internal access

http://www.fws.gov/

4040


Based on information gathered through Task 1, we are able to provide some initial thoughts on potential geospatial governance model designs

Note that it is too early to determine the final geospatial governance model approach of specific business areas

Nevertheless, initial interviews and models used elsewhere suggest some options to consider

Analysis on this topic of wildland fire business areas will be refined throughout this project


4141


Organization by NWCG Business Areas

NWCG WILDLAND FIRE BUSINSESS

AREASUB WILDLAND FIRE BUSINESS AREAS

LEADERSHIP Strategic Planning, Policy Development, Financial Planning, Compliance Requirements Management (NEPA), Performance Monitoring and Assessment (NEPA), Investment Decision Making, Fire Program Development, Design and Implement Operating Model, Product Management

BUSINESS OPERATIONS

Financial Management, Human Resource Management, Contract Management, Asset Management, Records Management, Information Technology Management,

FIRE PLANNING MANAGEMENT

Communications, Fire Planning, Standards and Procedures, Maintenance and Development, Workforce Management, Community Assistance / Public Outreach, Fire Environment

VEGETATION MANAGEMENT

Tactical Planning, Treatment Implementation, Treatment Assessment, Fuels Treatment Reporting

WILDLAND FIRE MANAGEMENT

Tactical Preparedness, Fire Response, Stabilized Burned Areas, Incident Business Operations, Fire Data Reporting, Risk Management

CONSIDERATIONS

ADVANTAGES DISADVANTAGES

Integrated into the NWCG Program Management Office

Not recognized by the wildland fire community of geospatial technology stakeholders

Could be basis for business areas to identify NWCG as an unified organization with one unified identity (mission, vision, goals, objectives, performance measures)

Individual agencies are recognized and familiar with the wildland fire community of geospatial technology stakeholders – a formal change management methodology will be necessary to effectively implement NWCG business areas

Further defines framework for roles and responsibilities, although not concisely or precisely aligned with the business areas in the geospatial stakeholder community

Does not retain individual geospatial fire program direct linkages to the respective agency (reach back to the lead agency programs are not cohesive between USDA and DOI)

Creates a pool of resources in a cohesive NWCG organization with respect to infrastructure necessary for more effective and efficient geospatial technology operations to support wildland fire suppression needs (pre-incident, during and post-incident)

Does not identify or substantiate individual roles and responsibilities

4242


Organization by Individual Agency

WILDLAND FIRE

STAKEHOLDER

GROUP

DESCRIPTION OF AGENCY GEOSPATIAL BUSINESS AREAS

Existing Geospatial Technology Relationship

with Lead Agency?

USDA Forest Service

Geographic Information Systems (GIS) constitute the computerized "tools" that have been developed to manage information about where things are in relation to one another and their unique attributes (characteristics).

Yes

DOI BLM

Geospatial technology are evolving beyond the traditional user and becoming ubiquitous within the BLM. Geospatial data standards will help facilitate data sharing and increase interoperability among geospatial technologies.

Yes

DOI NPS The goal of the NPS Geographical Information Systems (GIS) Program is to provide usable geographic data and information, through geographic information systems, for scientifically based management of park resources and for park planning.

Yes

DOI BIA Provide Bureau-wide standardization for GIS staffing, planning, procedures and core data sets; provide bureau-wide standardization for access to the right information for authorized users anytime – easier, faster, and less expensively.

Yes

DOI FW&S

Expanding involvement in GIS activities in the US Fish and Wildlife Service (FWS), with an emphasis coordinating Metadata efforts in FWS, assisting offices by locating free or low cost spatial data, providing general evaluations on the quality of that data, providing a platform for sharing Metadata and spatial data, and serving as a clearinghouse for other GIS topics such as data standards, training, the A-16 process, global positioning systems, contract information, and technical notes.

Yes

DOI OWFS

DOI’s business activity depends on geospatial information—knowing where things are and understanding how they relate to one another.

N/A

USGS The USGS is the leading United States Government agency having expertise in geologic investigations, resource assessments, and the development, analysis, and distribution of geospatial databases, maps, and derivative products.

N/A

CONSIDERATIONS


Integrated into and already established in the NIFC Interagency Operational Environment

Does not identify NWCG as an unified organization with one unified identity (mission, vision, goals, objectives, performance measures)

Recognized and familiar to the wildland fire community of geospatial technology stakeholders

Retains individual agency identifications, roles, and responsibilities

Necessitates collaboration and coordination for interagency activities

Not recognized by the NWCG Program Management Office

Retains individual geospatial fire program direct linkages to the respective agency (reach back to the lead agency programs are not cohesive between USDA and DOI)

Pooling resources into a cohesive NWCG organization creates the infrastructure necessary for more effective and efficient geospatial technology operations to support wildland fire management needs (pre-incident, during and post-incident)




http://www.fws.gov/

4343


Organization by Federal Geographic Data Committee Approach CONSIDERATIONS


Clear definition of Federal Geographic Data Committee Geospatial Line of Business Areas: Common Services, Grants and Contracts, Technical Architecture, Joint Business Case, Lifecycle Management, Performance Management, Geo-enabled Business

Does not identify NWCG as an unified organization with one unified identity (mission, vision, goals, objectives, performance measures)

Tested with available resource for Geospatial Line of Business Structure with FGDC

Not recognized by the NWCG Program Management Office

Cross-cutting approach for business areas with individual work group leads identified with a FGC Secretariat Representative that can be synonymous with NWCG representatives as well as individual agencies to retain both organizational identities

Retains individual agency identifications, roles and responsibilities as well as NWCG roles

4444


NWCG GEOSPATIAL FIRE BUSINESS

AREASDEFINITION

STRATEGY Identification and development of geospatial technology and data strategy to articulate the mission, vision, goals and objectives and measurements of the interagency wildland fire geospatial community

DESIGN Implementation of the geospatial technology and data governance design to enhance the interagency community’s capability development and use of geospatial technology

TESTING Managerial testing to help with prioritization, capability design and development

CHANGE MANAGEMENT Identification and development of change management plans and stakeholders to participate in the design and deployment of change initiatives

COMMUNICATIONS Detailed communication planning and monitoring for each stakeholder group, provide additional communication vehicles customized to stakeholder needs

TRAINING Managerial training to help with prioritization, capability, communication, and change management skills (customized by organizational role)

BUDGET Organizational mechanisms that the internal control structure contributes to i) effective and efficient operations (i.e. data strategy), ii) reliable financial reporting, and iii) compliance with applicable laws and regulations

PROGRAM MANAGEMENT Framework of strategic planning for processes and procedures used to initiate, plan, execute, control and closeout internal operations projects

Organization by Prospective NWCG Geospatial Governance Model Areas

4545


Table Of Contents

Context / Approach



Next Steps

4646


Task 2 includes two facilitated MVGO sessions and a stakeholder analysis derived from information gathered in task one interviews…

Develop assessment identifying mission, vision, goals, and roles of stakeholders

Assess stakeholders by evaluating data creation, management strategies, and business rules used

Identify key findings and implications via report


Analysis


Analysis

Deliverable Report – Stakeholder AnalysisResults

Completion of MVGO and stakeholder analysis– To create mission, vision, goals, and objectives for an NWCG

geospatial framework and conduct a comprehensive analysis of key stakeholders in the production, maintenance, and use of geospatial data and products that support wildland fire management

Tasks Completed– NWCG Geospatial Governance model core team identified forty

(40) key stakeholders for interviews among USFS, DOI, and other federal agencies

– Interviewed internal and external stakeholders– Reviewed data from interviews– Held two facilitated MVGO sessions with core committee– Created strength, weakness, opportunity, threat (SWOT) and

related analyses– Highlighted key findings

Outcomes – Identified initial vision, goals, objectives– Began to identify and align geospatial initiatives to objectives– Highlight key findings

Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship



4747


...asking each of these individuals the same set of questions

Interagency Geospatial Governance Subject Matter Expert Survey (excerpt)

Mission Responsibilities1. Which of the following business areas do you primarily support? Select all that apply. Categories included leadership, business ops, fire program management, vegetation management, & wildland fire management.2. Please briefly define the business area(s) you support and the objectives.3. How do your business areas use geospatial technologies/data to support pre-incident planning/coordination? And, during?

Information Requirements1. Please provide examples of geospatial products used in your role(s).2. Which types of Imagery resources do you use? Check all that apply, please specify. Detail provided in survey.3. How important is it for you to access critical information under each of the following security levels? Detail provided in survey.4. From which sources do you obtain info & data required to support your responsibilities? Detail provided in survey.5. With whom do you collaborate to define your geospatial data requirements and/or sources?6. How is critical geospatial information shared during pre-incident activities in support of your role(s)?7. How are you leveraging geospatial data from the Fire Management Program?8. How are you leveraging geospatial data from the Agency Resource Program?

Reporting Requirements1. Please list examples of the type of geospatial requests you are typically asked to fulfill.2. Do you have a concept of operations or standard operating procedures identifying how to meet those requests?3. What products do you create that contain geospatial information (i.e., coordinates, acreage calculations, etc.)? Please provide copies. Candidates included WFDSS, FPA, ROSS, LANDFIRE, EMDS/HFPAS, ICS 209, Fuels Mapping, Fire Effects Mapping, and Other.4. What is your team’s investment strategy to support emerging geospatial technology across your business areas?

Interagency Geospatial Governance Subject Matter Expert Survey (excerpt)

Mission Responsibilities1. Which of the following business areas do you primarily support? Select all that apply. Categories included leadership, business ops, fire program management, vegetation management, & wildland fire management.2. Please briefly define the business area(s) you support and the objectives.3. How do your business areas use geospatial technologies/data to support pre-incident planning/coordination? And, during?

Information Requirements1. Please provide examples of geospatial products used in your role(s).2. Which types of Imagery resources do you use? Check all that apply, please specify. Detail provided in survey.3. How important is it for you to access critical information under each of the following security levels? Detail provided in survey.4. From which sources do you obtain info & data required to support your responsibilities? Detail provided in survey.5. With whom do you collaborate to define your geospatial data requirements and/or sources?6. How is critical geospatial information shared during pre-incident activities in support of your role(s)?7. How are you leveraging geospatial data from the Fire Management Program?8. How are you leveraging geospatial data from the Agency Resource Program?

Reporting Requirements1. Please list examples of the type of geospatial requests you are typically asked to fulfill.2. Do you have a concept of operations or standard operating procedures identifying how to meet those requests?3. What products do you create that contain geospatial information (i.e., coordinates, acreage calculations, etc.)? Please provide copies. Candidates included WFDSS, FPA, ROSS, LANDFIRE, EMDS/HFPAS, ICS 209, Fuels Mapping, Fire Effects Mapping, and Other.4. What is your team’s investment strategy to support emerging geospatial technology across your business areas?

4848


To complete Task 2 and 4, we facilitated two MVGO sessions to identify key strategic elements en route to a geospatial governance model

Create Mission/Vision Have an open dialogue

about what you want to achieve with geospatial governance

Decide how you would describe a well functioning geospatial community in 8-10 years

Brainstorm on how to achieve the Vision Highlight “make or break”

issues Draft 3-5 goals that can

help guide progress Begin to identify objectives

and targets will help you achieve goals

Determine what this means for governance Think through which

activities/initiatives are needed to achieve objectives

How are/will these be governed?

What changes must take place?

1 2 3

In the MVGO sessions, we considered content from related strategic efforts including:

NWCG Strategic Plan (October 2007)

United States Forest Service Geospatial Plan (FY 2005-2009)

Bureau of Land Management Geospatial Plan (FY 2008)

NPS Geospatial Plan (FY 2002)

FWS Geospatial Plan (FY 2006)

BIA Geospatial Plan (FY 2006)

MVGO Focus Areas

4949


We highlighted how each framework element is critical to helping the NWCG know where it is headed and how its going to get there

Develop Specific Targets & ActivitiesFirst Level of “How” to Achieve Goals and Vision

Assign Responsibility, Specify Steps, Allocate Time, and Develop Metrics

Execute and Monitor the Plan

Validate Organization Purpose and Function“Why the organization exists”

Identify Future State and Implications“Where the organization is going”

Define and Prioritize Broad Direction“How you know you are there”

Act

ion

Pla

nnin

g

MISSION

VISION

GOALS

OBJECTIVES

STRATEGIES

IMPLEMENTATION

Str

ateg

ic P

lann

ing

Key Discussion Items

What is the value of a mission statement for this interagency group? If there is added value, what might the statement look like?

Following on some of the past efforts, which aspects of those mission statements might be re-used or re-packaged here? Is any resulting mission statement setting a general aspiration for the next 8-10 years?

What is the value of a vision statement for this interagency group? If added value, what might the statement look like?

Following on some of the past efforts, which aspects of those vision statements might be re-used or re-packaged here? Alternatively, does the group think it should create something entirely new? Is any resulting vision statement setting a general aspiration for the next 3-5 years?

5050


In Task 2, we completed a stakeholder analysis to understand the ability of NWCG to meet its MVGO aspirations

Purpose

– To conduct a discovery process using documentation and interview data to determine primary issues in the NWCG GTG’s environment affecting its ability to set strategy, execute mission, and achieve results

Approach

– Roll up of stakeholder survey information Identifying current interactions and needs

– Categorization of information according to key dimensions of change - i.e., people, processes, technology, and physical infrastructure (note: this is essential to tie stakeholder results to the future governance model)

– Analysis of interagency dimensions of change should lead to optimal alignment of geospatial requirements based on the strengths, weaknesses, opportunities and threats summaries (SWOT)

– Summary analysis also helps the interagency geospatial community focus on both near- and long-term objectives to accomplish its geospatial vision and goals for the interagency wildland fire community

Sections of Interviews applied

– Section 1, Participant Profile: Level, Products, SOPs, CONOPS, job aids, past situation reports, etc.

– Section 2, Mission Responsibilities: NWCG Business Areas, Definitions, Key Geospatial Data Requirements

– Section 3: Information Requirements: Geospatial Products (samples), Imagery Sources, Critical Info By Security Levels, Required Data Sources, Exchange Stakeholders, Information Sharing Mechanisms, Agency Resource and Fire Management Program Collaboration

– Section 4: Reporting Requirements: Geospatial Product Requests, CONOPS / SOPs, Geospatial Products Produced, Investment Strategy

5151


In particular, we completed a SWOT analysis

Throughout the interview process, a number of strengths, weakness, opportunities, and threats were identified both internal and external to GTG

The analysis section outlines relevant themes in SWOT form– Strengths and Weaknesses focus on themes identified within GTG– Opportunities and Threats focus on themes identified external to GTG

The SWOT analysis is organized into the key dimensions of change for the geospatial interagency community: people, process, technology, physical infrastructure

The purpose of identifying these themes in this context are to position GTG to define a governance model based on…– LEVERAGING Strengths– IMPROVING Weaknesses– CAPITALIZING on Opportunities– MITIGATING Threats

Representative internal and external stakeholders were also identified


5252


The cross-cutting group of stakeholders interviewed are primarily supporting the region, state and field operations levels of the wildland fire interagency community

** Note: Responses in the other category include, USDA (USFS), DOI (BLM, NPS, FWS, BIA) at the Federal Level, USFS Research, NOAA, NASA, Academia as well the General Public

Stakeholder Interview Question: What level(s) does your role primarily support?

Other

Field Operations

Region / State

NWCG / NIFC

0% 10% 20% 30% 40% 50% 60% 70% 80%

Wildland Fire Interagency Community

Stakeholder Engagement

Lev

el o

f S

up

po

rt

5353


0

10

20

30

40

Co

mm

erc

ial /

Pri

vate

S

ect

or d

ata

bas

e p

rovi

der

(i.e

. Go

ogl

e)

Pu

blic

Inte

rne

t

Info

rmal

so

cia

l net

wo

rk

In-h

ouse

lib

rary

/arc

hiv

e

Un

ive

rsiti

es

NG

O’s

Lo

cal G

ove

rnm

en

t

Sta

te G

ove

rnm

en

t

Na

tion

al A

gen

cy

Re

sou

rce

Ma

nag

em

en

t P

rogr

ams O

the

r(s)

Sources of InformationExternal Sources = Non-NWCG Members Internal Sources = NWCG Member Agencies

** Note: A response of other included private independent contractors, a “Wish list” was developed by the Baseline Inventory Team, and all tribes


We inquired about internal and external stakeholders with whom collaboration and coordination take place to obtain information and data required to support current responsibilities

5454


Stakeholder Interview Question: Which types of Imagery resources do you use?

In the Information Requirements section of the survey, we explored the type of resources currently being utilized to meet wildland fire’s interagency requests for geospatial products

** Note: A response of other included MODIS (x3), NAEP (x2), ESRI – Arc GIS, Riverside Fire Lab Airborne Imagery, USGS visual map,USGS Eros Lab’s NRLC (Veg mapping), USGS Topo, LANDSAT data sets, aerial photography and digital orthophotography, scientists develop their own (LIDAR, etc.), rapid response teams, during an incident the Remote Sensing Coordinator, NOAA Weather images for daily weather and fire behavior reports, National Fire danger rating System Pocket card graphics, FW&S Remote Sensing Task Group, For National wetlands and refuge data), Image server map services published by the Utah AGRC and USFS GSTC/ RSAC

Sources of Imagery

05

10152025303540

CommercialSatelliteImagery

CommercialAirborneImagery

USGovernment

Imagery

US PublicWeb

Visualization

Other

Types of Imagery

Nu

mb

er

of

Sta

keh

old

ers


5555


Stakeholder Interview Question: How important is it for you to access critical information under each of the following security levels?

The cross-cutting group of stakeholders interviewed are currently accessing limited classified material with some exceptions in the interagency community

**Note: Responses varied regarding understanding and accessibility of US Government classified materials among the different agencies. For example, endangered species and tribal lands require handling “sensitive but not classified information”. US Government classified materials are primarily accessed by USDA and BLM agencies with the capability (in physical infrastructure) and resources (cleared people) to handle the materials. These stakeholders are also currently coordinating with USGS to leverage their capability and resources to handle classified materials. In general, there is an evolving interest in accessing classified information as needed, provided appropriate capability and resources.

Stak

ehol

der

Enga

gem

ent

Not Important Somewhat Important Very Important Essential

Unclassified - - 2 - 40Confidential 23 - 4 - 16Secret 29 1 3 2 7Top Secret 31 2 4 - 5Top Secret SCI 30 2 3 - 5

Use of Classified Information

01020

304050

Unclas

sified

Confid

entia

l

Secre

t

Top

Secre

t

Top

Secre

t SCI

Level of US Government Classification

Re

lev

an

ce

Not Important

Somewhat

Important

Very Important

Essential


5656


Stakeholder Interview Question: How is critical geospatial information shared during pre-incident activities in support of your role(s)?

Interagency Wildland Fire IT applications support natural hazards monitoring, global/regional studies, and emergency response activities. One of the key aspects to these applications is the combination of easy access to geospatial data, dynamic near-real-time information, and unique functionality to help address and answer scientific questions about environmental change. As a result of this combination, these applications can both aid in the long-term investigation of landscape change, as well as provide for the immediate support of environmental hazards response. This support is provided only in response to a request for incident support. The wildland fire community needs to continue to routinely build its databases and imagery data sets pre-incident and in coordination with stakeholder (internal and external) contacts.

Stakeholder Interview Question: How are you leveraging geospatial data from the Fire Management Program?

Geospatial data are operationally collected and processed from several agency and inter-agency fire support programs and used in the following examples:

Fire-level intelligence data/information provided directly (and indirectly) by the various applications are spatially enabled and integrated to support the interagency wildland fire business areas.

Fire perimeters from the supported incidents are used for mission planning which are usually obtained from the NIFC FTP site or directly from the incident’s GISS.

Field data related to fuels and fire effects are used as validation sources when evaluating data products resulting from changes in image processing science.

Current collaboration takes place among many different internal and external stakeholders to define data requirements and / or sources


5757


Stakeholder Interview Question: How are you leveraging geospatial data from the Fire Management Program? (cont.)

Fire Program geospatial data output, e.g., wildland fire history (polygon) data, fuels treatment data, is hosted in various repositories and published to all users and programs for their use. These data are used to support Resource Management Planning efforts, NEPA analysis, and more recently, land health and long term monitoring initiatives, ecoregional assessments, climate change analysis, among other wildland fire business area functions.

Stakeholder Interview Question: How are you leveraging geospatial data from the Agency Resource Program?

Geospatial data are operationally collected and processed from several agency and inter-agency support programs and used in the following examples:

Mapping and geospatial data providing a current depiction of the degree and extent of fire activity across the nation which provides decision support data/information for national and regional fire managers in wildland fire strategic planning and response.

Geospatial data providing locations of ongoing and newly detected fire activity, and associated intensity, used to support daily mission planning, targeting and prioritization of higher resolution remote sensing assets utilized for tactical fire mapping support such as Forest Service airborne platforms with thermal infrared line scanners.

Geospatial data providing locations of ongoing and newly detected fire activity used in supporting other operational national/regional fire mapping applications (e.g. GeoMAC).

Current collaboration takes place among many different internal and external stakeholders to define data requirements and / or sources (cont’d.)


5858


Stakeholder Interview Question: How are you leveraging geospatial data from the Agency Resource Program? (cont.)

Geospatial data providing locations of ongoing and newly detected fire activity used as data input to spatial fire behavior systems/models (e.g. fire spread models, emission estimate models/applications, etc.) and fire management decision support systems.

A source of current fire mapping information for general public consumption and information dissemination, particularly for communities threatened by current wildland fires.

Current collaboration takes place among many different internal and external stakeholders to define data requirements and / or sources (cont’d.)


5959


Types of geospatial requests that stakeholders are typically asked to fulfill the following requests in the interagency community

Stakeholder Interview Question: Please list examples of the type of geospatial requests you are typically asked to fulfill.

0

5

10

15

20

25

30Map Products

Data - Raster

Data - Vector

Data - KML/KMZ

Ad hoc Modeling

Web Tools

Training/Direction

**Map Products and Vector Data are the most common type of geospatial technology requests of the stakeholder community for the various applications


6060


More than 20 different CONOPS / SOPS exist to address the different types of geospatial product requests

Stakeholder Interview Question: Do you have a concept of operations or standard operating procedures identifying how to meet these requests? (If yes, please provide.)

EXAMPLES OF CONOPS / SOPs

MAC Support HandbookLandFire Program – PlanningPhotogrammetric worksheet for our photogrammetric products Regional SDE plan that is located on the following web page at: http://fsweb.r3.fs.fed.us/eng/gis/sde_info.htmlData dictionary and instruction documentsIFTDSS is the closestGSTOPProcedures for the Alaska suppression GIS. Documented procedures can be found at: http://afshome/administration/awfcg.php.National BLM and AWFCG Standards for dataProprietary IBM info to tell the programmer how to use (white paper) Incident Management System – situational leader, working directly for plans Fire Dispatch Unit works with NIFC (District FMOs upload info NFPORS)EMDS/HFPAS SME Report (x2)GIS Standard Operating Procedures for Incidents (x2)GIST training curriculum – and operations guideNPS Regional Template ([email protected])FWS Geospatial Strategic Plan (x2)BIA Line Officer – the Regional Director will then make the formal decision about what information they need by hard copy letterChanges from incident to incidentROGIS**Note: A “No” reply included the reply of – “nothing formal”

A “Yes reply included over 20 different CONOPS / SOPS that are available on the team eShare site when samples were provided

Current Utilization of CONOPS / SOPS

24%

54%

22%

NO = 13

YES = 29

NO ANSWER = 12

http://fsweb.r3.fs.fed.us/eng/gis/sde_info.html

http://afshome/administration/awfcg.php

mailto:[email protected]


6161


Key Stakeholder Question: What products do you create that contain geospatial information (i.e. coordinates, acreage calculations, etc.)?

Many of the stakeholders are contributing duplicative geospatial information to multiple programs

Geospatial Technology Products of the Wildland Fire Community

0

5

10

15

20

25

30

Application Program

Sta

keh

old

er

En

gag

em

en

t

** Note: A response of other included NFPORS (x3)., Incident Action Plan Maps, Inciweb – public info website: www.inciweb.gov, land status (reservation boundary), fire regime condition class, mean fire interval and severity, baer team support, digital shape files and hand over to projects, fire behavior models., several acreage units, acres of wildland fire (i.e. Sylvus) – all queries on the LandFire database, performance metric report according to fire workload area and agency Ownership (and resource utilization), 139 FPUs, Fire history (historic fire occurrence) points and polygons.

Type of Application

Geospatial Technology Products for the Interagency Wildland Fire Community


http://www.inciweb.gov/

6262


EXAMPLE OF INVESTMENT STRATEGY

Investment strategies to support emerging geospatial technology across business areas do not appear to be coordinated or collaborated in the interagency community

Stakeholder Interview Question: What is your team’s investment strategy to support emerging geospatial technology across your business areas?

An example of the most comprehensive investment strategy recorded is currently employed by USFS Remote Sensing Application Center (RSAC) as a multi-faceted approach to sponsoring and investing in geospatial technology evaluation and implementation. Five primary mechanisms are utilized to support technology evaluation, implementation, and technology transfer:1. Programmatic funding for baseline POW2. Targeted information technology/asset project investments sponsored by the Forest Service (FS) Information Resources Board (IRB)3. Field sponsored reimbursable funding for business requirements oriented projects4. Interagency funding to support specific technology applications5. Grant funding proposalsThe Active Fire Mapping program is funded by the national fire program through the FS IRB investment tracking system. Additional information available upon request.

Emerging GIS Cost Strategies

0

5

10

15

20

25

Strategy - DedicatedStaff

Strategy - ProjectFunds

No Strategy

Type

Sta

keh

old

er

En

gag

emen

t

6363


A high level summary of the SWOT Analysis follows…Strengths Weaknesses

• Workforce planning needs identified needs to hire GIS specialist • Some use of the NWCG GIS Standard Operating Procedures (GSTOP) and • GISS Position Task Book• Web services are providing opportunities for data dissemination • RSAC (and other facilities) have the ability to support major imagery acquisition,

analysis, and data dissemination operations• Potential to create a secure location for handling classified information and / or the

potential to create a MOU with other federal agencies for handling classified information

• A defined program budget is not available to support dedicated GIS staff or contract support for emerging geospatial technologies

• Currently, there is no standard training outside of the field-based GIS technician (GIST)• Many ad-hoc CONOPS / SOPs within their respective entities• Duplicate GIS analysis to support interagency wildland fire IT programs (e.g. FPUs for

FPA)• A centralized / shared data inventory to serve as a central repository is needed• Geospatial data stored and shared on portable external media (i.e. USB Drives, DVD, CD)• Community has a difficult time accessing and sharing nation-wide data• Lack of physical infrastructure to handle classified material during incident response

Opportunities Threats

• Developing and providing integrated training in geospatial technology at the federal, regional and local levels

• Increase communication and coordination with regional and local levels for research and development

• Create a centralized / shared data inventory• Interagency coordination and process established to create national data and

application system (field, state, region and nation)• A wildland fire group that reviews emerging geospatial technologies and

applications• RSAC employs a multi-faceted approach to sponsoring and investing in geospatial

technology evaluation and implementation• NIFC.FTP.gov site serves as a temporary data storage bucket but does not serve

as use for data use across the community • Use RSAC capability for imagery collection, analysis and output• Paper products continue to be required by customers, tools must be available to

support requests • Use corporate data warehouse for the interagency wildland fire community (i.e.

GEOMAC) to reduce redundancy and inefficiency• Leverage USGS, NASA, DHS servers

• Day-to-day NICC support is more volunteer-based than implemented in a required or planned GIS program

• Need to increase communication skills (and staff) to meet needs for sharing information processes and technology

• Research and development requires a multi-year process for implementation • Investment Review Board as part of the future budget is established at the Federal Level,

but not necessarily engaging at the regional, state and local levels • Generally stakeholders want guidance and support with data access/storage • Uses duplicate GIS analysis to support interagency wildland fire IT programs (i.e. FPUs

for FPA• Individuals not permitted to have Admin Rights on their agency computers when

supporting incidents• Duplicate and overlapping data developed for different programs• Data standards - varying levels (quality, coverage, content) of geospatial data are

available at the state or region level causing discrepancies at boundaries (areas of responsibility)

• Duplicate requests for map products and vector data for the various wildland fire IT applications

• Lacking a centralized office in the interagency environment for geospatial technology people and resources

6464


We deepen the analysis by summarizing weaknesses and threats, by the key change category – People

Question Dimension of Change - People - Key Themes Frequency

SA No standard training outside of the field-based GIS technician (GIST) 2

SA Training efforts need to move from software functionality to relevant business solutions 6

SA Current use of geospatial technology revolves around the standalone mindset with an individual or specific application which needs to move to a holistic community-based vision

2

SA Much of the day-to-day support is more volunteer-based than required or planned 2

SA Generally stakeholders want guidance and support with data access/storage 2

Pr 4 Need to increase communication skills (and staff) to meet needs for sharing information processes and technology 1

Pr 1 & 6 Need to increase geospatial analyst skills (and staff) to meet wildland fire interagency geospatial needs 6

Pr 6 A defined budget is not available to support dedicated GIS staff or emerging fire project activities 15

Pr 4 A mixture of GIS teams exist among the various agencies (I.e. specialists, programmer, and data administrator) 1

Pr 6 Research and Development support must cost share, with limited collaboration at the regional and local levels 2

Pr 6 Must negotiate for tools, resources, support with main agency due to lack of investment strategy 1

6565


Question Dimensions of Change - Process - Key Themes Frequency

SA Development of core standards across the wild fire community would improve information sharing and streamline access resulting in financial savings and expedited services 2

SA Event response efforts (decision support) often delayed due to data availability and continuity of stakeholders 2

SA Data sharing is largely relationship based, all about who you know, and you don’t know what you don’t know - heavy reliance on process as informal social network

2

SA Many ad-hoc CONOPS/SOPs within their respective entities. These may overlap with others with out due dates 21

SA Home agencies have SOPs and other documents pertaining to their bigger responsibilities 2

Pr 4 Need to create a centralized / shared data inventory 19

Pr 4 Processes are not clearly articulated for data sharing and analysis 2

Pr 1 Uses duplicate GIS analysis to support interagency wildland fire IT programs (i.e. FPUs for FPA) 7

Pr 4 There is a clear requirement to develop national cadastral data, but no process or strategy to complete. 1

T1 High use of public government imagery sources with no formal process of dissemination 2

T1 Research and development requires a multi-year process for implementation 5

Pr 6 Contracting processes to obtain resources and tools is complicated and a very slow process 1

Pr 6 Investment Review Board as part of the future budget is established at the Federal Level, but not necessarily at the regional, state and local levels 3

We deepen the analysis by summarizing weaknesses and threats, by the key change category – Process

6666


We deepen the analysis by summarizing weaknesses and threats, by the key change category – Technology

Question Dimensions of Change - Technology - Key Themes Frequency

SA The community needs a common warehouse of base data 2

SANetwork infrastructure is often unable to support the use of large files (i.e. imagery, national datasets, packaged applications) 2

SA The community is lacking resources for classified materials 2

SA Duplicative requests for map products and vector data for the various wildland fire IT applications 2

Pr 1 Community has a difficult time accessing and sharing nation-wide data 4

Pr 2 Concerns over duplicate/overlapping data developed for different programs 3

Pr 1 Geospatial data stored and shared on portable external media (i.e. USB Drives, DVD, CD) ; need for data migration 6

Pr 1 Individuals not permitted to have Admin Rights on their agency computers when supporting incidents 7

Pr 4 Data available at regional and State offices not available /accessible to national operations 1

Pr 1 BIA staff do not have access to ftp resources 1

Pr 2 Varying levels (quality, coverage, content) of geospatial data are available at the state or region level causing discrepancies at boundaries (areas of responsibility)

2

6767


We deepen the analysis by summarizing weaknesses and threats, by the key change category – Physical Infrastructure

Question Dimension of Change - Physical Infrastructure - Key Themes Frequency

SA Lacking a centralized office in the interagency environment for geospatial technology people and resources 17

SA Lacking a centralized fire-centric data storage environment 2

T1 For the key data national sets, we are looking at a data portal. 1

Pr 6 Keeping current with maintenance contracts assures yearly software updates, leveraging user needs to justify hardware upgrades, read and stay current with emerging technology.

1

Pr 2 Not maintained in an enterprise environment – but we have struggled to make it an enterprise standard and database

1

6868


We roll-up the weaknesses and threats to improve and mitigate in the governance model by key change category

6969


We deepen the analysis by summarizing strengths and opportunities, by the key change category – People

Question Dimension of Change - People - Key Themes Frequency

Pr 2, 4 & 6 Coordination of geospatial activities among national / federal level committees (I.e. Independent Panel Reviews) 6

Pr 4 & 6 Developing and providing integrated training in geospatial technology at the federal, regional and local levels 6

Pr 4 Increase communication and knowledge about resources available - website / informal social network (I.e. NRCS across the hall for soil data) 1

Pr 1 Planning and coordination work with respective experts to develop plans 2

Pr 6 Collaborating and coordinating with private sector to meet emerging technology and to provide new services for our GIS community

2

Pr 6 Leverage predictive services budget, staff and resources 1

Pr 6 Increase communication and coordination with regional and local levels for research and development 2

Pr 6 Recent workforce planning study identified a need 11 GIS positions among the interagency community (2 GIS analysts located at NIFC) 6

Pr 6 Pool agency funds together for an overarching interagency geospatial investment strategy 1

7070


We deepen the analysis by summarizing strengths and opportunities, by the key change category – Process

Question Dimensions of Change - Process - Key Themes Frequency

Pr 4 Create a centralized / shared data inventory 19

Pr 4 Creating “how –to” documents and other job aides 2

Pr 4 Help staff create GIS inventory and geospatial data design 4

Pr 4 Interagency coordination and process established to create national data and application system (field, state, region and nation) 20

Pr 4 Filling map and data centric product requests 28

SA We would like to use some imagery info from the Defense Department, but speculative as we move toward having nation-wide vegetation mapping for our lands.

Pr 1 Leverage (US government agency) geospatial data standards as interagency geospatial data standard to allow agencies and units to conduct fire planning and fire suppression activities across administrative, political, and landownership boundaries. 4

SA Use of the NWCG GSTOP GIS Standard Operating Procedures (GSTOP) on Incidents document 21

SA Use of the NWCG GSTOP GISS Position Task Book 17

Pr 1 Actively engaged in supporting the business of national wildland fire at both a local and regional level 3

Pr 1 Leverage state geospatial data partners and programs that engage in pre-incident planning and coordination, and during incidents 3

Pr 1 Leverage RSAC capability for imagery collection, analysis and output 6

Pr 6 There should be a wildland fire group that reviews emerging geospatial technologies and applications. This should be a subcommittee of the GTG or GTG responsibility. (i.e. GIS Steering Committee) 2

Pr 6 Leverage USGS and continual monitoring, evaluating and implementation of emerging geospatial technology for use in this and any other pertinent area of support 1

Pr 1 50% paper vs. 50% product – digital solution is not yet available in the field 1

7171


We deepen the analysis by summarizing strengths and opportunities, by the key change category – Technology

Question Dimension of Change - Technology - Key Themes Frequency

SAWe would like to use some imagery info from the Defense Department, but speculative as we move toward having nation-wide vegetation mapping for our lands. 2

Pr 4 NIFC.FTP.gov site has been consistently available for several years to aid in data sharing. 6

Pr 4 NIFC.FTP.gov site serves as a data storage bucket. Does not serve data for use across the community 11

Pr 4 Determine core-data requirements for existing models, applications, and incident operations (i.e. Fire Occurrence, ownership, fire perimeters, burned area boundaries)

4

Pr 6 Develop a comprehensive wildland fire focused database to support topical applications, incident operations, and minimize duplicative efforts in data collection, creation, management, and storage

2

Pr 4 Deploy collaborative data sharing environment 2

Pr 4 Paper products continue to be required by customers, tools must be available to support requests 5

Pr 1 LandFire dataset used across the country 5

Pr 4 Models used extensively for various analyses to answer complex questions for a large customer-base (i.e. WFDSS, LandFire, NFPORRS )

5

T 3 Standardize map and data outputs (i.e. Google, GeoPDF, ) 1

Pr 1 Current fire mapping information often available for general public consumption and information dissemination, particularly for communities threatened by active wildland fires.

1

Pr 4 Regional and Agency products are accessible for court cases, public meetings, real estate lease appraisals, and other indirect purposes

1

7272


We deepen the analysis by summarizing strengths and opportunities, by the key change category – Technology (cont’d.)

Question Dimension of Change - Technology - Key Themes cont. Frequency

Pr 1 RSAC and several other facilities have the ability to support major imagery acquisition, analysis, and data dissemination operations

3

Pr 1 In addition to geospatial visualization, web services are providing opportunities for data dissemination 4

Pr 2 Pre and post-fire satellite imagery is leveraged from federal and private geospatial and space agency programs (e.g, USGS, NASA, NGA, FAS, SPOT, etc.).

2

Pr 1 Community provides daily updates from IC-209’s / Situation Reports and posts to GeoMAC or NIFC’s FTP site 3

Pr 2 Fire occurrence data are used to guide the acquisition of imagery 1

7373


We deepen the analysis by summarizing strengths and opportunities, by the key change category – Physical Infrastructure

Question Dimension of Change - Physical Infrastructure - Key Themes Frequency

T1 Lack of physical infrastructure to handle classified material during incident response, when appropriate, needs to be closely reviewed among the interagency stakeholders who may benefit from access 21

T1 Leverage corporate data warehouse for the interagency wildland fire community (i.e. GEOMAC) to reduce redundancy and inefficiency 2

Pr 6 Annual funding is secured to upgrade existing infrastructure and test new geospatial technology. 1

Pr 6 RSAC employs a multi-faceted approach to sponsoring and investing in geospatial technology evaluation and implementation

6

7474


We roll-up the strengths and opportunities to leverage and capitalize in the governance model by key change category

7575


Table Of Contents

Context / Approach

Task Activities and Results– Assess Wildland Data Needs– Conduct Stakeholder Analysis– Analyze Agency Policies and Directives


Next Steps

7676


Task 3 focuses on a review and analysis of agency geospatial policy and directives

Gather Agency policies and directives

Analyze Agency Policy for similarities and discrepancies

Conduct gap analysis of the current business processes vs. desired processes

Identify key findings and implications

3. Analyze Agency

Policies & Directives

3. Analyze Agency

Policies & Directives

Deliverable Report – Agency Policiesand Directives

Completion of MVGO and stakeholder analysis– Compare and contrast agency policies and directives for the

governance of geospatial data as they relate to wildland management plus provide high gap analysis on processes used

Tasks Completed– Gathered dozens of agency policies and directives– Reviewed the documents– Identified key elements– Identified similarities and differences– Conducted policy gap analysis (current vs. desired)– Highlighted key findings

Outcomes – Identified key directional elements as well as constraints– Highlighted similarities and differences in policies and directives

focusing on dimensions of change – people, process, technology, and infrastructure)

– Highlighted key findings

Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship

Multi-AgencyRepresentationMulti-AgencyRepresentation

Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship


Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship


7777


Our approach to those documents that establish a prescribed course entails a baseline and gap analysis with recommendations

Baseline

Roadmap Development

Roadmap Development

RecommendationsGap Analysis

Current Capability Analysis

Capability Gaps and Shortfalls

Interagency Wildland Fire Program Review of

Policy and Guideline Documents

Interagency Wildland Fire Program Review of

Policy and Guideline Documents

USDA / DOI Main Agency Review of Policy and Guideline Documents

USDA / DOI Main Agency Review of Policy and Guideline Documents

Objective Capability Definition

Objective Capability Definition

7878


In Task 3, we collected and analyzed a number of those documents that establish a prescribed course from across the wildland fire interagency community

To focus this effort. the following criteria were used to identify the key documents pertinent to the respective land management agencies and/or wildland fire management

– Policy: Those documents that establish policy (i.e., a prescribed course of action, guiding principle, or procedure considered expedient, prudent, or advantageous within an agency and/or across agencies)

– Agency Direction: Documents at the highest level within an agency that provide direction related to the use and application of geospatial data and information

– Interagency Direction and Coordination of Geospatial Data: Documents that describe interagency use and/or application of geospatial data as it relates to wildland management

Presentation of Results– Where feasible, we have presented the results of this analysis by key dimension of change – i.e.,

people, process, technology, and physical infrastructure– Our findings represent various levels of policy development among the different agencies– Summaries of the interagency wildland fire community’s directives, policy and guidance have been

compiled to be included in the wildland fire geospatial governance model

7979


We reviewed those documents that establish a prescribed course provided to us by the interagency wildland fire community’s geospatial stakeholders

AGENCY MAIN AGENCY POLICY, DIRECTION OR GUIDANCE DOCUMENT

DOI / Office of Wildland Fire Coordination

Federal Geospatial Policy Landscape Diagram DOI Data Quality Management Guide 2008 OMB Circular A-16 and A-130 DOI Geospatial Technology Architecture, 2002 DOI EA Geospatial Modernization Blue Print Recommendations and Architecture, 2007 DOI Secretarial Order 3277 – Enhanced Geospatial Governance 2008 Federal Geographic Data Committee (FGDC) Standards Reference Model, 1996 Federal Geographic Data Center (FGDC) Goals FY 2010 National Spatial Data Infrastructure – Future Directions Initiative, 2004 National Spatial Data Infrastructure – Towards a National Geospatial Strategy and Implementation 2004 Geospatial Line of Business Program Management Office Concept of Operations, 2007 Geospatial Line of Business DRAFT Strategic Plan 2008

National Wildfire Coordinating Group

(NWCG)

Review and Update of the 1995 Federal Wildland Fire Management Policy 2001 GAO Report - Technologies Hold Promise for Wildland Fire Management, but Challenges Remain, 2003 Report - Investigation of Geospatial Support of Incident Management, 2002 National Wildland Fire Enterprise Architecture – Blue Print “Goals and Recommendations”, 2008 DOI Enterprise Architecture-Wildland Fire Modernization Blue Print 2005 NWCG Geospatial Task Group Charter 2005

*Note: Documents identified with an asterisk were not identified by the agency. In our opinion, however, they should be included in the review.

All documents are available at the team’s e-Share site: https://eshare.bah.com/sites/FC_NIFC_Geospatial_Governance_Model/default.aspx

https://eshare.bah.com/sites/FC_NIFC_Geospatial_Governance_Model/default.aspx

8080


AGENCY MAIN AGENCY POLICY, DIRECTION OR GUIDANCE DOCUMENT

Forest Service

Forest Service Geospatial Strategy for Fiscal Years 2005 - 2009 FS Information Resources Strategic Framework, 2009 FS Geospatial Data Management Guide – Managing the USFS GIS, 2010 FS Handbook FSH 6609.15 – Standards for Data and Data Structure Geospatial Segment Conceptual Target Architecture

Bureau of Land Management

BLM Geospatial Services Strategic Plan FY2008 BLM Manual 1283 – Data Administration and Management BLM Manual Handbook 1283-1 “Data Administration and Management”, 2006 BLM Manual 1278 provides policy involving data sharing

National Park Service

NPS Regulations, Directives and Policy NPS Director’s Order 11A-Infoomation Technology Management, 2004 Draft NPS GIS Enterprise Program Planning, 2009 NPS GIS Strategic Plan 2002-2005 NPS IRM Standards 2001 NPS Data and Systems Stewardship Policy NPS GIS Data Specifications for Resource Mapping Inventories and Studies

Fish and Wildlife Service

FWS Information Technology Governance Policy FWS Geographic Information Systems Strategic Plan 2006-2009, 2006 FWS Manual 270, Chapter 1-Service Enterprise Architecture FWS Manual 270, Chapter 3-Information Technology Governance FWS Manual 270 ,Chapter 7-Automated Information System Security FWS Manual 270, Chapter 8-Geographic Information Systems

Bureau of Indian Affairs

BIA Office of the Chief Information Officer – Service Level Agreement BIA Office of the Geographic Information Officer - Geospatial Technology Strategic Plan 2003 – 2006 BIA Strategic Implementation Plan for the Geographic Data Service Center, 1993

We reviewed those documents that establish a prescribed course provided to us by the interagency wildland fire community’s geospatial stakeholders (cont’d.)

http://www.fws.gov/




8181


We note that there are policies and directives from the broader federal government which NWCG needs to consider

8282


We note that there are policies and directives from the broader federal government of which NWCG should be aware (cont’d.)

Public Law

US Code

Presidential Directives/National PolicyExecutive Orders

• Coordinating geographic data acquisitions and access: The National Spatial Data Infrastructure

• Federal Information Technology

Guidance to Federal Department and Agency Heads Concerning Geospatial

Federal Enterprise Architecture Geospatial Profile version 1.1

Federal Enterprise Architecture Framework version 1.1

Federal Geographic Data Committee Endorsed Standards

Office of Management and Budget Circulars• OMB Circular A-16: Coordination of geographic information and related spatial data activities• OMB Circular A-130: Management of federal information resources• OMB Circular A-119: Federal participation in the development and use of voluntary consensus

standards and in conformity assessment activities

Common Solution Target Architecture

Memo to all Department & Agency Heads: Implementation guidance for the e-Government Act of 2002

Federal Segment Architecture Methodology

Nat

iona

l Pol

icy

Dire

ctiv

esP

olic

y In

stru

ctio

nsIm

plem

enta

tion

Gui

danc

e

8383


Our analysis suggests the following key themes as common capabilities and similarities among the stakeholder agency policy and guidance review

8484


Our analysis suggests the following key themes as shortfalls and gaps among the stakeholder agency policy and guidance review

8585


Common Capability Analysis (Similarities) Gap Analysis and Short Falls

Agency policy and direction recognizes the value of geospatial data information for land and resource management and does not preclude the opportunity to share information.

The need for geospatial data standards and management processes have been identified within the Forest Service and Department of the Interior.

Strategic direction that supports standards and internal and external sharing of geospatial data and information has been drafted and/or developed by many agencies.

Agencies recognize the Departmental Federal Geospatial Data Committee (FGDC) as promoting direction for the coordinated development, use, sharing, and dissemination of geospatial data on a national basis.

Agency’s are beginning to place a higher priority on the development and sharing of geospatial data to support agency needs.

The DOI Enterprise Geographic Information Management (EGIM) Team and Forest Service Enterprise Geodatabase Standards provide direction for the governance of geospatial data and for DOI agencies provides linkages with the National Wildland Fire Enterprise Architecture and modernization blueprint.

Policy and /or direction for geospatial data, management, standards, governance, infrastructure and processes are not thoroughly or consistently identified among all agency manuals and/or directives.

The stage of development and implementation of strategic direction for geospatial data vary across agencies and in most cases does not specifically address wildland fire.

Although the Office of Management and Budget direction for geospatial information and management through the Federal Geospatial Data Committee (FGDC) is recognized by all agencies, it has not been fully developed and implemented by all agencies or the interagency wildland fire community.

Although the National Wildland Fire Enterprise Architecture (NWFEA) has been developed it has not been empowered and/or embraced throughout the interagency wildlland fire community.

Agency geospatial data and information policy and direction for Wildland fire programs is not specifically addressed at the agency Chief Information Officer (CIO) level.

Direction for the development and management of geospatial data and information appears to be a stovepipe process within each agency that leads to interoperability between agencies.

Policy for the development and management of computer applications is limited, resulting in numerous applications that are often agency and/or project specific.

Infrastructure to support agency and interagency geospatial information development and sharing, although recognized as important, is not well defined and/or developed across the wildand fire agencies.

We noted the following key similarities and short falls upon review of the selected stakeholder agency policy and guidance documents

8686


Our analysis suggests the following key themes as common capabilities and similarities among the stakeholder agency policy and guidance review

• Federal Enterprise Architecture (by the Federal Geographic Data Committee - FGDC •DOI Bureau Geospatial Strategic Direction • National Wildland Fire Enterprise Architecture (NWFEA)

- National Spatial Data Infrastructure Framework • Regionalized support • DOI Wildland Fire Modernization Blueprint

• DOI Geospatial Policy and Guidance (by the Enterprise Geographic Information Management Team)

•Agency/program specific geospatial direction •NWCG IT/Geospatial Committees

• USDA Enterprise Architecture Geospatial Policy and Guidance (Geo Database)

US Federal Agency USDA / DOI Overarching

Policy and Guidance Documents

US Federal USDA / DOIBureau (USFS, BLM, FWS, NPS,

BIA) Policy and Guidance

NWCG Geospatial Fire Program Policy and Guidance


8787


Table Of Contents

Context / Approach



Next Steps

8888


Task 4 will focus on a review and analysis of agency geospatial policy and directives

Identify risks and mitigation strategies for aligning geospatial data with framework

Identify ownership of geospatial programs, engage stakeholders

Validate requirements at all levels of fire management

Assist in managing organizational change

Deliverable Report – NWCG Geospatial Governance Model

Development of NWCG Geospatial Strategic Framework

Tasks Completed– Reviewed all agency documents collected during 40 stakeholder

interviews– Identified key elements of key change dimensions to integrate into the

governance model – people, process, technology, physical infrastructure


Outcomes – Identified key directional elements as well as constraints– Highlighted similarities and differences in policies and directives

focusing on dimensions of change – people, process, technology, and infrastructure)


Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship


Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship


Contractor Support

Contractor Support

USFSContract

Mgt

USFSContract

Mgt

NWCG Sponsorship

NWCG Sponsorship



Framework


Framework

8989


To complete Task 2 and 4, today, we are facilitating a second MVGO session to identify key strategic elements en route to a geospatial governance model

Create Mission/Vision Have an open dialogue

about what you want to achieve with geospatial governance

Decide how you would describe a well functioning geospatial community in 8-10 years

Brainstorm on how to achieve the Vision Highlight “make or break”

issues Draft 3-5 goals that can

help guide progress Begin to identify objectives

and targets will help you achieve goals

Determine what this means for governance Think through which

activities/initiatives are needed to achieve objectives

How are/will these be governed?

What changes must take place?

1 2 3

In the MVGO sessions, we considered content from related strategic efforts including:

NWCG Strategic Plan (October 2007)

United States Forest Service Geospatial Plan (FY 2005-2009)

Bureau of Land Management Geospatial Plan (FY 2008)

NPS Geospatial Plan (FY 2002)

FWS Geospatial Plan (FY 2006)

BIA Geospatial Plan (FY 2006)

MVGO Focus Areas


9090


Notional Strategic Alignment

Vision: To provide seamless, integrated, adaptive, geospatial capabilities across the landscape.

Mission Statement: To provide geospatial leadership and coordination to facilitate the business of interagency wildland fire community.

Key Discussion Items

What is the value of a mission statement for this interagency group? If there added value, what might the statement be?

Following on some of the past efforts, which aspects of those mission statements might be re-used or re-packaged here? Is any resulting mission statement setting a general aspiration for the next 8-10 years?

What is the value of a vision statement for this interagency group? If added value, what might the statement look like?

Following on some of the past efforts, which aspects of those vision statements might be re-used or re-packaged here? Alternatively, does the group think it should create something entirely new? Is any resulting vision statement setting a general aspiration for the next 3-5 years?

We highlighted how each framework element is critical to helping the NWCG know where it is headed and how its going to get there

9191


The GTG has developed key stakeholders of the mission statement

Source: BAH Analysis

The Mission

To provide geospatial leadership and coordination to facilitate the business of interagency wildland fire community.Commercial

/ Private Sector

Informal Social Network

Universities

Local Government Agencies

State Government Agencies

National Government Agencies

Resource Management Programs

NWCG Member Agencies

9292


The GTG has developed key stakeholders of the vision statement

Source: BAH Analysis

The Vision

Commercial / Private Sector

Informal Social Network

Universities

Local Government Agencies

State Government Agencies

National Government Agencies

Resource Management Programs

NWCG Member Agencies

To provide seamless, integrated, adaptive, geospatial capabilities across the landscape.

9393


We will use a template to align objectives, initiatives, and potential performance measures to stated goals

Goal

Representative Alignment Template

Mission / Vision StatementsMission / Vision Statements

Develop and implement the programmatic infrastructure necessary to meet the geospatial needs of the wildland fire community.

Develop and implement the programmatic infrastructure necessary to meet the geospatial needs of the wildland fire community.

Coordinate and standardize Interagency wildland fire data byinstituting and maintaining policies and procedures.

Coordinate and standardize Interagency wildland fire data byinstituting and maintaining policies and procedures.

Create an enterprise architecture for a wildland fire geospatial database which allows simple centralized access and supports multiple application utilization.

Create an enterprise architecture for a wildland fire geospatial database which allows simple centralized access and supports multiple application utilization.

Foster a proactive and adaptive approach to emerging and innovative geospatial technologies and techniques.

Foster a proactive and adaptive approach to emerging and innovative geospatial technologies and techniques.

Goals

Alignment of Initiatives Sample Performance Measures

•Improve level of awareness of emerging and innovative geospatial technologies and techniques

•Develop stature in the emerging geospatial technology community

-Participate / host leading key conferences-Training and education for stakeholders-Create GIS web portal -Development of data and software-Processes for sharing data and software

•Implement consistent policies and procedures among all agencies for an integrated interagency approach for geospatial technology

-Create NWCG data standards and procedures (i.e. GSTOP)-Promote agency adoption of interagency data standards and operating procedures

•Centralized Access (Reduce duplicate efforts for increased efficiency of data management)•Support utilization of multiple applications

-Adopt standard process for integrating future applications-Create GIS web portal

- Central data gateway - Central data dictionary

•Increase awareness of changes for governance, manage the changes, and maximize acceptance within the program structure•Design and mature interagency program management capabilities

-Reinforce communication mechanisms with the field-Reinforce change management mechanisms with key stakeholders

9494


Table Of Contents

Context / Approach



Next Steps

9595


Governance promotes an explicit consideration of capabilities required in each dimension and their interdependencies

Processes– Policy and Budget– Activities and Tasks– Sequence– Information Sharing– Decision Rights– Targets and outputs

Technology (IT)– Data– Hardware– Software– Applications– Technology Infrastructure – Performance management

Physical Infrastructure– Locations– Facilities at each location– Workplace environment– Space, utilization targets

People (staff)– Organization structure & design– Performance System– Workforce Planning, i.e. #s of FTEs

Human Capital Management Competencies Leadership Performance management

Interagency Organizational Dimensions of Change

9696


The strategic framework should also drive a governance model consistent with best practice...

DESIGN DEVELOPENVISION DEFINEPhasesSequence

ProcessAreas

Concurrent

Dimensions of ChangeInterdependence

Prospective NWCG Geospatial Governance Model*

*Note: The mission, vision, goals, objectives noted on the previous page relate to the “Envision” stage of “Capability Development” as highlighted above.

9797


...and that links contract requirements in a logical sequence

Mapping of Notional Governance Model to Contract Requirements*

Identifying mission/vision/goals/objectives (tasks 2 and 4) drives capabilities and overall community success

Identifying business areas/needs (task 1) sharpens business strategy used to achieve mission/vision

Process work (task 3) supports capability improvement

Identifying program ownership, assessing and engaging stakeholders, validating fire requirements at all levels, and assisting in organizational change (tasks 1, 2, and 4) all support ownership building

Identifying business area/needs (task 1) also provides feeder material to communication and training efforts

Identifying risks and mitigation strategies for aligning geospatial data with governance framework (task 4) helps to inform program stewardship

Analyzing agency policy for similarities/discrepancies (task 3) solidifies the context and boundaries of change and governance

Capability Development

Ownership Building

Program Stewardship

*Note this roadmap will be refined to fit NWCG requirements

Illustrative

Example

9898


Back-up slides

9999


Organization by Prospective NWCG Geospatial Governance Model Areas (Mapping to Wildland Business Areas)

CONSIDERATIONS


Can be easily integrated into the NWCG Program Management Office

Not yet recognized by the wildland fire community of geospatial technology stakeholders

Basis for business areas to identify NWCG as an unified organization with one identity (mission, vision, goals, objectives, performance measures)

Individual agencies are recognized and familiar with the wildland fire community of geospatial technology stakeholders – a formal change management methodology will necessary to effectively implement NWCG business areas

Further defines framework for geospatial roles and responsibilities, aligned with the business areas in the geospatial stakeholder community

Does not retain individual geospatial fire program direct linkages to the respective agency (reach back to the lead agency programs are not cohesive between USDA and DOI)

Creates a pool of resources in a cohesive NWCG organization with respect to infrastructure necessary for more effective and efficient geospatial technology operations to support wildland fire suppression needs (pre-incident, during and post-incident)

Does not retain individual agency identifications, roles and responsibilities

NWCG Wildland BUSINESS

AREAS

GEOSPATIAL GOVERNANCE FRAMEWORK BUSINESS AREAS

LEADERSHIP PROGRAM MANAGEMENT, GEOSPATIALTECHNOLOGY STRATEGY

BUSINESS OPERATIONS

ECONOMIC ANALYSIS

FIRE PLANNING MANAGEMENT

CHANGE MANAGEMENT, COMMUNICATIONS, TRAINING, GEOSPATIALTECHNOLOGY STRATEGY DESIGN, IMPLEMENTATION, TESTING

VEGETATION MANAGEMENT

PROGRAM MANAGEMENT

WILDLAND FIRE MANAGEMENT

PROGRAM MANAGEMENT, RISK MANAGEMENT

00 Interagency Geospatial Governance Model Interagency Geospatial Governance Model Composite...

Documents

Transcript of 00 Interagency Geospatial Governance Model Interagency Geospatial Governance Model Composite...