Firefighter Workforce and Succession Plan. Communication Plan. [ We will be ready ] Page 1 of 28

Transcription

1 Firefighter Workforce and Succession Plan Communication Plan [ We will be ready ] Page 1 of 28

2 Table of Contents Background Audience Identification Objectives of the Communication Plan Messages Tools and Tactics Communication Action Plan Implementation Action Plan Page 2 of 28

3 Background The Forest Service was tasked by the Office of the Inspector General (OIG), through an OIG audit, to prepare for the timely replacement of critical fire management staff. As in most federal agencies, the Forest Service faces a significant number of retirements over the next 5-10 years. Many of its fire management positions require several years of formal and on-the-job training in order to become certified for firefighting duties. The assessment included plans for recruiting, training, developing and retaining those personnel who fill these critical positions. As a leading wildland fire management agency, the Forest Service is a major partner in the federal wildland fire management community. As a primary part of its mission, the Forest Service protects life, property and natural resources on 193 million acres of national forest system land and 20 million acres of adjacent state and private property. The Forest Service has been increasingly tasked to respond to non-fire national emergencies. In 2009, wildfire management activities and non-fire national emergencies consumed almost 50 percent of the Forest Service s budget. The need for increased Forest Service emergency response capability, coupled with the retirement of Forest Services aging workforce, is setting the stage for future shortages of qualified firefighters. In addition, as the need increases, fewer qualified personnel volunteer for fire-related assignments. The OIG requirements will be satisfied as we simultaneously organize around recognizable national goals, objectives and benchmarks and embrace unique regional social, economic and ecological characteristics. Tasks required to accomplish full implementation are: Develop a communications plan that will aid and assist in internal and external understanding of implementation process; Develop documents that describe how to implement revised/new policies; Revise Forest Service manuals, handbooks, guidebooks and other documentation as appropriate; and Develop an internal periodic review process that will identify how well revised/new policies are implemented and objectives are met. Page 3 of 28

4 Audience Identification: Internal Washington Office Leadership Regional Foresters Forest Supervisors Agency Line Officers District Rangers Forest Service Employees Current Employees Fire and Aviation Management Career Advancement Tool (FAMCAT) o FAMCAT is designed to help both employees and supervisors map out career options, and mindfully develop strategies to build the skills and attributes needed to successfully compete for fire jobs. Please recognize that the total site is still under construction and several enhancements designed to make the tool more useful and efficient are being developed. Forest Service Career Paths o Building a career path empowers you to take an active role in managing your career. You will identify and evaluate your goals, skills, needed knowledge, experience and personal characteristics. Instead of relying on HR or your supervisor for career development opportunities, you will take charge of your future. AgLearn IDP Planning o Your Individual Development Plan (IDP) is an annual written schedule of training and development activities designed to assist you in meeting your job and career goals. Training (taskbook(s)) o The U.S. Fire Administration (USFA) and the National Wildfire Coordinating Group (NWCG), working on behalf of the National Integration center Incident Management Systems Integration Division (Department of Homeland Security), have identified and compiled the core competencies and behaviors (C&B) for each ICS Page 4 of 28

5 position identified in the National Incident Management System (NIMS) and the National Interagency Incident Management System Wildland Fire Qualification System Guide PMS AgLearn Employee/Leadership Development o Leadership development is not only for managers, it is for everyone. You lead through your actions and words, by example, and by influencing others. Leadership skills help you work effectively on project teams, succeed in complex assignments, and meet strategic objectives. In reality, every employee in the Forest Service is a leader and developing a strong foundation of leadership skills will help you perform better in your current job and your future career. Human Resources Center of Learning o The Forest Service has begun an exciting journey to transform the organization into one that is fully inclusive and performs to its maximum potential. One of the key focus areas of this journey is to develop employees with cultural competence and the maximum potential to contribute to the Forest Service mission. Institutions: National Advanced Fire and Resource Institute (NAFRI) Wildland Fire Apprenticeship Program (WFAP) New Employees Introduction to fire within the agency (video/presentation to be developed) Engage in all programs listed above for current employees External Audience DOI Fire Leadership National Wildfire Coordinating Group Bureau Leadership DOI Fire Employees State, Tribal and Local Fire Entities Page 5 of 28

6 Objectives of the Communication Plan To enhance the understanding of the Firefighter Workforce and Succession Plan (FW&SP) implementation process. To provide information on what guiding documents will be changing so that fire managers can fully comply with the policy. Page 6 of 28

7 Messages Safety: Firefighter and public safety is the first priority. All fire management plans and activities must reflect this commitment. Key message: Firefighter and public safety is the first priority. Response to Wildland Fire: As a primary part of its operation, the Forest Service protects life, property and natural resources. Support for one of its principal missions, wildland firefighting, is vital. Key Message: We will be ready. Protection Priorities: The protection of human life is the single, overriding suppression priority. Once people have been committed to an incident, these human resources become the highest value to be protected. Key message: Protection of human life is always the highest priority. Preparedness: The Forest Service (FS) will ensure the necessary resources are in place to complete its firefighting mission, with a keen focus on specific mission critical positions. Emphasis will be placed on the need for supervisors to release Incident Qualifications and Certification System (IQCS) qualified employees (as well as trainees) to participate on incidents. Key Message: The FS will ensure that the necessary resources are in place to complete its firefighting mission. Interagency Cooperation: Fire management planning, preparedness, prevention, suppression, fire use, restoration and rehabilitation, monitoring, research and education will be conducted on an interagency basis with the involvement of all partners. Key Message: In all areas of fire management and research, interagency cooperation is a key to success and consistency. Communication and Education: The Forest Service will enhance knowledge and understanding of wildland fire management policies and practices through internal and external communication and education programs. These programs will be continuously improved through the timely and effective exchange of information among all affected agencies and organizations. Key Message: Interagency communication and education of fire management practices and outcomes for employees with the latest tools and techniques will be a priority at all levels. Page 7 of 28

8 Tools and Tactics Effectively communicating and implementing guidelines requires a number of tools and tactics. These are either under development or currently available and they include: Memos Briefing papers Frequently Asked Questions Speaking/presentation materials Website maintenance ensure documents pertinent to firefighter succession and workforce planning are available and website updated as appropriate ( Awaiting word from the Line Officer Team (LOT) as to how they would like to inform the field. Communication Action Plan Page 8 of 28

9 Audience Messages Tools Due WO Leadership, Regional Foresters, Forest Supervisors, Agency Line Officers, District Rangers and Employees. DOI Fire Leadership, National Wildfire Coordinating Group, Bureau Leadership, DOI Fire Employees, State, Tribal and Local Fire Entities All Information including background, implementation process and strategy, direction of publications affected. Information including background, implementation process and strategy, direction of publications affected. An overview of policies finalized, publications affected. Clarification and importance of sharing with firefighters. Presentations, videos, briefing papers, fact sheet, manual and handbook update notices. Presentations, videos, briefing papers, fact sheet, manual and handbook update notices. Presentations to management, employees and related conference/workshop groups. Ongoing Ongoing Page 9 of 28

10 Implementation Action Plan (items awaiting completion) Initial steps will be taken to provide the field with basic information about the FW&SP effort (what we ve accomplished, where we are, and what s left to be completed). Awaiting word from LOT to provide best means of communicating with the field. Once the FW&SP Implementation Plan is finalized, we will continue to update the field with our progress. OIG Recommendation #3 Recommendation #4 Create a unique identifier for each FS employee in both the IQCS and HR database that codes the employee s position as fire-staff or fire-militia to facilitate analysis needed to support firefighter workforce planning. Develop a national workforce plan based on firefighters position qualifications that focuses on identifying, assessing, and meeting specific workforce needs relative to FS strategic goals and objectives and that establishes specific regional and unit goals and timeframes in relation to national firefighter qualification needs. Loading EmpowHR ID issued into IQCS Fire & Aviation Management (FAM) workforce data with approved budget direction (FY14) is delivered to the regions to establish performance measures. The FAM workforce data is a subset of the Forest Service s workforce data provided to the regions from Human Resource Management s (HRM s) HR-Lori TRNG- Jill Frank, WO FAM, HR Page 10 of 28

11 Workforce and Succession Planning Program. IQCS to AgLearn data transfer process will be determined and a timeline established to have all applicable data transferred. The goal is for all relevant data to be within AgLearn by the end of Fiscal Year. o Need to discuss with Risk Mgt, HR and FAM Workforce on process and path and determine if FAM Workforce staff can do the work with assistance from HR or identify another source to accomplish (contract, detailer) Regions will develop a recruitment strategy Frank, Jill, HR- Vickie, Bobbe Frank, HR, Nancy Frank, HR- Vickie, TRNG- Page 11 of 28

12 that focuses on specific mission critical positions that have been challenging to fill historically in order to be positioned with adequate staff for their primary fire season. The Talent Management Plan will be completed and provided to the regions. Regions will provide an update of recruitment and training efforts with projected accomplishments for the development/recruitme nt/retention planned for All regions will implement the Annual Performance Evaluation process that incorporates fire workforce development elements as outlined within the FAM Workforce Implementation Plan. Jill Frank, HR- Vickie, TRNG- Jill Frank, Regional Fire Directors, Line Officers Page 12 of 28

13 Recommendation #5 Develop specific action plans and timelines for regional and unit managers to follow in meeting firefighter position qualification needs identified in recommendation #4. Develop and monitor regional action plans for firefighter training and participation which align with the national Mission Critical Occupation (MCO) data. FAM Workforce staff will establish template using initial data for distribution to the RTOs to engage on. FAM Workforce will also develop a monitoring process and reporting elements for distribution and discussion. Implement initial action plans with adjustments made by regions after mid-year performance. Develop a process to re-evaluate progress in reaching organizational goals every five years. Coordinate development of a process through the Geographic Area Training Representatives Frank, Bobbe, TRNG-Jill Frank, Donna, HR-Vickie Frank, Donna, TRNG-Jill Frank, TRNG- Jill, HR-Lisa Renken Page 13 of 28

14 (GATRs) for use by supervisors and training officers to identify training qualification needs and assignment needs for MCO positions annually. This process will be utilized to develop priority trainee lists and training needed. Implement spring. Distribute direction to field to have IDPs for MCO positions established and the IDP will identify the position goal with all courses and assignments needed to attain qualification. FAM Workforce ensure path to reach position is established and distributed or posted and competencies are identified. #6 & #15 #6. Identify current and anticipated local, regional and national firefighter needs and Distribute the projected MCOs needed for ICS positions initially Frank, Bobbe, TRNG-Jill Page 14 of 28

15 develop specific training accomplishment targets to measure progress in meeting them. #15. Establish and monitor annual firefighter participation targets based upon the agency s local, regional and national wildland firefighting needs. established-target numbers and percent distributed to the regional training officers and GATRs through Jill. FAM Workforce needs to work with the field to refine the analysis and establish national targets annually. Review all positions identified as MCOs and ensure competencies and required training is established. Provide this information or how to obtain it to all supervisors. Establish competencies for all positions (Program or ICS) if not already accomplished. Establish a crosswalk or table for each position so an individual can see all that is necessary to become fully qualified if it does not already exist. Work to get all information into FAMCAT. Frank, Donna, TRNG-Jill (see FAFAQG, chapter 2.1, page 164) Frank, Bobbe, TRNG-Jill Frank, Bobbe (completed by Jill/Deana 12/2012 FSFAQG, chapter 2.1, page 164) Page 15 of 28

16 FAM Workforce will develop an upward reporting method to annually collect numbers of employees participating on fires and in what positions. FAM Workforce will review data and work with regions to adjust as needed. Frank, Bobbe, Evans Frank, Bobbe, Evans Recommendation #7 Require those employees who elect to participate in firefighter training to pursue firefighter qualification in those positions most needed according to agency s local, regional and national goals. Distribute the response to the recommendation to the LOT and engage them on the viability of the form. If gain concurrence work through HR Union contact for review by the Union. o Develop instructions for the form, include procedures, rules of engagement/ex pectations, and review Frank, Donna, HR-Vickie Frank Page 16 of 28

17 process/timeline /trigger o Move to LOT for discussion after WO Leadership approves, then engage Union Distribute officially to the field when concurrence is received. Develop information to share with all supervisors concerning this as well as where to find information concerning positions, competencies, and assignment support. Frank, Bobbe, Donna, HR- Vickie Recommendation #8 Page 17 of 28 Modify current employee training approval procedures to require that fire training officers document their concurrence or nonconcurrence with employees planned firefighting courses. Follow-up with the RTOs from the letter that was sent to the field and work with them to develop a reporting mechanism to track participation as identified on the IDPs. Identify if nonparticipation is a result of individual decision or supervisor decision. Frank, Bobbe, TRNG-Jill, Evans #9 & #16 #9. Hold managers Follow-up with FAM Frank 01/15/

18 accountable for the training accomplishment targets established in recommendation#6 by incorporating them into their annual performance plans and evaluations. #16. Modify managers annual performance plans and evaluations to include their responsibility for meeting agency firefighter participation targets. leadership concerning response submitted and draft Decision Memo. If supported, share response with LOT with proposed performance element once Hubbard signs off and discuss process for getting support for intent. Draft transmittal letter and process for inclusion of performance element for submission for Deputy Chief signature on Business Ops side. Develop process and method for monitoring of target accomplishment affiliated with the performance element (ties with other monitoring needs using various systems) Develop a method on how to track work relief or work accomplished/adjusted due to direct support of other resource Frank Frank Frank, Bobbe, HR-Vickie Frank, Bobbe, Donna 03/30/ 05/01/ 06/01/ Page 18 of 28

19 programs to allow an employee to participate on fires. Perform trend analyses to identify barriers to accomplishment of the performance measure or other significant issues of concern which must be mitigated. Frank, Bobbe Recommendation #10 Hold employees accountable for the timely completion of their firefighter training by incorporating assessments of their progress into their individual development plans and annual evaluation by creating firefighter training contracts with specific requirements and consequences for nonperformance. FAM Workforce work with IQCS Business Lead to identify what data fields would serve best for tracking accomplishments versus nonparticipation. Based on this develop a standard reporting method and ask each region to pull their data by unit. Have the data upward reported annually for review. Work with HR-Vickie to identify all available data sources for pulling accomplishments by employees. Establish a process and timeline for Frank, Bobbe, Evans Frank, Donna, HR-Vickie, Evans Page 19 of 28

20 obtaining the data. Distribute the response to the recommendation to LOT (once approved by Hubbard) to gain their support prior to moving forward to the Union. Upon concurrence from the Union, direction will need to go to the field and HR. Incorporate the MCO position development, training and qualifications into the performance appraisal process by adding a defined performance measure for the employee (e.g., Accomplish firefighter training and assignments as identified for this fiscal year for MCO development on IDP/IRDP unless mitigated by agency, budget, Frank, HR- Vickie Frank, HR- Vickie, Evans Page 20 of 28

21 Recommendation #11 To encourage employees to obtain certifications in those firefighter positions where they are most needed, create incentives, such as cash awards and formal recognition for those employees who complete their certifications. injury/health/family, fire activity level, or other circumstances outside the control of the employee) under the standard Mission Performance FAM Workforce discuss with LOT to determine if standards for recognition could be established nationally and build a proposal for leadership utilizing existing monetary and non-monetary award and recognition systems. Frank & ongoing Recommendation #12 Increase the role of Line Officers/Fire Management Officer (FMOs) (Training Officers in original OIG Report) to be responsible for (a) collaborating with managers and training personnel to maintain efficiency and effectiveness, (b) conducting outreach to engage employees in fire training, (c) ensuring trainees The following processes are being further emphasized and developed within the FS s Fire Workforce Implementation Guide (as described in the response to recommendation 8) FAM Workforce completes items in the Implementation Guide Frank, Donna, Bobbe, HR- Vickie, TRNG- Jill, Evans Page 21 of 28

22 Recommendation #13 Recommendation #14 timely progress to qualify for positions that met FS needs, and (d) facilitating timely trainee deployment to support the qualification process. Identify optimal numbers and require qualified firefighters and trainees to be available for local, regional, and national fire assignments according to FS needs. Direct managers to adjust employee work targets while away on firefighting duty or provide temporary replacement staff. and distributes as appropriate to the field. Distribute the response to the recommendation to the RTOs and discuss the data and their thoughts as to accuracy in identifying the gaps. Develop talking points and a short hand-out to give to supervisors that helps explain the need for certain positions needed to be filled for incident response. Establish a process to work closely with the EIM unit leads where there are similarities or overlap between the OIG work and NWCG EIM work. Develop a Work Accomplishment Guide (details in response) and engage the LOT once a complete draft is available. Make any adjustments necessary. Frank, Bobbe, Nancy, TRNG- Jill, Evans Frank, Bobbe, Evans Frank, Donna, Bobbe, Nancy, Evans Page 22 of 28

23 o o o o o Note: Need to flush out what Enterprise teams exists, skills, specialists, etc would be available Establish a POC within FAM Workforce to be the broker of requests, etc. Evaluate ability of open order concept for enterprise team Look into including a need/requireme nt for units to build a contingency plan for getting work accomplished when employees are away on fire assignments Identify the funding to accomplish Page 23 of 28

24 back-fill: unit needing assistance covers salary from appropriate fund, travel and additional costs from suppression authority (eliminates travel cap) Distribute to all Line Officers and Supervisors through the Deputy Chiefs. Recommendation #17 Evaluate whether incentives such as increased pay for performance would significantly increase employee participation. If so, determine the cost benefit of implementing such a change. As previously stated in recommendation #11, Forest Service leadership will continue to evaluate options. Utilize existing monetary and nonmonetary award and recognition systems for this purpose and determine if additional options may be available. Frank, Bobbe, HR-Vickie in conjunction with recommendation #11 Page 24 of 28

25 Recommendation #18 Identify and remove other obstacles preventing firefighter participation and implement other incentives that would increase firefighter participation., alternatives and suggestions for possible further development were provided to leadership. FAM workforce staff out and develop the how for each recommendation for further discussion with leadership and implementation. Donna - develop the Enterprise Team concept to fill-in behind employees on assignment. Bobbe develop the create and utilize satellite service centers for employee back-up. Bobbe do the frontend work for regions to develop a job sharing agreement with other regions for skills needed to cover the gap when their own resources are on fire assignments. Donna craft language for inclusion for Frank, Bobbe, Nancy, Donna in conjunction with Recommendation #14 Page 25 of 28

26 adjusting resource accomplishment targets commensurate with seasonal fire suppression workloads. Bobbe develop a paper for submission to fire leadership with concurrence from incident business and fire training for supplemental fire funding for training. Bobbe and Nancy work with Jill on reviewing training requirements and reduce timeframes -- consider academies for functional training to decrease time to acquire or streamline training. Nancy do a search to determine what has been done and available, then work with Jill and HRrecruitment to utilize or develop materials (written, video) for units to use in working with employees to Page 26 of 28

27 increase their awareness of being or helping on a fire as part of a recruitment strategy to get more employees involved. Bobbe and Donna develop a formal program (search if done elsewhere (NIMO) and submit to leadership for adoption on utilizing retired employees (AD) to mentor and train employees. Bobbe and Donna staff out how these might be done: Use a bonus model for fire assignments Develop an incentive plan for managers that show support of their employees in fire assignments or filling-in for employees on assignment Provide opportunities for individuals to Page 27 of 28

28 support incidents virtually from their home unit (i.e., buying teams, time keepers and any other duties that can be done remotely) Page 28 of 28