Incident Business Management. CY05 Implementation Plan. March 24, March 2005

Transcription

1 hb Incident Business Management CY05 Implementation Plan March 24, 2005

2 Background and Purpose Incident Business (IB) Business Process Reengineering (BPR) study defined short-term i.e., CY 2005 solutions to mitigate capacity losses in incident business (B&F and IT) Assume that business processes are mostly the same as CY 2004 (process improvements will be implemented in time for CY 2006 and beyond) Therefore, mitigation consists of plan to deploy people to support incident business management Strategy has been updated in light of B&F and IT migration schedules

3 Summary of Business Process Line Officer Identify capacity loss in incident business (after exhausting local remedies) Call Regional IAC Regional Incident Administration Coordinator Identify capacity loss (after exhausting regional remedies) Call IB BPR Team IB BPR Team (E. Ibison/S. Grill) Establish national -scope incident in ROSS Analyze capacity need Determine need to use Resources No End Yes Contact Payment Center Dispatch Resources vis ROSS and facilitate logistics Payment Center (Ogden, Boise, NIFC, Camino) Make Resources available Resource Enter/update status in ROSS Go to incident unit

4 Summary of Business Process Augment four Payment Centers (Ogden, UT; Camino, CA; Boise NF, ID; and NIFC, Boise, ID) with staff Will handle both incident payments at centers (which will migrate to ASC after the incident season) and work that is currently performed at incident unit Will be able to dispatch people to incident units to support Incident Business BPR Team, under the leadership of Emmy Ibison and Starla Grill, to work with Regional Incident Administration Coordinators (IACs) to define needs for staff augmentation and deploy temporary resources from Payment Centers Will help units and IACs analyze capacity losses Will monitor B&F workforce transition to determine availability for staff augmentation

5 Payment Center: Centralized Pool of Resources Available and Prioritized for CY 2005 Fire Season Payment Center National Regional Incident (Ogden, Boise, Coordination Team Administration Line Officer Resource NIFC, Camino) (E. Ibison/S. Grill) Coordinator Estimated 20 additional people: located at Ogden, UT; Camino, CA; Boise NF, ID; and/or NIFC, Boise, ID 17 FTEs for Payment Center staff augmentation plus 3 FTEs (located at Ogden) to travel to incident units for support Does not include 4 people in Ogden and 3 at Boise whose separation dates have already been extended Will work at Payment Centers as temporary detail Will be made available to work on incidents as needed, but may do other work at direction of Payment Center manager during down-time Will be selected from Forest Service staff with required skills Focusing, but not exclusively, on people separating by virtue of B&F BPR Will delay separation dates for people accepting VERA/VSIP where possible Will offer delayed separation date for people declining DR Can delay start dates for new jobs under pre-wraps and WRAPS Will work with Line Officers to negotiate terms of detail

6 Needs Are Communicated to IB BPR Team, via Line Officer and Regional IAC Payment Center National Regional Incident (Ogden, Boise, Coordination Team Administration Line Officer Resource NIFC, Camino) (E. Ibison/S. Grill) Coordinator Regional IACs will work with their Forests to identify needs, help Forests define alternative mitigation strategies, and, if needed, contact the IB BPR Team for resources IACs will be key participants throughout season to help balance workload and allocate resources IB BPR will be in constant contact with IACs to proactively help them define needs in their Regions Incident Business Advisors will also be key participants throughout the year Some Forests have already been proactive in augmenting capacity through the incident season in anticipation of needs

7 IB BPR Team Analyzes Need to Determine whether Staff Should Be Used Payment Center National Regional Incident (Ogden, Boise, Coordination Team Administration Line Officer Resource NIFC, Camino) (E. Ibison/S. Grill) Coordinator IB BPR Team will maintain updated B&F workforce database Track attrition alongside mapped function, IMT membership, qualifications, and unit Will coordinate staffing of temporary team, working with B&F leadership and Line Officers and possible candidates to arrange schedules IB BPR Team will synthesize resource requests from the field and allocate Payment Center members Will communicate with Payment Center managers to deploy team members where and when needed

8 Payment Center Makes Team Members Available Resource Payment Center (Ogden, Boise, NIFC, Camino) National Coordination Team (E. Ibison/S. Grill) Regional Incident Administration Coordinator Line Officer Payment Center Managers receive needs from IB BPR Team and release temporary team members to work on incidents Managers determine which team member(s) will be dispatched based on needs provided by IB BPR Team March 2005

9 IB BPR Team and Resources Establish Availability in ROSS Payment Center National Regional Incident (Ogden, Boise, Coordination Team Administration Line Officer Resource NIFC, Camino) (E. Ibison/S. Grill) Coordinator team members status themselves in ROSS as they begin detail IB BPR Team establishes national-scope incident in ROSS at beginning of season to support dispatch of temporary team members throughout season IB BPR Team places order for team members in ROSS once Payment Center Manager releases them to incident

10 Next Steps: Augment Payment Centers with Team Members Augment Payment Centers Payments Center Managers determine candidates for 20 additional team members (include accounting technicians and approving officials) Work with B&F leadership, HRM, and Line Officers to make candidates available for Payment Centers augmentation Determine process for delaying people s separation dates and formally offering details

11 Next Steps: Policy Updates Review and update IMT, aviation, and casual accrual policies Letters to be released to field Provide policy guidance to Contracting Officers to modify contracts with updated payment addresses Provide direction to field for job code creation Provide direction to field for payments Ask IACs to help units update administrative operating guidelines Determine and provide records migration processes

12 Next Steps: Supplement ISO with Contract Resources Help ISO define mechanism to trigger need for contract resources Resources could be used either to work on incidents (IMTs or local-unit support) or back-fill for ISO personnel dispatched to incidents Based on triggering processes, help ISO define acquisition strategy to meet needs Establish local, regional, or (preferably) national contract(s) at beginning of season to execute throughout season as needed Develop sourcing strategy based on market of services available Define options for contract vehicle(s) Determine funding mechanisms Develop statement(s) of work

13 Next Steps: Communications Develop Communication Plan, analyzing impacts of Implementation Plan on all stakeholders and articulating communication processes (content and media) for each stakeholder Articulate roles and responsibilities of Line Officers, Regional IACs, Payment Center Managers, and Forest Service community as a whole Communicate this Implementation Plan to stakeholders Communicate with interagency fire partners to keep them informed Work closely with Regional IACs and Payment Center Managers to implement the plan