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3: Evolving Incident Management Implementation (Phase
3, Task Teams for each of the eight SIP work units will be assembled
to commence work on implementing the new Incident Management
Organization. The transition process is expected to be phased
in over a period of years. The target goal to complete implementation
of the new Incident Management Organization is 2016. Additional
information regarding Phase 3 will be forthcoming as it is developed.
2: Evolving Incident Management Strategic Implementation Planning
(Phase 2 documents)
In February 2012, a Task Team was assembled to develop a Strategic
Implementation Plan (SIP) as part of Evolving Incident Management
(EIM) Phase 2, with implementation to begin in Phase 3. The Task
Team outlined the steps and sequence of events necessary to implement
the recommendations in Section 1 and overarching principles developed
by the IMOSP Task Team.
NWCG Executive Board has accepted the final “EIM
Phase 2: Strategic Implementation Plan Narrative Report”
prepared by the EIM Phase 2 Task Team as well as the team’s
organizing the 14 IMOSP recommendations and 11 Overarching Principles
into eight work units as described in the report.
1: Incident Management Organization Succession Planning (Phase
the need to update the incident management business model to
reflect wildland fire management needs for today and into the
future, NWCG initiated the Incident Management Organization
Succession Planning (IMOSP) Project in January 2010. Maintaining
a critical eye on our priority for safety, the primary goals
of the IMOSP Project were to:
and implement a strategy to ensure that interagency wildfire
staffing needs are met.
efficiency in meeting wildfire-staffing needs.
and maintain a qualified workforce to meet wildfire-staffing
2011 the NWCG Executive Board Accepted the final Incident Management
Organization Succession Planning (IMOSP) Project Team’s
Report “Evolving Incident Management: A Recommendation
for the Future.” They endorsed the IMOSP Project
Team’s list of Overarching Principles and recognized there
are many details yet to resolve. In addition, they adopted the
organizational model recommended and described in “Section
1: Team Make-up and Management” (Page numbers 15 –
30) of the report.
information will be published as it becomes available.