Evolving Incident Management Leadership Briefing - October 2013

Recognizing that current workforce management and succession planning for wildfire incident management is not sustainable; the National Wildfire Coordinating Group (NWCG) Executive Board initiated the Evolving

Incident Management Project (EIM) to develop a new organizational model thataddresses the following:

  • Changing natural environment,
  • Changing workforce dynamics,
  • Declining budgets,
  • Decreasing availability of personnel for team membership,
  • An increasing number of retirements.

Using Incident Management Teams on Wildland Fires:

  • On June 19, 2013, the NWCG Executive Board agreed thatmoving tothree levelsofinteragency wildland fireresponse: Initial Attack, Extended Attack, and Complex Incident Management, best represents the categories of response for which we need to plan and organize.
  • As part of this transition,state and nationally sponsored Type1 (IMT1) and Type 2 (IMT2) Wildland Fire Incident Management Teams (IMTs)will evolve into “ComplexIMTs” utilizing current IMT1 standards.

Nationally Sponsored Complex IMT Distribution:

  • The initial IMOSP report, “Evolving Incident Management: A Recommendation for the Future”, recommended 40 IMTs. An analysis of and recommendation for location of IMTs has been presented to NWCG. Geographic Area Coordinating Groups (GACGs) will review the recommendations and provide feedback prior to general release to the field.
  • The reportevaluated:
  • IMT assignments (including mobilization and demobilization data) for 1999 – 2012,
  • Geographic Area’s individual assessments of their ability to staff IMTs under a variety of scenarios,
  • IMT usage by GA, spanning 14 years, broken into individual weeks, to identify peak periods of team assignments.
  • Report conclusions include:
  • The preferred level of IMT staffing by GA.
  • Adjustments to IMT numbers were needed to insure team currency needs (minimum of two assignments/year) can be met.
  • Each geographic area would host a minimum of one IMT to maintain qualifications, currency, and to support career paths.
  • Assignments would be balanced across all Complex IMTs to insure equitable experience and proficiency by implementing a national IMT rotation.
  • The NICC, in coordination with the GACCs, should manage the national IMT Rotation and assignments.
  • State sponsored teams may provide surge capacity during peak fire seasons.
  • Prepositioning of IMTs will be a key tool in the success of this model.

Geographic Area / Current IMT Numbers (includes T1, T2, and WFMTs)* / Recommended Number of Nationally Sponsored Complex IMTs
Alaska / 3 / 1
California (North & South Zone) / 11 / 9
Eastern / 0 / 1
Great Basin (East and West) / 8 / 6
Northern Rockies / 7.5 / 6
Northwest / 8 / 7
Rocky Mountain / 3 / 3
Southern / 3 / 2
Southwest / 6.5 / 5
Total Nationally Sponsored IMTs / 52 / 40

*Current IMT numbers were provided by each Geographic Area

The Pathway to “Complex IMTs”:

  • Functional leadership position standards are being developed for extended attack, which will provide pathways to Complex Incident Management participation and qualification.
  • The conversion process from Type 2 IMTs to “Complex IMTs” is under consideration and development.
  • Equivalency alternatives to meet T1 qualifications are being discussed and will be presented to the NWCG for consideration.
  • Many Type 2 IMT command and general staff members are already qualified for Complex incident assignments.
  • A multi-year transition to full Complex IMT implementation is expected to take place.

IMT Mobilization and Distribution:

  • Mobilization guidelines (how and where teams will come from to respond to fires)and IMT standard operating procedures are being developed.
  • IMT Composition (the number and type of positions within a team) is being addressed with many variables being considered in adjusting the size and composition of IMT response. Short and Long Team configurations have been identified and can be easily modified through negotiations between Incident Commanders and Line Officers.

Additional Updates:

  • IMT Augmentation can be accomplished through additional modules currently being developed by the IMT Augmentation Work Unit. The modules may have virtual components and work remotely.
  • Strategic Management components are being identified and developed as part of Area Command Teams.
  • Four Forest Service NIMO Teams will continue to be used independently from the Complex IMTs and may serve as a training venue for command and general staff positions moving from T2 to Complex Incident qualifications.
  • The 310-1 will continue to be the qualifications standard for IMT positions. Each Agency may choose, or be required, to augment the 310-1 with additional requirements.

For more information on Evolving Incident Management, please go to our Web site at:

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