US Forest Service AK/PNW FALT... · Web viewThe University of Alaska has acquired a COA and access to several large UAS test areas in Oregon and Alaska.” Challenges: The Office

Bureau of Land Management OR/WAUS Forest Service AK/PNW

SORO FALT Executive MeetingBriefing Paper

Topic: SORO FALT’s POW

Intent: To Describe The Relationship Between And Expectations Of SORO FALT’s Vision, Values, Program Of Work, POW Priorities, And POW Priorities’ Briefing Papers.

Background: SORO FALT’s vision and associated values are supported through each Assistanct Director’s and Safety Program Manager’s (RASM and Fire Ground Safety) annual Program of Work (POW) which are the foundation of each SORO FALT member’s respective annual performance plan. Furthermore, each POW have five priorities set by the FS Fire Director and the BLM State Fire Management Officer based upon feedback from FY 2014 performance, each AD’s recommendations in their respective POW documents, and incorporated current emphasis items since the start of the year —these priorities ensure common expectations and the mission over agency philosophy. Each Prioritity POW has a Briefing Paper (BP) developed that articulates the intent of the program, background, and annual, measureable goals so SORO Executives, SORO FALT, field units, and our respective national offices have a common understanding of what is important to SORO FALT, and a narrative roadmap to understand where we are going and what it will look like when we arrive, or don’t arrive on time.

SORO FALT’s Priority POW

Incident Business: Oversight of planning Spring FALT meeting Hire Budget Officer; develop budget schedule, process and expectations for Program Leads

and Budget Officer Oversight to the Fire and Aviation Contracting Team which reports to the AQM Directorate

Continue to provide excellent leadership to your Contracting Team. Billings/Payments – with federal wildland agencies, state partners, other regions,

compacts, cost-share oversight, and liaison for payment centers; Close out 2014 FEMA Mission Assignment bills & unliquidated obligations.

Review/Update financial information of key inter/intra-agency agreements (e.g., Master Agreement, Annual Operating Plan/Master Agreement, ODOT/WSDOT, etc.)

Aviation: Review All Forest and District Aviation Safety and Management Plans 3-5 Year AK/PNW Aviation Strategic Plan UAS Smoke Jumper Program – Aircraft, pilots, maintenance Short Haul

Safety:

EMS Program for both agencies Safety Systems in the Contract Program DOI Medical Standards Program HRO/Risk Management Critical Incident Peer Support

Operations: Dispatch efficiencies work (center consolidations) Unprotected Lands Issues Sage Grouse:

o Administration of Sage Grouse Preparedness Action Plan (National Office plan)o Allocation of SG fundso Prepo of adequate resources for multiple Type 3 IA per Districto ODF and BLM—RFPA MOU

Agency Administrator Involvement and Training Smoke Jumper Program – Oversight and Service

Fire Integrations: Fuels program oversight and vision for SORO and the strategic review of field units Cohesive Strategy:

o Provide leadership in implementation of CS or projects that meet the intent (even though they don’t have the label of CS) throughout PNW/AK and the West

o Lead in FIAT and all other fuels management and planning efforts with Sage Grouse Develop Integrated Interagency Resource Team with NR 930/FS 16th floor/State and

Private Forestry Take Fire Prevention Program and Trespass Program to the next level—consistent

implementation Smoke Management Program

Point of Contact: Jeff Fedrizzi, State Fire Management Officer, 503-808-6461

Incident BusinessBriefing Papers on 2015

Priority POW


Business Operations - Billings/PaymentsBriefing Paper

Topic: BLM and Forest Service, Fire Budget Oversight.

Background: The BLM State Office and FS Regional Office (SORO) budgets have been administered separately, by each agency in the past.

In 2013, it was determined that one Budget Analyst position would serve Forest Service Regions 6 and 10 and Bureau of Land Management - Oregon and Washington and the position would work for the Assistant Director - Business. Due to the complexity of two regions and two agencies, the position was advertised and filled at the GS-12/13 level with the incumbent working virtual with frequent communication and travel to Portland.

The position was filled under the USFS organization chart due to BLM undergoing a transition in its Human Resources classification staff.

The Budget Analyst position mainly provides programmatic oversight, direction, and leadership for the Forest Service and Bureau of Land Management Preparedness and Hazardous Fuels budgets while also tracking Trespass and State Assistance funds. The position formulates the budgets, conducts analyses and monitors funds for the FS Director, BLM State FMO and Assistant Directors. This position does not have supervisory responsibilities.

Current Issues: The incumbent hired for the position has an extensive background in FS budgeting and no

experience in BLM budgeting, so will take some time to get access to systems and up to speed on processes.

Goals: To administer the Fire budgets in a seamless fashion to the field.

Contact:CiCi Chitwood, Assistant [email protected]



Topic: Contract Operations Program Oversight.

Background: The Region 6 Contract Operations Program manages 757 Vendors that provide 2,438 firefighting resources for Fire Operations that supplement the agency’s firefighting militia. The Region’s program accounts for approximately 40% of the contract resources in the Nation.

The program has made significant changes since 2009 when the national Virtual Incident Procurement Resources (VIPR) program was implemented whereas Contracting Officers are required to use "generic" templates to solicit for various local equipment and services for Incident Blanket Purchase Agreements (I-BPAs). Prior to VIPR, FAM’s Contract Operations staff developed specifications for fire equipment and services, providing the information to a regional Contracting Officer (CO) to solicit for the equipment or services. In 2010 and in conjunction with the implementation of VIPR, Region 6 stood up a four person Fire & Aviation Contracting Team (FACT) within Acquisition Management (AQM) that is fully funded by Wildland Fire Preparedness (WFPR) funds to centralize the solicitation and awarding of fire contracts. This staff was placed in Redmond, OR as the lead CO also administered aviation contracts for the region.

In 2013, FAM made a decision to realign the State Office/Regional Office (SORO) Contract Operations program from Operations to the SORO Business staff due to the contracting component of the program. In 2014, two GS-0301-11/12 Contract Program Specialist positions were filled to provide oversight and administration of the Region 6 Contract Operations program and placed in Redmond, OR. An Assistant Contract Operations position, GS-0301-11 was already in place in Portland, OR and the duty station was not changed.

In 2012-2013 there were five fatalities involving fire contracting resources in Region 6. As a result of After Action Reviews and analysis of the fatalities, we determined the need to strengthen the oversight of training of contractor employees and inspections of contract equipment. Previously, vendors self-certified their training and equipment as a result of using VIPR templates and business process.

In 2014, Contract Operations implemented two Memorandum of Understandings (MOUs) to verify employee qualification/training records and physical inspections of equipment. Additionally, Contract Operations administers an MOU that provides for oversight of training of contract firefighters.

Current Issues: Managing the large program is a significant workload for the three members of the Contract Operations staff. A proposal is being staffed out to increase the staff by three additional positions within SORO.

Goals: To provide well trained and quality contract firefighting resources to supplement agency

firefighting resources.

Long-term is to increase the Contract Operations staff to handle the workload of current and in to the future by adding one PFT Contract Operations Program Manager, GS-0301-13 and two PFT Contract Operations Technician, GS-462-7/9 positions.

Short term is to hire PSE firefighters to monitor training courses, work capacity fitness tests and perform equipment inspections during the off-season to give them meaningful work and reduce the region’s unemployment bill. To ensure MOU Providers are meeting the intent of the MOUs, monitoring must occur to track when inspections and training will occur throughout the region. This large workload is difficult for three people to accomplish along with the other duties of the program. Currently, a list of FS/BLM individuals “willing” to monitor the inspections/training/work capacity fitness testing is being utilized and it not very effective. For training and work capacity fitness testing, approximately 10% of the monitoring was accomplished in 2014 and the goal was to meet 20%. In 2014, out of 70 equipment inspections only 3 inspections were conducted.

Contact:Katie Mergel, Contract Program [email protected]



Topic: Billing, reimbursement, and cost share settlement between BLM, FS and our State and Rural cooperators.

Background: The Master Cooperative Wildland Fire and Stafford Act Response Agreement provides the authority for the federal agencies to bill or reimburse our cooperators for fire protection assistance. Exhibit D of both the Agreement and the Operating plan clearly define the process and documentation requirements. The billing/reimbursement for all incidents within the PNW Geographic Area are processed by the local BLM or FS Unit. The bills for all State resources responding to incidents outside of the Geographic are processed by the SORO Incident Business Specialist. There are also agreements between the BLM or FS and numerous Rural Fire Departments across both States. The billing/reimbursement processes are also clearly defined in these agreements.

In 2012, there was a National effort to clear all the "aged" bills from the FS system. This Region has made a concerted effort to finalize all the outstanding bills. Based on the current report that was sent from ASC, all the bills prior to 2013 have been cleared.

All the bills from the 2014 FEMA Mission Assignments have been finalized. Current Issues:

Cost Share Agreements can be very complex. There is a Cost Share Agreement template in the Operating Plan but these agreements continue to create challenges for the local units.

There are a significant number of bills from 2013 to be reconciled, with majority of these ODF. Even though the billing documentation requirements are defined in the agreements, there are

differences in what each state or local unit requires. This can delay timely processing of bills.

Goals: Continue to foster positive working relationships with our State partners. Work with WDNR to develop an annual reconciliation process which would reduce the total

number of bills issued. At this time, this process cannot be used with ODF due to State statutes. Continued coordination with ODF and local units to reconcile the 2013 bills. Continue to strengthen the BLM/FS Unit Coordinators group to build consistency in processes

and facilitate interagency cooperation. Provide training opportunities for Line Officers to simplify the Cost Share process.

o Cost Share training is currently included in M-581/LFML.o A Cost Share exercise will be part of the Spring FALT meeting.

Contact:Brenda Johnson, AK/PNW Incident Business [email protected]

AviationBriefing Papers on 2015

Priority POW

U.S. Forest Service/Bureau of Land ManagementFire and Aviation Management

Briefing PaperDate: April 1, 2015

Topic: FY 2015 Pacific Northwest UAS Program Briefing

Background: It is the advent of a new era in aviation with the technological advances of Unmanned Aircraft Systems (UAS), throughout the years; the U.S. Forest Service and Bureau of Land Management appreciate the benefits of technology when managing federal lands. The use of UAS is an example of technology that will perform an important role as potential aviation assets for a variety of agency land management programs and for our cooperators. This letter intends to clarify the use and approval process to utilize UAS for resource work and fire suppression operations on Federal lands.

Unmanned Aircraft Systems (commonly referred to as “drones”) include aircraft ranging from hand operated devices weighing less than a pound to aircraft the size of commercial airliners. Smaller UAS are widely available from hobby stores while larger aircraft can be available from contractors, DOD or other government agencies. When UAS are flown for federal agency work or benefit, Federal Aviation Administration (FAA) regulations apply. Because they are different from manned aircraft, the FAA is slowly introducing UAS into the National Airspace System (NAS) through a process known as a “Certificate of Waiver or Authorization” (COA) that allows the agency to fly a UAS under well-defined provisions unique to the proposed operation.

Key Points: All UAS’s are considered “aircraft” by the FAA. The U.S. Forest Service and Department of Interior

(DOI) agencies view all UAS (any size and weight) as “aircraft.” All aircraft purchase, lease, or acquisition must follow agency policy and procedures.

All aircraft and pilots flown by the U.S. Forest Service or DOI agencies require inspection and approval. Federal use of cooperator agency UAS may be authorized by a Cooperator Aircraft Letter of Approval.

UAS flights shall follow Bureau of Land Management and Forest Service policy. All government and commercial applications require an FAA COA which specifies the time, location,

and operating parameters for flying the UAS. Personal use or hobbyist aircraft may not be used by federal agencies or their employees using UAS

to accomplish any kind of program work. The use of any UAS (including small, lightweight hobbyist models) for profit, furtherance of a

business, data collection, or incident/resource management by a government agency is considered a “commercial” operation per the FAA, subject to additional FAA regulation and oversight.

All federal agency use of UAS requires prior notification and consultation with the Unit and State/Regional Aviation Managers. A Project Aviation Safety Plan (PASP) is required for any non-emergency (non-fire) missions or projects.

An “Emergency COA” can only be issued by the FAA if the proponent already has an existing COA for their aircraft. The request must be accompanied with a justification that no other aircraft exist for the mission and that there is eminent potential for loss of life.

The Bureau of Land Management is fully engaged in UAS operations and further along than the Forest Service.

The University of Alaska has acquired a COA and access to several large UAS test areas in Oregon and Alaska.”

Challenges: The Office of Aircraft Service (OAS) has hired a UAS Program Manager; however, the Forest Service

has not hired an individual and it does not appear the agency plans to hire a Program Manager in the near future.

There is a significant amount of time and support diverted to UAS operations in the geographical area.

Our cooperators, ODF and WADNR, are fully engaged in UAS operations and plan to fly on fires in 2015.

A letter issued from Tom Harbour will significantly increase operations on National Forest System lands.

Agency Administrators and staff in the geographical are eager to engage in UAS operations without a well-supported or defined program.

Contact: Aaron Schoolcraft, Assistant Fire Director, Aviation, AK Forest Service and PNW Bureau of Land Management and Forest Service, 503-808-2359; Kurt Kleiner, OR/WA BLM State Aviation Manager, 503-808-6593


Briefing PaperDate: March 5, 2015

Topic: FY 2015 Pacific Northwest Smokejumper Aircraft Program Briefing

Background: The Alaska (AK) and Pacific Northwest (PNW) Region (Bureau of Land Management and Forest Service) currently has two smokejumper bases. The primary mission of the AK/PNW Smokejumper Program is to provide an efficient and effective response to wildland fires, and other incidents, conducted with the highest regard for personnel safety, environmental protection and cost containment.

Key Points: The Alaska (AK) and Pacific Northwest (PNW) Region has two bases located in:

o (1) Redmond, OR; (1) Winthrop, WA. (North Cascades Smokejumper Base)o The Region will lead a review of the Region 6 Smokejumper Program that would include

facilities, overhead, and smokejumper staffingo Staffing levels for 2014 were 36 Smokejumpers at the Redmond base and 26 at the North

Cascades Smokejumper Base (NCSB) The Regional expectation for 2015 staffing levels for smokejumpers is 80 Redmond is planning to hire 10 to 12 rookies and NCSB is planning to hire eight

rookies for the 2015 season The Region utilizes two C-23A based at Redmond and a CASA C-212 based at NCSB for smokejumper

aircraft The agency is transitioning to the C-23B aircraft; replacing the C-23A

o Still uncertain as to the business model Government Owned Government Operated (GOGO) Government Owned Contractor Operated (GOCO) Government Owned Government/Contractor Operated (GOMO)

Evaluating an organizational change due to the retirement of the PNW Smokejumper Aircraft Program Manger

BLM State Office (OR/WA)/Regional Office (AK/PNW) and Regional Aviation Group (RAG) Program Goals: Explore and capitalize on opportunities to:

o Be more efficient when utilizing smokejumper aircraft When fire conditions warrant, preposition aircraft to affected area Increase of efficiency of existing smokejumper bases by increasing smokejumper

personnel Increase smokejumper presence in the geographical area when warranted

Appropriately address outcomes and findings from the Region 6 Smokejumper Program Review Continue to have open dialog with Northeast Oregon regarding R6 smokejumper use Capitalize on opportunities to support aircraft missions in Alaska with the agency’s C-23A

PNW Smokejumper Aircraft Program and SORO/RAG Tasking: Respond appropriately to the outcomes and findings from the Region 6 Smokejumper Program

Review Train and qualify two smokejumper captains Train and qualify one smokejumper mission instructor

Fill behind the PNW Smokejumper Aircraft Program Manager one month prior to retirement Meet with Northeast Oregon dispatch/coordinator and fire staff regarding R6 smokejumper use

Contact: Aaron Schoolcraft, Assistant Director, Aviation, AK Forest Service and PNW Bureau of Land Management and Forest Service, 503-808-2359; Kurt Kleiner, OR/WA BLM State Aviation Manager, 503-808-6593; Kim Reed, AK/PNW Aviation Operations Division Manager, 541-504-7264; or Ron Barrett, PNW Smokejumper Aircraft Program Manager, 541-504-7260


Briefing Paper Date: March 2,

2015Topic: Pacific Northwest Emergency Helicopter Extraction (Short-Haul)

Background: Routine wildland fire operations frequently place agency employees in remote areas exposing them to considerable hazards including fire, timber falling operations, falling rocks and snags, and steep precarious terrain. If an employee is injured, there are times when the nature of the terrain and the severity of an injury may preclude conventional evacuation methods. Extracting an injured person via short-haul or hoist may become the only reasonable alternative to get the injured from a remote and inaccessible area to advanced medical care in a timely manner.

On December 4, 2013, Tom Harbour, Washington Officer Director Fire and Aviation Management approved the Forest Service (FS) National Emergency Medical Short-Haul Working Team (EMSHWT) Charter. The objectives of the EMSHWT are to “provide oversight and facilitate the standardization, development, implementation, and monitoring of all Forest Service short-haul operations associated with Emergency Medical Services (EMS). This includes crew structure, equipment, pilot qualifications, helicopters, and training.”

The PNW Region recognizes the lack of technical capability and inability to provide emergency human extraction is of great concern to Agency Administrators. Over the past year, the Bureau of Land Management (BLM), FS, and National Park Service (NPS) have explored opportunities to provide emergency helicopter extraction to injured agency personnel and firefighters. On July 28, 2013, the Northwest MAC Group shared a letter that outlined two options for emergency extraction by helicopter. Supplementing traditional means of evacuating injured personnel with partner agency, cooperator, and Source List resources improves our capability but may not fully meet a critical need. Because of this risk, the BLM, FS, and NPS have determined it is prudent to explore and execute options for evacuating injured employees and are now evaluating various options for human extraction including short-haul.

Key Points The Okanogan-Wenatchee National Forest will be the first Forest in the PNW targeted to

host the emergency extraction helicopter in 2015. Region 6, Forest Service has awarded a Type III helicopter capable of performing short-haul

missions for the Wenatchee Rappel Crew. The Regional Aviation Group (RAG) and Regional SME’s are working in concert with the

National EMSHWT to develop processes and standards to establish an operational PNW extraction program in 2015.

Because this is a new mission for the Forest Service, there are still critical steps to take before achieving capability and performing this activity.

To provide for transparency and the best opportunity for success, an implementation plan has been developed.

For emergency helicopter extraction to be successful, both ground and aviation leaders must determine the need, provide intent, plan the path forward, and execute the program in concert.

The AK/PNW Helicopter Program Manager will assemble and stand up a working group of subject matter experts from aviation, ground ops, and safety to help develop and implement standards and protocols, establish collaboration, training, and oversight requirements, and develop and implement an appropriate communication plan.

Contact: Aaron Schoolcraft, AK/PNW Regional Aviation Officer Representative at 503.808.2359 or Dave Glose, Acting AK/PNW Helicopter Program Manager at 541-504-7274.

SafetyBriefing Papers on 2015

Priority POW


Fire Operations SafetyBriefing Paper

Topic: Pacific Northwest EMS Program Date: March 10, 2015

Background: The PNW has historically been a leader with in the agencies with the support of the EMS services. We currently have the longest running and largest Incident Medical Specialist (IMS) program in comparison to all other geographic areas. However, over the last 5-10 years the need for a formalized, advanced, consistently supported, EMS program has become more desired and needed as an officially supported regional program. In the past our “EMS” capacity has relied solely on the Incident Medical Specialist (IMS) program on large fire support and within units and crews who hire Emergency Medical Providers (EMP’s) as “good business decision”. Five years ago we integrated the national shared resource (IHC, Rappeller, Jumper) EMT’s into the IMS program to provide them with physician oversight, protocols, and training opportunities.

After two years of success with the incorporation of the National Shared Resource EMT’s we attempted to devise a plan to bring all EMP’s at the local units under the same oversight. The sheer volume of EMP’s that had interest in this type of coverage was far more than the initial system could support. We have since begun building an interagency regional EMS program that includes Programmatic and medical oversights to each of the separate sub- EMS functional areas. (see graphic)

Oregon and Washington have some of the most restrictive licensure requirements in the country. This poses some significant issues in our building the support system for the EMS program and has provided us with some unique challenges. We have also run into challenges in the national scope of EMS between the two agencies.

We have determined that to provide the employees we are asking to operate in the capacity of EMP, we must have the following foundational building blocks in the place. Including;

Supplemental policies to ensure the right level of support and direction for training, curriculum, and scope of work; (Regional and State)

Funding to maintain qualifications, yearly CEU’s, physician oversight at each local unit, and equipment maintenance and up keep.

Objective of the Program: Reduce severity of accidents and injuries by establishing and maintaining Emergency

Medical Response preparedness and capabilities for all units in the Pacific Northwest. Provide clear direction for the training and certification standard of Emergency Medical

Providers within the PNW. Facilitate consistency within the PWN and among cooperating agencies when such

consistency is to the advantage of the Forest Service and BLM. Assure the FS and BLM EMP’s that they are acting within the scope of their employment

when they are providing emergency medical care consistent with agency approved medical direction.

BLM State Office (OR/WA)/Regional Office EMS Program Goals and next steps: We are working to establish a solid foundation of a formal, recognized EMS program in the PNW. The program will be designed around “taking care of our own” with the intent to provide a regional framework to support local unit EMS programs. Next steps include;

Determine authority and ability to create an EMS program with the agencies by identifying laws and agency policies and creating supplemental regional and state policies to support the EMS program.

Steering Committee – Once authorities are established create a steering committee for help with program oversight.

IMS – Utilize IMS members to help to advance the EMS program and formally tie IMS in and under the regional framework.

Advising Physicians – Determine best practices for establishing how best to support EMS capacity across the geographic area for advising physicians.

Scholarship Dollars – Utilize FS dollars set aside for EMS capacity building for support at the local levels. Establish a defined and communicated process for intent, priorities, and disbursement. Work towards a business plan for the most efficient allocations that meets the needs analysis growing capacity.

Short Haul Support – Coordination with aviation to provide leadership for the EMS side of the short haul program. Including equipment, EMS personnel support, and integration with ground EMS resources.

Survey for Capacity Ambulance Contract - Investigate the possibilities with contract operations. Training Opportunities for current EMT’s – Establish hands on training venue’s for

current EMT’s in our organization to maintain capacity for yearly training requirements.

Contact: Shelby Gales, Assistant Fire Director, Fire Operations [email protected]

PNW Forest Service/BLM

Fire and Aviation ManagementBriefing Paper

Date: March 30, 2015

Topic: Contract System Review Recommendations – 2012/2013 Contractor Fatalities

Background: Between 2012-2013 the Pacific Northwest experienced 5 contractor fatalities. In each of those fatalities either a Serious Accident Investigation (SAI) or Facilitated Learning Analysis (FLA) was completed for the incident. In June 2014, the R6 Regional Forester and OR/WA BLM State Director signed a delegation of authority for a review team to review the 5 reports and summarize the findings/recommendations/lessons learned of each of final reports and agency policy and procedures for the contracting programs. In the past 18 months the Pacific Northwest has made many changes and improvements to the equipment contracts, some of these include;

In August 2014, two positions were filled in contract operations to increase capacity and capabilities to build an organization to meet the demands and complexities of the programmatic oversight of the contract operations program.

In December 2014, seven Training Association MOUs were signed. In 2014 and continuing through 2015 and beyond, there was increased monitoring of training and

WCFT’s. Training and experience records were verified for 3500 contract employees in 2014 through the

new MOU process. This process was mandatory for all contract employees who are Firefighter Type 2 and above.

During the 2014 Fire Season we increased communication with Incident Contract Project Inspector (ICPI’s) to initiate and increase sharing of information via email and held weekly conference calls at PL 3 and above.

In January 2015, Contract Operations and Contracting Officers met with over 350 Vendors across Region 6 to facilitate information sharing and strengthen partnerships between the agencies and contract providers.

To increase inspection capacity beginning in January 2015, four equipment inspection providers were added for a total of eight.

Incident Contract Project Inspector (ICPI) Training and Refresher is scheduled for May 2015 to include a 1 day ICPI Refresher.

Scheduled in 2015, pre-award inspections of new solicitations, including Misc. Logging Equipment, Potable/Gray Water Trucks, and Trailer Mounted Handwash, for 400 pieces of equipment.

As a direct response of the findings and recommendations of the Big Windy Serious Accident Investigation the 2015 solicitation now requires brakes on all axels of water tenders.

While these changes are making huge strides in business operations and safety system improvements for both the agency and contracting partners, these have to be supported at the national interagency scope. To

http://www.blm.gov/

fully address the latent conditions and weakness in the contracting program there are still many large scale concerns that need to be addressed. Along with the recommendations of the review team, program managers from multiple programmatic areas (Operations, contracting, safety/risk management, and business) are making the following additional recommendations;

1) Programmatic Review and Foundational Assessment of the contracting program - A review of intent and current state of contracting within the Forest Service and partner agencies (national and regional scope). – Agencies should utilize similar steps that the aviation program did after the high number of aviation accidents. At which time they revamped the entire aviation contracting program.

Intent – Why are contractors such a large part of our resources in Fire and what is the outcome we expect from a contracting program and resources?. i.e. Mission, Vision, and values

Capacity to Manage Commitment to Manage Recommendation to put together a team to initiate this process from start to full re-

implementation.

2) Contract Re-write with a specific focus on Safety and Risk Management (national and regional scope) – To include a cross section of functional areas to include contracting, operations, safety/risk management, business.

Safety and Risk Management programs components written into the contracts – Current Standards in National (crew) contract states “the following minimum standards shall be upheld at all times.” However the references include education on heat stress, smoke exposure, 6 minutes for safety, seat belts, and PPE. Only two are actual standards that can be “upheld at all time”... In the Interagency Fire Crew Agreement (IFCA) managed by ODF crew agreement the only reference to safety is that OSHA and WISHA standards are applicable. The contract is lacking in requirements for a safety program to validate a value system of employee protection

o The following items should be written and validated into the contracts; Company safety policy and program management. Including previous

years OSHA -300 numbers, accident/incident protocols, taking care of employee processes, Workers Comp numbers, and return to work program.

Fit for Duty standards (crews and equipment) Medical screening programs (similar to agency) including

medical screening program and fitness to ensure health condition conducive for arduous duty firefighter. For equipment operators minimum requirements of at least a walk test and ability to get to a safety zone if necessary. This should include a medical release by a health care professional who has to acknowledge working conditions in fire and the operators’ health status.

Proof of drug testing program and processes for every employee that will be on assigned crews.

Require accident/incident tracking and reporting. If incident happened while assigned under contract, the company shall report back to the

agency within 15 days of an incident, what happened, follow-up, state of the employee.

Requirement for R&R and agency accountability for follow up. There needs to be a process established for validation of R&R to maintain fatigue management. The T2 crew agreements do not specify.

Drive times should be established the same as the redbook.ie: no mobilization between the hours of 2200 – 0500. We have seen multiple vehicle accident linked to fatigued drivers.

Enhancing taking care of our own by; o An agency established system to track contractor accident and injurieso Liaison to contractors for education on programs and processes not just COR’s. o Agencies pay for initial medical evacuation from an incident to ensure employee

care. I.e.: They should be treated as injured firefighter (not contactors) till they get to definitive care, at which time contractor insurance takes over.

Hiring of ICPI’s or other SME’s to maintain capacity year around. (i.e.: we have to staff the contracting program to match the capacity of the contractor work load to maintain agency accountability. Similar to aviation programs design once they revamped the program in response to numerous accidents)

Increase staffing in the contracting operations program to adequately manage workload and maintain agency and vendor accountability.

Tiered or point system for primary fire contractors – i.e.: companies who are primary fire and meet specifications receive some level of priority, followed by those who are multifunctional, etc.

Incident evaluation system that ties into the award of the agreements. Currently agreements are awarded based on price and attributes, evaluations are not taken into consideration in this process.

Equipment is pre-identified at bid time. Redbook equivalency to agency requirements/agency crews

Within the context of a learning and just culture we have learned that our contract program, while effective, can be strengthened and better resiliency built into the system. As an organization we have proof that programmatic change is possible. The aviation program has had great success in the change, it is with that in mind we are recommending the above actions.

Contact: TBD

Attached: FLA Review Summary

OperationsBriefing Papers on 2015

Priority POW



Topic: FY 2015 NW Geographic Area Dispatch Efficiencies Briefing

Background: The NW Geographic Area currently recognizes 35 different Tier-3 (interagency) and Tier-4 (single-agency) dispatch centers that provide incident response and employee check-in/out support services to local units. Three additional Tier-2 coordination centers also exist, providing logistical and other support to Tier-3 and 4 centers and connection to NW Compact assets and the National Interagency Coordination Center at NIFC.

Key Points: There are three Coordination Centers in the NW:

o Northwest Interagency Coordination Center serves the 11 federal and state member agencies of the Pacific NW Wildfire Coordinating Group.

o Olympia Coordination Center primarily serves the WA Dept. of Natural Resources.o Salem Coordination Center primarily serves the OR Dept. of Forestry.

Twelve Interagency (Tier-3) Dispatch Centers are currently active in the NW:o Six combine federal/state elements and support: CWICC, NEWICC, BMIDC, JDCC, LIFC,

COIDC.o Six offer combined federal agency elements and support: CVCC, EICC, MICC, CCICC. BIFZ,

PSICC. Twenty-three single-agency dispatch centers/dispatching offices are active in the NW:

o 1 FS—Umpqua NF, Roseburg, OR (Full-Service fire response).o 3 BLM

Vale District Dispatch—Vale, OR (Full-Service fire response). Roseburg District Dispatch—Roseburg, OR (primarily employee tracking; single

dispatcher). Coos Bay District Dispatch—Coos Bay, OR (primarily employee tracking; single

dispatcher).o 4 BIA—Full-Service fire response

Colville Agency—Keller, WA. Spokane Agency—Wellpinit, WA. Yakama Agency—Toppenish, WA. Warm Springs Agency—Warm Springs, OR

o 7 ODF—Grants Pass, Medford, Forest Grove, Roseburg, Springfield, Veneta, The Dalles; OR.*o 3 Forest Protective Associations

Douglas FPA—Roseburg, OR Coos FPA—Coos Bay, OR Walker Range FPA—Crescent, OR

o 4 DNR—Sedro-Wooley, Forks, Castle Rock, Enumclaw; WA.*

*Single-agency state “centers” are often non-fire staff positions infused with fire dollars to staff a phone/radio console.

Opportunities for quickly obtaining FS/BLM efficiencies:

In combining Eugene/Salem BLM Districts, explore the possibility of creating a single full-service dispatch center serving Eugene-Salem District, WIF and SUF. This would involve a combination of EICC and CVCC services.

Explore the possibility for conjoining staff from Umpqua NF and Roseburg/Coos Bay Districts into a single full-service dispatch center.

Other efficiencies involving the combination of interagency assets into single interagency dispatch centers may also be possible in the long term.

Existing situations presenting significant safety and/or efficiency issues: Resolve Okanogan County overlapping dispatch services—CWICC-OWF and NEWICC-DNR NE Region.

Contact: Bobbie Scopa, Deputy Director of FS/BLM Operations—R6/ORWA, 503-808-6518, [email protected]; or Dan O’Brien, NWCC Center Manager—503-808-2732, [email protected].

mailto:[email protected]




Topic: FY 2015 Unprotected Land Assessment Briefing

Background: Wildfires on unprotected lands continue to occur throughout Eastern Oregon. Oregon contains approximately two million acres of mostly private lands that have no one individual, organization, or agency responsible for wildfire prevention and suppression actions. Most of these lands occur in remote areas of the state involving areas with low population density, and relatively low resource values.

These wildfires impact all affected landowners, fire suppression and land management agencies to include to the State of Oregon and the BLM, through significant cost, risk of injury to firefighters, loss of property and/or natural resource to the landowners, and lastly, liability of agencies that take action with no authority. Furthermore, the wildfires greatly affect the livelihood of local landowners by damaging resources (forest, range, crops, etc.) and improvements (fences, outbuildings, homes, etc.).

The areas protected and the types of protection provided have been based on landowner needs, desires, and their willingness to organize and fund these efforts. From the start, most aspects of fire protection in the state of Oregon have been established and funded according to affected landowners' wishes. Legislative efforts to address the issue in 1997, 1999, and 2003 were not successful, due primarily to not having a consensus approach for resolution from a variety of landowner groups, county government, structural fire protection organizations, wildland fire protection organizations, and the insurance industry.

Key Points: The Bureau of Land Management contracted Harris Environmental Group, Inc.in October of 2014, to

look at previous recommended solutions for “unprotected lands,” analyze the situation, and make recommendations for possible solutions. In addition to reviewing pertinent documents, plans and committee reports,

Harris Environmental Group, Inc. conducted interviews with selected persons that included county, state, and federal government to receive a wide range of ideas and possible solutions to the problem.

A communications plan has been completed which contains talking points pertaining to unprotected lands.

Oregon/Washington BLM has worked closely with Oregon Department of Forestry and have keep them informed throughout the assessment process.

BLM State Office (OR/WA)/Regional Office (AK/PNW) Tasking: Continue to work with Harris Environmental Group to complete a Final Report by May 1, 2015.

It is the intent of BLM Oregon to complete an assessment of unprotected land in Oregon and

consider next steps in establishing a strategy for fire suppression for those unprotected lands in connection to BLM administered lands.

Communicate and collaborate on next steps with cooperators, including: Federal Partners , Oregon Department of Forestry, Oregon State Fire Marshalls Office, Rural Fire Protection Associations, Rural Fire Departments and County Governments.

Contact: Bobbie Scopa, Assistant Director, Operations, AK Forest Service and PNW Bureau of Land Management and Forest Service, 503-808-6518; Steve Rawlings, Fire Operations Specialist, 503-808-2314.


Management of the Sage Grouse Theater of Operations

Topic: Protection of Sage Grouse habitat will need extra attention as we implement the Secretary’s Order. An innovative approach will be necessary to be successful. The “Theater of Operations” concept has been used in other locations and this model could be advantageous for BLM in eastern Oregon.

Background: During a typical fire season, operational resources are managed by the local BLM District fire managers. Coordination with the SORO Duty Officer and NWCC occurs as additional resources are needed or as resources can be placed as available for dispatch outside their District boundaries.This year there are several fire funding authorities to pay for additional fire operational resources as necessary to protect critical habitat. Already additional resources such as helicopters, SEATS, dozers and additional firefighters have been ordered to bolster our initial attack resources in eastern Oregon.

Outcome:SORO staff proposes an operational plan to establish processes and procedures relating to the “Southeast Oregon Theater of Operations”. This plan will include how resources will be most effectively utilized within the Theater of Operations. Resource draw down levels, step up plans, allocations and re-allocations, tracking by funding type, etc. This will be similar to a sub-geographic multi-agency coordinating group. We expect that a delegation of authority from each District Manager will be necessary to most effectively move and manage initial attack resources across District boundaries.

In order to get the plan written and agreed to while we complete all the normal pre-season work, additional assistance at SORO will be necessary. This can be accomplished through a short term detail of a field going FMO over the next few months.

In order to be most effective during fire season while we manage the remaining part of the geographic area we will need to assign the “Theater of Operations” work to a person without other responsibilities. Several experienced and respected retired FMOs have been identified as potential candidates. Once identified the Theater Coordinator can be hired as an AD and paid out of several potential sources such as Severity funds, etc.

Contact: Bobbie Scopa, Assistant Director, Operations, AK Forest Service and PNW Bureau of Land Management and Forest Service, 503-808-6518; Aaron Schoolcraft, Assistant Director, Aviation, AK Forest Service and PNW Bureau of Land Management and Forest Service, 503-808-2359.


Briefing Paper Line Officer Proficiency Program

Topic: Line Officer Proficiency Program Date: 3-25-15

Background: Forest Service Regions 6 and 10 and BLM Oregon/Washington States currently use the Line Officers Data Base to track qualifications for all our Line officers. This information is used to provide training and mentoring opportunities for Agency Administrators responsible for Incident Management.

Key Points:o Every January the training officers receive a message from the Regional Training

Specialist requesting they update the data base with their line officers training from the previse year fire season.

o The first of June every year the Regional Training Specialist pulls the data and sends a spreadsheet with the information to the Assistant Director of Operations.

Regional Training Program Goals: Encourage the Units so local training officers receive the necessary information back

from the line officer. We have not had a high degree of success with line supplying their training officers with this information.

Have a commitment from a Forest Supervisor and a District Manager to coordinate the fire season’s Agency Administrator training/mentoring effort by June 1 of each year.

Explore opportunities for line officers to be involved with RXB2 and RXB1 prescribed fire when needed for their qualification.

Contact: Bobbie Scopa Assistant Director of Operations (503) 808-6518 or Renee Beams Regional Training Specialist/Workforce Development Program Manager (541) 410-4932.


Briefing PaperDate: 3-27-15

Topic: FY 2015 Pacific Northwest Smokejumper Program Review Briefing

Background: The Pacific Northwest Region (R6) values and understands the importance of its role in supporting the Forest Service Smokejumper Program. This support must be accomplished by providing a high degree of coordination and communication between the Washington Office, Regional Office, Forests and the two smokejumper bases (North Cascades and Redmond). The Region has been unable to meet jumper target numbers within our budget while we face signifcant infrastructure costs.

On May 12, 2014, the Pacific Northwest Regional Forester directed Assistant Fire Director Operations, Bobbie Scopa, to “conduct a review of the Region 6 Smokejumper Program that would include facilities, overhead, and jumper numbers.” The following individuals were asked to assist with this review:

John Allen, Forest Supervisor, Deschutes National Forest Maurice Evans, Redmond Air Center Manager Jason Kuiken, Deputy Forest Supervisor, Okanogan and Wenatchee National Forest Keith Satterfield, Fire Staff, Okanogan and Wenatchee National Forest Patti Jones, Unit Aviation Officer, Okanogan and Wenatchee National Forest Scott Chehock, Unit Aviation Officer, Central Oregon Fire Management Service (COFMS) Aaron Schoolcraft, Assistant Fire Director, Aviation, Alaska (AK)/PNW Region

Key Points:October 2015, Jim Peña, Pacific Northwest Regional Forester reiterated the direction with some additional specifics to be addressed in the Region 6 Smokejumper Program Review:

Workplans and Budget: o Develop a shared understanding and clear direction for workplans and associated

expectations for standardized P-Code reliance. o Develop a clear understanding of costs associated with the Region 6 Smokejumper Program.

Program Management:o Desired end state is a well-integrated R6 Smokejumper Program with 80 smokejumpers

utilizing 2 bases. o Endeavor to improve and standardize smokejumper hiring, oversight, training and facilities.

Both base’s leadership will be invited to join the discussions and provide expertise to move the R6 Smokejumper Program forward.

Program Goals: Workplans and Budget – Building workplans can mean different things to different people when

we’re trying to meet Regional expectations for standardized P-Code reliance while increasing production above current levels. A basic issue is to have a shared understanding and clear direction for workplans. Budget looms critically important as well. We need to have a more clear understanding of what all our programs in fire management cost us including our aging infrastructure. Standardizing workplans and looking at the future budgets will help us develop a plan.

Consistency – There has been clear communication that our end state is a vibrant, well integrated Regional Smoke Jumper program with 80 Jumpers utilizing 2 bases. We will endeavor to improve and standardize our program through standardizing budgeting, hiring, oversight and training while minimizing our facilities costs.

Options to move forward – What are potential solutions? We want to explore possibilities that move us toward the goal of one regional program with 80 jumpers. These discussions will include budget, supervision, organizations, facilities, etc.

Contact: Bobbie Scopa, Assistant Director, Operations, AK Forest Service and PNW Bureau of Land Management and Forest Service, 503-808-6518; Aaron Schoolcraft, Assistant Director, Aviation, AK Forest Service and PNW Bureau of Land Management and Forest Service, 503-808-2359.

Fire IntegrationsBriefing Papers on 2015

Priority POW


Integrated Hazardous Fuels Management ProgramBriefing Paper

Topic: FY 2015 Alaska/Pacific Northwest Integrated Hazardous Fuels Management Program Briefing

Background: National focus on Hazardous Fuels allocations (LF310000/WHFH) has brought a bright light to the Alaska (AK) and Pacific Northwest (PNW) BLM and US Forest Service Fuels Management programs. With substantial programmatic diversity and extensive partnerships throughout the states, it has become a model in Cohesive Strategy demonstrating strong interagency leadership with a proven ability to deliver a national agenda and a focus on interdisciplinary program integration. The HF program receives combined funding exceeding 40 million dollars annually with a focus towards achieving Sage Grouse habitat preservation, large landscape restoration and Cohesive Strategy goals. Both AK and the PNW continue to be well positioned to receive additional funding and additional Cohesive Strategy funded pilot projects as a result of an extensive and evolving network of stakeholders, cooperator partnerships, continued collaborative development and public support. The over 350,000 acres treated annually across AK and PNW demonstrates dedicated leadership throughout the program to accomplish a diverse suite of treatments leading to the goal of healthier, productive and less fire prone landscapes. As such, the State Office and Regional Office (SORO) Fire, Fuels and Aviation Program want to share the 2015 Integrated Hazardous Fuels Management program goals and tasks Fuels Management Specialists with key focal points to move the program forward throughout 2015. BLM State Office (OR/WA)/Regional Office (AK/PNW) Integrated Hazardous Fuels Management Program Goals:

Focus on “mission over agency” with a goal of creating a national model for Cohesive Strategy projects and integrated Hazardous Fuels programs.

Through leadership oversight and direct actions, provide superior customer service that upholds an equal voice and equitable investments across all agencies.

Provide alignment, clarity, transparency and unity of integrated fuels management program goals through policy and supplemental rewrite opportunities.

Determine and facilitate science based hazardous fuels treatment investments that ensure the BLM Districts and AK/PNW Forests contribute to furthering partnerships with stakeholders, cooperators and other agencies partners to meet Sage Grouse and large landscape preservation, restoration and Cohesive Strategy goals.

Continue to actively participate in the national and PNW development of comprehensive, science based landscape level risk assessment strategies in alignment with the Missoula Fire Lab, Alan Agar and scientists, et.al.

Create and implement interagency Fuels Treatment Effectiveness Monitoring (FTEM) policy for BLM OR/WA and AK/PNW to require a record of wildfire intersections with existing fuels treatments. Develop an annual report of intersection maps and success stories that calibrate and validate the placement of fuels treatment investments against risk assessment maps. Success stories should include associated benefit cost ratios and

highlight successful preservation of Sage Grouse landscapes. First annual report ready for State Director/Regional Forester review by December 31, 2015.

Move forward with FS AK Chugatch Fuels Management program leads and the Kenai All Hands All Lands committee to develop and increase collaborative funding opportunities for the non-profit Native American crew program, interagency fuels treatment projects with the state of Alaska DNR and Fish and Game , and the Joint Base Elmendorf Richardson (JBER) military prescribed fire program and agreement. Introduce Cohesive Strategy philosophy to the Kenai All Hands All Lands committee. Work with Alaska DNR to develop Cohesive Strategy Pilot Project. Engage in Spring and Fall 2015 face to face opportunities.

Re-establish the Interagency Integrated Resource Team (IIRT) with BLM OR/WA and PNW SORO Fuels Management, Natural Resources and State and Private Forestry staffs. Update and revise the charter and establish monthly meeting schedule with the first meeting held by April 1, 2015.

Schedule and perform 2015 FS Umatilla and Umpqua Vegetation Management program reviews in coordination with the IIRT.

Participate in the 2015 BLM national office review of the BLM OR Medford and Lakeview Fuels Management program May 29 – June 9, 2015.

Develop Prescribed Fire (RX) Training and Support Program with the intent to share resources between BLM east and west side districts and all partner agencies and states in an effort to develop and maintain staff qualifications, diversify and develop knowledge of each other’s programs and make better use of available funded resources. Final by September 30, 2015.

Actively participate on monthly National and SORO Fuels Management calls to provide support, counsel and direction to the AK/PNW Fuels Management staff.

Contact: Denise Blankenship, AK/PNW Assistant Fire Director, Fire Integration [email protected]



Cohesive Strategy Briefing Paper

Topic: FY 2015 Alaska/Pacific Northwest Cohesive Strategy Briefing

Background: The National Cohesive Wildland Fire Management Strategy is a strategic push to work collaboratively among all stakeholders and across all landscapes, using best science, to make meaningful progress towards three primary goals:

Restoring and maintaining fire resilient landscapes, creating fire adapted communities, and responding to wildfire.

Through demonstrated successful interagency partnerships and collaborative development, the national Cohesive Strategy spotlight has turned towards the Pacific Northwest as a model in Cohesive Strategy implementation. Oregon Department of Forestry (ODF), US Forest Service Pacific Northwest (PNW), and BLM OR/WA have embraced the tenets of Cohesive Strategy expressing intent toward fostering partnerships with communities leaders, stakeholders, industrial partners and interagency cooperators. Funding within the HF program exceeds 40 million dollars annually with a focus towards achieving Greater Sage Grouse habitat preservation and restoration, large landscape restoration and Cohesive Strategy goals. Both AK and the PNW continue to be well positioned to receive additional funding and additional Cohesive Strategy funded pilot projects as a result of an extensive and evolving network of stakeholders, cooperator partnerships, continued collaborative development and public support. As such, the State Office and Regional Office (SORO) Fire, Fuels and Aviation Program want to share the 2015 Cohesive Strategy goals and tasks the Fire Integration staff with key focal points to move the program forward throughout 2015. BLM State Office (OR/WA)/Regional Office (AK/PNW) Cohesive Strategy Goals:

Focus on “mission over agency” with a goal of the BLM OR/WA and PNW interagency partners and collaborators becoming the premier national model for Cohesive Strategy project implementation.

Provide leadership to bring an understanding to PNW staffs and partners as to what constitutes a Cohesive Strategy project.

Through leadership oversight and direct actions, leverage Hazardous Fuels (HF) funding investments across agency boundaries to focus on Collaboratives and Cohesive Strategy project development. Continue to seek opportunities to increase Cohesive Strategy Pilot Projects in the PNW. Currently there are three designated projects receiving targeted funding from the WO to demonstrate Cohesive Strategy and interagency collaboration at work.

Continue to be a leader in the interagency efforts of FIAT, the Sage Grouse EIS, and all other agency specific and strategic interagency Fuels Management and planning efforts tied to greater sage grouse protection and landscape restoration in the west.

Determine and facilitate science based hazardous fuels treatment investments that ensure the BLM Districts and AK/PNW Forests are empowered to furthering partnerships with stakeholders, cooperators and other agencies partners to meet Sage Grouse and large landscape preservation, restoration and Cohesive Strategy goals. Examples:

o Sage grouse conservation strategies and implementation plans that address treatment of invasive weeds and strategic placement of fuels treatments in support of an appropriate wildfire response across the landscape.

o Leveraging community investments.o Large landscape restoration projects that increase pace and scale of restoration. o Inclusive and integrated projects that support holistic large landscape treatments,

include interagency partners and stakeholders, and maintain focus on regional priorities.

Introduce Cohesive Strategy philosophy to Region 10 and the Kenai All Hands All Lands committee. Work with the Chugatch NF and Alaska DNR to develop a Cohesive Strategy Pilot Project. Engage in spring and fall face to face opportunities.

Re-establish the Interagency Integrated Resource Team (IIRT) with BLM OR/WA and PNW SORO Fuels Management, Natural Resources and State and Private Forestry staffs. Update and expand the charter to include Cohesive Strategy goals for natural resources and State and Private Forestry in an effort to increase inclusiveness and strategic thinking.

Maintain leadership presence on the Western Region Strategy Committee (WRSC) as the federal Co-Chair for the Forest Service and continue to shape Cohesive Strategy implementation within AK, the PNW and throughout the west.

Continue work as Regional Cohesive Strategy lead per Jim Pena’s request. Continue to work with BLM OR/WA leadership to highlight Cohesive Strategy efforts in the

DOI/BLM. Contact: Denise Blankenship, AK/PNW Assistant Fire Director, Fire Integration [email protected]



Integrated Interagency Resource TeamBriefing Paper

Topic: FY 2015 Alaska/Pacific Northwest Integrated Interagency Resource Team Briefing

Background: National focus on Hazardous Fuels allocations (LF310000/WHFH) has brought a bright light to the Alaska (AK) and Pacific Northwest (PNW) BLM and US Forest Service Fuels Management programs. With substantial programmatic diversity and extensive partnerships throughout the states, it has become a model in Cohesive Strategy demonstrating strong interagency leadership with a proven ability to deliver a national agenda and a focus on interdisciplinary program integration. AK and PNW demonstrates dedicated leadership throughout their programs to accomplish a diverse suite of treatments, all leading to the goal of healthier, productive and less fire prone landscapes. As such, the State Office and Regional Office (SORO) Fire, Fuels and Aviation Program want to share the concept of the Integrated Interagency Resource Team and tasks Fuels Management Specialists with key focal points to move the program forward throughout 2015. BLM State Office (OR/WA)/Regional Office (AK/PNW) Integrated Interagency Resource Team Goals:

Re-initiate an integrated interagency Resource Team (Vegetation Management group) with BLM OR/WA and PNW Natural Resource and State and Private Forestry staffs. Revise the existing charter to bring in overarching goals and objectives consistent with agency priorities and a mission to collaborate on landscape risk assessment, integrated landscape level vegetation and resource planning and management, leveraging funding opportunities.

Establish monthly meeting schedule with the first meeting held by April 30, 2015. Provide alignment, clarity, transparency and unity of integrated landscape management

concepts and funding opportunities in an interagency setting. Determine and facilitate opportunities where BLM Districts and Forests can contribute to

furthering partnerships with cooperators and other agencies partners to meet Sage Grouse and large landscape preservation, restoration and Cohesive Strategy goals across agency and resource boundaries.

Continue to actively participate in the development of comprehensive national and PNW landscape level risk assessment strategies in concert with Missoula Fire Lab, Alan Agar and scientists, et.al with a focus on a holistic landscape viewpoint.

Schedule and perform 2015 Vegetation Management program reviews. Report out progress to Fire Director and State FMO by September 30, 2015.

Contact: Denise Blankenship, AK/PNW Assistant Fire Director, Fire Integration [email protected] 503-808-2145



Fire Mitigation/Education/Prevention And Fire Trespass Program Briefing Paper

Topic: FY 2015 Pacific Northwest Fire Mitigation, Education, Prevention and Fire Trespass Program Briefing.

Background: The Fire Mitigation, Education Specialist has responsibility and oversight of both the Interagency Prevention program and the BLM OR/WA Fire Trespass programs. In 2014 through the tenets of Cohesive Strategy, the Pacific Northwest Wildfire Coordinating Group (PNWCG) issued a task order requesting agencies to take an innovative approach to Pacific Northwest (PNW) Fire Prevention messaging and collectively align and leverage a PNW interagency prevention campaign. The Fire Mitigation and Education Specialist took the lead for this project, leveraging National Fire Prevention Teams to put it in motion. Outcomes from this innovative approach to prevention messaging and community interaction became recognized nationally as a new model on how to approach these efforts. Eight teams rotated through the PNW assisting with development of this project during the critical fire season and issued a final report of recommendations to move the program forward in 2015-2020. This program of work tiers off of those recommendations to ensure the program maintains forward momentum in the upcoming fire season. The Fire Trespass is not a funded program yet is important to recovering fire suppression funding where fire cause was found to be a result of trespass onto BLM lands. The program continues to improve with the Statewide Trespass Operating Plan being implemented in 2015. Solicitors are successfully recovering funds and are working closely with the Fire Mitigation and Education Specialist to improve the process. Distribution of recovered funds is still a work in process and will require additional attention in 2015. As such, the State Office and Regional Office (SORO) Fire, Fuels and Aviation Program want to share the 2015 Fire Mitigation, Education, Prevention and Fire Trespass Program goals and tasks Fire Mitigation and Education Specialist with key focal points to move the program forward throughout 2015.

BLM State Office (OR/WA)/Regional Office (AK/PNW) Fire Mitigation, Education, Prevention and Fire Trespass Program goals:

Focus on “mission over agency” with a goal of creating a national model for the Fire Mitigation, Education and Prevention programs, Seek opportunities to develop Fire-Adapted Communities messaging throughout the PNW in conjunction with Cohesive Strategy.

Through leadership oversight and direct actions, provide superior customer service that upholds an equal voice and equitable investments across all agencies. Emphasize partnership development and continue to develop and maintain existing relationships.

Determine and facilitate opportunities where BLM Districts, Forests and partners can further consistent messaging regarding Sage Grouse and large landscape preservation, restoration goals.

Provide alignment, clarity, transparency and unity of program goals through policy and supplemental rewrite opportunities.

Focus PNW communication efforts on the high risk/high priority areas identified on the 10-year fire cause data and critical SE Oregon Sage Grouse habitat preservation efforts. Utilize National Prevention Teams as needed to provide agency and community support during wildfire events.

Develop and demonstrate measurements of prevention efforts. Prepare success stories for distribution.

Strengthen Fire Trespass, Fire Investigator and National Prevention Team training opportunities throughout the PNW and participate as Subject Matter Expert on relevant national course efforts. Focus work to increase the number of fully qualified Fire Investigators (INVFs) and Prevention Team leaders (PETLs) and members (PETMs) in the PNW.

Solidify BLM OR/WA knowledge and understanding of the Statewide Trespass Operating Plan and ensure implantation across the states. Develop a roster of Fire Investigators (INVF’s) available to assist all units with following the plan during fire investigations, through to case submission and review. Finalize Statewide Fire Trespass Operating Plan by FY15 fire season. Strengthen and maintain relationships DOI Solicitor’s Office and Law Enforcement. Coordinate with DOI solicitors on current Fire Trespass case workload.

Work with SORO Westside Oregon Fire Protection Contract (WOFPC) lead to understand contract and modify as needed to address trespass program needs.

Prepare OR/WA BLM Community Assistance (CA) and Prevention Education program for, and participate, in the 2015 national review of the BLM OR Fuels Management program May 27 – June 9, 2015. Increase emphasis on education programs per the Community Assistance recommendations in the June 2011 National Review Report.

Continue to work with PNWCG Communication/Prevention/Investigation Working Team and lead in the 2015 Program of Work. Twitter/Facebook/Blogspot/PNW FAC.

Assure all OR/WA Districts have prevention plans that comply with National 2012 IM.

Contact: Denise Blankenship, AK/PNW Assistant Fire Director, Fire Integration [email protected]



Smoke Management ProgramBriefing Paper

Topic: FY 2015 Pacific Northwest Fire Integration Smoke Management Program Briefing

Background: The PNW Smoke Management (SM) program is a highly sensitive and complex program with a need to be constantly engaged with the states smoke management program leaders in order to continue federal prescribed burning programs. State Office and Regional Office (SORO) SM Lead is also directly responsible for closely monitoring agreements, obligating funds, monitoring and payment of fees, ensuring adherence to federal and state regulations, maintaining constant collaboration with the states with regards to their State Implementation Plans and meteorological support, and providing education and support to the field. With the call for ODF and FS to increase pace and scale of restoration these regulations and the SIP’s have become a challenge to achieving these goals. Getting public license to burn requires constant education and attention to relationships with the Department of Environmental Quality (DEQ), Oregon Department of Forestry (ODF), and Washington’s Department of Natural Resources (WDNR), local government leaders, collaboratives and community partners.

Further regulatory background: The 1970 Federal Clean Air Act (CAA) enforcement lies with the US Environmental Protection Agency (EPA) who has in turn delegated regulatory responsibility to the states. Title I of the Clean Air Act regulates stationary sources of air pollution and as such, the EPA was required to create National Ambient Air Quality Standards (NAAQS) for “criteria” pollutants including the primary concern of wildfire and prescribed fire, particulate matter (PM); particulates less than 10 microns (PM10) and less than 2.5 microns (PM2.5). States were required to undertake monitoring and modeling to determine whether state airsheds were in “attainment,” “nonattainment,” or “unclassifiable.” Based on the results, states created the required State Implementation Plan (SIP) that set the states regulatory plans for achieving or maintaining compliance with the NAAQS in their airsheds. Once EPA approved the states’ plans the regulations become federal law in that state, making them enforceable by citizens. All burners are required to abide by the states’ SIP’s. During the spring and fall prescribed burn seasons, the states perform meteorological analysis to support requests for “approved” burn days that allow burners to accomplish restoration goals. Burners working within critical airsheds are required to register and pay fees for planned burns, as well as additional fees for actual tons/acre burned. The states closely monitors prescribed burn activities and occasionally issues Intrusion Notice, notifying burners when their prescribed fires exceeded minimal air quality standards for the airsheds, requiring additional action. Wildfire is exempt from this regulation.

As such, the SORO Fire, Fuels and Aviation Program want to share the 2015 Smoke Management Program goals and tasks the Smoke Management Specialist with key focal points to move the program forward throughout 2015.

BLM State Office (OR/WA)/Regional Office (AK/PNW) Smoke management goals:Air Quality/Smoke Management

Through leadership oversight and direct actions, provide superior customer service that upholds an equal voice and equitable investments across all agencies. Emphasize partnership development and continue to develop and maintain existing relationships.

Provide alignment, clarity, transparency and unity of Smoke and Air Quality management program goals through policy and supplemental rewrite opportunities.

Assist Forests with increasing Rx burning while minimizing smoke intrusions and facilitate improved communication between burners and regulatory agencies.

Foster relationships with OR/WA, SORO, researchers, ODF and WA DNR Air Quality staff to increase opportunities for prescribed fire use through collaborative smoke management (liaison with Fire Ecology).

Work with science community to deliver best smoke management science. Calibrate smoke modeling software and provide smoke modeling as needed. Work with PNW FERA group to improve fuel consumption models for Rx burning east of the Cascades to better understand smoke transport. Review Smoke Monitoring database in OR and WA to analyze data collection. Compile and compare AQ impacts from wildfires or RX fires in the Region from the 2014 Fire Season. Compile appropriate statistics and summaries of prescribed fire and wildfire to assess and communicate effects on air quality

Engage in regional smoke management and air quality support during the 2015 fire season as a Regional Air Resource Advisor and Fire Meteorologist with regards to smoke transport

Contribute as BLM/FS representative on Oregon Smoke Advisory Committee (SMAC) and States Smoke Management Plans revision efforts. Engage Washington as soon as they are ready to address smoke. Strengthen smoke management understanding through training opportunities throughout the PNW and participate as Subject Matter Expert on relevant national course efforts. Engage in State regulatory review efforts to monitor impacts to accomplishment of BLM/FS land management objectives.

Educate Fire Managers about air quality implications and regulations associated with fire use, and techniques to manage smoke. Improve and disseminate smoke management tools.

Ensure timely management of the four contracts with the states, accuracy and timeliness of charges and payment of burn permit fees billed burn fees.

Maintain smoke monitors in Oregon and Washington. Establish a Smoke Management/Air Resource Advisor team for the PNW region for deployment

to wildfires in OR and WA to assess on-going wildfires during the 2015 PNW fire season( in collaboration with Trent Proctor, FS, Region 5).

Ensure smoke blog is operational daily for both the prescribed fire and wildfire seasons. Collaborate on Monthly AQ/Smoke Mgmt “Smoke Notes” for dissemination in the Region. Be present on all national and regional smoke management conference calls and regularly

disseminate relevant information to the field. Be an integral part of the Fire Integration staff and improve integration with BLM/FS NR.

Contact: Denise Blankenship, AK/PNW Assistant Fire Director, Fire Integration [email protected] 503-808-2145


Documents

US Forest Service AK/PNW FALT... · Web viewThe University of Alaska has acquired a COA and access to several large UAS test areas in Oregon and Alaska.” Challenges: The Office