1. The Wildland Fire Institute Progress

2. 2 © Copyright 2010 All Rights Reserved Business Case for Change: Opportunities  Cost of training and use of collective training funds to meet the collective learning and development needs of the wildland fire and aviation community  Shared infrastructure and technology-enabled learning systems  Elimination of redundant or duplicated training efforts  Leverage of training courses throughout the entire wildland fire and aviation community  Creation of a seamless learning model from hire to retire for fire personnel  Contribution of training to achieve the strategic priorities outlined in the Quadrennial Fire Review 2009

3. 3 © Copyright 2010 All Rights Reserved Step 5 Re-engineering Timeline of Activities Step 4 Implementation Step 3 Launch Plan Step 2 Business Plan Step 1 Business Case 1.Business Case Analyzed 2.Mental Model and Concept Completed Planning Stages Execution Stage Planning Stage 1.Business Plan and Conceptual Model Developed 1.Launch Plan Created 2.Staffing Crosswalk Developed June – August 2009April – July 2010August – September 2010

4. 4 © Copyright 2010 All Rights Reserved Goals and Objectives (1 of 2) GoalsObjectives Strengthen the talent pipeline in the wildland fire and aviation community as related to capacity  Define succession plans for key positions within the wildland fire and aviation community  Develop learning paths to address critical vacancies  Augment training solutions with performance support and other informal knowledge transfer techniques  Leverage learning and development as a marketable benefit for new individuals who are considering careers in fire and aviation  Align with initiatives related to capacity and availability of qualified talent to fill vacancies Improve workforce capability in addressing dynamics that change the way the wildland fire and aviation community must perform both incident and non-incident duties  Develop and deploy curricula that address the “soft” skills and “hard” skills associated with careers in fire  Build ways to identify and leverage key lessons learned and best practices  Create processes for understanding pending changes and new trends that impact the way that wildland fires are addressed

5. 5 © Copyright 2010 All Rights Reserved Goals and Objectives (2 of 2) GoalsObjectives Increase the speed to competence for the next generation of fire personnel  Introduce delivery styles (technology enabled when possible) that align with the preferences and demographics of new generations  Engage qualified, deep, and broad pool of subject experts and technical experts to define, develop, and deliver curricula  Build consistency in the way that new personnel are evaluated in meeting PTB qualifications  Introduce performance supports to reinforce positive behaviors on the job  Teach supervisors and managers how to lead and support new generations

6. 6 © Copyright 2010 All Rights Reserved Purpose, Vision, and Mission An integrated learning and development network To prepare the current and future wildland fire and aviation workforce from hire to retire Leverage ideas, resources, and responsibility for learning and development to collaboratively fulfill the common needs of the wildland fire and aviation community

7. 7 © Copyright 2010 All Rights Reserved Expected Outcomes An integrated learning and development network To prepare the current and future wildland fire and aviation workforce from hire to retire Leverage ideas, resources, and responsibility for learning and development to collaboratively fulfill the common needs of the wildland fire and aviation community Strengthen the talent pipeline in the wildland fire and aviation community as related to capacity Improve workforce capability in addressing dynamics that change the way the wildland fire and aviation community must perform both incident and non-incident duties Increase the speed to competence for the next generation of fire personnel

8. Strategic Foundation

9. 9 © Copyright 2010 All Rights Reserved The Wildland Fire Institute Snapshot Our CU Is Not A new training group A centralized training function An initiative that focuses only on training A single physical building or campus A smorgasbord of courses that address only incident-related topics specific to on-boarding Our CU Is An integrated, collaborative network of existing training groups throughout the aviation community A unification of existing training resources that still report through their respective commands but have new, dotted line accountability to the learning and development network Our vehicle to provide training, education, succession planning and talent management for thewildlandfire and aviation community A series of existing training sites, both physical and electronic, and a new integrated web portal to support unified delivery of learning and development A series of learning solutions related to incident and non-incident topics applicable throughout an employee’s career Our CU Is Not A new training group A centralized training function An initiative that focuses only on training A single physical building or campus A smorgasbord of courses that addresses only incident-related topics specific to on-boarding Our CU Is An integrated, collaborative network of existing training groups throughout the wildland fire and aviation community A unification of existing training resources that still report through their respective commands but have new, dotted line accountability to the learning and development network Our vehicle to provide training, education, succession planning and talent management for thewildlandfire and aviation community A series of existing training sites, both physical and electronic, and a new integrated web portal to support unified delivery of learning and development A series of learning solutions related to incident and non-incident topics applicable throughout an employee’s career

10. 10 © Copyright 2010 All Rights Reserved Snapshot of Proposed Changes  Career Development Focus Hire to Retire Incident and Non-incident Skills Alignment with Succession Plans, Competencies, and Career Paths Topic-based Curriculum  Integrated Matrix of Learning and Development Professionals Three-pronged Governance: Board of Directors, Deans, CLO A 4 th Branch Dotted and Solid Line Reporting Staff Positions  Use of Metrics Needs Assessment Evaluation  Blended Delivery Model Technology-enablement Pre-work and Follow-up

11. 11 © Copyright 2010 All Rights Reserved Implications of the Changes  Content “Day Job” Training Career Focus  Personnel Skill Gaps –Metrics Areas –Technology-enabled Design and Delivery Re-alignments  Technology Single System of Record Common Authoring Tools Common Virtual Classroom

12. Proposed Structure and Governance

13. 13 © Copyright 2010 All Rights Reserved Proposed Structure Policy, Planning, and Management Branch Equipment and Technology Branch Preparedness Branch Learning and Development Branch Fire Policy Interagency Fire Planning Fuels Management WUI Mitigation Smoke Communication, Education, Prevention Information Technology (IT) Equipment Technology Fire Environment National Interagency Aviation Incident Business Management Risk Management Operations National Response Framework (NRF)/National Incident Management System (NIMS) Workforce Development Training Design and Development Training Delivery Metrics and Best Practices Training Technology Curriculum Management NWCG

14. 14 © Copyright 2010 All Rights Reserved NWCG Executive Board Corporate University Board of Directors Learning and Development Branch Coordinator CLO Corporate University Deans Proposed Governance

15. Focus on Learning

16. 16 © Copyright 2010 All Rights Reserved LEADERSHIP ICS SAFETY POLICY FUELS MANAGEMENT AVIATION INCIDENT MANAGEMENT PLANNING, COORDINATION, & SUPPORT FIRE ENVIRONMENT TECHNOLOGY ADMINISTRATION CORE Proposed Content Model

17. 17 © Copyright 2010 All Rights Reserved Performance Needs Organizational Needs Industry Influences Competency Gaps Learning Path Gaps Audience Profile Learning and Development Best Practices Fire Industry Best Practices Strategic Initiatives Succession Plans Career Paths Evaluation Results Lessons Learned Center Output Aviation Industry Best Practices Focus on Holistic Needs and Inputs

18. 18 © Copyright 2010 All Rights Reserved Learning Paths by Role New to RoleQualified in RolePerforming in RoleExiting Role Core Curriculum 300 to 600 Level Mentor to Others 100 and 200 Level

19. 19 © Copyright 2010 All Rights Reserved  Activities contributing to learning effectiveness 1 Dr. Brent Peterson, CEO of Apollo Consulting Group 10%  Typical learning investments 85%5% Pre-Work 26% Learning Event 24%50% Follow-Up 5%  Typical learning investments at NWCG 85%10%

20. Launch Plan

21. 21 © Copyright 2010 All Rights Reserved Launch Plan Components  Phases of Development  Milestone Map  Go-Live Event  Project Plan  Staffing Crosswalk  Change Management/Communications Plan  Budget

22. 22 © Copyright 2010 All Rights Reserved Phases of Development PhaseDescription Timing 1 Resource and Content Alignment Fiscal Year 11 2 Succession Planning Foundation Fiscal Years 12 and 13 3Go-LiveFirst Half of Fiscal Year 14 4Metrics and EvaluationSecond Half of Fiscal Year 14 and Fiscal Year 15 5Curriculum EnrichmentFiscal Years 16, 17, and 18 6 Infrastructure Improvement Fiscal Year 19 7Re-strategizeFiscal Year 20

23. Next Steps

24. 24 © Copyright 2010 All Rights Reserved Step 5 Re-engineering Timeline of Activities Step 4 Implementation Step 3 Launch Plan Step 2 Business Plan Step 1 Business Case 1.Business Case Analyzed 2.Mental Model and Concept Completed Planning Stages Execution Stage Planning Stage 1.Business Plan and Conceptual Model Developed 1.Launch Plan Created 2.Staffing Crosswalk Developed June – August 2009April – July 2010August – September 2010October 2010 – September 2011 1.Implement Phase 1

25. Discussion