< Previous10 www.nwsa.us Feature With the growing size, intensity, and frequency of wildland fires expanding across North America, the tools and resources used to fight the flames are constantly evolving. The National Wildfire Suppression Association (NWSA) is doing its part to better support all members in their efforts through the creation of two new Chapters: the NWSA Incident Base Camp Chapter, and the NWSA Medical Services Chapter. NWSA NATIONAL INCIDENT BASE CAMP CHAPTER Right now, the United States Forest Service (USFS) is in the process of drafting a national Blank Purchase Agreement (BPA) for tent systems that come with HVAC, power generation, and power distribution that can be used on USFS incidents nationwide. Previously, Emergency Equipment Rental Agreements and various other agreements had been used on a region-by-region basis to procure these resources. Seeing as there are approximately 15 companies that provide these resources on a regular basis, USFS reached out to industry for feedback regarding the BPA. Incident base camp resource contractors believed that, rather than deliver a fragmented message to USFS from each individual contractor, it was critical to come together and present common concerns, ideas, and questions as one voice. Because of this, the NWSA National Incident Base Camp Chapter was formed in mid-2023 to focus on key issues and define priorities that result in real solutions for the base camp resource industry. “We aim to bridge the gap between individual companies, industry, and the agency to drive constructive conversations that enhance the perception and value of our services,” says Curtis Heyne, NWSA National Incident Base Camp Chapter Co-Chair. “Our role as an industry group is to provide insight and expertise to our agency partners, boots-on-the-ground personnel, and member companies.” Being a member of a NWSA Chapter also provides base camp contractors with a wide range of industry updates regarding laws (or interpretations of laws), new technologies, training, and being involved can be a great way to meet other contractors who face similar challenges. The main focus of the new Chapter is to work with agency representatives to come up with a contract that works for both the USFS and the contractor, while also creating a level playing field for the contract community by providing a uniform / standard scope of work that all contractors perform to. Parallel to this, NWSA is attempting to address issues such as best value contracting (among a small list of common issues), something that the NWSA National Incident Base Camp Chapter whole-heartedly supports. “Because the contract has not yet hit the streets, it is difficult to say whether or not our feedback made a difference with USFS,” says Chapter Co-Chair, Don Pollard. “Even though USFS contracting has been the main focus of the Chapter since its inception, other things we are working on include prevailing wage changes, fringe benefit rate changes, and similar types of information.” The NWSA National Incident Base Camp Chapter will be kept busy throughout the next year as it awaits a new National Tent Solicitation. “Undoubtedly, there will be many questions and concerns, and it will take tremendous resolve to stay united as an industry,” says Heyne. “Our continuing goal, however, will be to share our knowledge and expertise with agency personnel and encourage the boots-on-the-ground personnel to engage with the contracting process to get equipment specs that meet the needs of the modern incident base camp.” The new Chapter is welcoming all contractors who are involved with incident base camp resources to consider membership. If interested, contractors should contact Debbie Miley at NWSA – info@nwsa. us – to learn more about the benefits of becoming a member. Contractors can also contact Curtis Heyne at ch@expeditorsfire. com or Don Pallard at donp@gfpenterprises. com to be pointed in the right direction. “It is very easy to become a member and there is a lot of value for a small annual fee,” says Pollard. “That is why we encourage any company or individual that is involved By Paul Adair, Staff Writer An Evolving NWSA Medics used to wait on the sidelines for a call. Today they take a much more active role on the fireline, lending their services to both medical emergencies and preventative care wherever needed. Photo courtesy of Scott Maurer.The National Wildfire Suppression Association 11 Feature in some way with the private wildland firefighting community to become a NWSA member.” Heyne agrees, adding, “We all share a common goal and, by working together as an industry, we can beat the drum of excellence and service, and create a prosperous and sustainable future for all of our respective businesses.” NWSA MEDICAL SERVICES CHAPTER At a recent NWSA conference it was noted that, while the medical agencies play an important role on the fireline and share many of the same issues and frustrations as everyone else, the topic of EMS was never once brought up. The NWSA was then approached to see what it would take to form a Chapter and, after filling out the application and receiving NWSA board approval, the NWSA Medical Services Chapter was created in early 2024. “We are now trying to reach out to the other agencies, outside of NWSA, to let them know that we exist and convince them to join,” says Chapter Chair, Scott Maurer. “This Chapter is for helping the whole industry, not a select few, and we would like all the other agencies to be involved. After all, the more members, the stronger the voice.” The NWSA Medical Services Chapter allows members to work collaboratively towards the common goal of making things better. The new Chapter aims to also be an expert sounding board for policy makers when drafting regulations that will impact EMS on the fireline. This is why it is so important for all EMS agencies to be involved, so that they can more effectively deliver a singular message on behalf of the EMS industry. The Chapter currently has four industry subcommittees that are working on white papers that will outline some of the issues medical services face, as well as provide suggestions that the committees feel would provide a solution to those issues. The current subcommittees include Ambulance, Medical Trailer, Fireline Personnel / Single continued on page 12 “Our role as an industry group is to provide insight and expertise to our agency partners, boots-on-the- ground personnel, and member companies.” – Curtis Heyne, NWSA National Incident Base Camp Chapter Expeditors Fire Support setting up base camp at the 2023 Hayden Incident, Salmon-Challis National Forest. Photo courtesy of Curtis Heyne.12 www.nwsa.us Resource, and REM / RAT / Med Mod. The Chapter is also in the process of establishing a fifth committee – the OSHA Committee – to help stay on top of any newly proposed OSHA regulations impacting the EMS industry on the fireline. “All members of the NWSA Medical Services Chapter are extremely passionate in what they do and have agreed that we want to help each other and the industry,” says Mauer. “We want to be seen as a ‘one-stop shop’ for our members and be able to assist in guiding the medical service agencies through the regulations and requirements of contracting. We are suggesting changes that should make working on wildland contracts consistent and create some parity to the regulations.” Even though there are currently several pressing issues the committees would like to tackle, the NWSA Medical Services Chapter has decided – for now – to concentrate on what it sees as the top two concerns: equipment and training. As such, the Chapter’s main focus is to establish a standard equipment and training list that is up-to-date and follows more closely with the National Scope of Practice. “There are other issues that we want to work on, but time is getting short, and some are already into the fire season,” says Maurer. “In the meantime, we will be working on consistency and parity within the regulations and to find ways to make it easier for everyone to work with the different agencies and various states.” If you are interested in joining the NWSA Medical Services Chapter, please contact NWSA for membership. If you have any questions, or would like additional information about the Chapter, please contact Scott Maurer at scottm@tricountyambulanceservice.com or Zac Sorrell at blackflagresponse@gmail.com. � continued from page 11 Fireline medics can find themselves filling several roles as incident commanders and division supervisors are increasingly becoming more reliant on their services. Photo courtesy of Scott Maurer.The National Wildfire Suppression Association 13 Feature continued on page 14 After 32 years of helping to guide the National Wildfire Suppression Association (NWSA) as Executive Director, Debbie Miley will be leaving the fireline and retiring in 2024. As she transitions into retirement though, Debbie will continue to serve as a consultant as needed, so as not to lose the historical data she brings to the Association. Debbie and her husband, Jim, owned and operated XL Hotshots Inc. based out of Lyons, Oregon, from 1987 to 1997, and together ran crews, engines, tenders, and heavy equipment for state and federal fires in Oregon. Jim was on the first original NWSA Training Committee, as well as a Lead Instructor for many years. Debbie and her husband have six children, 15 grandchildren, and six great grandchildren, and their kids grew up in the fire business, helping dig fire trails, fill canteens, and doing whatever else needed to be done. Without the support and understanding of her family, she could not have been successful in her role with NWSA. Their company had one of the very first handcrews to be sent out of state into California for the original Oregon Department of Forestry Crew Agreement. This was on a ‘trial’ basis based on their performance. Many of the young people they mentored during their to Debbie Miley “Debbie was the perfect fit to become the Executive Director for NWSA. She has spent countless hours listening to all of us disgruntled contractors and has given us so much wise feedback in return. For us at Grayback, she was at our side when we lost firefighters in the Iron 44 helicopter crash, and I will always treasure the time I spent working with her. NWSA and the industry would not be the same without her long and fruitful service, and we wish Debbie the best in her new phase of life.” – Mike Wheelock, President, Grayback Forestry “Debbie’s ability to listen aggressively, keep priorities in focus, plan thoroughly, master the details of each issue, and execute decisions decisively has made her an outstanding Executive Director, and she created a climate of trust that is needed when working with hundreds of members across many states. Best wishes for a much- deserved retirement.” – Stan Kunzman, former NWSA Training Coordinator14 www.nwsa.us time in business have gone on to fulfilling careers with the various agencies and fire departments. Debbie attended the first ever NWSA Conference in 1988, where she was elected to the NWSA Board of Directors. She was also honored to serve for two years as the President of NWSA during her time as a company owner. When Debbie and Jim decided to get out of the fire business, she was approached by the NWSA Board of Directors to come on as continued from page 13 a consultant for the association in the role of Executive Director. NWSA eventually hired her full-time in 1998 and she has been a stable figure within the organization ever since, bringing her experience and knowledge of the professional private fire industry for the benefit of the members. During her 32 years with NWSA, Debbie has watched the membership expand from the original 10 members to 387 – and still growing. Companies hail from 28 states across the United States, and two provinces. She says, “As I look back on my time with NWSA, I am proud of where we have come from and any role that I might have played in that. It will be hard to walk away, as I have made many friendships throughout the years, not to mention my desire to be a problem solver for industry. But it is time to concentrate on my large family and seek out new adventures. I am confident that the staff at NWSA will keep providing valuable services to our membership, and that the Board of Directors will continue to meet the needs of this industry. I wish them all the best going forward.” � NWSA New Wildfire Technology Summit Contact NWSA at 1-877-676-6972 or nwsa@nwsa.us for more information. Save the Date September 12-14, 2024 Boise, IdahoThe National Wildfire Suppression Association 15 Feature I was fortunate last December to travel to Reno and participate in a panel discussion at the National Wildfire Suppression Association (NWSA) annual conference, where the focus of the panel was landowner concerns. I was there in my capacity as the Past President of the Nevada Cattlemen’s Association. Established in 1935, the Nevada Cattlemen’s Association (NCA) is a non-profit trade association that provides a means for Nevada’s cattle industry to present a united front on issues that impact us all. The Association works hard to protect private property, vested water, and grazing rights by raising the public’s awareness of our industry, and agriculture in general. Nevada is up to 90 percent public land that is managed by the Bureau of Land Management (BLM) or the United States Forest Service (USFS), so most ranchers in this part of the country tend to have a close working relationship with those agencies. It was no surprise to me then, that a lot of the challenges discussed centered around working with the federal agencies, and I too have endured the nightmare that can be federal contracting. I have even threatened my computer with bodily harm and uttered numerous discouraging words to it over website glitches – all for a process that should not be that challenging. Going forward, we will certainly need to find ways to work with our agency partners and streamline the process, while still working within the regulations to which they must adhere. But why is this process challenging in the first place? The short answer is public trust. Whether it is grazing or fighting fire on public lands, we do so at the pleasure of our fellow citizens which, for us, means a whole lot of process. This is a process that, in theory, is designed to keep the federal government from doing things like purchasing $10,000 toilets, or whatever else might tempt them. While we may face hurdles overcoming the process, we also need to remember that our agency partners are facing significant challenges as well. I am often amazed by all the folks in the agencies who can find innovative solutions to the complex problems inherent in the bureaucratic jungle they work in. We commend these people who are analytical and have a willingness to be problem solvers while working within the parameters they’ve been dealt. So, if we know there are challenges, the question becomes what can be done about them? A COLLABORATIVE EFFORT I would suggest that NWSA’s leadership has taken major steps on behalf of their membership and your agency partners. That day in Reno last winter, I listened in on a session featuring some amazing agency representatives who were all working to make the contracting process better for everyone, and I heard them listening to your concerns. I also heard them say several times that they would seek input from NWSA leadership on solutions to the challenges we all face. Stemming from my involvement with the 90-year-old NCA, I know that there can be power in an association – even a small one. Agency folks, media folks, and elected officials, as well as their staff, all like to have a ‘one-stop-shop’ to get a singular, unified perspective about a related issue. The relationships your association is working to develop with these people will be invaluable in creating a workspace with which you can all contribute your resources in the spirit of cooperation. I am incredibly grateful for my time with you all, the relationship between NWSA and NCA will be certain to become a force multiplier when dealing with many of the issues we have in common. � By Jon Griggs, Past President of the Nevada Cattlemen’s Association A Shared Concern About the Process16 www.nwsa.us Feature Lowest Price Technically Acceptable (LPTA) is a government contracting method in which the award is made to the bidder with the lowest price that meets the government’s technical requirements. LPTA is increasingly being used by civilian agencies, but it is not without its challenges. THE GOVERNMENT PERSPECTIVE “The lowest bidder is not always the best choice, but it is often the easiest choice.” – The Government Finance Officers Association The United States Forest Service (USFS) and Department of Interior (DoI) are using LPTA more often because, not only is it a way to deal with the limited funds available for ‘preparedness’ contracts provided by Congress, but it also reduces the complexity of the procurement process. Best Value evaluations require technical experts with the knowledge and availability to document the strengths and weaknesses of each proposal. It also requires forethought on the trade-offs the government is willing to make to pay a higher – or lower – price. In comparison, an LPTA evaluation is relatively easy to execute, typically with go/no factors on technical requirements, and often with no review of price other than reasonableness (which is determining that a price is not too high). The key to LPTA being successful is making sure that the technical requirements have been defined to reflect the minimum requirements the government needs. While many often think this By Tiffany Taylor, Senior Policy Director, United Aerial Firefighters Association Perspectives from Both Sides, and How We Move Forward Lowest Price Technically Acceptable: A hotshot crew hikes along a ridgeline to construct line during the Saddle Ridge Fire in the Angeles National Forest near La Cresenta. Photos courtesy of USDA Forest Service. LPTA can make it difficult for companies to make a profit or even cover fixed costs, as they may be forced to bid at unsustainable prices to win contracts.The National Wildfire Suppression Association 17 continued on page 18 is the bottom of the barrel, it should be just the opposite. The idea with LPTA is that bidders are offering the same equipment capability, level of service, and performance that the government knows is needed for successful performance. Contractors who are poor performers or who don’t have the right equipment shouldn’t meet the government’s technical requirements if they are written correctly. Basically, the simplicity and low protest risk make it an attractive option for agencies with limited procurement staffing and funding resources. In addition, recent audit findings have shown that the USFS’s historical contracting processes are not entirely compliant with today’s regulations and awarding contracts using LPTA is a solution to those problems as well. THE INDUSTRY PERSPECTIVE “The lowest bidder is not always the best contractor. Sometimes, the lowest bidder is the least experienced, the least qualified, or the least capable.” – The U.S. Government Accountability Office Industry is concerned that LPTA can lead to lower quality products and services, giving the industry a bad reputation and putting safety at risk. This is because companies may be tempted to cut corners on quality to offer the lowest price. They see LPTA as ‘encouraging’ poor maintenance and training practices to get a contract. Additionally, LPTA can also make it difficult for new entrants – or even seasoned companies – to compete, as these companies may not be able to offer the lowest prices when there are no guarantees that there will be work. Contractors who do not have exclusive use contracts must spend significant amounts of money to keep qualified staff or maintain their equipment for a call that may never come. These costs are not reimbursed by the government and, depending on what the contractor provides, often can’t be covered by other customers because the government is the only customer. LPTA can make it difficult for companies to make a profit or even cover fixed costs, as they may be forced to bid at unsustainable prices to win contracts. Reducing competition is not typically an outcome the government is looking for when using LPTA, but in the wildfire management and suppression industry, it’s a looming possibility. HOW TO MOVE FORWARD “The lowest bidder is not always the best way to get the best value for your money. Government agencies need to consider all of e Move Forward cceptable: RESOURCES: MYTH-BUSTER 1: www.whitehouse.gov/wp-content/ uploads/legacy_drupal_files/ omb/procurement/memo/myth- busting_3_further_improving_industry_ communications_with_effectiv....pdf MYTH-BUSTER 2: https://obamawhitehouse. archives.gov/sites/default/files/omb/ procurement/memo/myth-busting-2- addressing-misconceptions-and-further- improving-communication-during-the- acquisition-process.pdf MYTH-BUSTER 3: https://www.whitehouse.gov/ wp-content/uploads/2019/05/ SIGNED-Myth-Busting-4-Strenthening- Engagement-with-Industry-Partners- through-Innovative-Business-Practices. pdf MEMORANDUM FOR CHIEF ACQUISITION OFFICERS (ARCHIVES.GOV) https://obamawhitehouse. archives.gov/sites/default/files/omb/ procurement/memo/Myth-Busting.pdf18 www.nwsa.us their options and make the best decision for their taxpayers.” – Anonymous There are a few steps that can be taken to address the concerns about LPTA. GOVERNMENT: • Use price realism in the evaluation of proposals, even when using LPTA. This means considering the cost of meeting the government’s technical requirements, as well as the cost of any other factors that are important to the agency, such as quality, performance, or investing in the supplies that the government requests in supporting the mission. This will help the government set realistic technical requirements and to understand the costs of meeting those requirements. A contract must cover a contractor’s fixed costs regardless of duration if the contractor has any hope of still being in business. • Invest in training and resources for agency staff who create requirements, evaluate proposals, and oversee contractors’ performance. This will help them better define the technical requirements and to evaluate proposals more effectively. INDUSTRY: • Be more transparent and vocal about pricing. Contractors should be willing to explain the factors that are driving their prices and to justify their pricing decisions to the government. Insist on inflation indexing for items other than fuel and make sure wage determinations and resulting rates are updated, as allowable. • Participate in industry associations and government initiatives that are working to improve the quality of government contracting. For example, the National Wildfire Suppression Association and other wildfire industry associations work to address the concerns of members with the agencies, Congress, and each other. • Form partnerships with other companies. This can help companies to reduce costs and to offer more innovative solutions to the government. In the end, the wildfire industries and the government want the same thing – to support the firefighter on the ground. By working together, the government and industry can develop a contracting process that is fair, efficient, and effective. This will help to ensure that the government is getting the best value for its taxpayer dollars and that industry is able to support the mission, provide good paying jobs in rural areas, and innovate. � Tiffany Taylor is the Senior Policy Director for the United Aerial Firefighters Association (UAFA). Prior to joining UAFA in April 2023, Tiffany held senior leadership positions at USDA and the Forest Service, overseeing contract operations and policy. Tiffany has over 24 years of federal contracting experience. An excavator with a mulching head masticated brush in a fuels treatment area on the Pine Valley Ranger District. Photo courtesy of USDA Forest Service. Keeping the fireline under control along the backfire area. and risk. This requires the government to understand what the actual costs are, not to just compare what price was paid last year or depend on the fact there is competition to justify that the price must be sustainable. With price realism, proposals that have unrealistic prices can be removed from consideration, even in LPTA. • Develop a more comprehensive understanding of the marketplace. Industry is often the one using the equipment, performing the service, continued from page 17Next >