In recent years, the state of Colorado has experienced extreme wildfire events that have degraded forest and watershed health and devastated human communities. With expanding human development and a changing climate, wildfire activity is likely to increase, and wildfire management agencies will be challenged to sustain landscapes and the ecosystem services they provide. A critical element of the United States’ federal-, state-, and local-level multiagency wildfire response is the interagency dispatching system, which facilitates the ordering, mobilization, and tracking of firefighting resources to and from wildfire incidents - a role that is likely to increase in both importance and workload in the future. Given increasing demands, it is worth considering ways to improve efficiencies, capacity, and capability within the current Colorado dispatching system. With this, the Rocky Mountain Coordinating Group (RMCG) and the Rocky Mountain Area Fire Executive Council (RMA-FEC) sought to reorganize the dispatching system, beginning with exploration of changes to dispatching zone boundaries and the number and location of dispatching centers throughout the state. Here we describe a multiyear research-management partnership with the RMCG and RMA-FEC to apply a structured decision-making process to guide this reorganization effort. We highlight the steps used in a participatory process that involved local decision makers and included iteratively revising and clarifying the problem statement, developing objectives and translating them into measurable attributes, building a multi-objective optimization model to generate and compare alternatives, and communicating a recommended alternative that was ultimately adopted. To conclude, we discuss insights from our experience and highlight opportunities for similar work to support efficient wildfire management elsewhere in the United States.