Interagency Standards for Fire and Fire Aviation Operations

Interagency

Standards for Fire

and Fire Aviation

Operations

Department of the Interior

Bureau of Land Management

National Park Service

U.S. Fish and Wildlife Service

Bureau of Indian Affairs

Department of Agriculture

Forest Service

2023

January 2023

NFES 2724

Chapter 1 Federal Wildland Fire Management Policy and Doctrine Overview

Chapter 2 BLM Program Organization and Responsibilities

Chapter 3 NPS Program Organization and Responsibilities

Chapter 4 FWS Program Organization and Responsibilities

Chapter 5 USFS Program Organization and Responsibilities

Chapter 6 BIA Program Organization and Responsibilities

Chapter 7 Safety and Risk Management

Chapter 8 Interagency Coordination and Cooperation

Chapter 9 Fire Management Planning

Chapter 10 Preparedness

Chapter 11 Incident Management and Response

Chapter 12 Suppression Chemicals and Delivery Systems

Chapter 13 Firefighter Training and Qualifications

Chapter 14 Firefighting Equipment

Chapter 15 Communications

Chapter 16 Aviation Operations and Resources

Chapter 17 Fuels Management

Chapter 18 Reviews and Investigations

Chapter 19 Dispatch and Coordination System

Release Date: January 2023

Interagency Standards for Fire

and Fire Aviation Operations

January 2023

NFES 2724

Produced by the Interagency Standards for Fire and Fire Aviation Operations

Group, National Interagency Fire Center, Boise, ID.

This document is posted at https://www.nifc.gov/standards/guides/red-book.

Published copies of this document may be ordered from the National

Interagency Fire Center, Great Basin Cache supply office, Boise, ID 83705-

5354. Consult the current NWCG National Fire Equipment System Catalog –

Part 2: Publications for current prices and ordering procedures posted at

https://www.nwcg.gov/publications/449-2.

(This page intentionally left blank.)

Release Date: January 2023

NATIONAL INTERAGENCY FIRE CENTER

3833 S. Development Avenue

Boise, Idaho 83705-5354

January 1, 2023

To: Agency Personnel

From: Fire and Aviation Directors

Bureau of Land Management

U.S. Forest Service

U.S. Fish and Wildlife Service

National Park Service

Bureau of Indian Affairs

Subject: Interagency Standards for Fire and Fire Aviation Operations

The Fire and Aviation Directors of the Bureau of Land Management, U.S.

Forest Service, U.S. Fish and Wildlife Service, National Park Service, and

Bureau of Indian Affairs have directed the Interagency Standards for Fire and

Fire Aviation Operations Group (ISOG) to annually revise, publish, and

distribute the Federal Interagency Standards for Fire and Fire Aviation

Operations, and issue errata to this document.

The Interagency Standards for Fire and Fire Aviation Operations, states,

references, or supplements policy and provides program direction for Bureau of

Land Management, U.S. Forest Service, U.S. Fish and Wildlife Service,

National Park Service, and Bureau of Indian Affairs fire and fire aviation

program management.

Employees engaged in fire suppression and fire management activities will

comply with interagency and agency-specific health, safety, and fire

management policy documents.

For the Bureau of Land Management, this document provides policy and

guidance as referenced in BLM Manual Section (MS) 9200 Fire Program

Management.

For the USDA Forest Service, this document provides guidance for

implementing safe and effective fire and aviation management operations based

on policy in Forest Service Manual 5100 and 5700.

For the U.S. Fish and Wildlife Service, this document provides guidance for

implementaion of 621 FW 1.

For the National Park Service, this document supplements Reference Manual 18.

Release Date: January 2023

For the Bureau of Indian Affairs, this document provides policy on field-level

fire operations, in addition to policy referenced in the Indian Affairs Manual

(IAM) Section 90.

This document addresses specific action items that are contained in the

Guidance for Implementaiton of Federal Wildland Fire Management Policy

(February 13, 2009).

The contents of this book are not to be modified. Supplemental agency-specific

direction of a more restrictive nature may be issued separately.

Suggestions for modification of the publication should be sent to your agency

representatives listed on this page.

Grant Beebe

Assistant Director, Fire & Aviation, Bureau of Land Management

Sarah Fisher

Deputy Director, Fire & Aviation Management, U.S. Forest Service

Chris Wilcox

Chief, Fire Management Branch, U.S. Fish and Wildlife Service

Chad Fisher, Acting

Chief, Division of Fire and Aviation Management, National Park Service

Aaron Baldwin

Division Chief of Wildland Fire Management, Bureau of Indian Affairs

Interagency Standards for Fire and Fire Aviation Operations Group agency

respresentatives:

Marlene Eno-Hendren, BLM

Brian Achziger, BLM

Steven Miller, FS

Joe Sean Kennedy, FS

Eric Fransted, FWS

Cass Palmer, FWS

Jim Shultz, NPS

Michael Guarino, NPS

Garth Fisher, BIA

Adrian Grayshield, BIA

TABLE OF CONTENTS

Release Date: January 2023 i

Table of Contents

Chapter 1: Federal Wildland Fire Management Policy and Doctrine Overview ........ 1

Scope ............................................................................................................................................... 1

Purpose ........................................................................................................................................... 1

Review and Update of the 1995 Federal Wildland Fire Management Policy (January 2001) . 1

2001 Federal Wildland Fire Management Policy ...................................................................................................................... 2

Guidance for Implementation of Federal Wildland Fire Management Policy (February 13,

2009) .......................................................................................................................................... 4

Definitions ...................................................................................................................................... 5

Other Definitions ........................................................................................................................... 6

Fire Operations Doctrine .............................................................................................................. 6

Purpose of Fire Operations Doctrine ......................................................................................................................................... 6

The Nature of Fire Operations .................................................................................................................................................. 6

Wildland Fire Operations Risk Management ............................................................................................................................ 6

Fire Preparedness ..................................................................................................................................................................... 7

Fire Operations Command Philosophy ..................................................................................................................................... 7

Fire Leadership ........................................................................................................................................................................ 7

Fire Suppression ....................................................................................................................................................................... 8

Principles of Suppression Operations........................................................................................................................................ 8

Principles of Fire Suppression Action ....................................................................................................................................... 8

Cost-Effective Fire Operations ..................................................................................................... 9

Chapter 2: BLM Program Organization and Responsibilities ................................... 11

Introduction ................................................................................................................................. 11

Sexual Harassment, Harassment Non-Sexual and Illegal Discrimination ............................... 11

Employee Conduct ...................................................................................................................... 12

Examples of Misconduct ........................................................................................................................................................ 13

Critical Incident Stress Management (CISM) Program ........................................................... 13

Standard of Care and Certification .......................................................................................................................................... 13

CISM Qualifications............................................................................................................................................................... 13

CISM Request Processes ........................................................................................................................................................ 13

BLM Fire Operations Website ................................................................................................... 14

National Wildfire Coordinating Group Relationship to BLM ................................................. 14

BLM Fire and Aviation Directorate ........................................................................................... 14

Program Manager Responsibilities ............................................................................................ 15

Assistant Director, Fire and Aviation (FA-100) ...................................................................................................................... 15

Deputy Assistant Director, Fire and Aviation (FA-100) .......................................................................................................... 15

Equal Employment Opportunity Manager (FA-120) ............................................................................................................... 15

Support Services Division Chief (FA-200) ............................................................................................................................. 16

Fire Operations Division Chief (FA-300) ............................................................................................................................... 17

Budget and Evaluation Division Chief (FA-400) .................................................................................................................... 18

Aviation Division Chief (FA-500) .......................................................................................................................................... 18

Fire Planning and Fuels Management Division Chief (FA-600) .............................................................................................. 19

External Affairs Division Chief (FA-700) ............................................................................................................................... 19

State Director ......................................................................................................................................................................... 20

District Manager..................................................................................................................................................................... 20

Agency Administrator ............................................................................................................................................................ 20

State Fire Management Officer ............................................................................................................................................... 20

District Fire Management Officer ........................................................................................................................................... 21

Management Performance Requirements for Fire Operations................................................ 21

Post-Incident Review ............................................................................................................................................................. 24

Fire Staff Performance Requirements for Fire Operations...................................................... 24

Delegation of Authority ............................................................................................................... 28

Delegation for State Fire Management Officers ...................................................................................................................... 28

Delegation for District Fire Management Officers .................................................................................................................. 28

Preparedness Reviews ................................................................................................................. 28

BLM Review Schedules ......................................................................................................................................................... 28

Fire Leadership Team ................................................................................................................. 29

BLM Operational Duty Officer .................................................................................................. 29

State and National Duty Officers................................................................................................ 29

Incident Business ......................................................................................................................... 30

BLM Fire Management Position Titles and Fire Department Cooperator Equivalencies ..... 30

Agreements with Cooperators (Rangeland Fire Protection Association and Local Fire

Department)............................................................................................................................ 31

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ii Release Date: January 2023

Safety and Occupational Health Program ................................................................................. 31

Safety and Health Responsibilities for the Fire Program ......................................................................................................... 31

Employee Safety and Health Program Responsibility ............................................................................................................. 34

Emergency Notification and Contact Information .................................................................... 35

Injury on a BLM Fire ............................................................................................................................................................. 35

BLM Employee Injury ........................................................................................................................................................... 35

Great Basin Smokejumpers .................................................................................................................................................... 35

Employee Advocacy..................................................................................................................... 36

Fire and Aviation Honor Guard ................................................................................................. 36

Mobile Fire Equipment Policy .................................................................................................... 36

Introduction ............................................................................................................................................................................ 36

National Fire Equipment Program .......................................................................................................................................... 37

Policy and Guidance ............................................................................................................................................................... 37

Fire Equipment Committees ................................................................................................................................................... 37

Fire Equipment Standardization.............................................................................................................................................. 37

Fire Equipment Identifier Standards ....................................................................................................................................... 38

Equipment Modification/Retrofitting ...................................................................................................................................... 38

Improvement and Deficiency Reporting ................................................................................................................................. 38

Acquisition of Working Capital Fund Equipment ................................................................................................................... 38

Funding .................................................................................................................................................................................. 39

BLM Mobile Fire Equipment Ordering .................................................................................................................................. 39

600-Class Command Vehicle Procurement Standards ............................................................................................................. 39

Property Transfer/Replacement .............................................................................................................................................. 40

Conversions ........................................................................................................................................................................... 40

BLM Engine Equipment Inventory ......................................................................................................................................... 41

Fire Equipment Maintenance and Care Standards ................................................................................................................... 41

Fire Equipment Maintenance Procedure and Record ............................................................................................................... 41

Location-Based Services Program .......................................................................................................................................... 42

BLM Engine Use Report ........................................................................................................................................................ 42

Equipment Bulletins and Equipment Alerts ............................................................................................................................ 42

BLM Implementation of the Department of the Interior Authorization for Use of Government Passenger Carrier(s) for Home-

to-Work Transportation .......................................................................................................................................................... 43

Lights-and-Sirens Response ................................................................................................................................................... 43

Foam Use ............................................................................................................................................................................... 44

BLM Firefighters ......................................................................................................................... 44

Introduction ............................................................................................................................................................................ 44

BLM Firefighter Priority for Use ............................................................................................................................................ 45

Mobilization of BLM Firefighters .............................................................................................. 45

Preparedness Funding ............................................................................................................................................................. 45

Suppression Funding .............................................................................................................................................................. 46

Short-Term Severity, State-Level ........................................................................................................................................... 46

National-level Severity Funding ............................................................................................................................................. 46

National Preposition Funding ................................................................................................................................................. 47

State Discretionary Preposition Funding ................................................................................................................................. 48

BLM Fire Training and Workforce Development .................................................................... 48

BLM Fire Training and Workforce Development Program ..................................................................................................... 48

BLM Firefighters General Non-Fire Training Requirements .................................................. 49

Administratively Determined and Emergency Firefighters ...................................................................................................... 49

Agency Permanent, Career Seasonal, and Temporary Firefighters .......................................................................................... 50

Driver Training for Regular Drivers of Fire Equipment .......................................................................................................... 51

BLM Firefighter Mandatory Physical Fitness Standards ......................................................................................................... 51

BLM National Fire Operations Fitness Challenge ................................................................................................................... 52

Interagency Fire Program Management Standards ................................................................. 52

BLM Hand Crews ....................................................................................................................... 52

BLM Hand Crew Standards (All Crew Types)........................................................................................................................ 52

BLM Hand Crew Standards by Type ...................................................................................................................................... 53

BLM Interagency Hotshot Crews ........................................................................................................................................... 55

Position Description Standards for Hand Crew Supervisors (non-Interagency Hotshot Crew) ................................................. 58

BLM Veteran Crews .............................................................................................................................................................. 59

BLM Fire Suppression Modules ............................................................................................................................................. 59

BLM Wildland Fire Modules ..................................................................................................... 59

BLM Engines ............................................................................................................................... 59

BLM Engine Ordering ............................................................................................................................................................ 60

BLM Engine Typing .............................................................................................................................................................. 60

BLM Engine Minimum Staffing Requirements ...................................................................................................................... 60

BLM Engine Training and Qualification Requirements .......................................................................................................... 60

Engine Crew Position Descriptions and Selective Placement Factors ...................................................................................... 61

BLM Engine Driver Requirements ......................................................................................................................................... 62

BLM Smokejumpers ................................................................................................................... 63

BLM Smokejumper (SMKJ) Operations ................................................................................................................................. 63

BLM Smokejumper Mission .................................................................................................................................................. 63

BLM Smokejumper Coordination and Dispatch ..................................................................................................................... 63

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Release Date: January 2023 iii

BLM Ram-Air Parachute System Management ...................................................................................................................... 63

BLM Smokejumper Aircraft ................................................................................................................................................... 64

BLM Smokejumper Training .................................................................................................................................................. 64

BLM Smokejumper Training and Qualification Targets ......................................................................................................... 65

BLM Smokejumper Jump Proficiency Guideline .................................................................................................................... 65

BLM Smokejumper Physical Fitness Standards ...................................................................................................................... 65

Retesting ................................................................................................................................................................................ 66

BLM Exclusive-Use Helitack Crews .......................................................................................... 66

BLM Exclusive-Use Helicopter Locations .............................................................................................................................. 67

Fire Helicopter Crew Position Descriptions and Selective Placement Factors ......................................................................... 67

Management Actions for Noncompliant Remote Automated Weather Stations .................... 68

Sagebrush Rangeland and Sage-Grouse Conservation Related to Wildland Fire .................. 69

BLM Use of the Wildland Fire Decision Support System......................................................... 71

When BLM Initiates a Wildland Fire Decision Support System Decision Decision ................................................................ 71

When Other Agency (non-BLM) initiates a WFDSS Decision ................................................................................................ 71

BLM Global Positioning System Datum and Coordinate Format Standard .......................... 72

Chapter 3: National Park Service Program Organization and Responsibilities ....... 73

Introduction ................................................................................................................................. 73

Employee Conduct ...................................................................................................................... 73

Agency Administrator Roles ....................................................................................................... 74

Director .................................................................................................................................................................................. 74

Regional Director ................................................................................................................................................................... 74

Park Superintendent ............................................................................................................................................................... 74

Agency Administrator Management Performance Requirements for Fire Operations ......... 74

Fire Management Staff Roles ..................................................................................................... 79

National Office ....................................................................................................................................................................... 79

Regional Office ...................................................................................................................................................................... 79

Park ........................................................................................................................................................................................ 79

Fire Management Staff Performance Requirements for Fire Operations............................... 80

Fire Management Leadership Board ......................................................................................... 83

Requirements for Fire Management Positions .......................................................................... 84

Training ........................................................................................................................................ 84

Training for Fire Management Officers .................................................................................................................................. 84

NPS Firefighters General Training Requirements ................................................................................................................... 84

Structural Fire and Hazardous Materials Response ................................................................. 85

Delegation of Authority ............................................................................................................... 85

Delegation for Regional Fire Management Officers ................................................................................................................ 85

NPS Duty Officer ......................................................................................................................... 86

Engine Operating Standards ...................................................................................................... 86

Vehicle Color and Marking .................................................................................................................................................... 86

Engine Module Standards ....................................................................................................................................................... 87

Lights-and-Sirens Response ........................................................................................................ 87

Vehicle Maintenance, Repairs and Replacement ...................................................................... 88

Annual Safety Inspections, Scheduled Maintenance, and Daily Inspections ............................................................................ 88

Fixed Ownership Rates ........................................................................................................................................................... 88

Equipment Bulletins and Equipment Alerts .............................................................................. 88

NPS Firefighter Target Physical Fitness Standards.................................................................. 89

National Fire Operations Fitness Challenge ............................................................................................................................ 89

Wildland Fire Uniform Standards ............................................................................................. 90

NPS Use of Wildland Fire Decision Support System Decision ................................................. 91

National Park Service Specific Qualifications and Qualifications Exceptions ........................ 91

Chapter 4: U.S. Fish and Wildlife Service Program Organization and

Responsibilities ............................................................................................................... 93

Introduction ................................................................................................................................. 93

Agency Administrator Roles ....................................................................................................... 93

Director .................................................................................................................................................................................. 93

Chief, National Wildlife Refuge System ................................................................................................................................. 93

Regional Director ................................................................................................................................................................... 93

Regional Chief and Refuge Supervisors .................................................................................................................................. 94

Project Leader/Refuge Manager ............................................................................................................................................. 94

Management Performance Requirements for Fire Operations ................................................................................................. 94

Fire Management Staff Roles ................................................................................................... 100

National Office ..................................................................................................................................................................... 100

Regional Office .................................................................................................................................................................... 100

TABLE OF CONTENTS

iv Release Date: January 2023

Refuge .................................................................................................................................................................................. 100

Fire Management Staff Performance Requirements for Fire Operations ................................................................................ 101

National Fire Leadership Team ................................................................................................ 104

Line Officer Team ..................................................................................................................... 105

Delegation of Authority ............................................................................................................. 105

Regional Fire Management Coordinator ............................................................................................................................... 105

Zone Fire Management Officer............................................................................................................................................. 106

Inter-Refuge Agreements .......................................................................................................... 106

Fire Duty Officer ....................................................................................................................... 106

Emergency Lighting and Sirens ............................................................................................................................................ 106

Wildland Fire Field Attire ........................................................................................................ 107

Fire Severity Funding ................................................................................................................ 107

Fire Reporting ........................................................................................................................... 107

Individual Fire Report .............................................................................................................. 107

Fish and Wildlife Service Use of the Wildland Fire Decision Support System ..................... 107

Final Wildland Fire Record ...................................................................................................... 108

Physical Fitness and Conditioning ........................................................................................... 108

FWS National Fire Operations Fitness Challenge ................................................................................................................. 108

Training ...................................................................................................................................... 108

Agency Administrator Training ............................................................................................................................................ 108

Zone Fire Management Officer Training .............................................................................................................................. 109

FWS Firefighter General Training Requirements .................................................................................................................. 109

Fish and Wildlife Service Specific Qualifications .................................................................... 110

FWS Global Positioning System (GPS) Datum and Coordinate Format Standard .............. 111

Chapter 5: USDA Forest Service Program Organization and Responsibilities ...... 113

Introduction ............................................................................................................................... 113

Vision and Objectives for Fire Management ........................................................................... 113

Foundational Doctrine .............................................................................................................. 113

Mission ................................................................................................................................................................................ 114

Wildland Fire Response Principles ....................................................................................................................................... 114

Leadership and Accountability ............................................................................................................................................. 115

The Operational Environment............................................................................................................................................... 115

Operations ............................................................................................................................................................................ 115

Risk Management Protocol ....................................................................................................... 116

I. Preseason .......................................................................................................................................................................... 116

II. During Incident Phase ...................................................................................................................................................... 117

III. Post-Incident Phase ........................................................................................................................................................ 117

Specific Line Officer Responsibilities for Fire and Aviation at the Field Level .................... 118

Responsibilities .................................................................................................................................................................... 118

Preparedness ........................................................................................................................................................................ 119

Wildfire Response ................................................................................................................................................................ 120

Wildfire Response Responsibilities and Oversight ................................................................................................................ 120

Use of Wildfire to Achieve Land Management Objectives During Preparedness Levels 4 and 5 ........................................... 121

Safety ................................................................................................................................................................................... 122

Fuels .................................................................................................................................................................................... 122

Prescribed Fire ..................................................................................................................................................................... 122

Agency Administrator Training and Qualifications for Wildland Fire Management .......... 124

Agency Administrator Core Competencies ........................................................................................................................... 124

Definitions ........................................................................................................................................................................... 124

Agency Administrator Wildfire Qualification Program ......................................................................................................... 125

Agency Administrator Prescribed Fire Qualification ............................................................................................................. 128

Specific Fire Management Staff Responsibilities for Fire Operations at the Field Level..... 131

Preparedness ........................................................................................................................................................................ 131

Wildfire Response ................................................................................................................................................................ 132

Safety ................................................................................................................................................................................... 132

Prescribed Fire ..................................................................................................................................................................... 132

Fire and Aviation Management Duty Officer ........................................................................................................................ 133

Fire Management Position Requirements.............................................................................................................................. 134

Structure Exposure Protection Principles ............................................................................... 134

Mission and Role.................................................................................................................................................................. 134

Strategic Principles ............................................................................................................................................................... 134

Tactical Applications ............................................................................................................................................................ 135

Chapter 6: BIA Program Organization and Responsibilities ................................... 139

Bureau of Indian Affairs Fire Management Policy ................................................................. 139

BIA Mission ............................................................................................................................... 139

BIA Fire Operations Website ................................................................................................... 139

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Release Date: January 2023 v

Agency Administrator Responsibilities .................................................................................... 139

Director, Bureau of Indian Affairs ........................................................................................................................................ 140

Deputy Bureau Director, Office of Trust Services................................................................................................................. 140

Chief, Division of Forestry and Wildland Fire Management ................................................................................................. 140

Chief, Division of Wildland Fire Management ..................................................................................................................... 140

Regional Directors................................................................................................................................................................ 140

Agency Superintendent (unless excepted in regional directives) ........................................................................................... 140

National Fire Leadership Team............................................................................................................................................. 141

Tribal Contracts/Compacts ................................................................................................................................................... 142

Fire Management Administration ......................................................................................................................................... 142

Guiding Principles ................................................................................................................................................................ 142

Inherently Federal Activities ................................................................................................................................................ 142

Program Operational Standards ............................................................................................................................................ 143

Program Planning ..................................................................................................................... 143

Fire Occurrence Data and Reporting ..................................................................................................................................... 144

Records Management for Fire Reports.................................................................................................................................. 144

Fire Weather/Remote Automated Weather System (RAWS) ................................................................................................ 144

BIA and Tribal NFDRS Weather Stations ............................................................................................................................ 145

Non-NFDRS Weather Stations ............................................................................................................................................. 145

Weather Station Naming Conventions .................................................................................................................................. 145

Station Identifiers ................................................................................................................................................................. 146

Weather Module in Wildland Fire Management Information ................................................................................................ 146

Program Preparedness .............................................................................................................. 146

Preseason Agreements, Contracts and Operating Plans ......................................................................................................... 146

Tribal Disaster Assistance .................................................................................................................................................... 146

BIA Office of Emergency Management ................................................................................................................................ 146

Tribal Support for Emergency Support Function (ESF) ........................................................................................................ 147

National Program Preparedness/Readiness Reviews .............................................................. 147

FireCode Business Rules ........................................................................................................... 147

Wildfires on BIA Trust Land ................................................................................................................................................ 148

Wildfires on Another Agency’s Land Where BIA/Tribe is Ordered ...................................................................................... 148

Short-Term Severity ............................................................................................................................................................. 148

Long-Term Severity ............................................................................................................................................................. 149

Casual Training .................................................................................................................................................................... 149

Wildland Fire Severity Support to Other Agencies ............................................................................................................... 149

Wildland Fire Management Funding ....................................................................................... 149

Preparedness Activity ........................................................................................................................................................... 149

Suppression Activity ............................................................................................................................................................ 150

Interagency Severity Funding Request Procedures................................................................................................................ 150

Budget Management............................................................................................................................................................. 151

Program Budget Annual Appropriations ............................................................................................................................... 152

Funded Program Procedures ................................................................................................................................................. 152

One-Time Funding/Critical Needs ........................................................................................................................................ 152

Procedures for One-Time Funding Submission ..................................................................................................................... 152

BIA National Wildland Fire Fleet Engine Program ............................................................... 152

Mission/Policy ..................................................................................................................................................................... 153

Vehicle Maintenance, Replacement and Repairs .................................................................... 153

Annual Safety Inspections, Scheduled Maintenance, and Daily Inspections .......................................................................... 153

Replacement Guidelines ....................................................................................................................................................... 154

Organization ......................................................................................................................................................................... 154

Emergency Repairs .............................................................................................................................................................. 154

Non-Emergency/Non-Suppression Repairs ........................................................................................................................... 154

Administration ..................................................................................................................................................................... 154

Fire Facility Construction and Maintenance Activity............................................................. 154

National Aviation Program ....................................................................................................... 155

Aviation Program Goals ....................................................................................................................................................... 155

Regional Office Level .......................................................................................................................................................... 156

Agency/Field Office Level ................................................................................................................................................... 156

Aviation Safety .................................................................................................................................................................... 157

Flight Request and Approval ................................................................................................................................................ 157

Safety and Risk Management ................................................................................................... 157

Motor Vehicle Operation Policy ........................................................................................................................................... 157

Lights-and-Sirens Response ...................................................................................................... 157

Physical Fitness and Conditioning ........................................................................................... 158

Business Management and Administration ............................................................................. 158

Casuals Hired as Drivers When Employed by BIA ............................................................................................................... 158

Request for Funding Authorization ....................................................................................................................................... 159

Acquisitions ......................................................................................................................................................................... 159

Emergency Equipment Rental Agreements ........................................................................................................................... 159

Wildland Fire Decision Support System .................................................................................. 160

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vi Release Date: January 2023

Fuels Management, Planning and Implementation ................................................................ 160

Prescribed Fire Review ......................................................................................................................................................... 160

Fire Communications and Education ...................................................................................... 160

Early Alert Notification Process ........................................................................................................................................... 160

Situations Requiring an Early Alert Notification ................................................................................................................... 161

Notification Requirements for Entrapments or Fatalities ....................................................................................................... 161

Wildland Fire Media Relations Guidance ............................................................................................................................. 161

Chapter 7: Safety and Risk Management .................................................................. 163

Introduction ............................................................................................................................... 163

Policy .......................................................................................................................................... 163

Guiding Principles ..................................................................................................................... 163

Goal ............................................................................................................................................ 164

Definitions .................................................................................................................................. 164

Risk Management Process ........................................................................................................ 164

Job Hazard Analysis/Risk Assessment ..................................................................................... 164

Work/Rest .................................................................................................................................. 165

Length of Assignment ................................................................................................................ 165

Assignment Definition.......................................................................................................................................................... 165

Length of Assignment .......................................................................................................................................................... 165

Days Off .............................................................................................................................................................................. 166

Assignment Extension .......................................................................................................................................................... 167

Single Resource/Kind Extensions ......................................................................................................................................... 168

Incident Management Team Extensions ............................................................................................................................... 168

Maximum Consecutive Days Worked – Home Unit ............................................................................................................. 168

Driving Standard ....................................................................................................................... 168

General Driving Policy ......................................................................................................................................................... 168

Non-Incident Operations Driving ......................................................................................................................................... 170

Mobilization and Demobilization ......................................................................................................................................... 171

Incident Operations Driving ................................................................................................................................................. 171

Fire Vehicle Operation Standards ......................................................................................................................................... 171

Management Controls to Mitigate Risks to Responders ........................................................ 171

Wildland Fire Field Attire ........................................................................................................ 172

Personal Protective Equipment ................................................................................................ 172

Required Fireline PPE .......................................................................................................................................................... 172

Wildland Fire Boot Standard ................................................................................................................................................ 172

Fire Shelters ......................................................................................................................................................................... 173

Head Protection .................................................................................................................................................................... 173

Eye and Face Protection ....................................................................................................................................................... 174

Hearing Protection................................................................................................................................................................ 174

Neck Protection .................................................................................................................................................................... 174

Leg Protection ...................................................................................................................................................................... 175

Respiratory Protection .......................................................................................................................................................... 175

Specialized or Non-Standard Personal Protective Equipment ................................................................................................ 175

High-Visibility Safety Apparel ............................................................................................................................................. 176

Fireline Safety ............................................................................................................................ 176

Incident Briefings ................................................................................................................................................................. 176

LCES – A System for Operational Safety ............................................................................................................................. 176

Right to Refuse Risk............................................................................................................................................................. 176

Aerial Drop Safety Considerations ....................................................................................................................................... 177

Smoke and Carbon Monoxide .............................................................................................................................................. 177

Location of Fire Camps and Plans to Remain in Place .......................................................................................................... 177

Standard Safety Flagging ...................................................................................................................................................... 178

Emergency Medical Planning and Services ............................................................................. 178

Incident Medical Emergency Management Planning ............................................................................................................ 178

Air Ambulance Coordination ................................................................................................................................................ 179

Incident Emergency Medical Services .................................................................................................................................. 179

Burn Treatment Guidelines ...................................................................................................... 179

Burn Injury Care Guidelines ................................................................................................................................................. 181

Explosives, Munitions, and Unexploded Ordnance ................................................................ 182

Notifications ......................................................................................................................................................................... 183

Discovery of Explosives, Munitions, Unexploded Ordnance Associated with Former Defense Sites ..................................... 183

Industrial and Naturally Occurring Hazardous Materials Exposure.................................... 183

Hazardous Materials Response ............................................................................................................................................. 183

Dump and Spill Sites ............................................................................................................................................................ 184

Wildland Fires Within or Near Oil/Gas Operations ............................................................................................................... 184

Wildland Fires Within or Near Radioactive Locations .......................................................................................................... 185

Wildland Fires Within or Near Coal Seams .......................................................................................................................... 185

Hazardous Water Sources ..................................................................................................................................................... 186

Hydrogen Cyanide Exposure ................................................................................................................................................ 187

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Release Date: January 2023 vii

Safety for Personnel Visiting Fires ........................................................................................... 187

Visits to Incident Base Camps or Non-Fireline Field Locations ............................................................................................ 187

Fireline Logistical Support ................................................................................................................................................... 187

Minimum Requirements for Visits to the Fireline/Prescribed Fire Burns .............................................................................. 188

Non-escorted Visits .............................................................................................................................................................. 188

Escorted Visits ..................................................................................................................................................................... 188

Helicopter Observation Flights ............................................................................................................................................. 188

Fixed-Wing Observation Flights ........................................................................................................................................... 189

6 Minutes for Safety Training................................................................................................... 189

SAFENET .................................................................................................................................. 189

Alert System ............................................................................................................................... 190

Accident/Injury Reporting ........................................................................................................ 190

Agency Reporting Requirements .......................................................................................................................................... 191

OSHA Reporting Requirements............................................................................................................................................ 191

Critical Incident Management .................................................................................................. 191

Critical Incident Stress Management ....................................................................................... 192

Critical Incident Peer Support ............................................................................................................................................... 192

Chapter 8: Interagency Coordination and Cooperation ........................................... 193

Introduction ............................................................................................................................... 193

National Wildland Fire Management Structure ..................................................................... 193

Wildland Fire Leadership Council ........................................................................................................................................ 193

Federal Fire Policy Council .................................................................................................................................................. 193

Fire Executive Council (FEC) .............................................................................................................................................. 194

Fire Management Board ....................................................................................................................................................... 195

National Wildfire Coordinating Group ................................................................................................................................. 196

Interior Fire Executive Council............................................................................................................................................. 196

Office of Wildland Fire ........................................................................................................................................................ 196

Multi-Agency Management and Coordination ........................................................................ 196

National Multi-agency Coordinating Group .......................................................................................................................... 196

Geographic Area Multi-Agency Coordinating Groups .......................................................................................................... 197

NWCG Standards for Interagency Incident Business Management ......................................... 197

Standards for Cooperative Agreements ................................................................................... 198

Agreement Standards ........................................................................................................................................................... 198

Types of Agreements ................................................................................................................. 198

Interagency Agreements ....................................................................................................................................................... 198

Regional/State Cooperative Agreements ............................................................................................................................... 198

Local Cooperative Agreements ............................................................................................................................................. 198

Emergency Assistance .......................................................................................................................................................... 199

Contracts .............................................................................................................................................................................. 199

National Agreements for Wildland Fire Management ........................................................... 199

USDOI and USDA National Agreement for Fire Management ............................................................................................. 199

DOI, USDA, and DOD Interagency Agreement.................................................................................................................... 199

Elements of an Agreement ........................................................................................................ 199

Operating Plans ......................................................................................................................... 200

General Elements of an Operating Plan ................................................................................................................................ 200

Fiscal Responsibility Elements of an Operating Plan ............................................................................................................ 203

All-Hazards Coordination and Cooperation ........................................................................... 204

Stafford Act Disaster Relief and Emergency Assistance ....................................................................................................... 204

Homeland Security Act ........................................................................................................................................................ 205

Homeland Security Presidential Directive-5 ......................................................................................................................... 205

National Response Framework ............................................................................................................................................. 205

National Incident Management System................................................................................................................................. 205

Emergency Support Function Annexes ................................................................................................................................. 205

National Oil and Hazardous Substances Pollution Contingency Plan .................................................................................... 206

Post-Katrina Emergency Management Reform Act............................................................................................................... 207

Presidential Policy Directive-8 ............................................................................................................................................. 207

All-Hazards Coordination and Cooperation .......................................................................................................................... 207

NWCG Role in Support, Coordination, and All-Hazards Response by Wildland Fire Agencies ............................................ 208

USFS All-Hazards Guiding Principles and Doctrine ............................................................................................................. 209

Incident Management Teams – All-Hazards and Other Non-Wildland .................................................................................. 210

International Wildland Fire Coordination and Cooperation ................................................. 211

U.S. – Mexico Cross Border Cooperation on Wildland Fires ................................................................................................ 211

U.S. – Canada, Reciprocal Forest Firefighting Arrangement ................................................................................................. 211

U.S. – Australia/New Zealand Wildland Fire Arrangement................................................................................................... 211

International Non-wildland Fire Coordination and Cooperation .......................................... 212

International Disasters Support ............................................................................................................................................. 212

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Chapter 9: Fire Management Planning ...................................................................... 213

Purpose ....................................................................................................................................... 213

Policy .......................................................................................................................................... 213

Agency Planning Guidance ....................................................................................................... 214

Department of Interior .......................................................................................................................................................... 214

U.S. Forest Service ............................................................................................................................................................... 214

Other Resources ................................................................................................................................................................... 214

Concepts and Definitions .......................................................................................................... 215

Land and Resource Management Plan .................................................................................................................................. 215

Fire Management Plan .......................................................................................................................................................... 215

Compliance .......................................................................................................................................................................... 215

Spatial Fire Management Plan .............................................................................................................................................. 215

Spatial Fire Management Plan Mapsheet .............................................................................................................................. 215

Spatial Fire Management Plan Map Set ................................................................................................................................ 215

Connection to Other Plans ........................................................................................................ 216

Air Quality and Smoke Management....................................................................................... 216

Air Quality Definitions ......................................................................................................................................................... 216

National Ambient Air Quality Standards .............................................................................................................................. 216

Criteria Pollutants ................................................................................................................................................................. 217

State Implementation Plan .................................................................................................................................................... 217

Federal Implementation Plan ................................................................................................................................................ 217

Attainment Area ................................................................................................................................................................... 217

Nonattainment Area ............................................................................................................................................................. 217

Maintenance Area ................................................................................................................................................................ 217

Chapter 10: Preparedness ........................................................................................... 219

Preparedness Overview ............................................................................................................. 219

Preparedness Planning .............................................................................................................. 219

Fire Danger Rating .................................................................................................................... 220

Communication of Fire Danger ............................................................................................................................................ 220

Fire Danger Operating Plan ..................................................................................................... 221

Preparedness Level Plans ......................................................................................................... 223

Step-up/Staffing Plans ............................................................................................................... 224

Staffing Level ....................................................................................................................................................................... 224

Initial Response/Preplanned Dispatch Plans ........................................................................... 225

Fire Prevention/Mitigation Plans ............................................................................................. 225

National Fire Prevention Education Teams ............................................................................ 226

Fire Danger PocketCards for Firefighter Safety ..................................................................... 226

Managing Weather Data in the Weather Information Management System ....................... 227

Management Actions for Remote Automated Weather Stations ........................................... 228

Noncompliance Report ......................................................................................................................................................... 228

Portable RAWS .................................................................................................................................................................... 228

Predictive Service Areas ........................................................................................................... 228

National Predictive Services Fire Potential Outlooks and Advisories ................................... 228

National Significant Wildland Fire Potential Outlook ........................................................................................................... 228

National 7-Day Significant Fire Potential Outlook ................................................................................................................ 229

Fuels and Fire Behavior Advisories ...................................................................................................................................... 229

National Intelligence Products .................................................................................................. 230

Local Unit Seasonal Tracking ................................................................................................... 230

Fire Severity Funding ................................................................................................................ 230

Typical Uses......................................................................................................................................................................... 231

Authorization ....................................................................................................................................................................... 231

State/Regional-Level Fire Severity Funding ......................................................................................................................... 232

National-Level Fire Severity Funding ................................................................................................................................... 232

Appropriate Fire Severity Funding Charges and Activities ................................................................................................... 232

Labor.................................................................................................................................................................................... 232

Vehicles and Equipment ....................................................................................................................................................... 233

Aviation ............................................................................................................................................................................... 233

Travel and Per Diem............................................................................................................................................................. 233

Prevention Activities ............................................................................................................................................................ 233

Inappropriate Fire Severity Funding Charges ........................................................................................................................ 233

Interagency Severity Requests .............................................................................................................................................. 234

Requesting Fire Severity Funding ......................................................................................................................................... 234

Sequence of Action and Responsible Parties for Severity Funding Requests ......................................................................... 234

Labor Cost Coding for Fire Severity Funded Personnel ........................................................................................................ 235

Documentation ..................................................................................................................................................................... 236

Severity Funding Reviews .................................................................................................................................................... 236

Qualification for Professional Liability Insurance Reimbursement ...................................... 236

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Chapter 11: Incident Management and Response ..................................................... 237

National Response Framework ................................................................................................. 237

National Incident Management System ................................................................................... 237

Incident Management and Coordination Components of the National Incident Management System .................................... 237

Incident Command System ....................................................................................................... 237

Wildfire Complexity .................................................................................................................. 237

Wildfire Risk and Complexity Assessment ........................................................................................................................... 238

Command Organizations .......................................................................................................... 238

Incident Command ............................................................................................................................................................... 238

Onsite Command Organizations ........................................................................................................................................... 239

Incident Characteristics ............................................................................................................ 239

Type 5 Incident Characteristics............................................................................................................................................. 239

Type 4 Incident Characteristics............................................................................................................................................. 240

Type 3 Incident Characteristics............................................................................................................................................. 240

Type 3 Incident Command ................................................................................................................................................... 241

Type 2 Incident Characteristics............................................................................................................................................. 241

Type 2 Incident Command ................................................................................................................................................... 241

Type 1 Incident Characteristics............................................................................................................................................. 241

Type 1 Incident Command ................................................................................................................................................... 242

Incident Management Teams ................................................................................................... 242

Area Command .................................................................................................................................................................... 242

Complex Incident Management Teams (CIMTs) .................................................................................................................. 243

Type 1 Incident Management Teams .................................................................................................................................... 243

National Incident Management Organization ........................................................................................................................ 243

Type 2 Incident Management Teams .................................................................................................................................... 244

Unified Command ................................................................................................................................................................ 244

All-Hazards and Other Non-Wildland Fire ........................................................................................................................... 244

Coordination and Support Organizations ............................................................................... 244

Buying/Payment Teams ........................................................................................................................................................ 245

Multi-Agency Coordination .................................................................................................................................................. 245

Wildland Fire Decision Support System .................................................................................. 246

Initial Decision ..................................................................................................................................................................... 247

New Decision .............................................................................................................................. 248

Wildland Fire Decision Support System Decision Approval and Publication ........................................................................ 248

Wildland Fire Decision Support System Decision Approval Authorities by Agency ............................................................. 249

Wildland Fire Decision Support System Decision Support ................................................................................................... 250

Managing the Incident .............................................................................................................. 250

Agency Administrator Definition ......................................................................................................................................... 250

Agency Administrator Responsibilities ................................................................................................................................. 251

Agency Administrator Representative Responsibilities ......................................................................................................... 252

Resource Advisor Responsibilities ....................................................................................................................................... 252

Use of Trainees .................................................................................................................................................................... 253

Incident Record Creation ...................................................................................................................................................... 254

Incident Action Plan ............................................................................................................................................................. 254

Incident Status Reporting ..................................................................................................................................................... 254

Incident History and Financial Records ................................................................................................................................ 254

Document and Computer Security ........................................................................................................................................ 254

Transfer of Command........................................................................................................................................................... 255

Release of Incident Management Teams ............................................................................................................................... 255

Team Evaluation .................................................................................................................................................................. 255

Unit/Area Closures .................................................................................................................... 256

Incident Emergency Management Planning and Services...................................................... 256

Fire Management in Wilderness .............................................................................................. 256

Operational Guidelines for Aquatic Invasive Species ............................................................. 257

Operational Guidelines for Invasive Species ........................................................................... 258

Responding to Non-Wildland Fire Incidents ........................................................................... 258

Wildland Urban Interface ..................................................................................................................................................... 259

Structure, Vehicle, Dumpster, Trash, and Landfill Fires ....................................................................................................... 259

Public Emergency Medical Response ................................................................................................................................... 260

Post-Wildfire Activities ............................................................................................................. 260

Suppression Repair ............................................................................................................................................................... 260

Emergency Stabilization ....................................................................................................................................................... 260

Rehabilitation ....................................................................................................................................................................... 261

Restoration ........................................................................................................................................................................... 261

Burned Area Emergency Response Teams .............................................................................. 262

Interagency Final Fire Reports and Datasets .......................................................................... 263

Incident Business Management ................................................................................................ 264

Cost Management ................................................................................................................................................................. 265

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Fire Reviews – Wildland Fire Management Annual Report and Large Fire Review (FS) ...................................................... 265

Significant Wildland Fire Review (DOI) .............................................................................................................................. 265

Cache Management ................................................................................................................... 265

Type 1 and 2 National Interagency Support Caches .............................................................................................................. 265

Type 3 Support Caches ......................................................................................................................................................... 266

Type 4 Local Caches ............................................................................................................................................................ 266

Inventory Management ............................................................................................................. 266

System Implementation ........................................................................................................................................................ 266

Accountability ...................................................................................................................................................................... 266

Trackable Items .................................................................................................................................................................... 266

Durable Items ....................................................................................................................................................................... 266

Consumable Items ................................................................................................................................................................ 267

Incident Management and Environmental Sustainability....................................................................................................... 267

Incident-to-Incident Transfer of Supplies and Equipment ..................................................................................................... 267

Fire Loss Tolerance Reporting for Type 1 and 2 Incidents .................................................................................................... 267

Incident Supply and Equipment Return Procedures .............................................................................................................. 268

Cache Returns and Restock Procedures ................................................................................................................................ 268

Incident Replacement of Government Property .................................................................................................................... 268

Chapter 12: Suppression Chemicals and Delivery Systems ...................................... 271

Policy for Use of Fire Chemicals............................................................................................... 271

Types of Fire Chemicals ............................................................................................................ 271

Long-Term Retardant ........................................................................................................................................................... 271

Fire Suppressant Foam ......................................................................................................................................................... 271

Wet Water ............................................................................................................................................................................ 272

Water Enhancer (Gel) ........................................................................................................................................................... 272

Safety Information .................................................................................................................... 272

Personnel Safety ................................................................................................................................................................... 272

Aerial Application Safety ..................................................................................................................................................... 273

Interagency Policy for Aerial and Ground Delivery of Wildland Fire Chemicals Near

Waterways and Other Avoidance Areas ............................................................................ 273

Waterway Definition ............................................................................................................................................................ 274

Waterway Buffer .................................................................................................................................................................. 274

Additional Mapped Avoidance Areas ................................................................................................................................... 274

Guidance for Pilots ............................................................................................................................................................... 274

Exceptions for Aerial Delivery of Long-Term Retardant on USDA Forest Service Lands (2011 Record of Decision) ........... 275

Exceptions for All Other Agencies and All Other Fire Chemicals ......................................................................................... 275

Reporting Requirements of Aerially Delivered Wildland Fire Chemicals Into Waterways,

Waterway Buffer Areas and Mapped Avoidance Areas ................................................... 275

Endangered Species Act Emergency Consultation ................................................................. 276

Operational Guidelines for Invasive Species ........................................................................... 277

Chapter 13: Firefighter Training and Qualifications ................................................ 279

Introduction ............................................................................................................................... 279

Standards ................................................................................................................................... 279

Qualification and Certification Process ................................................................................... 279

Recognition of Prior Learning .............................................................................................................................................. 280

Non-NWCG Agency Personnel Qualifications ..................................................................................................................... 281

Non-NWCG Agency Personnel Use on Prescribed Fire ........................................................................................................ 281

Incident Qualifications and Certification System ................................................................... 281

Certification of Non-Agency Personnel ................................................................................................................................ 282

Incident Qualification Card .................................................................................................................................................. 282

Incident Qualification Card Expiration Dates ....................................................................................................................... 284

Universal Training Requirements ............................................................................................ 284

RT-130, Wildland Fire Safety Training Annual Refresher (WFSTAR) ................................ 284

Medical Examinations ............................................................................................................... 285

Arduous Fitness Level – Department of Interior Wildland Firefighter Medical Standards Program (DOI MSP) .................... 286

Examination/Self-Certification Periodicity and Changes in Medical Status ........................................................................... 287

Medical Examination Process for Light and Moderate Fitness Levels ................................................................................... 287

Work Capacity Tests ................................................................................................................. 288

Physical Fitness Levels ......................................................................................................................................................... 288

Work Capacity Tests ............................................................................................................................................................ 289

Work Capacity Test Administration ..................................................................................................................................... 289

Work Capacity Test – Retesting ........................................................................................................................................... 290

Physical Fitness and Conditioning ........................................................................................... 291

Minimum Age Requirements for Hazardous Duty Assignments on Federal Incidents........ 291

Engine Modules ......................................................................................................................... 291

Helicopter Modules ................................................................................................................... 291

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Smokejumpers ........................................................................................................................... 292

Smokejumper Policy ............................................................................................................................................................ 292

Smokejumper Communications ............................................................................................................................................ 292

Smokejumper Training ......................................................................................................................................................... 292

Smokejumper Target Qualifications ..................................................................................................................................... 292

Smokejumper Medical Standards ......................................................................................................................................... 293

USFS Smokejumper Physical Fitness Standards ................................................................................................................... 293

Interagency Hotshot Crews ...................................................................................................... 293

Interagency Hotshot Crew Policy ......................................................................................................................................... 293

Interagency Hotshot Crew Certification ................................................................................................................................ 294

Annual Interagency Hotshot Crew Premobilization Process .................................................................................................. 294

Annual Interagency Hotshot Crew Readiness Review........................................................................................................... 294

Interagency Hotshot Crew Organization ............................................................................................................................... 294

Interagency Hotshot Crew Availability Periods .................................................................................................................... 294

National Interagency Hotshot Crew Status Reporting System ............................................................................................... 295

Interagency Hotshot Crew Communications ......................................................................................................................... 295

Interagency Hotshot Crew Transportation ............................................................................................................................ 295

Other Hand Crews .................................................................................................................... 295

Policy ................................................................................................................................................................................... 295

Wildland Fire Modules ............................................................................................................. 298

Wildland Fire Module Policy................................................................................................................................................ 298

Wildland Fire Module Types and Certification ..................................................................................................................... 298

Wildland Fire Module Availability Periods .......................................................................................................................... 299

Wildland Fire Module Organization ..................................................................................................................................... 299

Minimum Wildland Fire Module Standards for Interagency Mobilization ............................................................................ 299

Chainsaw Operators and Fallers .............................................................................................. 301

Chapter 14: Firefighting Equipment .......................................................................... 305

Introduction ............................................................................................................................... 305

Policy .......................................................................................................................................... 305

Firefighting Engine/Water Tender Common Standards ........................................................ 305

Driving Standard .................................................................................................................................................................. 305

Engine/Tactical Water Tender Water Reserve ...................................................................................................................... 305

Chocks ................................................................................................................................................................................. 305

Fire Extinguisher .................................................................................................................................................................. 305

Nonskid Surfaces ................................................................................................................................................................. 305

First Aid Kit ......................................................................................................................................................................... 305

Gross Vehicle Weight........................................................................................................................................................... 306

Speed Limits ........................................................................................................................................................................ 306

Lighting ............................................................................................................................................................................... 306

Emergency Light Use ........................................................................................................................................................... 306

Fire Equipment Maintenance and Inspections ....................................................................................................................... 306

Mobile Attack (Pump and Roll) ............................................................................................................................................ 306

Firefighting Engines .................................................................................................................. 307

Operational Procedures ........................................................................................................................................................ 307

Engine Typing ...................................................................................................................................................................... 307

Fire Engine Staffing ............................................................................................................................................................. 307

Engine Inventories................................................................................................................................................................ 308

Water Tenders ........................................................................................................................... 308

Water Tender Typing ........................................................................................................................................................... 308

Water Tender Qualifications and Staffing Standards ............................................................................................................. 308

Dozers/Tractor Plows ................................................................................................................ 309

Dozer/Tractor Plow Training and Qualifications................................................................................................................... 309

Dozer/Tractor Plow Operational Procedures ......................................................................................................................... 309

All-Terrain Vehicles/Utility-Terrain Vehicles ......................................................................... 309

Required PPE ....................................................................................................................................................................... 312

Vehicle Cleaning/Invasive Species Prevention......................................................................... 314

Incident Remote Automated Weather Stations ....................................................................... 314

Aerial Ignition Devices .............................................................................................................. 314

Ground Ignition Devices and Transporting/Dispensing Fuel ................................................. 314

Chapter 15: Communications ..................................................................................... 315

Policy .......................................................................................................................................... 315

Dispatch Recording Devices ...................................................................................................... 315

Cellular/Smartphone/Satellite Phone Communications ......................................................... 315

Radio Communications ............................................................................................................. 315

Radio Contracts ......................................................................................................................... 315

Radio Frequency Management ................................................................................................. 316

Daily, Initial Attack and Airtanker Base Frequency Management ....................................... 316

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Mutual Aid Frequency Management ....................................................................................... 317

Prohibited ............................................................................................................................................................................. 317

Exception ............................................................................................................................................................................. 317

Incident Frequency Management ............................................................................................. 317

Aviation Operations Frequency Management ....................................................................................................................... 318

Preassigned National Frequencies ............................................................................................ 319

National Air Guard Frequency (168.6250 MHz) ................................................................................................................... 319

National Flight Following Frequency (168.6500 MHz)......................................................................................................... 319

Smokejumper and Rappel/RADS Air-to-Ground Frequency (168.5500 MHz) .................... 319

Governmentwide Area Common User Frequencies (163.1000 MHz, 168.3500 MHz)........................................................... 319

National Interagency Fire Tactical Frequencies .................................................................................................................... 320

Incident Radio Support ............................................................................................................. 320

Military Communications on an Incident ................................................................................ 321

Chapter 16: Aviation Operations and Resources ...................................................... 323

Purpose and Scope ..................................................................................................................... 323

Organizational Responsibilities ................................................................................................ 323

National Office – Department of Interior .............................................................................................................................. 323

National Office – U.S. Department of Agriculture ................................................................................................................ 324

State/Regional Office ........................................................................................................................................................... 325

Local Office ......................................................................................................................................................................... 326

Aviation Information Resources ............................................................................................... 328

Aviation Safety ........................................................................................................................... 328

Risk Assessment and Risk Management ............................................................................................................................... 329

How to Properly Refuse Risk (Aviation) .............................................................................................................................. 329

Aviation Safety Support ............................................................................................................ 330

Aviation Safety and Technical Assistance Team (ASTAT) ................................................................................................... 330

Aviation Safety Briefing ....................................................................................................................................................... 330

Aviation Hazard ................................................................................................................................................................... 331

Aerial Applications of Wildland Fire Chemical Safety ......................................................................................................... 331

SAFECOM ................................................................................................................................. 331

Aircraft Incidents/Accidents ..................................................................................................... 332

Unmanned Aircraft Systems ..................................................................................................... 332

UAS Incursion Reporting Protocol ....................................................................................................................................... 332

Policy ................................................................................................................................................................................... 332

Personnel.............................................................................................................................................................................. 333

Crew Composition................................................................................................................................................................ 333

Ordering ............................................................................................................................................................................... 333

Operations ............................................................................................................................................................................ 333

Key Points ............................................................................................................................................................................ 334

Additional Information ......................................................................................................................................................... 334

Airspace Coordination .............................................................................................................. 334

Flight Request and Approval .................................................................................................... 335

Point-to-point Flights ........................................................................................................................................................... 335

Mission Flights ..................................................................................................................................................................... 336

Low-Level Flight Operations .................................................................................................... 337

Operational Procedures ........................................................................................................................................................ 337

Congested Area Flight Operations ........................................................................................... 337

Flight Following – All Aircraft ................................................................................................. 337

Sterile Cockpit – All Aircraft .................................................................................................... 338

Interagency Interim Flight and Duty Limitations/Aviation Stand Downs ............................ 338

Interim Flight and Duty Limitations Implementation ............................................................................................................ 339

Aviation Assets ........................................................................................................................... 341

Helitack ...................................................................................................................................... 341

Organization – Crew Size ..................................................................................................................................................... 341

Operational Procedures ........................................................................................................................................................ 342

Helibase ............................................................................................................................................................................... 342

Communication .................................................................................................................................................................... 343

Transportation ...................................................................................................................................................................... 343

Training and Experience Requirements ................................................................................................................................ 343

Helicopter Rappel and Cargo Let-Down ............................................................................................................................... 344

Single-Skid, Toe-In, and Hover Exit/Entry (STEP) ............................................................................................................... 344

Short Haul for Wildland Fire ................................................................................................................................................ 345

Short Haul ............................................................................................................................................................................ 345

Aerial Ignition ............................................................................................................................ 345

Fire Chemical Avoidance Areas ............................................................................................... 345

Aerial Supervision Principles for ATGS, HLCO, ASM, and Leadplane ............................... 345

Operational Procedures and Policy ....................................................................................................................................... 346

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Air Tactical Group Supervisor ................................................................................................. 346

Program Management .......................................................................................................................................................... 347

Training ............................................................................................................................................................................... 347

Operational Considerations .................................................................................................................................................. 347

Aerial Supervision Module and Leadplane ............................................................................. 347

Operational Considerations .................................................................................................................................................. 347

Policy ................................................................................................................................................................................... 348

Aerial Supervision Module Program Training and Qualifications ......................................................................................... 348

Aerial Supervision Coordination .......................................................................................................................................... 348

Reconnaissance or Patrol Flights ............................................................................................. 348

Airtankers .................................................................................................................................. 348

Airtanker Types .................................................................................................................................................................... 349

Very Large Airtankers .......................................................................................................................................................... 349

State of Alaska Airtankers .................................................................................................................................................... 350

International Airtankers and Water Scoopers ........................................................................................................................ 350

Airtanker Rotation ................................................................................................................................................................ 351

Exceptions ............................................................................................................................................................................ 351

Rotation of State Airtankers ................................................................................................................................................. 352

Additional Information ......................................................................................................................................................... 352

Airtanker Payloads .................................................................................................................... 352

Large and Very Large Airtanker Coordination ...................................................................... 352

Airtanker Base Operations ....................................................................................................... 353

Loading Operations .............................................................................................................................................................. 353

Airtanker Base Personnel ..................................................................................................................................................... 353

Startup/Cutoff Time for Multi-Engine Airtankers ................................................................................................................. 353

Single Engine Airtankers .......................................................................................................... 353

Single Engine Airtanker Operations, Procedures, and Safety ................................................................................................ 353

Single Engine Airtanker Manager Position ........................................................................................................................... 354

Operational Procedures ........................................................................................................................................................ 354

Multi-Engine Water Scoopers .................................................................................................. 354

Smokejumper Pilots .................................................................................................................. 354

Helicopters ................................................................................................................................. 354

Helicopter Types .................................................................................................................................................................. 354

Military or National Guard Helicopters and Pilots................................................................. 355

Modular Airborne Fire Fighting System (MAFFS) ................................................................ 355

Cooperator Aircraft .................................................................................................................. 355

Non-Federally Approved Cooperator Aircraft....................................................................................................................... 356

Chapter 17: Fuels Management .................................................................................. 359

Introduction ............................................................................................................................... 359

Policy .......................................................................................................................................... 359

Fuels Management ............................................................................................................................................................... 359

Reporting Fuels Management Accomplishments .................................................................... 360

Reporting Fuels Treatment Effectiveness Monitoring ............................................................ 360

Reporting Planned Fuels Treatments Burned in a Wildfire .................................................. 360

Reporting of Wildfire Acres That Meet Resource Management Objectives ......................... 361

Prescribed Fire During Preparedness Levels 4 and 5 ............................................................. 362

Federal Agencies Assistance ..................................................................................................... 363

Hazard Pay/Environmental Differential for Prescribed Fire Implementation ..................... 363

Non-NWCG Agency Personnel Use on Prescribed Fire ......................................................... 363

Use of Contractors for Prescribed Fire Implementation ........................................................ 364

Use of Administratively Determined Pay Plan for Prescribed Fire ....................................... 364

Activation of Contingency Resources ....................................................................................... 364

Non-Fire Fuels Management Activities .................................................................................... 364

Chapter 18: Reviews and Investigations .................................................................... 365

Introduction ............................................................................................................................... 365

Multiagency Cooperation .......................................................................................................... 365

Federal Interagency Investigations........................................................................................................................................ 365

Reviews ....................................................................................................................................... 365

Review Types and Requirements .......................................................................................................................................... 366

Preparedness Review ............................................................................................................................................................ 367

After Action Review ............................................................................................................................................................ 367

Fire and Aviation Safety Team Review ................................................................................................................................ 368

Safety Assistance Team Visit ............................................................................................................................................... 368

Aviation Safety and Technical Assistance Team Review ...................................................................................................... 369

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Wildland Fire Management Annual Report and Large Fire Review (FS) .............................................................................. 369

Significant Wildland Fire Review (DOI) .............................................................................................................................. 369

Individual Fire Review ......................................................................................................................................................... 370

Lessons Learned Review ...................................................................................................................................................... 370

Rapid Lesson Sharing ........................................................................................................................................................... 372

Declared Wildfire Reviews ................................................................................................................................................... 372

Air Quality Exceedance Notice of Violation Reviews ........................................................................................................... 372

Investigations ............................................................................................................................. 372

Wildland Fire Incident and Accident Types and Definitions ................................................................................................. 373

Investigation and Review Types and Requirements .............................................................................................................. 374

Investigation Processes .............................................................................................................. 375

Processes Common to All Wildland Fire Accident Investigations ......................................................................................... 375

Wildland Fire Accident Investigation Process ......................................................................... 375

Notification .......................................................................................................................................................................... 376

Investigation Team Membership .......................................................................................................................................... 376

Investigation Methodology ................................................................................................................................................... 376

Accident Investigation 24- and 72-Hour Reports .................................................................................................................. 376

Accident Investigation Final Report ..................................................................................................................................... 377

Accident Investigation Report Standard Contents ................................................................................................................. 377

Wildland Fire Serious Accident Investigation Process ........................................................... 378

Fire Director Responsibilities ............................................................................................................................................... 379

Agency Administrator Responsibilities ................................................................................................................................. 379

Notification .......................................................................................................................................................................... 379

Designating the Investigation Team Lead ............................................................................................................................. 380

Serious Accident Investigation Team Composition ............................................................................................................... 380

Serious Accident Investigation 24- and 72-Hour Reports ...................................................................................................... 382

Serious Accident Investigation Final Report ......................................................................................................................... 382

Accident Review Board/Board of Review ............................................................................................................................ 382

Fire Cause Determination and Trespass Investigation ........................................................... 383

Introduction .......................................................................................................................................................................... 383

Policy ................................................................................................................................................................................... 383

Related Policy Documents ......................................................................................................... 384

Chapter 19: Dispatch and Coordination System ....................................................... 387

Introduction ............................................................................................................................... 387

National Dispatch/Coordination System .................................................................................. 387

National Interagency Coordination Center ............................................................................................................................ 388

Geographic Area Coordination Centers ................................................................................................................................ 388

Local Dispatch Centers ......................................................................................................................................................... 389

Mobilization Guides .................................................................................................................. 389

Local Mobilization Guide/Dispatch Operating Plan .............................................................................................................. 389

Local and Geographic Area Drawdown .................................................................................. 390

Establishing Drawdown Levels ............................................................................................................................................ 390

National Ready Reserve ............................................................................................................ 390

Dispatch/Coordination Center Administration ....................................................................... 391

Memorandum of Understanding ........................................................................................................................................... 391

Service and Supply Plans ..................................................................................................................................................... 391

Continuity of Operations Plan .............................................................................................................................................. 392

Dispatch/Coordination Center Manager Delegation of Authority ......................................... 392

National Interagency Coordination Center Functional Responsibilities ............................... 392

Positioning and Movement of Resources .............................................................................................................................. 392

Management of National Aviation Resources ....................................................................................................................... 393

Management of National Support Resources ........................................................................................................................ 393

Allocation of Other National Resources ................................................................................................................................ 393

Predictive Services ............................................................................................................................................................... 394

International and Department of Defense Assistance ............................................................................................................ 394

Geographic Area Coordination Center Functional Responsibilities ..................................... 394

Positioning and Movement of Resources .............................................................................................................................. 395

Management of Aviation Resources ..................................................................................................................................... 395

Predictive Services ............................................................................................................................................................... 396

Local Dispatch Center Functional Responsibilities ................................................................ 396

Initial Attack Dispatching ..................................................................................................................................................... 396

Intelligence........................................................................................................................................................................... 398

Expanded Dispatch and Incident Business Management ....................................................................................................... 398

Aviation ............................................................................................................................................................................... 398

Accident Notification ................................................................................................................. 399

Incident Emergency Management Planning............................................................................ 399

Dispatch/Coordination Center Reference Material ................................................................ 399

Training ...................................................................................................................................... 400

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Facilities and Equipment .......................................................................................................... 400

Radio Systems ...................................................................................................................................................................... 401

APPENDICES*

Appendix A – Sample Questions for Fire Site Visits by Agency Administrators

Appendix B – Manager’s Supplement for Post Incident Review

Appendix C – Sample Delegation for Unit Fire Management Officers

Appendix D – Agency Administrator’s Briefing to IMT

Appendix E – Wildland Fire Risk and Complexity Assessment

Appendix F – Indicators of Incident Complexity

Appendix G – Sample Delegations of Authority Agency Administrator to IMT and Leader’s

Intent

Appendix H – Local Incident Commander Briefing to IMT

Appendix I – Incident Management Team Performance Evaluation

Appendix J – Sample Delegation – Lessons Learned Review (LLR)

Appendix K – Recommendations for Incident Emergency Medical Services

Appendix L – Sample Delegation of Authority – FAST

Appendix M – Area Command (AC) Complexity Assessment

Appendix N – Wildland Fire Decision Support System Information

Appendix O – Work Capacity Test Record (internet only)

Appendix P – Dispatch Reference (internet only)

*Some forms in PDF fillable or MSWord format are available online at

https://www.nifc.gov/standards/guides/red-book.

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FEDERAL WILDLAND FIRE MANAGEMENT POLICY & DOCTRINE OVERVIEW CHAPTER 1

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Chapter 1 1

Federal Wildland Fire Management Policy and Doctrine 2

Overview 3

Scope 4

The Interagency Standards for Fire and Fire Aviation Operations states, 5

references, or supplements policy for Bureau of Land Management (BLM), U.S. 6

Forest Service (USFS), U.S. Fish and Wildlife Service (FWS), National Park 7

Service (NPS), and Bureau of Indian Affairs (BIA) fire and fire aviation 8

program management. Original source policy is stated or referenced throughout 9

this handbook. This handbook attempts to reference policy, rather than 10

paraphrase policy to limit duplication. 11

The Interagency Standards for Fire and Fire Aviation Operations is intended to 12

comply with and support the Review and Update of the 1995 Federal Wildland 13

Fire Management Policy (January 2001) and the Guidance for Implementation 14

of Federal Wildland Fire Management Policy (February 13, 2009) and other 15

existing Federal policy. 16

Purpose 17

The Interagency Standards for Fire and Fire Aviation Operations provides fire 18

and fire aviation program management direction for BLM, USFS, FWS, NPS, 19

and BIA managers. Employees engaged in fire management activities will 20

continue to comply with all agency policies. Other references, such as the 21

National Wildfire Coordinating Group (NWCG) Incident Response Pocket 22

Guide (PMS 461) provide operational guidance. 23

Review and Update of the 1995 Federal Wildland Fire Management Policy 24

(January 2001) 25

The Review and Update of the Federal Wildland Fire Management Policy (pp. 26

21-22) established the following guiding principles as fundamental to the 27

successful implementation of the 2001 Federal Fire Policy. For reference, the 28

full 2001 policy document is available at 29

https://www.doi.gov/wildlandfire/policy. 30

1. Firefighter and public safety is the first priority in every fire 31

management activity. 32

2. The role of wildland fire as an essential ecological process and natural 33

change agent will be incorporated into the planning process. Federal 34

agency land and resource management plans set the objectives for the use 35

and desired future condition of the various public lands. 36

3. Fire management plans (FMP), programs, and activities support land 37

and resource management plans (LRMP) and their implementation. 38

4. Sound risk management is a foundation for all fire management 39

activities. Risks and uncertainties relating to fire management activities 40

must be understood, analyzed, communicated, and managed as they relate 41

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to the cost of either doing or not doing an activity. Net gains to the public 1

benefit will be an important component of decisions. 2

5. Fire management programs and activities are economically viable, 3

based upon values to be protected, costs, and land and resource 4

management objectives. Federal agency administrators are adjusting and 5

re-organizing programs to reduce costs and increase efficiencies. As part of 6

this process, investments in fire management activities must be evaluated 7

against other agency programs in order to effectively accomplish the overall 8

mission, set short- and long-term priorities, and clarify management 9

accountability. 10

6. FMPs and activities are based upon the best available science. 11

Knowledge and experience are developed among all wildland fire 12

management agencies. An active fire research program combined with 13

interagency collaboration provides the means to make these tools available 14

to all fire managers. 15

7. FMPs and activities incorporate public health and environmental 16

quality considerations. 17

8. Federal, State, Tribal, local, interagency, and international 18

coordination and cooperation are essential. Increasing costs and smaller 19

work forces require that public agencies pool their human resources to 20

successfully deal with the ever-increasing and more complex fire 21

management tasks. Full collaboration among Federal agencies and between 22

the Federal agencies, and international, State, Tribal, and local 23

governments, and private entities results in a mobile fire management 24

workforce available for the full range of public needs. 25

9. Standardization of policies and procedures among Federal agencies is 26

an ongoing objective. Consistency of plans and operations provides the 27

fundamental platform upon which Federal agencies can cooperate, integrate 28

fire activities across agency boundaries, and provide leadership for 29

cooperation with State, Tribal, and local fire management organizations. 30

2001 Federal Wildland Fire Management Policy 31

The 2001 Review and Update of the Federal Wildland Fire Management Policy 32

(pp. 23-25) established the following policies: 33

1. Safety 34

Firefighter and public safety is the first priority. All FMPs and activities 35

must reflect this commitment. 36

2. Fire Management and Ecosystem Sustainability 37

The full range of fire management activities will be used to help achieve 38

ecosystem sustainability, including interrelated ecological, economic, and 39

social components. 40

3. Response to Wildland Fire 41

Fire, as a critical natural process, will be integrated into LRMPs and 42

activities on a landscape scale, and across agency boundaries. Response to 43

wildland fires is based on ecological, social, and legal consequences of the 44

fire. The circumstances under which a fire occurs, and the likely 45

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consequences on firefighter and public safety and welfare, natural and 1

cultural resources, and values to be protected dictate the appropriate 2

management response to the fire. 3

4. Use of Wildland Fire 4

Wildland fire will be used to protect, maintain, and enhance resources and, 5

as nearly as possible, be allowed to function in its natural ecological role. 6

Use of fire will be based on approved FMPs and will follow specific 7

prescriptions contained in operational plans. 8

5. Rehabilitation and Restoration 9

Rehabilitation and restoration efforts will be undertaken to protect and 10

sustain ecosystems, public health, and safety, and to help communities 11

protect infrastructure. 12

6. Protection Priorities 13

The protection of human life is the single, overriding priority. Setting 14

priorities among protecting human communities and community 15

infrastructure, other property and improvements, and natural and cultural 16

resources will be based on the values to be protected, human health and 17

safety, and the costs of protection. Once people have been committed to an 18

incident, these human resources become the highest value to be protected. 19

7. Wildland Urban Interface 20

The operational roles of the Federal agencies as partners in the wildland 21

urban interface (WUI) are wildland firefighting, hazardous fuels reduction, 22

cooperative prevention and education, and technical assistance. Structural 23

fire suppression is the responsibility of Tribal, State, or local governments. 24

Federal agencies may assist with exterior structural fire protection activities 25

under formal fire protection agreements that specify the mutual 26

responsibilities of the partners, including funding. (Some Federal agencies 27

have full structural protection authority for their facilities on lands they 28

administer and may also enter into formal agreements to assist State and 29

local governments with structural protection.) 30

8. Planning 31

Every area with burnable vegetation must have an approved FMP. FMPs 32

are strategic plans that define a program to manage wildland and prescribed 33

fires based on the area’s approved LMP. Fire management plans must 34

provide for firefighter and public safety; include fire management strategies, 35

tactics, and alternatives; address values to be protected, and public health 36

issues; and be consistent with resource management objectives, activities of 37

the area, and environmental laws and regulations. 38

9. Science 39

Fire management plans and fire programs will be based on a foundation of 40

sound science. Research will support ongoing efforts to increase our 41

scientific knowledge of biological, physical, and sociological factors. 42

Information needed to support fire management will be developed through 43

an integrated interagency fire science program. Scientific results must be 44

made available to managers in a timely manner and must be used in the 45

development of LMPs, FMPs, and implementation plans. 46

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10. Preparedness 1

Agencies will ensure their capability to provide safe, cost-effective fire 2

management programs in support of LRMPs through appropriate planning, 3

staffing, training, equipment, and management oversight. 4

11. Suppression 5

Wildland fires are suppressed at minimum cost, considering firefighter and 6

public safety, benefits, and values to be protected consistent with resource 7

objectives. 8

12. Prevention 9

Agencies will work together and with their partners and other affected 10

groups and individuals to prevent unauthorized ignition of wildland fires. 11

13. Standardization 12

Agencies will use compatible planning processes, funding mechanisms, 13

training and qualification requirements, operational procedures, values-to-14

be protected methodologies, and public education programs for all fire 15

management activities. 16

14. Interagency Cooperation and Coordination 17

Fire management planning, preparedness, prevention, suppression, fire use, 18

restoration and rehabilitation, monitoring, research, and education will be 19

conducted on an interagency basis with the involvement of cooperators and 20

partners. 21

15. Communication and Education 22

Agencies will enhance knowledge and understanding of wildland fire 23

management policies and practices through internal and external 24

communication and education programs. These programs will be 25

continuously improved through the timely and effective exchange of 26

information among all affected agencies and organizations. 27

16. Agency Administrator and Employee Roles 28

Agency administrators will ensure that their employees are trained, 29

certified, and made available to participate in the wildland fire program 30

locally, regionally, and nationally as the situation demands. Employees with 31

operational, administrative, or other skills will support the wildland fire 32

programs, as necessary. Agency administrators are responsible and will be 33

held accountable for making employees available. 34

17. Evaluation 35

Agencies will develop and implement a systematic method of evaluation to 36

determine effectiveness of projects through implementation of the 2001 37

Federal Fire Policy. The evaluation will assure accountability, facilitate 38

resolution of areas of conflict, and identify resource shortages and agency 39

priorities. 40

Guidance for Implementation of Federal Wildland Fire Management Policy 41

(February 13, 2009) 42

On February 13, 2009, the Fire Executive Council (FEC) approved Guidance for 43

the Implementation of Federal Wildland Fire Management Policy. This 44

guidance provides for consistent implementation of the 1995/2001 Federal Fire 45

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Policy, as directed by the Wildland Fire Leadership Council.” (Page 3, Guidance 1

for Implementation of Federal Wildland Fire Management Policy [February 13, 2

2009]). 3

For reference, the complete 2009 guidance is available at 4

https://www.doi.gov/wildlandfire/policy. 5

The following guidelines should be used to provide consistent implementation 6

of Federal wildland fire policy: 7

1. Wildland fire management agencies will use common standards for all 8

aspects of their fire management programs to facilitate effective 9

collaboration among cooperating agencies. 10

2. Agencies and bureaus will review, update, and develop agreements that 11

clarify the jurisdictional inter-relationships and define the roles and 12

responsibilities among local, State, Tribal, and Federal fire protection 13

entities. 14

3. Responses to wildland fire will be coordinated across levels of government 15

regardless of the jurisdiction at the ignition source. 16

4. Fire management plans will be intergovernmental in scope and developed 17

on a landscape scale. 18

5. Wildland fire is a general term describing any non-structure fire that occurs 19

in the wildland. Wildland fires are categorized into two distinct types: 20

a. Wildfires – Unplanned ignitions or prescribed fires that are declared21

wildfires.22

b. Prescribed Fires – Planned ignitions.23

6. A wildland fire may be concurrently managed for one or more objectives 24

and objectives can change as the fire spreads across the landscape. 25

Objectives are affected by changes in fuels, weather, topography; varying 26

social understanding and tolerance; and involvement of other governmental 27

jurisdictions having different missions and objectives. 28

7. Management response to a wildland fire on Federal land is based on 29

objectives established in the applicable LMP/RMP, and/or the FMP. 30

8. Initial action on human-caused wildfire will be to suppress the fire at the 31

lowest cost with the fewest negative consequences with respect to 32

firefighter and public safety. 33

9. Managers will use a decision support process to guide and document 34

wildfire management decisions. The process will provide situational 35

assessment, analyze hazards and risk, define implementation actions, and 36

document decisions and rationale for those decisions. 37

Guidance for Implementation of Federal Wildland Fire Management Policy 38

(February 13, 2009), page 7. 39

Definitions 40

Key policy definitions selected from appendix A of the Guidance for 41

Implementation of Federal Wildland Fire Management Policy as updated by 42

Fire Management Board (FMB) Memorandum 19-004, issued October 11, 2019. 43

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Initial Response: The initial decisions and actions taken in reaction to a 1

reported incident. 2

3 Initial Attack: An aggressive action to put the fire out by the first resources to

4 arrive, consistent with firefighter and public safety and values to be protected.

5 Prescribed Fire (see also “Wildland Fire”): A wildland fire originating from a

6 planned ignition in accordance with applicable laws, policies, and regulations to

7 meet specific objectives.

8 Suppression: All the work to extinguish a fire or limit wildland fire spread.

Wildfire: A wildland fire originating from an unplanned ignition, such as 9

lightning, volcanos, unauthorized and accidental human caused fires, and 10

prescribed fires that are declared wildfires. 11

Wildland Fire (includes wildfires and prescribed fires): Any non-structure 12

fire that occurs in vegetation or natural fuels. 13

Other Definitions 14

Extended Attack: Actions taken on a wildfire that has exceeded the initial 15

response. 16

Extended-attack Incident: An incident that exceeds the capability of the initial 17

attack resources and/or organization to successfully manage the incident to 18

conclusion. 19

Fire Operations Doctrine 20

Purpose of Fire Operations Doctrine 21

Fire operations doctrine states the fundamental principles on the subject of fire 22

operations. This doctrine establishes a particular way of thinking about fire 23

operations and provides a philosophy for leading firefighters in fire operations, a 24

mandate for professionalism, and a common language. Fire operations doctrine 25

does not consist of procedures to be applied to specific situations so much as it 26

sets forth general guidance that requires judgment in application. 27

The Nature of Fire Operations 28

Fire is a complex, dynamic, and often unpredictable phenomenon. Fire 29

operations require mobilizing a complex organization that includes 30

management, command, support, and firefighting personnel, as well as aircraft, 31

vehicles, machinery, and communications equipment. While the magnitude and 32

complexity of the fire itself and of the human response to it will vary, the fact 33

that fire operations are inherently dangerous will never change. A firefighter, 34

utilizing the best available science, equipment, training, and working within the 35

scope of agency doctrine and policy can still suffer serious injury or death. 36

Wildland Fire Operations Risk Management 37

The primary means by which accidents are prevented in wildland fire operations 38

is through aggressive risk management. This safety philosophy acknowledges 39

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that while the ideal level of risk may be zero, a hazard-free work environment is 1

not a reasonable or achievable goal in fire operations. Through organized, 2

comprehensive, and systematic risk management, fire personnel will determine 3

the acceptable level of risk that allows for safety yet still achieves fire operations 4

objectives. Risk management is intended to minimize the number of injuries or 5

fatalities experienced by wildland firefighters. 6

Fire Preparedness 7

Fire preparedness is the state of being ready to provide an appropriate response 8

to wildfires based on identified objectives. Preparedness is the result of activities 9

that are planned and implemented prior to fire ignitions. Preparedness requires 10

identifying necessary firefighting capabilities and implementing coordinated 11

programs to develop those capabilities. Preparedness requires a continuous 12

process of developing and maintaining firefighting infrastructure, predicting fire 13

activity, implementing prevention activities, identifying values to be protected, 14

hiring, training, equipping, prepositioning, and deploying firefighters and 15

equipment, evaluating performance, correcting deficiencies, and improving 16

operations. All preparedness activities should be focused on developing fire 17

operations capabilities and on performing successful fire operations. 18

Fire Operations Command Philosophy 19

It is essential that our philosophy of command support the way we conduct fire 20

operations. First and foremost, in order to generate effective decision making in 21

fire operations, and to cope with the unpredictable nature of fire, commander 22

intent must be lucid and unambiguous, and lines of authority must be clearly 23

articulated and understood. Subordinate commanders must make decisions on 24

their own initiative based on their understanding of their commander’s intent. A 25

competent subordinate commander who is at the point of decision may 26

understand a situation more clearly than a senior commander some distance 27

removed. In this case, the subordinate commander must have the freedom to 28

take decisive action directed toward the accomplishment of operational 29

objectives. However, this does not imply that unity of effort does not exist, or 30

that actions are not coordinated. Unity of effort requires coordination and 31

cooperation among all forces toward a commonly understood objective. Unified, 32

coordinated action, whether between adjacent single resources on the fireline or 33

between the highest command level and the most subordinate firefighter, is 34

critical to successful fire operations. 35

Fire Leadership 36

Leadership is the art of influencing people in order to achieve a result. The most 37

essential element for success in the wildland fire service is good leadership. 38

Good leaders provide purpose, direction, and motivation for wildland 39

firefighters working to accomplish difficult tasks under dangerous, stressful 40

circumstances. Leaders often face difficult problems to which there are no 41

simple, clear-cut, by-the-book solutions. In these situations, leaders must use 42

their knowledge, skill, experience, education, values, and judgment to make 43

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decisions and to take or direct action—in short, to provide leadership. All 1

firefighters, regardless of position, must provide leadership. 2

Fire Suppression 3

The purpose of fire suppression is to protect values at risk of loss by putting the 4

fire out in the safest, most effective, and efficient manner. Every firefighter, 5

whether in a management, command, support, or direct suppression role, should 6

be committed to maximizing the safe, effective, and efficient engagement of 7

capable firefighters in suppression action. 8

Principles of Suppression Operations 9

Wildland fire leaders implement command decisions and maintain unity of 10

action by using the common principles of suppression operations to improve 11

decision making and firefighter safety. The principles of Risk Management; 12

Standard Firefighting Orders and Watch Out Situations; Lookouts, 13

Communication, Escape Routes, Safety Zones (LCES); and the Downhill 14

Checklist guide our fundamental fire suppression practices, behaviors, customs, 15

and are mutually understood at every level of command. These principles are 16

not absolute rules and require judgment in application. 17

Principles of Fire Suppression Action 18

The principles of fire suppression action provide a framework for developing 19

fire suppression strategy and for conducting fire suppression operations. Again, 20

these are not absolute or immutable rules. These five principles provide a 21

consistent set of considerations with which to evaluate decisions, plans, and 22

actions in different situations. 23

1. Objective 24

Objectives direct every fire suppression operation toward a clearly defined, 25

attainable end state. 26

2. Speed and Focus 27

Speed is rapidity of action. Focus is the convergence of appropriate 28

resources at the desired position to initiate action. Speed and focus results in 29

increased likelihood of successful suppression actions. 30

3. Positioning 31

Positioning of fire suppression resources ranges from single resource 32

offensive or defensive reactions to changing fire conditions, to preositioning 33

of multiple resources based on predicted activity and values at risk. 34

Positioning should always be undertaken with speed and focus in mind and 35

with sufficient time for positioning to occur before operations begin. 36

Positioning using strategic and opportunistic movement increases the 37

effectiveness of fire suppression resources. 38

4. Simplicity 39

Simplicity provides clear, uncomplicated plans and concise orders. 40

Simplicity contributes to successful actions, maximizing effectiveness and 41

minimizing confusion. 42

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5. Safety 1

Safety is fundamental to successful suppression action. Safety not only 2

contributes to successful actions; it is indispensable to them. 3

Cost-Effective Fire Operations 4

Maximizing the cost effectiveness of any fire operation is the responsibility of 5

all involved, including those that authorize, direct, or implement those 6

operations. Cost effectiveness is the most economical use of the suppression 7

resources necessary to accomplish mission objectives. Accomplishing fire 8

operations objectives safely and efficiently will not be sacrificed for the sole 9

purpose of “cost savings.” Care will be taken to ensure that suppression 10

expenditures are commensurate with values to be protected, while understanding 11

that other factors may influence spending decisions, including the social, 12

political, economic, and biophysical environments. 13

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BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 11

Chapter 2 1

BLM Program Organization and Responsibilities 2

Introduction 3

This chapter provides policy and guidance for Bureau of Land Management 4

(BLM) fire and aviation program management as referenced in BLM Manual 5

Section (MS) 9200 Fire Program Management. These standards are based on 6

Department of Interior (DOI) and BLM policy. They are intended to ensure safe, 7

consistent, efficient, and effective fire and aviation operations for a fire 8

organization to manage state and/or local unit fire workload or meet approved 9

national program resource allocations. Bureau employees engaged in fire 10

management activities, including fire program management, fire suppression, 11

and fire program/incident support, will adhere to the standards in this document. 12

This chapter will be reviewed and updated annually. 13

Sexual Harassment, Harassment Non-Sexual and Illegal Discrimination 14

All fire personnel will be provided with a workplace free of unlawful 15

harassment and discrimination. Discrimination based on race, color, national 16

origin, religion, sex, age (over 40), disability, sexual orientation, genetic 17

information, and reprisal is prohibited. Discrimination, in any form, has no place 18

in our organization and will not be tolerated. Discrimination includes sexual or 19

non-sexual harassment; any discriminatory act, policy, practice, or procedure 20

that denies equal opportunity; or any conduct that demeans the dignity of 21

another person. 22

All personnel have a responsibility to carry out this policy and create a work 23

environment a reasonable person would not consider intimidating, hostile, or 24

offensive. 25

Managers and supervisors have a duty to act when they observe or informed of 26

allegations of harassing conduct. Managers and supervisors must make every 27

effort to provide a work environment free of illegal harassment and ensure 28

subordinates are aware of the policy and its requirement. The 29

manager/supervisor who receives the report of, or otherwise becomes aware of, 30

harassing conduct must promptly contact the servicing HRO. If the reported 31

activity poses a security risk or there is a threat of immediate physical harm, law 32

enforcement must be notified immediately. 33

Sexual harassment is a form of discrimination that involves unwelcome sexual 34

advances, requests for sexual favors, and other verbal or physical conduct of a 35

sexual nature. 36

Workplace harassment of any kind may also be a form of discrimination if it 37

involves unwelcome verbal or physical conduct based on race, color, national 38

origin, religion, sex, age (over 40), disability, sexual orientation, or genetic 39

information. Behavior that is hostile and/or intimidating creates an abusive or 40

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offensive work environment and there will be consequences to those who are 1

found to have engaged in harassing conduct. 2

All allegations of harassment (sexual or non-sexual) will be taken seriously and 3

dealt with fairly and promptly. Contacting home unit Human Resources (HR) 4

and Equal Employment Opportunity (EEO) offices when harassment of any kind 5

occurs while on fire assignment is critical. 6

Reprisal against an individual who reports harassment of any kind is illegal. 7

Reprisal is the wrongful threatening or taking of either unfavorable action or 8

withholding favorable action from another solely in response for their opposing 9

employment discrimination or participating in an EEO activity protected by 10

employment discrimination statutes. 11

An employee who engages in harassment or discrimination faces consequences 12

ranging from verbal warnings and letters of reprimand, up to termination from 13

employment, depending on the seriousness of the misconduct. Managers and 14

supervisors who do not act when they know or suspect that harassment or 15

discrimination is occurring also face discipline. Contractor staff may be subject 16

to comparable penalties from their employers. A contractor who fails to enforce 17

this policy may have its contract terminated. Visitors to fire camps who engage 18

in harassment may be removed and prevented from returning. 19

Fire leaders at all levels have the responsibility to serve as role models of 20

appropriate behavior, and should confront any form of discrimination, 21

harassment, or other improper behavior when it is observed or reported. 22

Supervisors have a duty to act when they become aware of harassment of any 23

kind and will be held accountable for responding to and stopping harassment 24

while on fire assignments. 25

All reports of alleged discrimination will be taken seriously, promptly 26

investigated, and handled with professionalism, dignity, and fairness. Incident 27

personnel who believe they have been subjected to discrimination, harassment, 28

or reprisal, should be directed to their home unit EEO manager or an EEO 29

counselor within 45 days of the alleged discriminatory matter. 30

Department of Interior Personnel Bulletin No. 18-01, Prevention and 31

Elimination of Harassing Conduct (https://www.doi.gov/employees/anti-32

harassment/personnel-bulletin-18-01), updates and amends the Department’s 33

policy on providing a work environment free from harassment. 34

All questions or concerns regarding harassment, sexual harassment, or any form 35

of illegal discrimination should be directed to the home unit EEO manager or 36

the Fire and Aviation Directorate (FAD) EEO Manager (208-387-5454). 37

Employee Conduct 38

All employees, cooperators, contractors, and volunteers who participate in 39

wildland fire operations have the duty to treat each other with respect and to 40

maintain a work environment free of misconduct and harassment. 41

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Misconduct includes but is not limited to alcohol misuse, driving while 1

intoxicated, the use of illegal drugs, hazing, insubordination, disregard for 2

policies and procedures, and the destruction or theft of Government property. 3

Examples of Misconduct 4

• Hazing – Hazing is considered a form of harassment. Hazing is defined as 5

“any action taken, or situation created intentionally, to produce mental or 6

physical discomfort, embarrassment, or ridicule.” 7

• Alcohol – The use of alcohol during any work period is strictly prohibited. 8

The performance of job duties while under the influence of alcohol is 9

prohibited. Underage personnel alcohol use is prohibited at all times. 10

Critical Incident Stress Management (CISM) Program 11

Standard of Care and Certification 12

The BLM FAD is committed to crisis intervention practices that adhere to the 13

standard of care established by the International Critical Incident Stress 14

Foundation (ICISF), in providing stabilization of personnel and preventing 15

further harm. A licensed mental health professional is required to assist critical 16

incident peer support (CIPS) groups. Peer supporters are not trained nor are they 17

qualified to operate independently; doing so is a violation of the established 18

boundaries of competence and compromises the integrity of the program. 19

CISM Qualifications 20

All BLM personnel participating in a CISM response shall be qualified as a 21

CISM team member (also CISM) or as a CISM team leader (CISL). Position 22

qualifications are adopted from the Department of the Interior (DOI) Incident 23

Positions Qualification Guide (IPQG) and are in the Federal Wildland Fire 24

Qualifications Supplement (https://iqcsweb.nwcg.gov/). Special consideration 25

shall be given when recommending or approving either CISM or CISL. A 26

recommendation by the employee’s fire management officer is required. This 27

recommendation will go to the Geographic Area Coordination Center (GACC) 28

CISM coordinator for approval. If the GACC does not have a CISM program or 29

coordinator, recommendations must be sent to the BLM National CISM 30

Coordinator for approval. Approval for CISL qualifications will be made by the 31

BLM National CISM Coordinator after review of a recommendation from the 32

employee’s state fire management officer and the GACC CISM coordinator. 33

CISM Request Processes 34

The BLM Fire and Aviation Directorate’s (FAD) CISM Program is intended for 35

employees who work in the fire and aviation program with work-related needs 36

but may assist other employees as needed and requested. Crisis intervention 37

should be based on recognition of need, not strictly the occurrence of an event. 38

What is appropriate will depend on the nature, severity, and duration of the 39

event; the number, skills, and cohesiveness of those involved; and the severity of 40

their physical and emotional symptoms. The CISM Program does not replace 41

professional counseling and other services available to employees through the 42

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Employee Assistance Program (EAP), but it does help align those resources as 1

an appropriate next step when applicable. 2

• Fire Request 3

The BLM does not maintain standing CISM teams or an on-call rotation. 4

An agency administrator (AADM) or designee requests CISM through the 5

GACC CISM coordinator. If the GACC does not have a CISM coordinator, 6

the GACC will notify the BLM National CISM Coordinator. A CIPS group 7

will be assembled at the time of request and will be composed of members 8

who align with the backgrounds and experience of those involved in the 9

critical incident (e.g., hand crews, helitack crews, veterans, dispatchers). 10

• Non-Fire Request 11

Bureau requests for CISM support for non-fire incidents must be authorized 12

by the state director and routed to the Assistant Director (FAD). The BLM 13

National CISM Coordinator shall work directly with the unit affected to 14

determine the most appropriate response and ensure the appropriate 15

response is coordinated with necessary resources. Use of the coordination 16

system is not required for non-fire events. 17

Additional information can be found at https://gacc.nifc.gov/cism/index.html. 18

BLM Fire Operations Website 19

BLM Fire Operations maintains a website that hosts operational, informational, 20

and policy-related documents. The website also contains information about the 21

National Fire Equipment Program (NFEP), the National Fire Training and 22

Workforce Development Program, and the BLM Fire Operations Group (FOG) 23

and its subcommittees. Refer to the BLM Fire Operations website at 24

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations. 25

National Wildfire Coordinating Group Relationship to BLM 26

The National Wildland Coordinating Group (NWCG) provides national 27

leadership to enable interoperable wildland fire operations among Federal, State, 28

local, Tribal, and territorial partners. The NWCG establishes national 29

interagency wildland fire operations standards, but the decision to adopt the 30

standards is made independently by the members and communicated through 31

their respective directives systems. 32

See chapter 8 for NWCG members. 33

The BLM provides a representative to the NWCG Executive Board and 34

representatives to various NWCG committees and subcommittees. These 35

individuals are responsible for representing the BLM during NWCG decision-36

making processes and ensuring that proposed NWCG standards are reviewed by 37

pertinent BLM personnel prior to release by the NWCG. 38

BLM Fire and Aviation Directorate 39

The BLM Fire and Aviation Directorate (FAD) consists of the Assistant 40

Director, FAD; Deputy Assistant Director, FAD; Fire Operations Division 41

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 15

Chief; Aviation Division Chief; Fire Planning and Fuels Management Division 1

Chief; Support Services Division Chief; Budget and Evaluation Division Chief; 2

External Affairs Division Chief; Equal Employment Opportunity Manager; and 3

Fire Safety Program Manager. 4

Program Manager Responsibilities 5

Assistant Director, Fire and Aviation (FA-100) 6

Deputy Assistant Director, Fire and Aviation (FA-100) 7

• Develops policies and standards for firefighting safety, training, prevention, 8

suppression, and use of wildland fires on BLM-managed lands. 9

• Provides guidance to state directors on the use of prescribed fire and fuels 10

management to achieve management objectives. 11

• Integrates fire and aviation management with natural resource management 12

programs. 13

• Establishes position competencies, standards, and minimum qualifications 14

for fire management officers, fire management specialists, and leaders 15

based on Federal interagency standards. 16

• Reviews and evaluates state fire and aviation management programs. 17

• Represents the BLM in the coordination of overall fire and aviation 18

management activities at the National Interagency Fire Center (NIFC) on 19

intra- and interagency fire committees, groups, and working teams. 20

• Establishes priorities in conjunction with Federal fire directors for 21

assignment of critical resources during wildfire emergencies. 22

• Initiates or participates on boards of review concerning actions taken on 23

selected wildland fires. 24

• Negotiates cooperative agreements and/or modifications of existing national 25

level agreements to improve fire and aviation management activities on 26

BLM-managed lands. 27

• Makes determinations on wildland fire management program funding to 28

States and recommends approval to the BLM Director. 29

• Serves as the BLM focal point for the significant wildland fire review 30

(SWFR) process and initiates, facilitates, and provides oversight for the 31

SWFR process. The Assistant Director (FAD) coordinates with the 32

appropriate state director, assembles a SWFR team, provides a delegation of 33

authority, initiates the SWFR, and provides briefings to the BLM Director, 34

as appropriate. 35

• Serves as designated contact for the United States Department of the 36

Treasury for the certification and revocation of certifying officers (CO) and 37

assistant disbursing officers (ADO) and designated officials for emergency 38

incident payments. 39

Equal Employment Opportunity Manager (FA-120) 40

• Manages the BLM fire and aviation Equal Employment Opportunity (EEO) 41

Program in accordance with legal, regulatory, and policy requirements. 42

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

16 Release Date: January 2023

• Manages and directs the counseling program and the alternative dispute1

resolution (ADR) program in accordance with Equal Employment2

Opportunity Commission (EEOC) regulations and BLM policy as well as3

for other agencies located at NIFC.4

• Advises managers and aggrieved persons of employee rights and 5

responsibilities, procedural options, and timeframes in conflict situations, 6

and formulates proposed resolutions. 7

• Negotiates with managers, aggrieved persons, and their representatives to 8

informally resolve EEO matters and executes final settlement agreements. 9

• Manages the Affirmative Employment Program (AEP). 10

• Develops and maintains the accessibility program for the disabled, required 11

under Section 504 of the Rehabilitation Act of 1973, as amended, and the 12

Americans with Disability Act of 1990. 13

• Conducts analyses to evaluate progress in meeting equal employment 14

opportunity program goals. 15

• Administers training activities for the organization. 16

• Provides managers and supervisors with guidance and advice on issues 17

related to EEO/civil rights program activities. 18

• Represents the organization in meetings with public and private groups, 19

universities, minority and women’s organizations, other DOI components, 20

and other Federal agencies. 21

Support Services Division Chief (FA-200) 22

• Manages all aspects of the business responsibilities and programs under the 23

jurisdiction of NIFC for the benefit of the BLM and cooperating agencies. 24

• Directs the accomplishment of the approved operating budget, exercising 25

appropriate control to assure program quality goals are met according to 26

established standards. 27

• Interprets DOI and BLM policies and directives as they affect BLM-NIFC 28

programs. 29

• Participates in the bureauwide and interagency task force activities as a 30

leader or member. 31

• Oversees NIFC site and facilities management, the NIFC Safety and Health 32

Program, business practices, Human Resources, information resource 33

management, maintenance and security, Remote Automated Weather 34

Stations (RAWS) Program, and transportation. 35

• Serves as a focal point and frequent spokesperson for the BLM and the 36

national-level management, assures a public awareness of BLM programs 37

and coordinates with key officials in affected Federal agencies, States, and 38

occasionally with other entities, such as foreign governments, private 39

individuals, private organizations, vendors, suppliers, transportation groups, 40

airlines. 41

• Supports the implementation of BLM automation/modernization/ 42

information resource management (IRM) initiatives as they apply to BLM-43

NIFC. 44

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 17

• Supervises the Fire Safety Program Manager who develops and implements 1

safety programs, accident investigation procedures, and safety trend 2

analyses. 3

• Supervises the National Critical Incident Response Program Manager.4

Fire Operations Division Chief (FA-300) 5

• Serves as the principal technical expert on fire operations to the Assistant 6

Director (FAD), Deputy Assistant Director (FAD), and to the BLM state 7

fire programs. 8

• Provides the Assistant Director (FAD) and the Deputy Assistant Director 9

(FAD) technical advice, operational oversight, and leadership in all aspects 10

of fire operations. 11

• Performs annual fire program preparedness reviews. Evaluates compliance 12

with policies, objectives, and standards. Assesses operational readiness and 13

provides technical assistance to solve identified problems. Performs other 14

operations reviews as required/requested. 15

• Assists the Assistant Director (FAD) and Deputy Assistant Director (FAD) 16

in the formulation and establishment of national policies and programs 17

pertinent to wildland fire preparedness, suppression, shared national 18

resources, safety, training, fire facilities, and equipment. 19

• Serves as the BLM technical expert on national interagency mobilization 20

and utilization of fire suppression resources. 21

• Develops national plans, standards, and technical guides for the BLM and 22

interagency fire management operations. 23

• Supervises the Chief, Branch of Preparedness and Suppression Operations 24

(FA-320), responsible for management and oversight of FA-320 fire 25

management specialists, the Great Basin smokejumpers (FA-321), the 26

National Fire Equipment Program (FA-322), and the National Fire Training 27

and Workforce Development Program (FA-324). 28

• Supervises the Chief, Branch of Preparedness and Suppression Support 29

(FA-330), responsible for management and oversight of the FA Veteran 30

Affairs Program, the FA Cooperator Assistance Program, the National 31

Predictive Services Program Manager, the National Interagency 32

Coordination Center (FA-331), the National Radio Operations Section 33

(FA-332), and the Incident Communications Section (FA-333). 34

• Serves as the BLM representative to the National Multi-agency 35

Coordinating Group (NMAC). (May be delegated to a branch chief). 36

• Certifies Area Command and Complex Incident Management Command 37

and General Staff position task books and red cards for the national and 38

Washington offices. 39

• Provides daily NMAC briefings to the Assistant Director (FAD) and 40

Deputy Assistant Director (FAD); and BLM state fire management officers 41

at national preparedness level (PL) 3 and above, as warranted. 42

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

18 Release Date: January 2023

Budget and Evaluation Division Chief (FA-400) 1

• Serves as principal budget advisor of the wildland fire program to the 2

Assistant Director (FAD), Deputy Assistant Director (FAD), BLM Fire 3

Leadership Team (FLT), and to other BLM staffs. 4

• Serves as primary BLM representative in the DOI wildland fire budget 5

formulation and execution process. 6

• Represents BLM on the DOI Fire Budget Team and at other interagency 7

meetings regarding budget-related policies, requirements, procedures, and 8

reports. 9

• Coordinates all budget activities between Washington Office (WO), Office 10

of Wildland Fire (OWF), and fire and aviation. 11

• Provides national oversight for BLM wildland fire program budget 12

formulation, justification, and execution. Responsible for the development 13

and preparation of the budget justifications, planning target allocation, work 14

plan, capability statements, effects statements, and congressional responses. 15

• Reviews NIFC offices at mid-year, third quarter, and end-of-year and 16

distributes available funding in accordance with BLM policy. 17

• Provides oversight of Casual Payment Center. Ensures all DOI casual 18

payments are processed in a timely and cost-effective manner adhering to 19

procedures and practices set forth by the DOI agencies. 20

Aviation Division Chief (FA-500) 21

• Serves as principal aviation advisor to the Assistant Director (FAD), Deputy 22

Assistant Director (FAD), other staffs, states, and to the DOI. 23

• Identifies and develops BLM aviation policies, methods, and procedures, as 24

well as standardized technical specifications for a variety of specialized 25

firefighting missions for incorporation into the directives system. 26

• Coordinates aviation-related activities and services between the WO and 27

states with other wildland firefighting, regulatory, investigative, and 28

military agencies. 29

• Coordinates provision and use of aviation resources with business practices, 30

aviation user staffs at the WO and state office levels. 31

• Represents the BLM at interagency meetings; in interagency committees 32

developing governmentwide aviation policies, requirements, procedures, 33

and reports; and at aviation industry meetings and conventions. 34

• Develops and implements aviation safety programs, accident investigation 35

procedures, and aviation safety trend analyses. 36

• Plans and conducts reviews and evaluations of state aviation programs. 37

• Plans and conducts technical and managerial analyses relating to the 38

identification of aviation organization and resources appropriate for agency 39

use, cost effectiveness of aviation firefighting, other specialized missions, 40

aircraft acquisition requirements, equipment developmental needs, and 41

related areas. 42

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 19

Fire Planning and Fuels Management Division Chief (FA-600) 1

Serves as principal advisor to the Assistant Director (FAD), Deputy Assistant 2

Director (FAD), FLT, and other BLM staffs for the following wildland fire 3

programs: 4

• Fire Planning – Responsible for the development and implementation of 5

the bureauwide fire planning program and policies. Provides guidance and 6

assistance in administering the technical and operational aspects of BLM’s 7

fire planning program. 8

• Fuels Management – Responsible for the development and coordination of 9

the BLM Fuels Management Program to restore and maintain healthy, 10

resilient landscapes, reducing wildfire risks to communities and other 11

values. Recommends the distribution of program funds to regions and tracks 12

all fuels management fund distributions and prior year carryover funds. 13

Develops and maintains a national database for fuels management 14

accomplishments. 15

• Community Assistance – Responsible for the development and 16

coordination of the BLM Community Assistance Program which includes 17

fire prevention, education, mitigation efforts on adjacent non-Federal lands 18

and cooperator assistance. 19

• Fire Investigation and Trespass – Responsible for the development and 20

coordination of the BLM fire investigation and trespass programs. 21

• Smoke Management – Responsible for the development and coordination 22

of the BLM Smoke Management Program requirements and compliance 23

with State air quality rules and state implementation plans. 24

External Affairs Division Chief (FA-700) 25

• Responsible for coordination of information between the DOI and OWF to 26

the BLM, BIA, FWS, NPS, USFS, National Association State Foresters 27

(NASF), and Federal Emergency Management Agency (FEMA) at NIFC. 28

• Responsible for coordination of the responses to Office of Management and 29

Budget (OMB), Government Accountability Office (GAO), congressional, 30

other elected officials, and other external inquiries among agencies and 31

departments, establishing and maintaining cooperative relationships 32

resulting in quality work products. 33

• Serves as the primary manager of the External Affairs Program for the 34

NIFC. 35

• Serves as the primary point of contact to external audiences regarding 36

BLM, and at times, DOI fire and aviation policy. 37

• Serves as the primary point of contact with the WO and DOI external affairs 38

and communication offices. 39

• Develops recommendations pertaining to external affairs aspects for BLM 40

FAD policies. 41

• Initiates external affairs policies and procedures pertaining to fire and 42

aviation for adoption at the Department level in conjunction with other 43

departments and agencies. 44

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

20 Release Date: January 2023

• Serves as personal and direct representative of the Assistant Director (FAD)1

at various meetings and functions with members of congress and staff, State2

governors and legislatures, officials of local, State and Federal agencies,3

major private corporations, public and private interest groups, and foreign4

governments.5

• Serves as external affairs expert and consultant to the Assistant Director, 6

(FAD) and the Deputy Assistant Director (FAD) on a variety of issues and 7

policies of controversial nature, providing analysis and advice on public 8

reaction to major policy and program issues. 9

• Responsible for management and contact of all NIFC and BLM FAD public 10

expressions, including printed material, video productions, and social media 11

products. 12

• Coordinates with BLM legislative affairs on proposed legislation regarding 13

FAD. 14

State Director 15

The state director (SD) is responsible for fire and aviation management 16

programs and activities within the state. The SD will ensure that employees in 17

their organization meet the requirements outlined in the Interagency Fire 18

Program Management Qualifications Standards and Guide at 19

https://www.nifc.gov/programs/interagency-fire-program-management and will 20

ensure training is completed to support delegations to line managers. 21

District Manager 22

The district manager (DM) is responsible to the SD for the safe and efficient 23

implementation of fire and aviation management activities within their district. 24

This includes cooperative activities with other agencies or landowners. 25

Agency Administrator 26

An AADM is a BLM line manager (district manager, field manager, or national 27

conservation lands manager) or their designated acting that has met specific 28

training requirements (as outlined in Instruction Memorandum No. FA IM-29

2018-003) and has wildland fire decision authority for a defined area, as 30

specified by delegation. All re-delegations must be consistent with BLM Manual 31

Section 1203 and state supplements to that manual. 32

A BLM line manager must complete required AADM training no later than two 33

years after being appointed to a designated management position. Training that 34

took place prior to a management appointment also meets the requirement. 35

State Fire Management Officer 36

The state fire management officer (SFMO) s responsible and accountable for 37

providing leadership for fire and aviation management programs at the state 38

level. The SFMO is responsible and accountable for providing planning, 39

coordination, training, technical guidance, and oversight to the state fire and 40

aviation management programs. The SFMO also represents the SD on 41

interagency geographic area coordination groups and multi-agency coordination 42

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 21

(MAC) groups. The SFMO provides feedback to district fire staff regarding 1

performance requirements. 2

District Fire Management Officer 3

The district fire management officer (DFMO) is responsible and accountable for 4

providing leadership for fire and aviation management programs at the local 5

level. The DFMO: 6

• Determines local fire program requirements to implement land use 7

decisions through the Fire Management Plan (FMP) to meet land 8

management objectives; 9

• Negotiates interagency agreements and represents the district manager on 10

local interagency fire and fire aviation working groups; 11

• Meets the DFMO assigned program responsibilities; and 12

• Fulfills safety and health responsibilities. 13

Experience requirements for positions in the Alaska Fire Service, Oregon and 14

California (O&C) districts, FAD, and other fire management positions in units 15

and state/regional offices will be established as vacancies occur but will be 16

commensurate with the position’s scope of responsibilities. The developmental 17

training to fully achieve competencies should be addressed in an individual 18

development plan (IDP) within a defined timeframe. 19

Selective factors for all BLM district assistant fire management officer 20

(DAFMO) positions shall mirror those of the DFMO in the district in which the 21

position is being flown. 22

• High-Complexity Districts – NWCG qualifications must be in either 23

pathway 1 or 2, currency not required. 24

○ Pathway 1 – division group supervisor (DIVS), incident commander25

(IC) – type 3 (ICT3), or prescribed burn boss – type 2 (RXB2)26

○ Pathway 2 – air support group supervisor (ASGS) and ICT327

○ Completion of Fire Program Management, an Overview, M-581, will28

be a condition of employment, to be completed within one year of29

official hiring date.30

• Moderate-Complexity Districts – NWCG qualifications must be in either 31

pathway 1 or 2, currency not required. 32

○ Pathway 1 – task force leader (TFLD) and ICT3 or RXB233

○ Pathway 2 – helibase manager (HEBM) and ICT334

○ Completion of Fire Program Management, an Overview, M-581, will35

be a condition of employment, to be completed within one year of36

official hiring date.37

Management Performance Requirements for Fire Operations 38

State directors and district managers have both authority and responsibility 39

within the wildland fire management program. The BLM Manual Section 1203 40

(MS-1203) – Delegation of Authority provides a single authoritative source of 41

the organizational location of authority. The MS-1203 defines authority as the 42

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

22 Release Date: January 2023

ability to make the final, binding decision or to take specific action, or both, as 1

an official representing the United States Government. Such authorities have a 2

legal basis in statute or regulation. Authority to make a decision or take an 3

action is different from having responsibility. 4

The current H-1203 references the red book for five specific authorities. 5

Information for the five authorities and forthcoming directives can be found in 6

the Agency Administrator Tool Box at 7

https://doimspp.sharepoint.com/sites/blm-fa/fire-8

operations/SitePages/Agency%20Administrator%20Toolbox.aspx. 9

ASSIGNED PROGRAM RESPONSIBILITY

AADM

1. Provide a written delegation of authority to

FMOs that gives them an adequate level of

operational authority. If fire management

responsibilities are zoned, ensure that a

propriate AADMs have signed the

delegation.

X X

2. Ensure only trained and qualified personnel are

available to support wildland fire operations at

the local and national level.

X X

3. Annually convene and participate in preseason

and postseason fire meetings.

X X

4. Review critical operations and safety policies

and procedures with fire and fire aviation

personnel.

X X

5. Complete timely response and follow-up to fire

preparedness and program reviews.

X X

6. Ensure fire and fire aviation preparedness

reviews are conducted annually in all unit

offices. Participate in at least one review

annually.

X X

7. Ensure proper level of investigation types are

conducted per chapter 18.

X X

8. Ensure resource advisors are identified, trained,

and available for incident assignment. Refer to

the Federal Wildland Fire Qualifications

Supplement.

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 23

ASSIGNED PROGRAM RESPONSIBILITY

AADM

9. Provide written notification to the:

• State director when Federal combined

expenditures for an incident, or a comple

incidents, meet or exceed $5 million and

more than 50% of the burned acres ar

anaged by the BLM (in Alaska, more

than 50% of the burned acres are manage

by DOI and Alaska Native Claims

Settlement Act [ANCSA]).

• BLM Director, through the state director,

when Federal combined expenditures fo

n incident, or a complex of incidents,

meet or exceed $10 million AND more

than 50% of the burned acres are manage

by t

he BLM (in Alaska, more than 50% of

the burned acres are managed by DOI an

ANC

SA).

Notifications should be emailed with a copy to

the Assistant Director (FAD).

10. Ensure trespass actions are initiated and

documented to recover cost of suppression

ctivities, land rehabilitation, and damages to

the resource and improvements for all human-

caused fires where liability can be determined,

as per Fire Trespass Handbook, H-9238-1.

11. Ensure completion of Air Quality Exceedance

Review.

X X X

12. Ensure prescribed fire activities comply with

State Smoke Management Program and Clean

Air Act. Participate in Air Quality Exceedan

Notice of Violation review.

X X X

13. Approve the State Fire Trespass Operating

Plan.

14. Ensure prescribed fire activities comply with

interagency, national, and state office policy.

Participate in periodic reviews of the prescribed

fire program.

X X

15. Ensure safety program is in place, has a current

plan, and has an active safety committee that

includes the fire program.

X X

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

24 Release Date: January 2023

ASSIGNED PROGRAM RESPONSIBILITY

AADM

16. Establish and annually update a Serious

Incident or Fatality (SIOF) Response Plan.

SIOF team template:

https://doimspp.sharepoint.com/sites/blm-

fa/fire-operations/SitePages/Serious-Incident-

or-Fatality-(SIOF).aspx.

X X

17. Ensure that a current emergency medical

response plan is in place and accessible.

18. Personally visit fires each year (see appendix

A).

19. Provide an AADM briefing to incident

management teams (IMT). (See appendix D.)

20. Attend post-fire closeout on complex, type 1,

and type 2 fires. Attendance may be delegated.

21. Sign and date the Agency Administrator

Ignition Authorization (PMS 484-1, element

A) with the time frame identified before the

prescribed fire is ignited.

22. Ensure smoke impacts to the public and fire

personnel are addressed through IMTs

ordering

of air resource advisors (ARA, technical

specialist) on type 1 fires to the maximum

extent practicable. Consider ordering ARAs t

ype 2 fires (as per Public Law 116-9, the

Dingell Act, 2019).

X X

In Alaska, notifications will be made by the State FMO.

Post-Incident Review 1

Manager’s Supplement for Post Incident Review (appendix B) emphasizes the 2

factors that are critical for ensuring safe and efficient wildland fire suppression 3

and provides examples for managers to use in their review of incident operations 4

and ICs. 5

Fire Staff Performance Requirements for Fire Operations 6

ASSIGNED PROGRAM RESPONSIBILITY

State

FMO

District

FMO

1. Establish and manage a safe, effective, and efficient

fire program.

X X

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 25

ASSIGNED PROGRAM RESPONSIBILITY

State

FMO

District

FMO

2. Ensure the Fire Management Plan (FMP) reflects the

agency

commitment to firefighter and public safety by

establishing a fire organization to meet state/unit

orkload or national allocations, while utilizing the

full range of fire management activities available for

ecosystem sustainability.

3. Ensure individual fire reports are completed,

signed/approved, and entered into

the Interagency Fire

Occurrence Reporting Modules (InFORM).

4. Ensure only trained and qualified personnel are

assigned to fire and fire aviation duties.

X X

5. Ensure only trained and qualified fire and non-fire

personnel are available to support fire operations at

the local and national levels.

X X

6. Organize, train, equip, and direct a qualified work

force.

X X

7. Ensure the fire safety program is implemented

according to fire and non-fire safety regulations,

training, and concerns.

X X

8. Ensure compliance with work/rest guidelines during

all fire and fire aviation activities.

X X

9. Ensure completion of a risk assessment (RA) for fire

and fire aviation activities and non-fire activities so

mitigation measures are taken to reduce risk.

X X

10. Ensure fire and fire aviation management employees

understand their role, responsibilities, scope of duty,

and accountability.

X X

11. Establish and implement a post-incident assignment

performance review process.

X X

12. Develop, implement, evaluate, and document fire and

fire aviation training to meet current and anticipated

needs.

X X

13. Ensure fire and fire aviation policies are understood,

implemented, and coordinated with other agencies as

appropriate.

X X

14. Monitor fire suppression activities to recognize when

complexity levels exceed program capabilities.

Increase managerial and operational resources to meet

the need.

X X

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

26 Release Date: January 2023

ASSIGNED PROGRAM RESPONSIBILITY

State

FMO

District

FMO

15. Monitor fire season severity predictions, fire behavior,

and fire activity levels. Ensure national fire severity

funding and national preposition funding is requested

in a timely manner, used, and documented in

accordance with agency standards.

X X

16. Monitor the expenditure of short-term severity and

state discretionary preposition funding.

X X

17. Ensure agreements with cooperators are valid and in

compliance with agency policy, and that attached

operating plans are current.

X X

18. Implement current operational plans (e.g., dispatch,

preparedness, prevention, draw-down). Ensure that

initial response plans reflect agreements and operating

plans and are reviewed annually prior to fire season.

19. Ensure that initial response plans (e.g., run cards,

preplanned response) are in place and provide for

initial response commensurate with guidance provided

in land and resource management plans (L/RMP) and

associated FMPs.

20. Develop, maintain, and implement restrictions

procedures in coordinat

ion with cooperators whenever

possible.

X X

21. Ensure that the use of fire funds complies with

Department and agency policies.

X X

22. Ensure a process is established to communicate fire

information to the public, media, and cooperators.

X X

23. Convene and participate in annual preseason-and

postseason fire meetings.

X X

24. Oversee preseason preparedness review of fire and

fire aviation programs.

X X

25. Initiate, conduct, and/or participate in fire program

management reviews and investigations as per c

hapter

18.

X X

26. Participate in periodic site visits to individual

incidents and projects.

X X

27. Utilize the Risk and Complexity Assessment

(appendix E and F) to ensure the proper level of

management is assigned to all incidents.

X X

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 27

ASSIGNED PROGRAM RESPONSIBILITY

State

FMO

District

FMO

28. Ensure transfer of command on incidents occurs as

per chapter 11.

29. Ensure incoming personnel and crews are briefed

prior to fire and fire aviation assignments.

30. Ensure that an accurate and defensible decision is

published in the Wildland Fire Decision Support

System (WFDSS) for all fires identified as requiring a

decision in chapter 11.

X X

31. Ensure IMT briefing packages are developed prior to

fire season.

32. Work with cooperators, groups, and individuals to

develop and implement processes and procedures for

providing fire safe communities within the wildland

urban interface.

X X

33. Ensure trespass actions are initiated and documented

to recover cost of suppression activities, land

rehabilitation, and damages to the

resource/improvements for all human-caused fires

where liability can be determined.

X X

34. Ensure personnel performing fire cause determination

and fire trespass are properly trained.

X X

35. Ensure compliance with interagency, national, and

state office policy for prescribed fire activities.

Provide periodic reviews of the prescribed fire

program.

X X

36. Establish the SIOF Response Plan and update

annually.

X X

37. Ensure that all fire employees annually review and

update emergency contact information, either in

Employee Express or in hardcopy format.

X X

38. Ensure fire season severity predictions, weather

forecasts, fire behavior predictors, and fire activity

levels are monitored and communicated daily (hard

copy, web page, email, radio, or fax) to all employees.

X X

39. Ensure standards in current national and local

mobilization guides are followed.

X X

40. Comply with established property

control/management procedures.

X X

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

28 Release Date: January 2023

ASSIGNED PROGRAM RESPONSIBILITY

State

FMO

District

FMO

41. Certify Area Command and Complex Incident

Management Command and General Staff positions.

Delegation of Authority 1

Delegation for State Fire Management Officers 2

In order to effectively perform their duties, an SFMO must have certain 3

authorities delegated from the state director. This delegation is normally issued 4

annually following re-delegation direction in the MS-1203. The delegation of 5

authority should include what authorities found in the “Management 6

Performance Requirements for Fire Operations” table above are being re-7

delegated. The delegation of authority may also include items from the 8

“Assigned Program Responsibilities” section of the table; however, there should 9

be a clear delineation between authority being delegated and assignment of 10

responsibility. “Appendix C” provides a sample delegation of authority. 11

Delegation for District Fire Management Officers 12

In order to effectively perform their duties, a DFMO must have certain 13

authorities delegated from the district manager. This delegation is normally 14

issued annually following re-delegation direction in the MS-1203. The 15

delegation of authority should include authorities found in the “Management 16

Performance Requirements for Fire Operations” table above are being re-17

delegated. The delegation of authority may also include items from the 18

“Assigned Program Responsibilities” section of the table; however, there should 19

be a clear delineation between authority being delegated and assignment of 20

responsibility. “Appendix C” provides a sample delegation of authority. 21

Preparedness Reviews 22

The Review and Update of the 1995 Federal Wildland Fire Management Policy 23

(January 2001) states that, “Agencies will ensure their capability to provide safe, 24

cost-effective fire management programs in support of land and resource 25

management plans through appropriate planning, staffing, training, equipment, 26

and management oversight.” The Assistant Director (FAD) accomplishes this in 27

part through the fire preparedness review process. Fire preparedness reviews 28

assess fire programs for compliance with established fire policies and 29

procedures as outlined in the current Interagency Standards for Fire and Fire 30

Aviation Operations and other pertinent policy documents. Reviews identify 31

organizational, operational, procedural, personnel, or equipment deficiencies, 32

and recommend specific corrective actions. 33

BLM Review Schedules 34

• BLM districts conduct fire preparedness reviews annually. 35

• BLM state offices conduct statewide fire preparedness reviews every two 36

years. 37

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 29

• The BLM national office conducts national fire preparedness reviews of 1

each BLM state fire program every four years. 2

Fire Leadership Team 3

The FLT consists of the Assistant Director (FAD), Deputy Assistant Director 4

(FAD), state fire management officers, division chiefs (FAD), and the EEO 5

Manager (FAD). The FLT directs the fire and aviation program by 6

implementing policy and guiding strategic and practical decisions. 7

The FLT has several chartered subgroups that accomplish work to support the 8

FLT and BLM fire and aviation program. 9

BLM Operational Duty Officer 10

Each BLM unit fire management officer will perform the duties of an 11

operational duty officer (ODO) or will provide a delegated ODO for their units 12

during any period of predicted incident activities. ODO responsibilities may be 13

performed by any individual with a signed delegation of authority from the local 14

AADM. Qualifications for the ODO will be identified within the local unit Fire 15

Operating Plan. The required duties for all BLM ODOs are: 16

• Monitor unit incident activities for compliance with BLM safety policies. 17

• Coordinate and set priorities for unit suppression actions and resource 18

allocation. 19

• Keep unit AADMs, suppression resources, and information officers 20

informed of the current and expected situation. 21

• Plan for and implement actions required for future needs. 22

• Document all decisions and actions. 23

ODOs will provide operational oversight of these requirements as well as any 24

unit specific duties assigned by local fire managers through the local unit Fire 25

Operating Plan. Operational duty officers will not fill any Incident Command 26

System (ICS) functions connected to any incident. If the ODO is required to 27

accept an incident assignment, the FMO will ensure that another qualified and 28

authorized ODO is in place prior to the departure of the outgoing ODO. 29

State and National Duty Officers 30

Each state will maintain a state-level duty officer (DO) during fire season and 31

dedicated telephone number. State DOs are responsible for: 32

• Establishing a process to identify available assets or needs within their state; 33

• Communicating availability of or need for assets to other state DOs; 34

• Approving asset assignments; 35

• Facilitating movement of assets using established dispatch/coordination 36

system protocols; and 37

• Ensuring emergency notifications are made to the national DO. 38

FA-320 will maintain a national DO dedicated telephone number. The national 39

DO is responsible for: 40

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

30 Release Date: January 2023

• Providing coordination and prioritization of prepositioned assets between 1

States if the need arises; 2

• Resolving disagreements of asset priorities and/or mobilizations by 3

elevating issues to the Division Chief, Fire Operations (FA-300) or 4

designee; 5

• Facilitating movement of assets using established dispatch/coordination 6

system protocols; 7

• Providing briefings and updates to the Division Chief, Fire 8

Operations/BLM NMAC representative as requested; and 9

• Ensuring emergency notifications are made according to FAD protocols. 10

Incident Business 11

A consolidated view of fire business practices, supporting policy, and regulation 12

is contained in the BLM Standards for Fire Business Management, available at 13

https://web.blm.gov/internal/fire/budget/index.html. 14

BLM Fire Management Position Titles and Fire Department Cooperator 15

Equivalencies 16

BLM units that choose to use fire department cooperator nomenclature will 17

utilize the following BLM position title equivalency standard. 18

BLM Fire Management Position Title

Fire Department

Cooperator Equivalency

State FMO, district FMO

Chief

State AFMO, district AFMO

Deputy chief

State office fire staff

Assistant chief

Field office FMO, center manager, district fire

management specialist, district fuels specialist, fire

operations coordinator

Division chief

Fire operations specialist, fuels specialist, assistant

center manager, prevention/education specialist

Battalion chief

Prevention technician, prevention/education

specialist

Prevention officer

Hotshot superintendent, helicopter manager

Superintendent

Engine captain, hotshot foreman, assistant

helicopter manager, fuels module leader

Captain

Assistant engine captain

Engineer

Communications technician

Comm.

Mechanic

Repair

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 31

Agreements with Cooperators (Rangeland Fire Protection Association and 1

Local Fire Department) 2

The BLM should have a cooperative fire response agreement with any 3

Rangeland Fire Protection Association (RFPA) and local fire department (i.e., 4

rural, volunteer, and city) that responds to wildfire incidents on lands under 5

BLM protection. These cooperative fire response agreements can be established 6

directly with individual BLM units or administered through a statewide 7

cooperative agreement where BLM is a party. When entering into cooperative 8

fire response agreements, BLM will ensure the following minimum required 9

elements are included in the agreement. 10

• RFPA/local fire department personnel responding to incidents on BLM-11

managed lands must: 12

○ Be 18 years of age or older; 13

○ Have and use the required personal protective equipment (PPE) found 14

in chapter 7; and 15

○ RFPA requirement: Have a basic level of wildland fire training, 16

identified as the NWCG course S-190 and S-130, which can be 17

modified to fit local needs. I-100 is not required, but ICS must be 18

thoroughly covered within the applicable section of S-190 and S-130; 19

or 20

○ Local fire department requirement: Have a basic level of wildland fire 21

training. The NWCG course S-190 and S-130 are recommended, both 22

courses can be modified to fit local needs. 23

• Preidentified incident communication protocols (e.g., frequencies plans, 24

points of contact, and interoperable radio hardware) will be established and 25

followed. 26

• ICS will be used to manage all incidents. 27

Safety and Occupational Health Program 28

Safety and Occupational Health Program responsibilities are interwoven 29

throughout BLM program areas, including fire management. Safety of our 30

employees lies within every level of the organization and program 31

implementation can have a direct impact on firefighting personnel. To ensure 32

that program requirements are met to support the fire and aviation management 33

program, the following table shall be utilized. 34

Safety and Health Responsibilities for the Fire Program 35

PERFORMANCE

REQUIRED

State

Safety

Manager

District/

Zone Safety

Manager

Unit

FMO

District/

Field

Manager

1. An annual unit safety plan is

developed, approved, and

signed by the unit AADM.

X X X

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

32 Release Date: January 2023

PERFORMANCE

REQUIRED

State

Safety

Manager

District/

Zone Safety

Manager

Unit

FMO

District/

Field

Manager

2. Risk assessments (RAs) are

completed for suppression-

and non-suppression-related

activities and crews are

briefed on RAs prior to

beginning work.

X X X

3. An individual has been

designated as the unit safety

officer.

X X

4. Maintains a working

relationship with all facets of

the fire organization,

including outstations.

X X X

5. A safety committee or group,

which includes fire

representation, is organized

to monitor safety and health

concerns and activities.

X X X

6. Written safety and health

programs required by OSHA

are in place and being

implemented to include fire

personnel.

X X

7. Employees are provided

mandatory safety and health

training, including the “Fire

and Aviation Employee

Orientation Checklist.”

X X X

8. Fire safety programs (e.g.,

SAFENET, 6 Minutes for

Safety, Safety Alerts) are

known and being utilized.

9. Safety publications are

available to all fire

employees (e.g., Incident

Response Pocket Guide, DOI

Occupational Safety and

Health Program – Field

Manual).

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 33

PERFORMANCE

REQUIRED

State

Safety

Manager

District/

Zone Safety

Manager

Unit

FMO

District/

Field

Manager

10. Assures that the risk

management process is

integrated into all major

policies, management

decisions, and the planning

and performance of every

job. (BLM Manual 1112)

11. Procedures are in place to

monitor work capacity test

(WCT) results and ensure

medical examination policies

are followed.

12. Safety Data Sheets (SDS) are

present, accessible, and

available for all hazardous

materials used and stored in

the work area.

X X

13. Procedures are in place to

purchase nonstandard

equipment as identified in the

risk assessment process and

to ensure compliance with

consensus standards (e.g.,

American National Standards

Institute [ANSI], National

Institute for Occupational

Safety and Health [NIOSH]).

X X X

14. Personal protective

equipment supplied, is

serviceable, and being

utilized.

X X

15. Ensures tailgate safety

meetings are held and

documented.

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

34 Release Date: January 2023

PERFORMANCE

REQUIRED

State

Safety

Manager

District/

Zone Safety

Manager

Unit

FMO

District/

Field

Manager

16. Monitors and inspects

operations and work sites for

unsafe acts and conditions

and promptly takes

appropriate preventative and

corrective measures. (BLM

Manual 1112)

17. Procedures are in place for

reporting unsafe and

unhealthful working

conditions.

X X

18. Injury data is monitored and

reviewed to determine trends

affecting the health and

welfare of employees.

X X

19. Ensures facility and work

area inspections are

conducted to ensure

requirements are met (29

CFR 1960 and 485 DM,

chapter 5 requirements).

X X X

20. Promptly reports and

investigates all job-related

accidents/incidents that result

in or have the potential to

cause fatalities, injuries,

illnesses, property, or

environmental damage. All

such reports are

electronically submitted to

the Safety Management

Information System (SMIS).

(BLM Manual 1112)

X X

Employee Safety and Health Program Responsibility 1

All employees are responsible for ensuring safe and healthful work practices. 2

• Comply with applicable work rules, practices, and procedures. 3

• Use safety devices, PPE, clothing, and other means provided or directed by 4

policy at all times. 5

• Report unsafe and unhealthful working conditions to management. 6

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 35

• Report job-related accidents/incidents to the supervisor that results in, or 1

has the potential to harm, people, property, or the environment. 2

• Report personal conditions that could adversely affect the ability to perform 3

in a safe and healthful manner on the job. 4

• Complete the “Fire and Aviation Employee Orientation Checklist,” 5

available on the BLM Fire Operations website at 6

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations. 7

Emergency Notification and Contact Information 8

All employees are required to review and update their emergency contact 9

information annually, either in Employee Express or in hardcopy format. This 10

information will only be used for emergency purposes and only by those 11

authorized to contact the employee and/or their personal contact(s) and will be 12

maintained in accordance with the provisions of the Privacy Act of 1974. 13

Injury on a BLM Fire 14

After emergency response actions, deliver an injured employee to the immediate 15

medical care facility; prompt notification through the chain of command is 16

essential to ensure proper management support to the employee. 17

The responsible unit FMO/ODO will notify their state DO (or FOG 18

representative) immediately. The state DO (or FOG representative) will then 19

ensure the appropriate local agency GACC operational representative is notified. 20

BLM Employee Injury 21

Follow the unit SIOF for notification procedures. 22

Great Basin Smokejumpers 23

From the Scene 24

• The accident is reported to the smokejumper spotter, Great Basin 25

smokejumper liaison officer (LO), and local dispatch. 26

• When the accident involves a jump injury, the spotter and/or ground contact 27

will convey the medical needs and nature of the injury to the local dispatch. 28

• If cellular phone or satellite phone coverage is available, a ground contact 29

will call the Great Basin smokejumper LO or DO with details about the 30

accident. 31

From the Great Basin Smokejumper Duty Officer 32

• The Great Basin smokejumper DO will notify the smokejumper base 33

manager. 34

• The base manager will notify the Chief, Branch of Preparedness and 35

Suppression Operations (FA-320). 36

• The Chief, Branch of Preparedness and Suppression Operations (FA-320) 37

will inform necessary parties up the chain of command and notify the NIFC 38

External Affairs office. 39

• The Great Basin smokejumper DO or base manager will notify the BLM 40

state DO (or FOG representative). 41

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

36 Release Date: January 2023

• The Great Basin smokejumper DO will confirm an agency representative 1

will accompany the injured party to the hospital. 2

From the BLM Great Basin Smokejumper Base Manager 3

• The base manager will contact their base manager counterpart if a visiting 4

jumper is injured. 5

• The base manager will notify the emergency contact of the injured 6

smokejumper if the injured smokejumper is unable to do so. 7

Employee Advocacy 8

Fire operations doctrine acknowledges the inherent danger of fire operations and 9

the potential for serious injury or death to firefighters. When death or injuries 10

occurs, employees must be provided the best and most appropriate care and 11

support possible. Managers should consult the Bureau of Land Management 12

Loss of Human Life Handbook (LOHL) 13

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/Serious-14

Incident-or-Fatality-(SIOF).aspx). 15

Fire and Aviation Honor Guard 16

The BLM Fire and Aviation Honor Guard (Honor Guard) represents the highest 17

ideals of honor, dignity, professionalism, and respect in serving the agency, the 18

fire community, and the families, friends, and co-workers of those who have lost 19

their lives in the line of duty. 20

The Honor Guard was established to appropriately pay tribute to and honor the 21

memory of employees who perish in the line of duty. The Honor Guard also 22

responds to requests for their participation at events of State and national 23

significance. 24

The Honor Guard is comprised of a cross-section of the BLM workforce from 25

within the fire and aviation program. A commitment to the program directly 26

impacts fellow members and the ability of the team to function at the highest 27

level possible. Members will be expected to commit for no less than a two-year 28

period and may remain an Honor Guard member until they can no longer fulfill 29

the commitment or wish to retire from the Honor Guard. Members must stay in 30

good standing in the BLM. For more information visit 31

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/Fire-and-32

Aviation-Honor-Guard.aspx. 33

Mobile Fire Equipment Policy 34

Introduction 35

The following section represents a general overview of the BLM Mobile Fire 36

Equipment Policy. Several policy related items can be found at 37

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/NFEP-38

Policy-Resources.aspx 39

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 37

National Fire Equipment Program 1

The BLM National Fire Equipment Program (NFEP) is responsible for the 2

design, development, and acquisition of specialized wildland mobile fire 3

equipment to meet the full range of fire management requirements. Design and 4

development are accomplished through the analysis of performance needs 5

required by field units and working with industry experts to produce prototypes 6

for testing and eventually production units. Acquisition of equipment is 7

accomplished primarily through contracting. The NFEP balances advanced 8

technology with cost efficiency to provide maximum safety for personnel while 9

effectively meeting fire management needs defined by fire equipment 10

committees and approved by the Fire Operation Group (FOG). 11

Policy and Guidance 12

Agency policy requires that fire equipment be maintained at a high level of 13

performance and in a condition consistent with the work is designed to perform. 14

This shall be accomplished through application of a uniform preventative 15

maintenance program, timely repair of damaged components and in accordance 16

with agency requirements. Repairs shall be made as they are identified to keep 17

the equipment functional and in peak operating condition. Repair expenses that 18

are not considered normal wear and tear are the responsibility of the benefiting 19

activity and not the Working Capital Fund (WCF). 20

Fire Equipment Committees 21

State committees report to the respective SFMO or FOG representative. 22

National-level BLM committees include the Fire Equipment Group, 23

Dozer/Heavy Equipment, Engine, Helitack, and Hotshot committees which 24

report to the FOG. Equipment committees are encouraged to invite other agency 25

equipment leads to share ideas, transfer technology, and coordinate efforts. 26

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/Fire-27

Resources.aspx 28

Fire Equipment Standardization 29

Standardization of fire equipment aids in the ability to produce equipment that 30

effectively meets the BLM’s mission by providing cost-effective equipment 31

with the least impact on fire programs. Standardization also contributes to the 32

ability to provide effective, consistent, and quality training to the BLM fire and 33

aviation program workforce. 34

Respective committees have the responsibility to establish minimum 35

performance standards and acquire FOG approval for all BLM-specific WCF 36

600-class fire equipment. 37

The NFEP has established required equipment and performance standards for 38

new equipment. These standards reduce excessive procurement costs, maintain 39

common operational functions, and provide a standardized fire fleet. 40

Specifications have been developed for each 600 class of equipment and include 41

standard items. Costs for standard items are covered by WCF when replacing 42

vehicles at the end of their established lifecycle. Optional equipment, in addition 43

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

38 Release Date: January 2023

to the standard are available to order for most classes, however another funding 1

source must be provided by the state or local unit to purchase these items. 2

Fire Equipment Identifier Standards 3

All fire equipment equipped with a location-based services (LBS) terminal shall 4

meet all fire equipment identification and numbering standards found at 5

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/NFEP-6

Policy-Resources.aspx. 7

Equipment Modification/Retrofitting 8

Modification proposals must be submitted through the BLM Fire Equipment 9

Improvement and Deficiency Reporting System or applicable FOG 10

subcommittee for consideration and approved through the NFEP. BLM units are 11

responsible for maintaining documentation of approvals. Unauthorized 12

modifications and retrofits have the potential to negatively impact equipment 13

quality and safety and void manufacturer warranties. In such cases, the financial 14

burden of corrective action will be the responsibility of the home state/unit 15

preparedness funding. 16

Improvement and Deficiency Reporting 17

The BLM Fire Equipment Improvement and Deficiency Reporting System is 18

used to collect improvement recommendations and deficiency reports for all 19

BLM mobile fire equipment. The reporting system enables the NFEP to build a 20

comprehensive database to document problems, identify trends, and establish 21

priorities for development and modification of new and existing equipment. 22

District/field offices are required to submit timely and detailed deficiency 23

reports for problems encountered with BLM fire equipment. Reports will also be 24

submitted for suggestions for improvement. The NFEP will verify receipt of the 25

deficiency report and will follow-up with the submitting district/field office to 26

correct the deficiency or work to incorporate the improvement suggestion. 27

The BLM Fire Equipment Improvement and Deficiency Reporting System can 28

be found at https://doimspp.sharepoint.com/sites/blm-fa/fire-29

operations/SitePages/Improvement-and-Deficiency-Reports.aspx. 30

Acquisition of Working Capital Fund Equipment 31

All WCF 600-class equipment must be ordered through the NFEP using the Fire 32

Equipment Ordering System (FEOS). The National Operations Center (NOC) 33

manages the WCF. 34

Each class of vehicle has an established lifecycle based on miles or hours. The 35

WCF acquires funds through fixed ownership rates (FOR) and use rates 36

determined by the replacement cost plus the residual value and class repair costs 37

throughout the equipment lifecycle. At the end of the lifecycle, funds generated 38

are used to replace the equipment. For new vehicle purchases, funds are 39

acquired/secured by the receiving unit and if approved, the new purchase is 40

added to the WCF. 41

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 39

The NOC monitors vehicle usage and replacement cycles and notifies the NFEP 1

when vehicles need to be replaced. The NFEP then coordinates with the 2

receiving unit to order the replacement vehicle. When the order is placed, the 3

NFEP works with the BLM Fleet Manager, the receiving unit, contracting, and 4

the vendor to fill the order. 5

Acquisition of new WCF 600-class fire equipment that exceeds the BLM’s fleet 6

cap is authorized under the following terms: 7

• Vehicles support fire management actions identified in approved 8

land/resource management plans and their associated fire management 9

plans. Vehicles will be purchased with funds approved by the FAD. 10

• New vehicle purchases require completion and approval of a BLM Fire and 11

Aviation WCF 600 Series Request, Form 1520-58; Vehicle or Equipment 12

Justification and Approval; and 1510-18v, Obligating Funds for Acquisition 13

of Working Capital Fund Assets. Forms are located at 14

https://doimspp.sharepoint.com/sites/blm-fa/fire-15

operations/SitePages/NFEP-Policy-Resources.aspx. 16

Funding 17

Specialized equipment may be funded through various mechanisms, including 18

the FAD, special project allocations, available mid- or year-end funds, state or 19

local funding, interagency agreement, or through the WCF. 20

Procurement of nonstandard equipment with fire management funds when 21

standard equipment is available must have written approval by the Fire 22

Operations Division Chief (FA-300) and the SFMO. 23

Most fire vehicles are funded through the WCF. Other types of fire equipment 24

are funded through the normal budget process at the state and/or local level. 25

BLM Mobile Fire Equipment Ordering 26

Ordering of BLM mobile fire equipment accomplished through the NFEP 27

utilizing the Fire Equipment Ordering System (FEOS). All orders are routed 28

from the NFEP through the state FOG representative or designee. Summary 29

specifications are available at https://doimspp.sharepoint.com/sites/blm-fa/fire-30

operations/SitePages/Equipment-Ordering.aspx. Contact the NFEP for 31

additional information. 32

States have the authority to order equipment using WCF funds; however, prior 33

to ordering, approval is required from the WCF Fleet Manager, SFMO, and the 34

Fire Operations Division Chief (FA-300). 35

600-Class Command Vehicle Procurement Standards 36

The 600-class vehicles below have been developed and configured specifically 37

for the roles/asset types listed. New, replacement, or upgraded procurements 38

outside of the listed roles/asset types requires state fire management officer and 39

Fire Operations Division Chief (FA-300), and when utilizing fuels funds, 40

Division Chief, Fire Planning and Fuels Management (FA-600) approvals 41

utilizing the WCF 600 Series Request form found at 42

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

40 Release Date: January 2023

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/NFEP-1

Policy-Resources.aspx. An electronic copy of all approvals shall be provided to 2

the appropriate NFEP Manager prior to order. 3

• District/unit AFMO, fire operations specialist/supervisor, fuels specialist: 4

651/653/ 654/655/656/657/658 command truck. 5

• Fire Program Decision Support System (FPDSS)-funded hotshot crew: 652 6

or 658 superintendent truck (1 each), 644 crew carrier 10 passenger (2 7

each), 652 or 658 chase/utility truck (1 each), and (optional) utility task 8

vehicle and trailer (1 each). 9

• FPDSS-funded hand crew: 644 crew carrier, 651/653/657/658 command 10

truck, 652 superintendent truck. 11

• FPDSS-funded helitack crew: 651/653/657/658 command truck, 652 12

superintendent truck, 661 helitack support. 13

• Standard vehicle configuration for wildland fire modules: 651/653/657/658 14

command truck, 652 superintendent truck. 15

Property Transfer/Replacement 16

Surplus and early replacement fire vehicles may be transferred to another unit 17

for continued service with the approval of the SFMO(s), the BLM Fleet 18

Manager, and the WCF Manager. In these instances, the vehicle remains in the 19

same class and the FOR and use rates will continue to be charged to the unit 20

acquiring the vehicle. Units may dispose of fire vehicles prior to the normal 21

replacement date. In these instances, no future replacement is automatically 22

provided and there is no accrued credit for the FOR collected on that unit prior 23

to disposal. Units acquiring this type of equipment continue payment of the FOR 24

and use rates. 25

Mobile fire equipment transfers require approvals on the BLM Fire and Aviation 26

Fire Fleet Transfer Notification and 1520-104v, Transfer of Asset-Fleet. 27

Transfer documents are located at https://doimspp.sharepoint.com/sites/blm-28

fa/fire-operations/SitePages/NFEP-Policy-Resources.aspx and sent to the 29

responsible NFEP Production Manager. 30

Conversions 31

Offices requesting to convert replacement fire equipment to a different class of 32

equipment must have documentation showing: 33

• Proposed changes meet current and future preparedness requirements 34

identified in land/resource management plans and fire management plans. 35

• Proposed changes result in an overall cost savings to the Government or 36

increased production rates offset additional costs. 37

38 Any additional cost will be the responsibility of the requesting unit.

39 Conversions require completion and approval on the following forms:

○ BLM Fire and Aviation WCF 600 Series Request form40

○ Form 1520-104v, Transfer of Asset-Fleet41

○ Form 1520-58, Vehicle or Equipment Justification and Approval42

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 41

○ Form 1510-18V, Obligating Funds for Acquisition of Working Capital 1

Fund Assets (if additional funding is necessary). 2

• Conversion documents are located at 3

https://doimspp.sharepoint.com/sites/blm-fa/fire-4

operations/SitePages/NFEP-Policy-Resources.aspx. 5

BLM Engine Equipment Inventory 6

Engines will be stocked with Normal Unit Stocking found at 7

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/NFEP-8

Policy-Resources.aspx. 9

Fire Equipment Maintenance and Care Standards 10

BLM fire equipment will be maintained to reflect the highest standards in 11

performance and appearance. 12

All mechanical systems shall be properly maintained and kept in good repair. 13

All interior/exterior equipment components shall be kept clean/waxed, and all 14

items shall be properly secured or locked. Whenever possible mobile fire 15

equipment should adhere to the following guidelines: 16

○ Repair deficient items as soon as issues are identified.17

○ Store equipment in sheltered areas away from environmental elements18

to prevent damage to critical seals, mechanical components, and the19

high-visibility finish.20

○ Ensure repairs and maintenance are performed by manufacturer21

dealerships or authorized repair facilities.22

○ Ensure that any/all eligible items are covered under warranty.23

○ Follow manufacturers owner’s manual guidance for the most severe24

duty cycles.25

○ Keep thorough documentation of all maintenance and repair work.26

Following these guidelines will aide in acquiring approvals for repairs. 27

Fire Equipment Maintenance Procedure and Record 28

The Fire Equipment Maintenance Procedure and Record (FEMPR) is used to 29

document daily inspections and all maintenance for WCF Class 600 fire 30

equipment. The FEMPR shall be maintained and archived to record historic 31

maintenance for the duration of the vehicle’s service life. This historical data is 32

beneficial in determining trends, repair frequency, and repair costs. FEMPR 33

templates can be found at https://doimspp.sharepoint.com/sites/blm-fa/fire-34

operations/SitePages/FEMPR.aspx. 35

Apparatus safety and operational inspections will be performed at the intervals 36

recommended by the manufacturer and on a daily and post-fire basis as required. 37

• For engines and water tenders, all annual inspections will include a pump 38

gallons per minute (GPM) test to ensure the pump/plumbing system is 39

operating at or above the manufacturer’s minimum rating for the pump. 40

• Comprehensive (i.e., internal) tire inspections of all tires, including spare 41

tires, will be completed during required annual inspections/service and at 42

10,000-mile intervals. Comprehensive inspections will be completed by tire 43

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

42 Release Date: January 2023

service technicians and documented in the Tire Log. Additional information 1

on WCF 600-class fire fleet vehicle tire inspection and replacement 2

standards can be found at https://doimspp.sharepoint.com/sites/blm-fa/fire-3

operations/SitePages/NFEP-Policy-Resources.aspx. 4

Location-Based Services Program 5

The LBS Program combines current Global Positioning System (GPS) 6

technologies with BLM fire and aviation preparedness to provide a situational 7

awareness tool by tracking equipment. LBS is incorporated into dispatch and 8

other operating procedures to enhance situational awareness and accountability 9

of WCF 600-class fire equipment. This program meets the intent of S.47 - John 10

D. Dingell, Jr. Conservation, Management, and Recreation Act, SEC. 1114. (d) 11

Location Systems for Wildland Firefighters. 12

When a new terminal is received, replacement equipment arrives, or an error 13

with the terminal has been identified, the installation, transfer, or repair must be 14

completed in no more than 15 days. 15

Equipment location can be viewed in the Vehicle Tracker Portal (VTP) or Fire 16

Enterprise Geospatial Portal (EGP). VTP access can be requested for an 17

individual or a group account for dispatch centers. The VTP account request 18

form and additional information can be found 19

at https://doimspp.sharepoint.com/sites/blm-fa/fire-20

operations/SitePages/Location-Based-Services-(LBS).aspx. 21

BLM Engine Use Report 22

All BLM engines will utilize the Engine Use Report (EUR). The EUR should be 23

printed and completed daily as part of the FEMPR and entered monthly into the 24

EUR SharePoint website at https://doimspp.sharepoint.com/sites/blm-fa/fire-25

operations/SitePages/Engine-Use-Reporting-(EUR).aspx. Access will be granted 26

by the respective state FOG representative. 27

Equipment Bulletins and Equipment Alerts 28

The purpose of an Equipment Bulletin (EB) or an Equipment Alert (EA) is to 29

share accurate and timely information regarding potential equipment problems 30

and/or needed repairs. The EB is intended to inform equipment users of 31

recommendations for repairs, potential hazards, or general information related to 32

the overall maintenance, awareness, and safe operation of fire equipment. The 33

EA is time sensitive and addresses potentially serious hazards or risk and a 34

specific action the user must act upon. 35

Unexpected issues involving wildland fire vehicles which do not fall under other 36

types of wildland fire reviews and investigations and/or other applicable 37

Federal, State, or specific agency requirements must be reported. If an 38

unexpected vehicle issue warrants attention, the NFEP Manager through the 39

Operations Advisory Team and the Capital Equipment Committee will issue the 40

EB or EA. Members of these groups must ensure the information reaches all 41

levels of the organization. 42

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 43

Website: https://doimspp.sharepoint.com/sites/blm-fa/fire-1

operations/SitePages/Equipment-Alerts-Bulletins.aspx 2

BLM Implementation of the Department of the Interior Authorization for 3

Use of Government Passenger Carrier(s) for Home-to-Work 4

Transportation 5

The BLM recognizes the need for domiciling fire vehicles for specific positions 6

during fire season to provide for more immediate response to wildfires during 7

off-duty hours and has been granted this authority by DOI. 8

• Only those positions authorized and preidentified within the DOI 9

memorandum will have the authority to domicile designated Government 10

vehicles. 11

• This authority is intended only for individuals in first response fire 12

leadership roles who may be responding to initial attack fires directly from 13

their home after hours. 14

• Government vehicles are used solely for official business and domiciled 15

only during core fire season months when there is a heightened level of 16

current or expected fire activity. 17

• Authorized positions will be recertified every two years and may be revised 18

at that time. 19

• Units are responsible for maintaining documentation of home-to-work use 20

of Government vehicles. This documentation will be reviewed during 21

annual fire and aviation preparedness reviews. A standard tracking form has 22

been developed and may be used for this purpose. 23

Website: https://doimspp.sharepoint.com/sites/blm-fa/fire-24

operations/SitePages/Policy-and-References.aspx 25

Lights-and-Sirens Response 26

Responding to BLM wildfire incidents normally does not warrant the use of 27

emergency lights and sirens to safely and effectively perform the BLM mission. 28

However, there may be rare or extenuating circumstances when limited use of 29

lights and sirens are appropriate and necessary due to an immediate threat to life. 30

Those BLM state organizations that determine a lights-and-sirens response is 31

necessary to meet mission requirements must develop an operating plan that is 32

signed and approved by the state director and forwarded to the Fire Operations 33

Division Chief (FA-300). The operating plan must ensure the following: 34

1. All vehicles (command, engines, etc.) will be properly marked, equipped, 35

and operated in accordance with State statutes, codes, permits, and BLM 36

unit requirements. 37

2. Drivers will complete training in the proper use of lights-and-sirens 38

response in accordance with National Fire Protection Association (NFPA) 39

1451 and 1002 standards, as well as any State requirements. 40

3. Engine drivers responding with lights and sirens will be minimally qualified 41

as engine operator with a qualified engine boss in the engine; otherwise, 42

driver must be engine boss qualified. Drivers of any other mobile fire 43

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

44 Release Date: January 2023

equipment responding with lights and sirens shall be minimally qualified as 1

single resource boss. 2

4. Lights and sirens will meet NFPA and State code requirements. 3

5. Operators will follow posted speed limits at all times, regardless of response 4

type. 5

6. Operators will stop or reduce speed as circumstances dictate prior to 6

proceeding through all intersections. 7

7. Operators will only use traffic light changing mechanisms (e.g., Opticons) 8

under formal written agreement with State and local governments and only 9

when necessary to create safe right-of-way through urban high-traffic areas. 10

8. Drivers shall only respond with lights and sirens in the State or States 11

authorized by their local unit. 12

Foam Use 13

BLM engines are designed with integrated foam tanks and automatic foam 14

proportioners as standard equipment. When properly used along with various 15

foam nozzles, foam use increases the effectiveness of water. This equipment 16

should be used to apply approved foam concentrate along with water delivery 17

during fire suppression. Special exceptions should be made where accidental 18

spillage or overspray of the chemical could be harmful to the aquatic ecosystem 19

or where other identified resource concerns are identified. 20

BLM Firefighters 21

Introduction 22

Firefighters operate within ICS, which is a component of the National Incident 23

Management System (NIMS). 24

Within ICS, firefighters are either assigned as single resource overhead 25

(individuals assigned to specific supervisory or functional positions) or as 26

members of an organized unit. The individuals within these units are trained to 27

provide different levels and types of tactical, logistical, and managerial 28

capability. 29

These units include: 30

• Hand Crews – Vehicle-mobile firefighters that specialize in the use of hand 31

tools, chainsaws, portable pumps, and ignition devices for tactical 32

operations. Hand crew types include interagency hotshot crews (IHCs), type 33

2 initial attack crews, type 2 crews, and fire suppression modules. 34

• Engine Crews – Engine-mobile firefighters that specialize in the use of 35

engines for tactical operations. 36

• Helitack – Helicopter mobile firefighters that specialize in the use of 37

helicopters for tactical and logistical operations. 38

• Smokejumpers – Fixed-wing-aircraft-and-parachute-mobile firefighters 39

that specialize in the use hand tools, chainsaws, and ignition devices for 40

tactical operations. 41

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 45

Addition or establishment of the following assets requires approval from the 1

Assistant Director (FAD): 2

• Firefighting engines and water tenders (refer to existing guidance regarding 3

acquisition of WCF equipment in this chapter); 4

• Firefighting dozers and dozer modules (refer to existing guidance regarding 5

acquisition of WCF equipment in this chapter); 6

• Type 1, type 2 initial attack, and type 2 hand crews; 7

• Fire suppression modules funded as a preparedness resource (modules 8

assembled for individual fire assignment are exempted); 9

• Wildland fire modules; 10

• Exclusive-use helitack crews; and 11

• Fuels management modules/crews. 12

BLM Firefighter Priority for Use 13

• Initial attack on lands for which the BLM has suppression responsibility. 14

• Other fire suppression/management assignments on BLM-managed lands. 15

• Other fire suppression/management assignments on other agency lands. 16

• All-hazards (ESF#4) reference 17

http://web.blm.gov/internal/fire/budget/Reference_docs/esf4/ESF4_page.ht18

m. 19

Mobilization of BLM Firefighters 20

BLM firefighters are mobilized to perform the following functions: 21

• Suppress fires and manage wildland fire incidents; 22

• Improve BLM initial attack capability; 23

• Maximize the utilization of limited BLM fire operational assets; 24

• Provide additional fire management capability in high-tempo periods; 25

• Provide experience and developmental opportunities to BLM firefighters; 26

• Perform fire management project work or assignments; or 27

• Perform other project work or assignments. 28

There are six funding mechanisms for mobilizing BLM firefighters: 29

• Preparedness funding 30

• Suppression funding 31

• Short-term severity (state-/regional-level severity) funding 32

• National-level severity funding 33

• National preposition funding 34

• State discretionary preposition funding 35

Preparedness Funding 36

Preparedness funding may be used to mobilize resources for normal 37

preparedness activities such as: 38

• Movement of resources within a unit not associated with fire activity; 39

• Detailing firefighters to fill vacant positions; 40

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

46 Release Date: January 2023

• Project work or normal preparedness activities; and/or 1

• Training. 2

Fire managers have the authority to expend preparedness funding for 3

preparedness activities. Mobilization of non-BLM Federal resources with BLM 4

preparedness funding requires a reimbursable agreement. 5

Suppression Funding 6

Suppression funding is used to mobilize resources to wildland fire incidents. 7

BLM firefighters are mobilized directly to incidents using established methods 8

(resource orders, initial attack agreements, dispatch plans, response plans, etc.). 9

Short-Term Severity, State-Level 10

Short-term severity funding may be used to mobilize resources for state/regional 11

short-term severity needs that are expected to last less than one week, such as: 12

• Wind events; 13

• Dry cold front passage; 14

• Lightning events; and/or 15

• Unexpected events, such as off-road rallies or recreational gatherings. 16

Each state director and the division chiefs for operations and aviation have the 17

delegated authority to expend “short-term” severity funds per fiscal year. This 18

discretionary severity authorization can be expended for appropriate severity 19

activities without approval from FAD. States will establish a process for 20

requesting, approving, and tracking short-term severity funds. 21

National-level Severity Funding 22

National-level severity funding is used to mobilize resources to areas where: 23

• Preparedness plans indicate the need for additional preparedness/ 24

suppression resources; 25

• Anticipated fire activity will exceed the capabilities of local resources; 26

• Fire season has either started earlier or lasted longer than identified in the 27

Fire Danger Operating Plan; 28

• An abnormal increase in fire potential or fire danger (e.g., high fine fuel 29

loading, fuel dryness) not planned for in existing preparedness plans; and/or 30

• There is a need to mitigate threats to values identified in land and resource 31

management plans (L/RMP) with Assistant Director (FAD) concurrence. 32

In addition to the above criteria, the Assistant Director (FAD) may consider 33

other factors when approving requests for national severity. 34

Guidance for requesting and utilizing national-level severity funding is found in 35

chapter 10 and on the BLM Fire Operations website at 36

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/Program-37

Areas.aspx. The state director will submit requests, consolidated by state and 38

coordinated with FAD, through official memorandum to the Assistant Director 39

(FAD). An electronic copy should also be e-mailed to 40

“BLM_FA_Severity@blm.gov.” 41

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 47

Severity funding requests will be accepted and approved for a maximum of 30 1

days, regardless of the length of the authorization. Use of severity funding must 2

be terminated when abnormal conditions no longer exist. If the fire severity 3

situation extends beyond the 30-day authorization, the state must prepare a new 4

severity request. 5

The FAD will issue an approval memorandum listing authorized resources along 6

with a cost string code for each state and field office to use for all resources. All 7

resources authorized through this process will be counted in the state’s severity 8

authorization limit, including extension of exclusive-use aircraft contracts. 9

In order to support the BLM national aviation strategy, which includes 10

prioritized allocation based on need, air resource mobility, and cost containment, 11

a state may be directed to release an air resource to another state. All charges 12

related to releasing an air resource will be covered by FAD or the receiving 13

state. 14

National Preposition Funding 15

National preposition funding is used to mobilize resources to areas with 16

anticipated fire activity when other funding is not available. Units may request 17

national preposition funding from FAD to acquire supplemental fire operations 18

assets to increase initial attack capability when BLM units do not: 19

• Have available preparedness funding; 20

• Have available short-term severity funding; or 21

• Meet the criteria for use of national severity funding. 22

Approved national preposition funding may be used only for travel and per diem 23

costs for the duration of the assignment and overtime labor costs associated with 24

the original preposition move. 25

Each state director has been delegated the authority to expend national 26

preposition funding within an allocation limit established annually through 27

issuance of an instruction memorandum. 28

National Preposition Request Process 29

• Unit FMO identifies need and notifies state FOG representative. FOG 30

representative informs SFMO. 31

• FOG representative coordinates with unit FMO to verify need and 32

determine asset types, numbers, and projected preposition location. 33

• Requesting FOG representative queries FOG and identifies available assets. 34

• Requesting and sending FOG representatives jointly complete the BLM 35

Preposition Request Form. 36

• Requesting FOG representative will submit the request electronically via e-37

mail to “BLM_FA_Prepositioning@blm.gov” to acquire Fire Operations 38

Division (FA-300) approval. If aviation assets are requested, FA-300 will 39

coordinate with the National Aviation Office (FA-500) and secure FA-500 40

approval. 41

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

48 Release Date: January 2023

• FA-300 will notify the requesting and sending FOG representatives via e-1

mail when the request is approved/disapproved.2

• After securing FA-300/500 approval, the requesting FOG representative 3

places name request order(s) for specified assets through normal 4

coordination system channels. 5

• Receiving FOG representative will assign the responding BLM assets to a 6

temporary host unit. 7

• Responding assets, sending/receiving FOG representatives, and the 8

temporary host unit will negotiate length of assignment and crew rotation, 9

and ensure that prepositioned personnel meet work/rest requirements. 10

BLM preposition funding request information can be found at the BLM Fire 11

Operations website. 12

State Discretionary Preposition Funding 13

Each state director has the delegated authority to expend preposition funding for 14

prepositioning activities in amounts determined by the BLM FLT. This 15

discretionary preposition funding authorization can be expended for appropriate 16

preposition activities (according to the criteria established for national 17

preposition funding) without approval from the Assistant Director (FAD). 18

Each state will establish a process to document requests and approvals and 19

maintain information in a file. 20

BLM Fire Training and Workforce Development 21

BLM Fire Training and Workforce Development Program 22

The BLM National Fire Training and Workforce Development Program is 23

located at NIFC and works for the Chief, Branch of Preparedness and 24

Suppression Operations (FA-320). The program develops the wildland 25

firefighting workforce through qualification standards, training standards, and 26

workforce development programs in support of BLM fire management. 27

BLM Standards for Fire Training and Workforce Development 28

The BLM Fire Training and Workforce Development Program, in coordination 29

with the FOG and state training officers, is responsible for publishing the BLM 30

Standards for Fire Training and Workforce Development. The BLM Standards 31

for Fire Training and Workforce Development provides fire and aviation 32

training, qualifications, and workforce development program management 33

direction. This document is available at https://www.nifc.gov/about-us/our-34

partners/blm/training. 35

Personnel hired by the BLM must meet requirements established in the position 36

description. If the position description requires ICS qualifications, only 37

qualifications and minimum requirements specified in the NWCG Standards for 38

Wildland Fire Position Qualifications (PMS 310-1) will be applied as selective 39

factors and/or screen-out questions. To avoid reducing candidate pools, BLM-40

specific requirements that are supplemental to the PMS 310-1 may not be used 41

as selective placement factors/screen-out questions. Supplemental BLM-specific 42

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 49

training or qualification requirements may only be used as selective factors 1

and/or screen-out questions when requested and justified by the selecting official 2

and approved by HR. Impacts to the candidate pool must be addressed in the 3

justification. As with all other BLM- or DOI-specific training/experience 4

requirements (e.g., Do What’s Right training, purchase card training) that newly 5

hired employees from other agencies may not have, the supervisor and Incident 6

Qualifications and Certification System (IQCS) certifying official are 7

responsible for reconciling that employee’s training and IQCS Responder 8

Master Record after the employee has entered on duty. This may be 9

accomplished by providing additional training/experience or by manually 10

awarding competencies as per established IQCS protocol. 11

BLM Firefighters General Non-Fire Training Requirements 12

Administratively Determined and Emergency Firefighters 13

Training Required

Initial Requirement/

Frequency

Delivery Method/

Responsible Party

Defensive Driving

(if operating a Government

vehicle, or rental/leased

vehicle for official

purposes)

• Prior to operating

motor vehicle for

ficial purposes

• Once every three

years

• DOI Talent or

instructor-led

• Unit safety manager

First Aid/

Cardiopulmonary

Resuscitation (CPR)

• Upon initial

employment

• Every 2 years or per

ertifying authority

• At least two persons

per crew (GS or AD)

shall be current and

certified.

• Instructor-led

• Unit safety manager

Fuel Transport Hazardous

Materials Training

(required for all

employees who transport,

prepare for transport,

load, unload, handle, or

are responsible for the

safety of hazardous

materials that are being

transported)

• Upon initial

employment and a

refresher every 3

years thereafter

• https://www.fs.usda.g

ov/t-

d/fueltran/training/ind

ex.htm

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

50 Release Date: January 2023

Agency Permanent, Career Seasonal, and Temporary Firefighters

Training Required

Initial Requirement/

Frequency

Delivery Method/

Responsible Party

Bloodborne Pathogens

• Once: Awareness level

for employees not at

increased risk (e.g.,

non-fireline support

personnel)

• Annually: For

ployees at increased

risk due to assigned

duties (e.g., IHC,

helitack, SMKJ, engin

crew)

• Instructor-led

• Unit safety manager

Defensive Driving

(if operating a Government

vehicle, or rental/leased

vehicle for official

purposes)

• Prior to operating a

motor vehicle for

ficial purposes

• Once every three years

• DOI Talent

or instructor-led

• Unit safety manager

Do What’s Right/EEO/

Diversity

• Annually

•

Instructor-led, DOI

Talent, or as determined

by EEO manager

• Do What’s Right –

FMO

• EEO/Diversity – EEO

manager

First Aid/

Cardiopulmonary

Resuscitation (CPR)

• Upon initial

employment

• Every 2 years or per

certifying authority

• Instructor-led

• Unit safety manager

HAZWOPER – Field

Awareness (section 6)

• Upon initial

employment

• Annually

• Instructor-led

• Unit safety manager

• https://www.ntc.blm.g

ov/krc/viewresource.p

hp?courseID=1086&pr

ogramAreaId=118

BLM Hazard

Communications

(HAZCOM) – Globally

Harmonized System (GHS)

• Upon initial

employment

• DOI Talent (Course

Shortname BLM-H-

010)

• Unit safety manager,

unit hazardous material

coordinator

Safety Orientation

• Once

• Instructor-led

• Supervisor

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 51

Training Required

Initial Requirement/

Frequency

Delivery Method/

Responsible Party

Fuel Transport Hazardous

Materials Training

(required for all

employees who transport,

prepare for transport,

load, unload, handle, or

are responsible for the

safety of hazardous

materials that are being

transported)

• Upon initial

employment and a

refresher every 3 years

thereafter

• https://www.fs.usda.gov

/t-

d/fueltran/training/index

.htm

Driver Training for Regular Drivers of Fire Equipment 1

All regular drivers of specialized vehicles (e.g., engines, water tenders, crew 2

carriers, fuel tenders, helicopter support vehicles) must complete BL-300, Fire 3

Vehicle Driver Orientation (initially) and RT-301, Fire Vehicle Driver 4

Refresher Training (annually). Course materials are available via the BLM Fire 5

Training website at https://www.nifc.gov/about-us/our-6

partners/blm/training/fire-vehicle. 7

For the purposes of this policy, a regular driver is defined as an employee whose 8

duties include driving fire equipment on a regular basis. This may include 9

highway, off-road, city, mobile attack, and extreme terrain driving. 10

BLM Firefighter Mandatory Physical Fitness Standards 11

The NWCG Standards for Wildland Fire Position Qualifications (PMS 310-1) 12

establishes physical fitness standards for NWCG-sanctioned firefighters. These 13

standards are assessed using the work capacity test (WCT). Prior to attempting 14

the WCT, all permanent, career-seasonal, temporary, and AD/EFF employees 15

who participate in wildland fire activities requiring a fitness level of arduous 16

must participate in the DOI Medical Qualification Standards Program (DOI 17

MSP). 18

Employees serving in wildland fire positions that require a fitness rating of 19

arduous as a condition of employment are required to perform physical fitness 20

conditioning for one hour of duty time each workday while in pay status. Special 21

exceptions such as being assigned to an incident, travel status, injuries, details, 22

etc., may be granted. BLM employees funded by fire preparedness and/or fuels 23

who do not require a fitness rating of arduous as a condition of employment but 24

do maintain a fire qualification with an arduous rating may be authorized one 25

hour of daily duty time for physical fitness conditioning. Participation will be 26

negotiated with the employee’s supervisor. Employees serving in positions that 27

require a fitness rating of moderate or light may be authorized up to three hours 28

per week. 29

Information on the WCT and the DOI MSP is located in chapter 13. 30

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

52 Release Date: January 2023

BLM National Fire Operations Fitness Challenge 1

The BLM Fire Operations Fitness Challenge encourages and recognizes 2

achievement in physical fitness by BLM firefighters. The fitness challenge 3

provides a common system by which BLM firefighters can measure current 4

fitness, establish fitness goals, track fitness improvement, and receive 5

recognition for their efforts. The fitness challenge is voluntary, but BLM 6

firefighters are strongly encouraged to participate. The BLM Fire Operations 7

Fitness Challenge was updated in 2022. 8

BLM State offices and BLM districts will recognize achievement in the BLM 9

Fire Operations Fitness Challenge. Nationally, FAD will annually recognize 10

individuals that demonstrate the most improvement and top over-all scores by 11

gender and age group. 12

Information about the BLM Fire Operations Fitness Challenge is available at: 13

https://www.nifc.gov/about-us/our-partners/blm/training/fitness-challenge. 14

Interagency Fire Program Management Standards 15

The BLM follows the Interagency Fire Program Management Qualifications 16

Standards and Guide, January 2000. The guide does the following: 17

• Establishes minimum qualifications standards for 11 key fire management 18

positions. These standards include 1) basic requirements, 2) specialized 19

experience requirements, 3) NWCG incident management qualifications, 20

and 4) additional required training. 21

• Provides a “complexity rating for program management” table, which is 22

used to determine overall complexity of the unit-level fire program. This is 23

used because qualification standards for some of the 11 identified positions 24

are tied to fire program complexity. 25

The supplemental qualification standard for professional GS-0401 fire 26

management specialist positions, approved by the Office of Personnel 27

Management, is also included in the guide. 28

State- and unit-level fire managers should consult HR officials and apply 29

Interagency Fire Program Management (IFPM) standards as appropriate. 30

Information is located at https://www.nifc.gov/programs/interagency-fire-31

program-management. 32

BLM Hand Crews 33

BLM Hand Crew Standards (All Crew Types) 34

• Language – Crew boss (CRWB) and firefighter type 1 (FFT1); must be 35

able to read and interpret the language of the crew as well as English 36

• Flight weight – 5,300 pounds 37

• Personal gear – Sufficient for 14-day assignments 38

• Physical fitness – Arduous; all positions 39

• Required equipment and PPE – Fully equipped as specified in the 40

Interagency Standards for Fire and Fire Aviation Operations 41

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 53

BLM Hand Crew Standards by Type 1

Crew Details Type 1 IHC

Type 2 I

nitial

Attack

Type 2

Fire

Suppression

Module

Crew Size

Minimum 20

Maximum 25

(See table in chapter

13 for “Crew

Standards for

National

Mobilization”)

Minimum 18

Maximum 20

Minimum 18

Maximum 20

Minimum 5

Maximum 10

Leadership

Qualifications

1 Superintendent

1 Asst. Superintendent

3 Squad leaders

2 Senior FFTs (FFT1)

1 Superintendent

2 Asst. Superintenden

2 Squad Leaders

2 Senior FFTs (FFT1)

1 CRWB

3 ICT5

1 CRWB

3 FFT1

1 single

resource boss

(SRB)/ICT5

2 FFT1

Fireline

Capability

Initial attack – Can be

broken up into squads,

fireline construction,

complex firing

operations (backfire)

Initial attack –

Can be broken

up into squads,

fireline

construction

Initial attack –

Fireline

construction

Operates as a

single module

with type 5

command

capability

Language

Requirement

All senior leadership,

including squad

leaders and higher,

must be able to read

and interpret the

language of the crew

as well as English.

Same as

type 1

Same as

type 1

Same as

type 1

Crew

Experience

80% of the

crewmembers must

have at least 1 season

experience in fire

suppression

60% of the

crewmembers

must have at

least 1 season

experience in

fire suppression

20% of the

crewmembers

must have at

least 1 season

experience in

fire suppression

Agency only

Full-Time

Organized Crew

Yes (work and train as

a unit 40 hours per

week)

Crew Utilization

National shared

resource

Local unit

control

Local unit

control

Local unit

control

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

54 Release Date: January 2023

Crew Details Type 1 IHC

Type 2 I

nitial

Attack

Type 2

Fire

Suppression

Module

Communication

8 programmable

handheld radios

programmable mobile

radio in each truck

programmable

handheld radios

programmable

handheld radios

programmable

handheld radios

Sawyers

4 faller type 2 (FAL2),

50% of crew FAL3

1 FAL2,

2 FAL3

None

2 FAL3

Training

As required by the

Standards for

Interagency Hotshot

Crew Operations or

agency policy prior to

assignment

Basic firefighter

training

once qualified

, 4

hours annual

fireline refresher

training prior to

assignment

Basic

firefighter

training

once qualified,

4 hours annual

fireline

refresher

training prior to

assignment

Basic

firefighter

training

once qualified,

4 hours annual

fireline

refresher

training prior to

assignment

Logistics

Squad-level agency

purchasing authority

Crew-level

agency

purchasing

authority

recommended

No purchasing

authority

Self-sufficient

for 48 hours;

purchasing

authority

recommended

Maximum

Weight

5,300 lbs.

N/A

Dispatch

Availability

Available nationally

Available

nationally

Variable

Production

Factor

1.0

Variable

Transportation

Own transportation

Need

transportation

Need

transportation

Own

transportation

Tools and

Equipment

Fully equipped

Not equipped

Variable

Personal Gear

Arrives with crew first

aid kit, personal first

aid kit, headlamp, 1-

quart canteen, web

gear, sleeping bag

Same as

type 1

Same as

type 1

Same as

type 1

PPE

All standard designated

fireline PPE

Same as

type 1

Same as

type 1

Same as

type 1

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 55

Crew Details Type 1 IHC

Type 2 I

nitial

Attack

Type 2

Fire

Suppression

Module

Certification

Must be annually

certified by the local

host unit AADM or

designee prior to being

made available for

assignment

N/A

BLM Interagency Hotshot Crews 1

BLM IHCs will meet all requirements found in the Standards for Interagency 2

Hotshot Crew Operations (SIHCO) and the Interagency Standards for Fire and 3

Fire Aviation Operations while providing a safe, professional, mobile, and 4

highly skilled hand crew for all phases of fire management and incident 5

operations. 6

BLM Interagency Hotshot Crew Locations 7

State

Crew

Location

Chena

Fairbanks

Midnight Sun

Aravaipa Veteran

Sierra Vista

Diamond Mountain

Susanville

Kern Valley

Bakersfield

Craig

Snake River

Pocatello

Jackson

Silver State

Carson City

Ruby Mountain

Elko

Vale

Lakeview Veteran

Klamath Falls

Bonneville

Salt Lake City

Annual Interagency Hotshot Crew Mobilization Requirements 8

Prior to becoming available for mobilization, each BLM IHC will complete the 9

BLM Hotshot Crew Preparedness Review Checklist #16 and the Annual IHC 10

Mobilization Checklist (SIHCO, appendix C). The IHC superintendent, 11

supervising fire management officer, and supervising AADM will complete both 12

checklists and send to the SFMO for concurrence. Upon concurrence, the SFMO 13

will notify the appropriate Geographic Area Coordination Center (GACC) and 14

the Chief, Branch of Preparedness and Suppression Operations (FA-320) of 15

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

56 Release Date: January 2023

crew status and provide copies of the BLM Hotshot Crew Preparedness Review 1

Checklist #16 and the Annual IHC Mobilization Checklist (SIHCO, appendix C) 2

to each. 3

Establishing or Converting BLM Interagency Hotshot Crews 4

BLM state directors must request approval from the Assistant Director (FAD) 5

prior to beginning the process to establish a new BLM IHC or to convert a 6

current type 2 or type 2 initial attack crew to an IHC. Upon approval from 7

Assistant Director (FAD), BLM states will follow the crew certification process 8

as outlined in the SIHCO, chapter 5. The IHC certification process will be 9

coordinated with FA-300. 10

BLM Interagency Hotshot Crew Decertification and Recertification 11

Changes to crew qualifications and capabilities should be closely examined by 12

the superintendent to ensure that all requirements contained in the SIHCO are 13

met. Any BLM IHC that is unable to meet the minimum requirements will be 14

placed in type 2 initial attack status until the requirements can be met. 15

Exceptions to the requirements must be requested by the state fire management 16

officer (for IHCs based in the eastern and southern geographic areas, the request 17

must be made by the State Director, Eastern States), and may be granted on a 18

case-by-case basis by the Fire Operations Division Chief (FA-300). 19

Short-term inability to meet the requirements may not necessarily require 20

recertification but may require completion of the Annual IHC Mobilization 21

Checklist (SIHCO, appendix C) and concurrence from the Chief, Branch of 22

Preparedness and Suppression Operations (FA-320) before regaining IHC status. 23

Longer-term or more significant failures to meet the requirements may require 24

the full recertification process as stated in the SIHCO, with oversight from the 25

Fire Operations Division. 26

BLM Interagency Hotshot Crew Size 27

Standard crew size is 20-22 with a maximum of 25. For national mobilization, 28

BLM IHCs will have a minimum of 18 personnel. BLM IHC superintendents 29

will obtain prior approval from the respective GACC when the assignment 30

requires fixed-wing transport of an IHC with more than 20 personnel. 31

BLM Interagency Hotshot Crew Training and Qualification Requirements 32

Position

NWCG

Qualification

Fire Training

Firefighter

FFT2

IS-700 An Introduction to the NIMS

ICS-100 Introduction to the ICS

S-130 Firefighter Training

S-190 Introduction to Wildland Fire

Behavior

L-180 Human Factors in the Wildland

Fire Service

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 57

Position

NWCG

Qualification

Fire Training

Senior

Firefighter

FFT1

All the above plus:

S-211 Portable Pumps and Water Use

S-212 NWCG Standards for Wildland

Fire Chainsaw Operations

S-131 Firefighter Type 1

S-270 Basic Air Operations

Squad Leader

• ICT5

• CRWB

All the above plus:

IS-800 National Response Framework

(NRF): An Introduction

ICS-200 Basic ICS for Initial Response

S-215 Fire Operations in the WUI

S-230 Crew Boss (Single Resource)

S-219 Firing Operations

S-260 Interagency Incident Business

Management

S-290 Intermediate Wildland Fire

Behavior

L-280 Followership to Leadership

Assistant

Superintendent

Captain

• Strike team

leader crew

TCR) or task

force leader

(TFLD)

• CRWB

• IC

All the above plus:

ICS-300 Intermediate ICS

S-200 Initial Attack Incident

Commander (IC)

S-330 Task Force/Strike Team Leader

S-390 Introduction to Wildland Fire

Behavior Calculations

L-380 Fireline Leadership

M-410 Facilitative Instructor or

equivalent

Superintendent

• TFLD

• ICT4

• Firing boss

(FIRB)

All the above

Interagency Hotshot Crew Position Descriptions and Selective Placement 1

Factors 2

Position

Description

Number

Title/Series/Grade(s)

NWCG

Selective

Placement

Factor(s)

IHC Position

Firefighter

Retirement

Coverage

FDI0203

Forestry Aid, Wildland

Firefighter

GS-0462-03

None

Firefighter/

crewmember

Primary

FDI0204

Forestry Technician, Wildland

Firefighter

GS-0462-04

None

Firefighter/

crewmember

Primary

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

58 Release Date: January 2023

Position

Description

Number

Title/Series/Grade(s)

NWCG

Selective

Placement

Factor(s)

IHC Position

Firefighter

Retirement

Coverage

FDI0205*

Forestry Technician, Senior

Wildland Firefighter

GS-0462-05

FFT1 and

S-290

Senior (lead)

firefighter

Primary

FDI0206*

Forestry Technician (Fire)

GS-0462-06

FFT1 and

S-290

Senior (lead)

firefighter

Primary

FDI207B/A

Forestry Technician (Fire)

GS-0462-06/07

CRWB and

ICT5

Squad leader Primary

FDI0217

Forestry Technician (Fire)

Assistant IHC Superintendent

GS-0462-08

STCR or

TFLD and

CRWB and

ICT4

Assistant

superintendent/

captain

Secondary/

administrative

FDI0216*

Forestry Technician (Fire)

IHC Superintendent

GS-0462-09

TFLD and

ICT4 and

FIRB

Superintendent

Secondary/

administrative

Position Description Standards for Hand Crew Supervisors (non-1

Interagency Hotshot Crew) 2

Department of Interior standard position descriptions (SPDs) FDI0216 and 3

FDI0217, found at https://www.doi.gov/flert/DOI_std_pds, may be utilized for 4

any non-IHC hand crew or module leader, crew boss, or assistant crew boss 5

positions. This includes hand crew leaders on type 2 initial attack and type 2 6

hand crews, fire suppression modules, wildland fire modules, fuels hand crews, 7

and fuels modules. 8

• Interagency Fire Program Management (IFPM) requirements will not be 9

applied. Selective factors and Incident Command System (ICS) 10

qualification requirements will be based on hand crew requirements found 11

in the Interagency Standards for Fire and Fire Aviation Operations (Red 12

Book), the NWCG Standards for Wildland Fire Position Qualifications 13

(PMS 310- 1), and other agency and interagency policy. Selecting officials 14

may also determine selective factors in addition to minimum requirements 15

as appropriate. 16

• The qualification requirements specified in the Standards for Interagency 17

Hotshot Crew Operations (SIHCO) do not apply to these positions and will 18

not be required prior to entrance into these positions as stated in the SPDs 19

unless independently determined by the Selecting Official. 20

• If utilized for BLM Veteran hand crews, additional standards may apply. 21

These additional standards are found in the BLM Standards for Veteran 22

Crew Operations, located at https://www.nifc.gov/about-us/our-23

partners/blm/blm-crews. 24

• Servicing human resources offices will consult with fire management 25

officers and utilize the appropriate hand crew leader position naming 26

convention for vacancy announcements and personnel systems. 27

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 59

BLM Veteran Crews 1

BLM veteran crews are comprised primarily of veterans from the United States 2

Armed Forces. Each veteran crew trains and works as a single unit and 3

mobilizes fully equipped with transportation. The diverse make-up of veteran 4

crewmembers provides a high level of professionalism, leadership, and skills 5

that are transferable to the wildland fire environment. Standards for Veteran 6

Crew Operations is available at https://www.nifc.gov/about-us/our-7

partners/blm/blm-crews. 8

BLM Veteran Crew Types and Locations 9

State

Crew

Type

Location

Aravaipa Veteran

IHC

Sierra Vista

Folsom Lake

Type 2 initial attack

Placerville

Billings

Type 2 initial attack

Billings

Vegas Valley

Type 2 initial attack

Las Vegas

Lakeview Veteran

IHC

Klamath Falls

Medford

Type 2 initial attack

Medford

Spokane

Fire suppression module

Spokane

Devil’s Canyon

Type 2 initial attack

Worland

Not funded with preparedness funding. 10

BLM Fire Suppression Modules 11

Fire suppression modules are comprised of 5-10 firefighters and are used 12

primarily for wildfire suppression, fuels reduction, and other fire management 13

duties. Fire suppression modules can perform self-contained, initial attack 14

suppression operations and can generally provide incident management 15

capability at the type 5 level. 16

BLM Fire Suppression Module Mobilization 17

Fire suppression modules will be statused, tracked, and mobilized in the 18

Interagency Resource Ordering Capability (IROC) system using the resource 19

identifier “Module, Suppression.” 20

BLM Wildland Fire Modules 21

Refer to chapter 13. 22

BLM Engines 23

Engines carry two to six firefighters and are used primarily for wildfire 24

suppression, fuels reduction, and other fire management duties. Engine 25

personnel can perform self-contained, initial attack suppression operations and 26

can generally provide single resource incident management capability up to the 27

type 4 level. 28

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

60 Release Date: January 2023

BLM Engine Ordering 1

• Engine personnel will status through the local dispatch center in accordance 2

with local policy and procedures. 3

• Availability of engines for off-unit assignments rests with local unit fire 4

management. 5

• Units needing engines from another state for support will contact their state 6

operations lead with a request. 7

• The state operations lead will contact the Fire Operations Division 8

(FA-300) or other state office operations leads with the request. 9

BLM Engine Typing 10

Engines are typed according to interagency standards as established by NWCG. 11

See chapter 14 for engine typing standards. 12

BLM Engine Minimum Staffing Requirements 13

All engines will meet these minimum staffing requirements on every incident 14

response: 15

• Minimum staffing for type 6 engines is two personnel: one single resource 16

boss-engine (ENGB) and one firefighter type 2 (FFT2). 17

• Minimum staffing for type 3, 4, and 5 engines is three personnel: one 18

ENGB and two FFT2s. 19

When staffing an engine with an employee from another agency on a short-term 20

basis (detail, severity assignment, etc.), the qualification standards of that 21

agency will be accepted. These qualifications must meet PMS 310-1 22

requirements for the position. 23

BLM Engine Training and Qualification Requirements 24

BLM has established additional training and qualification requirements for 25

engine operator (ENOP) and engine boss (ENGB). These additional 26

requirements are as follows: 27

Fireline Position

Required Qualifications and Training

Firefighter type 2

IS-700 An Introduction to the NIMS

ICS-100 Introduction to the ICS

L-180 Human Factors in the Wildland Fire Service

S-130 Firefighter Training

S-190 Introduction to Wildland Fire Behavior

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 61

Fireline Position

Required Qualifications and Training

Engine Operator

Qualified as FFT1

N9018 BLM Engine Operator Course

L-280 Followership to Leadership

S-131 Firefighter Type 1

S-211 Portable Pumps and Water Use

S-212 NWCG Standards for Wildland Fire Chainsaw

Operations

S-260 Interagency Incident Business Management

S-290 Intermediate Wildland Fire Behavior

RT-301 BLM Fire Vehicle Driver Refresher - Annually

Engine Boss

Qualified as ENOP and ICT5

ICS-200 Basic ICS for Initial Response

S-215 Fire Operations in the Wildland/Urban Interface

S-230 Crew Boss (Single Resource)

S-290 Intermediate Wildland Fire Behavior

The BLM utilizes the ENOP fireline qualification to provide additional expertise in engine 1

maintenance, pump operations, and vehicle operation. ENOP is required prior to qualification as a 2

BLM ENGB. 3

Engine Crew Position Descriptions and Selective Placement Factors 4

Guidance for utilization of DOI standard position descriptions and selective 5

placement factors when recruiting and filling position on BLM engine crews can 6

be found at https://doimspp.sharepoint.com/sites/blm-fa/fire-7

operations/SitePages/Policy-and-References.aspx. The DOI standard position 8

descriptions (SPDs) and the National Wildfire Coordinating Group (NWCG) 9

qualification requirements will be utilized when recruiting and filling positions 10

on engine crews. The NWCG qualifications listed below are minimum required 11

qualifications; higher NWCG qualifications can be substituted and utilized for 12

all positions. Human resources specialists should first consult FMOs for 13

questions on NWCG qualifications or the Interagency Fire Program 14

Management (IFPM) position standards 15

(https://www.nifc.gov/programs/interagency-fire-program-management). The 16

SPDs for DOI wide use can be found at https://www.doi.gov/flert/DOI_std_pds. 17

Position

Description

Number

Title/Series/Grade(s)

Minimum

Selective

Placement

Factor(s)

Working

Title(s)

Firefighter

Retirement

Coverage

FDI0203

Forestry Aid, Wildland

Firefighter

GS-0462-03

None

Firefighter/

crewmember Primary

FDI0204

Forestry Technician,

Wildland Firefighter

GS-0462-04

Temporary:

90 days prior

wildland fire

experience

Firefighter/

crewmember

Primary

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

62 Release Date: January 2023

Position

Description

Number

Title/Series/Grade(s)

Minimum

Selective

Placement

Factor(s)

Working

Title(s)

Firefighter

Retirement

Coverage

Permanent:

None

FDI0205*

Forestry Technician,

Senior Wildland

Firefighter

GS-0462-05

FFT1 and

S-290

Senior (lead)

firefighter

Primary

FDI0206*

Forestry Technician

(Fire)

GS-0462-06

FFT1 and

S-290

Senior (lead)

firefighter

Primary

FDI207B/A*

Forestry Technician

(Fire)

GS-0462-06/07

FFT1 and

S-290

Senior (lead)

firefighter/

engine

operator/

assistant

engine boss/

assistant

Engine

Captain

Primary

FDI236B/A*

Forestry Technician

(Fire) Engine Captain

GS-0462-07/08

ENGB, ICT5,

and

S-211**

Engine boss/

engine captain

Primary

*IFPM minimum qualification standards apply. 1

**Because minimum staffing of BLM engines is two personnel (Type 6 engines) or three 2

personnel (Type 3/4/5 Engines), the Supervisory Fire Engine Operator (Supervising Three 3

or Fewer Crew Members) IFPM qualification standard will be applied bureauwide. 4

BLM Engine Driver Requirements 5

For engines greater than 26,000 gross vehicle weight rating (GVWR), the driver 6

of the engine is required to possess a commercial driver’s license (CDL). Refer 7

to chapter 7 for more information. 8

WCF class-668 vehicle drivers are required to complete WCF Class-668 Driver 9

and Maintenance Training (once). WCF Class-668 Driver and Maintenance 10

Training may be conducted at the unit/zone/state level utilizing qualified and 11

experienced class-668 operators. NFEP staff are available as unit instructors; the 12

hosting unit is responsible for course coordination. 13

All hands-on components of engine driver training courses will be conducted on 14

the specific vehicle or vehicle type the driver will be operating. 15

Equivalent courses that satisfy driver training requirements, such as the National 16

Safety Council-sanctioned Emergency Vehicle Operator Course (EVOC), will 17

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 63

be approved in writing by the Fire Operations Division Chief (FA-300) on a 1

case-by-case basis. 2

BLM engine driver training satisfies the BLM requirement for 4X4 driver 3

training stated in H-1112-1, chapter 15. 4

BLM Smokejumpers 5

Smokejumpers operate in teams of two to eight firefighters and are used 6

primarily for wildfire suppression, fuels reduction, and other fire management 7

duties. Smokejumpers can perform self-contained, initial attack suppression 8

operations, and commonly provide incident management capability at the type 3 9

level. Smokejumpers provide personnel to type 1 and type 2 incidents as 10

command and general staff or other miscellaneous single resources. BLM 11

smokejumper bases are located in Boise, Idaho, and Fairbanks, Alaska. 12

BLM Smokejumper (SMKJ) Operations 13

The Interagency Smokejumper Operations Guide (ISMOG), BLM Ram-air 14

Training Manual (RATM), Great Basin Smokejumpers User Guide, Alaska 15

Geographic Area Coordination Center Mob Guide, and other pertinent 16

agreements and operating plans contain smokejumper operational and 17

administrative procedures. 18

BLM Smokejumper Mission 19

Smokejumper aircraft are dispatched with a standard load of 8 smokejumpers 20

and equipment to be self-sufficient for 48 hours. A typical smokejumper mission 21

takes 30 minutes over a fire. A spotter (senior smokejumper in charge of 22

smokejumper missions) serves as the mission coordinator on smokejumper 23

missions. This may include coordinating smokejumper operation with on-scene 24

aircraft over a fire until a qualified air tactical group supervisor (ATGS) arrives. 25

BLM Smokejumper Coordination and Dispatch 26

Smokejumpers are a national shared resource and are ordered according to 27

geographic area or national mobilization guides. The operational unit for 28

smokejumpers is “one load” (8-12 smokejumpers). Specific information on the 29

coordination, dispatch, ordering, and use of BLM smokejumpers can be found in 30

the BLM Great Basin Smokejumpers User Guide, and in the Alaska Geographic 31

Area Coordination Center Mob Guide. Contact BLM smokejumpers in Boise at 32

(208) 387-5426 or in Alaska at (907) 356-5540 for these publications. 33

BLM Ram-Air Parachute System Management 34

The BLM has exclusive authority for all aspects of BLM Ram-Air parachute 35

system management and operations. This includes: 36

• System Changes and Modifications – All BLM Ram-Air parachute 37

system modifications, research, and development will be documented and 38

approved using the BLM Smokejumper Modification Document (MODOC) 39

System. 40

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

64 Release Date: January 2023

• Ram-Air Training – All smokejumpers utilizing the BLM Ram-Air1

parachute system will adhere to the training processes and procedures in the2

BLM Ram-Air Training Manual.3

• Malfunction Abnormality and Reporting System (MARS) – MARS is a 4

reporting system utilized to report and document malfunctions and 5

abnormalities associated with smokejumper parachute jumping, parachute 6

equipment, and parachute-related aircraft operations. The MARS database 7

is hosted by the USFS and is used by both the BLM and USFS to analyze 8

malfunctions and abnormalities, identify trends, and initiate corrective 9

actions. BLM retains exclusive authority to apply corrective actions to BLM 10

equipment and procedures. 11

• BLM-Approved Smokejumper Equipment List – All smokejumpers 12

using the BLM Ram-Air parachute system will only utilize equipment listed 13

in the BLM-approved smokejumper equipment list unless specific approval 14

is authorized through a MODOC. 15

• Incidents, Reviews, and Accident Investigations – BLM smokejumpers 16

will follow all procedures for accident review and investigation as outlined 17

in the Interagency Standards for Fire and Fire Aviation Operations, 18

chapters 2 and 18. The BLM smokejumpers will report incidents/accidents 19

as appropriate, on the National Technology and Development Program 20

(NTDP) formerly known as Missoula Technology and Development Center 21

(MTDC) Injury Reporting Form. A BLM smokejumper subject matter 22

expert will participate in any investigation or review involving the BLM 23

Ram-air parachute system. 24

• Adherence to Agency Policies and Manuals – BLM will adhere to its own 25

policies, guidelines, manuals, handbooks, and other operational documents 26

as they pertain to smokejumper parachuting operations. The smokejumper 27

base managers will work through established command channels to change 28

BLM Ram-air parachute system policies, guidelines, manuals, handbooks, 29

and other operational documents, and/or to request research and 30

development of new products. 31

BLM Smokejumper Aircraft 32

Smokejumpers use aircraft approved by the Interagency Smokejumper Aircraft 33

Screening and Evaluation Subcommittee (SASES). All aviation operations will 34

be performed according to agency policies and procedures. Smokejumper-35

specific aviation standards are identified in the BLM Smokejumper Air 36

Operations Manual. 37

BLM Smokejumper Training 38

To ensure proficiency and safety, smokejumpers complete annual training in 39

aviation, parachuting, fire suppression, administration, and safety. Experienced 40

smokejumpers receive annual refresher training in these areas. First-year 41

smokejumpers undergo a rigorous 4-to-5-week training program. 42

Candidates are evaluated to determine: 43

• Level of physical fitness 44

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 65

• Ability to learn and perform smokejumper skills 1

• Ability to work as a team member 2

• Attitude 3

• Ability to think clearly and remain productive in a stressful environment 4

BLM Smokejumper Training and Qualification Targets 5

Position IQCS Target

Smokejumper

Training Target

Department

managers

Type 1 and type 2 command and

general staff

Spotter

ICT3, DIVS, ATGS, RXB2, safety

officer (SOFR)

Senior smokejumper

Strike team leader (STLD), TFLD

Senior rigger, field

observer (FOBS)

Smokejumper

ICT4, CRWB, FIRB

Fire effects monitor

(FEMO)

Rookie

smokejumper

ICT5

BLM Smokejumper Jump Proficiency Guideline 6

To ensure proficiency and safety, it is the goal of BLM smokejumpers to 7

perform a training or operational jump every 14 days. A longer period between 8

jumps can occur due to fire assignments or other duties. Guidelines for 9

managing gaps between jumps beyond 14 days are included in the BLM Ram-10

air Training Manual. Funding for currency and/or training jumps are included in 11

the home unit's normal preparedness budgets. Units hosting contingents or spike 12

bases will not be charged for any proficiency jump or related activities. 13

BLM Smokejumper Physical Fitness Standards 14

The BLM smokejumper physical fitness standards are mandatory. All BLM 15

smokejumpers must pass the BLM smokejumper physical fitness standards to 16

perform training or operational jumps. 17

BLM smokejumper chiefs are authorized to allow refresher training jumps for 18

experienced jumpers if course conditions are unsafe for runs or packs. 19

BLM Smokejumper Physical Fitness Standards

(Two options)*:

• 1.5-mile run in 10:47 minutes or less, or

• 3-mile backpacking with a 110-pound load within 65 minutes

30 push-ups

6 pull-ups

Arduous WCT

* Successful completion of both elements is required during smokejumper rookie training.

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

66 Release Date: January 2023

Retesting 1

Retesting criteria include: 2

• Returning smokejumpers are allowed three opportunities to pass the BLM 3

smokejumper physical fitness standards. Each retest will occur no sooner 4

than 24 hours after failing the previous test and will consist of all elements 5

of the smokejumper physical fitness test. 6

• Smokejumper candidates have one opportunity to pass the BLM 7

smokejumper physical fitness standards. 8

• If an employee sustains an injury (verified by a licensed medical provider) 9

during a test, the test will not count as an attempt. Once an injured 10

employee has been released for full duty, the employee will be given time 11

to prepare for the test (not to exceed 4 weeks). 12

BLM Exclusive-Use Helitack Crews 13

The BLM contracts type 1, type 2 or type 3 exclusive use of vendor-supplied 14

and -supported helicopters in BLM districts throughout the United States. 15

Helitack crews are assigned to manage each contracted helicopter and perform 16

suppression and support operations to accomplish fire and resource management 17

objectives. 18

Each contract specifies a mandatory availability period (MAP) that the aircraft 19

will be assigned for the exclusive use of the BLM. The National Aviation Office 20

provides the funding to pay for the aircraft’s availability costs. 21

The BLM host unit is responsible for providing a helitack crew that meets the 22

minimum experience and qualification requirements specified in the Exclusive-23

use Fire Helicopter Position Prerequisites table in chapter 16. Each functional or 24

supervisory level must have met the experience and qualification requirements 25

of the next lower functional level. The minimum daily staffing level (seven-day 26

staffing) must meet the level indicated in the NWCG Standards for Helicopter 27

Operations, chapter 2. BLM helicopters operated in Alaska need only be staffed 28

with a qualified helicopter manager. 29

The host unit is also responsible for providing administrative support; 30

equipment, vehicles, and facilities for helitack crews as specified in the NWCG 31

Standards for Helicopter Operations; and other associated specialized 32

equipment. 33

The BLM type 1 helicopter’s primary mission is initial attack. While most 34

effective at providing rapid initial response, the crew is well equipped to 35

respond to extended-attack incidents and critical need missions on large fires. 36

Extended attack incidents that utilize the crew to fill critical positions should 37

immediately order replacement personnel for those positions in case the aircraft 38

and crew are reassigned. BLM states may request to preposition the helicopter 39

and crew, either directly to the BLM state DO hosting the crew, or through the 40

national duty officer (208-387-5876) followed by a resource order placed 41

through the established dispatch channels. 42

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 67

BLM Exclusive-Use Helicopter Locations 1

State

Location

NWCG Type

Fairbanks

2 (4 each), 3 (3 each)

Wickenburg

St. George

Apple Valley

Ravendale

Rifle

Boise

Twin Falls

Lewistown

Miles City

Elko

Ely

Las Vegas

Burns

Lakeview

Vale

Moab

Salt Lake City

Rawlins

Fire Helicopter Crew Position Descriptions and Selective Placement Factors

The following DOI standard position descriptions, BLM standard position 3

descriptions, and National Wildfire Coordinating Group (NWCG) qualification 4

requirements will be utilized to recruit and fill all BLM exclusive use helitack 5

crews. The NWCG qualifications listed below are minimum required 6

qualifications; higher NWCG qualifications can be substituted and utilized for 7

all positions at the discretion of the selecting official. Human resource 8

specialists should consult with fire management officers for questions on 9

NWCG qualifications. Standard position descriptions can be found at 10

https://www.doi.gov/flert/DOI_std_pds. 11

Position

Description

Number

Title/Series/Grade(s)

NWCG

Selective

Placement

Factor(s)

Exclusive-

Use Helitack

Crew

Position

Firefighter

Retirement

Coverage

FDI0204

Forestry Technician,

Wildland Firefighter

GS-0462-04

None

Firefighter/

Crewmember

Primary

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

68 Release Date: January 2023

Position

Description

Number

Title/Series/Grade(s)

NWCG

Selective

Placement

Factor(s)

Exclusive-

Use Helitack

Crew

Position

Firefighter

Retirement

Coverage

FDI0205*

Forestry Technician,

Senior Wildland

Firefighter

GS-0462-05

FFT1 and

S-290

Senior (Lead)

Firefighter

Primary

FDI0206*

Forestry Technician

(Fire) GS-0462-06

FFT1 and

S-290

Senior (Lead)

Firefighter

Primary

FDI207B/A

Forestry Technician

(Fire)

GS-0462-06/07

FFT1 and

ICT5 and

HECM

Squad Leader

Primary

F300054

Forestry Technician

(Fire) – Assistant Fire

Helicopter Crew

Supervisor

GS-0462-08

ICT4 and

HMGB and

HEBM(T)

Assistant Fire

Helicopter

Crew

Supervisor

Secondary/

Administrative

F300053*

Forestry Technician

(Fire) – Fire Helicopter

Crew Supervisor

GS-0462-09

ICT4 and

HMGB and

HEBM

Fire

Helicopter

Crew

Supervisor

Secondary/

Administrative

* Indicates an Interagency Fire Program Management (IFPM) qualification standard applies 1

Management Actions for Noncompliant Remote Automated Weather 2

Stations 3

Fire managers must be cognizant that all RAWS will not be 100% compliant 4

with standards established in the NWCG Standards for Fire Weather Stations 5

(PMS 426-3) at all times. Furthermore, even when RAWS are fully compliant 6

and operational, RAWS data should be used only in conjunction with other 7

predictive services and fireline data sources in fire management decision 8

making, particularly at the tactical level. 9

Fire managers must monitor RAWS status and recognize when a station is 10

noncompliant. Noncompliant stations are broadly categorized as follows: 11

• Inoperative station. This station is noncompliant but poses no danger of 12

providing inaccurate weather data because it is not transmitting data. 13

• Operating station that has exceeded the required maintenance cycle. These 14

stations are identified in the weekly “Wildland Fire Management 15

Information (WFMI) Weather Noncompliance Report,” which is widely 16

distributed by email and available at https://raws.nifc.gov/standards-17

guidelines. Although transmitted data may be accurate, noncompliance 18

means the data should not be trusted. 19

• Operating station that transmits data outside of PMS 426-3 standards due 20

to faulty sensors or components. These stations are most easily identified by 21

local users who are familiar with environmental trends and conditions and 22

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 69

can recognize data that seems abnormal or clearly unrepresentative of 1

current conditions. This usually indicates faulty sensors or components. 2

When noncompliant RAWS are identified or suspected, fire managers should 3

implement the following hazard mitigation actions to expedite RAWS repair and 4

to reduce risk to fire personnel: 5

• Contact the RAWS Help Desk (208-387-5475 or rawshelp@blm.gov). 6

Identify the station and discuss troubleshooting steps or schedule the 7

necessary repairs. If there are trained personnel in the local area, the Help 8

Desk may be able to ship the required parts and coordinate the repairs via 9

phone. If a professional technician needs to make a site visit, provide a local 10

individual to assist, and use this opportunity to provide training for local 11

personnel. 12

• Ensure that appropriate personnel and organizations know which stations 13

are out of compliance and which sensors are affected, if possible. Direct 14

personnel to alternative weather data sources if possible. 15

• Use nearby compliant RAWS if available. 16

• Based on local knowledge of specific RAWS problems (e.g., which sensor 17

is out of compliance), separate reliable data from unreliable data. 18

• Consider using data from belt weather kit readings, other portable device 19

observations, predictive services or National Weather Service offices, or 20

non-fire weather sources, such as airports. 21

Fire managers should ensure that local portable RAWS are compliant prior to 22

use; noncompliant portable RAWS will not be activated for data processing via 23

WFMI weather. 24

Sagebrush Rangeland and Sage-Grouse Conservation Related to Wildland 25

Fire 26

Firefighter and public safety has been, and continues to be, the BLM’s highest 27

fire management priority. Protecting, conserving, and restoring the sagebrush 28

rangelands and sage-grouse habitat are among BLM fire management’s highest 29

natural resource objectives. 30

The BLM’s management responsibilities include taking actions on public lands 31

to control and manage wildfire and invasive plants to protect, conserve, and 32

restore the sagebrush rangelands and sage-grouse habitat. The BLM’s goal is to 33

limit acres burned and damaged within and adjacent to sage-grouse habitat. The 34

BLM will meet this goal through the certain management actions, including 35

fuels management, fire operations, and post fire recovery. The following 36

provides guidance to convey leader’s intent while recognizing that not all of 37

these actions and activities apply to all affected offices and successful 38

implementation may look different throughout the BLM. 39

Prior to, during, and following wildfires, BLM field offices will: 40

• Protect, conserve, and restore sagebrush rangelands and sage-grouse habitat. 41

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

70 Release Date: January 2023

• Strive to maintain and enhance resilience of the sagebrush rangelands,1

including through fuels and vegetation treatments.2

• Foster existing relationships with partners and develop new cooperative 3

relationships that will help bolster BLM capacity to protect sagebrush 4

rangelands and sage-grouse habitat. 5

With regard to fire operations in sagebrush rangelands and sage-grouse habitat, 6

BLM field offices will: 7

• Prioritize firefighter and public safety, including following our “Standard 8

Firefighting Orders,” mitigate any “Watch-Out Situations,” and apply the 9

principles of Lookouts, Communications, Escape Routes, and Safety Zones 10

on all fire assignments. 11

• Maintain a strong and proactive preparedness capability when conditions 12

indicate potential for multiple ignitions and large fire growth. 13

• Maintain situational awareness during suppression resource drawdown 14

levels under multiple ignition and large fire growth conditions. 15

• Boost suppression capability in critical sage-grouse habitat when severe fire 16

weather conditions are predicted. 17

• Generate interest in local residents and public land users becoming a trained 18

and equipped fire response force to work in concert with existing partners. 19

• Expand the use of Rangeland Fire Protection Association (RFPA) or Rural 20

Fire Department (RFD) suppression resources. 21

• Continue and expand efforts to train and use local, non-Federal agency 22

individuals as liaisons in wildland fire detection and suppression operations. 23

The FAD may continue to review wildfires occurring in sagebrush rangelands 24

and sage-grouse habitat as part of the Significant Wildland Fire Review (SWFR) 25

process. A SWFR may be conducted, in part, when there are significant 26

political, social, natural resource, complexity, size, or policy concerns; 27

significant and complicated cost-share or multi-jurisdictional issues; or the 28

affected line officer requests a review. 29

When sage-grouse habitat is burned or threatened by wildland fires burning on 30

or originating on BLM-managed lands, reporting requirements and 31

documentation in the Incident Status Summary (ICS-209) regarding the impact 32

to sage-grouse habitat should be in accordance with NMAC correspondence 33

#2015-7 dated June 23, 2015, and the OWF Memorandum #2015-007. For 34

additional guidance on sage-grouse inputs to the ICS-209, see the National 35

Interagency Mobilization Guide. 36

Current habitat designations geospatial data layers provided to the WFDSS 37

system and for calculating acres burned are available at 38

https://nifc.maps.arcgis.com/apps/dashboards/ae72e294414f4504be7677c153ad39

77d5. 40

BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 2

Release Date: January 2023 71

BLM Use of the Wildland Fire Decision Support System 1

BLM follows interagency policy regarding use of the Wildland Fire Decision 2

Support System (WFDSS). Standards for when WFDSS will be used are found 3

in chapter 11. 4

The following information provides direction for BLM AADM engagement in 5

the WFDSS decision-making and documentation process for published decisions 6

involving multiple jurisdictions (FA-IM-2020-021). 7

When BLM Initiates a Wildland Fire Decision Support System Decision 8

Decision 9

The BLM AADM is responsible for ensuring affected Federal agencies are 10

notified as soon as practicable and provided an opportunity to participate in the 11

WFDSS decision process. Documentation of coordination with AADMs from 12

each affected Federal agency within the WFDSS planning area should be 13

included in the decision rationale. Additionally, the AADM should continue to 14

engage affected Federal, Tribal, State, and local agencies as appropriate. 15

See the following examples of WFDSS decision rationale documentation to be 16

included on multi-jurisdictional fires. 17

• Documentation of engagement with other agencies: 18

“The following jurisdictions were engaged in this decision-making process 19

[identify all jurisdictions] and coordination between agency 20

administrator(s) will be ongoing to ensure Incident objectives and 21

requirements continue to be tied to each agency’s strategic objectives and 22

management requirements.” 23

• Other agency declines engagement due to lack of threat: 24

“The agency administrator for the [jurisdictional agency] was invited to 25

engage as an approver in this decision but declined because the fire is 26

currently not a threat to the agency’s lands at this time. Coordination with 27

the agency administrator will be ongoing to ensure opportunities to engage 28

in the decision process are provided when there is a reasonable expectation 29

that the fire might threaten or impact the [jurisdictional agency] lands or 30

contingency suppression actions may occur on their lands.” 31

• Other agency declines engagement due to no additional impacts to their 32

lands: 33

“The agency administrator for the [jurisdictional agency] was invited to 34

engage as an approver in this decision but declined because the fire has 35

burned completely through their agency’s lands and no further suppression 36

actions or suppression repair will occur on their lands.” 37

When Other Agency (non-BLM) initiates a WFDSS Decision 38

When BLM-managed lands are included in a wildfire’s planning area for a 39

WFDSS decision initiated by another agency, the BLM AADM must participate 40

CHAPTER 2 BLM PROGRAM ORGANIZATION AND RESPONSIBILITIES

72 Release Date: January 2023

in the WFDSS decision process. If a BLM AADM requests to participate in the 1

decision process for an incident that has BLM-managed lands within the 2

planning area but is denied that opportunity, notify the BLM state fire 3

management officer who will work to rectify the situation. 4

BLM Global Positioning System Datum and Coordinate Format Standard 5

To ensure safe and efficient suppression operations, all BLM fire resources will 6

use a standard GPS datum and latitude/longitude (coordinate) format when 7

communicating GPS references. The standard datum is WGS84, and the 8

standard coordinate format is Degrees Decimal Minutes (DDM). For other 9

activities (e.g., mapping, planning), agency standards will apply. 10

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 73

Chapter 3 1

National Park Service Program Organization and 2

Responsibilities 3

Introduction 4

This chapter summarizes specific requirements for National Park Service (NPS) 5

fire management programs. Fire managers should consult DO-18 Wildland Fire 6

and RM-18 Wildland Fire for full guidance and descriptions of requirements 7

summarized in this chapter. If there is a discrepancy between guidance found in 8

this document and Directors Order (DO) or Reference Manual (RM)-18, 9

information contained herein will be considered authoritative as updates occur 10

on a more frequent cycle than either the DO or RM. 11

Employee Conduct 12

All employees, cooperators, contractors, and volunteers who participate in 13

wildland fire activities have the duty to treat each other with respect and to 14

maintain a work environment free of harassment and misconduct. This includes 15

conduct broader than the legal definitions of harassment and sexual harassment. 16

Harassment becomes illegal when enduring the offensive conduct becomes a 17

condition of continued employment or the conduct is sufficiently severe or 18

pervasive as to create a work environment that a reasonable person would 19

consider intimidating, hostile, or abusive. Employees are subject to disciplinary 20

action, up to and including removal, for engaging in harassing conduct while in 21

the workplace or in any work-related situation, including while on official 22

travel. Off-duty misconduct (e.g., harassing a co-worker, visitor, contractor, or 23

volunteer during off-duty hours) may subject the employee to potential 24

discipline if the misconduct is likely to have an adverse effect on the NPS More 25

extensive information, including how to report misconduct or harassment, is 26

found in Director's Order 16E. 27

Office of Wildland Fire (OWF) Policy Memorandum 2018-011, Implementing 28

Procedures for the Department of the Interior (DOI) Personnel Bulletin 18-01: 29

Prevention and Elimination of Harassing Conduct for DOI employees deployed 30

to fire (or other emergency) incidents provides clarification for implementing 31

the DOI Personnel Bulletin 18-01, Prevention and Elimination of Harassing 32

Conduct policy while employees are deployed on incidents. 33

• OWF Policy Memorandum 2018-011 can be found at 34

https://www.doi.gov/sites/doi.gov/files/elips/documents/personnel-bulletin-35

18-01-implementing-procedures-for-employees-deployed-to-fire-or-other-36

emergency-incidents-approval.pdf. 37

• DOI Personnel Bulletin 18-01 can be found at 38

https://www.doi.gov/employees/anti-harassment/personnel-bulletin-18-01. 39

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

74 Release Date: January 2023

Agency Administrator Roles 1

Director 2

The Director of the NPS is responsible to the Secretary of the DOI for fire 3

management programs on public lands administered by the NPS. The Division 4

of Fire and Fire Aviation Management is responsible to the Director for Policy 5

Formulation and Program Oversight. 6

The Chief, Division of Fire and Aviation Management will meet the required 7

elements outlined in the Management Performance Requirements for Fire 8

Operations. 9

Regional Director 10

The regional director is responsible to the Director for fire management 11

programs and activities within their region. 12

The regional director will meet the required elements outlined in the 13

Management Performance Requirements for Fire Operations and ensure 14

training is completed to support delegations to line managers and principal 15

actings. 16

Park Superintendent 17

The park superintendent is responsible to the regional director for the safe and 18

efficient implementation of fire management activities within their unit, 19

including cooperative activities with other agencies or landowners in accordance 20

with delegations of authorities. The park superintendent or principal acting will 21

meet the required elements outlined in the Management Performance 22

Requirements for Fire Operations. 23

Agency Administrator Management Performance Requirements for Fire 24

Operations 25

PERFORMANCE REQUIRED

NPS

Director

Regional

Director

Park

Supt.

1. Take necessary and prudent actions to

ensure firefighter and public safety.

X X X

2. Ensures sufficient qualified fire and non-fire

personnel are available each year to support

fire operations at a level commensurate with

the local and national fire situation. Ensures

that all training and certification of fire and

non-fire personnel is completed as required

to support fire operations at the local and

national level.

X X X

3. Ensure fire management officers (FMOs)

are fully qualified as identified in the

Interagency Fire Program Management

Qualification Standards.

X X X

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 75

PERFORMANCE REQUIRED

NPS

Director

Regional

Director

Park

Supt.

4. Provide a written delegation of authority on

an annual basis to individual(s) responsible

for wildland fire management activities to

ensure an adequate level of operational

authority.

Depending on park organizational

structure, written delegations may be

provided to the chief ranger, natura

esource specialist, FMO, designated fire

coordinator, park group FMO, or t

ndividuals from neighboring fire

management organizations, provided a

written agreement or memorandum of

understanding is in-place.

Where applicable,

an inter-park agreement that specifies the

reciprocal responsibilities of the

superintendent and park group FMO

assigned DO, will be prepared. This inter-

park agreement will be accompanied by a

nnual delegation of authority. Both the

delegation of authority and inter-park

reement will remain valid until rescinded

by either party, updates are needed, or

personnel changes necessitate a revision and

update. As appropriate, the delegation of

authority will specify multi-agency

coordination (MAC) group authorities.

X X X

5. Park units with burnable vegetation must

have an approved Fire Management Plan

(

FMP). All NPS FMPs must align with the

current (2014) DOI Fire Management Plan

template by October 1, 2024. For additional

FMP agency administrator management

performance requirements, refer to RM-18,

Wildland Fire Management Chapter 4, Fire

Management Plans.

6. Review and approve wildfire preparedness

and fuels management funding based on an

accu

rate and defensible readiness analysis.

Ensure use of fire funds is in compliance

with DOI and agency policies.

X X X

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

76 Release Date: January 2023

PERFORMANCE REQUIRED

NPS

Director

Regional

Director

Park

Supt.

7. Develop fire management standards and

constraints that are in compliance with

agency fire policies.

X X

8. Ensure compliance with the collection,

storing, and aggregation of wildland fire

program core geospatial dat

(http://share.nps.gov/firegis).

9. Management teams will meet annually to

review fire and aviation policies, roles,

responsibilities, and delegations of

authority.

Specifically address oversight and

management controls, critical safety issues

and high-risk situations, such as team

transfers of command, periods of multiple

fire activity, and Red Flag Warnings.

X X X

10. Review safety policies, procedures, and

concerns with field fire and fire aviation

personnel. Discussions should include

issues that could compromise safety a

effectiveness during the upcoming season.

11. Ensure timely follow-up actions to program

reviews, fire preparedness reviews, fire and

fire aviation safety reviews, fire critiques

and post-season reviews.

X X X

12. Ensure fire and fire aviation preparedness

reviews are conducted in all units annually.

Parks must complete checklists applicabl

o their specific program scope a

complexity and include appropriate program

elements, such as prescribed fire. A

ummary of the preparedness review

findings including standards exceeded or

needing improvement will be submitted t

the regional FMO before the fire season.

X X

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 77

PERFORMANCE REQUIRED

NPS

Director

Regional

Director

Park

Supt.

13. Ensure an approved burn plan is followed

for each prescribed fire project; technical

review, Prescribed Fire Go/No-Go

Checklist (PMS 484-1, Element 2B), a

gency Administrator Ignition

Authorization (PMS 484-1, Element 2A)

are

completed; and follow-up monitoring and

doc

umentation to ensure management

objectives are met.

X X

14. Ensure air quality exceedance reviews are

completed in cooperation with the NPS Air

Resource Division.

X X X

15. Meet annually with major cooperators and

review interagency agreements to ensure

ntinued effectiveness and efficiency

(may

be delegated).

X X

16. Ensure post fire reviews are conducted on

all fires that escape initial attack or are

managed as long-term incidents. Participate

in all reviews that require management by

any type of incident management team

(regional director may delegate.)

X X

17. Provide management oversight by

personally visiting wildland and prescribed

fires each year.

18. Provide incident management objectives,

written delegations of authority, and agency

administrator (AADM) briefings to IMTs

ee chapter 11, Agency Administrator

Responsibilities.

19. Monitor wildfire potential and provide

oversight during periods of critical fire

activity/situations.

X X X

20. Ensure resource advisors are identified,

trained, available, and appropriately

ssigned to wildland fire incidents. Refer to

Resource Advisor Guide for Wildland Fire

(PMS 313), August 2017.

21. Convene and participate in annual preseason

and postseason fire meetings.

X X X

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

78 Release Date: January 2023

PERFORMANCE REQUIRED

NPS

Director

Regional

Director

Park

Supt.

22. Ensure park superintendents who have

potential wildland fire response in their

park, their designated acti

uperintendents, and supervisors of fire

management officers (FMOs) attain and

maintain the AADM qualification in the

Incident Qualifications and Certification

System (IQCS). The qualification must be

attained within two years of appointment.

X X

23. Ensure appropriate investigations are

conducted for accidents (as defined in

cha

pter 18), entrapments, shelter

deployments, and related events.

X X X

24. For all unplanned, human-caused fires

where liability can be determined, ensure

actions are initiated to recover cost of

suppression activities, land rehabilitation,

and damages to the resource and

improvements.

X X

25. For all fires identified as requiring a

Wildland Fire Decision Support System

(WFDSS) decision in chapter 11, ensure

local unit staff specialists are involved in

the development and that all decisions ar

onsistent with the objectives a

equirements contained in the park’s Fire

Management Plan.

26. Ensure there is adequate direction in fire

management plans to identify fire danger

awareness with escalating fire potential.

27. NPS superintendents or other designated

approving officials will maintain WFDSS

user profiles (as appropriate), allowing them

to approve wildfire decisions in WFDSS.

28. Ensure compliance with departmental and

agency policy, as well as regional office

direction for prescribed fire activities and

ensure that periodic reviews and inspections

of the prescribed fire program ar

completed.

X X X

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 79

PERFORMANCE REQUIRED

NPS

Director

Regional

Director

Park

Supt.

29. Review prescribed fire plans and

recommend or approve the plans depending

upon the delegated authority. Ensure that

each prescribed fire plan has been reviewed

and recommended by a qualified technical

reviewer who was not involved in plan

preparation.

30. Serves as the management official (MO)

within the DOI Wildland Firefighter

Medical Standards Program.

X X

Fire Management Staff Roles 1

National Office 2

The Chief, Division of Fire and Aviation (FAM Chief), NPS-NIFC, is 3

responsible and accountable for developing policy, program direction, and 4

international coordination. The FAM Chief, along with the branch chiefs for 5

wildland fire and aviation, work with interagency cooperators to coordinate, 6

reduce duplication, increase efficiencies in wildland fire management and 7

aviation, and provide feedback to regional offices on performance requirements. 8

Regional Office 9

The regional fire management officer (RFMO) provides leadership for their fire 10

and fire aviation management program. The RFMO is responsible and 11

accountable for providing planning, coordination, training, technical guidance, 12

and oversight to the park fire management programs. The RFMO also represents 13

the regional director on interagency geographic coordination groups and multi-14

agency coordination (MAC) groups. The RFMO provides feedback to units on 15

performance requirements. 16

Park 17

The fire management officer (FMO) is responsible and accountable for 18

providing leadership for fire and fire aviation management programs at the local 19

level. The FMO determines program requirements to implement land use 20

decisions through the Fire Management Plan (FMP) to meet land management 21

objectives. The FMO negotiates interagency agreements 22

(contracting/agreements officer must review and process agreement) and 23

represents the AADM on local interagency fire and fire aviation groups. 24

The superintendent shall annually provide and update the expectations of 25

wildland fire program leaders by means of two instruments. One is a limited 26

delegation of authority that encompasses the scope of duties outlined above. The 27

other is an inter-park agreement for those cases where a park group FMO (or 28

designee) handles defined duties on behalf of another NPS unit within the 29

defined park group. 30

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

80 Release Date: January 2023

Fire Management Staff Performance Requirements for Fire Operations 1

PERFORMANCE REQUIRED

FAM CHIEF

RFMO

FMO

1. Maintain safety first as the foundation for

all aspects of fire and fire aviation

management.

X X X

2. Ensure completion of a job hazard

analysis (JHA) for fire and fire aviation

activities so mitigation measures are

taken to reduce risk.

3. Ensure work/rest and length of

assignment guidelines are followed

during all fire and fire aviation activities.

Deviations must be approved and

documented.

X X X

4. Ensure that only trained and qualified

personnel are assigned to fire and fire

aviation duties.

X X X

5. Develop, implement, evaluate, and

document fire and fire aviation training

programs to meet current and anticipated

needs.

X X X

6. Establish an effective process to gather,

evaluate, and communicate information to

managers, supervisors, and employees.

Ensure clear and concise communications

are maintained at all levels.

X X X

7. Develop and maintain an open line of

communication with the public and

cooperators.

X X X

8. Ensure that the fire and fire aviation

management staff understand their roles,

responsibilities, authority, and

accountability.

X X X

9. Organize, train, equip, and direct a

qualified workforce. Establish incident

qualification card certification/

qualification process at the local level.

Individual development plans (IDP)

should be developed for all employees,

but special emphasis must be on

employees that do not meet standards.

X X X

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 81

PERFORMANCE REQUIRED

FAM CHIEF

RFMO

FMO

10. Ensure fire and fire aviation policies are

understood, followed, and coordinated

with other agencies as appropriate.

X X X

11. Recognize when complexity levels

exceed program capabilities. Increase

dministrative, managerial, and

operational resources to meet the need.

X X X

12. Initiate, conduct, and participate in fire-

management-related reviews and

investigations, including prescribed fires

declared wildfires.

X X X

13. Provide for and personally participate in

periodic site visits to individual incidents

and projects.

X X X

14. Utilize the incident complexity analysis to

ensure the proper level of management is

assigned to all incidents.

X X

15. Review and evaluate performance of the

fire management organization and take

appropriate actions.

X X X

16. Ensure incoming personnel and crews are

briefed prior to fire and fire aviation

assignments.

X X

17. For all fires identified as requiring a

WFDSS decision in chapter 11, ensure

local unit staff specialists are involved in

the development and that all decisions ar

onsistent with the objectives a

equirements contained in the park’s fire

management plan.

X X

18. Monitor fire season severity predictions,

fire behavior, and fire activity levels.

Take actions to ensure safe, efficient, and

effective operations.

X X X

19. Provide fire personnel with adequate

guidance and decision-making authority

to ensure timely decisions.

X X

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

82 Release Date: January 2023

PERFORMANCE REQUIRED

FAM CHIEF

RFMO

FMO

20. Ensure a written/approved prescribed fire/

mechanical treatment plan is based on the

ire management plan uploaded to the

SharePoint site

https://doimspp.SharePoint.com/sites/nps-

wildlandfireA123 and project level NEPA

(Section 106, Section 7 and NHPA) has

been completed for each prescribed fire or

non-fire treatment.

21. Ensure effective transfer of command of

incident management occurs and

oversight is in place.

X X X

22. Develop and maintain agreements,

operating plans, and contracts on an

teragency

basis to increase effectiveness

and efficiencies.

X X X

23. Provide the expertise and skills to fully

integrate fire and fire aviation

management into interdisciplinar

planning efforts.

X X X

24. Work with cooperators to identify

processes and procedures for providing

fire safe communities.

X X X

25. Develop, maintain, and annually evaluate

the FMP to ensure accuracy and validity

by c

ompleting a review. Ensure

applicable park resource management

objectives are included in the Fire

Management Plan (FMP).

X X

26. Ensure budget requests and allocations

reflect analyzed anticipated workload.

X X X

27. Develop and maintain current operational

plans, e.g., dispatch, preattack,

prevention.

X X X

28. Ensure that reports and records are

properly completed and maintained.

X X X

29. Ensure wildland fire program core spatial

data is collected, stored, and aggregated

based on NPS standards

(http://share.nps.gov/firegis).

X X

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 83

PERFORMANCE REQUIRED

FAM CHIEF

RFMO

FMO

30. Ensure fiscal responsibility and

accountability in planning and

expenditures.

X X X

31. Assess, identify, and implement program

actions that effectively reduce unwanted

wildland fire ignitions and mitigate risks

to life, property, and resources. Utilize

safe, effective, and efficient management.

X X

32. Effectively communicate the role of

wildland fire to internal and external

agency audiences.

X X X

33. Complete trespass actions when

unplanned, human-caused ignitions occur.

X X

34. Ensure compliance with national and

regional policy and direction for

prescribed fire activities and ensure that

periodic reviews and inspections of the

Prescribed Fire Program are completed.

X X X

35. Ensure all fire management actions and

activities are consistent with those

contained in the current fire management

plan and associated environmental

compliance documentation.

36. Ensures compliance with DOI Wildland

Firefighter Medical Standards processes

to include risk mitigation/waiver

processes.

X X X

Fire Management Leadership Board 1

The Fire Management Leadership Board (FMLB) is established under the 2

authority of the Chief, Division of Fire and Aviation Management. The purpose 3

of FMLB is to provide leadership for the National Park Service (NPS) Wildland 4

Fire Management Program through strategic planning and coordination to 5

implement a safe and effective fire management program within the NPS. The 6

FMLB will: 7

• Develop and implement a Wildland Fire Management Strategic Plan and 8

Wildland Fire Policy; 9

• Facilitate integrating park, regional and national perspectives in support of 10

the Wildland Fire Strategic Plan and Wildland Fire Policy; 11

• Develop and recommend strategic direction for long-term NPS Wildland 12

Fire Management Program issues, policies, programs and systems, 13

including the role of the interagency community, to meet the NPS mission; 14

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

84 Release Date: January 2023

• Develop and recommend budget priorities to the Branch Chief, Wildland 1

Fire;2

• Develop budget and financial management guidance and business rules for 3

the NPS Wildland Fire Management Program; 4

• Communicate with management and leadership regarding wildland fire 5

management program issues and needs; 6

• Promote/advocate integrating fire programs with other NPS programs; and 7

• Address recruitment/retention, succession planning, and organizational 8

efficiency. 9

Requirements for Fire Management Positions 10

All NPS employees assigned dedicated fire management program 11

responsibilities at the park, regional, or national level shall meet established 12

interagency and NPS competencies (knowledge, skills, and abilities) and 13

associated qualifications. 14

All NPS employees assigned to wildland fire management incidents will meet 15

the training and qualification standards set by the National Wildfire 16

Coordinating Group (NWCG). 17

Refer to chapter 13 of the Interagency Standards for Fire and Fire Aviation 18

Operations for specific requirements. 19

All wildland fires will be managed by an individual qualified and certified at the 20

command level appropriate to the complexity level of the incident. 21

The qualification standards identified in the Interagency Fire Program 22

Management Qualifications Standards will be required, in conjunction with 23

specific agency requirements, when filling vacant fire program positions and as 24

an aid in developing individual development plans (IDPs) for employees. 25

Training 26

Training for Fire Management Officers 27

The following training is required for fire management officers (FMO): 28

• Fire Program Management, an Overview (M-581). 29

NPS Firefighters General Training Requirements 30

The following training is required for agency permanent, career seasonal and 31

temporary firefighters: 32

Required

Training

Initial Requirement/

Frequency

Completion

Tracking

Method

Reference

First Aid/

Cardiopulmonary

Resuscitation

(CPR)

• Upon initial

employment

• Every 3 years or per

certifying authority

• Instructor-led

• Unit safety

manager

RM-50B,

Section 4

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 85

Required

Training

Initial Requirement/

Frequency

Completion

Tracking

Method

Reference

HAZMAT - First

Responder

Awareness Level

• Upon initial

employment

• Annually

• Minimum of one-hour

online course initially

and annually

• Instructor-led

• Unit safety

manager

• DOI Talent

OSHA

Publication

2254

Wildland Fire

Safety Training

Annual Refresher

(RT-130)

• No minimum hourly

requirement

• Annually

• IQCS

RM-18 Ch. 10

Bloodborne

Pathogens

• Annual for employees

at increased risk due to

assigned duties (e.g.,

IHC, helitack, wildland

fire modules [WFM],

engine crews)

• Locally taught or DOI

Talent

• Instructor

• DOI Talent

RM-51 Ch. 5

Structural Fire and Hazardous Materials Response 1

All fires that are not Wildland are considered structural and are subject to the 2

requirements and standards of Directors Order (DO) and Reference Manual 3

(RM) #58. All employees responding to structural fires must meet or exceed the 4

qualifications, training, standards and regulations identified in DO and RM #58. 5

Delegation of Authority 6

Delegation for Regional Fire Management Officers 7

In order to effectively perform their duties, the RFMO must have certain 8

authorities delegated from the regional director. The delegation of authority 9

should include the following roles and responsibilities: 10

• Serves as the regional director’s authorized representative on geographic 11

area coordination groups, including MAC groups. 12

• Coordinate and establish priorities on uncommitted fire suppression 13

resources during periods of shortages. 14

• Coordinate wildland fire planning, response, and evaluation regionwide. 15

• Relocate agency presuppression/suppression resources within the region 16

based on fire potential/activity. 17

• Correct unsafe fire suppression activities. 18

• Direct accelerated, aggressive initial attack when appropriate. 19

• Develop and maintain agreements to provide for the management, fiscal, 20

and operational functions of combined agency-operated facilities. 21

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

86 Release Date: January 2023

• Suspend prescribed fire activities when warranted. 1

• Give authorization to hire emergency firefighters in accordance with the 2

DOI Administratively Determined (AD) Pay Plan for Emergency Workers. 3

• Approve emergency fire severity funding expenditures not to exceed the 4

regional annual authority. 5

• Ensure smoke impacts to the public and fire personnel are addressed 6

through IMTs ordering of air resources advisors (technical specialist 7

[THSP] ARA) on type 1 fires to the maximum extent practicable. Consider 8

ordering ARAs on type 2 fires (as per Public Law 116-9, the Dingell Act 9

2019). 10

NPS Duty Officer 11

All fire management officers are responsible for ensuring duty officer (DO) 12

coverage during any period of predicted incident activities. DO’s responsibilities 13

may be performed by any individual with a signed delegation of authority from 14

the local AADM. The DO may be in a location remote from the park, but will be 15

familiar with local incident response procedures, agreements, and resources. The 16

required duties for all DOs are: 17

• Monitor unit incident activities for compliance with NPS safety policies. 18

• Coordinate and set priorities for unit suppression actions and resource 19

allocation. 20

• Keep AADMs, suppression resources, and information officers informed of 21

the current and expected situation. 22

• Plan for and implement actions required for future needs. 23

• Document all decisions and actions. 24

DOs will provide operational oversight of these requirements as well as any 25

specific duties assigned by fire managers through the fire operating plan. DOs 26

will not fill any Incident Command System (ICS) functions connected to any 27

incident. In the event that the DO is required to accept an incident assignment, 28

the FMO will ensure that another authorized DO is in place prior to the 29

departure of the outgoing DO. 30

Engine Operating Standards 31

Vehicle Color and Marking 32

Vehicles dedicated to wildland fire activities shall be white in color and have a 33

single, four-inch-wide, red, reflective stripe placed according to NFPA 1906: 34

Standard for Wildland Fire Apparatus (NFPA 1906 8.8.3, 2006 edition). The 35

word “FIRE” (red with white background color) will be clearly visible on all 36

four sides of the vehicle. The NPS arrowhead logo will be placed on the front 37

doors. The size and placement of the logo will be as specified in RM-9. An 38

identifier will be placed on the vehicle according to local zone or Geographic 39

Area Coordination Center (GACC) directions. Roof numbers will be placed 40

according to local zone procedures. 41

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 87

Engine Module Standards 1

If no engine boss (ENGB) is assigned, then the apparatus is designated as a 2

patrol or prevention vehicle, not as an engine. 3

Type

Minimum Personnel

ENGB

FFT2 (Minimum

Qualification)

Tactical Tender

1***

* At least one of which is FFT1 and ICT5 qualified.

** An ENGB is required for mobilization.

*** If the water tender is operated without an ENGB then it may only fill non-tactical missions as

described in chapter 14.

• Additional personnel may be requested by the ordering unit and/or added by 4

the filling unit for mobilization. 5

Lights-and-Sirens Response 6

Responding to wildland fire incidents normally does not warrant the use of 7

emergency lights and siren on public roads by calling for or blocking the right-8

of-way from other traffic in order to safely and effectively perform the NPS 9

mission. However, there may be rare and extenuating circumstances when 10

limited use of emergency lights and sirens is appropriate and necessary due to an 11

immediate threat to life. 12

Those units that determine an emergency lights-and-siren response on public 13

roads is necessary to meet mission requirements must develop an operating plan 14

that ensures the following: 15

1. All vehicles (command, engines, etc.) will be properly marked, equipped, 16

and operated in accordance with State statutes, codes, permits and NPS 17

requirements. 18

2. Drivers will complete training in the proper use of lights-and-sirens 19

response in accordance with National Fire Protection Association (NFPA) 20

1451 Standard for a Fire Service Operations Training Program and 1002 21

Standard for Fire Apparatus Operator/Driver Professional Qualifications, as 22

well as any State requirements. 23

3. Instructors of lights and sirens training must have successfully completed 24

lights and sirens training as part of a Federal engine academy, and 25

Emergency Vehicle Operators Course (EVOC) and a facilitative instructor 26

course. 27

4. Lights and sirens will meet NFPA and State code requirements. 28

5. Posted speed limits will be followed at all times, regardless of response 29

type. 30

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

88 Release Date: January 2023

6. Drivers will stop at all controlled intersections (sign, light, traffic officer) 1

before proceeding; drivers will stop or reduce speed as circumstances 2

dictate prior to proceeding through any uncontrolled intersections. 3

7. Traffic light changing mechanisms (e.g., Opticons) will only be used under 4

formal written agreement with State and local governments. They will be 5

used only when they are necessary to create safe right-of-way through urban 6

high-traffic areas. All pertinent State and local statutes and procedures will 7

be adhered to. 8

Vehicle Maintenance, Repairs and Replacement 9

Daily preventative maintenance checks, regular servicing, and prompt repairs, 10

and lifecycle replacement are critical to providing mission readiness, 11

performance, and safe operation. 12

Annual Safety Inspections, Scheduled Maintenance, and Daily Inspections 13

It is required to complete and document annual safety inspections, regularly 14

scheduled preventative maintenance and daily (or pretrip) inspections for all 15

NPS wildland fire vehicles. Annual safety inspections must be documented on 16

Form 1520-35. Regularly scheduled preventative maintenance, unscheduled 17

maintenance and repairs for interior owned (I-plate) vehicles is recorded in the 18

Financial and Business Management System (FBMS). Daily inspections must be 19

recorded in the Fire Engine Maintenance Procedure and Record (FEMPR). 20

The cost of all vehicle repairs and maintenance is the responsibility of the 21

individual parks unless the damage is directly attributable to operations on a 22

wildfire. In that case, with approval from the IC, the damages may be paid for 23

under the fire’s suppression account. 24

Wildland fire vehicles that are not operationally sound or have safety 25

deficiencies must not be put into service. In addition, vehicles that suffer from 26

mechanical or safety issues while en route or on assignment must be taken out of 27

service at the earliest opportunity in which it is safe to do so and must not be put 28

back into service until corrective action can be completed. 29

Fixed Ownership Rates 30

Fixed ownership rates (FORs) are fees that are paid into the Working Capital 31

Fund (WCF) annually for each vehicle in the program. These fees continue to 32

accumulate over the life of a vehicle and are used to replace the vehicle at the 33

end of its life cycle. The FOR is adjusted annually by the WCF manager to 34

reflect changes in input parameters. 35

Equipment Bulletins and Equipment Alerts 36

The NPS mirrors the Bureau of Land Management (BLM) two-level Equipment 37

Bulletin (EB) and Equipment Alert (EA) System. The purpose of the system is 38

to share accurate and timely information regarding potential equipment 39

problems and/or needed repairs. The EB is primarily intended to inform the 40

equipment users of recommendations for repairs, potential hazards, or general 41

information related to the overall maintenance, awareness, and safe operation of 42

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 89

fire equipment. The EA is time sensitive and addresses potentially serious 1

hazards or risks. The alert includes a specific action that the user must act upon. 2

Unexpected issues involving wildland fire vehicles which do not fall under other 3

types of wildland fire reviews and investigations and/or other applicable 4

Federal, State or specific agency requirements must be reported. If an 5

unexpected vehicle issue warrants an EB or EA it is issued by the National Fire 6

Equipment Program (NFEP) Manager through the Operations Advisory Team 7

and the Capital Equipment Committee. Members of these groups must ensure 8

the information reaches all levels of the organization. 9

NPS Firefighter Target Physical Fitness Standards 10

These are voluntary targets. They are not mandatory. These targets are 11

established to provide NPS firefighters a common standard against which to 12

gauge their physical fitness level. NPS firefighters are encouraged to meet or 13

exceed these standards. 14

Fitness Activity

Age

18-29

Age

30-39

Age

40-49

Age

50 and Up

1.5-mile run

11:58

12:25

13:05

14:43

Sit-ups (1 minute)

Push-ups (1 minute)

The guide below may be used to adjust the 1.5-mile run times to compensate for

altitude differences:

Altitude in Feet

1.5-mile Run Time Adjustment

0 - 5,000

No adjustment

5,000 - 6,000

Deduct 30 seconds

6,000 - 7,000

Deduct 40 seconds

7,000 - 8,000

Deduct 50 seconds

National Fire Operations Fitness Challenge 15

The National Fire Operations Fitness Challenge encourages and recognizes 16

achievement in physical fitness by NPS firefighters. The fitness challenge 17

provides a common system by which NPS firefighters can measure current 18

fitness, establish fitness goals, and track fitness improvement. The fitness 19

challenge is voluntary, but NPS firefighters are encouraged to participate. The 20

fitness challenge tests participants in four basic exercises: push-ups, pull-ups, 21

sit-ups and a timed run of 1.5 miles. Test results are compiled into a final overall 22

score. Unit and regional offices are encouraged to support and recognize 23

achievement in firefighter fitness. Specific information on the fitness challenge 24

is located at https://www.nifc.gov/about-us/our-partners/blm/training/fitness-25

challenge. 26

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

90 Release Date: January 2023

Wildland Fire Uniform Standards 1

The Servicewide Uniform Program Guideline (DO-43) sets forth the 2

servicewide policies and associated legal mandates for wearing the NPS uniform 3

and for authorizing allowances to employees. 4

The guideline states that superintendents administer the uniform program within 5

their areas and are responsible for developing and communicating local uniform 6

and appearance standards in accordance with DO-43, determining who will wear 7

the uniform and what uniform will be worn and enforcing uniform and 8

appearance standards. Three options exist for uniforms for wildland fire 9

personnel: 10

• Within the context of the uniform standards, if the conventional NPS 11

uniform is identified at the local level as required for specified fire 12

management staff, fire program management funds may be used to support 13

uniform purchases in accordance with allowance limits identified in DO-43. 14

• While Nomex

outerwear (i.e., shirts, trousers, brush-coats) routinely issued 15

as personal protective equipment (PPE) has become recognized as the 16

uniform of the wildland firefighter as a matter of necessity, this apparel also 17

has justifiable utility as a uniform standard at the park level for certain fire 18

and/or ONPS base-funded wildland fire staff. 19

• When the conventional NPS uniform or the full Nomex

outerwear is not 20

appropriate or justified, local management with park superintendent 21

approval may establish a predetermined dress code for fire staff. The goals 22

of the NPS Uniform Program can appropriately be applied (with common 23

sense) to this departure from the norm. 24

• The DOI boot policy is referenced in chapter 7. 25

• The fire management officer is responsible for establishing a reasonable 26

allotment schedule for new or returning employees, commensurate with 27

supplies provided in previous seasons. A suggested per person issuance is 28

three to four tee shirts, one ball cap, and one sweatshirt (where appropriate). 29

Where appropriate and justified, fire funds may be applied to the purchase of 30

100 percent cotton tee shirts, sweatshirts, and ball caps, with appropriate logo 31

and color scheme, to augment the Nomex

outerwear worn in conjunction with 32

project or wildland fire management incidents. Nomex

outerwear will usually 33

be returned to the park’s fire cache based on the tour of duty (end of season, 34

transfer to another park, etc.). 35

Just as with uniform allowance discussed in DO-43, the intent of fire-funded 36

purchases is to defray the cost of the appropriate apparel, not necessarily to 37

cover the cost of all items. This will not only be factored into the quantities 38

deemed necessary for the individual but also preclude fire-funded purchases of 39

fleece jackets, rain gear, and other personal items generally considered the 40

responsibility of those employees not covered by the NPS Uniform Program. 41

Exceptions to this should be well-justified and documented. 42

NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 3

Release Date: January 2023 91

NPS Use of Wildland Fire Decision Support System Decision 1

The internet-based WFDSS will be the primary decision support documentation 2

platform for all NPS wildfires. Refer to chapter 11 of the Interagency Standards 3

for Fire and Fire Aviation Operations for further guidance. 4

National Park Service Specific Qualifications and Qualifications Exceptions 5

Park superintendents who have potential wildland fire response in their park, 6

their designated acting superintendents, and supervisors of fire management 7

officers (FMOs) must attain and maintain the AADM qualification in IQCS. The 8

qualification must be attained within two years of appointment. Requirements 9

for the AADM qualification may be found in the Federal Wildland Fire 10

Qualifications Supplement hosted at https://iqcsweb.nwcg.gov/. 11

CHAPTER 3 NPS PROGRAM ORGANIZATION AND RESPONSIBILITIES

92 Release Date: January 2023

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FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 93

Chapter 4 1

U.S. Fish and Wildlife Service Program Organization and 2

Responsibilities 3

Introduction 4

This document states, references, or supplements policy for the U.S. Fish and 5

Wildlife Service (Service or FWS) Wildland Fire Management Program. The 6

standards provided in this document are based on current U.S. Department of the 7

Interior (DOI) and bureau policy and are intended to provide fire program 8

guidance. If there is a discrepancy between guidance found in this document and 9

the Service Manual, information contained within this document will be 10

considered authoritative as updates occur on a more frequent cycle than the 11

Service Manual. The intent is to ensure safe, consistent, efficient, and effective 12

fire and aviation operations. This document will be reviewed and updated 13

annually. 14

Agency Administrator Roles 15

Director 16

The Director of the Fish and Wildlife Service has overall responsibility for the 17

Service’s Wildland Fire Management Program. The Director will ensure 18

regional fire management activities are formally evaluated. 19

Chief, National Wildlife Refuge System 20

The Chief of the National Wildlife Refuge System (NWRS) provides leadership 21

for the Wildland Fire Management Program. The Chief also formally evaluates 22

all regional fire activities as needed. The Assistant Director of the NWRS has 23

delegated the authority to approve the Service Fire Management Handbook and 24

other fire-related handbooks as needed to provide guidance to the Chief, Branch 25

of Fire Management. 26

Regional Director 27

Regional directors are responsible to the Director for fire management programs 28

and activities within their region. The regional director will meet the required 29

elements outlined in the Management Performance Requirements for Fire 30

Operations and ensure training is completed to support delegations to line 31

managers and principal actings. The regional director ensures that refuge 32

managers/project leaders, and/or field supervisors are qualified to approve 33

prescribed fire plans. 34

For FWS-declared wildfire reviews, regardless of level, a draft copy of the final 35

report will be submitted to the agency’s National Fuels Management Specialist 36

within 45 days of the fire being declared out, prior to signatures. After which, 37

the National Fuels Management Specialist will work with appropriate regional 38

staff to finalize the report for signature. Once finalized, signatures must include, 39

at a minimum: 1) preparer(s), 2) the zone fire management officer (reviewed 40

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

94 Release Date: January 2023

by), and 3) appropriate level agency administrator (AADM) (approved by). 1

Additional signatories may be added as desired. 2

Once signatures are obtained, the National Fuels Management Specialist will 3

submit the final report to the Wildland Fire Lessons Learned Center (LLC) after 4

approved by the Chief, Branch of Fire Management. The Branch of Fire 5

Management will then notify regional fire management coordinators that it is 6

available to facilitate additional learning. 7

Regional directors will provide a written delegation of authority to the regional 8

fire management coordinator (RFMC) to represent the region on the Geographic 9

Multi-Agency Coordinating Group (GMAC) and perform other duties as 10

described in this chapter under the heading “Delegation of Authority.” 11

Regional Chief and Refuge Supervisors 12

Regional chiefs and refuge supervisors are delegated specific leadership 13

responsibilities by the regional director. They provide oversight and direction, in 14

coordination with, the Wildland Fire Management Program for the NWRS. 15

These responsibilities occur through established lines of authority as assigned by 16

the regional director. 17

Project Leader/Refuge Manager 18

The project leader/refuge manager is responsible for the safe and efficient 19

implementation of fire management activities within their unit, including 20

cooperative activities with other agencies or landowners, in accordance with 21

delegations of authorities. The project leader/refuge manager, or principal 22

acting, will meet required elements outlined in the Management Performance 23

Requirements for Fire Operations table below. 24

• If an AADM is absent during an incident, the refuge supervisor and RFMC 25

will assess of the acting AADM’s capabilities and provide appropriate 26

additional support. 27

Management Performance Requirements for Fire Operations 28

PERFORMANCE

REQUIRED

FWS

Director

Regional

Director

Regional

Chief/

Refuge

Supervisor

Project

Leader/

Refuge

Manager

Policy

1. Ensure any standards

developed are compliant

with agency wildland fire

policies.

X X

2. Ensure use of fire funds is

in compliance with

department and agency

policies.

X X

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 95

PERFORMANCE

REQUIRED

FWS

Director

Regional

Director

Regional

Chief/

Refuge

Supervisor

Project

Leader/

Refuge

Manager

3. Attends the M-581, Fire

Program Management, an

Overview course (offered at

the geographic level) or the

Agency Administrator

Training Workshop hosted by

the National Interagency

Prescribed Fire Training

Center (NIPFTC) within two

years of appointment to

refuge manager/project

leader

, unless there have been

wildfire or prescribed fires

recorded in the last 10 years

within the complex/refuge.

Ensures that personnel

assigned oversight

responsibilities for the fire

program have completed the

M-581 course.

X X

4. Review critical operations

and safety policies and

procedures, including

Interagency Fire Program

Management Qualifications

Guide and Interagency

Standards for Fire and Fire

Aviation Operations with fire

and fire aviation personnel.

X X X

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

96 Release Date: January 2023

PERFORMANCE

REQUIRED

FWS

Director

Regional

Director

Regional

Chief/

Refuge

Supervisor

Project

Leader/

Refuge

Manager

Program Management

5. Provide a written delegation of

authority to zone fire

management officers (ZFMO)

giving an adequate level of

operational authority. Fo

ned/area units, ensure all

appropriate AADMs have

igned the delegation. Whe

plicable, develop an inter-

refuge agreement specifyi

eciprocal responsibilities of

the project leader/refuge

manager and the zone FMO.

6. Ensure all fire management

activities are supported by a

current fire management p

lan

(FMP) with documented

annual updates and are

integrated with an approved

comprehensive conservati

plan.

X X X

7. Ensure investigations and

reviews are conducted for

incidents, accidents, escaped

prescribed fires, and near

misses as described in

chapter 17 of Fire

Management Handbook and

chapter 18 of Interagency

Standards for Fire and Fire

Aviation Operations.

X X X X

8. Annually update and review

the FWS Line of Duty Death

Response Handbook and the

Agency Administrator’s

Guide to Critical Inciden

Management, or equivalent.

X X X

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 97

PERFORMANCE

REQUIRED

FWS

Director

Regional

Director

Regional

Chief/

Refuge

Supervisor

Project

Leader/

Refuge

Manager

9. Ensure master agreements

with cooperators are valid

and in compliance with

agency policies and

operating plans are current.

X X X

10. Ensure trespass actions are

initiated and documented to

recover cost of suppression

activities, land

rehabilitation,

and damages to resources

and improvements for all

human-caused fires where

liability can be determined,

as per the Service Fire

Management Handbook.

X X X

11. Ensure Wildland Fire

Decision Support System

(WFDSS) is used to publish

timely decisions and to

provide decision support

documentation for all fires

that escape initial attack or

initial response.

X X X

12. Convene and participate in

annual fire meetings.

X X

13. Participate as part of in-

briefings and post-fire

closeouts on type 1 and type

2 fires and provide a written

delegation of authority,

WFDSS analysis, and

AADM briefings to incident

management teams (IMT).

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

98 Release Date: January 2023

PERFORMANCE

REQUIRED

FWS

Director

Regional

Director

Regional

Chief/

Refuge

Supervisor

Project

Leader/

Refuge

Manager

14. Ensure fire and fire aviation

preparedness reviews are

conducted annually in all

unit offices. Ensure timely

follow-up to fire

management program

reviews.

X X

15. Ensure resource advisors are

identified, trained, and

available for incident

assignment. Refer to the

Resource Advisor’s Guide

for Wildland Fire (PMS

313).

16. Personally visit at least one

wildland fire each year.

17. Ensure appropriate

management of

social/political/media

resources and relationships

affecting wildland fire.

X X X

18. Ensure smoke impacts to the

public and fire personnel are

addressed through IMTs

ordering of technical

specialist - air resources

advisors (THSP ARA) on

type 1 fires to the maximum

extent practicable. Consider

ordering ARAs on type

2 fire

(As per Public Law 116-9,

the Dingell Act, 2019).

19. Provide oversight to

emergency stabilization (ES)

and burned area

rehabilitation (BAR)

processes and procedures.

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 99

PERFORMANCE

REQUIRED

FWS

Director

Regional

Director

Regional

Chief/

Refuge

Supervisor

Project

Leader/

Refuge

Manager

Training/Certification

20. Ensure only trained and

certified fire and non-fire

personnel are available to

support fire operations at the

local, geographic, and

national levels.

X X X

21. Fire management leadership,

local fire management

leadership training and

NIPFTC training will be

tracked in the Incident

Qualifications and

Certification System (IQCS).

X X

22. Serves as management

fficial (MO) within the DOI

Wildland Firefighter Medical

Standards Program.

X X

Prescribed Fire/Fuels

Management

23. Ensure compliance with

national and r

egional policies

for prescribed fire activities.

Conduct periodic reviews of

the prescribed fire program.

X X X

24. Ensure all wildfires resulting

from prescribed fire actions

are reported to regional

director within 24 hours of

the wildfire declaration.

X X

25. Ensure prescribed fire plans

have been reviewed and

recommended by a qualified

technical reviewer other than

the plan author.

26. Review and approve the

Agency Administrator

Ignition Authorization.

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

100 Release Date: January 2023

Fire Management Staff Roles 1

National Office 2

Fire Director 3

The Fire Director is the Chief of the Fire Management Branch in the NWRS and 4

is the Service representative at the National Interagency Fire Center (NIFC). The 5

Fire Director, through Service Manual 621 FW 1, is delegated authority by the 6

Director to represent the Service on the National Multi-agency Coordinating 7

Group (NMAC). The Fire Director is responsible for implementing the decisions 8

of NMAC as they affect FWS areas. The decisions of NMAC include the 9

prioritizing of incidents nationally and the allocation or reallocation of 10

firefighting resources to meet national priorities. 11

The Fire Management Branch is responsible for providing technical direction 12

and coordination of fire management planning, policy development, and 13

procedures servicewide. 14

Regional Office 15

Regional Fire Management Coordinator 16

The regional fire management coordinator (RFMC) provides leadership, 17

direction, coordination, training, planning, evaluation, and technical guidance 18

for the region and provides assistance for intra-agency and interagency wildland 19

fire management needs. The RFMC will meet qualification requirements 20

established by the Interagency Fire Program Management Qualifications 21

Standards and Guide for the position. The RFMC, through written delegation by 22

the regional director, is delegated authority to represent the region on GMAC. 23

The RFMC is responsible for implementing the decisions of the GMAC as they 24

affect FWS areas. The decisions of the GMAC include the prioritizing of 25

incidents, interagency master/statewide agreements and the allocation or 26

reallocation of firefighting resources to meet wildland fire management 27

priorities. 28

Refuge 29

Zone Fire Management Officer 30

The zone FMO (ZFMO) is responsible and accountable for providing leadership 31

for the fire management program. The ZFMO determines program requirements 32

to implement land use decisions through the FMP to meet land management 33

objectives. The ZFMO negotiates interagency agreements and as delegated, 34

represents the AADM on local interagency fire and fire aviation groups. The 35

ZFMO is responsible for coordinating with AADMs to annually review and 36

update (as required) their respective fire management plans to comply with 37

agency policy. 38

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 101

Fire Management Staff Performance Requirements for Fire Operations 1

PERFORMANCE

REQUIRED

Fire

Director

RFMC

Zone

FMO

Policy

1. Establishes and manages a safe, effective, and

efficient fire program.

X X X

2. Ensures that FMPs reflect the agency’s

commitment to firefighter and public safety

while utilizing the full range of fire

management activities available for

ecosystem sustainability.

X X

3. Provides the expertise and skills to fully

integrate fire and fire aviation management

into interdisciplinary planning efforts.

X X X

4. Ensures fire and fire aviation policies are

understood, implemented, and coordinated

with other agencies as appropriate, including

work/rest guidelines.

X X X

Program Management

5. Ensure appropriate risk management,

administration, management, and oversight of

wildland incidents. Ensure incident business

analysts, strategic operational planners,

resource advisors, and agency representative

positions are utilized as needed.

X X X

6. Ensures completion of a job hazard analysis

(JHA)/risk assessment for fire and fire

aviation activities to mitigate risk.

X X

7. Develop, negotiate, and implement cost share,

Service First, and reimbursable protection

agreements with cooperators.

X X X

8. Monitors fire suppression activities to

recognize when complexity levels exceed

current management capabilities. Increases

managerial and operational resources to meet

the need.

X X X

9. Ensures that agreements with cooperators and

operational plans (e.g., operating plans,

dispatch, preparedness, prevention) are valid

and in compliance with agency policy.

X X X

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

102 Release Date: January 2023

PERFORMANCE

REQUIRED

Fire

Director

RFMC

Zone

FMO

10. Ensures use of fire funds is in compliance

with DOI and agency policies.

X X X

11. Ensures that fire severity funding is requested,

used, and documented in accordance with

agency standards.

X X X

12. Ensures a process is established to

communicate fire information to public,

media, and cooperators.

X X X

13. Participates in annual fire meetings.

14. Oversees preseason preparedness review of

the fire and fire aviation program.

X X

15. Initiates, conducts, and/or participates in fire

program management reviews and

investigations.

X X X

16. Personally participates in periodic site visits

to individual incidents and projects.

X X

17. Ensures that transfer of command occurs as

per Interagency Standards for Fire and Fire

Aviation Operations, appendix G on

incidents.

X X

18. Ensure the proper level of management

complexity is assigned to all incidents.

X X

19. Ensures that incoming personnel and crews

are briefed prior to fire and fire aviation

assignments.

X X

20. Ensures a WFDSS analysis is initiated,

updated, approved, and published, as

necessary.

X X

21. Works with cooperators, groups, and

individuals to develop and implement

processes and procedures for providing fire

safe communities within the wildland urban

interface.

X X X

22. Ensures unit is capable of wildfire cause

determination.

X X X

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 103

PERFORMANCE

REQUIRED

Fire

Director

RFMC

Zone

FMO

23. Annually updates and reviews the FWS Line

of Duty Death Response Handbook and the

Agency Administrator’s Guide to Critical

Incident Management, or equivalent.

X X X

24. Ensures that fire season severity predictions,

weather forecasts, fire behavior predictors,

and fire activity levels are monitored and

communicated (hard copy, web page, email,

radio, or fax) daily to all employees.

X X X

25. Uses current national, geographic, and local

mobilization guides,

and ensures standards are

followed.

X X X

26. Ensures that reports and records are properly

maintained according to FWS policies.

X X X

27. Ensures all job-related accidents/incidents

resulting in, or having the potential to cause

fatalities, injuries, illnesses, property or

environmental damage are reported and/or

investigated. All such reports are

electronically submitted through the Safety

Management Information System (SMIS),

SAFENET or SAFECOM, as appropriate.

X X

28. Ensures that a current emergency medical

response plan is in place and accessible.

X X

29. Ensures compliance with the DOI Wildland

Firefighter Medical Standards process to

include risk mitigation/waiver processes.

X X X

Planning

30. Develops and/or updates fire management

plans and associated operational plans for

approval by project leaders and regional fire

and refuge staff (as determined by the region).

Annually review FMPs per Service policy.

31. Responsible for the coordination of remote

automated weather station (RAWS)

maintenance, sensor calibration, and oversight

of daily inputs.

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

104 Release Date: January 2023

PERFORMANCE

REQUIRED

Fire

Director

RFMC

Zone

FMO

Training

32. Ensures IQCS accounts are established, and

training records are maintained for AADMs.

X X

33. Organizes trains, equips, and directs a

qualified workforce. Ensures that only trained

and qualified personnel are assigned to fire

and fire aviation duties. Establishes and

implements performance review process(es).

X X

Prescribed Fire and Fuels

34. Ensures compliance with Service, regional,

and/or local policies for prescribed fire

activities. Provides periodic reviews of the

prescribed fire program.

X X X

35. Reports all wildfires resulting from prescribed

fires to the regional fire management

coordinator within 12 hours of the wildfire

declaration.

36. Ensures a draft copy of the declared wildfire

final report is submitted to the agency’s

National Fuels Management Specialist within

45 days of the fire being declared out, prior to

signatures.

National Fire Leadership Team 1

The National Fire Leadership Team (NFLT) is established under the guidance 2

and support of the NWRS Leadership Team. The team is established to provide 3

regional input on issues of national importance, to advise the Chief, Fire 4

Management Branch, and provide leadership, coordination, and guidance in the 5

development and implementation of a safe and effective fire management 6

program within the Service. The team serves as a national clearing house, 7

provides discussion of wildland fire management issues, and recommends 8

actions to improve coordination and integration of regional fire management 9

activities into national direction. The team will be responsible for the following: 10

• Provide leadership, coordination, and guidance for the Wildland Fire 11

Management Program. 12

• Identify potential fire management issues and recommend strategies that 13

will enhance the Service’s ability to safely and effectively manage fire on 14

Service lands. 15

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 105

• Develop and recommend common guidance and business rules as needed to1

manage fire management activities while recognizing individual regional2

needs.3

• Provide a forum for the exchange of ideas, best management practices, and 4

lessons learned relating to Service fire management activities. 5

• Provide a forum to discuss budget methodology applications that are 6

consistent with appropriation language authority as well as providing for the 7

collaboration and coordination within FWS and with our interagency 8

partners. 9

• Form task groups, working teams, or other collections of subject matter 10

experts as needed to deal with specific tasks or long-term issues. These 11

groups or teams will each have a leader who usually works in the subject 12

matter area with members assigned who may have the subject area as a 13

collateral duty. They will have representation from across the Service and 14

will provide guidance or operational recommendations to the NFLT. 15

Line Officer Team 16

The line officer team (LOT) consists of representatives from each region and 17

each level of the NWRS with primary responsibilities to advise and promote a 18

safe, effective, and integrated fire management program in the NWRS. 19

Delegation of Authority 20

Regional Fire Management Coordinator 21

In order to effectively perform their duties, the regional director will delegate 22

certain authorities to the Regional Fire Management Coordinator (RFMC). This 23

delegation is normally placed in the regional office supplement to agency 24

manuals. This delegation of authority should include: 25

• Serve as the regional director’s authorized representative on geographic 26

area coordination groups, including MAC groups. 27

• Coordinate and establish priorities on uncommitted fire suppression 28

resources during periods of shortages. 29

• Coordinate logistics and suppression operations regionwide. 30

• Relocate agency wildland fire resources within the region based on relative 31

fire potential/activity. 32

• Correct unsafe wildland fire activities. 33

• Enter into agreements to provide for the management, fiscal, and 34

operational functions of combined agency operated facilities. 35

• Suspend prescribed fire activities when warranted. 36

• Give authorization to hire emergency firefighters (EFF) in accordance with 37

the DOI Administratively Determined (AD) Pay Plan for Emergency 38

Workers. 39

• Approve short-term fire severity funding expenditures not to exceed the 40

region’s annual authority. 41

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

106 Release Date: January 2023

Zone Fire Management Officer 1

In order to effectively perform their duties, the zone fire management officer 2

(ZFMO) will have the delegated authority outlining the operational and 3

administrative fire management duties. All unit AADMs within a zone will sign 4

a zone and/or refuge fire management delegation. A sample delegation of 5

authority can be found in appendix C. 6

Inter-Refuge Agreements 7

Inter-refuge agreements may be used when ZFMOs provide fire management 8

oversight to multiple refuges. This is in addition to the delegation of authority 9

from the project leaders/refuge managers to the ZFMO and further defines the 10

roles and expectations between the ZFMO and refuges. An example can be 11

found on the FWS Fire Operations Policy and Guidance SharePoint site. 12

Fire Duty Officer 13

Fire management officers are responsible to provide fire duty officer (FDO) 14

coverage during periods of predicted incident activities. FDO responsibilities 15

may be performed by any individual delegated the authority, either written or 16

verbal, from the ZFMO. The duties for FDOs include: 17

• Monitor unit incident activities for compliance with FWS safety policies. 18

• Coordinate and set priorities for unit preparedness activities, incident 19

response, and resource allocation. 20

• Keep AADMs and resources informed of the current and expected situation. 21

• Plan for and implement actions required for future needs. 22

• Document decisions and actions. 23

• FDOs will not fill Incident Command System (ICS) functions. If the FDO 24

needs to fulfil an ICS function, they must reassign the FDO duties. 25

Emergency Lighting and Sirens 26

Fire staff may only use emergency lighting and sirens en route to incidents if 27

their region has an approved regional policy and their unit has an approved 28

refuge/unit emergency lighting and siren plan. 29

• Use must be limited to imminent threat to life and public property. 30

• All lighting and siren equipment installed on emergency vehicles must 31

comply with NFPA 1901 and 1906 standards. 32

• Regional policy must: 33

○ Address the training requirements in NFPA 1002 and 1451; 34

○ Establish oversight for emergency lighting and siren use; and 35

○ Not supersede State and local safety and traffic laws or regulations. 36

Personnel must comply with posted speed limits at all times, regardless 37

of the type of response. 38

Use of stationary emergency lighting is encouraged and does not require 39

authorization. 40

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 107

Wildland Fire Field Attire 1

Wildland fire field attire will be worn by primary, preparedness-funded 2

personnel on all duty days during the predetermined “fire season” for the home 3

unit in accordance with their approved step-up plan. 4

Fire Severity Funding 5

Service-specific fire severity funding guidance can be found in chapter 10 of this 6

guide; chapter 10 of the Service Fire Management Handbook; and the Fire 7

Business Guide, Severity Subactivity. 8

Fire Reporting 9

Field units will report wildland fire occurrence and fire status to their local 10

dispatch office and regional fire management coordinator or designee. 11

Individual Fire Report 12

An individual fire report must be completed in the Fire Management 13

Information System (FMIS) for the following types of fires or treatments within 14

15 days after the fire is declared out or treatment is complete: 15

• All wildland fires on Service lands; 16

• Support actions; 17

• Fires suppressed on other lands under an agreement; 18

• All false alarms; 19

• Natural outs (by natural out definition); and 20

• Non-fire treatments completed with fuels funding. 21

Detailed information about a support action is only required from an initial entry 22

into FMIS to establish a work breakdown structure (WBS). Once the WBS has 23

been established, users are not required to establish additional fire reporting 24

information for the same fire. 25

Reports are required regardless of who takes action, e.g., force account, 26

cooperator, or contractor. When actions are taken on a cooperative fire, the 27

agency having jurisdiction over the land on which the wildfire occurs will file a 28

complete report to record and bill for assistance when necessary. 29

Fish and Wildlife Service Use of the Wildland Fire Decision Support 30

System 31

FWS follows interagency policy regarding use of WFDSS. Standards for when 32

WFDSS will be used are found in chapter 11 of this guide. 33

Documentation of all other wildfires in WFDSS is at the discretion of the 34

regional office or local unit. All fires in Alaska will have WFDSS initiated by 35

the protecting agency. 36

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

108 Release Date: January 2023

Final Wildland Fire Record 1

The final wildland fire or project record may include the following: 2

• FMIS data entry (required) 3

• Narrative 4

• WFDSS analyses and decisions 5

• Incident action plan(s) 6

• Daily weather forecasts and spot weather forecasts 7

• Daily fire progression map 8

• Total cost summary 9

• Monitoring data (wildland fire observation records) 10

• Critique of fire projections on incident action plan 11

Physical Fitness and Conditioning 12

Employees serving in wildland fire positions that require a fitness rating of 13

arduous as a condition of employment are authorized one hour of duty time each 14

workday for physical fitness conditioning. Employees not having a fitness rating 15

of arduous as a condition of employment, but who are required by a critical 16

performance element or other written agreement to maintain an arduous level, 17

will be authorized three hours per week of duty time for physical fitness 18

conditioning. All other wildland firefighting personnel holding qualifications 19

requiring ratings of moderate or arduous may be authorized, by their supervisor, 20

up to three hours per week of duty time for fitness conditioning. Prior to any 21

duty time being allowed for physical fitness conditioning, employees and 22

supervisors must agree, in writing, what physical conditioning activities the 23

employee will engage in, and when and where they will occur. Activities outside 24

of the agreement will not be authorized or allowed. A combination of activities 25

designed to increase both physical strength and aerobic fitness, while 26

minimizing the possibility of physical injury, should be utilized. 27

FWS National Fire Operations Fitness Challenge 28

The FWS Fire Fitness Challenge encourages and recognizes achievement in 29

physical fitness by FWS firefighters. The fitness challenge provides a common 30

system by which FWS firefighters can measure current fitness, establish fitness 31

goals, track fitness improvement, and receive recognition for their efforts. The 32

fitness challenge is voluntary, but strongly encouraged. Nationally, the Branch 33

of Fire Management will annually recognize individuals that demonstrate the 34

most improvement and top over-all scores by gender and age group. Information 35

about the fitness challenge is available at: https://www.nifc.gov/about-us/our-36

partners/blm/training/fitness-challenge. 37

Training 39

Agency Administrator Training 40

The qualification standards identified in the Interagency Fire Program 41

Management Qualifications Standards and Guide are required, in conjunction 42

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 109

with specific agency requirements, when filling vacant fire program positions, 1

and as an aid in developing individual development plans (IDPs) for employees. 2

• Refuge managers/project leaders with Service lands under their jurisdiction 3

which require the development and maintenance of a fire management plan 4

must attend Fire Program Management, an Overview (M-581), or may 5

upon concurrence of the RFMC, attend the Prescribed Fire Workshop for 6

Agency Administrators offered by NIPFTC. 7

• Projects leaders/refuge managers who oversee or have the potential to 8

oversee complex fire management programs should consult with their 9

RFMC about attending Fire Program Management, Leading Complex Fire 10

Programs (M-582). 11

• Field supervisors who may approve prescribed fire plans must attend Fire 12

Program Management, an Overview (M-581), or may upon concurrence of 13

the RFMC, attend the Prescribed Fire Workshop for Agency Administrators 14

offered by the NIPFTC. 15

• Regional chiefs, regional refuge supervisors, and refuge managers/project 16

leaders must complete periodic refresher training as determined by their 17

supervisor in consultation with the RFMC. Refresher training options may 18

include attending fire management training/workshops, trainee experiences, 19

or mentoring. 20

• Guidance for use of the agency qualification for AADMs can be found in 21

the Federal Wildland Fire Qualifications Supplement. 22

Zone Fire Management Officer Training 23

All ZFMOs are required to attend the M-581, Fire Program Management, an 24

Overview course, either as a student or as a member of the instructor cadre. If 25

attending as an instructor, the ZFMO must be present for the entire course. See 26

Interagency Fire Program Management (IFPM) standards. 27

FWS Firefighter General Training Requirements 28

For firefighter qualification documentation guidance, reference chapter 13. 29

Agency Permanent, Career Seasonal, and Temporary Firefighters 30

Required Training

Initial

Requirement/

Frequency

Completion/

Tracking Method

Reference

Hazardous Materials-

First Responder

Awareness Level

• Upon initial

employment

• Annual

refresher

• Classroom or onsite

• Employee personnel

file

242 FW 6,

Hazardous Waste

Operations and

Emergency

Response

, OSHA

29 CFR

1910.120(q)(6)(i);

1910.120(q)(8)(i-

ii)

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

110 Release Date: January 2023

Required Training

Initial

Requirement/

Frequency

Completion/

Tracking Method

Reference

Wildland Fire Safety

Training Annual

Refresher (RT-130)

• Annually

• Classroom

• IQCS

621 FW1, Fire

Management

Program

First Aid/

Cardiopulmonary

Resuscitation (CPR)

•

Upon initial

employment

• Every 2 years

or pe

ertifying

authority

•

Classroom

• Employee personnel

file

240 FW 3, Safety

and Health

Training

Defensive Driving

• Upon initial

employment

• Refresher

ery 3 years

or pe

egional

requirements,

whichever if

most

restrictive

• Employee personnel

file

321 FW 1,

Authorization,

Training and

Safety

Requirements

Do What’s Right

Prevention of Sexual

Harassment (POSH)

• Annually

• Classroom

• Employee personnel

file

Administratively Determined (AD) and EFF Required Training 1

• First aid/CPR (every 2 years) 2

• Defensive driving (every 3 years) 3

• Do What’s Right (Annually) 4

• Prevention of Sexual Harassment (POSH) (Annually) 5

Fish and Wildlife Service Specific Qualifications 6

Guidance regarding agency-specific qualifications that are not contained in the 7

National Wildfire Coordinating Group (NWCG) Standards for Wildland Fire 8

Position Qualifications (PMS 310-1) can be found in the Federal Wildland Fire 9

Qualifications Supplement. For qualifications with agency standards which 10

exceed minimums established in the PMS 310-1, refer to the Service Fire 11

Management Handbook. 12

FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 4

Release Date: January 2023 111

FWS Global Positioning System (GPS) Datum and Coordinate Format 1

Standard 2

To ensure safe and efficient suppression operations, all FWS fire resources will 3

use a standard global position system (GPS) datum and latitude/longitude 4

(coordinate) format when communicating GPS references. The standard datum 5

is WGS84, and the standard coordinate format is Degrees Decimal Minutes 6

(DDM). For other activities (e.g., mapping, fire reporting, planning), agency 7

standards will apply. 8

CHAPTER 4 FWS PROGRAM ORGANIZATION AND RESPONSIBILITIES

112 Release Date: January 2023

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USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 5

Release Date: January 2023 113

Chapter 5 1

USDA Forest Service Program Organization and 2

Responsibilities 3

Introduction 4

This document is intended to be a program reference guide that documents the 5

standards for operational procedures and practices for the USDA Forest Service 6

Fire and Aviation Management Program. The standards provided in this 7

document are based on current agency and interagency wildland fire 8

management policy and are intended to provide fire and aviation program 9

guidance and to ensure safe, consistent, efficient, and effective fire and aviation 10

operations. This document will be reviewed and updated annually. 11

Vision and Objectives for Fire Management 12

The vision of the Forest Service’s Fire and Aviation Management Program is to 13

safely and effectively extinguish fire, when needed; use fire where allowable; 14

manage our natural resources; and as a nation, live with wildland fire. The 15

following objectives support this vision: 16

• Risk management and risk reduction – Assure management of risk to 17

people, communities, and natural and cultural resources is the fundamental 18

principle used to make informed decisions in all fire management programs. 19

Minimize the risk to people, communities, and natural and cultural 20

resources by assessing the potential benefits of actions, severity of 21

concerns, and probabilities of occurrences to reduce risk. 22

• Ecological – Meet the Forest Service mission through the use of fire 23

management programs to protect people and communities, conserve natural 24

and cultural resources, and maintain and restore ecological health. 25

• Collaboration – Implement the wildland fire management program through 26

collaboration and partnerships. 27

• Learning – Learn from science and ours and our partners’ experiences to 28

improve fire management programs. 29

• Empowerment – Employees are expected and empowered to be creative and 30

decisive, to exercise initiative, and accept responsibility and use their 31

training, experience, and judgement to implement the agency’s mission. 32

Foundational Doctrine 33

The vision of the Forest Service’s Fire and Aviation Management Program is to 34

use a doctrinal approach based on leadership, operations, and risk management. 35

To support this vision, Forest Service policy is to: 36

• Take all response actions to ensure the safety of firefighters, other 37

personnel, and the public regardless of cost or resource loss; no resource or 38

facility is worth the loss of human life. 39

• The intent of wildfire response is to protect human life, property, and 40

achieve protection and natural resource management objectives established 41

in L/RMPs. 42

CHAPTER 5 USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES

114 Release Date: January 2023

• Leadership principles are the foundational doctrine (Leading in the1

Wildland Fire Service, PMS 494-2) on which fire and aviation management2

operations will be based.3

A doctrinal approach goes beyond strict compliance with procedural rules and 4

promotes risk-based application of wildland fire management principles to 5

improve decision making and firefighter safety. Foundational doctrine has been 6

codified in Forest Service Manual 5100 direction and will guide fundamental 7

wildland fire management policy, practices, behaviors, and customs to be 8

mutually understood at every level of command. 9

Under this doctrinal approach: 10

• Employees are expected and empowered to be creative and decisive, to 11

exercise initiative and accept responsibility, and to use their training, 12

experience, and judgment in decision-making to carry out their leader’s 13

intent. 14

• Employees are expected and empowered to make reasonable and prudent 15

decisions to accomplish the agency mission while minimizing unnecessary 16

risk. 17

Mission 18

• The Forest Service is prepared and organized to support national and 19

international emergencies with trained personnel and other assets when 20

requested. 21

• Agency employees respond when they come across situations where human 22

life is immediately at risk or there is a clear emergency, and they are 23

capable of assisting without undue risk to themselves or others. 24

• Support for local fire emergencies takes priority over accomplishment of 25

local resource targets. Support of non-local fire emergencies will be at the 26

discretion of the local line officer, as bounded by agency agreements and 27

regional or national direction. 28

• A cooperative relationship between the Forest Service and other agencies is 29

essential. The Forest Service is committed to honor its part of the joint 30

responsibility to develop and maintain effective working relationships with 31

its intergovernmental cooperators. 32

Wildland Fire Response Principles 33

• Response to wildland fire is based on the ecological, social, and legal 34

consequences of fire. The circumstances under which a fire occurs, and the 35

likely consequences to firefighter and public safety and welfare, natural and 36

cultural resources, and values to be protected dictate the appropriate 37

management response to fire. 38

• Response to wildfire in the wilderness focuses on the natural ecological role 39

of fire and activities are conducted in a manner compatible with overall 40

wilderness management objectives (see FSM 2320). 41

• Success is achieving reasonable objectives with the least firefighter risk 42

necessary while enhancing stakeholder support for our management efforts. 43

USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 5

Release Date: January 2023 115

Leadership and Accountability 1

• All levels of leadership must communicate a clear vision of agency goals 2

and management principles, ensuring they are shared and understood by all 3

levels of the organization. 4

• All levels of leadership must express clear intent concerning roles and 5

responsibilities to ensure wildfire response assignments are appropriate, 6

risk-based, and effective. 7

• Leaders regularly monitor operations for safety, efficiency, and 8

effectiveness, and take action when there is recognition of exceptional or 9

problematic employee performance. 10

The Operational Environment 11

Risk Management 12

The wildfire response environment is complex and possesses inherent hazards. 13

Even with reasonable risk mitigations, responses can result in harm to 14

firefighters. 15

The Forest Service is committed to the aggressive management of risk. 16

• Apply a risk management process to minimize unnecessary risk in wildfire 17

response while maximizing the opportunities to achieve management 18

objectives. 19

• Maintaining state-of-the-art decision support systems based on the best 20

available science is essential for making sound decisions on how to manage 21

all wildland fire to achieve land and resource management plan (L/RMP) 22

objectives, including public and agency personnel safety. 23

• The Forest Service Guide to Risk Management and other helpful risk 24

management resources can be found on the USDA Forest Service website 25

for risk management at https://www.fs.usda.gov/managing-land/fire/safety. 26

Operations 27

Every wildfire response operation is directed toward clearly defined, decisive, 28

and obtainable objectives. 29

Wildfire Response 30

• When it is time to engage a wildfire, do so in a manner that is appropriate, 31

risk-based, and effective. 32

• Command and control will be decentralized to cope with the unpredictable 33

nature of wildfire. To achieve leader’s intent and accomplish operational 34

objectives, subordinate commanders must make decisions on their own 35

initiative and coordinate their efforts to maintain unity of effort. 36

• Judgement in combination with principles and rules will guide wildfire 37

response practices and actions. 38

• Rapid deployment and appropriate concentration of wildfire response 39

resources at the decisive time and place are essential to successful wildfire 40

response actions. 41

CHAPTER 5 USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES

116 Release Date: January 2023

• Maintaining a high capability to ensure effective initial attack is essential to 1

public and firefighter safety, accomplishment of management objectives, 2

and cost containment. 3

• The interdependence of wildland fire jurisdictions requires the 4

collaborative, proactive engagement of cooperators, partners, and the public 5

in response activities. 6

Risk Management Protocol 7

Forest Service risk management protocol begins with working with partners and 8

stakeholders to identify values affected (positively and negatively) by fire and 9

then forming clear and reasonable objectives around these values. The highest 10

value is human life, and thus the primary objective will always be protection of 11

human life. Other objectives will be weighed against the amount of risk 12

responders and the public must accept in order to accomplish the objectives as 13

well as the likelihood of success. The Forest Service is committed to using a 14

three-phased risk management protocol: 15

I. Preseason 16

Preseason preparedness work is critical to success when the fire starts. 17

• Build decision maker and key stakeholder capacity to manage the 18

uncertainties and inherent risks of fires. 19

○ Increase understanding of risk management with key stakeholders and 20

partner agencies. 21

○ Build agency administrator capacity to perform as risk managers. 22

• Determine what values-related spatial data is missing in Wildland Fire 23

Decision Support System (WFDSS), if any, and develop a plan for 24

incorporating it into the unit’s fire planning map layers to ensure its 25

availability to support future decisions. 26

• Assess risk at a landscape level, looking at National Forest System (NFS) 27

lands and those adjoining lands that may be impacted by a fire leaving NFS 28

land. 29

○ Develop a common understanding of values to be protected by 30

answering four questions: 1) What is important? 2) Why is it 31

important? 3) Who is it important to? and 4) How important is it? 32

○ Complete a risk analysis with key stakeholders and partner agencies to 33

predetermine the optimal response strategies for protecting values at 34

risk. Engage key stakeholders and partner agencies in tabletop 35

exercises or other venues to ensure alignment. 36

○ Initiate dialogue with line officers and stakeholders aimed at 37

understanding, acceptance, and support for alternative risk-based 38

decisions. This is especially important where there is an expectation 39

that a fire will become a long-term event because of an opportunity to 40

use fire to achieve land management objectives, and/or the need to 41

adjust the level of engagement based on risks to responders, lack of 42

available resources, and the level of risk toward values to be protected. 43

USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 5

Release Date: January 2023 117

II. During Incident Phase 1

During incident phase focuses on a seven-step risk management process: 2

1. Complete a Risk Complexity Assessment. 3

○ Develop an assessment of what is at risk (from preseason work,4

WFDSS values inventories, analytical tools and products, and/or input5

from key stakeholders), and the associated probabilities and potential6

consequences.7

2. Complete a risk analysis. 8

○ Consider alternatives (objectives, strategies, and tactics) against desired9

outcomes, risks to human life (responders and the public), probability10

of success and values to be protected.11

3. Complete two-way risk communications. 12

○ Engage community leaders, local government officials, partners, and13

other key stakeholders of the incident to share the risk picture and enlist14

input.15

4. Conduct risk-sharing dialogue. 16

○ Engage appropriate senior line officers and political appointees (as17

necessary) regarding the potential decision aimed at obtaining18

understanding, acceptance, and support for the alternatives and likely19

decision.20

5. Make the risk-informed decision. 21

6. Document the risk through assessment, analysis, communication, sharing 22

and decision in WFDSS. 23

7. Continue monitoring and adjusting as necessary or as conditions change. 24

III. Post-Incident Phase 25

As a learning organization, we should always strive to improve how we conduct 26

our business. We should endeavor to learn from each incident and apply those 27

lessons. 28

• Complete an incident after action review. 29

○ Engage key stakeholders of the incident to be involved.30

○ Review what worked, what did not work, and suggestions for31

improvement.32

○ If a WFDSS decision was necessary, evaluate decision quality and33

workflow and determine steps necessary to improve.34

• Conduct a peer review after action process. 35

○ Engage others who have had similar incidents to learn strategies for36

improvement.37

• Implement plans for improvement. 38

○ Make use of lessons learned in real time, if possible.39

The following risk assessment and risk decision questions are designed to 40

inform fire management decisions by stimulating thinking and prompting 41

dialogue, analyzing and assessing risk, recognizing shared risks, and 42

communicating those risks within the agency and with partners and 43

stakeholders. 44

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• Risk Assessment 1

1. What are the critical values at risk?2

2. What is the chance the critical values will be impacted; if so, what are3

the consequences?4

3. What are the opportunities to manage fire to meet land management5

objectives?6

4. What are the possible low-probability/high-consequence events?7

5. Who are the stakeholders that should be consulted prior to making a8

decision?9

• Risk Decision 10

1. What alternatives (objectives, strategies, and tactics) are being11

considered?12

2. What is the relative exposure of responders (exposure in terms of13

numbers of responders needed, amount of commitment (time/days)14

needed to accomplish the objectives, and the amount and types of risks15

these responders will be asked to accept if the alternative is chosen) for16

the alternatives being considered?17

3. What is the relative probability of success associated with the18

alternatives being considered?19

4. What alternative provides for the best balance between the desired20

outcome and risk to responders?21

5. What are the critical thresholds that will trigger reconsideration of the22

proposed alternative and how will they be monitored?23

Specific Line Officer Responsibilities for Fire and Aviation at the Field 24

Level 25

The Forest Service has developed core fire management competencies for line 26

officers with oversight responsibilities over fire management programs. 27

• Knowledge of fire program management, including ability to integrate fire 28

and fuels management across all program areas and functions; 29

• Ability to implement fire management strategies and integrate natural 30

resource concerns into collaborative community protection and ecosystem 31

restoration strategies; 32

• Knowledge to oversee a fire management program, including budget, 33

preparedness, prevention, suppression, and hazardous fuels reduction; 34

• Ability to serve as an agency administrator exercising authority to initiate 35

prescribed fire and other hazardous fuel reduction activities; 36

• Ability to serve as an agency administrator during an incident on an 37

assigned unit; and 38

• Ability to provide a fully staffed, highly qualified, and diversified 39

firefighting workforce that exists in a “life first” and “readiness” 40

environment. 41

Responsibilities 42

• Line officers are responsible for all aspects of fire management. 43

• Integrate fire and fuels management across all functional areas. 44

USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 5

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• Implement fire management strategies and integrate natural resource 1

concerns into collaborative community protection and ecosystem restoration 2

strategies on the unit. 3

• Manage a budget that includes fire preparedness, prevention, suppression, 4

and hazardous fuels in an annual program of work for the unit. 5

• Perform duties of agency administrator and maintain those qualifications. 6

• Provide a fully staffed, highly qualified, and diverse workforce in a "safety 7

first" environment. 8

• Support and participate in wildfire prevention. 9

• Ensure operational fire management responsibilities remain separated from 10

agency administrator responsibilities in order to avoid collateral duty 11

conflicts. 12

These responsibilities are based on current policy and provide program guidance 13

to ensure safe, consistent, efficient, and effective fire and aviation operations. 14

Preparedness 15

Preparedness is a continuous process that includes all fire management activities 16

conducted in advance of wildfire ignitions to ensure an appropriate, risk-17

informed, and effective wildfire response to meet national and agency goals. 18

• Take all necessary and prudent actions to ensure firefighter and public 19

safety. 20

• Ensure sufficient qualified fire and non-fire personnel are available to 21

support fire operations at a level commensurate with the local and national 22

fire situation. 23

• Ensure accurate position descriptions are developed and reflect the 24

complexity of the unit. Individual development plans (IDP) promote and 25

enhance fire management officer (FMO) currency and development. 26

• Provide a written delegation of authority to FMOs that provides an adequate 27

level of operational authority at the unit level. Include multi-agency 28

coordinating (MAC) group authority, as appropriate. 29

• Ensure the plans contained in the Fire Management Reference System 30

(FMRS) are based on resource objectives found in the land and resource 31

management plan (L/RMP). 32

• Ensure budget requests and allocations reflect preparedness requirements 33

from the program of work and support objectives from the L/RMP. 34

• Develop preparedness standards that are in compliance with agency fire 35

policies. 36

• Management teams meet once a year to review fire and aviation policies, 37

roles, responsibilities, and delegations of authority. Specifically address 38

oversight and management controls, critical safety issues, and high-risk 39

situations, such as transfers of incident command, periods of multiple fire 40

activity, and Red Flag Warnings. 41

• Ensure fire and aviation preparedness reviews are conducted each year and 42

include the key components of the record of decision for the nationwide 43

aerial application of fire retardant on NFS land. 44

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120 Release Date: January 2023

• Meet annually with cooperators and review interagency agreements to 1

ensure their continued effectiveness and efficiency. 2

• Meet annually with local U.S. Fish and Wildlife Service and the National 3

Oceanic and Atmospheric Administration (NOAA) fisheries specialists to 4

ensure the avoidance maps reflect changes during the year on additional 5

species or changes made for designated critical habitat, and reporting and 6

monitoring guidelines are still valid and being applied. 7

Wildfire Response 8

• Ensure use of fire funds is in compliance with agency policies. 9

• The WFFDS will be used to develop, approve, and publish decisions on all 10

fires. As appropriate, use analytical tools and products to inform and 11

support decision-making. See chapter 11 for the fire criteria that require a 12

published decision. 13

• Personally attend reviews on type 1 and type 2 fires. Ensure agency 14

representatives are assigned and delegated authority when appropriate. 15

• Provide incident management objectives, written delegations of authority, 16

leader’s intent, and a complete agency administrator briefing to incident 17

management teams (IMT). 18

• Ensure briefings include any applicable information for avoidance areas and 19

waterways per the nationwide aerial application of fire retardant direction, 20

mapping, and cultural resources. Include the reporting requirements in the 21

briefing if a misapplication of fire chemical occurs. Provide resource 22

advisors if the use of aerially applied fire retardant is expected and the unit 23

has mapped avoidance areas (which include waterways and 300’ or larger 24

buffers) and otherwise evaluate the need for resource advisors for all other 25

fires and assign, as appropriate. 26

• For all unplanned, human-caused fires where responsibility can be 27

determined, ensure actions are initiated to recover cost of suppression 28

activities, land rehabilitation, damages to the resource, and improvements. 29

• Ensure structure exposure protection principles are followed (FSM 5135). 30

• Ensure that a sufficient number of after action reviews are conducted for 31

type 3, 4, and 5 wildfires to adequately assess the unit’s wildfire response 32

capability, performance, procedures and to enhance learning. 33

• Ensure smoke impacts to the public and fire personnel are addressed 34

through IMTs ordering of air resource advisors (ARA, technical specialist) 35

on type 1 fires to the maximum extent practicable. Consider ordering ARAs 36

to type 2 fires (as per Public Law 116-9, the Dingell Act, 2019). 37

Wildfire Response Responsibilities and Oversight 38

• Agency administrators will ensure that all Forest Service employees and 39

employees of interagency partners working on Forest Service jurisdiction 40

wildfires clearly understand direction. 41

• Agency administrators must approve and publish decisions in WFDSS in a 42

timely manner and issue delegations of authority to the incident commander 43

(IC) in accordance with FSM 5133.3. 44

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• Analytical tools and/or products both within WFDSS and outside of the1

application should be used to inform and support strategic decision-making2

and risk assessment inputs.3

• Line officers will assign agency administrators to oversee incidents and 4

approve WFDSS decisions based on qualification level according to 5

incident type. 6

Incident Type

USFS AA Qualification Level to Approve WFDSS Decisions

and Provide Incident Oversight

Type 1

Wildfire Agency Administrator Type 1, WFA1

Type 2

Wildfire Agency Administrator Type 2, WFA2

Type 3, 4, 5

Wildfire Agency Administrator Type 3, WFA3

Authority may be retained at the regional forester level.

• Critical long duration wildfire oversight roles include ensuring that: 7

○ Up-to-date published decisions are completed and documented in8

WFDSS.9

○ Hazards are identified and risk assessments are incorporated into10

published decisions.11

○ Coordination with partners and potentially affected parties (including12

smoke impacts) is conducted; unified command is implemented early13

when appropriate.14

○ Air resource advisors (ARA, technical specialist) are utilized on type 115

fires to the maximum extent practicable and consideration of ordering16

for type 2 fires (as per Public Law 116-9, the Dingell Act, 2019).17

○ Resource capacity and availability are adequately assessed to meet18

expectations.19

• This oversight role should address concerns of the States, cooperators, and 20

the public, including air quality impacts from multiple wildfires. 21

Use of Wildfire to Achieve Land Management Objectives During 22

Preparedness Levels 4 and 5 23

• Wildfire response decisions that include objectives to improve or enhance 24

natural resources must be approved by the Regional Forester at Geographic 25

and/or National Preparedness Levels 4 and 5. Approving officials should 26

consider relative risks vs gains, organizational needs to adequately staff the 27

incident, the duration of those resource commitments, and the extents to 28

which the planned response might add to or relieve the strain on resource 29

availability nationally. Human-caused fires are not eligible for such 30

consideration. Only naturally occurring wildfires in areas where the Land 31

and Resource Management Plan has determined that fire does play a role in 32

managing natural systems are eligible for such consideration. 33

• The Regional Forester or designee will assume the role of the deciding 34

official for the decision in the WFDSS. This requirement does not apply to 35

long-duration events that are not in pursuit of natural resource objectives 36

such as those instances where it is too dangerous for responders or there are 37

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122 Release Date: January 2023

insufficient resources available to mount an effective response, and a long-1

term control strategy is adopted out of managerial necessity rather than 2

preference. 3

• To the extent practical, regions and forests should adopt pre-ignition 4

practices and systems for determining relative risks and opportunities 5

including the short-term (this year) and long-term (future years) 6

implications of these decisions in such a way as to facilitate a meaningful 7

yet timely discussion with the Regional Foresters office shortly after 8

candidate fires are detected. 9

Safety 10

• Review safety policies, procedures, and concerns with field fire and 11

aviation personnel. 12

• Ensure timely follow-up actions to program reviews, fire preparedness 13

reviews, fire and aviation safety reviews, and management reviews. 14

• Monitor the fire situation and provide oversight during periods of critical 15

fire activity and situations of high risk. 16

• Ensure there is adequate direction in fire management plans to maintain fire 17

danger awareness. 18

• Take appropriate actions with escalating fire potential. 19

• Ensure appropriate investigation or lessons learned analyses are conducted 20

for incidents, entrapments, and serious accidents. See FSM 6730. 21

Fuels 22

• Plan and implement a hazardous fuels management and prescribed fire 23

program applying principles and policy elements described in FSM 5100 24

and 5140 and guided by the goals described in the National Cohesive 25

Wildland Fire Strategy. 26

• Complete a fuels treatment effectiveness assessment on all wildfires which 27

start in or burn into a fuel treatment area. 28

• Enter results of the assessment into the Fuels Treatment Effectiveness 29

Monitoring (FTEM) database within 90 days of control of a fire. The FTEM 30

database is located within the Interagency Fuels Treatment Decision 31

Support System (IFTDSS) at the following website: 32

https://iftdss.firenet.gov/landing_page/. Links to optional reporting 33

templates and other information related to the FTEM reporting requirement 34

can be found at https://fsweb.wo.fs.fed.us/fire/fam/fuels/hazardous.html. 35

• Use the IFTDSS to assist with fuels planning, prescribed burn development, 36

risk analysis, etc. 37

Prescribed Fire 38

• Provide program leadership by visiting prescribed fire treatment projects 39

and providing leader’s intent to prescribed fire personnel. 40

• Ensure compliance with national and regional office policy and direction 41

for prescribed fire activities and ensure that periodic reviews and 42

inspections of the prescribed fire program are completed. 43

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• Coordinate prescribed fire program activities with regional air quality1

specialists and Federal, State, Tribal, air pollution control district or county2

regulatory authorities to ensure compliance with their regulations supported3

by the Clean Air Act.4

• When multiple wildland fire events are occurring within an airshed, or any 5

airshed is impacted by ongoing wildland fire events, fire managers will 6

consider the cumulative impact to air quality. Initiation of new prescribed 7

fire must be in compliance with air quality regulations and standards. 8

• All prescribed fires should be conducted using basic smoke management 9

practices. USDA Natural Resources Conservation Service and Forest 10

Service Technical Note (2011); refer to 11

https://www.nrcs.usda.gov/conservation-basics/natural-resource-12

concerns/air. 13

• Ensure a prescribed fire plan is written and approved for each project prior 14

to implementation in accordance with the Interagency Prescribed Fire 15

Planning and Implementation Procedures Guide (PMS 484) which is 16

available at https://www.nwcg.gov/publications/484. 17

• Review and approve prescribed fire plans and ignitions. 18

○ Engage in the development of the complexity analysis; review and19

approve the final complexity rating.20

○ Ensure that the prescribed fire plan has been reviewed and21

recommended by a qualified technical reviewer.22

○ Ensure that prescribed fire plans are designed to achieve desired23

conditions as described in L/RMPs and project-specific NEPA decision24

documents.25

○ Approve prescribed fire plan amendments and determine the need for26

additional technical review of proposed plan amendments prior to27

approval.28

○ If more than one year has elapsed since a prescribed fire plan was last29

approved, the plan will be reviewed, updated as necessary, and re-30

approved before implementation.31

○ Authorize ignition of prescribed fire as delegated and adhere to32

procedures as described in FSM 5140 for regional- and/or national-33

level approvals for initiation of new and continued prescribed fire34

activities at national preparedness levels 4 and 5 or when forecast35

National Fire Danger Rating System (NFDRS) adjective ratings are at36

“extreme” category.37

• Use analytical tools, such as IFTDSS (Interagency Fuels Treatment 38

Decision Support System), to assist with treatment options, fire behavior 39

potential, prescribed burning prescriptions, and values at risk to help inform 40

fuels planning efforts and implementation options. 41

• Report all instances of prescribed fires resulting in a wildfire declaration 42

and/or air quality notice-of-violation as required in FSM 5140. 43

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124 Release Date: January 2023

Agency Administrator Training and Qualifications for Wildland Fire 1

Management 2

There are six separate and distinct qualifications for agency administrators 3

related to fire management—three for wildfire decision making and three for 4

prescribed fire. The training and experience requirements and certification 5

process for both wildfire and prescribed fire are described below. 6

Agency Administrator Core Competencies 7

Core competencies that must be demonstrated by agency administrators 8

exercising decision-making authority for wildfires or prescribed fires include: 9

• Risk-informed decision-making 10

• Wildfire response and incident management processes 11

• WFDRS/IFTDSS and other decision support tools 12

• Fuels management and prescribed fire processes 13

• Fire prevention, mitigation, and education processes 14

• Social, political, economic, and environmental impacts of wildland and 15

prescribed fire management activities 16

• Collaboration with partners and stakeholders 17

• Fiscal management 18

These core competencies form the basis for the agency administrator position 19

task book which is used to document that an individual has indeed demonstrated 20

these competencies while working toward certification. For access to the 21

position task book, Wildfire Pathways Diagram, and additional information on 22

the Forest Service agency administrator fire qualification programs, visit the 23

Agency Administrator Toolbox at https://wfmrda.nwcg.gov. 24

Definitions 25

Agency administrator (AA): A general term meaning the official with the 26

delegated authority, responsibility, and qualifications for decision-making on 27

incidents or prescribed fires within a particular administrative unit. 28

Agency representative (AREP): The AREP facilitates coordination, 29

cooperation, and dialogue between the incident management team (IMT) and 30

host agency administrator (AA). The AREP is delegated by the host unit AA or 31

designee and works with the command functional area. 32

Agency administrator trainee: An AA working on qualification at any given 33

level by performing the role under the supervision and authority of a fully 34

qualified AA. 35

Coach: An AA qualified at a level commensurate with the incident or project 36

being managed (e.g., WFA2 or WFA1 for wildfire and RXA2 or RXA1 for 37

prescribed fire). The role of the coach is to advise and support the agency 38

administrator trainee through various aspects of a wildfire incident, prescribed 39

fire, or all-hazards incident. 40

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Incident or Project Type

Minimum Qualification Level to Serve as

Agency Administrator Coach/Evaluator

Wildfire – type 1

Wildfire Agency Administrator Type 1, WFA1

Wildfire – type 2

Wildfire Agency Administrator Type 2, WFA2

Wildfire – type 3, 4, 5

Wildfire Agency Administrator Type 3, WFA3

Prescribed Fire – High Complexity

Prescribed Fire Agency Administrator Type 1, RXA1

Prescribed Fire – Moderate Complexity

Prescribed Fire Agency Administrator Type 2, RXA2

Prescribed Fire – Low Complexity

Prescribed Fire Agency Administrator Type 3, RXA3

Coach/shadow team: A team comprised of a qualified coach and group of 1

shadows who may travel to multiple incidents and support sites to increase their 2

level of understanding. 3

Line officer: A Forest Service official who serves in a direct line of command 4

from the chief and has been delegated authority to make and execute decisions 5

for their administrative unit(s). Examples are the deputy chiefs, director of law 6

enforcement and investigations, regional foresters, station directors, forest 7

supervisors, deputy forest supervisors, district rangers, and deputy district 8

rangers. Line officers have authority to issue direction within delegated levels. 9

Shadow: A learning opportunity to observe various elements of a fire program. 10

This position does not perform the duties of an AA but observes a qualified AA 11

during an incident for the purpose of increasing understanding of the duties. The 12

shadow may participate as an individual or part of a group of trainees. These 13

opportunities are observational learning assignments; task book 14

recommendations should be reserved for active trainee assignments where tasks 15

are being performed; however certain aspects of the position task book may be 16

accomplished during the assignment. 17

Agency Administrator Wildfire Qualification Program 18

The following principles will guide qualification of AAs in wildfire 19

management: 20

• Regional foresters are accountable for certification of AA qualifications by 21

a review process established by regional forester, such as regional line 22

officer team; 23

• AA evaluation includes standards for training, background and experience, 24

demonstrated ability, and utilizing the position task book and Wildfire 25

Pathways Diagram which will result in a qualitative evaluation of readiness 26

by the regional forester; 27

• When the complexity level of a wildfire exceeds an AA’s qualification, a 28

coach will be assigned; 29

• Care should be taken when assigning acting AAs to ensure operational fire 30

management responsibilities remain separated from AA responsibilities in 31

order to avoid collateral-duty conflicts. Consider delegating authority in 32

writing to ensure expectations and responsibilities are clearly delineated; 33

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126 Release Date: January 2023

• Agency administrator competencies (aka, qualification level) supersedes1

position (e.g., a district ranger qualified as a WFA1 may be the AA for a2

type 1 incident);3

• Assistance with decision documentation and analysis can be requested 4

through the Wildland Fire Management Research, Development and 5

Application – National Fire Decision Support Center (NFDSC); and 6

• The coaching/shadowing functions, to be administered by each region, is an 7

integral part of this qualification program. 8

AAs will be evaluated in three basic areas: 9

• Training; 10

• Experience; and 11

• Demonstrated understanding of concepts and principles as outlined in the 12

position task book. 13

This qualification program is a multi-level process where AAs demonstrate 14

competence in one of three levels of managing wildfires: WFA3, WFA2, and 15

WFA1. 16

Guidelines 17

In consideration of the appropriate level (WFA3, WFA2, and WFA1) to assign 18

an AA, the regional forester should consider the following guideline: 19

• For individuals that do not meet at least the working level, a coach will be 20

assigned to support that agency administrator in managing type 3 or higher 21

wildfire incidents. 22

Wildfire Agency Administrator Type 3 (WFA3) 23

The WFA3 could manage a type 3, 4 or 5 wildfire or similar complexity 24

incident. The WFA3 must meet the following in order to be certified at the 25

working level: 26

27 • Required training and experience: Refer to the Federal Wildland Fire

Qualifications Supplement at https://iqcsweb.nwcg.gov/.28

• Other background, experience, and training that supports: 29

○ Applicable experience in prescribed fire, wildfire, all-hazards, or other30

incident oversight may also be considered in addition to other31

guidelines.32

○ Management oversight of a moderate-high complexity fire program as33

defined by Interagency Fire Program Management (IFPM) standards.34

• Demonstrated ability: Successful evaluation by a coach (including 35

feedback from IC or area commanders [AC]) and Regional Line Officer 36

Team and subsequent certification by the Regional Forester that the 37

candidate has demonstrated understanding and application of the 38

responsibilities of an WFA3 trainee. Use the WFA3 position task book to 39

document. 40

Wildfire Agency Administrator Type 2 (WFA2) 41

The WFA2 could manage type 2 or lower complexity fires or similar incidents. 42

USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 5

Release Date: January 2023 127

• Required training and experience: Refer to the Federal Wildland Fire 1

Qualifications Supplement at https://iqcsweb.nwcg.gov/. 2

• Other background, experience, and training that supports: 3

○ Applicable experience in prescribed fire, wildfire, all-hazards, or other4

incident oversight may also be considered in addition to other5

guidelines.6

○ Management oversight of a moderate-high complexity fire program as7

defined by IFPM standards.8

• Demonstrated ability: Successful evaluation by a coach (including 9

feedback from ICs or ACs) that the candidate has demonstrated 10

understanding and application of the responsibilities of an WFA2. Use the 11

WFA2 position task book to document. 12

13 Wildfire Agency Administrator Type 1 (WFA1)

14 The WFA1 could manage one or more type 1 wildfire or similar complexity

15 incidents.

16 •

Required training and experience: Refer to the Federal Wildland Fire

Qualifications Supplement at https://iqcsweb.nwcg.gov/.

• Other background, experience, and training that supports: 18

○ Applicable experience in prescribed fire, wildfire, all-hazards, or other19

incident oversight may also be considered in addition to other20

guidelines.21

○ Management oversight of a moderate to high-complexity fire program22

as defined by IFPM standards.23

• Demonstrated ability: Successful evaluation by a coach (including 24

feedback from ICs or ACs) and Regional Line Officer Team and subsequent 25

certification by the Regional Forester that the candidate has demonstrated 26

understanding and application of the responsibilities of an WFA1 on large 27

complex fires. Use the WFA1 position task book to document. 28

Evaluation Process 29

• Every trainee will receive an evaluation from a qualified AA/AREP or 30

coach using the AA position task book identified in the Line Officer/Agency 31

Administrator Desk Reference for Fire Program Management. 32

• Individuals involved in a shadow assignment should receive creditable 33

experience through documentation. 34

• The purpose of the position task book is to provide consistency for the AA 35

coach/evaluator to evaluate trainees and document their demonstrated 36

abilities to achieve the core competencies, which will be used as a 37

component to achieve next-level qualification. 38

• Every trainee will complete a position task book for evaluation from an AA. 39

Training opportunities and work experiences to achieve and maintain core 40

competencies: 41

• Refer to the Wildfire Pathways Diagram found in the Agency Administrator 42

Toolbox at https://wfmrda.nwcg.gov. 43

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128 Release Date: January 2023

Currency 1

The requirement to perform satisfactorily in a specified position within the last 2

five years in order to maintain qualification for the position. 3

Certifying Official 4

The certifying official for all Agency Administrator qualifications will be at the 5

Regional Forester level and shall not be delegated to Forest Supervisors or 6

Regional Fire Directors. 7

Incident Qualification Card 8

Incident qualification cards for any responder with Agency Administrator 9

qualifications will be signed by the Regional Forester and shall not be delegated 10

to Forest Supervisors or Regional Fire Directors regardless of other 11

qualifications. An electronic incident qualification card utilizing the IQCS 12

portable document format (PDF) is authorized. 13

Agency Administrator Prescribed Fire Qualification 14

The following principles will guide qualification of AAs for prescribed fire: 15

• Regional foresters are accountable for annual certification of AAs to 16

approve and authorize prescribed fire. 17

• AA evaluation includes standards for training, background and experience, 18

and demonstrated ability, which will result in a qualitative evaluation of 19

readiness by the regional forester. 20

• When the complexity level of a prescribed fire exceeds an AA’s 21

qualification, an appropriately qualified AA will be assigned and must 22

approve the complexity analysis and the burn plan along with the AA being 23

mentored/coached. 24

• The authorization to ignite a prescribed fire must be approved by an 25

appropriately qualified AA; however, the line officer with authority over 26

their assigned unit will also retain authority to prohibit the ignition based on 27

their judgement regardless of their qualification level. 28

• Care should be taken when assigning acting AAs to ensure operational fire 29

management responsibilities remain separate from agency administrator 30

responsibilities in order to avoid collateral-duty conflicts. 31

• The coach/shadow functions, to be administered by each region, is an 32

integral part of this qualification program. 33

AAs will be evaluated in three basic areas: 34

• Training; 35

• Experience; and 36

• Demonstrated understanding of concepts and principles. 37

This qualification program is a multi-level process where AAs demonstrate 38

competence in one of three levels of prescribed fire qualifications: RXA3, 39

RXA2, RXA1. 40

USFS PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 5

Release Date: January 2023 129

Guidelines 1

In consideration of the appropriate qualification level (low, moderate, or high) to 2

certify qualifications of an AA, the regional forester should consider the 3

following guidelines: 4

Prescribed Fire Agency Administrator Type 3 (RXA3) 5

The RXA3 can review, approve, authorize, and provide oversight for the 6

management of low-complexity prescribed fires. The RXA3 trainee must meet 7

the following in order to be qualified as an RXA3: 8

• Required training and experience: Refer to the Federal Wildland Fire 9

Qualifications Supplement at https://iqcsweb.nwcg.gov/. 10

• Other background, experience, and training that supports: 11

○ Applicable experience in prescribed fire, wildfire, all-hazards, or other12

incident or project oversight may also be considered in addition to other13

guidelines.14

○ Management oversight of a low-complexity fire program. 15

• Demonstrated ability: Successful evaluation by a coach (including 16

feedback from FMO/fire staff/director) that the candidate has demonstrated 17

understanding and application of the responsibilities of an RXA3 on 18

smaller, low-complexity prescribed fires with a basic understanding of the 19

elements of the core competencies. Use the RXA3 position task book to 20

document. 21

Prescribed Fire Agency Administrator Type 2 (RXA2) 22

The RXA2 can review, approve, authorize, and provide oversight for the 23

management of moderate-complexity prescribed fires. 24

• Required training and experience: Refer to the Federal Wildland Fire 25

Qualifications Supplement at https://iqcsweb.nwcg.gov/. 26

• Other background, experience, and training that supports: 27

○ Applicable experience in wildfire, all-hazards, or other incident28

oversight may also be considered in lieu of other guidelines.29

○ Management oversight of a moderately-complex prescribed fire30

program, providing for a workforce with appropriate training and31

equipment, NEPA compliance and project planning, social/political32

considerations, smoke management, public information, etc.33

• Demonstrated ability: Successful evaluation by a supervisor or coach 34

(including feedback from FMO/fire staff/director) that the candidate has 35

demonstrated understanding and application of the responsibilities of an 36

RXA2 on moderate-complexity prescribed fires with an understanding of 37

the core competencies and other elements that may be relevant. Use the 38

RXA2 position task book to document. 39

Prescribed Fire Agency Administrator Type 1 (RXA1) 40

The RXA1 can review, approve, authorize, and provide oversight for the 41

management of high-complexity prescribed fires. 42

• Required training and experience: Refer to the Federal Wildland Fire 43

Qualifications Supplement at https://iqcsweb.nwcg.gov/. 44

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• Other background, experience, and training that supports: 1

○ Applicable experience in prescribed fire, wildfire, all-hazards, or other2

incident oversight may also be considered in lieu of other guidelines.3

○ Management oversight of a moderate- to high-complexity prescribed4

fire program, providing for a workforce with appropriate training and5

equipment, NEPA compliance and project planning, social/political6

considerations, smoke management, public information, etc.7

• Demonstrated ability: Successful evaluation by an RXA1 or coach 8

(including feedback from FMO/fire staff/director) that the candidate has 9

demonstrated understanding and application of the responsibilities of an 10

RXA1 on large complex fires in the core competencies, and other elements 11

that may be relevant. Use the agency administrator position task book to 12

document. 13

Evaluation Process 14

• Every trainee will receive an evaluation from a qualified AA or coach using 15

the AA position task book. 16

• Individuals involved in a shadow assignment should receive creditable 17

experience through documentation. 18

Refer to the Prescribed Fire Pathways Diagram found in the Agency 19

Administrator Toolbox at https://wfmrda.nwcg.gov. 20

Training opportunities to achieve and maintain core competencies: 21

• Upper levels of fire leadership and fire management courses; 22

• Function as the agency administrator during sand table exercises and 23

training simulations; 24

• Participate in prescribed fire and fire management training, such as RX-410 25

and RX-510; 26

• Act as a member or leader for a team assigned to review a declared wildfire 27

or violation of air quality standards; 28

• Attendance/participation in Prescribed Fire Burn Boss Refresher training, 29

RT-300; 30

• Participate in prescribed fires and/or attend prescribed fire training; and 31

• Participate in other leadership and/or decision-making training. 32

Currency 33

The requirement to perform satisfactorily in a specified position within the last 34

five years in order to maintain qualification for the position. 35

Certifying Officials 36

The certifying official for all Agency Administrator qualifications will be at the 37

Regional Forester level and shall not be delegated to Forest Supervisors or 38

Regional Fire Directors. 39

Incident Qualification Card 40

Incident qualification cards for any responder with Agency Administrator 41

qualifications will be signed by the Regional Forester and shall not be delegated 42

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to Forest Supervisors or Regional Fire Directors regardless if they have other 1

qualifications or not. An electronic incident qualification card utilizing the IQCS 2

portable document format (PDF) is authorized. 3

Specific Fire Management Staff Responsibilities for Fire Operations at the 4

Field Level 5

Preparedness 6

• Use sound risk management practices as the foundation for all aspects of 7

fire and aviation management. 8

• Ensure that only trained and qualified personnel are assigned to fire and 9

aviation duties. 10

• Develop, implement, evaluate, and document fire and aviation training 11

program to meet current and anticipated needs. 12

• Establish an effective process to gather, evaluate, and communicate 13

information to managers, supervisors, and employees. Ensure clear, concise 14

communications are maintained at all levels. 15

• Ensure fire and aviation management staffs understand their roles, 16

responsibilities, authority, and accountability. 17

• Develop and maintain effective communication with the public and 18

cooperators. 19

• Regardless of funding level, provide a safe, effective, and efficient fire 20

management program. 21

• Organize, train, equip, and direct a qualified workforce. An individual 22

development plan (IDP) must be provided for incumbents who do not meet 23

new standards. Establish qualification review process. 24

• Take appropriate action when performance is exceptional or deficient. 25

• Ensure fire and aviation policies are understood, followed, and coordinated 26

with other agencies as appropriate. 27

• Ensure that adequate resources are available to implement fire management 28

operations. 29

• Provide fire personnel with adequate guidance, training, and decision-30

making authority to ensure timely decisions. 31

• Develop and maintain agreements, operating plans, and contracts on an 32

interagency basis to increase effectiveness and efficiencies. 33

• Develop, maintain, and annually evaluate both the FMRS and spatial fire 34

planning in WFDSS to ensure accuracy and validity. 35

• Ensure budget requests and allocations reflect preparedness requirements 36

from the program of work and support objectives from the L/RMP. 37

• Develop and maintain current operational plans (e.g., dispatch, preattack, 38

prevention). 39

• Ensure that reports and records are properly completed and maintained. 40

• Ensure fiscal responsibility and accountability in planning and expenditures. 41

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• Assess, identify, and implement program actions that effectively reduce1

unwanted wildland fire ignitions and mitigate risks to life, property, and2

resources.3

• Work with cooperators to identify processes and procedures for providing 4

fire-adapted communities within the wildland urban interface. 5

Wildfire Response 6

• Provide for and personally participate in periodic site visits to individual 7

incidents and projects. 8

• Utilize the Risk Complexity Assessment to ensure the proper level of 9

management is assigned to all incidents. 10

• Ensure incoming personnel and crews are briefed prior to fire and aviation 11

assignments. 12

• Coordinate the development of published decisions within WFDSS with 13

local unit staff specialists for all fires that escape initial attack. 14

• Ensure effective transfer of command of incident management occurs and 15

safety is considered in all functional areas. 16

• Monitor fire activity to anticipate and recognize when complexity levels 17

exceed program capabilities. Increase managerial and operational resources 18

to meet needs. 19

• Complete cost recovery actions when unplanned human-caused fires occur. 20

• Ensure structure exposure protection principles are followed. 21

• Ensure all misapplications of wildland fire chemicals are reported and 22

appropriate consultation conducted as needed (see chapter 12). 23

• Ensure 5% assessment of fires less than 300 acres that had aerial fire 24

retardant used and have avoidance areas as a result of the record of decision 25

for the nationwide aerial application of fire retardant on NFS land is 26

completed and documented for misapplication reporting. 27

• Ensure all assessments of impacts to threatened and endangered species or 28

cultural resources are conducted by trained and qualified resource 29

personnel. 30

Safety 31

• Ensure completion of a job hazard analysis (JHA) or risk assessment (RA) 32

for fire and fire aviation activities and implement applicable risk mitigation 33

measures. 34

• Ensure work/rest and length-of-assignment guidelines are followed during 35

all fire and aviation activities. Deviations are approved and documented. 36

• Initiate, conduct, and/or participate in fire-management-related reviews and 37

investigations. 38

• Monitor fire season severity predictions, fire behavior, and fire activity 39

levels. Take appropriate actions to ensure safe, efficient, and effective 40

operations. 41

Prescribed Fire 42

• Ensure a written, approved burn plan exists for each prescribed fire project. 43

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• Prepare and implement all prescribed fire plans in accordance with the1

Interagency Prescribed Fire Planning and Implementation Procedures2

Guide (PMS 484) available at https://www.nwcg.gov/publications/484.3

• Ensure that the prescribed fire burn boss assigned to each project is 4

qualified at the appropriate level as determined by project complexity (see 5

the Interagency Prescribed Fire Planning and Implementation Procedures 6

Guide at https://www.nwcg.gov/publications/484 for specific guidance). 7

• Responsibility for prescribed fires in patrol/mop-up status may be assigned 8

to the unit duty officer (see below) until declared “out.” The duty officer 9

(DO) may assign either a burn boss or IC at a level commensurate with 10

expected activities to coordinate onsite actions (e.g., ICT5 for one engine to 11

patrol). In the event that elements of the burn plan other than patrol/mop-up 12

(e.g., holding or contingency) become necessary, then an appropriately 13

qualified burn boss will be assigned to continue implementation of the 14

approved burn plan. 15

• Review and update all prescribed fire plans as necessary to comply with 16

policy or procedures and submit to agency administrator for review and 17

approval. 18

• Submit amendments to prescribed fire plans to the agency administrator for 19

approval. 20

• If more than one year has elapsed since approval, a prescribed fire plan will 21

be reviewed to ensure assumptions are still valid and conditions have not 22

changed, updated as necessary, and resubmitted to the agency administrator 23

for approval. 24

Fire and Aviation Management Duty Officer 25

Each forest or grassland fire management officer or assistant fire management 26

officer will perform the duties of a Fire and Aviation (FAM) duty officer (DO) 27

for their unit, or will provide a delegated DO, during any periods of predicted or 28

actual incident activity. Individuals performing as DO must have the approval of 29

the unit’s agency administrator and meet the minimum NWCG qualifications as 30

identified in the Forest Service Fire and Aviation Qualifications Guide 31

(FSFAQG), chapter 4, at https://www.fs.usda.gov/managing-32

land/fire/publications. 33

The required duties for all DOs are: 34

• Serve as the unit’s primary contact with dispatch for both on and off-unit 35

assignments. 36

• Monitor unit incident activity for compliance with Forest Service risk 37

management practices. 38

• Coordinate and set priorities for unit suppression actions and resource 39

allocation. 40

• Keep agency administrators, suppression resources, and information 41

officers informed of the current and expected situation. 42

• Plan for and implement actions required for future needs. 43

• Document key decisions and actions. 44

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134 Release Date: January 2023

DOs will perform the above duties in addition to any unit specific duties 1

assigned by the unit’s agency administrators or fire managers through a 2

delegation of authority or unit operating plan. 3

In the event that the DO is required to accept an incident assignment, the 4

outgoing DO must transition with another qualified and approved DO. 5

Use of district/zone DOs is intended to manage span of control. When assigned 6

to the DO role, DOs will not concurrently perform any Incident Command 7

System (ICS) command or operational functions directly connected to an 8

incident. 9

DO staffing levels may vary based on locally determined metrics, such as fire 10

danger, local area planning level, predicted incident activity, prescribed fire 11

implementation, and/or span of control. 12

Fire Management Position Requirements 13

The Interagency Fire Program Management Qualifications Standards and 14

Guide and Forest Service Fire Program Management Standard (FS-FPM) will 15

be used in conjunction with specific agency requirements when filling vacant 16

fire program positions and as an aid in developing individual development plans 17

(IDPs) for employees. 18

Structure Exposure Protection Principles 19

Mission and Role 20

A significant role of the Forest Service is to manage natural resources on public 21

land; management of wildfire is a primary mission in that role. Wildland 22

firefighter training, tools, and personal protective equipment are based on the 23

wildland environment. This does not prevent using wildland tactics in the 24

wildland urban interface (WUI) when risks are mitigated. Wildland firefighter 25

training for the WUI, however, is centered on the concepts of preventing 26

wildfire from reaching areas of structures and/or reducing the intensity of fire 27

that does reach structures. Fire suppression actions on structures that are outside 28

Federal jurisdiction, outside the scope of wildland firefighting training, or 29

beyond the capability of wildland firefighting resources are not appropriate roles 30

for the Forest Service. 31

Forest Service leadership will express clear and concise leader’s intent to ensure 32

structure protection assignments are managed safely, effectively, and efficiently. 33

Leaders are expected to operate under existing policies and doctrine under 34

normal conditions. Where conflicts occur, employees will be expected to weigh 35

the risk versus gain and operate within the intent of agency policy and doctrine. 36

Strategic Principles 37

• The Forest Service actively supports creation of Firewise and fire-adapted 38

communities and structures that can survive wildfire without intervention. 39

We support the concept that property owners have primary responsibility 40

for reducing wildfire risks to their lands and assets. 41

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• The Forest Service will actively work toward applying Firewise concepts to1

all Forest-Service-owned structures, facilities, and permitted use to serve as2

a model to publics and communities.3

• The Forest Service will apply strategy and tactics to keep wildfires from 4

reaching structures, as prudent to do so, considering risk to firefighters and 5

publics, fire behavior, values at risk including natural resources, availability 6

of firefighting resources, and jurisdictional authorities. 7

• The use of wildland tactics in the WUI, when risks are mitigated, will be 8

based on the objectives of preventing wildfire from reaching areas of 9

structures and/or reducing the intensity of fire that does reach structures. 10

• Structure protection will be limited to the use of standard wildfire response 11

tactics, including the use of standard equipment, fire control lines, and the 12

extinguishment of spot fires near or on the structure when safe and 13

practical. 14

• The Forest Service will be proactive in developing agreements with 15

interagency partners to clarify its structure protection policy. 16

• The Forest Service structure protection role is based on the assumption that 17

other departments and agencies will fulfill their primary roles and 18

responsibilities. The Forest Service will not usurp individual, local, or State 19

responsibility for structure protection. 20

• Prior to task implementation, a specific structure protection role briefing 21

will be accomplished. 22

Tactical Applications 23

Structure Protection Definition 24

Actions taken in advance of a fire reaching structures or other improvements are 25

intended to safely prevent the fire from damaging or destroying these values at 26

risk. For the Forest Service, structure protection involves the use of standard 27

wildland fire suppression tactics and control methods, including the use of 28

standard equipment, fire control lines, and the extinguishing of spot fires near or 29

on the structure when safe and practical. 30

USFS Role 31

As documented in a Forest Service doctrinal principle, “Agency employees 32

respond when they come across situations where human life is immediately at 33

risk or there is a clear emergency, and they are capable of assisting without 34

undue risk to themselves or others.” This principle serves as a foundational basis 35

for the roles employees play in structure protection. 36

Pursuant to this “structure protection” policy provided above, Forest Service 37

personnel may engage support from other cooperators in structure protection 38

activities when 1) requested by local government under terms of an approved 39

cooperative agreement or 2) when operating within a unified command. The 40

agency is permitted, without agreement, to render emergency assistance to a 41

local government in suppressing wildland fires, and in preserving life and 42

property from the threat of fire, when properly trained and equipped agency 43

resources are the closest to the need, and there is adequate leadership to do so 44

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136 Release Date: January 2023

safely. The agency will not routinely provide primary emergency response 1

(medical aids, fire suppression, HAZMAT, etc., as identified on “run cards” or 2

preplanned dispatch scenarios) nor will the agency supplant the local 3

government responsibility to do so. 4

The contents of a cooperative agreement will clearly define the responsibilities 5

of partners. Regarding structural fire protection, typical Forest Service 6

responsibilities in the case of mutual aid, initial attack, extended attack, or large 7

fire support include: 8

• To provide initial attack through extended-attack actions consistent with 9

application of wildland fire strategy and tactics. 10

• To supply water in support of Tribal, State, or local agencies having 11

jurisdictional responsibility for the fire. This would include the use of water 12

tenders, portable pumps, hose, tanks, and supporting draft sites. 13

• To assist or supply foam or chemical suppressant capability with engines or 14

aerial application. 15

• To assist local authorities in the event of evacuations. 16

• To assist local authorities by assessing (triaging) structures for defensibility 17

from wildfire. 18

• To coordinate with local authorities on actions taken by private structure 19

protection companies. 20

As such, there should not be an expectation that the Forest Service will: 21

• “Wrap” or set up and administer sprinklers around privately owned 22

structures. 23

• Remove fuels immediately surrounding a structure, such as brush, 24

landscaping, or firewood. 25

As addressed above, the Forest Service will apply strategy and tactics to keep 26

wildfires from reaching structures, as prudent to do so, considering risk 27

management for firefighters and publics, fire behavior, values at risk including 28

natural resources, availability of firefighting resources, and jurisdictional 29

authorities. 30

The Forest Service shall not: 31

• Take direct suppression actions on structures other than those that tactically 32

reduce the threat of fire spread to them. 33

• Enter structures or work on roofs of structures for the purpose of direct 34

suppression actions. 35

In consideration of Forest-Service-owned or leased structures outside of 36

structure fire protection areas these same policies apply. The use of Firewise 37

principles and aggressive fire prevention measures will be employed for Forest 38

Service structures at every opportunity. 39

If a Forest Service structure is determined to be at risk, “wrapping” or other 40

indirect protection methods for the structure can be authorized by the agency 41

administrator. Documentation of these decisions needs to be placed in the fire 42

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documentation package and the unit files. Any employee engaged in “wrapping” 1

or other indirect methods of protection operations will be thoroughly briefed and 2

trained in correct safety and personal protection equipment procedures, 3

especially if the use of ladders or climbing on the structure is necessary. In any 4

case, the Forest Service holds that no structure is worth the risk of serious injury 5

to an employee in an attempt to protect that structure or facility from fire. 6

Local Government Role 7

Local government has the responsibility for emergency response, including 8

structure protection, within their jurisdiction. This responsibility is usually found 9

within the fire agencies’ charter and is substantiated by tax dollar revenue (sales 10

and/or property tax). 11

Cost 12

Local governments assume the financial responsibility for emergency response 13

activities, including structure protection, within their jurisdictions. Local 14

government will order resources deemed necessary to protect structures within 15

their jurisdiction. Local agencies will not be reimbursed for performing their 16

responsibilities within their jurisdiction. 17

Tactical Operating Principles 18

When engaging in structure protection activities, as defined above, Forest 19

Service personnel will apply the following principles: 20

• The first priority for all risk decisions is human survival, both of firefighters 21

and the public. 22

• Incident containment strategies specifically address and integrate protection 23

of defendable improved property and wildland values. 24

• Direct protection of improved property is undertaken when it is safe to do 25

so, when there are sufficient time and appropriate resources available, and 26

when the action directly contributes to achieving overall incident objectives. 27

• Firefighter decision to accept direction to engage in structure protection 28

actions is based on the determination that the property is defendable and the 29

risk to firefighters can be safely mitigated under the current or potential fire 30

conditions. 31

• A decision to delay or withdraw from structure protection operations is the 32

appropriate course of action when made in consideration of firefighter 33

safety, current or potential fire behavior, or defensibility of the structure or 34

groups of structures. 35

• Firefighters at all levels are responsible to make risk decisions appropriate 36

to their individual knowledge, experience, training, and situational 37

awareness. 38

• Every firefighter is responsible to be aware of the factors that affect their 39

judgment and the decision-making process, including a realistic perception 40

of their own knowledge, skills, and abilities; the presence of life threat or 41

structures; fire behavior; availability of resources; social/political pressures; 42

mission focus; and personal distractions, such as home, work, health, and 43

fatigue. 44

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138 Release Date: January 2023

• An individual’s ability to assimilate all available factors affecting1

situational awareness is limited in a dynamic wildland urban interface fire2

environment. Every firefighter is responsible to understand and recognize3

these limitations, and to apply experience, training, and personal judgment4

to observe, orient, decide, and act in preparation for the “worst case.”5

• Every firefighter is responsible for participating in the flow of information 6

with supervisors, subordinates, and peers. Clear and concise communication 7

is essential to overcome limitations in situational awareness. 8

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Chapter 6 1

BIA Program Organization and Responsibilities 2

Bureau of Indian Affairs Fire Management Policy 3

Policy and responsibility for the Bureau of Indian Affairs (BIA) Wildland Fire 4

Management (WFM) Program is documented in Part 90 Indian Affairs Manual 5

(IAM), chapters 1-8 and can be found at https://www.bia.gov/policy-6

forms/manual. This part identifies the authorities, standards, and procedures that 7

have general and continuing applicability to wildland fire activities under the 8

jurisdiction of the Assistant Secretary – Indian Affairs. 9

BIA Mission 10

The BIA mission is to enhance the quality of life, to promote economic 11

opportunity, and to carry out responsibility to protect and improve the trust 12

assets of American Indians, Indian Tribes, and Alaska Natives. Our mission is to 13

execute our fiduciary trust responsibility by protecting lives, property, and 14

resources while restoring and maintaining healthy ecosystems through cost-15

effective and creative fire management programs, collaboration, and promoting 16

Indian self-determination. 17

BIA Fire Operations Website 18

BIA Fire Operations maintains a website that hosts operational, informational, 19

and policy-related documents. The website also contains information about job 20

recruitment, BIA training, Pathways Internship Program, fuels management, 21

aviation safety and wildland fire prevention. Visit the BIA WFM website at 22

https://www.bia.gov/bia/ots/dwfm. 23

Agency Administrator Responsibilities 24

Bureau of Indian Affairs administrators have many responsibilities relating to 25

Wildland Fire Management activities which are provided in part 90 (Wildland 26

Fire Management), IAM, chapters 1-8, subchapter 1.5 (Responsibilities). These 27

also include such activities when contracted for, in whole or in part, with other 28

agencies or Tribes under the statutes cited in 620 DM 1, appendix 1. 29

These BIA administrators also share three additional common responsibilities 30

not listed in the 90 IAM. These are: 31

• Responsible for the implementation of an effective WFM program; 32

• Responsible for implementation of policies and recommendations in the 33

Federal Wildland Fire Management Policy; and 34

• Integrates wildland fire management into natural resource management. 35

Additionally, the following responsibilities are applicable and will ultimately 36

reside in 90 IAM 7 (Wildfire Response) once this chapter is published. 37

CHAPTER 6 BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES

140 Release Date: January 2023

Director, Bureau of Indian Affairs 1

• Reference part 90 (Wildland Fire Management), IAM, chapters 1-8, 2

subchapter 1.5 Responsibilities; and 3

• Responsible for implementation of policies and recommendations in the 4

Federal Wildland Fire Management Policy. 5

Deputy Bureau Director, Office of Trust Services 6

• Provides for the coordination of wildland fire management activities with 7

other Federal, State, and non-government fire protection agencies. 8

• Reference part 90 (Wildland Fire Management), IAM, chapters 1-8, 9

subchapter 1.5 (Responsibilities). 10

Chief, Division of Forestry and Wildland Fire Management 11

• Reference part 90 (Wildland Fire Management), IAM, chapters 1-8, 12

subchapter 1.5 (Responsibilities). 13

Chief, Division of Wildland Fire Management 14

• Reference part 90 (Wildland Fire Management), IAM, chapters 1-8, 15

subchapter 1.5 (Responsibilities); 16

• In conjunction with other Federal fire directors, establishes priorities for 17

assignment of critical resources during wildland fire emergencies; 18

• Initiates or participates in boards of review concerning actions taken on 19

selected wildland fires; and 20

• Oversees the national casual and vendor payment programs for emergency 21

incident payments. 22

Regional Directors 23

• Reference part 90 (Wildland Fire Management), IAM, chapters 1-8, 24

subchapter 1.5 Responsibilities; 25

• Oversees allocation model implementation, preparedness, fuels 26

management, community assistance, prevention, emergency wildland fire 27

operations, post-fire activities, medical standards, and Interagency Fire 28

Program Management (IFPM) standards; 29

• Determines when a critical fire situation has exceeded agency capability and 30

ensures that qualified personnel take immediate charge of fire suppression 31

activities; requests assistance when the wildfire situation exceeds the 32

capability of the region's resources; and 33

• Assigns boards of review on selected individual wildland fires which 34

presented unusual problems or situations. 35

Agency Superintendent (unless excepted in regional directives) 36

• Protects Indian trust and restricted lands from wildfire by taking appropriate 37

action as specified in the approved fire management plan to meet Indian 38

landowner objectives or in the absence of an approved plan, takes 39

immediate suppression action, consistent with other standards. 40

• Ensures agency fire management personnel develop and maintain fire 41

management job qualifications and meet physical fitness standards in 42

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accordance with policy and assign personnel to fire suppression, prescribed 1

fire, wildland fire use activities according to qualifications and 2

demonstrated ability. 3

• Manages personnel to ensure that prevention goals and objectives are being 4

achieved. 5

• Develops, updates, and maintains the local fire preparedness planning 6

activities, wildland fire prevention plan, annual mobilization plans, and 7

ensures initial attack capability and management personnel availability to 8

provide for an adequate level of protection from wildfire. 9

• Develops, updates, and maintains agency fire management plans. 10

• Negotiates cooperative agreements with adjacent protection organizations 11

as needed. 12

• Negotiates reimbursable agreements with Tribal, local, state, and other 13

federal agencies for wildland fire management activities as needed. 14

• Recommends a board of review be established to review actions taken on 15

selected individual fires. 16

• Ensures that all escaped prescribed fire or any prescribed fire that results in 17

resource or property damage are reviewed or investigated. 18

• Requests assistance through appropriate interagency channels when the fire 19

situation exceeds the capabilities of the agency's resources. 20

• Initiates investigation of trespass from wildfires to determine cause and 21

origin and if fire trespass has occurred. 22

• Ensures established wildfire investigation procedures and guidance are 23

followed. 24

• Coordinates with appropriate law enforcement agency when wildfire crimes 25

are suspected and/or detected. 26

• Enters and maintains employee fire qualifications in the Incident 27

Qualification Certification System (IQCS) and enters and maintains fire 28

occurrence in the Bureau fire reporting system. 29

• Coordinate the development of published decisions within the WFDSS for 30

all fires identified as requiring a decision and consistent with authority 31

identified in Chapter 11. 32

• Reference part 90 (Wildland Fire Management), IAM, chapters 1-8, 33

subchapter 1.5 Responsibilities. 34

National Fire Leadership Team 35

The National Fire Leadership Team (NFLT) provides national leadership to 36

ensure we are creating an open forum for discussions, collaboration, and 37

coordination in BIA wildland fire management by: 38

• Providing a forum for open communication, collaboration, and39

consensus among the members of the NFLT40

• Addressing BIA and interagency wildland fire program issues brought41

forward to the NFLT, subgroups, Regions, Tribes, and the Division of42

Wildland Fire Management Membership43

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142 Release Date: January 2023

The NFLT consists of: 1

• Division Chief of Wildland Fire Management2

• Assistant Division Chief of Wildland Fire Management3

• Regional Fire Management Officers (RFMO)4

Fuels, Aviation, Operations, Budget, Admin, and Public Affairs Officer and 5

other Central Office Managers 6

Tribal Contracts/Compacts 7

The Tribes have three options to manage fire protection services. Tribes may use 8

direct services, self-determination contracts, or self-governance compacts to 9

manage either a portion or all of a BIA program. 10

Public Law 93-638 (The Indian Self-Determination and Education Assistance 11

Act of 1975, as amended; Title I and V) provides maximum Indian participation 12

in the governance and education of the Indian people; to provide for the full 13

participation of Indian Tribes in programs and services conducted by the Federal 14

Government for Indians and to encourage the development of human resources 15

of the Indian people; to establish a program of assistance to upgrade Indian 16

education; to support the right of Indian citizens to control their own educational 17

activities; and for other purposes. 18

Fire Management Administration 19

These guidelines are intended to be used by the BIA and Indian Tribes when 20

negotiating annual funding agreements, whether Public Law 93-638 contracts 21

(Title I) or self-governance compacts (Title V). 22

Guiding Principles 23

• Indian Tribal fire management programs are held to the same standards as 24

BIA fire management programs. Both BIA and Indian Tribal programs will 25

strive to achieve excellence. 26

• Indian Tribal and BIA WFM programs receive equal consideration for 27

available budget and resources. 28

• The BIA is committed to working with Indian Tribes to ensure the success 29

of their WFM programs. 30

• Indian Tribes who desire to compact or contract national, regional or agency 31

fire program functions or services provided by the BIA, to benefit more 32

than one Indian Tribe, must have a plan to provide comparable functionality 33

or services and agreement of other affected Indian Tribes. 34

Inherently Federal Activities 35

• Hiring, termination and paying Federal employees, including 36

administratively determined (AD) emergency workers (Casuals). 37

• The AD hiring authority is an inherently Federal activity and requires 38

Federal Government supervision. The AD hiring authority is granted 39

through the Department of the Interior (DOI) to the BIA and cannot be 40

delegated to a Tribally contracted or compacted program. However, Tribal 41

programs can gather documentation to assist in meeting the requirements of 42

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the AD Pay Plan for Emergency Workers (casuals) and specific national 1

guidance. 2

• Approval, consolidation, and submission of budget requests. 3

• Obligating Federal funds. 4

• Approval of resource management or land use plans, fire management plans 5

(FMPs), NEPA documents, Wildland Fire Decision Support System 6

(WFDSS) documents, post-wildland fire activity (ES/burned area 7

emergency response [BAER]) plans, and delegations of authority to 8

incident management and post-fire activity teams. The BIA must approve 9

the documents in the preceding sentence to fulfill its trust responsibility in 10

resource protection. 11

Program Operational Standards 12

• Unless waivers to the following standards are explicitly approved and 13

identified in Tribal annual funding agreements, the following standards will 14

apply to Tribal fire management programs (See Personnel Qualifications, 15

90 IAM: 16

○ Adherence to the National Wildfire Coordinating Group (NWCG)17

Standards for Wildland Fire Position Qualifications (PMS 310-1) is18

mandatory for all firefighters fighting wildfires on and off their19

respective jurisdictions.20

○ Adherence to the IFPM standards are mandatory for fire program21

management officers, fire specialists and fire project leaders.22

○ Self-governance compact standards for qualification, physical fitness,23

and safety will be those established by the parties to the agreement but24

will not be less than NWCG and IFPM standards when mobilized off25

their Tribal lands.26

○ Agency Superintendent or delegate are responsible for certifying Tribal27

program employee qualifications and maintaining records of their28

employee qualifications. All BIA/Tribal units with fire management29

programs are required to use the Incident Qualifications and30

Certification System (IQCS) to track all Federal emergency responders.31

○ Wildfires that burn Indian trust lands under a Tribe’s protection must32

be reported and certified in the Interagency Fire Occurrence Reporting33

Modules (InFORM) promptly after being declared out. Obligating34

Government funds is an inherently Federal function and fire reports are35

an essential element in accounting for the obligation of Federal funds.36

○ Placing resource orders for incident management teams (IMT) to37

manage extended, large fire operations or for post-wildland-fire-38

activity teams requires the involvement of the BIA. All actions require39

that the BIA approve delegations of authority to teams.40

Program Planning 41

Strategic planning for BIA field-level units relies primarily on two required 42

documents, FMPs (including spatial fire management plans) and fire danger 43

operating plans, per the interagency guidance in chapters 9 and 10, respectively. 44

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Such plans rely on historical weather and fire occurrence data to depict the range 1

of conditions in burning environment, define the fire season, and quantify the 2

unit’s workload. 3

Fire Occurrence Data and Reporting 4

Consistent with the Guidance for Implementation of Federal Wildland Fire 5

Management Policy (February 13, 2009), the BIA recognizes two types of 6

wildland fires when collecting and recording fire occurrence data, planned 7

ignitions (i.e., prescribed fires) and unplanned ignitions (e.g., including escaped 8

prescribed fires). 9

Specific guidance regarding prescribed fire data and reporting is provided in the 10

BIA Fuels Management Program Planning and Implementation Guide. All 11

wildfires that burn on Indian trust lands must be documented with a single, 12

certified individual final fire report in the InFORM application. For large or 13

otherwise significant wildfires involving Indian trust lands, approved Incident 14

Status Summary (ICS-209) reports, including a designated final report, must 15

also be submitted per the requirements and guidance in chapter 11. 16

Records Management for Fire Reports 17

Individual final fire reports and final ICS-209 reports are official records for 18

wildfires that burn on Indian trust lands. Accordingly, the BIA administrative 19

unit overseeing the affected land is responsible for adhering to Indian Affairs 20

Records Management Manual (https://www.bia.gov/policy-forms/manual) and 21

the local File Maintenance and Disposition Plan concerning management and 22

archiving these records. 23

Additional guidance regarding wildland fire incident records can be found on 24

the NWCG Incident Records Management website at 25

https://www.nwcg.gov/committees/incident-planning-subcommittee. 26

Fire Weather/Remote Automated Weather System (RAWS) 27

The fire weather program is managed and coordinated by the WFM Fuels 28

Management Section, which has one staff member designated as the BIA 29

National RAWS Coordinator (405-206-1854). This program provides funding 30

and technical support for the maintenance/emergency repairs of station sensors 31

and the accuracy of station data for the wildland fire program. 32

All field-level units will identify at least one permanent, National Fire Danger 33

Rating System (NFDRS) fire weather station for fire planning purposes. A 34

listing of these designated weather stations is maintained by the WFM Fuels 35

Management staff and is updated annually. 36

Each region must identify a regional point of contact (RPOC), and each 37

agency/Tribe must identify a local point of contact (LPOC) for fire weather and 38

weather stations. These contacts must be updated immediately upon 39

reassignment to a new POC and provided to the BIA National RAWS 40

Coordinator. 41

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BIA and Tribal NFDRS Weather Stations 1

The BIA Central Office, Division of Wildland Fire Management (DWFM) 2

maintains a national contract with Forest Technology Systems, Ltd., (FTS) to 3

provide annual maintenance, factory exchange service, and emergency repair to 4

81 permanent NFDRS weather stations. When noncompliant or malfunctioning 5

RAWS are identified or suspected, fire managers should implement the 6

following hazard mitigation actions to expedite RAWS repair and to reduce risk 7

to fire personnel: Contact a technical support specialist at FTS and the BIA 8

National RAWS Coordinator to resolve the noncompliance or emergency repair 9

issue. 10

Non-NFDRS Weather Stations 11

The BIA has 19 non-NFDRS weather stations, which are mostly portables and 12

are mainly used for large wildfires and prescribed fires. These stations are also 13

covered under the BIA’s national contract with FTS to provide annual 14

maintenance, factory exchange service, and emergency repair. 15

• Non-NFDRS stations do not have to have a NWS station number or a 16

station catalog in Weather Information Management System (WIMS), but 17

units may establish them as needed. 18

• Non-NFDRS weather stations, such as portable or research stations that 19

support fire operations are required to receive annual calibration and 20

certification. The equipment will meet the requirements of the Annual 21

Rehabilitation Maintenance Section of the NWCG Standards for Fire 22

Weather Stations (PMS 426-3) publication. 23

• Document maintenance in the WFMI weather module. 24

Weather Station Naming Conventions 25

To ensure the continuity with historic records, the names of existing stations 26

should not be changed without a good justification. Proposed name changes 27

must have the concurrence of the BIA National Fire Weather Program Manager. 28

• New weather stations should be named after the nearest local geographic 29

feature. 30

• The naming convention for portable RAWS stations will be the unit 31

identifier and the word “Port” followed by a sequential number. For 32

example, the portable RAWS at Crow Agency is named MTCRA_Port1, 33

where “MTCRA” represents Crow Agency in Montana and “Port1” 34

represents a unique number to identify the station. If another portable 35

RAWS was deployed at Crow Agency, the name of that station would then 36

be MTCRA_Port2. Portable stations should not be renamed when relocated 37

on the unit or temporarily assigned to another unit. 38

• For weather data collection and archiving standards for NFDRS, refer to the 39

NWCG Standards for Fire Weather Stations (PMS 426-3) publication and 40

the WIMS Web Application User Guide. 41

Adhere to the NWCG Standards for Fire Weather Stations (PMS 426-3) when 42

moving a station—including portable stations—to a different location. 43

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146 Release Date: January 2023

The LPOC must first notify the BIA National RAWS Coordinator before 1

notifying the BLM RAWS Depot Help Desk (208-387-5475) to make 2

notification that the station is to be shut down. Following the relocation, the 3

LPOC must again first notify the BIA National RAWS Coordinator before 4

informing the RAWS Depot Help Desk with the new location information and 5

the time of reactivation. 6

Station Identifiers 7

When a station identifier is needed, contact the contact the BIA National RAWS 8

Coordinator (405-206-1854), who will coordinate the request with the 9

appropriate entities, including the GACC Predictive Services staff. 10

Weather Module in Wildland Fire Management Information 11

Weather Module Access 12

• The Wildland Fire Management Information (WFMI) weather module 13

provides access to the weather data that is transmitted from the more than 14

2,500 RAWS located throughout the U.S. 15

• Individuals who desire access to the WFMI weather module must complete 16

and submit only sections I and II of the “Weather Module – User Access 17

Request” form to the BIA National RAWS Coordinator. Due to the terms of 18

the BIA’s national RAWS contract, individuals may only request “view-19

only” access to the weather module. Edit access is restricted to prevent 20

possible contractual issues. 21

Program Preparedness 22

The Wildland Fire Management Program employees should reference the 23

following agreements, contracts, and operating plans as identified in the 24

Program Planning section above. 25

Preseason Agreements, Contracts and Operating Plans 26

The authority to enter into interagency agreements, cooperative agreements, 27

memorandum of understanding, mutual-aid agreements and contracts is cited in 28

Departmental Manual, Part 620 and respective statues; Indian Affairs Manual 29

(IAM) 90; the Reciprocal Fire Protection Act 42 U.S.C. 1856; and is referenced 30

in the Federal Wildland Fire Management Policy and Program Review. See 31

chapter 8 for additional guidance. 32

Tribal Disaster Assistance 33

On January 29, 2013, the President signed the Sandy Recovery Improvement 34

Act of 2013, which amended the Stafford Act. The Act included a provision to 35

provide Federally recognized Indian Tribal governments the option to request a 36

Presidential emergency or major disaster declaration independent of a State. 37

Tribal governments may still choose to seek assistance under a State declaration 38

request. 39

BIA Office of Emergency Management 40

BIA Office of Emergency Management Part 92 IAM outlines BIA Office of 41

Emergency Management’s (OEM) purpose, scope, policy, authorities, 42

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responsibilities, definitions, standards and requirements, reports and forms, and 1

training requirements. The OEM is an office within the Office of the Director, 2

BIA (DBIA) and serves Indian Affairs by promoting self-sufficiency among 3

Tribes in managing emergency preparedness and response activities. The OEM 4

supports the BIA and Tribes with coordinating response, recovery, and hazard 5

mitigation activities when requested. OEM also supports the Federal Emergency 6

Management Agency (FEMA) and other Federal agencies with prompt 7

cooperation, coordination, resources, and capabilities for emergency incidents 8

that impact Tribal communities, lands, and resources, and the nation as a whole. 9

As the 92 IAM 2 outlines OEM is responsible for maintaining bureau wide 10

situational awareness of incident response operations and developing a common 11

operating picture for Indian Affairs senior leaders. This applies to all incidents 12

and events that impact Indian Affairs personnel, lands, facilities, infrastructure, 13

or resources; Tribal lands or insular areas; or incidents and events for which 14

assistance is provided to other units of government under Federal laws, 15

executive orders, interagency plans, or other agreements that requires 16

coordination and communication of emergency situations to Indian Affairs 17

senior leaders and to the DOI, OEM, Interior Operations Center (IOC). 18

Tribal Support for Emergency Support Function (ESF) 19

BIA is an Emergency Support Function (ESF) support agency under the USDA-20

FS and USFA ESF #4 and #5 Annexes. Tribes may provide support through this 21

mechanism; however, they must follow their designated reimbursement process 22

to participate under an ESF. 23

National Program Preparedness/Readiness Reviews 24

Division of Wildland Fire Management (DWFM) will conduct regularly 25

scheduled fire preparedness review of regional offices. Each review will include 26

fiscal and budget reviews of standard operating procedures (SOP) and 27

administrative activities. A schedule will be developed by DWFM, with input 28

from the regions, to coordinate review scheduling. At least one review every 29

five years will be conducted in each region, though more frequent reviews 30

would be preferable. DWFM implementation intentions are to administer one 31

preparedness review and one fiscal accountability review in two separate regions 32

every year. Additionally, local unit preseason fire preparedness/readiness 33

reviews will be conducted. 34

Standards for preparedness reviews are documented in the Interagency Fire 35

Preparedness Review Guide at https://www.bia.gov/bia/ots/dwfm. 36

FireCode Business Rules 37

The BIA developed business rules and procedures to implement the FireCode 38

System. The FireCode System User Guide and Business Procedures can be 39

accessed through the BIA-NIFC office. 40

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Wildfires on BIA Trust Land 1

BIA/Tribal Unit is the Host Unit 2

Wildfires on BIA Trust land (BIA/Tribal unit is the host unit) will have an 3

assigned FireCode. 4

• BIA/Tribe host unit dispatcher will ensure that a unique FireCode is 5

associated with every wildfire. The recommended workflow is to acquire 6

the FireCode via the computer-aided dispatch application or InFORM 7

(instead of creating a record directly in the FireCode application). 8

• The FireCode will be used by the BIA when entering an obligation to the 9

Financial and Business Management System (FBMS). Contract/compact 10

Tribes will use this code to identify all costs associated with an incident. 11

• Compact/contract Tribes will use the FireCode to identify costs for 12

wildfires when reporting to the BIA regional office. 13

• BIA-NIFC will generate one false alarm FireCode for each region which 14

will be used for each false alarm fire report. 15

BIA/Tribal Resources Are Ordered from Another BIA/Tribal Unit(s) 16

• All BIA/Tribal resources responding will use the hosting BIA/Tribal unit’s 17

FireCode to charge all financial obligations related to that wildfire. 18

• Compact/contract Tribes will use the FireCode to identify their respective 19

costs for assistance to other BIA/Tribal units when reporting to the regional 20

office. 21

Wildfires on Another Agency’s Land Where BIA/Tribe is Ordered 22

Another Federal Agency is the Host Unit 23

• All BIA/Tribal resources responding to other Federal agency fires will use a 24

FireCode created by the host Federal agency. 25

• Compact/contract Tribes will use the FireCode to identify their respective 26

costs for assistance to other Federal agencies when reporting to the regional 27

office. 28

State Agency is the Host Unit 29

• All BIA/Tribal resources responding to State agency wildfires will create a 30

FireCode for each fire if a FireCode has not already been created by another 31

Federal agency. If a FireCode has been created, the BIA/Tribal unit(s) will 32

use that FireCode as the charge code (project code) for all financial 33

obligations related to that wildfire. 34

• BIA/Tribal units will document their action via a formal resource order 35

and/or a fire report in InFORM that is categorized as an “out-of-area 36

response” when responding to another unit’s wildfire. 37

• Compact/contract Tribes will use the FireCode to identify their respective 38

costs for assistance to State agencies when reporting to the regional office. 39

Short-Term Severity 40

Short-term severity actions where additional local resources are employed under 41

operations to supplement readiness capability as a direct result of short-duration, 42

high fire danger on BIA Trust lands. 43

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• DWFM will generate one short-term severity FireCode for each region. 1

• Each region will use the short-term severity FireCode to cover local short-2

term severity needs relating to employing additional personnel. 3

• Request to use the short-term severity FireCode must be made to the 4

regional FMO, or their acting, and approval given before the FireCode is to 5

be used. 6

Long-Term Severity 7

Long-term severity FireCodes will be used by BIA resources to identify all costs 8

related to approve BIA wildfire severity actions. 9

• All severity requests will be submitted to the DWFM for approval. Upon 10

approval, the DWFM will generate a FireCode and notify the region of the 11

FireCode and authorized funding level. 12

• The FireCode will be used to charge all authorized financial obligations for 13

readiness under the severity request. 14

• If a BIA agency/Tribe responds to another BIA agency/Tribe’s severity 15

request, the responding BIA agency/Tribe will use the hosting 16

agency/Tribal unit’s FireCode to charge all financial obligations. 17

• Compact/contract Tribes will use the FireCode to identify their respective 18

severity costs when reporting to the regional office. 19

Casual Training 20

A FireCode established by the DWFM will be used by all BIA units to charge 21

obligations related to administratively determined (AD) or casual workers 22

during training. BIA units must use a FireCode with their organizational code to 23

charge obligations for casual field exercises. 24

Wildland Fire Severity Support to Other Agencies 25

To account for resource usage and costs incurred when BIA provides severity 26

support to other agencies, the DWFM will generate a separate FireCode for each 27

agency (USFS, BLM, FWS, NPS, and State/local). In lieu of using the 28

requesting agency’s own FireCode (if any), the BIA-issued FireCode will be 29

used by BIA units to charge all authorized financial obligations for readiness 30

related to their support of another agency’s severity actions. 31

Wildland Fire Management Funding 32

Preparedness Activity 33

This activity consists of all the actions needed to prepare for the response to 34

wildland fire ignitions. Preparedness funds provide support to the overall 35

management and planning of BIA and Indian Tribal fire management programs. 36

Preparedness includes but is not limited to readiness and capability to provide 37

safe, cost-effective fire management programs in support of L/RMPs. This 38

activity includes the hiring and training of fire personnel, purchasing/contracting 39

of equipment and supplies, support, planning and coordination, policy 40

development, oversight, and research. Interagency coordination and direction 41

includes establishment and funding of interagency agreements and interagency-42

fair-share contributions. 43

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• Indian Tribes are eligible for indirect costs from the wildland fire 1

appropriation for preparedness. 2

• Wildland Fire Management funding and indirect costs may be included in 3

the Indian Tribal annual funding agreements (AFA). For compact wildland 4

fire preparedness, wildland fire prevention, and interagency hotshot 5

programs, funding shall be transferred to the Office of Self-Governance 6

(OSG) by the DWFM budget. 7

• One-time funding or one-time project funding will be applied for annually 8

and distributed to the region for distribution to agencies/Tribes. Funding 9

shall be transferred to the OSG by the DWFM. These are project-based, 10

one-time transfers of funds. Indirect costs on non-recurring or one-time 11

wildland fire preparedness funds are not authorized. Indian Tribal and BIA 12

programs will be given equal consideration for non-recurring preparedness 13

funding and will be coordinated at the regional office level. 14

Suppression Activity 15

This activity provides for the development and implementation of three 16

operation components: suppression, post-wildland-fire activities, and severity. 17

• Funding is obtained by Indian Tribes through agreements established by 18

BIA regional offices or other Federal agencies to reimburse Indian Tribes 19

for fire costs on a fire-by-fire basis (per FireCode). Indirect costs for fire 20

suppression are not authorized. 21

• Severity (short- and long-term) authority and funding for activities 22

necessary to augment initial attack capability when abnormal fire conditions 23

occur throughout a region resulting in the fire season starting earlier than 24

normal, or exceeding average high fire danger ratings for periods. Funding 25

is obtained by Tribes through agreements established by BIA regional 26

offices or other Federal agencies to reimburse Indian Tribes for severity 27

costs incurred under an approved, fire severity cost request. Indirect costs 28

for severity funds are not authorized. 29

• Post wildland fire activities include all post-fire, burned-area activities 30

covered by approved plans. Funding is obtained by Indian Tribes through 31

agreements established by BIA regional offices or other Federal agencies to 32

reimburse Indian Tribes for costs on a project-by-project basis (per 33

FireCode). Indirect costs for emergency stabilization projects are not 34

authorized, however reasonable administrative and overhead costs incurred 35

by Indian Tribes in such projects may be authorized within stabilization 36

plans and should be built into the project and treated as a direct cost. 37

Interagency Severity Funding Request Procedures 38

Qualification of Need 39

Severity funds and project approval will be identified by a severity FireCode 40

generated by DWFM. Requests for special projects must be evaluated and 41

approved by the respective regional office and forwarded to DWFM for 42

approval and execution. All costs associated with a severity request must include 43

the severity FireCode when procuring and/or encoding to FBMS. Fire danger 44

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models or analysis software (FireFamily Plus) graphically contrasts the current 1

seasonal trend for energy release component (ERC) and/or but burning index 2

(BI), with all-time worst and historical average ERC and/or BI, based on an 3

analysis of year-round data. 4

To adequately quantify the need for severity funding, at least one of the criteria 5

listed below should demonstrate that abnormal conditions exist. 6

• Palmer Index or standardized precipitation indices that specify the departure 7

from normal. 8

• Fuel loading quantitative information comparing current to the average. 9

• Current local fuel moisture compared to average trend and all-time worst 10

provided by the Normalized Differences Vegetative Index (NDVI) and/or 11

Live Fuel Moisture Project reports. Note: Data from NDVI and Live Fuel 12

Moisture Project may be a week old or older. 13

• NWS 30-day weather outlook. 14

• Weather station NFDRS number and name. 15

Narrative Statement 16

Provide a brief statement of the interagency situation (local and geographic). 17

Each agency should request funds only for their respective needs, not for needs 18

of another agency. Sharing resources when all parties have needs is desirable. 19

When requesting prevention or investigation resources, the following 20

information must be included: 21

• Human-caused fire activity; number of human-caused fires to date as 22

compared to previous years (include leading fire cause category); 23

• Description of how the prevention and/or investigation team will be utilized 24

(i.e., shared resource covering multiple agencies/tribes implementing 25

prevention campaigns, etc.); 26

• Any significant upcoming events or activities); and 27

• Justification for additional funds for prevention materials or supplies. 28

Severity requests for prevention/investigation resources are to be reviewed by 29

the regional WUI/prevention specialist. 30

Requested Resources 31

Requested resources should be identified by type, quantity, and cost using the 32

severity cost estimation worksheet. Utilize the “Prevention" tab for requesting 33

prevention/investigation resources. 34

Budget Management 35

This section governs use of the BIA’s WFM appropriation account structure, 36

procedures, cost accounting, and one-time funding procedures. Personnel at all 37

levels within the BIA need to be aware of the responsibilities and limitations on 38

the use of these funds, which this chapter and other financial and budget 39

handbooks address. 40

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Program Budget Annual Appropriations 1

Annual appropriations are made available for the WFM, pursuant to the passage 2

of the annual appropriation act for the DOI and related agencies. The WFM 3

appropriation is a no-year appropriation. 4

Funded Program Procedures 5

WFM funds, excluding emergency suppression funding (unless under a 6

continuing resolution), will be distributed to the DWFM Budget Management 7

office, which distributes funds to WFM regional office programs. The exception 8

to the allocation is compacted programs which will be disbursed directly from 9

WFM-NIFC to OSG. Instructions documented on a financial allocation form 10

(i.e., funding entry document or FED) detail how distributions are to be made 11

from regions to agencies/Tribes for preparedness programs. 12

One-Time Funding/Critical Needs 13

The One-Time Funding Program provides mechanisms to request funding for 14

special projects or needs that exceed an agency’s regular budgeted funds. Funds 15

used in this program are non-recurring in nature and are based on either 16

available prior year unobligated balances or unused indirect costs. 17

DWFM staff will issue a memorandum annually during the second quarter with 18

a standard form that will identify timelines for current year. The individual plans 19

are required to be submitted to regional offices for review, changes or rejection. 20

Once approved at the regional level, the requests will be forwarded to DWFM. 21

Critical needs projects are high priority or an activity ready for implementation 22

and require immediate funding at the start of the FY, before appropriations bills 23

are signed. Critical needs should only cover three months of project needs but 24

will continue under CRs until an appropriations bill is passed. 25

One-time funding for preparedness (signed by the appropriate regional director) 26

will be submitted to WFM Budget Officer no later than May 15

for the 27

upcoming fiscal year for current year needs. Requests received after deadlines 28

will be given lower priority. DWFM staff will evaluate all requests based on the 29

region’s prioritization and the availability of funds. 30

Procedures for One-Time Funding Submission 31

One-time funding requests must be submitted using the following process: 32

• Requests are submitted to the regional office for approval. The process 33

verifies the request meets the intent and fire policy of DOI appropriation act 34

language. 35

• The regional office then submits prioritized funding requests to the DWFM 36

Budget office. 37

• Work breakdown structure (WBS) to be assigned by DWFM Budget or the 38

DC Central Office. 39

BIA National Wildland Fire Fleet Engine Program 40

The BIA National Wildland Fire Fleet Engine Program was created by the BIA 41

in 1996. The objective of the program is to provide a centralized process for 42

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replacement parts and training of BIA fleet engine pumping systems. Detailed 1

information on the program can be found in the BIA National Fleet Wildland 2

Engine Program Operations Guide. 3

Mission/Policy 4

• Provide a standardized BIA fleet engine for the participating agency or 5

Tribal organization. 6

• Provide an opportunity to supply trucks for BIA fleet engine pumping 7

systems. 8

• Provide repair support services to agency-/tribally owned apparatus for 9

approved number of engines. 10

• Provide training in the use and maintenance of the BIA fleet engine 11

pumping systems. 12

• Evaluate new equipment and BIA fleet engine center improvements to meet 13

the wildland fire program needs. 14

• Provide emergency repair or replacement for BIA fleet engine pumping 15

systems. 16

• No aftermarket parts of any kind are to be placed on any BIA fleet engine 17

equipment without prior approval from the Deputy, Fire Operations and 18

concurrence from the program center managers. 19

Vehicle Maintenance, Replacement and Repairs 20

Daily preventative maintenance checks, regular servicing, prompt repairs, and 21

lifecycle replacement are critical to providing mission readiness, performance, 22

and safe operation. 23

Annual Safety Inspections, Scheduled Maintenance, and Daily Inspections 24

Fire personnel are required to complete and document annual safety inspections, 25

regularly scheduled preventative maintenance, and daily (or pretrip) inspections 26

for all BIA wildland fire vehicles. Annual safety inspections must be 27

documented on Form 1520-35 or designated local form. Regularly scheduled 28

preventative maintenance, unscheduled maintenance, and repairs for DOI-29

owned (I-plate) vehicles are recorded in FBMS. Daily inspections must be kept 30

with the vehicle records for the life of that vehicle. 31

The cost of all vehicle repairs and maintenance is the responsibility of the 32

individual region, agency, or Tribe unless the damage is directly attributable to 33

operations on a wildfire. In that case, with approval from the incident 34

commander (IC), the damages may be paid for under the fire’s suppression 35

account. 36

Wildland fire vehicles that are not operationally sound or have safety 37

deficiencies must not be put into service. In addition, vehicles that suffer from 38

mechanical or safety issues while enroute or on assignment must be taken out of 39

service at the earliest opportunity in which it is safe to do so and must not be put 40

back into service until corrective action can be completed. 41

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154 Release Date: January 2023

Replacement Guidelines 1

BIA fleet engine standards updated replacement schedule is set as follows: 2

BIA fleet engine type 6 8 years 100,000 miles 3

BIA fleet engine type 4 10 years 250,000 miles 4

Organization 5

The program is organized into three geographical areas: 6

• Missoula, MT, services the Northwest, Rocky Mountain, and north half of 7

the Pacific Region. 8

• Eagle Butte, SD, services the Great Plains, Midwest, and Eastern Regions. 9

• Dulce, NM, services the Southwest, Western, Navajo, Eastern Oklahoma, 10

Southern Plains, and south half of the Pacific Region. 11

Emergency Repairs 12

Emergency fire-related repairs to a BIA fleet engine pumping package will be 13

requested through the assigned user area BIA Fleet Engine Center. The request 14

will be reviewed and approved by the center manager before a service truck is 15

dispatched or replacement parts are sent to the requesting agency. 16

Non-Emergency/Non-Suppression Repairs 17

Non-emergency repairs shall be charged to the identified agency account. The 18

account will be approved by an agency official (e.g., FMO, forest manager, 19

superintendent) before the requested action is taken. 20

Authorization of account will be sent by email or signed fax identifying account, 21

name, and title of authorizing official. Initial requests for all non-emergency 22

repairs will be requested through the assigned user area BIA Fleet Engine 23

Center. The request will be reviewed and approved by the BIA Fleet Engine 24

Center manager before a service truck is dispatched or replacement part is 25

mailed to the requesting agency. 26

All emergency and non-emergency repair expenditures shall be charged to an 27

appropriate account. 28

Administration 29

The program is administered through DWFM Fire Operations. A BIA Fleet 30

Engine Oversight Group has been established to plan, develop, and budget for 31

the annual operations of the program. The group is comprised of the BIA Fleet 32

Engine Program leads at each center and the Deputy, Fire Operations. Trucks 33

and fabrication orders for the BIA fleet engines are procured nationally through 34

the DWFM office. 35

Fire Facility Construction and Maintenance Activity 36

The fire facility construction and maintenance activity provides for the 37

maintenance and construction of fire facilities for line items funded within the 38

DOI wildland fire appropriation only. All projects are approved through a 39

consolidated DOI process and entered into the DOI’s five-year plan. The 5-year 40

plan is a fiscal-year-based plan and is part of the overall budget process. The 41

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plan requires annual updating so that the budget request continues to reflect a 5-1

year picture of the actual need. As a result, the schedule of activities is based on 2

the fiscal year, not the calendar year. The annual update presents the opportunity 3

for the fire bureaus to adjust project priorities based on newly identified needs or 4

previously identified needs that have become more critical during the past year. 5

Projects in the out-years may also be removed become more critical during the 6

past year. Projects in the out-year may also be removed because they were 7

addressed through other means. The Bureau’s five-year plan submissions are 8

completed at least a year before Congress enacts the annual appropriation. 9

Submissions must consist of the following: 10

• Projects for construction of fire facilities must be included in the five-year 11

DOI Facilities Construction Plan and identified as part of the Wildland Fire 12

Annual Budget Appropriation. 13

• Funding is obtained by Indian Tribes through BIA regional offices via 14

cooperative agreements, contracts, or through agreements with other 15

Federal agencies to reimburse Indian Tribes for fire facilities construction 16

costs on a project-by-project basis. 17

• Indirect costs for fire facilities and deferred maintenance construction 18

projects are not authorized. Administrative fees are authorized when 19

requests have them built into the total cost of the construction project as a 20

direct cost. 21

National Aviation Program 22

The BIA Wildland Fire and Aviation Management Program staff recommends 23

BIA policy, procedures, and standards; and maintains functional oversight and 24

interagency coordination for all aviation activities. The DWFM established two 25

interregional aviation management offices to provide technical aviation 26

expertise support for regional, agency, and field offices. Each of these offices 27

supports BIA regions across geographic boundaries. Each of the interregional 28

offices is staffed by an IRAM and an AOS, both of which are available to 29

provide support for any region. 30

Aviation Program Goals 31

The primary goals of each of these positions are to promote aviation safety and 32

cost effectiveness. The DWFM Director, Aviation and Safety supports BIA 33

aviation activities and missions, which includes fire suppression, through 34

strategic program guidance, managing aviation programs of national scope, 35

coordination with Office of Aviation Services (OAS) and interagency partners. 36

The DWFM Director, Aviation and Safety has the responsibility and authority, 37

after consultation with regional FMOs, for funding and acquisition of all fire 38

aircraft, prioritizing the allocation of BIA aircraft on a bureauwide basis, and 39

approving regional office requests to acquire supplemental aircraft resources. 40

Refer to Indian Affairs Manual; Part 57 for information on BIA aviation policy 41

and procedures. Refer to 112 DM 12 for a list of responsibilities. 42

CHAPTER 6 BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES

156 Release Date: January 2023

Regional Office Level 1

Regional FMOs are responsible for providing oversight for aircraft hosted in 2

their region and have the authority and responsibility to approve, with WFM 3

Branch Chief concurrence, acquisition of supplemental aircraft resources within 4

their region. 5

• Regional FMOs have the authority to prioritize the allocation, 6

prepositioning, and movement of all aircraft assigned to the BIA within 7

their region. 8

• Regional offices will coordinate with the DWFM on movement of their 9

aircraft outside of their region. 10

Regional aviation managers (RAM) are assigned to every BIA region. They 11

implement aviation program objectives and directives to support the BIA 12

mission and each region’s goals. Some regions may have additional support staff 13

assigned to support aircraft operations and to provide technical expertise. A 14

regional aviation management plan is required to outline goals of the region’s 15

aviation program and to identify policy and procedures specific to that region. 16

Important Note: A region is not generally authorized to supplement this policy 17

with more restrictive policy or procedures than the national policy, unless the 18

policy or procedure is approved by the Director, Aviation and Safety. 19

Agency/Field Office Level 20

Agency, field managers, and staff manage their programs as necessary to 21

conduct their aviation operations safely. Agency aviation managers (AAMs) 22

serve as the focal point for the agency aviation program by providing technical 23

expertise and management of aviation resources to support agency programs. 24

Many agencies have aviation management as a collateral duty; therefore, during 25

periods of intense aviation activity (e.g., wildland fire support), ensure aviation 26

oversight is maintained. 27

When other duties interfere or compete with effective aviation management, 28

request assistance from the regional office. Agencies are responsible for hosting, 29

supporting, providing daily management, and dispatching all aircraft assigned to 30

their unit. Agencies have the authority to request additional resources, establish 31

priorities, and make assignments for all aircraft assigned to the BIA within their 32

agency. 33

• AAMs have the responsibility for aviation activities at the local level, 34

including aviation mission planning, risk management and safety, 35

supervision, and evaluation. AAMs assist line officers with risk 36

assessment/management and cost analysis. 37

All Tribal and agency offices utilizing aircraft should have a current and 38

approved aviation management plan on file. 39

BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 6

Release Date: January 2023 157

Aviation Safety 1

The BIA and the interagency partners have adopted Safety Management 2

Systems (SMS) as the foundation to our aviation safety program. For further 3

information, reference chapter 16. 4

Flight Request and Approval 5

Individuals will document (e.g., Aircraft Flight Request/Schedule [9400-1a]) all 6

flight requests via the process defined in the regional and agency aviation plans 7

and follow the National Interagency Mobilization Guide, chapter 80, Flight 8

Management Procedures. 9

Safety and Risk Management 10

Motor Vehicle Operation Policy 11

The BIA requires supervisors to ensure all wildland fire personnel who operate 12

Government-owned and/or -leased vehicles have the proper licensure and 13

operators need to abide by the rules of the State in which operating. This 14

includes ensuring employees have the appropriate commercial driver's license, 15

tank endorsements, air brake endorsements, and other applicable certifications. 16

Additional resources regarding BIA driving requirements can be found under 17

“Motor Vehicle Information” on the DWFM Fire Safety web page at 18

https://www.bia.gov/bia/ots/dfwfm/bwfm/safety. 19

Fire Vehicle Driver Orientation (BL-300) course and the Wildland Fire Safety 20

Training Annual Refresher (RT-301) are mandatory for all BIA wildland fire 21

management and support personnel who operate vehicles. This includes all 22

general schedule (GS), administratively determined (AD), and Tribal personnel 23

performing wildland fire and prescribed fire operations. Course material is 24

accessible at https://www.nifc.gov/fire-vehicle-training. 25

Lights-and-Sirens Response 26

Responding to BIA wildfire incidents normally does not warrant the use of 27

emergency lights and sirens to safely and effectively perform the BIA mission. 28

However, there may be rare or extenuating circumstances when limited use of 29

lights and sirens are appropriate and necessary due to an immediate threat to life. 30

Those BIA regions that determine a lights-and-sirens response is necessary to 31

meet mission requirements must develop an operating plan that is signed and 32

approved by the regional director and forwarded to the Chief, Division of Fire 33

Operations, BIA. The operating plan must ensure the following: 34

1. All vehicles (command, engines, etc.) will be properly marked, equipped, 35

and operated in accordance with State statutes, codes, permits, and BIA unit 36

requirements. 37

2. Drivers will complete training in the proper use of lights-and-sirens 38

response in accordance with National Fire Protection Association (NFPA) 39

1451 and 1002 standards, as well as any State requirements. 40

3. Engine drivers responding with lights and sirens will be minimally qualified 41

as engine operator with a qualified engine boss in the engine; otherwise, the 42

CHAPTER 6 BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES

158 Release Date: January 2023

driver must be engine-boss qualified. Command vehicle drivers will be 1

minimally qualified as single resource boss. 2

4. Lights and sirens will meet NFPA and State code requirements. 3

5. Posted speed limits will be followed at all times, regardless of response 4

type. 5

6. Operators will stop or reduce speed as circumstances dictate prior to 6

proceeding through all intersections. 7

7. Traffic light changing mechanisms (e.g., Opticons) will only be used under 8

formal written agreement with State and local governments and only when 9

necessary to create safe right-of-way through urban high-traffic areas. All 10

pertinent State and local statutes and procedures will be adhered to. 11

8. Authorization to respond with lights and sirens does not cross State lines. 12

No driver will be authorized by one State to operate with lights and sirens in 13

another State. 14

Physical Fitness and Conditioning 15

The NWCG Standards for Wildland Fire Position Qualifications (PMS 310-1) 16

establishes physical fitness standards for NWCG-sanctioned firefighters. These 17

standards are assessed using the work capacity tests (WCT). Prior to attempting 18

the WCT, all permanent, career-seasonal, temporary, and AD/EFF employees 19

who participate in wildland fire activities requiring a fitness level of arduous 20

must participate in the DOI Medical Qualification Standards Program (DOI 21

MSP). 22

Employees serving in wildland fire line-going positions that require a fitness 23

rating of arduous, moderate, or light are authorized to perform physical fitness 24

conditioning for up to five hours per week, not to exceed more than two hours 25

per day. 26

Units will maintain a fitness program that ensures BIA firefighters will possess 27

the physical ability to perform the duties of their positions safely and effectively 28

while ensuring compliance with the requirements of the WCT. 29

Information on the WCT and the DOI MSP is located in chapter 13. 30

Business Management and Administration 31

The BIA follows the uniform application (IAM Part 90, 1.2, [18]) of the 32

interagency policies and guidelines as developed in the NWCG Standards for 33

Interagency Incident Business Management. BIA will follow the direction set 34

forth in the NWCG Standards for Interagency Incident Business Management in 35

all incident business management functions except where specific to agency 36

legal mandates, policies, rules, or regulations. 37

Casuals Hired as Drivers When Employed by BIA 38

In accordance with the BIA motor vehicle policy, casuals hired as drivers are 39

required to possess a valid driver’s license in order to operate a motor vehicle 40

and have a safe driving record. 41

BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 6

Release Date: January 2023 159

Agencies should recruit a pool of drivers prior to fire season. Applicants must 1

submit GSA Form 3607, Government Motor Vehicle Operator’s License and 2

Driving Record, in advance verifying a favorable driving record. 3

• Form 3607 will be processed through regional channels to retrieve the 4

driving record of the application with the State, or National Driver Registry 5

and applicable Tribe. 6

• Regional directors can contact the Division of Safety and Risk Management 7

for information on completing and submitting Form 3607. 8

• Meeting the qualification requirements for a motor vehicle license is a 9

condition of employment within BIA for those individuals whose duties 10

require the operation of a motor vehicle for official wildland fire operations 11

business. Failure to adhere to the policy will result in automatic termination 12

of the casual. 13

Request for Funding Authorization 14

The authorization and procedure for use of the operations “suppression” 15

program account (AF2001010), for emergency workers field activities is as 16

follows: 17

• A regional funding request plan must be completed that identifies the 18

program need for casual funding for field activities only; 19

• The request must be submitted through the regional FMO by January 1st of 20

each year; and 21

• The requests will be reviewed and authorized in writing to the respective 22

agency. 23

Acquisitions 24

Per 90 IAM, the WFM program requires adherence to the NWCG Standards for 25

Interagency Incident Business Management in conducting wildland fire 26

business. 27

The BIA DWFM’s waiver for fire/emergency personnel purchases are cited in 28

National Policy Memoranda Expanded Government Charge Card Purchase 29

Authority During Emergency Wildland Fire Operations, dated 6/12/03, at 30

https://www.bia.gov/policy-forms/memoranda. 31

The exceptions are: 32

• Meals, beverages, and lodging – This exception will be used to lodge and 33

feed employees without credit cards or to support mixed charge card/non-34

charge card crews. 35

• Personal gear – This exception will be used to purchase personal items if 36

destroyed, lost, or stolen while serving on the fire crew/emergency incident 37

(e.g., clothing, footwear and/or toiletries). 38

• Payment of medical treatment for casuals and overhead when authorized for 39

incident agency-provided medical care (APMC). 40

Emergency Equipment Rental Agreements 41

The Emergency Equipment Payment Operating Guidelines provides procedure, 42

guidance, and instructions to BIA WFM Programs, regional fire management 43

CHAPTER 6 BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES

160 Release Date: January 2023

offices, agency offices, Office of Financial Management, and Office of 1

Acquisition and Property for implementation of the emergency equipment rental 2

agreements (EERA) payment process. Refer to the NWCG Standards for 3

Interagency Incident Business Management, chapter 20, for EERA 4

administration. 5

Wildland Fire Decision Support System 6

The BIA follows interagency policy regarding use of the Wildland Fire Decision 7

Support System (WFDSS) found in chapter 11. 8

Fuels Management, Planning and Implementation 9

The national and interagency policy guides for fuels management programs are 10

contained in the following guides and handbooks: 11

• 90IAM 4 Fuels Management 12

• Interagency Prescribed Fire Planning and Implementation Procedures 13

Reference Guide (PMS 484), May 2022 14

(https://www.nwcg.gov/publications/484) 15

• BIA Fuels Management Program Supplement to the Interagency Prescribed 16

Fire Planning and Implementation Procedures Reference Guide, 2008. 17

• BIA Fuels Program Business Management Handbook, February 2008. 18

• Interagency Standards for Fire and Fire Aviation Operations, chapter 17, 19

NFES 2724. 20

Exclusive use of these handbooks and guides enhances intra- and interagency 21

program continuity, avoids duplication, reduces the chances to misinterpret 22

policy, and provides one location for the fuels programs policy in a fire 23

management and political environment where changes occur frequently. Please 24

call the Director of Fuels Management (DWFM) for more information. 25

Prescribed Fire Review 26

The goal of a prescribed fire review is to provide recommendations and identify 27

deficiencies and specific corrective actions. Reviews do not have to be 28

associated with a specific incident. 29

Any prescribed-fire-related incident that has resource or property damage that 30

may result in a claim for compensation shall initiate a review. 31

The review team and their expertise should be commensurate with the scope and 32

focus of the review. Interagency participation is encouraged with team selection. 33

Fire Communications and Education 34

Early Alert Notification Process 35

Early Alerts will be made via phone call and a written Early Alert Notification. 36

All units (Federal and Tribal) will provide information to the regional fire 37

management office and the DWFM duty officer (DO) within six hours of the 38

incident. 39

• Crew supervisor notifies the unit fire management officer (FMO). 40

BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES CHAPTER 6

Release Date: January 2023 161

• Unit FMO notifies regional fire management officer (RFMO) and dispatch 1

center. 2

○ Dispatch center: If 4

tier, notifies 3

tier dispatch center who then 3

notifies the GACC. 4

• Regional fire management officer (RFMO) will immediately notify the 5

DWFM duty officer at: 208-387-5080 AND within six hours, email to: 6

EarlyAlert@bia.gov. 7

Situations Requiring an Early Alert Notification 8

• Fatality 9

• Injury requiring transports to medical facility 10

• Significant property damage to equipment 11

• Serious wildland fire accident 12

• Wildland fire accident 13

• Entrapment/burnover 14

• Shelter deployment 15

• Near-miss 16

• Aviation accident 17

• Evacuations 18

• Highway and interstate closures 19

• Structure loss 20

• Escape prescribed fire 21

• Fire approaching large fire thresholds (100 acres in timber; 300 acres in 22

grass) 23

• Any wildland fire management delegation of authority issued by a line 24

officer 25

The Early Alert Notification Communication Process, Template and PMS 405-1 26

are accessible online at https://www.bia.gov/bia/ots/dfwfm/bwfm/safety. 27

Notification Requirements for Entrapments or Fatalities 28

If a wildland fire entrapment or fatality occurs, immediate notification to the 29

National lnteragency Coordination Center (NICC) is required using the 30

Wildland Fire Fatality and Entrapment Initial Report (PMS 405-1). Following 31

the issuance of an Early Alert, the local unit will provide the PMS 405-1 to the 32

3rd tier dispatch center which will then provide it to the GACC electronically 33

within 24 hours. The GACC immediately notifies the NICC coordinator on duty 34

(COD) and within 24 hours, submits the PMS 405-1 to NICC COD. 35

Wildland Fire Media Relations Guidance 36

During dynamic events such as wildland fire, providing accurate information is 37

critical for public safety. To be effective, communication must be timely, if not 38

immediate. For this reason, news bulletins and routine fire information 39

pertaining to the topics listed below are authorized for media release on behalf 40

of the BIA, Branch of Wildland Fire Management (DFWFM). For cases that 41

may include multiple agency jurisdictions, these releases are also approved for 42

CHAPTER 6 BIA PROGRAM ORGANIZATION AND RESPONSIBILITIES

162 Release Date: January 2023

use. The DFWFM media release template and approved supporting fire 1

messages can be found online at https://www.bia.gov/bia/ots/dwfm/media. 2

Wildland Fire

Prevention

Fire Operations,

Fire Use, and Fuels

Management

Burned

Area

Emergency

Response

Training

• Fire danger alerts

• Fire restrictions/

burn bans

• Burn permits

• Fire preparedness

activities

• WeTip

• FIREWISE

• Arson prevention

• Juvenile fire setter

prevention

• Seasonal and

holiday wildfire

precautions

• Outdoor cooking

• Debris burning

• Campfire safety

• Fireworks safety

• Equipment/vehicle

safety

• Other wildland fire

prevention message

specific to a home

unit that may target

a cause of wildland

fire starts

• Evacuations

• Road closures

• Smoke in area

• Fire equipment use

• IMT

mobilizations/

status updates

•

Multiple objectives

being met using

natural wildfires.

• Prescribed fire

planned/completed

• Mechanical

treatment

planned/completed

• Annual refresher

announcements

• BAER

status

updates

• Closures

• Treatment

planned/

completed

• Training season

• Administratively

-determined-

firefighter

announcements

• Special training

sessions

• Indian Country

Fitness

Challenge

SAFETY AND RISK MANAGEMENT CHAPTER 7

Release Date: January 2023 163

Chapter 7 1

Safety and Risk Management 2

Introduction 3

The primary means by which we prevent accidents in wildland fire operations is 4

through aggressive risk management. Our safety philosophy acknowledges that 5

while the ideal level of risk may be zero, a hazard-free work environment is not 6

a reasonable or achievable goal in fire operations. Through organized, 7

comprehensive, and systematic risk management, we will determine the 8

acceptable level of risk that allows us to provide for safety yet still achieve fire 9

operations objectives. Risk management is intended to minimize the number of 10

injuries or fatalities experienced by wildland firefighters. 11

Policy 12

Firefighter and public safety is our first priority. All fire management plans and 13

activities must reflect this commitment. The commitment to and accountability 14

for safety is a joint responsibility of all firefighters, managers, and 15

administrators. Every supervisor, employee, and volunteer is responsible for 16

following safe work practices and procedures, as well as identifying and 17

reporting unsafe conditions. 18

Agency-specific safety policy documents: 19

• BLM – BLM Handbook 1112-1, DOI Occupational Safety and Health 20

Program – Field Manual 21

• NPS – DO-50 and RM-50 Loss Control Management Guideline 22

• FWS – Service Manual 240 FW 1 Safety Program Management, 241 FW7, 23

Firefighting, 241 FW 4, Risk Management 24

• FS – FSM 5100 and chapters, FSH-6709.11 Health and Safety Code 25

Handbook 26

For additional safety guidance, refer to: 27

• Incident Response Pocket Guide (IRPG) (PMS 461, NFES 1077) 28

○ FS – USDA Forest Service website for Risk Management at 29

https://www.fs.usda.gov/managing-land/fire/safety. 30

Guiding Principles 31

The primary means by which we implement command decisions and maintain 32

unity of action is through the use of common principles of operations. These 33

principles guide our fundamental wildland fire management practices, 34

behaviors, and customs, and are mutually understood at every level of 35

command. They include Risk Management, Standard Firefighting Orders and 36

Watch Out Situations, LCES and the Downhill Line Construction Checklist. 37

These principles are fundamental to how we perform fire operations and are 38

intended to improve decision making and firefighter safety. They are not 39

absolute rules. They require judgment in application. 40

CHAPTER 7 SAFETY AND RISK MANAGEMENT

164 Release Date: January 2023

Goal 1

The goal of the fire safety program is to provide direction and guidance for safe 2

and effective management in all activities. Safety is the responsibility of 3

everyone assigned to wildland fire and must be practiced at all operational levels 4

from the national fire director, state/regional director, and unit manager to 5

employees in the field. Agency administrators need to stress that firefighter and 6

public safety always takes precedence over property and resource loss. 7

Coordination between the fire management staff and unit safety officer(s) is 8

essential in achieving this objective. 9

Definitions 10

Safety: A measure of the degree of freedom from risk or conditions that can 11

cause death, physical harm, or equipment or property damage. 12

Hazard: A condition or situation that exists within the working environment 13

capable of causing physical harm, injury, or damage. 14

Risk: The likelihood or possibility of hazardous consequences in terms of 15

severity or probability. 16

Risk management: The process whereby management decisions are made and 17

actions taken concerning control of hazards and acceptance of remaining risk. 18

Risk Management Process 19

Fire operations risk management is outlined in the IRPG. The five-step process 20

provides firefighters and fire managers a simple, universal, and consistent way 21

to practice risk management by: 22

• Establishing situation awareness by identifying hazards. 23

• Assessing hazard potential. 24

• Developing hazard controls and making risk management decisions. 25

• Implementing hazard controls. 26

• Supervising implementation and evaluating effectiveness. 27

Job Hazard Analysis/Risk Assessment 28

A completed job hazard analysis (JHA)/risk assessment (RA) is required for: 29

• "High-risk" work activities, projects, or tasks where unintended outcomes 30

could result in serious injuries, illnesses, fatalities, or significant property 31

damage. 32

• Jobs that may require the employee to use non-standard personal protective 33

equipment (PPE). 34

• Changes in equipment, work environment, conditions, policies, or materials. 35

Supervisors and appropriate line managers must ensure that established 36

JHAs/RAs are reviewed and signed prior to any non-routine task or at the 37

beginning of the fire season. 38

SAFETY AND RISK MANAGEMENT CHAPTER 7

Release Date: January 2023 165

• BLM – Additional RA information can be obtained at 1

https://doimspp.sharepoint.com/sites/blm-wo-2

700/safetyhealthandemergency/SitePages/Risk%20Management.aspx. 3

• FWS – See also 240 FW 1, Exhibit 1, Job Hazard Assessment. 4

• FS – JHAs must include a description of the emergency medical 5

procedures, identification of key individuals, and actions that will be taken 6

to ensure prompt and effective medical care and evacuation. See FSH 7

6709.11, section 21.1 for more information. The FS Operational Risk 8

Management Guide, process, and forms for conducting an RA can be found 9

on the USDA Forest Service website for risk management at 10

https://www.fs.usda.gov/managing-land/fire/safety. 11

Work/Rest 12

To mitigate fatigue, agency administrators, fire managers, supervisors, incident 13

commanders (IC), and individual firefighters should plan for and ensure that all 14

personnel are provided a minimum 2:1 work/rest ratio (for every 2 hours of 15

work or travel, provide 1 hour of sleep and/or rest). Work shifts that exceed 16 16

hours and/or consecutive days that do not meet the 2:1 work/rest ratio should be 17

the exception. When this occurs, the following actions are required: 18

• Personnel will resume 2:1 work/rest ratio as quickly as possible. 19

• The IC or agency administrator will justify work shifts that exceed 16 hours 20

and/or consecutive days that do not meet 2:1 work to rest ratio. Justification 21

will be documented in the daily incident records, made available to the 22

employee by the finance section/local unit, and must include mitigation 23

measures used to reduce fatigue. 24

• The time officer’s/unit leader’s approval of the Emergency Firefighter Time 25

Report (OF-288), or other agency pay document, certifies that the required 26

documentation is on file and no further documentation is required for pay 27

purposes. 28

The work/rest guidelines do not apply to aircraft pilots assigned to an incident. 29

Pilots must abide by applicable Federal Aviation Administration (FAA) 30

guidelines, or agency policy if more restrictive. 31

Length of Assignment 32

Assignment Definition 33

An assignment is defined as the time period (days) between the first full 34

operational period at the first incident or reporting location on the original 35

resource order and the last day worked prior to commencement of return travel 36

to the home unit. 37

Length of Assignment 38

Standard assignment length is 14 days, exclusive of travel from and to the home 39

unit, with possible extensions identified below. Time spent in staging and 40

preposition status counts toward the 14-day limit, regardless of pay status, for all 41

personnel, including incident management teams (IMT). Contracted aircraft are 42

CHAPTER 7 SAFETY AND RISK MANAGEMENT

166 Release Date: January 2023

not restricted by length of assignment. In order to limit disruption to operations, 1

reduce strain on the ordering system and reduce unnecessary mobilization and 2

demobilization of these high-cost resources, exclusive-use aviation personnel 3

are encouraged to utilize a personnel rotation schedule that meets staffing 4

criteria required of the resource. 5

14-day Scenario 6

Days Off 8

To assist in mitigating fatigue, days off are allowed during and after 9

assignments. Agency administrators (incident host or home unit) may authorize 10

time off supplementary to mandatory days off requirements. 11

The authority to grant a day off with pay lies within 5 U.S.C. 6104, 5 CFR 12

610.301-306, and 56 Comp. Gen. Decision 393 (1977). 13

After completion of a 14-day assignment and return to the home unit, two 14

mandatory days off will be provided (also referred to as “2 after 14”). Days off 15

must occur on the calendar days immediately following the return travel in order 16

to be charged to the incident (See Section 12.1-2.) (5 U.S.C. 6104, 5 CFR 17

610.301-306, and 56 Comp. Gen. Decision 393 (1977). If the next day(s) upon 18

return from an incident is/are a regular workday(s), a paid day(s) off will be 19

authorized. Regulations may preclude authorizing this for non-National Wildfire 20

Coordinating Group (NWCG) and State/local employees. 21

• FS – After completion of a 14-day assignment and return to the home unit, 22

three mandatory days off will be provided (also referred to as “3 after 14”). 23

Pay entitlement, including administrative leave for a paid day(s) off, cannot be 24

authorized on the individual’s regular day(s) off at their home unit. Agencies 25

will apply holiday pay regulations, as appropriate. A paid day off is recorded on 26

home unit time records according to agency requirements. Administratively 27

Determined (AD) personnel are not entitled to paid day(s) off upon release from 28

the incident or at their point of hire. 29

Contract resources are not entitled to paid day(s) off upon release from the 30

incident or at their point of hire. 31

• DOI – After completion of a 14-day assignment and return travel, the 32

mandatory days off will be charged to administrative leave (code 061, 33

Weather and Safety) if they fall on a regularly scheduled workday. 34

Home unit agency administrators may authorize additional day(s) off with 35

compensation to further mitigate fatigue. If authorized, home unit program funds 36

will be used. 37

SAFETY AND RISK MANAGEMENT CHAPTER 7

Release Date: January 2023 167

Assignment Extension 1

Extensions beyond 14-day assignments should be made sparingly. Consider the 2

health, readiness, and capability of incident personnel prior to authorizing back-3

to-back assignments. The health and safety of incident personnel and resources 4

will not be compromised under any circumstance. 5

Assignments may be extended when: 6

• Life and property are imminently threatened. 7

• Suppression objectives are close to being met. 8

• A military battalion is assigned. 9

• Replacement resources are unavailable or have not yet arrived. 10

Upon completion of the standard 14-day assignment, an extension of up to an 11

additional 14 days may be allowed (for a total of up to 30 days, inclusive of 12

mandatory days off, and exclusive of travel). 13

21-day Scenario 14

A 21-day assignment is exclusive of travel from and to home unit. Time spent in 16

staging and preposition status counts toward the 21-day assignment, regardless 17

of pay status, for all personnel, including IMTs. 18

30-day Scenario 19

An assignment longer than 22 days is exclusive of travel from and to home unit. 21

Time spent in staging and preposition status counts toward the assignment, 22

regardless of pay status, for all personnel, including IMTs. For an assignment 23

exceeding 21 days, two mandatory days off will be provided prior to the 22nd 24

day of the assignment. 25

• FS – For an assignment exceeding 21 days, two mandatory days off will be 26

provided prior to the 22nd day of the assignment. Upon completion of the 27

assignment and return to the home unit, three mandatory days off will be 28

provided. 29

Contracts, incident blanket purchase agreements (I-BPA), and emergency 30

equipment rental agreements (EERA) should be reviewed for appropriate pay 31

requirements and length of assignment. If the contract, I-BPA, or EERA do not 32

address this, the incident Finance/Administration Section chief or the 33

procurement official should be consulted as to whether compensation for a day 34

off is appropriate. 35

CHAPTER 7 SAFETY AND RISK MANAGEMENT

168 Release Date: January 2023

Single Resource/Kind Extensions 1

The section chief or IC will identify the need for assignment extension and will 2

obtain the affected resource’s concurrence. The section chief and affected 3

resource will acquire and document the home unit supervisor’s approval. 4

The IC approves the extension. If a convened Geographic Multi-Agency 5

Coordinating Group (GMAC) or the National Multi-Agency Coordinating 6

Group (NMAC) directs, the IC approves only after GMAC/NMAC concurrence. 7

If the potential exists for reassignment to another incident during the extension, 8

the home unit supervisor and the affected resource will be advised and must 9

concur prior to reassignment. 10

Incident Management Team Extensions 11

Incident management team extensions are to be negotiated between the incident 12

agency administrator, the IC, and the GMAC/NMAC, if directed. 13

Maximum Consecutive Days Worked – Home Unit 14

During extended periods of activity at the home unit, personnel will have a 15

minimum of 1 day off in any 21-day period. 16

• FS – During extended periods of activity in support of local fire 17

management, personnel will have a minimum of 2 days off in any 14-day 18

period. 19

Driving Standard 20

Employees driving motor vehicles are responsible for the proper care, operation, 21

maintenance, and protection of the vehicle, as well as obeying all Federal and 22

State laws. 23

The use of Government-owned, -rented, or -leased motor vehicles is for official 24

business only. Unauthorized use is prohibited. 25

General Driving Policy 26

• Employees must have a valid State driver’s license in their possession for 27

the appropriate vehicle class before operating the vehicle. Operating a 28

Government-owned or -rental vehicle without a valid State driver’s license 29

is prohibited. 30

• All drivers whose job duties require the use of a motor vehicle will receive 31

initial defensive driver training within three months of entering on duty and 32

refresher driver training every three years thereafter. 33

○ BLM/FS – Driver training is required prior to operating a vehicle for 34

official purposes. 35

• All traffic violations or parking tickets will be the operator’s responsibility. 36

• All driving requiring a commercial driver’s license (CDL) will be 37

performed in accordance with applicable Department of Transportation 38

regulations. 39

• Drivers and all passengers are required to use seat belts at all times when 40

the motor vehicle is in motion. 41

SAFETY AND RISK MANAGEMENT CHAPTER 7

Release Date: January 2023 169

• BLM – BLM Form 1112-11 will be used to document every BLM fire and 1

fire aviation employee’s authorization to drive Government vehicles or to 2

drive private or rental vehicles for Government business. Employees are 3

required to self-certify their physical ability to operate vehicles which they 4

are authorized to use. Drivers of vehicles that require a CDL may be 5

required to have additional driver, medical, and fitness testing as required 6

by local and/or State laws. Employees will immediately inform their 7

supervisor and update BLM Form 1112-11 if a change in medical condition 8

impedes their driving ability or if a State driving privilege is restricted for 9

any reason. Supervisors will review the updated form and take appropriate 10

action as necessary. BLM Form 1112-11 is available at 11

https://doimspp.sharepoint.com/sites/blm-12

oc/dbs/eForms%20Library/Forms/Safety.aspx. 13

• BLM – Employees, volunteers, contractors, and cooperators are prohibited 14

from using any mobile voice/data communication or electronic data 15

retrieval device while operating a government owned, leased, or rented 16

vehicle or while operating a personally-owned vehicle for official 17

government business, and are further prohibited from using any 18

government-owned mobile communication or data retrieval device while 19

operating a personally-owned vehicle, except where permitted by state law 20

and in hands-free mode. Government purchased two-way radios are exempt 21

from this requirement. The use of any of these devices during an emergency 22

situation (immediate threat to life) is limited to the extent necessary to 23

convey vital information. When there is a passenger in the vehicle and the 24

vehicle is in motion, the passenger shall manage communications to prevent 25

driver distraction. 26

• FWS – The safest way to use a cell phone or other electronic device while 27

driving is to pull over and stop the vehicle or use a passenger to manage 28

communications. When this is not possible, all operators acting on behalf of 29

the FWS may use cell phones or other electronic devices while operating 30

vehicles ONLY in hands-free mode and as allowed by their State or local 31

authority. Operators must not text while operating vehicles and pre-32

program electronic devices, such as Global Positioning System (GPS) units, 33

before moving the vehicle. Emergency communications using a two-way 34

radio is exempt. 35

• NPS – The safest way to use a cellular telephone while driving is to pull 36

over and stop the vehicle. When this is not possible, all employees, 37

volunteers, youth program enrollees or any individual acting on behalf of 38

the National Park Service are prohibited from using a cellular or car 39

telephone unless they can be operated in a hands-free operation mode. In 40

addition, Executive Order 13513 of October 1, 2009 states, “Federal 41

employees shall not engage in text messaging (a) when driving GOV, or 42

when driving POV while on official Government business, or (b) when 43

using electronic equipment supplied by the Government while driving.” 44

CHAPTER 7 SAFETY AND RISK MANAGEMENT

170 Release Date: January 2023

• NPS – For NPS employees engaged in activities other than wildfire or 1

prescribed fire, refer to the current NPS Official Travel Driving Policy for 2

restrictions. 3

• FS – Policy requires all operators of Government-owned, or -leased 4

vehicles to have a Forest Service issued Operator’s Identification Card 5

(OF-346) indicating the type of vehicles or equipment the holder is 6

authorized and qualified to operate. 7

• FS – Drivers shall not engage in cellular phone or mobile radio 8

communications while the vehicle is in motion unless actively engaged in an 9

emergency such as wildland firefighting. During non-emergency situations, 10

the driver shall identify a safe location to stop the vehicle and then engage 11

in cellular phone or mobile radio communications. These restrictions apply 12

whether or not hands-free technology is available. 13

Employees operating a motor vehicle that meets any of the following criteria 14

must possess a valid CDL with all applicable endorsements: 15

• Has a gross combination weight rating or gross combination weight of 16

26,001 pounds or more, whichever is greater, inclusive of a towed unit(s) 17

with a gross vehicle weight rating or gross vehicle weight of more than 18

10,000 pounds, whichever is greater; or 19

• Has a gross vehicle weight rating or gross vehicle weight of 26,001 pounds 20

or more, whichever is greater; or 21

• Is designed to transport 16 or more passengers, including the driver; or 22

• Is of any size and is used in the transportation of hazardous materials. 23

Hazardous materials means any material that has been designated as 24

hazardous under 49 U.S.C. 5103 and is required to be placarded under 25

subpart F of 49 CFR part 172 or any quantity of a material listed as a select 26

agent or toxin in 42 CFR part 73. 27

• DOI – Employees under the age of 21 that possess a CDL may operate 28

commercial motor vehicles (CMV) across State lines for interstate 29

commerce purposes under the following conditions: 30

○ Drivers with a CDL may operate a CMV in accordance with the issuing 31

authority (i.e., the State) that issued the CDL and must comply with the 32

issuing authority’s CMV operational requirements and any special 33

requirements and endorsements applicable to the CMV license 34

classification of the CDL holder; and 35

○ Supervisors must annually establish and document that those drivers 36

have a valid driver’s license (i.e., that the license has not been 37

suspended, revoked, canceled, or that he/she has not been otherwise 38

disqualified from holding a license – 485 DM 16.3D (1)), have the 39

ability to operate the vehicle(s) safely in the operational environment 40

assigned (485 DM 16.3B (2)), and review and validate the employee’s 41

driving record (485 DM 16.3D (4)). 42

Non-Incident Operations Driving 43

Refer to the current driving standards for each individual agency. 44

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• BIA – Per Indian Affairs Manual (IAM), part 25, chapter 4: employees will 1

not exceed 8 hours of driving time (behind the wheel), to include use of 2

specialized equipment, during a 16-hour duty day. 3

Mobilization and Demobilization 4

To manage fatigue, every effort should be made to avoid off-unit mobilization 5

(excluding initial attack response) and demobilization travel between 2200 hours 6

and 0500 hours. 7

Incident Operations Driving 8

This policy addresses driving by personnel actively engaged in wildland fire or 9

all-hazards activities, including driving while in support, mobilization, and 10

demobilization to an assigned incident; or during initial attack fire response 11

(includes time required to control the fire and travel to a rest location). 12

• Agency resources assigned to an incident or engaged in initial attack fire 13

response will adhere to the current agency work/rest policy for determining 14

length of duty day. 15

• No driver will drive (behind the wheel) more than 10 hours within any duty-16

day. 17

• Multiple drivers in a single vehicle may drive up to the duty-day limitation 18

provided no driver exceeds the individual driving (behind the wheel) time 19

limitation of 10 hours. 20

• A driver shall drive only if they have had at least 8 consecutive hours off 21

duty before beginning a shift. Exception to the minimum off-duty hour 22

requirement is allowed when essential to: 23

○ Accomplish immediate and critical suppression objectives. 24

○ Address immediate and critical firefighter or public safety issues. 25

• As stated in the current agency work/rest policy, documentation of 26

mitigation measures used to reduce fatigue is required for drivers who 27

exceed 16-hour work shifts. This is required regardless of whether the 28

driver was still compliant with the 10-hour individual (behind-the-wheel) 29

driving time limitations. 30

Fire Vehicle Operation Standards 31

Operators of all vehicles must abide by State traffic regulations and agency 32

policy, and must operate within the limits specified by the vehicle manufacturer 33

such as tire maximum speed ratings and gross vehicle weight ratings. 34

Management Controls to Mitigate Risks to Responders 35

Management controls, engineering controls, equipment guards, and 36

administrative procedures are the first line of defense against exposing an 37

employee to a hazard. Personal protective equipment will be used to protect 38

employees against hazards that exist after all management controls are 39

exhausted. 40

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Wildland Fire Field Attire 1

Polyester, polypropylene, and nylon materials are not to be worn, because most 2

synthetic fibers melt when exposed to flame or extreme radiant heat. Personnel 3

should wear only undergarments made of 100 percent or the highest possible 4

content of natural fibers, aramid, or other flame-resistant materials. 5

Personal Protective Equipment 6

All personnel are required to use personal protective equipment (PPE) 7

appropriate for their duties and/or as identified in JHAs/RAs. Employees must 8

be trained to use safety equipment effectively. 9

Flame-resistant clothing should be cleaned or replaced whenever soiled, 10

especially when soiled with petroleum products. Flame-resistant clothing will be 11

replaced when the fabric is so worn as to reduce the protection capability of the 12

garment or is so faded as to significantly reduce the desired visibility qualities. 13

Any modification to PPE that reduces its protection capability, such as iron-on 14

logos, and stagging of pants, is an unacceptable practice and will not be allowed. 15

Required Fireline PPE 16

• Wildland fire boots 17

• Fire shelter M-2002, Forest Service specification 5100-60 18

• Helmet with chinstrap; must comply with NFPA 1977 19

• Goggles/safety glasses (as identified by JHAs/RAs) 20

• Ear plugs/hearing protection 21

• Long-sleeved, flame-resistant shirt (yellow recommended); must comply 22

with NFPA 1977 23

○ NPS/FS – Shirt used by USFS personnel must meet Forest Service 24

Specification 5100-91 or comply with NFPA 1977. 25

• Flame-resistant trousers; must comply with NFPA 1977 26

○ NPS/FS – Trousers used by USFS personnel must meet Forest Service 27

Specification 5100-92 or comply with NFPA 1977. 28

• Leather or leather/flame-resistant combination gloves. Flame-resistant flight 29

gloves or NFPA-1977-compliant driving gloves can be used by heavy 30

equipment operators, drivers, and fireline supervisors when not using 31

fireline hand tools. 32

○ NPS/FS – Gloves used by USFS personnel must meet Forest Service 33

Specification 6170-5 or comply with NFPA 1977. 34

• Additional PPE as identified by local conditions, Safety Data Sheet (SDS), 35

or JHA/RA. 36

Wildland Fire Boot Standard 37

Personnel assigned to wildland fires must wear a minimum of 8-inch-high, lace-38

type, exterior-leather work boots with melt-resistant, lug soles. The 8-inch 39

height requirement is measured from the bottom of the boot heel to the top of 40

the boot. Alaska is exempt from the lug sole requirement. 41

SAFETY AND RISK MANAGEMENT CHAPTER 7

Release Date: January 2023 173

All boots that meet the wildland fire boot standard as described above are 1

required for firefighting and fireline visits, considered non-specialized PPE, and 2

will be purchased by the employee (including AD/EFF) prior to employment. 3

The agencies have authorized payment of a boot stipend. See agency specific 4

guidance for implementation. 5

Fire Shelters 6

Fire shelter M-2002, Forest Service specification 5100-606 is required for all 7

wildland firefighters. For more information, refer to 8

https://www.nwcg.gov/committees/fire-shelter-and-personal-protective-9

equipment-subcommittee. 10

Training in inspection and deployment of fire shelters will be provided prior to 11

issuance. Fire shelters do not have a shelf life; serviceability depends on the 12

shelter’s condition. Firefighters will inspect their shelter at the beginning of each 13

fire season and periodically throughout the year to ensure serviceability. 14

Inspection criteria can be found at 15

https://www.fs.usda.gov/t-d/php/library_card.php?p_num=1151%202301P. 16

Regular sized fire shelters manufactured prior to 2006 should be removed from 17

service. Fire shelters manufactured prior to 2006 are identified as having a white 18

or pink paper insert label. If replacement fire shelters are not readily available, 19

replacement fire shelters should be ordered immediately and pre-2006 shelters 20

removed from service when replacements are available. Pre-2006 fire shelters 21

should be destroyed, or clearly marked as non-operational shelters, if retained. 22

Training shelters will be deployed at required Wildland Fire Safety Training 23

Annual Refresher (RT-130). No live fire exercises for the purpose of fire shelter 24

deployment training will be conducted. 25

Fire shelters will be carried in a readily accessible manner by all line personnel. 26

The deployment of shelters will not be used as a tactical tool. Supervisors and 27

firefighters must never rely on fire shelters instead of using well-defined escape 28

routes and safety zones. When deployed on a fire, fire shelters will be left in 29

place if it is safe to do so and not be removed pending approval of authorized 30

investigators. Firefighters must report the shelter deployment incident to their 31

supervisor as soon as possible. 32

Head Protection 33

All personal in the fire area will wear helmets at all times. Helmets must be 34

equipped with a chinstrap which must be fastened while riding in, or in the 35

vicinity of, helicopters. Acceptable helmets for fireline use must meet NFPA 36

1977. 37

• BLM – Helmets and hats used for protection from impact of falling and 38

flying objects and from limited electric shock and burn must meet the 39

specifications of American National Standards Institute (ANSI) Z89.1. 40

Equivalent helmet meeting ANSI Z89.1 type 1, class G or NFPA 1977. 41

CHAPTER 7 SAFETY AND RISK MANAGEMENT

174 Release Date: January 2023

Helmets consist of the shell and the suspension, which work together as a 1

system. Both components require frequent inspection and maintenance. Detailed 2

helmet inspection procedures can be found at 3

https://www.nwcg.gov/committees/fire-shelter-and-personal-protective-4

equipment-subcommittee. 5

Eye and Face Protection 6

The following positions require the wearing of eye protection (meets ANSI 7

Z87.1 standards): 8

• Nozzle operator 9

• Chainsaw operator/faller 10

○ Eye or face protection meeting ANSI Z87.1 must be worn during all 11

chainsaw operations including cleaning and fueling. 12

• Helibase and ramp personnel 13

• Wildland fire chemical mixing personnel 14

• Other positions identified within JHAs/RAs 15

Full-face protection in the form of a face shield in compliance with ANSI Z87.1 16

shall be worn when working in any position where face protection has been 17

identified as required in the job-specific JHA/RA (batch mixing for Terra-18

Torch®, power sharpener operators, etc.) 19

Hearing Protection 20

Personnel exposed to noise levels in excess of 85 dB must wear agency-21

provided hearing protection. Personnel include, but are not limited to: 22

• Chainsaw operators/fallers 23

• Pump operators 24

• Helibase and aircraft ramp personnel 25

• Wildland fire chemical mixing personnel 26

Other duties may require hearing protection as identified in a specific JHA/RA. 27

The Code of Federal Regulations (29 CFR 1910.95) requires employers to 28

administer a continuing, effective hearing conservation program. Consult with 29

local safety and health personnel for specifics regarding unit hearing 30

conservation programs. 31

Neck Protection 32

Face and neck shrouds are not required PPE. The use of shrouds is not required 33

and should be as a result of onsite risk analysis. If used, face and neck shrouds 34

shall meet the requirements of FS Specification 5100-601 or NFPA 1977. 35

Shrouds should be positioned in a manner that allows for immediate use. For 36

additional information see MTDC Tech Tip Improved Face and Neck Shroud 37

for Wildland Firefighters, 2004 (0451-2323-MTDC) at 38

https://www.fs.usda.gov/t-d/php/library_card.php?p_num=0451%202323. 39

SAFETY AND RISK MANAGEMENT CHAPTER 7

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Leg Protection 1

All chainsaw operators will wear chainsaw chaps meeting the United States 2

Forest Service Specification 6170-4F, 4G, or newer. Swampers should wear 3

chaps when the need is demonstrated by a risk analysis considering proximity to 4

the sawyer, slope, fuel type, etc. All other chainsaw chaps must be removed 5

from service. Chainsaw chaps shall be maintained in accordance with MTDC 6

Publication, Inspecting and Repairing Your Chainsaw Chaps – User 7

Instructions (0567-2816-MTDC) available at https://www.fs.usda.gov/t-8

d/php/library_card.php?p_num=0451%202324P. 9

Respiratory Protection 10

Respiratory protection should only be implemented once engineering and 11

administrative controls are exhausted. The need for respiratory protection during 12

wildland fire operations must be determined by each agency. The requirements 13

for respirator use are found in 29 CFR Part 1910.134. 14

Only NIOSH-approved respirators shall be used. 15

Managers and supervisors will not knowingly place wildland firefighters in 16

positions where exposure to toxic gases or chemicals that cannot be mitigated 17

and would require the use of self-contained breathing apparatus. 18

Managers will not sign cooperative fire protection agreements that would 19

commit wildland firefighters to situations where exposure to toxic gases or 20

chemicals would require the use of self-contained breathing apparatus. 21

• FS – FSM 5130, Self-Contained Breathing Apparatus: Wildland firefighters 22

may use only SCBA which are compliant with NFPA 1981, Standard on 23

Open-Circuit Self-Contained Breathing Apparatus (SCBA) for Emergency 24

Services. SCBA may only be used when contaminants from vehicle, dump, 25

structure, or other non-wildland fuel fire cannot be avoided while meeting 26

wildland fire suppression objectives (29 CFR 1910.134, Respiratory 27

Protection). If such an apparatus is not available, avoid exposure to smoke 28

from these sources. The acquisition, training, proper use, employee health 29

surveillance programs, inspection, storage, and maintenance of respiratory 30

protection equipment must comply with applicable NFPA standards and 29 31

CFR 1910.134 and be justified by a JHA or RA. Where the acquisition and 32

use of an SCBA is approved, it may be carried only on a fire engine; and its 33

use must be consistent with FSM 5130. 34

Specialized or Non-Standard Personal Protective Equipment 35

Specialized PPE not routinely supplied by the agency (e.g., prescription safety 36

glasses; static-resistant clothing; cold-weather, flame-resistant outerwear, etc.) 37

required to perform a task safely must be procured in accordance with agency 38

direction and supported by a JHA/RA. 39

A JHA/RA must be completed and reviewed by the unit safety officer; 40

supervisor approval is required. Items must meet agency and industry standards 41

for the intended use. Cold-weather, flame-resistant outerwear shall be in 42

compliance with NFPA 1977. All cold-weather innerwear should be composed 43

CHAPTER 7 SAFETY AND RISK MANAGEMENT

176 Release Date: January 2023

of 100 percent—or the highest possible content of—natural fibers (cotton, wool 1

or silk) or other flame-resistant material, such as aramid. 2

High-Visibility Safety Apparel 3

In order to meet 23 CFR 634, high-visibility apparel should be worn whenever a 4

firefighter is working on or in the public roadway right-of-way. 5

Employees must wear high-visibility safety apparel that meets ANSI/ISEA 107, 6

class 2 or 3, or ANSI/ISEA 207. 7

Exceptions 8

The high-visibility safety apparel should not be worn if: 9

• There is a reasonable chance that the employee may be exposed to flames, 10

high heat, or hazardous materials. 11

• The high-visibility garment hinders an employee’s ability to do their job 12

because it prevents necessary motion or because it limits access to 13

necessary equipment, such as radios or fire shelters. 14

Additional information is available in the National Technology and 15

Development Program (NTDP) formerly known as Missoula Technology and 16

Development Center (MTDC) report, High-Visibility Garments and Worker 17

Safety on Roadways (1251-2818P-MTDC) at https://www.fs.usda.gov/t-18

d/php/library_card.php?p_num=1251%202818P. 19

Fireline Safety 20

Incident Briefings 21

Fire managers must ensure that safety briefings are occurring throughout the fire 22

organization, and that safety factors are addressed through the IC or their 23

designee and communicated to all incident personnel at operational briefings. 24

The identification and location of escape routes and safety zones must be 25

stressed. A briefing checklist can be found in the Incident Response Pocket 26

Guide (IRPG). 27

LCES – A System for Operational Safety 28

LCES will be used in all operational briefings and tactical operations as per the 29

Incident Response Pocket Guide (IRPG). 30

• L – Lookout(s) 31

• C – Communication(s) 32

• E – Escape Route(s) 33

• S – Safety Zone(s) 34

Right to Refuse Risk 35

Every individual has the right to turn down unsafe assignments. When an 36

individual feels an assignment is unsafe, they also have the obligation to 37

identify, to the degree possible, safety alternatives for completing that 38

assignment. The IRPG contains a process for properly refusing risk. 39

SAFETY AND RISK MANAGEMENT CHAPTER 7

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Aerial Drop Safety Considerations 1

• Maintain prompt communications with aerial resources. Prioritize air-to-2

ground as appropriate. 3

• Establish a designated monitor for air-to-ground communications. Specific 4

drops may not be accomplished unless communications are maintained and 5

clearance is assured. Keep informed of the aerial firefighting objectives, 6

tempo, and aircraft type. 7

• Anticipate when line clearance may be requested. Tempo can change very 8

quickly as aerial resources become available. Anticipate the clearance 9

requirement based on the volume of delivery. 10

• Evaluate the environment for gravity hazards (tree limbs, rocks, logs, and 11

dispensed retardant/water). Broken trees and tree limbs, rolling rocks, and 12

logs all move with gravity. If clearance is downhill of the drop, heightened 13

awareness is warranted. 14

• If clearance is impractical, where fuels and/or terrain obstruct lateral 15

clearance, notify aerial supervisor or the initial attack resource immediately. 16

• If escape is not possible, lie face-down with head toward incoming aircraft 17

with hardhat in place. Hold hand tool away from your body, and if possible, 18

grasp something firm to prevent being carried or rolled about by the 19

dropped liquid. 20

Smoke and Carbon Monoxide 21

Smoke is one of the potential risks faced by wildland firefighters. Identify and 22

document site-specific hazards and mitigations to reduce firefighter exposure to 23

smoke and potential carbon monoxide in the JHA/RA. Evaluate and balance all 24

risks associated with the operational objectives. 25

From an incident management perspective, smoke impacts need to be analyzed 26

and an RA completed using the Incident Action Plan (IAP) Safety Analysis 27

(ICS-215A) worksheet. For additional information, reference NWCG 28

Memorandum EB-M-12-006, Monitoring and Mitigating Exposure to Carbon 29

Monoxide and Particulates at Incident Base Camps at 30

https://www.nwcg.gov/executive-board/correspondence. Consider ordering air 31

resource advisors (ARA, technical specialist) when smoke impacts are of 32

concern in the ICS-215A. Ordering ARAs to the maximum extent practicable as 33

identified by the 2019 Dingell Act on all type 1 fires; consider assigning ARAs 34

on type 2 fires. 35

Location of Fire Camps and Plans to Remain in Place 36

Fire camps should be located in areas that will service the incident for the long 37

term without having to relocate. Due to such factors as extreme fire behavior, 38

fire camp locations might be compromised. ICs are to be especially vigilant to 39

quickly identify situations that may put their fire camp(s) or any other adjacent 40

fire camps in jeopardy. As such, planning for evacuation and/or remain in place 41

actions should be considered. Evacuation plans at a minimum shall include: 42

• Documented risk assessment 43

• Trigger points 44

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178 Release Date: January 2023

• Egress routes 1

• Transportation for all personnel 2

• Accountability for all personnel 3

• Individuals not meeting NWCG Standards for Wildland Fire Position 4

Qualifications (PMS 310-1) qualifications are considered escorted visitors. 5

○ FS – At a minimum, plans shall also include: 6

 ICP protection strategy referenced in the IAP. 7

 Livability considerations, including air quality index 8

guidelines, functionality of location and facilities, and safety 9

factors for post-burn conditions. 10

Standard Safety Flagging 11

The following flagging is recommended for wildland fire activities: 12

• Escape routes - hot-pink flagging marked “Escape Route” (NFES 0566). 13

Crews with colorblind members may wish to carry and utilize fluorescent 14

chartreuse flagging (NFES 2396). 15

• Hazards – yellow with black diagonal stripes, 1-inch wide (NFES 0267). 16

If the above recommendations are not utilized on an incident, the incident will 17

need to identify the selected color and make it known to all firefighters. 18

Emergency Medical Planning and Services 19

To provide for quick and effective response, all units (including dispatch 20

centers) will develop and implement plans that specify emergency procedures, 21

actions, and roles/responsibilities to ensure injured personnel are provided 22

prompt and effective medical care and evacuation. 23

Incident Medical Emergency Management Planning 24

In 2010, NWCG approved the standardized incident emergency protocol 25

developed by the Dutch Creek Serious Accident Task Team and issued direction 26

that these emergency medical procedures be adopted by all IMTs during daily 27

operations. 28

• Although some of the procedures are specific to larger type 1 and type 2 29

incidents when key unit leader positions are filled, these same procedures 30

and protocols can be adapted for local unit use when managing type 5, 4, 31

and 3 incidents, as well as during normal field operations. Local unit 32

emergency medical plans must take into account all types and management 33

levels of incidents. 34

• All IMTs will use the standard Medical Incident Report (MIR) in their 35

medical plan and communication protocols. The MIR is found in the IRPG 36

under Emergency Medical Care Guidelines (red pages) and with the 37

medical plan (ICS-206-WF) form available at 38

https://www.nwcg.gov/publications/ics-forms. 39

To achieve successful medical response, agency administrators will ensure that 40

their units have completed the following items prior to each field season: 41

• A medical emergency plan that identifies medical evacuation options, 42

local/county/State/Federal resource capabilities, capacities, ordering 43

SAFETY AND RISK MANAGEMENT CHAPTER 7

Release Date: January 2023 179

procedures, cooperative agreements, role of dispatch centers, and key 1

contacts or liaisons. 2

• Standardized incident and communication center protocols identified in the 3

Medical Incident Report in the IRPG. 4

• For incidents that require the preparation of an IAP, ICS-206-WF will be 5

used. This form is available at 6

https://www.nwcg.gov/publications/ics-forms. 7

Air Ambulance Coordination 8

Unit- and state-/regional-level fire program managers should ensure that 9

procedures, processes, and/or agreements for use of local and regional air 10

ambulance services are stated in writing and effectively coordinated between the 11

fire programs, the dispatch/logistics centers, and the service providers. These 12

procedures, processes, and/or agreements should address contact frequencies, 13

coordinate format requirements, and identify capabilities/limitations of the air 14

ambulance (e.g., night flying, unimproved helispots, and weather restrictions). 15

Incident Emergency Medical Services 16

Incident medical information can be found on the NWCG Emergency Medical 17

Committee website at https://www.nwcg.gov/committees/emergency-medical-18

committee. 19

NWCG has published Clinical Treatment Guidelines for Wildland Fire Medical 20

Units (PMS 551). These guidelines establish a national approach for medical 21

care during large incidents that expand the typical emergency management 22

services (EMS) scope of practice to include the mission of managing and 23

maintaining the health and wellness of wildland fire personnel. These guidelines 24

are available at https://www.nwcg.gov/publications/551. 25

Home units that choose to utilize and support higher-level medical responders to 26

provide medical support for internal agency medical emergencies (beyond basic 27

first aid/CPR) may do so; however, certification and credentialing must follow 28

respective State laws and protocols unless there is other agency direction. 29

Burn Treatment Guidelines 30

The following standards will be used when any firefighter sustains burn injuries, 31

regardless of agency jurisdiction. 32

All significant burns should be treated as a medical emergency and after on-site 33

medical response, the patient should be transferred to a higher level of care. In 34

most cases, this will be the nearest emergency department (e.g., hospital 35

emergency room) receive an initial evaluation. After initial medical 36

stabilization, and evaluation are completed, the agency administrator or designee 37

having jurisdiction for the incident and/or firefighter representative (e.g., crew 38

boss, medical unit leader, compensations for injury specialist, etc.) should 39

discuss and coordinate with the attending physician to ensure that the injured 40

firefighter understands the plan of care. 41

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The spectrum of burn care treatment is complex and can include only wound 1

care and local follow up, to consultation by phone or with videos to a burn 2

center, or even immediate transfer to a burn center. 3

Burn centers are specialized hospitals that provide surgical and other 4

interventions to burn patients. The American Burn Association has created 5

certain transfer criteria that are to be used by referring physicians and can be 6

found at https://ameriburn.org/resources/. 7

Agency administrators and the patient should understand that burns develop 8

over days and the full extent or exact definitive treatment that will eventually be 9

required may not be able to be determined on the initial emergency department 10

visit. If a patient is discharged from the emergency department, the patient needs 11

to understand when to follow up to have the burn reevaluated. 12

This referral or follow-up care recommendation is very important for OWCP 13

and should be specified in the discharge documentation. Furthermore, this 14

documentation must be signed by a PHYSICIAN. Workers’ compensation 15

benefits may be denied in the event the employee seeks follow-up without a 16

referral from the attending physician after already being seen by a medical 17

provider. A report prepared by a Physicians’ Assistant or Nurse Practitioner 18

must be countersigned by a physician to be accepted as medical evidence. A 19

definition of “physician” can be found at 20

https://www.dol.gov/owcp/dfec/regs/compliance/DFECfolio/FECA-21

PT3/#30100. 22

The agency administrator or designee for the incident will coordinate with the 23

employee’s home unit to identify a workers’ compensation liaison to assist the 24

injured employee with workers’ compensation claims and procedures. 25

The flowsheet below and emergency department information for attendings can 26

be used as well. See https://www.nwcg.gov/committees/emergency-medical-27

committee for additional information. 28

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Burn Injury Care Guidelines 2

Thank you for taking care of our wildland firefighters! The information below is 3

provided to help clinicians provide the best care possible for this unique work 4

force. 5

Demographics for Wildland Firefighters 6

• Wildland firefighters are a diverse group, but generally are under 35 years 7

of age. 8

• They LOVE their job and want to return from an injury as soon as possible. 9

• They tend to be very stoic individuals that are accustomed to physical 10

labor. 11

• They are away from home most of the fire season and are often stationed in 12

another state. 13

Occupational Hazards which could result in Impaired Burn Wound 14

Healing and Potential Infection 15

• Dirty, dusty, smoky work environment. 16

• Lack of a clean environment to change dressings. 17

• Living in a tent and large communal camp settings. 18

• Extreme heat and sometimes cold environments. 19

• Lifting and carrying heavy loads (up to 85 lbs.) long distances. 20

• Working in remote and isolated sites. 21

• Extensive walking and hiking with significant exertional stress. 22

• Long hours with limited and disrupted sleep. 23

• Hunger and irregular meals, dehydration. 24

• Extreme stress in rapid pull-out emergency situations whether fire, falling 25

rocks, or falling trees. 26

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182 Release Date: January 2023

Important Information for Emergency Department Providers 1

• Most wildland firefighters do not have a Primary Care Provider (PCP) at 2

home and are working remote from where they live. 3

• A referral paper trail is important for our workmen’s compensation claims. 4

If they are discharged, please include where and approximately when to 5

follow up. Most EMR discharge instructions will suffice so long as it 6

includes the service (e.g., wound care, surgery, burn center). A specific 7

physician name is not needed but please do not put “PRN.” Without this 8

referral, significant delays can occur. 9

• If local follow-up for a minor injury is needed, please provide specific 10

instructions as transport and/or alternative living conditions may need to be 11

arranged by the fire personnel. 12

• If the injured firefighter is not told specifically that they cannot return to the 13

fireline, they will do so. Please List any specific instructions you feel are 14

indicated (e.g., daily dressing changes, do not use right hand until seen at 15

wound care, etc.). Please Do not just state “light duty.” 16

• Wildland firefighters may be accompanied by an agency representative to 17

help them with transport/instructions and act as a liaison with the fire, home 18

unit, and family for the patient. 19

• The fire may have a medical unit that can help with some minor care. These 20

units consist of EMTs in a remote area who only have access to basic over-21

the-counter medications. 22

• Telehealth burn follow up or follow up with a burn center is preferred if 23

available. 24

○ BLM – For emergency assistance with burn injuries, contact the BLM25

duty officer at 208-387-5876.26

Explosives, Munitions, and Unexploded Ordnance 27

When encountering explosives, munitions, unexploded ordnance (UXO), or 28

suspected UXO, never pick up, handle, uncover, or touch suspected explosives 29

or military munitions. Retreat and secure the area from entry. Immediately 30

notify the local dispatch office and gather as much information as possible from 31

a safe distance. Never compromise safety to collect information. 32

• Location of the explosive/munitions using a map, GPS coordinates, or 33

landmarks (use of a GPS receiver is acceptable because it is a receive-only 34

device). 35

• Picture of the explosive if it can be obtained from a safe distance. 36

• Name and contact information of person discovering the 37

explosive/munitions. 38

• Condition of the explosive/munitions (e.g., buried, partially exposed, fully 39

exposed, deteriorated, or punctured). 40

• Number and type of visible explosive/munitions (e.g., blasting caps, 41

dynamite, bomb, grenade, etc.). 42

• Estimated size (e.g., length and diameter) of explosive/munitions. 43

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• Distinctive features (e.g., shape, color, markings) of explosive/munitions. 1

• Nearby structures, if any (so inhabitants can be contacted and evacuated if 2

necessary). 3

• Public access (i.e., open or closed to motor vehicles) to the vicinity. 4

Notifications 5

Local dispatch centers are responsible for notifying: 6

• Agency law enforcement; 7

• Unit safety officer; 8

• agency administrator; and 9

• Local law enforcement. 10

Discovery of Explosives, Munitions, Unexploded Ordnance Associated with 11

Former Defense Sites 12

The military retains liability and responsibility for munitions removal and for 13

remedial actions on all lands transferred (or transferring) from the military to the 14

land management agencies and is responsible for explosives safety at former 15

defense sites. The military must be notified for all UXO on these lands. 16

Local law enforcement is responsible for contacting the appropriate military 17

authority. If the responsible military unit is unknown, then local law 18

enforcement should contact the U.S. Army Forces Command (FORSCOM), 19

52nd Ordnance Group (EOD), at its 24-hour emergency response number, (931) 20

431-3824. 21

For additional UXO safety information, see the IRPG. 22

Industrial and Naturally Occurring Hazardous Materials Exposure 23

Firefighters can potentially be exposed to hazards in the wildland fire 24

environment. Encountered hazards can be both human and environmentally 25

borne. 26

This section provides information and mitigations for most encountered 27

industrial and naturally occurring potential exposures. Recognizing there may be 28

unique/area specific hazardous exposures (e.g., fungus causing valley fever, 29

erionite, coal seams), the following standards apply to all hazards: 30

• Identifying unit-specific environmental hazards; 31

• Develop JHAs/Ras for those hazards; 32

• Develop and provide specific training and SOPs; 33

• Provide briefings/training for those who may be exposed; 34

• If exposure is suspected, immediately disengage, and leave the area; and 35

• Seek immediate medical attention if exposure symptoms occur. 36

Hazardous Materials Response 37

Hazardous materials response or control is not a functional responsibility of 38

wildland fire suppression resources. These incidents have tremendous potential 39

to cause significant health and life safety issues. In order to protect the health 40

and safety of agency personnel, no employee shall be directed or dispatched 41

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184 Release Date: January 2023

(including self-dispatching) to an incident involving hazardous materials unless 1

they are provided with the required PPE and the appropriate certification level. 2

Agency personnel on incidents involving hazardous material will limit their 3

actions to those emergency services necessary for the immediate protection of 4

themselves and the public and the prompt notification of appropriate public 5

safety agencies. All wildland firefighters who are likely to witness or discover 6

hazardous substances are required to complete their agency’s First Responder 7

Awareness (Level I) program. 8

Dump and Spill Sites 9

Employees that discover any unauthorized waste dump or spill site that contains 10

indicators of potential hazardous substances (e.g., containers of unknown 11

substances, pools of unidentifiable liquids, piles of unknown solid materials, 12

unusual odors, or any materials out of place or not associated with an authorized 13

activity) should take the following precautions: 14

• Follow the procedures in the IRPG; 15

• Treat each site as if it contains harmful materials; 16

• Do not handle, move, or open any container, breathe vapors, or make 17

contact with the material; 18

• Move a safe distance upwind from the site; 19

• Contact appropriate personnel. Generally, this is the hazardous materials 20

coordinator for the local office; and 21

• Firefighters need to immediately report hydrogen sulfide (H

S) or potential 22

exposure and seek immediate medical care. 23

○ BLM/NPS/FWS – Agencies require that all field personnel complete24

First Responder Awareness training. Firefighters are required to take25

an annual refresher for hazardous material protocol.26

The following general safety rules shall be observed when working with 27

chemicals: 28

• Read and understand the SDSs. 29

• Keep the work area clean and orderly. 30

• Use the necessary safety equipment. 31

• Label every container with the identity of its contents and appropriate 32

hazard warnings. 33

• Store incompatible chemicals in separate areas. 34

• Substitute less toxic materials whenever possible. 35

• Limit the volume of volatile or flammable material to the minimum needed 36

for short operation periods. 37

• Provide means of containing the material if equipment or containers should 38

break or spill their contents. 39

Wildland Fires Within or Near Oil/Gas Operations 40

For units with oil and gas operations within their jurisdiction, the following are 41

the minimum standard operating procedures to help ensure the health and safety 42

of wildland firefighters: 43

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• Firefighters shall receive annual oil and gas hazard recognition and 1

mitigation training; 2

• Local unit shall complete a JHA/RA for wildland fire activities in oil and 3

gas areas and provide a copy with a briefing to all local and incoming 4

resources; 5

• Establish response protocols and proper decontamination procedures to 6

minimize exposure to additional employees, equipment, and facilities. 7

Protocols will include notification procedures to respective oil and gas 8

company(s); 9

• Ensure oil and gas resource advisors are consulted; 10

• Ensure that at least one member of each squad or engine crew is 11

knowledgeable in the use and data interpretation of the hydrogen sulfide gas 12

monitor. Training on the device will include at a minimum: 13

○ Equipment charging and maintenance of sensors; 14

○ Startup, zeroing, calibration, and bump testing procedures as 15

recommended by the manufacturer; and 16

○ How the monitor elicits a warning alarm (visual, auditory, vibration). 17

• Understand peak reading, short-term exposure limits (STEL), and time 18

weighted averages; 19

○ Understand how to set the monitors alarm threshold. 20

• The monitor’s alarm shall be set at the current American Conference on 21

Governmental Industrial Hygienists (ACGIH) Threshold Limit Value (10 22

PPM 2008) and STEL (15 PPM 2008); 23

• If hydrogen sulfide gas is encountered, immediately disengage and leave 24

area; and 25

• Do not establish incident base camps or staging areas in or near oil and gas 26

operations. 27

The following websites provide additional information and training resources: 28

• https://www.wildfirelessons.net/irdb 29

• https://www.nfpa.org/ 30

• A template for briefing IMTs is available in the “Additional Resources” 31

section of the NIFC Safety website at 32

https://www.nifc.gov/programs/safety. 33

Wildland Fires Within or Near Radioactive Locations 34

Abandoned uranium mines and other potential radioactive sites exist in many 35

areas of public lands. When these areas are identified, local management should 36

provide information and direction on operations to be used. General knowledge 37

and understanding of potential radiation exposure is necessary for wildland fire 38

program management to make valid risk management decisions in these areas. 39

Wildland Fires Within or Near Coal Seams 40

Coal is naturally occurring black or brownish rock usually located in rock strata 41

in layers or veins, coal beds, or coal seams (smoldering exposed/underground 42

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186 Release Date: January 2023

coal deposit). Exposed coal seams are abundant through southeast and central 1

Montana, western North Dakota, South Dakota, and Alaska. 2

Risks 3

Coal seam fires pose a serious problem that can be a hazard to firefighter’s 4

health and safety. Coal seam fires can emit highly toxic gases, including carbon 5

monoxide (colorless, odorless, and tasteless), sulfur dioxide (colorless with an 6

irritating, pungent odor), and other potentially hazardous gases. 7

Some symptoms of exposure to these gases may include headaches, nausea, 8

dizziness, fatigue, shortness of breath, coughing, and eye irritation. Because of 9

the variances in symptoms and exposure levels, seek medical attention for a 10

complete diagnosis if firefighters have been exposed to toxic gases from coal 11

seam fires and symptoms persist. 12

Firefighters exposed to coal ash, smoke, or vapor should trade in their PPE for 13

fresh PPE. Individually bag PPE that has been contaminated. 14

Required Actions/Precautions 15

Firefighters are typically not equipped or trained for coal seam fires and should 16

not attempt to extinguish such fires with hand tools and engines. 17

Putting water on coal seam fires is normally useless. Mitigation crews will need 18

to excavate the burning coal seam and mix the hot material with soil and water 19

to cool. The area can be reclaimed by backfilling the seam and re-vegetating the 20

disturbed area. 21

Signs of a coal seam fire may include a rotten egg smell, smoking white ash, and 22

continuous or non-continuous lines of what appears to be smoldering black rock 23

(coal) where the flame may or may not be visible. Avoid low-lying terrain in 24

known coal seam fire areas especially early morning when air temperatures are 25

cool. Gas tends to sink when air is cool and will accumulate in low-lying areas. 26

Do not depend on sense of smell to detect coal seam fires. At high 27

concentrations, the sense of smell will be almost immediately overwhelmed or 28

become numb. At lower levels, the sense of smell will slowly deteriorate as 29

levels build in the blood stream. Do not stand downwind of coal smoke under 30

any conditions especially during suppression operations. 31

Report the location of all coal seam fires to the IC or supervisor. ICs should 32

notify agency representatives of locations of coal seam fires. Agencies should 33

have resource advisors notify incoming incident command teams and 34

firefighting resources of known locations of exposed coal seams, coal mines, or 35

abandoned coal mines adjacent to ongoing incidents and the risks and 36

precautions to take when working around coal seam fires. 37

Hazardous Water Sources 38

Many water sources used during wildland fire operations may appear harmless, 39

but contain hazardous materials (e.g., hydraulic fracturing fluid, cyanide, 40

sewage, corrosives). These hazardous water sources may pose threats to 41

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personnel health and firefighting equipment. Indicators that a water source may 1

be hazardous include proximity to active or inactive mining operations, gas/oil 2

wells, water treatment facilities, or other industrial operations. In many cases, 3

these hazardous water sources may not be fenced, and no warning signs may be 4

present. 5

Fire personnel should evaluate water sources to ensure they do not contain 6

potentially hazardous materials. If unsure of the contents of a water source, 7

personnel should not utilize the water source until its contents can be verified. 8

Dispatch centers, resource advisors, or on-scene personnel can assist with 9

verification of safe water sources. Information about known hazardous water 10

sources should be included in operational briefings. 11

Hydrogen Cyanide Exposure 12

Synthetic materials (plastics, nylon, Styrofoam®, and polyurethane) routinely 13

dumped on the wildland can produce hydrogen cyanide (HCN) when burned. 14

HCN exposure can disrupt the body’s ability to use oxygen and can cause 15

asphyxia and/or carbon monoxide poisoning. 16

Symptoms of HCN poisoning include bitter almond odor on breath, burning 17

taste in mouth, stiffness of lower jaw, feeling of numbness or constriction in 18

throat, weakness, and headache. 19

Follow hazardous materials protocols contained in the IRPG to mitigate 20

exposure to HCN. Immediately refer all personnel potentially exposed to HCN 21

to a health care facility capable of toxicology testing and treatment. 22

Safety for Personnel Visiting Fires 23

A wide variety of personnel (agency administrators, other agency personnel, 24

dignitaries, members of the news media, etc.) may visit incidents. The following 25

standards apply to all visitors. 26

Visits to Incident Base Camps or Non-Fireline Field Locations 27

Recommended field attire includes: 28

• Lace-up, closed toe shoes/boots with traction soles and ankle support 29

• Trousers 30

• Long-sleeved shirt 31

• Field uniform (agency personnel) 32

Fireline Logistical Support 33

Personnel performing fireline logistical support duties (e.g., bus drivers, supply 34

delivery/retrieval, incident drivers, non-tactical water delivery, etc.) must meet 35

the following requirements: 36

• Successfully complete fire shelter training. 37

• Wear the required fireline PPE (“See Required Fireline PPE”). 38

• Receive an incident briefing. 39

• Ensure adequate communications are established. 40

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188 Release Date: January 2023

• Provide proof of a current WCT, as the position requires. 1

• Other requirements as established by the IC. 2

Minimum Requirements for Visits to the Fireline/Prescribed Fire Burns 3

Visits (e.g., media visits or political/administrative tours) to hazardous areas of 4

the fire or areas that pose a fire behavior threat will be managed by meeting the 5

requirements below: 6

• Visits to the fireline must have the approval of the IC/burn boss. 7

• Visitors must maintain communications with the division supervisor or 8

appropriate fireline supervisor of the area to be visited. 9

• Visitors must wear the required fireline PPE (see “Required Fireline PPE). 10

• Required field attire includes undergarments made of 100 percent or the 11

highest possible content of natural fibers or flame-resistant materials. 12

• Required equipment/supplies include: 13

○ Hand tool 14

○ Water canteen 15

Visitors to the fireline/prescribed fire burns may be “non-escorted” or “escorted” 16

depending on the following requirements: 17

Non-escorted Visits 18

Unescorted visitors to the fireline must have: 19

• An incident qualification with a minimum physical fitness level of “light” 20

• Adequate communications and radio training 21

• Completed the following training: 22

○ Introduction to Fire Behavior (S-190) 23

○ Firefighter Training (S-130) 24

○ Wildland Fire Safety Training Annual Refresher (RT-130), including 25

fire shelter training 26

Deviation from these requirements must be approved by the IC or burn boss. 27

Escorted Visits 28

All visitors lacking the requirements of a non-escorted visit must be escorted 29

while on the fireline. 30

• Visitors must receive training in the proper use of fireline PPE. 31

• Escorts will determine hand tool and water requirements. 32

• Visitors must be able to walk in mountainous terrain and be in good 33

physical condition with no known limiting conditions. 34

• Escorts must be minimally qualified as single resource boss. 35

Deviation from these requirements must be approved by the IC or burn boss. 36

Helicopter Observation Flights 37

Visitors who take helicopter flights to observe fires must receive approval from 38

the IC, a passenger briefing, and meet the following requirements: 39

• Required PPE: 40

○ Flight helmet 41

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○ Leather boots 1

○ Flame-resistant clothing 2

○ Flight gloves (type GS/FRP-2) constructed of a soft leather palm and 3

stretchable Nomex® fabric for the back are preferred. These gloves 4

have a long cuff extending several inches above the wrist providing 5

total coverage when the flight suit sleeve is properly worn. Gloves 6

should fit snugly to provide maximum finger dexterity for the wearer. 7

All-leather gloves (without synthetic liners) are acceptable if they 8

provide the wearer with wrist coverage and finger dexterity. Gloves 9

that meet the flame-resistant Nomex® and leather design (conforms to 10

Military Specification MIL-DTL-81188C) are available that are 11

compatible with modern touchscreen devices. These are preferred when 12

touchscreen devices are mission essential. 13

Occasional passengers/visitors have no training requirement; however, a 14

qualified flight manager must supervise loading and unloading of passengers. 15

Fixed-Wing Observation Flights 16

No PPE is required for visitors and agency personnel who take fixed-wing 17

flights to observe fires. However, a passenger briefing is required, and the flight 18

level must not drop below 500 feet AGL. 19

6 Minutes for Safety Training 20

Daily 6 Minutes for Safety training should be conducted to focus on high-risk, 21

low-frequency activities that fire personnel may encounter during a fire season. 22

A daily national 6 Minutes for Safety briefing can be found at 23

https://www.nwcg.gov/committees/6-Minutes-for-safety or within the National 24

Incident Management Situation Report. 25

SAFENET 26

SAFENET is a form, process, and method for reporting and resolving safety 27

concerns encountered in any aspect (e.g., preparedness, training, etc.) of 28

wildland fire, prescribed fire, or all-hazards incident management. The 29

information provided on the form provides important, safety-related data to the 30

National Interagency Fire Center (NIFC) for determining long-term trends and 31

problem areas. 32

The objectives of the form and process are: 33

• To provide immediate reporting and correction of unsafe situations or close 34

calls in wildland fire. 35

• To provide a means of sharing safety information throughout the fire 36

community. 37

• To provide long-term data that will assist in identifying trends. 38

Individuals who observe or who are involved in an unsafe situation shall initiate 39

corrective actions if possible, and then report the occurrence using SAFENET. 40

Originators are encouraged, but not required, to put their name on the report. 41

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190 Release Date: January 2023

Prompt replies to the originator (if name provided), timely action to correct the 1

problem, and discussion of filed SAFENETs at local-level meetings encourage 2

program participation and active reporting. 3

SAFENET submission does not replace accident reporting or any other valid 4

agency reporting method; however, SAFENETs are an efficient way to report a 5

safety concern and involves front line firefighters in the daily job of being safe 6

and keeping others safe by documenting and helping to resolve safety issues. 7

SAFENETs may be filed: 9

• Electronically at https://safenet.nifc.gov 10

• Verbally by telephone at 1-888-670-3938 11

• By the SAFENET Field Card 12

The SAFENET Field Card can be used by wildland fire personnel to 13

immediately identify and report unsafe situations or close calls that should 14

receive immediate resolution/mitigation. If the situation cannot be resolved at 15

the local/incident level, the reporting individual is encouraged to follow the 16

formal SAFENET submission process stated above. SAFENET Field Cards are 17

available at https://safenet.nifc.gov. 18

Alert System 19

The Alert System is intended as another mechanism to provide safety-related 20

information to the field. The expectation is that the messages will be forwarded 21

throughout the wildland fire community in a relatively short period of time. 22

There are three types of safety alert: 23

• Safety Warning – A time-sensitive alert to the wildland fire community 24

addressing wildland fire safety hazards that pose an imminent threat, or 25

have potential to pose a threat, to life or property. Red hash-marked 26

bordered stationary will be associated with this type of alert. 27

• Advisory – A time-sensitive alert from an NWCG committee to the 28

wildland fire community regarding procedural changes, equipment 29

information and/or use updates, potential safety hazards, etc. Yellow hash-30

marked bordered stationary will be associated with this type of alert. 31

• Bulletin – A general alert from an NWCG committee to the wildland fire 32

community regarding the release of subject-specific information such as 33

technical information, equipment updates, accident reports, etc. Depending 34

on the origin and/or the subject content, a green hash-marked bordered 35

stationary may be associated with this type of alert. 36

A database of all alerts can be found at https://www.nwcg.gov/alerts. 37

Accident/Injury Reporting 38

The Occupational Safety and Health Administration (OSHA) mandates that all 39

accidents and injuries be reported in a timely manner. Accident and injury 40

reporting is important for the following reasons: 41

• To protect and compensate employees for on-the-job incidents. 42

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Release Date: January 2023 191

• To assist supervisors and safety managers in taking corrective actions and 1

establish safer work procedures. 2

• To determine if administrative controls or PPE are needed to prevent a 3

future incident of the same or similar type. 4

• To provide a means for trend analysis. 5

Agency Reporting Requirements 6

Employees are required to immediately report every job-related accident to their 7

supervisor. Managers and supervisors shall ensure that an appropriate level of 8

investigation is conducted for each accident and record all personal injuries and 9

property damage. Coordinate with your Human Resources office or 10

administrative personnel to complete appropriate Office of Workers’ 11

Compensation (OWCP) forms. Reporting is the responsibility of the injured 12

employee’s home unit regardless of where the accident or injury occurred. 13

• BLM/NPS/FWS – Employees will report accidents using the Safety 14

Management Information System (SMIS) at https://smis.doi.net. 15

Supervisors shall complete the SMIS report within six working days after 16

the accident/injury. 17

• FS – Employees will use the eSafety system through the Forest Service 18

Dashboard at https://fsweb.wo.fs.fed.us/hrm/workers-19

compensation/index.php#esafety. 20

• BIA – In addition to reporting accidents using SMIS, fire management 21

officers will complete the Early Alert at 22

https://www.bia.gov/bia/ots/dfwfm/bwfm/safety, and submit to regional fire 23

management officers within 24 hours after the accident/injury. 24

OSHA Reporting Requirements 25

For accidents/injuries meeting the “serious accident criteria (found in chapter 26

18), OSHA must be notified within 8 hours. 27

For other work-related accidents/injuries requiring in-patient hospitalizations, 28

amputations, or loss of an eye, OSHA must be notified within 24 hours. In-29

patient hospitalization is defined as formal admission to the in-patient service of 30

a hospital or clinic for care or treatment (does not include admission for 31

observation or diagnostic testing only). 32

Supervisors will coordinate with the unit safety manager where the 33

accident/injury occurred to ensure notifications are made to the appropriate 34

OSHA regional office. 35

OSHA reporting information is available at 36

https://www.osha.gov/recordkeeping/2014. 37

Critical Incident Management 38

The NWCG Agency Administrator’s Guide to Critical Incident Management 39

(PMS 926) is designed to assist agency administrators with the chronological 40

steps in managing a critical incident through a series of checklists outlining 41

functional area oversight and responsibilities. 42

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192 Release Date: January 2023

The guide is not intended to replace local emergency plans or other specific 1

guidance that may be available but should be used in conjunction with existing 2

agency policy, line-of-duty-death (LODD)/loss-of-human-life (LOHL) 3

handbooks, or other critical incident guidance. Local units should complete the 4

guide or equivalent, and review and update at least annually. 5

Critical Incident Stress Management 6

Critical Incident Stress Management (CISM) is a comprehensive, integrated, 7

systematic, and multicomponent crisis intervention program that was developed 8

to manage traumatic experiences. CISM is a package of tactics that are designed 9

to mitigate the impact of a traumatic event, facilitate normal recovery processes, 10

restore adaptive function, and identify people who would benefit from additional 11

support services. CISM intervention services can be applied to wildland fire, law 12

enforcement, or other emergency responses. CISM interventions should never 13

be used for grief counseling, mediation, or a replacement for mental health care 14

professionals. 15

The agency administrator is responsible for identifying an event as a critical 16

incident. 17

Critical Incident Peer Support 18

Critical Incident Peer Support (CIPS) is an intervention tactic designed for 19

colleagues or people of “mutual respect” to help each other through difficult 20

situations. CIPS is the foundation of the interagency wildland fire CISM 21

program since peers understand the unique traumas, fears, job-related stresses, 22

and offer instant trust, respect, credibility, and empathy. Camaraderie among 23

peers has credibility that academic training cannot create. 24

Critical Incident Peer Support Groups 25

CIPS groups are assembled at the time of request and can be ordered through the 26

dispatch/coordination system. For more information go to 27

https://gacc.nifc.gov/cism/. 28

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Release Date: January 2023 193

Chapter 8 1

Interagency Coordination and Cooperation 2

Introduction 3

Fire management planning, preparedness, prevention, suppression, restoration 4

and rehabilitation, monitoring, research, and education will be conducted on an 5

interagency basis with the involvement of cooperators and partners. The same 6

capabilities used in wildland fire management will also be used, when 7

appropriate and authorized, on non-fire incidents in the United States, and on 8

both wildland fires and non-fire incidents internationally. 9

National Wildland Fire Management Structure 10

Wildland Fire Leadership Council 11

The Wildland Fire Leadership Council (WFLC) is a cooperative, interagency 12

body dedicated to achieving consistent implementation of the goals, actions, and 13

policies in the National Fire Plan and the Federal Wildland Fire Management 14

Policy. WFLC provides a forum for high-level dialogues between Federal and 15

non-Federal entities to set strategic direction for national fire management. 16

The Council consists of the Department of Agriculture's Undersecretary for 17

Natural Resources and Environment, the Deputy Undersecretary for Natural 18

Resources and Environment, and the Chief of the U.S. Forest Service; the 19

Department of the Interior's (DOI) Assistant Secretary for Policy, Management 20

and Budget, the Directors of the National Park Service, Bureau of Indian 21

Affairs, Bureau of Land Management, Fish and Wildlife Service, and U.S. 22

Geological Survey; the Department of Homeland Security’s U.S. Fire 23

Administration Administrator; the president of the intertribal timber council; 24

two State governors selected from the National Governors Association; a county 25

commissioner serving as a member of the National Association of Counties; a 26

mayor serving as a member of the National League of Cities; a State forester 27

serving at the request of a senior State-elected official; and a fire chief serving at 28

the request of a senior local government-elected official. 29

The Council is coordinated by the Department of Agriculture's Deputy 30

Undersecretary for Natural Resources and Environment and DOI’s Assistant 31

Secretary for Policy, Management and Budget. 32

Federal Fire Policy Council 33

The Federal Fire Policy Council (FFPC) provides a common national Federal 34

agency approach to wildland fire management. The FFPC ensures that wildland 35

fire management policies, programs, activities, and budgets are coordinated and 36

consistent among and between the member agencies and strives for coordinated 37

and consistent policies and programs with non-Federal partner and cooperator 38

agencies. The FFPC sets strategic policy and program direction, provides 39

coordinated recommendations to the Secretaries of Agriculture, the Interior, and 40

Homeland Security and resolves inconsistencies among and between Federal 41

wildland fire programs. 42

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The FFPC is accountable and has the authority to: 1

• Set the vision and provide leadership for the Federal wildland fire program. 2

• Set national Federal strategic wildland fire program goals and priorities. 3

• Establish the Fire Executive Council (FEC). 4

The FFPC is responsible to: 5

• Provide coordinated Federal wildland fire management policy direction. 6

• Resolve policy and program management inconsistencies. 7

• Set strategic budget priorities for wildland fire management. 8

• Coordinate and communicate with non-Federal entities. 9

The FFPC is composed of the USDA Deputy Under Secretary for National 10

Resources and Environment; the Chief of the Forest Service and the Deputy 11

Chief of State and Private Forestry; and for DOI the Assistant Secretaries for 12

Policy, Management and Budget, Fish and Wildlife and Parks, Indian Affairs, 13

Land and Minerals Management, and Water and Science; the bureau directors of 14

the Bureau of Land Management, the Fish and Wildlife Service, the National 15

Park Service, the Bureau of Indian Affairs, and the US Geological Survey; the 16

Deputy Assistant Secretary – Law Enforcement, Security and Emergency 17

Management; the Assistant Administrator of DHS-US Fire Administration; and 18

the Environmental Protection Agency (EPA) representative. 19

Fire Executive Council (FEC) 20

The Fire Executive Council (FEC) provides a common, integrated, and 21

coordinated Federal agency approach to wildland fire policy, leadership, budget, 22

and program oversight. Within the broad strategic direction and vision set by the 23

FFPC, the FEC ensures that the wildland fire management policies, programs, 24

activities, and budgets are coordinated and consistent among and between the 25

member agencies. FEC sets policy and program direction for Federal wildland 26

fire program implementation, provides coordinated recommendations to the 27

FFPC, and resolves inconsistencies among and between Federal wildland fire 28

programs. FEC ensures policy and program coordination and integration with 29

non-fire management programs and activities as well as non-Federal partners 30

and cooperators. 31

The FEC is accountable and has the authority to: 32

• Establish strategic Federal fire program budget direction and priorities. 33

• Ensure coordinated Federal policy development. 34

• Develop Federal business requirements and priorities. 35

The FEC is responsible and has the authority to: 36

• Provide coordinated Federal interagency executive level wildland fire 37

policy leadership, direction, and program oversight. 38

• Provide coordinated recommendations and advice to the FFPC. 39

• Provide wildland fire policy and program direction to the Fire Management 40

Board (FMB). 41

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• Provide strategic policy and program integration with resource 1

management, aviation, and other related program areas. 2

• Coordinate and communicate with other non-Federal entities. 3

• Set strategic budget direction and recommendations. 4

• Establish strategic direction and requirements for wildland fire information 5

and technology, wildland fire administrative/business support, scientific and 6

research support, and other program areas. 7

• Approve wildland fire policy, as appropriate. 8

• Resolve policy and program management inconsistencies and differences. 9

• Oversee compliance with policy, budget, and program direction. 10

• Charter the FMB. 11

• Charter the National Wildfire Coordinating Group (NWCG) along with the 12

Intertribal Timber Council, and the National Association of State Foresters. 13

The FEC is composed of the Director and deputy directors, USFS Fire and 14

Aviation Management (USDA); the Director, OWF; Director, Office of 15

Aviation Services; fire executives from BLM, NPS, BIA, and FWS (DOI); and 16

the US Fire Administration Chief, Emergency Support Branch, National Fire 17

Programs (USDHS-FEMA). 18

Fire Management Board 19

The Fire Management Board (FMB) provides a mechanism for coordinated and 20

integrated Federal wildland fire program management and implementation. The 21

FMB, taking strategic policy and program direction from the FEC, directs, 22

coordinates, and oversees the development and implementation of Federal 23

wildland fire policy and programs to provide consistent and cost-effective 24

program management. 25

The FMB is accountable and has the authority to: 26

• Coordinate Federal program management and oversight. 27

The FMB is responsible for and has the authority to: 28

• Provide common, integrated implementation strategies, approaches, 29

programs, and oversight for implementing Federal wildland fire policies. 30

• Provide Federal wildland fire program strategy, policy, budget, and 31

program recommendations to the FEC. 32

• Provide recommendations on information and technology requirements, 33

priorities, and investments to the Wildland Fire Information and 34

Technology Executive Board. 35

• Provide recommendations on science and research requirements and 36

priorities necessary to support wildland fire program management activities. 37

• Identify requirements and recommend priorities for standards necessary to 38

ensure interoperability of intergovernmental wildland fire activities and 39

operations. 40

• Consult with our non-Federal partners. 41

• Develop recommendations for interagency wildland fire 42

administrative/business support needs. 43

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196 Release Date: January 2023

The FMB is composed of the USFS Fire and Aviation Management Assistant 1

Directors (USDA); the Deputy Director, Office of Wildland Fire (OWF); the 2

Deputy Director, Office of Aviation Services; the fire directors for BIA, BLM, 3

FWS, and NPS (DOI); and the Wildfire Program Manager, US Fire 4

Administration (USDHS-FEMA). 5

National Wildfire Coordinating Group 6

The National Wildfire Coordinating Group (NWCG) is made up of the USFS, 7

BIA, BLM, FWS, and NPS; Intertribal Timber Council; U.S. Fire 8

Administration (USFA); State forestry agencies through the National 9

Association of State Foresters (NASF); and the International Association of Fire 10

Chiefs. The mission of the NWCG is to provide leadership in establishing, 11

maintaining, and communicating consistent interagency standards, guidelines, 12

and qualifications for wildland fire management. Its goal is to provide more 13

effective execution of each agency’s fire management program. The group 14

provides a formalized system to agree upon standards of training, equipment, 15

qualifications, and other operational functions. 16

Interior Fire Executive Council 17

The Interior Fire Executive Council (IFEC) provides interagency coordination 18

and interagency executive-level wildland fire policy leadership, direction, and 19

program oversight. IFEC is the focal point for discussing wildland fire policy 20

issues that affect the DOI and provides a forum for gathering the interests of the 21

DOI bureaus to formulate a DOI recommendation and/or position. 22

The IFEC is composed of the Director, Office of Wildland Fire (OWF) and the 23

four DOI fire directors and their respective senior executives, as well as the 24

Director, Aviation Management Directorate, and a representative from United 25

States Geological Survey (USGS). 26

Office of Wildland Fire 27

The Office of Wildland Fire (OWF) is a DOI organization responsible for 28

managing and overseeing all wildland fire management activities executed by 29

the bureaus. OWF coordinates the DOI’s wildland fire programs and with other 30

Federal and non-Federal partners, to establish legally and scientifically based 31

department-wide policies and budgets, and to provide strategic leadership and 32

oversight, that result in safe, comprehensive, cohesive, efficient, and effective 33

wildland fire programs for the nation consistent with the bureaus' statutory 34

authorities and constraints. 35

Information about the OWF and the Federal wildland fire management 36

organization can be found at https://www.doi.gov/wildlandfire. 37

Multi-Agency Management and Coordination 38

National Multi-agency Coordinating Group 39

National multi-agency coordination is overseen by the National Multi-agency 40

Coordinating Group (NMAC), which consists of one representative each from 41

the BLM, FWS, NPS, BIA, FS, NASF, and the USFA, who have been delegated 42

INTERAGENCY COORDINATION AND COOPERATION CHAPTER 8

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authority by their respective agency directors to manage wildland fire operations 1

on a national scale when fire management resource shortages are probable. The 2

delegated authorities include: 3

• Provide oversight of general business practices between NMAC and 4

geographic area multi-agency coordination groups (GMAC). 5

• Establish priorities among geographic areas. 6

• Activate and maintain a ready reserve of national resources for assignment 7

directly by NMAC as needed. 8

• Implement decisions of the NMAC. 9

The NMAC Operating Plan, NMAC correspondence, and other resources and 10

references are at https://www.nifc.gov/nicc/administrative/nmac/index.html. 11

Geographic Area Multi-Agency Coordinating Groups 12

Geographic area multi-agency coordination is overseen by geographic area 13

(state, region) lead administrators or fire managers from agencies that have 14

jurisdictional or support responsibilities, or that may be significantly impacted 15

by resource commitments. GMAC responsibilities include: 16

• Establish priorities for the geographic area. 17

• Acquire, allocate, and reallocate resources. 18

• Provide NMAC with National Ready Reserve (NRR) resources as required. 19

• Issue coordinated and collective situation status reports. 20

NWCG Standards for Interagency Incident Business Management 21

All Federal agencies have adopted the NWCG Standards for Interagency 22

Incident Business Management as the official guide to provide execution of each 23

agency’s incident business management program. Unit offices, geographic 24

areas, or NWCG may issue supplements as long as policy or conceptual data is 25

not changed. 26

Since consistent application of interagency policies and guidelines is essential, 27

procedures in the NWCG Standards for Interagency Incident Business 28

Management will be followed. Agency manuals provide a bridge between 29

manual sections and the NWCG Standards for Interagency Incident Business 30

Management so that continuity of agency manual systems is maintained and all 31

additions, changes, and supplements are filed in a uniform manner. 32

• DOI – The Department of the Interior All Hazards-Supplement to the 33

NWCG Standards for Interagency Incident Business Management 34

establishes business management guidelines for the DOI’s all

‐

hazards 35

incidents. The DOI Supplement is under revision. 36

• BLM – The NWCG Standards for Interagency Incident Business 37

Management replaces BLM Manual Section 1111. 38

• NPS – Refer to RM-18. 39

• FWS – Refer to Service Manual 621 FW 1, Wildland Fire Management. 40

• FS – Refer to FSH 5109.34. 41

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Standards for Cooperative Agreements 1

Agreement Standards 2

Agreements will be comprised of two components: the actual agreement and an 3

operations plan. The agreement will outline the authority and general 4

responsibilities of each party, and the operations plan will define the specific 5

operating procedures. 6

Any agreement which obligates Federal funds or commits anything of value 7

must be signed by the appropriate warranted contracting officer, certified 8

agreement specialist, and/or delegated signatory official (USFS). Specifications 9

for funding responsibilities should include billing procedures and schedules for 10

payment. 11

Any agreement that extends beyond a fiscal year must be made subject to the 12

availability of funds. Any transfer of Federal property must be in accordance 13

with Federal property management regulations. 14

All agreements must undergo periodic joint review; and, as appropriate, 15

revision. Assistance in preparing agreements can be obtained from local or state 16

office fire and/or procurement staff. 17

All appropriate agreements and operating plans will be provided to the servicing 18

dispatch center. The authority to enter into interagency agreements is extensive. 19

• BLM – BLM Manual 9200, Departmental Manual 620 DM, the Reciprocal 20

Fire Protection Act, 42 U.S.C. 1856, and the Federal Wildland Fire 21

Management Policy and Program Review. 22

• NPS – Chapter 2, Federal Assistance and Interagency Agreements 23

Guideline (DO-20), and the Departmental Manual 620 (DM-620). NPS-24

RM-18, Interagency Agreements, Release Number 1, 02/22/99. 25

• FWS – Service Manual, Departmental Manual 620 DM, and Reciprocal 26

Fire Protection Act, 42U.S.C. 1856. 27

• FS – FSM 1580 and 5106.2, and FSH 1509.11. 28

Types of Agreements 29

Interagency Agreements 30

Interagency Agreements are used when one Federal agency is in a position to 31

provide materials, supplies, equipment, work, or service of any kind that another 32

Federal agency needs to accomplish its mission. 33

Regional/State Cooperative Agreements 34

Regional and State cooperative agreements shall be developed for mutual 35

assistance. These agreements are essential to the fire management program. 36

Concerns for areawide scope should be addressed through these agreements. 37

Local Cooperative Agreements 38

Local units are responsible for developing agreements with local agencies and 39

fire departments to meet mutual needs for suppression and/or prescribed fire 40

services. 41

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Emergency Assistance 1

Approved reimbursable agreements are the appropriate and recommended way 2

to provide emergency assistance. If no agreements are established, refer to your 3

agency administrator (agency administrator) to determine the authorities 4

delegated to your agency to provide emergency assistance. 5

Contracts 6

Contracts may be used where they are the most cost-effective means of 7

providing for protection commensurate with established standards. A contract, 8

however, does not absolve an agency administrator of the responsibility for 9

managing a fire program. 10

Contracts should be developed and administered in accordance with Federal 11

acquisition regulations. In particular, a contract should specify conditions for 12

abandonment of a fire in order to respond to a new call elsewhere. 13

National Agreements for Wildland Fire Management 14

USDOI and USDA National Agreement for Fire Management 15

The objectives of the National Agreement for Fire Management Between the 16

Bureau of Land Management (BLM), Bureau of Indian Affairs (BIA), National 17

Park Service (NPS), Fish and Wildlife Service (FWS) of the United States 18

Department of the Interior (DOI) and the Forest Service (FS) of the United 19

States Department of Agriculture are: 20

• To provide a basis for cooperation among the agencies on all aspects of 21

wildland fire management and as authorized in non-fire emergencies. 22

• To facilitate the exchange of personnel, equipment (including aircraft), 23

supplies, services, and funds among the agencies. 24

DOI, USDA, and DOD Interagency Agreement 25

The purpose of the Interagency Agreement for the Provision of Temporary 26

Support During Wildland Firefighting Operations among the United States 27

Department of the Interior, the United States Department of Agriculture, and the 28

United States Department of Defense is: 29

• To establish the general guidelines, terms, and conditions under which the 30

National Interagency Fire Center (NIFC) will request, and Department of 31

Defense (DOD) will provide, temporary support to NIFC in wildfire 32

emergencies occurring within all 50 States, the District of Columbia, and all 33

U.S. territories and possessions, including fires on State and private lands. 34

This agreement provides the basis for reimbursement of DOD under the 35

Economy Act. 36

These and other agreements pertinent to interagency wildland fire management 37

can be found at https://www.nifc.gov/nicc/logistics/references.htm. 38

Elements of an Agreement 39

The following elements should be addressed in each agreement: 40

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200 Release Date: January 2023

• The authorities appropriate for each party to enter in an agreement. 1

Specifically, 42 USC 1856 “incurred cost.” 2

• The roles and responsibilities of each agency signing the agreement. 3

• An element addressing the cooperative roles of each participant in 4

prevention, presuppression, suppression, fuels, and prescribed fire 5

management operations. 6

• All mutually approved operations that require reimbursement will be 7

identified and agreed to by an agreement which is required if participating 8

parties have a cost-share. The mechanism and timing of the funding 9

exchanges will be identified and agreed upon. 10

• Appropriation limitations – Parties to this agreement are not obligated to 11

make expenditures of funds or reimbursements of expenditures under terms 12

of this agreement unless the Congress of the United States of America 13

appropriates such funds for that purpose by the Counties of _____, by the 14

Cities of _____, and/or the Governing Board of Fire Commissioners 15

of_____. 16

• Liabilities/waivers – Each party waives all claims against every other party 17

for compensation for any loss, damage, personal injury, or death occurring 18

as a consequence of the performance of this agreement unless gross 19

negligence on any part of any party is determined. 20

• Termination procedure – The agreement shall identify the duration of the 21

agreement and cancellation procedures. 22

• A signature page identifying the names of the responsible officials shall be 23

included in the agreement. 24

○ BLM – Refer to chapter 2, Agreements with Cooperators (Rangeland 25

Fire Protection Association (RFPA) and Local Fire Department). 26

○ NPS – Refer to DO-20 for detailed instructions and format for 27

developing agreements. 28

○ FS – FSM 1580; FSH 1509.11, Chapter 30; FSH 1509.11 Chapter 90; 29

FSH 6509.11g, Chapter 50. 30

○ BIA – Refer to Notification of Required Use of Cooperative Agreement 31

Template in response to Office of Inspector General’s Independent 32

Report on the “Bureau of Indian Affairs Wildland Fire Suppression” 33

(Memorandum dated September 06, 2013) and Clarification of 34

Authorities on Implementation of the Wildland Fire Cooperative 35

Agreement Template (Memorandum dated May 28, 2014). 36

Operating Plans 37

Operating plans (OP) are a subsidiary document to an agreement and shall be 38

reviewed, updated, and approved prior to the fire season. The plan may be 39

amended after a major incident as part of a joint debriefing and review. The plan 40

shall contain detailed, specific procedures which will provide for safe, efficient, 41

and effective operations. 42

General Elements of an Operating Plan 43

The following items should be addressed in the OP: 44

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• Mutual Aid 1

The OP should address that there may be times when cooperators are 2

involved in emergency operations and unable to provide mutual aid. In this 3

case, other cooperators may be contacted for assistance. 4

• Command Structure 5

The Incident Command System (ICS) will be used to manage all fires under 6

Federal jurisdiction. Unified command should be used, as appropriate, 7

whenever multiple jurisdictions are involved, unless one or more parties 8

request a single agency incident commander (IC). If there is a question 9

about jurisdiction, fire managers should mutually decide and agree on the 10

command structure as soon as they arrive on the fire; agency administrators 11

should confirm this decision as soon as possible. Once this decision has 12

been made, the incident organization in use should be relayed to all units on 13

the incident as well as dispatch centers. In all cases, the identity of the IC 14

must be made known to all fireline and support personnel. 15

• Communications 16

In mutual aid situations, a common designated radio frequency identified in 17

the OP should be used for incident communications. All incident resources 18

should utilize and monitor this frequency for incident information, tactical 19

use, and changes in weather conditions or other emergency situations. In 20

some cases, because of equipment availability/capabilities, 21

departments/agencies may have to use their own frequencies for tactical 22

operations, allowing the “common” frequency to be the link between 23

departments. All department/agencies must change to a single frequency or 24

establish a common communications link as soon as feasible. Clear text 25

should be used. Avoid personal identifiers such as names. The 26

“Communications” paragraph in the OP shall meet Federal 27

Communications Commission (FCC) requirements for documenting shared 28

use of radio frequencies. 29

• Distance/Boundaries 30

Responding and requesting parties should identify any mileage limitations 31

from mutual boundaries where “mutual aid” is reimbursable or non-32

reimbursable. Also, for some fire departments, the mileage issue may not be 33

one of initial attack “mutual aid” or “reimbursable assistance,” but of 34

mutual assistance. In this situation, you may have the option to make it part 35

of this agreement or identify it as a situation where the request would be 36

made to the agency having jurisdiction, which would then dispatch the fire 37

department. 38

○ BLM – Agreements/OPs with DOD, best practices (including UXO 39

protocols) are located on the BLM Fire Operations website 40

https://doimspp.sharepoint.com/sites/blm-fa/fire-41

operations/SitePages/Miscellaneous.aspx?web=1. 42

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202 Release Date: January 2023

• Time/Duration 1

Responding and requesting parties should identify time limitations (usually 2

24 hours) for resources in a non-reimbursable status and reimbursable rates 3

when the resources are in a reimbursable status. 4

• Qualifications/Minimum Requirements 5

NWCG Standards for Wildland Fire Position Qualifications (PMS 310-1), 6

outlines the minimum requirements for training, experience, physical fitness 7

level, and currency standards for wildland fire positions, which all 8

participating agencies have agreed to meet for national mobilization. 9

○ During initial action, all agencies (Federal, State, local and Tribal)10

accept each other’s standards. Once jurisdiction is clearly established,11

then the standards of the agency(s) with jurisdiction prevail.12

 BLM/BIA – BLM/BIA may accept the standards of any local13

cooperator through the duration of an incident when the14

cooperator has a current cooperative fire response agreement15

with BLM/BIA, and the cooperator is in compliance with the16

agreement. Personnel from agencies that do not subscribe to17

the NWCG qualification standards may be used on agency-18

managed fires and must only be assigned to duties19

commensurate with their competencies, qualifications, and20

equipment capabilities.21

○ Prior to the fire season, Federal agencies should meet with their State,22

local, and Tribal agency partners and communicate the qualification/23

certification standards that will apply to the use of local, non-Federal24

firefighters during initial action on fires on lands under the jurisdiction25

of a Federal agency.26

○ The Geographic Area Coordinating Group (GACG) should determine27

the application of PMS 310-1 qualification/certification standards for28

mobilization within the geographic area.29

○ On a fire where a non-Federal agency is also an agency with legal30

jurisdiction, the standards of that agency apply.31

○ The OP should address qualification and certification standards32

applicable to the involved parties.33

• Reimbursement 34

Reimbursement will be based on actual expenditures. If suppression tactics 35

cross jurisdictional boundaries, refer to the cost share agreement (must be 36

an agreement between participating parties) for reimbursement methods. 37

Vehicles and equipment operated under the Federal excess property system 38

will only be reimbursed for maintenance and operating costs. 39

• Cooperation 40

The OP will be used to identify how the cooperators will share expertise, 41

training, and information on items such as prevention, investigation, 42

communication plans, safety, training, ICS, and the integration of resources. 43

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Release Date: January 2023 203

• Agency Reviews and Investigations1

OPs should describe processes for conducting agency specific reviews and2

investigations as well as describe processes for accident notifications to the3

appropriate fire managers, line officers, and dispatch/coordination centers.4

• Dispatch Centers 5

Dispatch centers will ensure all resources know the name of the assigned IC 6

and announce all changes in incident command. Geographic area 7

mobilization guides, zone mobilization guides, and local mobilization 8

guides should include this procedure as they are revised for each fire 9

season. 10

Fiscal Responsibility Elements of an Operating Plan 11

OPs should address the following: 12

• The level of communication required with neighboring jurisdictions 13

regarding the management of all wildland fires. 14

• The level of communication required with neighboring jurisdictions 15

regarding suppression resource availability and allocation, especially for 16

wildland fires with objectives that include benefit. 17

• Identify how to involve all parties in developing the strategy and tactics to 18

be used in preventing wildland fire from crossing the jurisdictional 19

boundary, and how all parties will be involved in developing mitigations 20

which would be used if a wildland fire does cross jurisdictional boundaries. 21

• Jurisdictions, which may include State and private lands, should identify the 22

conditions under which wildland fire may be managed to achieve benefit, 23

and the information or criteria that will be used to make that determination 24

(e.g., critical habitat, hazardous fuels, and land management planning 25

documents). 26

• Jurisdictions will identify conditions under which cost efficiency may 27

dictate where suppression strategies and tactical actions (e.g., it may be 28

more cost effective to put the containment line along an open grassland than 29

along a mid-slope in timber) are taken. Points to consider include loss and 30

benefit to land, resource, social and political values, and existing legal 31

statutes. 32

• The cost-sharing methodologies that will be utilized should wildfire spread 33

to a neighboring jurisdiction in a location where fire is not wanted. 34

• The cost-share methodologies that will be used should a jurisdiction accept 35

or receive a wildland fire and manage it to create benefit. 36

• Any distinctions in what cost-share methodology will be used if the reason 37

the fire spreads to another jurisdiction is attributed to a strategic decision, 38

versus environmental conditions (weather, fuels, and fire behavior), or 39

tactical considerations (firefighter safety, resource availability) that preclude 40

stopping the fire at jurisdictional boundaries. Examples of cost-sharing 41

methodologies may include but are not limited to the following: 42

○ When a wildland fire that is being managed for benefit spreads to a43

neighboring jurisdiction because of strategic decisions, and in a44

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204 Release Date: January 2023

location where fire is not wanted, the managing jurisdiction shall be 1

responsible for wildfire suppression costs. 2

○ In those situations where weather, fuels, or fire behavior of the3

wildland fire precludes stopping at jurisdiction boundaries cost-share4

methodologies may include but are not limited to:5

a) Each jurisdiction pays for its own resources – fire suppression6

efforts are primarily on jurisdictional responsibility lands.7

b) Each jurisdiction pays for its own resources – services rendered8

approximate the percentage of jurisdictional responsibility, but not9

necessarily performed on those lands.10

c) Cost share by percentage of ownership.11

d) Cost is apportioned by geographic division. Examples of12

geographic divisions are divisions A and B (using a map as an13

attachment); privately owned property with structures; or specific14

locations, such as campgrounds.15

e) Reconciliation of daily estimates (for larger, multi-day incidents) –16

this method relies upon daily, agreed-to, cost estimates, using17

incident action plans or other means to determine multi-agency18

contributions. Reimbursements can be made upon actuals.19

The percentage for how to apply actuals can be based on estimates, but actuals 20

must be used when final settlement is completed. 21

All-Hazards Coordination and Cooperation 23

All-hazards is defined by NWCG as an incident, natural or manmade, that 24

warrants action to protect life, property, environment, and public health or 25

safety, and to minimize disruptions of government, social, or economic 26

activities. Wildland fire is one type of all-hazards incident. All-hazards incidents 27

are managed using a standardized national incident management system and 28

response framework. 29

Stafford Act Disaster Relief and Emergency Assistance 30

The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public 31

Law 93-288, as amended) establishes the programs and processes for the Federal 32

Government to provide disaster and emergency assistance to States, local 33

governments, Tribal nations, individuals, and qualified private non-profit 34

organizations. The provisions of the Stafford Act cover all hazards, including 35

natural disasters and terrorist events. In response to, or in anticipation of, a 36

major disaster or emergency as defined by the act, the President “may direct any 37

Federal agency, with or without reimbursement, to utilize its authorities and the 38

resources granted to it under Federal law (including personnel, equipment, 39

supplies, facilities, managerial, technical, and advisory services) in support of 40

State and local assistance efforts.” 41

• BIA – Refer to chapter 6 for the Stafford Act Amendment Tribal Disaster 42

Assistance. 43

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Release Date: January 2023 205

Homeland Security Act 1

The Homeland Security Act of 2002 (Public Law 107-296) established the 2

Department of Homeland Security (DHS) with the mandate and legal authority 3

to protect the American people from the continuing threat of terrorism. In the 4

act, Congress also assigned DHS as the primary focal point regarding natural 5

and manmade crises and emergency planning. 6

Homeland Security Presidential Directive-5 7

Homeland Security Presidential Directive (HSPD-5), Management of Domestic 8

Incidents, February 28, 2003, is intended to enhance the ability of the United 9

States to manage domestic incidents by establishing a single, comprehensive 10

national incident management system. HSPD-5 designates the Secretary of 11

Homeland Security as the Principal Federal Official (PFO) for domestic incident 12

management and empowers the Secretary to coordinate Federal resources used 13

in response to or recovery from terrorist attacks, major disasters, or other 14

emergencies in specific cases. 15

National Response Framework 16

Federal disaster relief and emergency assistance are coordinated by the Federal 17

Emergency Management Agency (FEMA) using the National Response 18

Framework (NRF). The NRF, using the National Incident Management System 19

(NIMS), establishes a single, comprehensive framework for the management of 20

domestic incidents. The NRF provides the structure and mechanisms for the 21

coordination of Federal support to State, local, and Tribal incident managers; 22

and for exercising direct Federal authorities and responsibilities. 23

National Incident Management System 24

HSPD-5 directed that the DHS Secretary develop and administer a National 25

Incident Management System (NIMS) to provide a consistent, nationwide 26

approach for Federal, State, and local governments to work effectively and 27

efficiently together to prepare for, respond to, and recover from domestic 28

incidents, regardless of cause, size, or complexity. To provide for 29

interoperability and compatibility among Federal, State, and local capabilities, 30

NIMS will include a core set of concepts, principles, terminology, and 31

technologies covering ICS; multi-agency coordination systems; unified 32

command; training; identification and management of resources (including 33

systems for classifying types of resources); qualifications and certification; and 34

the collection, tracking, and reporting of incident information and incident 35

resources. 36

Emergency Support Function Annexes 37

Emergency Support Function (ESF) Annexes are the components of the NRF 38

that detail the mission, policies, structures, and responsibilities of Federal 39

agencies. They are utilized for coordinating resource and programmatic support 40

to the States, Tribes, and other Federal agencies or other jurisdictions and 41

entities during incidents of national significance. Each ESF Annex identifies the 42

ESF coordinator and the primary and support agencies pertinent to the ESF. 43

USDA-FS and USFA are the co-coordinators of ESF #4 – Firefighting. USDA-44

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206 Release Date: January 2023

FS coordinates at the national and regional levels with FEMA, State agencies, 1

and cooperating agencies on all issues related to response activities. USFA 2

coordinates with appropriate State agencies and local fire departments to expand 3

structural firefighting resource capacity in the existing national firefighting 4

mobilization system and provides information on protection of emergency 5

services sector critical infrastructure. 6

The ESF primary agency serves as a Federal executive agent under the federal 7

coordinating officer to accomplish the ESF mission. The ESF support agencies, 8

when requested by the designated ESF primary agency, are responsible for 9

conducting operations using their own authorities, subject-matter experts, 10

capabilities, or resources. USDA-FS is the primary agency for ESF #4 – 11

Firefighting. 12

• FS – Reference FSM 1594 13

Other NRF USDA-FS and DOI responsibilities are: 14

ESF Support Annex

USDA-FS Role

DOI Role

#01 Transportation

Support

#02 Communications

Support

#03 Public Works and Engineering

Support

#04 Firefighting

Coordinator and

Primary

Support

#05 Emergency Management

Support

#06 Mass Care, Emergency Assistance,

Housing, and Human Services

Support

#07 Logistics Management and Resources

Support

#08 Public Health and Medical Services

Support

#09 Search and Rescue

Support

Primary

#10 Oil and Hazardous Materials Response

Support

#11 Agriculture and Natural Resources

Primary

#12 Energy

Support

#13 Public Safety and Security

Support

#14 Cross-Sector Business and Infrastructure

Support

#15 External Affairs

Support

National Oil and Hazardous Substances Pollution Contingency Plan 15

The National Oil and Hazardous Substances Pollution Contingency Plan (NCP, 16

40 CFR 300) provides the organizational structure and procedures for preparing 17

for and responding to discharges of oil and releases of hazardous substances, 18

pollutants, and contaminants. The NCP is required by section 105 of the 19

Comprehensive Environmental Response, Compensation, and Liability Act of 20

INTERAGENCY COORDINATION AND COOPERATION CHAPTER 8

Release Date: January 2023 207

1980 (CERCLA), 42 U.S.C. 9605, as amended by the Superfund Amendments 1

and Reauthorization Act of 1986 (SARA), P.L. 99–499, and by section 311(d) of 2

the Clean Water Act (CWA), 33 U.S.C. 1321(d), as amended by the Oil 3

Pollution Act of 1990 (OPA), P.L. 101–380. The NCP identifies the national 4

response organization that may be activated in response actions to discharges of 5

oil and releases of hazardous substances, pollutants, and contaminants in 6

accordance with the authorities of CERCLA and the CWA. The NCP specifies 7

responsibilities among the Federal, State, and local governments and describes 8

resources that are available for response and provides procedures for involving 9

State governments in the initiation, development, selection, and implementation 10

of response actions, pursuant to CERCLA. The NCP works in conjunction with 11

the NRF through Emergency Support Function 10 – Oil and Hazardous Material 12

Response. 13

Post-Katrina Emergency Management Reform Act 14

The Post-Katrina Emergency Reform Act of 2006 (Public Law 109-295) 15

amended the Homeland Security Act. This law established the FEMA 16

Administrator as responsible for managing the Federal response to emergencies 17

and disasters, and for reporting directly to the President. The Secretary of 18

Homeland Security is the principal Federal official but has no direct authority 19

for response or coordination. This law also amends the Stafford Act to allow 20

FEMA, in the absence of a specific request or Presidential declaration, to direct 21

other Federal agencies to provide resources and support where necessary to save 22

lives, prevent human suffering, or mitigate severe damage. 23

Presidential Policy Directive-8 24

Presidential Policy Directive-8 (PPD-8), National Preparedness, March 30, 25

2011, is intended to strengthen all-of-nation preparedness. PPD-8 directs the 26

Secretary of Homeland Security to develop a national preparedness goal and a 27

national preparedness system in coordination and consultation with other 28

Federal departments and agencies, State, local, Tribal, and territorial 29

governments, private and non-profit sectors, and the public. The national 30

preparedness system is comprised of: 31

• National planning frameworks for the prevention, protection, mitigation, 32

response to, and recovery from national threats. These frameworks are 33

similar and complementary to the NRF. 34

• Corresponding Federal interagency operational plans. 35

• Guidance for the national interoperability of personnel and equipment. 36

• Guidance for business, community, family, and individual preparedness. 37

All-Hazards Coordination and Cooperation 38

In an actual or potential incident of national significance that is not encompassed 39

by the Stafford Act, the President may instruct a Federal department or agency, 40

subject to any statutory limitations on the department or agency, to utilize the 41

authorities and resources granted to it by Congress. In accordance with 42

Homeland Security Presidential Directive-5, Federal departments and agencies 43

are expected to provide their full and prompt support, cooperation, available 44

CHAPTER 8 INTERAGENCY COORDINATION AND COOPERATION

208 Release Date: January 2023

resources, consistent with their own responsibilities for protecting national 1

security. Personnel assigned to all-hazards incidents may only perform duties 2

within agency policy, training, and capability. 3

NWCG Role in Support, Coordination, and All-Hazards Response by 4

Wildland Fire Agencies 5

NWCG has established guidelines to define NWCG’s role in the preparedness 6

for, coordination of, and support to all-hazards incidents. 7

General All-Hazards Guidelines for NWCG 8

• NIMS is the foundation of all response. NWCG principles, procedures, and 9

publications will comply with and support NIMS. NWCG expects that all 10

local, State, and Federal response agencies and organizations will comply 11

with NIMS. 12

• NWCG uses the NIMS definition of “all-hazards” (includes wildland fire): 13

Describing an incident, natural or manmade, that warrants action to protect 14

life, property, environment, and public health or safety, and to minimize 15

disruptions of government, social, or economic activities. 16

• NWCG recognizes FEMA’s role in overseeing the development, 17

implementation, and maintenance of NIMS, which includes ICS and its 18

components (forms, core competencies, training, qualifications, standards, 19

etc.). 20

• NWCG accepts the components of NIMS and will develop an endorsement 21

process and additional qualifications requirements for positions having 22

specific wildland fire application. 23

• NWCG recognizes and supports the use of position-specific qualifications 24

from other NIMS-compliant disciplines (law enforcement, structure fire, 25

hazmat, etc.). 26

• NWCG supports the ongoing development and maintenance of wildland fire 27

systems to be adaptable for all-hazards response. 28

• NWCG expects that all wildland fire personnel engaged in all-hazards 29

response, whether at the national, regional, or local level, will base actions 30

on both NWCG and agency policies, standards, doctrine, and procedures. 31

• NWCG member agencies ensure all personnel responding to all-hazards 32

incidents are properly trained, equipped, and qualified for their assigned 33

position. 34

• NWCG encourages all wildland fire agencies and personnel to receive 35

appropriate preparedness training, focusing on general knowledge of all-36

hazards response, disaster characteristics, and the effects from these events 37

on citizens and responders. 38

• NWCG encourages all wildland fire agencies and personnel to consider 39

appropriate risk mitigation measures (e.g., vaccinations, personal protective 40

equipment [PPE], etc.) prior to responding to all-hazards incidents. 41

• NWCG coordinates with member agencies to ensure accountability of 42

wildland fire personnel during all-hazards response. 43

INTERAGENCY COORDINATION AND COOPERATION CHAPTER 8

Release Date: January 2023 209

USFS All-Hazards Guiding Principles and Doctrine 1

The Forest Service has developed doctrine, known as the Foundational Doctrine 2

for All-Hazard Response, outlining the guiding principles, roles, and 3

responsibilities of the agency during all-hazards response. Forest Service 4

responders and leadership are expected to follow this doctrine, established to 5

help ensure the safest response conditions possible. 6

The following principles encompass the guidelines, roles, and responsibilities 7

established in this doctrine: 8

• The intent of Forest Service all-hazards response and support is to protect 9

human life, property, and at-risk lands and resources while imminent threats 10

exist. 11

• Personnel should be prepared and organized to support all-hazards 12

responses by providing trained personnel to utilize their inherent skills, 13

capabilities, and assets, without requiring significant advanced training and 14

preparation. Support to cooperators requiring wildland resources will be 15

consistent with employee core skills, capabilities, and training. 16

• As incidents move from the response phase to the recovery phase, there 17

should be a shift to demobilizing agency resources. 18

• Within all-hazards response environments, agency personnel may encounter 19

situations in which there is an imminent threat to life and property outside 20

of their agency’s jurisdiction. These environments include scenarios ranging 21

from being first on scene at a vehicle accident to committing agency 22

resources to protect a local community. Leaders are therefore expected to 23

use their judgment and respond appropriately. 24

• Wildland resources deployed to all-hazards responses will understand the 25

dynamic and complex environment and utilize their leadership, training, and 26

skills to adapt, innovate, and bring order to chaos. 27

• Leaders are expected to operate within the incident organizational structure 28

encountered on all-hazards responses. When such structure is absent, 29

leaders will utilize NIMS principles to assure safe and effective utilization 30

of agency resources. 31

• Leaders are expected to operate under existing policies and doctrine under 32

normal conditions. On all-hazards responses, fire and aviation business and 33

safety standards may have to be adapted to the situation to successfully 34

accomplish the mission. When conflicts occur, employees will use their 35

judgment, weigh the risk versus gain, and operate within the intent of 36

agency policy and doctrine. 37

• All-hazards response will be focused on missions that we perform 38

consistently and successfully. Workforce assignments will be directed 39

toward the core skills developed through our existing training and 40

curriculum. 41

• Agency employees will be trained to operate safely and successfully in the 42

all-hazards environment. Preparedness training will focus on gaining 43

general knowledge of all-hazards response, disaster characteristics, as well 44

as the effects from these events on citizens and responders. 45

CHAPTER 8 INTERAGENCY COORDINATION AND COOPERATION

210 Release Date: January 2023

• Specific operational skills will be facilitated through NIMS, working with 1

the responsible agencies who supply the technical specialists who, in turn, 2

provide the specific skill sets. The Forest Service will not train or equip to 3

meet every hazard. 4

• Wildland employees are expected to perform all-hazards support as directed 5

within their qualifications and physical capabilities. All employees have the 6

right to a safe assignment. The employee may suspend his or her work 7

whenever any environmental condition—or combination of condition—8

become so extreme than an immediate danger is posed to employee health 9

and safety that cannot be readily mitigated by the use of appropriate, 10

approved protective equipment or technology. 11

• Acceptable risk is risk mitigated to a level that provides for reasonable 12

assurances that the all-hazards task can be accomplished without serious 13

injury to life or damage to property. 14

• All-hazards, incident-specific briefing and training will be accomplished 15

prior to task implementation. This preparation will usually occur prior to 16

mobilization where incident description, mission requirements, and known 17

hazards are addressed. Key protective equipment and associated needs for 18

these all-hazards tasks that wildland employees do not routinely encounter 19

or perform will be identified. This will be done—and be in place—prior to 20

task implementation. 21

• Agency employees will be provided with appropriate vaccinations, 22

credentials, and PPE to operate in the all-hazards environment to which 23

they are assigned. 24

• Additional information can be found in the Forest Service Foundational 25

Doctrine for All-Hazard Response at https://www.fs.usda.gov/managing-26

land/fire/ibp/all-hazard. 27

Incident Management Teams – All-Hazards and Other Non-Wildland 28

Different entities have developed incident management teams (IMT) based on 29

ICS core competencies under NIMS. Federal agencies with IMTs include the 30

U.S. Coast Guard, the EPA, USDA’s Animal and Plant Health Inspection 31

Service (APHIS), DOI’s NPA and FWS, and others. In addition, many States 32

and metropolitan areas have developed all-hazards IMTs (AHIMT). AHIMT 33

consists of personnel from various disciplines (fire, rescue, emergency medical, 34

hazardous materials, law enforcement, public works, public health, and others) 35

trained to perform the functions of the command and general staff at the type 3 36

level. AHIMTs are often sponsored or administered by a State or local 37

emergency management agency and may be type 2 or type 3 level (based on the 38

FEMA National Qualification System or other recognized qualification system). 39

All-hazards IMTs have been used to support wildland fire operations in different 40

ways, including: 1) managing a fire incident with the support of key wildland 41

fire positions supporting command and general staff; 2) independently 42

supporting activities under direction of a wildland fire IMT (e.g., coordinating 43

evacuation/re-entry of a jurisdictional area); and 3) supporting a Geographic 44

INTERAGENCY COORDINATION AND COOPERATION CHAPTER 8

Release Date: January 2023 211

Area Coordination Center (GACC) or other entity (e.g., managing a 1

mobilization center). 2

Many different entities that sponsor an AHIMT or other non-wildland fire IMT 3

have requested that their personnel be allowed to “shadow” (sometimes referred 4

to as “field training” or “field mentoring”) wildland fire IMT positions during 5

incidents. The primary purpose of shadowing is to gain insight to complex 6

incident management. All shadowing events should be coordinated with the 7

receiving GACCs and the IC at an incident. 8

• DOI – refer to https://www.doi.gov/emergency/plans-and-policies 9

International Wildland Fire Coordination and Cooperation 10

U.S. – Mexico Cross Border Cooperation on Wildland Fires 11

In April 2015, the DOI and USDA signed a wildfire protection agreement with 12

Mexico. The agreement has two purposes: 13

• To enable wildfire protection resources originating in the territory of one 14

country to cross the United States-Mexico border in order to suppress 15

wildfires on the other side of the border within the zone of mutual 16

assistance (10 miles/16 kilometers) in appropriate circumstances. 17

• To give authority for Mexican and U.S. fire management organizations to 18

cooperate on other fire management activities outside the zone of mutual 19

assistance. 20

National operational guidelines for this agreement are located at 21

https://www.nifc.gov/nicc/logistics/references.htm. These guidelines cover 22

issues at the national level and also provide a template for those issues that need 23

to be addressed in local operating plans. The local operating plans identify how 24

the agreement will be implemented by the GACCs (and zone coordination 25

centers) that have dispatching responsibility on the border. The local operating 26

plans will provide the standard operational procedures for wildfire suppression 27

resources that could potentially cross the U.S. border into Mexico. 28

U.S. – Canada, Reciprocal Forest Firefighting Arrangement 29

Information about United States – Canada cross border support is located at 30

https://www.nifc.gov/nicc/logistics/references.htm. This policy guidance was 31

determined by an exchange of diplomatic notes between the U.S. and Canada in 32

1982 and provides operational guidelines for the Canada – U.S. Reciprocal 33

Forest Fire Fighting Arrangement. These guidelines are updated yearly. 34

U.S. – Australia/New Zealand Wildland Fire Arrangement 35

Information about United States – Australia and United States – New Zealand 36

support is located at https://www.nifc.gov/nicc/logistics/references.htm. This 37

link provides a copy of the arrangements signed between the U.S. and the states 38

of Australia, and between the U.S. and the country of New Zealand for support 39

during severe fire seasons. It also contains the annual operating plans (AOPs) 40

that provides more detail on the procedures, responsibilities, and requirements 41

used during activation. 42

CHAPTER 8 INTERAGENCY COORDINATION AND COOPERATION

212 Release Date: January 2023

International Non-wildland Fire Coordination and Cooperation 1

International Disasters Support 2

Federal wildland fire employees may be requested through the FS to support the 3

U.S. Government’s (USG) response to international disasters by serving on 4

Disaster Assistance Response Teams (DARTs). A DART is the operational 5

equivalent of an ICS team used by the U.S. Agency for International 6

Development’s Office of Foreign Disaster Assistance (OFDA) to provide an on-7

the-ground operational capability at the site of an international disaster. Prior to 8

being requested for a DART assignment, employees will have completed a 9

weeklong DART training course covering information about: 10

• USG agencies charged with the responsibility to coordinate USG responses 11

to international disaster. 12

• The purpose, organizational structure, and operational procedures of a 13

DART. 14

• How the DART relates to other international organizations and countries 15

during an assignment. Requests for these assignments are coordinated 16

through the FS International Programs, Disaster Assistance Support 17

Program (DASP). 18

• DART assignments should not be confused with technical exchange 19

activities, which do not require DART training. 20

More information about DARTs can be obtained at the FS International 21

Program’s website, https://www.fs.usda.gov/about-agency/international-22

programs. 23

FIRE MANAGEMENT PLANNING CHAPTER 9

Release Date: January 2023 213

Chapter 9 1

Fire Management Planning 2

Purpose 3

The purpose of fire management planning is to provide for firefighter and public 4

safety, and outline fire management strategies and tactics that, when 5

implemented, protect values, and meet resource goals and objectives of the land 6

and resource management plan (L/RMP). Planning strategically allows for 7

responses to fire commensurate with risk and movement towards desired 8

conditions. 9

Fire planning products include a concise summary of information organized by 10

fire management unit (FMU) or by other geospatially explicit representations of 11

the landscape. These products should be updated as new information becomes 12

available, as conditions on the ground necessitate updates, or when changes are 13

made to the L/RMP. 14

Products may address response to wildfire, hazardous fuels and vegetation 15

management, burned area emergency stabilization and rehabilitation, prevention, 16

community interactions and collaborative partnerships roles, and monitoring and 17

evaluation of programs. 18

Fire management planning efforts should address the vision and goals of the 19

National Cohesive Wildland Fire Management Strategy (2014) (Cohesive 20

Strategy). 21

The Cohesive Strategy vision is “To safely and effectively extinguish fire, when 22

needed; use fire where allowable; manage our natural resources; and as a 23

Nation, live with wildland fire.” 24

The Cohesive Strategy goals are: 25

• Restore and maintain landscapes 26

• Fire-adapted communities 27

• Wildfire response 28

Policy 29

“Fire, as a critical natural process, will be integrated into land and resource 30

management plans (L/RMP) and activities on a landscape scale and across 31

agency boundaries” (Review and Update of the Federal Wildland Fire 32

Management Policy, January 2001). 33

Fire management plans should be developed collaboratively between Federal 34

agencies and Tribal, local, and State agencies to accomplish resource and 35

protection objectives. 36

Every area with burnable vegetation must have an approved fire management 37

plan (FMP). FMPs are strategic plans that define a program to manage wildland 38

fires based on the area's approved land management plan. When practical, fire 39

CHAPTER 9 FIRE MANAGEMENT PLANNING

214 Release Date: January 2023

management plans should contain mutually developed objectives for managing 1

fires that cross jurisdictional boundaries. 2

FMPs must provide for firefighter and public safety; include fire management 3

strategies, tactics, and alternatives; address values to be protected and values at 4

risk; address the location and conditions under which resource and protection 5

objectives can be met; consider public health issues; and be consistent with 6

resource management objectives, activities of the area, and environmental laws 7

and regulations. FMPs should be based upon the best available science. 8

Agency Planning Guidance 9

Department of Interior 10

FMPs must be consistent with the Department of the Interior (DOI) Interagency 11

Fire Management Plan Framework and subsequent bureau direction. FMP 12

content may be represented in spatial, text-based and/or digital formats. 13

• The DOI framework is available at: 14

https://www.nwcg.gov/committees/interagency-fire-planning-15

committee/resources 16

○ BLM – FMP Template is available at 17

http://web.blm.gov/internal/fire/fpfm/planning.html. 18

○ NPS – FMP Template and information is available at 19

http://famshare.inside.nps.gov/wildlandfire/budgetandplanning/fireman20

agementplanning/firemanagementplans/default.aspx. 21

U.S. Forest Service 22

Forest Service (FS) FMPs are a combination of enhanced spatial planning 23

contained in the Wildland Fire Decision Support System (WFDSS) and the Fire 24

Management Reference System (FMRS)—a collection of plans required for fire 25

program management, such as aviation, operations, dispatch, and fire danger 26

operating plan products. Fire management planning will be a continuing effort to 27

ensure that guidance represented spatially in WFDSS and the FMRS are 28

consistent with L/RMP direction, reflecting available fire response options to 29

move from current to desired conditions. 30

A Fire Management Planning Guide describes spatial fire planning and the 31

FMRS. As allowed in L/RMPs, fire response strategies should be consistent 32

with the cohesive strategy and developed in collaboration with adjoining land 33

managers. The Fire Management Planning Guide is available at 34

https://fsweb.wo.fs.fed.us/fire/fmp/. 35

Other Resources 36

For information on utilizing the spatial fire planning method in WFDSS, see the 37

WFDSS Spatial Fire Planning Guide located on the WFDSS training page at 38

https://wfdss.usgs.gov/wfdss/WFDSS_Training.shtml. 39

FIRE MANAGEMENT PLANNING CHAPTER 9

Release Date: January 2023 215

Concepts and Definitions 1

For further clarification of concepts and definitions that follow, refer to 2

Terminology Updates Resulting from Release of the Guidance for the 3

Implementation of Federal Wildland Fire Management Policy (2009); FMB 4

Memorandum 19-004, Federal Wildland Fire Management Policy Terminology 5

and the Guidance for Implementation of Federal Wildland Fire Management 6

Policy, February 13, 2009. 7

Land and Resource Management Plan 8

The L/RMP is a document prepared with public participation and approved by 9

the agency administrator that provides guidance and direction for land and 10

resource management activities for an administrative area. The L/RMP may 11

identify fire's role in a particular area and for a specific benefit or may contain 12

general statements regarding the role of fire across the land management unit. 13

Guidance contained in the L/RMP provides the basis for the development of 14

strategic fire management objectives and the fire management program in the 15

designated area. 16

Fire Management Plan 17

A fire management plan (FMP) that identifies and integrates all wildland fire 18

management and related activities within the context of approved land/resource 19

management plans. The FMP defines a program to manage wildland fires 20

(wildfire and prescribed fire). The plan is supplemented by operational plans, 21

including but not limited to preparedness plans, preplanned dispatch plans, 22

prescribed fire burn plans, and prevention plans. FMPs assure that wildland fire 23

management goals and components are coordinated. 24

Compliance 25

Compliance generally includes the full range of considerations and procedures 26

defined by each agency to comply with laws, such as the National 27

Environmental Planning Act (NEPA), Section 106 of the Archeological 28

Resources Protection Act, Section 7 of the Endangered Species Act, Clean Air 29

Act, Wilderness Act, Executive Orders. 30

Spatial Fire Management Plan 31

A spatial fire management plan (SFMP) is a strategic plan that contains text 32

based and spatially represented information that guides a full range of fire 33

management activities and is supported by a L/RMP. 34

Spatial Fire Management Plan Mapsheet 35

A spatial FMP mapsheet is a collection of one or more tables, graphics, maps, or 36

other information on a single page or poster. 37

Spatial Fire Management Plan Map Set 38

A spatial FMP map set is a compilation of all the mapsheets that make up a 39

SFMP. 40

CHAPTER 9 FIRE MANAGEMENT PLANNING

216 Release Date: January 2023

Connection to Other Plans 1

FMPs (DOI) and/or spatial fire planning in WFDSS (FS) capture fire related 2

direction and decisions from L/RMPs. If fire management direction and 3

decisions were not adequately integrated into the existing L/RMP, additional 4

NEPA may be necessary. 5

Air Quality and Smoke Management 6

Clean air is a primary natural resource value in all Federal units. Fire 7

management activities which result in the discharge of air pollutants (e.g., 8

particulates, carbon monoxide, and other pollutants from fires) are subject to, 9

and must comply with, all applicable Federal, State, interstate, and local air 10

pollution control requirements, as specified by Section 118 of the Clean Air Act, 11

as amended (42 USC 7418). These requirements are the same substantive, 12

procedural, and administrative requirements that apply to a private person or 13

other non-governmental entity. The protection of these resources must be given 14

full consideration in fire management planning and operations. 15

Coordination with a State or State air regulatory office is required during the 16

development of LMRPs and FMPs in order to determine procedures for 17

compliance with State air quality regulations. Each agency should consult with 18

their fire management unit the proper procedures for obtaining coordination with 19

the State or States in which the unit is located, or when notified by the State that 20

an air pollution violation has occurred. 21

The National Wildfire Coordinating Group (NWCG) Smoke Management Guide 22

for Prescribed Fire 2020 Edition (PMS 420-3), is the primary technical 23

reference and should be referenced when developing and implementing wildland 24

fire management plans. 25

Additional information can be found on the NIFC smoke management website: 26

at https://www.nifc.gov/standards. 27

The 2019 Dingell Act requires type 1 fires to assign air resource advisors (ARA, 28

technical specialist) to the maximum extent practicable and consideration of 29

assigning ARAs for type 2 fires (site location of the statement in the act). This 30

will provide smoke projections and provide capability for coordination with 31

State, Tribal and local air regulatory and public health agencies. 32

Air Quality Definitions 33

National Ambient Air Quality Standards 34

The National Ambient Air Quality Standards (NAAQS) are uniform air quality 35

goals established by the Environmental Protection Agency (EPA). The EPA 36

designated two types of national air quality standards, primary which provides 37

public health protection and secondary which provides public welfare 38

protection. 39

FIRE MANAGEMENT PLANNING CHAPTER 9

Release Date: January 2023 217

Criteria Pollutants 1

The EPA has designated and established primary and secondary NAAQS for six 2

common air pollutants: sulfur dioxide (SO2), nitrogen oxides (NOX), carbon 3

monoxide (CO), particulate matter (PM10 and PM2.5), ground-level ozone 4

(O3), and lead (Pb). 5

State Implementation Plan 6

Section 110 of the Clean Air Act requires each State to adopt and submit to the 7

EPA a state implementation plan (SIP) that provides for the implementation, 8

maintenance, and enforcement of NAAQS in each Air Quality Control Region. 9

Federal Implementation Plan 10

A federal implementation plan (FIP) is used by the EPA to ensure air quality is 11

maintained and enforced in accordance with established NAAQS. This plan is 12

used when a State’s SIP is found unacceptable. 13

Attainment Area 14

An attainment area is a geographic area that meets the primary NAAQS 15

established by the EPA. 16

Note: An area may meet the established NAAQS for one criteria pollutant but 17

have unacceptable levels for another. An area could be in attainment for one 18

criteria pollutant and simultaneously in nonattainment for another. 19

Nonattainment Area 20

A nonattainment area is a geographic area that does not meet the primary 21

NAAQS limits established by the EPA to protect public health and the 22

environment. 23

Note: The EPA establishes time limits for nonattainment areas to achieve 24

specified air quality goals and may further designate nonattainment areas as 25

extreme, severe, serious, moderate, or marginal. 26

Maintenance Area 27

A maintenance area is a geographic area previously designated nonattainment 28

and subsequently redesignated to attainment, for a probationary period, due to 29

achieving the NAAQS. 30

CHAPTER 9 FIRE MANAGEMENT PLANNING

218 Release Date: January 2023

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PREPAREDNESS CHAPTER 10

Release Date: January 2023 219

Chapter 10 1

Preparedness 2

Preparedness Overview 3

Fire preparedness is the state of being ready to respond to wildfires based on 4

identified objectives and is the result of activities that are planned and 5

implemented prior to fire ignitions. 6

Preparedness requires: 7

• Identifying necessary firefighting capabilities; 8

• Implementing coordinated programs to develop those capabilities; 9

• A continuous process of developing and maintaining firefighting 10

infrastructure; 11

• Predicting fire activity; 12

• Implementing prevention activities; 13

• Identifying values to be protected; 14

• Hiring, training, equipping, prepositioning, and deploying firefighters and 15

equipment; 16

• Evaluating performance; 17

• Correcting deficiencies; and 18

• Improving operations. 19

Preparedness activities should focus on developing interagency response 20

capabilities that will result in safe, effective, and efficient fire operations aligned 21

with risk-based fire management decisions. 22

Preparedness activities will be consistent with direction in the approved land and 23

resource management plans (L/RMP) and fire management plans (FMP). 24

Preparedness Planning 25

At the local level, preparedness planning and the resultant activities begin with a 26

Fire Danger Operating Plan (FDOP), which includes a number of other plans 27

that result in coordinated actions based on the fire situation. 28

• BLM – Districts can use an FDOP, Fire Danger Analysis Document 29

(FDAD), or Fire Weather and Fire Occurrence Analysis Document 30

(FWOAD), depending on which format best meets their needs. 31

References, templates, and other supporting materials pertaining to the FDOP 32

process and related operationally focused preparedness plans can be found at 33

https://www.nwcg.gov/committees/fire-danger-subcommittee (see sections for 34

Useful Resources and NFDRS2016 Rollout Information) and 35

https://www.wfas.net/nfdrs2016. 36

• BLM – References, templates, and other supporting materials pertaining to 37

the FDAD/FWOAD process can be found in FA-IM-2019-004, change 1. 38

CHAPTER 10 PREPAREDNESS

220 Release Date: January 2023

Outputs from an FDOP process are used to support decisions found in many 1

components of preparedness plans. These actions will ensure a unit is 2

appropriately prepared to react to new and emerging wildfire incidents. 3

Preparedness plans should include but are not limited to: 4

• Fire Danger Operating Plan (as specified by agency requirements) 5

• Preparedness Level Plan 6

• Initial Response/Preplanned Dispatch Plan 7

• Step-up/Staffing Plan 8

• Fire Prevention/Mitigation Plan (as specified by agency requirements) 9

• Closure/Restriction Plan (as specified by agency requirements) 10

• Geographic Area Mobilization Guide (updated annually) 11

• Geographic Area Draw-Down Guidance (updated annually) 12

Fire Danger Rating 13

The National Fire Danger Rating System (NFDRS) and the Weather Information 14

Management System (WIMS) are the principal applications used by the Federal 15

land management agencies to assess fire danger. At every scale, fire danger 16

rating is a key consideration for staffing and prepositioning preparedness 17

resources, regulating industrial activity, or placing restrictions on public lands. 18

Because these assessments are used by and affect a wide variety of stakeholders, 19

including Federal and State agencies, local governments, industrial, and other 20

private entities, as well as the general public, participation in a recognized fire 21

danger system and careful management of weather and fire data is vital to 22

ensure accurate assessments and the consistent application of fire danger rating, 23

especially for broader scale assessments. 24

The following requirements apply to all NFDRS-compliant weather stations 25

managed in WIMS: 26

• For the primary fuel model (i.e., the first model listed in the WIMS station 27

catalog): 28

○ Identify an appropriate staffing index; 29

○ Identify the staffing index breakpoints (i.e., the two highest breakpoint 30

values and their associated percentiles*); and 31

○ Identify the number of decision classes (i.e., the number of staffing 32

levels). 33

 * For units that have not performed detailed analysis to 34

identify fire business thresholds or climatological breakpoints, 35

it is recommended to use the 90th and 97th percentiles as 36

default values for these critical percentiles. 37

 BLM – 80

and 95

percentiles 38

• To support Predictive Services products, include “16Y” as an “active” fuel 39

model in the WIMS station catalog for every station. 40

Communication of Fire Danger 41

Daily observed and forecasted fire danger outputs will be: 42

PREPAREDNESS CHAPTER 10

Release Date: January 2023 221

• Communicated daily to local fire personnel to aid in situational awareness; 1

and 2

• Should include the staffing index and/or index/component used. 3

Fire danger will be conveyed to the public using the five Adjective Fire Danger 4

Rating classes: low, moderate, high, very high, and extreme. 5

Fire Danger Operating Plan 6

• BLM – Districts can use an FDOP, FDAD, or FWOAD depending on 7

which format best meets their needs. 8

Ideally developed for interagency field-level operations (e.g., corresponding to 9

the area within the jurisdiction of a third-tier dispatch center), an FDOP is an 10

integral component of local fire management planning. An FDOP documents the 11

analysis process and the development of decision points to be used for future weather 12

and fire occurrence situations based on an analysis of local conditions, historical 13

weather, and historical fire occurrence. The analysis and decision points are 14

developed using decision support tools such as the NFDRS, the Canadian Forest 15

Fire Danger Rating System (CFFDRS), the Palmer Drought Index, live fuel 16

moisture data, monthly or seasonal wildland fire outlooks, seasonal climate 17

forecasts, and wildland fire risk analyses. The analysis of historical weather and 18

fire occurrence is conducted utilizing a statistical software program, such as but not 19

exclusive to FireFamily Plus (FFP), which calculates fire danger indices and can 20

correlate them to historical fire occurrence. An FDOP process blends science, 21

historical data, established processes, and local knowledge to provide a unified 22

framework for local interagency unit managers/administrators to make informed 23

decisions that result in safe, efficient, and effective responses to fire situations. 24

Every field-level unit with a fire program should be covered by an FDOP and 25

should participate in the planning process. FDOP developers should attend 26

Intermediate NFDRS (S-491) and preferably, Advanced NFDRS (S-591) courses. 27

Units are encouraged to seek the participation of and review by NFDRS or 28

CFFDRS subject matter experts when developing an FDOP. Established FDOPs 29

should be monitored, reviewed annually, and updated as necessary to ensure they 30

continue to meet the preparedness needs of the local units. 31

• BLM – BLM offices are required to have an FDOP, FDAD, or an FWOAD. 32

BLM offices are required to complete and document their review every 33

other year and updated every five years. 34

In conjunction with the analysis noted above, an FDOP also describes: 35

• Processes, such as daily input and output monitoring of WIMS at 36

https://famit.nwcg.gov/; 37

• Tools that will be utilized to communicate fire danger information, such as 38

Fire Danger PocketCards (PocketCards), or seasonal trends analysis; and 39

• Related products, such as staffing, dispatch, and preparedness level plans 40

(which can be included as components of an FDOP or linked, if presented 41

as separate plans). 42

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222 Release Date: January 2023

An FDOP template can be found at https://www.nwcg.gov/committees/fire-1

danger-subcommittee/nfdrs/rollout-workshop/library. 2

• BLM – Reference templates and other supporting materials pertaining to 3

the FDAD/FWOAD process can be found in FA-IM-2019-004, change 1. 4

Required minimum content for an FDOP includes the following components: 5

• Roles and Responsibilities 6

This section of an FDOP defines the roles and responsibilities for those 7

responsible for the development, maintenance, and daily implementation of 8

the plan, program management related to the plan, and associated training. 9

• Fire Danger Area Inventory 10

This section of an FDOP presents the inventory of the basic components of 11

an FDOP area, which will describe the general area, including the 12

administrative units involved in the planning process. The fire danger area 13

inventory will include: 14

○ Fire history, as well as identification of fire/ignition issues specific to 15

the area; 16

○ Description of vegetation/fuels, topography, and weather/climatology, 17

resulting in the delineation of specific FDRAs, which are broad 18

landscapes (typically, on the scale of tens or hundreds of thousands of 19

acres each) that are considered to have relatively homogeneous fire 20

danger; 21

○ The existing weather station network and identification of any 22

additional weather station system needs; and 23

○ Validation that each remote automated weather station (RAWS) meets 24

the requirements of the National Wildfire Coordinating Group 25

(NWCG) Standards for Fire Weather Stations (PMS 426-3). 26

• Operational Procedures 27

This section of an FDOP establishes the procedures used to gather and 28

process data in order to integrate fire danger rating information into 29

decision processes. The network of fire weather stations whose observations 30

are used to determine fire danger ratings is identified. Station maintenance 31

responsibilities and schedules are defined. Include the following 32

information: 33

○ Daily weather processing schedule and procedures; 34

○ Daily communication schedule and modes; 35

○ Seasonal station catalog adjustment schedule and responsible 36

personnel; 37

○ Annual review of decision points and responsible personnel; and 38

○ Periodic review of PocketCards or other communication methodology 39

and responsible personnel. 40

• Decision Point Analysis 41

This section of an FDOP describes the analysis of climatological breakpoints 42

and fire business thresholds that trigger changes in fire-danger-related 43

decisions within an FDRA. Decision points are identified using statistical 44

analysis software such as but not limited to FFP. Distinct selections of fuel 45

PREPAREDNESS CHAPTER 10

Release Date: January 2023 223

model and fire danger index/component (NFDRS or CFFDRS) are appropriate 1

for different management decisions (such as staffing, initial response, or 2

industrial and public restrictions). Because fire business thresholds correlate 3

periods of historical fire danger and fire occurrence, they generally provide 4

the best decision support and are appropriate for identifying staffing levels, 5

dispatch levels, fire restrictions, preparedness levels, fire prevention 6

activities, and other specific readiness actions. Climatological breakpoints, 7

which are expressed as percentiles, may be appropriate as decision points 8

for long-term decisions and general preparedness activities such as seasonal 9

staffing start/end dates or contract aircraft availability periods. 10

Note: WIMS relies exclusively on climatological breakpoints to compute 11

staffing level and adjective rating. If fire business thresholds are used as 12

decision points, staffing level and adjective rating must be computed outside 13

of WIMS. 14

• Fire-danger-based Decisions 15

This section of an FDOP describes the decision points used in step-16

up/staffing plans, initial response/preplanned dispatch plans, preparedness 17

level plans, prevention plans (which include how Adjective Fire Danger 18

Ratings are determined and will be applied), closure/restriction plans, etc. 19

This section should include the rationale for the fuel model and 20

index/component selection and the corresponding decision points for each 21

of those plans. The plans may be included in an FDOP or be stand-alone 22

plans. 23

Preparedness Level Plans 24

Preparedness level plans are required at the national, state/regional, and local 25

levels. These plans address the five preparedness levels (1-5) and provide 26

management direction based on identified levels of burning conditions (fire 27

danger), fire activity, resource commitment/availability, such as incident 28

management teams (IMT) assigned, and other considerations (in contrast to 29

staffing levels, which typically only consider fire danger, as described below). 30

Preparedness level plans may be developed by a state/regional office for agency-31

specific use. 32

Supplemental preparedness actions to consider include but are not limited to the 33

following items: 34

• Management briefings, direction, and considerations; 35

• Support function – consideration given to expanded dispatch activation and 36

other support needs (procurement, supply, ground support, and 37

communication); 38

• Support staff availability outside of fire organization; 39

• Fire danger/behavior assessment; 40

• Fire information – internal and external; 41

• Multi-agency coordination group/area command activation; and 42

• Prescribed fire direction and considerations. 43

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224 Release Date: January 2023

Refer to the National Interagency Mobilization Guide and Geographic Area 1

Coordination Center (GACC) mobilization guides for more information on 2

preparedness level plans. 3

Step-up/Staffing Plans 4

Step-up/staffing plans are designed to direct incremental preparedness actions at 5

the local level in response to changing fire danger. Each plan should address the 6

unit’s chosen number of staffing levels, and the corresponding actions to 7

consider for those changing fire danger conditions, as reviewed annually. The 8

step-up/staffing plan should be based on analysis completed as part of the unit’s 9

FDOP and the analysis rationale, if not the entire plan, should be included as 10

part of an FDOP. 11

Staffing Level 12

The staffing level should be used to guide daily internal fire operational 13

decisions at the local level. The staffing level specifies appropriate daily staffing 14

for initial response resources, such as when to implement seven-day coverage 15

and adjusted work schedules, and the number of personnel committed to initial 16

attack resources (in contrast to the Initial Response/Preplanned Dispatch Plan – 17

described below – that specifies the number of resources dispatched to an 18

incident). Staffing level helps define daily readiness. A unit can operate with 19

three to nine levels of staffing. Most units typically use five (1, 2, 3, 4, 5) or six 20

(1, 2, 3L, 3H, 4, 5) levels. The use of fire business thresholds to determine 21

staffing levels is encouraged; however, they must be computed outside of the 22

WIMS. 23

The step-up/staffing plan describes preidentified escalating responses at fire 24

business or climatological thresholds analyzed in an FDOP and FMP. A step-25

up/staffing plan should also include recurring supplemental preparedness actions 26

designed to enhance the unit’s fire management capability during short periods 27

(Fourth of July, or other preidentified events) where staffing normally needs to 28

be increased to meet initial attack, prevention, or detection needs. 29

The staffing plan should also consider supplemental staffing actions such as the 30

following items: 31

• Fire prevention actions, including closures/restrictions, media messages, 32

signing, and patrolling; 33

• Prepositioning or augmentation of suppression resources; 34

• Cooperator discussion and/or involvement; 35

• Safety considerations: safety messages, safety officer; 36

• Increased initial attack dispatch staffing; and 37

• Increased detection activities. 38

In contrast to staffing actions established for the normal range of conditions, 39

severity is a longer duration condition that cannot be adequately dealt with under 40

normal staffing, such as a killing frost converting live fuel to dead fuel or drought 41

conditions. Severity is discussed later in this chapter. 42

PREPAREDNESS CHAPTER 10

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Initial Response/Preplanned Dispatch Plans 1

Local-level, initial response/preplanned dispatch plans, also referred to as run 2

cards, specify the fire management response (e.g., number and type of 3

suppression assets to dispatch) within a defined geographic area to an unplanned 4

ignition, based on fire weather, fuel conditions, fire management objectives, and 5

resource availability. 6

Fire management officers (FMOs) will ensure that initial response/preplanned 7

dispatch plans are in place, utilized, and provide for initial response 8

commensurate with guidance provided in the FMP and/or L/RMP. Initial 9

response/preplanned dispatch plans will reflect agreements and operating plans 10

and will be reviewed annually prior to fire season. These plans may be modified 11

as needed during fire season to reflect the availability of national, prepositioned, 12

and/or severity resources. 13

Fire Prevention/Mitigation Plans 14

Unit-level fire prevention/mitigation plans may be required and completed by 15

conducting a wildland fire prevention/mitigation assessment. The purpose of the 16

plan is to develop a strategy that will identify actions to reduce unwanted human-17

caused ignitions, thereby reducing wildland fire damages and losses, 18

unnecessary risks to firefighters, and suppression costs. As fire danger moves 19

from low to extreme, as defined in an FDOP, and/or human activity increases, 20

prevention and mitigation activities must be increased to maintain effectiveness. 21

The prevention/mitigation plan outlines how the Adjective Fire Danger Ratings 22

are communicated to the public, and applied, in terms of responsible personnel 23

and assigned activities. Prevention activities are intended to reduce the occurrence 24

of unwanted human-caused fires and include but are not limited to: 25

• Education (signage, school programs, radio and news releases, recreation 26

contacts, local business contacts, exhibits); 27

• Engineering (public utility company, government agency/cooperator 28

coordination); 29

• Enforcement/industrial program monitoring (patrol, permitting, inspections, 30

including firewood cutting, logging, mining, power line maintenance, and 31

area closures); and 32

• Administration (patrol, communication, FDOP, sign and other plans and 33

planning activities). 34

○ BLM – Refer to BLM MS-9212 – Fire Prevention. 35

○ NPS – Refer to NPS RM-18 Chapter 6 Prevention and Mitigation. 36

○ FWS – Prevention assessment determines the requirement for a 37

prevention plan. Refer to Fire Management Handbook, chapter 10. 38

○ FS – Refer to FSM 5110. 39

○ BIA – Refer to 90IAM 5-H, BIA Wildfire Prevention Program 40

Handbook; available at 41

https://www.bia.gov/sites/default/files/dup/assets/public/raca/handbook/42

CHAPTER 10 PREPAREDNESS

226 Release Date: January 2023

pdf/90%20IAM%205-1

H_RACA_final_signed%203.19.21_w.footer_508.pdf. 2

National Fire Prevention Education Teams 3

National fire prevention and education teams (NFPETs) provide unit and agency 4

managers with skilled and mobile personnel who have the ability to supplement 5

or enhance ongoing local wildfire prevention and education activities where 6

hazard or risk is, or is expected to be, elevated above normal. 7

Teams are highly effective in their ability to reduce unwanted human-caused 8

wildland ignitions and are equipped to rapidly complete onsite prevention 9

assessments and plans, initiate implementation of such plans, and to begin 10

immediate prevention and education activities. 11

A basic team is composed of three personnel with these minimum qualifications: 12

• 1 PETL – Prevention and education team leader; 13

• 1 PETM – Prevention and education team member; and 14

• 1 PIO2 – Public information officer type 2. 15

Actual team composition may include additional support positions, as 16

determined jointly by the team leader and the ordering unit, on a case-by-case 17

basis, based on the team’s anticipated tasking. The use of trainees is encouraged. 18

NFPETs can assist the local unit in preventing unwanted human-caused 19

wildfires in several ways. They can assist the local unit to: 20

• Complete fire risk assessments; 21

• Determine the severity of the situation; 22

• Facilitate community awareness and education in fire prevention, including 23

prescribed burning; 24

• Coordinate announcement of interagency restrictions and closures; 25

• Coordinate fire prevention efforts with the public, special target groups, 26

State and local agencies, and elected officials; 27

• Promote public and personal responsibility regarding fire prevention in the 28

wildland/urban interface; and 29

• Assist IMTs in accomplishing their objectives in working with the public to 30

develop fire protection plans. 31

To order an NFPET, place the order with the regional GACCs. See the National 32

Interagency Mobilization Guide for additional information on ordering and 33

using NFPETs. 34

Fire Danger PocketCards for Firefighter Safety 35

Fire Danger PocketCards provide, through a graphical interpretation of historic 36

fire danger, a means for firefighters to understand the fire potential for a given 37

local area during any day of the fire season. PocketCards apply to areas of 38

uniform fire danger rating, known as FDRAs, which should be developed 39

through an interagency FDOP process. (If FDRAs are not defined, PocketCards 40

PREPAREDNESS CHAPTER 10

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may be developed based on other areas of like fire danger.) The PocketCard can 1

also be an ideal tool for local seasonal tracking of fire season severity with the 2

addition of daily indices (see “Local Unit Seasonal Tracking” section). The 3

PocketCards must adhere to the NWCG standard located at 4

https://famit.nwcg.gov/applications/WIMS/PocketCards. 5

PocketCards should be updated following a significant fire season, but 6

otherwise, based on the length of the station or Special Interest Group (SIG) 7

dataset: 8

• 10 years or less of historic weather data, update PocketCard annually; 9

• 11-14 years, update every other year; 10

• 15 years or more, update every 3 years. 11

In all cases, a high-quality database should be used (5 years of poor data and 10 12

years of good data does not equal 15 years of quality data). 13

Compliance with the standard, including quality, currency, and application of 14

the PocketCards, is the responsibility of the local fire management unit. 15

• BLM – Seasonal trend analysis (updated and posted at least every two 16

weeks) is the only requirement for communication of fire danger; however, 17

offices may use PocketCards in addition to a seasonal trend analysis. 18

Seasonal trend analyses will be prepared at the Predictive Service Area 19

(PSA) scale or smaller. PSA scale analyses are typically developed and 20

posted online by the Geographic Area Coordination Center (GACC) while 21

smaller scales are typically developed by the local unit. Hard copies should 22

be made available in areas with limited internet connectivity. FMOs should 23

ensure incoming and local resources are briefed on the seasonal trend 24

analysis for their area (See FA IM-2018-022). Final approval for seasonal 25

trend analyses and PocketCards will be obtained from the BLM 26

representative to the NWCG Fire Danger Subcommittee 27

(https://www.nwcg.gov/committees/fire-danger-subcommittee/roster). 28

• FS – Obtain regional certification for PocketCards. Distribute PocketCards 29

to each fireline supervisor on type 3, 4, and 5 wildfires. Units have the 30

option to do more frequent updates if they choose to do so. 31

• BIA – Field-level units will identify the NWCG-compliant Fire Danger 32

PocketCard(s) that represent their lands and ensure they are available to 33

all firefighters and fire management personnel. 34

The NWCG standards for updating and posting the cards can be found at 35

https://famit.nwcg.gov/applications/WIMS/PocketCards. 36

Managing Weather Data in the Weather Information Management System 37

Fire danger requires continual management in order to produce accurate results 38

that are applied in a timely manner. Daily observation variables are processed 39

and calculated automatically in WIMS but need to be verified regularly to 40

ensure the systems are working correctly. Weather observations should be 41

CHAPTER 10 PREPAREDNESS

228 Release Date: January 2023

reviewed at least weekly to catch errors in the data that may indicate a bad 1

RAWS sensor or missing data. 2

Certain RAWS station settings should be adjusted in WIMS to match locally 3

determined values, such as: 4

• Fuel Model Parameters (e.g., perennial vs annual, humid vs moist, etc.) 5

• Growing Season Index Settings 6

Decision points should be reviewed annually and adjusted, as appropriate, based 7

on statistical analysis. If decision points are adjusted, PocketCards should also be 8

validated and updated as necessary. 9

Management Actions for Remote Automated Weather Stations 10

Noncompliance Report 11

A weekly report from Wildland Fire Management Information (WFMI) weather 12

module displays RAWS that are more than 1 year and 45 days past their annual 13

maintenance date. Fire weather stations are to be maintained annually per 14

NWCG Standards for Fire Weather Stations (PMS 426-3). The report is widely 15

distributed by email and available at https://raws.nifc.gov/standards-guidelines. 16

If a RAWS is on the report, it has either not had annual maintenance, or the 17

documentation for annual maintenance has not been completed in WFMI. Data 18

from these RAWS should not be used or used with caution. 19

Portable RAWS 20

Fire managers should ensure that locally held portable RAWS are maintained 21

prior to use. Non-maintained portable RAWS will not be activated for data 22

processing through WFMI weather. 23

• BLM – Refer to chapter 2 for more guidance. 24

Predictive Service Areas 25

Predictive Service Areas (PSA) are sub-geographic areas of similar climate, 26

fuels and topography defined by GACC meteorologists generally for forecasting 27

purposes. The PSAs are also used to display current and forecasted conditions at 28

the national and geographic area level, such as maps showing 7-Day Significant 29

Fire Potential and statistics graphs of select indices and fuel moistures. While 30

PSAs are defined using similar criteria as Fire Danger Rating Areas (FDRAs), 31

the PSA-based products are intended for longer range prediction purposes and 32

strategic planning at the sub-geographic scale, and FDRA-based products are 33

intended to guide daily operational decisions at the unit level. 34

National Predictive Services Fire Potential Outlooks and Advisories 35

National Significant Wildland Fire Potential Outlook 36

The National Significant Wildland Fire Potential Outlook (Outlook) is prepared 37

and distributed by NICC Predictive Services on the first day of each month. The 38

Outlook is a composite of outlooks prepared by the individual Geographic Area 39

Predictive Services units and national discussions prepared by NICC Predictive 40

Services. The report provides fire managers at all levels with the information 41

PREPAREDNESS CHAPTER 10

Release Date: January 2023 229

needed to make long-range decisions concerning resource staffing and 1

allocation. The Outlook identifies areas where significant wildland fire activity 2

is expected to be above or below normal levels. 3

The Outlook covers a four-month period. Maps for each period display areas of 4

below normal, normal, and above normal significant wildland fire potential. A 5

brief synopsis of the current and predicted national and GACC situation is 6

included in the report. Specific guidance on issuance and requirements for the 7

Outlook can be found in the National Interagency Mobilization Guide at 8

https://www.nifc.gov/nicc/mobguide/index.html. 9

National 7-Day Significant Fire Potential Outlook 10

The National 7-Day Significant Fire Potential Outlook (7-Day) is a composite of 11

outlooks produced by each of the Geographic Area Predictive Services units. 12

The 7-Day provides a week-long projection of fuel dryness, weather, and fire 13

potential. The 7-Day depicts a nationwide view of the significant fire potential 14

for the next seven days with links to the individual geographic area 7-Day 15

outlooks. The system is database-driven and is updated periodically as each 16

Geographic Area Predictive Services unit posts its outlook. Each Geographic 17

Area Predictive Services unit will determine whether to routinely produce a 18

morning or afternoon product. Issuance times for each area’s outlook can be 19

found in the Geographic Area Mobilization Guide and/or in its National 20

Weather Service/Predictive Services Operating Plan. Guidance on issuance and 21

requirements for the 7-Day can be found in the National Interagency 22

Mobilization Guide at https://www.nifc.gov/nicc/mobguide/index.html. 23

Fuels and Fire Behavior Advisories 24

Fuels and Fire Behavior Advisories (Advisory) alerts issued as needed to 25

address an exceptional or extreme circumstance that could threaten firefighter or 26

public safety. Conditions that could be reasonably expected normally do not 27

warrant an Advisory. Advisories will focus on fuel conditions and fire behavior 28

that have long-term impacts, not atmospheric conditions that can be found in 29

other predictive services products. Advisories will highlight and give specific 30

examples of conditions that are currently ongoing and have been experienced in 31

the field. Advisories should be tailored so that firefighters at all experience 32

levels can recognize the situation and act accordingly. Advisories should be 33

coordinated with neighboring administrative units to ensure that all areas with 34

similar conditions are being addressed. All Advisories that extend beyond a 35

single local administrative unit or that will be posted on the national Advisory 36

map must be coordinated with the NICC and GACC Predictive Service units. 37

Each Advisory must include a map of the affected area. Only one Advisory may 38

be active at any time over any area. If multiple Advisory conditions are present 39

incorporate them into one Advisory. Advisories will remain in effect for 14 days 40

from issuance. If the Advisory conditions continue beyond the 14 days a new 41

Advisory will need to be issued to update conditions and circumstances with 42

more timely information. At the request of the issuer, Advisories may be lifted 43

before the 14 days has passed. For the Fuels and Fire Behavior Advisory 44

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230 Release Date: January 2023

template and protocols, see https://www.predictiveservices.nifc.gov/fuels_fire-1

danger/fuels_fire-danger.htm. 2

National Intelligence Products 3

See the National Interagency Mobilization Guide, chapter 60. 4

Local Unit Seasonal Tracking 5

• BLM – Districts can use an FDOP, FDAD, or FWOAD depending on 6

which format best meets their needs. 7

As identified in the FMP and/or FDOP, each unit selects and compares to 8

normal, the current value and seasonal trend of one (or more) of the following 9

indicators which are most useful in predicting fire season severity and duration 10

in its area. By downloading daily weather observations and adding them to the 11

database, FFP or similar statistical analysis software can be used to produce the 12

current NFDRS, CFFDRS, and fuel moisture products, including statistical 13

graphs of various indices and components such as: 14

• NFDRS (or CFFDRS) index and/or component values; 15

• Palmer Drought or Keetch-Byram Drought Index; 16

• 1000-hour fuel moisture; 17

• 100-hour fuel moisture;18

• Live fuel moisture; and/or 19

• Growing Season Index. 20

The seasonal trend of each selected indicator is graphically compared to normal 21

and all-time worst (for the historical period analyzed). This comparison is 22

updated regularly and posted in dispatch and crew areas. To compare and 23

display comparisons, use a PocketCard and/or fire danger seasonal graphs, 24

which have been developed and used at the local unit to inform and educate 25

firefighters on local conditions. PocketCards and seasonal fire danger graphs 26

should use the same index and fuel model to display information so that the two 27

can be easily compared. 28

Any local seasonal trends of indices/components or fuel moisture values should 29

be communicated to the GACC Predictive Services unit to augment their 30

assessments. Trends should be monitored throughout the fire season and 31

communication should be on-going, particularly when significant changes in key 32

indicators occur. 33

Fire Severity Funding 34

Fire severity funding is the authorized use of suppression operations funds 35

(normally used exclusively for suppression operations and distinct from 36

preparedness funds) for extraordinary preparedness activities that are required 37

due to: 38

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Release Date: January 2023 231

• FMP, FDOP, or operating plan criteria that indicate the need for additional1

preparedness/suppression resources. The plan(s) should identify thresholds2

for severity needs.3

• Anticipated fire activity will exceed the capabilities of local resources. 4

• Fire seasons that either start earlier or last longer than identified in an 5

FDOP. 6

• An abnormal increase in fire potential or danger not planned for in existing 7

preparedness plans. 8

Agency established decision points or thresholds will be used to determine 9

severity funding needs. 10

The objective of fire severity funding is to appropriately manage risk and adjust 11

planned actions and staffing in excess of the budgeted program to improve initial 12

response capabilities and wildfire prevention activities when extraordinary 13

weather and fire conditions may result in the occurrence, or substantial threat of 14

occurrence, of wildfires with significant damage potential. 15

Fire severity funding is not intended to: 16

• Raise preparedness funding levels to cover differences that may exist 17

between funds actually appropriated and those identified in the fire planning 18

process. 19

○ BLM – Refer to chapter 2 for more guidance.20

○ NPS/FWS/FS – Mitigate threats to Threatened and Endangered21

Species habitat, wildland/urban interface, or other values identified in22

L/RMPs.23

Typical Uses 24

Fire severity funds are typically used to: 25

• Increase prevention activities; 26

• Temporarily increase firefighting staffing; 27

• Pay for standby; 28

• Preposition initial attack suppression forces; 29

• Provide additional aerial reconnaissance; and 30

• Provide for standby aircraft availability. 31

Authorization 32

Authorization to use severity funding is provided in writing based on a written 33

request with supporting documentation. Authorization is on a line-item basis and 34

comes with a severity cost code. Agencies will follow their administrative 35

procedures for issuing severity cost codes. Authorization is provided for a 36

maximum of 30 days per request; however, regardless of the length of the 37

authorization, use of severity funding must be terminated when abnormal 38

conditions no longer exist. If the fire severity situation extends beyond the 30-39

day authorization, the unit/state/region/agencies/Tribes must prepare a new 40

severity request. 41

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232 Release Date: January 2023

State/Regional-Level Fire Severity Funding 1

Each fiscal year the national office will provide each state/region with funding 2

and a severity cost code for state/regional short-term severity needs (e.g., wind 3

events, cold dry front passage, lightning events, and unexpected events such as 4

off-road rallies, cultural events) that are expected to last less than one week. 5

Expenditure of these funds is authorized by the state/regional directors at the 6

written request of the agency administrator. State/regional directors are 7

responsible and accountable for ensuring that these funds are used only to meet 8

severity funding objectives and that amounts are not exceeded. The national 9

office will notify the state/regional director, state/regional budget officer, and 10

the state/regional FMO when the severity cost code is provided. 11

• BLM – Refer to chapter 2 and the BLM Fire Operations website 12

(https://doimspp.sharepoint.com/sites/blm-fa/fire-13

operations/SitePages/Fire-Severity-Preposition.aspx). 14

• NPS – Parks have the authority to approve “Step-up” actions only, as 15

defined in their FMP. Regional offices approve severity. 16

• FWS – Refer to the Fire Management Handbook, chapter 10 for additional 17

short-term severity guidance. 18

• FS – Severity funding direction is found in FSM 5130 and current fiscal 19

year program direction. 20

• BIA – Regional offices will establish procedures for approval and 21

monitoring short-term severity usage/funds within their respective regions. 22

National-Level Fire Severity Funding 23

National agency fire directors or their delegates are authorized to allocate fire 24

severity funding under specific conditions stated or referenced in this chapter. 25

Expenditure of these funds is authorized by the appropriate approving official at 26

the written request of the state/regional director. Approved severity funding will 27

be used only for the preparedness activities and timeframes specifically outlined 28

in the authorization, and only for the objectives stated above. 29

• BLM – Refer to chapter 2 and the BLM Fire Operations website for 30

additional national severity guidance. 31

• NPS – Regional offices approve all severity requests. 32

• FWS – Additional information may be found on the FWS SharePoint site or 33

the current US Fish and Wildlife Service Fire Business Guide. 34

• FS – Regional offices approve all severity requests. 35

• BIA – Refer to chapter 6 for additional guidance. 36

Appropriate Fire Severity Funding Charges and Activities 37

Severity-funded personnel and resources will not use a severity cost code while 38

assigned to wildfires. The wildfire FireCode number will be used. 39

Labor 40

Appropriate labor charges include: 41

• Regular pay for non-fire personnel; 42

PREPAREDNESS CHAPTER 10

Release Date: January 2023 233

• Regular pay for seasonal/temporary fire personnel outside their normal fire-1

funded activation period; and 2

• Overtime pay for all fire and non-fire personnel. 3

Severity-funded personnel and resources must be available for immediate initial 4

attack regardless of the daily task assignment. 5

Vehicles and Equipment 6

Appropriate vehicle and equipment charges include: 7

• GSA lease rate and mileage; 8

• Hourly rate or mileage for agency-owned vehicles; and 9

• Commercial rentals and contracts. 10

Aviation 11

Appropriate aviation charges include: 12

• Contract extensions; 13

• The daily minimum cost for call-when-needed (CWN) aircraft; 14

• Preposition flight time; and 15

• Support expenses necessary for severity funded aircraft (facility rentals, 16

utilities, telephones, etc.). 17

Travel and Per Diem 18

Severity-funded personnel in travel status are fully subsisted by the Government 19

in accordance with their agency regulations. Costs covered include: 20

• Lodging; 21

• Government-provided meals (in lieu of per diem); 22

• Airfare (including returning to their home base); 23

• Privately owned vehicle mileage (with prior approval); and 24

• Other miscellaneous travel and per diem expenses associated with the 25

assignment. 26

Prevention Activities 27

Appropriate prevention activities include: 28

• Funding prevention teams (Prevention teams will be mobilized as 29

referenced in the National Interagency Mobilization Guide, chapter 20.) 30

• Implementing local prevention campaigns, to include community risk 31

assessments, mitigation planning, enforcement, outreach, and education 32

• Augmenting patrols 33

Note: Non-fire funded prevention team members should charge Base 8 and 34

overtime to the severity cost code for the length of the prevention activities 35

assignment. Fire-funded personnel should charge overtime only to the severity 36

cost code for the length of the prevention activities assignment. 37

Inappropriate Fire Severity Funding Charges 38

The following charges should not be charged to fire severity: 39

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234 Release Date: January 2023

• Shortages between funds actually appropriated (including rescissions) and 1

those identified in the fire planning process 2

• Administrative surcharges, indirect costs, fringe benefits 3

• Equipment purchases 4

• Purchase, maintenance, repair, or upgrade of vehicles 5

○ NPS/FWS/BIA – Severity-related repair and maintenance of agency 6

vehicles and equipment may be funded by severity because they do not 7

have a use rate covering these charges. These charges must be 8

approved by the national office. 9

• Purchase of radios 10

• Purchase of telephones 11

• Purchase of pumps, saws, and similar suppression equipment 12

• Aircraft availability during contract period 13

• Cache supplies that are normally available in fire caches 14

Interagency Severity Requests 15

Agencies working cooperatively in the same geographic area must work 16

together to generate and submit joint requests, to minimize duplication of 17

required resources, to reduce interagency costs, and to utilize severity-funded 18

resources in an interagency manner. However, each agency should request funds 19

only for its fair-share contributions or offsets for pooled, interagency 20

resources/activities. The joint request should be routed simultaneously through 21

each agency’s approval system, and the respective approving official will issue 22

an authorization that specifies allocations by agency. 23

Requesting Fire Severity Funding 24

Each agency has established severity funding request protocols. The completed 25

and signed request is submitted from the state/regional director to the appropriate 26

approving official as per the sequence of action outlined below. Authorizations 27

will be returned in writing. 28

Sequence of Action and Responsible Parties for Severity Funding Requests 29

Action

Responsible Party

In collaboration with interagency partners, as

appropriate, identify and develop severity funding

request.

Unit FMO

Review, modify, and approve (or reject) request.

Forward to state/regional office.

Unit agency

administrator

Review, modify, and recommend for

approval/rejection unit request. Add state/regional

needs and consolidate. Forward to state/regional

director for approval within 48 hours.

State/regional FMO

Review, modify, and approve/reject request. Forward

to the appropriate national fire director/approving

official within 48 hours. Notify the fire budget staff.

State/regional director

PREPAREDNESS CHAPTER 10

Release Date: January 2023 235

Action

Responsible Party

Review, modify, and approve/reject the request

within 48 hours. Issue written authorization with a

severity cost code.

Appropriate national fire

director/approving

official

Establish severity cost code in the appropriate finance

system within 24 hours.

Applicable national

finance system

Notify unit office(s) and state/regional budget lead

upon receipt of authorization.

State/regional FMO

Utilize severity cost code. Ensure that project

expenditures are only used for authorized purposes.

Continually assess needs and submit new

requests/extensions as required.

Unit FMO

Maintain severity files, including requests,

authorizations, and summary of expenditures and

activities.

Unit/state/regional/

national offices

• NPS – All approved severity requests must be uploaded to the shared 1

OneDrive folder per the Fiscal Year 2021 Wildland Fire Severity Program 2

Oversight Memorandum. 3

• FS – Severity codes are preestablished at the beginning of the fiscal year. 4

Requests are approved at the regional office with a copy to the national 5

office for those exceeding $250,000 or including national shared resources. 6

Labor Cost Coding for Fire Severity Funded Personnel 7

Fire preparedness personnel outside their normal activation period, employees 8

whose regular salary is not fire funded, and administratively determined (AD) 9

employees hired under an approved severity request should charge regular time 10

and approved non-fire overtime to the severity suppression operations 11

subactivity and the requesting office’s severity cost code. 12

Fire preparedness personnel should charge their regular planned salary (Base-8) 13

to their budgeted subactivity using their home unit’s location code. Follow 14

individual agency coding guidance when responding to another agency’s 15

severity request. 16

Regular hours worked in suppression operations will require the use of the 17

appropriate fire subactivity with the appropriate FireCode number. Overtime in 18

fire suppression operations will be charged to the suppression operations 19

subactivity with the appropriate FireCode number. 20

Employees from non-Federal agencies should charge their time in accordance 21

with the approved severity request and the appropriate local and statewide 22

agreements. An interagency agreement for reimbursement must be established. 23

The Interagency Agreement for Fire Management can be used as a template. 24

• FS – Firefighters under a severity order will continue to charge base salary 25

to a B-code and overtime to the severity S-code, even if it is outside their 26

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236 Release Date: January 2023

funded tour. If called out to an incident, these resources will be under the 1

same rules of charging base salary to a B-code and overtime to the P-2

code. Regions must manage funding of tours within allocations 3

provided. Firefighters working on an incident beyond their planned and 4

funded tour will continue to charge their Base-8 hours to a B-code 5

(Wildland Fire Preparedness Program [WFPR]). Regions must contact WO 6

FAM if they believe they might exceed their allocations. All firefighters 7

charge their Base-8 hours to preparedness job codes—either WFPR or a B-8

code—unless they are working on other non-fire project work outside of fire 9

season. These situations are accounted for in the allocations by basing the 10

allocations on the last three years of salary expenditures. 11

Documentation 12

The unit/state/regional and national office will document and file accurate 13

records of severity funding activity. This will include complete severity funding 14

requests, written authorizations, and expenditure records. 15

Severity Funding Reviews 16

State/regional and national offices should ensure appropriate usage of severity 17

funding and expenditures. This may be done as part of the normal agency fire 18

program review cycle. 19

Qualification for Professional Liability Insurance Reimbursement 20

Public Law 110-161 provides for reimbursement for up to one half of the cost 21

incurred for professional liability insurance (including any administrative 22

processing cost charged by the insurance company) for temporary fire line 23

managers, management officials, and law enforcement officers. 24

To qualify for reimbursement, “temporary fire line managers” must meet one of 25

the following three criteria: 26

• Provide temporary supervision or management of personnel engaged in 27

wildland fire activities; 28

• Provide analysis or information that affects a supervisor’s or manager’s 29

decision about a wildland fire; 30

• Direct the deployment of equipment for a wildland fire, such as a base camp 31

manager, an equipment manager, a helicopter coordinator, or an initial 32

attack dispatcher. 33

○ DOI – See Personnel Bulletin No. 08-07, March 20, 2008. 34

○ FS – Refer to https://usdagcc.sharepoint.com/sites/fs-cfo-35

bfp/MiscPay/SitePages/Home.aspx. 36

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Chapter 11 1

Incident Management and Response 2

National Response Framework 3

The National Response Framework (NRF) presents the guiding principles that 4

enable all response partners to prepare for and provide a unified national 5

response to disasters and emergencies—from the smallest incident to the largest 6

catastrophe. 7

The NRF establishes a comprehensive, national, all-hazards approach to 8

domestic incident response. 9

National Incident Management System 10

The National Wildfire Coordinating Group (NWCG) follows the National 11

Incident Management System (NIMS). NIMS provides a universal set of 12

structures, procedures, and standards for agencies to respond to all types of 13

emergencies. NIMS will be used to complete tasks assigned to the interagency 14

wildland fire community under the NRF. 15

Incident Management and Coordination Components of the National 16

Incident Management System 17

Effective incident management requires: 18

• Command organizations to manage onsite incident operations. 19

• Coordination and support organizations to provide direction and supply 20

resources to the onsite organization. 21

Incident Command System 22

The Incident Command System (ICS) is the onsite management system used in 23

NIMS. The ICS is a standardized emergency management system specifically 24

designed to provide for an integrated organizational structure that reflects the 25

complexity and demands of single or multiple incidents, without being hindered 26

by jurisdictional boundaries. ICS is the combination of facilities, equipment, 27

personnel, communications, and procedures operating within a common 28

organizational structure to manage incidents. ICS will be used by the agencies to 29

manage wildland fire operations and all-hazards incidents. 30

Wildfire Complexity 31

Wildfires are typed by complexity, from type 5 (least complex) to type 1 (most 32

complex). The ICS organizational structure develops in a modular fashion based 33

on the complexity of the incident. Complexity is determined by completing a 34

risk and complexity assessment (RCA). (Refer to samples in appendix E and F.) 35

Incidents not meeting the recommended incident typing characteristics in this 36

chapter should have a documented RCA (appendix E) verifying the command 37

organization is appropriate. 38

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238 Release Date: January 2023

Wildfire Risk and Complexity Assessment 1

NWCG has adopted the RCA form as a replacement for the Incident Complexity 2

Analysis form and the Organizational Needs Assessment form. The RCA assists 3

personnel with evaluating the situation, objectives, risks, and management 4

considerations of an incident and recommends the appropriate organization 5

necessary to manage the incident. The RCA form is found in appendix E. 6

The RCA also includes common indicators of incident complexity to assist 7

firefighters and managers with determining incident management organizational 8

needs. These common indicators are found in appendix F. 9

The RCA can be used to populate the “Relative Risk Assessment” and 10

“Organization Assessment” portions of the Wildland Fire Decision Support 11

System (WFDSS). 12

Command Organizations 13

Incident Command 14

All wildfires, regardless of complexity, will have an incident commander (IC). 15

The IC is a single individual responsible to the agency administrator(s) for all 16

incident activities. ICs are qualified according to the NWCG Standards for 17

Wildland Fire Position Qualifications (PMS 310-1) and any additional agency 18

requirements. The IC may assign personnel to any combination of ICS 19

functional area duties in order to operate safely and effectively. ICS functional 20

area duties should be assigned to the most qualified or competent individuals 21

available. 22

ICs are responsible for: 23

• Obtaining a delegation of authority and/or expectations to manage the 24

incident from the agency administrator. For type 3, 4, or 5 incidents, 25

delegations/expectations may be written or oral; 26

○ BLM – BLM district managers will provide a written delegation of 27

authority and expectations to the unit's type 3, 4, and 5 ICs annually 28

prior to fire season. 29

• Ensuring that safety receives priority consideration in all incident activities, 30

and that the safety and welfare of all incident personnel and the public is 31

maintained. Ensure standardized incident and communication center 32

protocols identified in the “Medical Incident Report” (MIR) section of the 33

Incident Response Pocket Guide (IRPG) are utilized. The MIR is found in 34

the Medical Plan (ICS-206-WF) form available at 35

https://www.nwcg.gov/publications/ics-forms; 36

• Assessing the incident situation, both immediate and potential; 37

• Maintaining command and control of the incident management 38

organization; 39

• Ensuring transfer of command is communicated to host unit dispatch and to 40

all incident personnel; 41

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Release Date: January 2023 239

• Assisting with WFDSS documentation and support in close coordination 1

with the local office(s), if requested by the delegating agency 2

administrator(s); 3

• Developing incident objectives, strategies, and tactics, consistent with the 4

delegation of authority and latest published decision(s) in WFDSS; 5

• Developing the organizational structure necessary to manage the incident; 6

• Approving and implementing the incident action plan (IAP), as needed; 7

• Ordering, deploying, and releasing resources; 8

• Ensuring incident financial accountability and expenditures meet agency 9

policy and standards; and 10

• Ensuring incident documentation is complete. 11

For purposes of initial attack, the first IC on scene qualified at any level will 12

assume the duties of initial attack IC. The initial attack IC will assume the duties 13

and have responsibility for all suppression efforts on the incident up to his/her 14

level of qualification until relieved by an IC qualified at a level commensurate 15

with incident complexity. 16

As an incident escalates and de-escalates, a continuing reassessment of 17

complexity should be completed to validate the current command organization 18

or identify the need for a different level of incident management. 19

An IC is expected to establish the appropriate organizational structure for each 20

incident and manage the incident based on his/her qualifications, incident 21

complexity, and span of control. If the incident complexity exceeds the 22

qualifications of the current IC, the IC must continue to manage the incident 23

within his/her capability and span of control until replaced. 24

Onsite Command Organizations 25

Command organizations responsible for incident management include: 26

• Type 5 incident command 27

• Type 4 incident command 28

• Type 3 incident command 29

• Type 2 incident command 30

• Type 1 incident command 31

• Complex Incident Management Team (CIMT) 32

• National Incident Management Organization (NIMO) 33

• Area command 34

• Unified command 35

Incident Characteristics 36

Type 5 Incident Characteristics 37

• Ad hoc organization managed by a type 5 IC. 38

• Primarily local resources used. 39

• ICS command and general staff positions are not activated. 40

• Resources vary from two to six firefighters. 41

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240 Release Date: January 2023

• Incident is generally contained within the first burning period and often 1

within a few hours after resources arrive on scene. 2

• Additional firefighting resources or logistical support are not usually 3

required. 4

• May require a published decision in WFDSS. 5

Type 4 Incident Characteristics 6

• Ad hoc organization managed by a type 4 IC. 7

• Primarily local resources used. 8

• ICS command and general staff positions are not activated. 9

• Resources vary from a single resource to multiple resource task forces or 10

strike teams. 11

• Incident is usually limited to one operational period. However, incidents 12

may extend into multiple operational periods. 13

• Written IAP is not required. A documented operational briefing will be 14

completed for all incoming resources. Refer to the IRPG for a briefing 15

checklist. 16

• May require a published decision in WFDSS or other decision support 17

document. 18

Type 3 Incident Characteristics 19

• Ad hoc or preestablished type 3 organization managed by a type 3 IC. 20

• The IC develops the organizational structure necessary to manage the 21

incident. Some or all of ICS functional areas are activated, usually at the 22

division/group supervisor and/or unit leader level. 23

• The incident complexity analysis process is formalized and certified daily 24

with the jurisdictional agency. The IC is responsible for continually 25

reassessing the complexity level of the incident. When the assessment of 26

complexity indicates a higher complexity level, the IC must ensure that 27

suppression operations remain within the scope and capability of the 28

existing organization and that span of control is consistent with established 29

ICS standards. 30

• Local and non-local resources used. 31

• Resources vary from several resources to several task forces/strike teams. 32

• May be divided into divisions. 33

• May require staging areas and incident base. 34

• May involve low-complexity aviation operations. 35

• May involve multiple operational periods prior to control, which may 36

require a written IAP. 37

• Documented operational briefings will occur for all incoming resources and 38

before each operational period. Refer to the IRPG for a briefing checklist. 39

• May require a published decision in WFDSS. 40

• May require a written delegation of authority. 41

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Type 3 Incident Command 1

ICT3s will not serve concurrently as a single resource boss or have any non-2

incident-related responsibilities. 3

PMS 310-1 qualifications as operations section chief type 3 (OPS3), planning 4

section chief type 3 (PSC3), logistics section chief type 3 (LSC3), and finance 5

section chief type 3 (FSC3) are required for national mobilization. 6

The following position standards can be used for local incidents: 7

Type 3

Functional

Responsibility

Minimum Qualification Standards for Local Incidents

Safety

Line safety officer (SOFR)

Division

Single resource boss – Operational qualification must be

commensurate with resources assigned (i.e., more than one

resource assigned requires a higher level of qualification).

Information

Local entities can establish level of skill to perform function.

Type 2 Incident Characteristics 8

• Preestablished incident management team (IMT) managed by type 2 IC or 9

complex IC. 10

• ICS command and general staff positions activated. 11

• Many ICS functional units required and staffed. 12

• Geographic and/or functional area divisions established. 13

• Complex aviation operations. 14

• Incident command post, base camps, staging areas established. 15

• Incident extends into multiple operational periods. 16

• Written IAP required for each operational period. 17

• Operations personnel often exceed 200 per operational period and total 18

personnel may exceed 500. 19

• Requires a published decision in WFDSS or other decision support 20

document. 21

• Requires a written delegation of authority to the IC. 22

Type 2 Incident Command 23

These ICs command preestablished IMTs that are configured with ICS 24

command and general staff and other leadership and support positions. 25

Personnel performing specific type 2 command and general staff duties must be 26

qualified at the complex, type 1 or type 2 level according to the PMS 310-1 27

standards and any additional agency requirements. 28

Type 1 Incident Characteristics 29

• Preestablished IMT managed by type 1 or complex IC. 30

• ICS command and general staff positions activated. 31

• Most ICS functional units required and staffed. 32

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242 Release Date: January 2023

• Geographic and functional area divisions established. 1

• May require branching to maintain adequate span of control. 2

• Complex aviation operations. 3

• Incident command post, incident camps, staging areas established. 4

• Incident extends into multiple operational periods. 5

• Written IAP required for each operational period. 6

• Operations personnel often exceed 500 per operational period and total 7

personnel may exceed 1000. 8

• Requires a published decision in WFDSS or other decision support 9

document. 10

• Requires a written delegation of authority to the IC. 11

Type 1 Incident Command 12

These ICs command preestablished IMTs that are configured with ICS 13

command and general staff and other leadership and support positions. 14

Personnel performing specific type 1 command and general staff duties must be 15

qualified at the type 1 or complex level according to the PMS 310-1 standards 16

and any additional agency requirements. 17

Incident Management Teams 18

Area Command 19

Area command is an ICS organization established to: 20

• Oversee the management of large or multiple incidents to which several 21

IMTs have been assigned. Area command may become unified area 22

command when incidents are multi-jurisdictional; or 23

• Provide strategic support and coordination services to decision makers such 24

as geographic area multi-agency coordination (MAC) groups, sub-25

geographic area MAC groups (GMAC), agency administrators, Geographic 26

Area Coordination Centers (GACC), emergency operations centers, agency 27

operations centers, or FEMA joint field offices. 28

The primary determining factor for establishing area command is the span of 29

control of the agency administrator. 30

Area command may be ordered when needed and composed of the positions 31

necessary to achieve the desired objectives. Area command qualifications are 32

found in the PMS 310-1. 33

Area command functions typically include: 34

• Establishing overall strategy, objectives, and priorities for the incident(s) 35

under its command; 36

• Allocating critical resources according to agency priorities (e.g., aircraft, 37

IHCs, incident support needs such as medical services, communication and 38

internet operability equipment); 39

• Ensuring that incidents are properly managed; 40

• Coordinating mobilization, team transitions, and demobilization; 41

• Supervising, managing, and evaluating IMTs under its command; and 42

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Release Date: January 2023 243

• Minimizing duplication of effort and effectiveness by combining multiple 1

agency efforts under a single area or geographic theater plan. 2

See appendix M for the Area Command (AC) Complexity Assessment template. 3

Complex Incident Management Teams (CIMTs) 4

Complex incident management teams are managed by the geographic area 5

(GAC) with direct guidance from NMAC which prioritizes and directs the use of 6

IMTs. They are mobilized to Type 1 and Type 2 incidents by the geographic 7

area coordination centers (GACCs) and will scale up or down as appropriate to 8

meet the needs of the incident. At national preparedness levels 4 and 5, these 9

teams are managed by NMAC. Depending on the complexity of the interface 10

between the incidents, other specialists may also be assigned in areas such as 11

aviation safety, information, long-term fire planning, and risk assessment and 12

analysis. 13

Type 1 Incident Management Teams 14

Type 1 IMTs are managed by GMACs and are mobilized by the GACCs. At 15

national preparedness levels 4 and 5, these teams are managed by NMAC. 16

National Incident Management Organization 17

National Incident Management Organization (NIMO) teams are managed by the 18

Forest Service Fire and Aviation’s Washington Office and are ordered through 19

the National Interagency Coordination Center (NICC). The mission of NIMO is 20

to promote continuous improvement by introducing innovative concepts, 21

approaches, and technologies while providing adaptive and agile incident 22

management. 23

NIMO’s standard configuration consists of seven command and general staff 24

positions qualified at the type 1 level. If needed, NIMO can expand to meet 25

various complexity levels. 26

Types of NIMO assignments include: 27

• National or geographic area/regional support to provide strategic planning 28

assistance. 29

• Work with less qualified or experienced Command and General Staff on 30

incidents for successional planning. 31

• Serve as mentors, trainers, and evaluators on a type 2 or type 3 incident or 32

designated projects. 33

• Manage multiple type 3 ignitions within an area (e.g., GACC, forest, zone). 34

• Support and mentor agency administrators with a complex fire situations. 35

• International assignments. 36

• All-hazards incidents. 37

• Mission-specific assignments – NIMO will continue to assist Forest Service 38

units and other agencies with special missions (e.g., R2 Bark Beetle, R5 39

marijuana eradication, or regional support during higher planning/activity 40

levels.) 41

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244 Release Date: January 2023

Type 2 Incident Management Teams 1

Most type 2 IMTs are managed by GMACs and are coordinated by the GACCs. 2

Some type 2 IMTs are managed by non-Federal agencies (e.g., State or local 3

governments) and availability of these teams is determined on a case-by-case 4

basis. 5

Unified Command 6

Unified command is an application of ICS used when there is more than one 7

agency with incident jurisdiction or when incidents cross political jurisdictions. 8

Under unified command, agencies work together through their designated ICs at 9

a single incident command post to establish common objectives and issue a 10

single IAP. Unified command may be established at any level of incident 11

management or area command. Under unified command, all agencies with 12

jurisdictional responsibility at the incident contribute to the process of: 13

• Determining overall strategies; 14

• Selecting alternatives; 15

• Ensuring that joint planning for tactical activities is accomplished; and 16

• Maximizing use of all assigned resources. 17

Advantages of unified command are: 18

• A single set of objectives is developed for the entire incident; 19

• A collective approach is used to develop strategies to achieve incident 20

objectives; 21

• Information flow and coordination is improved between all jurisdictions and 22

agencies involved in the incident; 23

• All involved agencies have an understanding of joint priorities and 24

restrictions; and 25

• No agency’s legal authorities will be compromised or neglected. 26

All-Hazards and Other Non-Wildland Fire 27

Many different entities have developed IMTs based on ICS core competencies 28

under NIMS. See chapter 8 for more information. 29

Coordination and Support Organizations 30

Organizations that provide coordination and support to onsite command 31

organizations include: 32

• Initial attack dispatch 33

• Expanded dispatch 34

• Buying/payment teams 35

• NICC and GACCs (refer to chapter 8) 36

• Local, geographic area, and national multi-agency coordinating (MAC) 37

groups 38

Refer to chapter 19 for initial attack and expanded dispatch information. 39

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Release Date: January 2023 245

Buying/Payment Teams 1

Buying/payment teams support incidents by procuring services, supplies, and 2

renting land, facilities, and equipment. These teams may be ordered when 3

incident support requirements exceed local unit capacity. These teams report to 4

the agency administrator or the local unit administrative officer. See the NWCG 5

Standards for Interagency Incident Business Management for more information. 6

Multi-Agency Coordination 7

Multi-agency coordination (MAC) groups are part of NIMS and are an 8

expansion of the off-site coordination and support system. MAC groups are 9

activated by the agency administrator(s) when the character and intensity of the 10

emergency situation significantly impacts or involves other agencies. A MAC 11

group may be activated to provide support when only one agency has 12

incident(s). The MAC group is made up of agency representatives who are 13

delegated authority by their respective agency administrators to make agency 14

decisions and to commit agency resources and funds. The MAC group relieves 15

the incident support organization (dispatch, expanded dispatch) of the 16

responsibility for making key decisions regarding prioritization of objectives 17

and allocation of critical resources. The MAC group makes coordinated agency 18

administrator-level decisions on issues that affect multiple agencies. The MAC 19

group is supported by situation, resource status, and intelligence units who 20

collect and assemble data through normal coordination channels. 21

MAC group direction is carried out through dispatch and coordination center 22

organizations. When expanded dispatch is activated, the MAC group direction is 23

carried out through the expanded dispatch organization. The MAC group 24

organization does not operate directly with IMTs or with area command teams, 25

which are responsible for onsite management of the incident. 26

MAC groups may be activated at the local, geographic, or national level. 27

National-level and geographic-area-level MAC groups should be activated in 28

accordance with the preparedness levels criteria established in national and 29

geographic area mobilization guides. 30

The MAC group coordinator facilitates organizing and accomplishing the 31

mission, goals, and direction of the MAC group. The MAC group coordinator: 32

• Provides expertise on the functions of the MAC group and on the proper 33

relationships with dispatch centers and incident managers 34

• Fills and supervises necessary unit and support positions as needed, in 35

accordance with coordination complexity 36

• Arranges for and manages facilities and equipment necessary to carry out 37

the MAC group functions 38

• Facilitates the MAC group decision process 39

• Implements decisions made by the MAC group 40

Activation of a MAC group improves interagency coordination and provides for 41

allocation and timely commitment of multi-agency emergency resources. 42

Participation by multiple agencies in the MAC effort will improve: 43

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246 Release Date: January 2023

• Overall situation status information; 1

• Incident priority determination; 2

• Resource acquisition and allocation; 3

• State and Federal disaster coordination; 4

• Political interfaces; 5

• Consistency and quality of information provided to the media and involved 6

agencies; and 7

• Anticipation of future conditions and resource needs. 8

Wildland Fire Decision Support System 9

The Wildland Fire Decision Support System (WFDSS) is a web-based decision 10

support system that provides a single dynamic documentation system for use 11

beginning at the time of discovery and concluding when the fire is declared out. 12

WFDSS is the decision support documentation platform for all Federal 13

wildfires. WFDSS allows the agency administrator to describe and assess the 14

fire situation, review completed fire behavior analysis products, develop 15

incident objectives and requirements, develop a course of action, evaluate 16

relative risk, complete an organization assessment, document the rationale, and 17

publish a decision. 18

Units are encouraged to engage in preseason planning that familiarizes staff with 19

fire-related guidance and direction from land/resource management plans 20

(L/RMP) and/or fire management plans (FMPs), facilitates cooperation among 21

resource areas and with neighboring units, and establishes protection priorities 22

proactively ahead of fire season. Annual WFDSS refreshers, preferably with 23

agency administrator attendance, are encouraged but are only one component of 24

a unit’s overall preseason planning strategy. 25

For detailed information on the tools and capabilities in WFDSS, how managers 26

may use the tools, and suggested WFDSS refresher training items, refer to 27

appendix N and https://wfdss.usgs.gov/wfdss/WFDSS_Home.shtml. 28

The Integrated Reporting of Wildfire Information (IRWIN) data exchange 29

system automatically populates some fields on the WFDSS information tab 30

(e.g., incident name, point of origin) for those using a computer-aided dispatch 31

(CAD) or the Interagency Fire Occurrence Reporting Modules (InFORM) 32

system. Once a record is created in CAD, FireCode, Interagency Resource 33

Ordering Capability (IROC) system, ICS-209, or InFORM, those fires will 34

automatically have a record created in WFDSS. For more information on the 35

IRWIN project see 36

https://www.forestsandrangelands.gov/WFIT/applications/IRWIN/index.shtml. 37

In order to publish a decision consistent with the L/RMP, applicable fire-related 38

protection and resource management objectives and requirements from L/RMP 39

and/or FMPs must be incorporated preseason into the WFDSS via the “Data 40

Management” tab. 41

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• NPS – NPS recommends preloading management direction into WFDSS 1

during preseason. 2

• FWS/BIA – FWS and BIA units are not required to preload management 3

direction into WFDSS. 4

A published decision documents: 5

• Strategic direction from L/RMP and/or FMPs; 6

• Incident objectives and requirements; 7

• Incident management strategies and courses of action; 8

• Estimated costs for the duration of the incident; 9

• All affected jurisdictions that participated in the decision process and 10

concurred with the strategies selected; 11

• agency administrator(s) has reviewed and approved the decision; and 12

• The framework for the actions to be performed under the delegation of 13

authority which authorizes an IC to operate on a specific unit(s). See 14

“Agency Administrator Responsibilities” under “Managing the Incident” 15

heading and appendix G for delegation of authority specifics. 16

The level of documentation in a decision should be commensurate with incident 17

complexity, cost, and/or potential duration and spread. As incident complexity 18

changes, additional analysis may be necessary to inform decision making. 19

Initial Decision 20

All fires will have a published decision within WFDSS when they: 21

• Escape initial attack; or 22

• Exceed initial response; or 23

• Include objectives with both protection and resource benefit elements 24

consistent with land management planning documents. 25

Agency-specific direction established in memorandums or other policy 26

documents may further define WFDSS documentation requirements. agency 27

administrator roles and responsibilities are addressed in agency chapters 2-6. 28

Additional considerations for determining that a decision may be needed 29

include: 30

• The fire affects or is likely to affect more than one agency or more than one 31

administrative unit within a single agency (for example more than one 32

national forest); 33

• The fire is burning into or expected to burn into the wildland urban 34

interface; 35

• Significant safety or other concerns such as air quality are present or 36

anticipated; and 37

• The relative risk assessment indicates the need for additional evaluation and 38

development of best management practices for achieving land and resource 39

objectives. 40

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New Decision 1

A new decision is required when: 2

• The periodic assessment indicates the course of action is no longer valid; or 3

• The fire moves beyond the planning area; or 4

• The incident exceeds an established agency threshold (cost or complexity) 5

for approval authority; or 6

• The risk and complexity assessment indicates that the incident exceeds 7

existing management capability. 8

Considerations for determining when a new decision may be needed: 9

• Costs are expected to exceed the estimated final costs in the current 10

decision; or 11

• Management action points have changed since the current decision was 12

published. 13

Additional information about WFDSS can be found in appendix N. User support 14

information, training materials, and other resources can be found at 15

https://wfdss.usgs.gov/wfdss/WFDSS_Home.shtml. 16

Wildland Fire Decision Support System Decision Approval and Publication 17

All agencies having jurisdiction within a WFDSS planning area must be 18

provided the opportunity to participate as soon as possible in the decision-19

making process. In situations where one agency provides fire protection under 20

agreement or contract to a jurisdictional agency, both jurisdictional and 21

protecting agencies should be involved in the process. In order for one Federal 22

agency administrator to be delegated authority as an “Approver” for another 23

agency, a preseason agreement describing those authorities may be needed; see 24

your agency’s delegation of authority policies for additional guidance. 25

Every wildfire decision will consider the development of protection objectives 26

which also provide for safety of firefighter and the public and minimize the loss 27

of, and damage to, property, cultural and natural resources. 28

• FS – Decisions are required to include protection objectives. Regional 29

foresters must approve WFDSS decisions that include objectives to pursue 30

resource benefits at Geographic and/or National PL 4/5. See chapter 5 for 31

more information. 32

Units considering developing a decision for a group of fires, merged fires, or a 33

complex should reference NWCG Memorandum EB-M-16-024, NWCG Data 34

Management Standards for Incidents Complexes and Merged Wildfires at 35

https://www.nwcg.gov/executive-board/correspondence for considerations until 36

functionality is updated within the system. 37

The cost estimate shown in the WFDSS “Cost” tab will represent estimated final 38

cost for the incident and should be developed based on historic fire costs, 39

estimation spreadsheets, or other sources. If to-date incident expenditures 40

exceed WFDSS estimated fire costs, the final cost estimate must be updated and 41

validated through a periodic assessment or a new decision. For DOI bureaus, to-42

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date agency costs that exceed the decision authority of the agency administrator 1

require the publication of a new decision and/or notification as described in the 2

Approval Authorities table. Approval of WFDSS wildfire decisions by agency 3

administrators constitutes awareness of estimated final fire costs for the incident. 4

Decisions in WFDSS are approved and published by the appropriate line 5

officer(s) and/or authorized agency administrator(s) for the agency(s) 6

participating in the decision. Agency administrator authority is defined in the 7

tables below but may be subject to re-delegation or reservation of authority. 8

As approvers of WFDSS decisions, agency administrator s will ensure that 9

periodic assessments are completed until the fire is declared out. 10

Wildland Fire Decision Support System Decision Approval Authorities by 11

Agency 12

DOI WFDSS Approval Authorities 13

Cost Estimate

WFDSS Approval

Less Than $5 Million

BLM district manager

NPS park superintendent

FWS refuge manager

BIA agency superintendent

$5 Million - $10 Million

BLM district manager

NPS park superintendent

FWS/BIA regional director

Greater Than $10 Million

BLM district manager

NPS park superintendent

FWS National Director

BIA Bureau Director

NPS/FWS/BIA – Cost estimate should be based on estimated final cost of the

incident.

Alaska – Alaska WFDSS decisions require an additional approval from the

protecting agency fire management officer as per the Alaska Statewide Annual

Operating Plan. In addition, Alaska WFDSS decisions affecting Alaska Native

Claims Settlement Act (ANCSA) Corporation lands and DOI lands not managed

by BLM require an additional approval from the Alaska Fire Service (AFS) as

the fiscally responsible agent. Fiscal approvals for these wildfires with costs less

than $5 million are delegated to AFS zone FMOs. Fiscal approvals for these

wildfires with costs of $5 million and above are delegated to the Alaska Fire

Service Manager.

FWS Alaska – FWS WFDSS approval authority has been delegated to refuge

managers for all fires since suppression funding flows through BLM Alaska Fire

Service instead of FWS. When an incident meets or exceeds Federal combined

expenditures of $5 million and more than 50% of the burned acres are managed

by the FWS, the Alaska Fire Service manager will ensure that written

notification is provided to the regional chief of refuges and the Branch of

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Wildland Fire Chief. When an incident meets or exceeds Federal combined

expenditures of $10 million and more than 50% of the burned acres are

managed by the FWS, the Alaska Fire Service Manager will ensure that written

notification is provided to the FWS National Director, the Regional Chief of

Refuges, and the Branch of Wildland Fire Chief.

BLM – Approvals may be redelegated to the field or national conservation

lands manager per agency policy. See chapter 2 for fire cost notification

requirements.

NPS – Park superintendents will provide written notification to the regional

and/or agency director when an incident meets or exceeds Federal combined

expenditures of $5 million and/or $10 million in suppression costs, and more

than 50% of the burned acres are managed by the NPS. Written notifications

should be emailed with a copy to the Chief, Branch of Wildland Fire.

FWS – Regional directors and National Director may delegate WFDSS

approval authority as per agency policy.

BIA – Current policy requiring the Bureau Director to approve decisions over

10 million dollars is delegated to BIA regional directors per agency

memorandum.

Incident Type

FS Agency Administrator Qualification Level

Type 1

Wildfire Agency Administrator Type 1 (WFA1)

Type 2

Wildfire Agency Administrator Type 2 (WFA2)

Type 3, 4, 5

Wildfire Agency Administrator Type 3 (WFA3)

Authority may be retained at the regional forester level.

If internet connections or servers are unavailable, WFDSS documentation will

be completed using the “temporary WFDSS paper form” and entered into the 2

web-based application as soon as it becomes available. 3

Wildland Fire Decision Support System Decision Support 4

The Wildland Fire Management Research Development and Application (WFM 5

RD&A) group provides the national infrastructure for wildland fire decision 6

making and WFDSS support. Field users should contact their WFDSS 7

geographic area editor for assistance prior to contacting WFM RD&A staff. 8

Information for requesting assistance from WFM RD&A can be found on the 9

WFDSS homepage at https://wfdss.usgs.gov/. 10

Managing the Incident 11

Agency Administrator Definition 12

An agency administrator is the official responsible for the management of a 13

geographic unit or functional area. Agency administrators are the managing 14

officer of an agency, division thereof, or jurisdiction having statutory 15

responsibility for incident mitigation and management. Some examples include 16

NPS park superintendent, BIA agency superintendent, USFS forest supervisor, 17

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BLM district manager, FWS refuge manager, State forester, Tribal chairperson, 1

fire chief, police chief. 2

Agency Administrator Responsibilities 3

The agency administrator manages the land and resources on their 4

organizational unit according to the established land management plan. Fire 5

management is part of that responsibility. 6

Agency administrators are responsible for safety oversight and may request 7

additional safety oversight as needed. 8

Situations that may require additional safety oversight: 9

• A fire escapes initial attack or when extended attack is probable; 10

• There is complex or critical fire behavior; 11

• There is a complex air operation; 12

• The fire is in an urban intermix/interface; and 13

• Other extraordinary circumstances. 14

The agency administrator establishes specific performance objectives for the IC 15

and delegates the authority to the IC to take specific actions to meet those 16

objectives. Agency administrator responsibilities to an IMT include: 17

• Conduct an initial briefing to the IMT (appendix D). 18

• Provide an approved WFDSS published decision. 19

○ FS – Ensure that significant decisions related to strategy and costs are20

included in WFDSS.21

• Complete an RCA (appendix E and F) to accompany the WFDSS published 22

decision. 23

○ BLM – Completion of the Relative Risk and Organization Assessment24

within WFDSS satisfies the need for an RCA.25

○ FS – Complete an RCA for type 1, 2, and 3 incidents within WFDSS.26

• Coordinate with neighboring agencies on multi-jurisdiction fires to issue a 27

joint delegation of authority and develop a single published decision in 28

WFDSS for the management of unplanned ignitions. 29

• Issue a written delegation of authority to the IC (appendix G) and to other 30

appropriate officials, agency administrator representative, resource advisor 31

(READ), and incident business advisor. The delegation should: 32

○ State specific and measurable objectives, priorities, expectations,33

agency administrator’s intent, constraints, and other required direction;34

○ Establish the specific time for transfer of command;35

○ Assign clear responsibilities for initial attack;36

○ Define your role in the management of the incident;37

○ Describe procedures for conducting action reviews with the IC;38

○ Assign a READ(s) to the IMT;39

○ Define public information responsibilities;40

○ Address accident investigation procedures and notification41

requirements for fire managers, line officer(s), and42

dispatch/coordination centers;43

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252 Release Date: January 2023

○ Assign a local government liaison to the IMT (if necessary);1

○ Assign a local fire management liaison to the IMT (if necessary);2

○ Assign an incident business advisor (INBA) to provide incident3

business management oversight commensurate with complexity; and4

○ Direct the IMT to address rehabilitation of areas affected by5

suppression activities.6

• Coordinate mobilization with the IC. 7

○ Negotiate filling of mobilization order with the IC;8

○ Establish time and location of agency administrator briefing;9

○ Consider approving support staff additional to the IMT as requested by10

the IC; and11

○ Consider authorizing transportation needs as requested by the IC.12

• Provide pertinent support materials and documents (L/RMP, FMP, GIS 13

data, local unit SOPs, maps, service and supply plan, etc.) to the IMT. 14

In situations where one agency provides fire protection under agreement to the 15

jurisdictional agency, both jurisdictional and protecting agencies will be 16

involved in the development of the delegation of authorities to the IMTs and the 17

published decision in WFDSS. 18

Agency Administrator Representative Responsibilities 19

The agency administrator representative (the on-scene representative for the 20

agency administrator) is responsible for representing the political, social, and 21

economic issues of the agency administrator to the IC. This is accomplished by 22

participating in the agency administrator briefing, in the IMT planning and 23

strategy meetings, and in the operational briefings. 24

Responsibilities include representing the agency administrator to the IMT 25

regarding: 26

• Compliance with the delegation of authority and the published decision in 27

WFDSS 28

• Public concerns (air quality, road or trail closures, smoke management, 29

threats) 30

• Public safety (evacuations, access/use restrictions, temporary closures) 31

• Public information (fire size, resources assigned, threats, concerns, appeals 32

for assistance) 33

• Socioeconomic, political, or Tribal concerns 34

• Land and property ownership concerns 35

• Interagency and intergovernmental issues 36

• Wildland urban interface impacts 37

• Media contacts 38

Resource Advisor Responsibilities 39

The READ is responsible for anticipating the impacts of fire operations on 40

natural and cultural resources and for communicating protection requirements 41

for those resources to the IC. The READ should ensure IMT compliance with 42

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the L/RMP and FMP. The READ should provide the IC with information, 1

analysis, and advice on these areas: 2

• Rehabilitation requirements and standards; 3

• Land ownership; 4

• Hazardous materials; 5

• Fuel breaks (locations and specifications); 6

• Water sources and ownership; 7

• Critical watersheds; 8

• Critical wildlife habitat; 9

• Noxious weeds/aquatic invasive species; 10

• Special status species (threatened, endangered, proposed, sensitive); 11

• Fisheries; 12

• Poisonous plants, insects and snakes; 13

• Mineral resources (oil, gas, mining activities); 14

• Archeological site, historic trails, paleontological sites; 15

• Riparian areas; 16

• Military issues; 17

• Utility rights-of-way (power, communication sites); 18

• Native allotments; 19

• Grazing allotments; 20

• Recreational areas; and 21

• Special management areas (wilderness areas, wilderness study areas, 22

recommended wilderness, national monuments, national conservation areas, 23

national historic landmarks, areas of critical environmental concern, 24

research natural areas, wild and scenic rivers). 25

The READ and agency administrator representative positions are generally 26

filled by local unit personnel. These positions may be combined and performed 27

by one individual. Duties are stated in the Resource Advisor’s Guide for 28

Wildland Fire (PMS 313). 29

Use of Trainees 30

Use of trainees is encouraged. On wildland fire incidents, trainees may supervise 31

trainees. However, when assigning trainees to positions where critical life-safety 32

decisions are affected, trainees must be directly supervised by a fully qualified 33

individual. For example: 34

• A division/group supervisor (DIVS) trainee may not work directly for an 35

operations section chief without additional field supervision. The potential 36

for high-hazard work with high-risk outcomes calls for a fully qualified 37

DIVS to be assigned supervision of the DIVS trainee. 38

• A supply unit leader (SPUL) trainee may supervise a receiving/distribution 39

manager (RCDM) trainee. In this case, supervision may be successfully 40

provided in a lower-hazard environment with appropriate risk mitigation. 41

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Incident Record Creation 1

Local dispatch centers have the responsibility and authority to create incident 2

records, process requests, coordinate response, and track resources and 3

information under the delegation of the benefiting agency. Business rules 4

regarding creation of incidents within an integrated system are located in chapter 5

19 under subheading “Initial Attack Dispatching.” 6

Incident Action Plan 7

When a written IAP is required, suggested components may include objectives, 8

organization, weather forecast, fire behavior forecast, division assignments, air 9

operations summary, safety message, communications plan, and incident map. 10

An incident medical plan is required in all written IAPs. 11

Incident Status Reporting 12

The Incident Status Summary (ICS-209), submitted to the GACC, is used to 13

report large wildland fires and any other significant events on lands under 14

Federal protection or Federal ownership. Lands administered by States and other 15

Federal cooperators may also report in this manner. 16

Large fires are classified as 100 acres or larger in timber fuel types, 300 acres or 17

larger in grass fuel types, or when a NIMO, complex, type 1 or 2 IMT is 18

assigned, regardless of the size of the incident or the suppression management 19

strategy. An ICS-209 should be submitted daily for all uncontained full-20

suppression wildfires that meet large fire criteria. An ICS-209 should be 21

submitted weekly (Thursday evening) for all wildfires meeting large fire criteria 22

that are being managed under strategies that are less than full suppression. The 23

agency administrator may require additional reporting times. Refer to local, 24

zone, and/or GACC guidance for additional reporting requirements. 25

Incident History and Financial Records 26

Wildfire incidents on Federal lands managed by the FS and DOI (except BIA) 27

require creation of an incident history file (IHF) to document significant events, 28

actions taken, lessons learned, and other information with long-term value for 29

managing natural resources. IHF contents, instructions, and tools for creating the 30

IHF are found at 31

https://www.nwcg.gov/committees/incident-planning-subcommittee. 32

The host unit will be responsible for retaining the incident documentation 33

package including the IHF and financial records. 34

Document and Computer Security 35

Precautions must be taken to secure incident information in its various formats. 36

All forms of information shall be treated as Controlled Unclassified Information 37

(CUI) and care must be exercised when handling the data to prevent the 38

inadvertent viewing or unauthorized disclosure of information. CUI paper copies 39

that compromise privacy and security shall be shredded before disposal when no 40

longer needed. All computers used at the incident must be patched and have 41

anti-virus software installed with recently updated definition files. All media 42

used to transfer information into the incident (for example, USB flash drives, 43

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portable hard drives and CD/DVDs) must be scanned prior to use. Autorun 1

capabilities must be disabled to prevent the spread of malware. All computers 2

and storage devices shall be physically secured at all times. 3

Transfer of Command 4

The following guidelines will assist in the transfer of incident command 5

responsibilities from the local unit to incoming IMT and back to the local unit. 6

• The local team or organization already in place remains in charge until the 7

local representatives brief their counterparts on the incoming team, a 8

delegation of authority has been signed, and a mutually agreed time for 9

transfer of command has been established. 10

• The ordering unit will specify times of arrival and transfer of command and 11

discuss these timeframes with both the incoming and outgoing command 12

structures. 13

• Clear lines of authority must be maintained in order to minimize confusion 14

and maintain operational control. 15

• Transfers of command should occur at the beginning of an operational 16

period, whenever possible. 17

• All operational personnel will be notified on incident command frequencies 18

when transfer of command occurs. 19

Release of Incident Management Teams 20

The release of an IMT should follow an approved transfer of command process. 21

The agency administrator must approve the date and time of the transfer of 22

command. The transfer of command plan should include the following elements: 23

• Remaining organizational needs and structure; 24

• Tasks or work to be accomplished; 25

• Communication systems and radio frequencies; 26

• Local safety hazards and considerations; 27

• IAP, including remaining resources and weather forecast; 28

• Facilities, equipment, and supply status; 29

• Arrangement for feeding remaining personnel; 30

• Financial and payment processes needing follow-up; and 31

• Risk and Complexity Assessment. 32

Team Evaluation 33

At completion of assignment, ICs will receive a written performance evaluation 34

from the agency administrator(s) prior to the team’s release from the incident. 35

Certain elements of this evaluation may not be able to be completed at the 36

closeout review. These include accountability and property control, 37

completeness of claims investigation/documentation, and completeness of 38

financial and payment documentation. 39

The final evaluation incorporating all of the above elements should be sent to 40

the IC and the respective GACC within 60 days. See appendix I for the IMT 41

evaluation form. 42

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The delegation of authority, the published decision in WFDSS, and other 1

documented agency administrator’s direction will serve as the primary standards 2

against which the IMT is evaluated. 3

The agency administrator will provide a copy of the evaluation to the IC and the 4

state/regional FMO and retain a copy for the final fire package. 5

The state/regional FMO will review all evaluations and will be responsible for 6

providing a copy of evaluations documenting performance to the Geographic 7

Area Coordinating Group or agency managing the IMT. 8

Unit/Area Closures 9

Threats to public safety may require temporary closure of a unit/area or a 10

portion of it. When a fire threatens escape from the unit/area, adjacent 11

authorities must be given as much advance notice as possible in order to achieve 12

orderly evacuation. 13

Incident Emergency Management Planning and Services 14

Refer to chapter 7 for further guidance. 15

Fire Management in Wilderness 16

Actions taken in wilderness will be conducted to protect life and safety, to meet 17

natural and cultural resource objectives, and to minimize negative impacts of the 18

fire management actions and the fires themselves. In evaluating fire 19

management actions, the preservation of wilderness character will be considered 20

before, and given significantly more weight than, economic efficiency and 21

convenience. Unless human life or private property is immediately threatened, 22

only those actions that preserve wilderness character and/or have localized, 23

short-term adverse impacts to wilderness character will be acceptable. Any 24

delegation of authority to IMTs will convey appropriate emphasis on the 25

preservation of wilderness character and resources and will ensure interaction 26

with local wilderness READs. 27

• BLM – BLM Manual 6340—Management of BLM Wilderness (2012), 28

Section 1.6.C.7 states that to the greatest extent possible, the Bureau will 29

manage all wildfires in wilderness: 1) using Minimum Impact Strategies 30

Tactics (MIST) wherever possible; 2) if feasible, without equipment that 31

would ordinarily be prohibited under Section 4(c) of the Wilderness Act; 32

and 3) by assigning a resource advisor (READ) with expertise in wilderness 33

stewardship. To assist in documenting any decision involving uses generally 34

prohibited by the Wilderness Act (e.g., heavy equipment, chainsaws, and the 35

landing of aircraft, among other examples), the BLM normally uses a tool 36

known as the Minimum Requirements Decision Guide (MRDG). Under the 37

Wilderness Act, however, control of fire is an exception to the prohibited 38

uses, so the MRDG is not necessary at the time of response to an 39

emergency. Nevertheless, the minimum requirements concept should be 40

incorporated into emergency planning so that the minimum necessary 41

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methods and tools can be used to resolve emergencies while preserving 1

wilderness character to the greatest extent practicable. Responses involving 2

prohibited uses will be approved by the state director, though approval can 3

be delegated through the BLM MS-1203 – DELEGATION OF AUTHORITY 4

to the district or field office manager if he/she has been through the 5

National or Regional Wilderness Stewardship Training offered by the 6

Arthur Carhart National Wilderness Training Center. In emergency 7

situations, the decision on authorization of normally prohibited uses should 8

always err on the side of protecting human life. 9

• NPS – For all wilderness fire management actions proposing the use of any 10

of the Wilderness Act Section 4(c) prohibitions, a minimum requirements 11

analysis (MRA) will be completed. To ensure adequate consideration of 12

wilderness resources, a programmatic MRA must be completed as part of 13

the development of a park’s FMP and companion environmental 14

compliance document. 15

• FWS – For all wilderness fire management actions proposing the use of 16

any of the Wilderness Act 4(c) prohibitions, a minimum requirements 17

analysis will be completed. 18

• FS – For all wilderness fire management actions proposing the use of any 19

Wilderness Act 4(c) prohibitions, a minimum requirements analysis is 20

recommended. 21

• BLM/NPS/FWS/FS – Section 4(d)(1) of the Wilderness Act of 1964 allows 22

all agencies to control fire, in wilderness areas, subject to such conditions 23

as the Secretary deems desirable. 24

• BIA – For all wilderness fire management actions refer to L/RMPs. 25

Operational Guidelines for Aquatic Invasive Species 26

In order to prevent the spread of aquatic invasive species, fire personnel must 27

recognize how our fire operations can prevent the transport of these species. The 28

NWCG Invasive Species Subcommittee provides up-to-date operational 29

guidelines, best management practices, and equipment cleaning guidance to 30

minimize the spread of aquatic invasive species. Consult the NWCG website 31

(https://www.nwcg.gov/committees/invasive-species-subcommittee) to obtain 32

these protocols. Local area or agency guidelines may also be available and 33

useful and local biologists, READs and fire personnel should consult with each 34

other during the preseason regarding known aquatic invasive species locations to 35

facilitate incident avoidance when possible. To minimize potential transmission 36

of aquatic invasive species, it is recommended that personnel: 37

• Consult with local biologists, READs and fire personnel for known aquatic 38

invasive species locations in the area and avoid them when possible. 39

• Avoid entering (driving through) water bodies or wet areas when possible. 40

• Avoid transferring water between drainages or between unconnected waters 41

within the same drainage when possible. 42

• Avoid sucking organic and bottom material into water intakes when 43

drafting from a natural water body. 44

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• Avoid obtaining water from multiple sources during a single operational1

period when possible.2

• Remove all plant parts and mud from external surfaces of gear and 3

equipment after an operational period. 4

• If gear contacts untreated water, consider decontaminating before moving to 5

new drainages. Applicable gear includes helicopter buckets, snorkel ends, 6

foot valves, and draft hoses. Water delivery equipment and accessories 7

(e.g., fireline hoses, wye valves, nozzles) that do not transfer tank water to 8

waterbodies do not need to be disinfected. 9

• For decontamination and cleaning protocols, refer to NWCG Invasive 10

Species Subcommittee guidance 11

(https://www.nwcg.gov/committees/invasive-species-subcommittee) or 12

local area or agency direction. NWCG protocols emphasize hot water, 13

power washing, or drying over the use of chemicals. 14

• Carry spare, clean, dry helicopter buckets, draft hoses, and foot valves to 15

switch out with used ones when moving to a new water source. 16

Decontaminate the wet gear while spares are being used. 17

• Prime engine pumps with water from the drafting source (e.g., streams, 18

lake) rather than using water from the engine tank. This minimizes the 19

leakage of possibly contaminated engine tank water through the foot valve. 20

Ensure foot valves are operating and not leaking. Decontamination of 21

engine or water tender tanks with hot water or chemicals is not 22

recommended. 23

Operational Guidelines for Invasive Species 24

Suppression and support vehicles, tools, and machinery should be cleaned at a 25

designated area prior to arriving and leaving the incident. Onsite fire equipment, 26

including the undercarriage, fender wells, tires, radiator, and exterior of the 27

vehicle, should be thoroughly cleaned. Firefighter personnel should clean items 28

such as personal equipment, boots, clothing of weed or other invasive species 29

materials, including visible plant parts, soil, and other materials as identified by 30

the READ. The cleaning area should also be clearly marked to identify the area 31

for post-fire control treatments, as needed. 32

Ensure that seed mixes and mulch used in suppression repair contain no 33

federally or State-designated noxious weeds by using seed mixes and mulches 34

that have been examined by a laboratory or have current weed-free certification 35

from a State seed laboratory or equivalent qualified testing agent. 36

Responding to Non-Wildland Fire Incidents 37

Managers will avoid giving the appearance that their wildland fire resources are 38

trained and equipped to perform structure, vehicle, and dump fire suppression, to 39

respond to hazardous materials releases, or to perform emergency medical 40

response for the public. 41

INCIDENT MANAGEMENT AND RESPONSE CHAPTER 11

Release Date: January 2023 259

Wildland Urban Interface 1

The operational roles of the Federal agencies as partners in the wildland urban 2

interface are wildfire suppression, structure protection (not structural fire 3

suppression), prescribed fire, hazard reduction, cooperative prevention and 4

education, and technical assistance. 5

Structural fire suppression is the responsibility of Tribal, State, or local 6

governments. Federal agencies may assist with exterior structural fire protection 7

activities under formal fire protection agreements that specify the mutual 8

responsibilities of the partners, including funding (some Federal agencies have 9

full structural protection authority for their facilities on lands they administer 10

and may also enter into formal agreements to assist State and local governments 11

with structural protection). 12

– Review and Update of the 1995 Federal Wildland Fire Management13

Policy, January 2001, page 2314

Funding is not provided to prepare for or respond to emergency non-wildland 15

fire response activities such as structure fires, vehicle fires, dump fires, 16

hazardous materials releases, and emergency medical responses. Managers must 17

ensure that FMPs, interagency agreements, and operating plans clearly state 18

agency and cooperator roles and responsibilities for non-wildland fire response 19

activities that agency personnel are exposed to as a result of working in the 20

interagency fire environment. Managers will also ensure that Federal wildland 21

fire resources are not identified on run cards or in dispatch plans for non-22

wildland fire responses. 23

Structure, Vehicle, Dumpster, Trash, and Landfill Fires 24

Wildland firefighters will not take direct suppression action on structure, 25

vehicle, dumpster, trash, or landfill fires. Structure, vehicle, and landfill fire 26

suppression is not a functional responsibility of wildland fire resources. These 27

fires have the potential to emit high levels of toxic gases. This policy will be 28

reflected in suppression response plans. 29

Wildland firefighters who encounter structure, vehicle, or landfill fires, or who 30

are dispatched to such fires due to significant threat to adjacent agency-protected 31

lands/resources, will not engage in direct suppression action. Structure 32

protection (not suppression) activities will be limited to exterior efforts, and only 33

when such actions can be accomplished safely and in accordance with 34

established wildland fire operations standards. 35

• NPS – For structural fire (including vehicle, trash and dumpster fires) 36

response, training, medical examination, and physical fitness requirements, 37

and hazardous material response or control guidance, refer to chapter 3. 38

• FS – Wildfires other than vegetation (such as dumpster, trash, landfill, or 39

vehicle) as the primary fuel present hazards that are outside of the basic 40

wildland firefighters training and protective equipment. Response actions 41

will be limited to protection of life, property, and resources when they can 42

be safely undertaken with proper risk assessment and mitigation. When 43

CHAPTER 11 INCIDENT MANAGEMENT AND RESPONSE

260 Release Date: January 2023

agency employees are trained, qualified, and equipped to take action on 1

other than vegetation fires, they may do so with proper risk assessment and 2

mitigation (Incident Response Pocket Guide, PMS 461). 3

Public Emergency Medical Response 4

Public emergency medical response is not a functional responsibility of wildland 5

fire resources and should not be part of a preplanned response that requires these 6

duties. When wildland firefighters encounter emergency medical response 7

situations, their efforts should be limited to immediate care (e.g., first aid, first 8

responder) actions that they are trained and qualified to perform. 9

• NPS – NPS employees who provide emergency medical services will adhere 10

to the requirements contained in Director’s Order and Reference Manual 11

#51, Emergency Medical Services. 12

Post-Wildfire Activities 13

Each wildland fire management agency is responsible for taking prompt action 14

to determine the need for, and to prescribe and implement, emergency 15

treatments to minimize threats to life or property or to stabilize and prevent 16

unacceptable degradation to natural and cultural resources resulting from the 17

effects of a fire on the lands they manage. 18

Post-wildfire activities references can be found in Interagency Burned Area 19

Emergency Response Guidebook – Interpretation of Department of the Interior 20

620 DM 7 and USDA Forest Service Manual 2523, For the Emergency 21

Stabilization of Federal and Tribal Trust Lands (version 4.0, February 2006) 22

and Interagency Burned Area Rehabilitation Guidebook – Interpretation of 23

Department of the Interior 620 DM 7, For the Burned Area Rehabilitation of 24

Federal and Tribal Trust Lands (version 1.3, October 2006). 25

Suppression Repair 26

Planned actions taken to repair the damages to resources, lands, and facilities 27

resulting from wildfire suppression actions and documented in the IAP. These 28

actions are usually implemented prior to, or immediately after containment of 29

the wildfire by the incident management organization. Repairs under this 30

activity may be completed to return the value to pre-wildfire management 31

activity condition as practical but may not improve the condition beyond what 32

was existing prior to the incident. 33

Emergency Stabilization 34

Planned actions to stabilize and prevent unacceptable degradation to natural and 35

cultural resources, to minimize threats to life or property resulting from the 36

effects of a wildfire, or to repair/replace/construct physical improvements 37

necessary to prevent degradation of land or resources. Emergency stabilization 38

actions must be taken per agency policy. 39

• DOI – Within 1 year plus 21 days after the ignition date of a wildfire and 40

documented in a Burned Area Response Plan or an agency specific plan. 41

The bureau director may approve an extension beyond the 1 year plus 21 42

INCIDENT MANAGEMENT AND RESPONSE CHAPTER 11

Release Date: January 2023 261

days to accommodate circumstances related to climatic conditions or other1

significant events. 2

• FS – No later than 1 year after the containment of the fire. 3

Rehabilitation 4

Efforts taken within 5 years following 21 days after the ignition date of a 5

wildfire to repair or improve wildfire-damaged lands unlikely to recover 6

naturally to management-approved conditions or to repair/replace minor assets 7

damaged by wildfire. 8

• DOI – A separate Burned Area Rehabilitation Plan (BAR) or in 9

combination with Burned Area Emergency Response Plan (BAER). 10

• FS – A Burned Area Emergency Response Plan (BAER). 11

Restoration 12

Continuing the rehabilitation beyond the initial five years or the repair or 13

replacement of major assets damaged by the wildfire. 14

Post-Wildfire Activities 15

Suppression

Repair

Emergency

Stabilization

Rehabilitation

Restoration

Objective

Repair

suppression

damages

Protect life and

property

Repair damages

Long term

Ecosystem

Restoration

Damage due

Suppression

activities

Post-wildfire

events and fire

Fire

Urgency

Immediately

after

containment

1-12 months

1-5 years

5+ years

Responsibility

IC/ agency

administrator

agency

administrator

agency

administrator

agency

administrator

Funding type

Suppression

(fire)

Suppression

(emergency

stabilization)

Rehabilitation or

regular program

Regular program

Emergency Stabilization Approval Authorities 16

Level

BIA

BLM

FWS

NPS

Local

Approval

Level

<$250,000

Agency

superintendent

Field/

district

manager

Refuge

manager

Park

superintendent

District

ranger

Forest

supervisor

CHAPTER 11 INCIDENT MANAGEMENT AND RESPONSE

262 Release Date: January 2023

Level

BIA

BLM

FWS

NPS

Regional/

State

Approval

Level

$250,000-

$500,000

Regional

director

<$100,000

State

director

<$500,000

Regional

director with

regional fire

management

coordinator

concurrence

<$500,000

Regional

director

$500,000

Western

regional

foresters

$100,000

Eastern

Regional

Foresters

National

Approval

Level

>$500,000

Director of Fire

Management

>$100,000

Director

>$500,000

Chief, Branch

of Fire

Management

>$500,000

Chief,

Division of

Fire and

Aviation

>$100,000 or

$500,000

Director,

Watershed

and Wildlife

Management

Burned Area Emergency Response Teams 1

BAER teams are a standing or ad hoc group of technical specialists (e.g., 2

hydrologists, biologists, soil scientists) that develop and may implement 3

portions of the BAER plans. These teams will meet the requirements for 4

unescorted personnel found in chapter 7 under “Visitors to the Fireline” when 5

working within the perimeter of an uncontrolled wildfire. The team’s skills and 6

size should be commensurate with the size and complexity of the wildfire. 7

The agency administrator is responsible for designating an interdisciplinary 8

BAER team. However, BAER teams must coordinate closely with IC and IMT 9

to work safely and efficiently. The agency administrator is responsible for 10

submitting the Emergency Stabilization BAER Plan to the regional office for 11

review and approval within the timeframes established by each agency. 12

Coordination should occur with the regional BAER coordinator. If needed, 13

extensions can be negotiated with those having the appropriate level of approval 14

authority. 15

• DOI – The Department of Interior maintains a roster of national BAER 16

team personnel to assist field units in planning for complex post-fire 17

emergency stabilization. The national BAER team is scalable in long and 18

short configurations. BAER teams may be ordered as command and general 19

staff or ordered as individual resources. The full national BAER team is 20

dispatched to more difficult incidents involving extreme risks to human life 21

and critical Federal assets. Potential floods, mud and debris flows, 22

watershed/municipal water supplies, urban interface, and complex and 23

multiple jurisdictions are the dispatch prioritization criteria issues factored 24

into the mobilization decision. Less complex incidents will use local, 25

regional, interagency, and contracted ad hoc BAER teams that may be 26

supplemented with national BAER team personnel. Bureau coordinators 27

maintain rosters of BAER personnel for less complex incidents. 28

INCIDENT MANAGEMENT AND RESPONSE CHAPTER 11

Release Date: January 2023 263

• DOI – The DOI national BAER team resources should be requested within1

21 days from the discovery date of the fire and ordered as per the National2

Interagency Mobilization Guide.3

• FS – Each Forest Service unit identifies a core BAER team prior to fire 4

season. Regional coordinators maintain rosters of experienced BAER 5

personnel in the region. When needed, specific BAER personnel 6

representing needed specialties from other units can either be contacted 7

directly or through dispatch. See FSM 2523 and FSH 2509.13 for agency- 8

specific policy and direction for BAER teams. 9

Interagency Final Fire Reports and Datasets 10

The final fire report, also referred to as the individual fire report, serves as the 11

official record for a wildfire occurrence and its related outcomes. While there 12

are other types of fire reports, including the ICS-209 and other situational (e.g. 13

daily) and ad-hoc reports, datasets compiled from individual final fire reports 14

provide the official statistics for every agency and the interagency wildland fire 15

management organization as a whole. These datasets also provide vital 16

information regarding the frequency, location, and size of historical fires, which 17

are used for decision support, budget formulation, occurrence modeling, 18

research, analysis, and other planning applications. For these reasons, final fire 19

reports must be completed promptly and accurately once a wildfire is declared 20

“out” and its outcomes are known. To ensure that the wildfire occurrence and 21

workload is fully represented, every wildfire, regardless of size, should be 22

documented with a final fire report. 23

InFORM is a suite of applications used by multiple fire management agencies 24

for final fire reporting. By replacing multiple agency-specific fire reporting 25

applications, InFORM strives to fulfill the goal of having “one fire, one report, 26

one authoritative data source.” A single corresponding record must exist in the 27

InFORM dataset for any wildfire that originates on or otherwise burns onto 28

federally owned or protected lands. Because the Federal wildland fire 29

management agencies use IRWIN-integrated, computer-aided dispatch (CAD) 30

applications and issue FireCodes for wildfires, most records will be 31

automatically established in InFORM, where they will be available for review, 32

editing, and certifying once the fire is declared “out” and reporting ceases in 33

other applications. 34

• The Federal wildland fire management agency with jurisdiction at a fire’s 35

point of origin is responsible for ensuring that the fire is reported and 36

certified in InFORM; however, this responsibility can be conveyed to 37

another agency via agreement. Certification is a process in InFORM 38

whereby the final fire report is declared complete and suitable for use in 39

official statistics. 40

○ BLM/NPS/USFS/BIA/BOR – Final fire reports for wildfires that41

originate on agency lands, or lands formally protected by these42

agencies, shall be certified in InFORM.43

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264 Release Date: January 2023

○ FWS – For wildfires that originate on FWS lands, or lands formally 1

protected by FWS, final fire reports shall be submitted via the Fire 2

Management Information System (FMIS), as noted in chapter 4. 3

○ Other agencies – Several State agencies and certain other Federal 4

agencies, such as those under Department of Defense, have lands 5

where wildfires occur, but do not use InFORM for fire reporting. 6

• For a fire that originates on land that is under the jurisdiction of an agency 7

that does not use InFORM, but subsequently burns onto lands owned or 8

protected by one or more Federal agency that does use InFORM for 9

reporting, any one of these affected Federal agencies shall ensure that the 10

fire is reported and certified in InFORM. 11

For more information about interagency fire reporting and InFORM, go to 12

https://www.nwcg.gov/committees/fire-reporting-subcommittee. 13

Incident Business Management 14

Specific incident business management guidance is contained in the NWCG 15

Standards for Interagency Incident Business Management (PMS 902). This 16

handbook assists participating agencies of the NWCG to constructively work 17

together to provide effective execution of each agency's incident management 18

program by establishing procedures for: 19

• Uniform application of regulations on the use of human resources, including 20

classification, payroll, commissary, injury compensation, and travel; 21

• Acquisition of necessary equipment and supplies from appropriate sources 22

in accordance with applicable procurement regulations; 23

• Managing and tracking Government property; 24

• Financial coordination with the protection agency and maintenance of 25

finance, property, procurement, and personnel records and forms; 26

• Use and coordination of incident business management functions as they 27

relate to sharing of resources among Federal, State, and local agencies, 28

including the military; 29

• Investigation and reporting of accidents; 30

• Investigating, documenting, and reporting claims; 31

• Documenting costs and implementing cost-effective criteria for managing 32

incident resources; and 33

• Non-fire incidents administrative processes. 34

○ DOI – The Department of the Interior All Hazards-Supplement to the 35

NWCG Standards for Interagency Incident Business Management 36

establishes business management guidelines for the Department of the 37

Interior’s (DOI) all

‐

hazards incidents. The DOI Supplement is under 38

review. 39

INCIDENT MANAGEMENT AND RESPONSE CHAPTER 11

Release Date: January 2023 265

Cost Management 1

An incident business advisor (INBA) must be assigned to any wildfire with costs 2

of $5 million or more. If a qualified INBA is not available, the approving 3

official will appoint a financial advisor to monitor expenditures. 4

Incident cost objectives will be included as a performance measure in IMT 5

evaluations. 6

Fire Reviews – Wildland Fire Management Annual Report and Large Fire 7

Review (FS) 8

See chapter 18. 9

Significant Wildland Fire Review (DOI) 10

See chapter 18. 11

Cache Management 12

Agencies often serve as interagency partners in national support caches and 13

local area support caches and may operate single agency initial attack caches. 14

All caches will maintain established stocking levels, receive and process orders 15

from participating agencies and follow ordering and fire replenishment 16

procedures as outlined by the national and geographic area cache management 17

plans and mobilization guides. 18

• FS – Refer to FSM 5160 for specific requirements. 19

Type 1 and 2 National Interagency Support Caches 20

There are fifteen national interagency support caches (NISC); eleven are 21

managed by the Forest Service, three are managed by the BLM, and one is 22

managed by the State of Idaho. The fifteen national caches are part of the 23

National Fire Equipment System (NFES). Each of these caches provides 24

incident support in the form of equipment and supplies to units within their 25

respective geographic areas. The NFES cache system may support other 26

emergency, disaster, fire-related or land management activities, provided that 27

such support is permitted by agency policies and does not adversely affect the 28

primary mission. These national caches do not provide supplies and equipment 29

to restock local caches for non-incident requests. Non-emergency (routine) 30

orders should be directed to the source of supply, e.g., Defense Logistics 31

Agency (DLA) or private vendors. 32

The Great Basin Area Incident Support Cache at NIFC provides publications 33

management support to the National Wildfire Coordinating Group (NWCG). 34

Reference the NWCG NFES Catalog Part 2: Publications at 35

https://www.nwcg.gov/publications/449-2 for more detailed information. 36

Forest Service National Symbols Program distribution is through the Eastern 37

Area Incident Support Cache (NEK). This material is coordinated by the USDA 38

Forest Service, under advisement of the National Association of State Foresters 39

(NASF) Cooperative Forest Fire Prevention Committee (CFFP). Materials 40

CHAPTER 11 INCIDENT MANAGEMENT AND RESPONSE

266 Release Date: January 2023

include Smokey Bear/Junior Forest Ranger prevention items and Woodsy Owl 1

environmental educational materials. 2

NEK also distributes DOI fire education materials. The website contains the 3

catalog of materials, information about these programs, and online ordering 4

instructions. Refer to 5

https://www.fs.usda.gov/main/conservationeducation/about/education-6

themes/wildland-fire. 7

Type 3 Support Caches 8

These caches directly support more than one agency and generally cover more 9

than one administrative unit. Type 3 support caches will maintain stocking 10

levels to meet the identified needs of the multiple agencies for whom service is 11

provided. 12

Type 4 Local Caches 13

Numerous type 4 local caches are maintained by each agency. These caches will 14

establish and maintain stocking levels to meet the initial response needs of the 15

local unit(s). 16

Inventory Management 17

System Implementation 18

Each fire cache, regardless of size, should initiate and maintain a cache 19

inventory management system. Agency management systems provide a check 20

out/return concept that incorporates a debit/crediting for all items leaving the 21

cache. This system is strictly followed in the type 1 and 2 NISCs. Inventory 22

management processes should be implemented for all type 3 support and type 4 23

local caches. 24

Accountability 25

Fire loss/use rate is defined as all property and supplies lost, damaged, or 26

consumed on an incident. Fire/loss use rates are reported as a percentage that is 27

calculated in dollars of items issued compared to items returned. Consumable 28

items are not included in this total. All items stocked in agency fire caches will 29

be categorized for return (loss tolerance/use rate) and accountability purposes. 30

Trackable Items 31

Trackable items include items that a cache may track due to dollar value, 32

sensitive property classification, or limited quantities. Available items that are 33

considered trackable are usually engraved or tagged with a cache trackable 34

identification number. These items must be returned to the issuing cache at the 35

end of the incident use, or documentation must be provided to the issuing cache 36

as to why it was not returned. All trackable items are also considered durable. 37

Accountability for trackable items is expected to be 100 percent. 38

Durable Items 39

Durable items include cache items considered to have a useful life expectancy 40

greater than one incident. High percentages of return for these items are 41

expected. These items are not specifically cache identified/tagged/engraved. 42

INCIDENT MANAGEMENT AND RESPONSE CHAPTER 11

Release Date: January 2023 267

Durable items include water handling accessories, helicopter accessories, tents 1

and camp items such as heaters, lights, lanterns, tables, chairs, hose, tools, 2

backpack pumps, sleeping bags, pads, cots, and personal protective equipment. 3

A 90% level of return is the expected threshold for durable items. 4

Consumable Items 5

Consumable items include items normally expected to be consumed during 6

incident use. Consumable items returned in unused condition are credited to the 7

incident. Examples of consumable items are batteries, plastic canteens, 8

cubitainers, forms, MREs, fusees, hot food containers, petroleum products, and 9

medical supplies. 10

Incident Management and Environmental Sustainability 11

Every incident should seek opportunities to reduce unnecessary waste and limit 12

impacts associated with management actions. This can be accomplished, for 13

example, by implementing “greening fire” sustainability best management 14

practices (e.g., energy and water conservation, alternative energy, sustainable 15

acquisition, and waste prevention and recycling) as long as such efforts do not 16

compromise operational or safety objectives. To the degree possible, prioritize 17

the procurement of sustainable products and services whenever lifecycle cost-18

effective. 19

Incident-to-Incident Transfer of Supplies and Equipment 20

Transfer of supplies and equipment between incidents is not encouraged, due to 21

the increased possibility of accountability errors. In instances when it is 22

determined to be economically feasible and operationally advantageous, the 23

supply unit leader from the incident that is releasing the items will complete the 24

Interagency Incident Waybill (NFES 1472), including: 25

• NFES number 26

• Quantity 27

• Unit of issue 28

• Description 29

• Trackable ID number, if item is trackable 30

• Receiving incident name, incident number, and resource request number 31

The supply unit leader will send the waybill transfer information to the servicing 32

NISC to maintain proper accountability recording. 33

Upon request, the servicing NISC can provide the supply unit leader with an 34

Outstanding Items Report or Incident Summary Report to facilitate accurate 35

waybill documentation. 36

Fire Loss Tolerance Reporting for Type 1 and 2 Incidents 37

In order to help managers keep incident-related equipment and supply loss to a 38

minimum, IMTs are required to maintain accountability and tracking of these 39

items. Guidelines and procedures to assist with this accountability are provided 40

in chapter 30 of the NWCG Standards for Interagency Incident Business 41

Management. To further facilitate these procedures and provide oversight, a fire 42

CHAPTER 11 INCIDENT MANAGEMENT AND RESPONSE

268 Release Date: January 2023

loss report has been developed that provides detailed information regarding used 1

and trackable item use. This report has been accepted by NWCG for all wildland 2

fire agencies and will be compiled for all type 1 and type 2 incidents. 3

Investigations may be conducted in those cases where thresholds may have been 4

exceeded. 5

These reports are compiled by the NISC servicing the incident. Reports will then 6

be forwarded to the responsible local office, with a copy to the state/regional 7

FMO. The following steps must be followed to ensure accurate reports: 8

• At the close of each incident, all property must be returned to the servicing 9

NFES cache; 10

• If accountable/trackable property has been destroyed or lost, appropriate 11

documentation must be provided to the cache for replacement and updating 12

property records; 13

• All property purchased with emergency fire funds for an incident must be 14

returned to the NFES cache system; 15

• All unused consumable and/or durable NFES items must be returned to the 16

servicing NFES cache within 30 days of control of the incident; and 17

• agency administrators/FMOs must review the fire loss report and 18

recommend appropriate follow-up action if losses are excessive. Those 19

actions and recommendations should be documented and filed in the final 20

incident records. 21

Incident Supply and Equipment Return Procedures 22

Supplies and equipment ordered with suppression funds will be returned to the 23

ordering unit at the close of the incident and dispersed in one of three ways: 24

• Items meeting NFES standards will be returned to the NISC for reuse 25

within the fire supply system; 26

• Items not meeting the prescribed NFES standards will be purchased with 27

program funds by the local unit if the items are needed for program use; or 28

• Items will be delivered to the unit’s excess property program for disposal. 29

Cache Returns and Restock Procedures 30

All returns for credit and restock of caches to specific incident charges should be 31

made within 30 days after the close of the incident. If that timeframe cannot be 32

met, returns and restock be made during the same calendar year as items were 33

issued. All returns should be tagged with appropriate incident number, 34

accompanied by an interagency waybill identifying the appropriate incident 35

number, or accompanied by issue documents to ensure proper account credit is 36

given. Any items returned after the calendar year of issue will be returned to 37

multiple-fire charges unless specific incident charge documentation (issues) can 38

be provided with the return. 39

Incident Replacement of Government Property 40

Refer to the NWCG Standards for Interagency Incident Business Management, 41

chapter 30 for procedures governing property management relating to incident 42

INCIDENT MANAGEMENT AND RESPONSE CHAPTER 11

Release Date: January 2023 269

activities. The agency administrator is responsible for providing agency property 1

management guidelines and/or procedures to incident personnel. 2

Damage or loss for assigned property is addressed under NWCG Standards for 3

Interagency Incident Business Management, chapter 30. Specialty or non-cache 4

items originally provided by the home unit through the use of preparedness 5

funds will be replaced by home unit funds if the loss is due to normal wear and 6

tear. If the Government property is damaged on the incident due to a specific 7

event (e.g., wind event damages tent), the incident may, upon receipt of required 8

documentation and proof of damage, authorize replacement using the Incident 9

Replacement Requisition (OF-315). Cache items will be replaced at the incident 10

if available. Cache items that are not available at the incident may be authorized 11

for restocking at the home unit via an authorized Incident Replacement 12

Requisition (OF-315). 13

For replacement of NFES items not carried by the NISC responsible for 14

supporting the incident (i.e., Wildland Firefighter’s Pants, type II), replacement 15

must be authorized using the Incident Replacement Requisition (OF-315) and 16

should be accomplished by ordering the item from DLA. 17

CHAPTER 11 INCIDENT MANAGEMENT AND RESPONSE

270 Release Date: January 2023

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SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS CHAPTER 12

Release Date: January 2023 271

Chapter 12 1

Suppression Chemicals and Delivery Systems 2

Policy for Use of Fire Chemicals 3

Use only products qualified and approved for intended use. Follow safe handling 4

procedures and use personal protective equipment (PPE) recommended on the 5

product label and Safety Data Sheets (SDS). 6

A current list of qualified products and approved uses can be found on the 7

Wildland Fire Chemical Systems (WFCS) website at 8

https://www.fs.usda.gov/rm/fire/wfcs/. 9

Refer to local jurisdictional policy and guidance related to use of wildland fire 10

chemicals for protection of historic structures. 11

Products must be blended or mixed at the proper ratio prior to being loaded into 12

aircraft. Quality control and safety requirements dictate that mixing or blending 13

of wildland fire chemicals be accomplished by approved methods. 14

The use of fire chemicals mixed with on board fire chemical injection systems 15

or blending systems are not permitted to be used on federally contracted aircraft 16

on Federal lands. This also includes cooperator aircraft operating on fires on 17

Federal lands. 18

Types of Fire Chemicals 19

Long-Term Retardant 20

Long-term retardants contain fertilizer salts that change the way fuels burn and 21

are effective even after the water has evaporated. Retardants may be applied 22

aerially by large airtanker, single engine airtanker (SEAT) and helicopter 23

bucket. Some retardant products are approved for fixed-tank helicopters; others 24

are formulated specifically for delivery from ground sources. See the Qualified 25

Products List (QPL) for specific uses for each product at 26

https://www.fs.usda.gov/rm/fire/wfcs/. 27

Recommended coverage levels and guidelines for use can be found in the 28

Incident Response Pocket Guide (IRPG, PMS 461). Retardant mixing, blending, 29

testing, and sampling requirements can be found at the WFCS website Lot 30

Acceptance and Quality Assurance page at 31

https://www.fs.usda.gov/rm/fire/wfcs/. 32

Fire Suppressant Foam 33

Fire suppressant foams are combinations of wetting and foaming agents added 34

to water to improve the effectiveness of the water. These foams are no longer 35

effective once the water has evaporated. Foam may be applied by engines and 36

portable pumps. Aerial application of foam is no longer approved on Federal 37

jurisdictional lands. See the QPL for specific uses for each product. 38

CHAPTER 12 SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS

272 Release Date: January 2023

Approved foam concentrate may be used to improve the efficiency of water, 1

except near waterways where accidental spillage or over spray of the chemical 2

could be harmful to the aquatic ecosystem. 3

Wet Water 4

Using foam concentrates at a mix ratio of 0.1 percent will produce a wet water 5

solution. 6

Water Enhancer (Gel) 7

Water enhancers, including firefighting gels and elastomers, are added to water 8

to improve drop characteristics and adhesion of water to fuel. Water enhancers 9

are not effective once the water has evaporated. These products may be used in 10

structure protection within the wildland interface or on wildland fuels. Mixing 11

water enhancers outside of their qualified mix ratios is not acceptable. Water 12

enhancers are fully approved for use in helicopter buckets and engine 13

application. Some products are approved for use in SEATs and fixed-tank 14

helicopters at specific mix ratios. See the QPL for specific uses for each product. 15

The use of water enhancers mixed with on-board injection systems are not 16

allowed on Federal lands or on federally contracted aircraft. The use of water 17

enhancers mixed through a proportioner and loaded from ground-based 18

equipment is acceptable according to their qualified applications as specified on 19

the QPL. 20

Safety Information 21

Personnel Safety 22

All qualified wildland fire chemicals meet minimum requirements (Forest 23

Service Specifications 5100-304, 5100-306, 5100-307) regarding aquatic and 24

mammalian toxicity (acute oral toxicity, acute dermal toxicity, primary skin 25

irritation, and primary eye irritation). Specifications for long-term retardants, 26

fire suppression foams, and water enhancers can be found on the WFCS website. 27

Personnel involved in handling, mixing, and applying fire chemicals or solutions 28

shall be trained in proper procedures to protect their health and safety and the 29

environment. Approved fire chemicals can be irritating to the eyes. Personnel 30

must follow the manufacturer’s recommendations; including use of PPE, as 31

found on the product label and product SDS. The SDSs for all approved fire 32

chemicals can be found on the website at https://www.fs.usda.gov/rm/fire/wfcs/. 33

Human health risk from accidental drench with fire chemicals can be mitigated 34

by washing with water to remove any residue from exposed skin. 35

Containers of any fire chemical, including backpack pumps and engine tanks, 36

should be labeled potable or non-potable as appropriate. 37

Slippery footing is a hazard at storage areas, unloading and mixing sites, and 38

wherever applied. Because all fire chemical concentrates and solutions 39

contribute to slippery conditions, all spills must be cleaned up immediately, 40

preferably with a dry absorbent pad or granules. Firefighters should be aware 41

SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS CHAPTER 12

Release Date: January 2023 273

that fire chemicals can conceal ground hazards. Wildland fire chemicals can 1

penetrate and deteriorate leather boots, resulting in wet feet and potentially 2

ruined leather. 3

Aerial Application Safety 4

Personnel and equipment in the flight path of intended aerial drops should move 5

to a location that will decrease the possibility of being hit with a drop. 6

Personnel near aerial drops should be alert for objects (tree limbs, rocks, etc.) 7

that the drop could dislodge. The Incident Response Pocket Guide (IRPG) 8

provides additional safety information for personnel in drop areas. 9

During training or briefings, inform all fire personnel of environmental 10

guidelines and requirements for fire chemicals application and avoid contact 11

with waterways. 12

Avoid dipping from rivers or lakes with a helicopter bucket containing residual 13

fire chemicals without first cleaning/washing down the bucket. 14

Consider setting up an adjacent reload site and manage the fire chemicals in 15

portable tanks or terminate the use of chemicals for that application. 16

Interagency Policy for Aerial and Ground Delivery of Wildland Fire 17

Chemicals Near Waterways and Other Avoidance Areas 18

This policy is an expansion and update for the 2000 and 2009 updated 19

Guidelines for Aerial Delivery of all wildland fire chemicals, including 20

retardant, foam, and water enhancers, which were established and approved by 21

the Forest Service (FS) and the Department of the Interior (DOI). The policy 22

includes additional avoidance areas (both aquatic and terrestrial) for aerial 23

delivery of fire chemicals as designated by individual agencies and includes 24

additional FS reporting requirements. 25

This policy does not require the helicopter or airtanker pilot-in-command to fly 26

in such a way as to endanger his or her aircraft, other aircraft, or structures or 27

compromise ground personnel safety. 28

Aerial Delivery Policy

Ground Delivery Policy

• Avoid aerial application of all wildland fire

chemicals within 300 feet of waterways.

• Additional mapped avoidance areas may be

signated by individual agency.

• Whenever practical, as determined by the fire

ncident commander (IC), use water or other

less toxic wildland fire chemical suppressants

for direct attack or less toxic, approved fir

etardants in areas occupied by threatened,

endangered, proposed, candidate or sensitive

species (TEPCS) or their designated critical

habitats.

• Avoid terrestrial

application of all

wildland fire

chemicals within 300

feet of waterways.

CHAPTER 12 SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS

274 Release Date: January 2023

Delivery on the ground provides for more precise delivery of fire chemicals to target areas. Thus,

delivery is allowed within the aquatic mapped avoidance areas provided chemicals do not reach the

waterway. Because there is the potential for TEPCS, their designated critical habitats, or other

resources such as cultural or heritage areas to occur in waterway buffers or additional mapped

avoidance areas, consult a resource advisor (READ) prior to application to determine best action or

the potential for environmental effects. See reporting section below for requirements.

Waterway Definition 1

A waterway is any body of water (including lakes, rivers, streams, and ponds) 2

whether or not it contains aquatic life. 3

Waterway Buffer 4

A waterway buffer is an area that extends 300 feet on either side of a waterway. 5

Additional Mapped Avoidance Areas 6

On FS lands, there may be areas requiring additional protection outside of the 7

300-foot waterway buffer. These areas may include certain dry intermittent or 8

ephemeral streams, areas designated for resource protection, as well as areas for 9

the protection of TEPCS terrestrial habitats and population areas. 10

• FS – Maps are available at https://www.fs.usda.gov/managing-11

land/fire/chemicals. 12

Guidance for Pilots 13

Pilots will avoid all waterways and additional mapped avoidance areas 14

designated by individual agencies. To meet the 300-foot waterway buffer zone 15

or additional mapped avoidance areas guideline, implement the following: 16

• All aircraft: When approaching a waterway or other avoidance areas, the 17

pilot shall terminate application of wildland fire chemical approximately 18

300 feet before reaching the area. When flying over a waterway, the pilot 19

shall not begin application of wildland fire chemical until 300 feet after 20

crossing the far bank or shore. The pilot shall make adjustments for airspeed 21

and ambient conditions such as wind to avoid the application of wildland 22

fire chemicals within the 300-foot buffer zone. Riparian vegetation may be 23

an indicator of waterways and pilots should confirm to the extent possible 24

that no water is present before dropping. 25

• Prior to fire retardant application, all aerial supervision and/or pilots shall 26

be briefed on the locations of all TEPCS or other avoidance areas in the 27

vicinity. 28

• If operationally feasible, pilots or the aerial supervision shall make a “dry 29

run” over the intended application area and/or coordinate with ground 30

resources to identify avoidance areas and waterways in the vicinity of the 31

wildland fire. 32

• Pilots will be provided avoiFdance area maps and information at all 33

briefings (if not dispatched from one geographic area/unit and delivering to 34

another geographic area). 35

• All pilots will provide GPS location tracks of aerial retardant drops to the 36

incident management team (IMT) situation unit leader (SITL) and/or 37

geographic information system specialist (GISS). These data will be added 38

SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS CHAPTER 12

Release Date: January 2023 275

to the National Incident Feature Service (NIFS) by the IMT GISS and made 1

available to fire personnel. 2

Exceptions for Aerial Delivery of Long-Term Retardant on USDA Forest 3

Service Lands (2011 Record of Decision) 4

• Deviations from the policy are allowed only for the protection of life or 5

safety (public and firefighter). 6

Exceptions for All Other Agencies and All Other Fire Chemicals 7

• When alternative line construction tactics are not available due to terrain 8

constraints, congested area, life and property concerns, or lack of ground 9

personnel, it is acceptable to anchor the wildland fire chemical application 10

to the waterway. When anchoring a wildland fire chemical line to a 11

waterway, use the most accurate method of delivery in order to minimize 12

placement of wildland fire chemical in the waterway (e.g., a helicopter 13

rather than a heavy airtanker). 14

• Deviations from the policy are acceptable when life or property is 15

threatened and the use of wildland fire chemical can be reasonably expected 16

to alleviate the threat. 17

• When potential damage to natural resources outweighs possible loss of 18

aquatic life, the agency administrator may approve a deviation from these 19

guidelines. 20

Reporting Requirements of Aerially Delivered Wildland Fire Chemicals 21

Into Waterways, Waterway Buffer Areas and Mapped Avoidance Areas 22

During training or briefings, inform field personnel of: 23

• Environmental guidelines for fire chemical application; 24

• Requirements for avoiding contact with waterways; 25

• Additional mapped avoidance areas as designated by individual agency; and 26

• Their responsibility for upward reporting in the event of application, for 27

whatever reason, into avoidance areas. 28

If application of wildland fire chemical occurs or anyone believes the 29

application may have been introduced within waterways, waterway buffered 30

areas, or other mapped avoidance areas, the following is required as appropriate: 31

• Inform supervisor; 32

• The information will be forwarded to incident management and the agency 33

administrator, usually through the READ; 34

• The incident or host authorities must immediately contact specialists within 35

the local jurisdiction; and 36

• Notifications and reporting will be completed as soon as possible. 37

Procedures have been implemented for the required reporting. All information, 38

including reporting tools and instructions, are posted on the websites at 39

https://www.fs.usda.gov/rm/fire/wfcs/ and https://www.fs.usda.gov/managing-40

land/fire/chemicals. 41

CHAPTER 12 SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS

276 Release Date: January 2023

The FS has additional reporting requirements for threatened, endangered, 1

proposed, candidate and FS-listed sensitive species for aerially delivered fire 2

retardant only. This requirement resulted from the Forest Service’s acceptance 3

of Biological Opinions received from the National Marine Fisheries Service 4

(NMFS) and the U.S. Fish and Wildlife Service (FWS), and the 2011 Record of 5

Decision (ROD) for Nationwide Aerial Application of Fire Retardant on 6

National Forest System Lands. The procedures, reporting tools, and instructions 7

can be found at the same websites listed above. 8

Endangered Species Act Emergency Consultation 9

The following provisions are guidance for complying with the emergency 10

section 7 consultation procedures of the Endangered Species Act (ESA) for 11

wildland fire chemicals. These provisions do not alter or diminish an action 12

agency’s responsibilities under the ESA. 13

Where threatened and endangered (T&E) species or their habitats are potentially 14

affected by application of wildland fire chemicals, the following additional 15

procedures apply and shall be documented in initial or subsequent fire reports: 16

• As soon as practicable after application of wildland fire chemical near 17

waterways or other avoidance area as designated by agency, determine 18

whether the application has caused any adverse effects to a T&E species or 19

their habitat. This can be accomplished by the following: 20

○ Ground application of wildland fire chemical outside a waterway is21

presumed to avoid adverse effects to aquatic species and no further22

consultation for aquatic species is necessary;23

○ Aerial application of wildland fire chemical outside 300 feet (or in any24

additional buffer areas beyond 300 feet established on NFS lands for25

certain species) of a waterway is presumed to avoid adverse effects to26

aquatic species and no further consultation for aquatic species is27

necessary;28

○ Aerial application of wildland fire chemical within 300 feet (or in any29

additional NFS lands buffer areas) of a waterway requires that the unit30

administrator determine whether there have been any adverse effects to31

T&E species within the waterway. If no adverse effects to aquatic T&E32

species or their habitats, no additional requirement to consult on aquatic33

species with FWS or NMFS is required; and/or34

○ Application of wildland fire chemical within other avoidance areas as35

designated by an agency requires the agency administrator to determine36

whether there have been any adverse effects to T&E species. If there37

are no adverse effects to species or their habitats, there is no additional38

requirement to consult with FWS or NMFS.39

 FS – Note: the FS has completed consultation with regulatory40

agencies (FWS and the National Oceanic and Atmospheric41

Administration [NOAA]) for aerial delivery of fire retardant42

(only) on National Forest System lands; please refer to43

https://www.fs.usda.gov/managing-land/fire/chemicals for44

SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS CHAPTER 12

Release Date: January 2023 277

additional information and reporting, monitoring, and re-1

initiation of consultation requirements. Aerial delivery of 2

retardant on National Forest System lands should not be 3

included in emergency consultations. 4

If the action agency determines that there were adverse effects on T&E species 5

or their habitats then the action agency must consult with FWS and NMFS, as 6

required by 50 CFR 402.05 (Emergencies). Procedures for emergency 7

consultation are described in the USFWS Endangered Species Consultation 8

Handbook, chapter 8 (March 1998). In the case of a long-duration incident, 9

emergency consultation should be initiated as soon as practical during the event. 10

Otherwise, post-event consultation is appropriate. The initiation of the 11

consultation is the responsibility of the agency administrator. 12

Operational Guidelines for Invasive Species 13

Refer to chapter 11 for guidance on minimizing potential transmission of 14

invasive species. 15

CHAPTER 12 SUPPRESSION CHEMICALS AND DELIVERY SYSTEMS

278 Release Date: January 2023

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FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 279

Chapter 13 1

Firefighter Training and Qualifications 2

Introduction 3

National Wildfire Coordinating Group (NWCG)-sanctioned firefighters are 4

trained and qualified according to the NWCG and other standards, as outlined 5

below. 6

Standards 7

Firefighters must meet standards identified in NWCG Standards for Wildland 8

Fire Position Qualifications (PMS 310-1). The PMS 310-1 may be found at 9

https://www.nwcg.gov/publications/310-1. 10

Federal agencies have consolidated minimum standards and information for 11

frequently used positions not included in the PMS 310-1. The Federal Wildland 12

Fire Qualifications Supplement can be found at https://iqcsweb.nwcg.gov/. 13

Certain firefighters must meet standards identified in the Interagency Fire 14

Program Management Qualifications Standards and Guide at 15

https://www.nifc.gov/programs/interagency-fire-program-management. 16

Agency standards for training and qualifications may exceed the minimum 17

standards established by NWCG. Such additional standards will be approved by 18

the fire directors and implemented through the Incident Qualifications and 19

Certification System (IQCS). Standards which may exceed the minimum 20

standards established by NWCG are identified in: 21

• BLM – BLM Standards for Fire Training and Workforce Development, 22

available at https://www.nifc.gov/about-us/our-partners/blm/training. 23

• FWS – The Fire Management Handbook. 24

• FS – The Forest Service Fire and Aviation Qualifications Guide (FSFAQG) 25

at https://www.fs.usda.gov/managing-land/fire/publications. 26

• BIA – Standards can be referenced at https://www.bia.gov/bia/ots/dwfm. 27

Fire Management Leadership (FML), geographic or national, is required 28

for all BIA agency administrators/line officers, including agency 29

superintendents, agency foresters or natural resource managers; and 30

regional foresters. Regional directors, deputy directors in natural resource 31

program areas, and Tribal natural resource program administrators are 32

also encouraged to attend this course. The national level course offered by 33

NAFRI is the preferred alternative to the geographic course. 34

Federal agencies will accept each other’s incident qualifications/certifications. 35

Qualification and Certification Process 36

Each unit with fire management responsibilities will establish an incident 37

qualification card qualification and certification process which may include a 38

qualification and certification committee. In areas cooperating with other 39

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

280 Release Date: January 2023

Federal, State, or local agencies, an interagency qualification and certification 1

committee should be established and include representatives from each unit. 2

• BIA – Regional/local unit incident qualification card committees will be 3

used to determine qualifications and training requirements. 4

These qualification and certification committees provide management oversight 5

and review of the wildland and prescribed fire positions under their jurisdiction. 6

The committee: 7

• Ensures that qualifications generated by IQCS or other agency systems for 8

employees are valid by reviewing the training and experience of each 9

employee. 10

• Determines whether each employee possesses the personal characteristics 11

necessary to perform the wildland and prescribed fire positions in a safe and 12

efficient manner. 13

• Makes recommendations to the appropriate agency administrator or 14

designee who is responsible for final certification signature. 15

• Develops interagency training needs and sponsors courses that can be 16

offered locally. 17

• Ensures training nominees meet minimum requirements for attending 18

courses. 19

Recognition of Prior Learning 20

The NWCG Standards for Recognition of Prior Learning (RPL) found at 21

https://www.nwcg.gov/publications/309, establishes the use of a formal 22

competency-based qualification process that allows any credentialing authority 23

to recognize and account for competence acquired through life-long learning and 24

experience. RPL is a process that evaluates an individual’s formal and non-25

formal learning to determine the extent to which that individual has achieved the 26

required competencies to perform effectively in a specific emergency 27

management or responder position. It is widely recognized that a standardized 28

RPL process will reduce redundant training, support efforts to increase speed 29

and time to competency, and support efforts to boost national resource surge 30

capacity. 31

• NPS – Current NPS employees will continue to follow the NWCG 32

Standards for Wildland Fire Position Qualifications (310-1) and defined 33

NWCG qualification processes. The RPL process may be used for 34

employees new to the NPS who are not transferring from another federal 35

agency using the NWCG Standards for Wildland Fire Position 36

Qualifications (310-1). 37

• BIA – Recognition of prior learning provides an alternative avenue for 38

future BIA fire personnel to become qualified or nearer to qualified using a 39

defined RPL process. The RPL process is only available for new hires to the 40

agency, specifically new hires with past military, all hazard and responder 41

experience from another municipality. RPL is not built for existing federal 42

employees. Current federal employees will continue to follow the NWCG 43

Standards for Wildland Fire Positions Qualifications (310-1) and defined 44

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 281

NWCG qualification processes. Submitted RPL packages will be evaluated 1

by representatives from the hiring unit and regional fire staff. 2

Non-NWCG Agency Personnel Qualifications 3

Personnel from non-NWCG agencies meeting PMS 310-1 prerequisites can 4

participate in and receive certificates for successful completion of NWCG 5

courses. Agency employees can complete the task blocks, evaluation record, and 6

verification/certification sections of a cooperating organization employee’s 7

position task book. Agency employees will not initiate or complete the agency 8

certification sections of the position task book for non-agency employees. 9

Personnel from agencies that do not subscribe to the NWCG qualification 10

standards may be used on agency managed fires. Agency fire managers must 11

ensure these individuals are only assigned to duties commensurate with their 12

competencies, agency qualifications, and equipment capabilities. 13

Non-NWCG Agency Personnel Use on Prescribed Fire 14

The PMS 310-1 establishes the minimum qualifications for personnel involved 15

in prescribed fires on which resources of more than one agency are utilized—16

unless local agreements specify otherwise. This guide may be found at 17

https://www.nwcg.gov/publications/310-1. 18

Incident Qualifications and Certification System 19

The Incident Qualifications and Certification System (IQCS) is the only 20

approved fire qualifications and certification record keeping system. The 21

Interagency Resource Ordering Capability (IROC) system is not a record 22

keeping system for qualifications. The Responder Master Record report 23

provided via IQCS meets the agency requirement for maintaining fire 24

qualification records. The system is designed to provide managers at the local, 25

state/regional, and national levels with detailed qualification, experience, and 26

training information needed to certify employees in wildland fire positions. 27

IQCS is a tool to assist managers in certification decisions; however, it does not 28

replace the manager’s responsibility to validate employees meet all requirements 29

for position performance based on their agency standards. 30

Certifying officials have the option to keep employee qualification records as a 31

hard copy file or an electronic file using the IQCS document upload feature. 32

Both options must include proof of all required training, certified position task 33

books, required license/certification and documentation for administrative 34

actions (system overrides from certifying officials). Hard copy files will also 35

include current copies of the IQCS Responder Master Record and incident 36

qualification card. All records will be stored and/or destroyed in accordance 37

with agency policies. 38

• BLM – Transition of hard copy records to electronic records must be 39

completed by December 31, 2024. During the transition, IQCS certifying 40

officials have the option to keep employee training and qualification 41

records as a hard-copy file or an electronic file. Additional information can 42

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

282 Release Date: January 2023

be found at https://www.nifc.gov/about-us/our-partners/blm/training. All 1

records will be stored and/or destroyed in accordance with agency policies. 2

• BLM/NPS – IQCS account managers will have an IQCS delegation of 3

authority from the certifying official. A delegation of authority can be found 4

at https://iqcsweb.nwcg.gov/. 5

• FS – Forest Service Fire and Aviation Qualifications Guide (FSFAQG) at 6

https://www.fs.usda.gov/managing-land/fire/publications. 7

• BIA – All BIA/Tribal units with fire management programs are required to 8

use IQCS to track all Federal emergency responders. Agency 9

superintendents and line officers of Tribal fire programs are considered 10

certifying officials pursuant to the definition in the PMS 310-1. As such, 11

they are responsible for ensuring that agency fire management personnel 12

develop and maintain fire management job qualifications and meet physical 13

fitness standards in accordance with policy and assign personnel to fire 14

suppression, prescribed fire, wildland fire use activities according to 15

qualifications and demonstrated ability. They are responsible for entering 16

and maintaining employee fire qualifications in IQCS. Agency 17

superintendents and line officers of Tribal fire programs who choose 18

delegation of authority of the certifying official role must do so in writing, 19

utilizing the delegation of authority form found on the IQCS website at 20

https://iqcsweb.nwcg.gov/. 21

Certification of Non-Agency Personnel 22

Non-agency firefighters will be certified by State or local fire departments, or 23

private training providers approved by a memorandum of understanding (MOU) 24

through their local GACC. Agencies will not assist in the administration or 25

sponsor the work capacity test (WCT) as the certifying agency. 26

Incident Qualification Card 27

The agency administrator (or delegate) is responsible for annual certification of 28

all agency and administratively determined (AD) personnel serving on wildfire, 29

prescribed fire, and all-hazards incidents. This responsibility includes 30

monitoring medical status, fitness, training, performance, and ensuring the 31

responder meets all position performance requirements. 32

Training and successful completion of the appropriate WCT must be 33

accomplished and documented. All incident qualification cards issued to agency 34

employees, with the exception of emergency firefighter (EFF-paid or temporary 35

employees at the FFT2 level), will be printed using IQCS. Incident qualification 36

cards issued to EFF or temporary employees at the FFT2 level may be printed 37

without use of IQCS. 38

• BLM/FWS/BIA – An electronic incident qualification card utilizing the 39

IQCS portable document format (PDF) is authorized. 40

• NPS/FS – An electronic incident qualification card utilizing the IQCS 41

portable document format (PDF) with electronic signature is authorized. 42

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 283

Each agency will designate employees at the national, regional/state, and local 1

levels as fire qualifications administrators, who ensure all incident experience, 2

incident training, and position task books for employees within the agency are 3

accurately recorded in IQCS. All records must be updated annually or modified 4

as changes occur. 5

• BLM – BLM Recertification Policy: If an employee (including an agency-6

sponsored AD) has lost currency in a position, the employee is converted to 7

trainee status for that position. In order to regain full qualification for the 8

position, the employee must demonstrate the ability to perform in the 9

position as determined by the certifying official. Prior to recertification, the 10

employee must: 11

○ Complete the BLM Recertification Evaluation found at12

https://www.nifc.gov/about-us/our-partners/blm/training.13

○ Complete one or more evaluation assignments.14

○ Complete any additional requirements as determined by the certifying15

official (e.g., additional assignments and/or courses).16

○ NOTE: This policy only applies to positions for which a position task17

book is required.18

• BLM – State fire management officers (FMO) will certify position task 19

books and incident qualification cards for area command, complex, and 20

type 1 command and general staff positions. 21

• BLM/FWS – The “Do What’s Right” training is required annual training 22

but is not a prerequisite for issuance of an incident qualification card. 23

• NPS – Certification for area command, complex, and type 1 command and 24

general staff position task books will be done at the regional office level. 25

Any position task books issued to park FMOs will be certified at the 26

regional office level. All other position task books may be certified at the 27

local unit level. 28

• NPS – The Branch Chief, NPS Branch of Wildland Fire (or delegate) is 29

responsible for the accuracy and certification of the regional FMO’s 30

incident qualification card. The regional FMO (or delegate) is responsible 31

for the accuracy and annual certification of their parks’ FMO’s incident 32

qualification cards. 33

• FWS – See Fire Management Handbook for guidance on qualification 34

recertification. 35

• FS – Refer to FSH 5109.17, chapter 10, and the FSFAQG. 36

• BIA – BIA Recertification Policy: If an employee, including an agency-37

sponsored AD, has lost currency in a position, the employee is converted to 38

trainee status for that position. In order to regain full qualification for the 39

position, the employee must demonstrate the ability to perform in the 40

position as determined by the certifying official. Prior to recertification, the 41

employee must: 42

○ Complete one or more evaluation assignments.43

○ Complete any additional requirements as determined by the certifying44

official (e.g., additional assignments and/or courses).45

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

284 Release Date: January 2023

Incident Qualification Card Expiration Dates 1

Incident qualification cards for responders that possess qualifications requiring 2

work capacity tests (WCT) and RT-130,Wildland Fire Safety Training Annual 3

Refresher, are valid through the earliest expiration date (either fitness or 4

refresher) listed on the card. Incident qualification cards for responders that 5

possess qualifications that do not require WCT or RT-130 for issuance are valid 6

for 12 months from the date the card is signed by a certifying official. 7

• NPS – WCT is valid for 13-months from the date passed. RT-130 is valid 8

for 13-months from the date completed. 9

• FS – The WCT is considered effective for 13 months from the date passed. 10

If an employee is on an emergency assignment on the date their 11

WCT/refresher expires, they will complete their assignment including any 12

extensions. Upon return to their duty station, they must complete the 13

WCT/refresher and acquire a new incident qualification card prior to 14

accepting any new assignments. 15

Universal Training Requirements 16

All personnel filling NWCG-recognized positions on the fireline must have 17

completed: 18

• S-130, Firefighter Training (including the required field exercises);19

• S-190, Introduction to Wildland Fire Behavior;20

• L-180, Human Factors on the Fireline;21

• ICS-100, Introduction to the ICS; and 22

• IS-700, An Introduction to the NIMS (current version). 23

RT-130, Wildland Fire Safety Training Annual Refresher (WFSTAR) 24

RT-130, Wildland Fire Safety Training Annual Refresher (WFSTAR), focuses 25

line-going personnel on fireline operations and decision-making issues in order 26

to recognize and mitigate risk, maintain safe and effective practices, and reduce 27

accidents. 28

Mandatory core components are: 29

• Local Topics – Review and discuss local topics and areas of concern that 30

may impact firefighter safety in the upcoming fire season. 31

• Incident Reviews and Lessons Learned – Review and discuss lessons 32

learned from past local, regional, and national incident response. 33

• Fire and Aviation Operational Safety – Review and discuss the risk 34

management principles and tools that support safe and effective incident 35

operations. 36

• Human Factors, Communication and Decision Making – Review and 37

discuss the complex interaction between human factors, communication, 38

and decision making. 39

• Fire Shelters and Entrapment Avoidance – Review and discuss fire 40

shelter use, deployment site selection, personal protective equipment (PPE), 41

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 285

shelter inspections, and historical entrapment scenarios. Practice proper fire 1

shelter deployment techniques. 2

Core component discussion topics can be found on the RT-130 course webpage 3

at https://www.nwcg.gov/publications/training-courses/rt-130. 4

The minimum refresher training hour requirement for each agency is identified 5

below. Training time may be extended in order to effectively complete this 6

curriculum or to meet local training requirements. 7

• BIA – 4 hours. 8

• BLM/NPS/FWS/FS – No minimum hourly requirement; core components 9

must be covered. 10

RT-130 is delivered as instructor-led training and is not available as self-11

directed (online) training. To receive credit for course completion, students must 12

complete a session of RT-130 with qualified instructors to ensure core 13

components are covered. Delivery options include: 14

• Instructor-led training (ILT) – Delivery will be facilitated by an 15

instructor in a traditional classroom environment. 16

• Virtual instructor-led training (VILT) – Delivery will be facilitated by an 17

instructor in a virtual classroom environment. 18

Minimum requirements for RT-130 instructors have been established and can be 19

found in the NWCG Standards for Course Delivery (PMS 901-1) at 20

https://www.nwcg.gov/publications/901-1. 21

RT-130 will have a 12-month currency. 22

• NPS/FS – Employees have a 13-month currency requirement for RT-130. 23

Firefighters who receive initial fire training are not required to take RT-130 in 24

the same calendar year. Refresher training content is available on the RT-130 25

website at https://www.nwcg.gov/publications/training-courses/rt-130. 26

Throughout RT-130, instructors and students should reference the Incident 27

Response Pocket Guide (IRPG, PMS461/NFES 1077) available at 28

https://www.nwcg.gov/sites/default/files/publications/pms461.pdf. 29

Medical Examinations 30

Agency administrators and supervisors are responsible for the occupational 31

health and safety of their employees performing wildland fire activities and may 32

require employees to take a medical examination at any time. 33

• BLM/NPS/FWS/BIA – An employee may be required to take a medical 34

examination whenever there is a reasonable concern, based on objective 35

evidence, about the employee’s continued capacity to meet any of the 36

physical or medical requirements of the position. Such an examination may 37

be ordered for instances of job-related injuries/illnesses and for those that 38

are not job-related. Supervisors should contact their Servicing Human 39

Resource Office (SHRO) and wildland fire safety program manager for 40

assistance with preparing the memorandum for requiring a medical 41

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

286 Release Date: January 2023

examination. DOI MSP Program Management will review the 1

memorandum before issuance to the employee. 2

• FS – See the USFS WCT Implementation Guide at 3

https://www.fs.usda.gov/managing-land/fire as well as the eMedical website 4

at https://www.fs.usda.gov/managing-land/fire/safety/emedical. 5

Established medical qualification programs, as stated in 5 CFR 339, provide 6

consistent medical standards for arduous positions in order to safeguard the 7

health of employees whose work may subject them or others to significant 8

health and safety risks due to occupational or environmental exposure or 9

demand. 10

Any employee with an active workers’ compensation (OWCP) case or other 11

physical or medical limiting factors/restrictions that preclude them from fully 12

performing the activities of an arduous position must disclose this as part of the 13

self-certification or medical examination process. 14

Information on any medical records is considered confidential and must be kept 15

in the employee’s medical file. 16

Arduous Fitness Level – Department of Interior Wildland Firefighter 17

Medical Standards Program (DOI MSP) 18

Per Office of Wildland Fire (OWF) Policy Memorandum 2016-014, “All 19

employees (incumbents and applicants) must take an examination meeting 20

Federal Interagency Wildland Fire Medical Standards every three years 21

regardless of employment status and hiring authority, including emergency 22

firefighters (administratively determined – AD/casual hires) and collateral duty 23

firefighters who participate in arduous duty wildland fire activities. An 24

examination taken and successfully cleared in accordance with the DOI MSP 25

direction is required prior to participating in the Arduous Duty Work Capacity 26

Test (Pack Test), performing arduous duty, wildland fire duties, or any agency 27

sanctioned physical fitness training to prepare for these duties. In the years 28

between the periodic examinations, an employee will self-certify their medical 29

concerns and risk in taking the Work Capacity Test.” Information regarding the 30

DOI MSP can be obtained from agency wildland fire safety program managers 31

and at https://www.doi.gov/wildlandfire/medical-standards. 32

Additional testing or medical follow-up required to change a DOI MSP 33

determination shall be at the individual's expense unless the agency has granted 34

prior approval. 35

Employees seeking arduous incident qualification card qualifications who work 36

for programs operating under their own medical standards must either 37

participate in the DOI MSP or may have their examination meeting all DOI 38

MSP requirements reviewed against the Federal Interagency Wildland 39

Firefighter Medical Standards. 40

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

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Examination/Self-Certification Periodicity and Changes in Medical Status 1

A baseline or periodic examination is required every 36 months from the date of 2

the examination regardless of the qualification date. Annual self-certifications 3

between examinations must precede the arduous work capacity test by no more 4

than 45 days prior to fitness testing. 5

• BLM/NPS – Annual self-certifications are valid for one year. Employees 6

may take the work capacity test at any point in that year as long as the self-7

certification is current. 8

If a DOI arduous duty wildland firefighter (WLFF) develops a significant 9

change in medical status between medical exams or self-certifications, the 10

WLFF is required to immediately report this change to his/her supervisor and 11

complete a self-certification. A significant change in medical status is defined as 12

any injury or illness, including an active workers’ compensation (OWCP) claim, 13

which may prevent performance of arduous duty. Employees must report 14

significant changes in medical status and cease arduous duty until cleared. 15

Eligibility for compensation or benefit claims may be affected by a failure to 16

report. If a change in medical status for arduous duty firefighters has been 17

reported, the supervisor must ensure the firefighter ceases to perform arduous 18

duty and if necessary, ensure all arduous-duty-related qualifications are 19

prevented from being sent to IROC in IQCS until the employee has been 20

medically cleared to resume arduous duty work. 21

WLFFs must also immediately inform their supervisor if they have not 22

completed an examination within the previous 36 months and must not resume 23

arduous duty work until completion of a periodic examination and medical 24

qualification. 25

• NPS – If a law enforcement ranger is also assigned arduous wildland 26

firefighter duties an additional medical clearance for wildland firefighting 27

must be requested at the time of her/his law enforcement medical 28

examination. If a determination of “not cleared” is made, the DOI MSP 29

risk mitigation/waiver process will be used. 30

• FS – Refer to current agency direction at 31

https://www.fs.usda.gov/managing-land/fire. 32

Medical Examination Process for Light and Moderate Fitness Levels 33

The medical screening process for light and moderate work capacity testing 34

(Health Screening Questionnaire [HSQ]) is centralized and automated through 35

the DOI MSP’s national contractor. For details on the process visit 36

https://www.doi.gov/wildlandfire/medical-standards. 37

• FWS/BIA – Law enforcement personnel must complete the light or 38

moderate health screening process through the DOI MSP contractor and 39

provide clearance certificate to the WCT administrator. 40

• FS – Medical exams will be paid from a Washington Office fund code. 41

Additional specialized testing other than the tests listed on the OF-178 will 42

not be covered by the Forest Service. 43

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If the SHRO or FMO has a direct concern about an employee’s/applicant’s 1

capacity to meet the physical or medical requirements of a position, the agency 2

may require the employee/applicant to report for a specific medical evaluation. 3

For more information, contact your SHRO or agency wildland fire safety 4

program manager. 5

• NPS – The law enforcement medical examination for NPS rangers, who are 6

collateral-duty WLFFs, will suffice for moderate and light fitness level 7

clearance. 8

• FS – The completed OF-178 is submitted to the reviewing medical officer 9

for the agency to review and medically clear. 10

• BIA – Individuals who opt out of the DOI MSP at the arduous level having 11

received a "not-qualified-for-arduous-duty" status during a periodic or 12

baseline examination may be required to report for a specific medical 13

evaluation to determine fit-for-duty status. 14

Work Capacity Tests 15

Physical Fitness Levels 16

The NWCG Standards for Wildland Fire Position Qualifications (PMS 310-1) 17

identifies fitness levels for specific positions. There are three fitness levels—18

arduous, moderate, and light—which require an individual to demonstrate their 19

ability to perform the fitness requirements of the position. Positions in the “no 20

fitness level required” category are normally performed in a controlled 21

environment, such as an incident base. 22

• Arduous – Duties involve field work requiring physical performance with 23

above average endurance and superior conditioning. These duties may 24

include an occasional demand for extraordinarily strenuous activities in 25

emergencies under adverse environmental conditions and over extended 26

periods of time. Requirements include running, walking, climbing, jumping, 27

twisting, bending, and lifting more than 50 pounds; the pace of the work 28

typically is set by the emergency conditions. 29

• Moderate – Duties involve field work requiring complete control of all 30

physical faculties and may include considerable walking over irregular 31

ground, standing for long periods of time, lifting 25 to 50 pounds, climbing, 32

bending, stooping, twisting, and reaching. Occasional demands may be 33

required for moderately strenuous activities in emergencies over long 34

periods of time. Individuals usually set their own work pace. 35

• Light – Duties mainly involve office type work with occasional field 36

activity characterized by light physical exertion requiring basic good health. 37

Activities may include climbing stairs, standing, operating a vehicle, and 38

long hours of work, as well as some bending, stooping, or light lifting. 39

Individuals can usually govern the extent and pace of their physical activity. 40

○ BLM – Law enforcement physical fitness standard is accepted as 41

equivalent to a “light” WCT work category. 42

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 289

Work Capacity Tests 1

WCT Type

Distance

Weight

Time

Arduous Pack Test

3 miles

45 lb.

45 min

Moderate Field Test

2 miles

25 lb.

30 min

Light Walk Test

1 mile

None

16 min

Work Capacity Test Administration 2

The work capacity test (WCT) is the official method of assessing wildland 3

firefighter fitness levels. General guidelines can be found in the Work Capacity 4

Test: Administrator’s Guide (PMS 307). 5

• FS – For FS direction on WCT administration, refer to the USFS WCT 6

Implementation Guide at https://www.fs.usda.gov/managing-land/fire. 7

WCT administrators must confirm medical clearance at the appropriate fitness 8

level through review of a clearance list provided by the FMO (or delegate) or by 9

verifying certificate of WCT clearance at the time of the WCT. There is no need 10

for the WCT administrator to collect or retain copies of the certificate of 11

clearance. 12

At a minimum, WCTs are administered annually to all employees, including 13

Administratively Determined (AD) and emergency firefighters (EFF) who will 14

be serving in wildland fire positions that require a fitness level. The currency for 15

the WCT is 12 months. 16

• NPS/FS – Currency for WCT is 13 months. 17

The WCT results shall be documented on the WCT Record available online as 18

appendix O at https://www.nifc.gov/standards/guides/red-book. The WCT 19

Record captures information that is covered under the Privacy Act and should be 20

maintained in accordance with agency Freedom of Information Act (FOIA) 21

guidelines. 22

Administration of the WCT for non-Federal firefighters is prohibited for liability 23

reasons. Potential emergency firefighters who would be hired under emergency-24

hire authority by the agency must be in AD pay status or sign an agency-specific 25

volunteer services agreement prior to taking the WCT. Federal employees may 26

participate in a WCT administered by non-Federal partners if approved by the 27

FMO and all requirements of this chapter are met. 28

A job hazard analysis (JHA) or risk assessment (RA) shall be developed and 29

approved for each field unit prior to administrating the WCT. Administer the 30

test using the JHA/RA as a briefing guide. 31

• BLM – An RA shall be developed and approved for each field unit prior to 32

administering the WCT. 33

• BIA – An RA shall be developed and approved for each field unit prior to 34

administering the WCT. An RA for the WCT can be found at 35

https://www.bia.gov/bia/ots/dfwfm/bwfm/safety/risk-assessments. 36

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290 Release Date: January 2023

The local unit shall prepare a medical response plan (such as an ICS-206 form), 1

evaluate options for immediate medical care and patient transport, and identify 2

closest emergency medical services. A minimum of a qualified medical first 3

responder/emergency medical responder (EMR) must be on site during WCT 4

administration. Based upon a thorough evaluation of potential medical treatment 5

and evacuation scenarios, a higher level of onsite emergency medical 6

qualifications and equipment may be warranted (e.g., emergency medical 7

technician (EMT) or paramedic). 8

An automatic external defibrillator (AED) is required onsite during all WCTs. 9

Personnel taking the WCT will only complete the level of testing (pack, field, 10

walk) required by the highest fitness level identified for a position on their 11

incident qualification card. Employees shall not take the WCT unless they have 12

an incident qualification card qualification that requires it and only at the fitness 13

level required by that position as identified in the PMS 310-1 or agency-specific 14

guidance or policy. 15

Treadmills are not approved for work capacity testing. 16

WCT results must be entered into IQCS annually to update the fitness level and 17

date that will appear on the incident qualification card. WCT dates entered in 18

IQCS will reflect the date the employee passed the fitness test. The results of the 19

most recent WCT will always supersede the results of any previous WCT, even 20

if previous WCTs were within the currency period. 21

• NPS – Law enforcement officers are required to provide medical clearance 22

documentation to their FMO prior to participating in a work capacity test. 23

The law enforcement examination is sufficient for the light and moderate 24

level work capacity testing. If a law enforcement ranger is also assigned 25

arduous wildland firefighter duties, an additional medical clearance for 26

wildland firefighting must be requested at the time of her/his law 27

enforcement medical examination. 28

• FS – Failed or not completed WCT attempts are to be entered into the 29

eMedical system by the HSQ coordinator. 30

Work Capacity Test – Retesting 31

Employees who do not pass the WCT will be provided another opportunity to 32

retest but must wait at least 48 hours before retaking the WCT. If an employee 33

sustains an injury (verified by a licensed medical provider) during a test, the test 34

will not count as an attempt. Once an injured employee has been released for 35

full duty, the employee will be given time (not to exceed 4 weeks) to prepare for 36

the test. The numbers of retesting opportunities that will be allowed include: 37

• Three opportunities total for permanent employees required to pass a test 38

for duties in the fire program. 39

• One opportunity for temporary employees required to pass a test (a second 40

chance maybe provided at the discretion of fire management). 41

○ FS – Direction can be found in the USFS WCT Implementation Guide 42

at https://www.fs.usda.gov/managing-land/fire. 43

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 291

○ BIA – Employees who fail two WCTs will develop an appropriate 1

physical fitness plan with their supervisors to ensure accountability 2

before the third test is administered. 3

○ BIA – Temporary Employees: A second test may be authorized by the 4

local unit after 14 days to allow the individual to train for the WCT. A 5

failed second test will result in a 90-day suspension without additional 6

testing during that period. 7

Physical Fitness and Conditioning 8

Agency administrators are responsible for ensuring the overall physical fitness 9

of firefighters. Employees serving in wildland fire positions that require a fitness 10

rating of arduous as a condition of employment are authorized one hour of duty 11

time each workday for physical fitness conditioning. Employees serving in 12

positions that require a fitness rating of moderate or light may be authorized up 13

to three hours per week. 14

• BLM – See chapter 2 for physical fitness conditioning requirements. 15

Fitness conditioning periods may be identified and structured to include aerobic 16

and muscular exercises. Team sports are not authorized for fitness conditioning. 17

Chapters 5, 6, 7, 8, and 9 and appendices F, G, and H of Fitness and Work 18

Capacity

2009 ed. (PMS 304-2, NFES 1596) and the Interagency Fire Fitness 19

Program in the USFS WCT Implementation Guide provide excellent guidance 20

concerning training specifically for the pack test, aerobic fitness programs, and 21

muscular fitness training. Refer to https://www.nwcg.gov/publications/304-2 22

and https://www.fs.usda.gov/managing-land/fire/safety/wct. 23

• NPS – Refer to DO 57B (PM 14-03 Employee Fitness -- Interim Policy, and 24

Reference Manual Occupational Health and Fitness). 25

• FWS – Refer to chapter 4, Physical Fitness and Conditioning. 26

• FS – Forest Service direction is found in FSH 5109.17 and the FSFAQG. 27

NFFE Partnership Bargaining Unit employees may only be required to 28

successfully complete the WCT once per year. 29

• BIA – Refer to chapter 6, Physical Fitness and Conditioning. 30

Minimum Age Requirements for Hazardous Duty Assignments on Federal 31

Incidents 32

Persons under 18 years old will not perform hazardous duties during wildland 33

fire management operations on Federal jurisdictions. 34

Engine Modules 35

Staffing levels and specific requirements for engine personnel may be found in 36

chapter 14, Firefighting Equipment. 37

Helicopter Modules 38

Staffing levels and specific requirements for helicopter personnel may be found 39

in chapter 16, Aviation. 40

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292 Release Date: January 2023

Smokejumpers 1

Smokejumpers (SMKJ) provide professional and effective fire suppression, 2

fuels reduction, and fire management services to help land managers meet 3

objectives. 4

Smokejumper Policy 5

Smokejumper operations are guided by direction in the interagency section of 6

the Interagency Smokejumper Operations Guide (ISOG). 7

Each base will comply with smokejumper operations standards. The arduous 8

duties, specialized assignments, and operations in a variety of geographic areas 9

require smokejumpers to have uniform training, agency-approved equipment, 10

communications, organization, and operating procedures. 11

Smokejumper Communications 12

All smokejumpers carry programmable radios and are proficient in their use and 13

programming procedures. 14

Smokejumper Training 15

To ensure proficiency and safety, smokejumpers complete annual training that 16

covers aspects of aviation, parachuting, fire suppression tactics, administrative 17

procedures, and safety related to the smokejumper mission and fire operations. 18

The training program for first-year smokejumpers is four weeks long. 19

Candidates are evaluated to determine: 20

• Level of physical fitness; 21

• Ability to learn and perform smokejumper skills; 22

• Ability to work as a team member; 23

• Attitude; and 24

• Ability to think clearly and remain productive in a stressful environment. 25

Smokejumper Target Qualifications 26

Position

IQCS Target

Smokejumper Training

Target

Department managers

Type 1 and type 2

command and general

staff

Spotter

Incident commander (IC),

type 3 (ICT3); division

supervisor (DIVS); air

tactical group supervisor

(ATGS), prescribed fire

burn boss, type 2

(RXB2); safety officer

(SOFR)

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 293

Position

IQCS Target

Smokejumper Training

Target

Lead smokejumper

Strike team leader

(STLD), task force leader

(TFLD)

Senior rigger, field

observer (FOBS)

Smokejumper

IC, type 4 (ICT4); crew

boss, single resource

(CRWB); firing boss

(FIRB)

Firing effects monitor

(FEMO)

Rookie smokejumper

IC, type 5 (ICT5);

firefighter, type 1 (FFT1)

Smokejumper Medical Standards 1

Smokejumper medical standards are the same as the Federal Interagency 2

Wildland Firefighter Medical Standards – Arduous Duty Wildland Firefighter. 3

USFS Smokejumper Physical Fitness Standards 4

The national minimum standards for smokejumpers are: 5

• 1.5 mile run in 11:00 minutes or less; 6

• 45 sit-ups; 7

• 25 push-ups; 8

• 7 pull-ups; 9

• 110 lb. pack-out over 3 miles/level terrain/90 minutes*; and 10

• Successful completion of the WCT at the arduous level. 11

*This element is tested during smokejumper rookie training. 12

○ BLM – Refer to chapter 2 for physical fitness standards. 13

Interagency Hotshot Crews 14

Interagency hotshot crews (IHC) provide an organized, mobile, and skilled hand 15

crew for all phases of wildfire suppression. IHCs are comprised of 18-25 16

firefighters and are used primarily for wildfire suppression, fuels reduction, and 17

other fire management duties. IHCs are capable of performing self-contained, 18

initial attack suppression operations and commonly provide incident 19

management capability at the type 3 or 4 levels. 20

Interagency Hotshot Crew Policy 21

IHC standards provide consistent planning, funding, organization, and 22

management of the agency IHCs. The sponsoring unit will ensure compliance 23

with the established standards. The arduous duties, specialized assignments, and 24

operations in a variety of geographic areas required of IHCs dictate that training, 25

equipment, communications, transportation, organization, and operating 26

procedures are consistent for all agency IHCs. 27

As per agency policy, all IHCs will be managed under the Standards for 28

Interagency Hotshot Crew Operations (SIHCO). 29

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

294 Release Date: January 2023

• BLM/NPS – BLM Preparedness Review Checklist #16 (Hotshot Crew) 1

supersedes the checklist found in the SIHCO. 2

• BLM – Additional guidance for BLM IHCs is contained in chapter 2. 3

• BIA – IHC superintendents and assistant superintendents are required to 4

have the additional qualification of interagency hotshot superintendent 5

(IHCS) and/or assistant hotshot superintendent (IHCA) on their incident 6

qualification card prior to mobilization. Additional information regarding 7

this standard can be found in the Federal Wildland Fire Qualifications 8

Supplement at https://iqcsweb.nwcg.gov/. 9

Interagency Hotshot Crew Certification 10

The process for IHC certification is found in the Standards for Interagency 11

Hotshot Crew Operations (SIHCO). 12

Annual Interagency Hotshot Crew Premobilization Process 13

The superintendent of crews holding IHC status the previous season are required 14

to complete the Annual IHC Mobilization Checklist (SIHCO, appendix C) and 15

send the completed document to the local Geographic Area Coordination Center 16

(GACC) prior to making the crew available for assignment each season. 17

Annual Interagency Hotshot Crew Readiness Review 18

On an annual basis the superintendent of crews holding IHC status the previous 19

season are required to complete the Annual IHC Preparedness Review (SIHCO 20

appendix B). This process is designed to evaluate crew preparedness and 21

compliance with SIHCO. The annual review will be conducted while the crew is 22

fully staffed and operational. The review is not required prior to a crew being 23

made available for incident assignment at the beginning of their availability 24

period. When a review document is completed, the document is kept on file at 25

the local (host) unit fire management office. 26

Interagency Hotshot Crew Organization 27

Individual crew structure will be based on local needs using the following 28

standard positions: superintendent, assistant superintendent, squad leader, skilled 29

firefighter, and crewmember. 30

• BLM – IHCs have the option of traveling with 25 personnel when on 31

incident assignments. 32

• NPS – IHCs have the option of traveling with 22 personnel when on 33

incident assignments as authorized by the sending or receiving unit. 34

When traveling by charter aircraft, IHCs should be prepared to take no more 35

than 20 personnel unless they receive approval via normal dispatch channels. 36

Interagency Hotshot Crew Availability Periods 37

IHCs will have minimum availability periods as defined in the SIHCO. 38

Availability periods may exceed the required minimum availability period. The 39

crew superintendent will inform the local supervisor and the GACC of any 40

changes in the crew's availability. 41

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 295

National Interagency Hotshot Crew Status Reporting System 1

IHCs will report status through the National IHC Status Reporting System. IHC 2

superintendents will regularly update the system with any change in crew status 3

and/or current utilization when on assignment. 4

IHCs may report status by three methods: 5

• Via e-mail to BLM_FC_Crews@blm.gov (preferred method); 6

• Via the internet to the Hotshot Status submission form (link available from 7

the “Crew” page of the NICC website); or 8

• Contacting the NICC Crew Desk at 208-387-5400. 9

Interagency Hotshot Crew Communications 10

IHCs will provide a minimum of eight programmable multi-channel radios per 11

crew as stated in the SIHCO. 12

Interagency Hotshot Crew Transportation 13

Crews will be provided adequate transportation. The number of vehicles used to 14

transport a crew should not exceed five. All vehicles must adhere to the certified 15

maximum gross vehicle weight (GVW) limitations. 16

Other Hand Crews 17

Policy 18

All crews must meet minimum crew standards as defined below as well as any 19

additional agency, State, or contractual requirements (see 20

https://www.nwcg.gov/publications/pms200). Typing will be identified at the 21

local level with notification made to the local GACC. 22

Crew Standards for National Mobilization 23

Minimum

Standards

Type 1

Type 2 with

Initial Attack

Capability

Type 2

Fire Suppression

Module

Fireline

Capability

Initial attack:

Can be broken

up into squads,

fireline

construction,

complex firing

operations

(backfire)

Initial attack: Can

be broken up into

squads, fireline

construction

Initial attack:

Fireline

construction

Capable of

performing self-

contained initial

attack suppression

operations and

incident

management

capability at the

type 5 level

Crew Size

18-25

18-20

5-17

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

296 Release Date: January 2023

Minimum

Standards

Type 1

Type 2 with

Initial Attack

Capability

Type 2

Fire Suppression

Module

Leadership

Qualifications

Permanent

Supervision

Superintendent:

TFLD, ICT4,

FIRB

Assistant

superintendent:

strike team

leader, crew

(STCR) or

TFLD and

CRWB; ICT4

3 squad l

eaders:

CRWB and

ICT5

2 senior

firefighters:

FFT1

Crew boss:

CRWB

3 squad leader:

ICT5

Crew boss:

CRWB

3 squad leader:

FFT1

1 single resource

boss (SRB)/ICT5

2 FFT1;

commensurate

with span of

control

Language

Requirement

All senior

leadership

including squad

leaders and

higher must be

able to read and

interpret the

language of the

crew as well as

English.

Same as type 1

Experience

80% 1 season

60% 1 season

20% 1 season

Agency only

Full Time

Organized Crew

Yes

(work and train

as a unit 40

hours per week)

Communications

8 programmable

radios

4 programmable

radios

4 programmable

radios

2-4 programmable

radios

Sawyers

4 agency-

certified as

intermediate

faller (FAL2)

and 50% of

crew certified as

basic faller

(FAL3) or better

3 agency-

qualified

None

2 FAL3

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 297

Minimum

Standards

Type 1

Type 2 with

Initial Attack

Capability

Type 2

Fire Suppression

Module

Training

As required by

the SIHCO or

agency policy

prior to

assignment

Basic firefighter

training and/or

annual firefighter

safety refresher

prior to

assignment

Basic firefighter

training and/or

annual firefighter

safety refresher

prior to

assignment

Basic firefighter

training

once qualified, 4

hours annual

fireline refresher

training prior to

assignment

Logistics

Crew-level

agency

purchasing

authority

No purchasing

authority

No purchasing

authority

Self-sufficient for

48 hours;

purchasing

authority

recommended

Maximum

Weight

5,300 lbs.

(6,625 lbs.

maximum for

25-person crew)

5,300 lbs.

4,505 lbs.

Dispatch

Availability

Available

nationally

Available

nationally

Variable

Production

Factor

1.0

Variable

Transportation

Own

transportation

Transportation

needed

Transportation

needed

Own

transportation

Tools and

Equipment

Fully equipped

Not equipped

Variable

Personal Gear

Arrives with

crew first aid

kit, personal

first aid kit,

headlamp, 1 qt.

canteen, web

gear, sleeping

bag

Same as type 1

Same as

type 1

PPE

All standard

designated

fireline PPE

All standard

designated

fireline PPE

All standard

designated

fireline PPE

All standard

designated fireline

PPE

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

298 Release Date: January 2023

Minimum

Standards

Type 1

Type 2 with

Initial Attack

Capability

Type 2

Fire Suppression

Module

Certification

Must be

annually

certified by the

local host unit

agency

administrator or

designee prior

to being made

available for

assignment.

N/A

Fire suppression modules will be statused, mobilized, and tracked in IROC using the 1

resource identifier “Module, Suppression.” 2

•

BLM – BLM will not follow these standards. See chapter 2 for standards 3

and certification requirements. 4

•

FS – USFS fire suppression modules are used primarily for wildfire 5

suppression, fuels reduction, and other fire management duties. 6

Wildland Fire Modules 7

The primary mission of a wildland fire module (WFM) is to provide an 8

innovative, safe, highly mobile, logistically independent, and versatile fire 9

module with a primary commitment to maintain fire’s role as a natural 10

ecological process for wildland fire management and incident operations. 11

WFMs are comprised of 7-10 firefighters. The WFM program facilitates the use 12

of fire and other management techniques involving planned and unplanned 13

wildland fire events. WFMs are highly skilled and versatile fire crews, which 14

provide technical and ecological-based expertise in the areas of long-term 15

planning, ignitions, holding, and suppression, and fire effects monitoring. For 16

more information, please refer to NWCG Standards for Wildland Fire Module 17

Operations (PMS 430). 18

Wildland Fire Module Policy 19

All WFM operations will be conducted adhering to the NWCG Standards for 20

Wildland Fire Module Operations (PMS 430). Sponsoring units in conjunction 21

with the appropriate GACC will ensure compliance of all WFMs according to 22

the standards set within the PMS 430. The arduous duties, specialized 23

assignments, and operations in a variety of geographic areas require WFMs to 24

have uniform training, agency approved equipment, communications, 25

organization, and operating procedures. 26

Wildland Fire Module Types and Certification 27

WFMs ready for assignment will be certified as type 1 WFM (WFM1) or type 2 28

WFM (WFM2). Refer to the NWCG Standards for Wildland Fire Module 29

Operations (PMS 430) for additional information. 30

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 299

Wildland Fire Module Availability Periods 1

WFMs will have minimum availability periods as defined in the PMS 430. 2

Availability for type 1 WFMs may exceed the minimum period defined. Type 1 3

WFMs will be available for off unit assignment during the designated 90-day 4

availability period. The module leader will inform the local supervisor and the 5

GACC of any changes to the module’s availability. 6

Wildland Fire Module Organization 7

Individual module structures vary based on local and agency needs using the 8

following standard positions: module leader/foreman, assistant leader/foreman, 9

lead firefighter, senior firefighter, crewmember. 10

Minimum Wildland Fire Module Standards for Interagency Mobilization 11

Note: Other than the qualifications held by the module leader and assistant all 12

other qualifications are not tied to a particular position. 13

Minimum Standards

Type 1

Type 2

Fireline Capability

Ability to form separate

logistically self-sufficient

independent groups, fireline

construction, complex firing

operations (backfire),

monitoring, strategic

planning, fire

reconnaissance, public

information

Monitoring, fireline

construction, firing to

include burnout

Crew Size

7-10

Module

Qualifications

Qualifications are not tied to

a particular position within

the WFM. All modules will

have the following

qualifications: RXB2,

TFLD, CRWB (other than

TFLD), FIRB (other than

RXB2), ICT4, 2 ICT5 (other

than ICT4), FOBS, 2

FEMO, FFT1 (other than

TFLD/CRWB), helicopter

long line/remote hookup

specialist (HELR) or

helicopter crewmember

(HECM)

All modules will have the

following qualifications:

CRWB, FIRB, 2 ICT5, 2

FFT1, 2 FEMO (1 may be a

trainee), HELR or HECM

Module Leader

Qualifications

TFLD, ICT4, RXB2

CRWB, ICT5, FIRB

Assistant Module

Leader

Qualifications

CRWB, ICT5, FIRB

FFT1, ICT5

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

300 Release Date: January 2023

Minimum Standards

Type 1

Type 2

Language

Requirement

All senior leadership,

including squad bosses and

higher, must be able to read

and interpret the language of

the crew as well as English

Same as type 1

Experience

80% > 1 season

60% > 1 season

Full Time Organized

Crew

Yes (work and train as a unit

40 hours per week, 90

continuous days)

Same as type 1

Communications

5 programmable radios

4 programmable radios

Sawyers

2 agency-qualified

1 agency-qualified

Training

As required by the PMS 430

prior to assignment

As required by the PMS 430

prior to assignment

Medical First

Responder Training

Yes

Logistics

Multiple crew-level, agency

purchasing authorities

One or more crew-level,

agency purchasing authority

Dispatch Availability

Availability determined by

sponsoring agency

Availability variable by

sponsoring agency

Mobilization Time

Within 2 hours of receipt of

resource order when on

duty, 8 hours when off duty

Within 24 hours of receipt of

resource order

Transportation

Own transportation

Tools and

Equipment

Fully equipped for each

geographic region

Fully equipped for each

geographic region

Specialized Digital,

Remote Operations,

Monitoring,

Equipment

Yes

Personal Gear

Arrives with crew first aid

kit, personal first aid kit,

headlamp, 1 quart canteen,

web gear, sleeping bag

Arrives with crew first aid

kit, personal first aid kit,

headlamp, 1 quart canteen,

web gear, sleeping bag

PPE

All standard designated

fireline PPE

All standard designated

fireline PPE

Certification

Must be annually certified

by the regional or state

office of the host unit

agency administrator or

designee prior to being made

available for assignment.

Follow PMS 430 guidelines.

Must complete the

mobilization checklist by the

local host unit or

agency

administrator

or designee

prior to being made

available for assignment.

Follow PMS 430 guidelines.

• BLM – BLM WFMs will meet standards identified in the NWCG Standards 1

for Wildland Fire Module Operations (PMS 430). In addition, BLM WFMs 2

will meet the following requirements: 3

○ Approval from the Assistant Director, FAD is required prior to 4

establishing and/or statusing new type 1/2 WFMs. 5

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 301

○ Fire suppression modules and WFMs are separate and distinct 1

resources. The BLM has established standards for fire suppression 2

modules in chapter 2 of this publication. Fire managers and ICs should 3

order the appropriate resource to accomplish incident objectives. 4

• NPS – Modules are coordinated regionally and mobilized/demobilized 5

through established ordering channels through the GACCs. 6

Chainsaw Operators and Fallers 7

Beyond the NWCG faller qualifications established in PMS 310-1, agencies 8

have established additional evaluation and certification requirements. 9

• BLM/NPS/FWS/BIA – Use of the NWCG position task books (PTB) is 10

required. The requirements for final evaluators for each position are as 11

follows: 12

○ The individual tasks required for completion of the FAL3 PTB must be 13

evaluated by a qualified FAL2 or FAL1. The final evaluator’s 14

verification for a FAL3 trainee must be completed by a qualified FAL2 15

or FAL1. 16

○ The individual tasks required for completion of the FAL2 PTB must be 17

evaluated by a qualified FAL2 or FAL1. The final evaluator’s 18

verification for a FAL2 trainee must be completed by a qualified FAL2 19

or FAL1. 20

○ The final certification of all wildfire faller positions will remain the 21

responsibility of the IQCS certifying official. 22

○ All wildland fire saw operation qualifications are maintained through 23

IQCS and displayed on the incident qualification card. 24

 BLM – The individual tasks required for completion of the 25

FAL1 PTB must be evaluated by a qualified FAL1. The final 26

evaluator’s verification for a FAL1 trainee must be completed 27

by a qualified FAL1 evaluator. Each BLM state FMO will 28

certify and maintain a list of their current FAL1 evaluators. 29

 NPS/BIA – The individual tasks required for completion of 30

the FAL1 PTB must be evaluated by a qualified FAL1. The 31

final evaluator’s verification for a FAL1 trainee must be 32

completed by a qualified FAL1. 33

 FWS – Follow evaluator qualification requirements listed in 34

the FAL1, FAL2, and FAL3 PTBs. 35

• BLM – FAL1 evaluator standards and a list of certified FAL1 evaluators 36

are located at https://doimspp.sharepoint.com/sites/blm-fa/fire-37

operations/SitePages/Policy-and-References.aspx. 38

• FS – Use of the NWCG combined PTB for FAL1, FAL2, and FAL3 is not 39

authorized for Forest Service use. Forest Service sawyers will continue to 40

use agency-specific certification processes outlined in Forest Service 41

Manual 2358. 42

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

302 Release Date: January 2023

○ Sawyers shall not use saws outside the limits of their certification or 1

qualifications except during formal evaluation proceedings or under 2

the immediate supervision of a higher-qualified sawyer. 3

○ All sawyers must comply with FS policy and the FSFAQG requirements 4

for FAL3, FAL2, or FAL1 to operate a chainsaw or crosscut saw on a 5

wildland fire incident. Requirements include: 6

 Possess a current first aid and cardiopulmonary resuscitation 7

(CPR) certification (FSH 6709.11, sec 52.3). 8

 Initially complete a nationally recognized sawyer training 9

course (NWCG Standards for Wildland Fire Chainsaw 10

Operations, S-212). 11

 Completion of a field proficiency evaluation with appropriate 12

saw operator skill level noted on their National Sawyer 13

Certification Card. 14

○ The National Sawyer Certification Card is valid for 3 years and is 15

subject to review any time prior to expiration. Minimum requirements 16

for sawyer training and field proficiency reevaluation include: 17

 Completion of a knowledge refresher (classroom or field) and 18

a field proficiency evaluation equivalent to the initial 19

evaluation. 20

 Sawyer instructors are required to be recertified by 21

instructing at least one nationally recognized sawyer training 22

curriculum (NRSTC) or refresher NRSTC every three years. 23

○ FS sawyers may function as evaluators for partner agencies using the 24

FAL3 and FAL2 PTB. 25

○ Fallers who are certified or recertify after October 1, 2014, will be 26

required to be certified in progression (i.e., must be FAL3 to be FAL2). 27

However, if the initial evaluation is FAL2, the account manager shall 28

grant the position competency for FAL3. Those certified initially as 29

FAL1 will have position competencies for FAL2 and FAL3 granted. 30

○ FS will accept other agency chainsaw certifications on incidents 31

occurring on FS lands provided they meet NWCG minimum standards. 32

○ FS will accept a transferring employee’s faller qualification if it was 33

certified following the PMS 310-1 standard. 34

• BIA – Use of FAL1, FAL2 and FAL3 PTBs is mandatory and not up to unit 35

discretion. 36

Position

Code

Performance

Currency

Training

Currency

Fitness

Level

CPR

First Aid and

Bloodborne

Pathogens

FAL3

3 years

S-212

Arduous

2 years

3 years

FAL2

3 years

S-212

Arduous

2 years

3 years

FAL1

3 years

Qualification maintained

through performance in

the position

Arduous

2 years

3 years

FIREFIGHTER TRAINING AND QUALIFICATIONS CHAPTER 13

Release Date: January 2023 303

○ The FAL1 that needs to be recertified every 3 years may be recertified 1

by other agencies. 2

○ BIA will accept other agencies FAL1 credentials upon hire. 3

○ Emergency firefighter (AD) chainsaw operators – Chainsaw training is 4

authorized for AD employees who are required to operate chainsaws 5

for fire suppression or hazardous fuels reduction project work. 6

Supervisors of type 2 and type 2 initial attack crews who have 7

employees who operate chainsaws must have emergency medical 8

response capabilities. The possession of emergency response 9

capabilities can be fulfilled through one of the following two options: 10

1) Crews will minimally possess one or more individuals who are 11

currently certified to administer CPR and provide first aid. 2) If the 12

crew does not possess this capability, other provisions must be made by 13

the supervisor to provide these services while engaged in chainsaw 14

operations. 15

CHAPTER 13 FIREFIGHTER TRAINING AND QUALIFICATIONS

304 Release Date: January 2023

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FIREFIGHTING EQUIPMENT CHAPTER 14

Release Date: January 2023 305

Chapter 14 1

Firefighting Equipment 2

Introduction 3

The agency wildland fire program equipment resources include engines, dozers, 4

water tenders, and other motorized equipment for fire operations. 5

Policy 6

Each state/region will comply with established standards for training, 7

equipment, communications, organization, and operating procedures required to 8

effectively perform arduous duties in multi-agency environments and various 9

geographic areas. 10

Firefighting Engine/Water Tender Common Standards 11

Driving Standard 12

Refer to driving standards in chapter 7. 13

• BIA – Refer to chapter 6 for BIA-specific motor vehicle policies. BIA and 14

DOI policies require all personnel who operate a vehicle with a gross 15

vehicle weight (GVW) over 26,000 pounds to have a valid commercial 16

driver’s license (CDL). 17

Engine/Tactical Water Tender Water Reserve 18

Engine/tactical water tender operators will maintain at least 10 percent of the 19

pumpable capacity of the water tank for emergency engine protection and 20

drafting. 21

Chocks 22

At least one set of wheel chocks will be carried on each engine/water tender and 23

will be properly utilized whenever the engine is parked or left unattended. This 24

includes engine/water tender operation in a stationary mode without a driver “in 25

place.” 26

Fire Extinguisher 27

All engines/water tenders will have at least one 5 lb. (minimum), ABC-rated fire 28

extinguisher, either in full view or in a clearly marked compartment. 29

Nonskid Surfaces 30

All surfaces will comply with National Fire Protection Association (NFPA) 31

1906 Standard for Wildland Fire Apparatus requirements. 32

First Aid Kit 33

Each engine/water tender shall carry, in a clearly marked compartment, a fully 34

equipped 20–25-person first aid kit. 35

• BLM – Fire First Response Kits will be carried in all Working Capital 36

Fund 600-class fire vehicles (excluding trailers). 37

CHAPTER 14 FIREFIGHTING EQUIPMENT

306 Release Date: January 2023

Gross Vehicle Weight 1

Each engine and water tender will always have an annually certified weight slip 2

in the vehicle. Weight slips will show individual axle weights and total GVW. 3

Operators of engines and water tenders must ensure that the maximum certified 4

gross vehicle and axle weight ratings are never exceeded, including gear, 5

personnel, and fuel. The National Fire Protection Association (NFPA) 1906 6

standard of 250 pounds per seat position for each person and their personal gear 7

will be used to calculate the loaded weight. 8

• FS – Refer to FSH 7109.19, chapter 30 for calculation of rough road factor 9

reduction for driving on rough or unsurfaced roads. 10

Speed Limits 11

Posted speed limits will not be exceeded. 12

Lighting 13

Headlights and taillights will be illuminated while the vehicle is in motion. 14

All new orders for fire engine apparatus will include an overhead lighting 15

package in accordance with agency standards. Lighting packages will meet 16

NFPA 1906 standards at the time of manufacture. Engines currently in service 17

may be equipped with overhead lighting packages. A red, white, and amber 18

combination is the accepted color scheme for wildland fire. 19

Emergency Light Use 20

Emergency lighting will be used only during onsite wildland fire operations or 21

to mitigate serious safety hazards. Overhead lighting and other emergency 22

lighting must meet State code requirements and will be illuminated whenever 23

the visibility is reduced to less than 300 feet. 24

• BLM/NPS/FWS/BIA – See agency chapters or policy for specific 25

guidance. 26

• FS – See FSM 5120, FSM 5130, and FSH 5109.16 for red lights and sirens 27

policy. 28

Fire Equipment Maintenance and Inspections 29

Apparatus safety and operational inspections will be accomplished either on a 30

post-fire or daily basis. Offices are required to document these inspections. 31

Periodic maintenance (as required by the manufacturer) shall be performed at 32

the intervals recommended and properly documented. All annual inspections 33

will include a pump performance test to ensure the pump/plumbing system is 34

operating at desired specifications (pressure and gallons per minute). 35

Mobile Attack (Pump and Roll) 36

Firefighters must be seated and belted within an enclosed cab or walking 37

alongside the apparatus during mobile attack (pump and roll) operations. Riding, 38

standing, or seated on the exterior of the apparatus is prohibited. Utilization of 39

the NFPA 1906 “on-board pump-and-roll fire-fighting position” if equipped, is 40

not permitted. 41

FIREFIGHTING EQUIPMENT CHAPTER 14

Release Date: January 2023 307

Firefighting Engines 1

Operational Procedures 2

All engines will be equipped, operated, and maintained within guidelines 3

established by the Department of Transportation (DOT) and regional/state/local 4

operating plans. All personnel assigned to agency fire engines will meet all gear 5

weight, cube, and manifest requirements specified in the National Interagency 6

Mobilization Guide. 7

Engine Typing 8

Engine typing and respective standards have been established by the National 9

Wildfire Coordinating Group (NWCG) and are available at 10

https://www.nwcg.gov/publications/pms200. 11

Engine Type

Structure

Wildland Engines

Components

Tank Minimum

Capacity (gal)

300

500

750

400

150

Pump Minimum

Flow (GPM)

1000

500

150

@ Rated Pressure

(PSI)

150

250

100

Hose 2½”

1200

1000

Hose 1½”

500

1000

300

Hose 1”

500

300

200

Ladders (per

NFPA 1901)

Yes

Master Stream

500 GPM

(minimum)

Yes

Pump and Roll

Yes

Maximum

GVWR (lbs.)

26,000

19,500

14,000

Personnel

(NWCG

minimum)

• FS – See https://www.fs.usda.gov/managing-land/fire/engines for 12

description of Forest Service national engine standards. 13

Fire Engine Staffing 14

For type 4, 5, 6, and 7 engines, minimum staffing is two individuals one of 15

which is engine boss qualified. 16

CHAPTER 14 FIREFIGHTING EQUIPMENT

308 Release Date: January 2023

For type 3 engines, minimum staffing is three individuals, including an engine 1

boss. 2

• BLM – For BLM engine staffing requirements, see chapter 2. 3

• NPS – For NPS engine staffing requirements see chapter 3. 4

Engine Inventories 5

An inventory of supplies and equipment carried on each vehicle is required to 6

maintain accountability and to obtain replacement items lost or damaged on 7

incidents. Refer to agency-specific requirements regarding standard inventory 8

for engines. 9

• BLM – Refer to https://doimspp.sharepoint.com/sites/blm-fa/fire-10

operations/SitePages/NFEP-Policy-Resources.aspx. 11

• FWS – Refer to Fire Management Handbook, chapter 14. 12

Water Tenders 13

Water Tender Typing 14

Water tender typing and respective standards have been established by NWCG. 15

https://www.nwcg.gov/publications/pms200 16

Water Tender Type

Support

Tactical

Requirements

Tank Capacity (gal)

4000

2500

1000

2000

1000

Pump Minimum Flow

(GPM)

300

200

250

@Rated Pressure (PSI)

150

Maximum Refill Time

(mins)

Pump and Roll

Yes

Personnel (min)

Water Tender Qualifications and Staffing Standards 17

• Water Tender (Non-Tactical) 18

○ Qualifications: CDL (tank endorsement) 19

 BLM – Refer to the Federal Wildland Fire Qualifications 20

Supplement. 21

○ Staffing: A water tender (non-tactical) may be staffed with a crew of 22

one driver/operator when used in a support role as a fire engine refill 23

unit or for dust abatement. These operators do not have to pass the 24

work capacity test (WCT) but are required to take annual refresher 25

training. 26

 BLM – A WCF class-669, non-tactical water tender may be staffed 27

with a crew of one driver/operator when it is used in a support role 28

as a fire engine refill unit or for dust abatement. These operators 29

will pass the moderate WCT), take BL-300/RT-301 and annual 30

FIREFIGHTING EQUIPMENT CHAPTER 14

Release Date: January 2023 309

refresher training, and possess a CDL with tank endorsement and 1

air brake endorsement (if applicable). 2

• Water Tender (Tactical) 3

Tactical use is defined as “direct fire suppression missions such as pumping 4

hose lays, live reel use, running attack, and use of spray bars and monitors 5

to suppress fires.” 6

○ Qualifications: 7

 BLM – engine operator (ENOP), CDL (tank endorsement) and 8

airbrakes endorsement (if applicable). 9

 NPS/FWS – engine boss (ENGB), CDL (tank endorsement) 10

 FS – firefighter, type 1 (FFT1), CDL 11

○ Staffing: Tactical water tenders will carry a minimum crew of two: 12

 BLM A WCF class-669 tactical water tender shall be staffed with 13

minimum crew of one engine operator (ENOP) and one firefighter, 14

type 2 (FFT2). 15

 NPS/FWS – One ENGB and one FFT2. 16

 FS – One FFT1 and one FFT1/FFT2. 17

Dozers/Tractor Plows 18

Dozer/Tractor Plow Training and Qualifications 19

Agency wildland fire dozers/tractor plows will be staffed with personnel that 20

meet the training and experience standards for dozer operator (DZOP) or dozer 21

operator initial attack (DZIA) per the Federal Wildland Fire Qualifications 22

Supplement. While on fire assignments, all operators and support crew will meet 23

personal protective equipment (PPE) requirements. 24

Dozer/Tractor Plow Operational Procedures 25

• Agency-owned-and-operated dozer/tractor plows will be equipped with 26

programmable two-way radios, configured to allow the operator to monitor 27

radio traffic. 28

• Agency and contract dozer/tractor plows will have agency-supplied 29

supervision when assigned to any suppression operations. 30

• Contract dozers must be provided with radio communications, either 31

through a qualified heavy equipment boss (HEQB) or an agency-supplied 32

radio. Contract dozer/tractor plows will meet the specifications identified in 33

their agreement/contract. 34

• Operators of dozer/tractor plows and transport equipment will meet DOT 35

certifications and requirements regarding the use and movement of heavy 36

equipment, including driving limitations, CDL requirements, and pilot car 37

use. 38

All-Terrain Vehicles/Utility-Terrain Vehicles 39

The operation of all-terrain vehicles (ATV)/utility-terrain vehicles (UTV) can be 40

high risk. The use of ATVs/UTVs should be evaluated to ensure that use is 41

essential to accomplish the mission, rather than for convenience. 42

CHAPTER 14 FIREFIGHTING EQUIPMENT

310 Release Date: January 2023

• BLM – BLM personnel will not use ATVs for any wildland fire management 1

activity, including preparedness, suppression, prescribed fire, hazardous 2

fuels reduction, post-fire rehabilitation, and emergency stabilization and 3

restoration, regardless of incident jurisdiction or project/activity location. 4

The State directors, assistant state directors and the Director, National 5

Operations Center have the authority to approve exceptions to this policy 6

on a case-by-case basis. All requests for exceptions must be in writing and 7

will include: 8

○ A description of how the ATV is essential for the performance of 9

official duties; 10

○ Analysis of the alternatives that were considered; 11

○ Justification for an ATV being the only viable alternative; and 12

○ Concurrence by the applicable field manager, district manager, district 13

safety manager, and the state/center safety manager. 14

Cost is not a basis for approval of an exception and no exceptions may be 15

made to the existing ban on industrial use of ATVs. 16

• BIA – All BIA programs will cease the procurement of ATVs used for 17

wildland fire management activities (including preparedness, suppression, 18

prescribed fire, hazardous fuels reduction, post-fire rehabilitation, and 19

emergency stabilization and restoration). BIA personnel will not utilize 20

ATVs for any wildland fire management activities, regardless of incident 21

jurisdiction or project/activity location. 22

• BIA – Programs may continue to procure and utilize other commercially 23

available UTVs, provided the vehicle has manufactured-installed seat belts, 24

a steering wheel, is a multi-seat or newly available single-seat model, and 25

is equipped with a certified rollover protection structure (ROPS) designed 26

and installed by the original equipment manufacturer as standard 27

equipment. 28

• BLM/BIA – Employees of cooperating agencies/entities may utilize ATVs 29

on BLM/BIA incidents if allowed by their individual agency/entity policy. 30

ATV/UTV operators will meet the training and certification requirements of 31

their agency; employees certified by their agency will be considered qualified 32

ATV/UTV operators regardless of incident jurisdiction. Common policy 33

requirements for wildland fire operations are highlighted below: 34

• A job hazard analysis (JHA)/risk assessment (RA) must be completed and 35

approved by the supervisor prior to vehicle operation. 36

• All personnel authorized to operate an ATV/UTV must first complete 37

agency-specific or manufacturer-provided training in safe operating 38

procedures and appropriate PPE. 39

○ BLM – BLM offices may use either UTV training that is commercially 40

available from the Recreational Off-Highway Vehicle Association 41

(ROHVA) or continue to use the current version (8/2018) of the BLM 42

UTV Operator Field Training Range Cards to train their employees 43

who use UTVs. If offices choose to use ROHVA’s driver course, they 44

must continue to train employees on UTV loading/unloading, trailer 45

FIREFIGHTING EQUIPMENT CHAPTER 14

Release Date: January 2023 311

use, and winch operations as prescribed in lesson plans eight through 1

ten of the BLM UTV range cards prior to employees engaging in these 2

activities. This change does not affect the requirement for UTV riders 3

to complete the DOI Talent course, “Introduction to Utility Terrain 4

Vehicle Operation” as a prerequisite to the field training provided by 5

either ROHVA or the BLM range cards. 6

• Reevaluation/Recertification – Operators shall be reevaluated every three 7

years. Infrequent users (less than 16 hours of riding a year) shall have a 8

check ride prior to scheduled use of an ATV/UTV. 9

• Specific authorization for ATV/UTV use is required. All ATV/UTV 10

operations must hold a valid Motor Vehicle Operator’s Identification Card, 11

OF-346, or agency equivalent. 12

○ BLM – Upon completion of UTV training and operator certification 13

requirements, UTV operator (UTVO) will be placed on the employee’s 14

incident qualification card. Incident Qualifications and Certification System 15

(IQCS) certifying officials are responsible for verifying that UTV 16

operator qualifications are current, and that the UTVO qualification is 17

removed from the incident qualification card if training, certification, 18

or currency requirements lapse. 19

○ NPS/FWS – Upon completion of agency-specific ATV/UTV training 20

and operator certification requirements, All-terrain vehicle operator 21

(ATVO) will be placed on the employee’s incident qualification card. 22

IQCS certifying officials are responsible for verifying that ATV/UTV 23

operator qualifications are current, and that the ATVO qualification is 24

removed from the incident qualification card if agency-specific 25

training, certification, or currency requirements lapse. 26

○ NPS – All off-highway vehicle (OHV) operators (including ATV/UTV) 27

must hold a valid State motor vehicle operator’s permit. Operating 28

restrictions (e.g., use of corrective lenses) identified on the operator’s 29

permit must be adhered to while operating an OHV. NPS ATV 30

operators must be qualified at either the basic or advanced level as 31

described in Reference Manual-50B (RM-50B) depending on the 32

hazard potential of the operation. All ATV operators shall be provided 33

refresher training each year in accordance with a JHA and reevaluated 34

by an ASI-certified trainer every 3 years. The reevaluation shall be 35

documented. RM-50B, appendix B (ATV Operator 36

Accountability/Certification Tracking Record) may be used to 37

document the reevaluation. Further information on ATV/UTV use is 38

found in RM-50B. 39

○ BIA – Upon completion of UTV training and operator certification 40

requirements, UTV operator (UTVO) will be placed on the employee’s 41

Incident qualification card. IQCS certifying officials are responsible 42

for verifying that UTV operator qualifications are current, and that the 43

UTVO qualification is removed from the Incident qualification card if 44

training, certification, or currency requirements lapse. 45

CHAPTER 14 FIREFIGHTING EQUIPMENT

312 Release Date: January 2023

• ATVs can only have a single rider—passengers are prohibited even if the 1

ATV is designed for two riders. 2

• UTVs passengers are limited to the number of seats installed by the 3

manufacturer. The operator and passenger(s) must use seatbelts while the 4

vehicle is in motion. 5

• Operators must use required PPE while loading/unloading ATV/UTV. 6

• Cargo loads shall be loaded and secured as to not affect the vehicle’s center 7

of gravity and shall not exceed manufacturer’s recommendations for 8

maximum carrying capacity; and 9

• When transporting external fuel containers with a UTV/ATV, a 5 lb., class 10

BC fire extinguisher must be secured to the UTV/ATV. 11

Required PPE 12

ATV Head Protection for Wildland Fire Operations 13

• ATV helmets must be always worn during ATV operations (on and off the 14

fireline); and 15

• ATV helmets must meet Snell SA2010, SA2015, or DOT certification. 16

○ A ¾-face model meeting Snell SA2010, SA2015 certification is 17

acceptable for use. 18

○ Use of half “shorty” helmets requires a JHA/RA for fireline use and 19

must include justification for its use. Refer to the National Technology 20

and Development Program (NTDP) formerly known as Missoula 21

Technology and Development Center (MTDC) Tech Tip publication, A 22

Helmet for ATV Operators with Fireline Duties (0651-2350-MTDC). 23

UTV Head Protection for Wildland Fire Operations 24

• Helmets must meet DOT, American National Standards Institute (ANSI) 25

Z90.1; or Snell SA2010, SA2015 certification unless: 26

○ UTV is used for low speeds and smooth travel surfaces, administrative 27

use (e.g., campgrounds, incident base camps) UTV operators are not 28

required to wear helmets; or 29

○ UTV is equipped with approved rollover protection system (ROPS) 30

• BLM – A comprehensive and properly prepared RA of the specific 31

conditions demonstrates no more than a medium residual risk level, then a 32

helmet meeting NFPA 1977 or ANSI Z 89.1 type 1, class G standards may 33

be worn with chin strap secured in place under chin. 34

• NPS – Approved helmets are required for UTV operations that are rated 35

moderate (amber) or high (red) using the “ORV Risk Assessment Tool” 36

included in the NPS Off-Highway Vehicle Policy. 37

• FWS – Per 243 FW 6.6 B.1, a hardhat meeting NFPA 1977 or ANSI Z 89.1 38

standards may be worn with chin straps secured in place unless the risk 39

assessment for the operation dictates wearing a securely fastened 40

motorcycle helmet. 41

• FS – UTV helmet (for fire use): must meet the policy within the Safety 42

Handbook (6709.11), chapter 70, 71.12; Exhibit 01 states “Specialized 43

Equipment, such as ATVs, UTVs, Dirt Bikes, Snowmobiles (Department of 44

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Transportation-approved helmet).” Wearing hardhats while driving or 1

riding on a UTV is not allowed. Forest Service policy provides no exception 2

to the helmet requirement for low speeds, smooth travel surfaces, or 3

administrative use. UTV helmet (for fire use) requirements are the same as 4

ATV use. Helmets must meet Snell, or DOT ANSI certification. A ¾-face 5

model meeting Snell or DOT certification is acceptable for use. Use of half 6

“shorty” helmets requires a JHA/RA for fireline use approved by the 7

incident commander (IC) or relevant line officer and must include 8

justification for its use. Refer to MTDC Tech Tip 5 publication, A Helmet 9

for ATV Operators with Fireline Duties (0651-6 2350-MTDC). 10

• BIA – UTV helmet (for fire use) must be worn. Helmets must meet DOT, 11

ANSI Z90.1: or Snell SA2010, SA2015 certification. Hardhats are not 12

approved for wildland fire operations (non-administrative use). 13

Eye Protection 14

• Eye protection (goggles, face shield, or safety glasses) is not required for a 15

UTV equipped with an original manufacturer windshield that protects the 16

face from branches, flying debris, etc., unless otherwise required by an 17

associated industrial use activity or JHA/RA. 18

Other Protection 19

If operating an ATV/UTV on the fireline, the following are required: 20

• Leather or leather-/flame-resistant combination gloves. Flame-resistant 21

flight gloves or NFPA-1977-compliant driving gloves can be used by heavy 22

equipment operators, drivers, and fireline supervisors when not using 23

fireline hand tools. 24

• National-Fire-Protection-Association-(NFPA)-1977 compliant, long-25

sleeved, flame-resistant shirt (yellow recommended). 26

• NFPA-1977-compliant, flame-resistant trousers. 27

• Wildland fire boots. 28

• Appropriate head protection as described above. 29

○ FS – Shirt, trousers, and gloves used by USFS personnel must meet 30

Forest Service specification 5100-91 (shirt), 5100-92 (trousers), 6170-31

5 (gloves), or be NFPA 1977 compliant. 32

ATV/UTV operator shall carry a personal communication device (e.g., two-way 33

radio, cellular phone, or satellite phone). 34

All other ATV/UTV specific guidance is found in the respective agency’s 35

policy: 36

• BLM – Refer to BLM Handbook 1112-1, chapter 17. 37

• NPS – Refer to RM-50B Occupational Health and Safety, Section 6.1 Off-38

Highway Vehicle Safety at https://www.nps.gov/policy/RM50Bdoclist.htm. 39

• FWS – Refer to 321 FW 1. 40

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Vehicle Cleaning/Invasive Species Prevention 1

Refer to chapter 11 for guidance on minimizing potential transmission of 2

invasive species. 3

Incident Remote Automated Weather Stations 4

Incident remote automated weather stations (IRAWS – NFES 5869) are readily 5

deployable, portable weather stations that may be utilized in unprepared 6

locations to monitor local weather conditions. IRAWS are intended for use on or 7

near the fireline or at other all-hazards incidents and are installed by National 8

Interagency Fire Center (NIFC) technicians and operated as desired by fire 9

behavior analysts (FBAN) and/or incident meteorologists (IMET) to record and 10

distribute real time weather data. 11

National resource IRAWS systems are cached at NIFC and may be ordered 12

through standard equipment resource ordering systems. Following release from 13

an incident, these stations must be returned to the Remote Sensing/Fire Weather 14

Support Unit (RSFWSU) at NIFC for maintenance, recalibration, and 15

redeployment. 16

Aerial Ignition Devices 17

Information on types of aerial ignition devices, operational guidelines, and 18

personnel qualifications may be found in the NWCG Standards for Aerial 19

Ignition (PMS 501) available at https://www.nwcg.gov/publications/501. 20

Ground Ignition Devices and Transporting/Dispensing Fuel 21

For ground ignition devices, follow the NWCG Standards for Ground Ignition 22

Equipment (PMS 443) for operational guidelines, personnel qualifications, and 23

equipment selection. https://www.nwcg.gov/publications/443 24

• BLM – A 10 lb., class BC fire extinguisher is required for UTVs equipped 25

with a ground ignition device. 26

For transporting and dispensing fuel, follow NWCG Standards for Transporting 27

Fuel (PMS 442) found at https://www.nwcg.gov/publications/442 or agency-28

specific guidance. 29

• BLM – All Drip torches must meet United States Forest Service (USFS) 30

specification 5100-614. 31

• NPS – Follow the Forest Service standard for military style jerrican (UN 32

3A1) (PMS 442, page 8). 33

• FS – Direction is found in FSH 6709.11.34

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Chapter 15 1

Communications 2

Policy 3

Agency-specific policies for radio communications may be found in: 4

• Department of Interior (DOI), Department Manual, Radio Communications 5

Handbook (377 DM). 6

• USDA Forest Service Handbook (FSH) 6609.14, chapters 10-40 and Forest 7

Service Manual (FSM) 6600 Systems Management, chapter 6640 – 8

Telecommunications. 9

Dispatch Recording Devices 10

Recording of phone calls without all party’s prior knowledge and consent is not 11

permitted. Recording of radio traffic is appropriate. 12

• BLM – Radio recording devices will be used by BLM dispatch offices or 13

any interagency office dispatching BLM resources. Follow the fire dispatch 14

audio tapes records retention and disposition schedule at 15

https://doimspp.sharepoint.com/sites/blm-oc-16

dirm/BLMrec/Records%20Schedules/Combined_Records_Schedules_01-17

32.pdf 18

Cellular/Smartphone/Satellite Phone Communications 19

Cellular/smartphone/satellite telephones will not be used to communicate 20

tactical or operational traffic unless no other means are available. 21

Cellular/smartphone/satellite telephones will not be used for flight following in 22

lieu of normal flight following procedures. Telephone/smartphone/satellite 23

communications may be used for logistical purposes. 24

Refer to chapter 7 for policy regarding use of mobile devices while operating a 25

vehicle. 26

Radio Communications 27

Radio communications provide for the information needed for the 28

command/control and safety of personnel and resources. 29

Radio Contracts 30

Radios used for fire and aviation activities must be approved by the National 31

Interagency Incident Communication Division (NIICD). Information on 32

contracts, software, hardware requirements, and approved radios is available at 33

https://www.nifc.gov/resources/NIICD, or contact your agency 34

Telecommunications Department or the NIICD engineer at (208) 387-5720. 35

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• BLM – For information on BLM contracts, software, and hardware 1

requirements and approved radios, contact the Branch of Radio Operations 2

(FA-332) at (208) 387-5881. 3

Radio Frequency Management 4

Under Executive Order 13556 and in accordance with DOI/USDA policies and 5

guidelines, all documents which include DOI/USDA frequencies are considered 6

to be Controlled Unclassified Information (CUI) and must be controlled and 7

marked as such following the guidance of the National Archives CUI Marking 8

Handbook, version 1.1. 9

Therefore, any documents containing frequency information whose 10

dissemination is not controlled with a password, must be labeled at the top and 11

bottom of each page with “CUI” and controlled as such. 12

Frequency-modulated (FM) and amplitude-modulated (AM) frequencies are 13

approved and assigned by a designated Washington Office (WO) Frequency 14

Manager and managed by State and local communications officers. Frequencies 15

shall not be transmitted without written permission from formally appointed 16

frequency management personnel at the local, state, regional, or national level. 17

Radio interference must be reported to National Interagency Fire Center (NIFC) 18

communications duty officer (CDO)/communications coordinator (COMC) 19

when assigned) when adversely impacting incident communications. Minimum 20

reporting information: location, radio frequency, time and date (including 21

interference duration), and sound or source for interference. 22

Daily, Initial Attack and Airtanker Base Frequency Management 23

Frequency assignments for normal daily and initial attack operations are made 24

on a permanent basis and are requested through the normal radio frequency 25

authorization process from the local, State, regional or national level designated 26

frequency management personnel. 27

For air operations, the NIFC CDO coordinates annually with the Forest Service 28

and DOI frequency managers to provide initial attack air-to-ground (A/G) FM 29

frequencies, and with the Federal Aviation Administration (FAA) to provide 30

initial attack air-to-air (A/A) AM and airtanker base frequencies. 31

Initial attack A/G FM frequencies are carefully engineered for use by Forest 32

Service and DOI frequency managers to ensure that the frequencies will not 33

cause interference to, or receive interference from, other licensed users. These 34

frequencies are authorized for use only within their assigned frequency zone 35

boundaries. Any use of these frequencies outside of the frequency zone 36

boundaries may cause interference with other authorized users and will be 37

considered a safety violation in regards to the protection of life and/or property 38

and could have major consequences. Therefore, any changes to dispatch areas 39

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that result in being responsible for areas outside of the existing frequency 1

boundaries must result in a coordinated effort between dispatch centers, 2

ensuring that only frequencies assigned within the appropriate frequency zone 3

are used. Updated frequency information is coordinated annually with the 4

Geographic Area Coordination Centers (GACC). 5

On an annual basis the FAA engineers airtanker base frequencies and initial 6

attack A/A AM frequencies for use by the wildland fire community. The 7

airtanker base frequencies are engineered for use within a 40-nautical-mile 8

radius (unless otherwise specified) from the base center point and the initial 9

attack A/A AM frequencies are engineered for use only within their assigned 10

frequency zone boundaries. Both are designed for use below 5,000 feet above 11

ground level (AGL). These frequencies are engineered by the FAA to minimize 12

the risk of causing interference with civilian aircraft or airports located within 13

the same geographic areas. Any use of these frequencies outside of the provided 14

service volume is considered a major safety violation by the FAA and may 15

result in the removal of and/or denial of use for those frequencies. 16

All initial attack frequency assignments are depicted on maps disseminated 17

annually by the CDO through the File Transfer Protocol (FTP) site. For access 18

to the FTP site, contact the CDO. 19

Mutual Aid Frequency Management 20

Mutual aid frequency sharing agreements can be made at the local level. 21

Agreements are only approved in the specific location where assigned. 22

Prohibited 23

• Use of mutual-aid-frequency outside assigned area; and 24

• Formal agreements for mutual aid using NIFC national fire frequencies. 25

Exception 26

• Agency with Radio Frequency Authorization (RFA) approved by National 27

Telecommunications Information Agency (NTIA) for frequency in the 28

NIFC Channeling Plan; notification and coordination with NIFC CDO 29

required. 30

Incident Frequency Management 31

National level coordination and assignments of incident frequencies is the 32

responsibility of NIICD and is performed by the NIFC CDO. 33

When communications requirements exceed normal operations, the NIFC CDO 34

may request that GACCs assign a communication coordinator (COMC) to 35

facilitate geographic area frequency management. Additional information is in 36

the National Interagency Mobilization Guide. 37

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• Frequencies for type 1 and 2 incidents are assigned by the NIFC CDO and 1

are managed by a qualified communications unit leader (COML). The 2

COML will request, assign, and report all frequencies used on the incident 3

to the NIFC CDO/COMC. This will include the request and assignment of 4

all aircraft frequencies. Frequency use will be documented on the ICS-205 5

(Incident Radio Communications Plan) and on ICS-220 (Air Operation 6

Summary) forms. These completed forms will be made available to incident 7

personnel in the incident action plan (IAP). 8

• Type 3 incidents, or other incidents that do not have an assigned COML, 9

will coordinate and request all frequency and communication equipment 10

needs through the COMC and/or the NIFC CDO. 11

If additional frequencies are required, the COML will order them through the 12

established ordering process. 13

Additional frequencies may be available on a temporary basis and may be 14

requested by the NIFC CDO from the Washington Office (WO) spectrum 15

managers when: 16

• The NIICD national frequencies are all committed within a specific 17

geographic area; and/or 18

• New incidents within a complex create a need for additional frequencies; 19

and/or 20

• The fire danger rating is extreme and the potential for additional new 21

incidents is high; and/or 22

• There is frequency congestion due to incidents in close proximity. 23

Aviation Operations Frequency Management 24

• Air-to-air: AM frequencies are requested via the NIFC CDO who then 25

coordinates with the FAA. Frequencies are engineered by the FAA with a 26

service volume of 20 nautical mile (NM) radius with 5,000-feet AGL from 27

incident latitude/longitude or other provided center point. If the needs of the 28

incident require a larger radius, a request should be made through the NIFC 29

CDO to be coordinated with the FAA. 30

• Air-to-ground: FM frequencies will be authorized by agency frequency 31

managers and coordinated and assigned by the NIFC CDO. Frequencies are 32

assigned for incident use with a service volume of 20 NM radius from 33

incident latitude/longitude or other provided center point and 3,000-feet 34

AGL per agency RFA. 35

• With the exception of an emergency, aircraft shall not transmit over NIICD 36

command repeaters. 37

Both AM and FM aviation frequency assignments will be used on an 38

interagency basis and a master record of these assignments is maintained by the 39

NIFC CDO. 40

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Preassigned National Frequencies 1

National Air Guard Frequency (168.6250 MHz) 2

A national interagency air guard frequency will be used for emergency aviation 3

communications. Continuous monitoring of this frequency is mandatory by 4

agency dispatch centers and aircraft. A Continuous Tone-Coded Squelch System 5

(CTCSS) tone of 110.9 Hz must be used when transmitting on the National Air 6

Guard Frequency. This frequency must be programmed into the last channel of 7

every group in fire handheld radios. 8

This frequency, 168.6250 MHz, is only used for: 9

• Air-to-air emergency contact and coordination; 10

• Ground-to-air emergency contact; and 11

• Initial call, recall, and redirection of aircraft when no other contact 12

frequency is available. 13

National Flight Following Frequency (168.6500 MHz) 14

The National Flight Following frequency is used to monitor interagency and 15

contract aircraft. All aircraft on point-to-point or mission flights should 16

establish/terminate flight following and confirm Automated Flight Following 17

(AFF) on the National Flight Following frequency. 18

The National Flight Following frequency is to be used for flight following, 19

dispatch, or redirection of aircraft. No other uses, including tactics and logistics, 20

are authorized. 21

All dispatch centers/offices will monitor the National Flight Following 22

frequency at all times. A CTCSS tone of 110.9 must be used when transmitting 23

and receiving on the National Flight Following frequency. 24

Smokejumper and Rappel/RADS Air-to-Ground Frequency (168.5500 25

MHz) 26

Frequency 168.5500 MHz is primarily dedicated as a national air-to-ground 27

tactical channel for smokejumper operations within the DOI, USDA, and other 28

agencies. Secondary use is authorized for BLM and USFS Rappel/Rope 29

Assisted Delivery System (RADS) aerial delivery operations. The channel must 30

be toned on both transmit and receive for all smokejumper and RADS teams to 31

ensure that interference issues are avoided. Smokejumpers will use tone 123.0, 32

and RADS will use 110.9. Use of this frequency other than for the delivery of 33

aerial firefighters is prohibited. 34

Governmentwide Area Common User Frequencies (163.1000 MHz, 35

168.3500 MHz) 36

Shared frequencies 163.1000 and 168.3500 MHz are used on a non-interference 37

basis and are not exclusive to any user. These frequencies are not to be used for 38

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air-to-ground operations and are prohibited by DOI and USDA from use as a 1

frequency during operations involving the protection of life and property. 2

• NOTE: When traveling between incidents, be sure to monitor for incident 3

radio traffic in the area before using these frequencies. 4

National Interagency Fire Tactical Frequencies 5

Shared frequencies 168.0500 MHz, 168.2000 MHz, 168.6000 MHz, 168.2500 6

MHz, 166.7250 MHz, 166.7750 MHz are approved for ground tactical 7

operations (line of sight) on incidents. 8

Prohibited use includes: 9

• Air-to-air communications; and 10

• Air-to-ground communications. 11

Permission to use these frequencies requires prior approval from the NIFC 12

CDO (or COMC when mobilized). 13

Incident Radio Support 14

All National Incident Radio Support Cache (NIRSC) communications 15

equipment will be returned to NIFC immediately after the incident is turned over 16

to the local jurisdictional agency unless otherwise coordinated with the NIICD 17

CDO/COMC. 18

To meet the high demand for NIRSC communications equipment during peak 19

fire seasons, please follow the following NIRSC basic operating procedure when 20

shipping communications equipment back to NIFC: 21

Preparedness Level 1-2 22

• Return communications equipment by lowest cost 23

• Return any unused or broken equipment to NIRSC 24

Preparedness Level 3-4 25

• Expedite communications equipment return by best means 26

• Return any unused or broken equipment to NIRSC 27

• Ground freight if possible 28

• Should arrive at NIRSC within 4-5 days 29

Preparedness Level 5 30

• Return communications equipment by fastest means 31

• Return any unused or broken equipment to NIRSC 32

• Overnight NIRSC equipment if possible 33

• Utilize local drivers for GACCs within 8-hour drive time from NIRSC 34

Note: The ordering incident is responsible for returning and/or coordinating all 35

NIRSC radio equipment directly back to NIFC by; arranging shipping through 36

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the local buying team, arranging shipping through the local district office, or 1

arranging shipping through the local supply caches. 2

NIRSC communications equipment shall NOT be moved from one incident to 3

another without being first returned to NIRSC for refurbishment. Unused and 4

sealed equipment may be moved, but only upon approval of the NIFC CDO or 5

COMC. 6

Military Communications on an Incident 7

Military units assigned to an incident are provided NIRSC communications 8

equipment. Each battalion is typically assigned 80 handheld radios. Intercrew 9

communications within a military unit is provided by the military on their radios 10

and frequencies. All incident frequencies are assigned by the COML using form 11

ICS-205. 12

Some military units have aviation VHF-FM radios compatible with civilian 13

systems. Other units must be provided VHF-FM radios prior to dispatch to an 14

incident. Wiring harnesses and radios will be ordered by the incident. The 15

resource order will include a request for qualified personnel from NIICD to 16

perform the installation of the equipment. 17

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AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 323

Chapter 16 1

Aviation Operations and Resources 2

Purpose and Scope 3

Aviation resources are one of a number of tools available to accomplish fire-4

related land management objectives. 5

Aviation use must be prioritized based on management objectives and 6

probability of success. 7

The effect of aviation resources on a fire is directly proportional to the speed at 8

which the resource(s) can initially engage the fire, the effective capacity of the 9

aircraft, and the deployment of ground resources. 10

These factors are magnified by flexibility in prioritization, mobility, positioning, 11

and utilization of the versatility of many types of aircraft. 12

In addition to the priorities listed in the National Interagency Mobilization 13

Guide, chapter 10 under headings “Total Mobility” and “Priorities,” 14

mobilization of aircraft should be based on optimizing the use of exclusive-use, 15

contracted aircraft. Call-when-needed (CWN) aircraft will be the last ordered 16

and the first released. The exception to this is use for initial action response and 17

capability. 18

Risk management is a necessary requirement for the use of any aviation 19

resource. The risk management process must include risk to ground resources 20

and the risk of not performing the mission, as well as the risk to the aircrew. 21

Organizational Responsibilities 22

National Office – Department of Interior 23

Office of Aviation Services 24

The Office of Aviation Services (OAS) is responsible for the coordination of 25

aviation policy development and maintenance management within the agencies 26

of the Department of the Interior (DOI). The OAS has no operational 27

responsibility. The OAS provides aviation safety program oversight, accident 28

investigation, and inspection/approval of aircraft and pilots for DOI agencies. 29

Bureau of Land Management 30

The National Aviation Office (NAO) develops BLM policy, procedures, and 31

standards and maintains functional oversight and facilitates interagency 32

coordination for all aviation activities. The principal goals are safety and cost-33

effectiveness. The NAO supports BLM aviation activities and missions, 34

including fire suppression, through strategic program guidance, managing 35

aviation programs of national scope, coordination with OAS, and interagency 36

partners. The Fire and Aviation Directorate has the responsibility and authority, 37

after consultation with state fire management officers (FMO), for funding and 38

acquisition of all fire aircraft, prioritizing the allocation of BLM aircraft on a 39

bureauwide basis, and approving state office requests to acquire supplemental 40

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

324 Release Date: January 2023

aircraft resources. Refer to BLM National Aviation Plan and Manual 9400 for 1

aviation policy and guides. Refer to 112 DM 12 for a list of responsibilities. 2

National Park Service 3

The Branch of Aviation develops NPS policy, procedures, and standards for all 4

fire and non-fire aviation activities. This includes providing guidance on fire 5

suppression, as well as standardizing aviation programs at the national level, 6

coordinating with OAS and interagency partners. The Branch of Aviation also 7

has responsibility for operational execution of the aviation program. The branch 8

ensures personnel receive aviation training, provides internal training for fleet 9

pilots, has responsibility for quality assurance and quality control of park 10

aviation programs and provides fiscal analysis to determine numbers and types 11

of aircraft for the NPS. 12

Bureau of Indian Affairs 13

The NAO is responsible for supporting all BIA aviation programs through an 15

active and professional aviation organization that: 16

• Develops and coordinates efficient aviation policy and management 17

processes; 18

• Provides guidance for aviation programmatic and operational risk 19

management; 20

• Leads aviation safety assurance and promotion programs; 21

• Provides aircraft acquisition support as specified by Indian Affairs 22

management objectives; and 23

• Develops and promotes a skilled aviation management workforce. 24

National Office – U.S. Department of Agriculture 25

Forest Service 26

The FS has responsibility for all aspects of its aviation program, including 27

aviation policy and budget development, aircraft acquisition, aircraft operations, 28

aviation safety and risk management, budget, pilot standardization, and 29

airworthiness. In addition, the FS has operational responsibility for functional 30

oversight of aviation assets and facilities, operational coordination and 31

utilization, accident investigation, and aircraft and pilot inspection. 32

The Assistant Director (AD), Aviation, is responsible to the Director of Fire and 33

Aviation Management for the management and supervision of the national 34

headquarters office in Washington, D.C., and the national office in Boise. The 35

AD, Aviation provides leadership, support and coordination for national and 36

regional aviation programs and operations. Refer to FSM 5704 for list of 37

responsibilities. 38

The fixed-wing branch chief and rotor-wing branch chief report to the AD 39

aviation, and are responsible for national aviation operational management and 40

oversight. This operational management and oversight includes authority to 41

provide direction to coordination centers regarding the mobilization and 42

reassignment of USDA contracted national aviation resources. The branch chiefs 43

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 325

may also delegate this authority to national aircraft coordinators or the FS 1

aviation duty officer (ADO). 2

The Branch Chief, Airworthiness reports to the AD, aviation, and is responsible 3

for national aircraft airworthiness and maintenance program management and 4

oversight. 5

The Branch Chief, Aviation business operations reports to the AD, Aviation and 6

is responsible for policy maintenance and development, budget development, 7

and planning. 8

The Aviation Strategic Planner reports to the AD, Aviation and is responsible 9

for strategic planning and reporting. 10

The Branch Chief, Aviation Safety Management Systems reports to the AD 11

Aviation, and is responsible for oversight, coordination and direction of aviation 12

safety management system functions. 13

State/Regional Office 14

• BLM – State FMOs are responsible for providing oversight for aircraft 15

hosted in their state. State FMOs have the authority and responsibility to 16

approve, with national office concurrence, acquisition of supplemental 17

aircraft resources within their state. State FMOs have the authority to 18

prioritize the allocation, prepositioning and movement of all aircraft 19

assigned to the BLM within their state. State offices will coordinate with the 20

national office on movement of their aircraft outside of their state. A state 21

aviation manager (SAM) is located in each state office. SAMs are delegated 22

as the contracting officer’s representative (COR) for all exclusive-use 23

aircraft hosted by their state. SAMs implement aviation program objectives 24

and directives to support the agency mission and state objectives. A state 25

aviation plan is required to outline the state aviation program objectives 26

and to identify state-specific policy and procedures. 27

• NPS – A regional aviation manager (RAM) is designated for each region. 28

RAMs oversee the tactical execution of their region’s aviation programs 29

and provide technical expertise and aviation safety oversight of the parks in 30

their geographic area. RAMs observe regional aviation activities and 31

provide liaison with the National Branch of Aviation and other agencies as 32

appropriate. A regional aviation operations and management plan is 33

required to outline the region’s aviation program objectives and to identify 34

region-specific policy and procedures. 35

• FWS – A regional aviation manager (RAM) is designated for each region. 36

RAMs implement aviation program objectives and directives to support the 37

agency mission and region objectives. Several regions have additional 38

support staff, and/or pilots assigned to support aircraft operations and to 39

provide technical expertise. A regional aviation operations and 40

management plan is required to outline the region’s aviation program 41

objectives and to identify region-specific policy and procedures. 42

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326 Release Date: January 2023

• FS – Regional aviation officers (RAOs) are responsible for directing and 1

managing regional aviation programs in accordance with the national and 2

regional aviation management plans, and applicable agency policy 3

direction. (Refer to FSM 5700 and FSH 5709.16 for list of responsibilities.) 4

RAOs report to director of fire and aviation for their specific region. 5

Regional aviation safety managers (RASMs) are responsible for aviation 6

safety in their respective regions, and work closely with the RAO to ensure 7

aviation safety is an organizational priority (refer to FSM 5700 and FSH 8

5709.16 for list of responsibilities). Most regions have additional aviation 9

technical specialists and pilots who help manage and oversee the regional 10

aviation programs. Most regions also have aviation maintenance 11

inspectors, fixed-wing program managers, helicopter program managers, 12

helicopter operations specialists, inspector pilots, etc. 13

• BIA – 14

○ Provides oversight and approval of the acquisition and use of BIA 15

aircraft within their region; 16

○ Has the authority to prioritize the allocation, reallocation, 17

prepositioning, and movement of all aircraft assigned to the BIA within 18

their region. All movements will be coordinated with the NAO; 19

○ Manages and provides oversight of all BIA aircraft assigned to the 20

region; 21

○ Coordinates with agencies, geographical coordination centers, NAO 22

aircraft coordinators on aviation resources assigned to their region; 23

○ Ensures all region assigned aviation resources are effectively utilized 24

as efficient BIA resources; 25

○ Delegates or designates the RAM, who ensures appropriate aviation 26

roles and positions are filled by qualified personnel; 27

○ Ensures all aviation employees meet DOI and BIA training 28

requirements; and 29

○ Ensures interagency agreement (IAA) between region and Office of 30

Aviation Services (OAS) Acquisition Services Directorate (ASD) is 31

valid and in force. Coordinate modifications to IAA as projects and 32

missions dictate. 33

Local Office 34

Some areas have interagency aviation programs that utilize an aviation manager 35

for multiple units. Duties are similar as other local level managers. 36

• BLM – Unit aviation managers (UAM) serve as the focal point for the unit 37

aviation program by providing technical expertise and management of 38

aviation resources to support field office/district programs. Field/district 39

offices are responsible for hosting, supporting, providing daily 40

management, and dispatching all aircraft assigned to their unit. 41

field/district offices have the authority to request additional resources, to 42

establish priorities, and make assignments for all aircraft assigned to the 43

BLM within their unit or zone. 44

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• NPS – Unit or park aviation managers have the responsibility to provide 1

aviation expertise and management of aviation resources at each park unit. 2

For organizational responsibility, refer to DO-60, RM-60. 3

• FS – Unit aviation officers (UAOs)/forest aviation officers (FAOs) have the 4

responsibility for aviation activities at the local level, including aviation 5

mission planning, risk management and safety, supervision, and evaluation. 6

UAOs/FAOs assist line officers with risk assessment/management and cost 7

analysis. Refer to FSM 5700 Zero Code for a list of responsibilities. 8

• BIA – The AAM/UAM manages the unit aviation program by providing 9

technical and management direction of aviation resources to support BIA 10

programs. The AAM/UAM has functional responsibility in the following 11

areas: 12

○ The AAM/UAM is authorized to provide for daily management of all 13

aviation resources; 14

○ Ensures agency flight compliance with USDI/BIA/region and agency 15

policies and regulations; 16

○ Develop and implement the agency/unit aviation management plan, as 17

well as specific operating plans for other aviation programs (e.g,, 18

helitack, SEAT, and aerial supervision); 19

○ Ensures completion of the Project Aviation Safety Plan (PASP) with 20

appropriate approvals/briefing of line officer; 21

○ Ensures that appropriate training is provided to aviation users and 22

supervisors. Monitors aviation training compliance for the agency/unit; 23

○ Designates and assigns an alternate aviation manager when needed; 24

○ Ensures that visiting aircrews have received flight crew 25

briefing/aviation orientation and guides; 26

○ Confirms DOI/BIA/Office of Management and Budget (OMB) 27

requirements are met and completes the cost analysis requirements and 28

schedules the flight with a qualified vendor; 29

○ Ensures the accuracy of the Aircraft Use Report. Processes and 30

maintains copies and records documenting the flight as required by the 31

DOI Manual; 32

○ Confirms that a qualified flight manager is assigned to all 33

project/resource flights; 34

○ Is responsible for the distribution and use of the Aviation Boundary 35

Plan/Checklist if one is in place; 36

○ Ensures Agency/Unit Aviation Security Plan is current and 37

implemented in accordance with DOI policy; 38

○ May serve as the COR for BIA exclusive-use aircraft on their 39

agency/unit if aircraft manager is not current or qualified as such; 40

○ Authorized to order approved aircraft utilizing agency procurement 41

documents and procedures. Also establish priorities and allocate all 42

aircraft assigned to the BIA within their unit or zone; and 43

○ Maintains an up-to-date aviation reference library with all applicable 44

aviation policy and procedural references. 45

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Aviation Information Resources 1

Aviation reference guides and aids for agency aviation management are listed 2

for policy, guidance, and specific procedural requirements. 3

• BLM – 9400 Manual appendix 1, National Aviation Plan (NAP), and 4

applicable aviation guides as referenced in the NAP. 5

• NPS – RM-60 Aviation Management Reference Manual and applicable 6

aviation guides, National Wildfire Coordinating Group (NWCG) Standards 7

for Helicopter Operations, and the NWCG Standards for Aerial 8

Supervision. 9

• FWS – Service Manual 330-339, Aviation Management and NWCG 10

Standards for Helicopter Operations. 11

• FS – FSM 5700, FSH 5709.16 and applicable aviation guides when 12

approved by the agency and referenced in policy. 13

• BIA – BIA National Aviation Plan (NAP) and applicable aviation guides as 14

referenced in the NAP. 15

• DOI – Departmental manuals (DMs) and operational procedures 16

memoranda (OPMs) can be found at https://www.doi.gov/aviation/library. 17

Safety alerts, operational alerts, instruction memoranda, information bulletins, 18

incident reports, and other guidance or information are issued as needed. 19

An up-to-date library with aviation policy and procedural references will be 20

maintained at all permanent aviation bases, dispatch, and aviation management 21

offices. 22

Aviation Safety 23

The FS, BLM, and BIA have adopted Safety Management Systems (SMS) as the 24

foundation for the aviation safety program. The four pillars of SMS are safety 25

policy, safety risk management, safety assurance, and safety promotion. SMS is 26

the standard for aviation safety set by the International Civil Aviation 27

Organization (ICAO) and the Federal Aviation Administration (FAA). 28

SMS focuses on: 29

• Emphasis on proactive risk management; 30

• Promotes a “Just” culture; 31

• Addresses systemic safety concerns; 32

• Holds the organization accountable; 33

• Identifies “What” so we can manage the manageable; and 34

• Communicates the “Why” so the culture can learn from mistakes. 35

The intent of SMS is to improve the aviation culture by increasing hazard 36

identification, reduce risk-taking behavior, learn from mistakes, and correct 37

procedures before a mishap occurs rather than after the accident. Additionally, 38

the current approved US Forest Service Aviation SMS Guide is available at 39

https://www.fs.usda.gov/managing-land/fire. 40

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 329

Risk Assessment and Risk Management 1

The use of risk management will help to ensure a safe and successful operation. 2

Risk is the probability that an event will occur. Assessing risk identifies the 3

hazard, the associated risk, and places the hazard in relationship to the mission. 4

A decision to conduct a mission requires weighing the risk against the benefit of 5

the mission and deciding whether the risks are acceptable. 6

Aviation missions always have some degree of risk. The five sources of hazards 7

are mission, management, machine, personnel, and media. Managing risk is a 8

five-step process: 9

1. Identify hazards associated with all specified and implied tasks for the 10

mission. 11

2. Assess hazards to determine potential of occurrence and severity of 12

consequences. 13

3. Develop controls to mitigate or remove risk and make decisions based on 14

accepting the least risk for the best benefit. 15

4. Implement controls – (1) education controls, (2) physical controls, and (3) 16

avoidance controls. 17

5. Supervise and evaluate – enforce standards and continuously reevaluate 18

their effectiveness in reducing or removing risk. Ensure that controls are 19

communicated, implemented, and enforced. 20

• FS – FSM 5700. Employees shall use an operational risk management 21

process to evaluate the risk and hazards prior to every flight. 22

How to Properly Refuse Risk (Aviation) 23

Every individual (Government and contracted employees) has the right and 24

obligation to report safety problems affecting his or her safety and has the right 25

to contribute ideas to correct the hazard. In return, supervisors are expected to 26

give these concerns and ideas serious consideration. When an individual feels an 27

assignment is unsafe, he or she also has the obligation to identify, to the degree 28

possible, safe alternatives for completing that assignment. Turning down an 29

assignment is one possible outcome of managing risk. 30

A “turn down” is a situation where an individual has determined he or she 31

cannot undertake an assignment as given and is unable to negotiate an 32

alternative solution. The turn down of an assignment must be based on 33

assessment of risks and the ability of the individual or organization to control or 34

mitigate those risks. Individuals may turn down an assignment because of safety 35

reasons when: 36

• There is a violation of regulated safe aviation practices; 37

• Environmental conditions make the work unsafe; or 38

• They lack the necessary qualifications or experience. 39

Individuals will directly inform their supervisor that they are turning down the 40

assignment as given. The most appropriate means of documented turn down 41

criteria is using the Aviation Watch Out Situations (IRPG). 42

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330 Release Date: January 2023

Supervisors will notify the air operations branch director (AOBD) or unit 1

aviation leadership immediately upon being informed of a “turn down.” If there 2

is no AOBD, notification shall go to the appropriate section chief, the incident 3

commander (IC) or local fire and aviation staff. Proper handling of turn downs 4

provides accountability for decisions and initiates communication of safety 5

concerns within the incident organization. 6

If the assignment has been turned down previously and the supervisor asks 7

another resource to perform the assignment, he or she is responsible to inform 8

the new resource that the assignment had been turned down and the reasons 9

why. Furthermore, personnel need to realize that a “turn down” does not stop the 10

completion of the assigned operation. The “turn down” protocol is an integral 11

element that improves the effective management of risk, for it provides timely 12

identification of hazards within the chain of command, raises risk awareness for 13

both leaders and subordinates, and promotes accountability. 14

If an unresolved safety hazard exists, the individual needs to communicate the 15

issue/event/concern immediately to his or her supervisor and document as 16

appropriate. 17

Aviation Safety Support 18

Aviation Safety and Technical Assistance Team (ASTAT) 19

During high levels of aviation activity, consider requesting an Aviation Safety 20

and Technical Assistance Team (ASTAT). ASTAT enhances risk management, 21

efficiency, effectiveness, and provides technical assistance while reviewing 22

aviation operations. If an ASTAT cannot be filled internally, the request may be 23

placed with the National Interagency Coordination Center (NICC) through 24

established ordering channels using individual overhead requests. An ASTAT 25

should operate under a delegation of authority from the appropriate 26

state/regional aviation manager(s) or multi-agency coordinating group. If 27

requested by the home unit/region, formal written reports will be provided to 28

appropriate manager(s) as outlined at the in-brief. A team should be developed 29

to fit the need of the requesting unit and may consist of the following: 30

• Aviation safety manager; 31

• Operations specialist (helicopter and/or fixed wing); 32

• Pilot inspector; 33

• Maintenance inspector; 34

• Avionics inspector (optional); and 35

• Aircraft dispatcher (optional). 36

Aviation Safety Briefing 37

Every passenger must receive a briefing prior to each flight. The briefing is the 38

responsibility of the pilot in command (PIC) but may be conducted by the pilot, 39

flight manager, helicopter manager, fixed-wing base manager, or an individual 40

with the required training to conduct an aviation safety briefing. The pilot 41

should also receive a mission briefing from the Government aircraft manager. 42

Refer to the IRPG and NWCG Standards for Helicopter Operations. 43

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

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Aviation Hazard 1

An aviation hazard is any condition, act, or circumstance that compromises the 2

safety of personnel engaged in aviation operations. Pilots, flight crew personnel, 3

aviation managers, incident air operations personnel, and passengers are 4

responsible for hazard identification and mitigation. Aviation hazards may 5

include but are not limited to the following: 6

• Deviations from policy, procedures, regulations, and instructions; 7

• Improper hazardous materials handling and/or transport; 8

• Airspace conflicts/flight following deviation; 9

• Deviation from planned operations; 10

• Failure to utilize personal protective equipment (PPE) or aviation life 11

support equipment (ALSE); 12

• Failure to meet qualification standards or training requirement; 13

• Extreme environmental conditions; 14

• Improper ground operations; 15

• Improper pilot procedures; 16

• Fuel contamination; and 17

• Unsafe actions by pilot, air crew, passengers, or support personnel. 18

Aviation hazards also exist in the form of wires, low-flying aircraft, and 19

obstacles protruding beyond normal surface features. Each office will post, 20

maintain, and annually update a known aerial hazard map for the local 21

geographic area where aircraft are operated, regardless of agency jurisdiction. 22

This map will be posted and used to brief flight crews. Unit aviation managers 23

are responsible for ensuring the development and updating of known aerial 24

hazard maps (NWCG Standards for Helicopter Operations). 25

Aerial Applications of Wildland Fire Chemical Safety 26

Chapter 12 contains information concerning the aerial application of wildland 27

fire chemicals. 28

SAFECOM 29

The DOI and the FS have an incident/hazard reporting form called the Aviation 30

Safety Communiqué (SAFECOM). The database, available at 31

https://www.safecom.gov/, fulfills the Aviation Mishap Information System 32

(AMIS) requirements for aviation mishap reporting for the DOI agencies and the 33

FS. Categories of reports include accidents, airspace, hazards, incidents, 34

maintenance, mishap prevention, and kudos. The system uses the SAFECOM 35

forms OAS-34 or FS-5700-14 to report any condition, observation, act, 36

maintenance problem, or circumstance with personnel or aircraft that has the 37

potential to cause an aviation-related mishap. The SAFECOM system is not 38

intended for initiating punitive actions. Submitting a SAFECOM is not a 39

substitute for "on-the-spot" correction(s) to a safety concern. SAFECOMs are a 40

tool used to identify, document, track, and correct safety-related issues. 41

SAFECOMs do not replace the requirement for initiating an accident or incident 42

report. 43

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332 Release Date: January 2023

Any individual (including vendors/cooperators) with knowledge of an 1

incident/hazard should complete a SAFECOM. The SAFECOM form, including 2

attachments and pictures, should be entered directly on the internet at 3

https://www.safecom.gov/, or contact the Office of Aviation Services (OAS) or 4

FS representative listed on the SAFECOM “About” page at 5

https://www.safecom.gov/about. Electronic copies are automatically forwarded 6

to the national, regional, state, and unit aviation managers. 7

The agency with operational control of the aircraft at the time of the 8

hazard/incident/accident is responsible for completing the SAFECOM and 9

submitting it through agency channels. 10

Aircraft Incidents/Accidents 11

Notification to the FS or OAS and DOI agency aviation safety managers is 12

required for any aircraft mishap involving damage or injury. Use the hotline 13

(888) 464-7427 (DOI Operations Center) or the most expeditious means 14

possible. Initiate the appropriate unit Aviation Mishap Response Plan. 15

Unmanned Aircraft Systems 16

UAS Incursion Reporting Protocol 17

• Fire personnel should immediately notify the air tactical group supervisor 18

(ATGS) if overhead, aircraft over the incident, the IC and dispatch. 19

Dispatch should report all unauthorized unmanned aircraft system (UAS) or 20

drone activity immediately via SAFECOM (https://www.safecom.gov/) and 21

to the Federal Aviation Administration (FAA). 22

Reporting key points: 23

• Report UAS information (location, color, size, altitude, flight pattern), if 24

known. 25

• Dispatch centers should report incursions to the nearest Air Route Traffic 26

Control Center (ARTCC) or follow geographic area protocol. 27

Policy 28

• UAS fire operations shall be conducted under the provisions of the NWCG 29

Standards for Fire Unmanned Aircraft Systems Operations (PMS 515). 30

• When UAS are flown for FS/DOI work or benefit, FAA, FS, and DOI 31

regulations apply. 32

• All aircraft (to include UAS) purchase, lease, or acquisition must follow 33

department procurement policy and procedures. 34

• All aircraft and pilots employed by the FS or DOI agencies shall be 35

credentialed in accordance with departmental policy. 36

• UAS flights under FS operational control must adhere to USFS policy and 37

regulations regarding their use. Guidance can be found in FSM 5700 Zero 38

Code, the USFS National Aviation Safety and Management Plan and at 39

https://www.fs.usda.gov/managing-land/fire/aviation/uas. 40

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

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• UAS flights under DOI operational control must adhere to DOI and 1

agency-specific policy and regulations regarding their use. Guidance can be 2

found in the Departmental Manual, parts 350-353, and Operational 3

Procedures Memorandum 11 at https://www.doi.gov/aviation/library/opm. 4

• UAS procured/owned/operated by cooperating agencies (State, local, and 5

international) may be utilized on federally managed fires when cooperative 6

agreements are in place and the aircraft and pilot have been approved by 7

letter nationally or regionally. 8

• UAS flights conducted by non-participatory entities (e.g., media) must 9

adhere to FAA regulations. 10

• A Special Government Interest (SGI) waiver is required for flights within a 11

temporary flight restriction (TFR). SGI waiver requests shall be routed 12

through the UAS Coordinator at 208-387-5335. 13

Personnel 14

• Four UAS positions are listed in the PMS 310-1: 15

○ Unmanned aircraft system pilot (UASP) 16

○ Unmanned aircraft system, data specialist (UASD) 17

○ Unmanned aircraft system, manager (UASM) 18

○ Unmanned aircraft system, module leader (UASL) 19

Crew Composition 20

• UAS operations are typically conducted under a crew (module) concept. 21

• Typical module configuration: 22

○ Agency-operated systems (type 3 or 4): UASP and UASD 23

○ Contract systems (type 1 or 2): UASM and UASD 24

○ Span of control for multiple UAS operations on the same incident can 25

be mitigated with UASL. 26

Ordering 27

• UAS personnel are ordered through established dispatch channels. 28

• For specifics on how to order UAS, see https://uas.nifc.gov/uas-ordering. 29

• Agency-owned, federally contracted, exclusive-use, and CWN UAS are 30

national resources. Geographic areas utilizing them will make them 31

available for fires on a priority basis. 32

Operations 33

• UAS flight crews utilize established procedures (e.g., fire traffic area) for 34

coordinating flights with aerial supervision/on-scene aircraft. 35

• Large UAS (typically type 1 and 2) will launch and recover from a “launch 36

and recovery zone” which should be designated on incident aviation 37

planning maps. 38

• Small (typically type 4) UAS are fireline portable, and flights will be 39

conducted through established procedures. 40

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334 Release Date: January 2023

Key Points 1

• UAS is an effective tool for situational awareness and data collection. 2

Determine the data objective before ordering the resource and flying the 3

mission. 4

• UAS ICS types are listed in the NWCG Standards for Fire Unmanned 5

Aircraft Systems Operations (PMS 515). 6

• UAS training, aircraft, sensors, and capabilities are listed on the Interagency 7

Fire UAS Subcommittee website (see below). 8

• Personally owned UAS or model aircraft must not be used by Federal 9

agencies or their employees for interagency fire use. 10

• Individuals who are determined to have interfered with wildland fire 11

operations may be subject to civil penalties and criminal prosecution. 12

Additional Information 13

For more information refer to the Interagency Fire UAS Subcommittee website 14

at https://www.nwcg.gov/committees/interagency-fire-unmanned-aircraft-15

systems-subcommittee. 16

• FAA – https://www.faa.gov/uas 17

• DOI – https://www.doi.gov/aviation/uas 18

• BLM – https://uas.nifc.gov/ 19

• FS – https://www.fs.usda.gov/managing-land/fire/aviation/uas 20

• Interagency UAS – https://uas.nifc.gov/ 21

Airspace Coordination 22

The Interagency Airspace Program is an aviation safety program designed to 23

enhance aviation safety and reduce the risk of a mid-air collision. The NWCG 24

Standards for Airspace Coordination (https://www.nwcg.gov/publications/520) 25

provides direction and procedures for airspace coordination. Additional 26

guidance may be found in the National Interagency Mobilization Guide and 27

supplemented by local mobilization guides. 28

• FS – Refer to FSH 5709.16, chapter 30 for additional airspace information. 29

An airspace coordinator (ASCO) should be ordered when incident aviation 30

activity is widespread and involves a number of complex TFRs, complex 31

airspace is involved, or difficult airspace conflict resolutions exist with various 32

agencies. 33

Airspace deconfliction is performed for both emergency and non-emergency 34

aviation activities. 35

Some BLM, BIA, State and FS units have memorandums of understanding 36

(MOU) with local military airspace authorities for airspace coordination. 37

Briefings from unit aviation managers/officers (UAM/UAO) are crucial to 38

ensure that any local airspace information is coordinated before flight. 39

All firefighting aircraft are required to have operative transponders and will use 40

a national firefighting transponder code of 1255 when engaged in, or traveling 41

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 335

to, firefighting operations (excluding ferry flights), unless given a discrete code 1

by Air Traffic Control (ATC). 2

Additional coordination information can be found at 3

https://www.nwcg.gov/committees/interagency-airspace-subcommittee. See 4

“Roster” for agency members. Additional airspace coordination can be found by 5

contacting: 6

• BLM – State aviation managers, national airspace program manager 7

• NPS – Regional aviation managers 8

• FWS – National aviation safety specialist 9

• FS – National airspace program manager 10

• BIA – Regional aviation managers 11

Flight Request and Approval 12

• NPS – Reference RM 60, appendix 3 and 4. 13

• FS – Refer to FSM 5709.16, chapter 30 for all flights. 14

Point-to-point Flights 15

A “point-to-point” flight is one that originates at one developed airport or 16

permanent helibase and flies directly to another developed airport or permanent 17

helibase with the sole purpose of transporting personnel or cargo (this term does 18

not apply to flights with a scheduled air carrier on a seat-fare basis). These types 19

of flights are often referred to as “administrative” flights and only require the 20

aircraft and pilot to be carded and approved for point-to-point flight. A point-to-21

point flight is conducted higher than 500 feet above ground level (AGL). 22

Agency policy requires designating a flight manager for point-to-point flights 23

transporting personnel. The flight manager is a Government employee that is 24

responsible for coordinating, managing, and supervising flight operations. The 25

flight manager is not required to be on board for most flights. For those flights 26

that have multiple legs or are complex in nature, a flight manager should attend 27

the entire flight. The flight manager will meet the qualification standard for the 28

level of mission assigned as set forth in the Interagency Aviation Training Guide 29

(IAT). 30

• BLM – Reference the BLM National Aviation Plan, chapter 3, available at 31

https://www.nifc.gov/about-us/our-partners/blm/aviation/library. In 32

addition, flights that require landing in a foreign country constitute 33

international travel and are subject to policy contained in Instruction 34

Memorandum No. 2022-037, International Travel Guidance and 35

Procedures. 36

• NPS – Reference RM-60, appendix 3 for agency specific policy. 37

• FS – Refer to FSH 5709.16 chapter 30 and the Forest Service 38

Administrative Use of Aircraft Desk Reference. 39

• BIA – Reference the BIA National Aviation Plan. 40

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Mission Flights 1

Mission flights are defined as flights not meeting the definition of point-to-point 2

flight. A mission flight requires work to be performed in the air (retardant or 3

water delivery, fire reconnaissance, smokejumper delivery), or through a 4

combination of ground and aerial work (e.g., delivery of personnel and/or cargo 5

from helibases to helispots or unimproved landing sites; rappelling or cargo let-6

down; short-haul; single-skid, toe-in, and hover exit/entry (STEP) procedures; 7

hoist). 8

• PPE is required for any fixed-wing mission flight conducted below 500 feet 9

AGL. 10

○ DOI – Flight helmets may not be required for multi-engine airtanker 11

crews, smokejumper pilots and leadplane/aerial supervision module 12

(ASM) flight/aircrew members. Note: DOI requires a helmet for all 13

special-use missions 500 feet and below unless a waiver is obtained per 14

the ALSE Handbook. Refer to agency aviation policy to determine if 15

ALSE waivers are in place for your specific mission. 16

○ FS – USFS does not require flight helmets for fixed-wing, special-use 17

missions. 18

• Reference ALSE Handbook for all PPE requirements for special-use flights. 19

• All personnel will meet training and qualification standards required for the 20

mission. 21

• Agency FM radio capability is required for all mission flights. 22

• All passengers must be authorized, and all personnel onboard must be 23

essential to the mission. 24

○ FS – A special-use-mission flight is any flight that is not point-to-point. 25

Special-use-mission flights require special pilot endorsements, flight 26

evaluations, training, and/or specialized aircraft equipment. For all 27

special-use-mission flights, all pilots and aircraft must be specifically 28

approved in writing for that flight. 29

Mission flights for fixed-wing aircraft include but are not limited to the 30

following: 31

• Water or retardant application; 32

• Parachute delivery of personnel or cargo; 33

• Leadplane/ASM/airtanker operations; 34

• Takeoff or landing requiring special techniques due to hazardous terrain, 35

obstacles, or surface conditions; and 36

• Aerial supervision. 37

Mission helicopter flights include but are not limited to the following: 38

• Flights conducted within 500 feet AGL; 39

• Water or retardant application; 40

• Helicopter coordinator and ATGS operations; 41

• Aerial ignition activities; 42

• External-load operations; 43

• Rappelling; 44

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• Takeoff or landing requiring special techniques due to hazardous terrain, 1

obstacles, pinnacles, or surface conditions to include STEP – (single 2

skid/toe-in/exit-entry procedure); 3

• Free-fall cargo; 4

• Fire reconnaissance; 5

• Short-haul operations; and 6

• Night helicopter operations. 7

Low-Level Flight Operations 8

The only fixed-wing aircraft missions authorized for low-level fire operations 9

are: 10

• Smokejumper/paracargo; 11

• ASM and lead operations; and 12

• Aerial dispensing of retardant, water enhancers and water. 13

Operational Procedures 14

• A high-level reconnaissance will be made prior to low-level flight 15

operations. 16

• All flights below 500 feet will be contained to the area of operation. 17

Congested Area Flight Operations 18

Airtankers can drop retardant in congested areas under DOI authority given in 19

14 CFR Part 137. 20

FS authority is granted under exemption 392, from 14 CFR Part 91.119 as 21

referenced in FSH 5709.16, chapter 30. When such operations are necessary, 22

they may be authorized subject to these limitations: 23

• Airtanker operations in congested areas may be conducted at the request of 24

the city, rural fire department, county, State, or Federal fire suppression 25

agency; 26

• An ASM/leadplane is ordered to coordinate aerial operations; 27

• The ATC facility responsible for the airspace is notified prior to or as soon 28

as possible after the beginning of the operation; 29

• A positive communication link must be established between the ASM or 30

leadplane, airtanker pilot(s), and the responsible fire suppression agency 31

official; and 32

• The IC for the responsible fire agency or designee will advise the 33

ASM/leadplane/airtanker that all non-essential people and movable property 34

have been cleared prior to commencing retardant drops. 35

Flight Following – All Aircraft 36

Flight following is mandatory for all flights. Refer to the National Interagency 37

Mobilization Guide for specific direction. 38

• Agency FM radio capability is required for all mission flights. 39

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338 Release Date: January 2023

• For mission flights, there are two types of agency flight following: 1

Automated Flight Following (AFF) and radio check-in. AFF is the preferred 2

method of agency flight following. If the aircraft and flight following office 3

have AFF capability, it shall be utilized. Periodic radio transmissions are 4

acceptable when utilizing AFF. Reference the AFF procedures section of 5

the National Interagency Mobilization Guide for more information. 6

• All dispatch centers designated for fire support shall have the ability to 7

monitor AFF as well as the capability to transmit and receive “National 8

Flight Following” and “Air Guard.” 9

• If AFF becomes inoperable, the aircraft will normally remain available for 10

service, utilizing radio/voice system for flight following. Each occurrence 11

must be evaluated individually and decided by the COR/contracting officer 12

(CO). 13

• Helicopters conducting mission flights shall check-in prior to and 14

immediately after each takeoff/landing per NWCG Standards for Helicopter 15

Operations. 16

Sterile Cockpit – All Aircraft 17

Sterile cockpit rules apply within a 5-mile radius of the airport. The flight crew 18

will not perform radio or cockpit communication during that time that is not 19

directly related to safe flight of the aircraft from taxi to 5 miles out and from 5 20

miles out until clearing the active runway. This would consist of reading 21

checklists, communication with ATC, flight service stations, Unicom, or other 22

aircraft with the intent of ensuring separation or complying with ATC 23

requirements. Communications by passengers or air crew members can be 24

accomplished when the audio panels can be isolated and do not interfere with 25

flight operations of the flight crew. 26

Exception: When conducting firefighting missions within 5 miles of an 27

uncontrolled airport, maintain a sterile cockpit until departing the traffic pattern 28

and reaching final altitude. Monitor common traffic advisory frequency (CTAF) 29

frequency if feasible while engaged in firefighting activities. Monitor CTAF as 30

soon as practical upon leaving the fire and returning to the uncontrolled airport. 31

When conducting firefighting missions within class B, C, or D airspace, notify 32

dispatch that ATC communications will have priority over dispatch 33

communications. 34

Interagency Interim Flight and Duty Limitations/Aviation Stand Downs 35

Aviation stand downs are a means to find time, in an otherwise demanding flight 36

schedule, to reflect on core aviation safety values. In this context, aviation stand 37

downs refer to an administrative decision to keep tactical aviation resources on 38

the ground through all or part of their normal duty day or days. 39

Interim flight and duty limitations are a method to manage pilot and crew 40

fatigue by reducing the length of the duty day or increasing the number of days 41

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off in the normal duty day cycle. During extended periods of high flight activity, 1

fatigue must be mitigated by fire and aviation managers. 2

Aviation stand downs and interim flight and duty day limitations can be 3

implemented at the geographic area or national level. In either case, the 4

procedure for implementation is the same. Requests for implementation of flight 5

and duty limitations, or proposed stand down parameters, will be made through 6

the national aviation office through which it originated. 7

Decisions and procedures for implementation will be made on a coordinated, 8

interagency basis, involving the Geographic Area Coordination Center (GACC), 9

NICC, and national aviation representatives at the National Interagency Fire 10

Center (NIFC) and aviation contracting officers. Details of the proposal will be 11

formalized and coordinated with other affected agencies and implemented 12

through the National Multi-agency Coordinating Group (NMAC). 13

Interim Flight and Duty Limitations Implementation 14

During extended periods of a high level of flight activity or maximum 14-hour 15

days, fatigue factors must be taken into consideration by fire and aviation 16

managers. Phase 2 and/or phase 3 duty limitations will be implemented for 17

specific geographic area’s aviation resources. The minimum scope of operation 18

should be by geographic area, e.g., Northwest, Great Basin. 19

Interim flight and duty limitations are written to apply to Federal contract 20

resources. States may apply them if they so choose. The interim flight and duty 21

limitations can apply to agency pilots, but additional days off must be 22

coordinated with the agency pilot’s supervisor and must follow Federal pay and 23

leave regulations. 24

Phase 1 – Standard Flight and Duty Limitations (Abbreviated Summary) 25

• 14-hour maximum duty day;26

• 8 hours maximum daily flight time for mission flights; 27

• 10 hours for point-to-point, with a 2-pilot crew; 28

• A maximum of 42 hours flight time during any consecutive 6-day period. 29

When a pilot acquires 36 or more flight hours in a consecutive 6-day period, 30

the pilot shall be given the following day off. A new 6-day cycle shall begin 31

upon return from any day off; 32

• Minimum of 10 hours uninterrupted time off (rest) between duty periods; 33

and 34

• Two days off within any 14-day period. 35

This does not diminish the authority or obligation of any individual COR or 36

aviation manager to impose shorter duty days or additional days off at any time 37

for any flight/maintenance crew members for fatigue. This authority is currently 38

provided for in agency direction and contract specifications. Aviation managers 39

should consider the following actions: 40

• Any tactical aircraft flight crew member (airtanker, helicopter, 41

ASM/leadplane, single engine airtanker [SEAT] or air attack) may request 42

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

340 Release Date: January 2023

an additional day off in conjunction with their normally scheduled day(s) 1

off. 2

• The additional day off may be granted when requested. Flight crews are 3

encouraged to honestly assess their fatigue level and request an additional 4

day off if they believe it is needed. 5

• Aircraft availability will be paid when this occurs regardless of whether a 6

relief crew is provided or not. 7

• Document the approval of additional days off in the remarks section of the 8

aircraft payment document. 9

• In order to assure sufficient coverage, additional days off will need to be 10

coordinated within the currently assigned GACC and communicated to 11

national aviation managers. Coordinate with your aviation managers, 12

contracting officers, and dispatch organizations to implement these actions. 13

Phase 2 – Interim Duty Limitations 14

When phase 2 is activated, pilots shall adhere to the flight and day-off 15

limitations prescribed in phase 1 and the duty limitations defined under phase 2. 16

Each flight crew member shall be given an additional day off each 14-day 17

period. Crews on a 12-and-2 schedule shall have 3 consecutive days off (11-and-18

3). Flight crews on 6-and-1 schedules shall work an alternating weekly schedule 19

of 5 days on, 2 days off, then 6 days on and one day off. 20

Aircraft fixed daily rates and special rates, when applicable, shall continue to 21

accrue during the extra day off. Contractors may provide additional approved 22

crews to maximize utilization of their aircraft. All costs associated with 23

providing the additional crew will be at the contractor’s expense unless the 24

additional crew is requested by the Government. 25

Phase 3 – Interim Duty Limitations 26

When phase 3 is activated, pilots shall adhere to the flight limitations of phase 1 27

(standard), the additional day off of phase 2, and the limitations defined under 28

phase 3. 29

Flight crew members shall have a minimum of 12 consecutive hours of 30

uninterrupted rest (off duty) during each duty day cycle. The standard duty day 31

shall be no longer than 12 hours, except a crew duty day extension shall not 32

exceed a cumulative 14-hour duty day. The next flight crew rest period shall 33

then be adjusted to equal the extended duty day, i.e., 13- hour duty day, 13 hours 34

rest; 14- hour duty day, 14 hours rest. Extended duty day applies only to 35

completion of a mission. In no case may standby be extended beyond the 12-36

hour duty day. 37

Double crews (2 complete flight crews assigned to an aircraft), augmented flight 38

crews (an additional pilot-in-command assigned to an aircraft), and aircraft 39

crews that work a rotating schedule (i.e., 2 days on, 1 day off, 7 days on, 7 days 40

off, or 12 days on, 12 days off) may be exempted from phase 2 limitations upon 41

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 341

verification that their scheduling and duty cycles meet or exceed the provisions 1

of paragraph a. of phase 2 and phase 1 limitations. 2

Exemptions of phase 3 provisions may be requested through the local aviation 3

manager or COR but must be approved by the FS regional aviation officer 4

(RAO) or DOI area aviation manager. 5

Aviation Assets 6

Typical agency aviation assets include helitack or rappel, short-haul, aerial 7

supervision (ATGS, helicopter coordinator [HLCO], leadplane, and ASM), large 8

(multi-engine) airtankers (LAT), very large airtankers (VLAT), SEATs, and 9

smokejumpers. 10

• BLM – All BLM-acquired aircraft (exclusive-use, on-call, and CWN) are 11

available to move to areas of greatest BLM need, thereby maximizing 12

efficiency and effectiveness. Specific authorities and responsibilities for 13

field/state and national offices are outlined earlier in this chapter. Offices 14

are expected to adhere to procedures established in the BLM National 15

Aviation Plan for both acquisition and use reporting. 16

• BLM – Awaiting a resource order should not be allowed to affect the 17

response time for initial attack mobilization. Initial attack aircraft may be 18

launched to new incidents with just the location, bearing, distance, and 19

flight following frequency. All other pertinent information will be provided 20

to aircrews while en route. See the BLM National Aviation Plan, 3.17.1, for 21

additional information. 22

• NPS – All NPS fire-funded aircraft (fleet, exclusive-use, on-call and CWN) 23

are available to move to areas of greatest NPS need, thereby maximizing 24

efficiency and effectiveness. Specific authorities and responsibilities for 25

park, regional, and national offices are outlined earlier in this chapter. 26

• FS – All FS aircraft (agency-owned, exclusive-use, leased and CWN) are 27

available to move to areas of greatest agency need, thereby maximizing 28

efficiency and effectiveness. FS units are expected to adhere to procedures 29

established in policy for acquisition and use reporting. 30

• BIA – All BIA-acquired aircraft (exclusive-use, on-call, and CWN) are 31

available to move to areas of greatest BIA need, thereby maximizing 32

efficiency and effectiveness. Specific authorities and responsibilities for 33

regional/agencies and national offices are outlined in the National Aviation 34

Plan for both acquisition and use reporting. 35

Helitack 36

Helitack crews perform suppression and support operations to accomplish fire 37

and resource management objectives. 38

Organization – Crew Size 39

• BLM – The baseline staffing for a BLM exclusive-use type 3 helicopter is 7 40

personnel. The baseline staffing for a BLM exclusive-use type 2 helicopter 41

is 12 personnel. The baseline staffing for a BLM exclusive-use type 1 42

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

342 Release Date: January 2023

helicopter is 24 personnel. All BLM exclusive-use crews will consist of key 1

positions, including supervisor, assistant, squad boss, and crew members. 2

Recommended staffing levels for BLM exclusive-use helitack crews is 3

outlined in the National Aviation Plan (NAP), section 5. BLM states may 4

establish larger crew size and standards for their exclusive-use helicopter 5

crews based on program need. Any increase in crew size will be 6

documented in the respective state aviation plan. BLM helicopters operated 7

in Alaska need only be staffed with a qualified helicopter manager 8

(HMGB). 9

• NPS – Helicopter exclusive-use modules will consist of a minimum of eight 10

fire-funded personnel. The NPS regions may establish larger crew size and 11

standards for their exclusive-use helicopter crews based on the need for an 12

all-hazards component (fire, search and rescue [SAR], law enforcement, 13

and emergency medical technician (EMT). Exception to minimum 14

helicopter crew staffing standards must be approved by the National 15

Aviation Office. NPS helicopters operated in Alaska need only be staffed 16

with a qualified HMGB. 17

• FS – Exclusive-use helitack crew sizes will satisfy the FSM 5700, chapter 18

30, Helicopter Minimum Staffing requirements. At such time national crew 19

size standards are established, the applicable national standard must be 20

satisfied. Any deviation from the standard and the reason for the deviation 21

must be found acceptable to the Rotor Wing Branch Chief. Experience 22

requirements for exclusive-use helicopter positions are listed in FSFAQG, 23

chapter 4. 24

• BIA – For exclusive use helitack crew size standards, see NAP, Appendix 5, 25

Exclusive Use Helicopter Module Position Standards. On-call helitack and 26

all helicopter personnel responsibilities are outlined in the NWCG 27

Standards for Helicopter Operations. All helitack training and currency 28

requirements are contained in the PMS 310-1. Each region hosting 29

exclusive-use/on-call helicopters is responsible for providing essential 30

management, overhead, equipment, facilities, and the resources necessary 31

to fully support the helitack crew. Host regions are encouraged to increase 32

helitack crew size minimum requirements to enhance operational efficiency. 33

Recommended minimum staffing levels: 34

○ Type 3 helicopter – 10 helitack personnel 35

○ Type 2 helicopter – 15 helitack personnel 36

Operational Procedures 37

The NWCG Standards for Helicopter Operations (PMS 510) is policy for 38

helicopter operations. 39

Helibase 40

All helibases with two or more helicopters used for fire operations will have a 41

helibase manager (HEBM) assigned and follow standards outlined in the NWCG 42

Standards for Helicopter Operations. 43

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

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Communication 1

The helitack crew standard is one handheld, programmable, multi-channel FM 2

radio per every two crew persons, and one multi-channel, VHF-AM, 3

programmable radio in the primary helitack crew (chase) truck. Each helitack 4

crew (chase) vehicle will have a programmable VHF-FM mobile radio. Each 5

permanent helibase will have a permanent programmable FM radio base station 6

and should be provided a VHF-AM base station radio. 7

Transportation 8

Dedicated vehicles with adequate storage and security will be provided for 9

helitack crews. The required gross vehicle weight (GVW) of the vehicle will be 10

dependent upon the volume of equipment carried on the truck and the number of 11

helitack crewmembers assigned to the crew. 12

• BLM/BIA – Minimum vehicle configuration for a seven-person crew will 13

consist of one class-661 helitack support vehicle and one class-156 or 14

class-166 vehicle. 15

Training and Experience Requirements 16

All helitack members will meet fire qualifications as prescribed by the PMS 17

310-1 and their agency manual requirements. The following chart establishes 18

experience and training requirements for FS, BLM, NPS, FWS, and BIA 19

exclusive-use, fire helicopter crew positions. 20

• BIA – Follows the guidance put forth in the National Aviation Plan 21

regarding fire helicopter position standards. 22

Non-exclusive-use helicopter crewmembers (HECM) and HMGBs should also 23

meet the following currency requirements. 24

Note: The Interagency Aviation Training Guide states additional aviation 25

training requirements (“A” courses). The guide is available at 26

https://www.iat.gov/docs/IAT_Guide.pdf. 27

Exclusive-Use Fire Helicopter Position Prerequisites 28

Position

Minimum Prerequisite

Experience

Minimum Required

Training

Currency

Requirements

Fire

Helicopter

Crew

Supervisor

One season

as an assistant

fire helicopter crew

supervisor; IC, type 4 (ICT4)

HMGB, HEBM

RT-372

RT-130

Assistant Fire

Helicopter

Crew

Supervisor

One season as a fire

helicopter squad boss, ICT4,

HMGB, HEBM trainee (T)

ICS-200, S-215, S-219,

S-260, S-270

RT-372

RT-130

Fire

Helicopter

Squad Boss

One season as a fire HECM,

FFT1; IC, type 5 (ICT5)

S-211, S-212

RT-130

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

344 Release Date: January 2023

Position

Minimum Prerequisite

Experience

Minimum Required

Training

Currency

Requirements

Fire

Helicopter

Crewmember

One season as a FFT2,

HECM position task book

S-271

RT-130

All exclusive-use fire helicopter positions require an arduous fitness rating.

Minimum experience and qualifications required prior to performing in the exclusive-use position.

Each level must have met the experience and qualification requirements of the previous level(s).

Minimum training required to perform in the position. Each level must have met the training

requirements of the previous level(s).

A “season” is continuous employment in a primary wildland fire position for a period of 90 days or

more.

After completing S-372, must attend Interagency Helicopter Manager Workshop (RT-372) within

three years and every three years thereafter.

Note: Exceptions to the above position standards and staffing levels may be 1

granted on a case-by-case basis by the BLM National Aviation Office, NPS 2

regional office, FWS regional office, or FS regional office as appropriate. 3

• Some positions may be designated as COR/Alternate-COR. If so, see 4

individual agency COR training and currency requirements. 5

• Fire HMGBs are fully qualified to perform all the duties associated with a 6

resource helicopter manager. 7

Helicopter Rappel and Cargo Let-Down 8

BLM/NPS/BIA rappel and cargo let-down operations will follow the 9

Interagency Helicopter Rappel Guide (IHRG). FS rappel programs will follow 10

the National Rappel Operations Guide (NROG). Any exemption to the 11

identified guides must be requested by the program through the state/region for 12

approval by the National Aviation Office (BLM/NPS/BIA), or Director of Fire 13

and Aviation (FS). 14

• BLM – BLM personnel involved in an interagency rappel program must 15

have SFMO approval. 16

• NPS/BIA – Approval is required by the national office. 17

• FS – Approval is required by the national office. 18

All rappel and cargo let-down operations will follow the IHRG, as policy. Any 19

exemption to the guide must be requested by the program through the 20

state/region for approval by the National Aviation Office (BLM/NPS), or 21

Director of Fire and Aviation (FS). 22

Single-Skid, Toe-In, and Hover Exit/Entry (STEP) 23

STEP missions may include insertion/extraction of personnel (firefighters, 24

medical technicians, or rescuers) in support of operations and medical incidents, 25

such as initial attack, large fire support, helispot construction, repeater missions, 26

in areas where a ground-based approach or evacuation would expose rescuers, 27

firefighters, and injured or ill personnel to greater risk. 28

Any STEP program must be approved by the appropriate agency national office. 29

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 345

• BLM – BLM STEP protocols are outlined in the BLM National Aviation 1

Plan. 2

• NPS – NPS STEP protocols are outlined in the NPS RM-60. 3

Short Haul for Wildland Fire 4

Any short haul for wildland fire program must be approved by the appropriate 5

agency national office. 6

• NPS – Helicopter Short-Haul Operations Plan. 7

Short Haul 8

To transport one or more persons suspended beneath a helicopter. Short haul 9

includes insertion or extraction of firefighters, medical technicians or rescuers 10

for suppression operations and medical rescues. Missions may include extraction 11

of personnel from areas where a ground-based approach or evacuation would 12

expose rescuers, firefighters, injured or ill personnel to greater risk. 13

All short-haul programs must be approved by the appropriate agency national 14

headquarters. 15

• NPS/FS/BIA – National office approval is required. 16

All short-haul operations will comply with the following policy: 17

• NPS – Helicopter Short-Haul Operations Plan. 18

• FS –Forest Service Standards for Short-Haul Operations. 19

Exemptions to the policy must be requested by the program through the regional 20

office for approval by the National Aviation Office (NPS) or Director of Fire 21

and Aviation (FS). 22

Aerial Ignition 23

The NWCG Standards for Aerial Ignition (PMS 501) is policy for all aerial 24

ignition activities. 25

Fire Chemical Avoidance Areas 26

See chapter 12 (Suppression Chemicals and Delivery Systems) for guidance. 27

Aerial Supervision Principles for ATGS, HLCO, ASM, and Leadplane 28

The response speed of aerial supervision resources contributes greatly to 29

established aggressive initial attack doctrine and should be utilized accordingly. 30

Exclusive-use (agency-owned or contracted) air tactical group supervisor 31

(ATGS) and helicopter coordinator (HLCO) resources are geographic area 32

coordination center (GACC) shared resources. These resources are part of a 33

national response framework and are located at bases that provide the best 34

strategic advantage for incident response within their zone in direct support of 35

the airtanker and helicopter fleets. GACCs coordinate with their agencies to 36

ensure response capabilities are commensurate to environmental conditions and 37

provide support to NICC for national priorities. Agency program managers 38

(national/regional) work with GACCs to provide expertise and make 39

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

346 Release Date: January 2023

recommendations that support fire preparedness and suppression objectives for 1

their agency and when available, their cooperators. 2

Aerial supervision resources will be dispatched when available to initial-3

/extended-attack incidents in order to enhance safety, effectiveness, and 4

efficiency of aerial/ground operations. 5

When aerial supervision resources are co-located with airtankers, they will be 6

dispatched together (ATGS, ASM, leadplane and HLCO) to maximize the 7

safety, effectiveness, and efficiency of incident operations unless the required 8

aerial supervision is currently on scene of the incident. 9

Incidents with three or more aircraft flying missions at the same time must have 10

aerial supervision in the form of ATGS, ASM/leadplane or HLCO ordered by 11

the unit maintaining operational control (operations may be continued while the 12

aerial supervisor is en route to the incident or operations can be continued if the 13

resource is not available and assigned resources are notified). During times of 14

aerial supervision absence, aircraft shall coordinate with each other to 15

implement tasks and objectives as prioritized by the official in charge (i.e., IC or 16

operations). A qualified smokejumper spotter (senior smokejumper in charge of 17

smokejumper missions), rappel spotter, or short-haul spotter may coordinate 18

their respected operations with on-scene aircraft over a fire until qualified aerial 19

supervision arrives. 20

See NWCG Standards for Aerial Supervision, page 34, table 1 for incident aerial 21

supervision requirements. Refer to 22

https://www.nwcg.gov/sites/default/files/publications/pms505.pdf. 23

Operational Procedures and Policy 24

The NWCG Standards for Aerial Supervision (PMS 505) provides operational 25

procedures for all aerial supervision resources. The NWCG Standards for Aerial 26

Supervision and additional aerial supervision forms are maintained online at the 27

NWCG website https://www.nwcg.gov/publications/505. 28

The NWCG Standards for Wildland Fire Position Qualifications (PMS 310-1) 29

provides training, qualification, and currency standards. 30

The NWCG Standards for Aerial Supervision contains additional requirements 32

and is policy for the BLM, NPS, FWS, FS and BIA. 33

Air Tactical Group Supervisor 34

The ATGS coordinates incident airspace and manages incident air traffic. The 35

ATGS is an airborne firefighter who coordinates, assigns, and evaluates the use 36

of aerial resources in support of incident objectives. Specific duties and 37

responsibilities are outlined in the NWCG Standards for Aerial Supervision 38

(PMS 505). 39

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 347

Program Management 1

The air attack program is managed at the national level by agency program 2

managers. The National Interagency Aviation Committee (NIAC) provides 3

guidance through the Interagency Aerial Supervision Subcommittee (IASS), 4

which authorizes an agency program manager/ATGS GACC representative to 5

provide operational and programmatic oversight at the geographic area level. 6

Training 7

Classroom training is completed per the PMS 310-1. Field (flight) training 8

assignments are coordinated and prioritized by the geographic area training 9

representatives and agency program manager/ATGS GACC representatives. 10

National interagency ATGS training aircraft have been identified and are 11

utilized for the sole purpose of ATGS flight training. 12

Operational Considerations 13

• Ground resources will maintain consistent communication on assigned air 14

to ground frequencies with aerial supervision to maximize the safety, 15

effectiveness, and efficiency of aerial operations. 16

• Relief aerial supervision should be ordered for sustained operations to 17

ensure continuous coverage over an incident. 18

• Personnel who are performing aerial reconnaissance and detection will not 19

perform aerial supervision duties unless they are fully qualified as an 20

ATGS. 21

• ATGS aircraft must meet the aircraft/avionics typing requirements listed in 22

the NWCG Standards for Aerial Supervision and the pilot must be carded to 23

perform the air tactical mission. Rotor-wing pilots are not required to be 24

carded for air tactical missions. 25

Aerial Supervision Module and Leadplane 26

The aerial supervision module (ASM) and leadplane (LP) are national shared 27

resources. 28

The ASM is crewed with both a leadplane pilot (LPIL) and an air tactical 29

supervisor (AITS). These individuals are specifically trained to operate together 30

as a team. The resource is primarily designed for providing both functions 31

(leadplane pilot and ATGS) simultaneously from the same aircraft but can also 32

provide single-role service. 33

The leadplane is staffed with a single pilot and provides coordination with fixed-34

wing airtankers and water scooping aircraft. 35

Operational Considerations 36

Any operation that limits the national resource availability must be approved by 37

the agency program manager. 38

Aerial or incident complexity and environmental considerations will dictate 39

when the ASM ceases low-level operations. The ASM flight crew has the 40

responsibility to determine when the complexity level of the incident exceeds 41

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

348 Release Date: January 2023

the capability to perform both ATGS and leadplane functions from one aircraft. 1

The crew will request additional supervision resources or modify the operation 2

to maintain mission safety and efficiency. 3

Policy 4

Only those individuals authorized by the National Aviation Office (BLM)/FS-5

standardization pilot/State aviation official and approved by the regional 6

aviation officer/BLM state aviation manager/State aviation official will be 7

certified to function as an AITS. 8

Aerial Supervision Module Program Training and Qualifications 9

Training and qualification requirements for ASM crewmembers are defined in 10

the NWCG Standards for Aerial Supervision. 11

Aerial Supervision Coordination 12

National coordination and management of ASM and LP resources are required 13

to ensure national coverage and capability. Agency aerial supervision/flight 14

operation program managers (national/regional) will work with the NICC and 15

GACCs to ensure staffing, aircraft readiness, and availability. 16

Reconnaissance or Patrol Flights 17

The purpose of aerial reconnaissance or detection flights is to locate and relay 18

fire information to management. In addition to detecting, mapping, and 19

providing fire sizeup, this resource may be utilized to provide ground resources 20

with intelligence on fire behavior, to the IC when appropriate, and describe 21

access routes into and out of fire areas for responding units. Only qualified aerial 22

supervisors (ATGS, AITS, HLCO and LPIL) are authorized to coordinate 23

incident airspace operations and give direction to aviation assets. Flights with a 24

“reconnaissance, detection, or patrol” designation should communicate with 25

tactical aircraft only to announce location, altitude and to relay their departure 26

direction and altitude from the incident. 27

Airtankers 28

Federally contracted airtankers are national resources. Geographic areas 29

administering these aircraft will make them available for initial attack and 30

extended-attack fires on a priority basis regardless of GACC boundaries. Early-31

activation for large fire support can have a significant effect on the resource 32

availability late in the day. NICC must be included in this discussion. The 33

rationale for use of airtankers prior to normal start times for large fire support 34

must include obtainable incident objectives in support of ground resources. 35

Host GACCs will check with NICC prior to releasing flight crews on type 1 and 36

type 2 airtankers and VLATs for the day when those resources are not being 37

used within the host area and could be utilized elsewhere for emerging or 38

ongoing fire activity. 39

LATs are primarily used for initial attack and are initial attack capable without 40

leadplane/ASM supervision. VLATs are primarily used for large fire support 41

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 349

and require leadplane/ASM supervision to be on scene prior to arriving on the 1

fire. 2

The National Interagency Mobilization Guide, chapter 50, “Airtankers,” 3

contains additional direction regarding staffing and maintenance of support 4

functions to mobilize national resources. 5

For aviation safety and policy concerning wildland fire chemicals see chapter 6

12, “Suppression Chemicals and Delivery Systems.” 7

Federal airtankers are owned and operated by commercial vendors. Some States 8

may contract for commercially owned airtankers, own airtankers, or order 9

airtankers through compacts—either State-to-State or State-to-Canadian-10

province. The management of airtankers is governed by: 11

• BLM – The requirements of the DM, BLM NAP, and BLM Manual 9400. 12

• FS – Airtankers operate in accordance with 14 CFR part 137, specific 13

contracts, Grants of Exemption; Forest Service Manual (5700) and 14

Handbook (5709.16); and the Forest Service Standards for Airtanker 15

Operations. 16

• BIA – The requirements of the DM and BIA NAP. 17

Airtanker Types 18

Airtankers are typed according to their load capacity 19

(https://www.nwcg.gov/publications/pms200): 20

• Very large air tankers – 8,000 gallons or more 21

• Type 1 – 3,000 to 4,999 gallons 22

• Type 2 – 1,800 to 2,999 gallons 23

• Type 3 – 800 to 1,799 gallons 24

• Type 4 – up to 799 gallons 25

Very Large Airtankers 26

VLATs have some unique operational considerations including low-level 27

supervision, terrain, airtanker base ramp operations and operations in the fire 28

traffic area (FTA). 29

• The leadplane or ASM must be on scene prior to dispatching the VLAT. 30

• VLATs may be used on fires to augment type 1, type 2, and type 3 31

airtankers, but not as a replacement. 32

• Aerial supervision (leadplane or ASM) is required by contract and 33

interagency policy for VLATs while dropping retardant. 34

• VLATs are less maneuverable than large airtankers and should be used in 35

less challenging terrain that affords better maneuverability and effectiveness 36

for dispensing. 37

• VLATs minimum drop height is 250 feet above the ground or canopy cover 38

whichever is higher. Generally, drop heights should increase when using 39

higher coverage levels. 40

• VLATs require considerably more space and clearance from other aircraft 41

within the FTA and more time to set up for drops. 42

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350 Release Date: January 2023

• Airtanker bases approved for VLATs are listed in the NWCG Airtanker 1

Base Directory. 2

State of Alaska Airtankers 3

Airtankers under contract to the State of Alaska may be mobilized to the lower 4

48 as approved cooperator aircraft. Prior to mobilization to the lower 48, 5

ordering agencies should confirm that current cooperator letters are in place for 6

the requested aircraft and pilots permitting operations in the lower 48 States. 7

• FS – Convair 580 airtankers are not approved for use on Forest-Service-8

protected lands. 9

International Airtankers and Water Scoopers 10

International airtankers and scoopers can be activated through the agreements, 11

NIFC/other fire coordination center, or authority or through compacts (State-to-12

Canadian province). 13

Other international airtankers and water scoopers may operate individually like 14

U.S. airtankers and scoopers. 15

• NIFC-ordered, Canadian/international aircraft – Aircraft ordered through 16

the NIFC agreement with the foreign country may be used on Federal lands 17

if the aircraft have been inspected and approved by FS letter. 18

• Compact-ordered aircraft – Aircraft and flight crews ordered through State-19

to-Canadian-province compacts will be considered non-federally approved 20

cooperator aircraft unless they have been previously inspected and approved 21

by the FS/DOI. 22

The standard operating procedure for the Canadian or international airtankers 23

and water scoopers is as follows: 24

• If the pilot is not initial attack rated, the Canadian or international airtankers 25

or water scoopers must be supervised by a Canadian Bird Dog or US 26

ASM/leadplane or ATGS. 27

• Canadian Bird Dogs may provide low-level target identification runs 28

(“show me” pass) for either Canadian, international or US-contracted 29

airtankers. 30

• Canadian Bird Dogs are not authorized to “lead” US-federally-contracted 31

airtankers or other international airtankers. 32

• Canadian Bird Dogs can perform the functions of an ATGS once approved 33

by the US ordering agency. 34

• US ASM/leadplanes are authorized to “lead” Canadian and international 35

airtankers. 36

• Canadian airtankers and water scoopers typically operate as a “group” with 37

Canadian Bird Dogs as part of their operational model. 38

• Canadian Bird Dogs have a Canadian air attack officer (AAO) on board and 39

function similar to a US ASM. 40

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 351

Airtanker Rotation 1

The Federal, national airtanker fleet includes a mix of exclusive-use, CWN/on-2

call type 1 and type 2 LATs, VLATs, or SEATs. To ensure consistent 3

utilization, rotation, and management of the national airtanker fleet, the 4

following is interagency direction for the management of airtanker rotation and 5

supplements direction contained in NWCG Standards for Airtanker Base 6

Operations (SABO) (PMS 508). 7

All LATs, VLATs and SEATs (including federally approved cooperator and 8

Canadian and other international airtankers) operating from the same base shall 9

be dispatched in rotation based on the type of airtanker requested on a first-10

in/first-out basis regardless of contract type (exclusive-use, CWN/on-call or 11

Forest-Service-owned) or the location of the incident. 12

First in/first out also applies to airtankers that are requested for a load/return. 13

When an incident requires multiple loads of retardant, aerial supervisors/ICs will 14

notify the appropriate dispatch center of the need for additional retardant and 15

any operational retardant delivery requirements. To ensure timely and effective 16

retardant delivery, dispatch will order the next available airtanker in rotation if 17

an airtanker that meets the requirement of the request is available and located at 18

the load and return airtanker base. 19

Exceptions 20

1. Airtankers that do not have an initial-attack-rated pilot in command will not 21

be dispatched to a fire unless a leadplane or ASM is on scene upon the 22

arrival of the airtanker. 23

2. ICs/aerial supervision requests a specific type of resource (e.g., VLAT, 24

LAT, or SEAT). 25

3. On-scene aerial supervision determines that the use of a specific 26

make/model airtanker is not effective based on factors, such as risk, 27

maneuverability in terrain, and/or effectiveness. 28

4. The next airtanker in rotation has an operating restriction at the base where 29

the airtanker is being assigned. Operating restrictions may include fuel and 30

retardant availability, airtanker base or airport restrictions, significant 31

downloading of fuel or retardant based on performance, daylight remaining, 32

or distance to the incident is not considered effective. 33

5. Repositioning of an airtanker closer to where their maintenance crews or 34

supplies are available. (NICC will facilitate in coordination with the GACC. 35

6. A benefit to the Government would be realized by changing the rotation. 36

This will be facilitated by the GACC or NICC with consideration to days 37

off, mission requirements, and/or anticipated need. 38

7. Airtankers are returning after day(s) off. Upon returning to availability from 39

days off, these airtankers will be at the end of the rotation at the airtanker 40

base. Airtankers working seven-day schedule retains their position in the 41

rotation. 42

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352 Release Date: January 2023

8. MAFFS; NICC-ordered, State cooperators; and NICC-ordered, international 1

airtankers will begin rotation at that base after the contracted airtanker(s) at 2

the beginning of each day. 3

9. Water scoopers will not be included in airtanker base rotations. 4

Rotation of State Airtankers 5

Rotation of State resources on State incidents at a State airtanker base is 6

established by their agency. 7

In cases where federally approved, State airtankers are operated in conjunction 8

with federally contracted airtankers on an incident primarily on Federal lands, 9

the State airtankers are added to the rotation after the Federal airtankers at the 10

beginning of each day. 11

Additional Information 12

FS-/DOI-contracted airtankers, when assigned to incidents managed by other 13

agencies or State cooperators remain under the direction of the contracting 14

agency. FS-/DOI-contracted airtankers are bound only by their contract and will 15

be treated fairly and equitability during their assignment with other Federal or 16

State agencies. 17

Airtanker Payloads 18

Loading type 2, type 1 or VLAT airtankers with water or dropping water 19

operationally shall not occur unless the FS National Airtanker Program Manager 20

has been notified. Use of water operationally from these airtankers will require 21

the following prior to notification: 22

• Use of retardant is restricted by the fire management plan (FMP) for the 23

unit requesting the approval to use water. A copy of the section of the FMP 24

restricting use of retardant shall be provided to the Forest Service National 25

Airtanker Program Manager with the notification. 26

○ Prior to ordering an airtanker, the receiving unit should request the 27

appropriate water aerial dispensing aircraft, such as a water scooper or 28

helicopter. 29

During pre- or post-season fires, loading airtankers with water may be necessary 30

when the nearest airtanker base may not be operational and capable of loading 31

retardant. Once an airtanker base is operational and can load retardant, use of 32

water shall cease. 33

Use of water enhancers (gels) is strictly prohibited in type 2, type 1 or VLAT 34

airtankers contracted by the FS. 35

Large and Very Large Airtanker Coordination 36

National coordination and management of FS-contracted airtankers is required 37

to ensure there is airtanker coverage, response, and capability nationwide. The 38

FS Airtanker Program Manager and FS Fixed-wing Coordinator coordinate and 39

manage airtanker readiness and availability, capability, and response with 40

vendors, national aviation staff, and NICC. 41

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 353

Airtanker Base Operations 1

Certain parameters for the operation of airtankers are agency specific. For 2

dispatch procedures, limitations, and times, refer to geographic area 3

mobilization guides and the NWCG Standards for Airtanker Base Operations 4

(SABO). 5

All permanent, CWN and temporary bases will have an airtanker base 6

operations plan (ABOP), and a qualified ATBM prior to operations out of the 7

airtanker base airport. All personnel conducting airtanker base operations should 8

review the SABO and have it available. ATBMs are authorized to manage 9

SEATs, the ATBM should review the SABO and have it available. Both large 10

airtankers as well as SEATs have applicable aircraft contracts that will be 11

available for reference, as well as the national long-term, fire-retardant contract. 12

Regions, States, and GACCs shall coordinate airtanker base activation and 13

closing dates with the appropriate agency airtanker base specialist to ensure 14

national airtanker response and capability is maintained. 15

• FS – National job codes for airtanker base early activation or late closing 16

is available to support national response and capability. 17

Loading Operations 18

FS-contracted airtankers and modular airborne firefighting system (MAFFS) 19

airtankers shall be loaded using a mass flow meter to measure the payload in 20

pounds. Refer to the Forest Service Airtanker Operations Plan for more 21

information at 22

https://www.fs.usda.gov/managing-land/fire/aviation/publications. 23

Airtanker Base Personnel 24

There is identified training for the positions at airtanker bases; the SABO 25

contains descriptions of airtanker base support positions and their roles and 26

responsibilities. The PMS 310-1 lists required training for these positions. 27

The ATBM provides supervision and coordination of airtanker base operations. 28

The ATBM may report to the local aviation manager and/or incident aviation 29

manager. 30

Startup/Cutoff Time for Multi-Engine Airtankers 31

Refer to the NWCG Standards for Aerial Supervision (PMS 505). 32

Single Engine Airtankers 33

Single Engine Airtanker Operations, Procedures, and Safety 34

The NWCG Standards for Airtanker Base Operations (SABO) (PMS 508) 35

defines operating standards and is policy for both the DOI and FS. All 36

permanent and temporary SEAT bases will have a SEAT base operating plan, 37

and a qualified single engine airtanker manager (SEMG) or ATBM prior to 38

operations out of the SEAT base airport. 39

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

354 Release Date: January 2023

Single Engine Airtanker Manager Position 1

The SEMG duties and responsibilities are outlined in the NWCG Standards for 2

Airtanker Base Operations (SABO) (PMS 508). The PMS 310-1 lists required 3

training for the SEMG position, ATBM position, and other base support 4

positions. SEMGs may also refer to the SABO for base support duties and 5

responsibilities. 6

The SEMG provides supervision and coordination of SEAT base operations and 7

base support personnel. The SEMG may report to the local aviation manager, 8

incident aviation manager, or ATBM if applicable. SEMGs assist in ensuring 9

adherence to contract regulations, safety and policy requirements, and fiscal 10

accountability. 11

Operational Procedures 12

Using SEATs in conjunction with other aircraft over an incident is standard 13

practice. Agency or geographical area mobilization guides may specify 14

additional procedures and limitations. 15

Depending on location, operator, and availability, SEATs can drop suppressants, 16

water, or approved chemical retardants. Because of the load capacities of the 17

SEATs (500 to 800 gallons), quick turn-around times should be a prime 18

consideration. 19

SEAT operations at established airtanker bases or reload bases are authorized. 20

All BLM and FS airtanker base operating plans will permit SEAT loading in 21

conjunction with LATs. 22

Multi-Engine Water Scoopers 23

FS-contracted; exclusive-use; and CWN, multi-engine water scoopers are 24

national resources. Geographic areas administering these aircraft will make them 25

available for initial attack and extended-attack fires on a priority basis. 26

Generally, a water scooper manager will be assigned by the FS National 27

Aviation Office. The manager will be on site to coordinate water scooper 28

operations, logistics, and water-body assessment. 29

FS-contracted, multi-engine water scoopers, by contract, shall not use retardant, 30

foam, or gels. 31

Smokejumper Pilots 32

The Interagency Smokejumper Pilot Operations Guide (ISPOG) serves as policy 33

for smokejumper pilot qualifications, training, and operations. 34

Helicopters 35

Helicopter Types 36

The minimum specifications for the typing of helicopters are by useful load, 37

passenger seats, water or retardant carrying capability, and maximum gross 38

weight. (Refer to https://www.nwcg.gov/publications/pms200.) 39

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 355

ICS Type Specifications for Helicopters 1

Attributes

Type 1

Type 2

Type 3

Useful load at 59° F at sea level

5,000 pounds 2,500 pounds 1,200 pounds

Passenger seats

15 or more

9-14

4-8

Retardant or water carrying

capability

700 gallons 300 gallons 100 gallons

Maximum gross

takeoff/landing weight

12,501+ pounds

6,000-12,500

pounds

up to 6,000

pounds

The National Interagency Mobilization Guide, chapter 50, contains additional 2

direction regarding staffing and maintenance support functions to mobilize 3

national resources. For aviation safety and policy concerning wildland fire 4

chemicals (water enhancers, retardants, and foams), reference 5

https://www.fs.usda.gov/rm/fire/wfcs/. Other helicopter information can be 6

found in the NWCG Standards for Helicopter Operations (PMS 510) at 7

https://www.nwcg.gov/publications/510. 8

• FS – The use of fire chemicals mixed with on board injection or blending 9

systems is not permitted on Forest-Service-contracted aircraft. Water 10

enhancers may be mixed and loaded from ground-based equipment when 11

demand mixed through a proportioner; or batch mixed to the qualified mix 12

ratio in a separate tank, then transferred into a dip tank. Compliance with 13

the Forest Service Qualified Product List 14

(https://www.fs.usda.gov/rm/fire/wfcs/) to include qualified, required mix 15

ratios, is mandatory. 16

Military or National Guard Helicopters and Pilots 17

The Military Use Handbook will be used when planning or conducting aviation 18

operations involving regular military aircraft. Ordering military resources is 19

done through NICC; National Guard resources are utilized through local or State 20

memorandum of understanding (MOU). 21

Modular Airborne Fire Fighting System (MAFFS) 22

The MAFFS Operating Plan (available from NICC) will be used when planning 23

or conducting aviation operations involving MAFFS military aircraft. Ordering 24

MAFFS is done through the NICC; MAFFS are utilized through a national 25

agreement (see the National Interagency Mobilization Guide). Several States 26

have the ability to activate MAFFS through separate agreements that do not 27

require ordering through NICC. 28

Cooperator Aircraft 29

Cooperator-contracted aircraft also on an existing Federal contract with Federal 30

aircraft and pilot cards may be utilized on federally protected lands when 31

CHAPTER 16 AVIATION OPERATIONS AND RESOURCES

356 Release Date: January 2023

cooperative agreements are in place and the aircraft have been approved by 1

USDA Forest Service/DOI letter. 2

Cooperator-contracted, exclusive-use aircraft not on an existing Federal contract 3

may be considered for approval on a case-by-case basis when cooperative 4

agreements are in place. Approval will be by USDA Forest Service/DOI letter. 5

Cooperator-owned/-operated aircraft may be utilized on federally managed fires 6

when cooperative agreements are in place and the aircraft have been approved 7

by FS/DOI letter. Cooperator-owned/-operated aircraft meeting requirements of 8

the NWCG Standards for Interagency Cooperator Type 2 and Type 3 9

Helicopters or other applicable NWCG standards may be utilized on federally 10

protected lands when cooperative agreements are in place and the aircraft have 11

been approved by FS/DOI letter. 12

All cooperator aircraft used on federally protected lands must be approved by 13

FS/DOI letter. 14

Utilization of approved, cooperator aircraft shall be limited based on 49 United 15

States Code §40125. 16

• All approved cooperator aircraft used on federally managed fires shall be 17

released when Federal aircraft become reasonably available. 18

• The use of cooperator aircraft must involve a “significant and imminent 19

threat to life or property” documented daily on the Cooperator Aircraft Use 20

Validation Worksheet (National Interagency Mobilization Guide, chapter 21

80 Forms) to document the justification for aircraft utilization. 22

Non-Federally Approved Cooperator Aircraft 23

Cooperator-contracted, exclusive use aircraft not on an existing Federal contract 24

may be considered for approval on a case-by- case basis when cooperative 25

agreements are in place. 26

The following conditions apply for non-federally approved aircraft: 27

• No Federal employees are allowed to ride on board the aircraft. 28

• No Federal employee may be assigned to a position that exercises 29

contractual control. 30

• Federal personnel may load retardant at Federal airtanker bases, regardless 31

of jurisdiction. 32

• Federal personnel may provide aerial supervision (ATGS, ASM, HLCO, 33

leadplane) under existing standard operating procedures and agreements. 34

• The aircraft remains under State operational control regardless of the 35

agency affiliation of the firefighters directing the aircraft on an incident 36

with State jurisdiction. 37

• The aircraft are approved to interact with Federal dispatch personnel as long 38

as the aircraft remains under the operational control of the State or for 39

safety reasons. 40

Under emergency circumstances, where human life is immediately at risk by 41

wildland fire on lands under Federal protection, a Federal line officer can 42

AVIATION OPERATIONS AND RESOURCES CHAPTER 16

Release Date: January 2023 357

approve the use of non-federally approved aircraft. This exemption must only 1

take place when sufficient Federal firefighting aircraft are not readily available 2

to meet the emergency need. Federal line officers are encouraged to consult with 3

agency aviation management personnel to aid in decision-making. 4

Approving Federal line officer must document exemptions in accordance with 5

agency guidance to include submitting a SAFECOM 6

(https://www.safecom.gov/) within 24 hours. 7

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358 Release Date: January 2023

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FUELS MANAGEMENT CHAPTER 17

Release Date: January 2023 359

Chapter 17 1

Fuels Management 2

Introduction 3

The purpose of the fuels management programs within the Department of the 4

Interior (DOI) and the Forest Service (FS) is to reduce hazardous fuels and risks 5

to human communities and improve the health of the land by creating fire-6

resilient landscapes and restoring fire-adapted ecosystems. 7

The DOI and FS, along with other Federal, State, Tribal, and local partners, will 8

work to ensure effective fire management efforts are collectively planned and 9

implemented. These efforts will be consistent with the direction provided in: 10

• Review and Update of the 1995 Federal Wildland Fire Management Policy 11

(January 2001) 12

• Guidance for Implementation of Federal Wildland Fire Management Policy 13

(February 13, 2009) 14

Policy 15

The Federal fire agencies use the Interagency Prescribed Fire Planning and 16

Implementation Procedures Guide (PMS 484) to manage prescribed fire 17

activities. This guide provides standardized procedures specifically associated 18

with the planning and implementation of prescribed fire. 19

Fuels Management 20

Policy, project planning and implementation priorities, and standards common 21

to all agencies include: 22

• The safety of firefighters and the public is the number one priority when 23

planning and implementing projects/treatments; 24

• All projects/treatments will support resource management objectives as 25

identified in their agency-specific land/resource management plans 26

(L/RMP); 27

• All projects/treatments will have plans that contain measurable objectives; 28

• All projects/treatments will comply with National Environmental Policy 29

Act (NEPA), Clean Air Act and all other regulatory requirements; 30

• All projects/treatments will be tracked, and progress will be reported within 31

required timeframes; and 32

• All projects will be monitored to determine if treatment objectives were met 33

and to document weather, fire behavior, fuels information, and smoke 34

dispersion. Evaluation reports are to be completed and maintained in the 35

project file. 36

• Consider the use of basic smoke management practices (BSMPs) when 37

planning and implementing prescribed fires. 38

Some programmatic differences are identified in the following agency-specific 39

documentation and serve as agency-specific direction. 40

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360 Release Date: January 2023

• BLM – Reference BLM Fuels Management and Community Assistance 1

Manual and Handbook 9214-1. 2

• NPS – Refer to RM 18. 3

• FWS – Refer to Fire Management Handbook, chapter 17. 4

• FS – Refer to FSM 5140. 5

• BIA – Refer to Bureau of Indian Affairs Fuels Management Business Rules, 6

July 2008. 7

Reporting Fuels Management Accomplishments 8

The Hazardous Fuels Reduction (HFR) module of the National Fire Plan 9

Operations and Reporting System (NFPORS) is the national system for 10

submitting proposed projects for approval, tracking accomplishments of the 11

program, reporting performance, measuring accomplishments, and 12

accountability for all agencies in the DOI. 13

FS fuels management accomplishments are entered into the FS Activity 14

Tracking System (FACTS) as the official system of record for tracking and 15

reporting. This data is shared with NFPORS to facilitate interagency joint 16

reporting needs. 17

Information on FACTS can be found at https://fsweb.nrm.fs.fed.us/. Acres 18

treated through FS funded State fire assistance grants are recorded directly in 19

NFPORS. 20

Reporting Fuels Treatment Effectiveness Monitoring 21

Anytime a wildfire starts in or interacts with a fuel treatment area, policy 22

requires that all agencies document the outcome to examine whether the 23

treatment had the desired effect of reduced fire behavior and/or provided 24

opportunities to firefighters for effective management of the wildfire. 25

• BLM – Refer to MS-9214 and H-9214-1. 26

• NPS – Refer to RM 18 and Documenting Hazardous Fuels Reduction 27

Program Treatment Effectiveness Memorandum, 10/09/2012. 28

• FWS – Refer to Fish and Wildlife Service (FWS) Fire Management 29

Reporting Requirements and Timelines Memorandum, FMB202015 - 30

Establishment of a Fuels Management Three-Year Program of Work. 31

• FS – Refer to FSM 5140. 32

• BIA – Refer to Bureau of Indian Affairs (BIA) Fuels Treatment 33

Effectiveness Final Guidance Memorandum, 06/05/2013. 34

Reporting Planned Fuels Treatments Burned in a Wildfire 35

• BLM – BLM offices will report all acres burned in a naturally caused 36

wildfire that accomplish resource objectives in the HFR module of 37

NFPORS as “fire use” when: 38

○ An interdisciplinary team approach is used to determine the specific 39

burned acres where land use plan resource objectives were met by 40

wildfire; and 41

FUELS MANAGEMENT CHAPTER 17

Release Date: January 2023 361

○ An agency administrator approves the determination and notifies the 1

State fuels lead/specialist. Together they ensure appropriate reporting 2

in NFPORS. 3

See instructions in the BLM Fuels Management and Community Assistance 4

Handbook, H-9214-1. Note that accomplishments of resource objectives 5

from known human-caused fires will not be reported. 6

• NPS/FWS – Acres burned in a wildfire may only be reported in the 7

NFPORS HFR module as “fire use” if all the following conditions are met: 8

○ The area burned was in a preexisting NFPORS treatment unit; 9

○ The accomplishment has been approved from the regional and/or 10

national level; 11

○ National Environmental Policy Act (NEPA) is complete; and 12

○ The planned objectives were met. 13

• FS – Acres burned from an unplanned natural ignition may be reported as 14

“fire use” accomplishment if the resulting fire effects meet objectives from 15

the L/RMP or project-specific NEPA decision document. Human-caused 16

wildfires may not be counted as accomplishment toward target regardless 17

of the outcome. See “Reporting of Wildfire Acres That Meet Resource 18

Management Objectives” section below for additional information. 19

• BIA – Refer to Bureau of Indian Affairs Fuels Management Business Rules, 20

July 2008, page 36. 21

Reporting of Wildfire Acres That Meet Resource Management Objectives 22

Acres burned in a wildfire that achieve resource management objectives as 23

defined in L/RMPs and fire management plans (FMP) will be reported in the 24

NFPORS Non-National Fire Plan (Non-NFP) module. While strategies for 25

managing individual wildfires are established through the fire management 26

decision process, the identification of acres which achieved L/RMP/FMP 27

objectives should be made after the fire is declared out, regardless of the fire 28

management objective, strategy, or tactic used (e.g., even though a wildfire 29

strategy may be full suppression, the effects of a wildfire on resources may be 30

beneficial). The determination of benefit must be based on land management 31

objectives which are affected by fire severity, intensity, and other fire impacts. 32

Post-fire impact, such as invasion of exotic species and the need for 33

rehabilitation, should be considered in this determination. At a minimum, acres 34

reported in the Non-NFP module must meet the following criteria: 35

• The L/RMP/FMP supports attainment of resource benefit through use of 36

fire; 37

• An interdisciplinary approach is used to determine whether the 38

L/RMP/FMP objectives were met; and 39

• Line manager approves the determination. 40

○ BLM – Reporting will take place in the HFR module in NFPORS, not 41

in the NPORS Non-National Fire Plan module. Reference the BLM 42

Fuels Management and Community Assistance Handbook H-9214-1. 43

CHAPTER 17 FUELS MANAGEMENT

362 Release Date: January 2023

○ FWS – Reporting will take place in FMIS, not in the NFPORS Non-1

NFP module. Reference the FMIS User Guide. 2

○ FS – Direction for reporting accomplishments from unplanned 3

ignitions is found in the Hazardous Fuels Reduction Treatments 4

Tracking and Accomplishments Reporting Requirements document 5

posted on the FACTS support page at 6

https://fsweb.nrm.fs.fed.us/support/docs.php?appname=facts. 7

Prescribed Fire During Preparedness Levels 4 and 5 8

Approval at the regional or state office level is required prior to ignition of 9

prescribed fires at national preparedness levels 4 and 5. Approving officials 10

should consider relative risks and opportunities as well as availability of local 11

resources to implement without the need for additional outside resources that 12

could add additional strain on resource availability nationally. To limit the 13

potential for mixed messages when at Geographic Area Coordination Center 14

(GACC) or national preparedness levels 4 and 5, agencies should coordinate 15

information on planned implementation of prescribed fires with interagency 16

partners at the local, Geographic Area Multi-agency Coordinating Group 17

(GMAC) and National Multi-agency Coordinating Group (NMAC) levels. 18

• BLM – The state director or designee will approve prescribed fire at 19

national or geographic area preparedness level 4 or 5. 20

• NPS – At geographic area preparedness level 4 or 5, written concurrence 21

from NPS regional fire management is required prior to implementing 22

prescribed fires. At national preparedness level 4 or 5, NPS regional fire 23

management and NPS Chief, Branch of Wildland Fire written 24

concurrence is required prior to implementing prescribed fires. A 25

notification to the regional director is required in both regional and 26

national preparedness level scenarios and is the responsibility of the NPS 27

regional fire management staff. Email is an acceptable method to satisfy 28

concurrence requirements. 29

• FWS – During geographic area preparedness level 4 and 5, and national 30

preparedness level 4, written concurrence from regional fire management 31

must be obtained prior to implementing a prescribed fire. During national 32

preparedness level 5, written concurrence from regional fire management 33

and the Branch of Fire Management must be obtained prior to 34

implementing a prescribed fire. Refer to FMH, chapter 17 for additional 35

information. 36

• FS – The regional forester will approve or disapprove new prescribed fires 37

or continue existing prescribed fire at national preparedness levels 4 and 5 38

or if National Fire Danger Rating System forecasted adjective rating is 39

“extreme” for the county that the prescribed fire is located or any adjacent 40

county. Reference FSM 5140. 41

• BIA – At national preparedness levels 4 and 5, prescribed fire applications 42

can be initiated or continued if the proposed action is approved by an 43

agency at the regional level. The approval must be based on an assessment 44

FUELS MANAGEMENT CHAPTER 17

Release Date: January 2023 363

of risk, impacts of the proposed actions on Area resources and activities 1

and include feedback from the GMAC. At national preparedness level 5, for 2

prescribed fire applications to be initiated or continued that require 3

additional support of resources from outside the local unit or require 4

resource ordering of an IMT, the regional fuels specialist must prepare a 5

written justification to request permission to implement a new prescribed 6

fire and submit to the BIA Director of Fuels Management. An NMAC 7

representative will assess risk and impacts of the proposed action(s) and 8

present to NMAC for review prior to proceeding. The final decision to 9

implement resides with the implementing agency. 10

Federal Agencies Assistance 11

Reference section VI of the Interagency Agreement for Wildland Fire 12

Management among the Bureau of Land Management, Bureau of Indian Affairs, 13

National Park Service, Fish and Wildlife Service of the United States 14

Department of The Interior, and the Forest Service of the United States 15

Department of Agriculture, effective 2016-2021. 16

Agencies will enter into separate agreements for personnel and other resources 17

provided for planning and implementation of fuels management treatments and 18

activities. This may or may not result in an exchange of funds subject to the 19

applicable statutory authority used. 20

• FS – USFS units will make every attempt to establish agreements in 21

advance when planning to utilize resources from cooperating agencies to 22

implement or respond as contingency resources for prescribed fire. 23

However, for prescribed fire activities and exigent circumstances, where an 24

agreement was not executed and funds were not obligated prior to 25

commencing work, a ratification may not be necessary if an approved 26

agreement is executed and funds obligated on I-web within 30 calendar 27

days of the start of work. See FSH 1509.11 chapter 10, Section 15.81. 28

• BIA – Refer to Bureau of Indian Affairs Fuels Management Business Rules, 29

July 2008, pages 23-24. 30

Hazard Pay/Environmental Differential for Prescribed Fire 31

Implementation 32

Hazard pay will not be paid for any prescribed fire. Under certain circumstances, 33

(e.g., low-level flight operations), hazard pay, or environmental differential may 34

be warranted. Offices should contact their servicing personnel office with 35

specific questions. 36

Non-NWCG Agency Personnel Use on Prescribed Fire 37

For information regarding use of non-National Wildfire Coordinating Group 38

(NWCG) agency personnel on prescribed fires, see chapter 13. 39

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364 Release Date: January 2023

Use of Contractors for Prescribed Fire Implementation 1

Agencies can contract to conduct all or part of the planning and implementation 2

of prescribed fire operations and/or all or part of mechanical treatments for fuels 3

management projects. Contractors must meet PMS 310-1 qualification 4

requirements and agency standards for specific skill positions for prescribed fire 5

operations. 6

If a contractor is actively involved in igniting, holding, or mopping up an agency 7

prescribed fire, a contracting officer’s authorized representative (COR) or 8

project inspector (PI) will be on site (exceptions can be made for late stage mop 9

up and patrol) to ensure that the prescribed fire objectives are being met and that 10

the terms of the contract are adhered to. The agency administrator and/or fire 11

management officer (FMO) will determine the qualifications required for the 12

agency representative (COR or PI). 13

• BLM – Refer to H-9214-1, chapter 5-3, Contractor and Cooperator 14

Prescribed Fire Plan Development and Implementation. 15

• FWS – Refer to Fire Management Handbook, Chapter 17, and 645 FW 1 16

for fuels projects funded by the Partners for Fish and Wildlife Program and 17

Coastal Program. 18

• FS – Contractors must meet requirements for any specific skill positions for 19

prescribed fire operations as described in PMS 310-1 or FSH 5109.17 for 20

positions not found in the PMS 310-1 (e.g., RXB3). Reference FSM 5140. 21

• BIA – Refer to Bureau of Indian Affairs Fuels Management Business Rules, 22

July 2008, page 22. 23

Use of Administratively Determined Pay Plan for Prescribed Fire 24

Administratively Determined workers may be used in support of prescribed fire 25

under specific circumstances. Refer to the appropriate DOI or FS 26

Administratively Determined (AD) Pay Plan for Emergency Workers (Casuals) 27

for information regarding the use of emergency workers for prescribed fire. 28

Administratively Determined pay plans do not allow for use of Casuals for 29

mechanical or chemical treatment fuels reduction projects. 30

Activation of Contingency Resources 31

In the event contingency resources are activated, sending units should respond 32

and support the requesting agency immediately. 33

Non-Fire Fuels Management Activities 34

For policy, guidance, and standards for implementation of non-fire fuel 35

reduction treatments (e.g., mechanical, biological, chemical), refer to agency-36

specific policy and direction. 37

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 365

Chapter 18 1

Reviews and Investigations 2

Introduction 3

When an accident occurs, each agency will meet their agency-specific accident 4

investigation (AI) reporting requirements (e.g., Department of the Interior [DOI] 5

Safety Management Information System (SMIS) or USDA eSafety). 6

Reviews and investigations are used by wildland fire and aviation managers to 7

assess and improve the effectiveness and safety of organizational operations. 8

Information (other than factual) derived from safety reviews and AIs should 9

only be used by agencies for accident prevention and safety purposes. 10

Multiagency Cooperation 11

Many reviews and investigations involve cooperation between Federal, State, 12

county, and municipal agencies. To comply with each agency’s authorities, 13

policies, and responsibilities, a multiagency review or investigation may be 14

necessary. A multiagency delegation of authority should be provided to outline 15

roles, responsibilities, and expected deliverables. 16

The team leader or delegating official(s) should establish cooperative 17

relationships with the other agencies involved in the review or investigation to 18

ensure policies and responsibilities are met. This may involve negotiations, 19

cooperative agreements, and coordination with the agency designated agency 20

safety and health official (DASHO) or the agency official who signs the 21

delegation of authority. 22

Federal Interagency Investigations 23

Close calls or accidents that involve interagency (Forest Service [FS] or DOI) 24

personnel and/or jurisdiction (e.g., FS firefighter injured on Fish and Wildlife 25

Service [FWS] jurisdictional wildland fire and vice versa) shall be reviewed or 26

investigated cooperatively and conducted at the appropriate level as outlined in 27

this chapter. 28

Agency administrators will ensure that affected agencies are involved 29

throughout the review/investigation process. 30

When an incident does not meet the serious accident criteria, the affected agency 31

administrators should jointly decide what type and level of investigation will be 32

conducted based on agency processes outlined in this chapter. Questions should 33

be addressed to your agency wildland fire safety program manager. 34

Reviews 35

Reviews are methodical examinations of system elements, such as program 36

management, safety, leadership, operations, preparedness, training, staffing, 37

business practices, budget, cost containment, planning, and interagency or intra-38

agency cooperation and coordination. Reviews do not have to be associated with 39

CHAPTER 18 REVIEWS AND INVESTIGATIONS

366 Release Date: January 2023

a specific incident. The purpose of a review is to ensure the effectiveness of the 1

system element being reviewed, and to identify deficiencies and recommend 2

specific corrective actions. Established review types are described below and 3

include: 4

• Preparedness review 5

• After action review (AAR) 6

• Fire and Aviation Safety Team (FAST) review 7

• Safety Assistance Team (SAT) visit 8

• Aviation Safety and Technical Assistance Team (ASTAT) review 9

• Wildland Fire Management Annual Report and Large Fire Review – (FS) 10

• Significant wildland fire review or (SWFR) - (DOI) 11

• Individual fire review 12

• Lessons learned review (LLR) 13

• Rapid lesson sharing (RLS) 14

• Declared wildfire review 15

• Air Quality Exceedance Notice of Violation (NOV) review 16

Review Types and Requirements 17

Type When Conducted

Delegating or

Authorizing Official

Preparedness review

Annually, or management

discretion

Local/state/region/

national

After action review

Management discretion

N/A

Fire and Aviation Safety

Team review

As fire activity dictates

Geographic Area

Coordinating Group

Safety Assistance Team

visit

As fire activity dictates

Local/state/region/

national

Aviation Safety and

Technical Assistance

Team review

As aviation activity

dictates

State/regional aviation

manager or MACG

Wildland Fire

Management Annual

Report and Large Fire

Review (FS)

Washington Office

discretion

Washington Office

Significant wildland fire

review (DOI)

Refer to Office of

Wildland Fire (OWF)

Policy Memorandum

2016-013

Agency director, agency

administrator, or

individual bureau

direction

Individual fire review

Management discretion

Local/state/region/

national

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 367

Type When Conducted

Delegating or

Authorizing Official

Lessons learned review

• NPS/FS – FLA may

be used

Management discretion

Local/state/region/

national

Rapid lesson sharing

Management discretion

N/A

Declared wildfire review

See Interagency

Prescribed Fire Planning

and Implementation

Procedures Guide (PMS

484)

See Interagency

Prescribed Fire Planning

and Implementation

Procedures Guide (PMS

484)

Air Quality Exceedance

Notice of Violation

(NOV)

See Interagency

Prescribed Fire Planning

and Implementation

Procedures Guide (PMS

484)

See Interagency

Prescribed Fire Planning

and Implementation

Procedures Guide (PMS

484)

Preparedness Review 1

Preparedness reviews assess fire programs for compliance with established fire 2

policies and procedures outlined in the current Interagency Standards for Fire 3

and Fire Aviation Operations and other pertinent policy documents. 4

Preparedness reviews identify organizational, operational, procedural, personnel, 5

or equipment deficiencies, and recommend specific corrective actions. 6

Interagency preparedness review checklists can be found at 7

https://www.nifc.gov/standards. 8

After Action Review 9

An after action review (AAR) is a learning tool intended for the evaluation of an 10

incident or project in order to improve performance by sustaining strengths and 11

correcting weaknesses. An AAR is performed as soon after the event as possible 12

by the personnel involved. An AAR should encourage input from participants 13

that is focused on: 14

• What was planned? 15

• What actually happened? 16

• Why it happened? 17

• What can be done the next time? 18

An AAR is a tool that leaders and units can use to get maximum benefit from 19

the experience gained on any incident or project. When possible, the leader of 20

the incident or project should facilitate the AAR process. However, the leader 21

may choose to have another person facilitate the AAR as needed and 22

appropriate. 23

AARs may be conducted at any organizational level. However, all AARs 24

involve the exchange of ideas and observations, and focus on improving 25

CHAPTER 18 REVIEWS AND INVESTIGATIONS

368 Release Date: January 2023

proficiency. The AAR should not be utilized as an investigational review. The 1

format can be found in the Interagency Response Pocket Guide (IRPG), PMS 2

461, NFES 1077. Additional AAR information is available at 3

https://www.nwcg.gov/wfldp/toolbox/aars. 4

Fire and Aviation Safety Team Review 5

A Fire and Aviation Safety Team (FAST) assists agency administrators during 6

periods of high fire activity by assessing policy, rules, regulations, and 7

management oversight relating to operational issues. They can also do the 8

following: 9

• Provide guidance to ensure fire and aviation programs are conducted safely; 10

• Assist with providing immediate corrective actions; 11

• Review compliance with OSHA abatement plan(s), reports, reviews, and 12

evaluations; and 13

• Review compliance with Interagency Standards for Fire and Fire Aviation 14

Operations. 15

FAST reviews can be requested through Geographic Area Coordination Centers 16

(GACC) to conduct reviews at the state/regional and local level. If a more 17

comprehensive review is required, a national FAST can be ordered through the 18

National Interagency Coordination Center (NICC). 19

FASTs include a team leader, who is either an agency administrator or fire 20

program lead with previous experience as a FAST member, a safety and health 21

manager, and other individuals with a mix of skills from fire and aviation 22

management. 23

FASTs will be chartered by their respective Geographic Area Coordinating 24

Group (GACG) with a delegation of authority, and report back to the GACG. 25

FAST reports will include an executive summary, purpose, objectives, 26

methods/procedures, findings, recommendations, follow-up actions (immediate, 27

long-term, national issues), and a letter delegating authority for the review. 28

FAST reports should be submitted to the GACG with a copy to the Federal Fire 29

and Aviation Safety Team (FFAST) chair within 30 days. See appendix L for 30

sample FAST delegation of authority. 31

Safety Assistance Team Visit 32

In addition to FAST reviews, Safety Assistance Team (SAT) visits emphasize 33

engaging individual firefighters, managers, and administrators to grasp potential 34

issues, with a focus on firefighting safety fundamentals. SAT visits are not 35

inspections. SATs are often ordered when activity within an area escalates 36

rapidly, or when a high level of activity has been occurring for a long time. 37

SATs can be single agency or interagency in scope and composition. 38

The goals of a SSAT are to: 39

• Assist fire managers and IMTs with site visits with firefighters, fire 40

managers, and program leaders. 41

• Be service oriented, assisting the local units. 42

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 369

• Provide early warning of potentially hazardous conditions or situations. 1

Direct intervention, circumventing normal chain of command, is authorized 2

when necessary; however, the overall objective is to create a work environment 3

where the normal operating procedures are responsible for safe practices. 4

Aviation Safety and Technical Assistance Team Review 5

Refer to chapter 16 for Aviation Safety and Technical Assistant Team (ASTAT) 6

information. 7

Wildland Fire Management Annual Report and Large Fire Review (FS) 8

The Washington Office, Director of Fire and Aviation Management, will select 9

a subset of fires for review based on complexity and national significance, 10

ensuring the selected fires provide a cross-sectional representation of cost, size, 11

and oversight complexity. The reviews will be multi-tiered and foster a working 12

environment that will improve the decision-making process and develop a 13

capacity for organizational learning. If a site visit is required, the Washington 14

Office, Deputy Chief, State and Private Forestry, will notify the regional 15

forester. The national review process can include real time analysis of fire 16

information, informal discussions with fire managers and regional personnel, 17

and/or site visits by a cadre of specialists to individual incidents and or 18

geographic areas. For more detail, see FSM 5139.2. 19

Significant Wildland Fire Review (DOI) 20

A significant wildland fire review (SWFR) will be conducted when an incident 21

(single-fire or complex) meets or exceeds Federal combined expenditures of $15 22

million in suppression costs, and more than 50% of the burned acres are 23

managed by one or more DOI bureaus. The DOI is responsible for advising the 24

appropriate individual(s) within their agency of the need for a SWFR. When a 25

multi-jurisdictional fire requires review, the DOI bureaus will determine which 26

agency will be designated as the lead in the review process. The agency will 27

provide a delegation of authority to the SWFR team authorizing the 28

implementation of a review. When possible, SWFRs should be conducted when 29

the incident management team (IMT) is still in place to allow prompt access to 30

records and incident personnel. For more information, see 31

https://www.doi.gov/sites/doi.gov/files/elips/documents/owf_policy_memo_20132

6-13_criteria_for_review_wildfire_incidents.pdf. 33

• BLM – The will initiate, facilitate, and provide oversight for the SWFR 34

process when BLM is the lead DOI agency. Upon determination of the need 35

for a SWFR, the Assistant Director, FAD, will coordinate with the 36

appropriate state director and assemble a SWFR team, provide a delegation 37

of authority, and initiate the SWFR using the BLM guidance found at 38

https://web.blm.gov/internal/fire/budget/Reference_docs/reviews/reviews.ht39

ml. The Assistant Director, FAD, will provide briefings to the BLM 40

Director, as appropriate. 41

• NPS – Management discretion determines when SWFRs will be conducted; 42

the delegating official may be at the local, regional, or national level. See 43

CHAPTER 18 REVIEWS AND INVESTIGATIONS

370 Release Date: January 2023

the agency administrator and fire management performance tables in 1

chapter 3 and the “Review Types and Requirements” table for further 2

information. 3

Individual Fire Review 4

An individual fire review may also be conducted on incidents that do not rise to 5

the level of a SWFR. Individual fire reviews examine all or part of the 6

operations on an individual fire. The fire may be ongoing or controlled. These 7

reviews may be local, state/regional, or national. These reviews evaluate 8

decisions and strategies, correct deficiencies, identify new or improved 9

procedures, techniques, or tactics, determine cost-effectiveness, and compile and 10

develop information to improve local, state/regional, or national fire 11

management programs. 12

• BLM – Any fire that burns more than 50,000 acres of sagebrush rangelands 13

will be evaluated by the FAD to determine if an individual fire review is 14

warranted. If an individual fire review is warranted, the Assistant Director, 15

FAD, will organize a review and provide oversight for the review team. 16

Individual fire reviews may also be conducted when there are significant 17

natural resource concerns or there are policy, political, social, or economic 18

concerns, including significant impacts to infrastructure and energy-related 19

corridors or there are significant and complicated cost-share or multi-20

jurisdictional issues. 21

Lessons Learned Review 22

The purpose of a lessons learned review (LLR) is to explore, investigate, or 23

review unintended outcomes or near misses in order to learn from the event and 24

prevent future occurrences. In order to learn from these events, conduct an LLR 25

in an open, non-punitive manner. LLRs are intended to provide educational 26

opportunities that foster open and honest dialog and assist the wildland fire 27

community in sharing lessons learned information. LLRs provide an outside 28

perspective with appropriate technical experts assisting involved personnel in 29

identifying conditions that led to the unexpected outcome and sharing findings 30

and recommendations. 31

An LLR should be tailored to the event being reviewed. The scope of the review 32

should be commensurate with the severity of the incident. An LLR will not be 33

substituted for a serious accident investigation (SAI) or other agency-specific AI 34

reporting requirements (e.g., DOI Safety Management Information System 35

[SMIS] or United States Department of Agriculture [USDA] eSafety). 36

• NPS – A facilitated learning analysis (FLA) may be used for incidents 37

meeting the AI criteria. 38

• FS – A facilitated learning analysis (FLA) may be used for incidents 39

meeting the AI criteria or if a coordinated response protocol (CRP) is not 40

being utilized for an incident meeting SAI criteria. A guide for the FLA 41

process is available at 42

https://www.wildfirelessons.net/viewdocument/facilitated-learning-analysis-43

and-l. The FS’s formal learning review processes are the FLA which may 44

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 371

be used for unintended outcomes of all types and the CRP reserved for FS 1

employee fatality events. Both processes are explicitly non-punitive and 2

must have a delegation signed by a line officer so stating. Where 3

appropriate, and for less serious incidents the FS may also use the rapid 4

lesson sharing (RLS) process or other review process such as AARs which 5

typically do not have a line officer’s delegation. In some cases, an FLA and 6

an RLS may be produced for the same incident to quickly highlight lessons 7

revealed in the learning process while the larger narrative is still being 8

compiled. The FS does not use the SAI process but may assist other 9

agencies in an SAI for incidents involving the FS interests or personnel. FS 10

Aviation accidents and incidents utilize the FS aviation mishap 11

investigation process. Current versions of the FLA and CRP guides can be 12

found on the Wildland Fire Lessons Learned Center’s (LLC) website 13

(https://www.wildfirelessons.net/viewdocument/facilitated-learning-14

analysis-imple-1). 15

A LLR will be led by a facilitator not involved in the event. A facilitator should 16

be an appropriate fire management expert who possesses skills in interpersonal 17

communications, organization, and be unbiased to the event. Personnel involved 18

in the event will be participants in the review process. Depending upon the 19

complexity of the event, the facilitator may request assistance from technical 20

experts (e.g., fire behavior, fire operations). 21

The LLR facilitator will convene the participants and: 22

• Obtain a delegation of authority from appropriate agency level. See 23

appendix J for a sample LLR delegation of authority; 24

• Identify facts of the event (sand tables maybe helpful in the process) and 25

develop a chronological narrative of the event; 26

• Identify underlying reasons for success or unintended outcomes; 27

• Identify what individuals learned and what they would do differently in the 28

future; 29

• Identify any recommendations that would prevent future similar 30

occurrences; 31

• A 24- and 72-hour report should be produced as an acknowledgement that 32

an incident has occurred and to distribute initial facts about what happened. 33

These preliminary reports are a valuable element of the many learning-34

focused products that LLR teams may produce; and 35

• Provide a final written report, including the above items to the pertinent 36

agency administrator(s) within two weeks of event occurrence unless 37

otherwise negotiated. Names of involved personnel should not be included 38

in this report (reference them by position). 39

A copy of the final report will be submitted to the respective agency’s national 40

fire safety lead who will provide a copy to the LLC. Refer to 41

https://www.wildfirelessons.net/aboutus. 42

CHAPTER 18 REVIEWS AND INVESTIGATIONS

372 Release Date: January 2023

Rapid Lesson Sharing 1

RLS is a type of lessons learned review (LLR) for field personnel to quickly 2

share lessons with others. An RLS can be used to document and share lessons 3

learned as a result of close calls, minor accidents, successes, efficient ways of 4

performing work, adaptations, or anything from which wildland fire personnel 5

can learn. 6

To visit a searchable database with RLS documents, go to 7

https://www.wildfirelessons.net/irdb. 8

To submit or view RLS documents, go to 9

https://www.wildfirelessons.net/resources/rapidlessonsharing. 10

Declared Wildfire Reviews 11

Every prescribed fire resulting in a wildfire declaration will receive an outcome 12

review. Declared wildfire outcome review direction is found in these agency 13

documents: 14

• Interagency Prescribed Fire Planning and Implementation Procedures 15

Reference Guide (PMS 484) 16

○ BLM – Refer to Fuels Management Manual 9214 and Handbook 9214-17

1, chapter 5. 18

○ NPS – Refer to RM-18, chapter 7 and 17. 19

○ FWS – Refer to Fire Management Handbook, chapter 17. 20

○ FS – Refer to FSM 5140. 21

○ BIA – Refer to Bureau of Indian Affairs Fuels Management Program 22

Supplement to the Interagency Prescribed Fire Planning and 23

Implementation Procedures Reference Guide (December 2008), 24

chapter 3. 25

Declared wildfire reviews will be submitted to the LLC by the agency fuels 26

program lead. Submissions should be sent to kelly_woods@nps.gov. 27

Air Quality Exceedance Notice of Violation Reviews 28

An Air Quality Exceedance Notice of Violation (NOV) review supports 29

understanding of the planning, decisions, and actions taken that contributed to 30

the NOV. Refer to https://www.nwcg.gov/publications/484. 31

Investigations 32

Investigations are detailed and methodical efforts to collect and interpret facts 33

related to an incident or accident, identify causes or conditions that contributed 34

to the accident (organizational factors, local workplace factors, unsafe acts), and 35

develop control measures to prevent recurrence. 36

In addition to agency-specific AI reporting requirements (SMIS/eSafety), 37

distinct types of wildland fire incidents and accidents have specific investigation 38

requirements. 39

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 373

Wildland Fire Incident and Accident Types and Definitions 1

• Serious Wildland Fire Accident – An unplanned event or series of events 2

that resulted in death, injury, occupational illness, or damage to or loss of 3

equipment or property. For wildland fire operations, a serious accident 4

involves any of the following: 5

○ One or more job-related fatalities or imminently fatal injuries or 6

illnesses to employees, volunteers, contractors, or the public; 7

○ The in-patient hospitalization of three or more employees, volunteers, 8

or members of the public due to departmental operations; 9

○ Amputation(s) or loss of an eye(s); 10

○ Property damage (including site mitigation or cleanup) or operating 11

loss of $500,000 or more, or (6) accident, illness; and/or 12

Incident that a Bureau DASHO judges to warrant further investigation 13

using the serious accident investigation procedures. 14

• Wildland Fire Accident – An unplanned event or series of events that 15

resulted in injury, occupational illness, or damage to or loss of equipment or 16

property to a lesser degree than defined in a “serious wildland fire 17

accident.” 18

• Near-miss – An unplanned event or series of events that could have 19

resulted in death, injury, occupational illness, or damage to or loss of 20

equipment or property but did not. 21

• Entrapment – A situation where personnel are unexpectedly caught in a 22

fire behavior-related, life-threatening position where planned escape routes 23

or safety zones are absent, inadequate, or compromised. Entrapment may or 24

may not include deployment of a fire shelter for its intended purpose. 25

Entrapment may result in a serious wildland fire accident, a wildland fire 26

accident, or a near-miss. 27

• Burnover – An event in which a fire moves through a location or overtakes 28

personnel or equipment where there is no opportunity to utilize escape 29

routes and safety zones, often resulting in personal injury or equipment 30

damage. 31

• Fire Shelter Deployment – The removing of a fire shelter from its case and 32

unfolding it to use as protection against heat, smoke and burning embers. 33

• Fire Trespass – The occurrence of unauthorized fire on agency-protected 34

lands where the source of ignition is tied to some type of human activity. 35

AI types and final reports should be commensurate with the complexity and/or 36

severity of the accident and focus on organizational learning and the prevention 37

of reoccurrence. Investigations and reports may range from large investigation 38

teams producing comprehensive AI reports to first-level supervisors initiating 39

investigations and reporting injury/property damage in their agency-specific 40

reporting systems (SMIS/eSafety). Final AI reports may range between agency- 41

specific accident reports, small one-page RLSs, LLR reports (simple or 42

complex), to extensive investigation reports that follow the same format as a 43

serious accident. 44

CHAPTER 18 REVIEWS AND INVESTIGATIONS

374 Release Date: January 2023

Investigation and Review Types and Requirements 1

Wildland Fire

Event

Investigation or

Review Type

Management Level

Requiring

Notification

Management level

that determines

review type and

authorizes review

Serious wildland fire

accident

SAI

FS –FLA process or

the CRP for FS

employee fatality

events.

National

Wildland fire

accident

SAI, AI, LLR, RLS,

depending on

severity. This is in

addition to agency-

specific accident

report (e.g.,

SMIS/eSafety)

NPS/FS – FLA may

be used

BLM/NPS–National

FS/FWS –

Management

discretion

Region/state/local

Entrapment/

burnover

SAI, AI, LLR, RLS

depending on

severity

National

National/regional/

state

Fire shelter

deployment

SAI, AI, LLR, RLS

depending on

severity

National

National/regional/

state

Near-miss

LLR, AAR, RLS

Management

discretion

Region/state/local

Fire trespass

Fire cause

determination and

trespass investigation

Local

In the event that a wildland fire entrapment or fatality occurs, immediate notification to

NICC is required. A Wildland Fire Fatality and Entrapment Initial Report (PMS 405-1)

should be submitted to NICC within 24 hours. Submit this report even if some data is

missing. The PMS 405-1 is located at https://www.nwcg.gov/publications/405-1.

Higher level management may exercise their authority to determine the type of review or

investigation.

• BLM – When a BLM employee is involved, investigations will occur 2

regardless of land jurisdiction. BLM agency administrators may jointly 3

delegate authority to investigate accidents in cases of mixed jurisdiction or 4

employee involvement. Joint delegations must ensure that BLM AI reporting 5

requirements are met. 6

• FS – FS line officers are the deciding officials regarding what type of AI or 7

analysis method is to be used for accidents or near misses occurring under 8

FS jurisdiction. 9

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 375

Investigation Processes 1

Processes Common to All Wildland Fire Accident Investigations 2

• Site Protection – The site of the incident should be secured immediately 3

and nothing moved or disturbed until the area is photographed and visually 4

reviewed by the investigation team. Exact locations of injured personnel, 5

entrapments, injuries, fatalities, and the condition and location of personal 6

protective equipment (PPE), property, and other equipment must be 7

documented. 8

• Management of Involved Personnel – Treatment, transport, and follow-up 9

care must be immediately arranged for injured and involved personnel. The 10

agency administrator or delegate should develop a roster of involved 11

personnel and supervisors and ensure all personnel are available for 12

interviews by the investigation team. The agency administrator should 13

consider relieving involved supervisors from fireline duty until the 14

preliminary investigation has been completed. Attempt to collect initial 15

statements from the involved individuals prior to a critical incident stress 16

management (CISM) session. 17

• Delegation of Authority – A delegation of authority shall be issued by the 18

agency administrator to the investigation team leader. The delegation of 19

authority will outline roles, responsibilities, and expected deliverables. 20

Delegation of authority templates are available from agency fire safety 21

program managers. 22

• Critical Incident Stress Management (CISM) – CISM is the 23

responsibility of local agency administrators, who should have individuals 24

preidentified for critical incident stress debriefings. Also refer to the Agency 25

Administrator’s Guide to Critical Incident Management (PMS 926), 26

available at https://www.nwcg.gov/publications/926. Individuals or teams 27

may be available through employee assistance programs (EAP) or GACCs. 28

Wildland Fire Accident Investigation Process 29

• FS – The wildland fire AI process is not applicable to FS accidents. The 30

FS’s formal learning review processes are the FLA which may be used for 31

unintended outcomes of all types and the CRP reserved for FS employee 32

fatality events. Both processes are explicitly non-punitive and must have a 33

delegation signed by a line officer so stating. Where appropriate, and for 34

less serious incidents the FS may also use the RLS process or other review 35

process such as AARs which typically do not have a line officer’s 36

delegation. The FS does not use the SAI process but may assist other 37

agencies in an SAI for incidents involving the FS interests or personnel. FS 38

aviation accidents and incidents utilize the FS aviation mishap investigation 39

process. 40

Accident investigations and reports should be commensurate with the 41

complexity and/or severity of the accident and focus on organizational learning 42

and the prevention of reoccurrence. Investigations and reports may range from 43

CHAPTER 18 REVIEWS AND INVESTIGATIONS

376 Release Date: January 2023

large investigation teams producing comprehensive reports to first-level 1

supervisors initiating investigations and reporting injury/property damage in 2

agency reporting systems (e.g., SMIS/eSafety). Final accident investigation 3

reports may range between agency-specific accident reports, small one-page 4

RLS, LLR reports (simple or complex), to extensive investigation reports that 5

follow the same format as a serious accident. 6

Notification 7

When an accident occurs, agency notification requirements will be followed. 8

Notification requirements universally include: 9

• Local dispatch center 10

• Unit fire management officer (FMO) 11

• Agency administrator 12

• Occupational Safety and Health Administration (OSHA) (Refer to chapter 7 13

for reporting criteria.) 14

Investigation Team Membership 15

Investigation team membership should be commensurate with the complexity 16

and/or severity of the accident. An investigation team should consist of a team 17

leader and an adequate number of technical specialists and subject matter 18

experts. For complex investigations, team membership may also include a chief 19

investigator, a safety advisor/manager, and additional technical specialists, and a 20

writer/editor. Team members may have dual roles (e.g., chief investigator/safety 21

advisor). 22

Investigation Methodology 23

Accident investigations are detailed and methodical efforts to collect and 24

interpret facts related to an accident and to provide specific recommendations to 25

prevent recurrence. The AI may include the following actions: 26

• Visual inspection of involved site, equipment, or material; 27

• Detailed analysis of equipment or material, as necessary; 28

• Interviews with involved personnel, witnesses, managers, and other 29

pertinent persons; 30

• Collection and review of written statements; 31

• Review of records, archives, plans, policies, procedures, and other pertinent 32

documents; 33

• Consideration of environmental, equipment, material, procedural, and 34

human factors as they related to the incident; and 35

• Development of specific findings and related recommendations for the AI 36

report. 37

Accident Investigation 24- and 72-Hour Reports 38

The 24- and 72-hour reports should be completed when an AI will be conducted. 39

Final 24- and 72-hour reports will be approved by the AI delegating official, 40

then sent to the agency fire safety/risk management lead who will provide a 41

copy to the LLC. Submissions should be sent to kelly_wood[email protected]. 42

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 377

• 24-Hour Preliminary Report – This report contains known basic facts 1

about the accident and will be completed and forwarded by the responsible 2

agency administrator to the next higher level (e.g., district manager 3

forwards to state director). Names of injured personnel will not be included 4

in this report. Personnel may be referenced by position. 5

• 72-Hour Expanded Report – This report provides additional factual 6

information, if available. The information may include the number of 7

victims and severity of injuries. The focus should be on information that 8

may have immediate impact on future accident prevention. The AI team 9

will complete and forward the report to the AI delegating official. Names of 10

injured personnel will not be included in this report. Personnel may be 11

referenced by position. 12

Accident Investigation Final Report 13

Within approximately 60 calendar days of the accident, a final report shall be 14

submitted to the senior manager dependent upon the level of investigation (e.g., 15

local agency administrator, state/regional director, and agency fire director or 16

their designee). If a lower-level investigation is conducted, a courtesy copy of 17

the final report shall be sent to the respective agency’s national fire safety/risk 18

management lead. 19

The final report (minus names of employees—they should be referenced by 20

position) will be submitted to LLC by the respective agency’s national fire 21

safety leads. Submissions should be sent to kelly_wo[email protected]. 22

Accident Investigation Report Standard Contents 23

AI reports will vary in length, format, and complexity. Each report should be 24

commensurate to the complexity of the incident and focus on organizational 25

learning and the prevention of reoccurrence. The following list is common or 26

standard contents often found in accident investigation reports. 27

• Executive Summary – A brief narrative of the facts involving the accident 28

including dates, locations, times, name of incident, jurisdiction(s), number 29

of individuals involved, etc. Names of injured personnel or personnel 30

involved in the accident are not to be included in this report (reference them 31

by position). 32

• Narrative – A detailed chronological narrative of events leading up to and 33

including the accident, as well as rescue and medical actions taken after the 34

accident. This section will contain who, what, and where. 35

• Investigation Process – A brief narrative of actions taken by the 36

investigation team. This narrative should include investigation team 37

membership, delegation of authority information (from who and contents, 38

include a copy as an appendix), investigative actions and timeline (when the 39

team conducted interviews, inspections, site visits, etc.), and if other sources 40

were consulted (e.g., professional accident reconstruction experts, 41

equipment manufacturers). This section may also address if environmental, 42

equipment, material, procedural, and human factors were present, and state 43

how findings/recommendations were developed. 44

CHAPTER 18 REVIEWS AND INVESTIGATIONS

378 Release Date: January 2023

• Findings/Recommendations 1

○ Findings – Developed from the factual information. Each finding is a 2

single event or condition. Each finding is an essential step in the 3

accident sequence, but each finding is not necessarily causal or 4

contributing, and each finding may not have an associated 5

recommendation. Findings should only include information necessary 6

to explain the specific event or condition. Findings must be 7

substantiated by the factual data. Findings should not include opinion 8

or speculation. 9

○ Discussion – This provides explanation or information pertinent to a 10

specific finding. 11

○ Recommendations – Recommendations are proposed actions intended 12

to prevent similar accidents. Recommendations should be directly 13

related to findings, should not contain opinion or speculation, and when 14

appropriate, should identify the specific organization responsible for 15

completing the recommended action. Recommendations will be 16

evaluated and may be incorporated into future operational direction 17

through established processes. 18

• Conclusions and Observations – Investigation team’s opinions and 19

inferences, and lessons learned may be captured in the section. 20

• Reference Materials 21

○ Maps/Photographs/Illustrations – Graphic information used to 22

document and visually portray facts. 23

○ Appendices – Reference materials (e.g., fire behavior analysis, 24

equipment maintenance reports, agreements). 25

Examples of AI reports are available from agency fire safety program managers. 26

Wildland Fire Serious Accident Investigation Process 27

For interagency serious accident investigations (SAI), a multi-agency delegation 28

of authority to conduct the investigation may be issued. The delegation will 29

ensure that the investigation meets the policy requirements of involved agencies. 30

• BLM/FWS – The Interagency Serious Accident Investigation Guide 31

establishes core direction for BLM, FWS, and interagency SAIs (exceptions 32

for aviation accidents are stated in the guide). The guide provides SAI 33

teams (SAIT) a standardized and comprehensive process for conducting 34

SAIs. The guide is available at 35

https://www.nps.gov/subjects/fire/upload/interagency-serious-accident-36

investigation-guide.pdf. SAI reports will be completed, routed, and 37

disseminated according to processes established in the guide. Reports may 38

contain information supplemental to the requirements of the guide if it 39

augments the BLM/FWS's ability to learn and to develop further 40

improvements. The guide may be used entirely or in part for accidents that 41

do not meet the serious accident definition. 42

• FS – The FS’s response to serious accidents includes the FLA which may 43

be used for unintended outcomes of all types and the CRP reserved for FS 44

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 379

employee fatality events. Both processes are explicitly non-punitive and 1

must have a delegation signed by a line officer so stating. FS aviation 2

accidents and incidents utilize the FS aviation mishap investigation process. 3

Current versions of the FLA and CRP guides can be found on the LLC’s 4

website https://www.wildfirelessons.net/viewdocument/facilitated-learning-5

analysis-and-l. 6

Fire Director Responsibilities 7

The fire director(s) or designee(s) of the lead agency, or agency responsible for 8

the land upon which the accident occurred, will: 9

• Ensure the agency safety manager and DASHO have been notified; 10

• Immediately appoint, authorize (through delegation of authority), and 11

deploy an accident investigation team; 12

• Provide resources and procedures adequate to meet the team’s needs; 13

• Receive the factual and management evaluation reports and take action to 14

accept or reject recommendations; 15

• Forward investigation findings, recommendations, and corrective action 16

plan to the DASHO (the agency safety office is the “office or record” for 17

reports); 18

• Convene an accident review board/board of review (if deemed necessary) to 19

evaluate the adequacy of the factual and management reports and suggest 20

corrective actions; 21

• Ensure a corrective action plan is developed, incorporating management 22

initiatives established to address accident causal factors; and 23

• Ensure SAIs remain independent of other investigations. 24

Agency Administrator Responsibilities 25

• Develop local preparedness plans to guide emergency response. 26

• Identify agencies with jurisdictional responsibilities for the accident. 27

• Provide for and emphasize treatment and care of survivors. 28

• Ensure the incident commander (IC) secures the accident site. 29

• Conduct an in-briefing to the investigation team. 30

• Facilitate and support the investigation as requested. 31

• Determine need and implement CISM. 32

• Notify home Tribe leadership in the case of a Native American fatality. 33

• Prepare and issue the required 24-hour preliminary report unless formally 34

delegated to another individual. 35

Notification 36

Agency reporting requirements will be followed. As soon as a serious accident 37

is verified, the following groups or individuals should be notified: 38

• Agency administrator; 39

• Public affairs; 40

• Agency law enforcement; 41

• Safety personnel; 42

• County sheriff or local law enforcement as appropriate to jurisdiction; 43

CHAPTER 18 REVIEWS AND INVESTIGATIONS

380 Release Date: January 2023

• NICC through the local dispatch center and GACC. Provide a Wildland 1

Fire Fatality and Entrapment Initial Report (PMS 405-1) directly to NICC 2

within 24 hours; 3

• Agency headquarters; and 4

• OSHA will be notified according to agency policy when an employee is 5

killed on the job or suffers a work-related hospitalization, amputation, or 6

loss of an eye. Refer to https://www.osha.gov/report.html. 7

○ A fatality must be reported within 8 hours. 8

○ An in-patient hospitalization, amputation, or eye loss must be reported 9

within 24 hours. 10

Notification to the respective agency’s fire national safety/risk management lead 11

is required. 12

Designating the Investigation Team Lead 13

The 1995 Memorandum of Understanding (MOU) between the U.S. Department 14

of the Interior and the U.S. Department of Agriculture states that serious 15

wildland fire-related accidents will be investigated by interagency investigation 16

teams. 17

The Memorandum of Agreement (MOA) between Department of Agriculture 18

Forest Service and Department of Interior augments and provides clarification 19

to the 1995 MOU for investigation type and team lead/deputy team 20

lead/interagency representative designation. The MOA also provides an 21

interagency template for joint delegation of authority. The MOA is available 22

from agency fire safety program managers. 23

Following initial notification of a serious accident, the agency DASHO will 24

designate a SAI team leader(s) and provide that person(s) with a written 25

delegation of authority to conduct the investigation and the means to form and 26

deploy an investigation team. 27

• BLM/NPS/FWS – The agency DASHOs have delegated this responsibility 28

to the respective agency fire directors. 29

• BLM – The FAD Safety Program Manager mobilizes SAITs in coordination 30

with the SAI team leader. 31

Accidents involving more than one agency will require a collaboratively 32

developed delegation of authority that is signed by each of the respective 33

agencies. 34

Serious Accident Investigation Team Composition 35

Serious accident investigation team (SAIT) members should not be affiliated 36

with the unit that sustained the accident. 37

Team Leader (Core Team Member) 38

The team leader is a senior agency management official, at the equivalent 39

associate/assistant regional/state/area/division director level. The team leader 40

will direct the investigation and serve as the point of contact to the designated 41

agency safety and health official (DASHO). 42

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 381

Chief Investigator (Core Team Member) 1

The chief investigator is a qualified accident investigation specialist is 2

responsible for the direct management of all investigation activities. The chief 3

investigator reports to the team leader. 4

Accident Investigation Advisor/Safety Manager (Core Team Member) 5

The accident investigation advisor/safety manager is an experienced safety and 6

occupational health specialist or manager who acts as an advisor to the team 7

leader to ensure that the investigation focus remains on safety and health issues. 8

The accident investigation advisor/safety manager also works to ensure strategic 9

management issues are examined. Delegating officials or their designee may, at 10

their discretion, fill this position with a trained and qualified National Wildfire 11

Coordinating Group (NWCG) safety officer, line (SOFR), safety officer, type 2 12

(SOF2), safety officer, type 1 (SOF1), or safety officer complex (SOFC). 13

Interagency Representative 14

An interagency representative will be assigned to every fire-related SAIT. The 15

interagency representative will assist as assigned designated by the team leader 16

and will provide a perspective from outside the agency. 17

Technical Specialists 18

Technical specialists are qualified and experienced in specialized occupations, 19

activities, skills, and equipment, addressing specific technical issues such as 20

specialized fire equipment, weather, and fire behavior. 21

Public Affairs Officer 22

For investigations with high public visibility and significant news media 23

interest, a public affairs officer (PAO) should be considered a part of the team. 24

The PAO should develop a communications plan for the team, be a designated 25

point of contact for news media, and oversee all aspects of internal and external 26

communications. Ideally, the PAO should be qualified as a complex, type 1, or 27

type 2 public information officer and be familiar with SAIT organization and 28

function. 29

• BLM – All media-related documents (news releases, talking points, etc.) 30

should be cleared through NIFC Public Affairs prior to external release. 31

Core SAIT members are required to take the Interagency Serious Accident 32

Investigation Course (1112-05) prior to an SAI assignment. This training is 33

required every 5 years to maintain currency unless the core SAIT member has 34

completed an SAIT assignment within the last 5 years. 35

• BLM/FWS/FS – This training is required every 5 years to retain currency. 36

CHAPTER 18 REVIEWS AND INVESTIGATIONS

382 Release Date: January 2023

Serious Accident Investigation 24- and 72-Hour Reports 1

The final 24-hour report will be approved by the agency administrator in 2

concurrence with the SAI delegating official. The 72-hour report will be 3

approved by the SAI delegating official. Both reports are sent to the agency fire 4

safety/risk management lead who will provide a copy to the LLC. Submissions 5

should be sent to kelly_woods@nps.gov. 6

• 24-Hour Preliminary Report – The 24-hour preliminary report contains 7

known basic facts about the accident. The responsible agency administrator 8

will complete the report and forward to the SAI delegating official. Names 9

of injured personnel will not be included in this report. Personnel may be 10

referenced by position. 11

• 72-Hour Expanded Report – The 72-hour report provides additional 12

factual information, if available. The information may include the number 13

of victims and severity of injuries. The focus should be on information that 14

may have immediate impact on future accident prevention. The SAIT will 15

complete and forward the 72-hour expanded report to the SAI delegating 16

official. Names of injured personnel will not be included in this report; 17

positions may be referenced. 18

Serious Accident Investigation Final Report 19

Within 60 calendar days of the incident, the SAIT will produce a final report 20

consisting of a factual report and a management evaluation report and forward to 21

the DASHO through the agency fire director(s). 22

• Factual Report (FR) – The FR contains a brief summary or background of 23

the event and facts based only on examination of technical and procedural 24

issues related to equipment and tactical fire operations. The FR does not 25

contain opinions, conclusions, or recommendations. Names of injured 26

personnel are not to be included in this report; positions may be referenced. 27

Post-accident actions (emergency response attribute to survival of a victim, 28

etc.) should be included in this report. FRs will be submitted to LLC by the 29

respective agency’s fire safety/risk management leads. Submissions should 30

be sent to kelly_w[email protected]ov. 31

• Management Evaluation Report (MER) – The MER is intended for 32

internal use only and explores management policies, practices, procedures, 33

and personal performance related to the accident. The MER categorizes 34

findings identified in the FR and provides recommendations to prevent or 35

reduce the risk of similar accidents. 36

Accident Review Board/Board of Review 37

An accident review board/board of review is used by some agencies to evaluate 38

recommendations and develop a corrective action plan. Refer to the respective 39

agency’s safety and health policy. 40

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 383

Fire Cause Determination and Trespass Investigation 1

Introduction 2

Agency policy requires determination of cause, origin, and responsibility for all 3

wildfires. Accurate fire cause determination is a critical first step for a 4

successful fire investigation and for targeting fire prevention efforts. Proper 5

investigative procedures, which occur concurrent with initial attack, more 6

accurately pinpoint fire causes and can preserve valuable evidence that would 7

otherwise be destroyed by suppression activities. Fire trespass refers to the 8

occurrence of unauthorized fire on agency-protected lands where the source of 9

ignition is tied to some type of human activity. 10

Initiation of fire cause determination must be started with notification of an 11

incident. Initial attack dispatchers are responsible for capturing all pertinent 12

information when the fire is reported and throughout the incident. The initial 13

attack IC and the initial attack forces are responsible for protecting the origin 14

area and initiating fire cause determination and documenting observations 15

starting with their travel to the fire. If probable cause indicates human 16

involvement, an individual qualified in fire cause determination (wildland fire 17

investigator [INVF] or cooperator equivalent) should be dispatched to the fire. 18

Policy 19

The agency must pursue cost recovery, or document why cost recovery is not 20

required, for all human-caused fires on public lands. The agency will also pursue 21

cost recovery for other lands under fire protection agreement where the agency 22

is not reimbursed for suppression actions, if stipulated in the agreement. 23

For all human-caused fires where negligence can be determined, trespass actions 24

are to be taken to recover cost of suppression activities, land rehabilitation, and 25

damages to the resource and improvements. Only fires started by natural causes 26

will not be considered for trespass and related cost recovery. 27

The determination whether to proceed with trespass action must be made on 28

“incident facts,” not on “cost or ability to pay.” Trespass collection is both a cost 29

recovery and a deterrent to prevent future damage to public land. Pursue 30

collection of costs, regardless of amount. This determination must be 31

documented and filed in the unit office’s official fire report file. 32

Unless specified otherwise in an approved protection agreement, the agency that 33

has the land management jurisdiction/administration role is accountable for 34

determining the cause of ignition, responsible party, and for obtaining all 35

billable costs, performing the billing, collection, and distribution of the collected 36

funds. The agency with the fire protection responsibility role must provide the 37

initial determination of cause to the agency with the land management 38

jurisdiction/administration role. The agency providing fire protection shall 39

provide a detailed report of suppression costs that will allow the jurisdictional 40

agency to proceed with trespass procedures in a timely manner. 41

CHAPTER 18 REVIEWS AND INVESTIGATIONS

384 Release Date: January 2023

Each agency’s role in fire trespass billing and collection must be specifically 1

defined in a relevant cooperative fire protection agreement between Federal and 2

State cooperators. Federal agencies will follow established procedures for each 3

agency and utilize the Intra-Governmental Payment and Collection (IPAC) 4

system to transfer funds. 5

Agency references: 6

• BLM – 9238-1 7

• NPS – RM-18, chapter 6 and RM-9 8

• FWS – 621 FW 1 9

• FS – FSM 5130 and FSM 5300 10

• BIA – For guidance regarding origin and cause determination on lands 11

under the jurisdiction of the Bureau of Indian Affairs, see 90 IAM 1.4C (10) 12

Wildland Fire Management - National Fire Investigation Handbook 13

available at 14

https://www.bia.gov/sites/default/files/dup/assets/public/raca/handbook/pdf/15

90_iam_6-16

h_wildfire_investigations_hb_final_signed_5.16.22_w.footer_508.pdf. 17

• BIA – For guidance regarding fire trespass and damage to Indian forest 18

products on lands under the jurisdiction of the Bureau of Indian Affairs, see 19

53 IAM, chapter 7-H, Indian Forest Management Handbook – Forest 20

Trespass, available at 21

https://www.bia.gov/sites/bia.gov/files/assets/bia/ots/dfwfm/pdf/idc-22

022535.pdf and https://www.bia.gov/policy-forms/handbooks. 23

Related Policy Documents 24

These documents provide specific direction related to incident and accident 25

investigations. 26

Safety

Prescribed Fire

DOI

485 DM, chapter 7

BLM

DOI Occupational Safety and Health

Program – Field Manual, 1112-1

NPS

DO/RM-50B, RM-18, chapter 3

RM-18, chapter 7

FWS

240 FW 7

FSH-6709.11

FSM-5140

FSM-5100 and FSH-6709.11, FSM 5720

(Aviation), FSM 5130 (Ground

Operations), FSM 6730 (Specific

Policy), FSH 6709.12 chapter 30

(General Guidance), and most recent

Accident Investigation Guide, for

specific guidance.

Same as “Safety”

REVIEWS AND INVESTIGATIONS CHAPTER 18

Release Date: January 2023 385

Safety

Prescribed Fire

Interagency

Information on accident investigations

may be found at

https://www.nps.gov/subjects/fire/upload

/interagency-serious-accident-

investigation-guide.pdf. For reporting

use Wildland Fire Fatality and

Entrapment Initial Report (PMS 405-1),

https://www.nwcg.gov/sites/default/files/p

ublications/PMS%20405-1.pdf

Same as “Safety”

CHAPTER 18 REVIEWS AND INVESTIGATIONS

386 Release Date: January 2023

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DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 387

Chapter 19 1

Dispatch and Coordination System 2

Introduction 3

The primary mission of the national dispatch/coordination system is the timely, 4

cost-effective, and efficient coordination, mobilization, and demobilization of 5

wildland fire resources. This mission is accomplished at the direction of agency 6

administrators and designated fire managers at the local, geographic, and 7

national level and delegated to the center manager. Agency administrators and 8

fire managers are responsible for providing direction to their respective 9

dispatch/coordination centers. The dispatch/coordination system implements the 10

movement of resources in response to the direction as delegated. 11

Agency administrators and fire managers will: 12

• Provide oversight for the development and implementation of 13

dispatch/coordination center plans and operating procedures (e.g., initial 14

response plans, dispatch operating guides/manuals, and mobilization 15

guides) that enable the effective implementation of the fire management 16

plan (FMP). 17

• Through prior planning, provide dispatch with an initial response plan to 18

allocate resources to new incidents under the leadership of the center 19

manager or delegated acting. 20

• Establish priorities for prepositioning and deployment of fire suppression 21

resources based on evaluation of current/predicted fire activity and 22

firefighting resource status and availability and communicate these 23

priorities to the dispatch/coordination managers through established 24

command channels for implementation. 25

• Serve as authorized representatives on local, geographic, and national 26

coordinating groups and multiagency coordinating (MAC) groups. 27

Dispatch/coordination center managers will: 28

• Ensure that dispatch/coordination center decisions and actions are 29

consistent with priorities, established plans, and operating procedures as 30

determined by agency administrators and fire managers. 31

• Implement preplanned response for allocation of resources to new incidents, 32

pursuant to their delegation from agency administrators and designated fire 33

managers. 34

• Develop and implement dispatch/coordination center plans and operating 35

procedures (e.g., initial response plans, dispatch operating guides/manuals, 36

and mobilization guides) that enable the effective implementation of the fire 37

management plan. 38

National Dispatch/Coordination System 39

The wildland fire dispatch and coordination system in the United States has 40

three levels (tiers): 41

• National – National Interagency Coordination Center (NICC) 42

CHAPTER 19 DISPATCH AND COORDINATION SYSTEM

388 Release Date: January 2023

• Geographic – Geographic Area Coordination Centers (GACC) 1

• Local – Local dispatch centers 2

Logistical dispatch operations occur at all three levels, while initial attack 3

dispatch operations occur primarily at the local level. Any geographic area or 4

local dispatch center using a dispatch system outside the three-tier system must 5

justify why a non-standard system is being used and request written 6

authorization from the BLM, FWS, and/or NPS national office or USFS regional 7

office. 8

National Interagency Coordination Center 9

The National Interagency Coordination Center (NICC) is located at the National 10

Interagency Fire Center (NIFC), in Boise, Idaho. The principal mission of NICC 11

is the cost-effective and timely coordination of land management agency 12

emergency response for wildland fire at the national level. This is accomplished 13

through planning, situation monitoring, and expediting resource orders between 14

the Bureau of Indian Affairs (BIA) areas, Bureau of Land Management (BLM) 15

states, National Association of State Foresters (NASF), Fish and Wildlife 16

Service (FWS) regions, Forest Service (FS) regions, National Park Service 17

(NPS) regions, National Weather Service (NWS) regions, Federal Emergency 18

Management Agency (FEMA) regions through the United States Fire 19

Administration (USFA), and other cooperating agencies. 20

The NICC coordinates any requests for support from foreign countries, either 21

through Departments of Agriculture (USDA) and Interior (DOI) agreements 22

(Canada and Mexico) or arrangements (Australia and New Zealand), or from the 23

Forest Service International Programs’ Disaster Assistance Support Program 24

(DASP) through the U.S. Agency for International Development’s Office of 25

Foreign Disaster Assistance. 26

The NICC supports non-fire emergencies when tasked by an appropriate agency, 27

such as FEMA, through the National Response Framework (NRF). The NICC 28

collects and consolidates information from the GACCs and disseminates the 29

National Incident Management Situation Report through the NICC website at 30

https://www.nifc.gov/nicc/sitreprt.pdf. 31

Geographic Area Coordination Centers 32

There are 10 GACCs, each of which serve a specific geographic portion of the 33

United States. Each GACC interacts with the local dispatch centers, as well as 34

with NICC and neighboring GACCs. Refer to the National Interagency 35

Mobilization Guide for a complete directory of GACC locations, addresses, and 36

personnel. 37

The principal mission of each GACC is to provide the cost-effective and timely 38

coordination of emergency response for all incidents within the specified 39

geographic area. GACCs are also responsible for: 40

• Determining needs; 41

• Coordinating priorities; 42

DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 389

• Facilitating mobilization of resources within their geographic area (GA) and 1

in support of other GAs; and 2

• Supplying intelligence associated with incidents and resource availability 3

within their GA to NICC and cooperating agencies. 4

Local Dispatch Centers 5

Local dispatch centers are located throughout the country as dictated by the 6

needs of fire management agencies. Local dispatch centers dispatch multi-7

agency wildland firefighting resources within a preestablished and identified 8

dispatch zone boundary. The principal mission of a local dispatch center is to 9

provide safe, timely, and cost-effective coordination of emergency response for 10

all incidents within its specified geographic area. This entails the coordination of 11

initial attack responses and the ordering of additional resources when fires 12

require extended attack. 13

Local dispatch centers are also responsible for supplying intelligence and 14

information relating to fires and resource status to their GACC and to their 15

agency managers and cooperators. Local dispatch centers may work for, or with, 16

numerous agencies, but should only report to one GACC. 17

Some local dispatch centers are also tasked with law enforcement and agency 18

administrative workloads for non-wildfire operations. If this is the case, a 19

commensurate amount of funding and training should be provided by the 20

benefiting activity to accompany the increased workload. If non-wildfire 21

workload is generated by another agency operating in an interagency dispatch 22

center, the agency generating the additional workload should offset this 23

increased workload with additional funding or personnel. 24

Mobilization Guides 25

The NICC and each GACC annually publish a mobilization guide. The 26

mobilization guides identify standard procedures which guide the operations of 27

multi-agency logistical support activity throughout the coordination system. 28

These guides are intended to facilitate interagency dispatch coordination, 29

ensuring timely and cost-effective incident support services are provided. Local 30

and geographic area mobilization guides supplement the National Interagency 31

Mobilization Guide. 32

The National Interagency Mobilization Guide (NFES 2092) and links to 33

geographic area mobilization guides are available at https://www.nifc.gov/nicc/. 34

Local Mobilization Guide/Dispatch Operating Plan 35

Local dispatch centers will have a local mobilization guide or dispatch operating 36

plan to supplement the GACC and national mobilization guides. The 37

mobilization guide or operating plan will include or provide reference to the 38

minimum elements and procedures to guide the operation of a local dispatch 39

center. See appendix P for minimum required elements and procedures for 40

inclusion in a local mobilization guide/dispatch operating plan or at 41

https://www.nifc.gov/standards/guides/red-book. 42

CHAPTER 19 DISPATCH AND COORDINATION SYSTEM

390 Release Date: January 2023

Local and Geographic Area Drawdown 1

Drawdown is the predetermined number and type of suppression resources that 2

are required to maintain viable initial attack capability at either the local or 3

geographic area. Drawdown resources are considered unavailable outside the 4

local or geographic area for which they have been identified. 5

Drawdown is intended to: 6

• Ensure adequate fire suppression capability for local and/or geographic area 7

managers; and 8

• Enable sound planning and preparedness at all management levels. 9

Although drawdown resources are considered unavailable outside the local or 10

geographic area for which they have been identified, they may still be 11

reallocated by the geographic area or national MAC to meet higher priority 12

obligations. 13

Establishing Drawdown Levels 14

Local drawdown is established by the local unit and/or the local MAC group and 15

implemented by the local dispatch office. The local dispatch office will notify 16

the Geographic Area Coordination Center (GACC) of local drawdown decisions 17

and actions. 18

Geographic area drawdown is established by the Geographic Multi-Agency 19

Coordinating Group (GMAC) and implemented by the GACC. The GACC will 20

notify the local dispatch offices and NICC of geographic area drawdown 21

decision and actions. 22

National Ready Reserve 23

National Ready Reserve (NRR) is a means by which the NMAC identifies and 24

readies specific categories, types, and quantities of fire suppression resources in 25

order to maintain overall national readiness during periods of actual or predicted 26

national suppression resource scarcity. 27

NRR implementation responsibilities are as follows: 28

• NMAC establishes NRR requirements by resource category, type, and 29

quantity. 30

• NICC implements NMAC intent by directing individual GACCs to place 31

specific categories, types, and quantities of resources on NRR. 32

• GACCs direct local dispatch centers and/or assigned incident management 33

teams (IMT) to specifically identify resources to be placed on NRR. 34

• NICC mobilizes NRR assets through normal coordination system channels 35

as necessary. 36

National ready reserve resources must meet the following requirements: 37

• May be currently assigned to ongoing incidents; 38

• Must be able to demobilize and be en route to new assignment in less than 2 39

hours; 40

DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 391

• Resources must have a minimum of 7 days left in 14-day rotation 1

(extensions will not be factored in this calculation); 2

• May be assigned to incidents after being designated ready reserve, in 3

coordination with NICC; and 4

• Designated ready reserve resources may be adjusted on a daily basis. 5

NMAC will adjust ready reserve requirements as needed. Furthermore, in order 6

to maintain national surge capability, NMAC may retain available resources 7

within a geographic area, over and above the established geographic area 8

drawdown level. 9

Dispatch/Coordination Center Administration 10

Memorandum of Understanding 11

Each dispatch/coordination center will have a memorandum of understanding 12

(MOU) signed by all cooperators. This MOU will be reviewed and updated 13

annually. Dispatch/coordination center MOUs and their associated operating 14

plans will be current and will define: 15

• The roles and responsibilities of each interagency partner’s fiscal and 16

infrastructure support responsibilities; 17

• Administrative oversight/support groups involved with the 18

dispatch/coordination center; 19

• Clear fiscal reimbursement procedures and interagency funding procedures; 20

• The dispatch/coordination center’s organizational charts; 21

• Communication protocols for local and geographic area cooperating 22

agencies, including briefings, planned meetings, and conference calls; 23

• Procedures for IMT mobilization and close-out; and 24

• Supporting documentation, such as any local initial attack or fire and 25

aviation agreements for units serviced by the center. 26

Funding for facilities, equipment, and staffing needs shall be identified in each 27

participating agency’s planning and budget process and included in the 28

MOU/operating plan. 29

Service and Supply Plans 30

All local dispatch centers shall maintain a service and supply plan that contains 31

current copies of procurement documents related to locally available resources. 32

Service and supply plans must be current, complete, organized, and accessible to 33

initial attack and expanded dispatchers. 34

The service and supply plan will contain current copies of competitive incident 35

blanket purchase agreements (I-BPAs), as well as source lists for incident-only 36

agreements. Resources and their respective contracts/agreements will be entered 37

into the Interagency Resource Ordering Capability (IROC) system, if applicable; 38

and naming conventions will meet national standards. 39

For additional required components of a service and supply plan, refer to 40

appendix P at https://www.nifc.gov/standards/guides/red-book. 41

CHAPTER 19 DISPATCH AND COORDINATION SYSTEM

392 Release Date: January 2023

Continuity of Operations Plan 1

All centers will maintain a current continuity of operations plan (COOP) which 2

includes a preidentified alternate location with adequate supplies, notification 3

procedures for activation, a back-up computer system, and contingency plans for 4

loss of telecommunications equipment and/or loss of access to network 5

connectivity. Additionally, all centers which are required to maintain 6

communications with field-going resources, including aircraft, will ensure the 7

COOP identifies procedures to maintain and/or transfer communications in the 8

event of a possible loss of radios and/or telecommunications equipment. 9

A dispatch center and a coordination center shall be designated as an emergency 10

facility that meets the requirements of applicable building codes and NFPA 11

standards for communication centers. They shall be equipped with a critical 12

operations power system (COPS) that provides emergency power to 13

communications systems, information technology (IT) rooms, telephone and 14

radio rooms, electrical equipment rooms, mechanical equipment, fire protection 15

equipment rooms, sanitary facilities, security systems, and other spaces and 16

equipment designated by the Authority Having Jurisdiction (AHJ) as requiring 17

critical operations power. 18

Dispatch/Coordination Center Manager Delegation of Authority 19

All dispatch/coordination center managers shall have a signed delegation of 20

authority providing an adequate level of operational authority from all 21

participating agencies. The delegation of authority will include appropriate 22

supervisory authority and a process for completion of employee performance 23

evaluations. 24

The dispatch/coordination center manager may, where appropriate, complete a 25

delegation of authority for staff that identifies roles and responsibilities for the 26

acting center manager, coordinator-on-duty, floor supervisor, and/or internal 27

duty officer. 28

National Interagency Coordination Center Functional Responsibilities 29

The NICC has established the coordinator-on-duty (NICC COD) position. The 30

NICC COD is responsible for managing the daily operation of the NICC and for 31

resource allocation decisions in alignment with NMAC direction. 32

Positioning and Movement of Resources 33

The NICC, in conjunction with the GACCs, is responsible for ensuring a 34

coordinated response to wildland fire incidents and/or all-hazards incidents 35

under the NRF or other appropriate authorities. The NICC positions resources 36

(personnel, aircraft, supplies, and equipment) to meet existing and anticipated 37

incident, preparedness, severity, wildland, and prescribed fire needs regardless 38

of geographic location or agency affiliation. Additionally, NICC coordinates 39

movement of resources across geographic area boundaries and allocates 40

resources according to NMAC direction when competition for wildland fire 41

resources occurs among geographic areas. 42

DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 393

Management of National Aviation Resources 1

As directed or delegated by NMAC, NICC allocates national resource aviation 2

assets, in conjunction with appropriate agency aviation leadership, to the 3

geographic areas based upon national priorities. These national resources 4

include: 5

• Federal airtankers 6

• Federal single engine airtankers (SEATs) 7

• Large transport aircraft 8

• Modular Airborne Fire Fighting System (MAFFS) airtankers 9

• Type 1 and 2 FS exclusive-use (EU)/call-when-needed (CWN) helicopters 10

and associated helitack and/or rappellers 11

• Airborne thermal infrared (IR) fire mapping aircraft 12

• Leadplanes and aerial supervision modules 13

• Smokejumpers 14

• Smokejumper aircraft 15

• Water scoopers 16

• Federally contracted, EU and CWN unmanned aircraft system (UAS) 17

• Rappelers 18

The NICC has established authorities and procedures for dispatching aviation 19

resources. These authorities and procedures include: 20

• Aircraft ordering protocols for fire, logistical and administrative flights; 21

• Tracking of all aircraft ordered through NICC that cross geographic area 22

boundaries; 23

• Mechanisms for disseminating availability and commitment status 24

throughout the dispatch/coordination system; and 25

• Procedures for mobilization and use of large transport aircraft (NICC is the 26

sole source for large transport aircraft). 27

• GACCs hosting national type 1 and 2 helicopters will coordinate with NICC 28

prior to releasing flight crews for the day when those resources are not 29

being used within the host area and could be utilized elsewhere for 30

emerging or ongoing fire activity. 31

• Priority should be given to EU aviation assets over CWN aviation assets 32

whenever feasible. 33

Management of National Support Resources 34

NICC mobilizes national support resources such as National Interagency Radio 35

Support Cache (NIRSC) radio systems and kits, incident remote automatic 36

weather stations (RAWS), project remote automatic weather stations, national 37

contract mobile food services, and national contract mobile shower facilities. 38

Refer to the National Interagency Mobilization Guide for more information. 39

Allocation of Other National Resources 40

As directed or delegated by the NMAC, NICC mobilizes national program 41

resources such as national interagency buying teams, administrative payment 42

teams, burned area emergency response teams, and national fire prevention and 43

CHAPTER 19 DISPATCH AND COORDINATION SYSTEM

394 Release Date: January 2023

education teams to the geographic areas based upon national priorities. Refer to 1

the National Interagency Mobilization Guide for more information. 2

Predictive Services 3

The National Predictive Services Program mission is to integrate climate, 4

weather, fuels, situation, and incident resource status information to enhance the 5

ability of managers to make sound decisions for both short- and long-range 6

strategic planning. Working as cohesive units situated at each of the Geographic 7

Area and National Interagency Coordination Centers, Predictive Services will 8

blend the functions of intelligence, fire management analysis, and meteorology 9

for delivering decision support products and services in support of geographic 10

area and national decision-making. 11

The National Predictive Services Oversight Group (PSOG) provides 12

management oversight and direction to the National Predictive Services 13

Program. The group coordinates, directs, and oversees the development and 14

implementation of national program products and services, ensures the integrity 15

and cohesiveness of program operations, arbitrates differences, and provides a 16

venue for dialogue and deliberation in support of a sustainable and effective 17

program. 18

The National Predictive Services staff works under the direction of the NICC 19

Manager, with guidance from NMAC. Geographic Area Coordination Center 20

Predictive Services staff work under the direction of the GACC manager, with 21

guidance from the Geographic Area Coordinating Groups (GACG). National 22

and GACC missions share importance; and as such, National and GACC 23

Predictive Services work in unison to create and maintain products and services 24

which provide value to users at all levels. 25

Predictive Services is comprised of meteorologists, fuels and fire behavior 26

analysts, intelligence coordinators, and officers at NICC and the GACCs. GACC 27

managers and GACGs determine the need and allocation of positions within 28

each GACC with input from National Predictive Service staff, the NICC 29

Manager, and NMAC. 30

International and Department of Defense Assistance 31

The NICC serves as the focal point for international assistance requested from 32

NMAC either under existing agreements or by the US Department of State. The 33

NICC also serves as the focal point for any requests for assistance from the 34

Department of Defense. 35

For more information, see agreements at 36

https://www.nifc.gov/nicc/logistics/references.htm. 37

Geographic Area Coordination Center Functional Responsibilities 38

Each GACC manager will be responsible for managing the daily operation of 39

the GACC and for resource allocations within their GA. Resource allocation will 40

be in alignment with their GMAC and NMAC. The GACC manager may 41

DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 395

identify an additional point-of-contact (POC) in the form of coordinator-on-duty 1

(COD), duty officer and/or duty chief. 2

Positioning and Movement of Resources 3

Geographic Area Coordination Centers, in conjunction with NICC and local 4

dispatch centers, are responsible for ensuring a coordinated response to wildland 5

fire incidents and/or all-hazards incidents under the NRF or other appropriate 6

authorities. GACCs mobilize and position resources (personnel, aircraft, 7

supplies, and equipment) internally among local dispatch centers to meet 8

existing and anticipated incident, preparedness, severity, wildland, and 9

prescribed fire needs, regardless of geographic location or agency affiliation. 10

Geographic Area Coordination Centers coordinate movement of resources 11

within geographic area boundaries and allocate resources according to GMAC 12

direction when competition for wildland fire resources occurs within the 13

geographic area. Geographic Area Coordination Centers will ensure adequate 14

fire suppression capability for local and/or geographic area managers and enable 15

sound planning and preparedness at all management levels. 16

Geographic areas will establish priorities for their incidents and wildland fires 17

and report them to NICC. Geographic Area Coordination Centers will notify 18

NICC and adjoining GACCs of the commitment of national resources within 19

their area and will notify the local dispatch offices and the NICC of geographic 20

area drawdown decision and actions. 21

Activities associated with the NRF will be accomplished utilizing established 22

dispatch coordination procedures. The affected GACC will coordinate ordering 23

points with the regional ESF #4 coordinator and the ESF #4 lead at the 24

appropriate Regional Response Coordination Centers (RRCC) and Joint Field 25

Offices (JFO). 26

Management of Aviation Resources 27

Geographic Area Coordination Centers have established authorities and 28

procedures for dispatching aviation resources. These procedures include: 29

• Aircraft ordering protocols for fire, logistical and administrative flights; 30

• Procedures for ordering agency-approved infrared (IR) mapping aircraft and 31

UAS; 32

• Procedures for tracking of all aircraft within geographic area boundaries; 33

• Mechanisms for disseminating availability and commitment status 34

throughout the dispatch/coordination system; 35

• Ordering and operational procedures between the GACC, dispatch center(s) 36

and airtanker base(s); 37

• Procedures for flight following (including protocols for use of Automated 38

Flight Following (AFF) and initial call on the National Flight Following 39

frequency; 40

• Procedures for ordering and establishing temporary flight restrictions (TFR) 41

and operating guidelines for airspace deconfliction for military air space 42

(military training route [MTR], special use airspace [SUA], military 43

CHAPTER 19 DISPATCH AND COORDINATION SYSTEM

396 Release Date: January 2023

operations area [MOA]) and restricted areas. Geographic Area Coordination 1

Centers will participate in planned airspace meetings annually; 2

• Procedures for ordering and utilization of Federal Aviation Administration 3

(FAA) temporary towers; 4

• Procedures for reporting through the SAFECOM system; and 5

• Procedures for reporting drone intrusions. 6

Predictive Services 7

The GACC and/or Predictive Service managers will provide daily supervision of 8

their respective Predictive Services programs, including developing GACC-9

specific operating plans. These plans will encompass the daily activities of the 10

GACC Predictive Services program, including supervision, the flow of 11

information within the GACC and geographic area, and the products produced 12

for geographic area purposes. GACC and/or predictive service managers will 13

have ultimate responsibility for ensuring GACC Predictive Services staff have 14

the appropriate allocation of time and resources to produce required national 15

products, including the National 7-Day Significant Fire Potential Outlook, the 16

National Significant Wildland Fire Potential Outlook, and Fuels and Fire 17

Behavior Advisories as needed. 18

Local Dispatch Center Functional Responsibilities 19

Local dispatch centers are responsible for initial attack dispatching, coordination 20

of communications, intelligence gathering and dissemination, and logistical 21

support for local incidents and field operations. 22

Initial Attack Dispatching 23

Local dispatch centers are the focal point for the report of, and initial response to 24

wildland fires, and under appropriate authorities, other emergency incidents at 25

the local level. Deployment of response resources is made in accordance with 26

local processes and procedures as outlined in the dispatch center’s mobilization 27

guide. 28

Each dispatch office with the responsibility for initial response to wildland fires 29

shall have a preplanned response plan that allocates resources to new wildland 30

fires in accordance with fire management direction, initial attack agreements, 31

and established ordering procedures. The preplanned response plan will be 32

reviewed and updated annually prior to fire season. 33

Incident records will be created by the dispatch center with delegated authority 34

for the benefiting agency and associated Protecting Unit 35

(https://www.nwcg.gov/term/glossary/unit-protecting) based on the point of 36

origin (POO) of the incident. Reference “jurisdictional unit” 37

(https://www.nwcg.gov/term/glossary/unit-jurisdictional) for additional 38

information. Unique incident identifiers are the concatenation of the year from 39

the fire discovery date/time, the POO protecting unit, and the local incident 40

identifier. The year is not exposed to the user in most applications. Unique 41

incident identifiers are referenced in user interface in the following format: MT-42

DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 397

FNF-000567. Incident data and all ordering for the incident is tracked under this 1

unique designator for the life of the incident. Multiple event/records will not be 2

created when an incident burns onto or crosses jurisdictional boundaries. When 3

duplicate records are inadvertently created, every effort will be made to rectify 4

by aligning incident and resource data associated with two records to the correct 5

record, the duplicate record will be updated to an invalid record. 6

Additionally, each center will have a method to document actions taken and 7

resources sent to wildland fires. Centers may use either a manual or computer-8

aided dispatch system. 9

Each dispatch center shall have maps posted that depict initial attack response 10

areas, land ownership, jurisdictional and protection boundaries, hazards, and 11

resource concerns. Each center will also ensure that computer-aided dispatch 12

(CAD) and geographic information system (GIS) products are current, 13

functioning, and utilized. 14

When an incident’s POO is on unprotected lands 15

(https://www.nwcg.gov/term/glossary/unprotected-16

lands#:~:text=Areas%20for%20which%20no%20fire,a%20timber%20or%20ran17

geland%20association) or areas for which no fire organization has responsibility 18

for management of a wildfire authorized by law, contract, or personal interest of 19

the fire organization (e.g., a timber or rangeland association), there are two 20

acceptable rationales for local dispatch incident record creation: 21

• The responding organization determines threat to protected lands. 22

• The responding organization determines incident has already burned onto 23

protected lands. 24

Fire management direction/duty officer will determine if either criterion is met 25

and necessitates an incident record creation and subsequent response. In this 26

instance, the responding organization’s Unit Identifiers (Unit ID) will be used 27

for the protecting unit data element within the unique incident identifier. 28

Dispatch centers will have protocols in place for frequency management, 29

priority use of frequencies, and procedures for obtaining additional frequencies. 30

Local dispatch centers will have protocols in place for monitoring, requesting, 31

and disseminating fire weather forecasts, spot weather forecasts, fire weather 32

watches, red flag warnings and other severe weather events (e.g., severe storm 33

warnings, flash flood warnings, tornado warnings) to firefighters, incident 34

commanders, and field-going personnel. 35

The National Multi-agency Coordination Group has established incident name 36

protocols. Guidance can be found at 37

https://www.nifc.gov/nicc/administrative/nmac/index.html. 38

All required reference material will be current and accessible, and expired or 39

out-of-date material will be removed. 40

CHAPTER 19 DISPATCH AND COORDINATION SYSTEM

398 Release Date: January 2023

Intelligence 1

The intelligence function is responsible for gathering and disseminating 2

incident, resource, weather, and predictive services information. Each dispatch 3

center will ensure that locations and conditions of the fire weather stations are 4

known, and a current weather station catalog is available. Weather data will be 5

archived daily in WIMS and seasonal inputs will be maintained, including 6

vegetative state, fuel moisture values, daily state of the weather observations, 7

and updating breakpoints. 8

• FS – Dispatch centers are required to have a person trained in the National 9

Fire Danger Rating System (NFDRS) assigned to data quality assurance 10

responsibilities. 11

Dispatch centers will ensure that coordination/communication with the local 12

NWS Forecast Office occurs annually prior to fire season. 13

Local dispatch centers will have a process in place for submission of the daily 14

situation report and ICS-209s. 15

Dispatch centers with websites will ensure current intelligence and weather 16

information is posted. 17

Expanded Dispatch and Incident Business Management 18

Expanded dispatch is a functional branch of the Incident Support Organization 19

(ISO) that supports incidents and expands as local fire conditions and activity 20

dictates. Expanded dispatch is established when a high volume of activity 21

indicates that increased dispatch and coordination capability is required. 22

Each dispatch center will have an expanded dispatch operating plan which 23

provides specific details about when, where, and how to implement an expanded 24

dispatch. The plan will identify logistical support facilities available for 25

expanded dispatch use. These facilities will be preidentified, procured, and 26

available for immediate setup, along with necessary equipment. 27

The expanded dispatch workspace will be separate from, but accessible to, the 28

initial attack organization. The area should have adequate office space, including 29

suitable lighting, heating/cooling systems, and security. Expanded dispatchers 30

will have access to communications equipment, including telephones, fax 31

machines, copiers, and computer hardware with adequate data storage space. 32

Qualified personnel should be on site in order to adequately staff required 33

expanded dispatch functions. Expanded dispatch supervisors are responsible for 34

establishing a staffing and operating schedule for expanded dispatch, including 35

operational period changes, briefings, and strategy meetings. 36

Aviation 37

Each dispatch center will have documented procedures established for 38

dispatching of aviation resources. These procedures will include: 39

• Aircraft ordering protocols for fire, logistical, and administrative flights; 40

• Procedures for ordering agency-approved IR mapping aircraft and UAS; 41

DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 399

• Procedures for disseminating availability and commitment status throughout 1

the dispatch/coordination system; 2

• Procedures for coordination with airtanker bases; 3

• Procedures for airtanker, smokejumper, and rappeler use and restrictions; 4

• Procedures for flight following (including protocols for use of AFF and 5

initial call on the National Flight Following frequency); 6

• Procedures for ordering and establishing TFRs; 7

• Procedures for airspace de-confliction for military air space (MTR, SUA, 8

MOA) and restricted areas, and current aviation flight hazard maps or 9

military operating area sectionals; 10

• Procedures for requesting FAA temporary towers; 11

• Procedures for reporting through the SAFECOM system; and 12

• Procedures for reporting drone intrusions. 13

Accident Notification 14

When an accident occurs, agency notification requirements will be followed. As 15

soon as the accident is verified, the following should be notified: 16

• Local dispatch center; 17

• Unit fire management officer (FMO); and 18

• Agency administrators. 19

Additional notifications should occur in the dispatch/coordination system, from 20

the local dispatch center to the NICC through the GACC. 21

Incident Emergency Management Planning 22

To achieve successful medical response, agency administrators will ensure that 23

their units have completed the following items prior to each field season: 24

• A medical emergency response plan that identifies medical evacuation 25

options, local/county/State/Federal resource capabilities, capacities, 26

ordering procedures, cooperative agreements, role of dispatch centers, and 27

key contacts or liaisons; 28

• Standardized incident and communication center protocols identified in the 29

“Medical Incident Report” section of the IRPG. 30

• For incidents that require the preparation of an incident action plan (IAP), 31

Form ICS-206-WF will be used. This form is available at 32

https://www.nwcg.gov/sites/default/files/products/ics-33

forms/ics_206_wf.pdf. 34

Dispatch/Coordination Center Reference Material 35

All coordination/dispatch centers will have reference materials available to all 36

dispatchers. See appendix P for a list of minimum required reference materials 37

at https://www.nifc.gov/standards/guides/red-book. 38

CHAPTER 19 DISPATCH AND COORDINATION SYSTEM

400 Release Date: January 2023

Training 1

Dispatch/coordination center staff will be trained in, and follow established 2

procedures for, the use of applications utilized in center operations. 3

Personnel will be cross trained in each function (i.e., aircraft, crews, overhead, 4

equipment, intelligence) in order to provide staffing coverage. Dispatch 5

personnel will be trained in and follow center procedures for the following (as 6

applicable): 7

• Interagency Resource Ordering Capability (IROC); 8

• Computer-aided dispatch (CAD); 9

• Fire Code; 10

• Automated Flight Following (AFF); 11

• Unit Identifiers; 12

• SIT Report/209; and 13

• Other applications (e.g., WFDSS, e-ISuite). 14

All dispatch center employees will have a documentation file for current season 15

training, past season fire training, certifications and experience, fire experience, 16

performance evaluations, and have position task books initiated appropriate to 17

their training needs. All supervisors will be familiar with safety and accident 18

reporting processes (e.g., Safety Management Information System [SMIS], 19

SAFENET, SAFECOM). 20

All employees will have current incident qualification cards produced by the 21

Incident Qualifications and Certification System (IQCS) as per chapter 13. 22

• BLM – BLM employees are required to complete the Fire and Aviation 23

Employee Orientation Checklist available at 24

https://www.nifc.gov/standards/blm-preparedness-review. 25

Facilities and Equipment 26

All dispatch/coordination centers will have a telephone system with an adequate 27

number of lines for normal business volume, and the capability to expand as 28

conditions dictate. Centers will have teleconference capabilities commensurate 29

with the anticipated volume of business. 30

Copying, facsimile, computer, and GIS systems shall meet operational needs 31

(quantity and capability) and comply with agency standards. Software will be 32

compatible with information resource management and agency requirements for 33

security. 34

All facilities shall have an evacuation plan, security plan, and safety practices in 35

place to safeguard the health and welfare of employees. 36

Adequate facilities will be available to host an expanded dispatch or Multi-37

Agency Coordination (MAC) Group and shall include telephones, computer 38

access, copiers, and basic office supplies. Rooms for MAC Group use will have 39

adequate information technology (IT) equipment and support. 40

DISPATCH AND COORDINATION SYSTEM CHAPTER 19

Release Date: January 2023 401

All centers will have adequate workspace with room for reference materials and 1

other necessary items to perform assigned duties. Individual workspace should 2

be provided away from the initial attack floor for each permanent employee, and 3

a break room area should be provided for employees. 4

Employees will have access to a locked area to store data that may contain 5

personally identifiable information (PII) or personal items. 6

Radio Systems 7

Radio systems will have an adequate number of frequencies to provide for 8

separation of incidents and use by all interagency partners. Base station and 9

repeater transmissions shall be recorded and maintained in accordance with 10

agency records management policies. Radio systems may have alert tones 11

available for use as determined by local center policies.12

SAMPLE QUESTIONS FOR SITE VISITS BY AGENCY ADMINISTRATORS APPENDIX A

Version 01.2022 APPENDIX A-1

Appendix A

Sample Questions for Fire Site Visits

by Agency Administrators

Management Direction

Who is the incident commander? If the fire is being managed under unified

command, are all commanders present? Is the incident operating smoothly?

hat is the incident organization?

What is the current situation? What has been damaged or is at risk?

Have you received adequate direction for the management of the incident?

Is a Wildfire Decision Support System required/still valid?

What are the incident management objectives? Constraints? Probability of

success?

re the tactics in the incident action plan realistic and achievable with

current resources?

s a resource advisor needed?

What are your estimates of suppression costs?

What are the incident commander’s concerns?

What are the local, social, economic, and political issues?

Are there rehabilitation needs?

What can I, as the agency administrator, do to help?

Safety

What are your safety concerns?

Are these concerns resolved? If not, what needs to be done?

What is the general safety attitude and emphasis?

Have you assessed the potential hazardous situations and determined if the

fire can be fought safely?

ave you applied the Fire Orders, Watch Out Situations, Lookout,

Communication, Escape Routes, Safety Zones (LCES) process in selecting

safe and effective strategies and tactics?

ave you effectively briefed firefighters on hazards, safety zones, escape

routes, and current and expected weather and fire behavior?

s the safety officer position filled? If not, how is this function being

addressed?

re you monitoring work schedules to ensure adequate rest? Are you

meeting the standard work/rest guidelines?

ave you provided for adequate rest, food, water, and health services for all

personnel?

e all the fire personnel qualified for the positions they hold, and are they

physically able to perform?

ave you had any injuries or accidents?

APPENDIX A SAMPLE QUESTIONS FOR SITE VISITS BY AGENCY ADMINISTRATORS

APPENDIX A-2 Version 01.2022

Fire Suppression Operations

What is the fire weather forecast (present and extended)?

What is the fire behavior potential?

Are fire personnel briefed on incident objectives, strategies, tactics,

organization, communications, hazards, and safety principles?

re the strategy and tactics based on current and forecasted weather?

Are the strategy and tactics safe, effective, and consistent with

management’s objectives and accepted fire policies and procedures?

o you have effective communication on the incident and with dispatch?

Are you monitoring weather and fire behavior to make needed adjustments

to strategy and tactics?

re you using tactical aircraft? Do you have an assigned air tactical group

supervisor?

s aircraft use safe, effective, and efficient? Do you have a temporary flight

restriction (TFR)?

f the fire escapes initial attack, what will your role be in developing the

Wildland Fire Decision Support System?

Administration

Do you have any administrative concerns?

What arrangements have you made to complete time reports, accident

forms, fire report, etc.?

id all orders and procurement go through dispatch?

Do you have any outstanding obligations?

Are all rental agreements and use records properly completed?

How did the fire start? If human-caused, has an investigation been initiated

to determine the cause and develop a trespass case?

Do you

know of any current or potential claims?

Dispatch Office

Is the incident receiving fire weather and fire behavior information?

Is the incident getting the resources ordered in a timely manner?

Is dispatch adequately staffed?

What are the local, area, and national preparedness levels? How do they

affect this fire?

re the elements identified at the various preparedness levels being

considered?

hat are the current local, area and national fire situations?

What is the priority of existing fires and how are the priorities being

determined?

MANAGER’S SUPPLEMENT FOR POST INCIDENT REVIEW APPENDIX B

Version 01.2022 APPENDIX B-1

Appendix B

Manager’s Supplement for Post Incident Review

Incident Commander

Incident Name and Number

Start Date and Duration of Incident

Date of Incident Debriefing

List of Debriefing Attendees:

Brief synopsis of fire behavior and narrative of the incident:

Fire Size-up:

• Gave an accurate sizeup of the fire to dispatch upon arrival?

• Managed fire suppression resources in accordance with the management objectives

for the area and availability of resources?

• Did the unit support organization provide timely response and feedback to your

needs? (appendix A)

• Were there any radio communication issues?

Provide for the Safety and Welfare of Assigned Personnel:

• Gave operation briefing prior to firefighters being assigned to incident operations.

• How were incoming resources debriefed; via radio, personal contact?

• Were agency work/rest guidelines followed? Was adequate food and water

provided to firefighters?

Fire Suppression Operations:

• Explain how the strategies and tactics used met management objectives, without

compromising adherence to the Fire Orders, Watch Out Situations, and LCES.

• How were weather conditions (daily weather briefings, spot weather forecasts or

other) monitored?

• Were there adjustments needed to strategy and tactics?

• What were the potentially hazardous situations and their mitigations?

• How were projected changes in the weather, tactics, hazards, and fire behavior

communicated to fire personnel?

• Were communications effective with dispatch and supervisor?

• Were all interested parties kept informed of progress, problems, and needs? Was

aviation support used? If so, was it effective?

• Were there any injuries, close calls, or safety issues that should be discussed? Were

these documented?

Administrative Responsibilities:

• Submitted complete documentation to supervisor for time, accidents, incident

status, unit logs, evaluations, and other required or pertinent reports?

• Provided timely and effective notification of the fire status and unusual events or

occurrences to dispatch and management.

• As requested, provided effective input into the Wildland Fire Decision Support

System.

• If necessary, provided team transition briefing as assigned.

• Form ICS-201 was completed in accordance with local policy.

APPENDIX B MANAGER’S SUPPLEMENT FOR POST INCIDENT REVIEW

APPENDIX B-2 Version 01.2022

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SAMPLE DELEGATION FOR UNIT FIRE MANAGEMENT OFFICERS APPENDIX C

Version 01.2022 APPENDIX C-1

Appendix C

Sample Delegation for Unit Fire Management Officers

, Fire

Management Officer for the (Unit) is

delegated authority to act on my behalf for the following duties and actions:

1. Represent the (Agency) in the

Multi-Agency Coordinating Group in setting priorities and allocating resources for

fire emergencies.

2. C

oordinate all prescribed fire activities in the

(Unit) and suspending all prescribed fire and issuance of burning permits when

conditions warrant.

3. Ensure that only fully qualified personnel are used in wildland fire operations.

4. Coordinate, preposition, send, and order fire and aviation resources in response to

current and anticipated zone fire conditions.

5. Oversee and coordinate the interagency

dispatch center on behalf of the (Agency).

6. Request and oversee distribution of severity funding for Unit Fire and Aviation.

7. Approve Fire Program requests of overtime, hazard pay, and other premium pay.

8. Ensure all incidents are managed in a safe and cost-effective manner.

9. Coordinate and provide all fire and prevention information needs to inform internal

and external costumers with necessary information.

10. Coordinate all fire funding accounts with the budget officer to assure unit fiscal

guidelines are adhered to and targets are met.

11. Approve and sign aviation request forms.

12. Approve incident qualification cards in accordance with agency policy.

13. Authorized to hire emergency firefighters in accordance with the Administratively

Determined (AD) Pay Plan for Emergency Workers (Casuals).

Fire Management Officer Date

Agency Administrator Date

APPENDIX C SAMPLE DELEGATION FOR UNIT FIRE MANAGEMENT OFFICERS

APPENDIX C-2 Version 01.2022

(This page intentionally left blank.)

AGENCY ADMINISTRATOR’S BRIEFING TO IMT APPENDIX D

Version 01.2022 APPENDIX D-1

Appendix D

Agency Administrator’s Briefing to Incident Management

Team

Briefing Package for Incident Management Teams

The purpose of this template is to provide a format and content outline for the

host unit to use when briefing an incident management team (IMT). Some items

will not be relevant to some units; delete or add additional information as

needed. An optional outline is included for those units that would like to use

WFDSS to conduct the IMT briefing.

Overview for ALL Team Members

• Introduction – Agency Administrator

○ Other Agencies and Cooperators

• Objectives and Course of Action – Agency administrator /Fire Management

Officer (FMO) (Use the Wildland Fire Decision Support System [WFDSS],

as needed.)

○ Objectives Tab – Incident Objectives and Incident Requirements

○ Course of Action Tab – Overview of Strategic Direction

• Situational Update – Assigned Incident Commander (IC) or FMO. (Use the

WFDSS as needed.)

○ Fire Start Date and Cause

○ Situation Tab – Situational Overview

 Analysis

- Short-term, Near-term, and FSPro

 Fire Environment and Safety

- Est Ground Evacuation

- Retardant Avoidance

 Disturbance History (in the area)

- Historical Fires

- Fuel Treatments

 Fire Weather and Danger

- Significant Fire Potential – Predictive Services

- RAWS stations

- Local Fire Environment Information (Fire Weather, Fire

Behavior) – Localized Anomalies, Terrain Influences,

Weather Patterns or Fire Behavior, Current and Predicted Fire

Weather/Fire Behavior

 Boundaries

- Responsible/Jurisdictional Boundaries

- Federal Boundaries

- County

 Designated Areas

- Wilderness/Potential Wilderness

- Special Designation

APPENDIX D AGENCY ADMINISTRATOR’S BRIEFING TO IMT

APPENDIX D-2 Version 01.2022

- BLM – oil/gas/range/horse and burro

 Infrastructure

- Facilities

- Communication

- Energy

- Roads and Trails

 Natural and Cultural Resources

- Air Quality

- Critical Habitat

- Sage Grouse Habitat

 Other Considerations to Include:

- Current Planning Area in Published Decision

- Values at Risk – Or Other Considerations That Are Not In

WFDSS

- Resource Benefits – Explain Where Fire Is Beneficial on The

Landscape

- Assessment Tab – Current Risks and Potential Benefits (Use

WFDSS, as needed.)

 Risk and Complexity Analysis

 Benefits of Fire on This Landscape (Type of Fire, Where, When)

• Decision and Costs – Agency administrator or FMO (Use WFDSS, as

needed.)

○ Cost Tab – Outline Cost Thresholds for Current Decision

○ Decision Tab – Review the Rationale of the agency administrator

• Local Concerns – Agency administrator or FMO

○ Environmental, Social, Political, Economic

○ Law Enforcement or Investigations, If Applicable

○ Area Closures – Potential Impacts to Local Income, Outfitter Guides,

Etc.

○ Initial Attack Responsibilities

○ Training Responsibilities – Inclusion of Local and Geographic Area

Priority Trainees

• Incoming IC Comments

• Closing Remarks – Agency administrator

○ Agency administrator’s Key Points from Leader’s Intent

○ Breakout Group Meetings to Follow

AGENCY ADMINISTRATOR’S BRIEFING TO IMT APPENDIX D

Version 01.2022 APPENDIX D-3

Breakout Groups

Incident Commander

Written Package

Oral Briefing

• Current and expected weather, fire

behavior and fire danger

• Delegation of authority

• Leader’s intent

• WFDSS decision document

• Contact list

• ICS-209

• IAP and map

• Closure orders

• Local wildfire guidance

documentation

• Heavy equipment policy

• Medical evacuation protocol

• Coordination of hazardous materials

• Set up daily coordination calls between

IC, agency administrator, (include

others as needed)

• Financial considerations/limitations

• Other coordination expectations, such

as adjoining agencies, Tribal

consultation, elected officials

• Local resource concerns (anadromous

fish, cultural sites, timber, invasive

species, etc.)

○ Resource advisor

• Other incidents/incident management

teams (IMTs) in the area or

geographic

area

• Hazardous materials

○ Unexploded ordnances, asbestos,

mining contaminants, etc.

Information

Written Package

Oral Briefing

• Contact list information (phone

number, roles, etc.) for appropriate

agencies, elected officials, business

leaders

• Daily updates email list

• Template for press releases

• Local media contacts

• Media guide

• Joint Information Center (JIC)

contact numbers

• Local unit public information plan

• If JIC activated, how the IMT will

interact

• Expectations of public meetings, or

coordinated outreach from the IMT

• Public information plan within 24

hours

Operations

Written Package

Oral Briefing

• WFDSS decision

○ Management action point

(MAP)

○ Course of action

• Fire department contacts/resource

list/availability

○ Provide structure protection

guidance (as relative unit and

adjoining ownership as needed)

• Weather/fire danger information

• Fire behavior models and predictions

• Management action points

○ Trigger points or evaluation lines

for tactical operations

○ Natural barriers

• Structure protection guidance

(overview from local perspective)

• Spike camp vs. crew shuttle

APPENDIX D AGENCY ADMINISTRATOR’S BRIEFING TO IMT

APPENDIX D-4 Version 01.2022

Written Package

Oral Briefing

○ Evacuation plans and trigger

points

○ Structure protection guidance

• Contact list

• Resource orders/resource list

○ Outgoing IC/Operations

resource list – what is on order,

what is assigned to the fire

currently, what still needs to be

ordered

• Area maps/geospatial PDF map of

fire area

○ Unit frequencies and repeater

map

○ Retardant avoidance maps

○ Structure inventory data/maps

○ Values at risk maps if different

than what is in WFDSS

• Unit aviation briefing guide

• Suppression rehabilitation plan

• Mop up or rehabilitation

standards/guidance

• Turn back standards

• Heavy equipment policy

• Medical evacuation protocol

• Unit identified hazards and potential

mitigations (e.g., working in grizzly

bear habitat, mining hazards,

asbestos contaminated areas)

• Coordination of hazardous materials

• Dozer line placement restrictions,

recommendations, and requirements

• Known structures with protection

expectations

• Initial attack responsibilities and

procedures

• Rehabilitation standards or

expectations

• Unit-identified hazards and potential

mitigations (e.g., working in grizzly

bear habitat, mining hazards, asbestos

contaminated areas)

Air Operations

Written Package

Oral Briefing

• Aviation briefing guidance

• Regional and local frequency guides

• TFR maps

• Frequency maps

• Aviation hazard map

• Unit helibase map

• Retardant avoidance maps

• Available aviation resources (on

order and on loan)

• Local airports and airstrips

• Contact list (local air operations

personnel and phone numbers)

• Tactical resources (smokejumpers,

agency administrator, airtankers)

ordering process

• Helibase locations used in the past

• Fuel – stationary and mobile

• Helibase areas (proximity to fire)

• Communication limitations

• Helicopters available locally

• Local weather issues (e.g., wind,

smoke)

• Restricted areas (military, local flight

paths, HARP, clear radar)

• Known hazards

AGENCY ADMINISTRATOR’S BRIEFING TO IMT APPENDIX D

Version 01.2022 APPENDIX D-5

Written Package

Oral Briefing

• Housing for pilots

• Retardant status

• TFR

• Retardant or water usage reporting

requirements

Safety

Written Package

Oral Briefing

• Emergency Medical Field

Evacuation Plan

• Serious Accident and Incident

Within the Incident Plan

• Burn care facilities list

• Critical Incident Stress Management

(CISM) Guidelines for Fire

Management information sheet

• CISM request form

• Wildland Fire Fatality and

Entrapment Initial Report form

• Memorandum of Agreement

between Department of Agriculture

FS and DOI

• Unit identified hazards and potential

mitigations (e.g., working in grizzly

bear habitat, mining hazards,

asbestos contaminated areas)

• Completed ICS-206 for area

• Contact list

• Accidents to date

• Unit identified hazards (e.g.,

unexploded ordnances, bear baiting

stations, mines, snag patches,

extremely rough terrain, etc.)

• Unit protocol for communication of

varying degrees of accidents

o What level of notification does

the agency administrator want?

• Local medical plans, hospital

locations, etc.

Finance Section (Could be combined with Logistics)

Written Package

Oral Briefing

• Unit incident business operating

guidelines

• Contracts and agreements

○ List of all current agreements

including land use agreements,

fuel agreements, local

purchase, equipment/resources

agreements

○ Cell phone carrier information

○ Cost share agreements

○ Fire department cooperative

fire agreements

○ Weed washing stations contract

options

• Overview of local/cooperator

agreements

APPENDIX D AGENCY ADMINISTRATOR’S BRIEFING TO IMT

APPENDIX D-6 Version 01.2022

Written Package

Oral Briefing

• Compensation/claims requirements

and contacts (hospital liaison)

• Fiscal limitations and constraints

• Identify incident business advisor

(INBA) and contracting officer(s)

• Buying unit

• Contact list

Logistics Section

Written Package

Oral Briefing

• Incident map

○ Incident command post (ICP)

camp locations – map

○ Drop points

• Contracts

○ Cell phone carrier information

○ Weed washing stations contract

options

• Unit frequencies and repeater map

• Medical information for area

• Expanded dispatch highlights

• Agreements

○ List of all current agreements

including land use agreement,

fuel agreements, local purchase,

equipment/resources

agreements

• Contact list

• Medical information for the area –

protocol

• Availability of caterer or local

restaurants for IMT/crews

• Communication recommendations

○ Cell phone coverage (carriers)

• Resource ordering – Interagency

Resource Ordering Capability (IROC)

access and orders

• Known ground support issues

○ Rental car/vehicle availability

• ICP/camp site recommendations (used

in past)

• Discussion of agreements

Planning Section

Written Package

Oral Briefing

• Delegation of authority

• Leader’s intent

• WFDSS decision

• 209/IAP email list

• GIS contacts

• ICS-209

• Resource list (IROC orders)

• Weather, fire danger and current

fuel moistures

○ Contacts for these products –

local weather office, fuels

specialist, etc.

○ Current spot weather forecast

• Initial map and IAP

• WFDSS documentation

○ Modeling support/products

• ICS-209 deadlines, protocols for

complexities, limited fires, etc.

• Training responsibilities

AGENCY ADMINISTRATOR’S BRIEFING TO IMT APPENDIX D

Version 01.2022 APPENDIX D-7

Written Package

Oral Briefing

• IROC orders/resource list

• Contact list

• Specific wildfire guidance

documentation

• Remote Automated Weather System

(RAWS) ordering

• Infrared (IR) availability/ordering

• Final product expectations

○ Narrative/executive summary

(IMT)

○ Transition Plan (IMT)

○ Demobilization Plan

(IMT/expanded dispatch)

○ Maps (IMT)

○ Documentation (IMT) –

number of packages required

○ Hard drive (IMT)

○ Rehabilitation Plan (Area)

○ Evacuation Plan (Local)

○ Structure Protection Plan

(Area/IMT)

○ Known sites update

(IMT/Area)

• Electronic data

○ FTP site posting directions or

information repository (IMT

hard drive)

○ GIS data

○ Known sites template

APPENDIX D AGENCY ADMINISTRATOR’S BRIEFING TO IMT

APPENDIX D-8 Version 01.2022

Contacts

Unit Name___________________________________

Area

Name

Job Title

Work

Phone #

Alternate

Agency

Administrator

Agency

Administrator

Executive

Assistant

Fire Management

Officer

Aviation Officer

Dispatch Center

Manager

Asst. Dispatch

Center Manager

Initial Attack

Dispatcher

Administrative

Representative

Incident Business

Specialist

Unit Claims

Liaison

Budget Officer

Resource Advisor

Biologist

Archeologist

Public

Information

Public Affairs

Officer

Safety

Safety Officer

Law Enforcement

Patrol Captain

Vehicles/Fleet

Fleet Manager

Information

Systems

GIS Coordinator

Web Manager

Hazmat

Coordinator

Engineer

District Ranger

Fire Management

Officer

Office Manager

Priority Trainee

Program

GATR

Potential contacts include acquisition management (i.e., contracting specialists,

purchasing agency, contracting officers, grants, and agreements); union

representatives; human resources management (e.g., OWCP contacts); IT

information (i.e., IROC/e-ISuite, customer helpdesk for agencies involved).

AGENCY ADMINISTRATOR’S BRIEFING TO IMT APPENDIX D

Version 01.2022 APPENDIX D-9

Regional and Interagency

Potential contacts may include hospital liaison(s), incident business coordinator

and buying team coordinator, regional contracting specialist (VIPR), regional

contractor liaison, State Department of Transportation, State troopers, State land

office area manager, local law enforcement, electric/power company, etc.

APPENDIX D AGENCY ADMINISTRATOR’S BRIEFING TO IMT

APPENDIX D-10 Version 01.2022

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WILDLAND FIRE RISK AND COMPLEXITY ASSESSMENT APPENDIX E

Version 02.2023 APPENDIX E-1

Appendix E

Wildland Fire Risk and Complexity Assessment

ee NWCG Wildland Fire Risk and Complexity Assessment at

https://www.nwcg.gov/sites/default/files/publications/pms236.pdf.

APPENDIX E WILDLAND FIRE RISK AND COMPLEXITY ASSESSMENT

APPENDIX E-2 Version 02.2023

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INDICATORS OF INCIDENT COMPLEXITY APPENDIX F

Version 02.2023 APPENDIX F-1

Appendix F

Indicators of Incident Complexity

See NWCG Wildland Fire Risk and Complexity Assessment at

https://www.nwcg.gov/sites/default/files/publications/pms236.pdf.

APPENDIX F INDICATORS OF INCIDENT COMPLEXITY

APPENDIX F-2 Version 02.2023

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Sample Delegations of Authority AA to IMT and Leader’s Intent Appendix G

Version 02.2023 APPENDIX G-1

Appendix G

Sample Delegations of Authority Agency Administrator to

IMT and Leader’s Intent

Delegation of Authority

Colorado State Office

Montrose Field Office

As of 1800, May 20, 2005, I have delegated authority to manage the Crystal River Fire,

Number E353, San Juan Resource Area, to Incident Commander Bill Jones and his

incident management team.

The fire, which originated as four separate lightning strikes occurring on May 17, 2005,

is burning in the Crystal River Drainage. My considerations for management of this fire

are:

1. Provide for firefighter and public safety.

2. Manage the fire with as little environmental damage as possible.

3. Key cultural features requiring priority protection are:

4. Key resources considerations are:

5. Restrictions for suppression actions include:

6. Minimum tools for use are:

7. My agency resource advisor will be:

8. The fire borders are:

9. Manage the fire cost-effectively for the values at risk.

10. Provide training opportunities for the resources area personnel to strengthen our

organizational capabilities and work with the geographic area training representative

(GATR) to identify opportunities for priority trainees.

11. Minimum disruption of residential access to private property, and visitor use

consistent with public safety.

12. Efforts should be made to minimize some impacts to communities and ensure that

communication is maintained with the State air quality bureau.

Signature and Title of Agency Administrator Date

Amendment to Delegation of Authority

The delegation of authority dated May 20, 2005, issued to Incident Commander Bill

Jones for the management of the Crystal River Fire, number E353, is hereby amended as

follows. This will be effective at 1800, May 22, 2005.

13. Key cultural features requiring priority protection are:

14. Use of tracked vehicles authorized to protect Escalante Cabin.

Signature and Title of Agency Administrator Date

Appendix G Sample Delegations of Authority AA to IMT and Leader’s Intent

APPENDIX G-2 Version 02.2023

Delegation of Authority for Incident Name

Date:

To: Incident Commander – Name of IC

From: Jurisdictional Agencies

Subject: Incident Number and jurisdictional unit

Effective at XXXX hours on Provide the Date, You are delegated authority for the

management of the XXXX incident on the XXXX Jurisdictional unit – include other

jurisdictions if needed. You have full authority for incident management activities on

this/these jurisdiction(s) within the framework of law, agency policies, and direction

provided within the delegation of authority, Wildland Fire Decision Support System

Decision, the Leader’s Intent letter (optional) and the team briefing package provided.

This delegation carries with it the full authority for the management of the resources

(personnel and equipment), costs, and rehabilitation of incident management efforts

directly associated with this incident(s). Your primary responsibility is to organize,

manage and direct your assigned resources for safe, efficient and effective management

of the incident. You are accountable to the agency administrator or designated

representative.

Agency Administrator Date/Time

Agency/Jurisdictional Unit

Agency Administrator Date/Time

Agency/Jurisdictional Unit

I accept this delegation:

Incident Commander Date/Time

Sample Delegations of Authority AA to IMT and Leader’s Intent Appendix G

Version 02.2023 APPENDIX G-3

Leader’s Intent

This is an optional document with the following information provided as a template. The

purpose is to provide information to an IMT that is not directly related to the strategic

direction for managing a wildfire (strategic direction belongs in the WFDSS Decision).

Some items will not be relevant to your unit; delete or add additional information as

needed. Items italicized and underlined are areas where you should review the

information and either add unit-specific information or delete those statements.

Overview

This leader’s intent document is one piece of many components of the entire briefing

package provided to the incident management team (IMT). In addition to this leader’s

intent letter, the IMT will also receive the following documentation to support the

management of this incident:

• Delegation of authority

• Published decision from the Wildland Fire Decision Support System

• Briefing package

Communications

It is expected we will meet daily or as needed to be informed on significant

accomplishments or issues. Daily discussion points include but aren’t limited to the

following:

• S

afety

• Other identified values at risk

• Risk trade-offs

• Relationships with partners and stakeholders

• External communication

• Operational effectiveness (your assessment of likelihood of success of achieving all

objectives)

• Benchmarks based on team capabilities, span of control, daily progress

• Complexity

• Cost

• Ramp-up and ramp- down strategies

o Final fire package

Expect to have a preliminary team evaluation at the incident closeout and a final

evaluation at the end of fire season when all incident business transactions have been

finalized.

Expanded dispatch is in place, please coordinate and work through XX Expanded

Dispatch Center located at the interagency communication center for additional

resources or support needs.

Strategic Planning

Successful management of this fire requires a common understanding of the values that

require protection, their priority for protection, the probability they will be impacted,

under what circumstances they require protection, what protection might look like, and

how we manage our response. Strategic direction is aligned with the land and resource

management plan (L/RMP), resource management plans and associated amendments as

detailed in the WFDSS decision. It is expected that you and your necessary staffs read

Appendix G Sample Delegations of Authority AA to IMT and Leader’s Intent

APPENDIX G-4 Version 02.2023

and follow the decision (incident requirements, incident objectives, course of action,

rationale) in WFDSS. If you have questions or concerns, contact me directly to discuss or

clarify. The team should assist with the following:

• Keep line officer informed of significant accomplishments/issues of which can be

documented in the periodic assessment throughout the duration of the incident.

• Through your risk assessment process, provide feedback regarding needed changes

to the incident objectives and course of action to mitigate unnecessary risk to

firefighters.

• Provide input regarding any other identified values to be addressed in planning

operations and in the WFDSS decision.

• Provide input to the current risk and complexity analysis (RCA) in WFDSS and the

need for updates; RCA updates can be made to document changed conditions

without publishing a new decision.

• Provide support in updating and revising the decision as necessary, and/or

determining if an update to components of the decision or documentation is needed

(e.g., expectation that the planning area will be breached).

• Develop, update, and revise management action points as necessary to protect

identified values (e.g., structural inholdings, communication sites, culturally

sensitive areas) (The unit can list values here or refer to WFDSS).

Throughout the life of the incident there will likely be oral discussions, agreements, or

changes in tactics/management of the fire as a whole that deviate from this letter or the

WFDSS Decision documentation. Such deviations must be discussed with me in person

so that we can determine solutions and update the WFDSS Decision as needed.

Human Resources

• All personnel assigned shall be treated with dignity and respect. Manage the human

resources assigned to the fire in a manner that promotes a positive and harassment-

free work environment and creates a “no tolerance” atmosphere for harassment,

alcohol, or illegal drug use.

• All personnel assigned should receive evaluations prior to leaving the incident.

Encourage supervisors to provide meaningful feedback regarding performance and

conduct.

Safety

• Visitor and public safety is a concern.

○ Provide timely information to publics impacted by the fire/closure areas.

○ Coordinate closures/evacuations with law enforcement as identified in the

briefing package.

○ If needed, utilize the appropriate cooperative law enforcement agreement in the

briefing package.

• Coordinate and consult with safety and health manager or designated agency

representative as identified in the briefing package.

• Coordinate hazardous material matters with unit safety officer. Specific information

has been included in the briefing package.

• Camp security is advised due to base camp’s proximity to town.

• Known safety hazards within the proximity of the fire area, e.g., grizzly bear baiting

station at XX location, grizzly habitat (considerations for camp, spike camps, night

operations), large-standing snag patch from fire, trees are severely weakened,

Sample Delegations of Authority AA to IMT and Leader’s Intent Appendix G

Version 02.2023 APPENDIX G-5

excessively steep terrain (provide a geographical location) with large rock outcrops

and no values of concern.

Operations

Attention to firefighter and aviation safety is an absolute necessity! Incident action plans

should reflect leader’s intent for the incident. Tactical actions will be assessed, and

effective mitigation measures will be in place to avoid putting firefighting personnel at

unnecessary risk; Consider not implementing tactical actions by assessing the value

being protected versus the risk (even if mitigated) required to protect it.

• Structure Protection

○ Ensure firefighters who engage in structure protection are staying within their

tactical training, capabilities, and agency policies.

○ Document significant issues for values at risk within the ICS-209.

○ Utilize the community and structure fire protection guidelines (refer to your

local guidance if relevant).

• Retardant

○ Review the fire-retardant-avoidance maps and documentation provided during

the IMT in-brief or in WFDSS, and coordinate with the lead resource advisor as

identified in the briefing package.

○ Follow reporting guidelines for retardant use as defined in the briefing package.

○ Follow the guidance/protocol within the wildfire guidelines for resource

protection if retardant is misplaced.

○ Use retardant only when and where it is expected to be successful in slowing

fire spread or reducing intensities so ground firefighters may engage the fire

more safely with a higher likelihood of success.

• Aviation

○ Aviation safety is a high priority. An aviation risk assessment will be

completed on all aviation missions in support of fire management. For

additional guidance regarding aviation resources or local protocol refer to the

briefing package and work with the unit aviation officer or their designee as a

liaison.

○ An initial temporary flight restriction (TFR) has been established for the fire

area, coordinate changes to the current TFR with the unit aviation officer.

• Initial Attack Operations

○ You will be responsible for initial attack activities within your designated TFR.

○ The local unit may call upon you for additional support as needed for initial

attack activities.

• Natural and Cultural Resource Protection and/or Enhancement

○ Avoid damage to sensitive natural and cultural resources within the fire area;

coordinate suppression actions with the lead resource advisor. Specific natural

and cultural resource information has been included within the briefing

package.

○ Ensure all tactical actions adhere to the unit wildfire guidelines for resource

protection and develop a rehabilitation plan for the impacts associated with

those actions.

○ Not all wildfire is detrimental in this planning area. Specific strategic direction

is provided in the WFDSS decision.

Appendix G Sample Delegations of Authority AA to IMT and Leader’s Intent

APPENDIX G-6 Version 02.2023

Public Information

• Develop a public information plan for the incident within XX hours and work closely

with the unit public affairs specialist to disseminate information to internal staff,

external partners, and interested publics. Refer to the briefing package for names

and contacts.

• Accuracy and timeliness of public information is important. Public meetings should

be held as needed and on a routine basis.

• Maintain contact with appropriate agencies, elected officials, business leaders and

members of the public as identified within the briefing package.

• Informational meetings or briefings and news releases are to be coordinated with the

agency representatives as identified within the briefing package.

Finance

• Document decisions that have incident cost ramifications within the IC daily log and

provide clear rationale for the decisions.

• Utilize the XX Incident Business Plan; please work with the designated incident

business advisor (INBA) for the incident. Refer to the briefing package for contact

information.

• A

buying team is in place, XX Dispatch Center.

• Develop a total cost projection for managing the incident in line with the strategic

direction provided for Federal lands, this needs to be completed within XX hours of

being delegated authority.

• Provide assistance in developing a cost share agreement as mutually agreed upon by

the XX jurisdictions involved.

Logistics

• Telecommunications contracts have been previously established with Verizon for

phone and data plans to support IMT base camps. Specific information is included

within the briefing package.

• The local unit has previously identified base camp and spike camp locations, please

evaluate these areas before establishing new locations. Land use agreements for

these sites are in place, coordinate with the incident business advisor for specific

information.

• Maps of these areas will be provided within the briefing package.

○ Invasive and noxious weeds – Vehicle and equipment washing is required on

fires within XX area. Insert localized information. Refer to wildfire guidelines

for resource protection on the local unit for additional information (provided

with the briefing package). Please direct questions to the assigned resource

advisor.

Sample Delegations of Authority AA to IMT and Leader’s Intent Appendix G

Version 02.2023 APPENDIX G-7

Other

o To build capacity, the use of trainees is strongly suggested to be incorporated

into team functions where available. Local trainees will receive first priority for

assignments. A list of the local trainees is included within the briefing package.

o Work with the geographic area training representative (GATR) to identify

opportunities for priority trainees.

o Coordinate and work closely with the following positions/personnel – contact

information as well additional contacts maybe found in the briefing package.

○ Line officer

○ District FMO/unit FMO

○ Unit aviation officer

○ Interagency dispatch center manager

○ Public affairs officer

○ Unit safety officer

○ Incident business advisor

○ Resource advisor

○ Agency/interagency partners

○ Other IMTs in the adjoining area

____________________________ _________________

Line Officer Signatory Date

____________________________ _________________

Optional signatures add if needed Date

____________________________ _________________

Incident Commander Date

Appendix G Sample Delegations of Authority AA to IMT and Leader’s Intent

APPENDIX G-8 Version 02.2023

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LOCAL INCIDENT COMMANDER BRIEFING TO IMT APPENDIX H

Version 01.2022 APPENDIX H-1

Appendix H

Local Incident Commander Briefing to IMT

The Incident Briefing (ICS-201) form provides the basis for the local incident

commander to brief the incoming team.

Briefing Information

Forms available or attached: Other Attachments:

ICS-201 ICS-215 Map of Fire

ICS-207 ICS-220 Aerial Photos

ICS-209 Weather Forecast

Fire start date:

Time:

Fire cause:

Fuels ahead of fire:

Fuels at fire:

Fire behavior:

Fire spread:

Natural barriers:

Anchor points:

Perimeter secured, control/mitigation efforts taken, and containment status:

Life, improvements, resources, and environmental issues:

APPENDIX H LOCAL INCIDENT COMMANDER BRIEFING TO IMT

APPENDIX H-2 Version 01.2022

Weather forecast:

Established Possible

ICP:

Base:

Camp(s):

Staging are

a(s):

Copy machine available? Yes No

Safety issues: EMS in Place: Yes No

Air operations effectiveness to date:

Air-related issues and restrictions:

Hazards (aircraft and people):

Access from base to line:

Personnel and equipment on incident (status and condition):

Personnel and equipment ordered:

Cooperating and assisting agencies on scene:

Helibase/helispot location:

Crash fire protection at helibase:

LOCAL INCIDENT COMMANDER BRIEFING TO IMT APPENDIX H

Version 01.2022 APPENDIX H-3

Medivac arrangement:

Communication system in use:

Radio Telephone Cell Phone

Water availability:

Review of incident action plan; copy of approved Wildland Fire Decision

Support System published decision:

Smoke conditions:

Local political issues:

Damage assessment needs:

Security problems:

APPENDIX H LOCAL INCIDENT COMMANDER BRIEFING TO IMT

APPENDIX H-4 Version 01.2022

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INCIDENT MANAGEMENT TEAM PERFORMANCE EVALUATION APPENDIX I

Version 02.2023 APPENDIX I-1

Appendix I

Incident Management Team Performance Evaluation

Team IC Incident Type

Incident Name Incident Number

Assignment Dates Total Acres

Host Agency Evaluation Date

Administrative Unit Sub-Unit

At the conclusion of each incident management team (IMT) assignment, the

agency administrator or representative should complete this initial performance

evaluation (sections 1-5). This evaluation should be discussed directly with the

incident commander (IC). The initial performance evaluation should be delivered

by the agency administrator without delay to the incident commander, the

state/regional fire management officer, and the chair of the IMT’s home

Geographic Area Multi-Agency Coordination Group to ensure prompt follow-up

to any issues of concern.

Complete the following evaluation narratives and rating for each question

0 – did not achieve expectations 3 – met expectations 5 – excelled

1. How well did the team accomplish the objectives described in the Wildland

Fire Decision Support System (WFDSS) the delegation of authority and the

agency administrator briefing?

Circle one 0 1 2 3 4 5

(Explain)

2. How well did the team manage the cost of the incident? Did the team follow

agency incident operating guidelines? Were follow-up issues (e.g., invoices,

OWCP and vendor issues) identified and documented for the agency

administrator?

Circle one 0 1 2 3 4 5

(Explain)

APPENDIX I INCIDENT MANAGEMENT TEAM PERFORMANCE EVALUATION

APPENDIX I-2 Version 02.2023

3. How did the team demonstrate sensitivity to resource limits/constraints and

environmental concerns?

Circle one 0 1 2 3 4 5

(Explain)

4. How well did the team deal with sensitive political and social concerns?

Circle one 0 1 2 3 4 5

(Explain)

5. Was the team professional in the manner in which they assumed management

of the incident and how they managed the total incident? How did the team

handle transition either to another IMT or in returning the incident the hosting

agency?

Circle one 0 1 2 3 4 5

(Explain)

6. How well did the team anticipate and respond to changing conditions, was the

response timely and effective?

Circle one 0 1 2 3 4 5

(Explain)

7. How well did the team place the proper emphasis on safety?

Circle one 0 1 2 3 4 5

(Explain)

INCIDENT MANAGEMENT TEAM PERFORMANCE EVALUATION APPENDIX I

Version 02.2023 APPENDIX I-3

8. Did the team activate and manage the mobilization/demobilization in a timely

and cost-effective manner?

Circle one 0 1 2 3 4 5

(Explain)

9. How well did the team use local resources, trainees, and closest available

forces?

Circle one 0 1 2 3 4 5

(Explain)

10. How did the team notify the incident agency regarding triggers for initiating a

cost share agreement or wildland fire management annual report and large

fire review (FS)/significant wildland fire review (DOI)? How were those

recommendations implemented?

Circle one 0 1 2 3 4 5

(Explain)

11. Was the IC engaged and in charge of the team and the incident? How well did

the IC function and operate as a leader?

Circle one 0 1 2 3 4 5

(Explain)

APPENDIX I INCIDENT MANAGEMENT TEAM PERFORMANCE EVALUATION

APPENDIX I-4 Version 02.2023

12. How timely was the IC in assuming responsibility for the incident and

initiating action?

Circle one 0 1 2 3 4 5

(Explain)

13. How did the IC show sincere concern and empathy for the hosting unit and

local conditions?

Circle one 0 1 2 3 4 5

(Explain)

14. Did the IMT provide an organized financial package (compensations/claims

documentation completed, payment documents forwarded, e-ISuite updated,

etc.) to the host unit or next IMT prior to demobilization?

Circle one 0 1 2 3 4 5

(Explain)

15. Did the IMT follow current NWCG standards for incident records

management? Was FireNet or agency email used for official incident

correspondence?

Circle one 0 1 2 3 4 5

(Explain)

Other comments:

Agency Administrator Date:

or Representative:

Incident Commander: Date:

SAMPLE DELEGATION – LESSONS LEARNED REVIEW (LLR) APPENDIX J

Version 01.2022 APPENDIX J-1

Appendix J

Sample Delegation – Lessons Learned Review (LLR)

Memorandum

To: LLR Facilitator; [Title of person/office this is meant for]

From: Delegating Official

Subject: Delegation of Authority – [Incident name] LLR

Situation Summary:

You are hereby designated the authority to lead and conduct a lessons learned

review (LLR) for [Incident name]. The review process will begin at [Identify

LLR start time, date, and location]. The fire staff and fire management office

have identified the group of employees who will also be participating. That

information will be provided to you upon your arrival.

You have the authority to tailor your team and the LLR process to fit the

situation and your style of facilitation. However, I would like you to utilize the

guidance outlined in the Interagency Standards for Fire and Fire Aviation

Operations chapter 18, while conducting the LLR. This includes:

• Convening the participants;

• Identifying facts of the event and developing a chronological narrative of

the event;

• Identifying underlying reasons for success or failure;

• Identifying what was learned and what should/could be done differently in

the future;

• Identify any recommendations that would prevent future similar

occurrences; and

• Providing a final, written report covering the above items, which is due to

me within two weeks of the event occurrence.

If you need any assistance, your primary contact will be [Name of primary

contact].

Thank you for your time and assistance.

APPENDIX J SAMPLE DELEGATION - LESSONS LEARNED REVIEW (LLR)

APPENDIX J-2 Version 01.2022

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RECOMMENDATIONS FOR INCIDENT EMERGENCY MEDICAL SERVICES APPENDIX K

Version 01.2022 APPENDIX K-1

Appendix K

Recommendations for Incident Emergency Medical Services

Resource

Initial Attack

<250 People

250 to 500

People

> 500 People

Medical Unit

Leader

(MEDL)

TBD by IC and

jurisdictional

agency

YES (1)

First

Responder or

Basic FA

Yes

N/A

MEDL EMTs

EMTs

To be determined

by the IC or

jurisdictional

agency

MEDL Quals

N/A

310-1 Basic EMT

Med Unit

EMT Quals

N/A

Basic EMT

310-1 Basic EMT

EMTs per

Division

N/A

To be determined

in consultation

with operations

and/or medical

unit

To be determined

in consultation

with operations

and/or medical

unit

To be determined

in consultation

with operations

and/or medical

unit

Establish

Local

Medical

Direction

N/A

To be determined

by the IC or

jurisdictional

agency

Yes

First Aid Kits

Pocket and

vehicle first

aid kits

Pocket, vehicle

and crew first aid

kits

Pocket, vehicle

and crew first aid

kits

Pocket, vehicle

and crew first aid

kits

100-person

First Aid Kit

To be determined

by the IC or

jurisdictional

agency

Yes

500-person

First Aid Kit

Yes

AED

To be

determined by

the IC or

jurisdictional

agency

To be determined

by the IC or

jurisdictional

agency

Yes

Oxygen

TBD

Yes

APPENDIX K RECOMMENDATIONS FOR INCIDENT EMERGENCY MEDICAL SERVICES

APPENDIX K-2 Version 01.2022

Resource

Initial Attack

<250 People

250 to 500

People

> 500 People

OTC

Medication

To be determined

in consultation

with safety

officer, medical

unit leader, and

finance section

chief

To be determined

in consultation

with safety

officer, medical

unit leader, and

finance section

chief

To be determined

in consultation

with safety

officer, medical

unit leader, and

finance section

chief

Emergency

Transport

N/A

Method to

provide transport

to the nearest

medical facility is

to be identified in

the incident

action plan

Method to

provide transport

to the nearest

medical facility is

to be identified in

the incident

action plan

Method to

provide transport

to the nearest

medical facility is

to be identified in

the incident

action plan

NOTE: Regional differences/protocols exist that vary from these

recommendations and may require a higher level of EMS service. Examples of

regional differences/protocols are: 1) Northern Rockies (Incident Medical

Specialist Program); 2) Pacific Northwest (Incident Medical Specialist

Program); and 3) Alaska (Firemedic Program).

SAMPLE DELEGATION OF AUTHORITY – FAST APPENDIX L

Version 01.2022 APPENDIX L-1

Appendix L

Delegation of Authority – FAST

Delegation of Authority

Geographic Area

Fire and Aviation Safety Team (FAST)

Situation summary (issues and concerns/reason for ordering the FAST):

Objectives (measurable):

Team skills required (per objectives listed above):

The final team composition will be determined at time of dispatch and members

named on the resource order.

Mission

The FAST is to conduct an independent assessment and evaluation of

operational and managerial activities (related to the specific objectives stated

above) at the following locations (mission segments):

The team may determine visits to other incidents/organizations/operations as

appropriate and may do so after coordination with the Geographic Multi-agency

Coordinating Group (GMAC). The FAST will contact the GMAC Coordinator

(describe frequency of contact):

The FAST is to provide technical or managerial assistance when requested and

where necessary to immediately correct an identified, critical problem. The

FAST may also provide short-term assistance in managing situations or

incidents when requested by the incident, organization, or operation.

Protocols

The FAST will organize and conduct an entry briefing with the appropriate

managers of the locations/incidents identified previously. The entry briefing will

provide the objectives and operational parameters of the mission.

APPENDIX L SAMPLE DELEGATION OF AUTHORITY - FAST

APPENDIX L-2 Version 01.2022

Once the mission segment is completed, the FAST will organize and conduct an

exit briefing with the same officials or their designees, during which a draft of

the mission-segment report will be presented and discussed. Components of this

report will include:

• Purpose and objectives

• Findings, commendations, and recommendations

• Follow-up actions needed

• Immediate

• Long-term

• Scope (local, area, national)

• Copy of the delegation of authority

The FAST will contact the GMAC Coordinator .

FAST will provide a final written report to the GMAC Coordinator upon

completion of all mission segments. This report will include:

• FAST final report outline

• Executive summary

• Purpose and objectives

• Summary (findings, recommendations, commendations, assistance

provided)

• Critical and immediate follow-up actions required

• Introduction

• Methods and procedures

• Mission segments (summary of incidents, organizations, operations

reviewed; include copies of mission segment reports)

• Analysis

• Findings and trends, commendations, and recommendations

• Follow-up actions needed

• Immediate

• Long-term

• Scope (local, area, national)

• A copy of the delegation of authority

The Multi-Agency Coordination Group hereby charters

and delegates the preceding authority to , FAST Leader,

effective on .

/s/

Chair, Coordinating Group

Date:

AREA COMMAND (AC) COMPLEXITY ASSESSMENT APPENDIX M

Version 01.2022 APPENDIX M-1

Appendix M

Area Command (AC) Complexity Assessment

Guide for ACT Engagement

Incident: Date:

Check all that apply. (Current date/time and expected over

next 72-96 hours.)

FACTORS

YES

Multiple incident management organizations (IMTs of varying

types) are assigned on a single administrative unit or several

adjoining units that can be combined into a single area

command.

Local resources and managers need incident management

assistance for multi-jurisdictional incidents that may/will incur

a unified command organization and/or cost share agreements;

may be single incident with multiple IMTs.

Response trends, and/or planning level, political, media, or

public concerns are escalating from local to state/regional

level and may rise to national levels (e.g., PLs, military

activation, FEMA and/or FMAG involvement).

Incident reporting or communication requirements are diverse,

time-sensitive, and/or require consolidation and clarity.

Incident personnel are having difficulty achieving objectives.

Intricate local land and resource management objectives and

constraints exist and require close oversight for compliance.

Special circumstances that warrant additional management

oversight and support (including but not limited to serious

injuries, fatalities, equipment accidents, special non-fire

events happening locally) are occurring/impacting agency

oversight.

Key unit leadership (agency administrators, LOs, agency reps,

FMOs, etc.) is absent, operating beyond scope of

training/experience, or multiple acting/detailed members are

present/needed. Fatigue of these individuals is becoming a

factor and will not improve for some time.

Significant events (e.g., severe weather, large public events,

substantial increase of initial attack) are predicted that will

impact success.

Complex, long-term, or multiple incidents are exceeding

acceptable agency administrator and fire program manager

span of control.

APPENDIX M AREA COMMAND (AC) COMPLEXITY ASSESSMENT

APPENDIX M-2 Version 01.2022

FACTORS

YES

Multiple incidents and administrative units are competing for

resources. Incident prioritization, allocation of scarce

resources, coordinating the sharing of critical resources, and

application and management of surge resources can reduce

competition and facilitate more efficient operations.

A theater of operations concept is present in the thinking,

planning, and operational choices of decision makers. A

greater commitment to long-term strategy/planning is

warranted to better utilize resources and manage incidents.

TOTAL

0-2 YES

ACT may not be

required, but can be

ordered if YES

items are significant

3-6 YES

Consider ordering ACT:

if not, monitor indicators

closely and reconsider if

additional YES indicators

are noted

6+ YES

ACT recommended

WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION APPENDIX N

Version 01.2022 Appendix N-1

Appendix N

Wildland Fire Decision Support System Information

WFDSS Overview

The Wildland Fire Decision Support System (WFDSS) is an interagency, web-

based application that helps agency administrators and fire managers make risk-

informed decisions for all types of wildland fires, regardless of complexity.

WFDSS integrates the various applications used to manage incidents into a

single risk-informed, collaborative system to streamline the analysis and

reporting processes, providing one decision documentation system tiered to land

and/or resource management plans.

The application’s home page can be accessed at https://WFDSS.usgs.gov.

WFDSS Account Information

The WFDSS application is intended for use by the US Federal Government for

managing wildland fires.

Qualified users (Federal and Tribal employees and non-Federal WFDSS

partners) can request accounts on the WFDSS Production (for live incidents) or

Training (training incidents only) login pages and a single account provides

access to each system. Additional information about requesting an account can

be found at https://wfdss.usgs.gov/wfdss_help/WFDSSHelp_request_acct.html.

Federal accounts are granted automatically, non-Federal accounts are granted by

geographic area editor (GAE) or national editors (NE), depending on with which

the geographic area a user’s account is associated. (Note: Each Federal entity

has different overlapping regions which may not coincide with geographic areas.

A GAE from a perceived different geographic area may assist you as a result.).

Users work with GAEs, NEs, and the Interagency Incident Applications (IIA)

Help Desk to manage locked accounts, disabled accounts and password resets.

Additional information for requesting a password reset, understanding locked

user accounts, and re-enabling a disabled account is available at

https://wfdss.usgs.gov/wfdss_help/index.htm.

WFDSS User Roles

User roles in WFDSS correspond to permissions which allow users to perform

certain tasks within the application. Newly activated accounts are assigned a

viewer role; but within the application, users can request author, dispatcher, data

manager, or fire behavior specialist roles as necessary. Various support roles

exist as well and include GAE, NE, administrator, and Help Desk. User role

requests are granted by GAEs and NEs, depending on the geographic area and

role requested.

• Users assigned the viewer role can view published content but can only

engage in incident documentation if assigned incident privileges.

APPENDIX N WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION

Appendix N-2 Version 01.2022

• The author role is required for users to create and/or own incidents and

manage the decision documentation process.

• The dispatcher and data manager roles are typically designated at the local

level to manage an administrative unit’s incident information and spatial

data.

• The fire behavior specialist role can be requested/granted when a certain

degree of fire behavior analysis training has been completed (training and

experience culminating in S-491 and S-495).

• The GAE role is a primary support role for authors, dispatchers, data

managers, and fire behavior specialists; users assigned this role have

implicit ownership of incidents within their geographic area, regardless of

agency. Additional information about GAE duties is included in the

WFDSS “Training and Support” section.

• The NE role has maximum authority relative to WFDSS incident

management; users assigned this role have implicit ownership of all

incidents in WFDSS.

The WFDSS user roles help topic provides additional information about user

roles and can be found in the WFDSS online at

https://wfdss.usgs.gov/wfdss_help/index.htm.

WFDSS Incident Privileges

Incident privileges are assigned and managed by incident owners at the time of

(and are specific to) an incident. These privileges allow users to own, edit,

review, or approve decision content. Users must be assigned the author user role

to own incidents, but users with any role can edit, review, or approve decisions.

If a change in incident privileges is necessary for an incident, contact the

incident owner(s) to coordinate the change. Incident privileges and managing

incident privileges provide additional information can be accessed through the

WFDSS “Help” feature.

WFDSS Training and Support

A variety of WFDSS training and support materials (modeling and decision

learning resources, videos and various white papers and supporting documents)

are located on the WFDSS home page. The “Hot Picks” section (located on the

right side of the WFDSS home page) provides links to annual refresher materials

as well as the most common WFDSS-related offerings. The “Training and

Related References” sections of the WFDSS home page are available at

https://wfdss.usgs.gov/wfdss/WFDSS_Training.shtml and

https://wfdss.usgs.gov/wfdss/WFDSS_Resources.shtml respectively.

Within the WFDSS application, the online help is a comprehensive set of help

topics that are mapped to corresponding pages in the application. Click the help

icon in the upper right of any page to access specific help information for any

page in the application. The online help feature can also be access at

https://wfdss.usgs.gov/wfdss_help/index.htm.

WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION APPENDIX N

Version 01.2022 Appendix N-3

Geographic Area Editors Support of WFDSS Users, Incidents, and

Agencies

Geographic area editors (GAE) are another source of WFDSS training and

support. Their primary role is to support WFDSS users and incidents within

their geographic area (GA), serve as interagency technical experts, and point of

contacts (POC) for their agency or bureau.

GAEs from various agencies are typically designated within each GA. GAEs

work cooperatively for the benefit of all users within their GA and are both able

and expected to assist any caller from any agency within their GA.

Geographic Area Editors WFDSS Duties

• Grants and removes user roles (viewer, author, dispatcher, fire behavior

specialist, and data manager) in the training and production systems within

their GA.

○ Serves as a WFDSS expert to support WFDSS users within their GA.

○ Assists or otherwise provides oversight in the development of decision

content for WFDSS decisions.

○ Provides “WFDSS POC” technical help during off hours and

weekends.

○ Provides training and answers technical “how to” questions.

• Provides incident support within their GAs as needed, and when an incident

owner is unavailable. Geographic area editors can:

○ Edit any WFDSS incident within their GA, in coordination with

incident owners, editors, and/or approving official(s);

○ Develop and share filters (groups, incident, analysis, and intelligence);

○ Upload incident and/or analysis shapefiles;

○ Transfer/modify incident ownership;

○ Grant incident privileges; and

○ Edit jurisdictional point of origin (in coordination with local unit and

incident).

• Serves as geographic area POC for their agency or bureau.

○ Facilitates interagency cooperation and coordination in support of

multijurisdictional incidents and field users.

○ Consults fire and resource management staff and agency leadership as

needed on WFDSS decision content.

○ Coordinates with and provides backup to other GAEs within their GA.

○ Disables agency/bureau user accounts within their GA.

○ Disseminates technical information, such as upgrades to the WFDSS

system, “how to” guidance, and training materials/announcements.

○ Participates in GAE calls to keep up to date on system changes or other

relevant information to be shared with field units.

○ Verifies completion of security training for non-Federal account

requests.

○ Assists with the reactivation of disabled accounts within their GA.

When a user with a disabled account contacts a GAE, the GA can

APPENDIX N WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION

Appendix N-4 Version 01.2022

assign the user a role in WFDSS production that automatically

synchronizes with the user’s training account. The user can then contact

the Help Desk to reset their password and unlock the account.

Geographic Area Editors WFDSS Limitations

• Cannot reset passwords (users must contact the help desk to reset their

password and unlock their account).

• Do not have privileges specific to fire behavior specialist, administrator, o

lp Desk.

• Cannot view disabled accounts for users in other GAs.

Fire Behavior Analysis

Fire behavior analysis is incorporated into WFDSS, in the form of the fire

pread probability model (FSPro), basic fire behavior (Basic), short-term fire

behavior (STFB), and near-term fire behavior (NTFB). A comparison of these

models (as well as FlamMap and FARSITE) can be found on the WFDSS

homepage under the Training menu option at

https://wfdss.usgs.gov/wfdss/WFDSS_Training.shtml, “Modeling Learning

Resources” section.

WFDSS users assigned the fire behavior specialist (FBS) role are responsible for

fulfilling analysis needs for incidents. FBSs can be local, assigned to incident

management teams in the form of LTANs or FBANs, or provide assistance

remotely. Identifying local FBSs preseason to understand the local capacity for

analysis assistance is helpful.

If a local FBS is not available to provide analysis for an active incident, request

assistance by selecting “Fire Behavior Request” from the “Information” tab of

an incident and submitting the request (GAEs monitor these requests for their

units), contacting a GAE directly, or calling the Analysis and Decision Content

Support number (208-387-5253) listed on the WFDSS home page. Additional

information about requesting assistance for an incident can be found on the

“Decision Support” section of the Wildland Fire Management Research,

Development and Application group home page at https://wfmrda.nwcg.gov/.

Relative Risk Assessment

The relative risk assessment is required before publishing a decision for an

incident. The relative risk assessment assists agency administrators and fire

managers in planning for, assessing, and managing your incidents. Incident

owners or editors can perform the assessment, which provides a quick but

comprehensive risk assessment This qualitative process can be completed in less

time than a quantitative long-term risk assessment. The Relative Risk

Assessment chart uses three risk components:

• values

• hazard

• probabilit

WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION APPENDIX N

Version 01.2022 Appendix N-5

Each of these components is assessed independently. As the graphs for each

component are completed, document thoughts/reasons for inputs in the

accompanying text boxes. Text and graphs automatically populate into the

WFDSS decision. The three outputs are then evaluated in a final step that

provides the relative risk rating for the fire. From the relative risk rating,

guidance is provided within the system to assist the owner/author in determining

the level of analysis needed, considerations for the incident and documentation

of the decision. The help topics “About Relative Risk” and “Calculating

Relative Risk” provide additional information and can be located at

https://wfdss.usgs.gov/wfdss_help/index.htm.

Organization Assessment

The organization assessment (OA) is required to publish a decision for an

incident guides agency administrators in their incident management organization

selection, both in escalating and moderating situations (i.e., this process can be

used to expand or contract organizations). The OA is based on relative risk,

implementation difficulty, and socio-political concerns. The final part of the OA

combines these variables to allow users to select the level of incident

management needed. The help topic “Organization Assessment Reference”

provides additional information and can be located at

https://wfdss.usgs.gov/wfdss_help/index.htm.

Incident KMZ

Incident KMZ files (left menu) can be downloaded to include all of the incident

spatial data and completed analyses from the published decision(s). The spatial

data is composed of incident and analysis shapes found in the incident and

analysis map layers on the situation map. Shapes include planning areas, fire

perimeters, management action points, incident objective shapes, analysis

outputs, and analysis ignition files. If a decision is pending, only spatial

information available to all users will be provided in the KMZ.

WFDSS Suggested Refresher and Preseason Items

Units should provide annual WFDSS refreshers to all individuals that may be

involved in incident decision-making and documentation. agency administrators

and fire managers should also identify individuals assigned the fire behavior

specialist role in WFDSS to understand a unit’s capacity for providing analysis

products and to identify future analysts for training and exposure come fire

season.

"WFDSS refresher training recommendations are located in the “WFDSS

Refreshers” section of the WFM RD&A webpage at

https://wfmrda.nwcg.gov/agency-administrator-toolbox/aa-wfdss-refreshers.

Additional refresher information can be found on the WFDSS home page

(Training and Related References menu options; annual refresher documents, in

Hot Picks) and from GAEs. Suggested minimum duration for review is two

hours.

APPENDIX N WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION

Appendix N-6 Version 01.2022

The following items are covered in annual WFDSS refreshers:

• Strategic Objectives and Requirements – briefly review what is currently

preloaded in WFDSS, discuss if there is conflicting information within the

same strategic objective (SO) or fire management unit (FMU), and evaluate

what fire management options can be utilized within each SO/FMU.

Determine if edits are needed to update the information currently in

WFDSS.

• Relative Risk – can be visited preseason to define some local inputs.

• Boundary Fires – discuss, with interagency partners, how fires will be

managed along boundaries. Utilize a fire scenario for this discussion if

possible and work through the WFDSS process.

• Unit Fire Planning – review planning-related shapes associated to ensure

they are still applicable and to identify potential needs for one or more other

unit shapes.

• Fire Scenario – utilize WFDSS training to develop one or more fire

scenarios and guide corresponding discussions. Utilize a fire scenario that is

somewhat complex and includes interagency partners.

○ Planning Area – draw a planning area with dialogue around how to

draw it and what to include within it.

○ Values Inventory – review the values inventory derived from drawing

the planning area. Document missing values, if any, and determine if

shapes are available to represent them.

○ Situation Map/Tab – review available map layers and the data they

contain, and check system preferences to ensure that all applicable map

layers are available for viewing.

○ Relative Risk and Organizational Assessment – complete this process

making notes of what various elements were rated and why.

○ Incident Objectives/Incident Requirements – write them for the

scenario. Review to ensure they address the “what,” “when,” “where,”

and “why” to communicate leader’s intent and indicate priority.

○ Course of Action – develop a course of action that further explains

leader’s intent, the priorities for the incident, and as needed, what not to

do.

○ Scenarios – as the above information is developed, discuss the potential

scenarios and document those actions not taken in the assessment or

rationale.

○ Rationale – draft the rationale to include “My decision is…”

information. This is the executive summary of the document. Consider

documenting what is allowed in the management plan, the probability

of being successful, the expected duration, and what was considered

but rejected. The “Rationale” section provides a list of items to

consider addressing and discussing.

○ If interagency partners are not involved in the scenario, discuss who,

when, and how they would have been involved during an incident.

WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION APPENDIX N

Version 01.2022 Appendix N-7

• Fire Behavior Models

○ Discuss the various models (FSPro, NTFB, STFB, basic) and how an

them might be utilized to inform decision content.

○ Review the values at risk information provided by the models and how

it varies from the values inventory.

○ Discuss how the models might be utilized to answer what types of

questions (practice forming the questions first, and then determining

hich modeling tool would provide the best answer).

○ Review products previously utilized by the unit to evaluate risk on a

fire or assist with decision-making.

APPENDIX N WILDLAND FIRE DECISION SUPPORT SYSTEM INFORMATION

Appendix N-8 Version 01.2022

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INDEX

Release Date: January 2023 Index-1

INDEX

6 Minutes for Safety .................................................................................................................. 32, 189

600-Class Command Vehicle Procurement Standards (BLM) .......................................................... 39

7-Day Significant Fire Potential Outlook ........................................................................................ 229

Accident Investigation, 24- and 72-Hour Reports ........................................................................... 376

Accident Investigation, Final Report ............................................................................................... 377

Accident Investigation, Methodology ............................................................................................. 376

Accident Investigation, Notification ............................................................................................... 376

Accident Investigation, Process – Wildland Fire ............................................................................. 375

Accident Investigation, Report – Standard Contents ....................................................................... 377

Accident Investigation, Team Membership ..................................................................................... 376

Accident Notification ...................................................................................................................... 399

Accident Review Board/Board of Review ...................................................................................... 382

Accident/Injury Reporting .............................................................................................................. 190

Accident/Injury Reporting, Agency Reporting Requirements ......................................................... 191

Accident/Injury Reporting, OSHA Reporting Requirements .......................................................... 191

Acquisitions (BIA) .......................................................................................................................... 159

Additional Mapped Avoidance Areas, Definition ........................................................................... 274

Adjective Fire Danger Rating ......................................................................................................... 221

Administratively Determined Pay Plan for Prescribed Fire, Use of ................................................ 364

Aerial Ignition ................................................................................................................................. 345

Aerial Ignition Devices ................................................................................................................... 314

Aerial Supervision Coordination ..................................................................................................... 348

Aerial Supervision Module (ASM) ................................................................................................. 347

Aerial Supervision Module Program Training and Qualifications .................................................. 348

Aerial Supervision Module, Operational Considerations ................................................................ 347

Aerial Supervision Module, Policy ................................................................................................. 348

Aerial Supervision Principles for ATGS, HLCO, ASM, and Leadplane ......................................... 345

Aerial Supervision, Operational Procedures and Policy .................................................................. 346

After Action Reviews...................................................................................................................... 367

Agency Administrator Definition .................................................................................................... 250

Agency Administrator Responsibilities (BIA) ................................................................................ 139

Agency Administrator Roles (FWS) ................................................................................................. 93

Agency Administrator Roles (NPS) .................................................................................................. 74

Agency Administrator Roles, Chief, National Wildlife Refuge System (FWS) ................................ 93

Agency Administrator Roles, Director (FWS) .................................................................................. 93

Agency Administrator Roles, Director (NPS) ................................................................................... 74

Agency Administrator Roles, Park Superintendent (NPS) ................................................................ 74

Agency Administrator Roles, Project Leader/Refuge Manager (FWS) ............................................. 94

Agency Administrator Roles, Regional Chief and Refuge Supervisors (FWS) ................................. 94

Agency Administrator Roles, Regional Director (FWS) ................................................................... 93

Agency Administrator Roles, Regional Director (NPS) .................................................................... 74

Agency Administrator Trainee, Evaluation Process (FS) ................................................................ 127

Agency Administrator, Certification Program (FS)......................................................................... 125

Agency Administrator, Core Competencies (FS) ............................................................................ 124

Agency Administrator, Currency (FS) ............................................................................................ 128

Agency Administrator, Guidelines (FS) .......................................................................................... 126

Agency Administrator, Prescribed Fire Certification (FS) .............................................................. 128

Agency Administrator, Roles and Responsibilities for Incident Management (FS) ........................ 124

Agency Planning Guidance (DOI) .................................................................................................. 214

Agency Planning Guidance (FS) ..................................................................................................... 214

Agency Planning Guidance, Fire Management Planning ................................................................ 214

Agency Planning Guidance, Other Resources ................................................................................. 214

Agency Superintendent (BIA) ................................................................................................... 140, 11

Agreement for Fire Management, USDOI and USDA Interagency ................................................ 199

Agreement Policy............................................................................................................................ 198

INDEX

Index-2 Release Date: January 2023

Agreement, Elements of an ............................................................................................................. 199

Agreements with Cooperators (BLM) ............................................................................................... 31

Agreements, Inter-Refuge (FWS) ................................................................................................... 106

Agreements, Local Interagency ....................................................................................................... 198

Agreements, National Interagency .................................................................................................. 198

Agreements, Regional/State Interagency ........................................................................................ 198

Agreements, Types of ..................................................................................................................... 198

Agreements, Wildland Fire Management, National ........................................................................ 199

Air Ambulance Coordination .......................................................................................................... 179

Air Tactical Group Supervisor ........................................................................................................ 346

Air Tactical Group Supervisor, Operational Considerations ........................................................... 347

Air Tactical Group Supervisor, Program Management ................................................................... 347

Air Tactical Group Supervisor, Training ......................................................................................... 347

Airspace Coordination .................................................................................................................... 334

Airtanker Base Operations .............................................................................................................. 353

Airtanker Base Personnel ................................................................................................................ 353

Airtanker Payloads .......................................................................................................................... 352

Airtanker Rotation .......................................................................................................................... 351

Airtanker Types .............................................................................................................................. 349

Airtankers ....................................................................................................................................... 348

Airtankers, Loading Operations ...................................................................................................... 353

Airtankers, Rotation of State ........................................................................................................... 352

Airtankers, Startup/Cutoff Time for Multi-Engine .......................................................................... 353

All-Hazards Coordination and Cooperation ............................................................................ 204, 207

All-Hazards Guiding Principles and Doctrine (USFS) .................................................................... 209

All-Terrain Vehicles/Utility-Terrain Vehicles................................................................................. 309

Annual Fireline Safety Refresher Training ..................................................................................... 284

Annual Operating Plan, Fiscal Responsibility Elements of an ........................................................ 203

Annual Safety Inspections, Scheduled Maintenance, and Daily Inspections, Vehicle (BIA) .......... 153

Annual Safety Inspections, Scheduled Maintenance, and Daily Inspections, Vehicle (NPS) ............ 88

Aquatic Invasive Species, Operational Guidelines for .................................................................... 257

Assignment Extension..................................................................................................................... 167

Assistant Director, Fire and Aviation (FA-100) (BLM) .................................................................... 15

Aviation Assets ............................................................................................................................... 341

Aviation Hazard .............................................................................................................................. 331

Aviation Operations and Resources ................................................................................................ 323

Aviation Program Goals (BIA) ....................................................................................................... 155

Aviation Program, Agency/Field Office Level (BIA) ..................................................................... 156

Aviation Program, Regional Office Level (BIA) ............................................................................ 156

Aviation Safety (BIA) ..................................................................................................................... 157

Aviation Safety Assistance Team Reviews ..................................................................................... 369

Aviation Stand Downs .................................................................................................................... 338

Aviation, How to Properly Refuse Risk .......................................................................................... 329

Aviation, Organizational Responsibilities ....................................................................................... 323

Aviation, Organizational Responsibilities (BIA) ............................................................................. 324

Aviation, Organizational Responsibilities (BLM) ........................................................................... 323

Aviation, Organizational Responsibilities (FS) ......................................................................... 324, 21

Aviation, Organizational Responsibilities (Local Office) ............................................................... 326

Aviation, Organizational Responsibilities (NPS) ............................................................................ 324

Aviation, Organizational Responsibilities (State/Regional Office) ................................................. 325

Aviation, Organizational Responsibilities, Office of Aviation Services .......................................... 323

Aviation, Purpose and Scope .......................................................................................................... 323

BLM Fire Equipment Improvement/Deficiency Reporting System (BLM) ...................................... 38

BLM Wildland Fire and Aviation Program Organization and Responsibilities, Introduction ........... 11

Boot Standard, Wildland Fire.......................................................................................................... 172

Branch Chief, Wildland Fire Management (BIA) ........................................................................... 140

Briefings, Incident........................................................................................................................... 176

INDEX

Release Date: January 2023 Index-3

Budget Management (BIA) ............................................................................................................. 151

Bureau and Tribal NFDRS Weather Stations (BIA)........................................................................ 145

Burn Treatment Guidelines ............................................................................................................. 179

Burned Area Emergency Response Teams...................................................................................... 262

Business Management and Administration (BIA) ........................................................................... 158

Buying/Payment Teams .................................................................................................................. 245

Cache Management ......................................................................................................................... 265

Camps and Plans to Remain in Place, Location of Fire ................................................................... 177

Casuals Hired as Drivers When Employed by BIA ......................................................................... 158

Cause Determination and Trespass Investigation, Fire .................................................................... 383

Cause Determination and Trespass Investigation, Fire – Introduction ............................................ 383

Cause Determination and Trespass Investigation, Fire – Policy ...................................................... 383

Cause Determination and Trespass Investigation, Fire – Related Policy Documents ...................... 384

Cellular/Satellite Phone Communications ....................................................................................... 315

Certification of Non-Agency Personnel .......................................................................................... 282

Chainsaw Operators and Fallers ...................................................................................................... 301

Chemical Avoidance Areas, Fire..................................................................................................... 345

Chocks ............................................................................................................................................ 305

Closures, Unit/Area ......................................................................................................................... 256

Command Organizations ................................................................................................................. 238

Command Organizations, Onsite .................................................................................................... 239

Command Philosophy, Fire Operations .............................................................................................. 7

Communications ............................................................................................................................. 315

Communications on an Incident, Military ....................................................................................... 321

Communications, Policy ................................................................................................................. 315

Complexity, Wildfire ...................................................................................................................... 237

Compliance, Definition ................................................................................................................... 215

Concepts and Definitions, Fire Management Planning ................................................................... 215

Connection to Other Plans, Fire Management Planning .................................................................. 216

Contingency Resources, Activation of ............................................................................................ 364

Contracts, Agreements .................................................................................................................... 199

Contracts, Radio .............................................................................................................................. 315

Cooperative Agreements, Standards for .......................................................................................... 198

Cooperator Aircraft ......................................................................................................................... 355

Coordination and Cooperation, Interagency .................................................................................... 193

Cost Effective Fire Operations ............................................................................................................ 9

Cost Management ........................................................................................................................... 265

Critical Incident Stress Management............................................................................................... 192

Days Off ......................................................................................................................................... 166

Declared Wildfire Reviews ............................................................................................................. 372

Definitions ...................................................................................................................................... 5, 6

Definitions (FS) .............................................................................................................................. 124

Definitions, Reviews and Investigations ......................................................................................... 373

Definitions, Safety and Risk Management ...................................................................................... 164

Delegation for District Fire Management Officers (BLM) ................................................................ 28

Delegation for Regional Fire Management Officers (NPS) ............................................................... 85

Delegation of Authority (BLM) ........................................................................................................ 28

Delegation of Authority (FWS) ....................................................................................................... 105

Delegation of Authority (NPS) ......................................................................................................... 85

Delegation of Authority, Dispatch/Coordination Center Manager .................................................. 392

Delegation of Authority, Regional Fire Management Coordinator (FWS) ...................................... 105

Delegation of Authority, Zone Fire Management Officer (FWS).................................................... 106

Director (BIA)................................................................................................................................. 140

Director, Office of Trust Services (BIA) ......................................................................................... 140

Dispatch and Coordination System ................................................................................................. 387

Dispatch and Coordination System, Introduction ............................................................................ 387

Dispatch and Coordination System, Organization ........................................................................... 387

INDEX

Index-4 Release Date: January 2023

Dispatch Center Functional Responsibilities, Local ........................................................................ 396

Dispatch Centers, Local .................................................................................................................. 389

Dispatch Recording Devices ........................................................................................................... 315

Dispatch/Coordination Center Administration ................................................................................ 391

Dispatch/Coordination Center Administration, Memorandum of Understanding ............................ 391

Dispatch/Coordination Center Administration, Service and Supply Plans ...................................... 391

Dispatch/Coordination Center Reference Material .......................................................................... 399

Dispatch/Coordination Center, Facilities and Equipment ................................................................ 400

Dispatch/Coordination Center, Training ......................................................................................... 400

Division Chief, Forestry and Wildland Fire Management (BIA) .................................................... 140

Dozer/Tractor Plow Operational Procedures ................................................................................... 309

Dozer/Tractor Plow Training and Qualifications ............................................................................ 309

Dozers/Tractor Plows ...................................................................................................................... 309

Drawdown Levels, Establishing ...................................................................................................... 390

Drawdown, Local and Geographic Area ......................................................................................... 390

Driver Training for Regular Drivers of Fire Equipment (BLM) ........................................................ 51

Driving Standard ..................................................................................................................... 168, 305

Dump and Spill Sites ...................................................................................................................... 184

Emergency Assistance .................................................................................................................... 199

Emergency Equipment Rental Agreements (BIA) .......................................................................... 159

Emergency Light Use...................................................................................................................... 306

Emergency Management Planning and Services, Incident .............................................................. 256

Emergency Management Planning, Incident ................................................................................... 399

Emergency Management Planning, Incident Medical ..................................................................... 178

Emergency Medical Response, Public ............................................................................................ 260

Emergency Notification and Contact Information (BLM)................................................................. 35

Emergency Support Function Annexes ........................................................................................... 205

Employee Advocacy (BLM) ............................................................................................................. 36

Employee Conduct (BLM) ................................................................................................................ 12

Employee Conduct (NPS) ................................................................................................................. 73

Employee Safety and Health Program Responsibility (BLM) ........................................................... 34

Endangered Species Act Emergency Consultation .......................................................................... 276

Engine Inventories .......................................................................................................................... 308

Engine Module Standards (NPS) ...................................................................................................... 87

Engine Modules .............................................................................................................................. 291

Engine Operating Standards (NPS) ................................................................................................... 86

Engine Staffing, Fire ....................................................................................................................... 307

Engine Typing................................................................................................................................. 307

Engine Use Report (BLM) ................................................................................................................ 42

Engine/Tactical Water Tender Water Reserve ................................................................................ 305

Engines (BLM) ................................................................................................................................. 59

Engines, Driver Requirements (BLM) .............................................................................................. 62

Engines, Engine Ordering (BLM) ..................................................................................................... 60

Engines, Firefighting ....................................................................................................................... 307

Engines, Minimum Staffing Requirements (BLM) ........................................................................... 60

Engines, Operational Procedures .................................................................................................... 307

Engines, Training and Qualification Requirements (BLM) ............................................................... 60

Engines, Typing, Engine (BLM) ....................................................................................................... 60

Equipment Bulletins and Equipment Alerts (BLM) .......................................................................... 42

Equipment Bulletins and Equipment Alerts (NPS) ........................................................................... 88

Evaluation, Team ............................................................................................................................ 255

Explosives, Munitions, and Unexploded Ordinance ........................................................................ 182

Explosives, Munitions, and Unexploded Ordinance, Notifications ................................................. 183

Explosives, Munitions, Unexploded Ordinance Associated with Former Defense Sites, Discovery of

................................................................................................................................................... 183

Extended Attack Incident, Definition .................................................................................................. 6

Extended Attack, Definition ................................................................................................................ 6

INDEX

Release Date: January 2023 Index-5

Eye and Face Protection .................................................................................................................. 174

Factual Report ................................................................................................................................. 382

Federal Agencies Assistance ........................................................................................................... 363

Federal Fire Policy Council ............................................................................................................ 193

Federal Wildland Fire Management Policy and Doctrine Overview ................................................... 1

Federal Wildland Fire Management Policy, Elements of .................................................................... 2

Field Attire, Wildland Fire .............................................................................................................. 172

Final Wildland Fire Record (FWS) ................................................................................................. 108

Fire and Aviation Directorate (BLM) ................................................................................................ 14

Fire and Aviation Honor Guard, BLM .............................................................................................. 36

Fire and Aviation Management Duty Officer (FS) .......................................................................... 133

Fire and Aviation Safety Team Reviews ......................................................................................... 368

Fire Chemicals, Aerial Delivery of Long-Term Retardant on USDA Forest Service Lands,

Exceptions for ............................................................................................................................ 275

Fire Chemicals, Exceptions for All Other Agencies and All Other ................................................. 275

Fire Chemicals, Guidance for Pilots ................................................................................................ 274

Fire Chemicals, Interagency Policy for Aerial and Ground Delivery of Wildland Fire Chemicals

Near Waterways and Other Avoidance Areas ............................................................................ 273

Fire Chemicals, Policy for Use of ................................................................................................... 271

Fire Chemicals, Reporting Requirements of Aerially Delivered Wildland Fire Chemicals Into

Waterways, Waterway Buffer Areas and Mapped Avoidance Areas ......................................... 275

Fire Chemicals, Safety Information ................................................................................................ 272

Fire Chemicals, Types of ................................................................................................................ 271

Fire Danger Operating Plan ............................................................................................................ 221

Fire Danger PocketCard for Firefighter Safety................................................................................ 226

Fire Danger Rating .......................................................................................................................... 220

Fire Danger, Communication of ...................................................................................................... 220

Fire Engine and Command Vehicle Identifier Standards (BLM) ...................................................... 38

Fire Equipment Committees (BLM) ................................................................................................. 37

Fire Equipment Maintenance and Inspections ................................................................................. 306

Fire Equipment Maintenance and Procedure Record (BLM) ............................................................ 41

Fire Equipment Standardization (BLM) ............................................................................................ 37

Fire Executive Council .................................................................................................................... 194

Fire Extinguisher ............................................................................................................................. 305

Fire Facility Construction and Maintenance Activity (BIA) ........................................................... 154

Fire Management Administration (BIA) ......................................................................................... 142

Fire Management in Wilderness...................................................................................................... 256

Fire Management Leadership Board (NPS) ...................................................................................... 83

Fire Management Plan, Definition .................................................................................................. 215

Fire Management Planning, Purpose ............................................................................................... 213

Fire Management Policy (BIA) ....................................................................................................... 139

Fire Management Position Requirements (FS) ................................................................................ 134

Fire Management Position Titles and Fire Department Cooperator Equivalencies (BLM) ............... 30

Fire Occurrence Data and Reporting (BIA)..................................................................................... 144

Fire Operations Doctrine ..................................................................................................................... 6

Fire Prevention/Mitigation Plans..................................................................................................... 225

Fire Reporting (FWS) ..................................................................................................................... 107

Fire Severity Funding (FWS) .......................................................................................................... 107

Fire Shelters .................................................................................................................................... 173

Fire Suppression Action, Principles of ................................................................................................ 8

Fire Suppression Modules (BLM) ..................................................................................................... 59

Fire Suppression Modules, Mobilization (BLM) .............................................................................. 59

Fire Vehicle Operation Standards ............................................................................................. 171, 13

FireCode Business Rules (BIA) ...................................................................................................... 147

Firefighter Training and Qualifications ........................................................................................... 279

Firefighter Training and Qualifications, Introduction ..................................................................... 279

Firefighters (BLM)............................................................................................................................ 44

INDEX

Index-6 Release Date: January 2023

Firefighters, Introduction (BLM) ...................................................................................................... 44

Firefighters, Mobilization of (BLM) ................................................................................................. 45

Firefighting Engine/Water Tender Common Standards .................................................................. 305

Firefighting Equipment ................................................................................................................... 305

Firefighting Equipment, Introduction .............................................................................................. 305

Firefighting Equipment, Policy ....................................................................................................... 305

First Aid Kit .................................................................................................................................... 305

Fitness Challenge, National Fire Operations (BLM) ......................................................................... 52

Fitness Levels, Arduous – Wildland Firefighter Medical Standards Program (DOI/MSP) ............. 286

Fitness Levels, Medical Exam Process for Light and Moderate ...................................................... 287

Fixed Ownership Rates (NPS) .......................................................................................................... 88

Flagging, Standard Safety ............................................................................................................... 178

Flight and Duty Limitations Implementation, Interim ..................................................................... 339

Flight and Duty Limitations, Phase 1 – Standard Flight and Duty Limitations ............................... 339

Flight and Duty Limitations, Phase 2 – Interim Duty Limitations ................................................... 340

Flight and Duty Limitations, Phase 3 – Interim Duty Limitations ................................................... 340

Flight Operations, Congested Area ................................................................................................. 337

Flight Operations, Low-Level ......................................................................................................... 337

Flight Operations, Low-Level, Operational Procedures .................................................................. 337

Flight Request and Approval........................................................................................................... 335

Flight Request and Approval (BIA) ................................................................................................ 157

Flight-Following, All Aircraft ......................................................................................................... 337

Foam, Fire Suppressant ................................................................................................................... 271

Foundational Doctrine (FS) ............................................................................................................. 113

Foundational Doctrine, Leadership and Accountability (FS) .......................................................... 115

Foundational Doctrine, Mission (FS) .............................................................................................. 114

Foundational Doctrine, Operations (FS) ......................................................................................... 115

Foundational Doctrine, The Operational Environment (FS) ............................................................ 115

Foundational Doctrine, Wildland Fire Response Principles (FS) .................................................... 114

Frequencies, Governmentwide Area Common User ....................................................................... 319

Frequencies, National Interagency Fire Tactical ....................................................................... 320, 21

Frequencies, Preassigned National .................................................................................................. 319

Frequencies, Smokejumper and Rappel/RADS Air-to-Ground ................................................. 319, 21

Frequency Management, Aviation Operations ................................................................................ 318

Frequency Management, Daily Operational .................................................................................... 316

Frequency Management, Incident ................................................................................................... 317

Frequency Management, Mutual Aid .............................................................................................. 317

Frequency, National Air Guard ....................................................................................................... 319

Frequency, National Flight Following ............................................................................................ 319

Fuel and Fire Behavior Advisories .................................................................................................. 229

Fuels Management .......................................................................................................................... 359

Fuels Management Accomplishments, Reporting ........................................................................... 360

Fuels Management Activities, Non-Fire ......................................................................................... 364

Fuels Management, Introduction ..................................................................................................... 359

Fuels Management, Planning and Implementation (BIA) ............................................................... 160

Funded Program Procedures (BIA) ................................................................................................. 152

Funding, Nonstandard Equipment (BLM) ......................................................................................... 39

Funding, Preparedness (BLM) .......................................................................................................... 45

Funding, Suppression (BLM) ............................................................................................................ 46

General Driving Policy ................................................................................................................... 168

Geographic Area Coordination Center Functional Responsibilities ................................................ 394

Goal, Safety and Risk Management ................................................................................................ 164

GPS Datum and Coordinate Format Standard (BLM) ....................................................................... 72

GPS Datum and Coordinate Format Standard (FWS) ..................................................................... 111

Gross Vehicle Weight ..................................................................................................................... 306

Ground Ignition Devices and Transporting/Dispensing Fuel .......................................................... 314

Guiding Principles (BIA) ................................................................................................................ 142

INDEX

Release Date: January 2023 Index-7

Guiding Principles, Safety and Risk Management .......................................................................... 163

Hand Crew Standards – All Crew Types (BLM) .............................................................................. 52

Hand Crews (BLM) .......................................................................................................................... 52

Hand Crews (Other) ........................................................................................................................ 295

Hand Crews (Other), Policy ............................................................................................................ 295

Hand Crews, Standards by Type (BLM) ........................................................................................... 53

Hazard Pay/Environmental Differential for Prescribed Fire Implementation .................................. 363

Hazardous Duty Assignments on Federal Incidents, Minimum Age Requirements for ................... 291

Hazardous Materials Exposure, Industrial and Naturally Occurring ............................................... 183

Hazardous Materials Response ....................................................................................................... 183

Head Protection ............................................................................................................................... 173

Hearing Protection .......................................................................................................................... 174

Helicopter Locations, BLM Exclusive-Use ....................................................................................... 67

Helicopter Modules ......................................................................................................................... 291

Helicopters ...................................................................................................................................... 354

Helitack ........................................................................................................................................... 341

Helitack Crews, Exclusive-Use (BLM) ............................................................................................. 66

Helitack, Communication ............................................................................................................... 343

Helitack, Operational Procedures .................................................................................................... 342

Helitack, Organization – Crew Size ................................................................................................ 341

Helitack, Training and Experience Requirements ........................................................................... 343

Helitack, Transportation .................................................................................................................. 343

Homeland Security Act ................................................................................................................... 205

Homeland Security Presidential Directive-5 ................................................................................... 205

Home-to-Work Transportation (BLM) .............................................................................................. 43

IHC Availability Periods ................................................................................................................. 294

Incident Action Plan ....................................................................................................................... 254

Incident Business (BLM) .................................................................................................................. 30

Incident Business Management ....................................................................................................... 264

Incident Characteristics ................................................................................................................... 239

Incident Characteristics, Type 1 ...................................................................................................... 241

Incident Characteristics, Type 2 ...................................................................................................... 241

Incident Characteristics, Type 3 ...................................................................................................... 240

Incident Characteristics, Type 4 ...................................................................................................... 240

Incident Characteristics, Type 5 ...................................................................................................... 239

Incident Command .......................................................................................................................... 238

Incident Command System ............................................................................................................. 237

Incident Command, Type 1 ............................................................................................................. 242

Incident Command, Type 2 ............................................................................................................. 241

Incident Command, Type 3 ............................................................................................................. 241

Incident History and Financial Records .......................................................................................... 254

Incident Management and Coordination Components of the National Incident Management System

................................................................................................................................................... 237

Incident Management and Response ............................................................................................... 237

Incident Management Team Extensions.......................................................................................... 168

Incident Management Teams .......................................................................................................... 242

Incident Management Teams – All-Hazards and Other Non-Wildland Fire .................................... 210

Incident Management Teams, All-Hazards and Other Non-Wildfire .............................................. 244

Incident Management Teams, Area Command ............................................................................... 242

Incident Management Teams, National Incident Management Organization .................................. 243

Incident Management Teams, Release of ........................................................................................ 255

Incident Management Teams, Type 1 ............................................................................................. 243

Incident Management Teams, Type 2 ............................................................................................. 244

Incident Management Teams, Unified Command ........................................................................... 244

Incident Operations Driving ............................................................................................................ 171

Incident Qualification Card ............................................................................................................. 282

Incident Qualification Card Expiration Dates ........................................................................... 284, 20

INDEX

Index-8 Release Date: January 2023

Incident Qualifications and Certification System ............................................................................ 281

Incident Remote Automated Weather Stations ................................................................................ 314

Incident Status Reporting ................................................................................................................ 254

Incident, Managing the ................................................................................................................... 250

Incident, Managing the, Agency Administrator Representative Responsibilities ............................ 252

Incident, Managing the, Agency Administrator Responsibilities .................................................... 251

Incident, Managing the, Resource Advisor Responsibilities ........................................................... 252

Incident, Managing the, Use of Trainees ......................................................................................... 253

Incidents/Accidents, Aircraft .......................................................................................................... 332

Individual Fire Report (FWS) ......................................................................................................... 107

Individual Fire Reviews .................................................................................................................. 370

Information Resources, Aviation .................................................................................................... 328

Inherently Federal Activities (BIA)................................................................................................. 142

Initial Attack, Definition ..................................................................................................................... 6

Initial Response, Definition ................................................................................................................ 6

Initial Response/Preplanned Dispatch Plans ................................................................................... 225

Interagency Agreement – DOI, USDA, and DOD .......................................................................... 199

Interagency Coordination and Cooperation, Introduction ............................................................... 193

Interagency Fire Program Management Standards (BLM) ................................................................ 52

Interagency Hotshot Crew (BLM) .................................................................................................... 55

Interagency Hotshot Crew Certification .......................................................................................... 294

Interagency Hotshot Crew Communications ................................................................................... 295

Interagency Hotshot Crew Organization ......................................................................................... 294

Interagency Hotshot Crew Policy.................................................................................................... 293

Interagency Hotshot Crew Readiness Review, Annual ................................................................... 294

Interagency Hotshot Crew Status Reporting System, National ....................................................... 295

Interagency Hotshot Crew Transportation ...................................................................................... 295

Interagency Hotshot Crew, Annual Crew Mobilization (BLM) ........................................................ 55

Interagency Hotshot Crew, Annual Crew Pre-Mobilization Process ............................................... 294

Interagency Hotshot Crew, Decertification and Recertification (BLM) ............................................ 56

Interagency Hotshot Crew, Establishing or Converting (BLM) ........................................................ 56

Interagency Hotshot Crew, Locations (BLM) ................................................................................... 55

Interagency Hotshot Crew, Position Descriptions and Selective Placement Factors ..................... 57, 5

Interagency Hotshot Crew, Size (BLM) ............................................................................................ 56

Interagency Hotshot Crew, Training and Qualification Requirements (BLM) .................................. 56

Interagency Hotshot Crews ............................................................................................................. 293

Interagency Incident Business Management Handbook .................................................................. 197

Interagency Severity Funding Request Procedures (BIA) ............................................................... 150

Interagency Standards for Fire and Fire Aviation Operations, Purpose ............................................... 1

Interagency Standards for Fire and Fire Aviation Operations, Scope .................................................. 1

Interior Fire Executive Council ....................................................................................................... 196

International Disasters Support ....................................................................................................... 212

International Non-Wildland Fire Coordination and Cooperation .................................................... 212

International Wildland Fire Coordination and Cooperation ............................................................ 211

Invasive Species, Operational Guidelines for .................................................................................. 277

Inventory Management ................................................................................................................... 266

Inventory Management, Accountability .......................................................................................... 266

Inventory Management, Cache Returns and Restock Procedures .................................................... 268

Inventory Management, Consumable Items .................................................................................... 267

Inventory Management, Durable Items ........................................................................................... 266

Inventory Management, Fire Loss Tolerance Reporting for Type 1 and 2 Incidents ....................... 267

Inventory Management, Incident Management and Environmental Sustainability ......................... 267

Inventory Management, Incident Replacement of Government Property ........................................ 268

Inventory Management, Incident Supply and Equipment Return Procedures ................................. 268

Inventory Management, Incident-to-Incident Transfer of Supplies and Equipment ........................ 267

Inventory Management, System Implementation ............................................................................ 266

Inventory Management, Trackable Items ........................................................................................ 266

INDEX

Release Date: January 2023 Index-9

Inventory, Engine Equipment (BLM) ............................................................................................... 41

Investigation Processes ................................................................................................................... 375

Investigation Types and Requirements ........................................................................................... 374

Investigations .................................................................................................................................. 372

Investigations, Federal Interagency ......................................................................................... 354, 365

Job Hazard Analysis/Risk Assessment ............................................................................................ 164

Land/Resource Management Plan, Definition ................................................................................. 215

Large Fire Cost Reviews (FS) ......................................................................................................... 369

LCES – A System for Operational Safety ....................................................................................... 176

Leadership, Fire .................................................................................................................................. 7

Leg Protection ................................................................................................................................. 175

Length of Assignment ..................................................................................................................... 165

Length of Assignment, Assignment Definition ............................................................................... 165

Lighting .......................................................................................................................................... 306

Lights-and-Sirens Response (BIA) ................................................................................................. 157

Lights-and-Sirens Response (BLM) .................................................................................................. 43

Lights-and-Sirens Response (NPS) ................................................................................................... 87

Line Officer Team (NPS) ................................................................................................................ 105

Local Caches, Type 4 ...................................................................................................................... 266

Maintenance and Care Standards, Fire Equipment (BLM) ................................................................ 41

Maintenance, Repairs and Replacement, Vehicle (BIA) ................................................................. 153

Maintenance, Repairs and Replacement, Vehicle (NPS) ................................................................... 88

Management Board ......................................................................................................................... 195

Management Controls to Mitigate Exposure ................................................................................... 171

Management Evaluation Report ...................................................................................................... 382

Management Structure, National Wildland Fire .............................................................................. 193

Maximum Consecutive Days Worked – Home Unit ....................................................................... 168

Medical Examinations and Work Capacity Tests .................................................................... 285, 288

Medical Planning and Services, Emergency ................................................................................... 178

Medical Services, Incident Emergency ........................................................................................... 179

Military or National Guard Helicopters and Pilots .......................................................................... 355

Misconduct, Examples of (BLM) ...................................................................................................... 13

Mission (BIA) ................................................................................................................................. 139

Mission Flights ............................................................................................................................... 336

Mobile Attack (Pump and Roll) ...................................................................................................... 306

Mobile Fire Equipment Policy (BLM) .............................................................................................. 36

Mobile Fire Equipment, Conversions (BLM) ................................................................................... 40

Mobile Fire Equipment, Introduction (BLM) .................................................................................... 36

Mobilization and Demobilization .................................................................................................... 171

Mobilization Guide/Dispatch Operating Plan, Local ....................................................................... 389

Mobilization Guides ........................................................................................................................ 389

Modification/Retrofitting, Equipment (BLM) ................................................................................... 38

Modular Airborne Fire Fighting System (MAFFS) ......................................................................... 355

Multi-Agency Coordinating Group, National .................................................................................. 196

Multi-Agency Coordinating Groups, Geographic Area ................................................................... 197

Multi-Agency Coordination ............................................................................................................ 245

Multi-Agency Management and Coordination ................................................................................ 196

National Aviation Program (BIA) ................................................................................................... 155

National Fire Leadership Team (FWS) ........................................................................................... 104

National Fire Operations Fitness Challenge (NPS) ........................................................................... 89

National Fire Prevention Education Teams ..................................................................................... 226

National Incident Management System ................................................................................... 205, 237

National Interagency Coordination Center Functional Responsibilities .......................................... 392

National Interagency Support Caches, Type 1 and 2 ....................................................................... 265

National Oil and Hazardous Substances Pollution Contingency Plan ............................................. 206

National Program Preparedness/Readiness Reviews (BIA) ............................................................ 147

National Ready Reserve .................................................................................................................. 390

INDEX

Index-10 Release Date: January 2023

National Response Framework ............................................................................................... 205, 237

National Wildfire Coordinating Group............................................................................................ 196

National Wildland Fire Fleet Engine Program (BIA) ...................................................................... 152

National Wildland Fire Fleet Engine Program, Administration (BIA) ............................................ 154

National Wildland Fire Fleet Engine Program, Emergency Repairs (BIA) ..................................... 154

National Wildland Fire Fleet Engine Program, Mission/Policy (BIA) ............................................ 153

National Wildland Fire Fleet Engine Program, Non-Emergency/Non-Suppression Repairs (BIA) . 154

National Wildland Fire Fleet Engine Program, Organization (BIA) ............................................... 154

National Wildland Fire Fleet Engine Program, Replacement Guidelines (BIA) ............................. 154

National Wildland Significant Fire Potential Outlook ..................................................................... 228

Neck Protection ............................................................................................................................... 174

Non-Incident Operations Driving .................................................................................................... 170

Non-NFDRS Weather Stations (BIA) ............................................................................................. 145

Nonskid Surfaces ............................................................................................................................ 305

Non-Wildland Fire Incidents, Responding to .................................................................................. 258

NWCG Relationship to BLM ............................................................................................................ 14

NWCG Role in Support, Coordination, and All-Hazards Response by Wildland Fire Agencies .... 208

Office of Wildland Fire ................................................................................................................... 196

One-Time Funding (BIA) ............................................................................................................... 152

Operating Plan, General Elements of an ......................................................................................... 200

Operating Plans ............................................................................................................................... 200

Operations, Nature of Fire................................................................................................................... 6

Ordering, Mobile Fire Equipment (BLM) ......................................................................................... 39

Organization and Responsibilities, Wildland Fire and Aviation Program (FS) ............................... 113

Organization and Responsibilities, Wildland Fire and Aviation Program, Introduction (FS) .......... 113

Performance Requirements for Fire Operations, Agency Administrator Management ..................... 74

Performance Requirements for Fire Operations, Fire Management Staff (FWS) ............................ 101

Performance Requirements for Fire Operations, Fire Management Staff (NPS) ............................... 80

Performance Requirements for Fire Operations, Fire Staff (BLM) ................................................... 24

Performance Requirements for Fire Operations, Management (BLM) .............................................. 21

Performance Requirements for Fire Operations, Management (FWS) .............................................. 94

Personal Protective Equipment (PPE) ............................................................................................. 172

Personal Protective Equipment (PPE), Specialized or Non-Standard .............................................. 175

Physical Fitness and Conditioning (FWS) ............................................................................... 108, 158

Physical Fitness Levels ................................................................................................................... 288

Physical Fitness Standards, Firefighter Mandatory (BLM) ............................................................... 51

Physical Fitness Standards, Firefighter Target .................................................................................. 89

Point-to-Point Flights ................................................................................................................ 335, 22

Policy and Guidance, Mobile Fire Equipment (BLM) ...................................................................... 37

Policy, Fire Management Planning ................................................................................................. 213

Policy, Fuels Management .............................................................................................................. 359

Policy, Safety and Risk Management .............................................................................................. 163

Positions, Requirements for Fire Management (NPS) ....................................................................... 84

Post Incident Review (BLM) ............................................................................................................ 24

Post-Katrina Emergency Management Reform Act ........................................................................ 207

Post-Wildfire Activities .................................................................................................................. 260

Predictive Service Areas ................................................................................................................. 228

Predictive Services Fire Potential Outlooks and Advisories, National ............................................ 228

Preparedness ................................................................................................................................... 219

Preparedness Level Plans ................................................................................................................ 223

Preparedness Overview ................................................................................................................... 219

Preparedness Planning .................................................................................................................... 219

Preparedness Reviews ..................................................................................................................... 367

Preparedness, Fire ............................................................................................................................... 7

Preposition Funding, National (BLM) .............................................................................................. 47

Preposition Funding, State Discretionary (BLM) .............................................................................. 48

Prescribed Fire During Preparedness Levels 4 and 5 ...................................................................... 362

INDEX

Release Date: January 2023 Index-11

Prescribed Fire Implementation, Use of Contractors for ................................................................. 364

Prescribed Fire Review (BIA) ......................................................................................................... 160

Prescribed Fire, Definition .................................................................................................................. 6

Prescribed Fire, Non-NWCG Agency Personnel Use on ........................................................ 281, 363

Preseason Agreements, Contracts and Operating Plans (BIA) ........................................................ 146

Procedures for One-Time Funding Submission (BIA) .................................................................... 152

Professional Liability Insurance Reimbursement, Qualification for ................................................ 236

Program Budget Annual Appropriations (BIA)............................................................................... 152

Program Operational Standards (BIA) ............................................................................................ 143

Program Organization and Responsibilities, Introduction (FWS) ..................................................... 93

Program Organization and Responsibilities, Introduction (NPS) ...................................................... 73

Program Planning (BIA) ................................................................................................................. 143

Program Preparedness (BIA) .......................................................................................................... 146

Qualification and Certification Process ........................................................................................... 279

Qualifications and Qualifications Exceptions, Specific (NPS) .......................................................... 91

Qualifications, Non-NWCG Agency Personnel .............................................................................. 281

Qualifications, Specific (FWS) ....................................................................................................... 110

Radio Communications ................................................................................................................... 315

Radio Support, Incident .................................................................................................................. 320

Radio Systems................................................................................................................................. 401

Ram-Air Parachute System Management (BLM) ............................................................................. 63

Rappel and Cargo Let-Down, Helicopter ........................................................................................ 344

Reconnaissance or Patrol Flights .................................................................................................... 348

Records Management for Fire Reports (BIA) ................................................................................. 144

Regional Directors (BIA) ................................................................................................................ 140

Remote Area Weather Station, Management Actions for ................................................................ 228

Remote Area Weather Station, Noncompliance Report ................................................................... 228

Remote Automatic Weather Stations, Management Actions for Noncompliant (BLM) .................... 68

Reporting Planned Fuels Treatments Burned in a Wildfire ............................................................. 360

Request for Funding Authorization (BIA) ....................................................................................... 159

Resource Management Objectives, Reporting of Wildfire Acres That Meet ................................... 361

Respiratory Protection..................................................................................................................... 175

Responsibilities for Fire Operations, Specific Fire Management Staff – Field Level (FS) .............. 131

Responsibilities for Fire Operations, Specific Fire Management Staff – Field Level, Preparedness

(FS) ............................................................................................................................................ 131

Responsibilities for Fire Operations, Specific Fire Management Staff – Field Level, Prescribed Fire

(FS) ............................................................................................................................................ 132

Responsibilities for Fire Operations, Specific Fire Management Staff – Field Level, Safety (FS) .. 132

Responsibilities for Fire Operations, Specific Fire Management Staff – Field Level, Wildfire

Response (FS) ............................................................................................................................ 132

Responsibilities, Agency Administrator, (BLM) ............................................................................... 20

Responsibilities, Aviation Division Chief (FA-500) (BLM) ............................................................. 18

Responsibilities, Budget and Evaluation Division Chief (FA-400) (BLM) ....................................... 18

Responsibilities, Deputy Assistant Director, Fire and Aviation (FA-100) (BLM) ............................ 15

Responsibilities, District Fire Management Officer (BLM) .............................................................. 21

Responsibilities, District Manager (BLM) ........................................................................................ 20

Responsibilities, Duty Officer (NPS) ................................................................................................ 86

Responsibilities, Equal Employment Opportunity Manager (FA-102) (BLM) .................................. 15

Responsibilities, External Affairs Division Chief (FA-700) (BLM) ................................................. 19

Responsibilities, Fire Duty Officer (FWS) ...................................................................................... 106

Responsibilities, Fire Operations Division Chief (FA-300) (BLM) .................................................. 17

Responsibilities, Fire Planning and Fuels Management Division Chief (FA-600) (BLM) ................ 19

Responsibilities, Operational Duty Officer), BLM............................................................................ 29

Responsibilities, Operational Duty Officer, BLM ............................................................................. 29

Responsibilities, Program Manager (BLM) ...................................................................................... 15

Responsibilities, Safety and Occupational Health Program (BLM) .................................................. 31

Responsibilities, State and National Duty Officers (BLM) ............................................................... 29

INDEX

Index-12 Release Date: January 2023

Responsibilities, State Director (BLM) ............................................................................................. 20

Responsibilities, State Fire Management Officer (BLM) .................................................................. 20

Responsibilities, Support Services Division Chief (FA-200) (BLM) ................................................ 16

Retardant, Long-Term ..................................................................................................................... 271

Retesting, Smokejumper Fitness (BLM) ........................................................................................... 66

Reviews .......................................................................................................................................... 365

Reviews and Investigations ............................................................................................................. 365

Reviews and Investigations, Introduction ....................................................................................... 365

Reviews and Investigations, Multiagency Cooperation ................................................................... 365

Risk and Complexity Assessment, Wildfire .................................................................................... 238

Risk Assessment and Risk Management, Aviation ......................................................................... 329

Risk Management Process .............................................................................................................. 164

Risk Management Protocol (FS) ..................................................................................................... 116

Risk Management, Wildland Fire Operations ..................................................................................... 6

Risk, Right to Refuse ...................................................................................................................... 176

SAFECOM ..................................................................................................................................... 331

SAFENET ....................................................................................................................................... 189

Safety and Health Responsibilities for the Fire Program (BLM) ....................................................... 31

Safety and Risk Management .......................................................................................................... 163

Safety and Risk Management (BIA) ............................................................................................... 157

Safety and Risk Management, Introduction .................................................................................... 163

Safety Assistance Team Visits ........................................................................................................ 368

Safety Briefing, Aviation ................................................................................................................ 330

Safety Support, Aviation ................................................................................................................. 330

Safety, Aerial Applications of Wildland Fire Chemical .................................................................. 331

Safety, Aviation .............................................................................................................................. 328

Safety, Fireline ................................................................................................................................ 176

Sage Grouse Conservation Related to Wildland Fire (BLM) ............................................................ 69

SAI Team Composition .................................................................................................................. 380

Seasonal Tracking, Local Unit ........................................................................................................ 230

Security, Document and Computer ................................................................................................. 254

Serious Accident Investigation Final Report ................................................................................... 382

Serious Accident Investigation, 24- and 72-Hour Reports .............................................................. 382

Serious Accident Investigation, Agency Administrator Responsibilities ........................................ 379

Serious Accident Investigation, Designating the Investigation Team Lead ..................................... 380

Serious Accident Investigation, Fire Director Responsibilities ....................................................... 379

Serious Accident Investigation, Notification ................................................................................... 379

Serious Accident Investigation, Wildland Fire Process ................................................................... 378

Severity Funded Personnel, Labor Cost Coding for Fire ................................................................. 235

Severity Funding Charges and Activities, Appropriate Fire ............................................................ 232

Severity Funding Charges, Inappropriate Fire ................................................................................. 233

Severity Funding Requests, Sequence of Action and Responsible Parties for ................................. 234

Severity Funding Reviews .............................................................................................................. 236

Severity Funding, Authorization ..................................................................................................... 231

Severity Funding, Aviation ............................................................................................................. 233

Severity Funding, Documentation ................................................................................................... 236

Severity Funding, Fire..................................................................................................................... 230

Severity Funding, Interagency Severity Requests ........................................................................... 234

Severity Funding, Labor ................................................................................................................. 232

Severity Funding, National-Level (BLM) ......................................................................................... 46

Severity Funding, National-Level Fire ............................................................................................ 232

Severity Funding, Prevention Activities .......................................................................................... 233

Severity Funding, Requesting Fire .................................................................................................. 234

Severity Funding, State/Regional-Level Fire .................................................................................. 232

Severity Funding, Travel and Per Diem .......................................................................................... 233

Severity Funding, Typical Uses ...................................................................................................... 231

Severity Funding, Vehicles and Equipment .................................................................................... 233

INDEX

Release Date: January 2023 Index-13

Sexual Harassment, Harassment Non-Sexual and Illegal Discrimination (BLM) ............................. 11

SFMP Map Set, Definition .............................................................................................................. 215

Short-Term Severity, State-Level (BLM) ......................................................................................... 46

Significant Wildland Fire Review ................................................................................................... 369

Single Engine Airtanker (SEAT) Operations, Procedures, and Safety ............................................ 353

Single Engine Airtanker Manager Position ..................................................................................... 354

Single Engine Airtanker, Operational Procedures ........................................................................... 354

Single Engine Airtankers ................................................................................................................ 353

Single Resource/Kind Extensions ................................................................................................... 168

Smoke and Carbon Monoxide ......................................................................................................... 177

Smokejumper Aircraft (BLM) .......................................................................................................... 64

Smokejumper Communications ...................................................................................................... 292

Smokejumper Coordination and Dispatch (BLM) ............................................................................. 63

Smokejumper Jump Proficiency Guideline (BLM) ........................................................................... 65

Smokejumper Medical Standards .................................................................................................... 293

Smokejumper Mission (BLM) .......................................................................................................... 63

Smokejumper Operations (BLM) ...................................................................................................... 63

Smokejumper Physical Fitness Standards ....................................................................................... 293

Smokejumper Physical Fitness Standards (BLM) ............................................................................. 65

Smokejumper Pilots ........................................................................................................................ 354

Smokejumper Policy ....................................................................................................................... 292

Smokejumper Target Qualifications................................................................................................ 292

Smokejumper Training ................................................................................................................... 292

Smokejumper Training (BLM) BLM ................................................................................................ 64

Smokejumpers ................................................................................................................................ 292

Smokejumpers (BLM) ...................................................................................................................... 63

Spatial Fire Management Plan (SFMP) Mapsheet, Definition ........................................................ 215

Spatial Fire Management Plan (SFMP), Definition ......................................................................... 215

Specific Line Officer Responsibilities for Fire and Aviation at the Field Level (FS) ...................... 118

Specific Line Officer, Fuels (FS) .................................................................................................... 122

Specific Line Officer, Preparedness (FS) ........................................................................................ 119

Specific Line Officer, Prescribed Fire (FS) ..................................................................................... 122

Specific Line Officer, Responsibilities (FS) .................................................................................... 118

Specific Line Officer, Responsibilities and Oversight (FS)............................................................. 120

Specific Line Officer, Safety (FS) ................................................................................................... 122

Specific Line Officer, Wildfire Response (FS) ............................................................................... 120

Speed Limits ................................................................................................................................... 306

Staff Roles, Fire Management (FWS) ............................................................................................. 100

Staff Roles, Fire Management (NPS) ................................................................................................ 79

Staff Roles, Fire Management, Fire Director (FWS) ....................................................................... 100

Staff Roles, Fire Management, National Office (FWS) ................................................................... 100

Staff Roles, Fire Management, National Office (NPS) ..................................................................... 79

Staff Roles, Fire Management, Park (NPS) ....................................................................................... 79

Staff Roles, Fire Management, Refuge (FWS) ................................................................................ 100

Staff Roles, Fire Management, Refuge, Zone Fire Management Officer (FWS) ............................. 100

Staff Roles, Fire Management, Regional Office (FWS) .................................................................. 100

Staff Roles, Fire Management, Regional Office (NPS) ..................................................................... 79

Staff Roles, Fire Management, Regional Office, Regional Fire Management Coordinator (FWS) . 100

Staffing Level ................................................................................................................................. 224

Stafford Act Disaster Relief and Emergency Assistance ................................................................. 204

Standards for Fire Training and Workforce Development (BLM) .................................................... 48

Standards, Firefighter Training and Qualifications ......................................................................... 279

Station Identifiers (BIA) ................................................................................................................. 146

Step-up/Staffing Plans..................................................................................................................... 224

Sterile Cockpit – All Aircraft .......................................................................................................... 338

Structural Fire and Hazardous Materials Response (NPS) ................................................................ 85

Structure Exposure Protection Principles (FS) ................................................................................ 134

INDEX

Index-14 Release Date: January 2023

Structure Exposure Protection Principles, Cost (FS) ....................................................................... 137

Structure Exposure Protection Principles, Local Government Role (FS) ........................................ 137

Structure Exposure Protection Principles, Mission and Role (FS) .................................................. 134

Structure Exposure Protection Principles, Strategic Principles (FS) ............................................... 134

Structure Exposure Protection Principles, Tactical Operating Principles (FS) ................................ 137

Structure Exposure Protection Principles, USFS Role (FS) ............................................................ 135

Structure Fires – Vehicle, Dumpster, Trash, and Landfill ............................................................... 259

Support Caches, Type 3 .................................................................................................................. 266

Suppression Activity (BIA) ............................................................................................................. 150

Suppression Chemicals and Delivery Systems ................................................................................ 271

Suppression Operations, Principles of ................................................................................................. 8

Suppression, Definition ....................................................................................................................... 6

Suppression, Fire ................................................................................................................................ 8

Training (FWS) ............................................................................................................................... 108

Training (NPS) .................................................................................................................................. 84

Training and Workforce Development Program, Fire (BLM) ........................................................... 48

Training and Workforce Development, Fire (BLM) ......................................................................... 48

Training for Fire Management Officers (NPS).................................................................................. 84

Training Requirements, Firefighter General (FWS) ........................................................................ 109

Training Requirements, Firefighter General, AD and EFF Required Training (FWS) ................ 110, 7

Training Requirements, Firefighter General, Agency Permanent, Career Seasonal, and Temporary

Firefighters (FWS) ..................................................................................................................... 109

Training Requirements, Firefighters General (NPS) ......................................................................... 84

Training Requirements, Firefighters General Non-Fire (BLM)......................................................... 49

Training Requirements, Firefighters General Non-Fire, Administratively Determined and Emergency

Firefighters (BLM) ....................................................................................................................... 49

Training Requirements, Firefighters General Non-Fire, Agency Permanent, Career Seasonal, and

Temporary Firefighters (BLM) .................................................................................................... 50

Training Requirements, Universal .................................................................................................. 284

Training, Agency Administrator (FWS) .......................................................................................... 108

Training, Zone Fire Management Officer (FWS) ............................................................................ 109

Transfer of Command ..................................................................................................................... 255

Transfer/Replacement, Property (BLM) ............................................................................................ 40

Tribal Contracts/Compacts (BIA) ................................................................................................... 142

Tribal Disaster Assistance (BIA) .................................................................................................... 146

Tribal Support for Emergency Support Function (ESF) (BIA)........................................................ 147

U.S. – Australia/New Zealand Wildland Fire Arrangement ............................................................ 211

U.S. – Canada, Reciprocal Forest Firefighting Arrangement .......................................................... 211

U.S. – Mexico Cross Border Cooperation on Wildland Fires .......................................................... 211

Uniform Standards, Wildland Fire .................................................................................................... 90

Unmanned Aircraft Systems ........................................................................................................... 332

Unmanned Aircraft Systems, Key Points ........................................................................................ 334

Vehicle Color and Marking (NPS) .................................................................................................... 86

Vests, High-Visibility ..................................................................................................................... 176

Veteran Crew, Types and Locations ................................................................................................. 59

Veteran Crews (BLM) ...................................................................................................................... 59

Vision and Objectives for Fire Management ................................................................................... 113

W,ildland Fire Module Policy ......................................................................................................... 298

Water Enhancer (Gel) ..................................................................................................................... 272

Water Tender Qualifications and Staffing Standards ...................................................................... 308

Waterway Buffer, Definition........................................................................................................... 274

Waterway, Definition ...................................................................................................................... 274

Weather Information Management System, Managing Weather Data in the ................................... 227

Weather Module in Wildland Fire Management Information (BIA) ............................................... 146

Weather Station Naming Conventions (BIA) .................................................................................. 145

Website, BLM Fire Operations ................................................................................................... 13, 14

Wet Water ....................................................................................................................................... 272

INDEX

Release Date: January 2023 Index-15

Wildfire, Definition ............................................................................................................................. 6

Wildland Fire Decision Support System ......................................................................................... 246

Wildland Fire Decision Support System (BIA) ............................................................................... 160

Wildland Fire Decision Support System Decision, Approval Authorities by Agency ..................... 249

Wildland Fire Decision Support System Decision, Support ............................................................ 250

Wildland Fire Decision Support System Decision, Use of (BLM) .................................................... 71

Wildland Fire Decision Support System Decision, Use of (FWS) .................................................. 107

Wildland Fire Decision Support System Decision, Use of (NPS) ..................................................... 91

Wildland Fire Decision Support System, Decision Approval and Publication ................................ 248

Wildland Fire Decision Support System, Initial Decision ............................................................... 247

Wildland Fire Decision Support System, New Decision ................................................................. 248

Wildland Fire Leadership Council .................................................................................................. 193

Wildland Fire Management Funding (BIA) .................................................................................... 149

Wildland Fire Module, Availability Periods ................................................................................... 299

Wildland Fire Module, Minimum Standards for Interagency Mobilization .................................... 299

Wildland Fire Module, Organization .............................................................................................. 299

Wildland Fire Module, Types and Certification .............................................................................. 298

Wildland Fire Modules (BLM) ......................................................................................................... 59

Wildland Fire Modules (WFM) ...................................................................................................... 298

Wildland Fire, Definition .................................................................................................................... 6

Wildland Urban Interface ................................................................................................................ 259

Work Capacity Test – Retesting ...................................................................................................... 290

Work Capacity Test Administration ................................................................................................ 289

Work Capacity Tests ....................................................................................................................... 289

Work/Rest ....................................................................................................................................... 165

Working Capital Fund, Acquisition of Equipment ............................................................................ 38

INDEX

Index-16 Release Date: January 2023

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2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-1

Executive Summary of Changes

Global Changes

• Updated web addresses.

• Added text regarding the National Technology and Development Program (NTDP) is formerly

known as Missoula Technology and Development Center (MTDC).

• Removed FS-specific text regarding “continuous improvement assessment” and inserted,

“wildland fire management annual report and large fire review.”

• Updated NWCG publication titles.

Chapter 1 – Federal Wildland Fire Management Policy and Doctrine Overview

• No changes.

Chapter 2 – BLM

• Under heading “Sexual Harassment, Harassment Non-Sexual and Illegal Discrimination”:

o Inserted text regarding, “Managers and supervisors have a duty to act when they observe

or informed of allegations of harassing conduct. Managers and supervisors must make

every effort to provide a work environment free of illegal harassment and ensure

subordinates are aware of the policy and its requirement. The manager/supervisor who

receives the report of, or otherwise becomes aware of, harassing conduct must promptly

contact the servicing HRO. If the reported activity poses a security risk or there is a threat

of immediate physical harm, law enforcement must be notified immediately.”

o Clarified text regarding, “Workplace harassment of any kind may also be a form of

discrimination if it involves unwelcome verbal or physical conduct based on race, color,

national origin, religion, sex, age (over 40), disability, sexual orientation, or genetic

information. Behavior that is hostile and/or intimidating creates an abusive or offensive

work environment and there will be consequences to those who are found to have

engaged in harassing conduct.”

• Clarified text under subheading “Fire Operations Division Chief (FA-300)” regarding the

division chief, “Certifies Area Command and Complex Incident Management Command and

General Staff position task books and red cards for the national and Washington offices.”

• Under heading “Management Performance Requirements for Fire Operations”:

o Inserted text, “The current H-1203 references the red book for five specific authorities.

Information for the five authorities and forthcoming directives can be found in the

Agency Administrator Toolbox at https://doimspp.sharepoint.com/sites/blm-fa/fire-

operations/SitePages/Agency%20Administrator%20Toolbox.aspx?web=1.”

o Removed,” The following tables show many of the authorities as well as the assigned

responsibilities for the wildland fire management program. In addition to the national-

level MS-1203, each state may have a supplemental manual that is consistent with the

MS-1203. BLM offices should ensure adherence to the MS-1203 as well as the relevant

state supplemental manual.”

o Removed AUTHORITY table for SD, DM, AADM, SFMO, and DFMO.

o In “ASSIGNED PROGRAM RESPONSIBILITY” table for SD, DM, and AADM:

 Block 5 – Clarified provide written notification to the BLM Director, through the

state director, when Federal combined expenditures for an incident, or a complex of

incidents, meet or exceed $10 million AND more than 50% of the burned acres are

managed by the BLM (in Alaska, more than 50% of the burned acres are managed

by DOI and ANCSA).

 Block 5 – Added footnote for district manager that in Alaska, notifications will be

made by the State FMO.

 Block 16 – Removed, “Annually update and review the Agency Administrator’s

Guide to Critical Incident Management or the Serious Incident or Fatality (SIOF)

Response Plan, or equivalent,” and responsibility for SD and DM.

 Block 17 – Clarified text regarding, “Establish and annually update a Serious

Incident or Fatality (SIOF) Response Plan.”

• Under heading “Fire Staff Performance Requirements for Fire Operations”:

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-2 Release Date: January 2023

o Block 36 – Removed text regarding establish the Agency Administrator’s Guide to

Critical Incident Management or equivalent.

o Block 41 – Changed text from, “Certify area command and type 1 command and general

staff positions,” to “Certify Area Command and Complex Incident Management

Command and General Staff positions.”

o Removed, “Requirements for fire management positions are outlined in the Interagency

ire Program Management Qualifications Standards and Guide. The supplemental

qualification standard for professional GS-0401 fire management specialist positions,

approved by the Office of Personnel Management, is also included in the guide. The

guide can be found in its entirety on the IFPM website at https://www.ifpm.nifc.gov/.

(See p. 53)”

• Under heading “BLM Fire Management Position Titles and Fire Department Cooperator

Equivalencies,” in the table:

o Row 4 – Added position title “fire operations coordinator.”

o Row 9 – Removed position title fire engine operator and inserted, assistant engine

captain.

• In “Safety and Health Responsibilities for the Fire Program” table, block 1, clarified that, “An

annual unit safety plan is developed, approved, and signed by the unit AADM.” Removed

“

This plan outlines courses of action to improve the unit’s safety program and is based upon an

assessment of what is needed to make the safety program fully functional.”

• Under heading “Emergency Notification and Contact Information”:

o Inserted text regarding, “All employees are required to review and update their

emergency contact information annually, either in Employee Express or in hardcopy

format. This information will only be used for emergency purposes and only by those

authorized to contact the employee and/or their personal contact(s) and will be

maintained in accordance with the provisions of the Privacy Act of 1974.”

o Moved text regarding, “After emergency response actions, deliver an injured employee to

the immediate medical care facility; prompt notification through the chain of command is

essential to ensure proper management support to the employee” under subheading

“Injury on a BLM Fire.”

• Under subheading “BLM Employee Injury,” removed, “Notify the injured employee’s home

unit FMO. The FMO will then notify their State DO (or FOG representative) immediately. If

the employee injury occurs in another State, the State DO (or FOG representative) will ensure

that the hosting State DO (or FOG representative) is notified of the injury.”

• Clarified text under heading “Employee Advocacy” regarding, “Managers should consult the

Bureau of Land Management Loss of Human Life Handbook (LOHL)

(https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/Policy-and-

References.aspx).

”

• U

nder heading “Mobile Fire Equipment Policy”:

o Subheading “National Fire Equipment Program”:

 Moved subheading up in the chapter.

 Clarified text regarding, “The NFEP balances advanced technology with cost

efficiency to provide maximum safety for personnel while effectively meeting fir

anagement needs defined by fire equipment committees and approved by the Fire

Operation Group (FOG).”

 Removed, “It is agency policy to maintain each piece of fire equipment at a high

level of performance and in a condition consistent with the work it has been

designed to perform. This shall be accomplished through application of a uniform

preventive maintenance program, timely repair of damaged components, and in

accordance with all agency fiscal requirements. Repairs shall be made as they ar

identified to keep the equipment functional and in peak operating condition.”

 Removed, “The National Fire Equipment Program (NFEP) is located at NIFC. This

unit is the sole entity responsible for design, ordering, procurement, and delivery of

Working Capital Fund (WCF) 600-class fire equipment that will meet or exceed the

minimum performance standards established by the Fire Equipment Group, Engine,

Helitack and Hotshot committees. Information can be found at

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-3

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/National-

Fire-Equipment-Program-(NFEP).aspx.”

o Inserted text under subheading “Policy and Guidance” regarding, “Agency policy

requires that fire equipment be maintained at a high level of performance and in a

condition consistent with the work is designed to perform. This shall be accomplished

through application of a uniform preventative maintenance program, timely repair of

damaged components and in accordance with agency requirements. Repairs shall be

made as they are identified to keep the equipment functional and in peak operating

condition. Repairs expenses that are not considered normal wear and tear are the

responsibility of the benefiting activity and not the Working Capital Fund (WCF).”

o Subheading “Fire Equipment Committees”:

 Removed text regarding, “There are three levels of fire equipment committees:

national, state, and interagency. Fire equipment committees address the broad

spectrum of equipment subjects and make recommendations.”

 Clarified text regarding, “State committees report to the respective SFMO or FOG

representative. National-level BLM committees include the Fire Equipment Group,

Dozer/Heavy Equipment, Engine, Helitack, and Hotshot committees which report

to the FOG. Equipment committees are encouraged to invite other agency

equipment leads to share ideas, transfer technology, and coordinate efforts.”

o Removed subheading “Equipment Development” and associated text.

o Inserted text under subheading “Fire Equipment Standardization” regarding, “These

standards reduce excessive procurement costs, maintain common operational functions,

and provide a standardized fire fleet. Specifications have been developed for each 600

class of equipment and include standard items. Costs for standard items are covered by

WCF when replacing vehicles at the end of their established lifecycle. Optional

equipment, in addition to the standard are available to order for most classes, however

another funding source must be provided by the state or local unit to purchase these

items.”

o Clarified text under subheading “Fire Equipment Identifier Standards” regarding, “All

fire equipment equipped with a location-based services (LBS) terminal shall meet all fire

equipment identification and numbering standards found at

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/NFEP-Policy-

Resources.aspx.”

o Subheading “Improvement and Deficiency Reporting”:

 Moved subheading and associated text down in the chapter.

 Clarified text regarding, “The NFEP will verify receipt of the deficiency report and

will follow-up with the submitting district/field office to correct the deficiency or

work to incorporate the improvement suggestion.”

o Subheading “Acquisition of Working Capital Fund Equipment”:

 Clarified text regarding, “Each class of vehicle has an established lifecycle based on

miles or hours. The WCF acquires funds through fixed ownership rates (FOR) and

use rates determined by the replacement cost plus the residual value and class repair

costs throughout the equipment lifecycle. At the end of the lifecycle, funds

generated are used to replace the equipment. For new vehicle purchases, funds are

acquired/secured by the receiving unit and if approved, the new purchase is added

to the WCF.”

 Clarified text regarding, “New vehicle purchases require completion and approval

of a BLM Fire and Aviation WCF 600 Series Request, Form 1520-58; Vehicle or

Equipment Justification and Approval; and 1510-18v, Obligating Funds for

Acquisition of Working Capital Fund Assets.”

o Under subheading “Funding,” removed, “Specialized equipment may be funded in a

variety of ways, including through the FAD, special project allocations, available mid- or

year-end funds, state or local funding, interagency agreement, or through the WCF.”

o Subheading “BLM Mobile Fire Equipment Ordering”:

 Inserted, “All orders are routed from the NFEP through the state FOG

representative or designee. Summary specifications are available at

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-4 Release Date: January 2023

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/Equipment-

Ordering.aspx.”

 Removed, “The NFEP has established required equipment and performance

standards for new equipment. These standards have been established to reduce

excessive procurement costs, maintain common operational functions, and provide

a bureauwide standard fire fleet.”

o Subheading “600-Class Command Vehicle Procurement Standards”:

 Inserted, “New, replacement, or upgraded procurements outside of the listed

roles/asset types requires state fire management officer and Fire Operations

Division Chief (FA-300), and when utilizing fuels funds, Division Chief, Fire

Planning and Fuels Management (FA-600) approvals utilizing the WCF 600 Series

Request form . . . .”

 Inserted, “. . . fuels specialist: 651/653/ 654/655/656/657/658 command truck.”

 For FPDSS-funded hotshot crew, removed one ton or greater for 652 or 658, and,

“Host units are responsible for the cost of individual vehicle options above the base

models.”

 Removed, “All 600-class vehicles will be ordered by NFEP through the BLM Fire

Equipment Ordering System (FEOS). NFEP will route all FEOS orders through the

individual state FOG representative.”

o Subheading “Property Transfer/Replacement“:

 Clarified text regarding, “Surplus and early replacement fire vehicles may be

transferred to another unit for continued service with the approval of the SFMO(s),

the BLM Fleet Manager, and the WCF Manager.”

 Clarified text regarding, “Mobile fire equipment transfers require approvals on the

BLM Fire and Aviation Fire Fleet Transfer Notification and 1520-104v, Transfer of

Asset-Fleet. Transfer documents are located at

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/NFEP-

Policy-Resources.aspx and sent to the responsible NFEP Production Manager.”

o Subheading “Conversions”:

 Clarified text regarding, “Proposed changes result in an overall cost savings to the

Government or increased production rates offset additional costs.”

 Inserted, “Any additional cost will be the responsibility of the requesting unit.”

 Inserted, “Conversions require completion and approval on forms: BLM Fire and

Aviation WCF 600 Series Request form; Form 1520-104v, Transfer of Asset-Fleet;

Form 1520-58, Vehicle or Equipment Justification and Approval; Form 1510-18V,

Obligating Funds for Acquisition of Working Capital Fund Assets (if additional

funding is necessary).”

 Inserted, “Conversion documents are located at

https://doimspp.sharepoint.com/sites/blm-fa/fire-operations/SitePages/NFEP-

Policy-Resources.aspx.”

o Subheading “Fire Equipment Maintenance and Care Standards”:

 Removed most existing text and inserted, “All mechanical systems shall be properly

maintained and kept in good repair. All interior/exterior equipment components

shall be kept clean/waxed, and all items shall be properly secured or locked.”

 Inserted text regarding, “Whenever possible, mobile fire equipment should adhere

to the following guidelines: Repair deficient items as soon as issues are identified;

Store equipment in sheltered areas away from environmental elements to prevent

damage to critical seals, mechanical components, and the high-visibility finish;

Ensure repairs and maintenance are performed by manufacturer dealerships or

authorized repair facilities; Ensure that any/all eligible items are covered under

warranty; Follow manufacturers owner’s manual guidance for the most severe duty

cycles; Keep thorough documentation of all maintenance and repair work; and,

Following these guidelines will aide in acquiring approvals for repairs.”

o Clarified text under subheading, “Fire Equipment Maintenance Procedure and Record”

regarding, “The Fire Equipment Maintenance Procedure and Record (FEMPR) is used to

document daily inspections and all maintenance for WCF Class 600 fire equipment.”

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-5

o Clarified text under subheading “Location-Based Services Program” regarding, “When a

new terminal is received, replacement equipment arrives, or an error with the terminal

has been identified, the installation, transfer, or repair must be completed in no more than

15 days.”

o U

nder subheading “Lights-and-Sirens Response”:

 3. – Removed text regarding command vehicle drivers will be minimally qualified

as single resource boss, and inserted that drivers of any other mobile fire equipment

responding with lights and sirens shall be minimally qualified as single resource

boss.

 8. – Clarified text regarding, “Drivers shall only respond with lights and sirens in

the State or States authorized by their local unit.”

• Clarified text under subheading “National Preposition Request Process” regarding, “FA-300

will notify the requesting and sending FOG representatives via e-mail when the request is

approved/disapproved.”

• Heading “BLM Firefighters General Non-Fire Training Requirements”:

o Inserted text in table “Administratively Determined and Emergency Firefighters

”

egarding required training is Fuel Transport Hazardous Materials Training (required fo

ll employees who transport, prepare for transport, load, unload, handle, or are

responsible for the safety of hazardous materials that are being transported). Training is

required upon initial employment and every 3 years thereafter and is available at

https://www.fs.usda.gov/t-d/fueltran/training/index.htm.

o In table “Agency Permanent, Career Seasonal, and Temporary Firefighters”:

 Removed HAZMAT - First Responder Awareness Level training, and inserted,

HAZWOPER – Field Awareness (section 6) found at

https://www.ntc.blm.gov/krc/viewresource.php?courseID=1086&programAreaId=1

18.

 Removed USGS Hazard Communications - GHS, and inserted, BLM Hazard

Communications (HAZCOM) – Globally Harmonized System (GHS) and DOI

Talent (Course Shortname BLM-H-010).

 Inserted required training is Fuel Transport Hazardous Materials Training (required

for all employees who transport, prepare for transport, load, unload, handle, or are

responsible for the safety of hazardous materials that are being transported).

Training is required upon initial employment and every 3 years thereafter and is

available at https://www.fs.usda.gov/t-d/fueltran/training/index.htm.

• Removed existing text under subheading “BLM National Fire Operations Fitness Challenge”

d inserted, “The BLM Fire Operations Fitness Challenge encourages and recognizes

achievement in physical fitness by BLM firefighters. The fitness challenge provides a common

system by which BLM firefighters can measure current fitness, establish fitness goals, track

fitness improvement, and receive recognition for their efforts. The fitness challenge is

voluntary, but BLM firefighters are strongly encouraged to participate. The BLM Fire

Operations Fitness Challenge was updated in 2022. BLM State offices and BLM districts will

recognize achievement in the BLM Fire Operations Fitness Challenge. Nationally, FAD will

annually recognize individuals that demonstrate the most improvement and top over-all scores

by gender and age group. Information about the BLM Fire Operations Fitness Challenge is

available at: https://www.nifc.gov/about-us/our-partners/blm/training/fitness-challenge.”

• Inserted text under heading “Interagency Fire Program Management Standards” regarding

“

The supplemental qualification standard for professional GS-0401 fire management specialist

positions, approved by the Office of Personnel Management, is also included in the guide.”

• Removed subheading “BLM Interagency Hotshot Crew Status Reporting System” and

associated text.

• Subheading “Interagency Hotshot Crew Position Descriptions and Selective Placement

Factors”:

o R

emoved existing text.

o Inserted table with position description numbers, title/series/grade(s), NWCG selectiv

lacement factor(s), IHC position, and firefighter retirement coverage.

• Inserted new subheading “Position Description Standards for Hand Crew Supervisors (non-

Interagency Hotshot Crew)” and associated text.

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-6 Release Date: January 2023

• Subheading “Engine Crew Position Descriptions and Selective Placement Factors”:

o Inserted, “The DOI standard position descriptions (SPDs) and the National Wildfire

Coordinating Group (NWCG) qualification requirements will be utilized when recruiting

and filling positions on engine crews. The NWCG qualifications listed below are

minimum required qualifications; higher NWCG qualifications can be substituted and

utilized for all positions. Human resources specialists should first consult FMOs for

questions on NWCG qualifications or the Interagency Fire Program Management (IFPM)

position standards (https://www.nifc.gov/programs/interagency-fire-program-

management). The SPDs for DOI wide use can be found at

https://www.doi.gov/flert/DOI_std_pds.”

o Inserted table with position description numbers, title/series/grade(s), minimum selective

lacement factor(s), working title(s), and firefighter retirement coverage.

• Clarified text under subheading “BLM Engine Driver Requirements” regarding, “WCF Class-

668 Driver and Maintenance Training may be conducted at the unit/zone/state level utilizing

qualified and experienced class-668 operators. NFEP staff are available as unit instructors; the

hosting unit is responsible for course coordination.”

• Inserted text under subheading “BLM Smokejumper Physical Fitness Standards” regarding,

“BLM smokejumper chiefs are authorized to allow refresher training jumps for experienced

jumpers if course conditions are unsafe for runs or packs.”

• Clarified text under table “BLM Exclusive-Use Helicopter Locations” regarding the Type 3

helicopter at St. George is an Arizona resource, not Utah.

• Inserted new subheading “Fire Helicopter Crew Position Descriptions and Selective Placement

Factors,” including text and table with the following headings: position description numbers,

title/series/grade(s), NWCG selective placement factor(s), exclusive-use helitack crew position,

and firefighter retirement coverage.

Chapter 3 – NPS

• Clarified text under heading “Employee Conduct” regarding, “Off-duty misconduct (e.g.,

harassing a co-worker, visitor, contractor, or volunteer during off-duty hours) may subject the

employee to potential discipline if the misconduct is likely to have an adverse effect on the

NPS.”

• Under heading “Agency Administrator Management Performance Requirements for Fire

Operations”:

o Block 5 – Removed existing text and inserted, “Park units with burnable vegetation must

have an approved Fire Management Plan (FMP). All NPS FMPs must align with the

current (2014) DOI Fire Management Plan template by October 1, 2024. For additional

FMP agency administrator management performance requirements, refer to RM-18,

Wildland Fire Management Chapter 4, Fire Management Plans.”

o Block 15 – Clarified text regarding, “Meet annually with major cooperators and review

interagency agreements to ensure continued effectiveness and efficiency

(may be

delegated).”

• Under heading “Fire Management Staff Performance Requirements for Fire Operations”:

o Block 20 – Removed existing text and inserted, “Ensure a written/approved prescribed

fire/ mechanical treatment plan is based on the fire management plan uploaded to the

SharePoint site https://doimspp.SharePoint.com/sites/nps-wildlandfireA123 and project

level NEPA (Section 106, Section 7 and NHPA) has been completed for each prescribed

fire or non-fire treatment.”

• Under heading “Structural Fire and Hazardous Materials Response”:

o Inserted, “All fires that are not Wildland are considered structural and are subject to the

requirements and standards of Directors Order (DO) and Reference Manual (RM) #58.

All employees responding to structural fires must meet or exceed the qualifications,

raining, standards and regulations identified in DO and RM #58.”

o Removed subheading “Structural Fire Response Requirements (Including Vehicle, Trash

nd Dumpster Fires)” and associated text.

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-7

• Removed text under heading “Engine Operating Standards” regarding, “Current direction on

the NPS Fire and Aviation Vehicle Program is at the NPS Fire Operations SharePoint site

http://famshare.inside.nps.gov/wildlandfire/operations/fleetandfacilities/default.aspx.”

• Under heading “NPS Firefighter Target Physical Fitness Standards”:

o Table for compensation for altitude differences – changed the wording for 1.5-mile Run

Time Adjustment for altitudes 5000-8000’ to add seconds, not deduct seconds.

• Under heading “Wildland Fire Uniform Standards”:

o Removed, “$100 would normally be adequate to cover costs of this issuance.”

o Removed subheading “Fire Management Credentials” and associated text.

Chapter 4 – FWS

• In table “Fire Management Staff Performance Requirements for Fire Operations,” block 23,

clarified text regarding, “Annually updates and reviews the FWS Line of Duty Death Response

Handbook and the Agency Administrator’s Guide to Critical Incident Management, or

equivalent.”

• Removed heading “National Fire Operations Fitness Challenge” and associated text.

• Inserted new heading “FWS National Fire Operations Fitness Challenge” and associated text.

• Under subheading “FWS Firefighter General Training Requirements”:

o In table “Agency Permanent, Career Seasonal, and Temporary Firefighters”:

 Removed training requirement A-100, Basic Aviation Safety (classroom/online).

 In Row “Do What’s Right,” added training requirement of Prevention of Sexual

Harassment (POSH).

o Under “Administratively Determined (AD) and EFF Required Training,” added required

training of Do What’s Right (Annually) and Prevention of Sexual Harassment (POSH)

(Annually).

Chapter 5 – FS

• Changed text under subheading “II. During Incident Phase” from complete an incident risk

assessment, to complete a Risk Complexity Assessment.

• Under heading “Specific Line Officer Responsibilities for Fire and Aviation at the Field

Level”:

o Clarified and inserted text under subheading “Wildfire Response” regarding, “Personally

attend reviews on type 1 and type 2 fires. Ensure agency representatives are assigned and

delegated authority when appropriate.”

o Under subheading “Wildfire Response Responsibilities and Oversight”:

 Clarified text regarding, “Line officers will assign agency administrators to oversee

incidents and approve WFDSS decisions based on qualification level according to

incident type.”

 Changed table title from “USFS Agency Administrator Certification Level to

Approve WFDSS Decisions and Provide Incident Oversight” to “USFS AA

Qualification Level to Approve WFDSS Decisions and Provide Incident

Oversight.”

 Inserted new qualification levels in the table as shown below.

Incident

Type

USFS AA Qualification Level to Approve WFDSS

Decisions and Provide Incident Oversight

Type 1

Wildfire Agency Administrator Type 1, WFA1

Type 2

Wildfire Agency Administrator Type 2, WFA2

Type 3, 4, 5

Wildfire Agency Administrator Type 3, WFA3

o Inserted new subheading “Use of Wildfire to Achieve Land Management Objectives

During Preparedness Levels 4 and 5” and associated text.

• Changed heading from “Agency Administrator Training and Certifications for Wildland Fire

Management” to “Agency Administrator Training and Qualifications for Wildland Fire

Management.”

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-8 Release Date: January 2023

o Removed, “There are two separate and distinct certifications that agency administrators

must attain related to fire management—one for wildfire decision making and one for

prescribed fire.” Inserted, “There are six separate and distinct qualifications for agency

administrators related to fire management—three for wildfire decision making and three

for prescribed fire.”

o Under subheading “Agency Administrator Core Competencies”:

 Removed wording in bullet regarding risk management and inserted risk-informed

decision-making.

 Inserted text in bullet regarding, “Social, political, economic, and environmental

impacts of wildland and prescribed fire management activities.”

 Under this subheading and throughout the chapter, replaced Pathways Chart with

Wildfire Pathways Diagram.

 Under this subheading and throughout the chapter, removed language regarding

agency administrator certification programs and inserted agency administrator

qualification programs.

o Under subheading “Definitions”:

 Inserted the abbreviation for agency administrator is AA.

 Removed Agency administrator representative and definition.

 Inserted, “Agency representative (AREP): The AREP facilitates coordination,

cooperation, and dialogue between the incident management team (IMT) and host

agency administrator (AA). The AREP is delegated by the host unit AA or designee

and works with the command functional area.”

 Clarified definition for Agency administrator trainee is, “An AA working on

qualification at any given level by performing the role under the supervision and

authority of a fully qualified AA.”

 Clarified definition for, “Coach: An AA qualified at a level commensurate with the

incident or project being managed (e.g., WFA2 or WFA1 for wildfire and RXA2 or

RXA1 for prescribed fire) . . . .”

 Revised the following table.

Incident or Project Type

Minimum Qualification Level to Serve

as Agency Administrator

Coach/Evaluator

Wildfire – type 1

Wildfire Agency Administrator Type 1,

WFA1

Wildfire – type 2

Wildfire Agency Administrator Type 2,

WFA2

Wildfire – type 3, 4, 5

Wildfire Agency Administrator Type 2,

WFA2

Prescribed Fire – High Complexity

Prescribed Fire Agency Administrator

Type 1, RXA1

Prescribed Fire – Moderate Complexity

Prescribed Fire Agency Administrator

Type 2, RXA2

Prescribed Fire – Low Complexity

Prescribed Fire Agency Administrator

Type 2, RXA2

 Inserted text for Line officer regarding, “A Forest Service official who serves in a

irect line of command from the chief and has been delegated authority to make and

execute decisions for their administrative unit(s). Examples are the deputy chiefs

irector of law enforcement and investigations, regional foresters, station directors,

forest supervisors, deputy forest supervisors, district rangers, and deputy district

rangers. Line officers have authority to issue direction within delegated levels.”

 Clarified text in Shadow definition regarding, “. . . These opportunities are

observational learning assignments; task book recommendations should be reserved

for active trainee assignments where tasks are being performed; however certain

aspects of the position task book may be accomplished during the assignment.”

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-9

o Changed subheading from “Agency Administrator Wildfire Certification Program” to

“Agency Administrator Wildfire Qualification Program.”

 Clarified bullet regarding, “Regional foresters are accountable for certification of

AA qualifications by a review process established by regional forester, such as

regional line officer team.”

 Inserted text regarding, “Care should be taken when assigning acting AAs to ensure

operational fire management responsibilities remain separated from AA

responsibilities in order to avoid collateral-duty conflicts. Consider delegating

authority in writing to ensure expectations and responsibilities are clearly

delineated.”

 Clarified text regarding, “Agency administrator competencies (aka, qualification

level) supersedes position (e.g., a district ranger qualified as a WFA1 may be the

AA for a type 1 incident).”

 Removed, “This certification program will be periodically evaluated and updated as

needed. When changes are made in training requirements, the regional forester may

choose to “grandfather” agency administrators thereby maintaining their existing

certification level; however, the updated training requirements must be met before

advancement to the next level or before recertification after a lapse in currency.”

 Clarified text under “Training” regarding, “This qualification program is a multi-

level process where AAs demonstrate competence in one of three levels of

managing wildfires: WFA3, WFA2, and WFA1.”

 Under “Guidelines,” replaced working, journey, and advanced levels with WFA3,

WFA2 and WFA1.

 Replaced “Working Level” and associated text with “Wildfire Agency

Administrator Type 3 (WFA3).”

- Inserted, “The WFA3 could manage a type 3, 4 or 5 wildfire or similar

complexity incident. The WFA3 must meet the following in order to be

certified at the working level:”

- Replaced required training and experience text with, “Refer to the Federal

Wildland Fire Qualifications Supplement at https://iqcsweb.nwcg.gov/.”

- Clarified, “Demonstrated ability: Successful evaluation by a coach

(including feedback from IC or area commanders [AC]) and Regional Line

Officer Team and subsequent certification by the Regional Forester that th

can

didate has demonstrated understanding and application of the

responsibilities of an WFA3 trainee. Use the WFA3 position task book to

document.

 Replaced “Journey Level” and associated text with “Wildfire Agency Administrator

Type 2 (WFA2).”

- Inserted, “The WFA2 could manage type 2 or lower complexity fires or

similar incidents.”

- R

eplaced required training and experience text with, “Refer to the Federal

Wildland Fire Qualifications Supplement at https://iqcsweb.nwcg.gov/.”

- C

larified, “Demonstrated ability: Successful evaluation by a coach

(including feedback from ICs or ACs) that the candidate has demonstrated

understanding and application of the responsibilities of an WFA2. Use the

WFA2 position task book to document.”

 Replaced “Advanced Level” and associated text with “Wildfire Agency

Administrator Type 1 (WFA1).”

- I

nserted, “The WFA1 could manage one or more type 1 wildfire or similar

complexity incidents.”

- Replaced required training and experience text with, “R

efer to the Federal

Wildland Fire Qualifications Supplement at https://iqcsweb.nwcg.gov/.”

- C

larified, “Demonstrated ability: Successful evaluation by a coach

(including feedback from ICs or ACs) and Regional Line Officer Team and

subsequent certification by the Regional Forester that the candidate has

demonstrated understanding and application of the responsibilities of an

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-10 Release Date: January 2023

WFA1 on large complex fires. Use the WFA1 position task book to

document.”

 Clarified text under “Evaluation Process” regarding, “Every trainee will receive an

evaluation from a qualified AA/AREP or coach using the AA position task book

identified in the Line Officer/Agency Administrator Desk Reference for Fire

Program Management.”

 Removed existing text under “Currency” and inserted, “The requirement to perform

satisfactorily in a specified position within the last five years in order to maintain

qualification for the position.”

 Inserted “Certifying Official” section and associated text.

 Inserted “Incident Qualification Card” section and associated text.

o Changed subheading from “Agency Administrator Prescribed Fire Certification,” to

“Agency Administrator Prescribed Fire Qualification.”

 Removed, “This certification program will be periodically evaluated and updated as

needed; when changes are made in training requirements, the regional forester may

choose to “grandfather” agency administrators thereby maintaining their existing

certification level; however, the updated training requirements must be met before

advancement to the next level or before recertification after a lapse in currency.”

 Under “Training,” removed text regarding, “This certification program is a multi-

level process where agency administrators demonstrate competence in one of three

levels of prescribed fire complexity: low, moderate, and high.” Inserted, “This

qualification program is a multi-level process where AAs demonstrate competence

in one of three levels of prescribed fire qualifications: RXA3, RXA2, RXA1.”

 Replaced “Low Complexity Level” with “Fire Agency Administrator Type 3

(RXA3).”

- Inserted, “The RXA3 can review, approve, authorize, and provide oversight

for the management of low-complexity prescribed fires. The RXA3 trainee

must meet the following in order to be qualified as an RXA3:”

- R

eplaced required training and experience text with, “Refer to the Federal

Wildland Fire Qualifications Supplement at https://iqcsweb.nwcg.gov/.”

- Clarified, “D

emonstrated ability: Successful evaluation by a coach

(including feedback from FMO/fire staff/director) that the candidate has

demonstrated understanding and application of the responsibilities of an

RXA3 on smaller, low-complexity prescribed fires with a basic understanding

of the elements of the core competencies. Use the RXA3 position task book to

document.”

 R

eplaced “Moderate Complexity Level” with “Prescribed Fire Agency

Administrator Type 2 (RXA2).”

- Inserted, “The RXA2 can review, approve, authorize, and provide oversight

for the management of moderate-complexity prescribed fires.”

- R

eplaced required training and experience text with, “Refer to the Federal

Wildland Fire Qualifications Supplement at https://iqcsweb.nwcg.gov/.”

- C

larified, “Demonstrated ability: Successful evaluation by a supervisor or

coach (including feedback from FMO/fire staff/director) that the candidate has

demonstrated understanding and application of the responsibilities of an

RXA2 on moderate-complexity prescribed fires with an understanding of the

core competencies and other elements that may be relevant. Use the RXA2

position task book to document.”

 Replaced “High Complexity Level” with “Prescribed Fire Agency Administrator

Type 1 (RXA1).”

- Inserted, “The RXA1 can review, approve, authorize, and provide oversight

for the management of high-complexity prescribed fires.”

- R

eplaced required training and experience text with, “Refer to the Federal

Wildland Fire Qualifications Supplement at https://iqcsweb.nwcg.gov/.”

- C

larified, “Demonstrated ability: Successful evaluation by an RXA1 or

coach (including feedback from FMO/fire staff/director) that the candidate has

demonstrated understanding and application of the responsibilities of an

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-11

RXA1 on large complex fires in the core competencies, and other elements

that may be relevant. Use the agency administrator position task book to

document.”

 Clarified text under “Evaluation Process” regarding, “Refer to the Prescribed Fir

Pathways Diagram found in the Agency Administrator Toolbox at

https://wfmrda.nwcg.gov.”

 Removed existing text under “Currency” and inserted, “The requirement to perform

satisfactorily in a specified position within the last five years in order to maintain

qualification for the position.”

 Inserted “Certifying Official” and associated text.

 Inserted “Incident Qualification Card” and associated text.

Chapter 6 – BIA

• Clarified text throughout the chapter regarding, “Reference part 90 (Wildland Fire

Management), IAM, chapters 1-8, subchapter 1.5 Responsibilities.”

• Throughout the chapter, replaced Branch of Fire Management (BWFM) with Division of

Wildland Fire Management (DWFM).

• Under subheading “Agency Superintendent (unless excepted in regional directives),” inserted

numerous responsibilities.

• Inserted new subheading “National Fire Leadership Team” and associated text.

• Under subheading “Program Operational Standards,” replaced, “Tribal fire management

officers are responsible for certifying Tribal program employee qualifications and maintaining

records of their employee qualifications,” with “Agency Superintendent or delegate are

responsible for certifying Tribal program employee qualifications and maintaining records of

their employee qualifications.”

• Removed existing text under subheading “BIA Office of Emergency Management” and

inserted, “BIA Office of Emergency Management Part 92 IAM outlines BIA Office of

Emergency Management’s (OEM) purpose, scope, policy, authorities, responsibilities,

definitions, standards and requirements, reports and forms, and training requirements. The

OEM is an office within the Office of the Director, BIA (DBIA) and serves Indian Affairs by

promoting self-sufficiency among Tribes in managing emergency preparedness and response

activities. The OEM supports the BIA and Tribes with coordinating response, recovery, and

hazard mitigation activities when requested. OEM also supports the Federal Emergency

Management Agency (FEMA) and other Federal agencies with prompt cooperation

coordination, resources, and capabilities for emergency incidents that impact Tribal

communities, lands, and resources, and the nation as a whole. As the 92 IAM 2 outlines OEM

is responsible for maintaining bureau wide situational awareness of incident response

operations and developing a common operating picture for Indian Affairs senior leaders. This

applies to all incidents and events that impact Indian Affairs personnel, lands, facilities,

infrastructure, or resources; Tribal lands or insular areas; or incidents and events for which

assistance is provided to other units of government under Federal laws, executive orders,

interagency plans, or other agreements that requires coordination and communication of

emergency situations to Indian Affairs senior leaders and to the DOI, OEM, Interior Operations

Center (IOC).”

• Removed subheading “Director, BIA OEM” and associated text.

• Removed subheading “Deputy Director, OEM” and associated text.

• Removed subheading “Public Affairs Specialist, Office of EM” and associated text.

• Removed subheading “BIA Regional OEM Coordinators” and associated text.

• Under subheading “Interagency Severity Funding Request Procedures”:

o Qualification of Need – Clarified text regarding, “Fire danger models or analysis

software (FireFamily Plus) graphically contrasts the current seasonal trend for energy

release component (ERC) and/or burning index (BI), with all-time worst and historical

average ERC and/or BI, based on an analysis of year-round data.”

o Narrative Statement –

 Clarified text regarding, “Human-caused fire activity; number of human-caused

fires to date as compared to previous years (include leading fire cause category).”

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-12 Release Date: January 2023

 Inserted text regarding, “Description of how the prevention and/or investigation

team will be utilized (i.e., shared resource covering multiple agencies/tribes

implementing prevention campaigns, etc.).”

• Clarified text under subheading “Acquisitions” regarding, “The BIA DWFM’s waiver for

fire/emergency personnel purchases are cited in National Policy Memoranda Expanded

Government Charge Card Purchase Authority During Emergency Wildland Fire Operations,

dated 6/12/03, at

https://www.bia.gov/policy-forms/memoranda.”

• Under heading “Fuels Management, Planning and Implementation,” removed PMS 484 date of

July 2017 and inserted May 2022.

Chapter 7 – Safety and Risk Management

• Under heading “Length of Assignment”:

o Subheading “Length of Assignment” – Clarified text regarding, “In order to limit

disruption to operations, reduce strain on the ordering system and reduce unnecessary

mobilization and demobilization of these high-cost resources, exclusive-use-aviation

personnel are encouraged to utilize a personnel rotation schedule that meets staffing

criteria required of the resource.”

o Subheading “Assignment Extension” – Clarified text regarding, “Consider the health,

readiness, and capability of incident personnel prior to authorizing back-to-back

assignments.”

• Under heading “Driving Standard”:

o Clarified text regarding, “Employees driving motor vehicles are responsible for the

proper care, operation, maintenance, and protection of the vehicle, as well as obeying all

Federal and State laws.”

o Removed BLM-specific text regarding, “BLM Form 1112-11 replaces form OF-345,

form DI-131, and any equivalent form that has been created for local or state-level use.”

o Inserted BLM-specific text regarding, “Employees, volunteers, contractors, and

cooperators are prohibited from using any mobile voice/data communication or electronic

data retrieval device while operating a government owned, leased, or rented vehicle or

while operating a personally-owned vehicle for official government business, and are

further prohibited from using any government-owned mobile communication or data

retrieval device while operating a personally-owned vehicle, except where permitted by

state law and in hands-free mode. Government purchased two-way radios are exempt

from this requirement. The use of any of these devices during an emergency situation

(immediate threat to life) is limited to the extent necessary to convey vital information.

When there is a passenger in the vehicle and the vehicle is in motion, the passenger shall

manage communications to prevent driver distraction.”

o Inserted FWS-specific text regarding, “The safest way to use a cell phone or other

electronic device while driving is to pull over and stop the vehicle or use a passenger to

manage communications. When this is not possible, all operators acting on behalf of the

FWS may use cell phones or other electronic devices while operating vehicles ONLY in

hands-free mode and as allowed by their State or local authority. Operators must not

text while operating vehicles and pre-program electronic devices, such as Global

Positioning System (GPS) units, before moving the vehicle. Emergency communications

using a two-way radio is exempt.”

o Inserted NPS-specific text regarding, “The safest way to use a cellular telephone while

driving is to pull over and stop the vehicle. When this is not possible, all employees,

volunteers, youth program enrollees or any individual acting on behalf of the National

Park Service are prohibited from using a cellular or car telephone unless they can be

operated in a hands-free operation mode. In addition, Executive Order 13513 of October

1, 2009 states, “Federal employees shall not engage in text messaging (a) when driving

GOV, or when driving POV while on official Government business, or (b) when using

electronic equipment supplied by the Government while driving.”

o Clarified text under subheading “Fire Vehicle Operation Standards” regarding,

“Operators of all vehicles must abide by State traffic regulations and agency policy, and

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-13

must operate within the limits specified by the vehicle manufacturer such as tire

maximum speed ratings and gross vehicle weight ratings.”

• Under heading “Personal Protective Equipment”:

o Subheading “Required Fireline PPE”:

 Inserted text regarding, “Fire shelter M-2002, Forest Service specification 5100-

60.”

 Inserted text regarding, “Helmet with chinstrap; must comply with NFPA 1977.”

 Clarified text regarding, “Long-sleeved, flame-resistant shirt (yellow

recommended); must comply with NFPA 1977.”

 Inserted NPS and FS-specific text regarding, “Shirt used by USFS personnel must

meet Forest Service Specification 5100-91 or comply with NFPA 1977.”

 Clarified text regarding, “Flame-resistant trousers; must comply with NFPA 1977.”

 Inserted NPS and FS-specific text regarding, “Trousers used by USFS personnel

must meet Forest Service Specification 5100-92 or comply with NFPA 1977.”

 Inserted NPS and FS-specific text regarding, “Gloves used by USFS personnel must

meet Forest Service Specification 6170-5 or comply with NFPA 1977.”

 Removed FS-specific text regarding, “Shirt, trousers, and gloves used by USFS

personnel must meet Forest Service Specification 5100-91 (shirt), 5100-92

(trousers), 6170-5 (gloves), or comply with NFPA 1977.”

o Clarified text under subheading “Wildland Fire Boot Standard” regarding,” Personnel

assigned to wildland fires must wear a minimum of 8-inch-high, lace-type, exterior-

leather work boots with melt-resistant, lug soles.”

o Subheading “Fire Shelters”:

 Clarified text regarding, “Fire shelter M-2002, Forest Service specification 5100-

606 is required for all wildland firefighters.”

 Inserted text regarding, “Regular sized fire shelters manufactured prior to 2006

should be removed from service. Fire shelters manufactured prior to 2006 are

identified as having a white or pink paper insert label. If replacement fire shelters

are not readily available, replacement fire shelters should be ordered immediately

and pre-2006 shelters removed from service when replacements are available. Pre-

2006 fire shelters should be destroyed, or clearly marked as non-operational shelters

f retained.”

o Under subheading “Head Protection”:

 Clarified text regarding, “All personal in the fire area will wear helmets at a

times.”

 Removed BLM-specific text regarding the 2009 ANSI Z89.1 standard for helmets

and hats.

o Under subheading “Eye and Face Protection,” bullet “Chainsaw operator/faller”:

 Clarified text regarding chainsaw operator/faller protection, “Eye or face protection

meeting ANSI Z87.1 must be worn during all chainsaw operations including

cleaning and fueling.”

 Removed text regarding, “Steel mesh safety goggles are allowed only during falling

and bucking chainsaw/crosscut saw operations.“

 Removed text regarding, “Steel mesh safety glasses are not allowed for any

chainsaw operations.”

o Under subheading “Leg Protection”:

 Removed text regarding, “All chainsaw operators will wear chainsaw chaps

meeting the United States Forest Service Specification 6170-4F or 4G,” and

inserted, “All chainsaw operators will wear chainsaw chaps meeting the United

States Forest Service Specification 6170-4F, 4G, or newer.”

 Removed text regarding, “All previous Forest Service specification chainsaw chaps

must be removed from service,” and inserted, “All other chainsaw chaps must b

emoved from service.”

o Removed text under subheading “Respiratory Protection” regarding, “Several

respiratory-type products are marketed to wildland firefighters but are not NIOSH-

approved (e.g., shrouds with filtration devices).”

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Executive Summary of Changes-14 Release Date: January 2023

o Clarified text under subheading “High-Visibility Safety Apparel” regarding, “Employees

must wear high-visibility safety apparel that meets ANSI/ISEA 107, class 2 or 3, or

ANSI/ISEA 207.”

• Changed heading from “Required Treatment for Burn Injuries” to “Burn Treatment

Guidelines.”

o Removed current burn treatment guidelines and inserted, “All significant burns should be

treated as a medical emergency and after on-site medical response, the patient should be

transferred to a higher level of care. In most cases, this will be the nearest emergency

department (e.g., hospital emergency room) receive an initial evaluation. After initial

medical stabilization, and evaluation are completed, the agency administrator or designee

having jurisdiction for the incident and/or firefighter representative (e.g., crew boss,

medical unit leader, compensations for injury specialist, etc.) should discuss and

coordinate with the attending physician to ensure that the injured firefighter understands

the plan of care. The spectrum of burn care treatment is complex and can include only

wound care and local follow up, to consultation by phone or with videos to a burn center,

or even immediate transfer to a burn center. Burn centers are specialized hospitals that

provide surgical and other interventions to burn patients. The American Burn Association

has created certain transfer criteria that are to be used by referring physicians and can be

found at https://ameriburn.org/resources/. Agency administrators and the patient should

understand that burns develop over days and the full extent or exact definitive treatment

that will eventually be required may not be able to be determined on the initial

emergency department visit. If a patient is discharged from the emergency department,

the patient needs to understand when to follow up to have the burn reevaluated. This

referral or follow-up care recommendation is very important for OWCP and should be

specified in the discharge documentation. Furthermore, this documentation must be

signed by a PHYSICIAN. Workers’ compensation benefits may be denied in the event

the employee seeks follow-up without a referral from the attending physician after

already being seen by a medical provider. A report prepared by a Physicians’ Assistant or

Nurse Practitioner must be countersigned by a physician to be accepted as medical

evidence. A definition of “physician” can be found at

https://www.dol.gov/owcp/dfec/regs/compliance/DFECfolio/FECA-PT3/#30100. The

agency administrator or designee for the incident will coordinate with the employee’s

home unit to identify a workers’ compensation liaison to assist the injured employee with

workers’ compensation claims and procedures. The flowsheet below and emergency

department information for attendings can be used as well. See

https://www.nwcg.gov/committees/emergency-medical-committee for additional

information.”

o Inserted flowsheets:

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Release Date: January 2023 Executive Summary of Changes-15

o Inserted subheading “Burn Injury Care Guidelines” and associated text.

o Inserted subheading “Demographics for Wildland Firefighters” and associated text.

o Inserted subheading “Occupational Hazards which could result in Impaired Burn Wound

Healing and Potential Infection” and associated text.

o Inserted subheading “Important Information for Emergency Department Providers” and

associated text.

o Inserted BLM-specific text regarding, “For emergency assistance with burn injuries,

contact the BLM duty officer at 208-387-5876.”

• Removed redundant text under heading “Explosives, Munitions, and Unexploded Ordnance”

regarding, “Never spend more time near munitions, suspected explosives, or UXO than is

absolutely necessary. Only collect the above information as long as it is safe to do so from a

distance. Never compromise safety to collect information.”

• Removed redundant text under subheading “Non-escorted Visits” regarding, “Visitors must

have an incident qualification with a minimum physical fitness level of “light” to visit the

fireline unescorted.”

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Executive Summary of Changes-16 Release Date: January 2023

• Under subheading “Helicopter Observation Flight,” bullet “Required PPE,” removed text

regarding, “Approved flame-resistant gloves; aviation life support equipment (ALSE)

standard.” Inserted, “Flight gloves (type GS/FRP-2) constructed of a soft leather palm and

stretchable Nomex® fabric for the back are preferred. These gloves have a long cuff extending

several inches above the wrist providing total coverage when the flight suit sleeve is properly

worn. Gloves should fit snugly to provide maximum finger dexterity for the wearer. All-leather

gloves (without synthetic liners) are acceptable if they provide the wearer with wrist coverage

and finger dexterity. Gloves that meet the flame-resistant Nomex® and leather design

(conforms to Military Specification MIL-DTL-81188C) are available that are compatible with

modern touchscreen devices. These are preferred when touchscreen devices are mission

essential.”

• Changed heading from “Safety Alert System” to “Alert System.”

o Removed existing text associated with Safety Warning, Safety Advisory, and Safety

Bulletin, and inserted:

 Safety Warning – A time-sensitive alert to the wildland fire community addressing

wildland fire safety hazards that pose an imminent threat, or have potential to pose a

threat, to life or property. Red hash-marked bordered stationary will be associated

with this type of alert.

 Advisory – A time-sensitive alert from an NWCG committee to the wildland fire

community regarding procedural changes, equipment information and/or use

updates, potential safety hazards, etc. Yellow hash-marked bordered stationary will

be associated with this type of alert.

 Bulletin – A general alert from an NWCG committee to the wildland fire

community regarding the release of subject-specific information such as technical

information, equipment updates, accident reports, etc. Depending on the origin

and/or the subject content, a green hash-marked bordered stationary may be

associated with this type of alert.

Chapter 8 – Interagency Coordination and Cooperation

• Under DOI-specific bullet under heading “NWCG Standards for Interagency Incident Business

Management,” removed web address for the DOI Supplement and inserted the DOI

Supplement is under revision.

• Under heading “Types of Agreements”:

o Changed subheading from “National Interagency Agreements” to “Interagency

Agreements.”

o Removed text regarding, “The national agreement, which serves as an umbrella for

interagency assistance among Federal agencies is the interagency agreement between the

BLM, USFWS, and the USFS. This and other national agreements give substantial

latitude while providing a framework for the development of State and local agreements

and operating plans.”

o Inserted, “Interagency Agreements are used when one Federal agency is in a position to

provide materials, supplies, equipment, work, or service of any kind that another Federal

agency needs to accomplish its mission.”

o Changed subheading from “Regional/State Interagency Agreements,” to “Regional/State

Cooperative Agreements.”

o Changed subheading from “Cooperative Agreements” to “Local Cooperative

Agreements.”

• Changed heading from “National Wildland Fire Cooperative Agreements” to “National

Agreements for Wildland Fire Management.”

o Changed subheading from “USDOI and USDA Interagency Agreement for Fire

Management” to “USDOI and USDA National Agreement for Fire Management.”

o Clarified text regarding, “The objectives of the National Agreement for Fire Management

Between the Bureau of Land Management (BLM), Bureau of Indian Affairs (BIA),

National Park Service (NPS), Fish and Wildlife Service (FWS) of the United States

Department of the Interior (DOI) and the Forest Service (FS) of the United States

Department of Agriculture are . . . .”

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Release Date: January 2023 Executive Summary of Changes-17

• In table under subheading “Emergency Support Function Annexes,” added ESF Support Annex

#14 Cross-Sector Business and Infrastructure, and Support Role for USDA-FS.

Chapter 9 – Fire Management Planning

• Removed text under heading “Agency Planning Guidance,” subheading “U.S. Forest Service,”

regarding, “The FS has replaced the FSH 5109.19 with . . . .”

Chapter 10 – Preparedness

• Inserted text under heading “Preparedness Planning” regarding references, templates, and other

supporting materials pertaining to the FDOP process and related operationally focused

preparedness plans can be found at https://www.nwcg.gov/committees/fire-danger-

subcommittee (see sections for Useful Resources and NFDRS2016 Rollout Information) and . . .

• Under heading “Fire Danger Rating”:

o Removed text regarding, “If not already entered as the primary fuel model, also enter fuel

model Y; Identify the energy release component (ERC) as the staffing index; Identify the

ERC breakpoints (i.e., the two highest ERC breakpoint values and their associated

percentiles*); Identify the number of decision classes (i.e., the number of staffing levels);

and, * For units that have not performed detailed analysis to identify fire business

thresholds or climatological breakpoints, it is recommended to use the 90th and 97th

percentiles as default values for these critical percentiles.”

o Inserted, “* For units that have not performed detailed analysis to identify fire business

thresholds or climatological breakpoints, it is recommended to use the 90th and 97th

percentiles as default values for these critical percentiles.”

o Inserted BLM-specific text regarding 80

and 95

percentiles.

o Inserted text regarding, “To support Predictive Services products, include “16Y” as an

“active” fuel model in the WIMS station catalog for every station.”

• Under heading “Fire Danger Operating Plan”:

o Clarified text regarding, “An FDOP documents the analysis process and the development

of decision points to be used for future weather and fire occurrence situations based on an

analysis of local conditions, historical weather, and historical fire occurrence.”

o Clarified text regarding, “The analysis of historical weather and fire occurrence is

conducted utilizing a statistical software program, such as but not exclusive to FireFamily

Plus (FFP), which calculates fire danger indices and can correlate them to historical fire

occurrence.”

o Clarified text regarding, “Every field-level unit with a fire program should be covered by an

FDOP and should participate in the planning process. FDOP developers should attend

Intermediate NFDRS (S-491) and preferably, Advanced NFDRS (S-591) courses.”

• Removed NPS-specific text under heading “Fire Prevention/Mitigation Plans” regarding,

“Only units that experience more than an average of 26 human-caused

fires per 10-year period

are required to develop a fire prevention plan,” and inserted, “Refer to NPS RM-18 Chapter 6

Prevention and Mitigation.”

• Under heading “Managing Weather Data in the Weather Information Management System”:

o Removed, “Some daily weather observation variables (such as state of the weather) must

be manually validated and published daily. This procedure is essential for the calculation

of daily and forecasted fire danger outputs in WIMS and ensures weather data storage in

the National Fire and Aviation Management (FAMWeb) Database. These efforts are

coordinated with local National Weather Service fire weather meteorologists to provide

timely forecasted fire danger outputs.”

o Inserted, “Daily observation variables are processed and calculated automatically in

WIMS but need to be verified regularly to ensure the systems are working correctly.

Weather observations should be reviewed at least weekly to catch errors in the data that

may indicate a bad RAWS sensor or missing data.”

o Removed, “In addition to daily weather management, certain WIMS data requires

periodic adjustment. The following should be adjusted seasonally or as appropriate:

 Live fuel moisture model inputs, including herbaceous vegetation stage, green-up

and freeze date, season codes, greenness factors

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Executive Summary of Changes-18 Release Date: January 2023

 Dead fuel moisture model inputs, including the snow flag and starting 1000 hour

and X1000 fuel moisture and KBDI values.”

o Inserted, “Certain RAWS station settings should be adjusted in WIMS to match locally

determined values, such as:

 Fuel Model Parameters (e.g., perennial vs annual, humid vs moist, etc.)

 Growing Season Index Settings”

• Removed bullet under subheading “Inappropriate Fire Severity Funding Charges” regarding,

“Fixed ownership rate vehicle costs.”

Chapter 11 – Incident Management and Response

• Added bullet under subheading “Onsite Command Organizations” regarding command

organizations responsible for incident management include Complex Incident Management

Team (CIMT).

• Under heading “Incident Characteristics”:

o Subheading “Type 3 Incident Characteristics” – Removed text regarding, “ICT3s will not

serve concurrently as a single resource boss or have any non-incident-related

responsibilities.”

o Subheading “Type 3 Incident Command” – Clarified text regarding, “ICT3s will not

serve concurrently as a single resource boss or have any non-incident-related

responsibilities.”

o Subheading “Type 2 Incident Characteristics” – Added text to bullet regarding,

“Preestablished incident management team (IMT) managed by type 2 IC or complex IC.”

o Subheading “Type 2 Incident Command” – Clarified text regarding, “Personnel

performing specific type 2 command and general staff duties must be qualified at the

complex, type 1 or type 2 level according to the PMS 310-1 standards and any additional

agency requirements.”

o Subheading “Type 1 Incident Characteristics” – Inserted text to bullet regarding,

“Preestablished IMT managed by type 1 or complex IC.”

o Subheading “Type 1 Incident Command” – Inserted text regarding, “Personnel

performing specific type 1 command and general staff duties must be qualified at the type

1 or complex level according to the PMS 310-1 standards and any additional agency

requirements.”

• Under subheading “Area Command”:

o Removed text regarding national area command teams are managed by the National

Multi-agency Coordinating Group (NMAC) and are comprised of the following: Area

commander (ACDR); Assistant area commander, Planning (AAPC); Assistant area

commander, Logistics (AALC); and Area command aviation coordinator (ACAC).

o Inserted, “Area command may be ordered when needed and composed of the positions

necessary to achieve the desired objectives. Area command qualifications are found in

the PMS 310-1.”

• Inserted subheading “Complex Incident Management Teams (CIMTs)” and associated text.

• Under subheading “National Incident Management Organization”:

o Removed, “The NIMO coordinator can assist ordering units to order teams in short or

long configurations, customized configuration for special capabilities, and managing

long-duration incidents.”

o Clarified text regarding types of NIMO assignments include, “Work with less qualified or

experienced Command and General Staff on incidents for successional planning.”

• Clarified text under heading “Wildland Fire Decision Support System” regarding, “The

Integrated Reporting of Wildfire Information (IRWIN) data exchange system automatically

populates some fields on the WFDSS information tab (e.g., incident name, point of origin) for

those using a computer-aided dispatch (CAD) or the Interagency Fire Occurrence Reporting

Modules (InFORM) system.”

• Under subheading “Wildland Fire Decision Support System Decision Approval and

Publication”:

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Release Date: January 2023 Executive Summary of Changes-19

o Inserted FS-specific text regarding, “Regional foresters must approve WFDSS decisions

that include objectives to pursue resource benefits at Geographic and/or National PL 4/5.

See chapter 5 for more information.”

o Revised FS-specific table.

Incident Type

Agency Administrator Qualification Level

Type 1 Wildfire Agency Administrator Type 1 (WFA1)

Type 2 Wildfire Agency Administrator Type 2 (WFA2)

Type 3, 4, 5 Wildfire Agency Administrator Type 3 (WFA3)

• Clarified text under subheading “Incident Status Reporting” regarding, “Large fires are

classified as 100 acres or larger in timber fuel types, 300 acres or larger in grass fuel types, or

when a NIMO, complex, type 1 or 2 IMT is assigned, regardless of the size of the incident or

the suppression management strategy.”

• Removed text under heading “Post-Wildfire Activities” regarding, “Damages resulting from

wildfires are addressed through four activities: suppression repair, emergency stabilization,

rehabilitation, and restoration.”

• Clarified text under subheading “Emergency Stabilization” regarding, “Emergency

stabilization actions must be taken per agency policy.”

• Under DOI-specific bullet under heading “Incident Business Management,” removed web

address for the DOI Supplement and inserted the DOI Supplement is under revision.

Chapter 12 – Suppression Chemicals and Delivery Systems

• Inserted text under subheading “Fire Suppressant Foam” regarding, “Approved foam

concentrate may be used to improve the efficiency of water, except near waterways where

accidental spillage or over spray of the chemical could be harmful to the aquatic ecosystem.”

• Under heading ”Safety Information,” subheading “Personnel Safety,” clarified text regarding,

“Containers of any fire chemical, including backpack pumps and engine tanks, should be

labeled potable or non-potable as appropriate.”

• Under heading “Interagency Policy for Aerial and Ground Delivery of Wildland Fire

Chemicals Near Waterways and Other Avoidance Areas,” table under column “Ground

Delivery Policy,” removed text regarding “Avoid application of all wildland fire chemicals into

waterways.” Inserted, “Avoid terrestrial application of all wildland fire chemicals within 300

feet of waterways.”

• Inserted text under subheading “Guidance for Pilots” regarding, “All pilots will provide GPS

location tracks of aerial retardant drops to the incident management team (IMT) situation unit

leader (SITL) and/or geographic information system specialist (GISS). These data will be

added to the National Incident Feature Service (NIFS) by the IMT GISS and made available to

fire personnel.”

• Added FS-specific text under heading “Endangered Species Act Emergency Consultation,”

regarding, “Aerial delivery of retardant on National Forest System lands should not be

included in emergency consultations.”

Chapter 13 – Firefighter Training and Qualifications

• Under heading “Qualification and Certification Process”:

o Inserted new subheading “Recognition of Prior Learning” and associated text.

 Inserted NPS-specific text regarding, “Current NPS employees will continue to

follow the NWCG Standards for Wildland Fire Position Qualifications (310-1) and

defined NWCG qualification processes. The RPL process may be used for

employees new to the NPS who are not transferring from another federal agency

using the NWCG Standards for Wildland Fire Position Qualifications (310-1). “

 Inserted BIA-specific text regarding, “Recognition of prior learning provides an

alternative avenue for future BIA fire personnel to become qualified or nearer to

qualified using a defined RPL process. The RPL process is only available for new

hires to the agency, specifically new hires with past military, all hazard and

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Executive Summary of Changes-20 Release Date: January 2023

responder experience from another municipality. RPL is not built for existing

federal employees. Current federal employees will continue to follow the NWCG

Standards for Wildland Fire Positions Qualifications (310-1) and defined NWCG

qualification processes. Submitted RPL packages will be evaluated by

representatives from the hiring unit and regional fire staff.”

• Under subheading “Incident Qualification Card”:

o Inserted FWS-specific text regarding, “An electronic incident qualification card utilizing

the IQCS portable document format (PDF) is authorized.”

o Inserted NPS-specific text regarding, “An electronic incident qualification card utilizing

the IQCS portable document format (PDF) with electronic signature is authorized.”

o Inserted FS-specific text regarding, “An electronic incident qualification card utilizing

the IQCS portable document format (PDF) with electronic signature is authorized.”

o Clarified BLM-specific text regarding, “State fire management officers (FMO) will

certify position task books and incident qualification cards for area command, complex,

and type 1 command and general staff positions.”

o Clarified NPS-specific text regarding, “Certification for area command, complex, and

type 1 command and general staff position task books will be done at the regional office

level. Any position task books issued to park FMOs will be certified at the regional office

level. All other position task books may be certified at the local unit level.”

o Removed NPS-specific text regarding, “NPS policy requires that two or more

assignments be accomplished after completing a position task book and receiving

certification before an individual begins movement to the next higher level.”

• Inserted NPS-specific text under subheading “Incident Qualification Card Expiration Dates”

regarding, “WCT is valid for 13-months from the date passed. RT-130 is valid for 13-months

from the date completed.”

• Under subheading “Examination/Self-Certification Periodicity and Changes in Medical

Status”:

o Inserted BLM-specific text regarding, “Annual self-certifications are valid for one year.

Employees may take the work capacity test at any point in that year as long as the self-

certification is current.”

o Clarified text regarding, “Employees must report significant changes in medical status

and cease arduous duty until cleared.”

• Under subheading “Medical Examination Process for Light and Moderate Fitness Levels”:

o Removed FWS-specific text referencing Comprehensive Health Services (CHS) and

inserted the DOI MSP contractor.

o Removed BIA-specific text referencing Comprehensive Health Services (CHS) and

inserted the DOI MSP contractor.

• Under heading “Work Capacity Tests”:

o Changed subheading from “Work Capacity Test Categories” to “Physical Fitness

Levels.”

o Changed table heading from “Work Capacity Tests Categories” to “Work Capacity

Tests,” and moved table down in the chapter.

• Removed NPS-specific text under heading “Physical Fitness and Conditioning” regarding, “A

fitness plan is required for all NPS personnel participating in a fitness program (DO-57). For

health and fitness purposes, those who are fire-qualified at less than the arduous fitness level

are not required to meet the mandatory fitness program requirements of DO-57 for wildland

fire management. Personnel are strongly encouraged to participate in the voluntary fitness

program and must still meet physical fitness/work capacity requirements as outlined in the

NWCG Standards for Wildland Fire Position Qualifications (PMS 310-1) for positions with

moderate and light fitness requirements.” Inserted, “Refer to DO 57B (PM 14-03 Employee

Fitness -- Interim Policy, and Reference Manual Occupational Health and Fitness).”

• Under heading “Other Hand Crews”:

o Changed table title from “Minimum Crew Standards for National Mobilization” to “Crew

Standards for National Mobilization.”

o Row “Maximum Weight,” Column “Type 1” – Inserted text regarding 6,625 lbs.

maximum for 25-person crew.

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Release Date: January 2023 Executive Summary of Changes-21

o Row “Maximum Weight,” Column “Fire Suppression Module” – Removed 5,300 lbs.

and inserted maximum is 4,505 lbs.

• Removed text under heading “Wildland Fire Modules,” regarding ISWFMO, and inserted PMS

430.

Chapter 14 – Firefighting Equipment

• Under heading “Policy,” moved text to chapter 12 regarding, “Approved foam concentrate may

be used to improve the efficiency of water, except near waterways where accidental spillage or

over spray of the chemical could be harmful to the aquatic ecosystem, or other identified

resource concerns.”

• Under bullet “Water Tender (Tactical)”:

o Qualifications for BLM – Clarified text regarding, “engine operator (ENOP), CDL (tank

endorsement) and airbrakes endorsement (if applicable).”

o Staffing for BLM – Removed existing text and inserted, “A WCF class-669 tactical water

tender shall be staffed with minimum crew of one engine operator (ENOP) and one

firefighter, type 2 (FFT2).”

• Under heading “All-Terrain Vehicles/Utility-Terrain Vehicles,” removed duplicate text

regarding, “Because of the high-risk nature, agencies have developed specific operational

policy (refer to current agency policy).”

• Removed BLM-specific text under subheading “UTV Head Protection for Wildland Fire

Operations,” regarding the 2009 standard.

Chapter 15 – Communications

• Under heading “Smokejumper and Rappel/RADS Air-to-Ground Frequency (168.5500 MHz),”

clarified that, “Frequency 168.5500 MHz is primarily dedicated as a national air-to-ground

tactical channel for smokejumper operations within the DOI, USDA, and other agencies.”

• Changed subheading from “National Interagency Fire Tactical Frequencies (168.0500 MHz,

168.2000 MHz, 168.6000 MHz, 168.2500 MHz, 166.7250 MHz, 166.7750 MHz),” to

“National Interagency Fire Tactical Frequencies.”

• Clarified text under heading “Incident Radio Support” in the “Note” regarding, “The ordering

incident is responsible for returning and/or coordinating all NIRSC radio equipment directly

back to NIFC . . . .”

• Removed duplicate text under heading “Military Communications on an Incident” regarding,

“Equipment will not be sent without qualified personnel to install it.”

Chapter 16 – Aviation Operations and Resources

• Under subheading “National Office – U.S. Department of Agriculture, Forest Service”:

o Clarified, “The fixed-wing branch chief and rotor-wing branch chief report to the AD

aviation, and are responsible for national aviation operational management and oversight.

This operational management and oversight includes authority to provide direction to

coordination centers regarding the mobilization and reassignment of USDA contracted

national aviation resources. The branch chiefs may also delegate this authority to national

aircraft coordinators or the FS aviation duty officer (ADO).”

o Removed, “The Branch Chief, Pilot standardization reports to the AD, Aviation, and is

responsible for pilot and aircrew standardization and approval of agency and contracted

pilot personnel.”

• Under heading “Aviation Information Resources”:

o Clarified NPS-specific text regarding, “RM-60 Aviation Management Reference Manual

and applicable aviation guides, National Wildfire Coordinating Group (NWCG)

Standards for Helicopter Operations, and the NWCG Standards for Aerial Supervision.”

o Inserted DOI-specific bullet regarding, “Departmental manuals (DMs) and operational

procedures memoranda (OPMs) can be found at https://www.doi.gov/aviation/library.”

• Under heading, “Aviation Safety,” subheading “Risk Assessment and Risk Management,”

removed text regarding four sources of hazards and inserted, “The five sources of hazards are

mission, management, machine, personnel, and media.”

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Executive Summary of Changes-22 Release Date: January 2023

• Inserted text under heading “Aircraft Incidents/Accidents,” regarding the hotline is for the DOI

Operations Center.

• Under heading “Unmanned Aircraft Systems”:

o Subheading “Policy” – Clarified that, “A Special Government Interest (SGI) waiver is

required for flights within a temporary flight restriction (TFR).”

o Subheading “Ordering” – Clarified that, “For specifics on how to order UAS, see

https://uas.nifc.gov/uas-ordering.”

o Subheading “Ordering” – Inserted text that agency-owned UAS are national resources.

o Subheading “Additional Information” – Added web address for Interagency UAS is

https://uas.nifc.gov/.

• Inserted BLM-specific text under heading “Flight Request and Approval,” subheading “Point-

to-point Flights,” regarding, “. . . In addition, flights that require landing in a foreign country

constitute international travel and are subject to policy contained in Instruction Memorandum

No. 2022-037, International Travel Guidance and Procedures.”

• Clarified text under subheading “Phase 1 – Standard Flight and Duty Limitations (Abbreviated

Summary)” regarding, “Document the approval of additional days off in the remarks section of

the aircraft payment document.”

• Under heading “Helitack,” subheading “Organization – Crew Size”:

o BLM – Remove existing text and inserted, “The baseline staffing for a BLM exclusive-

use type 3 helicopter is 7 personnel. The baseline staffing for a BLM exclusive-use type 2

helicopter is 12 personnel. The baseline staffing for a BLM exclusive-use type 1

helicopter is 24 personnel. All BLM exclusive-use crews will consist of key positions,

including supervisor, assistant, squad boss, and crew members. Recommended staffing

levels for BLM exclusive-use helitack crews is outlined in the National Aviation Plan

(NAP), section 5. BLM states may establish larger crew size and standards for their

exclusive-use helicopter crews based on program need. Any increase in crew size will be

documented in the respective state aviation plan. BLM helicopters operated in Alaska

need only be staffed with a qualified helicopter manager (HMGB).”

o FS – Clarified that, “Any deviation from the standard and the reason for the deviation

must be found acceptable to the Rotor Wing Branch Chief.”

o BIA – Inserted, “For exclusive use helitack crew size standards, see NAP, Appendix 5,

Exclusive Use Helicopter Module Position Standards. On-call helitack and all helicopter

personnel responsibilities are outlined in the NWCG Standards for Helicopter

Operations. All helitack training and currency requirements are contained in the PMS

310-1. Each region hosting exclusive-use/on-call helicopters is responsible for providing

essential management, overhead, equipment, facilities, and the resources necessary to

fully support the helitack crew.”

o BIA – Clarified that the recommended minimum staffing level for a Type 3 helicopter is

10 helitack personnel.

• Inserted text under subheading “Single-Skid, Toe-In, and Hover Exit/Entry (STEP)” regarding,

“STEP missions may include insertion/extraction of personnel (firefighters, medical

technicians, or rescuers) in support of operations and medical incidents, such as initial attack,

large fire support, helispot construction, repeater missions, in areas where a ground-based

approach or evacuation would expose rescuers, firefighters, and injured or ill personnel to

greater risk.”

• Under subheading “Short Haul”:

o Clarified, “All short-haul programs must be approved by the appropriate agency national

headquarters.”

o Removed FS-specific text regarding Emergency Medical Short-Haul Operations Plan

(EMSHOP), and inserted Forest Service Standards for Short-Haul Operations.

• Under heading “Aerial Supervision Module and Leadplane”:

o Subheading “Policy” – Removed text regarding Branch Chief Pilot Standardization (FS)

and inserted FS-standardization pilot.

o Subheading “Aerial Supervision Coordination” – Removed text regarding, “The FS

Aerial Supervision Program Manager and FS Fixed-wing Coordinator manage aerial

supervision staffing, aircraft readiness and availability, capability, and response with

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-23

pilots, aerial supervisors, regional aviation staff, BLM National Aviation Office staff, and

NICC.” Inserted, “Agency aerial supervision/flight operation program managers

(national/regional) will work with the NICC and GACCs to ensure staffing, aircraft

readiness, and availability.”

• Under heading “Airtankers,” clarified, “Early-activation for large fire support can have a

significant effect on the resource availability late in the day.”

• Under subheading “Exceptions,” number eight, regarding MAFFS, removed text regarding

Forest-Service-owned.

Chapter 17 – Fuels Management

• Under heading “Use of Administratively Determined Pay Plan for Prescribed Fire,” removed

existing and FS-specific text and inserted, “Administratively Determined workers may be used

in support of prescribed fire under specific circumstances. Refer to the appropriate DOI or FS

Administratively Determined (AD) Pay Plan for Emergency Workers (Casuals) for information

regarding the use of emergency workers for prescribed fire. Administratively Determined pay

plans do not allow for use of Casuals for mechanical or chemical treatment fuels reduction

projects.”

Chapter 18 – Reviews and Investigations

• Under subheading “Lessons Learned Review”:

o Inserted FS-specific text regarding, “In some cases, an FLA and an RLS may be

produced for the same incident to quickly highlight lessons revealed in the learning

process while the larger narrative is still being compiled.”

o Clarified text that the LLR facilitator will convene the participants and, “A 24- and 72-

hour report should be produced as an acknowledgement that an incident has occurred and

to distribute initial facts about what happened. These preliminary reports are a valuable

element of the many learning-focused products that LLR teams may produce.”

• Inserted text under subheading “Rapid Lesson Sharing” regarding, “To visit a searchable

database with RLS documents, go to https://www.wildfirelessons.net/irdb.”

• Clarified text under subheading “Declared Wildfire Reviews” regarding submissions to the

Lessons Learned Center should be sent to kelly_woods@nps.gov.

• Under subheading “Wildland Fire Incident and Accident Types and Definitions,” bullet

“Serious Wildland Fire Accident,” clarified, “For wildland fire operations, a serious accident

involves any of the following: One or more job-related fatalities or imminently fatal injuries or

illnesses to employees, volunteers, contractors, or the public; The in-patient hospitalization of

three or more employees, volunteers, or members of the public due to departmental operations;

Amputation(s) or loss of an eye(s); Property damage (including site mitigation or cleanup) or

operating loss of $500,000 or more, or (6) accident, illness; and/or Incident that a Bureau

DASHO judges to warrant further investigation using the serious accident investigation

procedures.”

• Changed table subheading from “Investigation Types and Requirements” to “Investigation and

Review Types and Requirements.”

o Changed column heading from “Investigation Type” to “Investigation or Review Type.”

o Row “Entrapment/burnover” – added RLS as an Investigation or Review Type.

o Row “Fire shelter deployment” – added RLS as an Investigation or Review Type.

o Row “Near-miss” – added RLS as an Investigation or Review Type.

• Inserted text under heading “Investigation Processes,” bullet “Delegation of Authority,”

regarding, “A delegation of authority shall be issued by the agency administrator to the

investigation team leader . . . .”

• Under subheading “Accident Investigation 24- and 72-Hour Reports,” updated Lessons

Learned Center submissions should be sent to kelly_woods@nps.gov.

• Under subheading “Accident Investigation Final Report”:

o Removed, “within approximately 45 days of the accident, a final report shall be

submitted . . . .” Inserted, “within approximately 60 calendar days of the accident, a final

report shall be submitted . . . .”

o Updated Lessons Learned Center submissions should be sent to kelly_woods@nps.gov.

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-24 Release Date: January 2023

• Under subheading “Serious Accident Investigation Team Composition”:

o Accident Investigation Advisor/Safety Manager (Core Team Member) – inserted “. . . or

safety officer complex (SOFC).”

o Public Affairs Officer – Added complex public information officer.

• Under subheading “Serious Accident Investigation 24- and 72-Hour Reports,” updated email

address for Lessons Learned Center that submissions go to kelly_woods@nps.gov.

• Under subheading “Serious Accident Investigation Final Report”:

o Removed, “Within 45 days of the incident, a final report consisting of a Factual Report

(FR) and a Management Evaluation Report (MER) will be produced by the investigation

team . . .” and inserted, “Within 60 calendar days of the incident, the SAIT will produce a

final report consisting of a factual report and a management evaluation report . . . .”

o Updated Lessons Learned Center email submission should be sent to

kelly_woods@nps.gov.

• Removed BIA-specific bullet under heading “Fire Cause Determination and Trespass

Investigation,” subheading “Policy,” referencing, “53 IAM, chapter 7-H; and 90IAM 1.4C

(10).”

Chapter 19 – Dispatch and Coordination System

• Under subheading “Continuity of Operations Plan”:

o Clarified text regarding, “Additionally, all centers which are required to maintain

communications with field-going resources, including aircraft, will ensure the COOP

identifies procedures to maintain and/or transfer communications in the event of a

possible loss of radios and/or telecommunications equipment.”

o Inserted, “A dispatch center and a coordination center shall be designated as an

emergency facility that meets the requirements of applicable building codes and NFPA

standards for communication centers. They shall be equipped with a critical operations

power system (COPS) that provides emergency power to communications systems,

information technology (IT) rooms, telephone and radio rooms, electrical equipment

rooms, mechanical equipment, fire protection equipment rooms, sanitary facilities,

security systems, and other spaces and equipment designated by the Authority Having

Jurisdiction (AHJ) as requiring critical operations power.”

• Under subheading “Initial Attack Dispatching”:

o Removed, “Local dispatch centers will have protocols in place for timely request and

dissemination of fire weather forecasts, spot weather forecasts, fire weather watches, and

red flag warnings to firefighters, incident commanders, and field-going personnel.”

o Inserted, “Local dispatch centers will have protocols in place for monitoring, requesting,

and disseminating fire weather forecasts, spot weather forecasts, fire weather watches,

red flag warnings and other severe weather events (e.g., severe storm warnings, flash

flood warnings, tornado warnings) to firefighters, incident commanders, and field-going

personnel.”

Appendices

• Appendix E:

o Removed existing text and inserted, “See NWCG Wildland Fire Risk and Complexity

Assessment at https://www.nwcg.gov/sites/default/files/publications/pms236.pdf.”

o Updated version to 02.2023.

• Appendix F:

o Removed existing text and inserted, “See NWCG Wildland Fire Risk and Complexity

Assessment at https://www.nwcg.gov/sites/default/files/publications/pms236.pdf.”

o Updated version to 02.2023.

• Appendix G:

o Subheading “Operations”:

 Bullet “Retardant” – Clarified, “Review the fire-retardant-avoidance maps and

documentation provided during the IMT in-brief or in WFDSS, and coordinate with

the lead resource advisor as identified in the briefing package.”

2023 EXECUTIVE SUMMARY OF CHANGES

Release Date: January 2023 Executive Summary of Changes-25

 Changed bullet from “Cultural and Resource Protection and/or Enhancement,” to

“Natural and Cultural Resource Protection and/or Enhancement.”

 Bullet “Natural and Cultural Resource Protection and/or Enhancement” – Clarified,

“Avoid damage to sensitive natural and cultural resources within the fire area;

coordinate suppression actions with the lead resource advisor. Specific natural and

cultural resource information has been included within the briefing package.”

o Updated version to 02.2023.

• Appendix I:

o Question 10 – Removed text regarding “continuous improvement assessment (FS),” and

inserted, “wildland fire management annual report and large fire review (FS).”

o Inserted question 15 regarding, “Did the IMT follow current NWCG standards for

incident records management? Was FireNet or agency email used for official incident

correspondence?”

o Updated version to 02.2023.

2023 EXECUTIVE SUMMARY OF CHANGES

Executive Summary of Changes-26 Release Date: January 2023

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Risk Management

Identify Hazards (Situation Awareness)

• Gather Information

□ Objective(s)

□ Communication

□ Who’s in Charge

□ Previous Fire Behavior

□ Weather Forecast

□ Local Factors

• Scout the Fire

Assess Hazards

• Estimate Potential Fire Behavior Hazards

□ Look Up/Down/Around Indicators

• Identify Tactical Hazards

□ Watch Outs

• As conditions change, what other safety hazards are likely to exist?

• Consider probability versus severity?

Develop Controls and Make Risk Decisions

• Develop control measures that reduce risk:

□ Firefighting Orders  LCES

̶ Anchor Point

̶ Downhill Checklist (if applicable)

□ What other controls are necessary?

̶ Engineering/Administrative

̶ PPE

̶ Educational

̶ Avoidance

□ Emergency Medevac Procedures/Plan

• Are controls in place to mitigate risk?

□ NO - Reassess situation □ YES - Next question

• Are selected tactics based on expected fire behavior?

□ NO - Reassess situation □ YES - Next question

• Have instructions been given and understood?

□ NO - Reassess situation □ YES - Next question

• Consider risk versus gain

Implement Controls

• Ensure controls are in place and being implemented by personnel.

• Ensure controls are integrated operational plan and understood at all levels.

Supervise and Evaluate

• Are controls adequately mitigating the hazards?

□ NO – Reassess and consider:

̶ Human Factors:

○ Low experience level?

○ Distracted from primary tasks?

○ Fatigue or stress reaction?

○ Unsafe attitude?

̶ The Situation:

○ What is changing?

○ Are strategy and tactics working?

If situation changes significantly, restart Risk Management Process at the appropriate step.

Standard Firefighting Orders

1. Keep informed on fire weather conditions and forecasts.

2. Know what your fire is doing at all times.

3. Base all actions on current and expected behavior of the fire.

4. Identify escape routes and safety zones and make them known.

5. Post lookouts when there is possible danger.

6. Be alert. Keep calm. Think clearly. Act decisively.

7. Maintain prompt communications with your forces, your supervisor and

adjoining forces.

8. Give clear instructions and insure they are understood.

9. Maintain control of your forces at all times.

10. Fight fire aggressively, having provided for safety first.

Watch Out Situations

1. Fire not scouted and sized up.

2. In country not seen in daylight.

3. Safety zones and escape routes not identified.

4. Unfamiliar with weather and local factors influencing fire behavior.

5. Uninformed on strategy, tactics, and hazards.

6. Instructions and assignments not clear.

7. No communication link with crew members/supervisor.

8. Constructing fireline without safe anchor point.

9. Building fireline downhill with fire below.

10. Attempting frontal assault on fire.

11. Unburned fuel between you and fire.

12. Cannot see main fire, not in contact with anyone who can.

13. On a hillside where rolling material can ignite fuel below.

14. Weather is getting hotter and drier.

15. Wind increases and/or changes direction.

16. Getting frequent spot fires across line.

17. Terrain and fuels make escape to safety zones difficult.

18. Taking nap near fireline.