Foreword - pumicelands.co.nz A wildfire incident ... incident roles within the CIMS ICS structure....
Transcript of Foreword - pumicelands.co.nz A wildfire incident ... incident roles within the CIMS ICS structure....
Rural Fire Management Handbook
ForewordA wildfire incident in New Zealand can involve many people moving from their normal day to day work environment into a temporary fire fighting organisation.
The question on some people’s minds when tasked to a role(s) at a wildfire incident is: what are the responsibilities of my role(s) and how does this fit with other role(s) involved with the management of the incident.
This handbook provides the detail for each of the wildfire incident roles within the CIMS ICS structure. It is similar in many aspects to the Fireline Handbook published by the USA National Wildfire Co-ordinating Group.
At a small to medium wildfire incident one person will fill one or more roles as defined in this handbook. As the incident increases in size or complexity the number of roles will reduce until finally a person will be tasked to only one role.
Additional references and information is also provided on fire behaviour in different fuel types and weather.
I recommend that Rural Fire Authorities issue this handbook to regular fire fighters and those involved in the management of wildfires. This will ensure the maximisation of knowledge on wildfire incident management is known prior to deployment of resources to wildfires.
The handbook is also structured in a way that it can be placed in the pocket of fire fighting clothing and referenced when required during an incident.
Murray DudfieldNational Rural Fire OfficerJanuary 2005
IndexSection 1 Introduction
1.1 Purpose 1
1.2 Use 1
1.3 Maintenance 2
1.4 Approvals 2
Section 2 Safety
2.1 Personal Safety 1
2.2 LACES 5
2.3 Watchouts 6
2.4 Ten Standard Fire Orders 7
2.5 Safety Briefing 8
2.6 Use of Vehicles 8
2.7 Use of Machinery 9
2.8 Working with Aircraft 10
2.9 First Aid 11
2.10 CPR 12
Section 3 Initial Attack
3.1 Definition of Initial Attack 1
3.2 Responding to a Reported Incident 1
3.3 Enroute to the Incident 2
3.4 Arriving at the Fire 3
3.5 Getting to work 3
3.6 Initial Attack Checklist 5
3.7 Transition (Initial to Extended Attack) 6
3.8 Fire Incident Types 8
Section 4 Incident Management
4.1 Control 2
4.1.1 Incident Controller 4
4.1.2 Information Officer 6
Page
4.1.3 Liaison Officer 7
4.1.4 Safety Officer 8
4.2 Planning and Intelligence 9
4.2.1 Planning/Intell Manager 10
4.2.2 Situation Unit 11
4.2.3 Resource Unit 12
4.2.4 Information/Intell Unit 13
4.2.5 Management Support Unit 13
4.3 Operations 14
4.3.1 Operations Manager 15
4.3.2 Air Operations 16
4.3.3 Ground Operations 21
4.4 Logistics 25
4.4.1 Logistics Manager 26
4.4.2 Supply Unit 27
4.4.3 Facilities Unit 28
4.4.4 Ground Support Unit 28
4.4.5 Communications Unit 29
4.4.6 Catering Unit 30
4.4.7 Medical Unit 31
4.4.8 Finance Unit 32
Section 5 Operational Guidelines
5.1 Fire Control Objectives 1
5.2 Fire Control Strategy 1
5.2.1 Direct Attack 2
5.2.2 In-Direct Attack 3
5.2.3 Back Burning and Burn-out 4
5.3 Communications 5
5.3.1 Communication Networks 5
5.3.2 Communications Plan 8
5.3.3 Operating Guidelines 9
Page
5.3.4 Standard IGC Frequencies 10
5.4 Media Interviews 11
Section 6 Fire Behaviour
6.1 Introduction 1
6.2 Fire Weather Index (FWI) System structure 2
6.3 Available Fuel Load (AFL) – Forests 4
6.4 Available Fuel Load (AFL) – Grasslands 5
6.5 Available Fuel Load (AFL) – Scrublands 6
6.6 Headfire Rate of Spread (ROS) – Flat Terrain 7
6.7 Slope Correction Factor 8
6.8 Headfire Intensity (HFI) – Equations 10
6.9 Headfire Intensity (HFI) – Rate of Spread/ Fuel Load Relationship 12
6.10 Headfire Intensity (HFI) – Flame Length Relationship 15
6.11 Headfire Intensity (HFI) – Fire suppression effectiveness 16
6.12 Fire Danger Class Criteria – Forest 17
6.13 Fire Danger Class Criteria – Grassland 18
6.14 Fire Danger Class Criteria – Scrubland 19
6.15 Fire Danger Class Criteria 20
6.16 Simple Elliptical Fire Growth Model 22
6.17 Wind Speed Estimation 24
6.18 Abbreviations and Conversions 26
Section 7 Fire Investigation
7.1 On Arrival 1
7.2 Fire Cause Report 2
Appendix A - Glossary
Appendix B - Local/Regional Information
Appendix C - Notes
Page
1. Introduction1.1 PurposeIt is intended that this handbook will provide a condensed reference of key information that a fire manager will find useful at an incident. The handbook includes guidelines and information on:
• Safe fire fighting
• The structure and inter-relationships of a National Incident Management Team (NIMT)
• The roles and responsibilities of the personnel forming an IMT
• Guidelines on when a national team should be deployed
• Operational information and fire control strategies
• Fire behaviour information
• Fire investigation guidelines
• Local information (added by user).
1.2 UseThe handbook has information that may be required or is useful at any phase of an incident. It is intended to be used on the Incident Ground and therefore portability is important. As personnel may wish to carry the handbook at all times, a “pocket size” format has been adopted.
The book is not intended as a complete reference for rural fire fighting. It contains summary information in the form of bullet points, tables and checklists that are intended to be used as a guide or as reference material.
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1.3 MaintenanceThe handbook is modular in format and “loose” bound to allow for:
• Sections to be revised over time and updated versions issued. The bindings and page numbering system allows sections to be replaced. The sections will include version control in the form of the issue Month/Year
• Additional local or regional sections to be developed and added to the Handbook (eg local resources and contact numbers).
An electronic copy will also be maintained on the NRFA Web Site to enable users to access the Handbook and print out sections as required.
1.4 ApprovalsContent of this handbook has been:
• Developed and/or collated from existing reference materials; and
• Reviewed by fire managers from throughout the rural sector; and
• Approved by the National Rural Fire Advisory Committee.
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2. SafetyRemember:
“Safety is no Accident”“Safety First”
“Don’t take Chances”“When in doubt, back out”
2.1 Personal Safety
ResponsibilityAll personnel have a responsibility for their own personal safety and for the safety of those personnel they are supervising.
Every person entering a fireground:
• Shall receive a briefing which includes the safety and operational aspects appropriate to their role at the fire; and
• Shall have attained the competency in the FRSITO Unit Standard 3285, or be under the close supervision of a person who has attained this competency; and
• Shall receive a general fire related safety briefing before entering the fire ground if they do not have Unit Standard 3285.
Personal Protective Equipment (PPE)Every fire fighter must be dressed in appropriate and approved gear (PPE) for the task. This includes:
• Leather or other boots appropriate to the conditions
• Ankle to wrist outer clothing (wool or fire resistant)
• Cotton undergarments
• Head wear appropriate to work being done (chin straps must be fastened when working around aircraft)
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• Safety goggles appropriate to work being done
• Earmuffs of appropriate grade to be available with each pump or other noisy environment
• Wet weather and protective gear for persons handling fire chemicals or loading water into aircraft
• In some situations gloves will be necessary.
HydrationFire fighting can be hot and physically very demanding. The loss of body fluids (de-hydration) through sweating quickly reduces fire fighter effectiveness and can lead to heat stress. In severe circumstances heat stroke can occur.
To prevent de-hydration it is essential that all fire fighters:
• Have access to plenty of fresh drinking water
• If appropriate to the task, carry drinking water in a belt water bottle
• Drink water frequently to replace lost fluids
• Keep themselves in good physical condition
• Take regular breaks when working hard
• Do not wear heavy clothes, jackets or PPE that is not suitable for vegetation fire fighting.
Crew Leaders and Supervisors need to:
• Monitor that firefighters are carrying and regularly drinking from their water bottles
• Regularly provide their crews with a rest period
• Regularly rotate tasks amongst the fire fighters to share the workload
• Monitor fire fighters (and themselves) for any symptoms of heat stress including:
• red, flushed features
• heavy sweating
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• excessive thirst and drinking
• fatigue, clumsiness, giddiness or anxiety
• Stand down any person showing early signs of heat stress from the fireground
• Stand down any person from the fireground who is showing symptoms of heat stress and arrange for them to receive first aid assistance
• Arrange the evacuation and urgent medical attention for any fire fighter who shows any signs of severe heat stress or the onset of heat stroke (ie the patient becomes delirious or even unconscious).
Smoke/CO2 InhalationAlways avoid working in areas where there is high smoke levels or fire intensity. If the air becomes too smoky or hot, keep low to the ground and immediately retreat back along your escape route to clear air. Goggles can provide some protection and relief from smoke and fine dust particles.
Radiant HeatRadiant heat is very dangerous and can kill! It is important to avoid exposure to radiant heat and to shield exposed skin from its heat source. Radiated heat cannot pass through solid objects.
• always avoid being in any situation where you become exposed to the direct heat of a high intensity fire front
• always wear the correct PPE and where possible, keep all exposed skin covered (eg use helmet skirt to cover neck and ears)
• if exposed, use any equipment you are carrying (eg a shovel) to shield your face from the heat source
• if there is no immediate escape, turn away from the heat source and crouch low until it is safe to exit back along the escape route.
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EntrapmentEntrapment can be a major threat to fire fighters when a fire suddenly and unexpectedly changes direction or rate of spread. The first responsibilities of all fire fighters is to:
• Always adopt a “safety first” attitude. No fire suppression tasks justify any risk taking or short cuts with safe work procedures
• Maintain LACES (refer the next section)
• Be aware of the topography, the fuels and fire environment
• Be alert to and consider any sudden changes to topography, fuels or fire weather.
In the event an entrapment situation arises and it is not possible to escape to the designated safety zone:
• Make sure crews stay together
• Do not try to out run a fire front up a steep slope
• Seek a possible route to get within the burnt area (as the safest place to be)
• If no escape, seek any immediate shelter from the radiant heat (in a ditch, behind a rock, in/under vehicle, etc)
• If there is no shelter (or no time), hit the ground and keep face close as possible to the earth. If possible, cover any exposed skin (ie if wearing gloves, cover ears). Take short breaths, the protection of your airway is essential
• Once the fire front has moved past:
• account for all personnel
• move further into burnt area to a safe position
• check yourself for any injuries
• check the condition of other personnel
• seek immediate assistance as required.
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Experienced,competentandtrusted?
EnoughLookouts,goodadvantagepoints?
Knowledgeofcrewlocations?
Knowledgeofescapeandsafetylocations?
Crewsarebriefedandunderstandtheincidentandtheirobjectives?
Firebehaviourandweatherareknown?
Crewsareworkingfromasafeandsecureanchorpoint?
Radiochannelsareconfirmed?
Communicationsareestablishedwithallcrews,controlpoint,HQ,etc?
Situationupdatesarecommunicated?
CommunicationsrequiredwiththeComcenorRFA?
Morethanoneescaperoute?
Scoutedout,suitedtoslowestperson(allowforfatigue),knowntoallthecrewmembers?
Aremarked(nighttime)?
Naturalorconstructedarea(inburntarea,roadway,etc)?
Morethanonerequired?
Vehiclesavailableandcorrectlypositionedforescape?
Arecloseenoughgiventheplannedescaperoute?
SAFETY ZONES
LOOKOUTS
AWARENESS andANCHOR POINTS
COMMUNICATIONS
ESCAPE ROUTES
LACES CONSIDER
2.2 Laces
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2.3 Watchouts
The 20 situations that shout “Watch Out”!
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1 Fire size is unknown (not scouted and sized up?)
2 Unfamiliar territory (not seen in daylight?)
3 Safety zones/escape routes not identified?
4 Unfamiliar with weather and local factors influencing fire behaviour?
5 No communications link with fire fighters and their control point?
6 Instructions are not clear (unsure of assigned task, objectives, strategy, command chain, etc?)
7 Weather is getting hotter and drier (increasing temperature, falling humidity?)
8 Wind changes speed and/or direction (sudden change or un-expected change?)
9 Spot fires occurring across the line
10 Uphill or down wind of the fire front (attempting a frontal assault on fire?)
11 On a steep slope (constructing fireline downhill with fire below, on a hillside where rolling material can ignite fuel below?)
12 In rugged terrain (terrain makes escape to safety zones difficult?)
13 Can’t see the fire (are there communications with someone that can – LACES?)
14 In unburnt vegetation (are there fuels between you and the fire?)
15 Walking through hot ashes?
16 Working alone?
17 Getting tired?
18 Near power lines?
19 Working with machinery?
20 Working with aircraft?
2.4 Ten Standard Fire Orders
1 Fight fire aggressively but provide for safety first.
2 Initiate all actions based upon current and expected fire behaviour.
3 Recognise current weather conditions and obtain forecasts.
4 Ensure instructions are given and understood.
5 Obtain current information on fire status.
6 Remain in communication with crew members, your supervisor and adjoining forces.
7 Determine safety zones and escape routes.
8 Establish lookouts in potentially hazardous situations.
9 Retain control at all times.
Stay alert, keep calm, think clearly and act decisively.
10
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2.5 Safety BriefingAll tasks should be preceded by a safety briefing. This may be delivered by a dedicated Safety Advisor or by the person supervising the assignment. The person delivering the safety briefing will:
2.6 Use of Vehicles • The driver is qualified for the operation of the vehicle
and for the road conditions?
• The driver and all passengers are seated and with seatbelts done up. No arms or legs outside the vehicle?
• No unsecured equipment or containers within the passenger area?
• All other equipment and tools securely stowed on the vehicle?
• All road traffic regulations observed, travelling at a safe speed at all times?
• Front seat passenger assisting driver with operation of the radio, lights, siren and as an observer when backing up?
1 Identify self. Who you are, what is your role/responsibility.
2 Define the assignment and discuss objectives and strategy.
3 Identify the potential hazards and apply the standard Fire Orders, Watch Outs and LACES.
4 For each hazard, discuss the danger signs and identify the avoidance and mitigation measures to be followed to minimise the risk.
5 Discuss fire fighter health and safety issues.
6 Ask for questions or any clarification required?
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• Vehicle securely parked in a safe position on arrival at the fire (positioned to be able to quickly move away from the fire and clear of other arriving or passing traffic)?
• Vehicle not locked or ignition key removed?
2.7 Use of Machinery• Machines with the required safety rating for use in the
vegetation cover conditions
• Operator(s) are fully briefed on their task, any hazards and safety issues
• Machines working at night are equipped with suitable flood lighting equipment
• Communications with the machines and established (operator with a radio and headphones or assigned Crew Leader with radio)
• All personnel will:
• watch out for rapid and erratic movement of a machine
• attract the operator’s attention before approaching a machine
• never mount or dismount a moving machine
• keep away from the downhill side of an operating machine
• keep at least two tree lengths away from an operating machine.
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2.8 Working with Aircraft
All Aircraft• Remain well clear of aircraft landing or take off areas
when aircraft are operating unless a specific task that you have requires you to be in the area
• A safety briefing will be given before flying, pay close attention and be sure all instructions are understood
• If wearing a helmet, secure it with a chin strap
• Remove any caps or hats and firmly hold on to them along with any other hand carried items
• Do not leave loose objects near aircraft or landing areas where they can get blown about
• Keep crews and their equipment together, upwind of the landing area
• Make each person responsible for their own gear and the equipment they carry and be ready to board as soon as they are given the command
• Board the aircraft only on a signal from the pilot or the person supervising loading. Stay in the pilot’s field of vision at all times
• Only load tools or equipment into the aircraft with the pilot’s approval
• Sit where instructed, fasten seatbelt and secure any objects in cabin from moving in flight
• Uncouple the seatbelt and leave aircraft when indicated by pilot (if possible, re-couple the seatbelt behind you as you exit)
• Always follow any directions or instructions from the pilot.
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Fixed Wing• Never approach an aircraft forward of the engine and
propeller(s). Note: This is the reverse of the approach for helicopters
• Keep well clear of propellers at all times (whether spinning or not).
Helicopters• Keep well clear of the main and tail rotors at all times
• Approach and leave the helicopter on the down hill side (ground slope can reduce the overhead rotor clearance)
• Carry all tools and equipment at or below waist height
• Enter or leave the helicopter in a smooth, steady fashion, don’t make sudden movements
• Crouch down with back to helicopter if temporarily blinded by dust.
2.9 First AidFirst Aid is the first assistance or treatment given to a casualty for any injury or sudden illness before the arrival of an ambulance or qualified medical expert. It may involve improvising with facilities and materials available at the time.
First Aid treatment is given to a casualty:
• To preserve life
• To prevent the condition worsening
• To promote recovery.
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The responsibility of the First Aider is to:
• Assess the situation without endangering their own life
• Identify the condition(s) that the casualty(s) is/are suffering from
• Determine priorities (where there are multiple injuries and/or multiple casualties)
• Give immediate and appropriate treatment as the situation and resources allow
• Arrange without delay the attendance of ambulance services and/or the transfer of the casualty(s) to a doctor or hospital
• Briefing the ambulance/doctor/hospital on the patient and any first aid given
• Documenting the details of what occurred and the actions taken for the purposes of a formal incident report.
2.10 CPRRemember – consider personal safety before commencing the ABCs. Assess the situation:
• What might have caused the casualty to collapse (power wires, poisoned, gas build up, etc)?
• Does the hazards still exist?
• What needs to be done to remove the hazard and make it safe to attend the casualty?
A – Airway1. Assess the casualty, determine their degree of
responsiveness
2. Call for help (send for an ambulance)
3. Position the casualty
4. Open the airway, use head tilt, chin lift.
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B – Breathing Determine if the casualty is breathing.
If the casualty is breathing:
1. Place in the recovery position.
2. Maintain an open airway.
3. Keep casualty warm and calm.
4. If possible, advise status to responding medical services.
If the casualty is not breathing:
1. Place casualty on their back and check mouth for any visible objects or airway obstructions.
2. Begin rescue breathing by giving two full breaths.
3. If unable to give two full breaths, re-position head and try again. If still unsuccessful, re-check mouth for airway obstruction.
C – Circulation Check for pulse.
If there is a pulse:
1. Continue rescue breathing at 12 breaths/min
If there is no pulse:
1. Locate correct hand position and give the casualty 15 external chest compressions at a rate of 80-100 a minute.
2. Open airway and give two breaths.
3. Re-locate hands and give the casualty a further 15 compressions.
4. Continue sequence until 4 complete cycles of 2 breaths and 15 compressions are completed.
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5. Re-assess the casualty by checking for pulse (5 secs). If no pulse, continue cycle of 2 breaths and 15 compression stopping every few minutes to check for pulse and spontaneous breathing. Do not interrupt CPR for more than 7 secs unless unavoidable.
6. If pulse returns, check breathing. If no breathing, continue with 12 breaths/min while monitoring pulse. If breathing and pulse, continue to monitor patient closely.
7. If possible, continue to advise responding medical services of the casualty’s status.
Controlling Blood Loss:
• Direct Pressure: Apply pressure directly to the wound. Use clean sterile dressing if possible. Bind firmly and immobilise injured part (maintaining this at higher elevation if possible). Maintain pressure with hands if no dressing or improvised material available
• In-Direct Pressure: Where direct pressure does not control bleeding, it may be possible to restrict the flow of blood loss by applying pressure to the Brachial (upper/inner arm) or Femoral (upper/inner thigh) arteries.
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3. Initial Attack
3.1 Definition of Initial AttackInitial attack is the action taken by the resources that are first to arrive at an incident. All wildland fires that are controlled by suppression forces undergo initial attack. The number and type of resources responding as the initial attack varies depending upon fire danger, fuel type, values at risk and other factors. Generally initial attack involves relatively few resources and the incident size is still small at this time.
The Initial Attack may comprise a single crew led by a Crew leader or multiple crews from one or more agencies. On arrival, the Crew Leader or the most senior person from the lead or first arriving agency will assume control as the Initial Attack “Incident Controller”.
3.2 Responding to a Reported IncidentObtain the following minimum information from the Communications Centre (or the persons reporting the incident):
• Nature of the incident and what is burning?
• Location of the fire (incl grid reference if required)?
• Rural Fire Authority jurisdiction?
• Best access?
• Details of any other responding services?
Note: If possible, notify the NZ Fire Service Comcen of the reported
incident if the call has not originated from them.
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3.3 Enroute to the Incident
“Travel safely, don’t speed!”
(i) Consider what you know about the fire area:
• Fuels and terrain?
• Access?
• Barriers to fire spread?
• Ownership?
• History of fire in the area?
• Resources en-route?
• Backup resources available?
(ii) Think about Fire Behaviour:
• Consider fuels, topography and weather?
• How will this fire burn compared to others in the area?
• Is the fire danger increasing or decreasing?
• Check the wind, is it the forecast direction and speed?
• Any indicators of erratic fire behaviour (whirl winds, gusty winds, etc)?
• Are unfavourable weather changes forecast? (iii) When Approaching the Fire:
• Is the smoke column consistent with what was expected given the conditions (ie colour, height, volume, direction)?
• Watch for people leaving the fire area and note down vehicle registrations and/or any other identifying features or information
• Use caution when approaching the scene
• Identify escape routes
• Look for alternate access routes.
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3.4 Arriving at the Fire• Advise the RFA, HQ and/or NZFS Comcen by radio or
phone of the arrival time
• Position vehicles in a safe, accessible location pointing away from the fire with the windows closed, doors unlocked and keys in the ignition
• Take control of the incident and determine the incident control point location
• Size up the fire
• Determine the immediate incident objectives
• Consider any immediate need to request or put on standby additional resources (eg helicopter, rural fire units, personnel, etc)
• As appropriate, advise the RFA or the Comcen, of the situation, your intended action and what additional resources are required.
Note: If they have not already been alerted, advise the Comcen of the
incident and its location (as they may be receiving 111 calls).
3.5 Getting to workStep 1: Determine an initial attack plan immediately on arrival at the fire. This should be done quickly and be based upon the initial size-up of the fire. The intent is to get work started in suppressing the fire as soon as possible.
Consider and identify:
• The location of escape routes and safety zones?
• How topography will affect fire behaviour?
• What fuels are involved and how they will effect fire behaviour?
• The current weather conditions (incl FWI) and how they will effect fire behaviour?
• Any special hazards such as power lines, road traffic, etc?
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• Any properties at risk?
• Good anchor points or defensible lines such as roads, fire breaks, burned area, etc?
• The availability of water?
• Where to attack fire (eg Head or Flank)?
• How to attack fire (Direct or In-Direct)?
• Additional resources required (and how long before they arrive)?
• Any evidence of where and how the fire may have started (and protect the point of origin).
Step 2: Brief the crew and begin work.
• Ensure that the crews understands their work assignment
• Give crews safety briefing (hazards, LACES, etc)
• Provide the Comcen or RFA HQ with a further informative message on size of the fire and the action undertaken.
Step 3: After resources have been deployed and control action started:
• Continue assessment of the fire
• Continue to delegate roles as the incident develops and resources arrive
• Gather information for determining fire cause
• Continue to give informative messages to the Comcen and/or RFA HQ on an hourly basis.
Step 4: Preview or review the following Initial Attack Checklist as needed or as conditions change:
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3.6 Initial Attack Checklist
HascontrolandanIncidentControlPointbeenestablished?
Haveyousizedupthefire?
Doyouhaveacurrentweatherforecastforthelocation?
Istheobservedweatherconsistentwiththeforecast?
DoyouhavetheFWIvaluesforthearea?
Isthefirebehaviourconsistentwithfuels,weatherandtopography?
Canyoucontrolthefirewiththeresourcesavailable(onthefiregroundorsoontoarrive)undertheexpectedconditions?
Haveyoudevelopedtheincidentobjectivesandaplantoattackthefire?(DirectorIn-Direct,anchorpoints,escaperoutes,priorityareas,etc).
Havetheincidentobjectivesandplanbeencommunicatedtoallpersonnelassignedtotheincident(includingnewarrivals)?
Lookoutsinplaceorcanyouseeallofthefirearea?
Canyoucommunicatewitheveryoneonthefireground(incltheRFAand/orComcen)?
Escaperoutesandsafetyzonesareestablished.Ifyouareworkingfromtheblack,isitcompletelyburnedandwithoutare-burnpotential?
Haveallpersonnelbeenbriefedonsafetyandtheirassignedtasks?
Safety,LACESandstandardfireordersbeingfollowed?
ThestatusofthefireisbeingregularlyreportedtotheComcenand/oryourRFAHQ?
Consider each of the following
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Willyoubeabletocontrolthefirewithin2hours?Ifnot,haveyouadvisedthefireauthority?
Isthesizeoftheincidentwithinyourcapabilityandresourcestomanage(SpanofControl)andifnot,haveyouadvisedthefireauthorityassistanceisrequired?
Doyouhaveacompletelistofresourcesonthefiregroundandcurrentlyen-route?
Haveyouestablishedalogorrecordofactionstakenattheincident?
If the answer to any of the above questions is No (x), you MUST take corrective action immediately.
3.7 Transition (Initial to Extended Attack)Early assessment and size up is required to determine if the fire will be controlled within the initial attack period and available resources. This will include consideration of:
• Values threatened
• Environmental issues
• Cultural or heritage issues
• Fire behaviour and fire potential (size of fire, intensity, rate of spread, fuels, weather, etc)
• Potential control problems and hazards (terrain, access, night fall, FWI, etc)
• Resources currently available or en-route
• Control strategy(s) required.
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In the event that the Initial Attack IC determines that the fire cannot be contained and controlled with existing resources:
• The Comcen or the Rural Fire Authority should be advised
• Additional resources requested or placed on standby (eg Helicopter(s), VRFFs, NZ Fire Service brigades, earth moving machinery?)
• A full CIMS/ICS Incident Management Team structure implemented
• Additional IMT resources requested.
At transition time the in-coming IMT will require briefing on:
Incident Controller:
• Incident map
• Time and point of ignition
• Fuels (type, loading and moisture)
• Weather (current and predicted)
• Topography
• Fire behaviour concerns
• Local hazards
• Review of initial attack objectives and strategy
• Resources (existing and en-route)
• Fire Authority(s) and associated delegations and authorisations.
Operations:
• Safety/hazards
• Current strategy/tactics
• Resources available (on fire ground/en-route)
• Current ground operations (crews)
• Air operations (aircraft in use/en-route).
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Logistics:
• ICP and Staging Areas
• Communications
• Catering
• Traffic control.
Planning:
• Resources currently available/en-route
• Time current resources have been deployed
• Availability of maps, aerial photos, etc
• Current weather info
• Situation and incident predictions.
3.8 Fire Incident Levels
SmalltomediumfirethatwillbecontainedbytheInitialAttackresources.Canbecontrolledwithin12hours.
Mediumtolargefirethatrequiresextendedattackandmayinvolvemultipleagencies.Highvaluesatrisk,possiblyincludingthoseofenvironmental,culturalandheritagesignificance.Maytakeupto12-24hourstocontrol.IMTwouldbeimplementedusinglocalandregionalresources.
Largeandcomplexfiresthatmaytakeseveraldaystocontrolandsuppress.LikelytooccuratperiodsofVeryHighorExtremefireweatherconditionswiththepotentialforextremefirebehaviour.Significantvaluesareatriskwithlargesuppressioncostslikely.Level3mayalsoapplywhensignificantenvironmental,culturalorheritagevaluesatrisk.ANationalIncidentManagementTeamislikelytoberequired(supportedbylocalresources).
Level 1
Level 2
Level 3
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4. Incident ManagementIncident Management Defined:
“...A process for organisations with different legal, geographic and functional
responsibilities to work together effectively...”
CIMS/ICS:• Is modular and adaptable to any incident type
• Is suitable for use regardless of the jurisdiction or agency involved
• Employs common organisational structure with a manageable span of control
• Utilises common command structures and consolidated action-planning
• Utilises common terminology and integrated communications
• Has clear lines of accountability and authority.
Incident Management Team:• Is in accordance with the CIMS/ICS model
• Sets out a recommended structure for the formation of a team and the roles and responsibilities of each team member
• Is scaled to the needs of the incident with the actual structure implemented determined by the size and/or complexity of the incident
• In small to medium incidents, one team member may be responsible for the roles/responsibilities of several positions (eg one person may be delegated the responsibilities for the provision of Planning/Intell services in a small incident)
• Safety is integral to IMT positions and is a priority in all roles/ responsibilities.
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4.1 Control
IncidentController
Information
Liaison
Safety
PlanningIntelligence
Manager
OperationsManager
LogisticsManager
DeputyIC
SituationUnit
ResourceUnit
Info/IntellUnit
MgmtSuppUnit
AirDivisionCommander
AirAttackSupervisor
LeadPilot
Aircraft
AirSupportSupervisor
DivisionCommanders
SectorSupervisors
CrewLeaders
FireFighters
SupplyUnit
FacilitiesUnit
CommsUnit
FinanceUnit
MedicalUnit
CateringUnit
GroundSuppUnit
Section4 January2005 Page2
Incident Controller• Overall management of the incident.
Planning/Intelligence• Gathering and analysing information
• Predicting incident behaviour
• Planning how to control the incident
• Maintaining resource status
• Preparation and documentation of the Incident Action Plan.
Operations• The tactical activities in accordance with the IAP
• Identifying resource requirements
• Determining operational structures.
Logistics• Providing and maintaining facilities
• Provision of services, materials and supplies.
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4.1.1 Incident Controller
IncidentController
Information
Liaison
Safety
PlanningIntelligence
Manager
OperationsManager
LogisticsManager
DeputyIC
All incidents must have an Incident Controller appointed. The IC is determined by Statute, Agency Protocols and/or Agreements. The Incident Controller’s responsibility is the overall management of the incident.
DeputiesThe Incident Controller may appoint a deputy, who may be from the same agency, or from an assisting agency for particular incidents. Deputies may also be used at section levels of the CIMS organisation. Deputies must be appointed by the Section Manager in consultation with the I/C, and be given a specific job description. Deputies should have the same qualifications as the person for whom they work as they must be ready to take over that position at any time.
Major Responsibilities of the Incident Controller:
(i) Assume Control• Receives an initial briefing from the Lead agency
and/or the previous Incident Controller
• Confirms and formalises hand over of incident and assumption of control including delegations and authorities.
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• Assesses the situation and confirms or establishes the immediate priorities (safety as #1 priority)
• Reviews and/or prepare plans for the available resources prior to the first IMT planning session
• Ensures that adequate welfare and safety measures are in place
• Considers appointment of a Deputy or Aide as required.
(ii) Organise and Delegate• Establishes an Incident Control Point
• Establishes an appropriate organisation for the size of the incident
• Establishes CIMS management structure (refer CIMS manual)
• Determines the requirements for support agencies and requests their attendance
• Appoints, briefs and tasks the IMT staff.
(iii) Plan• Establishes the Incident Objectives
• Initiates the incident planning cycle, schedule and attends IAP planning meetings
• Reviews plans and participates in planning meetings as required
• Approves the Incident Action Plan.
(iv) Manage• Manages the activity for all command and general
staff maintaining the “Management by Objectives” principle
• Co-ordinates with key people, agencies and officials and conducts briefings as required
• Ensures that systems are in place to effectively manage resources
• Approves requests for additional resources.
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• Ensures that accounting systems are in place to approve, record and track expenditure
• Ensures that a log is maintained by all key functions of decisions, actions and other events and outcomes.
(v) Inform• Authorises the release of information to the news
media
• Reports to and keeps the lead agency informed of incident status.
(vi) Demobilise• Approves the release of resources
• De-briefs following incident or shift
• Prepares a comprehensive incident report for the responsible agency.
4.1.2 Information OfficerThe Information Officer is responsible for handling queries and developing and releasing information about the incident to the news media, to incident personnel, and to other appropriate agencies and organisations.
Only one Information Officer will be assigned for each incident. The Information Officer may have assistants as required.
The Information Officer reports to the Incident Controller and has the following major responsibilities:
• Establishing a point of contact and/or a media centre
• Advising the Incident Controller on media strategy
• Co-ordinating with other agencies to ensure a consistent message to media
• Developing material of interest to the media or for use in media briefings
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• Obtaining Incident Controller’s approval of media releases
• Informing media and conducts media briefings
• Handling all further queries for information by the media
• Arranging for media tours and other interviews or briefings that may be required
• Monitoring news reports (all media), advising IC and passing relevant information on to Planning, etc
• Maintaining a log of media releases, media reports, decisions, actions and other activities.
4.1.3 Liaison OfficerMost incidents are multi-agency and will require the establishment of the Liaison Officer position to the IMT. The Liaison Officer is the contact for the personnel assigned to the incident by assisting or co-operating agencies. These are personnel other than those on direct tactical assignments.
Other agencies involved in the incident may also need to appoint inter-agency/liaison representatives.
The Liaison Officer reports to the Incident Controller and has the following major responsibilities:
• The primary contact point for inter-agency representatives
• Maintaining a list of assisting and co-operating agencies and agency representatives
• Assisting in establishing and co-ordinating interagency contacts
• Keeping agencies supporting the incident fully informed of the incident status
• Monitoring incident operations to identify current or potential inter-agency problems
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• Participating in planning meetings, providing current resource status, including limitations and capability of assisting agency resources
• Maintaining a log of activities and actions.
4.1.4 Safety AdvisorThe Safety Advisor’s function is to develop and recommend measures for assuring personnel safety, and to assess and/or anticipate hazardous and unsafe situations. Only one Safety Advisor will be assigned for each incident. The Safety Advisor may have assistants representing agencies. Safety assistants may have specific responsibilities such as air operations, hazardous materials, etc.
The Safety Advisor reports to the Incident Controller and has the following major responsibilities:
• Participating in planning meetings
• Identifying hazardous situations associated with the incident
• Reviewing and contributing to the Incident Action Plan for safety implications
• Prepare safety messages
• Giving safety briefings
• Investigating and reporting on any accidents that occur within the incident area
• Assigning assistants as needed
• Reviewing and approving the medical plan
• Maintaining a log of activities and actions.
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4.2 Planning and Intelligence
PlanningIntelligence
Manager
SituationUnit
ResourceUnit
Info/IntellUnit
MgmtSuppUnit
The Planning/Intelligence Section collects, evaluates, processes, and disseminates information for use at the incident. There may be up to five units within the Planning/Intell Section that can be activated:
• Situation Unit
• Resources Unit
• Information/Intell Unit
• Management Support Unit.
The Planning/Intell Manager will appoint a Supervisor to each unit as activated. The Supervisor will staff the unit with additional personnel as required given the size or complexity of the incident.
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4.2.1 Planning/Intell Manager
The Planning/Intelligence Manager reports to the Incident Controller and has the following major responsibilities:
• Obtaining a briefing from the Incident Controller
• Organising and implementing the Planning/Intell Section including:
• the Section, its facilities and resources
• the requirements for supporting units
• appointing, briefing and tasking Unit Officers
• establishing the information requirements and reporting schedules for each unit.
• Establishing information collection activities Eg, weather, environmental, fire behaviour, etc
• Managing the analysis and dissemination of situation information about the incident (maps, display boards, etc)
• Organising planning meetings
• Providing an analysis of incident information and advises on alternative strategies
• Supervising the preparation of the Incident Action Plan
• Determining the need for any specialised technical resources in support of the incident
• Providing periodic predictions on incident potential
• Reporting any significant changes in incident status
• Supervising the preparation of an Incident Demobilisation Plan
• Maintaining records of resource status and location
• Maintaining a section log of decisions, actions and other activities.
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4.2.2 Situation Unit
The Situation Unit Officer leads this unit reporting to the Planning/Intell Manager. The unit is responsible for:
• Establishing information flows
• Gathering of situation information from the incident ground
• Obtaining met data and weather forecast information.
• Predicting fire behaviour and potential
• Developing alternative strategies
• Organising and analysing information
• Identifying environmental information and any environmental issues
• Establishing mapping services and transferring situation information to maps
• Preparing, distributing and displaying situation reports and associated fire plot and map information
• Developing and distributing the Incident Action Plan
• Monitoring implementation and progress of the Incident Action Plan
• Conducting briefings for the Planning/Intell Manager, the Information Officer and the IMT
• Advising on safety threats
• Participating in planning meetings and providing technical advice
• Preparing a de-mobilisation plan
• Maintaining record of information gathered and a Unit Log of activities.
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4.2.3 Resource UnitThe Resource Officer leads this unit reporting to the Planning/Intell Manager. The unit is responsible for:
• Establishing and maintaining a resource management system
• Identifying and recording the location and status of all resources including personnel, appliances, plant and machinery:
• deployed (allocated tasks and working)
• available (on incident ground and ready)
• out of service (on incident ground but available due to resting, unserviceable, other)
• en-route (deployed to incident but not yet arrived).
• Establishing “Check-in Points” at staging or assembly areas to gather resource and status information
• Displaying organisation chart and resource status information
• Providing resource information to the IMT as required
• Identifying resources required for Incident Action Plan
• Identifying requirements for specialist or technical resources
• Setting up shift assignments
• Maintaining a Unit Log of activities.
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4.2.4 Information/Intell UnitThe Information Officer leads this unit reporting to the Planning/Intell Manager. The unit is responsible for:
• Compiling general information regarding the incident cause, size, current situation, resources, losses, assets threatened and other matters of general interest
• Preparing media releases for the Information Officer (or IC if an Information Officer hasn’t been appointed)
• Distributing media releases if Information Officer has not been appointed
• Liasing with Information Officer, if appointed
• Answering telephone calls from public (Management Support Unit may assist)
• Maintaining a Unit Log of activities.
4.2.5 Management Support UnitThe Management Support Officer leads this unit reporting to the Planning/Intell Manager. The unit is responsible for:
• Setting up the Incident Control Point
• Providing support personnel to other IMT units
• Providing administrative services for the IMT (typing, photocopying, records management, etc)
• Providing operators (computers, telephones, faxes, radios, etc)
• Maintaining a Unit Log of activities.
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4.3 Operations
OperationsManager
AirDivisionCommander
AirAttackSupervisor
LeadPilot
Aircraft
AirSupportSupervisor
DivisionCommanders
SectorSupervisor(s)
CrewLeader(s)
FireFighter(s)
Division 2
Division 3, etc
The Operations Section is responsible for the safe management of all tactical operations at an incident. The Incident Action Plan sets out the necessary guidance for the tactics. The size and structure of the Operations Section is determined by:
• The size and complexity of the incident
• The span of control required
• The geography of the incident ground
• The hazards
• The objectives and strategies set out in the IAP
• The resources or equipment required.
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4.3.1 Operations ManagerThe Operations Manager reports to the Incident Controller and has the following major responsibilities:
• Obtaining a briefing from the Incident Controller
• Ensuring safety and welfare of personnel
• Participating in planning meetings
• Developing the operations component of the Incident Action Plan
• Managing and supervising the Operations Section in accordance with the IAP including:
• determining Operations Section structure
• appointing, briefing and tasking Operations staff
• establishing staging area(s) Note: Logistics provides and Operations manages this facility
• identifying resource needs
• assembling and deploying resources.
• Maintaining close contact with subordinate positions
• Requesting additional resources to support tactical operations
• Providing regular Situation Reports
• Initiating release of resources from active assignments (not the incident)
• Making or approving changes to the Incident Action Plan during the Operational Period as necessary
• Maintaining close communications with the Incident Controller and the other members of the IMT
• Maintaining section log of decisions, actions and other activities.
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4.3.2 Air OperationsWhere the incident requires air support, the Operations Manager may set up a dedicated air operations group. The size and structure of this group will depend on:
• The size and complexity of the incident
• The number of aircraft and types or aircraft deployed
• The number of separate sectors operating and requiring air support
• The geography of the incident.
OperationsManager
Air DivisionCommander
AirAttackSupervisor
LeadPilot
Aircraft
AirSupportSupervisor
DivisionCommanders
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Air Division CommanderThe Air Division will be established as a separate organisational activity by the Operations Manager when considered necessary. Until this occurs, any air operations are the responsibility of the Operations Manager.
When established, the Air Division has two main areas of responsibility:
(i) Supervising the air attack; and
(ii) Providing logistical support for the aircraft.
The Air Division Commander reports to the Operations Manager and has the following major responsibilities:
• Obtaining a briefing from the Operations Manager and agreeing immediate strategy and tactics for air operations
• Monitoring all activities of the Air Division to ensure safe operations are maintained at all times
• Managing the overall air operations including:
• Air Attack
• Air Support.
• Appointing, briefing and instructing Air Support and/or Air Attack Supervisors
• Preparing the tactical planning for Air Operations
• Providing input into the Incident Action Plan and specialist aviation advice to the IMT
• In consultation with the Air Attack Supervisor, determining the assignments for aircraft operations
• Approving aircraft ordering
• Approving aircraft release
• Establishing procedures for emergency reassignment of aircraft
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• As appropriate, initiating request for temporary flight restrictions
• Scheduling approved flights of non-incident aircraft into the incident area
• Evaluating requests for non-tactical use of incident aircraft
• Monitoring for accidents or special incidents
• Keeping the Operations Manager and the Incident Controller updated on Air Division activities
• Maintaining a log of air operations.
Air Attack SupervisorAir Attack is responsible for the co-ordination of aircraft operations in accordance with the Incident Action Plan, the air operations plan and the directions of the Air Division Commander. The co-ordination may be ground and/or air based.
The Air Attack Supervisor reports to the Air Division Commander and has the following major responsibilities:
• Obtain briefing from the Air Division Commander and/or Operations Manager
• Ensuring that all aircraft operate with safety as the first priority
• Participating in air operations planning
• Managing and directing air attack activities based upon the Incident Action Plan and the air operations plan
• Establishing communications frequencies required for ground-to-air and air-to-air communications in conjunction with the Communications Unit (Logistics Section)
• Co-ordinating the activities of all aircraft over the fire
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• Briefing pilots on assignments and safety
• Monitoring pilot and aircraft effectiveness and performance in accordance with set objectives
• Making tactical recommendations to Division Commanders
• Informing Air Division Commander of tactical recommendations affecting the IAP
• Reporting on air attack activities to Air Division Commander
• Maintaining air to fire ground communications and liaison
• Terminating air operations as considered necessary or if pilots recommend this on safety grounds
• Reporting on incidents/accidents
• Maintaining air attack log.
Air Support SupervisorAir Support is responsible for organising and managing ground based support for aircraft. This includes fuels, maintenance, retardant mixing and loading, keeping records of aircraft activity, providing enforcement of safety regulations.
The Air Support Supervisor reports to the Air Division Commander
Major Responsibilities of the Air Support Supervisor:
• Receive briefing from the Air Division Commander
• Safety of air support operations
• Participating in air operations planning
• Requesting special air support items from the appropriate sources (via Logistics Section if established)
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• Establishing air support facilities including:
• locations (Airports, Airbases, Airstrips, Heliports, Helibases)
• support personnel (loading, marshalling, safety, security, retardant handling, etc)
• pilot information services
• additional communications services
• dust abatement
• fuels
• retardants and mixing
• crash-rescue services
• ground safety provisions.
• Co-ordinating support activities with the Air Attack Supervisor
• Informing Air Division Commander of air support requirements affecting the IAP
• Reporting on air support activities to Air Division Commander
• Maintaining records of aircraft and aircraft movements as well as other activities of Air Support.
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4.3.3 Ground Operations
OperationsManager
AirOperations
DivisionCommander(s)
SectorSupervisor(s)
CrewLeader
CrewLeader
CrewLeader
FireFighters
FireFighters
FireFighters
Division Commander(s)The Operations Manager may appoint one or more ground attack Division Commanders depending on:
• The size and complexity of operations;
• The requirements of the IAP; and
• The incident objectives and strategies.
The Division Commanders report to the Operations Manager.
Major Responsibilities of a Division Commander:
• Obtain briefing from the Operations Manager
• Ensuring that the safety of all fire fighters and any other personnel is the first priority in all division operations
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• Supervising Division operations
• Co-ordinating activities with other Divisions
• Developing tactics to implement incident or divisional strategies
• Attending incident planning meetings at the request of the Operations Manager
• Reviewing Division assignments and report status to the Operations Manager
• Informing Resource Unit (if established) of status changes of resources assigned to the Division
• Assigning specific work tasks to Sector Supervisors
• Monitoring and inspecting progress and make changes as necessary
• Resolving tactical assignment and logistics problems within the Division
• Keeping the Operations Manager informed of hazardous situations and significant events
• Maintaining a Division Log of decisions, activities and events.
Sector Supervisor(s)Each Division may establish one or more sectors of operation. Each sector will be managed by a Sector Supervisor.
The major responsibilities of a Sector Supervisor are:
• Obtain a briefing from the Division Commander
• Ensuring that the safety of all fire fighters and any other personnel is the first priority in all sector operations
• Undertake specific assignments in a sector as directed by the Division Commander
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• Delegate sector assignments to Crew Leaders and brief them on safety, strategy and tactic
• Monitor sector assignments and work progress keeping the Division Commander informed of status
• Consider and recommend to the Divisional Commander any changes to tactics as conditions and fire behaviour require
• Ensure that adequate communications are established and maintained within the Sector and to the Division
• Maintain Sector Log of tasks, crews, equipment, time, etc.
Crew Leader(s)Each Sector Supervisor may have one or more crews assigned to specific tasks. Each crew will be led by a Crew Leader.
The major responsibilities of a Crew Leader are:
• To get a briefing from the Sector Supervisor on the incident and the specific crew assignment (strategy and tactics)
• To ensure the safety and welfare of fire fighters working in the assigned crew
• To brief the crew on the assigned task ensure that LACES are identified, understood and maintained
• Obtaining the necessary equipment and supplies as required for the task
• Keeping the Sector Supervisor informed of the status and progress of the assigned task
• Consider and recommend to the Sector Supervisor any changes to tactics as conditions and fire behaviour require
• Accounts for all equipment drawn by the crew
• Maintain records of crew time and status.
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Firefighters and other personnel
Firefighters and other personnel will be formed into crews under the direction of a Crew Leader for assigned tasks.
The major responsibilities of all Firefighters and other crew personnel are:
• To get a briefing from the Crew Leader on the incident and the specific crew assignment (strategy and tactics)
• To understand their crew’s assignment and their own role within the crew
• To wear the appropriate PPE for the crew task and observe safe work practices at all times
• Observe the directions of the Crew Leader and advise him/her promptly in the event that they have any concerns re their own safety or wellbeing (or the safety or wellbeing of others)
• Remain with the assigned crew at all times and strictly follow checkin/checkout procedures
• To attain the minimum of Unit Standard 3285 and be familiar with LACES, Watch Outs and the 10 Fireline Orders.
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4.4 Logistics
SupplyUnit
FacilitiesUnit
CommsUnit
FinanceUnit
MedicalUnit
CateringUnit
GroundSuppUnit
LogisticsManager
Section4 January2005 Page25
All incident support needs are provided by the Logistics Section, with the exception of aviation support. Aviation support is handled within the Air Division group. The Logistics Section is managed by the Logistics Manager who may assign a Deputy. A Deputy is most often assigned when all designated units (listed below) within the Logistics Section are activated.
Seven units may be established within the Logistics Section:
• Supply Unit
• Facilities Unit
• Communications Unit
• Finance Unit
• Medical Unit
• Catering Unit
• Ground Support.
4.4.1 Logistics ManagerThe Logistics Manager is delegated the role of logistics by the Incident Controller. The Logistics Manager is part of the IMT and reports to the Incident Controller.
The Logistics Manager will determine the need to activate or deactivate the required units within the Logistics Section. If a unit is not activated, responsibility for that unit’s duties will remain with the Logistics Manager.
Major Responsibilities of the Logistics Manager:
• Obtains a briefing from the Incident Controller
• Organises and implements the Logistics Section including:
• establish the Logistics Section, its facilities and resources
• determine requirements for supporting Units
• appoint, brief and instruct unit officers as required
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• Provides logistical input to the Planning Section in preparing the Incident Action Plan (eg Comms Plan, Transport Plan, Medical Plan, etc)
• Reviews and provides input to the Communications Plan and Medical Plans
• Advises Operation of resource availability
• Identifies and plans incident service and support requirements
• Processes requests for additional resources
• Oversees the demobilisation of Logistics Section
• Maintains section log of decisions, actions and other activities.
4.4.2 Supply UnitThe Supply Unit is responsible for ordering, receiving, processing and storing all incident-related resources. All off-incident resources will be ordered through the Supply Unit, including tactical and support resources (including personnel) and all expendable and non-expendable support supplies.
Major Responsibilities of the Supply Unit:
• Providing input to Logistics Section planning activities
• Planning for the provision of personnel, equipment, supplies and other resources as required/requested by the IMT
• Ordering, receiving, distributing and storing supplies and equipment
• Maintaining an inventory of supplies and equipment
• Servicing reusable equipment, as needed
• Maintaining detailed records of all orders, issues, receipts, deliveries, invoices, etc
• Maintaining a Unit Log of other activities.
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4.4.3 Facilities UnitThis unit is responsible for set up, maintenance and demobilisation of all incident support facilities. The Facilities Unit will also provide security services to the incident as needed.
Major Responsibilities of the Facilities Unit:
• Participating in Logistics Section planning activities
• Determining requirements for each incident facility
• Preparing layouts of facilities, inform appropriate unit leaders
• Activating incident facilities
• Obtaining and supervising personnel to operate facilities
• Providing security services
• Providing facility maintenance services, e.g., sanitation, lighting, etc
• Demobilising incident facilities
• Maintaining a Unit Log of activities.
4.4.4 Ground Support UnitThe Ground Support Unit is primarily responsible for the maintenance, service, and fuelling of all mobile equipment and vehicles, with the exception of aviation resources. The Unit also has responsibility for the ground transportation of personnel, supplies and equipment, and the development of the Incident Traffic Plan.
Major Responsibilities of the Ground Support Unit:
• Participating in Support Unit and Logistics Section planning activities
• Providing support services (fuelling, maintenance, and repair) for all mobile equipment and vehicles
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• Identifying requirements for maintenance and repair supplies (e.g., fuel, and spare parts)
• Providing support for out-of-service equipment
• Developing the Incident Traffic Plan
• Maintaining an inventory of support and transportation vehicles
• Recording time use for all incident-assigned ground equipment (including contract equipment)
• Updating the Resources Unit with the status (location and capability) of transportation vehicles
• Maintaining incident roadways as necessary
• Maintaining a Unit Log of other activities.
4.4.5 Communications UnitThe Communications Unit is responsible for developing plans for the use of incident communications equipment and facilities; installing and testing of communications equipment; supervision of the Incident Communications Centre; and the distribution and maintenance of communications equipment.
Major Responsibilities of the Communications Unit:
• Advising on communications capabilities/limitations
• Preparing and implementing the Incident Radio Communications Plan
• Establishing and supervising the Incident Communications Centre and Message Centre
• Establishing telephone, computer links, and public address systems
• Establishing communications equipment distribution and maintenance locations
• Installing and commissioning all communications equipment
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• Overseeing the distribution, maintenance and recovery of communications equipment, e.g., portable radios
• Maintaining a register of communications equipment and equipment issued and received
• Providing technical advice on:
• communications systems
• geographical limitations
• equipment capabilities
• amount and types of equipment available.
• Maintaining a Unit Log of other activities.
4.4.6 Catering UnitThe Catering Unit is responsible for supplying the food needs for the entire incident, including all remote locations as well as providing food for personnel unable to leave tactical field assignments.
Major Responsibilities of the Catering Unit:
• Determining food and water requirements
• Determining method of feeding to best fit each facility or situation
• Ordering required food and potable water from the Supply Unit
• Maintaining an inventory of food and water
• Maintaining food service areas, ensuring that all appropriate health and safety measures are being followed
• Supervising caterers, cooks, and other Catering Unit personnel as appropriate
• Maintaining a Unit Log of other activities.
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4.4.7 Medical UnitThe Medical Unit will develop an Incident Medical Plan (to be included in the Incident Action Plan); develop procedures for managing major medical emergencies; provide medical aid; and assist the Finance/Administration Section with processing injury-related claims.
Note that the provision of medical assistance to the public or victims of the emergency is an operational function, and would be done by the Operations Section and not by the Logistics Section Medical Unit.
Major Responsibilities of the Medical Unit:
• Determining level of emergency medical activities prior to activation of Medical Unit
• Acquiring and managing medical support personnel
• Preparing the Medical Emergency Plan
• Establishing procedures for handling serious injuries of responder personnel
• Responding to requests for:
• medical aid
• medical transportation
• medical supplies.
• Maintaining detailed records of any medical assistance provided and a Unit Log of other activities.
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4.4.8 Finance UnitThe Finance Unit is responsible for managing all financial aspects of an incident.
Major Responsibilities of the Finance Unit:
• Collect and record all cost data
• Provide financial and cost analysis information as requested
• Develop an operating plan for the Finance Unit
• Work closely with the agency administrative headquarters on finance matters
• Ensure that all financial authorities and other obligation documents initiated at the incident are properly prepared and completed
• Determine incident requirements for time recording and ensure that all personnel time records are accurately maintained in compliance with agency(s) policy
• Ensure that all financial records of the incident are complete prior to demobilisation
• Provide financial input to demobilisation planning
• Brief agency administrative personnel on all incident-related financial issues needing attention or follow up
• Maintaining a Unit Log of other activities.
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5. Operational Guidelines5.1 Fire Control ObjectivesThere are three basic rules for the successful containment and control of a fire:
(i) Fast Initial Attack
• be prepared (trained) and organised
• initiate an appropriate response as quickly as possible
• deploy adequate and appropriate resources.
(ii) Confident Actions
• always follow safe practices
• determine the appropriate objectives which, in most cases, will be to contain the spread of fire
• assessment of the fire to determine direct or in-direct attack strategy
• if the fire can be contained, work hard and work quickly.
(iii) Prompt and Complete Mop Up
• when the fire is contained, begin the mop up immediately
• mop up thoroughly.
5.2 Fire Control Strategy The strategy to control a fire (direct or in-direct) depends on an assessment of a number of criteria. These include:
• The fuels involved
• The fire weather
• The size and intensity of the fire
• The rate of spread of the fire
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• The topography
• The available resources and their skills and experience
• Any hazards or safety issues.
It may not be appropriate to keep to a single strategy as the fire environment can change. Eg, with the availability of more fuels the higher fire intensity may require that the attack change from direct to in-direct.
On days of very high fire danger, it may not be possible to mount any attack on the head of the fire. Suppression may be able to continue along the flanks where the fire is slower moving and/or less intense. Controlling these can be important to prevent a wind shift transforming the long flanks into a wide-head fire.
5.2.1 Direct AttackIn a direct attack, the suppression effort is directly on the burning edge (perimeter) of a fire. This is the method most commonly used to suppress vegetation fires in NZ.
Direct attack is started at the base of the fire and continues along the flanks until the opportunity arises to knock down the head of the fire. Involves an attack directly on the head of the fire. Direct attack, if successful, will limit the area that is burnt and can be undertaken where the fire is slower moving and of low to moderate intensity.
With direct attack:
• Normally working from within the burnt area
• The work can be reduced where the perimeter of the fire has self extinguished
• The total burnt area is kept to a minimum
• The time the fire is burning may be reduced
• On a moving fire, the suppression effort is upwind or down hill of the smoke and heat
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• The problems of having un-burnt fuels within the fire perimeter are reduced
• Fire fighters can use the burnt area as an escape route or safety zone.
However:
• For direct attack, the fire can generally only be of low to moderate intensity and with a low rate of spread
• Fire fighters may be exposed to a greater level of heat and smoke adding to the stress and fatigue
• Natural barriers are not always used to advantage.
5.2.2 In-Direct AttackThis relies on the use of a control line that may be some distance from the fire’s edge. This control line may include:
• Less flammable fuel types
• Topographical features (streams, rivers, roads, etc)
• Constructed fire breaks using hand tools and/or machinery.
An In-Direct Attack:
• Allows fire fighters to work well away from the dangers of high intensity fires
• Is more likely to be effective against very high intensity fires
• Means that the strategy changes to burning out rather than direct fire suppression.
However:
• The area burnt (as a result of the burnout) is increased
• Strong winds may hinder the burning out of fuel between the control line and the fire
• If the burn out fire escapes the control line, a very much bigger fire may result.
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5.2.3 Back Burning and Burn-outBackburning and Burn Out techniques may be used as fire control methods but they are very risky and require careful planning and execution. Most importantly, the Forest and Rural Fire Act is specific regarding the authority required to undertake back burning or a burn-out operation. The differences must be understood and the proper authorities applied.
Back BurningThe legal definition of a Backburn is “a counterfire commenced from within continuous fuel for the purpose of fighting a fire”.
In accordance with the Forest and Rural Fires Act, only a PRFO or Deputy appointed by the PRFO may authorise a back burn. When so authorised, the amount of the loss or damage suffered as a direct result of a back burn is deemed to be part of the suppression of the fire. Any fire suppression strategies using back burning operations should be included in the Incident Action Plan and/or recorded in writing as approved by the PRFO/DPRFO.
Don’t attempt any back burning without the formal authority from the PRFO or their Deputy.
Burn-out The legal definition of a Burnout is “a counterfire commenced from a natural or previously constructed firebreak for the purpose of fighting a fire”.
The Act does not preclude the lighting of a burn out but it is equally important that this be approved within the Incident Action Plan and carefully planned and executed.
Section5 January2005 Page4
5.3 CommunicationsIn any fire fighting operations, command and control of the incident can only be achieved with effective and reliable communications. Effective communications requires radio networks and planning.
5.3.1 Communication NetworksA small incident may only require one or two radio services for communications. A large incident however will require multiple radio services to meet the needs for command/control functions and for ground and air operations.
Simplex“Simplex” is where the communications are directly between radios (hand held or vehicle transceivers). Simplex is characterised by:
• Generally “line of sight” operation only
• Signal is quickly lost when the stations are separated by hills and other obstructions
• Typically up to 5-7 Km between hand helds
• Typically up to 15-20 Km between vehicle radios
• The radios all transmit and receive on a single frequency (for each simplex channel).
Duplex/Repeater“Duplex” or “Repeater” operation is where the signal from a radio is received and re-transmitted by a powerful base station radio transceiver located on a distant hilltop. The re-transmitted signal is the one that is received by the other radios switched to that channel. A Repeater will:
• Provide communications over larger distances than Simplex and where radios (handheld or vehicle) are separated by hills, valleys, etc
• The radios transmit and receive on different frequencies (for each channel).
Section5 January2005 Page5
Portable RepeatersSome agencies have Repeaters packaged into robust and waterproof transportable suitcases. These portable repeaters can be deployed at incidents where simplex operations are unreliable due to distance or terrain.
The Department of Conservation, the NZ Fire Service, the National Rural Fire Authority and some RFAs have such repeaters that are available for major incidents.
Generally such a portable repeater would:
• Be used as a command and control channel for the incident ground (with individual sectors using multiple simplex channels)
• Be deployed at the top of an adjacent hilltop to provide communications over the entire incident ground
• Include an internal re-chargeable battery providing for up to 24 hours operation
• Include provision for external 12 Volt input from vehicle supply or 240Vac input from a portable generator for extended operations
• Include a portable antenna system that is deployed on the hill top.
Cellular PhonesThe portability and increasing coverage provided by cellular phones has made these devices increasingly useful for incident communications. They:
• Provide the ability to access the public telephone network to call and request commercial services or to provide data or fax capability
• Provide for private person to person communications on sensitive matters that can not be discussed on a radio channel
• Are limited by the availability of coverage in and around the location of the incident
Section5 January2005 Page6
• Should not be used where a radio channel is available unless a private or extended conversation is required with a specific person.
Incident Ground CommunicationsIncident Ground Communications (IGC) encompasses a radio network that is set up for communications between the personnel on the fire ground. This will predominantly be simplex but some repeater channels may be used dependent on the terrain and size of the incident ground.
LMRLand Mobile Radio (LMR) is the term generally used when referring to repeater based networks that are used to provide communications between vehicles, hand held radios and base stations. Examples are:
• NZ Fire Service LMR that provides communications with the three national communication centres (Comcens) located in Auckland, Wellington and Christchurch
• Dept of Conservation has an extensive LMR throughout NZ
• TLAs have a Civil Defence radio network
• Forestry companies have LMR networks for operations may designate one channel for fire.
Ground to AirA number of simplex channels are reserved for communications between the pilots and air attack or air support functions. These include air band channels and a designated Emergency Services Band (ESB) channel. These channels are strictly reserved for communications with the pilots and must not be accessed by other ground operations unless an emergency situation arises.
Section5 January2005 Page7
5.3.2 Communications PlanAt an incident, it is necessary to establish IGC, LMR and possibly Ground/Air communications to meet the needs of ground operations, air operations and command/control. This can present significant challenges when multiple agencies are in attendance, all of whom may operate a range of different radio systems and channels.
It is essential that agencies in different regions co-operate to prepare a plan that sets out how they will establish the radio communications required at an incident. This communications plan may need to confirm a number of variations or options dependent on the locality of an incident and the available Repeaters, Cellphone coverage, etc in that area.
Of particular importance is the ability of all emergency services and supporting agencies to operate on the designated Emergency Services Band (ESB) and the designated shared/liaison ESB channels.
A Communications Plan:
• Should be pre-determined and prepared including the programming of radios
• Identifies the Simplex and/or Repeater channels to be used for Command/Control and ground operations
• Confirms the air operations channels in consultation with the local air operators
• Identifies the provisions for additional communication services including Phone (Landline and Cell), Fax and Data
• Sets out the radio call signs that will apply on the fire ground
• Identifies technical resources who may be required to assist in establishing and maintaining the radio networks (and to pre-programme radios)
Section5 January2005 Page8
• Requires testing to confirm all agencies and operators are familiar with the assigned channels, call signs and procedures
• Needs to be agreed to and be signed off by the respective agencies
• Included in the Rural Fire Authority fire plan for the information and reference of all agencies
• Is further developed and formalised by the Logistics Section of an IMT at a major incident.
5.3.3 Operating GuidelinesFormal operating procedures and practices ensure that radio communications are effective and efficient. These include:
• Be brief and to the point with messages, don’t “chat” or make flippant remarks on the channel
• Use call signs, especially at the beginning and end of a communication
• Don’t discuss private, personal or sensitive matters over a radio
• Be familiar with the phonetic alphabet if difficult pronunciations need to be spelt out
• Radio operators should speak clearly and at a normal delivery pace
• Do not use inappropriate language or make offensive remarks over a radio (or at any other time).
Section5 January2005 Page9
5.3.4 Standard IGC Frequencies
Chan Name Freq Use
ESX66 Fire 1 143.8250 Mhz NZFS - Simplex(Primary channel)
ESX63 Fire 2 143.7875 Mhz NZFS Simplex
ESX34 Fire 3 140.9250 Mhz NZFS Simplex
ESX09 Fire 4 140.6125 Mhz NZFS Simplex(Air Operations)
ESX04 15 SX A 140.55 Mhz DOC primarySimplex chan (A)
ESB180 MobileTx140.25 Mhz
MobileRx143.25 Mhz
NZFS Repeater(incl on Fire PortableRepeater)
ESX39 Liaison 140.9875Mhz Liaison ChannelSimplex
ESB164 LiaisonDuplex
MobileTx140.05 MhzMobileRx
143.05 Mhz
Liaison Repeater(incl on Fire PortableRepeater)
Note: Some radio chans may require a sub-audible access tone (CTSS).
FireRepeater
ARX 02 130.050 Forest fire fighting
ARX 60 131.500 Calling channel
ARX 136 134.000 Unattended airfields
ARX 150 134.350 Forest fire fighting
ARX 158 134.550 Forest fire fighting
ARX 160 134.600 Forest fire fighting
ARX 166 134.750 Forest fire fighting
AM Frequency bands for Aircraft Communications
Also refer to Air Operations: Information and Checklist.
Section5 January2005 Page10
5.4 Media InterviewsIt is important that the media is provided with timely and correct information about a rural fire or other incident. It is also an opportunity to use the media to promote safety messages. How the public perceive rural fire fighting is very much influenced by the TV images and what they read.
News reporters will seek stories from the incident. The Incident Controller will usually have appointed a media/information person (Information Officer) to handle such queries. Any requests for an interview must be referred to the nominated Information Officer.
Interview checklist:
Confirm:• The name of the Reporter/Interviewer?
• Who they represent?
• Who else they have spoken to?
• The general nature of their particular interest or intended slant of the interview?
Do:• Know the facts. Develop 2-3 key messages (incl a fire
safety message) and deliver them. Prepare responses to potential tough questions
• Be concise. Give 10-20 second simple answers and when you are done, be quiet. If you botch the answer, simply ask to start again
• Be honest, personable professional and presentable (eg remove hats, helmets and/or sunglasses)
• Look at the reporter, not the camera
• Ensure the RFA is aware of the interview
• Avoid jargon.
Section5 January2005 Page11
Don’t:• Don’t make personal comments
• Don’t criticise any person or agency
• Never talk “Off the record”, exaggerate or try to be cute/funny
• Don’t guess, speculate or say “No comment”. Either explain why you can’t answer the question or offer to find out the answer
• Don’t disagree with the reporter. Tactfully and immediately clarify and correct the information
• Don’t use jargon or acronyms, use plain language
• Don’t speak for or make any representations on behalf of any other agency.
Section5 January2005 Page12
6. Fire Behaviour6.1 IntroductionThe fire behaviour information included in this Fireline Handbook represents a summary of the current state of knowledge with respect to fire behaviour in New Zealand fuel types. It is based on material published by a number of research and fire agencies both in NZ and overseas in an ongoing development of a New Zealand Fire Behaviour Prediction (FBP) System (see Fire Behavior Field Guide, (Pearce, 2003).
As such, this section is intended to provide a quick reference guide on general fire behaviour together with relevant equations and relationships. The relevant publications should be referred to where more detailed fire behaviour predictions are required. The information in this section will be updated as new information from the research becomes available.
Fire behaviour predictions are intended to assist in fire management decision making, and are not a substitute for experience, sound judgement, or observation of actual fire behaviour. Fire behaviour can change rapidly due to changes in fuel conditions, slope and exposure to wind, and no model can ever fully account for all the variables that affect fire behaviour. Operational personnel must be aware of the limitations of the models contained within this Fire Behaviour section, and be able to recognise unique or unusual situations as fires can be potentially dangerous at any level of fire danger.
Section6 January2005 Page1
6.2 Fire Weather Index (FWI) System structure
FireWeatherObservations
FuelMoistureCodes
FireBehaviourIndexes
TemperatureRelativeHumidity
WindSpeedRainfall
WindSpeed
TemperatureRelativeHumidity
RainfallTemperature
Rainfall
FineFuelMoistureCode
(FFMC)
DuffMoistureCode
(DMC)
DroughtCode(DC)
InitialSpreadIndex(ISI)
BuildUpIndex(BUI)
FireWeatherIndex(FWI)
Section6 January2005 Page2
Fine Fuel Moisture Code (FFMC) - a numerical rating of the moisture content of litter and other cured fine fuels. This code is an indicator of the relative ease of ignition and flammability of fine fuel.
Duff Moisture Code (DMC) - a numerical rating of the average moisture content of loosely compacted organic layers of moderate depth. This code gives an indication of fuel consumption in moderate duff layers and medium-size woody material.
Drought Code (DC) - a numerical rating of the average moisture content of deep, compact, organic layers. This code is a useful indicator of seasonal drought effects on forest fuels, and amount of smouldering in deep duff layers and large logs.
Initial Spread Index (ISI) - a numerical rating of the expected rate of fire spread. It combines the effects of wind and FFMC on rate of spread without the influence of variable quantities of fuel.
Buildup Index (BUI) - a numerical rating of the total amount of fuel available for combustion that combines DMC and DC.
Fire Weather Index (FWI) - a numerical rating of fire intensity that combines ISI and BUI. It is suitable as a general index of fire danger throughout the forested and rural areas of New Zealand.
Section6 January2005 Page3
6.3 Available Fuel Load (AFL) – Forests
Forest Fuel Types
BUILogging
Slash
Pine ForestAge 1-4(1st rotn)
PineForestAge 1-4(2nd rotn)
PineForest
Age 5-10
PineForest
Age 11-20
MaturePine
Age 20+BeechForest
Podocarp/Broadleaf
Forest
Available Fuel Load (t/ha)
10 20.4 3.5 8.7 13.8 6.8 0.4 0.4 0.4
20 35.5 3.5 15.3 24.1 11.8 1.7 2.1 1.7
30 46.7 3.5 20.2 31.8 15.6 4.0 4.8 4.0
40 55.0 3.5 24.1 37.5 18.4 6.9 8.2 6.9
50 61.2 3.5 27.1 41.8 20.5 10.1 12.2 10.1
60 65.9 3.5 29.4 45.1 22.1 13.6 16.3 13.6
70 69.3 3.5 31.3 47.5 23.3 17.0 20.4 17.0
80 72.0 3.5 32.8 49.3 24.2 20.4 24.5 20.4
90 73.9 3.5 34.0 50.7 24.9 23.6 28.3 23.6
100 75.4 3.5 34.9 51.7 25.4 26.5 31.8 26.5
110 76.5 3.5 35.7 52.5 25.8 29.3 35.1 29.3
120 77.3 3.5 36.4 53.1 26.1 31.8 38.1 31.8
Section6 January2005 Page4
6.4 Available Fuel Load (AFL) – Grasslands
1 Based on a ground cover of 60%.2 Alternatively, use the standard fuel load of 3.5 t/ha assumed
in the Grassland FDCC (see Alexander 1994).
Grass Grassland Fuel Types
Height(m)
UngrazedPasture(Noter 1,2)
GrazedPasture(Note 1,2)
CropStubble
TussockOnly(Note 1)
TotalTussock
(Note 1)
Available Fuel Load (t/ha)
0.05 0.7 1.0 0.6
0.10 1.4 1.3 1.2 2.1 5.2
0.15 2.1 1.6 1.9 3.0 6.6
0.20 2.7 1.8 2.5 3.8 7.8
0.25 3.4 2.0 3.2 4.6 8.9
0.30 4.1 2.2 3.9 5.3 9.9
0.35 4.8 4.6 6.0 10.9
0.40 5.5 5.3 6.7 11.8
0.45 6.2 6.1 7.4 12.7
0.50 6.8 6.8 8.1 13.5
0.55 7.5 7.5 8.8 14.3
0.60 8.2 8.2 9.4 15.0
0.65 8.9 10.1 15.7
0.70 9.5 10.7 16.5
0.80 11.9 17.8
0.90 13.2 19.1
1.00 14.4 20.3
1.10 15.5 21.5
1.20 16.7 22.7
1.30 17.9 23.8
1.40 19.0 24.9
1.50 20.1 25.9
Section6 January2005 Page5
6.5 Available Fuel Load (AFL) – Scrublands
Scrubland Fuel TypesScrubHeight
(m)GorseScrub
Manuka/KanukaScrub
Heathlands/Wetlands
ScrubHardwoods
Available Fuel Load (t/ha)0.5 16.0 14.3 10.0 5.0
1.0 23.6 18.4 16.6 8.4
1.5 29.6 21.4 22.4 11.2
2.0 34.8 23.8 27.6 13.82.5 39.5 25.8 32.5 16.3
3.0 43.8 27.6 37.2 18.6
3.5 47.7 29.3 41.7 20.8
4.0 51.5 30.7 46.0 23.04.5 55.0 32.1 50.1 25.0
5.0 58.3 33.4 54.1 27.1
5.5 61.6 34.6 58.1 29.0
6.0 64.6 35.7 61.9 30.9
Section6 January2005 Page6
6.6 Headfire Rate of Spread (ROS) - Flat Terrain
Fuel Type
ISIPine
PlantationNote1
PineLogging
SlashNote1
IndigenousForestNote1
Cut(Matted-down)
GrassNote2
Natural(Standing)
GrassNote2
Gorseor Manuka
Scrub
HardwoodShrubs
Head Fire Rate of Spread (m/h)
0.5 0 22 0 20 9 53 26
1.0 1 52 0 52 29 144 72
1.5 3 88 1 90 57 256 128
2.0 6 127 1 134 92 380 190
2.5 11 168 2 181 133 512 256
3 17 211 3 231 179 649 325
4 37 300 7 338 283 931 466
5 64 394 12 452 402 1214 607
6 99 490 20 571 532 1491 746
7 141 588 31 694 672 1757 879
8 189 686 45 819 819 2010 1005
9 242 785 61 946 973 2249 1125
10 299 884 81 1074 1132 2473 1236
12 420 1080 127 1331 1459 2874 1437
14 547 1273 182 1586 1795 3217 1609
16 673 1461 243 1837 2133 3508 1754
18 795 1643 309 2082 2470 3752 1876
20 910 1820 376 2321 2802 3956 1978
25 1157 2232 540 2881 3598 4327 2163
30 1345 2602 687 3388 4328 4557 2279
35 1482 2932 808 3840 4983 4699 2349
40 1579 3223 905 4240 5561 4785 2393
45 1647 3478 979 4591 6067 4838 2419
50 1693 3702 1035 4898 6506 4870 2435
55 1724 3898 1078 5165 6884 4890 2445
60 1745 4069 1110 5397 7208 4902 2451
65 1760 4217 1134 5598 7484 4909 2454
70 1769 4346 1153 5772 7720 4913 24571 Based on a Buildup Index (BUI) value of 60. 2 Based on a Degree of Curing value of 80%.
Section6 January2005 Page7
Section6 January2005 Page9
6.8 Headfire Intensity (HFI) – EquationsByram’s standard fireline intensity equation is:
I = H x w x r where
I = fire intensity in kilowatts per metre (kW/m);
H = net low heat of combustion in kilojoules per kilogram (kJ/kg), generally considered a constant (18,000 kJ/kg);
w = weight of fuel available for consumption in kilograms per square metre (kg/m2); and
r = rate of spread in metres per second (m/s).
A simplified intensity formula for field use is:
w = weight of fuel available in tonnes per hectare (t/ha); and
r = rate of spread in metres per hour (m/h).
Fire intensity is directly related to flame size and a simple relationship for field use is:
I = fire intensity (kW/m); and
L = flame length (m).
Note that flame length should not be confused with flame height which is the maximum vertical extension of the flame front. Only in still air conditions (i.e., no wind) on flat terrain, are flame length and height equal.
I = wherew x r2
I = 300 x (L)2 [or L = I ÷ 300] where
6.9
Hea
dfi
re I
nte
nsi
ty (
HF
I) –
Rat
e o
f S
pre
ad/F
uel
Lo
ad R
elat
ion
ship
RO
SAv
aila
ble
Fuel
Loa
d (A
FL)
w
(t/h
a)(m
/h)
12
510
1520
2530
3540
4550
Fire
Inte
nsity
, I (k
W/m
)*1
11
35
810
1315
1820
2325
21
25
1015
2025
3035
4045
504
24
1020
3040
5060
7080
9010
06
36
1530
4560
7590
105
120
135
150
84
820
4060
8010
012
014
016
018
020
010
510
2550
7510
012
515
017
520
022
525
015
815
3875
113
150
188
225
263
300
338
375
2010
2050
100
150
200
250
300
350
400
450
500
3015
3075
150
225
300
375
450
525
600
675
750
4020
4010
020
030
040
050
060
070
080
090
010
0060
3060
150
300
450
600
750
900
1050
1200
1350
1500
Tabl
e 1
of 3
(co
ntin
ued
over
)
�(
* ca
lcul
ated
the
sim
plif
ied
fiel
d fo
rmul
a, I
=(w�×r
)�÷2,
whi
ch a
ssum
es a
hea
t of
com
bust
ion
valu
e of
18
000
kJ/k
g.)�
Section6 January2005 Page11
Section6 January2005 Page12
RO
SAv
aila
ble
Fuel
Loa
d (A
FL)
w
(t/h
a)(m
/h)
12
510
1520
2530
3540
4550
Fire
Inte
nsity
, I (k
W/m
)*80
4080
200
400
600
800
1000
1200
1400
1600
1800
2000
100
5010
025
050
075
010
0012
5015
0017
5020
0022
5025
0015
075
150
375
750
1125
1500
1875
2250
2625
3000
3375
3750
200
100
200
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
250
125
250
625
1250
1875
2500
3125
3750
4375
5000
5625
6250
300
150
300
750
1500
2250
3000
3750
4500
5250
6000
6750
7500
400
200
400
1000
2000
3000
4000
5000
6000
7000
8000
9000
10 0
0050
025
050
012
5025
0037
5050
0062
5075
0087
5010
000
11 2
5012
500
600
300
600
1500
3000
4500
6000
7500
9000
10 5
0012
000
13 5
0015
000
700
350
700
1750
3500
5250
7000
8750
10 5
0012
250
14 0
0015
750
17 5
0080
040
080
020
0040
0060
0080
0010
000
12 0
0014
000
16 0
0018
000
20 0
0090
045
090
022
5045
0067
5090
0011
250
13 5
0015
750
18 0
0020
250
22 5
0010
0050
010
0025
0050
0075
0010
000
12 5
0015
000
17 5
0020
000
22 5
0025
000
Tabl
e 2
of 3
(co
ntin
ued
over
)
(
* ca
lcul
ated
the
sim
plif
ied
fiel
d fo
rmul
a, I
=(w
×r)÷
2, w
hich
ass
umes
a h
eat o
f co
mbu
stio
n va
lue
of 1
8 00
0 kJ
/kg.
)
Section6 January2005 Page13
RO
SAv
aila
ble
Fuel
Loa
d (A
FL)
w
(t/h
a)(m
/h)
12
510
1520
2530
3540
4550
Fire
Inte
nsity
, I (k
W/m
)*12
0060
012
0030
0060
0090
0012
000
15 0
0018
000
21 0
0024
000
27 0
0030
000
1400
700
1400
3500
7000
10 5
0014
000
17 5
0021
000
24 5
0028
000
31 5
0035
000
1600
800
1600
4000
8000
12 0
0016
000
20 0
0024
000
28 0
0032
000
36 0
0040
000
1800
900
1800
4500
9000
13 5
0018
000
22 5
0027
000
31 5
0036
000
40 5
0045
000
2000
1000
2000
5000
10 0
0015
000
20 0
0025
000
30 0
0035
000
40 0
0045
000
50 0
0025
0012
5025
0062
5012
500
18 7
5025
000
31 2
5037
500
43 7
5050
000
56 2
5062
500
3000
1500
3000
7500
15 0
0022
500
30 0
0037
500
45 0
0052
500
60 0
0067
500
75 0
0035
0017
5035
0087
5017
500
26 2
5035
000
43 7
5052
500
61 2
5070
000
78 7
5087
500
4000
2000
4000
10 0
0020
000
30 0
0040
000
50 0
0060
000
70 0
0080
000
90 0
0010
050
0025
0050
0012
500
25 0
0037
500
50 0
0062
500
75 0
0087
500
100
000
112
500
125
Tabl
e 3
of 3
(� *
cal
cula
ted
the
sim
plif
ied
fiel
d fo
rmul
a, I
=(w�×r
)�÷2,
whi
ch a
ssum
es a
hea
t of
com
bust
ion
valu
e of
18
000
kJ/k
g.)�
6.10 Headfire Intensity (HFI) – Flame Length Relationship
Flame Length(Metres)
Intensity (Actual1)(kW/m)
Intensity (Approx2)
(kW/m)0.1 2 30.2 8 120.3 19 270.4 35 480.5 58 750.6 86 1080.7 120 1470.8 160 1920.9 207 2431 260 300
1.1 320 3631.2 386 4321.3 460 5071.4 540 5881.5 627 6752 1173 1200
2.5 1905 18753 2831 2700
3.5 3958 36754 5291 4800
4.5 6836 60755 8595 75006 12 776 10 8007 17 862 14 7008 23 879 19 2009 30 847 24 30010 38 788 30 000
Note 1: From Byram’s (1959) formula, I=259.833(L)2.174
Note 2: Using the field approximation, I=300(L)2
Section6 January2005 Page15
6.11
Hea
dfi
re I
nte
nsi
ty (
HF
I) –
Fir
e su
pp
ress
ion
eff
ecti
ven
ess
Gen
eral
ised
lim
its
of fi
re s
uppr
essi
on e
ffec
tive
ness
in r
elat
ion
to fi
re in
tens
ity.
Fire
Dan
ger
Cla
ssFi
re In
tens
ity(k
W/m
)M
inim
um fi
re su
ppre
ssio
n re
sour
ces f
ordi
rect
hea
dfir
e at
tack
Low
0 - 1
0G
roun
d cr
ew w
ith h
andt
ools
.
Mod
erat
e10
- 50
0G
roun
d cr
ew a
nd b
ack-
pack
pum
ps.
Hig
h50
0 - 2
000
Wat
er u
nder
pre
ssur
e an
d he
avy
mac
hine
ry.
Very
Hig
h20
00 -
4000
Hea
d fir
e at
tack
usi
ng a
ircra
ft an
d lo
ng-te
rmre
tard
ants
may
be
effe
ctiv
e, b
ut it
may
be
too
dang
erou
s for
gro
und
crew
s.
Extre
me
> 40
00H
ead
fire
atta
ck n
ot li
kely
to b
e ef
fect
ive,
and
it w
illbe
too
dang
erou
s for
gro
und
crew
s.
Section6 January2005 Page16
6.13 Fire danger class criteria – Grassland
Grassland Fire Danger Class Graph
Section6 January2005 Page18
6.14 Fire danger class criteria – Scrubland
Scrubland Fire Danger Class Graph
Section6 January2005 Page19
6.15
F
ire
Dan
ger
Cla
ss C
rite
ria
EXTR
EME
The
situ
atio
n sh
ould
be
cons
ider
ed "e
xplo
sive
". Th
e ch
arac
teris
tics a
ssoc
iate
d w
ith th
e vi
olen
tph
ysic
al b
ehav
iour
of c
onfla
grat
ions
or f
irest
orm
s is a
cer
tain
ty (e
.g.,
rapi
d sp
read
rate
s, cr
owni
ngin
fore
sts,
med
ium
- to
long
-ran
ge m
ass s
potti
ng, f
irew
hirls
, tow
erin
g co
nvec
tion
colu
mns
, gre
atw
alls
of f
lam
e). A
s a re
sult,
fire
s pos
e an
esp
ecia
lly g
rave
thre
at to
per
sons
and
thei
r pro
perty
.B
reac
hing
of r
oads
and
fire
brea
ks o
ccur
s with
regu
larit
y as
fire
s sw
eep
acro
ss th
e la
ndsc
ape.
Dire
ctat
tack
is ra
rely
pos
sibl
e gi
ven
the
fire's
pro
babl
e fe
roci
ty e
xcep
t im
med
iate
ly a
fter i
gniti
on a
ndsh
ould
onl
y be
atte
mpt
ed w
ith th
e ut
mos
t cau
tion.
The
onl
y ef
fect
ive
and
safe
con
trol a
ctio
n th
atca
n be
take
n un
til th
e fir
e ru
n ex
pire
s is a
t the
bac
k an
d al
ong
the
flank
s.
3.6+
met
res
VER
YH
IGH
Bur
ning
con
ditio
ns h
ave
beco
me
criti
cal a
s the
like
lihoo
d of
inte
nse
surf
ace
fires
is a
dis
tinct
poss
ibili
ty; t
orch
ing
and
inte
rmitt
ent c
row
ning
in fo
rest
s can
take
pla
ce. D
irect
atta
ck o
n th
e he
adof
a fi
re b
y gr
ound
forc
es is
feas
ible
for o
nly
the
first
few
min
utes
afte
r ign
ition
has
occ
urre
d.O
ther
wis
e, a
ny a
ttem
pt to
atta
ck th
e fir
e's h
ead
shou
ld b
e lim
ited
to h
elic
opte
rs w
ith b
ucke
ts o
rfix
ed-w
ing
airc
raft,
pre
fera
bly
drop
ping
long
-term
che
mic
al fi
re re
tard
ants
. Unt
il th
e fir
e w
eath
erse
verit
y ab
ates
, res
ultin
g in
a su
bsid
ence
of t
he fi
re ru
n, th
e un
certa
inty
of s
ucce
ssfu
l con
trol e
xist
s.
2.6
to 3
.5m
etre
s
Fir
eD
ange
rC
lass
Des
crip
tion
of
Pro
babl
e F
ire
Pot
enti
al a
ndIm
plic
atio
ns fo
r F
ire
Supp
ress
ion
1
Nom
inal
Max
. Fla
me
Hei
ght
Con
tinu
ed o
ver
...
Section6 January2005 Page20
HIG
H
Run
ning
or v
igor
ous s
urfa
ce fi
res a
re m
ost l
ikel
y to
occ
ur. A
ny fi
re o
utbr
eak
cons
titut
es a
serio
uspr
oble
m. C
ontro
l bec
omes
gra
dual
ly m
ore
diffi
cult
if it'
s not
com
plet
ed d
urin
g th
e ea
rly st
ages
of
fire
grow
th fo
llow
ing
igni
tion.
Wat
er u
nder
pre
ssur
e (f
rom
gro
und
tank
ers o
r fire
pum
ps w
ith h
ose
lays
) and
bul
ldoz
ers a
re re
quire
d fo
r effe
ctiv
e ac
tion
at th
e fir
e's h
ead.
1.4
to 2
.5m
etre
s
MO
DER
ATE
From
the
stan
dpoi
nt o
f moi
stur
e co
nten
t, fu
els a
re c
onsi
dere
d to
be
suffi
cien
tly re
cept
ive
to su
stai
nig
nitio
n an
d co
mbu
stio
n fr
om b
oth
flam
ing
and
mos
t non
-fla
min
g (e
.g.,
glow
ing)
fire
bran
ds.
Cre
epin
g or
gen
tle su
rfac
e fir
e ac
tivity
is c
omm
onpl
ace.
Con
trol o
f suc
h fir
es is
com
para
tivel
y ea
sybu
t can
bec
ome
troub
leso
me
as fi
re d
amag
es c
an st
ill re
sult
and
fires
can
bec
ome
cost
ly to
supp
ress
if th
ey a
ren'
t atte
nded
to im
med
iate
ly. D
irect
man
ual a
ttack
aro
und
the
entir
e fir
e pe
rimet
er b
yfir
efig
hter
s with
onl
y ha
nd to
ols a
nd b
ack-
pack
pum
ps is
pos
sibl
e.
up to
1.3
met
res
LOW
New
fire
star
ts a
re u
nlik
ely
to su
stai
n th
emse
lves
due
to m
oist
surf
ace
fuel
con
ditio
ns. H
owev
er,
igni
tions
may
take
pla
ce n
ear l
arge
and
pro
long
ed o
r int
ense
hea
t sou
rces
(e.g
., ca
mp
fires
,w
indr
owed
slas
h pi
les)
but
the
resu
lting
fire
s gen
eral
ly d
o no
t spr
ead
muc
h be
yond
thei
r poi
nt o
for
igin
and
, if t
hey
do, c
ontro
l is e
asily
ach
ieve
d. M
op-u
p or
com
plet
e ex
tingu
ishm
ent o
f fire
s tha
tar
e al
read
y bu
rnin
g m
ay st
ill b
e re
quire
d pr
ovid
ed th
ere
is su
ffici
ent d
ry fu
el to
supp
ort
smou
lder
ing
com
bust
ion.
novi
sibl
efla
me
THE
ABO
VE S
HO
ULD
NO
T BE
USE
D A
S A
GU
IDE
TO F
IREF
IGH
TER
SAFE
TY, A
S FI
RES
CAN
BE
POTE
NTI
ALLY
DAN
GER
OU
S O
R LI
FE-T
HRE
ATEN
ING
AT
ANY
LEVE
L O
F FI
RE D
ANG
ER!
Section6 January2005 Page21
1
6.16
S
imp
le E
llip
tica
l Fir
e G
row
th M
od
el
Win
d D
ire
ctio
n�
Are
a b
urn
ed
by
He
ad
Fire�
Are
a b
urn
ed
by
Fla
nk
Fire�
Are
a b
urn
ed
by
Ba
ckfir
e�
a�
b�
c�
Bre
ath
(B
)�
Length (L) �
Tota
l sp
rea
d d
ista
nce�
He
ad
Fire
sp
rea
d d
ista
nce�
Ba
ck F
ire
sp
rea
d d
ista
nce�
=�
+�
Section6 January2005 Page22
Ro
ugh
ru
les
of
thu
mb
:
Spre
ad D
ista
nce
= R
ate
of S
prea
d (R
OS)
x E
laps
ed T
ime
(ET
)
Peri
met
er L
engt
h =
2.5
x To
tal S
prea
d D
ista
nce
Peri
met
er G
row
th R
ate
(PG
R)
= 2.
5 x
Hea
dfire
Rat
e of
Spr
ead
(RO
S)
Section6 January2005 Page23
Beau
for
tN
umbe r
Win
dD
escr
iptio
n
Win
d Sp
eed
at 1
0m*
(km
/h)
Obs
erva
ble
effe
cts o
f win
d in
ove
r la
nd in
ope
n ar
eas
0C
alm
< 1
No
perc
eptib
le w
ind
mov
emen
t.
1Ve
ry li
ght
1 to
5D
irect
ion
of w
ind
show
n by
smok
e dr
ift; w
ind
vane
and
ane
mom
eter
cup
s may
not
mov
e;le
aves
bar
ely
mov
e.
2Li
ght
6 to
11
Win
d fe
lt on
face
; ord
inar
y va
nes m
ove;
leav
es ru
stle
; sm
all t
wig
s mov
e.
3G
entle
12 to
19
Leav
es a
nd sm
all t
wig
s in
cons
tant
mot
ion;
ligh
t fla
g ex
tend
ed.
4M
oder
ate
20 to
29
Smal
l bra
nche
s are
mov
ed; w
ind
rais
es d
ust a
nd lo
ose
pape
r.
5Fr
esh
30 to
39
Larg
e br
anch
es a
nd sm
all t
rees
in le
af b
egin
to sw
ay; c
rest
ed w
avel
ets f
orm
on
inla
nd w
ater
s.
6St
rong
40 to
49
Larg
e br
anch
es in
con
tinuo
us m
otio
n; w
hist
ling
hear
d in
tele
phon
e w
ires;
um
brel
las u
sed
with
diffi
culty
.
7N
ear g
ale
50 to
61
Who
le tr
ees i
n m
otio
n; in
conv
enie
nce
felt
whe
n w
alki
ng a
gain
st th
e w
ind.
8G
ale
62 to
74
Bre
aks t
wig
s and
smal
l bra
nche
s of t
he tr
ees;
gen
eral
ly im
pede
d pr
ogre
ss w
hen
wal
king
agai
nst w
ind.
9St
rong
gal
e75
to 8
7Sl
ight
stru
ctur
al d
amag
e oc
curs
(chi
mne
y br
icks
loos
ened
; roo
fing
slat
es b
low
n of
f); b
roke
nbr
anch
es li
tter g
roun
d.
10St
orm
88 to
101
Tree
s upr
oote
d; c
onsi
dera
ble
stru
ctur
al d
amag
e oc
curs
.
* Pr
ovid
es a
n es
tim
ate
of t
he u
nres
tric
ted
win
d sp
eed
at 1
0m in
the
ope
n.
Obs
erva
ble
effe
cts
of w
ind
refe
r to
tre
es o
r st
ruct
ures
in t
he c
entr
e of
ope
n (i
.e.,
not
fore
sted
) ar
eas.
Ope
n ar
eas
are
pref
erab
ly le
vel o
r ne
arly
leve
l gro
und
wit
h on
ly s
catt
ered
tre
es in
a c
lear
ing
wit
h a
diam
eter
tha
t is
10
tim
es g
reat
er t
han
the
heig
ht o
f tr
ees
in n
eigh
bour
ing
fore
sts.
The
est
imat
e of
win
d sp
eed,
typ
ical
ly t
he m
id-p
oint
of
the
valu
es a
ssoc
iate
d w
ith
a pa
rtic
ular
Bea
ufor
t cl
ass,
can
be
used
tog
ethe
r w
ith
FFM
C t
o de
term
ine
the
ISI
for
fire
beha
viou
r pr
edic
tion
s.
Section6 January2005 Page25
6.18 Abbreviations and Conversions
BUI Buildup Index
FFMC Fine Fuel Moisture Code
FMC Foliar Moisture Content (%)
ISI Initial Spread Index
L/B Length-to-breadth ratio
LCBH Live crown base height (m)
PGR Perimeter growth rate (m/h)
ROS Rate of spread (m/h)
SCF Slope correction factor
Section6 January2005 Page26
Sel
ecte
d C
onv
ersi
on
Fac
tors
If th
e un
its a
reM
ultip
ly b
yTo
obt
ain
Inve
rse
fact
or
hect
ares
(ha)
2.47
11ac
res (
ac)
0.40
469�
kilo
met
res p
er h
our (
km/h
)0.
2777
8m
etre
s per
seco
nd (m
/s)
3.6
kilo
met
res p
er h
our (
km/h
)0.
5399
6kn
ots (
kts)
1.85
2ki
lom
etre
s per
hou
r (km
/h)
0.62
137
mile
s per
hou
r (m
i/h)
1.60
93m
etre
s (m
)3.
2808
feet
(ft)
0.30
48m
etre
s (m
)0.
0497
1ch
ains
(ch)
20.1
17m
etre
s per
hou
r (m
/h)
0.01
6667
met
res p
er m
inut
e (m
/min
)60
.0m
etre
s per
hou
r (m
/h)
0.00
0278
met
res p
er se
cond
(m/s
)36
00.0
met
res p
er h
our (
m/h
)0.
0546
8fe
et p
er m
in (f
t/min
)18
.288
2m
etre
s per
hou
r (m
/h)
0.04
971
chai
ns p
er h
our (
ch/h
)20
.117
tonn
es p
er h
ecta
re (t
/ha)
0.10
kilo
gram
s per
squa
re m
etre
(kg/
m2 )
10.0
tonn
es p
er h
ecta
re (t
/ha)
0.44
609
tons
per
acr
e (T
/ac)
2.22
417
kilo
wat
ts p
er m
etre
(kW
/m)
0.28
909
Btu
per
seco
nd p
er fo
ot (B
tu/s
ec/ft
)3.
4592
Section6 January2005 Page27
7. Fire Investigation7.1 On ArrivalAll personnel on the fire ground (and particularly those involved in the Initial Attack) should make a note of anything that might assist determining the cause and origin of the fire. Any information should be passed to their Crew Leader or the Incident Controller and should include:
• Any suspicious activities or persons at, or leaving, the scene (names, descriptions, vehicle registrations, etc)
• The fire conditions on arrival (what’s involved, fire intensity, smoke, flames, odours, etc)
• Fire behaviour during the fire (rate and direction of spread, unusual behaviour)
• Any indications of multiple points of ignition or evidence of accelerants
• Statements or comments by occupiers or onlookers
• Any pattern to reported fires.
Section7 January2005 Page1
7.2 Fire Cause ReportThe Planning/Intell Manager is overall responsible within the Incident Management Team for having the cause and origin of the fire investigated. The Planning/Intell Manager may delegate this task to one of the unit leaders within the section. The Planning/Intell Manager or delegated Unit Leader is responsible for collecting and evaluating all information that will assist in the process of investigating the cause and origin of the fire.
Where there is clear evidence to a suspected cause of the fire then an appropriate expert in that field must be appointed as part of the fire investigation team. For example:
• Any fire suspected of involving criminal activity must involve the police
• Any fire caused by an electrical installation must be investigated by an electrical engineer
• Where a fire is believed to have started from a non-permitted burn or a breach of fire permit conditions, then a compliance person may be required to interview those involved in or responsible for the fire.
All wildfire investigators or experts in other fields that are employed to investigate the cause and origin of fires must be provided with terms of reference. These will set out the objectives, scope and terms of their assignment.
Eg, a wildfire investigator may be required to “Determine the Point of Origin, Cause, Path of Travel and Impact of the Fire” and provide a written report within 10 days. The terms of reference may exclude in the scope matters that the Planning/Intelligence section do not want the investigator to address. Eg, compliance issues, interviewing particular people, talking or making statements to the media.
Section7 January2005 Page2
Appendix A Glossary
Resources dispatched to an incident.
An advantageous location from whicha fire line can be constructed. It is usedto minimise the possibility of beingoutflanked by a fire while the line isbeing constructed.
The systematic process in which all thefactors affecting an incident and whichlead to the development of a pan areconsidered.
Resources checked in and assigned worktasks on an incident.
An area where resources are organisedand prepared for deployment. It includesthe provision of crew welfare andequipment maintenance facilities. AnAssembly Area would normally belocated away from an incident at anestablished facility.
Incident-based resources ready fordeployment.
A counter-fire commenced from withincontinuous fuel for the purpose offighting a fire. Reference the Forest andRural Fire Act 1977.
The part of a fire which is burning backagainst the wind, where the flame heightand rate of spread is minimal.
A method for estimating wind speedbased on observation of visual indicatorsof wind effects (eg smoke drift, flag andtree movement). Suggested for use whenan anemometer is not available.
AllocatedResources
Anchor Point
Appreciation
AssignedResources
Assembly Area(AA)
AvailableResources
Back-burn
Backing Fire
Beaufort WindScale
A general overview of an operation.
A counter-fire commenced from anatural or previously constructedfirebreak for the purpose of fighting afire. Reference, the Forest and RuralFires Act 1977.
A predetermined complement of suppliesstored in a designated location.
The orderly replacement of personnel.
The process whereby resources firstreport to an incident.
A strategic position from which trafficmovement can be observes andcontrolled.
A structure to systematically manageemergency incidents.
The internal direction of members andresources of an agency in theperformance of that agency’s role andtasks. Command relates to singleagencies and operates vertically withinan agency.
Has the same meaning as in theConservation Act 1987, and includesland being managed under section 61or section 62 of the Act; but does notinclude any marginal strip as defined insection 2(1) of that Act.
A fire is contained when its spread hasbeen halted, but it may still be burningfreely within the perimeter or fire controllines.
The stage at which the completeperimeter of a fire is secured and nobreakaway is expected.
Briefing
Burnout
Cache
Changeover
Check-in
Checkpoint
CoordinatedIncidentManagementSystem (CIMS)
Command
ConservationArea
Contained
Controlled
The overall direction of responseactivities in an emergency situation.Authority for control is established inlegislation or by agreement and carrieswith it the responsibility for tasking andcoordinating other agencies. Controlrelates to situations and can operate ateither the single agency level orhorizontally across agencies.
Any line, including the fire-line, naturalfire-breaks, and/or retardant lines, fromwhich the fire is being fought. Forexample, a fire may be fought from acreek, road, fire-break or from a seriesof fire-breaks connected by fire-lines.The total endeavour is a control line.
The bringing together of agencies andresources to ensure a consistent andeffective response to an incident.
A cordon is the means to maintain anarea and is used to restrict movementinto and out of an area.
A critical examination of an operationdone to evaluate actions fordocumentation and futureimprovements.
The orderly release of resources nolonger required at an incident.
To task and/or move a resource.
EmergencyOperationsCentre (EOC)
Control Line
Co-ordination
Cordon
Debriefing
Demobilisation
Dispatch
Control
An established facility where theresponse to an incident may besupported.
Drop Point The key identified point in a sector area.A Drop Point is identified by GPS orGrid Reference. It can be a landing, apoint for supplies to be stockpiled oran occasional helipad.
The removal of people from an areathat may be dangerous.
A level of fire behaviour that ordinarilyprecludes methods of direct suppressionaction. One or more of the followingcharacteristics is usually involved:• High rates of spread and fire intensity• Prolific crowning and/or spotting• Presence of fire whirls• A strong connective column.
Predictability can be difficult becausesuch fires often exercise some degree ofinfluence on their environment andbehave erratically, sometimesdangerously.
A unit which may be established toprovide advice o financial implicationsor be utilised to track times, costs,procurement, and compensation.
Means:(a) In relation to a rural fire district, the
rural fire committee in which theadministration of the district is vestedor, as the case may be, the Ministerof Conservation or the Minister ofDefence.
(b) In relation to a territorial area, theterritorial authority havingjurisdiction in respect of that area.
(c) In relation to any State area, theMinister of Conservation.
(d) In relation to the fire safety marginof any State area, the Minister ofConservation to the extent providedby section 14(5) of this Act.
Fire Authority
Evacuation
Extreme FireBehaviour
Finance/Administration
Continued over ...
(e) In relation to any land or otherproperty subject to any agreementor arrangement made pursuant tosubsection (1) or subsection (2) ofsection 14 of this Act, the partythereby appointed to act. Providedthat the power and duties of thatparty as a Fire Authority shall extendonly as far as is provided by thatagreement or arrangement.
(f) In relation to any land or otherproperty in respect of which a localauthority exercises the functions ofa Fire Authority pursuant to section9(b) of this Act, that local authorityto the extent approved under thatsection by the New Zealand FireService Commission.
The manner in which fuel ignites, flamedevelops, and fire spreads and exhibitsother related phenomena as determinedby the interaction of fuels, weather, andtopography.
The composite pattern or integrationover time of the fire weather elementsthat affect fire occurrence and firebehaviour in a given area.
A segment of a fire danger index scaleidentified by a descriptive term (e.g.Low, Moderate, High, Very High,Extreme) and/or a colour code (e.g. blue,green, yellow, orange, red). Theclassification system may be based onmore than one fire danger index.
The process of systematically evaluatingand integrating the individual andcombined factors influencing fire dangerrepresented in the form of fire dangerindexes.
Fire Behaviour
Fire Climate
Fire DangerClass
Fire DangerRating
The surrounding conditions, influences,and modifying forces of topography,fuel, and fire weather that determinefire behaviour.
Any area of land, vegetation, orproperty where the fire is burning orhas burnt or is threatening, in theopinion of the Fire Officer.
That portion of the fire perimeter uponwhich resources are deployed and areactively engaged in fire suppressionaction.
A log book for the recording of eventsand times of relevant activities of firesuppression actions.
Any land (not being the whole or partof a defence area within the meaningof the Defence Act 1990) that:a. In relation to a State area, is outside
that area but within 1 kilometre (orsuch less distance as may beapproved by the Minister ofConservation, after consultation withthe National Rural Fire Officer, andnotified in the Gazette) of theboundary of that area:
b. In relation to a forest area, is situatedoutside that area but within suchdistance (not exceeding 1 kilometre)of the boundary thereof as isapproved by the Fire Authority ofthat area;
But does not include any land that, bynotice in the Gazette under section14(5A) of the Forest and Rural FiresAct 1977, is excluded from the firesafety margin of any State area.
FireEnvironment
Fire Ground
Fireline
Fire Log
Fire SafetyMargin
Collectively, those weather parametersthat influence fire occurrence andsubsequent fire behaviour (e.g. dry-bulbtemperature, relative humidity, windspeed and direction, precipitation,atmospheric stability, winds aloft).
An area in the field to identify and sortpatients in priority order for removalto a Triage area.
The main location for parking, fuelling,and maintenance of helicoptersoperating in support of an incident.
A designed location which meets specificrequirements for a helicopter to takeoff and land.
An event which requires a responsefrom one or more agencies.
A statement of the objectives, strategies,and critical functions to be taken at anincident.
The location where the IncidentController and, where established,members of the Incident ManagementTeam provide overall direction ofresponse activities in an emergencysituation.
The overall management of the responseto an incident (see “Control”)
The group of incident managementpersonnel carrying out the functions ofIncident Controller, OperationsManager, Planning/Intelligence Managerand Logistics Manager.
A cordon established immediatelyaround an event.
Fire Weather
Forward Triage
Helibase (HB)
Helipad (HP)
Incident
Incident ActionPlan (IAP)
IncidentControl Point(ICP)
IncidentControl
IncidentManagementTeam (IMT)
Inner Cordon
.
A direction to achieve something givenin general terms without a specificcourse of action (as opposed to“Orders”).
The organisation with the legislative oragreed authority for control of anincident.
Co-ordination with representatives fromother agencies.
The provision of facilities, services, andmaterials in accordance with theIncident Action Plan.
The processes and procedures fororganisations to activate, assemble, andtransport the requested resources to anincident.
An incident which requires a responsefrom two or more agencies.
A statement of what is to be achieved.
In respect of any area or district, meansa period of time, whether or fixed orindefinite duration, during which periodthe lighting of fires in the open air inthat area or district is neither prohibitednor restricted under section 22 of theForest and Rural Fires Act 1995.
The direction, supervision, andimplementation of tactics in accordancewith the Incident Action Plan.
The field focal point after the ICP hasclosed down.
Directions comprising a clearly definedtask and the method of achieving itgiven by a commander to those whowill execute it (as opposed to“instructions”).
Instructions
Lead Agency
Liaison
Logistics
Mobilisation
Multi-agencyResponse
Objective
Open FireSeason
Operations
Orders
OperationsPoint
A cordon established further from anevent than the inner cordon to enableaccess to the area of operations to becontrolled.
The collection, evaluation, and dissem-ination of information related to theincident and the preparation and docum-entation of the Incident Action Plan.
The controlled application of fire underspecified environmental conditions to apredetermined area and at the time,intensity, and rate of spread required toattain planned resource managementobjectives.
(a) In relation to any State area for whicha Principal Rural Fire Officer isappointed by the Minister [ofConservation] or any other districtfor which a Principal Rural FireOfficer is appointed by the FireAuthority, means that officer or, wherehe is absent or unavailable or unableto act, the person acting as PrincipalFire Officer pursuant to the Fire Planfor that area or district.
(b)In relation to any district (other thana State area) for which there is onlyone Fire Officer, means that officeror, where he is absent or unavailableor unable to act, the person acting asPrincipal Fire Officer pursuant to theFire Plan for that district.
(c) In relation to any State area for whichno Principal Rural Fire Officer hasbeen appointed by the Minister [ofConservation], means any [Rural FireOfficer appointed under section 13(3)of this Act and any warranted officerappointed under section 59(1) of theConservation Act 1987].
Outer Cordon
Planning/Intelligence
PrescribedBurning
Principal FireOfficer
A period of time, whether of fixed orindefinite duration, specified pursuantto this act, during which period thelighting of fires in the open air isprohibited under this Act.
A period of time, whether of fixed orindefinite duration, specified pursuantto this Act, during which period permitsor authorities are required by the Forestand Rural Fires Act 1975 for the lightingof fires in the open air.
All personnel and equipment available,or potentially available, for assignmentsto incidents.
Any form of barrier or obstructionpreventing or limiting the passage ofvehicles.
A safe location near the incident fromwhich the forward operations can besupported.
The designated officer responsible forassessing hazards and for developingmeasures for ensuring safety.
A defined portion of the incident.
An incident requiring a response fromonly one agency.
A brief of an incident, usually given atregular intervals.
An acronym for a standard sequencewhen directing actions. It represents:• Situation• Mission• Execution• Administration• Command• Communications
Prohibited FireSeason
Restricted FireSeason
Resources
Road Block
Safe ForwardPoint (SFP)
Safety Officer
Sector
Single-agencyResponse
SituationReport (Sitrep)
SMEACC
.
A concept which relates to the numberof groups or individuals controlled byone person. The ratio of 1:5 is desirable,but should not exceed a ratio of 1:8.
A designated location where resourcesare gathered prior to deployment.
Written incident practices adopted byan agency.
A statement detailing how an objectiveis to be achieved.
An organisation contributing servicesor resources directly to a lead agency.
Specific actions or tasks to implementincident strategies.
A job given to a team or individual.
An advisor with special skills which areneeded to support incident operations.
An area and a process where patientsare taken to for treatment in a priorityorder.
Span OfControl
Staging Area(SA)
StandardOperatingProcedures(SOPs)
Strategy
SupportAgency
Tactics
Task
TechnicalSpecialist
Triage
Appendix B Local/Regional Information
This section is reserved for the user to print, crop to size, ‘2 Hole’ punch and insert local or regional information that would be useful to have available at an incident. This might include summary information from the RFA Fire Plan such as:
• Contact details for agencies and personnel
• Contact details for contractors (Tankers, Aircraft, Bulldozers, etc)
• Communications channels
• Call signs
• etc.
Appendix CNotes/Log
The pages in this section are intended to be used for field notes, incident sketches, recording a log of actions or events, etc. A template for these note pages is available on the NRFA web site (http://www.nrfa.org.nz). As the pages are used, the template can be downloaded, printed, guillotined to size, punched and inserted into this booklet.