RFM Handbook

8/8/2019 RFM Handbook

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Rural FireManagement

Handbook

a


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Experienced, competent andtrusted?

Enough Lookouts, goodadvantage points?Knowledge of crew locations?Knowledge of escape and safetylocations?

Crews are briefed andunderstand the incident andtheir objectives?Fire behaviour and weather areknown?Crews are working from a safe

and secure anchor point?

Radio channels are confirmed?Communications areestablished with all crews,control point, HQ, etc?

Situation updates arecommunicated?Communications required

with the Comcen or RFA?

More than one escape route?

Scouted out, suited to slowestperson (allow for fatigue),known to all the crewmembers?Are marked (night time)?

Natural or constructed area(in burnt area, roadway, etc)?More than one required?Vehicles available and correctlypositioned for escape?Are close enough given the

SAFETY ZONES

LOOKOUTS

AWARENESS orANCHOR POINTS

COMMUNICATIONS

ESCAPE ROUTES

LACES


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Fire Management Handbook

ForewordA wildfire incident in New Zealand can involve manypeople moving from their normal day to day workenvironment into a temporary fire fighting organisation.

The question on some people minds when tasked to arole(s) at a wildfire incident is what is the responsibilitiesof my role(s) and how does this fit with other role(s)involved with the management of the incident.

This handbook provides the detail to each of the wildfireincident roles within the CIMS ICS structure and issimilar in many aspects to the Fireline Handbookpublished by the USA National Wildfire Co-ordinatingGroup.

At a small to medium wildfire incident one person will fillone or more roles as defined in this handbook. As theincident increases in size or complexity the number of roles will reduce until finally a person will be tasked toonly one role.

Addition references and information is also provided onfire behaviour in different fuel types and weather.It is recommended that Rural Fire Authorities issue thishandbook to regular fire fighters and those involved inthe management of wildfires to ensure the maximisationof knowledge on wildfire incident management is knownprior to deployment of resource to wildfires. Thehandbook is also structure in way that it can be placed inthe pocket of fire fighting clothing and referenced whenrequired during an incident.

Murray DudfieldN ti l R l Fi Offi


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4.1.3 Liaison Officer 74.1.4 Safety Officer 8

4.2 Planning and Intelligence 94.2.1 Planning/Intell Manager 104.2.2 Situation Unit 114.2.3 Resource Unit 124.2.4 Information/Intell Unit 134.2.5 Management Support Unit 13

4.3 Operations 144.3.1 Operations Manager 15

4.3.2 Air Operations 164.3.3 Ground Operations 21

4.4 Logistics 254.4.1 Logistics Manager 264.4.2 Supply Unit 27

4.4.3 Facilities Unit 284.4.4 Ground Support Unit 284.4.5 Communications Unit 294.4.6 Catering Unit 304.4.7 Medical Unit 31

4.4.8 Finance Unit 32

Section 5 Operational Guidelines

5.1 Fire Control Objectives 15.2 Fire Control Strategy 1

5.2.1 Direct Attack 2

5.2.2 In-Direct Attack 35.2.3 Back Burning and Burn-out 4

5.3 Communications 55.3.1 Communication Networks 55.3.2 Communications Plan 8

Page


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5.3.4 Standard IGC Frequencies 105.4 Media Interviews 11

Section 6 Fire Behaviour

6.1 Introduction 16.2 Fire Weather Index (FWI) System structure 26.3 Available Fuel Load (AFL) Forests 46.4 Available Fuel Load (AFL) Grasslands 56.5 Available Fuel Load (AFL) Scrublands 66.6 Headfire Rate of Spread (ROS) Flat Terrain 76.7 Slope Correction Factor 86.8 Dense Scrub Slope Correction Factor 96.9 Headfire Intensity (HFI) Equations 106.10 Headfire Intensity (HFI) Rate of Spread/

Fuel Load Relationship 126.11 Headfire Intensity (HFI) Flame Length

Relationship 156.12 Headfire Intensity (HFI) Fire suppression

effectiveness 166.13 Fire Danger Class Criteria Forest 176.14 Fire Danger Class Criteria Grassland 186.15 Fire Danger Class Criteria Scrubland 196.16 Fire Danger Class Criteria 20

6.17 Simple Elliptical Fire Growth Model 226.18 Wind Speed Estimation 246.19 Abbreviations and Conversions 26

Section 7 Fire Investigation

7.1 On Arrival 1

7.2 Fire Cause Report 2Appendix A - Glossary

Appendix B - Local/Regional Information

Appendix C - Notes

Page


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1.3 MaintenanceThe handbook is modular in format and loose boundto allow for:

Sections to be revised over time and updated versionsissued. The bindings and page numbering systemallows sections to be replaced. The sections willinclude version control in the form of the issue Month/ Year

Additional local or regional sections to be developedand added to the Handbook (eg local resources andcontact numbers).

An electronic copy will also be maintained on the NRFAWeb Site to enable users to access the Handbook andprint out sections as required.

1.4 ApprovalsContent of this handbook has been:

Developed and/or collated from existing referencematerials; and

Reviewed by fire managers from throughout the ruralsector; and

Approved by the National Rural Fire AdvisoryCommittee.

Section 1 July 2002 Page 2


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2. SafetyRemember:

Safety is no Accident Safety First

Dont take Chances When in doubt, back out

2.1 Personal Safety

ResponsibilityAll personnel have a responsibility for their own personalsafety and for the safety of those personnel they aresupervising.

Every person entering a fireground:

Shall receive a briefing which includes the safety andoperational aspects appropriate to their role at the fire;and

Shall have attained the competency in the FRSITOUnit Standard 3285, or be under the close supervisionof a person who has attained this competency; and

Shall receive a general fire related safety briefing beforeentering the fire ground if they do not have UnitStandard 3285.

Personal Protective Equipment (PPE)Every fire fighter must be dressed in appropriate andapproved 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


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Safety goggles appropriate to work being done

Earmuffs of appropriate grade to be available witheach pump or other noisy environment

Wet weather and protective gear for persons handlingfire chemicals or loading water into aircraft

In some situations gloves will be necessary.

Hydration

Fire fighting can be hot and physically very demanding.The loss of body fluids (de-hydration) through sweatingquickly reduces fire fighter effectiveness and can lead toheat 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 notsuitable for vegetation fire fighting.

Crew Leaders and Supervisors need to:

Monitor that firefighters are carrying and regularlydrinking from their water bottles

Regularly provide their crews with a rest period

Regularly rotate tasks amongst the fire fighters toshare the workload

Monitor fire fighters (and themselves) for anysymptoms 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 heatstress from the fireground

Stand down any person from the fireground who isshowing symptoms of heat stress and arrange for themto receive first aid assistance

Arrange the evacuation and urgent medical attentionfor any fire fighter who shows any signs of severe heatstress or the onset of heat stroke (ie the patientbecomes delirious or even unconscious).

Smoke/CO 2 InhalationAlways avoid working in areas where there is high smokelevels or fire intensity. If the air becomes too smoky orhot, keep low to the ground and immediately retreat backalong your escape route to clear air. Goggles can providesome protection and relief from smoke and fine dustparticles.

Radiant HeatRadiant heat is very dangerous and can kill! It isimportant to avoid exposure to radiant heat and to shieldexposed skin from its heat source. Radiated heat cannotpass through solid objects.

always avoid being in any situation where you becomeexposed 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 coverneck and ears)

if exposed, use any equipment you are carrying (eg ashovel) to shield your face from the heat source

if there is no immediate escape, turn away from the


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EntrapmentEntrapment can be a major threat to fire fighters when afire 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 cutswith safe work procedures

Maintain LACES (refer the next section)

Be aware of the topography, the fuels and fireenvironment

Be alert to and consider any sudden changes totopography, 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 (asthe safest place to be)

If no escape, seek any immediate shelter from theradiant heat (in a ditch, behind a rock, in/undervehicle, etc)

If there is no shelter (or no time), hit the ground andkeep face close as possible to the earth. If possible,cover any exposed skin (ie if wearing gloves, coverears). Take short breaths, the protection of your airwayis 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, competent andtrusted?

Enough Lookouts, goodadvantage points?

Knowledge of crew locations?Knowledge of escape and safetylocations?

Crews are briefed andunderstand the incident andtheir objectives?

Fire behaviour and weather areknown?

Crews are working from a safeand secure anchor point?

Radio channels are confirmed?

Communications areestablished with all crews,control point, HQ, etc?

Situation updates arecommunicated?

Communications requiredwith the Comcen or RFA?

More than one escape route?

Scouted out, suited to slowestperson (allow for fatigue),known to all the crewmembers?

Are marked (night time)?

Natural or constructed area(in burnt area, roadway, etc)?

More than one required?

Vehicles available and correctlypositioned for escape?

SAFETY ZONES

LOOKOUTS

AWARENESS orANCHOR POINTS

COMMUNICATIONS

ESCAPE ROUTES

LACES CONSIDER

2.2 Laces


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2.3 Watchouts

The 20 situations that shout Watch Out!


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 factorsinfluencing fire behaviour?

5 No communications link with fire fighters and theircontrol point?

6 Instructions are not clear (unsure of assigned task,objectives, strategy, command chain, etc?)

7 Weather is getting hotter and drier (increasingtemperature, falling humidity?)

8 Wind changes speed and/or direction (sudden changeor un-expected change?)

9 Spot fires occurring across the line

10 Uphill or down wind of the fire front (attempting afrontal assault on fire?)

11 On a steep slope (constructing fireline downhill withfire below, on a hillside where rolling material canignite fuel below?)

12 In rugged terrain (terrain makes escape to safetyzones difficult?)

13 Cant see the fire (are there communications withsomeone that can LACES?)

14 In unburnt vegetation (are there fuels between youand 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?


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2.4 Ten Standard Fire Orders

1 F ight fire aggressively but provide for safety first.

2 Initiate all actions based upon current andexpected fire behaviour.

3 Recognise current weather conditions and obtainforecasts.

4 Ensure instructions are given and understood.

5 O btain current information on fire status.

6 Remain in communication with crew members,your supervisor and adjoining forces.

7 D etermine safety zones and escape routes.

8 Establish lookouts in potentially hazardoussituations.

9 Retain control at all times.

S tay alert, keep calm, think clearly and actdecisively.

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 Officer or by theperson supervising the assignment. The person deliveringthe 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 withseatbelts done up. No arms or legs outside the vehicle?

No unsecured equipment or containers within thepassenger area?

All other equipment and tools securely stowed on thevehicle?

All road traffic regulations observed, travelling at asafe speed at all times?

Front seat passenger assisting driver with operation of the radio, lights, siren and as an observer whenbacking up?

1 Identify self. Who you are, what is your role/ responsibility.

2 Define the assignment and discuss objectives andstrategy.

3 Identify the potential hazards and apply thestandard Fire Orders, Watch Outs and LACES.

4 For each hazard, discuss the danger signs and

identify the avoidance and mitigation measures tobe 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 atthe fire (positioned to be able to quickly move awayfrom the fire and clear of other arriving or passingtraffic)?

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 amachine

attract the operators attention before approachinga 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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Fixed Wing Never approach an aircraft forward of the engine and

propeller(s). Note: This is the reverse of the approachfor 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 hillside (ground slope can reduce the overhead rotorclearance)

Carry all tools and equipment at or below waist height

Enter or leave the helicopter in a smooth, steadyfashion, dont make sudden movements

Crouch down with back to helicopter if temporarilyblinded by dust.

2.9 First AidFirst Aid is the first assistance or treatment given to acasualty for any injury or sudden illness before the arrival

of an ambulance or qualified medical expert. It mayinvolve improvising with facilities and materials availableat 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/aresuffering from

Determine priorities (where there are multiple injuriesand/or multiple casualties)

Give immediate and appropriate treatment as thesituation and resources allow

Arrange without delay the attendance of ambulanceservices and/or the transfer of the casualty(s) to adoctor or hospital

Briefing the ambulance/doctor/hospital on the patientand any first aid given

Documenting the details of what occurred and theactions taken for the purposes of a formal incidentreport.

2.10 CPR

Remember consider personal safety before commencingthe 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 makeit 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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5. Re-assess the casualty by checking for pulse (5 secs).If no pulse, continue cycle of 2 breaths and 15compression stopping every few minutes to check for

pulse and spontaneous breathing. Do not interruptCPR for more than 7 secs unless unavoidable.

6. If pulse returns, check breathing.If no breathing, continue with 12 breaths/min whilemonitoring pulse.If breathing and pulse, continue to monitor patient

closely.7. If possible, continue to advise responding medical

services of the casualtys status.

Controlling Blood Loss:

Direct Pressure: Apply pressure directly to the wound.Use clean sterile dressing if possible. Bind firmly andimmobilise injured part (maintaining this at higherelevation 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 flowof 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 arecontrolled by suppression forces undergo initial attack.The number and type of resources responding as theinitial attack varies depending upon fire danger, fuel type,values at risk and other factors. Generally initial attackinvolves relatively few resources and the incident size isstill small at this time.

The Initial Attack may comprise a single crew led by aCrew leader or multiple crews from one or more agencies.On arrival, the Crew Leader or the most senior personfrom the lead or first arriving agency will assume controlas the Initial Attack Incident Controller.

3.2 Responding to a Reported IncidentObtain the following minimum information from theCommunications Centre (or the persons reporting theincident):

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 reportedincident if the call has not originated from them.


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3.3 Enroute to the Incident

Travel safely, dont 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 notedown 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 pointingaway from the fire with the windows closed, doorsunlocked and keys in the ignition

Take control of the incident and determine the incidentcontrol point location

Size up the fire

Determine the immediate incident objectives

Consider any immediate need to request or put onstandby additional resources (eg helicopter, rural fireunits, personnel, etc)

As appropriate, advise the RFA or the Comcen, of thesituation, your intended action and what additionalresources are required.

Note: If they have not already been alerted, advise the Comcen of theincident and its location (as they may be receiving 111 calls).

3.5 Getting to workStep 1:Determine an initial attack plan immediately on arrival atthe fire. This should be done quickly and be based uponthe initial size-up of the fire. The intent is to get workstarted 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 firebehaviour?

The current weather conditions (incl FWI) and how


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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 beforethey arrive)?

Any evidence of where and how the fire may havestarted (and protect the point of origin).

Step 2:Brief the crew and begin work.

Ensure that the crews understands their workassignment

Give crews safety briefing (hazards, LACES, etc)

Provide the Comcen or RFA HQ with a furtherinformative message on size of the fire and the actionundertaken.

Step 3:After resources have been deployed and control actionstarted:

Continue assessment of the fire

Continue to delegate roles as the incident develops andresources arrive

Gather information for determining fire cause

Continue to give informative messages to the Comcenand/or RFA HQ on an hourly basis.

Step 4:Preview or review the following Initial Attack Checklist asneeded or as conditions change:



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3.6 Initial Attack Checklist

Has control and an Incident Control Point beenestablished?

Have you sized up the fire?

Do you have a current weather forecast for thelocation?

Is the observed weather consistent with the forecast?

Do you have the FWI values for the area?

Is the fire behaviour consistent with fuels, weatherand topography?

Can you control the fire with the resources available(on the fire ground or soon to arrive) under theexpected conditions?

Have you developed the incident objectives and aplan to attack the fire? (Direct or In-Direct, anchorpoints, escape routes, priority areas, etc).

Have the incident objectives and plan beencommunicated to all personnel assigned to theincident (including new arrivals)?

Lookouts in place or can you see all of the fire area?

Can you communicate with everyone on the fireground (incl the RFA and/or Comcen)?

Escape routes and safety zones are established. If you are working from the black, is it completelyburned and without a re-burn potential?

Have all personnel been briefed on safety and theirassigned tasks?

Safety, LACES and standard fire orders being followed?

Consider each of the following


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Will you be able to control the fire within 2 hours?If not, have you advised the fire authority?

Is the size of the incident within your capability andresources to manage (Span of Control) and if not,have you advised the fire authority assistance isrequired?

Do you have a complete list of resources on thefireground and currently en-route?

Have you established a log or record of actions takenat the incident?

If the answer to any of the above questions is No (x), youMUST take corrective action immediately.

3.7 Transition (Initial to ExtendedAttack)

Early assessment and size up is required to determine if the fire will be controlled within the initial attack periodand 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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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

Small to medium fire that will be contained bythe Initial Attack resources. Can be controlledwithin 12 hours.

Medium to large fire the requires extendedattack and involve multiple agencies.High values at risk, possibly including those of environmental, cultural and heritage significance.May take up to 12-24 hours to controlled.IMT would be implemented using localresources.

Large and complex fires that may take severaldays to control and suppress. Likely to occurat periods of Very High or Extreme fire weatherconditions with the potential for extreme firebehaviour. Significant values are at risk withlarge suppression costs likely. Level 3 may also

apply when significant environmental, culturalor heritage values at risk. A National IncidentManagement Team is likely to be required(supported by local resources).

Level 1

Level 2

Level 3



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4. Incident Management

Incident 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 consolidatedaction-planning

Utilises common terminology and integratedcommunications

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 teammember

Is scaled to the needs of the incident with the actualstructure 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 severalpositions (eg one person may be delegated theresponsibilities for the provision of Planning/Intellservices in a small incident)


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4.1 Control

IncidentController

Information

Liaison

Safety

PlanningIntelligence

Manager

OperationsManager

LogisticsManager

Deputy IC

SituationUnit

ResourceUnit

Info/IntellUnit

MgmtSupp Unit

Air DivisionCommander

Air Attack Supervisor

Lead Pilot

Aircraft

Air SupportSupervisor

DivisionCommanders

SectorSupervisors

CrewLeaders

FireFighters

SupplyUnit

FacilitiesUnit

CommsUnit

FinanceUnit

Medical

Unit

CateringUnit

Ground SuppUnit



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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


Manager

OperationsManager

LogisticsManager

Deputy IC

All incidents must have an Incident Controller appointed.The IC is determined by Statute, Agency Protocols and/orAgreements. The Incident Controllers responsibility isthe overall management of the incident.

The Incident Controller may appoint a deputy, who maybe from the same agency, or from an assisting agency.Deputies may also be used at section levels of the CIMSorganisation. Deputies should have the samequalifications as the person for whom they work as theymust be ready to take over that position at any time.

Major Responsibilities of the IncidentController:

(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 andauthorities.



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Assesses the situation and confirms or establishesthe immediate priorities (safety as #1 priority)

Reviews and/or prepare plans for the availableresources prior to the first IMT planning session

Ensures that adequate welfare and safety measuresare in place

Considers appointment of a Deputy or Aide asrequired.

(ii) Organise and Delegate Establishes an Incident Control Point

Establishes an appropriate organisation for the sizeof 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 Objectivesprinciple

Co-ordinates with key people, agencies and officialsand conducts briefings as required

Ensures that systems are in place to effectively


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Ensures that accounting systems are in place toapprove, 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 aboutthe incident to the news media, to incident personnel, andto other appropriate agencies and organisations.

Only one Information Officer will be assigned for eachincident. The Information Officer may have assistants asrequired.

The Information Officer reports to the Incident Controllerand 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 aconsistent message to media

Developing material of interest to the media or for usein media briefings



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Obtaining Incident Controllers approval of mediareleases

Informing media and conducts media briefings

Handling all further queries for information by themedia

Arranging for media tours and other interviews orbriefings that may be required

Monitoring news reports (all media), advising IC andpassing 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 theestablishment of the Liaison Officer position to the IMT.

The Liaison Officer is the contact for the personnelassigned to the incident by assisting or co-operatingagencies. These are personnel other than those on directtactical assignments.

Other agencies involved in the incident may also need toappoint inter-agency/liaison representatives.

The Liaison Officer reports to the Incident Controller andhas the following major responsibilities:

The primary contact point for inter-agencyrepresentatives

Maintaining a list of assisting and co-operatingagencies and agency representatives

Assisting in establishing and co-ordinating interagencycontacts

Keeping agencies supporting the incident fullyinformed of the incident status


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Participating in planning meetings, providing currentresource status, including limitations and capability of assisting agency resources

Maintaining a log of activities and actions.

4.1.4 Safety OfficerThe Safety Officers function is to develop andrecommend measures for assuring personnel safety, and toassess and/or anticipate hazardous and unsafe situations.Only one Safety Officer will be assigned for each incident.The Safety Officer may have assistants representingagencies. Safety assistants may have specificresponsibilities such as air operations, hazardousmaterials, etc.

The Safety Officer reports to the Incident Controller andhas the following major responsibilities:

Participating in planning meetings

Identifying hazardous situations associated with theincident

Reviewing the Incident Action Plan for safetyimplications

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


Manager

Situation Unit

Resource Unit

Info/Intell Unit

Mgmt Supp Unit

The Planning/Intelligence Section collects, evaluates,processes, and disseminates information for use at theincident. There may be up to five units within thePlanning/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 unitwith additional personnel as required given the size orcomplexity 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/IntellSection including:

the Section, its facilities and resources

the requirements for supporting units appointing, briefing and tasking Unit Officers

establishing the information requirements andreporting 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 andadvises on alternative strategies

Supervising the preparation of the Incident Action Plan

Determining the need for any specialised technicalresources in support of the incident

Providing periodic predictions on incident potential Reporting any significant changes in incident status

Supervising the preparation of an IncidentDemobilisation Plan

Maintaining records of resource status and location

Maintaining a section log of decisions, actions andother activities.



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4.2.2 Situation Unit

The Situation Unit Officer leads this unit reporting to thePlanning/Intell Manager. The unit is responsible for:

Establishing information flows

Gathering of situation information from the incidentground

Obtaining met data and weather forecast information.

Predicting fire behaviour and potential

Developing alternative strategies

Organising and analysing information

Identifying environmental information and anyenvironmental issues

Establishing mapping services and transferringsituation information to maps

Preparing, distributing and displaying situation reportsand associated fire plot and map information

Developing and distributing the Incident Action Plan

Monitoring implementation and progress of theIncident 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 UnitLog of activities.


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4.2.3 Resource UnitThe Resource Officer leads this unit reporting to thePlanning/Intell Manager. The unit is responsible for:

Establishing and maintaining a resource managementsystem

Identifying and recording the location and status of allresources including personnel, appliances, plant andmachinery:

deployed (allocated tasks and working)

available (on incident ground and ready)

out of service (on incident ground but available dueto resting, unserviceable, other)

en-route (deployed to incident but not yet arrived).

Establishing Check-in Points at staging or assemblyareas to gather resource and status information

Displaying organisation chart and resource statusinformation

Providing resource information to the IMT as required

Identifying resources required for Incident Action Plan

Identifying requirements for specialist or technicalresources

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 thePlanning/Intell Manager. The unit is responsible for:

Compiling general information regarding the incidentcause, size, current situation, resources, losses, assetsthreatened and other matters of general interest

Preparing media releases for the Information Officer(or IC if an Information Officer hasnt been appointed)

Distributing media releases if Information Officer hasnot been appointed

Liasing with Information Officer, if appointed

Answering telephone calls from public (ManagementUnit may assist)


4.2.5 Management Support UnitThe Management Support Officer leads this unitreporting to the Planning/Intell Manager. The unit isresponsible 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

Air DivisionCommander

Air Attack Supervisor

Lead Pilot

Aircraft

Air SupportSupervisor

DivisionCommanders

SectorSupervisor(s)

CrewLeader(s)

FireFighter(s)

Division 2

Division 3, etc

The Operations Section is responsible for the safemanagement of all tactical operations at an incident.The Incident Action Plan sets out the necessary guidancefor the tactics. The size and structure of the OperationsSection 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 IncidentController 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 IncidentAction 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 providesand Operations manages this facility

identifying resource needs assembling and deploying resources.

Maintaining close contact with subordinate positions

Requesting additional resources to support tacticaloperations

Providing regular Situation Reports

Initiating release of resources from active assignments(not the incident)

Making or approving changes to the Incident ActionPlan during the Operational Period as necessary

Maintaining close communications with the IncidentController and the other members of the IMT

Maintaining section log of decisions, actions and otheractivities.


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Air Division CommanderThe Air Division will be established as a separateorganisational activity by the Operations Manager whenconsidered necessary. Until this occurs, any air operationsare 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 OperationsManager and has the following major responsibilities:

Obtaining a briefing from the Operations Managerand agreeing immediate strategy and tactics for airoperations

Monitoring all activities of the Air Division to ensuresafe 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 andspecialist 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


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Briefing pilots on assignments and safety

Monitoring pilot and aircraft effectiveness andperformance in accordance with set objectives

Making tactical recommendations to DivisionCommanders

Informing Air Division Commander of tacticalrecommendations affecting the IAP

Reporting on air attack activities to Air DivisionCommander

Maintaining air to fire ground communications andliaison

Terminating air operations as considered necessary orif pilots recommend this on safety grounds

Reporting on incidents/accidents

Maintaining air attack log.

Air Support SupervisorAir Support is responsible for organising and managingground 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 DivisionCommander

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 theappropriate sources (via Logistics Section if


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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 AttackSupervisor

Informing Air Division Commander of air supportrequirements affecting the IAP

Reporting on air support activities to Air DivisionCommander

Maintaining records of aircraft and aircraft movementsas 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 moreground 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 OperationsManager.

Major Responsibilities of a Division Commander:

Obtain briefing from the Operations Manager

Ensuring that the safety of all fire fighters and any


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Supervising Division operations

Co-ordinating activities with other Divisions

Developing tactics to implement incident or divisionalstrategies

Attending incident planning meetings at the request of the Operations Manager

Reviewing Division assignments and report status tothe Operations Manager

Informing Resource Unit (if established) of statuschanges of resources assigned to the Division

Assigning specific work tasks to Sector Supervisors

Monitoring and inspecting progress and make changesas necessary

Resolving tactical assignment and logistics problemswithin the Division

Keeping the Operations Manager informed of hazardous situations and significant events

Maintaining a Division Log of decisions, activities andevents.

Sector Supervisor(s)Each Division may establish one or more sectors of operation. Each sector will be managed by a SectorSupervisor.

The major responsibilities of a Sector Supervisor are:

Obtain a briefing from the Division Commander

Ensuring that the safety of all fire fighters and anyother personnel is the first priority in all sectoroperations

Undertake specific assignments in a sector as directedby 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 keepingthe Division Commander informed of status

Consider and recommend to the Divisional

Commander any changes to tactics as conditions andfire behaviour require

Ensure that adequate communications are establishedand 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 crewsassigned to specific tasks. Each crew will be led by aCrew 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 andtactics)

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 asrequired for the task

Keeping the Sector Supervisor informed of the statusand progress of the assigned task

Consider and recommend to the Sector Supervisor anychanges to tactics as conditions and fire behaviourrequire

A f ll i d b h


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Firefighters and other personnelFirefighters and other personnel will be formed into crewsunder the direction of a Crew Leader for assigned tasks.

The major responsibilities of all Firefighters and othercrew personnel are:

To get a briefing from the Crew Leader on the incidentand the specific crew assignment (strategy and tactics)

To understand their crews 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 advisehim/her promptly in the event that they have any

concerns re their own safety or wellbeing (or the safetyor wellbeing of others)

Remain with the assigned crew at all times and strictlyfollow checkin/checkout procedures

To attain the minimum of Unit Standard 3285 and befamiliar with LACES, Watch Outs and the 10 FirelineOrders.



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4.4 Logistics

SupplyUnit

FacilitiesUnit

CommsUnit

FinanceUnit

MedicalUnit

CateringUnit

Ground SuppUnit

LogisticsManager


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Provides logistical input to the Planning Section inpreparing the Incident Action Plan (eg Comms Plan,Transport Plan, Medical Plan, etc)

Reviews and provides input to the CommunicationsPlan 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 otheractivities.

4.4.2 Supply UnitThe Supply Unit is responsible for ordering, receiving,

processing and storing all incident-related resources. Alloff-incident resources will be ordered through the SupplyUnit, including tactical and support resources (includingpersonnel) and all expendable and non-expendablesupport 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 bythe IMT

Ordering, receiving, distributing and storing suppliesand equipment

Maintaining an inventory of supplies and equipment

Servicing reusable equipment, as needed

Maintaining detailed records of all orders, issues,receipts deliveries invoices etc


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4.4.3 Facilities UnitThis unit is responsible for set up, maintenance anddemobilisation of all incident support facilities. TheFacilities Unit will also provide security services to theincident 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 unitleaders

Activating incident facilities

Obtaining and supervising personnel to operatefacilities

Providing security services

Providing facility maintenance services, e.g., sanitation,lighting, etc

Demobilising incident facilities


4.4.4 Ground Support UnitThe Ground Support Unit is primarily responsible for themaintenance, service, and fuelling of all mobile equipment

and vehicles, with the exception of aviation resources.The Unit also has responsibility for the groundtransportation of personnel, supplies and equipment, andthe development of the Incident Traffic Plan.

Major Responsibilities of the Ground Support Unit:

Participating in Support Unit and Logistics Sectionplanning activities

Providing support services (fuelling, maintenance, andrepair) for all mobile equipment and vehicles



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Identifying requirements for maintenance and repairsupplies (e.g., fuel, and spare parts)

Providing support for out-of-service equipment

Developing the Incident Traffic Plan

Maintaining an inventory of support andtransportation vehicles

Recording time use for all incident-assigned groundequipment (including contract equipment)

Updating the Resources Unit with the status (locationand 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 developingplans for the use of incident communications equipmentand facilities; installing and testing of communicationsequipment; supervision of the Incident CommunicationsCentre; and the distribution and maintenance of communications equipment.

Major Responsibilities of the Communications Unit:

Advising on communications capabilities/limitations

Preparing and implementing the Incident RadioCommunications Plan

Establishing and supervising the IncidentCommunications Centre and Message Centre

Establishing telephone, computer links, and publicaddress systems

Establishing communications equipment distributionand maintenance locations


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Overseeing the distribution, maintenance and recoveryof communications equipment, e.g., portable radios

Maintaining a register of communications equipmentand 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 foodneeds for the entire incident, including all remotelocations as well as providing food for personnel unableto 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 theSupply Unit

Maintaining an inventory of food and water Maintaining food service areas, ensuring that all

appropriate health and safety measures are beingfollowed

Supervising caterers, cooks, and other Catering Unitpersonnel as appropriate




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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); developprocedures for managing major medical emergencies;provide medical aid; and assist the Finance/

Administration Section with processing injury-relatedclaims.

Note that the provision of medical assistance to the publicor victims of the emergency is an operational function,and would be done by the Operations Section and not bythe Logistics Section Medical Unit.

Major Responsibilities of the Medical Unit:

Determining level of emergency medical activities priorto 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 assistanceprovided and a Unit Log of other activities.


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4.4.8 Finance UnitThe Finance Unit is responsible for managing all financialaspects of an incident.

Major Responsibilities of the Finance Unit:

Collect and record all cost data

Provide financial and cost analysis information asrequested

Develop an operating plan for the Finance Unit Work closely with the agency administrative

headquarters on finance matters

Ensure that all financial authorities and otherobligation documents initiated at the incident areproperly prepared and completed

Determine incident requirements for time recordingand ensure that all personnel time records areaccurately 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




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5. Operational Guidelines5.1 Fire Control ObjectivesThere are three basic rules for the successful containmentand 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 workquickly.

(iii) Prompt and Complete Mop Up

when the fire is contained, begin the mop upimmediately

mop up thoroughly.

5.2 Fire Control StrategyThe strategy to control a fire (direct or in-direct) dependson an assessment of a number of criteria. These include:

The fuels involved

The fire weather


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The problems of having un-burnt fuels within the fireperimeter are reduced

Fire fighters can use the burnt area as an escape routeor safety zone.

However:

For direct attack, the fire can generally only be of lowto moderate intensity and with a low rate of spread

Fire fighters may be exposed to a greater level of heatand 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 somedistance from the fires edge. This control line mayinclude:

Less flammable fuel types Topographical features (streams, rivers, roads, etc)

Constructed fire breaks using hand tools and/ormachinery.

An In-Direct Attack:

Allows fire fighters to work well away from thedangers of high intensity fires

Is more likely to be effective against very high intensityfires

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 fuelbetween the control line and the fire


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5.3 CommunicationsIn any fire fighting operations, command and control of the incident can only be achieved with effective andreliable communications. Effective communicationsrequires radio networks and planning.

5.3.1 Communication NetworksA small incident may only require one or two radioservices for communications. A large incident howeverwill require multiple radio services to meet the needs forcommand/control functions and for ground and air

operations.SimplexSimplex is where the communications are directlybetween 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 singlefrequency (for each simplex channel).

Duplex/RepeaterDuplex or Repeater operation is where the signalfrom 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 theother radios switched to that channel. A Repeater will:

Provide communications over larger distances thanSimplex and where radios (handheld or vehicle) areseparated by hills, valleys, etc


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Portable RepeatersSome agencies have Repeaters packaged into robust andwaterproof transportable suitcases. These portable

repeaters can be deployed at incidents where simplexoperations are unreliable due to distance or terrain.

The Department of Conservation, the NZ Fire Service, theNational Rural Fire Authority and some RFAs have suchrepeaters that are available for major incidents.

Generally such a portable repeater would:

Be used as a command and control channel for theincident ground (with individual sectors using multiplesimplex channels)

Be deployed at the top of an adjacent hilltop to providecommunications over the entire incident ground

Include an internal re-chargeable battery providing forup to 24 hours operation

Include provision for external 12 Volt input fromvehicle supply or 240Vac input from a portablegenerator for extended operations

Include a portable antenna system that is deployed onthe hill top.

Cellular PhonesThe portability and increasing coverage provided bycellular phones has made these devices increasingly usefulfor incident communications. They:

Provide the ability to access the public telephonenetwork to call and request commercial services or toprovide data or fax capability

Provide for private person to person communications

on sensitive matters that can not be discussed on aradio channel

Are limited by the availability of coverage in andaround the location of the incident



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Should not be used where a radio channel is availableunless a private or extended conversation is requiredwith a specific person.

Incident Ground CommunicationsIncident Ground Communications (IGC) encompasses aradio network that is set up for communications betweenthe personnel on the fire ground. This will predominantlybe simplex but some repeater channels may be useddependent on the terrain and size of the incident ground.

LMRLand Mobile Radio (LMR) is the term generally usedwhen referring to repeater based networks that are usedto provide communications between vehicles, hand heldradios and base stations. Examples are:

NZ Fire Service LMR that provides communicationswith the three national communication centres(Comcens) located in Auckland, Wellington andChristchurch

Dept of Conservation has an extensive LMRthroughout NZ

TLAs have a Civil Defence radio network

Forestry companies have LMR networks foroperations may designate one channel for fire.

Ground to AirA number of simplex channels are reserved forcommunications between the pilots and air attack or airsupport functions. These include air band channels and adesignated Emergency Services Band (ESB) channel.These channels are strictly reserved for communicationswith the pilots and must not be accessed by other groundoperations unless an emergency situation arises.


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5.3.2 Communications PlanAt an incident, it is necessary to establish IGC, LMR andpossibly Ground/Air communications to meet the needs of ground operations, air operations and command/control.This can present significant challenges when multipleagencies are in attendance, all of whom may operate arange of different radio systems and channels.

It is essential that agencies in different regions co-operateto prepare a plan that sets out how they will establish theradio communications required at an incident. Thiscommunications plan may need to confirm a number of variations or options dependent on the locality of anincident and the available Repeaters, Cellphone coverage,etc in that area.

Of particular importance is the ability of all emergencyservices and supporting agencies to operate on thedesignated Emergency Services Band (ESB) and thedesignated 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 consultationwith the local air operators

Identifies the provisions for additional communicationservices including Phone (Landline and Cell), Fax andData

Sets out the radio call signs that will apply on the fireground

Identifies technical resources who may be required toassist in establishing and maintaining the radionetworks (and to pre-programme radios)



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Requires testing to confirm all agencies and operatorsare familiar with the assigned channels, call signs andprocedures

Needs to be agreed to and be signed off by therespective agencies

Included in the Rural Fire Authority fire plan for theinformation and reference of all agencies

Is further developed and formalised by the LogisticsSection of an IMT at a major incident.

5.3.3 Operating GuidelinesFormal operating procedures and practices ensure thatradio communications are effective and efficient.These include:

Be brief and to the point with messages, dont chator make flippant remarks on the channel

Use call signs, especially at the beginning and end of acommunication

Dont discuss private, personal or sensitive mattersover a radio

Be familiar with the phonetic alphabet if difficultpronunciations need to be spelt out

Radio operators should speak clearly and at a normaldelivery pace

Do not use inappropriate language or make offensiveremarks over a radio (or at any other time).


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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



(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 Channel

SimplexESB164 Liaison

DuplexMobileTx

140.05 MhzMobileRx

143.05 Mhz

Liaison Repeater(incl on Fire PortableRepeater)

Note: Some radio chans may require a sub-audible access tone (CTSS).

FireRepeater



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Dont: Dont make personal comments

Dont criticise any person or agency

Never talk Off the record, exaggerate or try to becute/funny

Dont guess, speculate or say No comment.Either explain why you cant answer the question oroffer to find out the answer

Dont disagree with the reporter. Tactfully andimmediately clarify and correct the information

Dont use jargon or acronyms, use plain language

Dont speak for or make any representations on behalf of any other agency.



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6. Fire Behaviour6.1 IntroductionThe fire behaviour information included in this FirelineHandbook represents a summary of the current state of

knowledge with respect to fire behaviour in New Zealandfuel types. It is based on material published by a numberof research and fire agencies both in NZ and overseas inan ongoing development of a New Zealand FireBehaviour Prediction (FBP) System

As such, this section is intended to provide a quick

reference guide on general fire behaviour together withrelevant equations and relationships. The relevantpublications should be referred to where more detailedfire behaviour predictions are required. The informationin this section will be updated as new information fromthe research becomes available.

Fire behaviour predictions are intended to assist in firemanagement decision making, and are not a substitute forexperience, sound judgement, or observation of actual firebehaviour. Fire behaviour can change rapidly due tochanges 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 beaware of the limitations of the models contained withinthis Fire Behaviour section, and be able to recogniseunique or unusual situations as fires can be potentiallydangerous at any level of fire danger.


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6.2 Fire Weather Index (FWI)System structure

Fire WeatherObservations

FuelMoistureCodes

FireBehaviourIndexes

TemperatureRelative Humidity

Wind SpeedRainfall

WindSpeed

TemperatureRelative Humidity

RainfallTemperature

Rainfall

Fine FuelMoisture Code

(FFMC)

Duff MoistureCode

(DMC)

DroughtCode(DC)

Initial SpreadIndex(ISI)

Build UpIndex(BUI)

Fire WeatherIndex

(FWI)



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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 ignitionand flammability of fine fuel.

Duff Moisture Code (DMC) - a numerical rating of theaverage moisture content of loosely compacted organiclayers 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 averagemoisture content of deep, compact, organic layers. This

code is a useful indicator of seasonal drought effects onforest fuels, and amount of smouldering in deep duff layers and large logs.

Initial Spread Index (ISI) - a numerical rating of theexpected 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 totalamount of fuel available for combustion that combinesDMC and DC.

Fire Weather Index - a numerical rating of fire intensitythat combines ISI and BUI. It is suitable as a general indexof fire danger throughout the forested and rural areas of New Zealand.


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6.3 Available Fuel Load (AFL) Forests



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6.4 Available Fuel Load (AFL) Grasslands

1 Based on a ground cover of 60%


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6.5 Available Fuel Load (AFL) Scrublands



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6.6 Headfire Rate of Spread (ROS) -Flat Terrain


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6.7 Slope Correction Factor


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6.8 Dense Scrub Slope Correction Factor

A reduced effect of slope on fire spread has been reported for dense scru

a reduced SCF has been proposed for scrub fuel types of one-third (1/3)

S e c t i on 6

J ul y 2

0 0 2

P a g e 9


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6.9 Headfire Intensity (HFI) Equations

Byrams 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 kilogramsper square metre (kg/m 2); 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 simplerelationship for field use is:

I = fire intensity (kW/m); and

L = flame length (m).

Note that flame length should not be confused with flameheight which is the maximum vertical extension of theflame front. Only in still air conditions (i.e., no wind) onflat terrain, are flame length and height equal.

I = wherewx r2

I = 300 x (L)2 [or L = I 300] where



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S e c t i on 6

J ul y 2

0 0 2

P a g e1 1


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6.10 Headf ire Intensity (HFI) Rate of Spre


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S e c t i on 6

J ul y 2

0 0 2

P a g e1

3


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6.11 Headfire Intensity (HFI) FlameLength Relationship

Note 1: From Byrams (1959) formula, I=259.833(L) 2.174

Note 2: Using the field approximation, I=300(L) 2


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6.12 Headfire Intensity (HFI) Fire suppressionGeneralised limits of fire suppression effectiveness in relatio


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6.13 Fire danger class criteria Forest

Forest Fire Danger Class Graph


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6.14 Fire danger class criteria Grassland

Grassland Fire Danger Class Graph



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6.15 Fire danger class criteria Scrubland

Grassland Fire Danger Class Graph


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6.16 Fire Danger Class Criteria

Continued over ...


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S e c t i on 6

J ul y 2

0 0 2

P a g e2 1

1


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6.17 Simple Elliptical Fire Growth Model


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Rough rules of thumb:

Spread Distance = Rate of Spread (ROS) x Elapsed Tim

Perimeter Length = 2.5 x Total Spread Distance

Perimeter Growth Rate (PGR) = 2.5 x Headfire Rate of

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6.18 Wind Speed Estimation

Continued over...


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* Provides an estimate of the unrestricted wind speed at 10m in the open.

Observable effects of wind refer to trees or structures in the centre of open (i.e.,

Open areas are preferably level or nearly level ground with only scattered tree10 times greater than the height of trees in neighbouring forests.

The estimate of wind speed, typica lly the mid-point of the values associated w

used together with FFMC to determine the ISI for fire behaviour predictions.

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6.19 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



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Selected Conversion Factors S e c t i on 6

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7. Fire Investigation7.1 On ArrivalAll personnel on the fire ground (and particularly thoseinvolved in the Initial Attack) should make a note of

anything that might assist determining the cause andorigin of the fire. Any information should be passed totheir Crew Leader or the Incident Controller and shouldinclude:

Any suspicious activities or persons at, or leaving, thescene (names, descriptions, vehicle registrations, etc)

The fire conditions on arrival (whats involved, fireintensity, smoke, flames, odours, etc)

Fire behaviour during the fire (rate and direction of spread, unusual behaviour)

Any indications of multiple points of ignition orevidence of accelerants

Statements or comments by occupiers or onlookers

Any pattern to reported fires.


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7.2 Fire Cause ReportThe Planning/Intell Manager is overall responsible withinthe Incident Management Team for having the cause andorigin of the fire investigated. The Planning/IntellManager may delegate this task to one of the unit leaderswithin the section. The Planning/Intell Manager ordelegated Unit Leader is responsible for collecting andevaluating 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 thefire then an appropriate expert in that field must beappointed as part of the fire investigation team.For example:

Any fire suspected of involving criminal activity mustinvolve the police

Any fire caused by an electrical installation must beinvestigated 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 areemployed to investigate the cause and origin of fires mustbe provided with terms of reference. These will set outthe objectives, scope and terms of their assignment.

Eg, a wildfire investigator may be required to Determinethe 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 mattersthat the Planning/Intelligence section do not want theinvestigator to address. Eg, compliance issues,interviewing particular people, talking or makingstatements to the media.



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A general overview of an operation.

A counter-fire commenced from a

natural 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 the

performance of that agencys role andtasks. Command relates to singleagencies and operates vertically withinan agency.

Has the same meaning as in theConservation Act 1987, and includes

land 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.

Briefing

Burnout

Cache

ChangeoverCheck-in

Checkpoint

CoordinatedIncidentManagementSystem (CIMS)

Command

ConservationArea

Contained


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The surrounding conditions, influences,and modifying forces of topography,fuel, and fire weather that determine

fire 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 be

approved by the Minister of Conservation, 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 such

distance (not exceeding 1 kilometre)of the boundary thereof as isapproved by the Fire Authority of that 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


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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 of response activities in an emergencysituation.

The overall management of the responseto an incident (see Control)

The group of incident managementpersonnel carrying out the functions of Incident Controller, OperationsManager, Planning/Intelligence Managerand Logistics Manager.

d bl h d d l

Fire Weather

Forward Triage

Helibase (HB)

Helipad (HP)

Incident

Incident ActionPlan (IAP)

IncidentControl Point(ICP)

IncidentControl

IncidentManagementTeam (IMT)

I C d

.


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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 resources

are gathered prior to deployment.Written incident practices adopted byan agency.

A statement detailing how an objective

is to be achieved.An organisation contributing servicesor resources directly to a lead agency.

Specific actions or tasks to implementincident

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