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FOREST SERVICE MANUAL
MISSOULA, MONTANA
FSH 5109.32a - FIRELINE HANDBOOK
NATIONAL WILDFIRE COORDINATING GROUP HANDBOOK 3
Region 1 Supplement No. 5109.32a-91-1
Effective October 22, 1991
NEW POSTING NOTICE: Supplements to this Handbook are numbered consecutively by title
and calendar year. After posting retain this transmittal until the next supplement to this
Handbook is received. Place it at the front of the Handbook immediately behind title page.
Page Code
Chapter 1
1-1 through 1-2
Chapter 3
3-1 through 3-17
Chapter 4
4-1 through 4-5
Chapter 5
5-1 through 5-2
Chapter 8
8-1 through 8-5
Chapter 9
9-1 through 9-9
Chapter 10
10-1 through 10-9
Appendix A1
A-1 through A-19
Superseded New
(Number of Sheets)
2
17
5
2
5
9
9
9
Digest:
Entire NWCG Handbook 3 revised and reissued by National Wildfire Coordinating Group
(NWCG), November 1989. This supplement reorganizes and restructures the supplement from
the previous Fireline Handbook to match parent text. Significant changes include:
Chapter 4 - addition of driving policies
Chapter 8 - addition of Billings sunrise/sunset table
Chapter 9 - addition of demobilization plan and a sample final fire package
Chapter 10 - addition of logistic guidelines and policy on replacement orders
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Appendix - addition of dozer capabilities, retardant use information, and mobilization of local
government forces
JOHN W. MUMMA
Regional Forester
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FIRELINE HANDBOOK
CHAPTER 1 - INITIAL ATTACK
Contents
Fire Control Strategies ........................................................................................................... 1-2
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FIRE CONTROL STRATEGIES
Except in certain fuels types, like ponderosa pine-grass, constructing indirect firelines with the
intent of burning out between the line and the advancing fire should be avoided. In many timber
types of the northern Rocky Mountains, indirect attack has generally resulted in either a major
escape or a mottled burned pattern which complicate eventual mopup of the fire. Direct attack
should be the preferred tactic in most cases. Indirect attack may be employed if the FSA or
EFSA identifies it as the most effective tactic to support the overall suppression strategy for the
fire.
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FIRELINE HANDBOOK
CHAPTER 2 - EXTENDED ATTACK
Contents
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FIRELINE HANDBOOK
CHAPTER 3 - LARGE FIRES
TYPE I AND II INDICENTS
Contents
Guidelines for the Takeover and Release of Incident Management Teams .......................... 3-2
Takeover of an Incident by an Incident Management Team ........................................ 3-2
Release of Incident Management Team ........................................................................ 3-7
Large Incident Debriefing Outline ......................................................................................... 3-8
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GUIDELINES FOR THE TAKEOVER AND RELEASE OF INCIDENT
MANAGEMENT TEAMS
Incident Name ______________________________ Unit ____________________________
Date ___________________ Incident Management Team Assigned ___________________
These guidelines provide for an orderly transfer of fire suppression responsibilities by local and
off-unit Incident Management Teams. This guide is for the assumption and release of incoming
Management Teams plus a checklist of information and data the receiving unit needs to provide.
Information will be written and verbal.
Takeover of an Incident by an Incident Management Team
The assumption of a fire by an off-unit team must be as smooth and orderly as possible.
Remember the local team is in charge until officially released.
The ordering unit should specify expected time of arrival and expected time of takeover by the
off-unit team.
The incomming Incident Commander should contact the fire unit dispatchers in advance and
arrange for:
1.Expected support staff.
2.Location of Agency Administrator.
3.Transportation needs. Team Incident Commander should also contact ordering Agency
Administrator or designated alternate immediately upon team assignment.
The ordering unit should do the following prior to the arrival of the incoming team:
1.Determine ICP/Base Location.
2.Order support equipment, supplies, and initial basic support organization for the fire.
3.Order or make ample supply of topography maps, base maps and so forth.
4.Determine transportation needs of incoming team. (From ordering unit to fire and on fire).
5.Determine Agency Administrator briefing time and location.
6.Obtain necessary information for the Agency Administrator briefing (see below).
7.Order communication cache and communication vehicle.
There should be two briefings of the incoming team. First briefing should be by Agency
Administrator at the site away from the fire. Second briefing should be by the Local Incident
Commander at the fire site. Transition period of takeover will depend upon complexity,
expertise of local team, and/or other problems.
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Agency Administrator Briefing. Should be as soon as possible after arrival of all members on
the team. It is impossible to list everything a team needs to know. The following are the more
important items that should be discussed:
1. General.
Name of incident
Approximate size of incident
Location of incident (on local map)
Land status
Name of local Incident Commander
General weather conditions
Fire behavior
Fuel types
Is it an air tanker show?
Is it a helicopter show?
ICP location
Base location
Other fires on unit
Other jurisdictions (Unified Command in place or contemplated, Area Command?)
2. Delegation of authority and assignment of responsibility.
Agency Administrator representative
3.Recommend local participation in team organization
4.MAC Organization (if needed or contemplated)
5.Evaluation of team assigned? Name
6.Names of resource advisors assigned to incident
7.Local fire policy
8.Resource values, land values, wilderness, roadless areas, rare and endangered species?
9.Priorities for control, escape fire analysis approved? (If Unified Command, now
integrated into overall fire strategy and objectives?)
10.Local unusual fire behavior and fire history in area of incident
11.Money limitations and constraints
12.Interagency agreements (existed and needed)
13.Legal considerations (current investigations in process)
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14.Pre-attack or Resource Protection Plans _______YES _______NO
15.News media relations/responsibilities. Line Officer objectives.
16.ICS-off-incident reporting requirements
17.Political considerations
18.Local political considerations
19.Contracting Officer assigned
Payroll procedure established for T&A transmittal
20.Training considerations
21.Training Specialist assigned or ordered
22.Other agencies on incident
23.Transportation routes
24.Air Operations:
Air tankers assigned
Effectiveness of air tankers to date
Air Attack Supervisor - Name
Air Base
Telephone
Helicopters assigned
25.Air Operations Technical Specialist assigned or ordered
26.Personnel on incident (General)
27.Equipment on incident (General)
(Exact numbers, names, ETA's provided if available.)
28.Supply system to be used (local supply, cache, ordering procedures)
29.Buying unit in place or ordered
30.If catering service is utilized or incident is contract administration provided?
31.Land status
32.Physical condition of local team
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33.Physical condition of personnel on rest of unit
34.Condition of crews
35.Capability of unit to support in-coming teams (suppression and support)
36.Rehabilitation policies (anything the team may need to know)
37.Estimated time when the incoming team will assume command
38.Closest medical facilities
39.Accident to date, status of reports, and safety objectives
40.Unit demobilization procedures
41.Unit expanded dispatch procedure
Local Incident Commander Briefing - Incoming team will be briefed by local Incident
Commander upon arrival at fire. After briefing, functions will start phasing into their areas of
responsibility, but will not assume control until the predetermined time. Local teams may
continue to work on fire in various functions depending upon physical condition and Agency
Administrator's direction.
1.Map of incident (best available)
2.Time of start
3.Spread - fire behavior
4.Fuels - at incident
Ahead of incident
5.Anchor points
6.Line held (on map)
7.Natural barriers
8.Weather forecast
9.ICP and Base/Campsites:
Established
Possible
10.Air tanker effectiveness to date
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11.Hazards (aircraft and people)
12.Access from base to line
13.Personnel and equipment on line
14.Personnel and equipment ordered (confirm information received at Agency
Administrator briefing)
15.Aerial photos __________YES __________NO
16.Helibase/helispot locations (use map)
17.Communication system in use:
Radio _____ Telephone _____ Mobile Phone _____
18.Water availability
19.Facility fire protection
Crash fire protection at helibase
Medivac arrangements
20.Review of existing plans for control in effect; copy of approved Escaped Fire Analysis.
21.Smoke conditions
22.Local political issues
23.Any security problems?
24.Overhead on line (names and location - put on map).
25.Copy machine in Incident Command Post _____YES _____NO
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Release of Incident Management Team
Release of an Incident Management Team is basically the reverse of the above. Date and time
must be approved by Agency Administrator or a representative. It must be as smooth as possible
and local team members should be assigned and start working with team members at the
predetermined time. Local management team should be off 24 hours prior to takeover.
Incoming team should start phasing-in local team as soon as demobilization begins.
Incoming team should not be released from the incident until:
1.Fire management activity is at the level and workload a local team can reasonably
assume.
a.Fire must be controlled or contained.
b.Most all line crew members released who are not needed for patrol and mop-up.
c.Base camp shut down, reduced, or in the process.
d.Planning Section Chief has prepared a rough copy of fire report and narrative.
e.Finance Section Chief should have most all known finance problems resolved.
Contact made with appropriate budget and financial personnel.
f.Resource rehab work completed or done to unit's satisfaction.
g.Overhead ratings completed.
2.Finance and Logistics Section Chiefs may have to stay longer or return to local unit to
resolve problems.
Incident Management Team should have closed debriefing session prior to meeting with Agency
Administrator.
Agency Administrator and Evaluation Team should debrief team and prepare evaluation as soon
as possible after release.
1.Items to cover:
a.Using unit should give team written performance evaluation.
b.Were objectives met? (See approved Escape Fire Analysis).
c.Safety.
d.Costs.
e.Outstanding or poor performance of individuals or crews.
2.Should an Incident Management Team be assigned to a fire and the above or portions of
the above procedures cannot be followed due to emergency conditions or other
problems, the assigned team Incident Commander and staff will work with
members of the using unit in obtaining the necessary information to make the
transition period effective and organized.
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LARGE INCIDENT DEBRIEFING OUTLINE
This evaluation is completed by the Incident Team and the Line Officer as a means for
documentation of the debriefing. The format is designed to facilitate the use of "checklist" with
elaborations. The team is not bound to the format, the specified items must be addressed.
Narrative elaborations, or attached supporting documents in the appendix are appropriate. The
outline is designed to be divided between the team members, to allow separate analysis, for a
common team review. "No" responses warrant an elaboration.
Transition from Unit (Type II) Incident Team to an Area (Type I) Incident Team
1. Was Area Team ordered soon enough?
YES NO
2. Was a realistic report time for the Area Team established?
YES NO
3. Did Area Team report to designated place by requested time?
YES NO
4. Actions taken by the Unit to prepare for Area Incident Team takeover.
a."Guidelines for Takeover and Release of Area Incident Teams" was complete and
appropriate; maps, photos, plans, etc. are available to Regional Fire Team.
YES NO
b.Resource needs for the next 24-hour period (2 shifts) have been anticipated and
ordered? (e.g., support services, fire camp, long team)
YES NO
c.Strategy and tactics are planned and documented for next shift?
YES NO
d.Adequate records of resources ordered on the fire are maintained?
YES NO
e.Adequate Escaped Fire Situation Analysis (EFSA) are prepared?
YES NO
5.Include a short narrative on the adequacy of the transition from Unit to Area Incident
Team.
Briefing of Area Incident Team
1. Line Officer participation in briefing.
a.Area Supervisor or Acting?
b.Unit Manager or Acting?
2. Unit preparation adequate?
3. Escaped Fire Situation Analysis was utilized?
YES NO
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4. Resource Advisor was assigned?
YES NO
a. Participated in briefing?
b. Assigned full time to Fire Team?
5. Explain any appropriate interagency participation in briefing?
6. Include a short narrative evaluation of adequacy of briefing.
Safety
1.Identify any safety problems on the Incident. What was done to resolve them?
2.How did the Team incorporate or consider safety in planning strategy, tactics, and
supporting logistics?
3.How did the Team communicate safety considerations and hazards to Incident
personnel? (e.g., use of briefings, shift plans, bulletin boards, verbally, etc.)
4.Adequacy of medical facilities on incident.
5.Adequacy of contingency plans to transport serious injured to hospital.
6.Team initiated adequate and prompt accident investigations, and completion of AD-278's
by the IC.
Planning
1.Escaped Fire Situation Analysis
a.EFSA was revised/updated to reflect changing conditions?
YES NO
b.Adequate coordination evident, between Line Officer/Incident Team in developing
EFSA?
c.Planning strategy responsive to EFSA direction?
2. Intelligence gathering and utilization
a.What methods were utilized to gather intelligence?
b.Was available intelligence data sufficient?
c.Were probabilities calculated and documented?
d.How accurate were calculations of probabilities?
YES NO
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3. Adequacy of shift plans
a.Suppression's objectives were clearly stated?
YES NO
b.Adequate information in the following areas provided to enable overhead to meet
objectives?
(1) Expected production rates?
(2) Weather?
(3) Fuel Types?
(4) Map of Incident?
(5) Communications Plan?
(6) Deploy and pick up points, and times?
(7) Description of work to be accomplished?
(8) Information on resource identification? (e.g., crew names, Overhead names,
equipment numbers, etc.)
(9) Safety message?
c. Did line overhead understand the plans?
d. Did the plans have credibility, in the opinion of the overhead?
e. Were the briefings of overhead adequate?
4. Was the planning organization adequately staffed?
5.Was the IC-209 prepared and submitted daily in accurate and timely manner to Incident
Unit?
6.Did the Planning Section Chief keep the Incident Unit informed with current status
reports on fire behavior, rate of spread, acres burned, and projected loss until next
reporting period?
Logistics
1. Communications Plan responsive to needs?
a. Frequency management adequate?
b. Interference problems with other Incidents resolved?
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2. Food Service
a. Acceptable to the firefighters?
b. Met sanitation standards?
c. Reasonable and acceptable costs?
(1)What efforts did the unit or team make toward price monitoring?
(2)Did the unit or team compare alternative means of providing food? (e.g., caterer Vs - Agency operated kitchen)
3. Transportation plan responsive to Incident needs in providing:
a. Transportation of crews from Base (Camp) to fireline?
b. Transportation from supply source to Base?
c. Road maintenance?
d. Dust abatement?
e. Marked and controlled routes?
f. Reasonable duration of shifts for drivers? (NTE 12 hours)
g. Qualified drivers?
h. Split shifts for drivers?
4. Logistics/Service organization met operation period change deadlines?
5. Overall incident security adequate?
a.Adequate controls on issuance of equipment and supplies utilized?
b.Incoming/outgoing supplies manifested, and checked off, using Waybill Procedure?
6. Base Management
a.Layout acceptable?
b.Sanitation acceptable?
c.Within size limits in terms of numbers of people, parking, etc.?
d.Camps were used and effective?
Camp Post was reasonable and appropriate?
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7. Procurement
a.Fire order procedure followed.
b.All orders through single point? (Supply Unit Leader)
c.Reasonable lead time and ETA's established?
d.Waybill Procedures followed?
e.Adequate coordination between Team with its Supply Unit Leader, and the Unit's
procurement organization?
f.For supplies and equipment eligible for FFF purchase.
Suppression
1. IAP plan objectives and targets were met?
a.Deviations from IAP plans were accomplished properly, and only as needed?
b.Use of aircraft was prudent and safe? (e.g., -Exposure in helicopters minimized,
retardant drops only as needed)
c.Helicopter operations checklist filled out and followed?
d.Line production targets attained?
e.Operation period changes accomplished at estimated times?
f.Control objectives attained?
g.Safety objectives met?
2. Length-of-Operation Period limitations not exceeded?
3.Condition of crews adequately monitored to identify tired crews and provide rest?
4.Helitorch Evaluation. If the helitorch was used in backfiring operations, include a brief
evaluation of its effectiveness. Evaluation should include:
a. Adequacy of planning.
b. Safety considerations.
c. Communications.
d. Strategic effectiveness.
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Finance
1. Adequately staffed?
2.Crew time reports used and signed by appropriate overhead, not Crew Leader?
3.Equipment rental records current?
4.Claims promptly investigated and resolved with adequate documentation?
5.Compensation-for-injury forms and records current and complete coordination with
Safety Officer, Medic, and Medical Unit?
6.Finance Section Chief participated in the preparation of the Morning Report?
7.Monitoring of cost/effectiveness adequate?
8.Are plans for transmission of personnel time for FS personnel to home unit adequate?
9.Was time currently posted for:
a. personnel
b. equipment
10.Was equipment managed in accordance with the agreement?
11.Were pre and post equipment inspections made?
12.Was all equipment covered by current agreement?
13.Was there adequate management support for operation period length control, cost
benefit analysis, and other fiscal matters?
14.Were commissary procedures followed?
15.Were gas and oil issue controls adequate?
16.Were adequate records kept of force account repairs to non-Government equipment?
17.Was there monitoring of exempt FLSA personnel who are approaching or have
exceeded maximum pay limitation?
18.Has contact been made with agency representative for debriefing and hand off of fiscal
records after fire?
19.Are necessary agreements in effect with private parties for use of private land or
facilities in fire suppression activity?
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Accountability
1. Performance
a.Performance of individuals evaluated continuously?
b.Deficiencies in performance promptly corrected?
c.Strong performance appropriately recognized?
d.Red cards collected and filed by plans and utilized to assure personnel were assigned
only as qualified. (i.e., red carded for position?)
NOTE: This assessment requires an analysis of assigned personnel, recommended
as an inclusion in the appendix.)
e.Written performance evaluations completed on overhead and crews?
2.Personnel actually performed all aspects of their fire job descriptions, as described in
Fireline Handbook.
3.Cost effectiveness in the following areas reasonable and prudent:
a.Selection of control alternative
b.Use of helicopters
c.Use of air tankers
d.Rental equipment
e.Personnel--crews and overhead
f.Equipment and supplies
g.Food services
h.Spike camps
4.Briefly describe how coordination within team occurred. How were coordination
problems corrected?
5.Environmental objectives
a.Did the team meet the environmental objectives and constraints identified in the
EFSA?
b.Were the effects of the fire suppression effort upon the environment acceptable?
Interagency Coordination
Describe the extent of involvement, or roles of cooperating fire agencies.
1.Was interagency involvement in planning adequate?
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2.Were the efforts to organize for a common incident, rather than separate agency efforts,
effective?
Discuss any interagency coordination problems and remedial actions.
Discuss any cost sharing.
Fire Information
Was the fire information responsibility shared by the Agency Administrator and the Team?
1.Fire information provided to the media accurately, in a timely manner, and with
minimum impact upon Incident and Unit organization.
2.Unit organizations receive timely information on media coverage of incident, as well as
current events.
3.Staffing of organization prudent.
4.Did the team provide timely, accurate information to the Incident Information
organization?
Training Opportunities
1.Was a Training Specialist assigned promptly?
2.Were training opportunities identified and utilized fully?
3.Were identified shortage category positions given priority for training?
4.Did training assignments meet the trainees' needs?
Demobilization
1.An adequate demobilization plan was prepared.
2.Demobilization was coordinated with Unit and Area.
3.Demobilization occurred according to plan.
4.Was demobilization process efficient?
5.What problems surfaced during demobilization, and how were they addressed?
As evaluation may take place early in the suppression effort, evaluation of demobilization may
not be complete on every Incident due to time available to evaluation team.
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When the evaluation team will depart from the Incident prior to demobilization, a discussion of
the planning process (items 1, 2, and 6) should provide the means for limited evaluation of
demobilization.
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Support Efforts
A.Unit
1. Procurement
a.Does the unit have an Incident Procurement Service: Supply Plan?
b.Was the plan adequate?
c.Was the plan implemented in a timely manner?
d.Did it meet the needs of the Incident?
e.Did procurement efforts conform to standards?
f.Unit had adequate presigned agreements for equipment and supplies.
g.Did the unit experience undue difficulty in filling procurement positions with
qualified people?
h.Were costs adequately considered?
2. Dispatch Organization
a.Expanded Dispatch Plan
(1)Unit had a plan?
(2)Unit plan was implemented?
(3)Dispatch function met the Incident needs?
(4)Coordination with Unit Procurement organization was adequate?
b.Coordination with cooperating agency dispatch organization was adequate?
c.Adequate staff was secured, to keep shift length below 12 hours?
B. Area
Identify any problems that surfaced on the Incident or Unit, attributed to Area. What were
resolutions? ("Area" includes Area Coordinator, Dispatch, Cache, and Aviation
organizations. It also includes coordination and support from BIFC.)
C. Aviation
This refers to aviation activities removed from the fire, such as Air Tanker Base
operations. Are there any aviation activities outside the Forest or Region responsibilities
that warrant examination? (e.g., air tanker base operation of other Regions, MAFFS, etc.)
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D. Area Command
1.Organization Management
a.Was the organization and staffing prudent for the situation?
b.Was the physical location and arrangement of Area Command conducive to
efficient flow?
c.Was the information flow efficient?
d.How and by whom was the Area Command established?
e.Was there continuous Agency Administrator/Area Command contact?
f.Did teams and Area Command have a common understanding of their respective
roles?
2. Coordination
a.How did Area Command gather and store information?
b.How were priorities set for utilization of resources?
c.How were these priorities coordinated with Area?
d.How were local cooperators included?
e.Did Area Command hold joint meetings with Incident Command?
3. Quality Control
a.How was team performance monitored?
b.Were performance evaluations constructive?
Recommendations
Recommendations for improvement in specific areas may be included here. Normally they will
be directed to the Area Line Officer for his/her consideration. It may be appropriate to direct a
recommendation to the Line Officer or Incident Commander.
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Appendix
Support documents are included here. No specific inclusions are expected, but the following
examples would help the review process. Particular attention should be given to documents that
clarify and support specific recommendations:
A.Escaped Fire Situation Analysis.
B.Sample of IAP.
C.Functional Plans, such as:
1.Communication Plan.
2.Medical Plan.
3.Transportation Plan.
4.Helitorch Operation Plan
D.Map of Incident.
1.By burning periods.
2.Final control.
E.Sample "Daily Incident Report".
Should an Area Incident Team be assigned to a fire and the above or portions of the above
procedures cannot be followed due to emergency conditions or other problems, the assigned
team Incident Commander and staff will work with members of the using unit in obtaining the
necessary information to make the transition periods effective and organized.
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FIRELINE HANDBOOK
CHAPTER 4 -FIREFIGHTING SAFETY
Contents
Firefighting Safety Guidelines ............................................................................................... 4-2
Clothing and Protective Equipment ............................................................................ 4-2
Rest and Recuperation for Firefighters .................................................................................. 4-2
Driving ................................................................................................................................... 4-3
Safety Briefing/Checklist Topics ........................................................................................... 4-3
Downhill/Indirect Line Construction .......................................................................... 4-3
Staging Areas/Drop Zones .......................................................................................... 4-3
Safety Zones/Escape Routes ....................................................................................... 4-4
Remote Camps ............................................................................................................ 4-4
Tree and Snag Falling.................................................................................................. 4-4
Evacuation Procedures ........................................................................................................... 4-5
Training .................................................................................................................................. 4-5
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FIREFIGHTING SAFETY GUIDELINES
Clothing and Protective Equipment
Personal protective equipment (PPE) consists of fire resistant clothing such as aramide or
polyamide, hardhats with chin strap nomex or leather gloves, boots, eye protection and fire
shelter. Wear flame resistant clothing while on the fireline and when flying in helicopters.
NOTE: Montana DSL requires all protective clothing in this section except they do not
require Nomex pants on firelines. Cotton pants are acceptable (although Nomex is commonly
worn). Rural volunteer forces usually don't have Nomex pants. Central Land Office requires
Nomex pants at all times because of helitack operations.
All incident supervisors must ensure that their employees, including contractors, cooperators,
and incidental fire site visitors have and understand when, where and how to deploy the fire
shelter.
All incident supervisor's must ensure that employee's under their supervision are supplied with
the appropriate personal protective equipment and clothing.
Supervisors must ensure that subordinate(s) understand how to use and wear personal protective
equipment and clothing.
REST AND RECUPERATION FOR FIREFIGHTERS
Management of crew, overhead, and support personnel rest to assure safe, productive fire
suppression activity is a basic responsibility of fire management personnel. Utilize the following
guidelines in decisionmaking to assure adequate rest for fire suppression crews, overhead and
support personnel.
- Plan for and ensure a 2 to 1 work/rest ratio. Provide 1 hour of sleep/rest every 2 hours of
work/travel.
- Forest Service fire assignments are 14 days within the Northern Rockies Area. Outside
of the Area, personnel will comply with the National direction. National shared forces should
expect and plan for 21-day assignments in all cases.
- Bureau of Land Management honors the National Mobilization Guide standard of 21
days for all fire assignments.
-Maximum length assignment will not exceed 21 days unless justified in writing by the
Incident Commander and approval for further involvement is received from the home unit.
- The maximum assignment for certain State crews is limited through
agreement to 14 days plus travel.
- Provide a minimum of 1 full day rest in every 14 day assignment and 2 full days rest in
every 21 day assignment of continuous suppression activity.
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- If AD crews are released at the end of a 14-day assignment R&R will not normally be
provided.
- Provide a minimum of 24 hours of rest for sleep and personal services following
extended suppression assignment before mobilization to another fire.
DRIVING
When dispatched or assigned in emergency situations, apply the following driving restrictions:
- Employees assigned full-time driving responsibilities will not exceed a shift length of 12
hours of which no more than 8 hours may not be actual driving time. All work shifts must be
followed by a minimum of 12 consecutive hours in non-duty status.
-Employees assigned part-time or incidental driving responsibilities will not exceed a shift
length of 12 hours of which no more than 8 hours may be actual driving time. All work shifts
must be followed by a minimum of 8 consecutive hours in non-duty status.
- Between shifts, drivers shall be off duty for a period of not less than: Full-time drivers-12 hours; Part-time or incidental drivers--8 hours at a location where sleeping facilities are
available.
-Drivers are to avoid driving continuously for more than 2 hours without a rest stop.
Passenger-haul driver must stop 10 minutes every hour.
-Ensure all drivers/operators, including contract drivers, of crew hauling buses and
military-type crew hauling vehicles, are currently licensed by appropriate State and Agency.
-The crew supervisor will act as the "driver supervisor" of buses and military-type crew
haul vehicles (i.e., 6x6). Supervisory duties will:
-Include observation of driver for substandard performance.
- Accept safety complaints from crew/passengers and take appropriate action.
Appropriate action as a minimum would mean a verbal conversation with the driver;
maximum would mean grounding the vehicle.
- Inspect loaded equipment and gear to make sure it is secure and does not block
access to emergency exits.
SAFETY BRIEFING/CHECKLIST TOPICS
Downhill/Indirect Line Construction
Northern Rockies Area Fire Management officials discourage indirect line tactics.
Staging Areas/Drop Zones
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Establish staging areas and drop zones in locations large enough to safely accommodate
anticipated personnel and vehicle traffic.
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Consider:
- Snags and burned green trees.
- Rolling and/or falling rocks and debris
- Location of the incident and establish escape routes, discuss with personnel.
- Personnel that are napping and resting while waiting for transportation and/or
instruction are safe from accident or injury.
- Visibility and excessive noise.
- Location of staging areas/drop zones in proximity to main traveled road ways.
Safety Zones/Escape Routes
- Ensure all personnel know the escape route(s) and alternates to the safety zone. Two
routes into and out of an area is preferable to prevent traffic jams at shift change.
- If personnel are applying coyote tactics and are involved in progressive line construction
techniques ensure that safety zones and escape routes and alternates are always established and
understood.
- Ensure overnight camps are fire safe.
Remote Camps
Because most remote camps are usually supplied by helicopters or paracargo drops, locate
personnel staging areas and sleeping areas away from flight paths and drop zones.
-Mark all drop zones.
-Ensure all personnel, know the location(s) of drop zones.
-Ensure personnel know appropriate operating frequencies. Establish communication with
incoming aircraft prior to delivery of cargo/supplies.
-Ensure all personnel are aware of incoming cargo/supplies.
-In remote camps establish emergency evacuation routes and discuss with all personnel.
-Provide fire shelters for all personnel.
-Ensure all personnel know when, where and how to deploy the shelter.
Tree and Snag Falling
Use the following guidelines in decisionmaking to ensure personnel safety:
Ensure only fully qualified cross cut and chainsaw operators are allows to fall snags and
large green trees (normally over 20 inches d.b.h.).
Operators are NOT required to cut any trees or snags regardless of size they are not
comfortable with or qualified to cut.
There will be no falling at any time when the top of the tree or snag is not clearly visible
due to darkness, smoke, snow, fog, etc.
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EVACUATION PROCEDURES
County Sheriff's have responsibility for evacuation. Contact local Sheriff's Office through the
appropriate procedures, if needed.
TRAINING
To promote safety, production, and boost morale, supervisor's are encouraged to utilize
personnel in training positions during incident wind down and/or mopup operations. The intent is
to develop skill and knowledge levels of personnel in line and operation functions.
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FIRELINE HANDBOOK
CHAPTER 5 - COMMON RESPONSIBILITIES
Contents
Demobilization Activities ...................................................................................................... 5-2
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DEMOBILIZATION ACTIVITIES
At the end of each incident assignment form SF-371 (Fire Overhead Performance Rating) or SF372 (Fire Crew Performance Rating) will be prepared by the Fire Job Supervisor for all incident
overhead and crews assigned on all incidents. In addition to the performance rating function,
completed Fire Overhead Performance Rating forms will serve as the documentation for the
National Interagency Fire Job Qualifications System (NIFQS) to show a person has completed a
fire assignment as a trainee or qualified person.
Ratings will always be discussed with the incident overhead and crew bosses and a written copy
given overhead and crew bosses before departing the Incident. Organized crews will be rated by
the last supervising Strike Team/Task Force Leader prior to the departure of the crew from the
Incident; acknowledging Crew Boss signature will be obtained.
Each Incident Commander will present completed performance rating forms to the Incident Unit
as part of the final fire package. The Incident Unit will forward the original copy of the rating
forms for off-Unit persons and crews to the Regional Fire Coordinator who will distribute rating
forms to the home unit.
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FIRELINE HANDBOOK
CHAPTER 8 - AIR OPERATIONS
Contents
Administration ....................................................................................................................... 8-2
Sunset/Sunrise Tables ............................................................................................................ 8-3
Billings
Missoula
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ADMINISTRATION
All aircraft and pilots must be properly certified or qualified for use. Certification of new
aircraft, or pilots arriving on incidents, should be reviewed prior to work assignments.
Uncertified pilots or aircraft will not be used until an inspection by a qualified individual can be
made.
The State of Montana conducts their aviation operation in full accordance with FAR 135 and
additionally has adopted USFS 5700 pilot flight and duty limitations as their internal operating
regulations. Region 1 inspects State aircraft and pilots to the same requirements and standards as
our commercial contractors issuing qualification cards to both aircraft and pilots.
Sample certification forms are shown below:
The 3 samples must be viewed in Master copy.
(helicopter pilot card)
(aircraft data record)
(aircraft pilot card)
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SUNRISE AND SUNSET TABLE
This table is in paper copy only.
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This table is in paper copy only.
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FIRELINE HANDBOOK
CHAPTER 9 - PLANNING
Contents
Sample Demobilization Plan.................................................................................................. 9-2
Sample Final Fire Package Format ........................................................................................ 9-7
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SAMPLE DEMOBILIZATION PLAN
DEMOBILIZATION PLAN
___________________ INCIDENT
______________________ (LAND UNIT)
Prepared by
Date
Demobilization Unit Leader
Recommended
Date
Planning Section Chief
Recommended
Date
Logistics Section Chief
Approved by
Date
Incident Commander
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This Demob Plan contains five (5) sections:
1.General Information
2.Responsibilities
3.Release Priorities
4.Release Procedures
5.Travel Information
I. GENERAL INFORMATION
All releases of resources from the
Incident will be facilitated by the Demob
Unit after IC approval. Section Chiefs will initiate the demob process. Resources will be held at
the incident during the time it takes to process them through demob. No resources are to leave
the Incident until authorized to do so. At this time, an off-Incident Demob center will be
activated. The Demob and Ground Support Unit Leaders will coordinate to provide for all
ground transportation of released personnel and equipment. The Demob Unit will arrange for any
needed flight arrangements, giving at least 24 hours notice to local dispatch.
The following are general guidelines to be followed for resources that are leaving the Incident:
A.No person, except local resources, will be released without having a minimum of 8
hours off-shift, unless specifically approved by the IC.
B.All vehicles leaving the incident will have a safety inspection. Any deficiencies will be
corrected, or provided with documentation to allow correction at their home unit.
C.All resources must be able to arrive at their home base prior to 2200 (10 PM). Other
cooperators must meet individual agency regulations pertaining to rest and travel.
D.All individuals, groups, crews, etc., will be briefed prior to leaving the Incident.
Briefing to include 1) method of travel, 2) passengers (if any), 3) destination, 4)
ETD Camp/ETA home base and 5) transportation arrangements.
All crews returning home on commercial aircraft will be showered and wear clean clothing.
To facilitate efficient processing, Logistics and Finance will be notified as soon as possible when
surplus resources are to be demobed. (Demob will try to advise these two units 24 hours in
advance). Off-Incident dispatch centers will also be notified in advance.
Notification of demobing personnel will be through posting Tentative Releases on a demob
bulletin board. Crew supervisors may also be paged when the demob process is to begin.
If applicable, all oversize vehicles (e.g. transports) must have appropriate permits to comply with
State Vehicle Codes and State Road Department and Highway Patrol specs.
Performance ratings are required for all resources assigned to the incident.
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II. RESPONSIBILITIES
Functional heads (e.g. section chiefs and unit leaders) are responsible for determining resources
surplus to their needs and submitting lists to the Demob Unit Leader or Planning Section at least
24 hours in advance of planned release.
The Demob Unit Leader (or Planning Section) is responsible for:
Preparing the Demobilization Plan.
Assuring a complete inventory of resources exists, including request numbers,
home unit, point of return, whether transportation is needed, etc.
Compiling and updating release lists, and keeping servicing dispatch office
informed. (Any incident-formed strike teams and or task forces must be disbanded
by Resources before release from the Incident).
Making all notifications to Incident and off-Incident personnel regarding tentative
releases and confirmations. (Includes air tanker base and other off-incident
facilities).
Working with jurisdictional agency to arrange transportation.
Making sure all signatures are obtained on the Demob Checkout form (ICS-221).
Monitoring the domob process and making any adjustments as needed.
The Incident Commander is responsible for:
Establishing the release priorities unless otherwise prescribed.
Review and approval of the Demobilization Plan.
Review and approval of all tentative release sheets.
The Interagency Resource Representative is responsible for:
Providing any agency specific requirements for the Demob Plan.
The Safety Officer is responsible for:
Identifying any special safety considerations for the Demob Plan.
The Planning Section Chief is responsible for:
Review and recommending the Demobilization Plan.
The Functional Section Chiefs are responsible for:
Providing recommended releases to Demob Unit at least 24 hours in advance of
planned departure.
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The Resource Unit Leader is responsible for:
Adjusting shift assignments to facilitate batching resources for efficient demob.
The Logistics Section Chief is responsible for:
Assuring through Facilities all sleeping and work areas are cleaned before
personnel are released.
Assuring through Supply all non-expendable property items are returned or
accounted for prior to release.
Assuring through Demob and Ground Support there will be adequate ground
transportation during the release process. All vehicles and equipment are inspected
by Ground Support and any deficiencies corrected or noted on inspection forms.
Completed inspection forms are attached to the ICS-221.
Assuring through Communications all radios have been accounted for or returned.
Assuring through the Food Unit there will be adequate meals for those being
released and for those remaining in camp. Provide lunches for demobing
personnel.
The Finance Section Chief is responsible for:
Completion of all personnel, equipment, and other pay documents for released
resources.
Assuring all medical and CA documents are attached to the pay documents.
Coordination for any ADO payoff(s), and ensuring the Demob unit is apprised of
ADO considerations.
Establishing cutoff times for commissary privileges for released resources. Cutoff
times must be posted on bulletin board and/or made part of the daily operational
plan.
III. RELEASE PRIORITIES
The following release priorities have been established by
___ County and Local Cooperators___ Engines (
___ Contract Equipment___ Engines (
)
___ Local Agency Crews___ Agency Regulars
___ Out-of-Region Agency Crews
___ Type I Crews
___ Type II Crews (AD)
:
)
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IV. RELEASE PROCEDURES
Functional heads will identify surpluses within their units and submit a list (or lists) to the
Demob Unit Leader in the Planning Section at least 24 hours in advance of planned release.
Demob will combine lists and form a "Tentative Release" list to be submitted to the IC for
review and approval. Demob will work with Resources Unit so the resource status board(s) can
be kept current.
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SAMPLE FINAL FIRE PACKAGE FORMAT
This format is designed to organize the Final Fire Packages for the Incident Unit and give
direction to the Overhead Teams. The format is divided into four major sections: Command/
Planning/ Operations, Logistics, Finance, and Demobilization. These are then broken down
further by function or activity. Certain finance information is to be boxed seperately and given
to the B&F and Personnel sections. The format also describes the boxes, labeling, and
organization of the inform-ation. The following Index lists the items that are to be included in
the Final Package, each incident may or may not have all the items listed. This list is to be used
a guide in organizing the package.
1. Index
COMMAND/PLANNING/OPERATIONS
2. Line Direction / Delegation of Authority
3. Supplement Agreements
4. Escaped Fire Situation Analysis
5. Fire Report 5100-29a
6. Incident Narrative
7. Transition Plans
8. ICS-209 Incident Status Summary
9. Organization Chart
10. Incident Action Plans
a. 8/2
b. 8/3
c. 8/4 Filed by date, includes both day & night plans
d. 8/5
e. 8/6
11. Maps
12. Cultural Resource Maps
13. Strategy Meeting Notes
14. ICS-215 Operational Planning Worksheets
15. Fire Behavior Narrative
16. Weather Forecasts/Fire Behavior Projections
17. Infrared Imagery
18. Air Operations
a. Summary
b. Helicopter Operations Checklist
c. Passenger/Cargo Manifests
d. Aircraft Daily Cost Summarys
e. Aircraft Initial Reports
f. Air Operations Radio Logs
19. Safety Summary/Narrative
20. Area/Road Closures
21. Structure Protection Plan
22. R&R Plan
23. Fire Information
a. News Releases
b. News Clippings
c. FIO Summary
24. Human Resource/Training Summary
25. Letters of Appreciation
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26. Fire Suppression Rehabilitation Plan
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LOGISTICS
27. Resource Orders - Overhead
28. Resource Orders - Crews
29. Resource Orders - Equipment
30. Resource Orders - Supplies
31. Resource Orders - Aircraft
32. ICS-211 Check-in List
33. Passenger/Cargo Manifests
34. Support Vehicle Inventory
35. Transportation Plan
36. Motor Pool Dispatch Logs
37. Vehicle/Equipment Inspections
38. Cache Inventory
39. Cache Returns
40. Cache Issue Records
41. AD-107 Property Transfers
42. Property Returned to District/Forest
43. AD-112 Property Damaged or Destroyed
44. ICS-214 Unit Logs
45. Radio Logs
46. General Messages
47. Medical Plan
48. Medical Issue Records
49. Medical Summary
50. Medical Resource Orders for APMC
51. Security Summary
52. Investigations
FINANCE
53. Land Use Agreements
54. Potential Claims
55. Motor Vehicle Accident Reports
56. 16 Hour Justifications
57. Volunteer Agreements
58. Equipment Inspections
59. Rental Equipment Use Records
60. Fuel/Oil Issue Records
61. Commissary Issue Records
62. Cost Unit Records
63. Fire Time Reports - Overhead/Casuals
64. Fire Time Reports - Crews
65. Crew Time Reports - Overhead/Casuals
66. Crew Time Reports - Crews
DEMOBILIZATION
67. Demobilization Plan
68. Demob T-Cards
69. ICS-221 Demob Check-out
70. Performance Ratings
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Information to be turned over to the Budget and Finance Section
Claims
Invoices
Information to be turned over to the Personnel Section
CA-1s
APMC records
Motor Vehicle Accident Records
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FIRELINE HANDBOOK
CHAPTER 10 - LOGISTICS
Contents
First Aid Specialist and Assistants....................................................................................... 10-2
Logistics Guidelines............................................................................................................. 10-4
Sleeping Areas ........................................................................................................... 10-4
Toilets ........................................................................................................................ 10-4
Garbage and Litter Control........................................................................................ 10-6
Showers ..................................................................................................................... 10-7
Wash Basins .............................................................................................................. 10-8
Replacement Orders ............................................................................................................. 10-9
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FIRST AID SPECIALIST AND ASSISTANTS
The First Aid Specialist and assistants are responsible to the Logistics Section Chief for
operating and maintaining the First Aid Station.
The purpose of the Field First Aid Station is to provide Basic Life Support for injuries, and
minor medical care for the more common minor medical problems on a fire. The Unit will be
staffed with enough medical personnel to maintain the Base Camp for each required shift. Once
this is ensured, other medical personnel may be made available for placement to the fireline. All
additional medical personnel should be ordered through the normal chain of command.
Chain of Command
Incident Commander
Logistics Section Chief
Service Branch Director
Medical Unit Leader
Field First Aid Station Personnel
The Field First Aid Station personnel will be available on a 24 hour basis to respond to accidents
and/or injuries and to provide security for the Aid Station from time of dispatch until demob.
Extreme care must be exercised at all times to ensure the Field First Aid Station personnel are
operating within the scope of their assigned responsibilities and duties.
Responsibilities and Duties
A. Aid Station Specialist:
1.Supervises emergency medical treatment in camp and on the fireline at the scene
of an accident.
2.Serves as medical specialist to aid in screening out persons unfit for fire
assignments.
3.Responds to requests for medical transportation.
4.Keeps Service Branch Director appraised of frequency of injuries and treatments
required and requested.
5.Responds to requests for medical supplies and orders the supplies as needed.
6.Responds to requests for use of prescription drugs.
7.Responsible for security of prescription drugs.
8.Responsible for security of the Aid Station.
9.Schedules work shifts and time of the Aid Station personnel.
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10.Notifies Finance/Comp for Injury of situations requiring a CA-1.
11.Prepares all medical reports and submits reports as directed.
a. Patient Evaluations
b. Record of Issues
c. R-1 Field First Aid Station Daily Summary
d. Summary of Cases Transported to a Medical Facility
e. Resource Order Log for APMC (Agency Provided Medical Care)
f. Area hospital location and capability
g. Helicopter ambulance information
h. Unit Log ICS-214
i. Medical Plan ICS-206
12. Provides training and guidance to the Aid Station Assistants and Attendants.
13. Responsible for picking up the Aid Station and drug kit from the Aerial Fire Depot.
14. Responsible for making sure equipment is working and in order.
15. Obtain briefings from the Logistics Chief or ICS Medical Unit Leader.
16. Determines the level of emergency medical activities performed prior to activation of
the Aid Station.
17. Activates the Aid Station
a.Orders additional Aid Station personnel if necessary.
b.Sets up the Aid Station (puts up tent, opens boxes and gets ready for
business).
18. Prepares procedures for major medical emergency.
19. Declares major medical emergency as appropriate.
B. Aid Station Assistant:
1.In the absence of the Aid Station Specialist the Assistant is responsible for all the
Specialist's duties with the exception of the prescription drugs.
2.Assists and backups the Specialist in the performance of his/her duties.
3.Requests guidance from the Specialist in uncertain situations.
4.Assist with providing training and guidance to Aid Station Attendants.
5.Responsible for a spike camp under the direct supervision of the Specialist.
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LOGISTICS GUIDELINES
Sleeping Areas
1.Completely separated from vehicular traffic to prevent vehicles from crushing sleeping
people. Roped off or barricaded.
2.Quiet with an environment conducive for sleeping.
a.Minimize dust.
b.Minimize fire and other hazards, i.e., varmints, insects, snakes, water, sprinkler
systems.
c.Adequate space between sleeping people. The accepted national standard for
prisons is 60 square feet per person. This can be directly applied to base or
camps with acceptable results.
3.Shade for daytime sleeping is imperative if a restful sleep is expected.
a.Find naturally shady areas.
b.Procure tents or awnings from a vendor or the National Guard.
c.Transport out-of-service personnel to shady area if in a different location from
other base activities.
d.If the weather is inclement, suitable shelters must be provided to protect
personnel from rain, wind, and cold.
4.Separate sleeping areas. Group by these categories:
a.Incarcerated personnel need to consider security provisions.
b.Day/night sleeping.
c.Kitchen personnel usually sleep odd hours.
d.Other support personnel on strange shift schedules.
5.Isolated far from feeding area; motor pool, and other noise producing areas; such as
generators, yet close enough to allow for easy access without undue fatigue.
Minimum distances:
a.250' sleeping area to kitchen
b.500' sleeping area to parking area.
c.2000' sleeping area to helicopter landing zone.
6.Well posted with signs and identified on layout drawings posted throughout base/camp.
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Toilets
Toilets must be properly maintained at regular intervals.
The Base or Camp Manager should coordinate with the Finance Section Procurement Unit to
specifically identify who will provide maintenance to chemical toilets, i.e., pumping, cleaning,
sanitizing, and deodorizing. If the agreement denotes the vendor will provide these maintenance
services, the Base or Camp Manager should contact the vendor or his representatives to make
sure these maintenance services are done on a timely basis and not during meal servicing time.
If the contract states the vendor will not provide the required maintenance services, the Base or
Camp Manager must provide and schedule supplies and the manpower to do the maintenance.
Chemical toilets may not be available in very remote areas.
a.Dig trenches or holes in ground, control odor with lime and backfilling. At least 150 feet
from water sources, 300 feet downwind from kitchen area.
b.Use portable disposable toilet units from fire caches and follow instructions on
containers.
Toilet maintenance guidelines.
a.Pump each toilet at least twice daily.
b.Place sufficient chemicals in toilet to meet State and local laws and ordinances.
c.Wash interior of each toilet as well as exterior of door with a water and germicide
type soap solution that will minimize the transmission of communicable
disease.
d.Spray human contact areas with a germicide spray that will kill remaining germs
on these contact areas.
e.Utilize a deodorant spray/block that will minimize unpleasant odors yet will not
be too strong and cause eye and throat irritation.
f.Check and replenish as necessary the toilet paper and paper toilet seat covers.
g.Check exterior for leaks, stability, accessibility, and proper venting.
h.Check screens and doors to insure insects and vermin cannot enter.
i.Check for vandalism.
j.Replace malfunctioning units as necessary.
k.Segregate women's toilets from men's and place a sign on each door denoting
same.
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l.Recheck condition of each toilet prior to termination of its use.
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Garbage and Litter Control
1.An adequate number of garbage containers must be provided, especially in the eating
area, to minimize the hazards of communicable disease spread, insect control,
vermin control, and noxious odor prevention.
a.At least 1 standard size garbage container (32 gallons) for each 20 people
assigned to the base or camp in the eating area only.
b.All other areas should have at least 1 standard size garbage container per 50
persons assigned to base or camp.
c.The same would be true of the command post, ground support, parking area,
kitchen area.
d.There should be at least 1 container/100 people along walkways between eating,
sleeping, parking, ICP.
2.Proper placement and periodic maintenance is a must. Use the following criteria.
a.Each container must have a disposable plastic liner on the inside.
b.Containers must have a tight fitting lid.
c.A schedule must be followed. Emptying should not be done during meals or
during shift change.
d.Remember to provide containers at separated sleeping areas.
e.Provide a dumpster or dump truck to dispose of disposable sleeping bags.
(1)Order it early.
(2)Place it properly to avoid handling bags twice.
(3)Try to get Strike Team Leaders to cooperate and have the individual
companies and crews pick up their own bags.
f.Try to get a garbage truck to empty cans and haul away refuse to a sanitary
landfill dump.
(1)Best time to do garbage service is 1000 and 2000 hours.
oDaylight.
oNot meal time.
oUsually just at beginning of sleep time.
(2)Garbage service is a vendor.
oOrder through supply.
oWork with Finance Section.
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oOften garbage services will have exclusive franchise rights in a
particular area.
(3)Garbage service will also provide dumpsters; if garbage truck is not
available, use a dumpster; remember to have it hauled away at least
once each operational period.
g.Flatten cardboard containers.
h.If "dumpster type" containers are to be utilized, make sure the following items are
strictly adhered to:
(1)They come equipped with a tightly sealed lid.
(2)They are dumped prior to becoming so full that the lid will not close.
They should be hauled away at least once each operational period.
(3)They are located in an easily accessible area for vehicular traffic.
(4)They are located far enough away from the kitchen area to minimize foul
odors and the spread of communicable disease yet are close enough
to facilitate adequate disposal from kitchen area.
(5)Close coordination must be maintained between the Finance Section Procurement Unit and the Base or Camp Manager to insure the
rental agreement is being fulfilled.
i.A final consideration regarding sanitation must be given to the kitchen area. It is
the responsiblity of the Food Unit Leader to make sure the kitchen area is
kept clean, sanitary, and in good order; however, close coordination
between the Base or Camp Manager and the Food Unit Leader is a must in
order to insure where the perimeters of the kitchen and eating areas
interface with the Base or Camp, the sanitation needs of the site are not
compromised.
Showers
Showers can be a very effective and necessary tool for the Base or Camp Managers to use to
enhance morale, minimize poison oak and other allergic skin reactions, and reduce diseases
associated with poor personal hygiene. If the incident is expected to be a short duration (less
than 24 hours), showers may not be necessary. However, if it is anticipated the incident will last
beyond 24 hours, or personnel will be exposed to harmful elements, showers should definitely be
considered.
Logistical support for portable showers is difficult to maintain in remote areas, if school showers
are used, hot water management becomes critical.
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The rules of thumb for showers must be tempered with availability of facilities, hot water
producing capabilities, and proximity of facilities.
a.Determine approximately number of people per operational period the base or camp is
expected to support.
b.If the travel time to a fixed showering facility is less than 1 hour (round trip) and it is
available, a rental agreement should be sought via the Facilities Unit Leader. If the
travel time (round trip) exceeds 1 hour, portable showers must be considered.
c.If portable showers are needed, divide the number of people per operational period the
base or camp is to support by 20 and this will give you an approximate number of
shower heads that will reasonably accommodate each operational period.
If commercial vendors are not readily available, use the National Guard, Army, or Marines.
Agreements can be reached via proper channels.
Showers must be cleaned and serviced at least once each shift change or more often if refuse is
accumulated.
Wash basins
1.Use same ratio as showers - 1 basin per 20 people.
2.Locate roughly equally at these locations.
a.Eating area 1/3 total.
b.Showering area 1/3 total.
c.Sleeping areas 1/3 total.
3.Gray water needs proper disposal. Can cause pollution and health problems.
a.Contact County sanitarian.
b.Do not allow in streams.
4.Maintain at least four times daily before each shift change and midway during the lull.
5.Emphasize hot water must be available for sanitation, hand washing in kitchen, and
steam cleaner for pots and pans.
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REPLACEMENT ORDERS
The Northern Region Fire Cache has adopted the following policy relative to replacement orders
resulting from incident activity:
1. Replacement orders will not be honored more than 30 days after an incident is declared
closed (out).
2. Replacement orders must be approved by the Forest or Unit repsonsible for the incident
and carry the original incident number and consecutive request numbers (S) for the incident
(Units requesting replacement orders will no longer need to assign their own incident number as
this will be done by the approving unit).
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FIRELINE HANDBOOK
APPENDIX A - GENERAL OPERATIONAL GUIDELINES
Contents
Water Use.............................................................................................................................. A-2
Hydraulic Rules .......................................................................................................... A-2
Discharge Pressure ..................................................................................................... A-2
GPM of Various Tip Sizes for Forester Nozzel @ 50 PSI ......................................... A-2
Friction Loss in Lined Hose at Various GPM per 100 feet ........................................ A-2
Fireline Explosives................................................................................................................ A-3
Dozer Capabilities and Performance .................................................................................... A-4
Retardant Use ........................................................................................................................ A-5
10 Principles of Retardant Application ...................................................................... A-5
Recommended Retardant Coverage Levels ............................................................... A-5
Mobilization of Local Government Forces (Montana Department
Of State Lands..................................................................................................................... A-6
Resource Designation System............................................................................................... A-7
Montana ...................................................................................................................... A-8
Idaho (Reserved)
North Dakota (Reserved)
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PRINCIPLES OF WATER USE
Hydraulic Rules
1.One PSI at pump will lift water 2.309 feet.
2.A fall of 2 feet will increase pressure 1 PSI.
3.One inch on vacuum gauge will lift water 1 foot.
4.Weights and measures:
a.One US gallon of water = 8.3 pounds
b.One cubic foot of water = 62.4 pounds
c.One cubic foot of water = 7.5 gallons
5. Hose capacities: (lined, 100 foot lengths)
a.1-1/2" = 9 gallons
b.1" = 4 gallons
6. Hose working pressures (lined, synthetic)
a.1" = 450 PSI
b.1-1/2" = 450 PSI
Pump output at various discharge pressures:
Discharge (PSI)
50
100
150
200
250
300
350
360
31
-----
10
-----
Gallons per minute (GPM)
Pump Type
BB-4
WGC-4
Mark III
Mark 26
Gorman Rupp
94
82
70
74
50
94
70
67
51
42
87
57
55
19
27
76
40
44
---
65
12
25
---
53
5
----
GPM of Various Tip Sizes for Forester Nozzle @ 50 PSI:
3/16" = 7 GPM
1/4" = 12.5 GPM
5/16" = 20 GPM
3/8" = 29 GPM
Friction Loss in Lined Hose at Various GPM per 100 foot length:
GPM
10
20
30
40
50
60
Pressure Loss (PSI)
Hose
3/4"
1"
14
4
50
12
100+
26
45
70
95
70
100+
80
90
100
!5109.32a-91-1 Transmittal
Page 61 of 68
1-1/2"
2-1/2"
0
0
2
0
4
0
6
0
9
0
13
1
17
1.5
22
2
28
2.5
34
3
!5109.32a-91-1 Transmittal
Page 62 of 68
FIRELINE EXPLOSIVES
1. Fireline explosives allow blasting teams with air or ground support to construct fireline
at rates of 30 to 40 chains per hour in timber with moderate fuel loadings with less
environmental impact than conventional methods. The quality of line varies with fuel types.
Nearly complete line can be made in light brush, grass, and timber. Heavier fuel concentrations
may require some followup.
2. The material removed by the blast is shredded and dispersed, eliminating fuel
concentrations. Mopup adjacent to the fireline is, therefore significantly reduced. Mineral soil is
usually exposed and loosened by the blast. This provides a ready supply of loose soil in the
fireline. Large logs can be cut or moved by the explosives but saws may be more efficient.
Considerable evidence shows that a blasted regenerates vegetation faster than conventional line
due to the fracturing of the subsoil. This improves percolation and seed establishment, reducing
soil erosion.
3. All explosives work will be under the direct supervision of a Fireline Explosives Blaster
(FLEB) in accordance with procedures in EM 7100-14, and the Fireline Blaster's Guidebook.
The blaster's certification will specify fireline blasting qualifications. Transportation, use,
storage, and magazine inspection will be done by or under the supervision of a certified fireline
blaster.
Fireline explosives will be ordered through standard dispatch channels in accordance with the R1 Mobilization and Contingency Plan.
!5109.32a-91-1 Transmittal
Page 63 of 68
DOZER CAPABILITIES AND PERFORMANCE
Dozer Size
Fuel Consumption
Performance
D-4
3-4 gal/hr
Limited use for fire suppression
D-6
5-7 gal/hr
Best all around use for fire
suppression
D-7
8-10 gal/hr
Poor moveability, much ground
disturbance. Will move large amount
of material.
D-8
10-14 gal/hr
Same as above
!5109.32a-91-1 Transmittal
Page 64 of 68
RETARDANT USE
10 Principles of Retardant Application
1. Determine tactics direct or indirect based on fire sizeup and resources available.
2. Establish an anchor point and work from it.
3. Use the proper drop height.
4. Apply proper coverage levels.
5. Drop downhill and down-sun when feasible.
6. Drop into the wind for best accuracy.
7. Maintain honest evaluation and effective communication between the ground and air.
8. Use direct attack only when ground support is available or extinguishment is feasible.
9. Plan drops so that they can be extended or intersected effectively.
10. Monitor retardant effectiveness and adjust its use accordingly.
Recommended Retardant Coverage Levels:
NRDRS
fuel
model
FB
Coverage level
Gal/100 ft. 2
Flow rate
range
gal/sec
A,L.S.
1
1
100-150
C
H,R
E,P,U
2
8
9
T
N
F
K
2
3
5
11
G
2
151-250
Description
Annual and perennial western
grasses; tundra
Conifer with grass
Shortneedle closed conifer; summer
hardwood; longneedle conifer; fall hardwood
Sagebrush with grass
Sawgrass
Intermediate brush (green)
Light slash
3
251-400
10
4
401-600
Shortneedle conifer (heavy dead litter)
O
F,Q
4
6
601-800
Southern rough
Intermediate brush (cured);
Alaska black spruce
B,O
4
Greater
Greater
California mixed chaparral; high
!5109.32a-91-1 Transmittal
Page 65 of 68
J
I
12
13
than 6
than 800
pocosin; medium slash
Heavy slash
!5109.32a-91-1 Transmittal
Page 66 of 68
MOBILIZATION OF LOCAL GOVERNMENT FORCES
(Montana Department of State Lands)
"Local Resources" and "Local Standards" refer to resources and standards within a County or
Fire Service Organization jurisdictional area.
Personnel Hiring Procedures:
All local government firefighters hired for wildfire suppression outside of their legal jurisdictions
should be hired through the Montana Department of State Lands (DSL). These personnel
include county employees, and volunteer and paid firefighters.
Local government firefighters will be hired as Emergency Firefighters and will be State
employees during their fire assignment period.
All paperwork and payment will be processed through DSL. The incident management team, or
local administrative office, must do the normal timekeeping functions and submit the proper
forms (I-9, State EFF employment forms) to the appropriate DSL Land Office. Local
Government agencies may fill out this paperwork in their own areas, but it must be complete or it
will be returned. DSL will bill the responsible agency as per existing billing procedures for
interagency assistance. Those Fire Departments with which the BLM contracts for a specific fee
to provide initial attack on BLM lands are exempted.
Equipment
1.Payment: All payments for local government equipment will be through DSL, including
equipment assigned to Federal Agency fires. The bulk of this equipment will consist of
fire engines, water tenders, support vehicles, and related equipment.
2.Hiring: All equipment will be hired on the Emergency Rental Equipment Agreement
and is to be inspected by DSL personnel, Federal cooperators, or designated local
government inspectors, before being dispatched. All equipment must meet the
accepted typing standards set forth in the Northern Rockies Coordinating Group
(NRCG) Supplement (Ch. 20) to the National Wildfire Coordinating Group (NWCG)
Interagency Fire Business Management Handbook.
3.Fire Apparatus Standards:
(a)Structural engines:
NRCG Type I, II, and III engines should be dispatched with a maximum of a
three-person crew, as most fire engines are incapable of having more than
this in a seated and belted position within an enclosed cab as required by
NFPA Standards 1901 (1985 edition) and 1500. All structural fire apparatus
will be typed according to current NRCG guidelines, and must be in
compliance with NFPA Standard 1901.
!5109.32a-91-1 Transmittal
Page 67 of 68
(b)Wildland Engines:
NRCG Type IV, V, VI, and VII engines and water tenders should be
dispatched with a minimum of a two-person crew. A two-person engine crew
should consist of an Engine Boss and a Firefighter, and a three-person crew
should consist of an Engine Boss and two Firefighters. A two-person crew
for water tenders should consist of two Driver/Operators.
(c)Federal Excess Property (FEPP) vehicles: DSL will reimburse Local Fire Service
Organizations for use of FEPP vehicles outside of their normal jurisdiction or
area of responsibility as described in the DSL Fire Business Management
Handbook.
The driver of each apparatus is to be properly licensed, and the Fire Service
Organization (or other owners) will be responsible for providing proof of liability
coverage for the equipment, in accordance with Montana State Law. The State will
not provide liability insurance for local government-owned equipment.
Miscellaneous
1.Fire Service Organizations working within their own legal jurisdiction will not be
reimbursed by DSL or the Federal Fire Agency. Payment to Fire Service
Organizations working under mutual aid agreements (with other Fire Service
Organizations or with DSL) will be at the discretion of the local Line Officer.
2.DSL will provide an Agency Representative (AR) with dispatch of local government
forces to federal-assist fires, or a County Fire Advisor (CFA) to county-assist fires,
when deemed necessary by the fire Incident Commander or the Land Office
responsible for the fire.
3.Where local agreements exist between county and local organizations and federal
agencies, local government forces may be hired directly by the federal agency.
However, payment sill is to be processed through DSL.
!5109.32a-91-1 Transmittal
Page 68 of 68
RESOURCE DESIGNATION SYSTEM
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