RFM Handbook

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Rural Fire
Management
Handbook
ma nagem en t .
r a l fi re
ct iv e r u
Wo r k h e ff e
in g to pr ot ect th e env iro n m e n t t h ro u g
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 factors
influencing fire behaviour?
5 No communications link with fire fighters and
their control point?
6 Instructions are not clear (unsure of assigned
task, objectives, strategy, command chain, etc?)
7 Weather is getting hotter and drier (increasing
temperature, falling humidity?)
8 Wind changes speed and/or direction (sudden
change or un-expected change?)
9 Spot fires occurring across the line
10 Uphill or down wind of the fire front (attempting
a frontal assault on fire?)
11 On a steep slope (constructing fireline downhill
with fire below, on a hillside where rolling material
can ignite fuel below?)
12 In rugged terrain (terrain makes escape to safety
zones difficult?)
13 Can’t see the fire (is there communications with
someone that can – LACES?)
14 In unburnt vegetation (is there fuels between you
and the fire?)
15 Walking through hot ashes?
16 Working alone?
17 Getting tired?
18 Near power lines?
19 Working with machinery?
20 Working with aircraft?
ISBN: 0-908920-69-5
planned escape route?
Are close enough given the
positioned for escape?
Vehicles available and correctly
More than one required?
(in burnt area, roadway, etc)?
Natural or constructed area SAFETY ZONES
Are marked (night time)?
members?
known to all the crew
person (allow for fatigue),
Scouted out, suited to slowest
More than one escape route? ESCAPE ROUTES
with the Comcen or RFA?
Communications required
communicated?
Situation updates are
control point, HQ, etc?
established with all crews,
Communications are
Radio channels are confirmed? COMMUNICATIONS
and secure anchor point?
Crews are working from a safe
known?
Fire behaviour and weather are
their objectives?
understand the incident and ANCHOR POINTS
Crews are briefed and AWARENESS or
locations?
Knowledge of escape and safety
Knowledge of crew locations?
advantage points?
Enough Lookouts, good
trusted?
Experienced, competent and LOOKOUTS
LACES
Fire Management Handbook
Foreword
A wildfire incident in New Zealand can involve many
people moving from their normal day to day work
environment into a temporary fire fighting organisation.
The question on some people minds when tasked to a
role(s) at a wildfire incident is what is the responsibilities
of my role(s) and how does this fit with other role(s)
involved with the management of the incident.
This handbook provides the detail to each of the wildfire
incident roles within the CIMS ICS structure and is
similar in many aspects to the Fireline Handbook
published by the USA National Wildfire Co-ordinating
Group.
At a small to medium wildfire incident one person will fill
one or more roles as defined in this handbook. As the
incident increases in size or complexity the number of
roles will reduce until finally a person will be tasked to
only one role.
Addition references and information is also provided on
fire behaviour in different fuel types and weather.
It is recommended that Rural Fire Authorities issue this
handbook to regular fire fighters and those involved in
the management of wildfires to ensure the maximisation
of knowledge on wildfire incident management is known
prior to deployment of resource to wildfires. The
handbook is also structure in way that it can be placed in
the pocket of fire fighting clothing and referenced when
required during an incident.
Murray Dudfield
National Rural Fire Officer
July 2002
Index
Section 1 Introduction Page
1.1 Purpose 1
1.2 Use 1
1.3 Maintenance 2
1.4 Approvals 2
Section 2 Safety
2.1 Personal Safety 1
2.2 LACES 5
2.3 Watchouts 6
2.4 Ten Standard Fire Orders 7
2.5 Safety Briefing 8
2.6 Use of Vehicles 8
2.7 Use of Machinery 9
2.8 Working with Aircraft 10
2.9 First Aid 11
2.10 CPR 12
Section 3 Initial Attack

3.1 Definition of Initial Attack 1
3.2 Responding to a Reported Incident 1
3.3 Enroute to the Incident 2
3.4 Arriving at the Fire 3
3.5 Getting to work 3
3.6 Initial Attack Checklist 5
3.7 Transition (Initial to Extended Attack) 6
3.8 Fire Incident Types 8
Section 4 Incident Management

4.1 Control 2
4.1.1 Incident Controller 4
4.1.2 Information Officer 6
Page
4.1.3 Liaison Officer 7
4.1.4 Safety Officer 8
4.2 Planning and Intelligence 9
4.2.1 Planning/Intell Manager 10
4.2.2 Situation Unit 11
4.2.3 Resource Unit 12
4.2.4 Information/Intell Unit 13
4.2.5 Management Support Unit 13
4.3 Operations 14
4.3.1 Operations Manager 15
4.3.2 Air Operations 16
4.3.3 Ground Operations 21
4.4 Logistics 25
4.4.1 Logistics Manager 26
4.4.2 Supply Unit 27
4.4.3 Facilities Unit 28
4.4.4 Ground Support Unit 28
4.4.5 Communications Unit 29
4.4.6 Catering Unit 30
4.4.7 Medical Unit 31
4.4.8 Finance Unit 32
Section 5 Operational Guidelines

5.1 Fire Control Objectives 1
5.2 Fire Control Strategy 1
5.2.1 Direct Attack 2
5.2.2 In-Direct Attack 3
5.2.3 Back Burning and Burn-out 4
5.3 Communications 5
5.3.1 Communication Networks 5
5.3.2 Communications Plan 8
5.3.3 Operating Guidelines 9
Page
5.3.4 Standard IGC Frequencies 10
5.4 Media Interviews 11
Section 6 Fire Behaviour

6.1 Introduction 1
6.2 Fire Weather Index (FWI) System structure 2
6.3 Available Fuel Load (AFL) – Forests 4
6.4 Available Fuel Load (AFL) – Grasslands 5
6.5 Available Fuel Load (AFL) – Scrublands 6
6.6 Headfire Rate of Spread (ROS) – Flat Terrain 7
6.7 Slope Correction Factor 8
6.8 Dense Scrub Slope Correction Factor 9
6.9 Headfire Intensity (HFI) – Equations 10
6.10 Headfire Intensity (HFI) – Rate of Spread/
Fuel Load Relationship 12
6.11 Headfire Intensity (HFI) – Flame Length
Relationship 15
6.12 Headfire Intensity (HFI) – Fire suppression
effectiveness 16
6.13 Fire Danger Class Criteria – Forest 17
6.14 Fire Danger Class Criteria – Grassland 18
6.15 Fire Danger Class Criteria – Scrubland 19
6.16 Fire Danger Class Criteria 20
6.17 Simple Elliptical Fire Growth Model 22
6.18 Wind Speed Estimation 24
6.19 Abbreviations and Conversions 26
Section 7 Fire Investigation

7.1 On Arrival 1
7.2 Fire Cause Report 2
Appendix A - Glossary
Appendix B - Local/Regional Information
Appendix C - Notes
1. Introduction
1.1 Purpose
It is intended that this handbook will provide a condensed
reference of key information that a fire manager will find
useful at an incident. The handbook includes guidelines
and information on:
• Safe fire fighting
• The structure and inter-relationships of a National
Incident Management Team (NIMT)
• The roles and responsibilities of the personnel forming
an IMT
• Guidelines on when a national team should be
deployed
• Operational information and fire control strategies
• Fire behaviour information
• Fire investigation guidelines
• Local information (added by user).
1.2 Use
The handbook has information that may be required or is
useful at any phase of an incident. It is intended to be
used on the Incident Ground and therefore portability is
important. As personnel may wish to carry the handbook
at all times, a “pocket size” format has been adopted.
The book is not intended as a complete reference for rural
fire fighting. It contains summary information in the
form of bullet points, tables and checklists that are
intended to be used as a guide or as reference material.
Section 1 July 2002 Page 1

1.3 Maintenance
The handbook is modular in format and “loose” bound
to allow for:
• Sections to be revised over time and updated versions
issued. The bindings and page numbering system
allows sections to be replaced. The sections will
include version control in the form of the issue Month/
Year
• Additional local or regional sections to be developed
and added to the Handbook (eg local resources and
contact numbers).
An electronic copy will also be maintained on the NRFA
Web Site to enable users to access the Handbook and
print out sections as required.
1.4 Approvals
Content of this handbook has been:
• Developed and/or collated from existing reference
materials; and
• Reviewed by fire managers from throughout the rural
sector; and
• Approved by the National Rural Fire Advisory
Committee.
2. Safety
Remember:
“Safety is no Accident”
“Safety First”
“Don’t take Chances”
“When in doubt, back out”
2.1 Personal Safety

Responsibility
All personnel have a responsibility for their own personal
safety and for the safety of those personnel they are
supervising.
Every person entering a fireground:
• Shall receive a briefing which includes the safety and
operational aspects appropriate to their role at the fire;
and
• Shall have attained the competency in the FRSITO
Unit Standard 3285, or be under the close supervision
of a person who has attained this competency; and
• Shall receive a general fire related safety briefing before
entering the fire ground if they do not have Unit
Standard 3285.
Personal Protective Equipment (PPE)

Every fire fighter must be dressed in appropriate and
approved gear (PPE) for the task. This includes:
• Leather or other boots appropriate to the conditions
• Ankle to wrist outer clothing (wool or fire resistant)
• Cotton undergarments
• Head wear appropriate to work being done (chin
straps must be fastened when working around aircraft)
• Safety goggles appropriate to work being done

• Earmuffs of appropriate grade to be available with
each pump or other noisy environment
• Wet weather and protective gear for persons handling
fire chemicals or loading water into aircraft
• In some situations gloves will be necessary.
Hydration
Fire fighting can be hot and physically very demanding.
The loss of body fluids (de-hydration) through sweating
quickly reduces fire fighter effectiveness and can lead to
heat stress. In severe circumstances heat stroke can occur.
To prevent de-hydration it is essential that all fire fighters:
• Have access to plenty of fresh drinking water
• If appropriate to the task, carry drinking water in a
belt water bottle
• Drink water frequently to replace lost fluids
• Keep themselves in good physical condition
• Take regular breaks when working hard
• Do not wear heavy clothes, jackets or PPE that is not
suitable for vegetation fire fighting.
Crew Leaders and Supervisors need to:

• Monitor that firefighters are carrying and regularly
drinking from their water bottles
• Regularly provide their crews with a rest period
• Regularly rotate tasks amongst the fire fighters to
share the workload
• Monitor fire fighters (and themselves) for any
symptoms of heat stress including:
• red, flushed features
• heavy sweating
• excessive thirst and drinking
• fatigue, clumsiness, giddiness or anxiety
• Stand down any person showing early signs of heat
stress from the fireground
• Stand down any person from the fireground who is
showing symptoms of heat stress and arrange for them
to receive first aid assistance
• Arrange the evacuation and urgent medical attention
for any fire fighter who shows any signs of severe heat
stress or the onset of heat stroke (ie the patient
becomes delirious or even unconscious).
Smoke/CO2 Inhalation
Always avoid working in areas where there is high smoke
levels or fire intensity. If the air becomes too smoky or
hot, keep low to the ground and immediately retreat back
along your escape route to clear air. Goggles can provide
some protection and relief from smoke and fine dust
particles.
Radiant Heat
Radiant heat is very dangerous and can kill! It is
important to avoid exposure to radiant heat and to shield
exposed skin from its heat source. Radiated heat cannot
pass through solid objects.
• always avoid being in any situation where you become
exposed to the direct heat of a high intensity fire front
• always wear the correct PPE and where possible, keep
all exposed skin covered (eg use helmet skirt to cover
neck and ears)
• if exposed, use any equipment you are carrying (eg a
shovel) to shield your face from the heat source
• if there is no immediate escape, turn away from the
heat source and crouch low until it is safe to exit back
along the escape route.

Entrapment
Entrapment can be a major threat to fire fighters when a
fire suddenly and unexpectedly changes direction or rate
of spread. The first responsibilities of all fire fighters is to:
• Always adopt a “safety first” attitude. No fire
suppression tasks justify any risk taking or short cuts
with safe work procedures
• Maintain LACES (refer the next section)
• Be aware of the topography, the fuels and fire
environment
• Be alert to and consider any sudden changes to
topography, fuels or fire weather.
In the event an entrapment situation arises and it is not

possible to escape to the designated safety zone:
• Make sure crews stay together
• Do not try to out run a fire front up a steep slope
• Seek a possible route to get within the burnt area (as
the safest place to be)
• If no escape, seek any immediate shelter from the
radiant heat (in a ditch, behind a rock, in/under
vehicle, etc)
• If there is no shelter (or no time), hit the ground and
keep face close as possible to the earth. If possible,
cover any exposed skin (ie if wearing gloves, cover
ears). Take short breaths, the protection of your airway
is essential
• Once the fire front has moved past:
• account for all personnel
• move further into burnt area to a safe position
• check yourself for any injuries
• check the condition of other personnel
• seek immediate assistance as required.
2.2 Laces
LACES CONSIDER
LOOKOUTS Experienced, competent and
trusted?
advantage points?
locations?
AWARENESS or Crews are briefed and
ANCHOR POINTS understand the incident and
their objectives?
known?
COMMUNICATIONS Radio channels are confirmed?

Communications are
communicated?
ESCAPE ROUTES More than one escape route?

members?
SAFETY ZONES Natural or constructed area


2.3 Watchouts

5 No communications link with fire fighters and their
control point?
6 Instructions are not clear (unsure of assigned task,
objectives, strategy, command chain, etc?)
8 Wind changes speed and/or direction (sudden change
or un-expected change?)
10 Uphill or down wind of the fire front (attempting a
frontal assault on fire?)
11 On a steep slope (constructing fireline downhill with
fire below, on a hillside where rolling material can
ignite fuel below?)
zones difficult?)
13 Can’t see the fire (are there communications with
14 In unburnt vegetation (are there fuels between you
and the fire?)
16 Working alone?
17 Getting tired?
2.4 Ten Standard Fire Orders
1 Fight fire aggressively but provide for safety first.

2 Initiate all actions based upon current and
expected fire behaviour.
3 Recognise current weather conditions and obtain

forecasts.
4 Ensure instructions are given and understood.

5 Obtain current information on fire status.
6 Remain in communication with crew members,
your supervisor and adjoining forces.
7 Determine safety zones and escape routes.

8 Establish lookouts in potentially hazardous
situations.
9 Retain control at all times.

10 Stay alert, keep calm, think clearly and act
decisively.

2.5 Safety Briefing

All tasks should be preceded by a safety briefing. This
may be delivered by a dedicated Safety Officer or by the
person supervising the assignment. The person delivering
the safety briefing will:
1 Identify self. Who you are, what is your role/

responsibility.
2 Define the assignment and discuss objectives and

strategy.
3 Identify the potential hazards and apply the

standard Fire Orders, Watch Outs and LACES.
4 For each hazard, discuss the danger signs and

identify the avoidance and mitigation measures to
be followed to minimise the risk.
5 Discuss fire fighter health and safety issues.
6 Ask for questions or any clarification required?
2.6 Use of Vehicles

• The driver is qualified for the operation of the vehicle
and for the road conditions?
• The driver and all passengers are seated and with
seatbelts done up. No arms or legs outside the vehicle?
• No unsecured equipment or containers within the
passenger area?
• All other equipment and tools securely stowed on the
vehicle?
• All road traffic regulations observed, travelling at a
safe speed at all times?
• Front seat passenger assisting driver with operation of
the radio, lights, siren and as an observer when
backing up?
• Vehicle securely parked in a safe position on arrival at
the fire (positioned to be able to quickly move away
from the fire and clear of other arriving or passing
traffic)?
• Vehicle not locked or ignition key removed?
2.7 Use of Machinery

• Machines with the required safety rating for use in the
vegetation cover conditions
• Operator(s) are fully briefed on their task, any hazards
and safety issues
• Machines working at night are equipped with suitable
flood lighting equipment
• Communications with the machines and established
(operator with a radio and headphones or assigned
Crew Leader with radio)
• All personnel will:
• watch out for rapid and erratic movement of a
machine
• attract the operator’s attention before approaching
a machine
• never mount or dismount a moving machine
• keep away from the downhill side of an operating
machine
• keep at least two tree lengths away from an
operating machine.

2.8 Working with Aircraft

All Aircraft
• Remain well clear of aircraft landing or take off areas
when aircraft are operating unless a specific task that
you have requires you to be in the area
• A safety briefing will be given before flying, pay close
attention and be sure all instructions are understood
• If wearing a helmet, secure it with a chin strap
• Remove any caps or hats and firmly hold on to them
along with any other hand carried items
• Do not leave loose objects near aircraft or landing
areas where they can get blown about
• Keep crews and their equipment together, upwind of
the landing area
• Make each person responsible for their own gear and
the equipment they carry and be ready to board as
soon as they are given the command
• Board the aircraft only on a signal from the pilot or the
person supervising loading. Stay in the pilot’s field of
vision at all times
• Only load tools or equipment into the aircraft with the
pilot’s approval
• Sit where instructed, fasten seatbelt and secure any
objects in cabin from moving in flight
• Uncouple the seatbelt and leave aircraft when indicated
by pilot (if possible, re-couple the seatbelt behind you
as you exit)
• Always follow any directions or instructions from the
pilot.
Fixed Wing
• Never approach an aircraft forward of the engine and
propeller(s). Note: This is the reverse of the approach
for helicopters
• Keep well clear of propellers at all times (whether
spinning or not).
Helicopters
• Keep well clear of the main and tail rotors at all times
• Approach and leave the helicopter on the down hill
side (ground slope can reduce the overhead rotor
clearance)
• Carry all tools and equipment at or below waist height
• Enter or leave the helicopter in a smooth, steady
fashion, don’t make sudden movements
• Crouch down with back to helicopter if temporarily
blinded by dust.
2.9 First Aid

First Aid is the first assistance or treatment given to a
casualty for any injury or sudden illness before the arrival
of an ambulance or qualified medical expert. It may
involve improvising with facilities and materials available
at the time.
First Aid treatment is given to a casualty:
• To preserve life
• To prevent the condition worsening
• To promote recovery.

The responsibility of the First Aider is to:

• Assess the situation without endangering their own life
• Identify the condition(s) that the casualty(s) is/are
suffering from
• Determine priorities (where there are multiple injuries
and/or multiple casualties)
• Give immediate and appropriate treatment as the
situation and resources allow
• Arrange without delay the attendance of ambulance
services and/or the transfer of the casualty(s) to a
doctor or hospital
• Briefing the ambulance/doctor/hospital on the patient
and any first aid given
• Documenting the details of what occurred and the
actions taken for the purposes of a formal incident
report.
2.10 CPR
Remember – consider personal safety before commencing
the ABCs. Assess the situation:
• What might have caused the casualty to collapse
(power wires, poisoned, gas build up, etc)?
• Does the hazards still exist?
• What needs to be done to remove the hazard and make
it safe to attend the casualty?
A – Airway
1. 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.
B – Breathing
Determine if the casualty is breathing.
If the casualty is breathing:
1. Place in the recovery position.
2. Maintain an open airway.
3. Keep casualty warm and calm.
4. If possible, advise status to responding medical
services.
If the casualty is not breathing:

1. Place casualty on their back and check mouth for any
visible objects or airway obstructions.
2. Begin rescue breathing by giving two full breaths.
3. If unable to give two full breaths, re-position head and
try again. If still unsuccessful, re-check mouth for
airway obstruction.
C – Circulation
Check for pulse.
If there is a pulse:
1. Continue rescue breathing at 12 breaths/min
If there is no pulse:
1. Locate correct hand position and give the casualty 15
external chest compressions at a rate of 80-100 a
minute.
2. Open airway and give two breaths.
3. Re-locate hands and give the casualty a further 15
compressions.
4. Continue sequence until 4 complete cycles of 2 breaths
and 15 compressions are completed.

5. Re-assess the casualty by checking for pulse (5 secs).

If no pulse, continue cycle of 2 breaths and 15
compression stopping every few minutes to check for
pulse and spontaneous breathing. Do not interrupt
CPR for more than 7 secs unless unavoidable.
6. If pulse returns, check breathing.
If no breathing, continue with 12 breaths/min while
monitoring pulse.
If breathing and pulse, continue to monitor patient
closely.
7. If possible, continue to advise responding medical
services of the casualty’s status.
Controlling Blood Loss:

• Direct Pressure: Apply pressure directly to the wound.
Use clean sterile dressing if possible. Bind firmly and
immobilise injured part (maintaining this at higher
elevation if possible). Maintain pressure with hands if
no dressing or improvised material available
• In-Direct Pressure: Where direct pressure does not
control bleeding, it may be possible to restrict the flow
of blood loss by applying pressure to the Brachial
(upper/inner arm) or Femoral (upper/inner thigh)
arteries.
3. Initial Attack
3.1 Definition of Initial Attack
Initial attack is the action taken by the resources that are
first to arrive at an incident. All wildland fires that are
controlled by suppression forces undergo initial attack.
The number and type of resources responding as the
initial attack varies depending upon fire danger, fuel type,
values at risk and other factors. Generally initial attack
involves relatively few resources and the incident size is
still small at this time.
The Initial Attack may comprise a single crew led by a
Crew leader or multiple crews from one or more agencies.
On arrival, the Crew Leader or the most senior person
from the lead or first arriving agency will assume control
as the Initial Attack “Incident Controller”.
3.2 Responding to a Reported Incident

Obtain the following minimum information from the
Communications Centre (or the persons reporting the
incident):
• Nature of the incident and what is burning?
• Location of the fire (incl grid reference if required)?
• Rural Fire Authority jurisdiction?
• Best access?
• Details of any other responding services?
Note: If possible, notify the NZ Fire Service Comcen of the reported
incident if the call has not originated from them.

3.3 Enroute to the Incident

“Travel safely, don’t speed!”
(i) Consider what you know about the fire area:

• Fuels and terrain?
• Access?
• Barriers to fire spread?
• Ownership?
• History of fire in the area?
• Resources en-route?
• Backup resources available?
(ii) Think about Fire Behaviour:

• Consider fuels, topography and weather?
• How will this fire burn compared to others in the
area?
• Is the fire danger increasing or decreasing?
• Check the wind, is it the forecast direction and
speed?
• Any indicators of erratic fire behaviour (whirl
winds, gusty winds, etc)?
• Are unfavourable weather changes forecast?
(iii) When Approaching the Fire:

• Is the smoke column consistent with what was
expected given the conditions (ie colour, height,
volume, direction)?
• Watch for people leaving the fire area and note
down vehicle registrations and/or any other
identifying features or information
• Use caution when approaching the scene
• Identify escape routes
• Look for alternate access routes.
3.4 Arriving at the Fire
• Advise the RFA, HQ and/or NZFS Comcen by radio or
phone of the arrival time
• Position vehicles in a safe, accessible location pointing
away from the fire with the windows closed, doors
unlocked and keys in the ignition
• Take control of the incident and determine the incident
control point location
• Size up the fire
• Determine the immediate incident objectives
• Consider any immediate need to request or put on
standby additional resources (eg helicopter, rural fire
units, personnel, etc)
• As appropriate, advise the RFA or the Comcen, of the
situation, your intended action and what additional
resources are required.
Note: If they have not already been alerted, advise the Comcen of the
incident and its location (as they may be receiving 111 calls).
3.5 Getting to work

Step 1:
Determine an initial attack plan immediately on arrival at
the fire. This should be done quickly and be based upon
the initial size-up of the fire. The intent is to get work
started in suppressing the fire as soon as possible.
Consider and identify:
• The location of escape routes and safety zones?
• How topography will affect fire behaviour?
• What fuels are involved and how they will effect fire
behaviour?
• The current weather conditions (incl FWI) and how
they will effect fire behaviour?
• Any special hazards such as power lines, road traffic, etc?
• Any properties at risk?

• Good anchor points or defensible lines such as roads,
fire breaks, burned area, etc?
• The availability of water?
• Where to attack fire (eg Head or Flank)?
• How to attack fire (Direct or In-Direct)?
• Additional resources required (and how long before
they arrive)?
• Any evidence of where and how the fire may have
started (and protect the point of origin).
Step 2:
Brief the crew and begin work.
• Ensure that the crews understands their work
assignment
• Give crews safety briefing (hazards, LACES, etc)
• Provide the Comcen or RFA HQ with a further
informative message on size of the fire and the action
undertaken.
Step 3:
After resources have been deployed and control action
started:
• Continue assessment of the fire
• Continue to delegate roles as the incident develops and
resources arrive
• Gather information for determining fire cause
• Continue to give informative messages to the Comcen
and/or RFA HQ on an hourly basis.
Step 4:
Preview or review the following Initial Attack Checklist as
needed or as conditions change:
3.6 Initial Attack Checklist
Consider each of the following
Has control and an Incident Control Point been
established?
Have you sized up the fire?
Do you have a current weather forecast for the

location?
Is the observed weather consistent with the forecast?
Do you have the FWI values for the area?
Is the fire behaviour consistent with fuels, weather

and topography?
Can you control the fire with the resources available

(on the fire ground or soon to arrive) under the
expected conditions?
Have you developed the incident objectives and a

plan to attack the fire? (Direct or In-Direct, anchor
points, escape routes, priority areas, etc).
Have the incident objectives and plan been

communicated to all personnel assigned to the
incident (including new arrivals)?
Lookouts in place or can you see all of the fire area?
Can you communicate with everyone on the fire

ground (incl the RFA and/or Comcen)?
Escape routes and safety zones are established. If

you are working from the black, is it completely
burned and without a re-burn potential?
Have all personnel been briefed on safety and their

assigned tasks?
Safety, LACES and standard fire orders being followed?
The status of the fire is being regularly reported to

the Comcen and/or your RFA HQ?

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 and
resources to manage (Span of Control) and if not,
have you advised the fire authority assistance is
required?
Do you have a complete list of resources on the
fireground and currently en-route?
Have you established a log or record of actions taken
at the incident?
If the answer to any of the above questions is No (x), you

MUST take corrective action immediately.
3.7 Transition (Initial to Extended

Attack)
Early assessment and size up is required to determine if
the fire will be controlled within the initial attack period
and available resources. This will include consideration of:
• Values threatened
• Environmental issues
• Cultural or heritage issues
• Fire behaviour and fire potential (size of fire, intensity,
rate of spread, fuels, weather, etc)
• Potential control problems and hazards (terrain, access,
night fall, FWI, etc)
• Resources currently available or en-route
• Control strategy(s) required.
In the event that the Initial Attack IC determines that the
fire cannot be contained and controlled with existing
resources:
• The Comcen or the Rural Fire Authority should be
advised
• Additional resources requested or placed on standby
(eg Helicopter(s), VRFFs, NZ Fire Service brigades,
earth moving machinery?)
• A full CIMS/ICS Incident Management Team structure
implemented
• Additional IMT resources requested.
At transition time the in-coming IMT will require

briefing on:
Incident Controller:
• Incident map
• Time and point of ignition
• Fuels (type, loading and moisture)
• Weather (current and predicted)
• Topography
• Fire behaviour concerns
• Local hazards
• Review of initial attack objectives and strategy
• Resources (existing and en-route)
• Fire Authority(s) and associated delegations and
authorisations.
Operations:
• Safety/hazards
• Current strategy/tactics
• Resources available (on fire ground/en-route)
• Current ground operations (crews)
• Air operations (aircraft in use/en-route).
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
Level 1 Small to medium fire that will be contained by

the Initial Attack resources. Can be controlled
within 12 hours.
Level 2 Medium to large fire the requires extended
attack 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 local
resources.
Level 3 Large and complex fires that may take several
days to control and suppress. Likely to occur
at periods of Very High or Extreme fire weather
conditions with the potential for extreme fire
behaviour. Significant values are at risk with
large suppression costs likely. Level 3 may also
apply when significant environmental, cultural
or heritage values at risk. A National Incident
Management Team is likely to be required
(supported by local resources).
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 consolidated
action-planning
• Utilises common terminology and integrated
communications
• Has clear lines of accountability and authority.
Incident Management Team:

• Is in accordance with the CIMS/ICS model
• Sets out a recommended structure for the formation of
a team and the roles and responsibilities of each team
member
• Is scaled to the needs of the incident with the actual
structure implemented determined by the size and/or
complexity of the incident
• In small to medium incidents, one team member may
be responsible for the roles/responsibilities of several
positions (eg one person may be delegated the
responsibilities for the provision of Planning/Intell
services in a small incident)
• Safety is integral to IMT positions and is a priority in
all roles/ responsibilities.
4.1 Control
Information
Incident Liaison
Controller
Safety
Deputy IC
Planning Operations Logistics

Intelligence Manager Manager
Manager
Situation Air Division Supply

Unit Commander Unit
Resource Air Attack Facilities

Unit Supervisor Unit
Info/Intell Lead Pilot Comms

Unit Unit
Aircraft
Mgmt Finance
Supp Unit Unit
Air Support
Supervisor
Medical
Division Unit
Commanders
Catering
Sector Unit
Supervisors
Ground Supp
Crew Unit
Leaders
Fire
Fighters
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.

4.1.1 Incident Controller
Information
Incident Liaison
Controller
Safety
Deputy IC
Planning Operations Logistics

Intelligence Manager Manager
Manager
All incidents must have an Incident Controller appointed.

The IC is determined by Statute, Agency Protocols and/or
Agreements. The Incident Controller’s responsibility is
the overall management of the incident.
The Incident Controller may appoint a deputy, who may
be from the same agency, or from an assisting agency.
Deputies may also be used at section levels of the CIMS
organisation. Deputies should have the same
qualifications as the person for whom they work as they
must be ready to take over that position at any time.
Major Responsibilities of the Incident

Controller:
(i) Assume Control

• Receives an initial briefing from the Lead agency
and/or the previous Incident Controller
• Confirms and formalises hand over of incident and
assumption of control including delegations and
authorities.
• Assesses the situation and confirms or establishes
the immediate priorities (safety as #1 priority)
• Reviews and/or prepare plans for the available
resources prior to the first IMT planning session
• Ensures that adequate welfare and safety measures
are in place
• Considers appointment of a Deputy or Aide as
required.
(ii) Organise and Delegate

• Establishes an Incident Control Point
• Establishes an appropriate organisation for the size
of the incident
• Establishes CIMS management structure (refer
CIMS manual)
• Determines the requirements for support agencies
and requests their attendance
• Appoints, briefs and tasks the IMT staff.
(iii) Plan
• Establishes the Incident Objectives
• Initiates the incident planning cycle, schedule and
attends IAP planning meetings
• Reviews plans and participates in planning meetings
as required
• Approves the Incident Action Plan.
(iv) Manage
• Manages the activity for all command and general
staff maintaining the “Management by Objectives”
principle
• Co-ordinates with key people, agencies and officials
and conducts briefings as required
• Ensures that systems are in place to effectively
manage resources
• Approves requests for additional resources.

• Ensures that accounting systems are in place to

approve, record and track expenditure
• Ensures that a log is maintained by all key functions
of decisions, actions and other events and outcomes.
(v) Inform
• Authorises the release of information to the news
media
• Reports to and keeps the lead agency informed of
incident status.
(vi) Demobilise
• Approves the release of resources
• De-briefs following incident or shift
• Prepares a comprehensive incident report for the
responsible agency.
4.1.2 Information Officer

The Information Officer is responsible for handling
queries and developing and releasing information about
the incident to the news media, to incident personnel, and
to other appropriate agencies and organisations.
Only one Information Officer will be assigned for each
incident. The Information Officer may have assistants as
required.
The Information Officer reports to the Incident Controller
and has the following major responsibilities:
• Establishing a point of contact and/or a media centre
• Advising the Incident Controller on media strategy
• Co-ordinating with other agencies to ensure a
consistent message to media
• Developing material of interest to the media or for use
in media briefings
• Obtaining Incident Controller’s approval of media
releases
• Informing media and conducts media briefings
• Handling all further queries for information by the
media
• Arranging for media tours and other interviews or
briefings that may be required
• Monitoring news reports (all media), advising IC and
passing relevant information on to Planning, etc
• Maintaining a log of media releases, media reports,
decisions, actions and other activities.
4.1.3 Liaison Officer

Most incidents are multi-agency and will require the
establishment of the Liaison Officer position to the IMT.
The Liaison Officer is the contact for the personnel
assigned to the incident by assisting or co-operating
agencies. These are personnel other than those on direct
tactical assignments.
Other agencies involved in the incident may also need to
appoint inter-agency/liaison representatives.
The Liaison Officer reports to the Incident Controller and
has the following major responsibilities:
• The primary contact point for inter-agency
representatives
• Maintaining a list of assisting and co-operating
agencies and agency representatives
• Assisting in establishing and co-ordinating interagency
contacts
• Keeping agencies supporting the incident fully
informed of the incident status
• Monitoring incident operations to identify current or
potential inter-agency problems
• Participating in planning meetings, providing current

resource status, including limitations and capability of
assisting agency resources
• Maintaining a log of activities and actions.
4.1.4 Safety Officer

The Safety Officer’s function is to develop and
recommend measures for assuring personnel safety, and to
assess and/or anticipate hazardous and unsafe situations.
Only one Safety Officer will be assigned for each incident.
The Safety Officer may have assistants representing
agencies. Safety assistants may have specific
responsibilities such as air operations, hazardous
materials, etc.
The Safety Officer reports to the Incident Controller and
has the following major responsibilities:
• Participating in planning meetings
• Identifying hazardous situations associated with the
incident
• Reviewing the Incident Action Plan for safety
implications
• Prepare safety messages
• Giving safety briefings
• Investigating and reporting on any accidents that occur
within the incident area
• Assigning assistants as needed
• Reviewing and approving the medical plan
• Maintaining a log of activities and actions.
4.2 Planning and Intelligence
Planning
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 the
incident. There may be up to five units within the
Planning/Intell Section that can be activated:
• Situation Unit
• Resources Unit
• Information/Intell Unit
• Management Support Unit.
The Planning/Intell Manager will appoint a Supervisor to

each unit as activated. The Supervisor will staff the unit
with additional personnel as required given the size or
complexity of the incident.

4.2.1 Planning/Intell Manager

The Planning/Intelligence Manager reports to the Incident
Controller and has the following major responsibilities:
• Obtaining a briefing from the Incident Controller
• Organising and implementing the Planning/Intell
Section including:
• the Section, its facilities and resources
• the requirements for supporting units
• appointing, briefing and tasking Unit Officers
• establishing the information requirements and
reporting schedules for each unit.
• Establishing information collection activities
Eg, weather, environmental, fire behaviour, etc
• Managing the analysis and dissemination of situation
information about the incident (maps, display boards,
etc)
• Organising planning meetings
• Providing an analysis of incident information and
advises on alternative strategies
• Supervising the preparation of the Incident Action Plan
• Determining the need for any specialised technical
resources in support of the incident
• Providing periodic predictions on incident potential
• Reporting any significant changes in incident status
• Supervising the preparation of an Incident
Demobilisation Plan
• Maintaining records of resource status and location
• Maintaining a section log of decisions, actions and
other activities.
4.2.2 Situation Unit
The Situation Unit Officer leads this unit reporting to the
Planning/Intell Manager. The unit is responsible for:
• Establishing information flows
• Gathering of situation information from the incident
ground
• Obtaining met data and weather forecast information.
• Predicting fire behaviour and potential
• Developing alternative strategies
• Organising and analysing information
• Identifying environmental information and any
environmental issues
• Establishing mapping services and transferring
situation information to maps
• Preparing, distributing and displaying situation reports
and associated fire plot and map information
• Developing and distributing the Incident Action Plan
• Monitoring implementation and progress of the
Incident Action Plan
• Conducting briefings for the Planning/Intell Manager,
the Information Officer and the IMT
• Advising on safety threats
• Participating in planning meetings and providing
technical advice
• Preparing a de-mobilisation plan
• Maintaining record of information gathered and a Unit
Log of activities.

4.2.3 Resource Unit

The Resource Officer leads this unit reporting to the
• Establishing and maintaining a resource management
system
• Identifying and recording the location and status of all
resources including personnel, appliances, plant and
machinery:
• deployed (allocated tasks and working)
• available (on incident ground and ready)
• out of service (on incident ground but available due
to resting, unserviceable, other)
• en-route (deployed to incident but not yet arrived).
• Establishing “Check-in Points” at staging or assembly
areas to gather resource and status information
• Displaying organisation chart and resource status
information
• Providing resource information to the IMT as required
• Identifying resources required for Incident Action Plan
• Identifying requirements for specialist or technical
resources
• Setting up shift assignments
• Maintaining a Unit Log of activities.
4.2.4 Information/Intell Unit
The Information Officer leads this unit reporting to the
• Compiling general information regarding the incident
cause, size, current situation, resources, losses, assets
threatened and other matters of general interest
• Preparing media releases for the Information Officer
(or IC if an Information Officer hasn’t been appointed)
• Distributing media releases if Information Officer has
not been appointed
• Liasing with Information Officer, if appointed
• Answering telephone calls from public (Management
Unit may assist)
4.2.5 Management Support Unit

The Management Support Officer leads this unit
reporting to the Planning/Intell Manager. The unit is
responsible for:
• Setting up the Incident Control Point
• Providing support personnel to other IMT units
• Providing administrative services for the IMT (typing,
photocopying, records management, etc)
• Providing operators (computers, telephones, faxes,
radios, etc)

4.3 Operations
Operations
Manager
Division Air Division

Commanders Commander
Sector
Supervisor(s) Air Attack
Supervisor
Crew
Leader(s) Lead Pilot
Fire Aircraft
Fighter(s)
Air Support
Division 2 Supervisor
Division 3, etc
The Operations Section is responsible for the safe

management of all tactical operations at an incident.
The Incident Action Plan sets out the necessary guidance
for the tactics. The size and structure of the Operations
Section is determined by:
• The size and complexity of the incident
• The span of control required
• The geography of the incident ground
• The hazards
• The objectives and strategies set out in the IAP
• The resources or equipment required.
4.3.1 Operations Manager
The Operations Manager reports to the Incident
Controller and has the following major responsibilities:
• Obtaining a briefing from the Incident Controller
• Ensuring safety and welfare of personnel
• Participating in planning meetings
• Developing the operations component of the Incident
Action Plan
• Managing and supervising the Operations Section in
accordance with the IAP including:
• determining Operations Section structure
• appointing, briefing and tasking Operations staff
• establishing staging area(s) Note: Logistics provides
and Operations manages this facility
• identifying resource needs
• assembling and deploying resources.
• Maintaining close contact with subordinate positions
• Requesting additional resources to support tactical
operations
• Providing regular Situation Reports
• Initiating release of resources from active assignments
(not the incident)
• Making or approving changes to the Incident Action
Plan during the Operational Period as necessary
• Maintaining close communications with the Incident
Controller and the other members of the IMT
• Maintaining section log of decisions, actions and other
activities.

4.3.2 Air Operations

Where the incident requires air support, the Operations
Manager may set up a dedicated air operations group.
The size and structure of this group will depend on:
• The size and complexity of the incident
• The number of aircraft and types or aircraft deployed
• The number of separate sectors operating and
requiring air support
• The geography of the incident.
Operations
Manager
Division Air Division

Commanders Commander
Air Attack
Supervisor
Lead Pilot
Aircraft
Air Support
Supervisor
Air Division Commander
The Air Division will be established as a separate
organisational activity by the Operations Manager when
considered necessary. Until this occurs, any air operations
are the responsibility of the Operations Manager.
When established, the Air Division has two main areas of
responsibility:
(i) Supervising the air attack; and
(ii) Providing logistical support for the aircraft.
The Air Division Commander reports to the Operations

Manager and has the following major responsibilities:
• Obtaining a briefing from the Operations Manager
and agreeing immediate strategy and tactics for air
operations
• Monitoring all activities of the Air Division to ensure
safe operations are maintained at all times
• Managing the overall air operations including:
• Air Attack
• Air Support.
• Appointing, briefing and instructing Air Support and/
or Air Attack Supervisors
• Preparing the tactical planning for Air Operations
• Providing input into the Incident Action Plan and
specialist aviation advice to the IMT
• In consultation with the Air Attack Supervisor,
determining the assignments for aircraft operations
• Approving aircraft ordering
• Approving aircraft release
• Establishing procedures for emergency reassignment of
aircraft

• As appropriate, initiating request for temporary flight

restrictions
• Scheduling approved flights of non-incident aircraft
into the incident area
• Evaluating requests for non-tactical use of incident
aircraft
• Monitoring for accidents or special incidents
• Keeping the Operations Manager and the Incident
Controller updated on Air Division activities
• Maintaining a log of air operations.
Air Attack Supervisor

Air Attack is responsible for the co-ordination of aircraft
operations in accordance with the Incident Action Plan,
the air operations plan and the directions of the Air
Division Commander. The co-ordination may be ground
and/or air based.
The Air Attack Supervisor reports to the Air Division
Commander and has the following major responsibilities:
• Obtain briefing from the Air Division Commander
and/or Operations Manager
• Ensuring that all aircraft operate with safety as the first
priority
• Participating in air operations planning
• Managing and directing air attack activities based
upon the Incident Action Plan and the air operations
plan
• Establishing communications frequencies required for
ground-to-air and air-to-air communications in
conjunction with the Communications Unit (Logistics
Section)
• Co-ordinating the activities of all aircraft over the fire
• Briefing pilots on assignments and safety
• Monitoring pilot and aircraft effectiveness and
performance in accordance with set objectives
• Making tactical recommendations to Division
Commanders
• Informing Air Division Commander of tactical
recommendations affecting the IAP
• Reporting on air attack activities to Air Division
Commander
• Maintaining air to fire ground communications and
liaison
• Terminating air operations as considered necessary or
if pilots recommend this on safety grounds
• Reporting on incidents/accidents
• Maintaining air attack log.
Air Support Supervisor

Air Support is responsible for organising and managing
ground based support for aircraft. This includes fuels,
maintenance, retardant mixing and loading, keeping
records of aircraft activity, providing enforcement of
safety regulations.
The Air Support Supervisor reports to the Air Division
Commander
Major Responsibilities of the Air Support Supervisor:
• Receive briefing from the Air Division Commander
• Safety of air support operations
• Participating in air operations planning
• Requesting special air support items from the
appropriate sources (via Logistics Section if
established)

• Establishing air support facilities including:

• locations (Airports, Airbases, Airstrips, Heliports,
Helibases)
• support personnel (loading, marshalling, safety,
security, retardant handling, etc)
• pilot information services
• additional communications services
• dust abatement
• fuels
• retardants and mixing
• crash-rescue services
• ground safety provisions.
• Co-ordinating support activities with the Air Attack
Supervisor
• Informing Air Division Commander of air support
requirements affecting the IAP
• Reporting on air support activities to Air Division
Commander
• Maintaining records of aircraft and aircraft movements
as well as other activities of Air Support.
4.3.3 Ground Operations
Operations
Manager
Division Air
Commander(s) Operations
Sector
Supervisor(s)
Crew Crew Crew

Leader Leader Leader
Fire Fire Fire

Fighters Fighters Fighters
Division Commander(s)
The Operations Manager may appoint one or more
ground attack Division Commanders depending on:
• The size and complexity of operations;
• The requirements of the IAP; and
• The incident objectives and strategies.
The Division Commanders report to the Operations
Manager.
Major Responsibilities of a Division Commander:
• Obtain briefing from the Operations Manager
• Ensuring that the safety of all fire fighters and any
other personnel is the first priority in all division
operations
• Supervising Division operations

• Co-ordinating activities with other Divisions
• Developing tactics to implement incident or divisional
strategies
• Attending incident planning meetings at the request of
the Operations Manager
• Reviewing Division assignments and report status to
the Operations Manager
• Informing Resource Unit (if established) of status
changes of resources assigned to the Division
• Assigning specific work tasks to Sector Supervisors
• Monitoring and inspecting progress and make changes
as necessary
• Resolving tactical assignment and logistics problems
within the Division
• Keeping the Operations Manager informed of
hazardous situations and significant events
• Maintaining a Division Log of decisions, activities and
events.
Sector Supervisor(s)
Each Division may establish one or more sectors of
operation. Each sector will be managed by a Sector
Supervisor.
The major responsibilities of a Sector Supervisor are:
• Obtain a briefing from the Division Commander
• Ensuring that the safety of all fire fighters and any
other personnel is the first priority in all sector
operations
• Undertake specific assignments in a sector as directed
by the Division Commander
• Delegate sector assignments to Crew Leaders and brief
them on safety, strategy and tactic
• Monitor sector assignments and work progress keeping
the Division Commander informed of status
• Consider and recommend to the Divisional
Commander any changes to tactics as conditions and
fire behaviour require
• Ensure that adequate communications are established
and maintained within the Sector and to the Division
• Maintain Sector Log of tasks, crews, equipment, time,
etc.
Crew Leader(s)
Each Sector Supervisor may have one or more crews
assigned to specific tasks. Each crew will be led by a
Crew Leader.
The major responsibilities of a Crew Leader are:
• To get a briefing from the Sector Supervisor on the
incident and the specific crew assignment (strategy and
tactics)
• To ensure the safety and welfare of fire fighters
working in the assigned crew
• To brief the crew on the assigned task ensure that
LACES are identified, understood and maintained
• Obtaining the necessary equipment and supplies as
required for the task
• Keeping the Sector Supervisor informed of the status
and progress of the assigned task
• Consider and recommend to the Sector Supervisor any
changes to tactics as conditions and fire behaviour
require
• Accounts for all equipment drawn by the crew
• Maintain records of crew time and status.

Firefighters and other personnel

Firefighters and other personnel will be formed into crews
under the direction of a Crew Leader for assigned tasks.
The major responsibilities of all Firefighters and other
crew personnel are:
• To get a briefing from the Crew Leader on the incident
and the specific crew assignment (strategy and tactics)
• To understand their crew’s assignment and their own
role within the crew
• To wear the appropriate PPE for the crew task and
observe safe work practices at all times
• Observe the directions of the Crew Leader and advise
him/her promptly in the event that they have any
concerns re their own safety or wellbeing (or the safety
or wellbeing of others)
• Remain with the assigned crew at all times and strictly
follow checkin/checkout procedures
• To attain the minimum of Unit Standard 3285 and be
familiar with LACES, Watch Outs and the 10 Fireline
Orders.
4.4 Logistics
Logistics
Manager
Supply
Unit
Facilities
Unit
Comms
Unit
Finance
Unit
Medical
Unit
Catering
Unit
Ground Supp
Unit

All incident support needs are provided by the Logistics

Section, with the exception of aviation support. Aviation
support is handled within the Air Division group. The
Logistics Section is managed by the Logistics Manager
who may assign a Deputy. A Deputy is most often
assigned when all designated units (listed below) within
the Logistics Section are activated.
Seven units may be established within the Logistics Section:
• Supply Unit
• Facilities Unit
• Communications Unit
• Finance Unit
• Medical Unit
• Catering Unit
• Ground Support.
4.4.1 Logistics Manager

The Logistics Manager is delegated the role of logistics by
the Incident Controller. The Logistics Manager is part of
the IMT and reports to the Incident Controller.
The Logistics Manager will determine the need to activate
or deactivate the required units within the Logistics
Section. If a unit is not activated, responsibility for that
unit’s duties will remain with the Logistics Manager.
Major Responsibilities of the Logistics Manager:
• Obtains a briefing from the Incident Controller
• Organises and implements the Logistics Section
including:
• establish the Logistics Section, its facilities and
resources
• determine requirements for supporting Units
• appoint, brief and instruct unit officers as required
• Provides logistical input to the Planning Section in
preparing the Incident Action Plan (eg Comms Plan,
Transport Plan, Medical Plan, etc)
• Reviews and provides input to the Communications
Plan and Medical Plans
• Advises Operation of resource availability
• Identifies and plans incident service and support
requirements
• Processes requests for additional resources
• Oversees the demobilisation of Logistics Section
• Maintains section log of decisions, actions and other
activities.
4.4.2 Supply Unit

The Supply Unit is responsible for ordering, receiving,
processing and storing all incident-related resources. All
off-incident resources will be ordered through the Supply
Unit, including tactical and support resources (including
personnel) and all expendable and non-expendable
support supplies.
Major Responsibilities of the Supply Unit:
• Providing input to Logistics Section planning activities
• Planning for the provision of personnel, equipment,
supplies and other resources as required/requested by
the IMT
• Ordering, receiving, distributing and storing supplies
and equipment
• Maintaining an inventory of supplies and equipment
• Servicing reusable equipment, as needed
• Maintaining detailed records of all orders, issues,
receipts, deliveries, invoices, etc
• Maintaining a Unit Log of other activities.

4.4.3 Facilities Unit

This unit is responsible for set up, maintenance and
demobilisation of all incident support facilities. The
Facilities Unit will also provide security services to the
incident as needed.
Major Responsibilities of the Facilities Unit:
• Participating in Logistics Section planning activities
• Determining requirements for each incident facility
• Preparing layouts of facilities, inform appropriate unit
leaders
• Activating incident facilities
• Obtaining and supervising personnel to operate
facilities
• Providing security services
• Providing facility maintenance services, e.g., sanitation,
lighting, etc
• Demobilising incident facilities
4.4.4 Ground Support Unit

The Ground Support Unit is primarily responsible for the
maintenance, service, and fuelling of all mobile equipment
and vehicles, with the exception of aviation resources.
The Unit also has responsibility for the ground
transportation of personnel, supplies and equipment, and
the development of the Incident Traffic Plan.
Major Responsibilities of the Ground Support Unit:
• Participating in Support Unit and Logistics Section
planning activities
• Providing support services (fuelling, maintenance, and
repair) for all mobile equipment and vehicles
• Identifying requirements for maintenance and repair
supplies (e.g., fuel, and spare parts)
• Providing support for out-of-service equipment
• Developing the Incident Traffic Plan
• Maintaining an inventory of support and
transportation vehicles
• Recording time use for all incident-assigned ground
equipment (including contract equipment)
• Updating the Resources Unit with the status (location
and capability) of transportation vehicles
• Maintaining incident roadways as necessary
4.4.5 Communications Unit

The Communications Unit is responsible for developing
plans for the use of incident communications equipment
and facilities; installing and testing of communications
equipment; supervision of the Incident Communications
Centre; and the distribution and maintenance of
communications equipment.
Major Responsibilities of the Communications Unit:
• Advising on communications capabilities/limitations
• Preparing and implementing the Incident Radio
Communications Plan
• Establishing and supervising the Incident
Communications Centre and Message Centre
• Establishing telephone, computer links, and public
address systems
• Establishing communications equipment distribution
and maintenance locations
• Installing and commissioning all communications
equipment

• Overseeing the distribution, maintenance and recovery

of communications equipment, e.g., portable radios
• Maintaining a register of communications equipment
and equipment issued and received
• Providing technical advice on:
• communications systems
• geographical limitations
• equipment capabilities
• amount and types of equipment available.
4.4.6 Catering Unit

The Catering Unit is responsible for supplying the food
needs for the entire incident, including all remote
locations as well as providing food for personnel unable
to leave tactical field assignments.
Major Responsibilities of the Catering Unit:
• Determining food and water requirements
• Determining method of feeding to best fit each facility
or situation
• Ordering required food and potable water from the
Supply Unit
• Maintaining an inventory of food and water
• Maintaining food service areas, ensuring that all
appropriate health and safety measures are being
followed
• Supervising caterers, cooks, and other Catering Unit
personnel as appropriate
4.4.7 Medical Unit
The Medical Unit will develop an Incident Medical Plan
(to be included in the Incident Action Plan); develop
procedures for managing major medical emergencies;
provide medical aid; and assist the Finance/
Administration Section with processing injury-related
claims.
Note that the provision of medical assistance to the public
or victims of the emergency is an operational function,
and would be done by the Operations Section and not by
the Logistics Section Medical Unit.
Major Responsibilities of the Medical Unit:
• Determining level of emergency medical activities prior
to activation of Medical Unit
• Acquiring and managing medical support personnel
• Preparing the Medical Emergency Plan
• Establishing procedures for handling serious injuries of
responder personnel
• Responding to requests for:
• medical aid
• medical transportation
• medical supplies.
• Maintaining detailed records of any medical assistance
provided and a Unit Log of other activities.

4.4.8 Finance Unit

The Finance Unit is responsible for managing all financial
aspects of an incident.
Major Responsibilities of the Finance Unit:
• Collect and record all cost data
• Provide financial and cost analysis information as
requested
• Develop an operating plan for the Finance Unit
• Work closely with the agency administrative
headquarters on finance matters
• Ensure that all financial authorities and other
obligation documents initiated at the incident are
properly prepared and completed
• Determine incident requirements for time recording
and ensure that all personnel time records are
accurately maintained in compliance with agency(s)
policy
• Ensure that all financial records of the incident are
complete prior to demobilisation
• Provide financial input to demobilisation planning
• Brief agency administrative personnel on all incident-
related financial issues needing attention or follow up
5. Operational Guidelines
5.1 Fire Control Objectives
There are three basic rules for the successful containment
and control of a fire:
(i) Fast Initial Attack
• be prepared (trained) and organised
• initiate an appropriate response as quickly as
possible
• deploy adequate and appropriate resources.
(ii) Confident Actions

• always follow safe practices
• determine the appropriate objectives which, in most
cases, will be to contain the spread of fire
• assessment of the fire to determine direct or in-
direct attack strategy
• if the fire can be contained, work hard and work
quickly.
(iii) Prompt and Complete Mop Up

• when the fire is contained, begin the mop up
immediately
• mop up thoroughly.
5.2 Fire Control Strategy

The strategy to control a fire (direct or in-direct) depends
on an assessment of a number of criteria. These include:
• The fuels involved
• The fire weather
• The size and intensity of the fire
• The rate of spread of the fire
• The topography
• The available resources and their skills and experience
• Any hazards or safety issues.
It may not be appropriate to keep to a single strategy as
the fire environment can change. Eg, with the availability
of more fuels the higher fire intensity may require that the
attack change from direct to in-direct.
On days of very high fire danger, it may not be possible to
mount any attack on the head of the fire. Suppression
may be able to continue along the flanks where the fire is
slower moving and/or less intense. Controlling these can
be important to prevent a wind shift transforming the
long flanks into a wide-head fire.
5.2.1 Direct Attack

In a direct attack, the suppression effort is directly on the
burning edge (perimeter) of a fire. This is the method
most commonly used to suppress vegetation fires in NZ.
Direct attack is started at the base of the fire and
continues along the flanks until the opportunity arises to
knock down the head of the fire. Involves an attack
directly on the head of the fire. Direct attack, if
successful, will limit the area that is burnt and can be
undertaken where the fire is slower moving and of low to
moderate intensity.
With direct attack:
• Normally working from within the burnt area
• The work can be reduced where the perimeter of the
fire has self extinguished
• The total burnt area is kept to a minimum
• The time the fire is burning may be reduced
• On a moving fire, the suppression effort is upwind or
down hill of the smoke and heat
• The problems of having un-burnt fuels within the fire
perimeter are reduced
• Fire fighters can use the burnt area as an escape route
or safety zone.
However:
• For direct attack, the fire can generally only be of low
to moderate intensity and with a low rate of spread
• Fire fighters may be exposed to a greater level of heat
and smoke adding to the stress and fatigue
• Natural barriers are not always used to advantage.
5.2.2 In-Direct Attack

This relies on the use of a control line that may be some
distance from the fire’s edge. This control line may
include:
• Less flammable fuel types
• Topographical features (streams, rivers, roads, etc)
• Constructed fire breaks using hand tools and/or
machinery.
An In-Direct Attack:
• Allows fire fighters to work well away from the
dangers of high intensity fires
• Is more likely to be effective against very high intensity
fires
• Means that the strategy changes to burning out rather
than direct fire suppression.
However:
• The area burnt (as a result of the burnout) is increased
• Strong winds may hinder the burning out of fuel
between the control line and the fire
• If the burn out fire escapes the control line, a very
much bigger fire may result.

5.2.3 Back Burning and Burn-out

Backburning and Burn Out techniques may be used as fire
control methods but they are very risky and require
careful planning and execution. Most importantly, the
Forest and Rural Fire Act is specific regarding the
authority required to undertake back burning or a burn-
out operation. The differences must be understood and
the proper authorities applied.
Back Burning
The legal definition of a Backburn is “a counterfire
commenced from within continuous fuel for the purpose
of fighting a fire”.
In accordance with the Forest and Rural Fires Act, only a
PRFO or Deputy appointed by the PRFO may authorise a
back burn. When so authorised, the amount of the loss
or damage suffered as a direct result of a back burn is
deemed to be part of the suppression of the fire. Any fire
suppression strategies using back burning operations
should be included in the Incident Action Plan and/or
recorded in writing as approved by the PRFO/DPRFO.
Don’t attempt any back burning without the formal
authority from the PRFO or their Deputy.
Burn-out
The legal definition of a Burnout is “a counterfire
commenced from a natural or previously constructed
firebreak for the purpose of fighting a fire”.
The Act does not preclude the lighting of a burn out but it
is equally important that this be approved within the
Incident Action Plan and carefully planned and executed.
5.3 Communications
In any fire fighting operations, command and control of
the incident can only be achieved with effective and
reliable communications. Effective communications
requires radio networks and planning.
5.3.1 Communication Networks

A small incident may only require one or two radio
services for communications. A large incident however
will require multiple radio services to meet the needs for
command/control functions and for ground and air
operations.
Simplex
“Simplex” is where the communications are directly
between radios (hand held or vehicle transceivers).
Simplex is characterised by:
• Generally “line of sight” operation only
• Signal is quickly lost when the stations are separated
by hills and other obstructions
• Typically up to 5-7 Km between hand helds
• Typically up to 15-20 Km between vehicle radios
• The radios all transmit and receive on a single
frequency (for each simplex channel).
Duplex/Repeater
“Duplex” or “Repeater” operation is where the signal
from a radio is received and re-transmitted by a powerful
base station radio transceiver located on a distant hilltop.
The re-transmitted signal is the one that is received by the
other radios switched to that channel. A Repeater will:
• Provide communications over larger distances than
Simplex and where radios (handheld or vehicle) are
separated by hills, valleys, etc
• The radios transmit and receive on different
frequencies (for each channel).
Portable Repeaters
Some agencies have Repeaters packaged into robust and
waterproof transportable suitcases. These portable
repeaters can be deployed at incidents where simplex
operations are unreliable due to distance or terrain.
The Department of Conservation, the NZ Fire Service, the
National Rural Fire Authority and some RFAs have such
repeaters that are available for major incidents.
Generally such a portable repeater would:
• Be used as a command and control channel for the
incident ground (with individual sectors using multiple
simplex channels)
• Be deployed at the top of an adjacent hilltop to provide
communications over the entire incident ground
• Include an internal re-chargeable battery providing for
up to 24 hours operation
• Include provision for external 12 Volt input from
vehicle supply or 240Vac input from a portable
generator for extended operations
• Include a portable antenna system that is deployed on
the hill top.
Cellular Phones
The portability and increasing coverage provided by
cellular phones has made these devices increasingly useful
for incident communications. They:
• Provide the ability to access the public telephone
network to call and request commercial services or to
provide data or fax capability
• Provide for private person to person communications
on sensitive matters that can not be discussed on a
radio channel
• Are limited by the availability of coverage in and
around the location of the incident
• Should not be used where a radio channel is available
unless a private or extended conversation is required
with a specific person.
Incident Ground Communications

Incident Ground Communications (IGC) encompasses a
radio network that is set up for communications between
the personnel on the fire ground. This will predominantly
be simplex but some repeater channels may be used
dependent on the terrain and size of the incident ground.
LMR
Land Mobile Radio (LMR) is the term generally used
when referring to repeater based networks that are used
to provide communications between vehicles, hand held
radios and base stations. Examples are:
• NZ Fire Service LMR that provides communications
with the three national communication centres
(Comcens) located in Auckland, Wellington and
Christchurch
• Dept of Conservation has an extensive LMR
throughout NZ
• TLAs have a Civil Defence radio network
• Forestry companies have LMR networks for
operations may designate one channel for fire.
Ground to Air
A number of simplex channels are reserved for
communications between the pilots and air attack or air
support functions. These include air band channels and a
designated Emergency Services Band (ESB) channel.
These channels are strictly reserved for communications
with the pilots and must not be accessed by other ground
operations unless an emergency situation arises.

5.3.2 Communications Plan

At an incident, it is necessary to establish IGC, LMR and
possibly Ground/Air communications to meet the needs of
ground operations, air operations and command/control.
This can present significant challenges when multiple
agencies are in attendance, all of whom may operate a
range of different radio systems and channels.
It is essential that agencies in different regions co-operate
to prepare a plan that sets out how they will establish the
radio communications required at an incident. This
communications plan may need to confirm a number of
variations or options dependent on the locality of an
incident and the available Repeaters, Cellphone coverage,
etc in that area.
Of particular importance is the ability of all emergency
services and supporting agencies to operate on the
designated Emergency Services Band (ESB) and the
designated shared/liaison ESB channels.
A Communications Plan:
• Should be pre-determined and prepared including the
programming of radios
• Identifies the Simplex and/or Repeater channels to be
used for Command/Control and ground operations
• Confirms the air operations channels in consultation
with the local air operators
• Identifies the provisions for additional communication
services including Phone (Landline and Cell), Fax and
Data
• Sets out the radio call signs that will apply on the fire
ground
• Identifies technical resources who may be required to
assist in establishing and maintaining the radio
networks (and to pre-programme radios)
• Requires testing to confirm all agencies and operators
are familiar with the assigned channels, call signs and
procedures
• Needs to be agreed to and be signed off by the
respective agencies
• Included in the Rural Fire Authority fire plan for the
information and reference of all agencies
• Is further developed and formalised by the Logistics
Section of an IMT at a major incident.
5.3.3 Operating Guidelines

Formal operating procedures and practices ensure that
radio communications are effective and efficient.
These include:
• Be brief and to the point with messages, don’t “chat”
or make flippant remarks on the channel
• Use call signs, especially at the beginning and end of a
communication
• Don’t discuss private, personal or sensitive matters
over a radio
• Be familiar with the phonetic alphabet if difficult
pronunciations need to be spelt out
• Radio operators should speak clearly and at a normal
delivery pace
• Do not use inappropriate language or make offensive
remarks over a radio (or at any other time).

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)
ESB180 Fire MobileTx NZFS Repeater
Repeater 140.25 Mhz (incl on Fire Portable
MobileRx Repeater)
143.25 Mhz
ESX39 Liaison 140.9875Mhz Liaison Channel
Simplex
ESB164 Liaison MobileTx Liaison Repeater
Duplex 140.05 Mhz (incl on Fire Portable
MobileRx Repeater)
143.05 Mhz
ESX04 15 SX A 140.55 Mhz DOC primary
Simplex chan (A)
Note: Some radio chans may require a sub-audible access tone (CTSS).
5.4 Media Interviews
It is important that the media is provided with timely and
correct information about a rural fire or other incident.
It is also an opportunity to use the media to promote
safety messages. How the public perceive rural fire
fighting is very much influenced by the TV images and
what they read.
News reporters will seek stories from the incident.
The Incident Controller will usually have appointed a
media/information person (Information Officer) to handle
such queries. Any requests for an interview must be
referred to the nominated Information Officer.
Interview checklist:
Confirm:
• The name of the Reporter/Interviewer?
• Who they represent?
• Who else they have spoken to?
• The general nature of their particular interest or
intended slant of the interview?
Do:
• Know the facts. Develop 2-3 key messages (incl a fire
safety message) and deliver them. Prepare responses to
potential tough questions
• Be concise. Give 10-20 second simple answers and
when you are done, be quiet. If you botch the answer,
simply ask to start again
• Be honest, personable professional and presentable
(eg remove hats, helmets and/or sunglasses)
• Look at the reporter, not the camera
• Ensure the RFA is aware of the interview.

Don’t:
• Don’t make personal comments
• Don’t criticise any person or agency
• Never talk “Off the record”, exaggerate or try to be
cute/funny
• Don’t guess, speculate or say “No comment”.
Either explain why you can’t answer the question or
offer to find out the answer
• Don’t disagree with the reporter. Tactfully and
immediately clarify and correct the information
• Don’t use jargon or acronyms, use plain language
• Don’t speak for or make any representations on behalf
of any other agency.
6. Fire Behaviour
6.1 Introduction
The fire behaviour information included in this Fireline
Handbook represents a summary of the current state of
knowledge with respect to fire behaviour in New Zealand
fuel types. It is based on material published by a number
of research and fire agencies both in NZ and overseas in
an ongoing development of a New Zealand Fire
Behaviour Prediction (FBP) System
As such, this section is intended to provide a quick
reference guide on general fire behaviour together with
relevant equations and relationships. The relevant
publications should be referred to where more detailed
fire behaviour predictions are required. The information
in this section will be updated as new information from
the research becomes available.
Fire behaviour predictions are intended to assist in fire
management decision making, and are not a substitute for
experience, sound judgement, or observation of actual fire
behaviour. Fire behaviour can change rapidly due to
changes in fuel conditions, slope and exposure to wind,
and no model can ever fully account for all the variables
that affect fire behaviour. Operational personnel must be
aware of the limitations of the models contained within
this Fire Behaviour section, and be able to recognise
unique or unusual situations as fires can be potentially
dangerous at any level of fire danger.

6.2 Fire Weather Index (FWI)

System structure
Temperature
Fire Relative Humidity Temperature
Weather Wind Speed Wind Relative Humidity Temperature
Observations Rainfall Speed Rainfall Rainfall
Fuel Fine Fuel Duff Moisture Drought

Moisture Moisture Code Code Code
Codes (FFMC) (DMC) (DC)
Fire Initial Spread Build Up

Behaviour Index Index
Indexes (ISI) (BUI)
Fire Weather
Index
(FWI)
Fine Fuel Moisture Code (FFMC) - a numerical rating of
the moisture content of litter and other cured fine fuels.
This code is an indicator of the relative ease of ignition
and flammability of fine fuel.
Duff Moisture Code (DMC) - a numerical rating of the
average moisture content of loosely compacted organic
layers of moderate depth. This code gives an indication of
fuel consumption in moderate duff layers and medium-
size woody material.
Drought Code (DC) - a numerical rating of the average
moisture content of deep, compact, organic layers. This
code is a useful indicator of seasonal drought effects on
forest fuels, and amount of smouldering in deep duff
layers and large logs.
Initial Spread Index (ISI) - a numerical rating of the
expected rate of fire spread. It combines the effects of
wind and FFMC on rate of spread without the influence
of variable quantities of fuel.
Buildup Index (BUI) - a numerical rating of the total
amount of fuel available for combustion that combines
DMC and DC.
Fire Weather Index - a numerical rating of fire intensity
that combines ISI and BUI. It is suitable as a general index
of fire danger throughout the forested and rural areas of
New Zealand.

6.3 Available Fuel Load (AFL) – Forests

6.4 Available Fuel Load (AFL) –
Grasslands
1
Based on a ground cover of 60%.
2
Alternatively, use the standard fuel load of 3.5 t/ha assumed
in the Grassland FDCC (see Alexander 1994).

6.5 Available Fuel Load (AFL) –

Scrublands
6.6 Headfire Rate of Spread (ROS) -
Flat Terrain

Section 6
6.7 Slope Correction Factor
July 2002
Page 8
Section 6
6.8 Dense Scrub Slope Correction Factor

A reduced effect of slope on fire spread has been reported for dense scrub (NZ Fire Research 1998). As a result,
a reduced SCF has been proposed for scrub fuel types of one-third (1/3) the standard SCF.
July 2002
Page 9
6.9 Headfire Intensity (HFI) –

Equations
Byram’s standard fireline intensity equation is:
I = Hxwxr where
I = fire intensity in kilowatts per metre (kW/m);
H = net low heat of combustion in kilojoules per kilogram
(kJ/kg), generally considered a constant (18,000 kJ/kg);
w = weight of fuel available for consumption in kilograms
per square metre (kg/m2); and
r = rate of spread in metres per second (m/s).
A simplified intensity formula for field use is:
wxr
I= where
2
w = weight of fuel available in tonnes per hectare (t/ha);

and
r = rate of spread in metres per hour (m/h).
Fire intensity is directly related to flame size and a simple

relationship for field use is:
I = 300 x (L)2 [or L = I ÷ 300] where
I = fire intensity (kW/m); and

L = flame length (m).
Note that flame length should not be confused with flame

height which is the maximum vertical extension of the
flame front. Only in still air conditions (i.e., no wind) on
flat terrain, are flame length and height equal.
Section 6
6.10 Headfire Intensity (HFI) – Rate of Spread/Fuel Load Relationship
July 2002
Page 12
6.11 Headfire Intensity (HFI) – Flame
Length Relationship
Note 1: From Byram’s (1959) formula, I=259.833(L)2.174

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

Section 6
6.12 Headfire Intensity (HFI) – Fire suppression effectiveness
Generalised limits of fire suppression effectiveness in relation to fire intensity.
July 2002
Page 16
6.13 Fire danger class criteria – Forest
Forest Fire Danger Class Graph

6.14 Fire danger class criteria –

Grassland
Grassland Fire Danger Class Graph
6.15 Fire danger class criteria –
Scrubland
Grassland Fire Danger Class Graph

Section 6
6.16 Fire Danger Class Criteria
July 2002
Page 20
Continued over ...
1
Section 6
6.17 Simple Elliptical Fire Growth Model
July 2002
Page 22
Section 6
Rough rules of thumb:
Spread Distance = Rate of Spread (ROS) x Elapsed Time (ET)

Perimeter Length = 2.5 x Total Spread Distance
Perimeter Growth Rate (PGR) = 2.5 x Headfire Rate of Spread (ROS)
July 2002
Page 23
Section 6
6.18 Wind Speed Estimation
July 2002
Page 24
Continued over...
Section 6
July 2002
* 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., not forested) areas.
Open areas are preferably level or nearly level ground with only scattered trees in a clearing with a diameter that is
10 times greater than the height of trees in neighbouring forests.
The estimate of wind speed, typically the mid-point of the values associated with a particular Beaufort class, can be
used together with FFMC to determine the ISI for fire behaviour predictions.
Page 25
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
Section 6
Selected Conversion Factors

July 2002
Page 27
7. Fire Investigation
7.1 On Arrival
All personnel on the fire ground (and particularly those
involved in the Initial Attack) should make a note of
anything that might assist determining the cause and
origin of the fire. Any information should be passed to
their Crew Leader or the Incident Controller and should
include:
• Any suspicious activities or persons at, or leaving, the
scene (names, descriptions, vehicle registrations, etc)
• The fire conditions on arrival (what’s involved, fire
intensity, smoke, flames, odours, etc)
• Fire behaviour during the fire (rate and direction of
spread, unusual behaviour)
• Any indications of multiple points of ignition or
evidence of accelerants
• Statements or comments by occupiers or onlookers
• Any pattern to reported fires.

7.2 Fire Cause Report

The Planning/Intell Manager is overall responsible within
the Incident Management Team for having the cause and
origin of the fire investigated. The Planning/Intell
Manager may delegate this task to one of the unit leaders
within the section. The Planning/Intell Manager or
delegated Unit Leader is responsible for collecting and
evaluating all information that will assist in the process of
investigating the cause and origin of the fire.
Where there is clear evidence to a suspected cause of the
fire then an appropriate expert in that field must be
appointed as part of the fire investigation team.
For example:
• Any fire suspected of involving criminal activity must
involve the police
• Any fire caused by an electrical installation must be
investigated by an electrical engineer
• Where a fire is believed to have started from a non-
permitted burn or a breach of fire permit conditions,
then a compliance person may be required to interview
those involved in or responsible for the fire.
All wildfire investigators or experts in other fields that are

employed to investigate the cause and origin of fires must
be provided with terms of reference. These will set out
the objectives, scope and terms of their assignment.
Eg, a wildfire investigator may be required to “Determine
the Point of Origin, Cause, Path of Travel and Impact of
the Fire” and provide a written report within 10 days.
The terms of reference may exclude in the scope matters
that the Planning/Intelligence section do not want the
investigator to address. Eg, compliance issues,
interviewing particular people, talking or making
statements to the media.
Appendix A Glossary
Allocated Resources dispatched to an incident.

Resources
Anchor Point An advantageous location from which

a fire line can be constructed. It is used
to minimise the possibility of being
outflanked by a fire while the line is
being constructed.
Appreciation The systematic process in which all the
factors affecting an incident and which
lead to the development of a pan are
considered.
Assigned Resources checked in and assigned work
Resources tasks on an incident.
Assembly Area An area where resources are organised
(AA) and prepared for deployment. It includes
the provision of crew welfare and
equipment maintenance facilities. An
Assembly Area would normally be
located away from an incident at an
established facility.
Available Incident-based resources ready for
Resources deployment.
Back-burn A counter-fire commenced from within
continuous fuel for the purpose of
fighting a fire. Reference the Forest and
Rural Fire Act 1977.
Backing Fire The part of a fire which is burning back
against the wind, where the flame height
and rate of spread is minimal.
Beaufort Wind A method for estimating wind speed
Scale based on observation of visual indicators
of wind effects (eg smoke drift, flag and
tree movement). Suggested for use when
an anemometer is not available.
Briefing A general overview of an operation.
Burnout A counter-fire commenced from a

natural or previously constructed
firebreak for the purpose of fighting a
fire. Reference, the Forest and Rural
Fires Act 1977.
Cache A predetermined complement of supplies
stored in a designated location.
Changeover The orderly replacement of personnel.
Check-in The process whereby resources first

report to an incident.
Checkpoint A strategic position from which traffic
movement can be observes and
controlled.
Coordinated A structure to systematically manage
Incident emergency incidents.
Management
System (CIMS)
Command The internal direction of members and
resources of an agency in the
performance of that agency’s role and
tasks. Command relates to single
agencies and operates vertically within
an agency.
Conservation Has the same meaning as in the
Area Conservation Act 1987, and includes
land being managed under section 61
or section 62 of the Act; but does not
include any marginal strip as defined in
section 2(1) of that Act.
Contained A fire is contained when its spread has
been halted, but it may still be burning
freely within the perimeter or fire control
lines.
Control The overall direction of response
activities in an emergency situation.
Authority for control is established in
legislation or by agreement and carries
with it the responsibility for tasking
and coordinating other agencies.
Control relates to situations and can
operate at either the single agency level
or horizontally across agencies.
Controlled The stage at which the complete
perimeter of a fire is secured and no
breakaway is expected.
Control Line Any line, including the fire-line, natural
fire-breaks, and/or retardant lines, from
which the fire is being fought. For
example, a fire may be fought from a
creek, road, fire-break or from a series
of fire-breaks connected by fire-lines.
The total endeavour is a control line.
Co-ordination The bringing together of agencies and
resources to ensure a consistent and
effective response to an incident.
Cordon A cordon is the means to maintain an
area and is used to restrict movement
into and out of an area.
Debriefing A critical examination of an operation
done to evaluate actions for
documentation and future
improvements.
Demobilisation The orderly release of resources no
longer required at an incident.
Dispatch To task and/or move a resource.
Emergency An established facility where the
Operations response to an incident may be
Centre (EOC) supported.
Evacuation The removal of people from an area
that may be dangerous.
Extreme Fire A level of fire behaviour that ordinarily
Behaviour precludes methods of direct suppression
action. One or more of the following
characteristics is usually involved:
• High rates of spread and fire intensity
• Prolific crowning and/or spotting
• Presence of fire whirls
• A strong connective column.
Predictability can be difficult because
such fires often exercise some degree of
influence on their environment and
behave erratically, sometimes
dangerously.
Finance/ A unit which may be established to
Administration provide advice o financial implications
or be utilised to track times, costs,
procurement, and compensation.
Fire Authority Means:
(a) In relation to a rural fire district, the
rural fire committee in which the
administration of the district is vested
or, as the case may be, the Minister
of Conservation or the Minister of
Defence.
(b) In relation to a territorial area, the
territorial authority having
jurisdiction in respect of that area.
(c) In relation to any State area, the
Minister of Conservation.
(d) In relation to the fire safety margin
of any State area, the Minister of
Conservation to the extent provided
by section 14(5) of this Act.
Continued over ...

(e) In relation to any land or other
property subject to any agreement
or arrangement made pursuant to
subsection (1) or subsection (2) of
section 14 of this Act, the party
thereby appointed to act. Provided
that the power and duties of that
party as a Fire Authority shall extend
only as far as is provided by that
agreement or arrangement.
(f) In relation to any land or other
property in respect of which a local
authority exercises the functions of
a Fire Authority pursuant to section
9(b) of this Act, that local authority
to the extent approved under that
section by the New Zealand Fire
Service Commission.
Fire Behaviour The manner in which fuel ignites, flame
develops, and fire spreads and exhibits
other related phenomena as determined
by the interaction of fuels, weather, and
topography.
Fire Climate The composite pattern or integration
over time of the fire weather elements
that affect fire occurrence and fire
behaviour in a given area.
Fire Danger A segment of a fire danger index scale
Class identified by a descriptive term (e.g.
Low, Moderate, High, Very High,
Extreme) and/or a colour code (e.g. blue,
green, yellow, orange, red). The
classification system may be based on
more than one fire danger index.
Fire Danger The process of systematically evaluating
Rating and integrating the individual and
combined factors influencing fire danger
represented in the form of fire danger
indexes.
Fire The surrounding conditions, influences,
Environment and modifying forces of topography,
fuel, and fire weather that determine
fire behaviour.
Fire Ground Any area of land, vegetation, or
property where the fire is burning or
has burnt or is threatening, in the
opinion of the Fire Officer.
Fireline That portion of the fire perimeter upon
which resources are deployed and are
actively engaged in fire suppression
action.
Fire Log A log book for the recording of events
and times of relevant activities of fire
suppression actions.
Fire Safety Any land (not being the whole or part
Margin of a defence area within the meaning
of the Defence Act 1990) that:
a. In relation to a State area, is outside
that area but within 1 kilometre (or
such less distance as may be
approved by the Minister of
Conservation, after consultation with
the National Rural Fire Officer, and
notified in the Gazette) of the
boundary of that area:
b. In relation to a forest area, is situated
outside that area but within such
distance (not exceeding 1 kilometre)
of the boundary thereof as is
approved by the Fire Authority of
that area;
But does not include any land that, by
notice in the Gazette under section
14(5A) of the Forest and Rural Fires
Act 1977, is excluded from the fire
safety margin of any State area.
Fire Weather Collectively, those weather parameters
that influence fire occurrence and
subsequent fire behaviour (e.g. dry-bulb
temperature, relative humidity, wind
speed and direction, precipitation,
atmospheric stability, winds aloft).
Forward Triage An area in the field to identify and sort
patients in priority order for removal
to a Triage area.
Helibase (HB) The main location for parking, fuelling,
and maintenance of helicopters
operating in support of an incident.
Helipad (HP) A designed location which meets specific
requirements for a helicopter to take
off and land.
Incident An event which requires a response
from one or more agencies.
Incident Action A statement of the objectives, strategies,
Plan (IAP) and critical functions to be taken at an
incident.
Incident The location where the Incident
Control Point Controller and, where established,
(ICP) members of the Incident Management
Team provide overall direction of
response activities in an emergency
situation.
Incident The overall management of the response
Control to an incident (see “Control”) .
Incident The group of incident management
Management personnel carrying out the functions of
Team (IMT) Incident Controller, Operations
Manager, Planning/Intelligence Manager
and Logistics Manager.
Inner Cordon A cordon established immediately
around an event.
Instructions A direction to achieve something given
in general terms without a specific
course of action (as opposed to
“Orders”).
Lead Agency The organisation with the legislative or
agreed authority for control of an
incident.
Liaison Co-ordination with representatives from
other agencies.
Logistics The provision of facilities, services, and
materials in accordance with the
Incident Action Plan.
Mobilisation The processes and procedures for
organisations to activate, assemble, and
transport the requested resources to an
incident.
Multi-agency An incident which requires a response
Response from two or more agencies.
Objective A statement of what is to be achieved.
Open Fire In respect of any area or district, means
Season a period of time, whether or fixed or
indefinite duration, during which period
the lighting of fires in the open air in
that area or district is neither prohibited
nor restricted under section 22 of the
Forest and Rural Fires Act 1995.
Operations The direction, supervision, and
implementation of tactics in accordance
with the Incident Action Plan.
Orders Directions comprising a clearly defined
task and the method of achieving it
given by a commander to those who
will execute it (as opposed to
“instructions”).
Outer Cordon A cordon established further from an
event than the inner cordon to enable
access to the area of operations to be
controlled.
Planning/ The collection, evaluation, and dissem-
Intelligence ination of information related to the
incident and the preparation and docum-
entation of the Incident Action Plan.
Prescribed The controlled application of fire under
Burning specified environmental conditions to a
predetermined area and at the time,
intensity, and rate of spread required to
attain planned resource management
objectives.
Principal Fire (a) In relation to any State area for which
Officer a Principal Rural Fire Officer is
appointed by the Minister [of
Conservation] or any other district
for which a Principal Rural Fire
Officer is appointed by the Fire
Authority, means that officer or, where
he is absent or unavailable or unable
to act, the person acting as Principal
Fire Officer pursuant to the Fire Plan
for that area or district.
(b)In relation to any district (other than
a State area) for which there is only
one Fire Officer, means that officer
or, where he is absent or unavailable
or unable to act, the person acting as
Principal Fire Officer pursuant to the
Fire Plan for that district.
(c) In relation to any State area for which
no Principal Rural Fire Officer has
been appointed by the Minister [of
Conservation], means any [Rural Fire
Officer appointed under section 13(3)
of this Act and any warranted officer
appointed under section 59(1) of the
Conservation Act 1987].
Prohibited Fire A period of time, whether of fixed or
Season indefinite duration, specified pursuant
to this act, during which period the
lighting of fires in the open air is
prohibited under this Act.
Restricted Fire A period of time, whether of fixed or
Season indefinite duration, specified pursuant
to this Act, during which period permits
or authorities are required by the Forest
and Rural Fires Act 1975 for the lighting
of fires in the open air.
Resources All personnel and equipment available,
or potentially available, for assignments
to incidents.
Road Block Any form of barrier or obstruction
preventing or limiting the passage of
vehicles.
Safe Forward A safe location near the incident from
Point (SFP) which the forward operations can be
supported.
Safety Officer The designated officer responsible for
assessing hazards and for developing
measures for ensuring safety.
Sector A defined portion of the incident.
Single-agency An incident requiring a response from
Response only one agency.
Situation A brief of an incident, usually given at
Report (Sitrep) regular intervals.
SMEACC An acronym for a standard sequence
when directing actions. It represents:
• Situation
• Mission
• Execution
• Administration
• Command
• Communications .
Span Of A concept which relates to the number
Control of groups or individuals controlled by
one person. The ratio of 1:5 is desirable,
but should not exceed a ratio of 1:8.
Staging Area A designated location where resources
(SA) are gathered prior to deployment.
Standard Written incident practices adopted by
Operating an agency.
Procedures
(SOPs)
Strategy A statement detailing how an objective
is to be achieved.
Support An organisation contributing services
Agency or resources directly to a lead agency.
Tactics Specific actions or tasks to implement
incident strategies.
Task A job given to a team or individual.
Technical An advisor with special skills which are

Specialist needed to support incident operations.
Triage An area and a process where patients
are taken to for treatment in a priority
order.
Appendix B
Local/Regional Information
This section is reserved for the user to print, crop to size,

‘2 Hole’ punch and insert local or regional information
that would be useful to have available at an incident.
This might include summary information from the RFA
Fire Plan such as:
• Contact details for agencies and personnel
• Contact details for contractors (Tankers, Aircraft,
Bulldozers, etc)
• Communications channels
• Call signs
• etc.
Appendix C
Notes/Log
The pages in this section are intended to be used for field
notes, incident sketches, recording a log of actions or
events, etc. A template for these note pages is available on
the NRFA web site (http://nrfa.fire.org.nz). As the pages
are used, the template can be downloaded, printed,
guillotined to size, punched and inserted into this booklet.
Name Date Time
5 No communications link with fire fighters and
their control point?
6 Instructions are not clear (unsure of assigned
task, objectives, strategy, command chain, etc?)
8 Wind changes speed and/or direction (sudden
change or un-expected change?)
10 Uphill or down wind of the fire front (attempting
a frontal assault on fire?)
11 On a steep slope (constructing fireline downhill
with fire below, on a hillside where rolling material
can ignite fuel below?)
zones difficult?)
13 Can’t see the fire (is there communications with
14 In unburnt vegetation (is there fuels between you
and the fire?)
16 Working alone?
17 Getting tired?
ISBN: 0-908920-69-5

Natural or constructed area SAFETY ZONES

members?
More than one escape route? ESCAPE ROUTES

communicated?
Communications are
Radio channels are confirmed? COMMUNICATIONS

known?
their objectives?
understand the incident and ANCHOR POINTS
Crews are briefed and AWARENESS or
locations?
advantage points?
trusted?
Experienced, competent and LOOKOUTS
LACES

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1

Section 3 Initial Attack

Section 4 Incident Management

Section 5 Operational Guidelines

Section 6 Fire Behaviour

Section 7 Fire Investigation

Section 1 July 2002 Page 1

2.1 Personal Safety

Personal Protective Equipment (PPE)

• Safety goggles appropriate to work being done

Crew Leaders and Supervisors need to:

Section 2 July 2002 Page 3

In the event an entrapment situation arises and it is not

COMMUNICATIONS Radio channels are confirmed?

ESCAPE ROUTES More than one escape route?

SAFETY ZONES Natural or constructed area

Section 2 July 2002 Page 5

1 Fire size is unknown (not scouted and sized up?)

1 Fight fire aggressively but provide for safety first.

3 Recognise current weather conditions and obtain

4 Ensure instructions are given and understood.

7 Determine safety zones and escape routes.

9 Retain control at all times.

Section 2 July 2002 Page 7

2.5 Safety Briefing

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

2 Define the assignment and discuss objectives and

3 Identify the potential hazards and apply the

4 For each hazard, discuss the danger signs and

5 Discuss fire fighter health and safety issues.

6 Ask for questions or any clarification required?

2.6 Use of Vehicles

2.7 Use of Machinery

Section 2 July 2002 Page 9

2.8 Working with Aircraft

2.9 First Aid

Section 2 July 2002 Page 11

The responsibility of the First Aider is to:

If the casualty is not breathing:

Section 2 July 2002 Page 13

5. Re-assess the casualty by checking for pulse (5 secs).

Controlling Blood Loss:

3.2 Responding to a Reported Incident

Section 3 July 2002 Page 1

3.3 Enroute to the Incident

(i) Consider what you know about the fire area:

(ii) Think about Fire Behaviour:

(iii) When Approaching the Fire:

3.5 Getting to work

• Any properties at risk?

Have you sized up the fire?

Do you have a current weather forecast for the

Is the observed weather consistent with the forecast?

Do you have the FWI values for the area?

Is the fire behaviour consistent with fuels, weather

Can you control the fire with the resources available

Have you developed the incident objectives and a

Have the incident objectives and plan been

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

Can you communicate with everyone on the fire

Escape routes and safety zones are established. If

Have all personnel been briefed on safety and their

Safety, LACES and standard fire orders being followed?

The status of the fire is being regularly reported to