The Redding Hotshots conduct a safety briefing before beginning their assignment on the Trail Mountain Fire. U.S. Forest Service photo.
The National Incident Management Organization (NIMO) teams are working on procedures for managing wildland fire organizations and suppressing wildfires during the COVID-19 pandemic. Here is an update from NIMO.
Friday May 1, 2020
NIMO has been involved for some weeks now, with the development of a fire/COVID-19 simulation to help IMT’s and Agency Administrators prepare for fire in the new COVID environment this coming summer. If you wish to take part in one of the regional simulations, please contact your GATR..
COVID-19 Wildland Fire Simulation Development and Delivery
Date: April 27, 2020
Summary: Fire and Aviation Management (FAM), Workforce Development, Risk Management, Human Dimensions-Rocky Mountain Research Station, and National Incident Management Organization are collaborating to develop and deliver a late spring 2020 COVID-19 Wildland Fire Response Simulation.
The intended audience is Line Officers, Type 3 and higher complex Incident Management Teams (IMTs), and community partners. The intent of this virtual simulation is to facilitate dialog with Line Officers and IMTs on the use of Best Management Practices to make informed decisions, while providing an opportunity to evaluate and learn from those decisions. The exercise will highlight leadership principles and concepts, risk assessment processes, Gifford Pinchot’s Maxims, agency policy and direction; all within a complex fire situation under the constraints of a Coronavirus Disease 2019 (COVID-19) environment where participants will perform functional and team responsibilities.
The simulation will provide for both Operational Risk assessment and Quantitative Risk evaluation using the Risk Assessment Worksheet (RAW, and tools such as the atlas of Potential Control Locations (PCL), Suppression Difficulty Index (SDI), and asset layers.
This simulation will also prepare Line Officers and IMTs to use a whole host of decision tools including the 2020 Chief’s letter, Leadership Stance and Habits, and Center for Disease Control guidance, while evaluating decisions based on Social, Political, Health, and Safety considerations. Each simulation will be broken into two parts:
1) Morning session consisting of education, policy, guidance, and information
2) Afternoon session is the simulation with practical exercises
The Simulation will break participants into four teams to include representation of Line Officer(s), IMT Command and General Staff section chiefs, and partners, totaling no more than10 people per team. Delivery will be through Adobe Connect and will begin with Alpha and Beta test deliveries. Each delivery will be followed by an After Action Review (AAR). Closed captioning capabilities are available with at least a 48-hour notice prior to delivery. Below is the tentative schedule.
1. May 6 – Alpha delivery to Field Command School and NATP students
2. Week of May 11 Beta delivery to Regions 8 and 9
3. Week of May 18 Delivery to Regions 3 and 10
4. Week of May 25 Delivery to Regions 2 and 5
5. Week of June 1 Delivery to Regions 4 and 6
6. Week of June 8 Delivery to Region 1
Regional Training Officers will be advertising for, and prioritizing, participants for each simulation.
Please contact Jay Winfield at jay.winfield@usda.gov or 208-993-0768 for additional information.
One of the Senators’ questions was about the Forest Service’s projection of a worst-case scenario of a six percent “cumulative mortality rate” at large fire camps
While taking active measures to protect the public and employees and minimize exposure to COVID-19, the Bureau of Land Management (BLM) continues to reduce hazardous fuels across the West and in Alaska and to plan for the upcoming fire season by maintaining and strengthening firefighting capabilities.
“We are committed to protecting our colleagues in the BLM and those with whom we come in contact during this challenging time; however, as westerners we know we must fight fire all year long and we will do exactly that,” said BLM Deputy Director for Policy and Programs William Perry Pendley. “Guided by the Center for Disease Control and Prevention as well as state and local health authorities, we continue to implement proactive COVID-19 measures to protect employees and the public, but, when it comes to fire, we have no intention of standing down.”
The BLM Fire and Aviation program works closely with, and relies on, its state and local partners for all wildfire suppression efforts. During the COVID-19 outbreak, some state governments have declared they will not permit state and local resources to respond to wildfires outside of their local jurisdiction, which will greatly limit the national response capabilities of these valuable resources. The BLM is working with these governments to address concerns and to ensure, to the greatest extent possible, that shared resources are available to be deployed wherever need may be greatest.
“In order to ensure smooth interstate wildfire suppression operations, all wildland firefighters must be permitted to cross state boundaries without restriction to ensure safe and effective wildfire operations throughout the country,” said Pendley. “We beseech our federal, state, and local partners to ensure that ability.”
Every year, the BLM works with its Federal, state, and local partners to conduct initial attack on all wildland fire incidents to suppress wildfires as soon as they ignite. Aggressive initial attack is the single most important method to ensure the safety of firefighters and the public; it also limits suppression costs. During the COVID-19 outbreak, the wildland fire agencies will continue to work to suppress wildfires with the goal of reducing wildfire size and intensity.
The BLM is also working with its Federal, state and local partners to develop specific COVID-19 wildfire response plans to provide for wildland fire personnel safety. These plans outline best management practices to limit the spread of the virus and to provide a safe working environment for all wildland fire personnel.
In addition to large air tankers and Type 1 and 2 helicopters under contract with the U.S. Forest Service, the BLM will have on contract 34 Single Engine Airtankers (SEAT), 4 water scooping air tankers, 7 smokejumper planes, 19 tactical support aircraft, and 25 helicopters for wildfire suppression efforts this year. The BLM also has access to call when needed helicopters, SEATs, Large and Very Large Airtankers, water scoopers, and tactical support aircraft.
The Eastern Geographic Area has released their Wildland Fire Response Plan (WRP) for the COVID-19 pandemic. The 83-page document was written, compiled, and assembled by the Eastern Area Type 2 Incident Management Team led by Steve Goldman, working under Tim Sexton’s Area Command Team. The three Area Command Teams were responsible for WRPs for the rest of the United States.
All of the teams worked directly with each Geographic Area’s Coordinating Group Chair, dispatch/coordination centers, and local units. They also worked under the direction and supervision of the National Multi-Agency Coordinating Group (NMAC), through a Team Coordinator (Joe Reinarz) and maintained frequent contact and communication through multiple daily briefings to the NMAC.
The plans were developed using a standardized template and a process for national standardization; but development included attention and inclusion of all specific concerns for the Geographic Area covered by each plan.
In this article we are covering the Eastern Area plan, but based on standardization and the use of a template there may be a significant amount of duplication between plans, which will facilitate inter-Geographic Area responses — if that even occurs under the pandemic.
Prevention
Best practices to prevent exposure:
• Briefings: utilize video conferencing, texting, messaging, radio or loud speaker.
• Limit who enters the aircraft and airbase to pilots and flight crews only.
• Work with minimum crew staffing levels to limit exposure.
• For crew and passenger safety follow FAA COVID-19 Guidance.
• Consider putting helicopters into limited status, and 2:1 management where when possible.
• Use one hour call backs during periods of low activity.
• Evaluate allowing vendors to stage at their home base with a 24-48 hour call back.
• With approval of the Contracting Officer, reimburse vendors for transporting relief pilots and crews by vehicle and or light aircraft versus commercial airlines.
• Ensure technological capability to participate in a virtual/ remote environment.
Incident Response
Best practices during mobilization/at incident and through demobilization:
• Follow guidance included in All Personnel Safety Guidance Appendix A.
• Use paperless dispatching (106 dispatch, text message, Cad, rip and run, kneeboard).
• Consider assigning a Rotor Wing Coordinator early in the season at the GACC to increase efficiency.
• Maintain situational awareness of others being transported and working with on the fireline.
• Reconnaissance, passenger transport or other non-module member flights will be avoided unless absolutely necessary.
• Photo or video sharing of incident will be utilized for situational awareness to avoid adding personnel to the confined space of the aircraft.
• Pilot and mechanic should decontaminate interior and exterior of the aircraft between missions per GSA/OEM/NBAA guidance.
Exposure Response
Best practices in the event of a presumptive exposure.
• Personnel should report symptoms or potential COVID-19 exposure to supervisor immediately and initiate onsite self-isolation/self-quarantine.
• Supervisor will report through chain of command to IC or local agency administrator.
• Incident staff will interview person affected for symptoms and determine locations and other personnel that might have been exposed, using COVID-19 approved protocols.
• When possible use virtual interview methods.
• Decontaminate any equipment and locations before returning to service.
• Demobilize person virtually, to home unit if possible; follow COVID-19 public health orders.
• Follow existing public health orders for transportation arrangements back to unit.
• Incident staff will work to identify and inform others potentially exposed, check for symptoms and determine if there is a need for decontamination or further action.
• Follow agency protocols and regulations regarding use of affected person’s name(s) and information.
• Place aircraft out of service until properly decontaminated per GSA/OEM or NBAA guidance.
• Return aircraft to contract availability by the appropriate maintenance inspector.
• Notify Controlling aircraft or dispatch of status change.
• Contact Contracting Officer to place aircraft out of service.
• Isolate aircraft away from active operations and personnel.
• Follow CDC and current local/state department of health guidelines.
Fixed Wing Aviation
Prevention
Best practices to prevent exposure:
• Briefings: utilize video conferencing, texting, messaging, radio or loud speaker.
• Limit who enters an airbase, seaplane base and the aircraft, to flight crews and pilots only. Do not conduct tours or allow observers to gather near the facility.
• For crew and passenger safety follow FAA COVID-19 Guidance.
• Limit multi use of headsets, helmets, knee boards, gloves, flight suits, tools, etc.
• After each flight the pilot should follow GSA/OEM/ NBAA guidance to decontaminate the aircraft interior including handles, interior seating, seat harnesses and the cockpit.
• After maintenance, decontaminate the aircraft per GSA/OEM/NBAA guidance.
• Work closely with the GACC to return tactical (SMKJ, LEAD, ATGSs, ATs, etc.) and flight support crews to the same base every night to eliminate travel induced exposure for flight and maintenance crews.
• Ensure technological capability to participate in a virtual/ remote environment.
Incident Response
Best practices during mobilization/at incident and through demobilization:
• Follow guidance included in All Personnel Safety Guidance Appendix A.
• Use electronic dispatch orders of resources (106 dispatch card, Kneeboard, etc.).
• Use minimum crew staffing levels to limit exposure.
• Consider pooling ATGSs within the GACCs and assign as needed. Utilize multiple bases during high activity, even though other bases may be farther from the incident if support staffing will allow.
• Maintain situational awareness of passengers’ social distancing and potential symptoms; report any observed symptoms through chain of command.
• Work closely with the Dispatch Offices and the GACC to return pilots and flight crews to the same base every night, preferably home, to eliminate travel induced exposure for flight and maintenance crews.
• Consider assigning Fixed Wing and Airspace Coordinators prior to actual fire season
Exposure Response
Best practices in the event of a presumptive exposure.
• Personnel should report symptoms or potential COVID-19 exposure to supervisor immediately and initiate onsite self-isolation/self-quarantine.
Supervisor will report through chain of command to IC or local agency administrator.
• Incident staff will interview person affected for symptoms and determine locations and other personnel that might have been exposed, using COVID-19 approved protocols.
• When possible use virtual interview methods.
• Decontaminate any equipment and locations before returning to service.
• Demobilize person virtually, to home unit if possible; follow COVID-19 public health orders.
• Follow existing public health orders for transportation arrangements back to unit.
• Incident staff will work to identify and inform others potentially exposed, check for symptoms and determine if there is a need for decontamination or further action.
• Follow agency protocols and regulations regarding use of affected person’s name(s) and information.
• Place aircraft out of service until properly decontaminated per GSA/OEM or NBAA guidance.
• Return aircraft to contract availability by the appropriate maintenance inspector.
• Notify Controlling aircraft or dispatch of status change.
• Contact Contracting Officer to place aircraft out of service.
• Isolate aircraft away from active operations and personnel.
• Follow CDC and current local/state department of health guidelines.
Airbase/Helibase Operations
Prevention
Best practices to prevent exposure:
• Briefings: utilize video conferencing, texting, messaging, radio or loudspeaker.
• Limit who enters the aircraft and airbase to pilots and flight crews only.
• Work with minimum crew staffing levels to limit exposure.
• Follow FAA COVID-19 Guidance.
• Follow GSA/OEM/NBAA disinfection guidance after each flight or after maintenance / fueling.
• If possible, contract for a block of rooms or apartments for the season for agency and contractor flight crews to use. Sanitize the rooms prior to and after each use.
• Work closely with the Dispatch Office and the GACC to return ATGSs, ATs, LEADs and flight crews to the same base every night to eliminate travel induced exposure.
• Use the contract one-hour call back to reduce the number of personnel at the airbase.
• Faster ordering of additional aircraft to lessen firefighters needed on the ground through more aggressive initial attack.
• Consider options such as double crewing all aircraft during periods of high use and call up additional CWN services to obtain a more aggressive initial attack.
• Ensure technological capability to participate in a virtual/ remote environment.
Incident Response
• Best practices during mobilization/at incident and through demobilization: Follow guidance included in All Personnel Safety Guidance Appendix A.
Use multiple bases during the response, even though other bases may be farther from the incident in order to limit the amount of personnel at the airbase.
• Install and use additional retardant loaders to limit hose and nozzle contacts.
• Communicate with other bases and dispatch to ensure positive coordination (airspace, radio frequencies, supervision assigned, etc.) as multiple aircraft from different bases and agencies may be present during initial attack.
Exposure Response
Best practices in the event of a presumptive exposure.
• Personnel should report symptoms or potential COVID-19 exposure to supervisor immediately and initiate onsite self-isolation/self-quarantine.
• Supervisor will report through chain of command to IC or local agency administrator.
• Incident staff will interview person affected for symptoms and determine locations and other personnel that might have been exposed, using COVID-19 approved protocols.
• When possible use virtual interview methods.
• Decontaminate any equipment and locations before returning to service.
• Demobilize person virtually, to home unit if possible; follow COVID-19 public health orders.
• Follow existing public health orders for transportation arrangements back to unit.
• Incident staff will work to identify and inform others potentially exposed, check for symptoms and determine if there is a need for decontamination or further action.
• Follow agency protocols and regulations regarding use of affected person’s name(s) and information.
• Place aircraft out of service until properly decontaminated per GSA/OEM or NBAA guidance.
• Return aircraft to contract availability by the appropriate maintenance inspector.
• Notify Controlling aircraft or dispatch of status change.
• Contact Contracting Officer to place aircraft out of service.
• Isolate aircraft away from active operations and personnel.
• Follow CDC and current local/state department of health guidelines.
The Eastern Geographic Area has released their Wildland Fire Response Plan (WRP) for the COVID-19 pandemic. The 83-page document was written, compiled, and assembled by the Eastern Area Type 2 Incident Management Team led by Steve Goldman, working under Tim Sexton’s Area Command Team. The three Area Command Teams were responsible for WRPs for the rest of the United States.
All of the teams worked directly with each Geographic Area’s Coordinating Group Chair, dispatch/coordination centers, and local units. They also worked under the direction and supervision of the National Multi-Agency Coordinating Group (NMAC), through a Team Coordinator (Joe Reinarz) and maintained frequent contact and communication through multiple daily briefings to the NMAC.
The plans were developed using a standardized template and a process for national standardization; but development included attention and inclusion of all specific concerns for the Geographic Area covered by each plan.
In this article we are covering the Eastern Area plan, but based on standardization and the use of a template there may be a significant amount of duplication between plans, which will facilitate inter-Geographic Area responses — if that even occurs under the pandemic.
Below are excerpts from the plan that I thought were interesting. The entire official document can be downloaded here. Information specifically about fire aviation can be found at FireAviation.com.
Managing fire for resource benefit and using more confine/contain strategy will assist in reducing the number of responders exposed to each other and the public.
The Eastern Area MAC group has limited the current Type 2 Incident Management Teams and one Interagency Hotshot Crew to assignments within the Eastern Geographic Area due to resource shortages, COVID-19 concerns related to travel and the beginning of the region’s fire season.
The new Interagency Resource Ordering Capability (IROC) system at the time this is being written is not fully functional, creating challenges.
Some states aren’t hiring seasonal staff due to current uncertainties and/or office closures
The “Module as One” concept keeps crews separated to minimize exposure and allow efficient contact tracing. The concept includes minimizing exposure by not mixing personnel and vehicles. Module personnel should be assigned together for the entire season, on the same schedule, same assignments, in same camp, etc. Modules’ vehicles, equipment, work areas, restrooms, etc. should be off limits to anyone outside of the module if possible. Modules should be as self-sufficient, following mitigation measures described in Appendix B to further minimize chances of exposure to coronavirus.
Federal agencies have travel restrictions in place and are managing wildfire response on a case-by-case basis. This will affect the ability of the GA to fully staff both of the Type 2 IMTs, which started normal rotation on 4/1/2020. Since many state resources are not able to travel out of state, critical overhead with Type 3 or higher qualifications may need to be mobilized using non-traditional transportation methods (agency aircraft) to allow rapid response.
Because of the severity of the pandemic there are some firefighters and support personnel who are not willing to respond due to personal or family health concerns.
Ensuring Midewin Interagency Hotshot Crew’s viability is important as all USFS Job Corps crews have been lost due to students being sent home.
The virus is expected to crest at the same time as the Eastern GA’s peak spring fire season (April-June) which could cause a confluence of peak fire activity with maximum impact from quarantine/isolation cases.
It is recommended that additional aircraft be contracted by land management agencies to transport fire crews and overhead, and that those contracts allow much greater flexibility to stop at multiple jetports to avoid the travel and co-location of crews at mobilization centers.
Plan for shifts in wildfire response strategy, ranging from highly prioritized IA to limit numbers to reducing overall firefighter exposure by prioritizing responses.
[Consider] pursuing opportunities for monitoring of low risk fires.
[Consider] Exploring opportunities for managed fire, more indirect attack, focused use of heavy equipment, and designation of management action points using natural barriers.
Implement swift initial response to minimize possibility of large fire occurrence, but do not employ higher risk tactics to keep fires small.
Within agency protocols and to the degree possible, augment fire response resources with non-fire staff to help sustain fire response capability.
Consider opportunities for application of aviation and mechanized assets to reduce assigned personnel.
Prioritize initial attack and focused use of aviation assets.
Preparing and implementing virtual incident management by IMTs – GAs consider conducting simulated virtual IMT incident management prior to most active fire season periods.
Identify and obtain necessary technology.
Designate IMT sections/personnel that can complete work virtually and what minimum requirements are for managing incidents safely.
Limiting large fire response to when life is imminently threatened.
Consider existing staffing and action guides and existing dispatching run cards and guidelines and how they will be affected by a 10, 30, or 50% reduction in strength of force of wildland firefighting and management resources.
Technology:
Prepare for more remote operations, briefings, sensing, and surveillance.
Identify technology needs, costs, and proactively implement actions.
Pursue increased use of UAS (seek waivers).
Use broadband channels to reach affected communities.
Greater use of UAS platforms.
Expedite contracting of UAS equipment.
A one-day drive rule for all resources traveling to an incident by motor vehicle, including the use of vans, busses and aircraft should be considered. If traveling as a group, additional vehicles need to be considered in order to allow for social distancing and to provide transportation in the event someone becomes symptomatic or tests positive and has to return home. Additionally, it is important for the traveler to understand that food, lodging and other commercial services may not be readily available, or if available may not be safe to utilize due to COVID-19 concerns. For that reason, anyone responding to an extended attack or complex incident should be prepared to be self-sufficient while traveling to the incident and for several days after arrival. Agency aircraft may need to be considered for transportation of personnel.
CREW OPERATIONS
Prevention
Best practices to prevent exposure:
• Utilize “Am I Fit?” checklist (Appendix C) or other CDC daily self-check.
• Integrate social distancing and daily decontamination protocols into operations.
• Consider initial attack response from dispersed pre-determined locations to limit exposure to large groups.
• Crew should be self-supporting for several shifts for meals and spike camp.
• Consider additional vehicles to allow social distancing, extra gear and extra clothing.
• Maintain a sufficient inventory of decontamination supplies.
• Develop and drill crew/module on COVID-19 response.
• Implement “Module as One” practices; follow COVID-19 Protocols and SOPs.
• Designate a crew/module person as safety monitor for COVID-19 protocols and SOPs.
• Ensure technological capability to participate in a virtual/ remote environment.
Incident Response
Best practices during mobilization/at incident and through demobilization:
• Follow guidance included in All Personnel Safety Guidance Appendix A.
• Follow “Module as One” concept throughout the incident.
• Utilize “Am I Fit?” checklist (Appendix C) or other CDC daily self-check.
• Utilize virtual/remote briefings or brief only key personnel to minimize numbers and maintaining separation distance.
• Include COVID-19 prevention, mitigation and concerns in daily crew briefs.
• Avoid unnecessary contact with incident personnel and public.
• Limit the sharing of apparatus, supplies, and equipment amongst adjoining resources.
• Decontamination is recommended prior to leaving the incident.
• Social distancing, sanitization, cough etiquette, etc. remain a priority on and off the fireline. (i.e. “Module as One” concept, spike camps)
• During mobilization discuss COVID-19 mitigation plans particular to the incident.
• Avoid prolonged smoke exposure if possible; rotate personnel and/or avoid smoke.
• Maintain clean PPE each day to prevent virus spread.
Exposure Response
Best practices in the event of a presumptive exposure.
• Personnel should report symptoms or potential COVID-19 exposure to supervisor immediately and initiate onsite self-isolation/self-quarantine. For the good of the crew and all personnel assigned to the incident, do not hesitate to report a suspected exposure or symptoms.
• Supervisor will report through chain of command to IC.
• Incident staff will interview person affected for and determine locations and other personnel that might have been exposed, using COVID-19 approved protocols.
• Decontaminate any equipment and locations before returning to service.
• Person will be demobilized to home unit if possible.
• Follow existing public health orders for transportation arrangements back to unit.
• Incident staff will work to identify and inform others potentially exposed, check for symptoms and determine if there is a need for decontamination or further action.
• Follow agency protocols and regulations regarding use of affected person’s name(s) and information.
Members of Bridger Aerospace and Frenchtown District Rural Fire Department. Minuteman Aviation photo by Mel Holtz in Missoula.
What started as a modest campaign to provide a couple of hundred face shields to Bozeman Health, has opened doors to assist other first responders in staying safe. In an effort to fight against COVID-19, Ascent Vision Technologies (AVT), a military defense contractor, adapted its production know-how to rapid prototyping and production of the shields. After an outpouring of gratitude and requests for more units, the AVT team is now working to produce up to an additional 5,000 units.
Its sister company, Bridger Aerospace (BA), an Aerial Firefighting company based in Belgrade, Montana, with its fleet of 14 airplanes (mix of Aero Commanders, Kodiak 100’s, and a CL-415EAF), can bypass commercial shipping channels to deliver equipment and personnel on-demand. An opportunity to fulfill a request made by the Frenchtown FD presented such an occasion. The Bridger team used their newly acquired Daher Kodiak 100 to hand-deliver 30 units to a Fire Department crew based in Frenchtown, Montana.
Tim Sheehy, CEO, has pledged to assist any other first responders in need. So far, BA and AVT have delivered over 300 shields to Bozeman Health and first responders and will be delivering masks to other fire departments and healthcare professionals across Montana.
Bridger Aerospace was in the news last month when it was announced they would be acquiring six CL-415EAF scooping air tankers. Longview Aviation in collaboration with Cascade Aerospace, is upgrading Canadair CL-215 air tankers to become CL-415EAFs.
The Eastern Geographic Area has released their Wildland Fire Response Plan (WRP) for the COVID-19 pandemic. The 83-page document was written, compiled, and assembled by the Eastern Area Type 2 Incident Management Team led by Steve Goldman, working under Tim Sexton’s Area Command Team. The three 
