“Initial attack should be the highest priority for commitment of resources”

On April 9 the U.S. Forest Service issued protocols for firefighters in their Pacific Northwest Region, Washington and Oregon, during the COVID-19 pandemic. It only applies to FS personnel in those two states and is intended to be complementary to the Northwest Geographic Response Plan being developed by an Area Command Team.

You can download the entire nine-page document, but we captured some of the highlights:

Before the fire

Survey first responders to develop lists of those pre-disposed to respiratory illness and factor this into their assigned roles and tasks on large incidents.

Build extra capacity in all of our workforce, but especially supervisors, for managing line of duty deaths (Casualty Assistance Program).

Technology: Remote operations, briefings, sensing and surveillance, fuel modeling/sensing; fire behavior modeling/projections. Preparation for those modules that have or potential to have reduced personnel, by identifying collateral duty/overhead personnel and militia prepared to help with staffing engines, IHC’s and hand crews. Operations will prepare with the expectation that resource limitations will occur at all Preparedness Levels.

Contracting: MRE’s, medical equipment, PPE, remote sensing, UAS, contract personnel and equipment.

During the Fire

Priority: Initial attack should be the highest priority for commitment of resources with the purpose of containing fires during initial attack and preventing long duration fires.

Initial attack response should align with direction to limit the risk of exposure and spread of COVID-19. This should involve strategies and tactics that minimize the number of people needed to respond and that reduce the incident duration while not compromising firefighter safety and probability of success. The efforts to reduce overall exposure may require consideration to increased staffing, albeit for less duration.

Emphasize containment in order to minimize assignment time, mop-up standards should be evaluated for all incidents and limited to minimize additional fire spread. Make decisions that will minimize the number of responders needed to meet objectives. Consider zone and point protection suppression strategies associated with protection of human life, communities and critical infrastructure when sufficient resources for perimeter control are not available. Weigh the risk of responding in multiple vehicles; driving is still the one of our highest-risk activities. Stock vehicles with disinfecting wipes, hand sanitizer, soap and physical barrier protection (face shields, masks). Disinfect vehicles and equipment and wash PPE after each response. Do not share PPE, flight helmets, radios or other equipment. Use MREs, freeze dried, single-serve sack or boxed meals instead of food lines. Evaluate drinking water supply options to minimize exposure and handling of water containers. Monitor smoke and Co2 Exposure to firefighters, rotate in and out of smoke if necessary. Consider shorter tours (<14 days), shorter shift lengths. Incorporate additional time into shifts to provide for hygiene, cleaning and additional rest.

Remote operations, briefings sensing and surveillance, fuel modeling/sensing; fire behavior modeling/projections. Use technology to communicate using virtual tools. Increase use of UAS and webcams. Plan for increased use of networking capabilities, and areas with limited or not existing network capabilities may need additional services.

Camps: When possible, shift operations and logistics from single, large camps to multiple, satellite camps that support the separation of people. Incident Command Teams may utilize hotels where individual rooms allow for separations Briefings should be conducted via radios and/or other virtual tools, to reduce face to face interactions. Expanded medical support (as needed and if possible). Module isolation: (dispersed camping). Two-way isolation: closed camps with security, no leaving camp to travel into community. Define and implement more rigorous cleaning and sanitation protocols. Provide extra hand washing stations if possible.

Communication: When possible, shift operations and logistics from single, large camps to multiple, satellite camps that support the separation of people. Incident Command Teams may utilize hotels where individual rooms allow for separations. Briefings should be conducted via radios and/or other virtual tools, to reduce face to face interactions. Expanded medical support (as needed and if possible). Module isolation: (dispersed camping). Two-way isolation: closed camps with security, no leaving camp to travel into community. Define and implement more rigorous cleaning and sanitation protocols. Provide extra handwashing stations if possible.



After the Fire

Rest, Recovery and Reassignment: take precautions to limit potential spread of COVID-19. This may include: Continued screening and testing. Module isolation (Fire modules should not report to the office but a designated location that allows for the crew to interact and work without exposing them or other employees. Work should allow for the continued separation of crews as long as they continue to remain available nationally.)

Increased employee support (be prepared to provide it virtually) EAP Peer Support Hospital and Family Liaison

Tracking: Forward and backward monitoring of all module-to-module, person-to-person and community interactions.

Communication: Appraise community of status including quarantines and rehabilitation. Communicating potential exposure. Communicating our limited capacity for response. Community response.

AAR Specific to Wildfire Tactics and COVID-19. We need to institutionalize what we learn from the COVID-19 crisis and incorporate that into our enterprise risk management as well as local SOPs.

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