July – August 2005 

 Best Practices 

1

Communication Planning 

NWCG Wildland Fire Education Working Team 

Communications... media relations... public awareness... How do I get started? What do I want to 

achieve? Who am I trying to reach? What’s the difference between a strategy and a tactic? How can I be 

sure my tactics will help me meet my objectives? 

These are just some of the questions we ask ourselves when embarking on a communication 

venture. Communication plays an integral role in wildland fire management, and a clear plan 

can greatly enhance communication efforts – providing a road map to focus on the important 

issues and ensuring a consistent message and delivery to key audiences. There is no “right 

way” to develop a communication plan. Experienced communication professionals develop 

their own preferred method depending upon the need. 

Best Practices: Communication Planning is a collection of planning concepts and examples 

from a variety of sources, including federal and state agencies as well as professional 

communications firms. This document is designed to help those responsible for wildland fire 

communications prepare effective communications plans that will support your wildland fire 

management programs. While the goal of your plan may be different in each situation, the 

principles of communication planning remain the same. This document addresses the 

following concepts: 

 Situation Analysis 

 Objectives 

 Audiences 

 Messages 

 Strategies 

 Tactics 

 Timeline 

 Evaluation 

 Budget 

Example plans are included in the appendix for your reference, with approval from the 

agencies that provided them. Additional materials and resources are available at: 

http://www.nwcg.gov/teams/wfewt/wfewt.htm. 

Situation Analysis 

Before beginning development of your communication plan, take time out to consider the 

current situation that is driving the need for your communication initiative. In the situation 

analysis, record what you know about the current environment (social, economic, and related 

factors) in which you will be conducting outreach, and what you expect your goal to be. 

For example, if you’re developing a plan to communicate with 

residents about a prescribed burn in their area, give an 

overview of the community and background on how residents 

might view the project. Has there been a large fire recently that 

caused heightened concern? Have residents been vocal about 

prescribed burns in the past? Are they educated about the need 

for a prescribed burn? 

Situation Analysis is often 

referred to as Background 

or Purpose Statement. 

Parts of this section may 

include Overview, 

Opportunities, Challenges, 

and/or Lessons Learned. 
 

Best Practices: Communication Planning 

July - August 2005 

2

Objectives 

The objectives outline exactly what you want your plan to accomplish by voicing the ultimate 

goals you are trying to reach. Objectives should be specific and measurable, as they can also 

help gauge the success of your outreach. For example, if one of your objectives is to increase 

awareness, consider a benchmark survey before you begin. This will aid in evaluation of how 

much awareness increased after the program. 

Example objectives: 

1. Increase community awareness about the long-term benefits of prescribed burns by 25 

percent over a two-year period. 

2. Generate support from community leaders, elected officials, and other influencers in fire 

management planning efforts. 

3. Increase Web site traffic from 20,000 to 25,000 visitors per month by fiscal year end. 

Audiences 

Defining your audience is one of the most important elements of communication planning. 

Reaching your objectives may require that you reach several very different audiences. It is 

important that you address every group or organization that might be impacted by your plan 

so you can ensure your communications are appropriate for the audience. Be sure to consider 

both internal and external audiences, as well as the people who influence your audience. 

You may be surprised that staff within 

your own agency may not understand 

fire management. To ensure consistent

communication with external

audiences, be sure to communicate 

with your internal audiences. 

Internal audience examples: 

 Agency leadership and staff beyond fire 

management 

 Fire management staff 

 Partners & non-governmental organizations 

External audience examples: News media are not simply a vehicle 

for reaching your audience; they can be

an audience in themselves. It is 

important to educate media on the 

issues surrounding fire management so 

they are able to provide context for 

their readers/ viewers/ listeners. 

 Residents and absentee landowners in the 

wildland/urban interface 

 Visitors to public lands 

 Educators 

 Local, regional, state, tribal and national elected 

officials 

 Journalists/news media 

Messages 

The cornerstone of any communication program is a set of consistent, compelling messages for 

use in all proactive and reactive communications. Messages should be actionable messages 

where appropriate so that, in addition to educating, they will motivate the audiences to act on 

what they have learned. You may be asking that audiences be informed and supportive of 

agencies’ wildland fire efforts, or that they get involved in local activities.
 

Best Practices: Communication Planning 

July - August 2005 

3

Key messages are general concepts that agencies and organizations are encouraged to 

incorporate into their discussions, print materials, and other resources used in communication, 

education, information, and prevention efforts. Key messages are umbrella statements that 

require additional supporting points and examples for context. 

Use local and regional 

examples to place messages 

into context for your 

audiences, connecting with 

them on a personal and 

emotional level. 

Supporting points provide detail for the key messages and 

enable communicators to further explain the roles of: wildland 

fire in the ecosystem, land management agencies, tribes, and 

partners. 

The National Wildfire Coordinating Group (NWCG) Wildland Fire Education Working Team 

has developed a set of core messages for agencies to use in communicating the role of 

wildland fire. These messages have been through an extensive interagency development and 

review process, and have been approved by the NWCG: 

 Wildland fire is an essential, natural process. 

 Society’s influence has altered historic fire cycles, leading to a dangerous and difficult 

buildup of vegetation in our wildlands. 

 Land management agencies are committed to a balanced fire program that will reduce 

risks and realize benefits of fire. 

 Improving the health of the land and reducing risks to communities requires partnerships 

among federal and state agencies, tribal governments, fire departments, communities, and 

landowners. 

 Public education is necessary to the success of fire management programs. 

The complete messages, along with supporting points, are available online at: 

www.nwcg.gov/teams/wfewt/message/key_message.pdf.

Strategies 

Remember: fire does not 

respect jurisdictional 

boundaries. Consider your 

neighboring agencies, tribes 

and related organizations 

and indicate where you will

need to coordinate efforts – 

especially if your outreach 

could impact their goals. 

Strategies define the general path you are planning to take to reach your objectives. They help 

identify the roadmap to success, without getting into the specific directions. In the tactics 

section, you will get into the specifics of exactly how you are 

going to implement your strategies. Strategies should tie 

directly back to objectives. 

Example strategies to support Objective 1 (on page two) 

Increase Community Awareness might include: 

1.A. Proactively communicate clear, consistent messages about 

the benefits and risks associated with prescribed burns 

through all communications. 

1.B. Provide news media, community leaders, elected officials, and other influencers with the 

knowledge, tools, and motivation they need to communicate with their constituencies. 

1.C. Facilitate grassroots support and peer-to-peer communication through targeted 

community outreach. 
 

Best Practices: Communication Planning 

July - August 2005 

4

Tactics 

Tactics are the specific activities you will complete as you 

implement your plan. Each tactic should directly relate to your 

strategies and support your objectives. This section should be 

detailed and can be divided with different tactics for each 

audience. Be as creative as possible with tactics and consider 

your audiences and how they may be influenced. 

Example tactics that support Strategy 1.B. (from page three) – 

Provide Tools for Influencers: 

1.B.i. Community Leaders 

1.B.i.a. Facilitate one-on-one meetings with local community leaders and/or elected 

officials and a member of the fire management team to educate officials about 

the prescribed burn. 

1.B.i.b. Provide newsletter copy and encourage leaders/officials to include 

information on their Web sites and/or in constituent newsletters. 

1.B.i.c. Provide talking points and encourage leaders/officials to communicate with 

the public during meetings and events. 

1.B.ii. News Media 

1.B.ii.a. Conduct briefings with news media to educate them about the prescribed burn 

and its benefits and risk. Provide background information and online 

resources. 

1.B.ii.b. Invite local morning television talk shows and radio drive-time shows to 

conduct an on-air interview with a representative of the entity about the 

prescribed burn. Suggest the location of the planned burn to show viewers the 

need. 

1.B.ii.c. When sufficient time has passed to begin to see noticeable effects from the 

prescribed burn, encourage media to do follow-up stories about the benefits. 

Example tactics that support the above Strategy 1.C. – Facilitate Grassroots Support: 

1.C.i. Collateral Materials 

1.C.i.a. Develop a detailed brochure/flyer for homeowners and absentee landowners 

explaining exactly where and why a prescribed burn will occur. Provide 

background on the long-term benefit of the prescribed burn. 

1.C.i.b. Develop “Tell-a-Friend” cards and supply four to five cards in each packet so 

users can share with family, friends, and colleagues. The front of each card will 

include the projected date, time, and location of the prescribed burn. The back 

of the card will include facts about the benefits this specific burn will have on 

the area, as well as tips for managing smoke impact and other potential 

adverse effects. The card also will direct readers to the Web site for more 

information. 

Communications is more 

than sending press releases 

to the media. While media 

outreach is often important,

you may also want to 

consider tactics such as 

advertising or direct 

outreach to communities, 

officials, businesses, and 

others. 
 

Best Practices: Communication Planning 

July - August 2005 

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1.C.ii. Community Outreach 

1.C.ii.a. Conduct presentations at homeowner association meetings. The fire 

management team will provide an overview of what will take place. Enlist a 

well-respected and well-informed homeowner who is supportive of the effort 

to speak from personal experience about the benefits of the planned burn. 

1.C.ii.b. Host a booth at community festivals to disseminate collateral materials. 

Following is a sample list of general tactics and materials to consider as you develop your 

communications plan. 

 Community workshops and/or presentations during meetings of resident associations, 

civic and social groups 

 Meetings with community leaders and elected officials 

 Online resources such as dedicated Web page, electronic newsletters, e-mail notification 

 Editorial briefings, one-on-one media interviews 

 Press conference (Limited use recommended, such as when you have hard news to report, 

or an award to present) 

 Byline articles in magazines or news briefs for inclusion in community newsletters, church 

bulletins, Web sites, bill inserts and mailings by utilities, insurance, real estate, and other 

home-related industries 

 Public service announcements 

 Toll-free hotline 

 Detailed press kits, including backgrounders, fact sheets, spokesperson profiles, 

photos/artwork 

 B-roll video footage (NOTE: Do not produce pre-packaged video news releases [VNR]. B-roll 

footage is more cost-efficient, and more likely to be used by news media.)

Timeline 

Timelines are a great tool to ensure the entire team stays on task and meets pre-determined 

deadlines. Include enough time to develop materials and allow time for the approval and 

printing processes. Assign a specific person who is responsible for each task. 

Measurement/Evaluation 

Establish a plan for measuring the success of your program. Refer back to your objectives to 

determine what evaluation tactics will be necessary. Also consult your agency’s management 

team to help determine what is required. Think beyond a written report of activity to include 

specific outcomes of your efforts. For example, to measure performance that involves public 

recognition as in Objective 1, consider customer surveys, Web site hit counts, or focus groups. 

Budget 

Consult with your agency’s management team to determine the resources you have available. 

You may be asked to develop your plan first and make recommendations on staff hours and 

out-of-pocket expenses. Be as detailed as possible, and prioritize your plan so you know where 

you can trim your activities if necessary. 
 

Best Practices: Communication Planning 

July - August 2005 

6

Sample Plans 

Attached are three sample plans representing various components of the concepts introduced 

for your reference. Their release has been approved by the contacts listed below. Remember 

– develop your plan based upon your specific needs. 

 Appendix A: Fire Program Analysis System. For additional information, contact Venetia 

Gempler, FPA Communications Director via E-mail at: venetia_gempler@blm.gov . 

 Appendix B: Smoke Communication Strategy - Yosemite National Park. For additional 

information, contact Deb Schweizer, Yosemite NP’s Information Officer via E-mail at: 

debra_schweizer@nps.gov . 

 Appendix C: Information Strategy: Winslow Incident, August 2003. For additional 

information, contact Jack deGolia, Public Affairs Officer, Beaverhead-Deerlodge National 

Forest and/or Bill Sweet, Region 8 Program Manager, Fire Prevention and WildlandUrban Interface, at: jdegolia@fs.fed.us or wsweet@fs.fed.us , respectively. 

Materials and Resources 

Links to the following NWCG Wildland Fire Education Working Team materials and 

resources can be found online: http://www.nwcg.gov/teams/wfewt/wfewt.htm

Products, Publications, and Resources 

• Best Practices: Communication Planning, released July – August 2005 

• Brochure "Wildland Fire in the United States" 

• "Did You Know?" Updates and Highlights from the Communicator's Guide to 

Wildland Fire, released May 2005 

• Electronic Bibliography of Fire Resources 

• Fire Messaging Materials, released April 2005 

• Links to Wildland Fire Education Products 

• Prevention-Education Teams 

• Public Service Announcements (English and Spanish versions) 

• Wildland Fire Key Messages – Interagency, released May 2004 

o Interagency announcement 

o Interagency Wildland Fire Key Messages 

o NWCG Transmittal Memo 

o NWCG Messaging Task Group Charter 
Best Practices: 

Communication Planning

Appendix A 

FPA SAMPLE PLAN

July – August 2005 

7

Fire Program Analysis 

Communication Strategy 

Version 2.3, May 31, 2005 

Purpose 

The purpose of this communication strategy is to facilitate consistent Fire Program Analysis (FPA) 

information and material distribution between USDA Forest Service, Bureau of Land Management, 

National Park Service, Fish & Wildlife Service and Bureau of Indian Affairs. The products developed 

will raise awareness of the project at various levels of land management to facilitate interagency 

implementation of the new analysis system. The communication strategy is a living document and will 

be updated as needed. 

Background 

Several fire analysis systems have been guiding planning efforts for decades; each meet specific agency 

missions. Designed individually, these systems do not promote interagency planning and budget 

development. A new system is needed to accommodate the interaction between wildland fire 

management agencies and to facilitate planning and understandable budget development. 

National Guidance and Direction. The Federal Wildland Fire Policy developed in 1995 and reaffirmed 

in 2001, the 10-year Comprehensive Strategy, and the report titled “Developing an Interagency, 

Landscape-scale Fire Planning Analysis and Budget Tool”, recommends developing a common 

interagency budget analysis system for the federal wildland fire community. Congress and the Office of 

Management and Budget have provided specific direction and timelines to develop the FPA system. 

Situation Analysis 

FPA will provide federal land managers with a common interagency process and tools for fire 

management planning and budgeting to evaluate the effectiveness of alternative fire management 

strategies through time, to meet land management goals and objectives. 

Implementing an interagency system at this scope and complexity will initiate significant management 

and cultural change within the five participating agencies. As a result, the system is being designed in 

two phases. Phase1, the Preparedness Module (PM), addresses initial response which includes initial 

attack and wildland fire use. Phase 2 will build modules for large fire, extended response, prevention, 

fuels and rehabilitation. The final system will integrate both phases to meet the full spectrum of 

wildland fire planning and budgeting. 

FPA-PM version 1.0 was released October 1, 2004. The system is being rolled out in stages as Fire 

Planning Units (FPUs) are trained. By February 2006, all FPUs should be running software developed 

for Phase 1. Phase 2 will be implemented as modules are completed. Full implementation and 

integration of the entire system is scheduled for 2008/2009.
Best Practices: 

Communication Planning

Appendix A 

FPA SAMPLE PLAN

July – August 2005 

8

Providing timely and accurate information is a significant and substantial workload. The project 

requires frequent, ongoing communication actions at multiple levels of federal, tribal, state, and local 

agencies. As issues emerge additional communication specialists may be brought in to assist in 

developing and implementing focused communication projects for specific FPA outreach. For example, 

FPA orientation and training for line officers and fire managers. 

FPA Organization is divided into four components. 

1. Steering Committee An interagency fire management group that provides guidance and 

direction 

2. Project Management Includes a Program Coordinator, Project 

Manager, and Senior Project Manager.

Other project personnel include 

a communications director and 

administrative staff. 

3. Development Team (Includes Core Team and other team members as described)

Core Team - Interagency application design 

and development team. Coordinates with 

subject matter experts, assists with training 

development, documentation and help desk. 

Other team members who are responsible to develop the 

application in conjunction with the Core Team, i.e. 

Modeling Specialist, GIS Specialist, Large Fire Support, 

Fuels Management etc. 

4. Implementation 

 Coordination Group 

 (ICG)

Interagency team tasked with working closely with field personnel to 

implement the modules as they are developed. Develops and 

coordinates training, and assists with the help desk and documentation. 

Objectives 

The FPA Communication Strategy principal objectives are to promote understanding, build support, and 

increase acceptance within agency staffs so they are prepared to implement the new analysis system and 

to ensure information is delivered to all audiences that realistically portray expectations and accurately 

reflect project status. 

Specific objectives are: 

• Increase interagency and stakeholder awareness of the FPA system concepts and capabilities to 

prepare for full implementation of: Phase 1 by February 2006, Phase 2 and an integrated system by 

2008/2009. 

• Keep executive leadership, line officers, and other stakeholders informed of issues and progress. 

• Generate support from non-federal wildland fire management partners and other influencers in fire 

management planning and budget efforts. 

• Deliver to the user community accurate, on-time, clarifying information and direction to help 

implementation, minimize confusion and increase user acceptance. 

• Facilitate interagency and stakeholder input and involvement to assist in the successful development 

and deployment of the FPA system. 
Best Practices: 

Communication Planning

Appendix A 

FPA SAMPLE PLAN

July – August 2005 

9

Audience 

• Federal and partner agency personnel 

(wildland fire and natural resource personnel for participating federal, state, local, and Tribal agencies) 

• Executive Branch and Congress 

• Scientific/Research and Academic communities 

• News distribution outlets (e.g. internal, technical, and wildland fire media) 

Key Messages 

Overview 

• The purpose of the FPA system is to provide managers with a common interagency process for fire 

management planning and budget development to evaluate the effectiveness of different fire 

management strategies through time, to meet land management goals and objectives. 

• The sponsoring agencies are: 

USDA Forest Service DOI Fish & Wildlife Service 

DOI Bureau of Indian Affairs DOI National Park Service 

DOI Bureau of Land Management National Association of State Foresters 

• FPA will replace the current systems used by the five federal wildland fire management agencies. 

• FPA will trigger changes in how we do business. These “fundamental changes” include: 

o Strategic interagency landscape scale analysis

o Establishes interagency fire planning units (FPUs) 

o Accommodates shared wildland fire resources and program management staff 

o Uses interagency standards and assumptions for modeling 

• Greater collaboration and cooperation between partners and the importance of partnerships will 

increase as planning and budgets reflect their interactions (Especially with tribes, states and local 

governments). 

• The new FPA application will generate landscape scale, interagency analysis at the planning unit level. 

• Outreach and wildland fire education is a component within the full spectrum of wildland fire 

management and will be incorporated into all FPA modules. 

• Prototypes have been created from existing interagency collaborative groups to field test concepts and 

implementation of Phase 1 and 2. 

Approach 

• The FPA system will use optimization where possible, to determine the level of effectiveness 

associated with a range of budgets. 

• Fire resource costs will be used as an input to the model. 

• Many of the data elements in FPA will be based on the current fire management planning and budget 

systems and enhances current methods of inputting alternative staffing levels to determine associated 

budgets.
Best Practices: 

Communication Planning

Appendix A 

FPA SAMPLE PLAN

July - August 2005 

10

Budget 

• The FPA analysis will support an interagency budget development and delivery. 

• FPA will facilitate comparison of organizational effectiveness across planning units through an array 

of budget levels (National Cost Effectiveness Analysis). The comparison of outputs to objectives is 

an indicator of effectiveness. 

• The project will re-engineer the business process so that all five federal agencies will use a common 

budget process, models, assumptions and displays. 

• Budget alternatives will be developed and delivered across all the agencies using a common 

application. FPA will facilitate analysis of the preparedness budget across and between agencies. 

Implementation

• To ensure a smooth conversion from current analysis systems to FPA, an interagency national 

transition strategy has been developed. It provides a framework to guide how Phase 1 and 2 will be 

implemented. 

• Wildland fire management is a complex organization which requires careful consideration when 

shifting policy or programs. The total fire management workload and potential efficiencies cannot 

be fully identified until all the components of FPA’s Phase 1 and 2 are completed and integrated. 

FPA Phase 1, Initial Response Preparedness Module

• The Initial Response Preparedness Module is Phase 1 of FPA and addresses initial attack and wildland 

fire use. 

o Resource values are reflected as relative weights, not dollars (non-monetized analysis). 

o Uses optimization to maximize effectiveness. 

o Multi-unit analyses display tradeoffs between program objectives at different cost levels. 

o Four prototype areas for Phase 1 include: Central Oregon, Southern Sierra, Southern 

Mississippi, and Alaska 

FPA Phase 2

• Phase 2 includes additional FPA modules that address extended response, large fire, fuels, 

rehabilitation, and prevention. 

o Prototypes for Phase 2 include Alaska, Central Oregon, Southern Sierra, Central Florida, and Color 

Country. 
Best Practices: 

Communication Planning

Appendix A 

FPA SAMPLE PLAN

July – August 2005 

11

Tactics 

Implementation of the FPA communication strategy will include an array of communications tools and 

actions to achieve specific objectives. These tactics will be itemized – along with a description, target 

audience, status and responsibility – in the following communications actions table. Communications 

tools and actions are not limited to the following: 

Fire Program Analysis 

Communication Actions

Action Item Description Target 

Audience Status Responsibility

Communication 

Strategy 

Update Comm. Strategy All 06/01/05 -Comm. Director 

Update Standard 

PowerPoint 

Template and 

General 

Presentation 

Develop standard PowerPoint 

template and general presentation 

with common design elements for 

general use by FPA Team 

members. 

All Updated 

regularly 

-Comm. Director 

-Proj. Management 

-Core/Development 

Team 

-ICG 

Communication 

Strategy for line 

officer and 

manager training 

course 

Develop a communication strategy 

that focuses on a specific audience 

and needs. Identify the best 

tactics, tools and timeline. 

Line officers 

Fire managers 

Ongoing -Lead -Communication 

Detailer 

-Comm. Director 

Executive 

PowerPoint 

Presentation and 

related training 

materials 

Develop high-level PowerPoint 

Presentation with talking points, for 

Managers to use in other 

presentations to create a “ripple 

effect” in getting information out. 

Executives 

and Managers

interested in 

FPA 

Ongoing Lead -Communication 

Detailer 

-Comm. Director 

Short DVD 

depicting origin of 

FPA 

Develop script and work with 

videographer to coordinate all 

aspects of the DVD development 

Line officers, 

Fire managers 

Ongoing Lead -Communication 

Detailer 

-Comm. Director 

Key Messages Develop key messages tiered 

toward target audiences 

All As needed -Comm. Director 

Briefing Materials, 

handouts & 

PowerPoint 

presentations 

Develop briefing materials, 

handouts, and related 

presentations in sync with project 

timeline. 

All As needed -Comm. Director 

-Proj. Management 

-Core Team -ICG 

Posters and 

Display materials 

Develop posters and display 

materials 

All Ongoing -Comm. Director 

-Proj. Management 

-Core/Development 

Team 

-ICG 

Website 

Redesign and 

Ongoing Updates 

Redesign, update, and maintain 

the FPA informational website. 

(http://fpa.nifc.gov) 

All Ongoing -Comm. Director 

-Proj. Management 

-Core/Development 

Team 

-ICG 

Website Visibility Publicize and seek opportunities to 

link FPA Website on stakeholder 

websites 

National Completed -Comm. Director 
Best Practices: 

Communication Planning

Appendix A 

FPA SAMPLE PLAN

July - August 2005 

12

Target Audience 

E-Mail List 

Develop comprehensive e-mail list 

of target audiences, grouped by 

category as needed 

All Ongoing -Comm. Director 

-Proj. Management 

-Core/Development 

Team 

-ICG 

Web-Based 

E-Newsletter 

Develop a Web-Based 

E-Newsletter Template for 

distribution of articles. Publication 

will include “as needed” and 

“special editions” 

All Ongoing -Comm. Director 

-Proj. Management 

-Core/Development 

Team 

-ICG 

Technical 

Newsletter 

Publish a regular newsletter 

highlighting updating software 

issues and updates 

Application 

Users 

 Ongoing -Comm. Director 

-Core/Development 

Team 

-ICG 

Feature Article 

Series 

Define topics and write feature 

articles for distribution to 

sponsoring agencies, stakeholders 

and fire-related magazines and 

Websites. 

All As needed Comm. Director (Lead) 

Editorial Review of 

Principal 

Documents 

As needed, provide editorial review 

of principal documents and 

information materials, including 

reports, status updates, briefing 

materials, White papers, etc. 

Varies Ongoing -Comm. Director 

-Project Management 

-Core/Development 

Team 

-ICG 

Tracking of Issues, 

Inquiries and 

Comments 

Review and ensure consistent 

system for responding to issues, 

concerns, inquiries from both 

internal and external audiences 

All Ongoing -Comm. Director 

-Project Management 

-Core/Development 

Team 

-ICG 

Standardized 

Definitions, 

Language, 

Acronyms 

Review and ensure consistent 

system for continuous capturing 

and publicizing of standard 

definitions, language and 

acronyms 

All Ongoing -Comm. Director 

-Project Management 

-Core/Development 

Team 

-ICG 

Prototype 

Experiences 

Increase visibility of Prototype 

experiences through FPA Website, Web-based e-newsletter, 

meetings, etc. 

All Ongoing -Comm. Director 

-Prototype Teams 

Quarterly Reports Draft quarterly status reports for 

Senior Project Manager 

Congress & 

OMB 

15th of 

every 

quarter 

-Comm. Director 

-Senior Project 

Manager 

FOIA Requests Consolidate and draft reply Requester Ongoing -Comm. Director 

For more Information visit: http://fpa.nifc.gov

(END APPENDIX A – FPA SAMPLE COMMUNICATION PLAN) 
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July – August 2005 

13

 

Smoke Communication Strategy 

September 5, 2001 

Purpose – To provide Yosemite National Park with a blueprint for how to 

manage future smoke events from prescribed fires, fire use projects, suppression 

actions, and fires occurring outside the park. 

PART ONE: CASE STUDY – HOOVER COMPLEX 

A. Basic Incident Facts 

B. Comments and Questions During the Hoover Complex 

C. Lessons Learned 

PART TWO: FUTURE STRATEGY 

A. Audiences 

B. Methods 

C. Smoke Talking Points 

Year-round 

Early Fire Season 

Beginning of Incident 

AQI Exceeds 50 for PM10 

AQI Exceeds 100 for PM10 

 D. Talking Points At-a-Glance 

E. Comments and Questions During Hoover Complex 

 

Postscript for Best Practices: Communication Planning readers - this document was originally written by Jody Lyle, 

Fire Information and Education Specialist, Sequoia and Kings Canyon National Parks. For information about Sequoia’s 

Public Information and Education efforts, see “Tool #6” found within their Fire Management Plan, located at: 

http://www.nps.gov/seki/fire/ffmp/pdf/seki_ffmp_fmp_v0504.pdf chapter 3 page 22-26. For information about 

Yosemite National Park’s Fire Management Program, the web address is: http://www.nps.gov/yose/planning/fire/pdf/

Or, contact Deb Schweizer, Yosemite’s Fire Information Officer via E-mail at: debra_schweizer@nps.gov . 
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July - August 2005 

14

Part One 

Case Study - Hoover Complex

The recommendations contained in this Smoke Communication Strategy are based on the experiences 

from the Hoover Complex of 2001. 

BASIC INCIDENT FACTS 

• The Hoover Fire began with a lightning strike on July 4, 2001. As of September 4, 2001, the fire is 

7,883 acres. Four small fires (Cold Creek, Kuna, Lyell, and Clark) are part of the larger Hoover 

Complex and total an additional 100 acres (approximately). 

• At the same time as the Hoover Complex, other large fires were burning in the region near 

Coulterville and Oakhurst which contributed to the smoke problem. 

• The presence of smoke in Yosemite Valley, El Portal, and Tuolumne Meadows for 14+ days became 

a major concern during this incident, especially for park employees and residents. 

• Since fires in the Illilouette drainage are particularly troublesome for smoke in Yosemite Valley, the 

Interagency Fire Use Management Team implemented a plan which included the construction of fire 

line on the northwest section of the fire to prevent spread into that drainage. 

COMMENTS AND QUESTIONS DURING HOOVER COMPLEX 

In general, the comments and questions can be categorized into six groups: 

• immediate and long-term health concerns, 

• the need for tips to reduce exposure, 

• work schedule/administrative issues for employees, 

• the desire for park management to show concern, 

• impacts on recreational activities, and 

• visibility. 

LESSONS LEARNED FROM HOOVER COMPLEX 

• The park needs to anticipate smoke events and distribute information before conditions deteriorate. 

• Involvement from park managers is crucial to communicating smoke messages. 

• Park supervisors need clear instructions about how to accommodate employees who are affected by 

smoke (alternative work schedules and locations, etc.). 

• Park employees, unlike visitors, worry about the effects of long term exposure to smoke since they 

are not a transient population. 

• Monitoring of air quality, particularly PM, is imperative and needs to begin early in the fire incident. 

• Smoke management is complicated when there is more than one large fire in the area. 

• While it is impossible to immediately extinguish a wildland fire when smoke exposure becomes a 

health risk, it is helpful for people to know that there are fire management techniques available that 

can reduce smoke in these situations (i.e. water drops, fire line construction). 

• It is reassuring for people to know that park management cares about their welfare. 

• Neighboring communities must be included when distributing smoke information. 

• Most people understand and support the general concept of fire use; actions to promote 

understanding are still necessary during smoke events.
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July - August 2005 

15

Part Two 

Future Strategy

The key to a successful strategy is targeting the right people (audiences) in the right ways (methods) 

with the right messages (talking points). During a fire incident, there are specific smoke messages that 

can be integrated into the general fire information effort. 

AUDIENCES 

• Superintendent, Assistant, and Deputy 

• Division Chiefs 

• All employees and their families 

• Safety Committee Members 

• Concessionaires and their employees 

• Park Visitors 

• Media 

• Park Communities – Yosemite Valley, El Portal, Foresta, Wawona, Hodgdon, White Wolf, and 

Tuolumne Meadows. 

• Neighboring Communities (including eastside) – Yosemite West, Fish Camp, Oakhurst, Mariposa, 

Midpines, Coulterville, Groveland, Sonora, Lee Vining, June Lake, Mammoth Lakes. 

• County Health Departments and Air Districts for Mariposa, Tuolumne, Madera, and Mono 

METHODS 

During a Fire Incident 

• Clearly outline the authority given to park supervisors to minimize smoke impacts to their 

employees. Employees can notify supervisors if they are having adverse impacts from smoke. 

Alternative work schedules and locations will be arranged where appropriate. 

• Hold Open House/Town Meeting for employees and residents in smoke affected areas. 

• Operate particulate monitors in affected areas. Be prepared to move or add monitors. Start 

monitoring early in the incident. 

• Provide daily air quality information, which interprets the particulate monitor data. 

• Set up a smoke hotline (phone) to handle smoke complaints. 

• Leave flyers on employee doorsteps with tips to decrease exposure. 

• Post on bulletin boards. 

• Put information in the “Daily” (hard copies and email) 

• Use the park webpage as a vehicle for dispersing daily air quality information. 

• Give air quality conditions during the daily weather report on park radio. 

Year-round Actions 

• Incorporate air quality messages into year-round public outreach: interpretive programs, public 

meetings, press releases, etc. 

• Offer special air quality seminars or trainings to help locals understand regional air issues. 
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July – August 2005 

16

SMOKE TALKING POINTS 

In addition to general fire messages/information, the following talking points on smoke should be 

included in public information. Each talking point includes an example of language that might be used 

in updates, press releases, articles, presentations, etc. The talking points are organized in groups 

according to trigger points (i.e. specific time periods in an incident): Year-round, Early Fire Season, 

Beginning of Incident, Air Quality Index (AQI) exceeds 50 for PM10, and AQI exceeds 100 for PM10. 

Year-round 

1. Wildland fire smoke fits into a larger regional air quality situation. 

Example: “The scenic vistas in the parks, especially in the summer, are highly obscured by regional 

haze. Haze is caused when sunlight encounters tiny particles in the air. These particles may be the 

result of either natural events or human activities. According to the local Air District, over 95% of 

the particulate pollution in our area originates from Central Valley sources (i.e. motor vehicles, 

industrial fuel burning, manufacturing, and agriculture). Less than 5% comes from wildland fire in 

the Sierra Nevada.” 

2. Smoke, like fire, is a natural ecosystem component. 

Example: “A Breath of Fresh Air: Is there a bright side to all this talk about smoke? While it is a 

health concern for humans, plants have adapted to live with smoke just as they have many other 

natural elements of the environment. Scientists are discovering that some plants might even depend 

on smoke for their survival. A recent study looked specifically at the low elevation chapparral plant 

communities. In the laboratory, scientists exposed various seeds to heat and charring, as in a fire, 

and certain species remained dormant. When the same seeds were exposed to smoke, germination 

occurred. While some plants, like the giant sequoia, use heat from fires for seed dispersal, it now 

appears that other plants rely on smoke for germination.” (From SEKI’s “Story of Fire” newspaper) 

Example: “Research has shown that smoke reduces the growth of mistletoe, which can damage 

black oaks.” 

Early Fire Season

Use general fire messages and: 

3. Park managers are sensitive to smoke impacts for visitors and employees. 

Example: “The Yosemite fire program is committed to balancing the needs of park resources and 

people. While fire has always been a natural part of this ecosystem, our current society presents 

unique conditions. Today, there are more people than ever living in or visiting Yosemite National 

Park. Every fire management action considers this fact when determining incident objectives.” 

Beginning of Incident

Use the talking points above and: 

4. The park has the ability to monitor particulate levels in Yosemite National Park during smoke 

events. 

Example: “As soon as the park anticipates a smoke event with the ability to affect people, air quality 

technicians begin operating a Smoke and Weather Monitoring Module. This mobile unit measures 

particulate levels in the air. Particulates are solid particles produced by things like vehicle emissions, 

agricultural activities, and fires. The module records levels every hour and then computes a 24-hour 

average which correlates to the National Ambient Air Quality Standards (NAAQS) established by 
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July - August 2005 

17

the Environmental Protection Agency (EPA). During extreme smoke conditions, technicians retrieve 

data from the module daily.” 

5. Some characteristics of smoke accumulation are predictable because they are based on 

daytime and nighttime winds. 

Example: “Up-slope or up-canyon breezes occur during the day which will often take smoke into 

higher elevations. At night, these winds change direction and bring smoke down-slope to the lower 

elevations.” 

6. Some characteristics of smoke accumulation are not predictable since they are dependent on 

atmospheric conditions. 

Example: “With unstable atmospheric conditions, smoke from wildland fires is mostly lofted up to 

very high elevations where it disperses. When atmospheric conditions are stable, perhaps with an 

inversion layer, smoke can be trapped at lower elevations. 

For prescribed fires include: 

7. Due to the deliberate nature of prescribed fire, audiences can be notified prior to the smoke 

event about what to expect. 

Example: “During the week of ignition, visitors traveling through the area will smell and possibly 

see smoke. Smoke will likely be visible from [specific location]. The smoke will most likely settle in 

lower elevations during the early morning.” 

8. During prescribed burns, fire managers utilize smoke management techniques. 

Example: “The entire burn segment is 925 acres, but is split into two sections for smoke 

management reasons. A fire line has been constructed inside the segment where the fire can be held 

if smoke production is a problem. The burn boss plans to ignite 30-40 acres per day to minimize 

smoke output. This will increase the duration of the smoke event but will decrease the ambient level 

of smoke at any one time.” 

For Fire Use include: 

9. Small natural fires have the potential to become large fires. 

Example: “Burning in heavy mixed conifer fuels, the newly discovered [Name] Fire has the 

potential to expand across hundreds of acres over the next several months. This fire was naturallycaused and will be naturally-extinguished with rain or snow. A “season-ending event” bringing more 

than 1⁄2-inch of rain over a 3-day period usually occurs in October.” 

10. There are ways of minimizing smoke output in a fire use project without suppressing the fire. 

Example: “While the park hopes to maximize resource benefits by allowing this fire to spread 

naturally, managers have at least two ways of reducing smoke in special situations. Hand crews can 

install fire line in strategic locations to contain certain areas of the fire. For example, keeping fire 

out of the lower Illilouette drainage would reduce smoke in Yosemite Valley. In extreme smoke 

situations, fire managers can drop water on hotspots. Unlike water drops in suppression actions, 

these drops are not meant to halt fire movement, but slow it down and reduce smoke.” 
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July – August 2005 

18

When AQI Exceeds 50 for PM10

Use the talking points above and: 

11. There are ways for park residents and neighbors to reduce their exposure to smoke. 

Example: “Smoke concentrations can be avoided by planning morning activities away from 

Yosemite Valley and afternoon activities away from higher elevation areas, such as Tuolomne 

Meadows. Close windows, doors, and outside vents when it is smoky to prevent accumulations 

indoors. Run your air conditioner, if you have one. Keep the fresh air intake closed and keep the 

filter clean. Ventilate your home and work place during periods of little smoke. Avoid physical 

activities while smoke is dense. Paper masks are designed to trap large dust particles, not the tiny 

particles found in smoke. These masks generally will not protect your lungs from wildland fire 

smoke.” 

Example: “Residents of communities affected by smoke from wildland fires and prescribed fires are 

encouraged to practice the recommended health habits. A healthy immune system is the best 

protection against the effects of smoke. Immune function is enhanced with regular moderate 

physical activity, good nutrition, hydration, and adequate rest.” (From USDA Forest Service 

publication Health Hazards of Smoke: Spring 2001) 

12. Breathing smoke is not healthy for anyone, but some people are at greater risk. 

Example: “People with heart or lung disease, such as congestive heart disease, chronic obstructive 

pulmonary disease, emphysema or asthma are at greater risk. Children and the elderly are also more 

susceptible to smoke. These people are advised to use caution and avoid physical activity while 

heavy smoke is present.” 

Example: “The risks of occasional exposure to fine particulate and other components of vegetative 

smoke are minimal for healthy individuals. However, elevated levels of smoke that persist for 

months or years increase the risk of heart and respiratory disease, especially among the elderly and 

individuals with pre-existing respiratory or cardiovascular illness.” (From USDA Forest Service 

publication Health Hazards of Smoke: Spring 2001) 

13. The Air Quality Index (AQI) is one tool that helps the park, visitors, and employees quantify 

daily air quality conditions. 

Example: “Established by the Environmental Protection Agency and adopted by the States, the Air 

Quality Index (AQI) is a tool for reporting daily air quality conditions. Using numeric information 

from sensors like particulate monitors, the AQI tells you how clean or polluted your air is, and what 

associated health concerns you should be aware of. The AQI focuses on health effects that can 

happen within a few hours or days after breathing polluted air. You can think of the AQI as a 

yardstick that runs from 0 to 500. The higher the AQI value, the greater the level of air pollution and 

the greater the health danger. The Index identifies six conditions: good (0 to 50), moderate (51 to 

100), unhealthy for sensitive groups (101 to 150), unhealthy (151 to 200), very unhealthy (201 to 

300), and hazardous (over 300).” 

AQI exceeds 100 for PM10

Use all of the talking points above and hold an open house/meeting to respond to community, 

public, and employee needs. 
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July - August 2005 

19

TALKING POINTS AT-A-GLANCE 

The detailed talking points outlined earlier are indicated below with their corresponding numbers. 

When incorporating these messages into materials, refer back to the text examples. 

Year-round Early Fire 

Season 

Beginning 

of Incident 

AQI exceeds 

50 

for PM10 

AQI exceeds 

100 

for PM10 

1.Wildland fire 

smoke fits into a 

larger regional air 

quality situation. 

3. Park managers 

are sensitive to 

smoke impacts for 

visitors and 

employees. 

4. The park has the 

ability to monitor 

particulate levels in 

Yosemite National 

Park during smoke 

events. 

11. There are ways 

for park residents 

and neighbors to 

reduce their 

exposure to smoke. 

Use all of the talking 

points hold an open 

house/meeting to 

respond to 

community, public, 

and employee 

needs. 

2. Smoke, like fire, is 

a natural ecosystem 

component. 

5. Some 

characteristics of 

smoke accumulation 

are predictable 

because they are 

based on daytime 

and nighttime winds. 

12. Breathing smoke 

is not healthy for 

anyone, but some 

people are at greater 

risk. 

6. Some

characteristics of 

smoke accumulation 

are not predictable 

since they are 

dependent on 

atmospheric 

conditions. 

13. The Air Quality 

Index (AQI) is one 

tool that helps the 

park, visitors, and 

employees quantify 

daily air quality 

conditions. 

PRESCRIBED FIRE 

7. Due to the 

deliberate nature of 

prescribed fire, 

audiences can be 

notified prior to the 

smoke event about 

what to expect. 

8. During prescribed 

burns, fire managers 

utilize smoke 

management 

techniques. 

FIRE USE 

9. Small natural fires 

have the potential to 

become large fires. 

10. There are ways 

of minimizing smoke 

output in a fire use 

project without 

suppressing the fire. 
Best Practices: 

Communication Planning

Appendix B 

Smoke-Yosemite National Park

July - August 2005 

20

COMMENTS AND QUESTIONS DURING HOOVER COMPLEX 

During the Hoover Fire Complex, the park and the Incident Management Team received numerous 

comments and questions from employees and the public. 

Employees 

1. Health Impacts - Symptoms include: headaches, sore throat, sinus stuffiness, head congestion, heavy 

or labored breathing, increased asthmatic complications, watery and or red eyes, blurry vision, 

tiredness, burning sensation, irritated eyes, and loss of appetite. 

2. “Are there any additional health hazards from short-term exposure to the higher levels of particulate 

matter in the air during portions of the work day?” 

3. “Can employees use the CA-1 to report smoke related problems?” 

4. “Can employees work alternative work schedules?” 

5. “If unable to work outside of the valley, or Tuolunme Meadows, what precautions can we take to 

minimize the continued impact of the smoke exposure?” 

6. “Can employees go to the clinic during work hours?” 

7. “Can air quality information be posted daily for employees?” 

8. “Acknowledgement and concern for the situation from park leaders [would] certainly ease many of 

our minds.” 

9. “Fire is an important and necessary part of Yosemite and I support it whole heartedly, in fact we 

need more. The health of all employees and families here are also important and I would like very 

much to help, to learn how we can make this situation more user friendly or endurable for our park 

family.” 

Public 

1. “The smoke from these fires has affected the Mammoth area and parts of Inyo National Forest. As a 

result, the air is polluted in these areas and has created respiratory and allergy problems for those of 

us that like to golf, fish, and hike.” 

2. “I know fire can be good for the forest at times...it can also cause many problems. I live in Mono 

County and have been enduring smoke, much of which is coming from your park. It has become 

difficult to breathe, our eyes are watering, and...many people are complaining of being sleepy all of 

the time due to the smoke. I would appreciate it if you would do the right thing by putting the fires 

out.” 

3. “The smoke over here on the east side is really bad. I have a small motel and people are leaving 

early. I notice that you are controlling one side of the fire so that the smoke in the valley doesn’t get 

too bad. What about us over here? Is there any way to balance natural fire practices with some 

smoke suppression?” 

(END APPENDIX B – SMOKE COMMUNICATION STRATEGY) 
Best Practices: 

Communication Planning

Appendix C 

Information Strategy

July – August 2005 

21

Information Strategy 

Winslow Incident 

August 19, 2003 

Background: 

The Winslow Fire started August 12, 2003 from lightning on land 

administered by the Dillon Field Office of the Bureau of Land Management 

5 miles southwest of Lakeview, Mont. Initial attack was conducted by the 

Montana Department of Natural Resources and Conservation. Fire 

Information came from Jack de Golia; Public Affairs Officer for the 

Beaverhead-Deerlodge National Forest and support for the fire came from 

the Dillon Interagency Dispatch Center. The fire is burning in heavy spruce 

fir and lodgpole and ponderosa pine on the Montana and Idaho sides of the 

Continental Divide. Rocky Mountain’s Incident Management Team Bravo 

led by Pete Blume, Incident Commander, took over the fire August 15, 

2003 at 8:00 p.m. 

Cooperating Agencies: 

Bureau of Land Management, Beaverhead County Sheriff’s Department, Montana Department of Natural 

Resources, USDA Agricultural Research Service, Caribou-Targhee National Forest, USFWS Red Rocks 

National Wildlife Refuge, Beaverhead County Volunteer Fire Department, Beaverhead-Deerlodge National 

Forest. 

 

Significant Issues/ Concerns: 

The Centennial Valley is sparsely populated area, with 

the Red Rock Lakes National Refuge and its wilderness 

occupying the southeast corner of the valley. The valley is 

bordered on the north and east by the BeaverheadDeerlodge National Forest, on the south by the Centennial 

Mountains (BLM and Agricultural Research Service’s 

Sheep Experiment Station), and on the west by low hills 

near interstate 15. South of the valley is Idaho and the 

Caribou-Targhee National Forest. The Multi jurisdictional 

component and the fact that the fire is burning in Idaho 

and Montana in two Geographical Area Coordination 

Center’s has challenge the ability of the Team to get 

resources to contain the fire. 

Winslow Fire 

Planning 
Best Practices: 

Communication Planning

Appendix C 

Information Strategy

July – August 2005 

22

Communication Goals and Objectives: 

Use a variety of communication tools and techniques to provide accurate and timely information needs of 

local residents, landowners, visitors, media, stakeholders, and incident personnel: 

 

Specifically, 

• Inform the local commercial Elk Lodge of the status of the fire and monitor the closure order that is 

preventing access for lodge customers. 

• Inform the local and agency administrators through Team E-Mail and website. 

• Provide information to the media via website and email. Use the Public Affairs Officers’ on the 

Caribou-Targhee and Beaverhead-Deerlodge National Forests to assist information in getting timely 

news updates to the media daily. 

• Provide current information to Incident personnel at ICP and spike camp on the Idaho side of the 

fire. 

Key Messages: 

• Public and Firefighter safety is the number one priority of the agency administrator and incident 

management team Bravo. Nothing is more important than public and firefighter safety. 

• We have extremely dry fuels inside and outside the perimeter of the fire that concern us. We are 

working hard to keep the fire within the current fire perimeter. 

• The fire is active in very steep terrain on both sides of the Continental Divide, we are being cautious 

for firefighter safety. 

• We will fight the fire safely and aggressively while protecting valued fisheries and wilderness 

values. Nothing, however, is more important than public and firefighter safety. 

Desired Outcomes: 

• E-mail and the website would be used by the 

local citizens and the media as the preferred 

mediums to help get the word out about the fire 

on both sides of the Continental Divide. 

• The public and media were informed about the 

incident 

• The information function of the Team would use 

local talent where possible to offer training 

opportunities to future information officers. 

• Commercial recreation establishments affected 

by road closures would be able to gain customer 

access and would feel informed and supportive 

of the final suppression operation. 

Fire Season 
Best Practices: 

Communication Planning

Appendix C 

Information Strategy

July – August 2005 

23

Audience Date Remarks Person/ position 

Responsible 

Media August 15 to the 

present 

Media interest was very light. Jack 

de Golia of the Beaverhead put out 

the daily news release and fielded 

phone calls with the media. 

de Golia, Rice 

Website August 15 to the 

present 

A website was established and 

routinely updated in the evening. 

Rice 

Jack de Golia, PAO 

BeaverheadDeerlodge National 

Forest 

Lynn Ballard, PAO on 

the Caribou Targhee 

NF, Idaho Falls 

 August 15 to the 

present 

Since the incident was in two state 

jurisdictions and multi agency, these 

two individuals were contacted daily 

to tie the Montana and Idaho sides 

together. 

Rice 

Agency Administrator August 15 to the 

present 

 IAP’s were hand delivered to each 

Agency Administrator daily. 

Rice and Till 

Public Meeting August 15 to the 

present 

No Public meetings were held. 

Information was provided through 

email, the website, and personal 

contacts. 

Rice 

Support to IMT August 15 to the 

present 

Till and Rice shared lead 

responsibilities and both conducted 

morning briefings. Later in the 

incident information determined that 

there was a need to have a presence 

in the Targhee Spike on the Idaho 

side. Till moved to that location two 

days into the incident. 

Rice and Till 

Key Contact List for the Incident: 

CONTACT POSITION PHONE EMAIL 

Bill Sweet Central Area Command IOF N/A 

Jack de Golia Zone IOF Dillon MT jdegolia@fs.fed.us 

Lynn Ballard PAO Caribou-Targhee NF lballard@fs.fed.us 

Shawna Dubois Ranger District N/A 

Larry Bush DNRC N/A 

Bart Howells BLM Resource Advisor N/A 

Robert Mickelsen District Ranger, Dubois RD N/A 

Dan Gomez USFWS Red Lakes Refuge Manager N/A 

Shane Kluesner Fire Chief Lakeview VFD N/A 

(END APPENDIX C – INFORMATION STRATEGY WINSLOW INCIDENT)
 

Best Practices: Communication Planning 

July - August 2005 

24

Best Practices: Communication Planning is one of the tools developed by the National 

Wildfire Coordinating Group’s (NWCG) Wildland Fire Education Working Team 

(WFEWT), as part of the team’s Fire Messaging Project. This project is ongoing, 

but a critical piece developed by the team and approved by the National Wildfire 

Coordinating Group for distribution throughout the partnering agencies is the 

Interagency National Wildland Fire Messages (April 13, 2005 approval memo & 

complete messages available on the NWCG website). The key messages are a compilation of many 

important themes that are contained in fundamental wildland fire interagency policy documents and 

products. The messages were developed with the assistance of a reference group comprised of 

knowledgeable and experienced fire management personnel from all levels of the NWCG organizations. 

As defined in the WFEWT’s Strategic Plan, one of the team’s goals is to increase public awareness of the 

role of fire in ecosystems. In order to do this, the team continues to produce products and materials for 

use at the local level, regardless of agency affiliation. Best Practices: Communication Planning along 

with additional materials and resources can be found at: http://www.nwcg.gov/teams/wfewt/wfewt.htm. 

For more information about the Wildland Fire Education Working Team contact your agency 

representative listed on the web site at: http://www.nwcg.gov/teams/wfewt/roster.htm.