National Interagency

Fire Center

Military Use

Handbook

 2021
This publication was produced by the National Interagency Coordination Center (NICC), located at the National 

Interagency Fire Center (NIFC), Boise, Idaho.

This publication is also available on the Internet at http://www.nifc.gov/nicc/logistics/references.htm.
MILITARY USE HANDBOOK

2021

INTRODUCTION ......................................................................................................................

.....................................................................................................................................................

CHAPTER 10 – GENERAL ........................................................................................................1

10.1 Purpose ...............................................................................................................1

10.2 Overview..............................................................................................................1

10.3 Ordering Requirements and Procedures..............................................................1

10.4 Authorities/Responsibilities ..................................................................................2

10.5 Billing Procedures................................................................................................3

CHAPTER 20 – RESOURCE ORDERING PROCEDURES FOR MILITARY ASSETS...............4

20.1 Ordering Process.................................................................................................4

20.2 Demobilization Procedures ..................................................................................4

CHAPTER 30 – NIFC ADVANCE PARTY..................................................................................5

30.1 General Briefing...................................................................................................5

30.2 Positions and Qualifications .................................................................................5

30.3 Responsibilities....................................................................................................6

30.4 Common Mobilization Issues and Questions........................................................8

30.5 Firefighting Mission Overview ..............................................................................8

CHAPTER 40 – TRAINING.........................................................................................................9

40.1 General................................................................................................................9

40.2 Training Cadre Support at the Military Installation................................................9

40.3 Organization and Staffing...................................................................................10
40.4 Qualifications and Responsibilities.....................................................................10

40.5 Facilities and Equipment Requirements at the Military Installation .....................13

40.6 Sequence of Events...........................................................................................13

40.7 Aviation Training ................................................................................................13

CHAPTER 50 – MILITARY OPERATIONS...............................................................................14

50.1 General..............................................................................................................14

50.2 Chain of Command............................................................................................14

50.3 Discipline and Conduct ......................................................................................14

50.4 Unit Pride...........................................................................................................14

50.5 Protocol .............................................................................................................14

50.6 Organizational Cross Reference ........................................................................15

50.7 Daily Reporting ..................................................................................................15

CHAPTER 60 – INCIDENT MANAGEMENT TEAM AND MILITARY LIAISON POSITION 

DESCRIPTIONS AND TASK LISTS.........................................................................................16

60.1 Purpose ............................................................................................................16

60.2 Area Command or Agency Military Liaison ........................................................16

60.3 Battalion Military Liaison ....................................................................................17

60.4 Deputy Battalion Military Liaison ........................................................................18

60.5 Strike Team Leader Military ...............................................................................19

60.6 Military Crew Advisor .........................................................................................20

60.7 Incident Commander/Area Commander.............................................................21

60.8 Logistics Section Chief.......................................................................................22

60.9 Operations Section Chief ...................................................................................24

60.10 Planning Section Chief.......................................................................................25

60.11 Finance Section Chief........................................................................................25

CHAPTER 70 – AVIATION.......................................................................................................26

70.1 General..............................................................................................................26
70.2 Categories of Use ..............................................................................................27

70.3 Mobilization of Military Aircraft............................................................................27

70.4 Operations and Safety .......................................................................................28

70.5 Military Pilot Training and Qualifications.............................................................30

70.6 Minimum Required Agency Positions to Manage Military Aircraft.......................31

70.7 Military Aviation Organization.............................................................................36

70.8 Aircraft Security, Maintenance and Refueling.....................................................38

70.9 Aircraft Equipment Requirements, Description and Specifications .....................39

70.10 Agency Mobilization Checklist for Military Helicopters........................................40

CHAPTER 80 – COMMUNICATIONS ......................................................................................42

80.1 Introduction........................................................................................................42

80.2 Roles and Responsibilities .................................................................................42

80.3 Guidelines..........................................................................................................42

80.4 Radio Ordering Procedures ..............................................................................43

80.5 Defense Coordinating Officer and Defense Coordinating Element. ....................43

CHAPTER 90 – PUBLIC INFORMATION.................................................................................44

90.1 Introduction........................................................................................................44

90.2 General..............................................................................................................44

90.3 Responsibilities..................................................................................................44

90.4 Operations .........................................................................................................45

90.5 Lead Public Information Officer..........................................................................46

90.6 Coordinating Instructions ...................................................................................46

90.7 Contacts ...........................................................................................................46

CHAPTER 100 – INCIDENT BUSINESS MANAGEMENT .......................................................47

100.1 General..............................................................................................................47

100.2 Non-Monetary Personnel Awards ......................................................................47

100.3 Costs Chargeable to Incident.............................................................................47
100.4 Non-Reimbursable Costs ...................................................................................48

100.5 Additional Personnel Requests ..........................................................................49

100.6 Claims................................................................................................................49

100.7 Billing Procedures..............................................................................................49

CHAPTER 110 – LOGISTICS...................................................................................................50

110.1 General..............................................................................................................50

110.2 Alert ...................................................................................................................50

110.3 National Multi-Agency Coordinating Group ........................................................51

110.4 Military Unit Provided Logistics Support/Resources ...........................................51

110.5 Logistics Support for NIFC Advance Party/Training Cadre at the Military 

Installation..........................................................................................................51

110.6 Logistics Advance Party to the Incident..............................................................52

110.7 Logistics Support for Military Unit Deployment to the Incident............................52

110.8 Logistics Support at the Incident ........................................................................52

110.9 Movement of Military Unit to Another Incident ....................................................53

110.10 Demobilization Procedures ................................................................................53

APPENDIX

Exhibit 1 Military Firefighter Training/Mobilization Process........................................ A-1

Exhibit 2 Military Linear Deployment Timeline or ...................................................... A-2

Exhibit 3 Items Provided by the Wildland Fire Agency and the Military ..................... A-3

Exhibit 4 Incident Command System – Military Relationship..................................... A-4

Exhibit 5 National Interagency Incident Management System Glossary of Terms for the 

Incident Command System ........................................................................ A-5
Exhibit 6 Military to Civilian Aviation Comparison...................................................... A-6

Exhibit 7 Common Mobilization Issues and Questions.............................................. A-7

Exhibit 8 Incident Command Operations Organization Chart .................................... A-8

Exhibit 9 Military Crew Advisor Checklist .................................................................. A-9

Exhibit 10 Military Firefighter Training Certification ................................................... A-10

Exhibit 11 Insignia of the United States Armed Forces ............................................. A-11

Exhibit 12 Common Military Terms ........................................................................... A-12

Exhibit 13 Military Abbreviations and Acronyms........................................................ A-13
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INTRODUCTION

The National Interagency Coordination Center (NICC) located at the National Interagency Fire 

Center (NIFC) in Boise, Idaho has produced this Military Use Handbook in order to provide 

guidance to wildland fire agencies receiving military resources to augment their firefighting efforts. 

This handbook also provides guidance on mobilizing ground forces, including the mission, what 

to bring, items provided, and an overview of firefighting operations and military mission command.

Deployed Military Units work for the Incident Commander (IC). Military units are under the 

Operational Control (OPCON) of the US Northern Command (USNORTHCOM) and Tactical 

Control (TACON) to the IC.

For simplicity within this document, “military unit” may also refer to a battalion, half 

battalion, task force, or other composite force.

Military personnel: please read this handbook prior to the arrival of the NIFC Advance Party.

Contact the NICC at (208) 387-5400 for additional information.
General Military Use Handbook 2021 – Chapter 10

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CHAPTER 10

GENERAL

10.1 Purpose. The purpose of this operational handbook is to provide an overview of the 

mobilization process and checklists to ensure the effectiveness of military resources.

10.2 Overview. Approximately eight days are required after the Request for Assistance (RFA) 

has been submitted to the Department of Defense (DoD) before trained military firefighters are 

available for their first operational assignment (boots on the ground).

Refer to the Appendix – Exhibit 1 for a detailed overview of this process.

Proactive planning and decision making are essential to ensure the military is efficiently deployed. 

Historically, DoD assets are utilized during National Preparedness Levels (PL) of 4 and 5. The 

National Fire Preparedness Plan (Chapter 10 of the National Interagency Mobilization Guide, 

http://www.nifc.gov/nicc/logistics/references.htm) identifies descriptors of PL. 

Mobilization of military assets is a complex and detailed process. This task cannot be 

accomplished within the existing organizational structure. Therefore, Military Liaison Officers 

(MLO) are assigned to the various organizational levels. A MLO is assigned to each military 

firefighting unit, along with an Operations Specialist and a Logistics Specialist. The MLO travels 

to the military installation, begins the coordination process, oversees the training, accompanies 

the unit to the incident, and provides liaison between the Military Commander and the Incident 

Commander. The MLOs are the key individuals during mobilization and coordination.

Military personnel are required to meet service physical fitness requirements on a recurring 

(biannual or annual, depending on the service) basis. These requirements are equivalent to 

wildland fire agency standards and preclude the need to administer a fitness evaluation.

10.3 Ordering Requirements and Procedures. Active Component and National Guard assets 

are considered surge capacity and will only be requested when all civilian firefighting assets are 

committed or not reasonably available. All civilian resources must be assigned, either to active 

fires or to initial attack, prior to mobilizing military assets. The National Multi-Agency Coordinating 

Group (NMAC) ensures civilian resources are committed prior to ordering military assets. The use 

of firefighting trained DoD assets in an immediate response capacity should only be considered 

until such time as civilian or wildland fire agency resources can become available to replace the 

DoD assets. Federal requests for military assets on federal land will be offered to the National 

Guard through the appropriate lead state agency of the affected state before consideration of Title 

10 Department of Defense (DoD) Forces. For long-term use/assignments, the following process 

is used:

− NMAC submits all RFAs for DoD assets to US Northern Command (USNORTHCOM).

− USNORTHCOM follows DoD chain of command. 

− The Region X Defense Coordinating Officer (DCO) assigns a military liaison officer to 

the NMAC, when appropriate, typically between June and September.
General Military Use Handbook 2021 – Chapter 10

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− The length of mobilization for any military ground unit shall not exceed 30 days—first 

day of assignment beginning with classroom training. Agency personnel assigned to 

a military unit/incident(s) should plan on at least a 30-day assignment.

− Activated DoD units can be reassigned within or to another geographic area(s) if the 

situations warrant, unless curtailed by a higher priority DoD mission.

10.4 Authorities/Responsibilities.

10.4.1 National Multi-Agency Coordinating Group:

− Ensure all civilian resources are assigned or committed.

− Request the assignment of a USNORTHCOM liaison officer to help 

coordinate activities between NMAC and the military.

− Inform the DoD liaison to NMAC of all potential and actual requests for 

military assistance as early as possible.

− Provide guidance/clarification on resources being mobilized.

− Monitor deployment of military resources and assist when needed.

− Send the subject matter experts to the military installation to brief the 

firefighting mission to the military commander and staff.

− Provide a Military Liaison (MLO), Deputy MLO, Operations Specialist

(optional), Logistics Specialist, 3-6 Strike Team Leader Military (STLM), 

10-20 Military Crew Advisors (MCADs) or Crew Bosses (CRWBs) 

assuming a request for 10 crews of 20 military members (200 total, plus 

military unit command and control positions).

− Provide training as outlined in this handbook.

10.4.2 Incident Receiving Military Assistance:

− Begin coordination with MLO and Field Logistics Coordinator.

− Provide a primary Point of Contact (POC).

− Provide/arrange for military office space as appropriate.

− Provide timely feedback on all aspects of military operations.

− Once military resources have been ordered, begin the coordination 

process between the MLO, who is at the military installation.

− Be prepared to meet and brief the Military Advance Party. 

− Identify and provide a U.S. Postal Service mail address for 

correspondence with military personnel (agency name, address, 

incident, etc.).

− Submit through the appropriate channels an “After Action Report” on 

the use of military resources.

10.4.3 Incident Commander (IC):

− Coordinate with the MLO and Field Logistics Coordinator.

− Be prepared to manage/support military personnel with transportation 

assets while assigned to the incident.

− Provide sufficient space for the military unit to set up a camp area that 

is near the Incident Command Post (ICP). 

− Provide space for the military unit’s command and control section.

− Provide an initial briefing for the military unit commander and staff.
General Military Use Handbook 2021 – Chapter 10

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− Involve the military unit commander and staff in planning and 

coordination meetings.

10.4.4 Department of Defense Liaison to NMAC:

− The DoD liaison to the NMAC is the on-scene, single POC for the DoD. 

The DoD liaison consults closely with NMAC to ensure prompt, 

effective, and appropriate use of federal military assistance to fire 

suppression efforts.

− The DoD Liaison to NMAC coordinates with the appropriate DCOs in 

order to assist NMAC in coordinating military support activities.

− The DoD Liaison to NMAC and the Region X DCO reviews requests for 

military assistance prior to transmittal and advises NMAC of any 

significant concerns. 

10.5 Billing Procedures. The USFS is the lead federal agency which reimburses the DoD. All 

costs incurred by military agencies is sent to USNORTHCOM for review and is then forwarded to 

the USFS. 

Any agency field office receiving invoices from the military or supporting installations must send 

these invoices through appropriate channels to the USFS.

Refer to Chapter 100 for specific guidance regarding financial management issues.
Resource Ordering Procedures Military Use Handbook 2021 – Chapter 20

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CHAPTER 20

RESOURCE ORDERING PROCEDURES FOR MILITARY ASSETS

20.1 Ordering Process. The following resource ordering process shall be utilized:

20.1.1 The National Interagency Coordination Center (NICC) determines the 

availability of civilian suppression resources.

20.1.2 If civilian resources are not readily available, the military resource request(s) 

is discussed by NMAC for the possible use of military assets, in coordination with the 

Geographic Area Coordination Center (GACC).

20.1.3 If military resources are requested, the NICC creates a military incident, 

assigns a Coordinator on Duty (COD) to manage the ordering process for that incident, 

and transfers all resources to the assigned incident.

20.1.4 USFS provides the following for Department of Defense (DoD) support:

20.1.4.1 For each military unit:

− All logistics associated with the deployment of military 

resources, except for transportation to/from the 

installation to the incident. Air transportation is normally 

coordinated through the NICC, and ground transportation 

is normally coordinated by the military.

− The USFS provides a fiscal code for expenditures that 

occur during the period dictated in the RFA.

20.1.4.2 For each military personnel:

− Please reference the logistics section (Chapter 110) for a 

list of all equipment that is issued to military personnel 

assigned to handcrews. Military command staff is also 

issued necessary equipment.

20.1.5 Prior to the arrival of a military unit at an incident, NICC:

− Initiates resource orders for the MLO, Deputy MLO, 3-6 STLMs, and 

10-20 MCADs.

− Initiates resource orders for STLM trainees and MCAD trainees.

− Additional overhead can be ordered at the request of the MLO.

20.1.6 The incident must order adequate support equipment, transportation and 

hand--tools to equip 200-300 firefighters plus 50 command staff personnel. The incident 

is responsible for supplying petroleum, oils, and lubricants for ground vehicles and 

aviation fuel for aviation assets. All firefighting personnel should be issued Personal 

Protective Equipment (PPE) at their home installation.

20.2 Demobilization Procedures. Seventy-two (72) hours is needed to release military 

personnel. All tools, PPE, and issued equipment is returned at the incident before demobilization.
NIFC Advance Party Military Use Handbook 2021 – Chapter 30

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CHAPTER 30

NIFC ADVANCE PARTY

30.1 General Briefing. The purpose of the National Interagency Fire Center (NIFC) Advance 

Party is to provide a briefing to the command and support staff of the involved military unit. This 

may involve personnel from the battalion through the division level, but at a minimum should 

include the Battalion Commanders and the logistics staff. The brief covers the following:

− National wildland fire situation.

− Incident intelligence—inclusive of mapping information and sources.

− Military support requirements.

− Aviation constraints (24-hour military medevac capabilities at incident).

− Aircraft capabilities currently at the incident and in the area.

− Communication processes and equipment.

− Public affairs and information management.

− Meal accommodations while on the military site.

− Use of military transportation by the Strike Team Leader Military (STLMs) and Military 

Crew Advisors (MCADs).

− Coordination of Personal Protective Equipment (PPE) issuance.

− Business management issues.

− Items that the wildland fire agency and the military provide.

(Refer to the Appendix – Exhibit 3 for specific information.)

− Exchange of key contact telephone listings.

− Benefits and plans for sending a Military Advance Party (ADVON) to the incident.

− Preparation and coordination for all involved over the 30-day period.

− Arrangements to assign MCADs to battalion in the morning formation.

− Arrangements for mail and telephone use at the incident(s).

− Incident Command System (ICS), ICS organization, and incident planning process.

− Arrangements for military and civilian command and control linkage at incident.

− Fire suppression skill level progression and the changing conditions which may occur. 

(Initially the military is, in most cases, be assigned mop-up activities. Within a few 

shifts, they may be reassigned to hotline fire activities.)

− Training objectives, time frames, and support needs. (Chainsaw training may be 

provided at the incident based on the skills and abilities of the soldiers. The Battalion 

Military Liaison (MLO) discusses this training with the Battalion Commander.)

− Length of work shift, R & R, etc., and coordination of these with the Incident 

Management Team (IMT).

Upon completion of the general briefing, separate specific briefings with question/answer 

sessions should be conducted involving the individuals of the NIFC Advance Party and their 

counterparts from the military. The involved military commanders should remain for the logistics 

briefing. Additionally, a representative from the supporting DCO/DCE also arrives at the 

supporting installation to brief the chain-of-command on the firefighting mission.

30.2 Positions and Qualifications. The NIFC Advance Party is composed of civilian subject 

matter experts. Membership of the NIFC Advance Party is determined and approved by the 

National Multi-Agency Coordinating Group (NMAC) and is ordered by the National Interagency 

Coordination Center (NICC). Potential members of the NIFC Advance Party include the following:
NIFC Advance Party Military Use Handbook 2021 – Chapter 30

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30.2.1 National Military Coordinator. The National Military Coordinator is appointed 

by and reports to the NMAC. The individual is a senior representative of the Forest 

Service with intimate knowledge of NIFC and fire operations.

30.2.2 Military Liaison Officer (MLO). Each MLO is selected by the NMAC. The MLO

is the Battalion Commander’s liaison to the Incident Commander. This person should be 

well versed in military firefighter mobilizations.

30.2.3 Deputy National Military Coordinator. The Deputy National Military 

Coordinator is appointed by the National Military Coordinator. This individual is a qualified 

coordinator with experience in military firefighter mobilizations.

30.2.4 Public Affairs Officer. The Public Affairs Officer is assigned from the National 

Office of External Affairs. This individual is an experienced fire Public Information Officer, 

preferably with knowledge of military public affairs.

30.2.5 Training Coordinator. The Training Coordinator is appointed by the National 

Military Coordinator. This individual must have experience in military firefighter training 

and operations.

Refer to Chapter 40 for an overview of training provided.

30.2.6 Logistics Coordinator. The Logistics Coordinator is appointed by the National 

Military Coordinator. This individual has experience in military firefighter training 

operations, NWCG Logistics systems (Cache system and ordering processes and is an 

effective communicator with an understanding of human factors. Position should always 

maintain a Deputy and/or a Trainee. The Logistics Coordinator also provides specific 

information on support needs for Training Cadre, STMLs, MCADs while at the military 

installation.

30.2.7 Field Logistics Coordinator. The Field Logistics Coordinator works with and 

supports the Logistics Coordinator at the military installation. Also, designate a trainee, 

preferably someone from the National Advanced Training Program (NATP). The Field 

Logistics Coordinator deploys with the military unit Advanced Party to support consistent 

logistical support between the Incident Management Team (IMT) and the military unit (S4), Communications, Medical and Supply) for the duration of the incident. 

30.2.8 Financial Advisor. A Financial Advisor is appointed by NIFC, as required. The 

staff at NIFC may support the activation without mobilizing to the military installation.

30.3 Responsibilities.

30.3.1 National Military Coordinator.

− Establishes contacts at the military installation for use by NICC during 

deployment and commitment of troops.

− Provides maps of the incident(s), surrounding area, and Western U.S. 

with location of major fires.

− Provides general briefing on the national coordination system and the 

role of the system in supporting the military.
NIFC Advance Party Military Use Handbook 2021 – Chapter 30

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− Provides specific briefing concerning necessary equipment needed to 

support the troops and support to be provided by NIFC.

− Introduces the Training Coordinator who remains at the installation as 

the senior NIFC representative and liaison between the installation, the 

training team, and the military unit until they are deployed.

30.3.2 Military Liaison Officer. Presents overview of suppression duties which the 

military unit performs once assigned to an incident. As an aid to clarify firefighting duties, 

the chart below outlines the progression of assignments a military unit/task force may 

encounter. While at the military installation this person is responsible for:

− Coordinating with the Training Coordinator and the Unit Commander at the military 

installation.

− Participating in military briefings to orient command and staff to the fire assignment.

− Travel with the advanced party to interface with incident management team, and 

secure adequate field training location.

− Assisting the military with deployment planning.

− Creating and distributing a contact list linking Incident Management Team (IMT) 

members with their military counterparts—both at the installation and on the incident.

− Obtaining copies of training site(s) and schedules for classroom and on-the-job 

training to be accomplished.

− Interfacing with military command staff and Training Cadre at the training site.

− Briefing Strike Team Leader Military (STLMs) and Military Crew Advisors (MCADs) 

regarding military crew assignments and training schedules.

− Distributing copies of the MCAD Checklist to STLMs and MCADs.

− Deploying with the military unit after the classroom training has been completed.

NOTE: Refer to Section 60.3 for a list of qualification requirements and duty descriptions.

30.3.3 Deputy Military Liaison Officer. In coordination with the MLO, assists in 

assigning appropriate numbers of MCADs to STLMs in relation to the number of crews 

within each company of the battalion. While at the military installation, this person is 

responsible for:

− Assisting in supervision and coordination of STLMs and MCADs during training.

− Assisting and participating in the integration of STLMs and MCADs into the 

battalion’s organization.

− Attending and participating in military briefings, assisting, and orienting the 

battalion’s staff to the fire assignment.

− Providing coordination to the MLO, STLMs and MCADs for deployment to incident.

− Interfacing with Battalion Command Staff and Training Cadre at the installation.

− Deploying with military unit after classroom training has been completed.

NOTE: Refer to Section 60.3 for a list of qualification requirements and duty descriptions.

30.3.4 Public Affairs Officer (PAO). Provides a general briefing on public affairs role 

at the incident and provides point of contact for the military PAO at the incident.

30.3.5 Training Coordinator. Provides the organizational structure, time frames, 

schedules, and overall objectives of the military firefighter training effort.

30.3.6 Financial Advisor. Provides information for reimbursable and nonreimbursable financial support needs; billing, procurement, and ordering procedures; 

costs and incident accounting; and points of contact.
NIFC Advance Party Military Use Handbook 2021 – Chapter 30

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30.4 Common Mobilization Issues and Questions. (Refer to the Appendix – Exhibit 6.)

30.5 Firefighting Mission Overview.

PROGRESSION CHART OF ASSIGNMENTS A BATTALION MAY ENCOUNTER 

Skill Level Progression

BASIC ADVANCED

Classroom Dry Wet Line Line Spike Coyote

Training Mop-up Mop-up Improvement Construction Camp Tactics

Night shifts

Saw Teams

Company Level Ops Platoon Level Ops
Training Military Use Handbook 2021 – Chapter 40

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CHAPTER 40

TRAINING

40.1 General. The National Interagency Fire Center (NIFC) is responsible for training activeduty military personnel for wildland firefighting, training civilian overhead personnel assigned to 

work with the military units, and facilitating assignment of STLMs and MCADs to their military 

counterparts. A full day of classroom training is provided at the unit’s installation by a NIFCprovided Training Cadre and assigned STLMs and MCADs. The military firefighting training 

process is slightly different from that provided to civilian wildland firefighters. The military provides 

extensive training in organization, discipline, physical fitness, and other skills which facilitate quick 

utilization in a wildland fire capacity. On-the-job training and improvement of performance skills 

continues throughout the assignment under direction of the MLO, STLMs and MCADs, with safety 

a primary concern. This training is equivalent to the Firefighting Training, S-130 and Introduction 

to Wildland Fire Behavior, S-190 courses given to civilian wildland firefighters.

40.2 Training Cadre Support at the Military Installation. The Training Cadre should be lodged 

off post. The military is not responsible for transportation of the Training Cadre. Military dining 

facilities may be used by the Training Cadre. The Training Cadre brings WiFi internet devices. 

The military unit provides access to copy machines for printing of necessary documents. 

Assistance from a Veteran Crew has been helpful during the installation training.

40.2.1 Classroom Training. The following topics are included in the Military Wildland 

Fire Suppression Training package:

− Introduction

− Fire Situation

− Fire Organization

− Fire Terminology

− Introduction to Hand Tools

− Fire Behavior

− Fireline Safety

− Fire Shelter

− Wrap Up

40.2.2 Field Training. Field training is conducted at the incident and consists of fire 

suppression methods and procedures. The assigned STLMs, MCADs, and Military 

Officers in Charge (OIC), and MLO determine when military crews are to be incorporated 

into the suppression organization. Each MLO, OIC, STLM, and MCAD utilizes the MCAD 

Checklist (Refer to the Appendix – Exhibit 8) as an aid in determining this readiness. 

Assistance from a Veteran Crew has been helpful during the field training. Field training 

includes the following topics:

− Reinforcement of material learned in the classroom as well as on the-job training. 

Topics include tools, radios, ICP layout, fire shelter, pump and hose, chainsaws, 

gridding, and mop-up, fireline hazards and firing devices/line digging.

− Watch Out Situations and Standard Firefighting Orders, related to specific 

conditions at the fire location.

− Personal Protective Equipment (PPE).
Training Military Use Handbook 2021 – Chapter 40

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− Crew coordination techniques.

− Fireline safety.

40.3 Organization and Staffing. Refer to the Appendix – Exhibit 7 for Strike Team Leader 

Military, Military Crew Advisor and Military Unit Organization.

NOTE: Assigning trainees to all training positions is strongly recommended because of 

the shortages of experienced Training Cadre.

40.4 Qualifications and Responsibilities. The Training Cadre consists of:

− Training Coordinator

− Logistics Coordinator

− Field Logistics Coordinator

− Administrative Operational Support

− Procurement/Purchasing Support

− Lead Instructor

− Instructors

− Strike Team Leader Military

− Military Crew Advisors

− Veteran Crew

40.4.1 Training Coordinator (TC). The TC is appointed by and reports to the National 

Military Coordinator. The TC is responsible for ensuring successful completion of the 

mission. The TC must be a highly qualified wildland fire training instructor with experience 

training military firefighters. The TC is responsible for:

− Coordinates with NICC to place orders for training cadre, STLMs and MCADs.

− Coordinates with the Administrative Operational Support/Training/Logistics 

Coordinator for training material needs, generating the Incident Action Plan (IAP), 

develop equipment/gear distribution and training plan on the installation.

− Coordinates with the Administrative Operational Support/Training/Logistics 

Coordinator for training material needs, generating the IAP, develop equipment/gear 

distribution and training plan on the installation.

− Coordinates with the Logistics Coordinator for issue of PPE to the military unit on 

the installation.

− Coordinates with Administrative Operational Support and Logistics Coordinator to 

develop manifest and to arrange for temporary access to the instillation for STLMs, 

MCADs and Training Cadre.

− Organizing and supervising the Training Cadre and selecting support staff necessary 

to complete the mission.

− Traveling as a member of the NIFC Advanced Party to coordinate training objectives, 

scheduling, classroom, and equipment needs with the military.

− Attending military command briefings to orient commanders, staff, and family 

members to the military firefighter training program and fire assignment.

− Obtaining current situation reports from the National Military Coordinator, Training 

Cadre, military commanders, STLMs and MCADs.

− Making periodic reports to the National Military Coordinator.

− Leading evening reviews of each day’s events and ensuring appropriate notes of 

these meetings are kept.
Training Military Use Handbook 2021 – Chapter 40

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40.4.2 Logistics Coordinator. The Logistics Coordinator must have experience in 

military firefighter mobilization and coordination of national, area and local resources and 

an understanding of Interagency Resource Ordering Capability (IROC). A person with at 

least Support Dispatcher qualifications and experience as a member of a military Training 

Cadre is desirable for this position. This position reports to the TC. See Chapter 110, 

Logistics for logistical support provided. 

40.4.3 Field Logistics Coordinator. The Field Logistics Coordinator is deployed with 

the military unit in support of consistent logistical support between the Incident 

Management Team (IMT) and the Military Battalion S-4. The Field Logistics Coordinator 

and/or a qualified trainee preferable someone from the National Advanced Training 

Program (NATP).

40.4.4 Administrative Operational Support. The Administrative Operational Support 

person should be well-versed in wildland fire training, operations, and military 

mobilization.

− Coordinates date/location/time for in-brief of Agency and military overhead.

− Fields questions and assists the TC with day to day needs from the cadre, STLMs 

and MCADs.

− Assists with in-brief and coordination of federal agency fire personnel.

− Assists with the purchase of office supplies and printing needs.

40.4.5 Procurement/Purchasing Support. An individual with a purchase card. 

Examples include: Contracting Officer Purchasing Agent (COPA), Buying Team Member, 

and/or Procurement Unit Leader (PROC). The individual can support virtually or in person 

based on the situation. Provide subject matter expertise and practical support in 

procurement and purchasing procedures.

40.4.6 Lead Instructor. The Lead Instructor is appointed by and reports to the TC. 

The Lead Instructor must be a highly qualified wildland fire training instructor with 

experience in military firefighter training. This individual can serve as the lead for both 

classroom and field portions of the training. The Lead Instructor:

− Serves as acting TC as needed.

− Serves as the point of contact for logistics and finance to meet the needs of the 

Training Cadre.

− Organizes STLMs and MCADs to integrate with appropriate levels in the military unit 

particular organization.

− Supervises and coordinates activities of the STLMs and MCADs during the training 

at the installation.

− Obtains the following items in electronic format and ensure they are inserted into 

each Military Wildland Fire Suppression Training package: lightning detection map, 

weather forecast, large incidents map, incident map where military is assigned, and 

National Wildland Fire Outlook map.

− Obtains copies of a current Incident Action Plan (four per instructor) for use during 

classroom training.

− Performs as a classroom instructor should the need arise.

− Monitors instructor STLM and MCAD presentations for quality, standardization and 

coverage of all subjects.

− Troubleshoots problems arising in the distribution and operation of training 

equipment, both military and civilian.
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− Reports to the TC at the end of the morning and afternoon training sessions and 

attend evening reviews.

− Conducts a debriefing of Training Cadre and prepare the battalion instructor kits for 

the next mobilization upon returning to NIFC at the end of the training detail.

− Mobilizes to the incident with the advance party.

40.4.7 Instructors. The instructors is a qualified wildland fire training instructor 

interested in this assignment and is supportive of military firefighter training. The 

instructors report to the Lead Instructor and:

− Accounts for a handheld radio, battalion instructor kit, and other assigned equipment 

until demobilized.

− Obtains the following items in electronic format from the Lead Instructor and insert 

into the Military Wildland Fire Suppression Training package: lightning detection 

map, weather forecast, large incidents map, incident map where military is assigned, 

and National Wildland Fire Outlook map.

− Obtains four copies of a current Incident Action Plan from the Lead Instructor for use 

during classroom instruction.

− Ensures that the battalion instructor kit has the necessary training materials for 

classroom instruction.

− Reviews the Military Wildland Fire Suppression Training prior to traveling to the 

military installation.

− Equips and prepares classroom at the military installation.

− Instructs military personnel using the Military Wildland Fire Suppression Training 

package and MCADs as fully functional classroom instructors, to provide continuity 

for field training.

− Uses inventory list to package the tools and supplies for return to NIFC or the next 

military installation when instruction at the installation is completed.

− Notifies the Lead Instructor in a timely manner of any resupply needs.

− Provides information on needed revisions and/or additions to the Military Wildland 

Fire Suppression Training package.

− Provides the Lead Instructor and the TC with information on the progress and 

success of the instructional process.

40.4.8 Strike Team Leader Military (STLM). The STLM acts as an advisory leader 

to provide guidance to a Company/Battery/Troop Commander who has been tasked to 

perform wildland fire suppression. A company/battery/troop consists of at least four (4) 

platoons. The STLM reports to the MLO upon reporting to NIFC. The STLM is attached 

to, and travels with, a company/battery/troop. Once at the incident, the STLM becomes 

a part of the Operations Section and remains in this status until released from the 

incident. One STLM is assigned to each company/battery/troop.

 NOTE: Refer to Section 60.3 for a list of qualification requirements and duty descriptions.

40.4.9 Military Crew Advisors (MCADs). While at the military installation, these 

individuals are responsible for: 

− Following the direction of the MLO, team up with members of the Training Cadre and 

assist in conducting the classroom wildland fire suppression training of assigned 

military crew.

− Developing a close working relationship with the assigned crew commander

− Obtaining copies of the MCAD Checklist/Military Firefighter Training Certification 

from the MLO for completion during field training.
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− Deploying to incident with the assigned military crew.

 NOTE: Refer to Section 60.3 for a list of qualification requirements and duty descriptions.

40.5 Training Venues and Equipment Requirements at the Military Installation. Facilities and 

equipment required at the military installation include:

− Five classrooms, each equipped with multi-media projector or video monitor and screen, 

easel with flip chart paper and markers.

− Telephone and facsimile communications needs for the TC and MLO, requested from the 

assigned battalion.

40.6 Sequence of Events. Arrival of the Training Cadre and MCADs with their training 

equipment at the military installation is critical to the mission. 

Refer to the Appendix – Exhibit 1 for the Military Firefighter Training/Mobilization Process.

40.7 Aviation Training. Refer to Chapter 70.
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CHAPTER 50

MILITARY OPERATIONS

50.1 General. The U.S. military provides disciplined, physically fit personnel for the wildland 

fire suppression mission.

50.2 Chain of Command. Every commanding officer has the authority to give lawful orders to 

those under their command. The orders are passed from the Battalion Commander to the 

Company Commander. A list of various ranks, the units they command, and the approximate 

number of personnel per unit includes:

UNIT COMMANDER

APPROXIMATE NUMBER

OF PERSONNEL

Squad or Section Sergeant (SGT) 9 to 13

Platoon Lieutenant (1LT/2LT) 36 to 48

Company (Troop/Battery) Captain (CPT) 150 to 180

Battalion (Squadron) Lt. Colonel (LTC/Lt Col) 550 to 800

Regiment/Brigade Colonel (COL/Col) 2,000 plus

Division Major General (MG) 14,000 to 20,000

50.3 Discipline and Conduct. The Code of Conduct was prescribed by the President of the 

United States in 1955 and is a simple written creed applying to all military personnel.

The code is not intended to provide guidance on every aspect of military life. For that purpose, 

there are military regulations, rules of military courtesy, and established customs and traditions. 

There is also the Uniform Code of Military Justice (UCMJ). The UCMJ has punitive powers; the 

Code of Conduct does not.

The officers and non-commissioned officers (NCOs) always enforce a no-alcohol policy and 

closed camp policies when necessary. The military quickly addresses disciplinary questions, 

rather than deferring resolution until redeployment to home installations. A Judge Advocate can 

be attached to a regimental or task force headquarters.

50.4 Unit Pride. Civilian firefighters do not have a military appearance, which is a concern to 

military officers when non-military firefighters could be construed to be military personnel.

Do not restrict military units to mop-up. As they gain experience with the firefighting mission, 

increase their responsibility, and reward them with “hot” line assignments. Use friendly 

competition between units, stressing production with safety, to increase daily output. Military 

discipline and good liaison officers assigned to the units can be used effectively to maintain 

production and keep morale high.

50.5 Protocol. The military is rich in protocol and tradition. Most military battalions have an 

officer knowledgeable in protocol matters. This responsibility falls upon the Battalion Adjutant, 

whose knowledge is invaluable to keep conflict and misunderstanding under control. One of the 

least understood events by the civilian observer is a visit by a General Officer or other 

distinguished visitor. Civilian liaison officers need to understand what is happening and be alert 

of potential changes in agreed upon operating procedures.
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General Officers/VIPs understand civilian-military coordination. Protocol Officers are helpful in 

putting together awards and ceremonies. Learn to accept and work with military protocol.

Awards: 

− The day before redeploying to the parent installation, an awards and decorations 

ceremony is held. The military is proactive in recognizing deserving personnel and 

individual units rendering outstanding support to the firefighting effort. The military 

also recognizes civilians who render outstanding support to the military. Military 

Liaison Officers must be prepared to recognize all military units within a battalion. 

Officers and enlisted personnel should be recognized for personal contributions or 

outstanding support of a successful mission. Plan at least 5-10 days in advance 

for preparation of agency certificates for each unit or individual.

− Awards for the military are provided on a national basis for their support throughout 

their activation period. The DoD facilitates national recognition to all military units 

activated under this procedure. If an IMT or unit chooses to honor the military for 

their support to a particular incident they may do so; however, the cost of awards 

must be funded from preparedness funds and cannot be charged to FireCode. 

Common sense should be used in making the decision to recognize the military on 

an incident, knowing they receive national recognition.

50.6 Organizational Cross Reference.

ICS Military

Command Same

Operations S-3 (BN/Bde), G-3 (DIV)

Aviation, Operations, Planning and Coordination

Plans S-3 (BN/Bde), G-3 (DIV)

Aviation, Operations, Planning and Coordination

S-2, G-2 Intelligence Gathering and Analysis/Weather

Logistics S-4, G-4 Supply, Transportation and Field Services

Finance S-1, S-4, S-8 Personnel Management and Finance

50.7 Daily Reporting. Both the Incident Commander (IC) and the military commanding officer 

must submit daily reports. ICS requires daily submission of the Incident Status Summary, Form 

209. The military unit submits a Situation Report (SITREP).
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CHAPTER 60

INCIDENT MANAGEMENT TEAM 

AND MILITARY LIAISON POSITION DESCRIPTIONS AND TASK LISTS

60.1 Purpose. The purpose of this chapter is to provide an overview of Incident Management 

Team and Military Liaison positions while on a specified incident with the activated military unit.

60.2 Area Command or Agency Military Liaison (ACML). The ACML is an individual assigned 

to an Area Command or agency headquarters who has been delegated full authority to assist in 

decisions affecting the use of military assets. The ACML reports to the Area Commander or 

Agency Administrator if an Area Command has not been established. Minimum qualifications for 

this position include prior military firefighter mobilization experience and a fire rating of Incident 

Commander Type I.

Task List:

− Obtain copies of the national operating agreement with the military and a copy of the 

Military Use Handbook for fire suppression.

− Check in at the Area Command Post. Complete ICS 211 (Check-In List).

− Obtain a briefing from the National Military Coordinator and Area Commander.

− Establish the working location. Advise military liaison personnel on the incidents that the 

ACML position has been filled and provide your contact information.

− Cooperate fully with the Area Commander and military Battalion Commander.

− Attend planning meetings as required, both Area Command and military. Establish daily 

coordination procedures with the Battalion Military Liaison (MLO).

− Serve as a special advisor to the Area Commander/Agency Administrator.

− Advise the National Military Coordinator of any special MLO needs or requirements.

− Report to the National Military Coordinator on prearranged schedule or as needed.

− Maintain the unit log.

− If military support helicopters are used to support incident objectives, ensure military 

helicopter personnel follow Chapter 70 – Aviation.

− Complete performance evaluations.

− Ensure all required agency forms, reports, and documents are completed prior to your 

departure from Area Command.

− Have a debriefing session with MLO, military Battalion Commander, and Area 

Commander prior to your departure.

Helpful Hints:

− Develop a staff at the beginning of the operation to interface with the Military Advance 

Party. 

− Communicate with the Battalion Commander as soon as possible to discuss the fire 

environment, the support available and organizational needs.

− Ensure military Battalion Commander/Staff attend Area planning meetings.

− Attend military briefings—provides the control needed for coordination.

− Integrate the military command personnel into the ICS Area Command Staff, i.e., Joint 

Task Force Commander

− At a minimum, each military unit should be provided the following equipment from the 

agency:

• Class I support (meals, potable water, etc.)
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• Class II support (Nomex, gloves, hand tools, etc.)

• Class III support (mogas, diesel, JP8 and propane)

• Billeting facilities; tentage, cots and lighting, as requested by the IC

• Electrical power or generator support

• Shower facilities

• Laundry facilities

• Trash service

• Sufficient space or tentage to operate a military Tactical Operation Center (TOC)

• Office furniture (chairs, tables, and lamps for the TOC)

• Two commercial telephone lines

• IBM compatible word processor with printer

• Photo copying/facsimile (fax) machines

• Sufficient ground transportation (buses and trucks) to move 600 firefighters and 

support personnel.

60.3 Military Liaison Officer (MLO). The MLO is requested and selected by the National MultiAgency Coordinating Group (NMAC) for attachment to the military unit tasked with wildland fire 

suppression. The MLO reports to the military installation and interfaces with the Battalion 

Commander and Training Coordinator. The desired qualification for this position is Division Group 

Supervisor (DIVS). The MLO should be thoroughly briefed on the MLO role, have the ability to 

deal with individuals from multiple organizations, and to carry out decisions without a staff. Upon 

completion of military firefighter classroom training, the MLO deploys with the military battalion to 

the incident. The MLO is responsible to the Incident Commander and Battalion Commander after 

arriving at the incident.

Task List:

− Collocate military and civilian crews at the same incident base camp, if possible.

− Contact the IC; provide a deployment schedule and obtain additional information as soon 

as possible.

− Integrate STLMs and MCADs with military crews and plan assignments.

− Participate in military command staff meetings daily.

− Contact the Staging Area Manager to verify arrival arrangements.

− Check in at the Incident Command Post (ICP). Complete the ICS 211. Ensure all STLMs 

and MCADs have completed check-in.

− Report to the IC to introduce Battalion Commander and brief Incident Commander.

− Integrate appropriate military staff with Logistics Coordinator to establish all facility needs 

for the military unit.

− Coordinate with the Finance Section Chief to establish procedures for civilian timekeeping 

procedures, injuries, commissary, etc.

− Attend incident planning meetings as required with appropriate military staff.

− Ensure field training is completed and inform Incident Commander of fire readiness of 

crews for incident assignments. Crews shall not be assigned to fireline duties until field 

training is completed.

− Assess the need of assigning a Safety Officer to the battalion and advise the Operations 

Section Chief and Safety Officer.

− Provide input on use of military resources.

− Oversee the training and safety of military and civilian personnel assigned to the MLO.

− Cooperate fully with the Area/Incident Command and Military Command Group.
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− Advise the Incident Commander of any special military needs or requirements the incident 

cannot provide.

− Coordinate military logistics needs/capabilities with the Demobilization Unit.

− Ensure all assigned personnel and/or equipment is properly accounted for.

− Facilitate integration and logistics support.

− Ensure all agency forms, reports, and documents are completed prior to departure.

− Debrief with the ACML, AAML Military Commander, and Incident Commander prior to 

departure; debrief with MCADs prior to departure.

− Participate in awards ceremony at assignment’s end.

− Prepare performance evaluations.

− Ensure transportation and travel arrangements for military and civilian personnel are 

completed prior to your departure.

Helpful Hints:

− Prepare the Deputy MLO for assumption of duties and responsibilities.

− Communicate with the Military Advanced Party — before and after the reconnaissance.

− Familiarize yourself with the Training Cadre.

− Be prepared to participate in briefings at the military installation.

− Be knowledgeable of when and where PPE is to be issued, and if sufficient numbers of all 

sizes of Nomex are available.

− Prepare a spreadsheet with corresponding Command, Liaison, STLMs, MCADs, 

Company, and Crew Name (or identifier) for ease of operations prior to arrival at the 

incident—answers many battalion and incident personnel questions.

− Have military organizational charts available and ensure STLMs and MCADs are familiar 

with organizational chain of command.

− Obtain a separate/rental vehicle at incident site for your transportation.

− Make early contact with the Battalion Commander and remain close throughout the 

duration of the assignment.

− Be prepared to assist or provide input to the military installation action report.

− Develop and keep a list of critical contacts and phone numbers for ready reference.

− Make assignments and expectations clear to military.

− Brief STLMs and MCADs daily and stress importance of close work/off duty relationships 

with assigned military crews. Make agency rules clear to them.

− Attend briefings identified as necessary by Incident/Area Command.

− Utilize identifiable, well kept, official agency clothing throughout assignment.

− Be knowledgeable of how medical, injury, etc., is handled including medical procedures.

− Communicate frequently with the Incident Commander.

− Make every effort to have STLMs and MCADs remain with military crews until the military.

− Ensure crews participate in active work daily. Morale of military crews can change quickly 

if crews are not kept busy with a clear defined purpose.

− Attend debriefing with the Battalion Commander and Incident Commander; provide 

feedback to the ACML and National Military Coordinator.

− Do not demobilize from incident until all travel and arrangements are completed for military 

and civilians assigned to military.

60.4 Deputy Military Liaison Officer (Deputy MLO). The Deputy MLO is requested by the 

NMAC, selected by the MLO and/or NMAC, and is assigned to the military unit tasked with 

wildland fire suppression. The desired qualification for the position is Division Group Supervisor 

(DIVS). The Deputy MLO assists the MLO with selection of the qualified STLMs. The Deputy MLO
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acts as a staff advisory leader providing guidance to the military unit staff and assists the MLO. 

The Deputy MLO assists the Battalion S-3 (Operations) and/or the Battalion Executive Officer 

(XO). Upon completion of the military firefighter classroom training, the Deputy MLO deploys with 

the military unit to the incident and accomplishes wildland fire suppression duties. The Deputy 

MLO assumes duties and responsibilities of the MLO in his/her absence. The Deputy MLO is 

responsible to the MLO throughout the assignment.

Task List:

− Review and become familiar with MLO duties and helpful hints.

− Assist MLO as requested.

− Confirm STLMs and MCADs have been ordered and mobilization arrangements made.

− Review and become familiar with STLM/MCAD duties and responsibilities.

− In coordination with the MLO, organize and conduct STLM/MCAD briefings.

− Meet the ACML/IC.

− Participate in military command staff meetings daily.

− Check in at the Incident Command Post (ICP). Complete ICS 211. 

− Assist the MLO with integration of military staff with incident staff.

− Attend incident planning meetings as requested with appropriate military staff.

− Assist with and observe military field training; inform the MLO of crew readiness.

− Once military crews are assigned to incident duty, provide coordination between 

operations section and military company/battery/troop as requested by the MLO.

− Participate in the awards ceremony at assignment’s end.

− Prepare performance evaluations.

Helpful Hints: In addition to duties of the MLO and STLM:

− Make early contact with the Battalion Executive Officer (XO) and/or Battalion S-3 and 

Command Sergeant Major; maintain contact throughout the assignment.

− Assist in all areas of liaison from the battalion to the IMT.

− Be prepared to fulfill temporary assignment as an STLM.

− Be prepared to spike out with multiple military units.

− Assess assigned STLMs and military unit fire assignments, safety needs, progression, 

and accomplishments.

− Provide the MLO with performance and debrief information.

60.5 Strike Team Leader Military (STLM). The STLM acts as an advisory leader to provide 

guidance to a Company/Battery/Troop Commander who has been tasked to perform wildland fire 

suppression. A company/battery/troop consists of at least four (4) platoons. The STLM reports to 

the MLO upon reporting to the military installation. The STLM is attached to, and travels with, a 

company/battery/troop. Once at the incident, the STLM becomes a part of the Operations Section 

and remains in this status until released from the incident. One STLM is assigned to each 

company/battery/troop.

Task List:

− Report to the MLO upon arrival at the military installation and receive a complete briefing.

− Receive assignment and assist Training Cadre with classroom training.

− Coordinate with the Company/Battery/Troop Commander and MCADs on training and 

safety of military crews in your assigned company/battery/troop.

− Develop a close working relationship with the Company/Battery/Troop Commanders.

− Deploy to the incident with the Company/Battery/Troop Commander.
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− Check in at the ICP. Complete the ICS-211.

− Keep the MLO and Deputy MLO informed of training and fire readiness of crews. Identify 

when crews are ready for wildland fire assignments.

− Once crews are assigned to incident duty (after field training), provide coordination 

between operations section and military company/battery/troop. At this point, the STLM 

becomes a part of the IMT.

− Serve as a trainer and advisor to the Company/Battery/Troop Commander. Act as a liaison 

between the IMT and military.

− Participate in incident briefings and brief MCADs and Company/Battery/Troop 

Commanders. Orders are given through military chain of command.

− Prepare performance ratings.

Helpful Hints:

− The STLM is an advisor/liaison to the military. This position is not a typical Strike Team 

Leader assignment.

− The STLM is assigned to the incident and works through the Operations Section.

− Maintain coordination with the MLO/Deputy MLO, as well as the ICS chain of command.

− Ensure communications exist between the MCADs, STLMs, and military Commanders.

− Identify special skills the assigned company/battery/troop may have, e.g., chainsaw use, 

explosives, etc.

− Keep the military Commanders informed of off-road vehicle use restrictions.

60.6 Military Crew Advisors (MCADs). MCADs are requested by NIFC for assignment to the 

military unit to act as instructors/advisors to the military during classroom/field training and their 

wildland fire suppression assignment. MCADs must be physically fit, have strong communication 

skills, and have a high interest in this assignment. An individual with a previous military experience 

is desirable for this position. The MCADs report to the MLO or Deputy MLO upon reporting to the 

military installation. Once at the incident, the MCAD becomes a part of an assigned military crew 

and reports to the assigned STLM.

Task List:

− Report to the MLO or Deputy MLO upon arrival at the military installation receiving a 

thorough briefing and military crew assignment.

− Follow the direction of the MLO, continuing to train/advise his/her military crew for the field 

training and wildland fire suppression phase.

− Ensure the assigned military crew is properly equipped with tools and PPE.

− Check in at the ICP. Complete the ICS-211.

− Provide on-the-job instruction and practice of fire suppression skills- the MCAD Checklist.

− Report to the MLO when assigned military crew is ready for fire assignment.

− Serve as a liaison between assigned military crew and assigned STLM. Provide for the 

safety of assigned crew.

− Discuss fire assignments with the officer or NCO in charge of your crew.

− Keep the STLM informed of progress and concerns.

− Receive assignments for crew from the STLM and Company/Battery/Troop Commander.

Helpful Hints:

− Become familiar with military organizational structure.

− Become closely attached to assigned military crew.

− Live with crew as one of them, if possible.

− Remember that both the ICS and military chains of command are kept intact.
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− Give orders only in the case or event of unsafe practices or extreme conditions, such as 

a blowup or any other time when life and safety is in jeopardy.

− Keep the military crew commander informed.

− Act as a trainer/advisor and not a crew leader as in a typical ICS crew leader assignment.

− Attend briefings and debriefings when asked. Use the STLM and/or MLO or Deputy MLO

as a focal point for concerns.

60.7 Incident Commander/Area Commander.

What to Expect:

− A military unit (500+ personnel) consists of a MLO, Deputy MLO, 3-6 STLMs and 10-20 

MCADs. 

− A Military Advance Party arrives prior to the battalion to size up the situation and meet the 

IC general staff or AC staff. This team remains at the incident throughout the assignment 

to assist both the incident staff and the battalion.

− There is a dual command and control organization structure—ICS and military. The IC 

directs military crews through the military chain of command. The IMT provides specific 

work assignments and on-the-line guidance.

− Military mobilization has a huge impact on the Logistics Section.

− Dual chain of command is a reality. Meet often to understand each other’s cultural 

differences and let one another know what can/cannot be done and why. Staff accordingly 

so each critical position has a counterpart.

− The military unit has received five hours of military firefighter classroom training conducted 

by the Training Cadre with the assistance of the STLMs and MCADs.

− Field training is competed after arrival at the incident. STLMs and MCADs assigned to 

military crews conduct the training. This training is completed in a minimum of two days.

− The MLO advises the IC when military crews are ready for fireline assignments.

− The MLO is the IC’s link to the Battalion Commander.

− STLMs and MCADs are integrated into the battalion at company/battery/troop and 

platoon/crew levels.

− STLMs perform as a part of the Operations Section once the military crews are judged 

ready for fireline assignments.

− STLMs and MCADs provide advice, guidance (through officers and NCOs) and are 

supervisors of safety for the duration of the military assignment.

Actions to be Taken:

− Integrate the Battalion Commander’s staff into the Planning and Logistics sections.

− Arrange for transportation vehicles for the military for the duration of assignment.

− Collocate the military at/or adjacent to the incident base camp.

− Establish specifics of any air operations and air related procedures. The IC manages all 

aviation assets supporting a particular incident (military included) and allocates resources 

by mission requirements.

− Ensure the Safety Officer gives full attention to all aspects of military aircraft use. Consider 

assigning a Safety Officer to each battalion.

− Attempt to maintain battalion integrity. Battalions can be divided into crews, but military 

chain of command must be maintained; i.e., Company/Battery/Troop Commanders must 

maintain command of their respective units.

− STLMs and MCADs should participate in briefings.
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− Provide communications between MLO and ACML and the Battalion Commander with the 

higher military command.

− Tools and replacement PPE should be issued through the Battalion S-4.

− Conduct a thorough briefing with the Battalion Commander and staff on status and 

strategies. Keep them informed.

− Include the Battalion Commanders in the planning and operations of the incident.

− Define services that are to be provided to the military, e.g. laundry.

− Based on complexity, assign a Field Logistics Coordinator to the military unit. Ensure there 

is continuous coordination with the Battalion S-4.

− Integrate Information Officer with the military counterpart for a coordinated public 

information process.

− Make sure the military commanders are welcome and have a place on the agenda at the 

daily planning sessions.

− ICs and Liaison Officers must attend the daily military briefing sessions.

− Provide training on ICS, the ICS-215 planning process, and the Incident Action Plan (IAP). 

Copies of the Fireline Handbook should be issued to Company/Battalion Commanders 

and S-1, S-2, S-3 and S-4 Officers.

− Public Affairs Officers are very aware of command information requirements, media 

relations and community relations. The military usually has an open house for the local 

public. Work with the military on setting up the open houses to minimize impact on the fire 

suppression mission. 

Helpful Hints:

− Be familiar with military organizational structure and understand the dual command and 

control organizations—ICS and military.

− Jointly determine with the Battalion Commander the smallest operational size of military 

unit that functions independently.

− Determine military vehicle restrictions early in the deployment.

− Appoint Deputy IC to work with the military on a regular basis.

− When camps are collocated, consider holding separate briefings for the military at their 

camp. This reduces the number of people at regular briefings and allows for questions 

from the military.

− Military crews can be very productive, but morale can drop quickly if fireline assignments 

are not challenging or do not have a well-defined purpose.

− Let the military know of any particular needs that you may have, e.g., chainsaw crews, 

explosive use, etc. They may be able to help in remarkable ways.

− Stress that the IAP determines all fireline tactics. Any changes in tactics on the fireline is 

by civilian line personnel only. Military provide input in the planning process but shall not 

make any line changes.

− Brief the IC staff on what to expect when using military crews.

− If active-duty military and non-federalized National Guard personnel are located at the 

same site, be sure to establish command structure and maintain separate working 

relationships with each branch.

− Allow for training and fire readiness of military prior to making decisions on the release of 

civilian crews.

60.8 Logistics Section Chief (LSC). The Logistics Section Chief is an individual assigned to 

the IC to provide support to the incident. Based on the complexity of the incident, consider 

assigning a Deputy Logistics Chief to the military unit who would report to the Logistics Chief.
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− Coordinate with Military Liaison Team and Military Advance Party to determine needs.

− Contact military counterpart (Battalion S-4) early in the deployment. 

− Establish a separate camp site within the Incident Base Camp.

− Provide shower and catering services for the military. Each battalion sized element 

requires a separate shower service.

− Assess tool and equipment needs and establish procedures for daily maintenance and 

distribution through military counterpart.

− Provide laundry service.

− Provide transportation for military from camp to incident and return—preferably assigned 

for the duration of the tour.

− Provide a vehicle for military and civilian overhead use.

− Establish procedures and provide fuel for military vehicles and aircraft.

− Plan for high resupply of PPE.

− Provide lights for military camp area.

− Determine military versus civilian supplied items.

− Review orders and establish what is provided through the national agreement.

− Arrange for daily mail pickup.

− Establish rules for military camp and inform the MLO and the military counterpart.

Helpful Hints:

− Coordinate PPE exchange policy with Battalion S-4—daily exchanges of equipment can 

be overwhelming.

− Obtain a list of items military personnel brought with them.

− Stress the importance of carrying plenty of water and not having a dependence on an 

additional water supply.

− The military is particularly concerned with security in the camp area. Be prepared to 

provide 24-hour security or make security a part of their responsibilities.

− Explain to the Battalion S-4 the need to fill canteens at established potable water supply 

and not a wash/shower facility.

− Military medical facilities are excellent, providing simple sick call, holding patients 

overnight, etc. Also available is the capability for stabilization and evacuation of patients 

to outlying hospitals. Military medevac helicopters arrive with the battalion; they can be 

used for non-military medevac as needed.

− Military requests for phone lines may often exceed local capabilities and become an issue. 

Telephone needs should be addressed with the NIFC Advance Party.

− A coordination meeting with the Battalion S-3 and S-4 staff officers is imperative at the 

earliest opportunity. Items to be coordinated:

• Bivouac site and size

• Shower facilities

• Laundry

• Telephone capabilities

• Latrines

• Ordering procedures for supplies

• Items the agency does not procure.

• A critical element of coordination is for the Military Liaison and staff to make a 

thorough reconnaissance of the incident, contact the deploying the battalion prior 

to deployment and determine logistical support items needed. This coordination 

must take place before embarkation.
IMT and Military Liaison Position Descriptions Military Use Handbook 2021 – Chapter 60

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60.9 Operations Section Chief (OSC).

Actions to be taken:

− Meet with military counterparts (S-3, Operations Office and/or Military Liaison Team) as 

soon as possible.

− Meet with MLO and receive briefing on military organization and tactics.

− Brief section staff on military chain of command and what to expect.

− Ensure adequate communications are available or ordered.

− Coordinate with military on possible use of military aviation for support of incident and 

coordination of aviation activities. See Chapter 70.

− Coordinate operations with military medevac helicopters.

− Identify, plot, and provide a map of all incident helibase and heliport locations associated 

with the incident to the Military Advance Party or Battalion S-3.

− Military helicopters must have radio communications capability with all other aircraft on 

the incident and have a civilian helicopter manager aboard the aircraft when flying within 

the incident airspace.

− Integrate STCRs into your section. They are advisors and liaisons to the military.

− Determine military crew capabilities and potential for special teams (e.g., blasters, 

chainsaw operators)—may be trained and utilized.

− Maintain battalion integrity. Crews may be divided into smaller units or squads. Military 

command and control must be maintained.

− Keep military active with meaningful and well identified duties and goals. Morale can 

deteriorate rapidly.

− Ensure your staff, particularly Branch Directors and Division Group Supervisors, interacts 

with STLMs and Company/Battery/Troop Commanders and make frequent visits to areas 

assigned to military.

− Brief MLO/Deputy MLO or Battalion Commanders after each shift.

Helpful Hints:

− Be familiar with military organizational structure and understand the dual command and 

control organization—ICS and military.

− Emphasize that the IAP determines all fireline tactics. Any tactical changes are made by 

civilian line personnel only. Military provide input in the planning process but shall not 

make any line changes.

− Once military crews have some fireline experience, do not hesitate to assign more difficult 

assignments. The military learns quickly, and their teamwork training allows faster 

adaptation than civilian Type 2 crews.

− Clearly define expected work periods and camp return times.

− Expect high-level military officer visitations on the fireline. Ensure all air operations for 

VIPs are coordinated and military pilots are briefed on actions that should not be taken 

(e.g., flying helicopters directly over hot spots, field personnel, etc.).

− Utilize the expertise of STLMs assigned to military. They may have good ideas for better 

utilization of military units.

− Because of the chain of command, the military command and control concept shall not to 

be subdivided for deployment according to ICS structure. Establish your needs for military 

firefighter deployment early in the process, work with the Battalion Commander on an 

organizational deployment plan. Maintaining battalion integrity is important to the military.

− Emphasize mop-up as a critical part of the fire suppression job.

− Stress/monitor safety briefings, fireline survival, sanitation, and special areas of concern.
IMT and Military Liaison Position Descriptions Military Use Handbook 2021 – Chapter 60

25

− Ensure that VIPs on the fireline wear PPE.

− Chainsaw use by the military is an issue. Military crews need chainsaw support to 

accomplish their wildland fire suppression mission. A decision must be made as to how 

chainsaw operations is incorporated into the military organization.

• Use professional sawyers.

• Use federal employees that are certified and have a valid red card.

• Provide the S-212 course and certify military chainsaw operators.

• Army and Marine engineer units have qualified chainsaw operators who need 

minimal additional training to perform as sawyers.

− Obtain military input for the Operational Planning Worksheet - ICS-215.

60.10 Planning Section Chief (PSC).

Actions to be taken:

− Meet with military counterparts (Battalion S-2 and S-3) as soon as possible. Discuss any 

particular skill needs; the military may have a variety of skills that can be utilized (e.g., 

chainsaw crews).

− Obtain an organizational structure of the military units prior to military arrival, if possible.

− Determine the smallest military unit operational size which can function independently.

− Attempt to maintain battalion integrity. Battalions can be divided into smaller than crew 

sizes, such as squads; however, military command and control must be maintained (i.e., 

Company/Battery/Troop Commanders must maintain command of their respective units).

− Include Battalion Commanders in incident planning.

− Plan ahead for demobilization of both military and civilians attached to the military.

− Clearly identify military units and leaders (civilian/military) in the IAP.

− Include the Battalion Commander and BNLMs/Deputy BNLMs in briefings.

Helpful Hints:

− When not collocated, hold a separate briefing before each shift at the military camp. This 

reduces the number of people at regular briefing and allows more questions from the 

military. Each incident is different, be prepared to ensure the military receive a briefing.

− Prepare sufficient quantities of maps to satisfy worse case situations.

− The S-3 Operations Section is similar to the ICS Plans Section. 

− Document all agreements and make sure copies are distributed to both civilian and military 

personnel in a timely manner.

− Encourage participation from Battalion S-1, S-2, S-3, and S-4 staff officers, teamed with 

their ICS counterparts, during the daily planning process.

− Review the IAP process and implementation with the military officers. Stress that the IAP 

is a tactical plan and that each IMT member has specific implementation responsibilities. 

Outline procedures for emergency situations which require alteration of the IAP.

60.11 Finance Section Chief (FSC).

Actions to be Taken:

− Coordinate with Military Liaison and Agency Comptroller to ensure appropriate procedures 

for agency provided medical care for military and civilian personnel and timekeeping for 

civilian personnel attached to military operations.

− Provide advice and counsel to military and IMT personnel on appropriate use of funds in 

support of military operations (e.g., haircuts, telephone).
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CHAPTER 70

AVIATION

70.1 General. When civilian aviation resources are depleted, NMAC may request the 

Department of Defense (DoD) to assist the wildland firefighting effort and provide military aircraft 

to support large incidents. There are some fundamental differences in the operating policies and 

procedures between the wildland fire agencies and military services. When assigned to an 

incident, the military maintains administrative control of their aircraft and operates under their own 

internal policies. Military internal policies may conflict with agency procedure. The goal of this 

chapter is to facilitate the use of military aviation and ensure policy compliance.

Three separate components make up the U.S. Military: active, reserve, and the National Guard. 

The active and reserve components are under federal government control. National Guard units 

are under state control and do not normally operate outside their respected state boundaries. The 

use of National Guard units for federal firefighting purposes within their state must be outlined in 

national, regional, state or local agreements and Memorandums of Understanding (MOUs) 

between federal agencies and the specific National Guard units. Only National Guard units 

officially “federalized” by DoD fall under the auspices of this handbook. Therefore, this chapter 

only pertains to active, reserve, and federalized National Guard military aviation units.

Advanced notification and pre-assignment of active-duty units prior to each fire season is 

generally not possible because of military policies and other commitments. However, if fire danger 

is severe and NMAC feels there is the possible need for military aviation assets, the DoD Liaison 

to NMAC informs DoD of the possible request for assistance. This allows DoD the ability to identify 

and notify the military unit that might be assigned the mission. 

There is not a predetermined number of aircraft to be requested by NMAC. Units may support in 

their local area and not have to deploy their maintenance and support personnel. However, if a 

unit provides aircraft outside its local area, they also have the authorization to send the necessary 

maintenance and logistical support needed to conduct operations. The DoD Liaison to NMAC and 

the Defense Coordinating Officer (DCO) coordinates the request for aircraft, maintenance, and 

logistical support through U.S. Northern Command (USNORTHCOM). 

When the active or reserve military is requested by NMAC, interagency aviation policies and 

procedures govern aviation operations on all incidents except where noted in this handbook. 

When assigned to incidents, all military aircraft are under the operational control of the incident 

Air Operations Branch. Additional civilian positions beyond the scope of the Incident Command 

System (ICS) help manage military aviation operations because of the basic differences in military 

operations and agency procedures. Standard ICS terminology is used to simplify the 

organizational concept whenever possible.

* The use of “operational control” throughout Chapter 70 does not mean OPCON as used by the 

military. “Operational Control” used in Chapter 70 is defined tactical control (TACON). This means 

the Incident or Area Commander to whom the military aircraft is assigned has the authority to 

direct and control the movement of these assigned aircraft to accomplish missions or tasks 

assigned by the Area or Incident Commander.
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70.2 Categories of Use.

70.2.1 Designated Military Mission. A flight maneuver or mission profile a particular 

military unit has officially indicated it is trained and equipped to perform as part of the 

unit’s overall military mission. Military helicopters may only be used for daytime VFR 

operations for which they are trained and equipped as part of their designated military 

mission, and which coincide with established interagency aviation standards. Refer to 

70.4.7, Night Operations. Military units pre-identify their Designated Military Missions. 

Their utilization on incidents could consist of:

− Reconnaissance/command and control activities.

− Emergency evacuation/medevac (designated military medevac helicopters).

− Crew transportation in and around the fire perimeter.

− Cargo transportation, internal or external (depending on unit mission).

− Crew and cargo staging from airports to base camps for the purpose of incident 

support.

70.2.2 Non-Designated Military Mission. This includes flight maneuver or mission 

profiles for which a particular military unit has indicated it is NOT trained and equipped 

to perform as part of the unit’s overall military mission. Water/retardant dropping and 

external loads on longlines are examples of Non-Designated Military Missions for most 

military units. These missions do not fall within normal military operational profiles. 

Special pilot training, techniques, special aircraft equipment and personnel management 

are necessary to ensure the safety and efficiency of Non-Designated Military Mission 

activity. Therefore, qualifying a military unit for a Non-Designated Mission is a major 

undertaking and requires extensive planning on the part of both the military and the 

wildland fire organizations. Military aviation units must be pre-identified, qualified, and 

approved doing this in response to a short-term fire emergency is not feasible. It is 

recommended that only reserve and National Guard, and a very small number of 

active-duty, units be identified for Non-Designated Military Missions because of 

scheduling problems and pilot turnover. Refer to Chapter 70.5.

70.3 Mobilization of Military Aircraft.

70.3.1 Ordering. Civilian aircraft assigned to the incident are to be utilized for all 

incident aviation needs, including, reconnaissance, command and control, personnel 

transport, and medevac of the military hand crews. Orders for all military aircraft is 

accomplished by the NMAC submitting an RFA for the capabilities required to complete 

the assignment. 

70.3.2 Allocation of Military Aircraft. Military aviation units are assigned to Incident 

Management Teams or Area Command. If assigned to Area Command, priorities and 

assignments of military aircraft to appropriate incidents shall be established. The 

organizational, logistical, and planning requirements must be commensurate with the 

complexity of military aviation activity.

70.3.3 Advance Party Briefings. An Advance Party travels to the military units’ home 

station to brief the unit on the Incident Command System (ICS), organizational structure, 

chain-of-command and how military units are integrated into the suppression 

organization. An aviation specialist, assigned by the NICC, is designated to deliver the 

aviation portion of this Advance Party briefing.
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In addition, a small cadre of military personnel from the assigned unit should try to visit 

the incident prior to deployment of the entire unit. They are briefed by the local Aviation 

Officer, incident Air Operations Director and possibly the assigned Air Support Group 

Supervisor/Helibase Manager. Information about objectives, procedures, organization, 

operating bases, logistical concerns, etc., is shared at this meeting. This briefing is most 

valuable and should always occur.

70.3.4 Utilization of Military Aircraft. Once military aviation assets are assigned to the 

incident and the approved mission designation has been identified, there is no 

delineation in the use of military or civilian aircraft. The most suitable aircraft for a mission 

shall be used, regardless of ownership. Military assets should be assigned to the incident 

to integrate military personnel into the incident and helibase organizations.

Military aircraft assigned to an incident should be used to their fullest potential. The 

military is trained to move large amounts of cargo and passengers rapidly and efficiently. 

Every effort should be made to take advantage of this military expertise. Using the military 

for those missions while civilian contractors perform tactical missions is an efficient use 

of resources. Optimizing contractor flight time should be a consideration but not the 

overriding issue.

70.4 Operations and Safety. The Incident Management or Area Command Team has 

operational control of military aircraft and coordinate missions with the military aviation 

commander. The military aviation organization is integrated with the incident Air Operations 

Branch to enhance planning, briefings, operational efficiency, and safety. Interagency aviation 

policy is to be followed for all operations unless the military standard is more restrictive. 

Procedures found in interagency aviation guides (Interagency Helicopter Operations Guide, 

Transportation of HazMat, Air Tactical, etc.) is to be followed except where noted in this handbook.

70.4.1 Helicopter Management. Every military helicopter assigned to support 

suppression activities shall have a military crew chief assigned. The crew chief performs 

many of the duties assigned to agency helicopter managers. At a minimum, one qualified 

helicopter manager (HMGB) shall be assigned at a ratio of one HMGB for each four 

military helicopters. The HMGBN assures proper integration of military assets and 

functions as a liaison with military crew chiefs and pilots. Allowing one HMGB to manage 

four helicopters is approved only when all helicopters are working at the same helibase. 

Military aviation units shall be part of an existing incident Air Operations Branch and be 

directed by the incident helibase organization. 

70.4.2 Air Mission Briefings. Military Operations Officer(s) are included in daily

agency pre- and post-operational aviation briefings and planning meetings. The Military 

Operations Officers then conduct a briefing for the military unit aircrews. Military Officers 

may allow aircrews to attend the agency briefings. Following military aircraft missions, 

military aircrews debrief their chain of command, who should then pass the information 

back to the incident Air Operations Branch.

70.4.3 Load Calculations. Wildland fire aviation units’ load calculation forms are not 

used by/for military aircraft. The military method of performance planning is acceptable 

for interagency aviation operations. The military Pilot-in-Command is required to use an 

aircraft performance planning card unique to their type of aircraft. During incident 
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29

operations, the Military Operations Officer should be kept informed of altitudes and 

temperatures aircraft is expected to operate, so that out-of-ground effect allowable 

payloads can be calculated. Interagency helibase personnel are responsible for providing 

the Military Crew Chief with an accurate manifest of passengers and cargo. 

70.4.4 Passenger Transport. All incident and cooperator personnel are approved to 

ride in military aircraft that meet the requirements outlined in this handbook. All 

passengers must meet receive a pre-flight safety briefing and be manifested. The preflight safety briefing is provided by incident aviation personnel or the Military Crew Chief.

70.4.5 Cargo Transport. All internal cargo is secured in the aircraft in accordance 

with standard military procedures. All cargo shall be weighed and manifested per 

interagency policy. Passengers may not be carried on cargo missions unless cargo is 

secured in such a manner that the cargo does not pose a hazard.

External load missions on short suspension lines may be a Designated Military Mission 

for the unit. Military or helibase personnel perform all rigging and attachments. All 

external cargo is weighed and manifested, and a copy of the manifest provided to the 

crew chief and HMGB. 

70.4.6 Longline or Bucket Operations. These missions are not normally identified as 

a Designated Military Mission for a military unit. Utilization of military pilots and aircraft 

for these missions requires extensive pre-planning; training and approval by interagency 

Aviation Specialists and Standardization/Pilot Inspectors. Refer to 70.5.3.

If the military unit has been approved for either longline or bucket operations, a HMGB 

may be aboard the aircraft during the mission only when authorized by both the incident 

and military aviation officers. This should only occur when the safety of the mission can 

be substantially enhanced by doing so and when a Risk Analysis has been performed as 

outlined in the National Standards for Helicopter Operations. This practice should not be 

a routine occurrence and shall be held to an absolute minimum.

Aerial supervision, preferably a Helicopter Coordinator (HLCO), shall be utilized 

whenever military aircraft are engaged in retardant/foam/water dropping operations.

70.4.7 Night Operations. As per interagency policy, aviation operations are 

conducted during daylight hours under VFR conditions (exception outlined below).

Interagency direction authorizes single-engine and multi-engine helicopters to be used 

for emergency night medevac operations meeting life or death criteria. Military aircraft 

are to only be used for night operations conforming to this life-limb-or-eyesight criteria. 

Military medevac aircraft and pilots should expect to be used for emergency night 

operations. Utilization of night vision goggles depends on the assigned units SOP to 

include consideration of illumination, obscuration, and meteorological conditions. Military 

night vision goggle proficiency flights may be performed as required to maintain 

proficiency requirements for assigned medevac responsibilities. Coordinate and 

schedule these flights with the Area Command/Incident Management Team and local 

administrative unit.
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Federal agencies only pay for proficiency flights that support missions directly related to

fire suppression activities. The cost of all other proficiency flights necessary for the 

military to remain proficient with other mission profiles is borne by the military.

70.4.8 Aircrew Flight and Duty Limitations. Military units have pilot flight and duty 

limitation policies and procedures in place. These differ from interagency flight and duty 

limitations but adequately address pilot crew rest requirements. These military policies 

and procedures shall be utilized. It is essential that established flight and duty limitations 

for military aviation resources be communicated to incident Air Operations Branch 

Director(s) and/or interagency personnel at Area Command as appropriate, to facilitate 

effective use of these resources. The Air Support Group Supervisor (ASGS)/Helibase 

Manager assigned to the military unit shall work with the Military Operations Officer to 

ensure aircraft crew availability and mission readiness.

70.4.9 Accident/Incident Reporting and Investigation. When a military aircraft being 

used on an incident is involved in a mishap or incident the interagency policy on 

accident/incident reporting shall be followed. SAFECOMs are completed and submitted 

through normal interagency channels. The military utilizes their own reporting system as 

well. Sharing information on incidents and mishaps between land management agencies 

and the military is essential to maintaining the safety of flight.

Aircraft accidents involving military aircraft are investigated by the military. Interagency 

employees assist in securing the accident site and facilitate the military accident team 

investigations. A land management agency may request participation in any accident 

involving military helicopters on agency incidents. Joint investigations are possible. 

Participation may be in a formal or informal capacity.

70.5 Military Pilot Training and Qualifications. 

70.5.1 General Military Pilot Qualifications Military aviation units enforce strict pilot 

qualification standards. Interagency Standardization Pilot Inspectors work with the 

Military Operations Officer to ensure experience level of pilots is considered in crew 

pairing to obtain the safest overall flight crews. The Military Operations Officer assigns 

only crews meeting full military mission qualifications.

Each military Pilot-in-Command (PIC) assigned to fire incidents shall have a minimum of 

500 hours PIC experience in category and are to be at the flight controls for takeoffs and 

landings whenever passengers are on board unless safety considerations determined by 

the PIC dictate otherwise.

Where appropriate, the Military Operations Officer shall assign pilots who have 

demonstrated mountain flying skills or show they have received training in mountain 

flying techniques prior to deployment to an incident.

“Designated” and “Non-Designated Military Missions” are to be continually evaluated by 

interagency aviation personnel for conformity to agency standards.

70.5.2 Minimum Military Pilot Training Requirements. All military flight crews receive 

the following minimum training prior to being deployed in support of fire suppression 

activities. Training may be conducted at the deployment site or another designated 

location. The training session may occur pre-season or when the military unit is activated. 
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Instruction is provided by interagency Standardization/Pilot Inspectors, Aviation 

Management Specialists and Wildland Fire Specialists, as necessary.

− Interagency aviation policy and SAFETY

− Incident Command System/organization/terminology

− Missions and roles

− Basic fire tactics and fire behavior/fire shelter

− Ground school, mountain flying techniques, or demonstrated ability in a 

mountain environment.

− Communications/fire traffic area

− Medevac/emergency evacuation

− Cargo (internal/external)

− Reconnaissance

− Passenger haul

− Mobilization and demobilization (including return of interagency equipment)

− Logistics/finance

70.5.3 Military Pilot Training for Non-Designated Military Missions. Military aviation 

units pre-identified to perform Non-Designated Missions must complete the following 

training syllabus in addition to the minimum training requirements listed above. It is 

suggested that only Reserve and National Guard units be identified to receive 

training in Non-Designated Military Missions. However, a small number of activeduty military units have conducted this training in recent years. This specialized 

training may be conducted at the military unit’s home station or another predetermined 

site before the beginning of fire season. Non-Designated Missions is not performed if the 

unit has not been pre-identified by the military and has not completed the training and 

approval process for those missions prior to mobilization.

Non-Designated Missions may include:

− Mountain flying

− External loads (longline)

− Bucket operations (suppressant and retardant application)

− Functions of Helicopter Coordinator/Air Tactical Group Supervisor

− Expanded instructions on the fire aviation organization.

70.6 Minimum Required Agency Positions to Manage Military Aircraft. The firefighting 

agencies provide adequate aviation and logistical staffing to support military aviation units on fire 

assignments. The size and complexity of military aviation operations dictate the type and number 

of interagency positions required. NICC orders, assigns, and dispatches interagency personnel 

to manage military helicopter operations. Some interagency personnel may be dispatched directly 

to the military base to conduct training and briefings prior to actual deployment. Military aviation 

contingents with interagency personnel already assigned shall be deployed to individual incidents 

or Area Command.

Although NMAC is responsible for interagency staffing of military aviation operations, coordination 

with the hosting incident must occur so they know exactly what is being provided and what they 

have to provide. One incident hosts the military unit logistically, even if the aircraft are serving 

other incidents.

70.6.1 Interagency Aviation Military Liaison (AAML). This position might be 

necessary upon activation of military aviation assets and reports to the Military Liaison 
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Officer. The AAML is a liaison between the military and NMAC for military aircraft 

mobilization. The AAML position is located at NIFC, with limited field duties. AAML shall:

− Have a working knowledge of the Memorandum of Understanding between 

DoD and USDA-USDI and the Military Use Handbook.

− Obtain assignment and direction from the Military Liaison Officer.

− Serve as a member of the Advanced Party, if necessary.

− Order civilian interagency personnel to manage the military aviation operations 

at the incident. 

− Coordinate with the Area/Incident Commander and the Regional/State Aviation 

Officer to establish military operational site, expected utilization, and to brief 

incident staff on military operational procedures and logistical needs.

− Serve as (or assign) an Aviation Specialist to perform aviation briefings at the 

military unit as a member of the Advance Party to travel to the military 

installation to brief Military Commanders.

− Coordinate the Military Advance Party mobilization to the incident.

− Arrange for all interagency provided military pilot training, briefings, 

inspections, approvals, etc., prior to use on the incident.

− Arrange for all interagency required aircraft inspections, equipment and 

avionics installations, paint schemes, etc., prior to deployment.

− Make arrangements prior to deployment through the Finance/Logistics Section 

Chiefs for housing, meals, fuel, securing, transportation, dust abatement, crash 

rescue, and other supplies necessary to support military and civilian 

interagency personnel.

− Coordinate with Area/Incident Commander and the ASGS/Helibase Manager 

assigned to the military unit to establish mission ordering procedures and 

acquire Incident Action Plans.

− Report all incident/accidents through appropriate channels.

− Coordinate media activities with the military and incident Information Officers.

− Keep region/state and NICC aviation managers advised of current operations. 

Forward daily summary reports to Area/Incident Commander and to the Military 

Liaison Officer.

− Inform Military Liaison Officer when release is contemplated.

− Complete performance evaluations of all staff members and submit an afteraction report to the Military Liaison Officer.

Qualifications: The person assigned to the AAML position should be a national, regional, 

or state-level Aviation Management Specialist; Technical Specialist; or government pilot 

with extensive experience in fire aviation and military helicopter use.

70.6.2 Interagency Pilot Inspector/Technical Specialist. This includes government 

helicopter pilots and maintenance specialists. These personnel are necessary to ensure 

that military aircraft and pilots meet all interagency requirements prior to fire assignment 

utilization and to provide follow-up checks during field operations. These positions report 

to the AAML.

− Provide required interagency training and briefings to military aircrews at the 

military units’ home station or other designated location. This occurs preseason or upon military activation and includes interagency training 

requirements for Designated and Non-Designated Missions, as appropriate. 

(Refer to 70.5, Military Pilot Training and Qualifications.)

− Ensure military pilot experience and training meet interagency standards.
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− Ensure required interagency equipment, avionics and markings have been 

installed or applied. Ensure aircraft configuration meets interagency needs.

70.6.3 Air Support Group Supervisor (ASGS) or Helibase Manager. The 

ASGS/Helibase Manager is necessary when more than one military aircraft is assigned 

at one location. The ASGS/Helibase Manager is supervised by the incident Air 

Operations Branch Director (AOBD) but must work closely with the AAML or Area 

Command Aviation Coordinator. The major role for the ASGS/Helibase Manager is to 

coordinate the use of military aircraft between the Military Operations Officer and the 

incident AOBD. The ASGS/Helibase Manager shall:

− Obtain assignment and direction from the AOBD.

− Meet with the Military Operations Officer and establish a joint operations facility 

at the military staging area or assigned helibase.

− Obtain a list of all military aircraft, flight personnel, and aviation assets to be 

used on the incident.

− Coordinate with the Military Operations Officer on daily assignments of aircraft 

and flight crews. Direction and assignments to military personnel must be made 

through the Military Operations Officer.

− Provide organizational oversight of all interagency aviation personnel assigned 

to military aviation operations.

− Maintain records for all requests and use of military aircraft.

− Keep the AAML and the Area Command/ AOBD informed on the number of 

aircraft available and the types of missions the military unit can provide on a 

daily basis. Notify the AOBD and AAML immediately if any problem arises 

which prevents an assigned mission to an incident from being performed.

− Request all sustainment and supplies through the Logistics Section Chief.

− Conduct pre- and post-daily operational briefings for the flight crews.

− Ensure that all military flight crews have incident maps, frequencies, flight 

following procedures, and other information necessary to complete the 

assigned mission.

− Do not allow formation flying of military aircraft to or on incidents unless the 

helibase is informed and prepared for multi-aircraft flights.

− Coordinate media and proficiency flights with incident Air Operations.

− Report all incidents/accidents through appropriate channels.

Qualifications: Must be a qualified ASGS or Helibase Manager.

70.6.4 Helicopter Manager (HMGB). A qualified HMGB is assigned at a ratio of 

one HMGB to each four military helicopters deployed in support of fire suppression. 

(Exception: military medevac helicopters do not require a HMGB). The HMGB is the 

direct liaison between the military flight crews and the incident Air Operations 

organization. The HMGB reports to the ASGS/Helibase Manager responsible for military 

aircraft but must work within the assigned helibase organization. The HMGB supervises 

interagency crew members when assigned to military helicopters. As a member of the 

joint military/interagency flight crew, the HMGB obtains instructions and information on 

passengers and cargo to be moved, assist the Military Crew Chief in loading and 

unloading of cargo and passengers, keep aircraft use records, and acts as the liaison for 

the Military Crew Chiefs to ensure compliance with all joint military/interagency aviation 

policies and safety procedures. The HMGB shall:
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− Arrive prepared for the incident assignment, including flight helmet, flight suit, 

flight gloves and leather boots.

− Report to the ASGS/Helibase Manager and receive an assignment and briefing 

on military operational procedures and policies.

− Develop a working relationship with the military flight crews and other 

interagency and military personnel. As an active member of the flight crews, 

assist the Pilots-in-Command by advising them of incident/aviation procedures 

and by serving as a liaison with incident personnel.

− Receive mission assignments from the ASGS/Helibase Manager and relay 

assignments to the flight crews and Pilots-in-Command (PIC).

− Ensure the military flight crew receives all pertinent information necessary for 

the safe completion of the assigned missions.

− Ensure all flight operations are conducted according to the joint 

military/interagency policies established for military aircraft operations.

− Keep accurate aircraft use records and immediately report all incidents or 

safety concerns to the Helibase Manager or ASGS/Helibase Manager.

− Attend all pilot briefings to ensure mission integrity.

Qualifications: Meet interagency fire Helicopter Manager standards, PMS 310-1.

70.6.5 Helicopter Crew Member (HECM). HECM is not a required position since 

HECMs are not normally needed to staff military helicopters. The HECM can be assigned 

if additional personnel are needed. The helicopter crew member position is supervised 

by the HMGB assigned to the aircraft. The HECM shall:

− Arrive prepared for a fire assignment, including flight helmet, flight suit, flight 

gloves and leather boots.

− Report to the HMGB and receive an assignment and briefing on military 

operations procedures and policies.

− Develop a working relationship with military flight crew and HMGB.

− Assist the HMGBELM and the Flight Engineer/Crew Chief in the 

loading/unloading of all passengers and cargo, ensuring passengers comply 

with safety requirements, and safely securing all cargo.

− Attend briefings and debriefings as appropriate.

Qualifications: Meet interagency fire Helicopter Crew Member standards.

70.6.6 Helicopter Coordinator (HLCO). The Helicopter Coordinator is an airborne 

position provided by the incident and reports to the incident Air Tactical Group 

Supervisor. Aerial supervision, preferably a HLCO, is required whenever military 

helicopters are performing retardant/foam/water operations in incident airspace.

70.6.7 Logistics Section Chief (LSC2). A Logistics Section Chief is only required 

when military aviation support needs exceed the capabilities of the incident Logistics 

Section Chief or when the military aviation contingent is staged at a non-incident location 

(area command military staging area). This person is responsible to coordinate the 

procurement and accountability of all supplies, equipment, services, transportation, fuel, 

and facilities needed to support the military and civilian management group. LSC2 shall:

− Coordinate with the Military Advance Party to determine needs.

− Immediately upon arrive, identify the Finance Section and Logistic Section 

Chiefs on the IMT and work closely with those individuals. If the military aviation 
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unit is not collocated with an incident supported by the IMT, the LSC2 contacts 

the appropriate interagency Financial Manager Officer at NIFC for assistance 

with finance questions and purchasing contracts.

− Contact NICC for the fiscal code for all costs incurred with the unit’s use on the 

incident(s). The support costs are prorated based upon the hours flown on 

each incident, using the interagency/unit assigned fiscal code assigned to a 

specific incident.

− Refer to Chapter 100 for direction on cost reimbursable items to the military. 

For questions on items not specifically covered under this chapter, contact the 

incident Finance Section Chief. If there is no Finance Section Chief, contact 

the interagency Financial Manager Officer at NIFC for direction.

− Provide oversight and approval procedures for all support costs associated 

with the unit’s activation.

− Order, receive, store, and distribute supplies and equipment. Maintain 

inventory and accountability of supplies and equipment. Coordination with the 

incident Logistics Section Chief is required to develop procedures for ordering 

supplies and equipment.

− Order, receive, and account for the aviation fuel furnished to the military. After 

demobilization of the military aviation unit, the Logistics Section Chief facilitates 

the transfer or removal of excess fuel.

− Coordinate lodging, feeding arrangements, transportation, facilities, and other 

services needed by the military and civilian aviation groups.

− Provide costs to the incident Finance Section Chief, and the appropriate 

interagency Financial Manager/Administrative Officer at NIFC.

− At the end of the assignment, account for all property issued to the military and 

civilian management groups. Send records of all costs incurred to the 

appropriate interagency Financial Manager/Administrative Officer at NIFC.

− Coordinate with the military regarding security for aircraft and equipment.

Qualifications: Meet interagency fire Type 2 Logistics Section Chief standards.

70.6.8 Communications Specialist. This agency position is located at NIFC, reports 

to the Military Liaison Officer, and normally performs duties during the mobilization phase 

of military aircraft. A Communications Specialist may be assigned to incidents with large 

or complex military activity and is assigned to the incident Logistics Section Chief to 

coordinate communication for the Military Aviation Unit. Communications Specialist shall:

− Have responsibility for coordinated installation and maintenance of NIRSC 

equipment that was assigned to the incident.

− If necessary, provide the HMGB with necessary interface/equipment for civilian 

flight helmet utilization with military avionics.

− Serve as a member of Advance Party to brief military commanders on 

communications issues.

− Coordinate with the Military Communications Officer, Operations Officer, and 

Avionics Technician for frequencies and communications equipment.

− Coordinate with the Communications Unit Leader, Logistics Section Chief, and 

Air Support Group Supervisor.

− Attend interagency planning meetings and briefings as appropriate.

− Implement military support requirements such as the need for cross link radio 

system and telephones and communication requirements.
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− Ensure that communication problems or issues concerning the communication 

support to military are resolved.

− Recommend procurement of communication and navigation equipment.

Qualifications: Must meet the interagency requirements for Avionics and 

Communications Specialists positions.

70.7 Military Aviation Organization. Every military commanding officer has the authority to give 

lawful orders to those under his or her command. Orders are passed from the unit’s Commander 

to the Military Operations Officer, and then to the Platoon Leader or to the Air Mission 

Commander, for multi-ship operations, or the Pilot-in-Command for single-ship operations, and 

finally to the flight crew members. The aviation unit may have the following positions:

70.7.1 Commander (CO)/Officer in Charge (OIC). A CO is in charge of each military 

unit. If a CO is not deployed with the unit, the Senior Officer at the site is designated as 

the OIC. The CO/OIC shall:

− Have responsibility for the overall operations of the unit.

− Have responsibility for disciplinary and legal issues. 

− Ensures unit and individual training meets requirements.

− Supervise aircraft and aircrew scheduling.

− Supervise maintenance operations/logistics support.

− Make and enforce crew endurance policies.

− Coordinate with the AAML and Military Aviation Liaison (area/incident 

command staff).

− Enforce the safety program (ground and air).

− Manage living areas and support requirements.

− Manage personnel assignments.

− Coordinate with the parent organization (higher headquarters) on all matters.

− Have ultimate approval authority of all mission requests.

− Direct the operations of the Military Operations Officer.

70.7.2 Battalion S-3 or Operations Officer. A Military Operations Officer is in charge 

of flight operations, unit plans, and training. The Military Operations Officer reports 

directly to the CO/OIC. The Military Operations Officer shall:

− Ensure the mission readiness and accomplishment.

− Supervise a crew endurance program.

− Schedule aircraft and aircrews.

− Conduct mission briefings to Air Mission Commanders or Pilots-in-Command.

− Coordinate with the ASGS, Unit Commanders (CO/OIC), and MOOs on all 

aspects of unit operations, to include logistics.

− Provide daily activity reports to the MOO and Defense Coordinating Element. 

70.7.3 Military Operations Officer (MOO). The MOO is located at appropriate air 

operations (incident and/or area) location. The MOO shall:

− Coordinate military aircraft support with the incident and/or Area Commands.

− Coordinate military aircraft support missions/logistics with Unit Commanders, 

Officers-in-Charge (OIC), or Military Operations Officers or other MOOs.

− Provide reports to and coordinate with appropriate military headquarters and 

Defense Coordinating Element.
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− Advise the AAML on capabilities and limitations of military aircraft.

70.7.4 Operations Specialist (93P). Reports to the unit’s Military Operations Officer 

and generally fills the dispatcher role regarding flight planning, flight following 

procedures, airspace restrictions, weather information, aircraft availability and 

management of individual aircrew flight records.

70.7.5 Communications Officer or Specialist. The Communications Officer 

coordinates all communications requirements for the unit. The Communications Officer 

or Specialist shall:

− Advise the CO on all communications matters, including placement of required 

communications and navigation equipment.

− Coordinate with maintenance personnel to ensure that all aircraft assigned to 

a mission have adequate communications and navigation equipment installed 

and operational.

− Ensure avionics equipment installed in the aircraft meets military regulatory 

requirements for either temporary or permanent aircraft modifications.

− Ensure any technical requirements for avionics support are adequately staffed 

at field sites.

− Advise the CO on the technical communications aspects of electronic systems 

and devices as required.

NOTE: The aircraft specific communications problems are addressed by an avionics 

repairman in the unit’s maintenance section.

70.7.6 Military Standardization Instructor Pilot (SP). The SP ensures all training 

conducted by unit personnel is standardized using appropriate military regulations and 

Standing Operating Procedures (SOP). The SP shall:

− Ensure all Instructor Pilots (IPs) are standardized in the task performance 

standards being taught.

− Act as a subject matter expert on issues relating to aircraft capabilities, crew 

performance standards, or mission support capabilities.

− Ensure compliance with military regulations and SOPs regarding the proper 

documentation of training being accomplished.

− Ensure all crew members are qualified to perform the assigned mission.

− Coordinate with the Operations Officer and OIC to ensure scheduling results 

in safe and efficient flight crews.

− Report directly to the CO.

70.7.7 Instructor Pilot (IP). The IP is responsible for conducting all flight training of 

aviator tasks. The IP also evaluates aviator and flight crew performance to ensure tasks 

are being performed in accordance with military regulations and SOPs. The IP may also 

develop and teach aviation subjects in a classroom environment, act as a subject matter 

expert on aircraft capabilities, limitations, or questions relating to mission performance.

70.7.8 Aircrews. The makeup of the aircrew depends on the type of aircraft, the type 

of mission it is performing and the unit’s SOP. UH-60 and CH-47 aircraft require a PIC, 

a Co-Pilot, and a Flight Engineer (CH-47) or Crew Chief (UH-60) as a minimum crew. If 

a CH-47 is performing sling load or terrain flight operations, a Crew Chief is added to the 
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crew. All military aircraft flying in support of both Designated and Non-Designated military 

mission assign two pilots qualified in model, one of which is a PIC.

70.7.9 Air Mission Commander (AMC). When two or more aircraft are tasked to 

perform a single mission, an Air Mission Commander is designated. The AMC has overall 

responsibility for planning and completion of the assigned mission from the initial air 

mission brief to the back brief upon mission completion. The AMC makes the 

determination whether or not the mission can be completed as briefed and briefs the 

aircrews on the assigned mission.

70.7.10 Pilot-in-Command (PIC) The PIC is the military pilot who is in charge of each 

aircraft in flight. The PIC has final authority over the aircraft and crew. 

The PIC shall:

− Have responsibility for the aircraft, aircrew, passengers, and cargo.

− Have final authority on approving internal or external loads.

− Have responsibility for mission completion for single-ship missions.

− Ensure all tasks performed are done in accordance with the mission briefing 

and that all crew members on the aircraft are properly briefed on the mission.

− Coordinate with the Helicopter Manager (HMGB) in conjunction with the Flight 

Engineer/Crew Chief.

− Coordinate with the Co-Pilot when flying and navigating.

70.7.11 Flight Engineer (FE) and Crew Chief (CE). The FE is responsible for daily 

maintenance of the aircraft and the load configuration of the CH-47. The CE assists the 

FE on the CH-47. On the UH-60 and other rotary military aircraft, the CE performs these 

duties. The FE or CE shall:

− Inspect load configurations, supervises loading of cargo in accordance with 

military regulations and SOPs and ensures cargo is secured for flight.

− “Call the load” during external load operations. Controls release of the load on 

the CH-47.

− Ensure passengers are loaded safely and efficiently and passengers and other 

crew members are properly secured prior to flight.

− Ensure aircraft systems are operating properly on CH-47 helicopters.

− Coordinate directly with the HMGB.

− Clear the rear of the aircraft in flight, on take-off and landing.

70.7.12 Aviation Safety Officer (ASO). The ASO shall:

− Assist the CO in implementing the unit’s safety program.

− Advise the CO on safety related issues including air and ground safety.

− Monitor compliance with the unit’s crew rest policy and procedures.

− Prepare military safety reports.

− Secure an accident site prior to arrival of the Accident Investigation Team. 

Ensure compliance with initial accident investigation procedures.

70.8 Aircraft Security, Maintenance and Refueling.

70.8.1 Security. The military is responsible for the security of all military aircraft and 

military support equipment provided.
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70.8.2 Maintenance. When military aircraft are activated, it is necessary to 

accommodate their maintenance group. The civilian agencies’ involvement would be to 

assist in selecting and obtaining a suitable area and facilities for maintenance. A request 

through military command may be necessary for additional military aircraft maintenance 

support. To meet military logistical needs, it may be easiest to station military aircraft at 

or near an airport where aircraft parts and equipment can be readily delivered.

70.8.3 Refueling. Military aircraft use JP-8 or Jet A fuel. The military can purchase 

fuel by credit card from any commercial source or obtain fuel from local military sources. 

Military helicopters require the fuel additive PRIST. Ensure fuel source(s) contains 

PRIST; if not, arrange for this additive to be available. PRIST is generally available 

through commercial fuel vendors. The Military Operations Officer needs the location of 

available sources so contracts can be made with a fuel supplier to furnish fuel to the 

staging area(s). The military has two systems for providing fuel to their aircraft; military 

fuel trucks with matching fuel connectors, and a Forward Area Refueling System (FARS) 

which is a bladder fuel tank with filter, hoses, and connectors.

70.9 Aircraft Equipment Requirements, Description and Specifications. All military aircraft 

deployed to fire assignments shall be configured with the equipment required by this chapter.

70.9.1 Designated Military Mission. Helicopters shall have:

70.9.1.1 High visibility markings on main rotor blades and fuselage. 

70.9.1.2 A complete set of current aeronautical charts covering area of 

operations.

70.9.1.3 All military aircraft shall be equipped with one (1) 760-channel 

VHF-AM aeronautical radio system operating in the 118 to 137-MHz bands, 

with 25 kHz channel increments, and a minimum transmitter carrier power 

output of five watts. The civilian agencies may furnish the military aircraft with 

a VHF-FM radio system compatible with interagency frequencies capable of 

operating over the frequency band of 150 to 174 MHz with 12.5 MHz channel 

increments with 32 sub audible (ctcss) tones. Radio must be furnished with 

separate Guard receiver operating on 168.625 MHz Frequency. 

Adapters are provided by the civilian agencies to allow for an interface 

between the Helicopter Manager and the flight crew.

Until the civilian agency furnished radio systems can be installed, the 

following interim procedures may be utilized:

− Helicopters may be allowed to operate helibase to helispot if 

both locations have VHF AM communications with the 

helicopters and Aerial Supervision is present.

− Single- or Multi-ship operations can include helicopters without 

VHF FM communications so long as Aerial Supervision is 

present, and a plan is established. 
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70.9.1.4 All military aircraft are to be equipped with a Global Position 

System (GPS), or its equivalent, to be used for locating the position of the 

aircraft at all times by referencing latitude and longitude coordinates.

70.9.2 Non-Designated Military Mission. Non-Designated Military Mission aircraft 

shall include Designated Military Mission equipment and the following:

70.9.2.1 One Mil-Spec cargo hook employing both electric or hydraulic 

and manual release systems and rated at the maximum lifting capacity of the 

aircraft.

70.9.2.2 Adequate tie-down straps, nets, or other devices for securing 

cargo in the cabin or cargo compartment. These devices shall be simple in 

function and have the capability of being installed quickly.

70.9.2.3 The civilian agencies may provide to the military a variable 

capacity bucket and rigging with a capacity commensurate with the maximum 

lifting capabilities of each aircraft. For Type 1 helicopters, either an 

interagency approved bucket or an approved fixed tank is acceptable. Either 

the weight of the bucket and capacity at each adjustment level shall be 

marked on the bucket or the operator shall have a written statement of the 

maximum capacity (weight) at each adjustment point. Buckets provided by 

the civilian agency are to be returned to the designated fire cache for 

refurbishment. The military provides the appropriate rigging to interface with 

civilian agency provided buckets.

70.9.2.4 All external load operations and equipment must meet National 

Standards for Helicopter Operations or military specifications.

70.9.2.5 The civilian agency may provide long line and or remote cargo 

hooks with release system and brush guard or cage rated at no less than the 

primary hook capacity. The military provides the appropriate rigging to 

interface with the civilian agency provided long lines.

70.10 Agency Mobilization Checklist for Military Helicopters. The following checklist can be 

used as a guide when initiating mobilization plans for the military helicopter units on incidents:

− Order for military helicopters has been properly initiated through the appropriate dispatch 

unit. Military is informed of incident number and fiscal code (fund cite) for the incident.

− Number of helicopters ordered is sufficient considering maintenance and crew changes.

− Identify unit’s designated military mission.

− Fuel is ordered by proper type for the aircraft. Who is supplying the fuel?

− Notify regional or area aviation group/management involved with the mobilization.

− Identify a purchasing unit.

− Copy of the Memorandum of Understanding is available as well as flight hour costs and 

crew pay rates available.

− Adequate agency aviation positions ordered is proportionate to the military aviation assets.

− Identify staging area for helicopters to join up with interagency personnel.

− Helicopters are equipped with proper radio packages, or it must be installed. Frequency 

cards are included.

− Incident radio frequencies and contacts are given to military prior to entering the incident.
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− Helibase parking has been selected to accommodate all helicopters ordered. Dust 

abatement ordered.

− Arrange ground transportation prior to arrival.

− Arrange Eating/sleeping facilities.

− Establish military and agency chain of command/staffs.

− Develop an organizational chart with positions for military/agency chain of command, to 

include spaces for names of individuals as applicable.

− Brief military flight crews.

− Establish medical evacuation procedures, including crash rescue capabilities.

− Maps and hazard maps made available to pilots.

− Incident Action Plans are made available.

− If available, dedicated telephones and radios for use by the military.

− Address crew endurance tables (pilot flight hours) and flight duty limitations.

− Status of aircraft availability (maintenance posture) is current and available.

− Keep daily logs, incident reports and completed aircraft pay documents.

− Performance planning and manifesting to be completed for all flights.

− High visibility water soluble paint (temporary) made available for marking helicopters.

− Security established.

− Water bucket mechanics available or provisions for bucket repairs addressed.

− DoD OLR/AMCOM team activated if requested for added maintenance capability.
Communications Military Use Handbook 2021 – Chapter 80

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CHAPTER 80

COMMUNICATIONS

80.1 Introduction. The objective of this chapter is to provide information and give specific 

instructions to Communications Unit Leaders (COMLs) and Communications Coordinators 

(COMCs) at all levels. This chapter describes the duties and responsibilities of the COML 

associated with the use of military personnel and/or aircraft assigned to critical incidents during 

situations when there are suppression resource shortages.

Constant communications coordination, at all levels, is necessary to reduce the duplication of 

resource orders. This enables effective control of communications resources to be maintained 

which is critical when these resources are in short supply.

80.2 Roles and Responsibilities.

80.2.1 Communications Coordinator (COMC).

Actions to be Taken: (In addition to those established by the National Interagency 

Mobilization Guide)

− Coordinate deployment of communications equipment and personnel needed 

to support the military.

− Contact all COMLs under Complex or Area Command Authority daily. 

− Coordinate with NIFC on radio equipment and frequencies, e.g., satellites, AMFM linking.

80.2.2 Communications Unit Leader (COML).

Actions to be Taken:

− Interface with military counterpart (Battalion Signal Officer).

− Coordinate with COMC prior to placing any orders for personnel, equipment, 

and aviation communications support; if none assigned, contact the NIFC—

Communications Duty Officer (CDO) at (208) 387-5644.

− Coordinate with Air Operations Branch Director (AOBD) to facilitate any 

aviation frequency and/or equipment requests.

− Maintain daily contact with AOBD throughout the incident.

− Assume control of all National Incident Radio Support Cache (NIRSC) 

equipment pre-issued to military by NIFC prior to their arrival. This equipment 

is for communications support of military personnel.

− Establish issue records and issue radios to military personnel or to the military 

crew liaison according to their pre-established issue list.

− Prior to release of military personnel, collect and account for all NIRSC radios.

− Arrange release to NIFC for refurbishing when radios are accounted.

− If no regional COMC is assigned, assume duties and coordinate frequencies, 

personnel, and equipment for the incident.

80.3 Guidelines.

General:

− Avoid second-guessing military communications requirements.
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− Communications requirements for military command and control is handled by the military.

− The most important military logistics communications requirement is internet connectivity, 

telephone, and facsimile services.

− Communications requests by the military and supplied by the incident is ordered through 

the normal incident ordering system.

− Inclusion of key military personnel into Camp Net facilitates the interface of the military 

into the incident system.

80.4 Radio Ordering Procedures.

− Radios are ordered through the National Incident Coordination Center (NICC), 

Boise, Idaho. The order should include the name and position of the individual on 

the Incident Support Team that is responsible for the radios. Radios should not be 

ordered by the incident. This allows military personnel to be transferred to other 

incident(s) while keeping their radios.

− Either Logistics or the MLO on the Incident Support Team is responsible for 

issuing radios to the military and verifying they are returned to NIFC.

− The National Interagency Incident Communications Division (NIICD) coordinates 

with the Great Basin Cache (GBK) for shipping the initial order of radios for training 

and assignment to military personnel.

80.5 Defense Coordinating Officer (DCO) and Defense Coordinating Element (DCE). 

DCO/DCE requirements are telephones, cellular and facsimile. Any requirements for additional 

communications support is coordinated through NIFC.
Public Information Military Use Handbook 2021 – Chapter 90

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CHAPTER 90

PUBLIC INFORMATION

90.1 Introduction. When additional wildland firefighters are needed to support the current level 

of wildfire activity in multiple Geographic Areas, the National Multi-Agency Coordinating Group 

(NMAC) at the National Interagency Fire Center (NIFC) requests military personnel to assist in 

suppression efforts. The military has been a key partner in wildland firefighting for decades, 

providing personnel to serve as wildland firefighters, as well as providing aircraft support. 

Recognizing the differing public affairs roles, missions, and regulations among the military 

services and the civilian fire management agencies, careful advance planning when incidents 

involve military forces in dealing with complex situations is essential for accurate and timely 

communication with the public, stakeholders, and other audiences.

This chapter is designed to identify specific responsibilities of each agency Public Affairs Officer 

(PAO) and identify how each agencies missions and objectives are accomplished when military 

assistance is provided. The plan provides for a joint, coordinated public affairs effort with NIFC 

External Affairs, the incident and Area Command staff, and the military.

90.2 General.

− Department of Defense (DoD) resources are requested by NMAC to support 

firefighting operations. Military assistance requests are determined by the severity 

and scope of the wildland fire situation and the exhaustion of the supply of available 

civilian firefighting resources.

− Historically, wildfires have always attracted media attention. Members of the press 

typically seek opportunities to cover the national fire situation, including access to 

areas of firefighting activities, particularly when the military is engaged.

− All public affairs activities concerning news media on wildfires are in accordance 

with fire management agencies and DoD directives, unless stated otherwise.

− Once military resources are requested, a NIFC PAO shall be immediately identified 

to serve as the point of contact (POC) with the military PAO. 

− Fire management agencies at NIFC include the Bureau of Indian Affairs (BIA), 

Bureau of Land Management (BLM), National Park Service (NPS), U.S. Fish and 

Wildlife Service (FWS), and U.S. Forest Service (USFS), U.S. Fire Administration 

(USFA/FEMA), and state representation with the National Association of State 

Foresters (NASF).

90.3 Responsibilities. The External Affairs (EA) Office at NIFC disseminates national wildfire 

information. The EA Office does not disseminate specific incident information, as that is the 

responsibility of the local unit and/or the assigned Incident Management Team (IMT). 

− Army North Public Affairs Office/Military PAO:

• The Army North Public Affairs Office is responsible for the management of 

military public affairs activities in support of military forces engaged in 

wildland firefighting operations. The Army North Public Affairs Office 

assists the civilian media in their news-gathering operations. When military 

forces are assigned to support civilian wildland firefighting activities, the 

Army North Public Affairs Office should arrange a liaison element to the EA 

Office at NIFC.
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• As an integral part of the military command information program, Public 

Affairs Office assist all military commands supporting civilian operations.

• Each military unit may deploy with an attached Public Affairs Detachment 

(PAD). Deployed PADs conduct joint, coordinated public affairs activities 

with land management incident information personnel and coordinate all 

media needs with the NIFC PAO.

• The military PAO clears all news releases (electronic or print) whether they 

are from home installation public affairs offices or from the field when the 

subject is military support of wildland firefighting. 

• The military PAO determines, in coordination with the NICC Manager and 

NIFC PAO, procedures for joint casualty reporting. All such injury or fatality 

information shall be cleared by the Incident Commander (IC) having 

jurisdiction over the incident. Release of such information involving either 

military or civilian personnel traveling in military transport, shall be joint and 

simultaneous by the appropriate civilian and military authorities.

− NIFC PAO:

• The NIFC PAO serves as the point of contact with the designated military 

PAO. The assigned NIFC PAO works directly with the military designated 

PAO to provide information on the deployment to the public and media. 

• Once military personnel are assigned to an incident, the NIFC PAO serves 

as a liaison to connect the military PAO with an incident PAO, to continue 

information sharing, and reduce confusion on point of contacts. 

• The NIFC PAO serves as the official spokesperson for media inquiries 

received at NIFC. The NIFC PAO works jointly with the military PAO to 

make sure talking points and messages are consistent and accurate. 

• The NIFC PAO coordinates the joint, total public affairs effort with the Army 

North Public Affairs Liaison and ensures “speaking with one voice” tenets 

are observed.

• The NIFC PAO ensures conformity of military and civilian public affairs 

activities with the relevant regulations of all agencies involved.

All deployed military public affairs members attend firefighter training at the installation.

90.4 Operations.

90.4.1 Military Concept of Operations. The Assistant Secretary of Defense (Public 

Affairs) provides military public affairs guidance and policy through Headquarters, 

Department of the Army (HQDA) and U.S. Northern Command (NORTHCOM) Public 

Affairs, for public affairs support of wildland firefighting operations by DoD components.

Public affairs planning commences concurrently with operational planning. The EA Office 

at NIFC and the Army North Public Affairs Office monitor ongoing situations and 

communicate the anticipated deployment of military forces.

90.4.2 Mobilization and Deployment.

− Once military resources are requested, a NIFC PAO shall be immediately identified 

to serve as the POC with the military PAO. The NIFC PAO works with the identified 

military PAO to obtain deployment details to inform internal leadership at NIFC, as 

well as the news media of pertinent information.
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− The Army North Defense Support to Civil Authorities (DSCA) plan is the guide for 

military public affairs support. Army North should deploy a public affairs liaison to 

accompany the deployed resources. The military PAO accompanies the military 

resources to the incident and maintains communications with the NIFC PAO.

− The NIFC PAO serves as a resource to connect the deployed military PAO with an 

appropriate incident PAO to better streamline the sharing of incident information and 

updated deployment information.

− After a deployment, military PAOs should attend the after-action report conducted 

by the deployed unit and the civilian firefighting agencies. 

90.5 Lead Public Information Officer (Incident or Area Command). The Lead Public Information 

Officer (Area Command):

− Coordinates military and civilian public affairs activities at the Area Command level.

− Ensures military and civilian public affairs products conform to relevant regulations 

of all agencies involved.

90.6 Coordinating Instructions.

− Participating military and civilian Public Affairs Officers are authorized and 

encouraged to communicate and coordinate with each other.

− In coordinating the release of public information, military releases such as hometown 

releases, internal information, and briefings for higher headquarters, shall follow 

appropriate military public affairs guidelines. All incident information jointly involving 

the military and civilian agencies is coordinated through civilian and military PAOs.

90.7 Contacts. The NIFC EA Office can be reached at 208-387-5050. This number reaches 

any NIFC PAO, who can connect military personnel with the appropriate NIFC PAO liaison.
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CHAPTER 100

INCIDENT BUSINESS MANAGEMENT

100.1 General. Incident Business Management captures the guidelines for identifying costs that 

are chargeable to the incident and providing procedures for processing reimbursable billings and 

payments to the military. Actual costs for the military's normal operating expenses that are directly 

incurred as a result of their support to the incident are chargeable to the incident. Some of these 

costs may be incurred by the incident directly; whereas some costs may be incurred by the military 

directly, for which the military is reimbursed via interagency agreement. Interagency agreements 

and funding orders related to activities covered by this handbook are managed by NICC/NIFC 

under the terms of a national Interagency Agreement between DoD, USDA, and DOI.

100.2 Non-Monetary Personnel Awards. Non-monetary awards are provided at the national 

level to the military personnel involved in supporting wildland fires. If Incident Management Teams 

or local units wish to recognize the military for their support to an incident outside of the national 

awards, the costs of the awards must be paid from pre-suppression or programmed funds. Nonmonetary awards, such as plaques, pins, etc., may not be charged to a wildland fire agency's 

suppression funds.

100.3 Costs Chargeable to Incident. Costs related to military support may include, but are not 

limited to the following: 

− Pay, including overtime pay, for civilian personnel. 

− Pay, including overtime pay, for active military personnel.

− Travel and per diem expenses for military personnel (military and civilian).

− Costs associated with cellular phones owned by the military.

− Costs of purchasing additional tents, cots, and sleeping bags., if unable to obtain from 

other military installations or through our cache system

− Costs associated with providing required PPE, if not provided by the government.

− Transportation of personnel supplies and equipment.

− Post incident clean-up of military equipment 

− Repairs and maintenance of military equipment (except depot repairs)

− Port loading, off-loading, and handling costs.

− Cost to repair/recondition non-consumable items returned by military.

− Replacement cost of supplies and equipment furnished to and not returned by the military.

− Cost of replacement and/or repair of items damaged at the incident with the exclusion of 

items listed under 100.4 Non-reimbursable Costs (Also excluded are components that are 

replaced due to time-compliance requirements)

− Cost to pack and crate supplies and equipment

− Cost of petroleum, oils, and lubricants (POL)

− Cost to replace military-provided supplies and equipment lost, destroyed, or damaged 

beyond economical repair, as determined by report of survey. Military aircraft, motor 

vehicles and watercraft are excluded from this cost.

− The cost of aircraft flight hours based on DOD US Government Agency flying-hour rates 

(which does not include personnel costs) current at the time support was provided.

− Costs of any rehabilitation or modification of military real property if modification was 

requested by the Agency (e.g., painting of aircraft)

− Restoration of military real property if the property was altered to the extent the military 

has no future use for it.
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− Medical Care—immediate emergency care as a result of support to the incident.

Military Medical Units provide treatment for military personnel when available. Agency 

(Incident) Provided Medical Care (APMC) is provided beyond what the Military Medical 

Unit can provide or when a Military Medical Unit is not available. Once military personnel 

begin care at a civilian facility (hospital, medical clinic, etc.), the Military Health System 

(an enterprise within DoD) is admiratively responsible for their health care. Tricare is the 

provider for all active-duty components with the US Military. The MLO works closely with 

the Incident Commander and all team members attached to the IMT on the medical care 

process for military personnel, since it differs from the process civilian firefighters. All 

military personnel shall comply with Agency reporting requirements for APMC.

Additional Costs Chargeable to Incident:

− Laundry Service

− Restocking of medical supplies used on incident from military medical unit.

− Cost to store military personnel’s personal belongings if additional costs are incurred.

− Airport landing and associated fees

100.3.1 Acquisition of Non-Standard Items. The US Forest Service (FS) Branch Chief 

for Fire Equipment at NIFC, in consultation with the NICC facilitates through the fiscal 

officer the issuing of funding authority for the acquisition of pre-approved, non-standard 

items and services. The FS Fire Equipment Branch Chief must validate and approve any 

other advance purchases to be charged to the agency’s funds.

Pre-approved funded items include:

− Boots, suitable for fire suppression duties, which meet or exceed NFPA wildland firefighting standards.

− Two to three military/GSA/rental/lease vehicles for command-and-control 

personnel, should be considered.

− Express mail delivery (FedEx, UPS, etc.) from home station to the incident 

every other day

100.4 Non-Reimbursable Costs. The following costs for military assistance are normal 

operating expenses of the military and are neither reimbursable by nor chargeable to the incident:

− Cost of telephone or other electrical transmission used to requisition items for incidents or 

to replenish depot stocks.

− Charges for military motor vehicles or watercraft use (except POL)

− Army aircraft, motor vehicles or watercraft damaged, lost, destroyed, or abandoned.

− Daily newspaper distribution

− Office of Workers Compensation Program (OWCP)

− Personal comfort items; deodorant, toothpaste, etc.

− Battalion specific insignia items, such as flags, patches, t-shirts, banners

− Purchase of property items by the military, such as copiers, facsimile machines, personal 

computers, laptops, printers, cameras, GPS units, cell phones

− Wear and tear on personal uniforms and military property

100.4.1 Non-Consumable Property. Any non-consumable property issued to military 

personnel and not returned (e.g., handheld radios, GPS units, cellular phones, 

chainsaws) and not returned to the incident agency are billed to the military installation 

for the cost of its replacement.
Incident Business Management Military Use Handbook 2021 – Chapter 100

49

100.5 Additional Personnel Requests. Any additional personnel must be approved by the NICC 

Center Manager. The NICC Center Manager forwards to the NIFC Financial Manager or 

Administrative Officer (AO) the number of individuals, purpose, and transportation method. 

Approval is given through them, and all military billings must show these costs by category.

100.6 Claims. Military equipment lost, stolen, damaged, or destroyed may be subject to 

reimbursement for repairs or replacement. Sufficient documentation must be provided which 

includes the circumstances surrounding the claim, costs, and other pertinent information with all 

billing documents. A statement from a fire official must be attached. Upon receipt of the 

information, a determination is made. 

100.6.1 Claims for personal belongings which are lost, stolen, damaged, or destroyed are 

subject to the military claims process. The incident should provide the individual with the 

agency’s claim form for immediate documentation. Military personnel, upon return from 

their assignment, should submit the claim through their process. If approved by the 

military, the military installation may be reimbursed for the cost.

100.7 Billing Procedures. Any actual costs that are incurred directly by the military and 

reimbursable by the incident must be billed through the terms of the national interagency 

agreement and funding orders. The costs must be supported with detailed listings, by category, 

and documented using the SF-1080 billing form. The SF-1080 and supporting documentation 

must be sent to the NIFC Finance Manager for review and approval.

Military persons preparing SF-1080s must ensure:

− Charges are accurate.

− Station number, complete accounting classification and the correct appropriation or 

fund account to be credited are shown.

− Requests for repayment are in sufficient detail with documentation to support, identify 

and segregate costs, such as:

• Personnel (civilian pay and military pay)

• Travel and per diem (civilian and military)

• Transportation costs

• Aircraft flight hours and use rates.

• Rehabilitation, modification, or restoration of military real property

• Approved equipment and supply costs

• Medical supplies/equipment

• Unique items that were approved beyond the standard items.
Logistics Military Use Handbook 2021 – Chapter 110

50

CHAPTER 110

LOGISTICS

110.1 General. Logistics support for the military shall provide all the same units of 

support/responsibility as a traditional NWCG/All-Hazard response. The key to the military 

deployment is coordination and communication with sensitivity to human factors.

110.2 Alert. Logistics planning begins during the preseason/annual review of the military use 

handbook and processes. Logistics begins active coordination upon notification of National 

Preparedness Level (PL) of 4 or 5.

110.2.1 Logistics Coordinator. The Logistics Coordinator is appointed by the 

National Military Coordinator. This individual has experience in military firefighter training 

operations, NWCG Logistics systems (Cache system and Interagency Resource 

Ordering Capability (IROC), and be an effective communicator understanding of human 

factors. Position should always maintain a Deputy and/or a Trainee. 

110.2.2 Cache Coordinator. The Logistics Coordinator liaisons with the 

established/designated Cache Coordinator at NIFC. All initial Resource Orders are 

placed through the Cache Coordinator.

110.2.3 Field Logistics Coordinator. Designate a Field Logistics Coordinator and/or 

qualified trainee preferably someone from the National Advanced Training Program 

(NATP) that is assigned as logistics with the military for the duration of the incident. 

110.2.4 Resource Orders. The Logistics Coordinator is responsible for placing 

mobilization Resource Orders (ROs) for supplies, equipment, and radios. The Logistics 

Coordinator works with the Cache Coordinator for supply and equipment ROs and with 

the NIFC, National Interagency Incident Communications Division (NIICD) for radios.

− A supply and equipment RO is placed for shipment to the military installation that 

includes Personnel Protective Equipment (PPE) for issue to military personnel, 

training materials and supplies, and equipment for training. 

− A supply and equipment RO is placed for shipment to the incident that includes 

tools and equipment for training and use while on the incident. 

− See Exhibit 2, Items Provided by the Wildland Fire Agency and the Military.

110.2.5 Charge Codes. Charge Codes for Resource Orders. 

− Mobilization Resource Orders (RO) for all Overhead, Training materials and 

supplies is under National Interagency Fire Center, Forest Service (NIFC-FS) 

charge code (P number). 

− Deployment (going from the post to the incident) RO is on the Incident specific

charge code (P number) for all Overhead, Equipment (rentals etc.), Supplies 

(cache, radios, equipment rehab, damage, etc.) like a traditional Incident.

− Procurement, Purchasing, and Fire Replacement is coordinated with the 

Purchasing/Procurement individual assigned to support the Military Mobilization in 

accordance with the Incident Business Management Handbook.
Logistics Military Use Handbook 2021 – Chapter 110

51

110.2.6 Army North Logistics Support Team. Army North may provide (4) four 

personnel to assist in coordinated support for the Military deployment. These 

personnel coordinates and collaborates with the Logistics Coordinator, Field Logistics 

Coordinator, and Battalion Military Liaison to support and advocate for the deployed 

Military unit. The key is to coordinate and communicate with a high degree of sensitivity 

to human factors.

 

110.3. National Multi-Agency Coordinating Group (NMAC) Logistics Support/Resources. 

NMAC provides, coordinates, and funds logistic support, services, and resources to the military 

unit at the incident. NMAC also issues required Personal Protective Equipment (PPE) to military 

personnel at the installation and supplies and firefighting tools/equipment at the incident. See 

Exhibit 2, Items Provided by the Wildland Fire Agency and the Military. 

110.4. Military Unit Provided Logistics Support/Resources. See Exhibit 2, Items Provided by 

the Wildland Fire Agency, and the Military for a list of logistical support, services and resources 

provided by the military unit at the installation and the incident.

110.5 Logistics Support for NIFC Advance Party/Training Cadre at the Military Installation. The 

Logistics Coordinator coordinates/arranges logistics support/coordination for the NIFC Advance 

Party/Training Cadre and assures coordination for access to the installation for NIFC personnel 

and materials. The coordinator also coordinates, but not manages, lodging for NIFC personnel. 

110.5.1 Training Cadre Logistical Support. Logistical support for training includes 

coordination in conjunction with the military unit for proper venues for the training 

evolutions and the issuing of PPE. Coordination with an installation point of contact for 

the delivery of all training supplies, PPE, and equipment to support the on-base 

training evolutions in the venues established on the installation. The Logistics 

Coordinator coordinates actions with the National Military Coordinator and Training 

Coordinator.

− Anticipate arrival of incoming Training Cadre, i.e., MLOs, MLO-Deputy, 

Logistics Coordinator, STCRs, CWRBs, Veteran Crew, etc. 

− Generate Resource Orders (ROs) for PPE and training materials from the 

National Interagency Cache System.

− Provide logistical support to the Training Cadre as needed.

− Order, assemble and/or assign training materials, and tools and equipment, to 

the Training Cadre.

− Maintain a manifest of Training Cadre members.

− Attend briefing at military installation with Battalion Commander and staff. 

Attend additional briefings with the Battalion S-1 (Personnel), S-3 (Operations 

& Training), S-4 (Logistics), S-6 (Signal/Communications), Battalion Medical 

Officer, and military Movement Coordinator as needed.

− Provide and exchange agency and military personnel contact information.

− Meet with military point of contact to coordinate Training Cadre needs. Provide 

the military with a list of needs including training venues, audio-visual 

equipment, materials, office space, on-post dining, and transportation.

− Provide maps of the training site showing location of training venues and dining 

facilities including hours of operation. Provide organization charts of military 

units to be trained.

− Ensure that classrooms are set up properly with adequate seating and 

operational audio-visual equipment.
Logistics Military Use Handbook 2021 – Chapter 110

52

− Reorder supplies for each additional battalion to be trained.

− Arrange for return of training equipment and supplies to NIFC or next military 

installation. 

Helpful Hints:

− PPE should arrive one day prior to the first training day.

− Coordinate with the local suppression agency (forest, district, etc.) for 

temporary personnel support.

− Military personnel needing to exchange or require additional PPE and/or 

supplies are to do so at the incident.

110.5.2 Training Equipment and Supplies. The initial order of supplies listed below 

is ordered by the Logistics Coordinator and shipped to the installation with the Training 

Cadre. The training equipment and supplies includes Instructor’s Guides, 

miscellaneous instructional materials, checklists, publications and supplies for eight 

instructors. The Logistics Coordinator coordinates with the Training and Cache 

Coordinators for quantities of the below.

NFES 2724 Red Book ***

NFES 1077 Incident Response Pocket Guide***

NFES 1570 Your Fire Shelter***

NFES 2243 Fireline Safety Reference

NFES 2388 Standard Fire Order/Situation decal

NFES 2389 Standard Fire Order/Situation card

NFES 2397 LCES decals

NFES 2407 Shelter, fire w/case, for “PRACTICE ONLY”

NFES 2889 PMS 494-2 Leading in the Wildland Fire Service

*** For distribution to Company Commanders and above.

110.6 Logistics Advance Party to the Incident. Send the Field Logistics Coordinator from the 

military installation to the Incident to prepare for the arrival of the military unit and coordinate with 

the Incident Management Team Logistics. Logistical coordination should occur as soon as the 

incident is identified to provide as much lead time as possible for the incident to adjust to the 

logistical lag time while ordering needed support infrastructure.

110.6.1 Equipment at the Incident. The Field Logistics Coordinator coordinates 

with the Incident Supply Unit Leader to ensure that all equipment received from the 

Cache is ready for issue to the military unit at the incident. The Field Logistics 

Coordinator must also coordinate with the Military Unit Supply Officer (Battalion S-4).

110.7 Logistics Support for Military Unit Deployment to the Incident. Establishing a logistical 

P.A.C.E (Primary, Alternate, Contingent, and Emergency) model is critical during movement to 

the incident to assure unforeseen variables do not impact the timely coordinated movement to 

the incident. Considerations: food, fuel, mechanical malfunction, procurement, and work rest 

(DOT driving regulations).

110.8 Logistics Support at the Incident. The Field Logistics Coordinator provides guidance and 

mentorship to the Military Unit Supply Officer (Battalion S-4) reference Incident Base Camp 

logistics in support of the Military Unit. While specifically separated, the military should be 
Logistics Military Use Handbook 2021 – Chapter 110

53

integrated into the existing logistical systems established by the IMT. The coordination and 

collaboration must occur to assure success. Clear text expectations between the military logistics 

and the IMT logistics is critical.

110.9 Movement of Military Unit to Another Incident. Consider as much notice for the receiving 

Incident to adjust for logistical lag time for the ordering of infrastructure. Also consider the reutilization of current infrastructure on the new incident (close coordination with the IBA and 

contracting officer). Establishing a logistical P.A.C.E (Primary, Alternate, Contingent, and 

Emergency) model is critical during movement to the incident to assure unforeseen variables do 

not impact the timely coordinated movement to the incident. Considerations: food, fuel, 

mechanical malfunction, procurement, and work rest (DOT driving regulations).

- Coordinate with the National Interagency Incident Communications Division (NIICD) in 

reference to radios.

- Coordinate with the Cache in to reference accountable equipment.

110.10 Demobilization Procedures. Establishing a logistical P.A.C.E (Primary, Alternate, 

Contingent, and Emergency) model is critical during movement from the incident to the military 

installation to assure unforeseen variables do not impact the timely coordinated movement. 

Turning in of equipment is coordinated with the issuing cache, and IMT to assure proper 

accountability in real property (unit of issues, palatizing, and marking) and fiscally (damage, 

missing, and rehabilitation). A procedure should be documented and agreed upon by all entities 

one (1) week prior to demobilization date. Considerations: food, fuel, mechanical malfunction, 

procurement, and work rest (DOT driving regulations). All tools, PPE and other issued firefighting 

equipment, except boots, must be collected at the incident prior to demobilization. Label all return 

items with “Military”, return items as they were issued, i.e. labeled, palletized, charge codes, etc.
(THIS PAGE LEFT INTENTIONALLY BLANK)
Appendix
Military Use Handbook 2021 – Exhibit 1

MILITARY FIREFIGHTERS

TRAINING/MOBILIZATION PROCESS

Day Action

Pre-Activation National Preparedness Level 5

NICC orders the following personnel to assemble at:

NIFC in Boise, Idaho—MLO, MLO-Deputy, Training Coordinator,

Training/Cadre Logistics Coordinator, Training Coordinator (T), 3-6 

STLMs, 10-20 MCADs, Lead Instructor, and 8 Instructors, Logistics 

Coordinator, and Purchasing Agent.

Activation

Day 1* The NIFC Advance Party departs Boise for the military installation to 

conduct the general briefing for unit/installation command and staff.

Instructors, STLMs, MCADs, Vet Crew, and equipment travel by jet or 

ground transportation to the assigned military installation for training 

preparation. Prepare classrooms for the following training day. Review 

the training plan with the Unit Commander. Assign the MCADs, STLMs, 

MLO, and MLO-Deputy to military crews who travel with the military unit 

to the fire assignment and complete field training at the incident.

Day 2 Classroom training begins for the military unit. Instructors should 

plan a 10-hour training day in the classroom—5 hours for the first half of 

the military unit; 5 hours, second half. While not in classroom 

training, PPE is issued.

Day 3 TC and Training/Cadre Logistics Coordinator debrief with the military. 

Training Cadre travel back to NIFC or prepares to train another military 

unit.

Day 4 Refurbish instructor kits and store in a location at NIFC. Critique and 

debrief with TC and National Military Coordinator or travel to the next 

military unit.

NOTES:

If multiple units are to be trained at the same installation, a 24-hour break is needed to resupply, 

critique the prior training efforts, and regroup. When the Training Cadre is released from the 

installation, they take the remaining supplies and equipment to the next installation. A two-day 

break (including travel time) is required between the release from one installation and the 

beginning of instruction at another. 

*The issue of overtime pay for civilian installation staff arises when Day 1 falls on a weekend; 

see Chapter 100 for guidance.
Military Use Handbook 2021 – Exhibit 2
Military Use Handbook 2021 – Exhibit 3

ITEMS PROVIDED BY THE WILDLAND FIRE AGENCY AND THE MILITARY

NMAC/Incident Provided/Coordinated/Funded Logistic Support, Services and Resources:

- Transportation from the departure airfield or home station to the incident.

- Transportation from the incident to home station.

- Meals upon arrival at the incident through return to home station.

- Services, i.e., Showers, Laundry, Latrines, Trash.

- On-site daily transportation at the incident.

- Command and Control (C2) vehicles; four to six each per military unit, either 

provided by the military unit, GSA, host agency or rental.

- Firefighting Personal Protective Equipment (PPE) and firefighting equipment.

- Power (hardline or generator).

- Copier, phones, and lines for military Tactical Operations Center (TOC).

- Sufficient space for TOCs and sleep tents at Incident Base Camp.

- Petroleum, Oils, and Lubricant support.

- Mailing address; Fed Ex/UPS capability and funding.

- Command/Tactical Radios.

- Maps on incident and area.

- Incident Action Plan (IAP)—essentially a daily Operations Order (OPORD).

NMAC Provided/Coordinated/Funded Required Personal Protective Equipment (PPE) for each 

Military Personnel Issued at Installation:

- Fire Resistant Shirts* (2 each)

- Fire Resistant Pants* (2 each)

- Fire Shelter with Carrying Case (1 each)

- Hard Hat (1 each)

- Safety Glasses (1 each)

- Headlamp with Batteries (1 each)

- Gloves (1 pair)

- Flat File and Handle (for sharpening) (1 each)

- 1-Quart Canteens without Covers** (2 each)

- Sleeping Bag (1 each) **

- Sleeping Pad (1 each) **

- Firefighter Web Gear/Day Pack (1 each)

- Boots (1 pair) ** 

 * Exchanges for wrong sizes occurs at the incident.

 ** Negotiated between DoD and NMAC. 

Military Boots. Boots shall meet the requirements of Interagency Standards for Fire and Fire 

Aviation Operations (current addition) or NFPA 1977 Standard on Protective Clothing and 

Equipment for Wildland Fire Fighting (current edition). The agency only replaces boots 

damaged on the fire assignment which are unacceptable for military use. The determination of 

serviceable boots is made by the military chain of command. The agency either reimburses the 

military for boots or provides boots. 
Military Use Handbook 2021 – Exhibit 3

NMAC/Incident Provided/Coordinated/Funded Firefighting Equipment Issued at Incident:

Equipment could include but is not limited to:

- Tents, 2 Person

- Pump Portable, High Pressure W/Fuel Line

- Pulaski With Plastic Sheath

- Shovels with Plastic Sheath

- Hand Signal Device Fusee

- Drip Torches

- Mc Leod With Plastic Sheath

- Chain Saw Kits

- Ice Chests (48 Quart)

- Waterbag Assembly, 5 Gallon M2015 W/Pump

- 1” Synthetic Lined Hose

- 1 1⁄2” Synthetic Lined Hose

- Portable High Pressure Pump Accessory Kit

- Multi-Light Cord Kit

NOTE: All additional operational and support needs is placed via the Field Logistics 

Coordinator, Battalion S-4 and Incident Unit Supply Leader.

The military provides the following for training:

- Training venues, audio-visual equipment, materials, and office space.

- Dining Facilities for Training Cadre, i.e. MLOs, MLO-Deputy, Logistics Coordinator, 

STCRs, CWRBs, Veteran Crew, etc. 

The military provides at a minimum the following per military unit: 

- Battalion Aid Station, medical personnel and tentage.

- Laptops and communications systems.

NOTE: Provide infectious disease PPE in accordance with DoD/OSHA/CDC while at the 

installation through transit to the incident. 

The military may provide the following per military unit: 

- Sufficient ADP for internal administrative requirments.

- Tentage for the battalion headquarters.

- Four to six command and control vehicles (if commercially-procured or if government 

vehicles are not available).

- Suitable tentage for each soldier, based on military unit requirements, location, etc.
Military Use Handbook 2021 – Exhibit 3

The military unit brings with it the following for each military person. Note that dependent upon 

the Branch of Service, i.e., Army, Navy, Marines, etc. these items may vary. 

Worn/Carried on Day of Departure:

Operational Camouflage Pattern (OCP) (x1) Bump Card (5)

Tan T-Shirt (x1) Pen/Notebook

Patrol Cap (x1) ID Card

Eye Pro (x1) ID Tags

Boots Belt OCP (x1)

Boot Socks (x1 Pair) Water Source

Driver’s License (Civilian & Military) Government Travel Card

A Bag (W/Padlock): 

PT Shirt SS (x2) Sleep System (Complete)

PT Shorts (x2) Sleeping Mat (x1 Optional)

Black/White Socks (x4) Shower Shoes (x1 Pair)

Boot Socks (x10 Pairs) Wet Weather Top (x1)

Tan T-Shirt (x10) Wet Weather Bottom (x1)

Top Cold Weather Eye Pro (x1)

Bottom Cold Weather Running Shoes (x1)

Silk Weight Shirt Towel (x2)

Silk Weight Pants Wash Cloth (x1)

Laundry Detergent Hygiene Kit (30 Day Supply)

Civilian Clothes (x1 Set) Medications (1A, 30 Days)

Poncho (x1) Camel Back

Poncho Liner (x1) PT Belt

OCP (x1) Boot Laces

Patrol Cap

B-Bag (W/Padlock) Firefighting PPE: Assault Pack – Carried on Fire Line:

Fire Resistant Shirt (x2) Insect Repellent & Sun Screen (x1)

Fire Resistant Pants (x2) Foot Powder (Recommended)

Fire Shelter With Carrying Case (x1) Tactical Gloves (x1)

Hard Hat (x1) Towel (x1)

Safety Glasses (x1) Washcloth (x1)

Headlamp with Batteries (x1) Flashlight (x1)

Gloves (x1)

Flat file and handle (for tool sharpening) (x1)

1 Quart Canteen Without Cover (x2)

Firefighter Web Gear/Day Pack (x1)

Boots (1x)

NOTE: **Take two (2) weeks’ worth of socks, shirts and underwear (must be Cotton) **

**NO SYNTHETIC CLOTHING/PRODUCTS**
Military Use Handbook 2021 – Exhibit 3

Military Supply System. 

Class I Subsistence: food, water, etc.

Class II Individual Equipment: clothing, sleep systems, tentage, etc.

Class III Petroleum, Oil and Lubricants (POL) products: package or bulk

Class IV Construction Materials

Class V Ammunition

Class VI Personnel Comfort Items: heath & hygiene products, etc.

Class VII Major End Items: vehicles

Class VIII Medical Supplies and Repair Parts

Class IX Repair Parts

Class X Material and equipment to support non-military programs.
Military Use Handbook 2021 – Exhibit 4

INCIDENT COMMAND SYSTEM – MILITARY RELATIONSHIP

COMMAND

BATTALION

COMMANDER

MILITARY CREW

LEADERS

COMPANY/

BATTERY

MILITARY

UNIT

LIAISON

OPERATIONS

SECTION

CHIEF

BRANCH DIRECTOR

DIVISION/GROUP

SUPERVISOR

STRIKE TEAM

LEADERS*

MILITARY CREW

ADVISORS

* Number of Strike Team Leaders equals 

number of Company/Battery Commanders

DIRECT RELATIONSHIP

COORDINATION/ADVISORY ROLE

INCIDENT

COMMANDER
Military Use Handbook 2021 – Exhibit 5

NATIONAL INTERAGENCY INCIDENT MANAGEMENT SYSTEM

Glossary of Terms for the Incident Command System (ICS)

AGENCY REPRESENTATIVE: An individual assigned to an incident from an assisting or 

cooperating agency who has been delegated full authority to make decisions on all matters 

affecting the agency’s participation at the incident. Agency Representatives report to the incident 

Liaison Officer.

AVIATION RESOURCES: Resources assigned to an incident and available for an assignment 

within three minutes.

BRANCH: The organizational level having functional or geographic responsibility for major 

segments of incident operations. The branch level is organizationally between section and 

division/group in the Operations Section, and between section and unit in the Logistics Section.

CAMP: A geographical site(s), within the general incident area, separate from the incident base, 

equipped, and staffed to provide sleeping, food, water, and sanitary services to incident 

personnel.

CHECK-IN: The process whereby resources first report to an incident. Check-in locations include 

Incident Command Post (resource unit), incident base, camps, staging areas, helibases, 

helispots, or direct to the line.

CLEAR TEXT: The use of plain English in radio communications transmissions. No Ten Codes 

or agency specific codes are used when using Clear Text.

COMMAND STAFF: The command staff consists of the Information Officer, Safety Officer, and 

Liaison Officer. They report directly to the Incident Commander and may have an assistant or 

assistants, as needed.

DIVISION: Divisions are used to divide an incident into geographical areas of operation. Divisions 

are established when the number of resources exceeds the span-of-control of the Operations 

Chief. A division is located within the ICS organization between the branch and the task 

force/strike team.

DOZER: Any tracked vehicle with a front mounted blade used for exposing mineral soil.

ENGINE: Any ground vehicle providing specified levels of pumping, water, and hose capacity, 

but with less than the specified level of personnel.

GENERAL STAFF: The group of incident management personnel reporting to the Incident 

Commander. They may each have a deputy, as needed. The General Staff consists of: 

Operations Section Chief, Planning Section Chief, Logistics Section Chief, and a 

Finance/Administration Chief.

GROUP: Groups are established to divide the incident into functional areas of operation. 

Groups are composed of resources assembled to perform a special function not necessarily within 

a single geographic division. Groups, when activated, are location between branches and 

resources in the Operations Section (See DIVISION)
Military Use Handbook 2021 – Exhibit 5

HELIBASE: The main location within the general incident area for parking, fueling, maintenance, 

and lodging of helicopters. It is usually located at or near the incident base.

HELICOPTER MANAGER: The civilian helicopter manager acts as liaison between the aircraft 

and incident helibases/helispots. Order one manager for each operational helicopter (75 percent 

AVUM) plus two for rotation, relief, and to assist agency Air Operations Director.

HELISPOT: A natural or improved takeoff and landing area intended for temporary or occasional 

helicopter use.

INCIDENT ACTION PLAN (IAP): Contains objectives reflecting the overall incident strategy and 

special tactical actions and supporting information for the next operational period. The IAP may 

be oral or written. When complete, the IAP may have a number of attachments including incident 

objectives, organization assignment list, division assignment, incident radio communication plan, 

medical plan, traffic plan, safety plan, and incident map. Formerly called shift plan.

INCIDENT BASE: Location at the incident where the primary logistics functions are coordinated 

and administered. (Incident name or other designator is added to the term “Base.”) The Incident 

Command Post may be collocated with the base. There is only one base per incident.

INCIDENT COMMAND POST (ICP): Location at which the primary command functions are 

executed. The ICP may be collocated with the incident base or other incident facilities.

INCIDENT COMMAND SYSTEM (ICS): A standardized on-scene emergency management 

concept specifically designed to allow its user(s) to adopt an integrated organizational structure 

equal to the complexity and demands of single or multiple incidents, without being hindered by 

jurisdictional boundaries.

MESSAGE CENTER: The Message Center is part of the Incident Communications Center and 

is collocated or placed adjacent to it. The Message Center receives, records, and routes 

information about resources reporting to the incident, resource status, and administration and 

tactical traffic.

NATIONAL INTERAGENCY INCIDENT MANAGEMENT SYSTEM (NIIMS): An NWCGdeveloped program consisting of five major subsystems which collectively provide a total systems 

approach to all-risk incident management. The subsystems are: The Incident Command System, 

Training, Qualifications and Certification, Supporting Technologies, and Publications 

Management.

PATROL UNIT: Any light, mobile unit, having limited pumping and water capacity.

RESOURCE UNIT: Unit within the Planning Section responsible for establishing all incident 

check-in activities; the preparation and processing of resource status change information; the 

preparation and maintenance of displays, charts, and lists which reflect the current status and 

location of suppression resources, transportation, and support vehicles; and maintaining a master 

check-in list of resources assigned to the incident.

SECTION: That organizational level with responsibility for a major functional area of the incident, 

such as: operations, planning, logistics, and finance/administration. The section is 

organizationally between branch and Incident Commander.
Military Use Handbook 2021 – Exhibit 5

SITUATION UNIT: A unit within the Planning Section responsible for the collection and 

organization of incident status and situation information and the evaluation analysis and display 

of that information for use by ICS personnel and agency dispatchers. 

SPAN-OF-CONTROL: The supervisory ratio from three-to-seven individuals, with five-to-one 

being established as optimum.

STAGING AREA: Locations set up at an incident where resources can be placed while awaiting 

a tactical assignment on a three (3) minute available basis. Staging Areas are managed by the 

Operations Section.

STRIKE TEAM: Specified combinations of the same kind and type of resources, with common 

communications, and a leader.

TASK FORCE: Any combination of single resources assembled for a particular tactical need, 

with common communications and a leader. A Task Force may be pre-established and sent to 

an incident or formed at an incident.

TRACTOR PLOW: Any tractor with a plow for constructing fireline by exposing mineral soil. Also, 

as a resource for typing purposes, a tractor plow includes the transportation and personnel for its 

operation.

UNIFIED COMMAND: In ICS, unified command is a unified team effort which allows all agencies 

with jurisdictional responsibility for the incident, either geographical or functional, to manage an 

incident by establishing a common set of incident objectives and strategies. This is accomplished 

without losing or abdicating authority, responsibility, or accountability.

UNIT: The organizational element of an incident having functional responsibility for a specific 

activity in the planning, logistics, or finance/administration activity.
Military Use Handbook 2021 – Exhibit 6

BOEING VERTOL/CH-47 BOEING VERTOL 234

SIKORSKY BLACKHAWK

UH-60/70

SIKORSKY BLACKHAWK

S-70

BELL UH-1H BELL 205 A-1

BELL OH-58 BELL 206-A

MILITARY TO CIVILIAN HELICOPTER COMPARISON
Military Use Handbook 2021 – Exhibit 6

INCIDENT COMMAND SYSTEM – MILITARY RELATIONSHIP AVIATION

COMMANDING 

OFFICER

IN CHARGE

AIR OPERATIONS

BRANCH DIRECTOR

AREA COMMAND/

INCIDENT COMMAND 

STAFF

MILITARY 

OPERATIONS

OFFICER

MILITARY 

HELICOPTER 

MANAGER 

(MHEM)

MILITARY CREW 

CHIEF/

FLIGHT CREW

MILITARY 

HELICOPTER 

CREW MEMBER 

(MEC)

MILITARY FLIGHT

CREW

INCIDENT 

HELIBASE

MANAGER

DIRECT RELATIONSHIP

COORDINATION/ADVISORY ROLE
Military Use Handbook 2021 – Exhibit 7

COMMON MOBILIZATION ISSUES AND QUESTIONS

G1 ISSUES, PERSONNEL

1. No civilian clothes – What about redeploy for emergency leave?

2. Postal address of incident(s).

3. PX support – What is available to soldiers?

4. Pay support – Are check cashing facilities available?

5. Personnel replacements – What is the policy of replacing soldiers evacuated due 

to injury or emergency leave?

G4 ISSUES, SUPPLY

1. Are Class I (meals) items provided during deployment?

2. Is potable water supply support provided?

3. Are tents required for billeting troops? If so, type and quantity?

4. Is NIFC providing tents, heaters, and lights?

5. Are all firefighting tools provided?

6. Are pin-on name plates and rank required?

7. Can we DX our OCIE at a nearby Army installation? What is the designated 

military support installation for each site?

8. Is bulk POL (petroleum, oil, lubricants) and common packaged POL be provided? 

If so, do we need bulk fuel tankers? Is aviation fuel (tested and certified) 

available? If so, bulk, retail, location? Who is going to retail to us?

9. Are Class VI (personal comfort) items available at incidents? If not, who can we 

coordinate with to arrange for mobile PX-type support? What is the distance 

from soldier billets? Are personnel shuttle bus available from shopping area to 

living area?

10. Is Material Handling Equipment (MHE) required? MHE – loaders, forklifts, etc.

11. Does NIFC provide transportation from airport to fire camp? PAX? Cargo?

12. Is ground transportation provided for shuttling troops to the fireline? For unit 

cargo carrying? For extended trip to airport or emergency leave?

13. What aircraft ground support equipment should be shipped? What is provided? 

By whom?

14. Is contract ice available?
Military Use Handbook 2021 – Exhibit 7

G4 ISSUES, DIVISION TRANSPORTATION OFFICER (DTO)

1. Type and number of aircraft for PAX?

2. Type and number of aircraft for cargo?

3. Estimated time aircraft arrives at embarkation airport?

4. Schedule time for TF #1 departure?

5. Schedule time for TF #2 departure?

6. Confirm APOD for TF #1 and TF #2?

7. Availability of MHE at APOD and fire camp?

8. What type of transportation assets are available for onward movement of PAX 

from APOD to fire camp?

9. What is the distance between APOD(s) and fire camp?

10. What type of transportation assets are available for onward movement of Red 

TAT TF cargo (tents, etc.) from APOD to fire camp?

11. What type of transportation is available for personnel during non-duty hours?

DIVISION SURGEON

1. Class VIII resupply – mechanism and delivery time frames?

COMPTROLLER/RESOURCE MANAGEMENT ISSUES

1. What items are NIFC and USNORTHCOM going to fund in support of the military 

firefighters?

2. How does an installation bill NIFC and USNORTHCOM? What supporting 

documentation is required?

3. Is NIFC or USNORTHCOM going to reimburse the Advance Party’s TDY?

4. Will we receive funding for our aviation support, or is charged against our flyinghour program?

5. Who pays for individual clothing/equipment losses to the soldier due to 

firefighting?

6. Who pays for organizational equipment losses to the units due to firefighting?

7. What is a Resource Order Number?

8. What is a fiscal code? An accounting term used by fire agencies. Agency and 

incident specific fiscal code. Example: 2821-HU-2Z4T (BLM), P42Z4T (USFS)
Military Use Handbook 2021 – Exhibit 8

INCIDENT COMMAND OPERATIONS ORGANIZATION CHART 

Battalion 

Commander/Battalion 

Military Liaison (BNLM)

Company/Strike 

Team A

CPT/STLM

Platoon/Team 1 

2/1LT/MCAD

+20 Crew 

Members

Platoon/Team 2 

2/1LT/MCAD

+20 Crew 

Members

Company/Strike 

Team B

CPT/STLM

Platoon/Team 3 

2/1LT/MCAD

+20 Crew 

Members

Platoon/Team 4 

2/1LT/MCAD

+20 Crew 

Members

Company/Strike 

Team C

CPT/STLM

Platoon/Team 5 

2/1LT/MCAD

+20 Crew 

Members

Platoon/Team 6 

2/1LT/MCAD

+20 Crew 

Members

Company/Strike 

Team D

CPT/STLM

Platoon/Team 7 

2/1LT/MCAD

+20 Crew 

Members

Platoon/Team 8 

2/1LT/MCAD

+20 Crew 

Members

Company/Strike 

Team E

CPT/STLM

Platoon/Team 9 

2/1LT/MCAD

+20 Crew 

Members

Platoon/Team 10 

2/1LT/MCAD

+20 Crew 

Members

Battalion Executive 

Officer/Deputy MLO
Military Use Handbook 2021 – Exhibit 9

MILITARY CREW ADVISOR CHECKLIST

FIELD TRAINING

Each subject area is to be initialed when completed.

_____1. Identify safety training involving both the Watch Out Situations and the Standard 

Firefighting Orders. Relate these to the specific fire assignment.

a. What constitutes good escape routes.

b. What constitutes a good anchor point.

c. Examples of natural and man-made barriers.

d. Emphasize need for, and role of, lookouts.

e. Point out general hazards.

f. Procedures for protection of retardant/water drop.

_____2. Demonstrate use of personal protective equipment (PPE).

a. Use of gloves to protect hands.

b. Use of goggles to protect eyes.

c. Stress protection of fire shelter. (Avoid direct flame.)

d. Inspection of the fire shelter.

e. Correct procedure for selecting and preparing a site for deployment of a fire 

shelter. The fire shelter is a last resort.

_____3. Demonstrate proper use, transportation and maintenance of hand tools. Tool 

guards are to be kept in place when hand tools are transported.

a. Correct hand tool inspection techniques.

(1) Perform field maintenance given hand tools.

(2) Demonstrate the proper sharpening techniques.

_____4. Correct methods of line construction.

a. Demonstrate line construction techniques for the following fire suppression 

practices: hotspotting, cold trailing, cup trenching, scratch lining, and 

fireproofing.
Military Use Handbook 2021 – Exhibit 9

b. Demonstrate proper hand tools commonly used for: line construction, 

hotspotting, and mop-up.

c. Explain construction of a cup trench line on a steep slope.

d. Demonstrate limbing up.

e. Demonstrate water bar construction.

f. Describe safety procedures working around dozers, tractor plows, and 

engines.

_____5. Proper crew coordination techniques. (Stress spacing.)

a. Identify coordinated crew techniques for line construction: one-lick, bumpup, and cold trail.

b. Identify line construction components using coordinated crew techniques 

and

(1) Spacing when walking and working with fireline hand tools.

(2) Fireline standards.

(3) Intra-crew communications.

(4) Hand tool selection for line construction.

_____6. Securing the control line.

a. Describe how senses aid in detecting burning materials (sight, touch, smell, 

and hearing).

b. Demonstrate extinguishing burning materials by mixing with soil and water.

c. Discuss proper body position for carrying backpack pump. 

(1) Lift with your legs and keep your back straight.

(2) Maintain good footing and stance.

(3) Direct streams in swing motion parallel to fire and at base of flame.

d. Describe precautions when applying water to hot materials.

e. Discuss machine piles adjacent to the control line.

f. Demonstrate the technique of cold trailing.

g. State conditions requiring additional work for water or retardant line.
Military Use Handbook 2021 – Exhibit 9

_____7. Given a hard hat, head lamp and batteries, assemble the head lamp, attach it to 

the hard hat, and turn on light. 

_____8. Discuss basic helicopter safety.

a. A helitack member is stationed at each helicopter landing area to supervise 

air operations and enforce safety regulations.

b. Receive a safety briefing from a helitack member or the pilot before 

boarding the aircraft.

(1) Wear Nomex fire pants and shirt. Keep sleeves rolled down and collar 

up to get maximum protection. Wear leather work gloves. Wear hard 

hat with the chin strap down. 

(2) On most helicopters, approach in a slight crouch from the front or side 

in full view of the pilot.

(3) Never run when approaching or leaving a helicopter.

(4) Trained helicopter personnel carry equipment.

(5) If any item is blown away, do not run after it or try to grab it.

(6) Helitack personnel open and close the helicopter doors.

(7) Before takeoff, fasten and adjust seat belt.

(8) Do not open any doors unless directed to do so.

(9) Follow helitack directions when exiting a helicopter.

(10) Smoking is not allowed on helicopter flights. 
Military Use Handbook 2021 – Exhibit 10

MILITARY FIREFIGHTER TRAINING CERTIFICATION

INSTRUCTIONS: This statement certifies that the military crew has completed prescribed 

classroom and field training. It is to be signed by the Military Crew Advisor (MCAD) and the Officer 

in Charge (OIC) of each military crew upon completion of classroom and field training. When 

completed, statements are to be submitted by the MCAD to the Battalion Military Liaison (MLO).

Military Unit Designation __________________ Crew Designation _________________

The military crew identified above has completed the following training:

_____ Classroom training, to include:

• Orientation to assignment

• Fire behavior

• Standard Firefighting Orders

• Watch Out Situations

• Fire shelter deployment

_____ Field training consisting of demonstration, discussion, and practice of the 

following (see Military Crew Advisor Checklist):

• Safety procedures (including mitigation steps for each of the Watch Out 

Situations, retardant drops, poisonous plants, and related hazards)

• Use of personal protective equipment (including fire shelter)

• Use, transportation, and maintenance of hand tools

• Methods of line construction

• Crew coordination techniques

• Securing the control line

• Basic helicopter safety

COMMENTS:

DATE______________________________ SIGNATURES:

MCAD______________________

OIC ________________________
Military Use Handbook 2021 – Exhibit 11
Military Use Handbook 2021 – Exhibit 11
Military Use Handbook 2021 – Exhibit 12

COMMON MILITARY TERMS

Assign: 1. The placement of units or personnel in an organization where such 

placement is relatively permanent and/or such organization controls 

and administers the units or personnel for the primary function, or 

greater portion of the functions, of the unit or personnel.

2. The detailing of individuals to special duties or functions where such 

duties or functions are primary and/or relatively permanent.

Attach: 1. The placement of units or personnel in an organization where such 

placement is relatively temporary. Subject to the limitations of the 

attachment order, the commander of the formation, unit, or 

organization receiving the attachment exercises the same degree of 

command and control as he does over units and persons belonging to 

his command. However, the responsibility for transfer and promotion 

of personnel is normally retained by the parent formation, unit, or 

organization.

2. The detailing of individuals to specific functions where such functions 

are secondary or relatively temporary.

Battery: 1. Tactical and administrative artillery unit or subunit corresponding to a 

company or similar unit.

2. All guns, torpedo tubes, searchlights, or missile launchers of the same 

size or caliber or used for the same purpose, either installed on one 

ship or otherwise operating as an entity.

Billet: 1. Shelter for troops.

2. To quarter troops.

3. A personnel position or assignment which may be filled by one 

person.

Chain of Command: The succession of commanding officers and non-commissioned 

officers from a superior to a subordinate through which command is 

exercised.

Collection Point: A point designated for the assembly of personnel casualties, prisoners 

of war, stragglers, disabled material or salvage for further movement 

to collecting stations or rear installations.

Command: 1. The authority which a commander in the military service lawfully 

exercises over his subordinates by virtue of rank or assignment. 

Command includes the authority and responsibility for effectively 

using available resources and for planning the employment of, 

organize, directing, coordinating, and controlling military forces for the 

accomplishment of assigned missions. It also includes responsibility 

for health, welfare, morale and discipline of assigned personnel.

Command (cont.): 2. An order given by a commander—that is, the will of the commander 

expressed for the purpose of bringing about a particular action.
Military Use Handbook 2021 – Exhibit 12

3. A unit or units, an organization or an area under the command of one 

individual.

Command Post: A unit’s or subunit’s headquarters where the commander and the staff 

perform their activities.

Critical Point: 1. A key geographical point or position important to the success of an 

operation.

2. In point of time, a crisis or a turning point in an operation.

3. A selected point along a line of march used for reference in giving 

instructions.

4. A point where there is a change of direction or change in slope in a 

ridge or stream.

5. Any point along a route of march where interference with a troop 

movement may occur.

Deadline: To remove a vehicle or piece of equipment from operation or use for 

one of the following reasons:

a. Is inoperative due to damage, malfunctioning, or necessary 

repairs. The term does not include items temporarily removed 

from use by reason of routine maintenance and repairs which do 

not affect the combat capability of the item.

b. Is unsafe.

c. Would be damaged by further use.

Deploy: In a strategic sense, to relocate forces to desired areas of operations.

Distance: The space between adjacent men, vehicles, or units in a formation 

measured from front to rear.

Echelon: 1. A subdivision of a headquarters, i.e., forward echelon, rear echelon.

2. Separate level of command. As compared to a regiment, a division is 

a higher echelon; a battalion is a lower echelon.

Front: 1. The lateral space occupied by an element, measured from the 

extremity of one flank to the extremity of the other flank.

2. The direction of the enemy.

3. The line of contact of two opposing forces.

General Orders: Permanent instructions issued in order from that apply to all members 

of a command, as compared with special orders which affect only 

individuals or small groups. General orders are usually concerned 

with matters of policy or administration.

Helicopter Landing A specified ground area for landing assault helicopters to embark or 

Zone: disembark troops and/or cargo. A landing zone may contain one or 

more landing sites.
Military Use Handbook 2021 – Exhibit 12

HMMWV: High Mobility Multi-Wheeled Vehicle; a multi-purpose vehicle used for 

command and control, ambulance, personnel carrier--seats four to six, 

based on configuration.

Lines of All of the routes, land, water, and air, which connect an operating.

Communication: military force with a base of operations, and along which supplies, and 

reinforcements move.

Logistics: The science of planning and carrying out the movement and 

maintenance of forces. In its most comprehensive sense, those 

aspects of military operations which deal with:

a. Design and development, acquisition, storage, movement, 

distribution, maintenance, evacuation, and disposition of material.

b. Movement, evacuation, and hospitalization of personnel.

c. Acquisition or construction, maintenance, operation, and 

disposition of facilities.

d. Acquisition or furnishing of services.

Mission: 1. The objective; the task together with the purpose which clearly 

indicate the action to be taken and the reason, therefore.

2. In common usage, especially when applied to lower military units, a 

duty assigned to an individual or unit, a task.

3. The dispatching of one or more aircraft to accomplish one particular 

task.

Objective: The physical object of the action taken, i.e., a definite tactical feature, 

the seizure and/or holding of which is essential to the commander’s 

plan.

Occupy: To take possession of or to remain in a place or area.

Operation Order: (OPORD) A directive, usually formal, issued by a commander to 

subordinate commanders for the purpose of effecting the coordinated 

execution of an operation.

Order: A communication, written, oral, or by signal, which conveys 

instructions from a superior to a subordinate. In a broad sense, the 

term “order” and “command” are synonymous. However, an order 

implies discretion as to the details of execution whereas a command 

does not.

Organize: To prepare a position or terrain for defense.

Patrol: A detachment of ground, sea, or air forces sent by larger unit for the 

purpose of gathering information or carrying out a destructive, 

harassing mopping-up, or security mission.
Military Use Handbook 2021 – Exhibit 12

Reconnaissance: A mission undertaken to obtain, by visual observation or other 

detection methods, information about the activities and resources of 

an enemy or potential enemy; or to secure data concerning the 

meteorological hydrographic, or geographic characteristics of a 

particular area.

Reinforce: To strengthen by the addition of personnel or military equipment.

Reserve: A fraction of a unit held initially under the control of a unit leader as a 

maneuvering element to influence future action.

Secure: To gain possession of a position or terrain feature with or without 

force, and to make such disposition as will prevent, as far as possible, 

its destruction or loss by enemy action.

Site: The position of anything, i.e., the position of a gun emplacement.

Support: 1. The action of a force which aids, protects, complements, or sustains 

another force in accordance with a directive requiring such action.

2. A unit which helps another unit in battle.

3. A party of any unit held back at the beginning of an attack as a 

reserve.

4. An element of a command that assists, protects, or supplies other 

forces in combat.

Tactics: 1. The employment of units in combat.

2. The ordered arrangement and maneuver of units in relation to each 

other and/or to the enemy in order to realize their full potentialities.

Unit: Any military element whose structure is prescribed by component 

authority, such as a table of organization and equipment; specifically, 

part of an organization.
Military Use Handbook 2021 – Exhibit 13

MILITARY ABBREVIATIONS AND ACRONYMS

O-1/O-2 Lieutenant 2LT/1LT

O-3 Captain CPT

O-4 Major MAJ

O-5 Lieutenant Colonel LTC

O-6 Colonel COL

S-1 Adjutant, i.e., Personnel

S-2 Intelligence

S-3 Operations

S-4 Logistics/Supply

WO/CW Warrant Officer (WO1, CW2, CW3, CW4, CW5)

AAFES Army and Air Force Exchange System

ADVON Advanced Echelon

APOD Aerial Port of Debarkation

ASL Authorized Stockage List

ASO Aviation Safety Officer

AVIM Aviation intermediate maintenance – intermediate maintenance 

which includes changing engines, major components, etc. 

Provided by the deploying unit.

AMCOM Aviation and Missile Command Representative headquartered at 

Huntsville, Alabama. Can provide authorization and maintenance 

facilities, parts, etc., and liaison to military aviation field units.

AVUM Aviation Unit Maintenance – normal day-to-day maintenance 

required for operational flying.

BAS Battalion Aid Station

Battalion 550 to 800 military personnel

CH-47 Chinook helicopter

Company 150 to 180 military personnel
Military Use Handbook 2021 – Exhibit 13

CRT Closed Circuit Refueling Nozzle

Dust-Off Dedicated Medical Evacuation Aircraft

FARP Forward arming and refueling point.

HEMTT Heavy Expanded Mobile Tactical Truck; if aviation support, a sixwheel, 2,500-gallon fuel tanker (M978). Requires one C-130 to 

transport each HEMTT.

HMMWV High Mobility Multi-Purpose Wheeled Vehicle

IP Instructor Pilot

MHE Material Handling Equipment

MWR Morale, Welfare, & Recreation

OCIE Organizational Clothing and Individual Equipment

OPCON Operation Control

ORORD Operational Order

Platoon 36 to 48 military personnel

PPR Prior Permission Request

POC Point of Contact

Scamp Small crane with a 30’ boom and 6,000 lb. capacity

SP Standardization Pilot

TACON Tactical Control

TOC Tactical Operations Center

UH-1H “Huey” helicopter, similar to a Bell 205.

UH-1B “Huey” helicopter, similar to a Bell 204.

UH-60 Blackhawk helicopter
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STANDARD FIREFIGHTING ORDERS

1. Keep informed on fire weather conditions and forecasts.

2. Know what your fire is doing at all times.

3. Base all actions on current and expected behavior of the fire.

4. Identify escape routes and safety zones, and make them known.

5. Post lookouts when there is possible danger.

6. Be alert. Keep calm. Think clearly. Act decisively.

7. Maintain prompt communications with your forces, your supervisor 

and adjoining forces.

8. Give clear instructions and insure they are understood.

9. Maintain control of your forces at all times.

10. Fight fire aggressively, having provided for safety first.

WATCHOUT SITUATIONS

1. Fire not scouted and sized up.

2. In country not seen in daylight

3. Safety zones and escape routes not identified.

4. Unfamiliar with weather and local factors influencing fire behavior.

5. Uninformed on strategy, tactics, and hazards.

6. Instructions and assignments not clear.

7. No communication link with crew members or supervisor.

8. Constructing line without safe anchor point.

9. Building fireline downhill with fire below.

10. Attempting frontal assault on fire.

11. Unburned fuel between you and fire.

12. Cannot see main fire; not in contact with someone who can.

13. On a hillside where rolling material can ignite fuel below.

14. Weather becoming hotter and drier.

15. Wind increases and/or changes direction.

16. Getting frequent spot fires across line.

17. Terrain and fuels make escape to safety zones difficult.

18. Taking a nap near fireline.