Wildland Fire Risk and Complexity Assessment

The Wildland Fire Risk and Complexity Assessment should be used to evaluate firefighter safety issues,
assess risk, and identify the appropriate incident management organization. Determining incident
complexity is a subjective process based on examining a combination of indicators or factors. An
incident’s complexity can change over time; incident managers should periodically re-evaluate incident
complexity to ensure that the incident is managed properly with the right resources.
Instructions:
Incident Commanders should complete Part A and Part B and relay this information to the Agency
Administrator. If the fire exceeds initial attack or will be managed to accomplish resource management
objectives, Incident Commanders should also complete Part C and provide the information to the Agency
Administrator.

Part A: Firefighter Safety Assessment

Evaluate the following items, mitigate as necessary, and note any concerns, mitigations, or other information.
Evaluate these items Concerns, mitigations, notes
LCES

Fire Orders and Watch Out Situations

Multiple operational periods have occurred

without achieving initial objectives

Incident personnel are overextended mentally

and/or physically and are affected by
cumulative fatigue.

Communication is ineffective with tactical

resources and/or dispatch.

Operations are at the limit of span of control.

Aviation operations are complex and/or

aviation oversight is lacking.

Logistical support for the incident is

inadequate or difficult.

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Part B: Relative Risk Assessment
Values Notes/Mitigation
B1. Infrastructure/Natural/Cultural Concerns
Based on the number and kinds of values to be protected, and the L M H
difficulty to protect them, rank this element low, moderate, or high.
Considerations: key resources potentially affected by the fire such as
urban interface, structures, critical municipal watershed, commercial
timber, developments, recreational facilities, power/pipelines,
communication sites, highways, potential for evacuation, unique natural
resources, special-designation areas, T&E species habitat, cultural sites,
and wilderness.
B2. Proximity and Threat of Fire to Values
Evaluate the potential threat to values based on their proximity to the L M H
fire, and rank this element low, moderate, or high.

[Link]/Economic Concerns
Evaluate the potential impacts of the fire to social and/or economic L M H
concerns, and rank this element low, moderate, or high.
Considerations: impacts to social or economic concerns of an individual,
business, community or other stakeholder; other fire management
jurisdictions; tribal subsistence or gathering of natural resources; air
quality regulatory requirements; public tolerance of smoke; and
restrictions and/or closures in effect or being considered.
Hazards Notes/Mitigation
B4. Fuel Conditions
Consider fuel conditions ahead of the fire and rank this element low, L M H
moderate, or high.
Evaluate fuel conditions that exhibit high ROS and intensity for your area,
such as those caused by invasive species or insect/disease outbreaks;
continuity of fuels; low fuel moisture
B5. Fire Behavior
Evaluate the current fire behavior and rank this element low, L M H
moderate, or high.
Considerations: intensity; rates of spread; crowning; profuse or long-range
spotting.
B6. Potential Fire Growth
Evaluate the potential fire growth, and rank this element low, L M H
moderate, or high.
Considerations: Potential exists for extreme fire behavior (fuel moisture,
continuity, winds, etc.); weather forecast indicating no significant relief or
worsening conditions; resistance to control.
Probability Notes/Mitigation
B7. Time of Season
Evaluate the potential for a long-duration fire and rank this element L M H
low, moderate, or high.
Considerations: time remaining until a season ending event.
B8. Barriers to Fire Spread
If many natural and/or human-made barriers are present and limiting L M H
fire spread, rank this element low. If some barriers are present and
limiting fire spread, rank this element moderate. If no barriers are
present, rank this element high.
B9. Seasonal Severity
Evaluate fire danger indices and rank this element low/moderate, L/ H VH
high, or very high/extreme.
Considerations: energy release component (ERC); drought status; live and
M /E
dead fuel moistures; fire danger indices; adjective fire danger rating;
preparedness level.
Enter the number of items circled for each column.

Relative Risk Rating (circle one):

Low Majority of items are “Low”, with a few items rated as “Moderate” and/or “High”.
Moderate Majority of items are “Moderate”, with a few items rated as “Low” and/or “High”.
High Majority of items are “High”; A few items may be rated as “”Low” or “Moderate”.

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Part C: Organization
Relative Risk Rating (From Part B)

Circle the Relative Risk Rating (from Part B). L M H

Implementation Difficulty Notes/Mitigation

C1. Potential Fire Duration
Evaluate the estimated length of time that the fire may continue to N/A L M H
burn if no action is taken and amount of season remaining. Rank this
element low, moderate, or high. Note: This will vary by geographic area.

C2. Incident Strategies (Course of Action)

Evaluate the level of firefighter and aviation exposure required to N/A L M H
successfully meet the current strategy and implement the course of
action. Rank this element as low, moderate, or high.
Considerations: Availability of resources; likelihood that those resources
will be effective; exposure of firefighters; reliance on aircraft to accomplish
objectives; trigger points clear and defined.
C3. Functional Concerns
Evaluate the need to increase organizational structure to adequately N/A L M H
and safely manage the incident, and rank this element low (adequate),
moderate (some additional support needed), or high (current capability
inadequate).
Considerations: Incident management functions (logistics, finance,
operations, information, planning, safety, and/or specialized
personnel/equipment) are inadequate and needed; access to EMS support,
heavy commitment of local resources to logistical support; ability of local
businesses to sustain logistical support; substantial air operation which is
not properly staffed; worked multiple operational periods without achieving
initial objectives; incident personnel overextended mentally and/or
physically; Incident Action Plans, briefings, etc. missing or poorly
prepared; performance of firefighting resources affected by cumulative
fatigue; and ineffective communications.
Socio/Political Concerns Notes/Mitigation
C4. Objective Concerns
Evaluate the complexity of the incident objectives and rank this N/A L M H
element low, moderate, or high.
Considerations: clarity; ability of current organization to accomplish;
disagreement among cooperators; tactical/operational restrictions; complex
objectives involving multiple focuses; objectives influenced by serious
accidents or fatalities.
C5. External Influences
Evaluate the effect external influences will have on how the fire is N/A L M H
managed and rank this element low, moderate, or high.
Considerations: limited local resources available for initial attack;
increasing media involvement, social/print/television media interest;
controversial fire policy; threat to safety of visitors from fire and related
operations; restrictions and/or closures in effect or being considered; pre-
existing controversies/ relationships; smoke management problems;
sensitive political concerns/interests.
C6. Ownership Concerns
Evaluate the effect ownership/jurisdiction will have on how the fire is N/A L M H
managed and rank this element low, moderate, or high.
Considerations: disagreements over policy, responsibility, and/or
management response; fire burning or threatening more than one
jurisdiction; potential for unified command; different or conflicting
management objectives; potential for claims (damages); disputes over
suppression responsibility.
Enter the number of items circled for each column.

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Part C: Organization (continued)

Recommended Organization (circle one):

Type 5 Majority of items rated as “N/A”; a few items may be rated in other categories.
Type 4 Majority of items rated as “Low”, with some items rated as “N/A”, and a few items rated as “Moderate” or “High”.
Type 3 Majority of items rated as “Moderate”, with a few items rated in other categories.
Type 2 Majority of items rated as “Moderate”, with a few items rated as “High”.
Type 1 Majority of items rated as “High”; a few items may be rated in other categories.

Rationale:
Use this section to document the incident management organization for the fire. If the incident management organization is different than the
Wildland Fire Risk and Complexity Assessment recommends, document why an alternative organization was selected. Use the
“Notes/Mitigation” column to address mitigation actions for a specific element, and include these mitigations in the rationale.

Name of Incident: Unit(s):

Date/Time: Signature of Preparer:

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 Indicators of Incident Complexity
Common indicators may include the area (location) involved; threat to life, environment and property; political sensitivity,
organizational complexity, jurisdictional boundaries, values at risk, and weather. Most indicators are common to all incidents,
but some may be unique to a particular type of incident. The following are common contributing indicators for each of the five
complexity types.
TYPE 5 INCIDENT COMPLEXITY INDICATORS
General Indicators Span of Control Indicators
 Incident is typically terminated or concluded (objective met) within a  Incident Commander (IC) position filled
short time once resources arrive on scene  Single resources are directly supervised by the
 For incidents managed for resource objectives, minimal IC
staffing/oversight is required  Command Staff or General Staff positions not
 One to five single resources may be needed needed to reduce workload or span of control
 Formal Incident Planning Process not needed
 Written Incident Action Plan (IAP) not needed
 Minimal effects to population immediately surrounding the incident
 Critical Infrastructure, or Key Resources, not adversely affected

TYPE 4 INCIDENT COMPLEXITY INDICATORS

General Indicators Span of Control Indicators
 Incident objectives are typically met within one operational period once  IC role filled
resources arrive on scene, but resources may remain on scene for  Resources either directly supervised by the IC
multiple operational periods or supervised through an ICS Leader position
 Multiple resources (over 6) may be needed  Task Forces or Strike Teams may be used to
 Resources may require limited logistical support reduce span of control to an acceptable level
 Formal Incident Planning Process not needed  Command Staff positions may be filled to
 Written Incident Action Plan (IAP) not needed reduce workload or span of control
 Limited effects to population surrounding incident  General Staff position(s) may be filled to
 Critical Infrastructure or Key Resources may be adversely affected, but reduce workload or span of control
mitigation measures are uncomplicated and can be implemented within
one Operational Period
 Elected and appointed governing officials, stakeholder groups, and
political organizations require little or no interaction

TYPE 3 INCIDENT COMPLEXITY INDICATORS

General Indicators Span of Control Indicators
 Incident typically extends into multiple operational periods  IC role filled
 Incident objectives usually not met within the first or second  Numerous resources supervised indirectly
operational period through the establishment and expansion of the
 Resources may need to remain at scene for multiple operational periods, Operations Section and its subordinate
requiring logistical support positions
 Numerous kinds and types of resources may be required  Division Supervisors, Group Supervisors, Task
 Formal Incident Planning Process is initiated and followed Forces, and Strike Teams used to reduce span
 Written Incident Action Plan (IAP) needed for each Operational Period of control to an acceptable level
 Responders may range up to 200 total personnel  Command Staff positions filled to reduce
 Incident may require an Incident Base to provide support workload or span of control
 Population surrounding incident affected  General Staff position(s) filled to reduce
 Critical Infrastructure or Key Resources may be adversely affected and workload or span of control
actions to mitigate effects may extend into multiple Operational Periods  ICS functional units may need to be filled to
 Elected and appointed governing officials, stakeholder groups, and reduce workload
political organizations require some level of interaction

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TYPE 2 INCIDENT COMPLEXITY INDICATORS
General Indicators Span of Control Indicators
 Incident displays moderate resistance to stabilization or mitigation and  IC role filled
will extend into multiple operational periods covering several days  Large numbers of resources supervised
 Incident objectives usually not met within the first several Operational indirectly through the expansion of the
Periods Operations Section and its subordinate
 Resources may need to remain at scene for up to 7 days and require positions
complete logistical support  Branch Director position(s) may be filled for
 Numerous kinds and types of resources may be required including organizational or span of control purposes
many that will trigger a formal demobilization process  Division Supervisors, Group Supervisors, Task
 Formal Incident Planning Process is initiated and followed Forces, and Strike Teams used to reduce span
 Written Incident Action Plan (IAP) needed for each Operational Period of control
 Responders may range from 200 to 500 total  All Command Staff positions filled
 Incident requires an Incident Base and several other ICS facilities to  All General Staff positions filled
provide support  Most ICS functional units filled to reduce
 Population surrounding general incident area affected workload
 Critical Infrastructure or Key Resources may be adversely affected, or
possibly destroyed, and actions to mitigate effects may extend into
multiple Operational Periods and require considerable coordination
 Elected and appointed governing officials, stakeholder groups, and
political organizations require a moderate level of interaction

TYPE 1 INCIDENT COMPLEXITY INDICATORS

General Indicators Span of Control Indicators
 Incident displays high resistance to stabilization or mitigation and will  IC role filled
extend into numerous operational periods covering several days to  Large numbers of resources supervised
several weeks indirectly through the expansion of the
 Incident objectives usually not met within the first several Operational Operations Section and its subordinate
Periods positions
 Resources may need to remain at scene for up to 14 days, require  Branch Director Position(s) may be filled for
complete logistical support, and several possible personnel organizational or span of control purposes
replacements  Division Supervisors, Group Supervisors, Task
 Numerous kinds and types of resources may be required, including Forces, and Strike Teams used to reduce span
many that will trigger a formal demobilization process of control
 DOD assets, or other nontraditional agencies, may be involved in the  All Command Staff positions filled and many
response, requiring close coordination and support include assistants
 Complex aviation operations involving multiple aircraft may be  All General Staff positions filled and many
involved include deputy positions
 Formal Incident Planning Process is initiated and followed.  Most or all ICS functional units filled to
 Written Incident Action Plan (IAP) needed for each Operational Period reduce workload
 Responders may range from 500 to several thousand total
 Incident requires an Incident Base and numerous other ICS facilities to
provide support
 Population surrounding the region or state where the incident occurred
is affected
 Numerous Critical Infrastructure or Key Resources adversely affected
or destroyed. Actions to mitigate effects will extend into multiple
Operational Periods spanning days or weeks and require long-term
planning and considerable coordination
 Elected and appointed governing officials, stakeholder groups, and
political organizations require a high level of interaction

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