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PMS 530-1

PMS 530-1

PMS 530-1

NWCG Standards for Aviation Risk Management, PMS 530

NWCG Aviation Risk Management Workbook, PMS 530-1

How to Use Workbook

IMPORTANT: How To Use Workbook

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Fixed Wing Risk Assessments

Helicopter Risk Assessments

Unmanned Aircraft Systems Risk Assessments

Other Risk Assessments

 

Personnel, Contractors

Single Engine Airtanker (SEAT)

Aircraft | Contracts | Facilities | Maintenance | Operations | Personnel Contractors | Personnel Government

SYSTEM:  SEAT, Personnel (Contractors)

Sub-System Hazards Pre-Mitigation Mitigation Post-Mitigation

Probability

Severity

Risk Level

Probability

Severity

Risk Level
Human Factors Ground support personnel fatigue and workload

Likely

Critical

Extremely High

 Ensure contractor compliance with rest and duty limitations (DOT and contract) for ground support personnel so as not to overextend (company and agencies are both responsible to monitor closely). Utilize additional crew members as necessary. Monitor number of aircraft being loaded and mitigate additional workload per loader.

Unlikely

Critical

Medium
Pilot fatigue

Almost Certain

Critical

Extremely High

 SEMGs work with vendor personnel to ensure adequate rest between shifts. Manage missions to be most effective for incident, with proper use of aircraft. Consider phase duty limitations as appropriate.

Unlikely

Moderate

Medium
Pilot - poor decision making: multi-tasking, mission focus, sense of urgency, peer pressure

Almost Certain

Critical

Extremely High

 Ensure that these items are addressed in the contract pre-work meeting and re-enforced in the daily air base briefings, post mission briefings or whenever the need is identified. All personnel involved in operations should recognize hazardous situations or behavior. Communicate issues or concerns.  Recognize fatigue, hunger, illness or other issues that may be causing poor decision making and mitigate as needed.

Unlikely

Critical

Medium
Acceptance of high-risk missions and activities as normal

Likely

Catastrophic

Extremely High

 Emphasize importance of situational awareness to recognizing risk. Consider providing risk management training for the pilot and crew. Re-address complacency and self-discipline in daily airbase briefings. Review risk management workbook and/or vendor SMS manual on a regular basis.

Possible

Critical

High
Poor CRM with crew rotations; crew rotation may affect aircraft/equipment knowledge in-brief

Likely

Critical

Extremely High

 Make effort to ensure that contractor relief personnel arrive at base prior to relief cycle with sufficient overlap time to receive good in-brief from primary personnel.

Possible

Critical

High
Single pilot workload may be considered to be excessive based on demands that he/she be able to operate several cockpit equipment items during mission performance (i.e., multi-tasking overload.)

Almost Certain

Critical

Extremely High

 Complete thorough pre-flight planning. Minimize radio traffic. Follow sterile cockpit rules. Utilize aerial supervision if available to reduce cockpit workload. Utilize AFF. Allow time to program frequencies prior to launch. Conduct AARs, sand table and on ground CRM Exercises, incorporating operations personnel.

Possible

Critical

High
Conflicting and/or difficult personalities

Likely

Critical

Extremely High

 If individuals cannot professionally resolve differences, managers and supervisors must take immediate action. Brief/debrief, employ CRM, provide and receive honest and objective feedback, maintain positive attitude. Maintain professionalism and mission focus at all times.

Possible

Critical

High
Pilot Training and Experience Lack of fire mission training and lack of proficiency flight time

Likely

Catastrophic

Extremely High

 Vendors have instituted training programs such as CRM, risk management, and flight safety with the intent to standardize cockpit procedures. Develop training center for fire environment and make available for vendor use. Other training includes aircraft performance and limitations. Provide opportunities for new and experienced pilots to attend NAFA training.

Possible

Catastrophic

High
High number of target fixation and tactical maneuvering errors

Likely

Catastrophic

Extremely High

 Company training plans should address human factors including target fixation, situational awareness, task overload, and performance/tactical planning errors. Plan training simulations prior to and throughout fire season.

Possible

Critical

High
Lack of training in firefighting strategy, tactics, terminology, basic ICS, frequency management, etc.

Likely

Critical

Extremely High

 Establish training courses for pilots to meet basic level of firefighting knowledge for all contracts.  Encourage contractors to take online basic wildland firefighting courses. Provide opportunities for attendance at NAFA. When available have a Level I pilot mentor a level II pilot.

Possible

Critical

High
Inadequate flight experience

Possible

Catastrophic

Extremely High

 Adhere to existing contract requirements requiring contractors to validate pilots' experience and training. SEMG must be familiar with the level of the pilot and their restrictions. Continue to provide opportunities for SEAT pilots to attend NAFA and other fire-specific aviation training. Develop, implement, and support a pilot mentoring program.

Unlikely

Critical

Medium
Ground Support Training Not all mixers, loaders and fuelers are adequately trained and qualified

Possible

Critical

High

 Ensure that contractors provide adequate training to ground personnel on mixing of fire chemicals and fueling of aircraft prior to fire assignment. Provide training documentation to agency aviation managers during pre-work meetings.

Unlikely

Critical

Medium
New Technology Lack of familiarity with technology, inability to utilize and operate equipment

Possible

Critical

High

 Ensure all vendor personnel are trained in the function and operation of newer technology, equipment, and systems prior to implementation and utilization.

Unlikely

Critical

Medium

 

Download the Word version (docx) of this information and the Risk Assessment Matrix (pdf) to use with the Risk Assessment Worksheet (docx).

 

 

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NWCG Latest Announcements

2025-2026 Wildland Fire Leadership Campaign: "Leadership Levels" Now Available

Date: October 15, 2025
Questions? Please contact:
Leadership Committee

NWCG is excited to announce the release of the Leadership Committee’s 2025–2026 Leadership Campaign, themed “Leadership Levels.” This annual initiative offers all students of leadership and wildland fire management an opportunity to engage with essential leadership skills and knowledge needed to lead effectively in dynamic environments.

The campaign is structured into four quarters and may be completed at any time between October 1, 2025 -December 31, 2026. Leadership levels will be released quarterly.

Quarter One materials are now available on the Wildland Fire Leadership Development Program website and focus on Leadership Level 1, Follower (Self-Leadership).

References:

2025/2026 NWCG Leadership Campaign - Leadership Levels

Wildland Fire Leadership Development Program

Leadership Committee

Updated! L-280, Followership to Leadership (Instructor-led) Course

Date: October 3, 2024
Questions? Please contact:
Leadership Committee

NWCG is pleased to announce the updated L-280, Followership to Leadership (Instructor-led) course is now available. L-280 is intended for operational personnel at the Firefighter Type 1 level, and for individuals pursuing Leadership Level 2, New Leader. 

This instructor-led course is a primer on leadership and the second formal course in the Wildland Fire Leadership Development Program. It helps emerging leaders build the confidence, skills, and mindset needed to lead effectively in high-risk environments. 

For more information about leadership development and available courses, visit the Leadership Committee Web Portal.

References:

L-280, Followership to Leadership (Instructor-led)

Wildland Fire Leadership Development Program

Wildland Fire Learning Portal

Equipment Advisory 25-01: Pre-2006 Fire Shelter Degradation and Discontinuation of Use

Date: Sept 26, 2025
Questions? Please contact:
Equipment Technology Committee 

The Equipment Technology Committee (ETC) has released Equipment Advisory 25-01: Pre-2006 Fire Shelter Degradation and Discontinuation of Use. This advisory recommends all pre-2006 fire shelters should be removed from service by January 1, 2026.

This advisory recommends firefighters and fire managers to:

  • Inspect fire shelters immediately
  • Replace and destroy any pre-2006 shelters (identified by white or pink insert label)
  • Order replacements as needed

For further details, please refer to the complete advisory. 

References:

Equipment Advisory 25-01: Pre-2006 Fire Shelter Degradation and Discontinuation of Use

NWCG Fire Inspection Flowchart, PMS 411-1

NWCG Alerts

NEW! S-219, Firing Operations (Blended) Now Available

Date: Sept 11, 2025
Questions? Please contact:
Fuels Management Committee 

The S-219, Firing Operations (Blended) course is now available on the Wildland Fire Learning Portal. Developed through the Incident Performance and Training Modernization (IPTM) effort, this training supports individuals working towards Firing Boss, Single Resource (FIRB) incident qualifications.

This blended course combines online and instructor-led training to provide students with the knowledge and skills required to perform the duties of the FIRB, as described in the NWCG Incident Position Standards for Firing Boss, Single Resource, PMS 350-105.

Any changes to qualification pathways will take effect with the next update of the NWCG Standards for Wildland Fire Position Qualifications, PMS 310-1, scheduled for January 2026.

References:

S-219, Firing Operations (Blended)

NWCG Firing Boss, Single Resource Position Page

Wildland Fire Learning Portal