**[Initial Facilitator Information---NOT TO BE SHARED WITH
STUDENTS]{.underline}**

**Title: Accounting for Assigned Resources / Fairground Fire**

**Author(s):** Jason Class Carson City District BLM

> Dan Mitchell Carson City District BLM

**Target Audience:**

Incident Commander Type 3

**Training Objective:**

Given the following scenario, players should establish command and
control with all resources on-scene. This can be used as a drill to
discuss Standard Firefighting Orders #8 and #9 and Watch Out Situations
#5 and #6. Players should verbally communicate their decisions to the
appropriate individuals.

**Resources Referenced:**

-   **Type 3 Incident Commander**

-   **Type 4 Incident Commander**

-   1 Type 3 Engine (E-7135)

-   1 Type 6 Engine (Brush 13)

-   1 Type 1 Handcrew (Purple Sage Hotshots)

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**[SCENARIO INFORMATION TO BE SHARED WITH STUDENTS]{.underline}**

**Facilitator Briefing To Student(s):**

Fire environment conditions:

Temperature 92 degrees

Relative Humidity 11%

Winds calm (up-slope / up-canyon)

Some cumulus build-up

You are an Incident Commander Type 3 responding to the Fairground Fire.
It is a possible arson fire adjacent to a subdivision. You arrive on
scene at 1530; your physical position is on a dirt road at the base of
the mountain. This is the approximate point of origin.

The fire is 25-30 acres in brush, scattered Pinion / Juniper
(approximately 10 trees per acre). The fire is burning moderately at the
top 1/3 of the hill.

You observe E-7135 working the left flank, a volunteer engine parked at
the head of the fire, Brush 13 milling around by structures unsure of
what they are doing, and the Purple Sage Hotshots have just arrived
on-scene in their crew vehicles. There are several assorted personal
vehicles with non-fire personnel. The Incident Commander Type 4 you
relieve is beyond his ability and you receive no briefing from him.

You have 5 minutes to determine a course of action and prepare any
communication contacts you think are necessary.

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**[ADDITIONAL INFORMATION FOR FACILITATOR ONLY]{.underline}**

**Facilitator "Murphy's Law" Suggestions:**

The "Murphy's Law" suggestions listed below can be added as "What ifs"
at any time during the scenario to raise the stress level of the leader.
You can also use one of your own:

-   Self-appointed Staging Area Manager

-   Communication problems, i.e.\>resources using different radio
    frequencies

-   Home owners hindering operations

-   Non-requested dozer operator appears

-   Jurisdiction arguments between forces

-   Dispatcher that is over-demanding regarding fire information/status

**Facilitator's Notes:**

The TDGS should focus on the Incident Commander Type 3's ability to
communicate and insure resource accountability. In the scenario, the
player is faced with an emerging fire that has no consistent command.
With the response of multiple agencies there is a tendency to free
lance. The top priority for the new Incident Commander should be the
safety of all personnel on the incident by insuring LCES is in place and
everyone is aware that this Incident Commander has taken command and
control of this incident.

It is the facilitator's responsibility to control the flow of the TDGS
by applying constant pressure to the player that is in the hot seat (ICT
3). This may differ due to the experience of the Incident Commander. The
incident is in initial attack transfer of command between Incident
Commanders. The players are from multiple agencies.

It would be more efficient to have the facilitator act as a role player
to aid in the game. This TDGS is designed to use a lot of role players
and prompts. Use the references in Murphy's Law.

The scenario will end when the player has established resource
accountability of the incident and has established appropriate
communication with all resources assigned to the incident.

In this TDGS, the player's actual tactical decisions are not as
important as the decisions and process used to establish communications
with all resources assigned to the incident. The player's ability and
tactics used to gain control and accountability of his/her incident is
the primary objective. The AAR should focus on "why" the player made the
choices they made in establishing communication and accountability. Once
the why has been confirmed the discussion can move to the "how."

**After Action Review:**

Conduct an AAR with focus on the training objective. Use the AAR format
found in the Incident Response Pocket Guide to facilitate the AAR. There
are four basic questions in the AAR.

1.  What was planned?

2.  What actually happened?

3.  Why did it happen?

4.  What can we do next time?

TDGS shouldn't have a single solution, keep the focus of the AAR on what
was done and why.

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