**Tactical Decision Game (TDGS)**

**for the**

**Battlement Creek Fire Staff Ride**

**[Stand 1]{.underline}**

**[Location:]{.underline}** T56 Crash Site

**[Leadership Elements:]{.underline}** Command Presence

**[Date:]{.underline}** July 16^th^

**[Time:]{.underline}** 0855

**[Training Objective:]{.underline}**

Given the following scenario, participants should apply current
procedures and policies in organizing for an incident within an
incident.

**[Scenario:]{.underline}**

Air tanker T56 and a Bell 206B Jet Ranger helicopter are the initial
attack complement for the Grand Junction BLM. By the evening of July
15^th^, there are three helicopters and three air tankers assigned to
your fire on the Grand Junction District, Airtanker T56 is one of those
three air tankers. On July 16^th^ Air tanker T56 is again assigned to
your fire.

You are the Incident Commander and you have just heard word that an air
tanker may have crashed on the south end of the fire. What immediate
actions would you initiate for managing this incident within an
incident?

**[Facilitator Notes:]{.underline}**

The intent of this TDGS is to generate discussion regarding the
responsibilities of an IC to manage an accident on an incident. Some
pertinent things to consider may include:

-   Allocation of resources

-   Who would handle the incident

-   What areas or evidence to protect

-   How to handle risk management concerns

-   Psychological reaction of others on the fire

-   Downed aircraft procedures

-   The concerns regarding the Rulison Project and their influence on
    the overall operational plan and suppression strategy

**Tactical Decision Game (TDGS)**

**for the**

**Battlement Creek Fire Staff Ride**

**[Stand 2]{.underline}**

**[Location:]{.underline}** The Cattle Guard

**[Leadership Elements:]{.underline}** Fatigue and Stress

**[Date:]{.underline}** July 16^th^

**[Time:]{.underline}** Day shift to night shift transition

**[Training Objective:]{.underline}**

Given the following scenario, participants should consider how to manage
risks associated with extended shift operations.

**[Scenario:]{.underline}**

You are day shift Sector II Boss (DIVS) on July 16^th.^. You have two
hotshot crews on your sector that have been firing the cat line from the
rock bluff to this location. Up to this point firing efforts have been
successful with a strip of 60 to 80 feet burned along the line. It is
now 2030 and darkness is approaching.

You have been notified by the nightshift Line Boss (Operations) that you
will be assuming the role of Sector II Boss for the night shift and will
have 4 Type II hand crews assigned to your sector. The Line Boss further
informs you that he would like you to hold the cat line and continue
burnout operations along the road to the west. He advises you that you
can use the two day shift crews to continue the firing operation.

It is now 2100 and the burn out along the road is not progressing as
well as the burn along the cat line. The Line Boss is calling you on the
radio for an update on progress and to reemphasize the importance of
completing the burn out. What will you tell the Line Boss?

**[Facilitators notes:]{.underline}**

The idea behind this TDGS is to generate a discussion on fatigue
management in the era before work / rest guidelines and how that might
impact the human factors on the Battlement Creek Fire.

Some other follow-up discussion for this TDGS:

-   Effective firing methods and when firing may cause more harm than
    good?

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-   What are some alternatives that one might suggest to the Line Boss
    for the evening operations?

**Strategic Discussion Point**

**for the**

**Battlement Creek Fire Staff Ride**

**[Stand 3]{.underline}**

**[Location:]{.underline}** Looking into the 16^th^ Bowl

**[Leadership Elements:]{.underline}** Situational Awareness

**[Date:]{.underline}** July 16^th^ and July 17^th^

**[Training Objective:]{.underline}**

Following this discussion participants, should be able to describe the
observed fire behavior on July 16^th^ and how that related to fire
behavior on the following days.

**[Discussion Points:]{.underline}**

What are some key factors that influence fire behavior in brush fuel
types?

With the given conditions and observed fire behavior on July 16^th^,
what key elements should be considered regarding strategy and tactics
for the following operational period(s)?

**[Facilitators notes:]{.underline}**

The purpose of this discussion point is to focus on the use of fire
behavior observations and patterns from previous burning periods in
order to anticipate future fire behavior.

On the day of the 16^th^ fire behavior was characterized by intense
surface and crown fire and hooking uphill runs. Fire whirls were
observed later in the day, with runs occurring around 1600-1700. The
fire ran from the road (west) to the top of the bowl (east) in 20
minutes. Locals reported widespread frost a month prior to the fire and
current fine dead fuel moistures where at about 7% and live fuel
moistures in the 166-194% range.

Facilitator may want to reference the LCES poster that depicts the
similarities of the 1949 Mann Gulch Fire, the 1994 South Canyon Fire,
and the 2003 Cramer Fire.

**Strategic Discussion Point**

**for the**

**Battlement Creek Fire Staff Ride**

**[Stand 4]{.underline}**

**[Location:]{.underline}** The Observation Point

**[Leadership Elements:]{.underline}** Human Factors

**[Date:]{.underline}** July 17^th^

**[Training Objective:]{.underline}**

Following this discussion, participants should have an increased
awareness of the significant human factors that influenced the events
during the 1976 Battlement Creek Fire and how these lessons relate in
today's wildland fire service.

**[Discussion Points:]{.underline}**

What significant human factors do you think influenced decision-making
on this fire?

Are the human factors that influence firefighters today similar or
different that they were in 1976?

**[Facilitators Notes:]{.underline}**

This discussion point is an opportunity to address cultural changes that
have occurred in the wildland fire service since the 1970s.

In addition, this is a good point for participants to share relevant
events from the past.

**Tactical Decision Game (TDGS)**

**for the**

**Battlement Creek Fire Staff Ride**

**[Stand 5]{.underline}**

**[Location:]{.underline}** The Helispot

**[Leadership Elements:]{.underline}** Communication

**[Date:]{.underline}** July 17^th^

**[Time:]{.underline}** 1100

**[Training Objective:]{.underline}**

Given the following scenario, participants should consider past
accidents or near miss events in regard to current policies for
Appropriate Management Response.

**[Scenario:]{.underline}**

You are the Superintendent on a hotshot crew. You and your crew arrive
at this helispot at approximately 1100 hours. Yesterday there was
extreme fire behavior in the bowl to the north. Today your assignment is
to improve the line to the south, which ties into the rock bluff.

You hear word that another hotshot crew is trying to clean up the line
below you by lighting the fuels to increase the depth of the black on
the line in another Sector.

What communications do you initiate?

**[Facilitators notes:]{.underline}**

The idea behind this TDG is to generate discussion on Appropriate
Management Response:

-   Would you still implement your assignment even if you knew that the
    management objectives for suppression of this fire are suppression
    at minimum cost, considering firefighter and public safety and the
    values to be protected?

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-   How do you properly refuse unnecessary risk?

-   How do you measure the resource values of public and private
    concerns?

**Tactical Decision Game (TDGS)**

**for the**

**Battlement Creek Fire Staff Ride**

**[Stand 6]{.underline}**

**[Location:]{.underline}** Anywhere near the Flag

**[Leadership Elements:]{.underline}** Command and Control

**[Date:]{.underline}** July 17^th^

**[Time:]{.underline}** 1430 - 1500

**[Training Objective:]{.underline}**

Given the following scenario, participants should be able to describe
their role as a supervisor directly involved in a line of duty death.

**[Scenario:]{.underline}**

You are the Squad Leader on a hotshot crew in charge 14 crewmembers and
you are assigned to do line improvement work. The Crew Superintendent,
the other Squad Leader, and 2 crewmembers are conducting a firing
operation, some distance away from you, between the rock bluff and the
upper helispot. A third Squad Leader and another crewmember are located
on top of the rock bluff, they are posted as lookouts. You have been
directed to move your line improvement squad to the safety zone because
of incoming airtankers

Shortly after reaching the safety zone, the Superintendent informs you
by radio that his burnout squad is trapped and unable to join you in the
safety zone because they are cut-off by a wall of flames. His voice on
the radio is calm without any hint of panic, and you interpret this to
mean they are only temporarily cut-off from the safety zone. You begin
to witness erratic winds with smoke and flames cresting the ridge where
you last saw the Superintendent and burnout squad. After 20 minutes you
become very concerned about the well-being of the burnout squad and
cannot raise them on the radio. What actions do you take next?

> .

**[Facilitator's Notes:]{.underline}**

First observe a moment of silence for the men who lost their lives in
this spot.

Some other follow-up discussion for this TDGS:

-   Fire shelters were not mandatory for personnel to carry at the time
    of the fire. The Mormon Lake Hotshots had fire shelters but because
    of their weight, they were left in camp that morning, a common
    practice at the time. Had they carried their shelters during this
    assignment, would that have made a difference?

-   After the burn-over occurred, how would you re-integrate the
    remainder of a crew into the search for victims, treatment of the
    wounded, or the location of the dead? Or should you?

**Alternate Strategic Discussion Point**

**for the**

**Battlement Creek Fire Staff Ride**

**[Stand 6]{.underline}**

**[Location:]{.underline}** The Flag

**[Leadership Elements:]{.underline}** Leading in a crisis

**[Date:]{.underline}** July 17^th^

**[Time:]{.underline}** 1430 - 1500

**[Training Objective:]{.underline}**

Following this discussion, participants should have an increased
awareness of their potential roles in the aftermath of a line of duty
death.

**[Discussion Point:]{.underline}**

Solicit observations from the group regarding their perception of their
own role if they were involved in a tragedy like the one that happened
here. The following is a brief list of roles to consider:

-   Line Officer responsibilities

-   IC responsibilities

-   IMT Command and Staff responsibilities

-   Single Resource Boss responsibilities

-   Other resources responsibilities

-   Notifications

-   Evidence protection

-   The fire and who deals with it after the tragedy.

**[Facilitator's Notes:]{.underline}**

First observe a moment of silence for the men who lost their lives in
this spot.