Engine Company 7 pulled out of its quarters on South Jefferson and headed north. The 75-foot quint was booked first-in on a reported warehouse fire. The driver maneuvered through traffic and turned left into Chouteau Avenue. The warehouse was six blocks a way, yet flames were visible in a large column of smoke. "Engine 7 to Fire Alarm, heavy smoke and flames visible from Jefferson and Chouteau. Give me a second alarm."

The other first-alarm companies heard the transmission and prepared for a firefight. The column of smoke could be seen for miles, signifying a multiple-alarm fire was about to take place.

"Car 802 on the scene. I have a four-story warehouse heavily involved. Give me a third alarm."

Car 801 and the deputy chief (Car 810) were booked in on the first alarm. Both chief officers responded from headquarters. They could see the fire building in the distance as they crossed the Jefferson Avenue viaduct. The first-alarm companies set up according to standard operating procedures and began to fight the fire. The second- and third-alarm companies were dispatched to a staging area a few blocks west of the fire scene.

Car 802 set up his command post on a vacant lot across the street from the fire building and radioed his position, "Car 802 to fire alarm, I'll be Chouteau Command, the command post is across the street on side 1." He had his hands full as fire ignited on the fourth floor of the warehouse, but he knew help was on the way. He grabbed a first-alarm worksheet and went to work.

In short order, the deputy chief arrived and conferred with both 801 and 802. This would be an outside stand with the protecting of exposures on sides 3 and 4 the first priority. Thus far, the initial setup was going according to standard operating proced ures. Two 75-foot quints were already throwing water to protect exposure 4, as Hook & Ladder 6 began to make a raise to protect exposure 3.

The deputy reviewed the first-alarm worksheet started by 802, pulled out a multiple-alarm worksheet and went to work. He called staging and requested the command post unit meet him on the lot. He assigned 801 to sides 3 and 4 and took command of the fire. 802 was placed in charge of sides 1 and 2. Both battalion chiefs were requesting resources that quickly depleted staging. "Chouteau Command to Fire Alarm, give me the fourth alarm."

The deputy moved into the command post unit and was met by two staff officers from fire department headquarters. He positioned the worksheet for everyone to see as the staff officers made the command post operational.

This worksheet is designed for use during large incidents involving more than eight companies or 30 firefighters. Courtesy of St. Louis Fire Department

The second-alarm battalion chief (Car 804) was relieved as staging officer by a staff officer and reported to the incident commander. 804 was assigned to the most serious exposure building on side 3. This was a five-story building standing across the alle y. Car 804's job was to keep the fire out of this building. He needed to ensure that the fire department connection for the sprinkler system was supplied and to check for fire extension inside the building. He requested two engines and a heavy rescue squa d from command. "Fire Alarm calling Chouteau Command. You're at your 20-minute MARC (member accountability roll call). Provide a progress report. The time is 2:35 P.M."

The incident commander (IC) acknowledged the request from Fire Alarm. He took a look at the fire building and then at the worksheet. He had a rough sketch of the fireground, but needed more information. He instructed one of the staff officers to walk the perimeter of the fire and sketch the apparatus and water supply layout. The other staff officer announced to all sector officers, "Stand by for a MARC in three minutes." "Chouteau Command to Fire Alarm. I have a four-story wood and brick warehouse – heavily involved. We're in a defensive mode. Accountability in progress."

Each sector officer did a head count of his company and reported back to the command post when polled. All personnel were accounted for including those companies assigned inside the exposure buildings. This information was relayed to Fire Alarm.

The staff officer returned and drew the incident diagram on the worksheet. Thus far, apparatus positioning and water supply looked good. The chief of the department arrived on scene as part of the roof caved in sending fire brands skyward. He approached t he command post flashing five fingers signifying he wanted the fifth alarm.

Eventually, the fire required six alarms, bringing 25 quints, two heavy duty rescue squads and three medic units to the scene. Counting officers, staff and support personnel, there were now 125 firefighters battling the blaze.

The IC working an operation of this size must be a leader, possessing fireground knowledge and good management skills. Using the incident command system (ICS) certainly gets the IC going in the right direction. Sectoring the fireground is a good first ste p. Command and control are a must. But it takes more than the ICS to bring a large fire such as this to a safe and successful ending. A well-thought-out strategy using sound tactics is important. Likewise, overall fire ground safety and firefighter accoun tability play an important part, too.

NFPA Standards
How does the incident commander keep track of all this at a fast-paced incident such as the multiple-alarm fire described above? The National Fire Protection Association (NFPA) has some answers for us in two of its standards regarding incident management and firefighter safety:

• NFPA 1500 – Standard for Firefighter Health and Safety. This is a comprehensive document which deals with all aspects of safety and health in the fire service. Pertaining to accountability, this standard requires that an accountability sy stem be utilized at all emergency incidents, and that the incident commander establish and use an accountability system. Located in Chapter 6 of the Standard, under Emergency Operations, Section 6-3, Accountability, this standard states, "The fire departm ent shall establish written standard operating procedures for a personnel accountability system in accordance with Section 2-6 of NFPA 1561, Standard on Fire Department Incident Management System, and that provides for the tracking and inventory of all me mbers operating at an emergency incident."
  
• NFPA 1561 – Standard for Fire Department Incident Management: This is the standard which deals specifically with the nuts and bolts of running a well-managed emergency scene, including accountability of ALL firefighters. This standard req uires that the incident commander maintain an "accountability and inventory worksheet" from the beginning to the end of an incident.
  

A properly designed worksheet is the hands-on tool of the incident commander. Like other parts of the incident command tool box, the worksheet should be expandable to meet the needs of a particular incident.

You can have more than one type of worksheet. Since the management needs on a small incident are far less than on a major multiple alarm fire or a hazardous materials incident, the need for functional worksheets becomes apparent.

The worksheet pictured in this article is designed for use at large incidents, one involving more that eight companies or 30 firefighters. The worksheet is divided into several functional sections, with each having a specific purpose.

Going back to the fire at the beginning of the article, when the deputy chief assigned his battalion chiefs to sectors, this was recorded in the lower left side of the worksheet under "Incident Control Sectors." In the boxes you can list all the pertinent information the IC needs for management and accountability, i.e., the officer in charge, the sector location, radio channel for contact and the units assigned to that sector.

On the right side of the worksheet general information about the incident can be logged, along with the outside agencies or individuals that have been notified and are on the scene. A brief description of the incident should be logged which includes what' s burning and where it might spread. Accountability roll calls can be logged along with weather conditions. All of these parts of the worksheet are there to remind the IC to do or monitor these very important items.

Along the top of the worksheet are checklists which include the "safety checklist," "ICS checklist" and "fire/rescue checklist." At a large-scale, fast-moving incident as the one described, can an IC really remember all of these things? To ensure safety a nd proper operation, airline pilots run through checklists before every flight and they are working in a low-pressure environment. We should do the same. You probably will not miss anything important if you have a good checklist.

The "incident diagram" section provides an area where a drawing can be made of the incident scene. This should include the fire building and the placement of apparatus. The "notes" section can be used for many different things including the companies that responded, whether they are committed or in staging (the slash through the number), evacuations conducted, etc.

This worksheet is designed to grow with the incident. The key to success, however, is to actually pull it out and use it. Unfortunately, in today's fire service one of the most feared tools is a pencil. It is hoped the desire to run a large emergency safe ly will help overcome any fear in using a worksheet. Discounting the fact that the NFPA mandates the use of incident worksheets, one would have to admit that it would be pretty hard to foul up a fire using one.

We recommend that worksheets be made of paper. While dry-erase or magnetic boards are also functional, you cannot save them for future reference. Our worksheets become part of the permanent record and fire report. Such items as sector officer designations , apparatus locations, task assignments and safety issues are all on file for future reference.

"Chouteau Command to Fire Alarm. Will hold. All members are accounted for. Companies will remain on the scene for sometime overhauling."