On The Job - Missouri

Shortly before sunrise on Sept. 13, 2007, Warrenton, MO, Fire Protection District firefighters were dispatched to 2299 South Spoede Lane in Warrenton for a commercial first alarm. The building was a 10,000-square-foot warehouse and office serving as the headquarters facility and distribution center for the Warrenton Oil Company. The company employs more than 470 people and operates 29 convenience stores, 31 car wash bays, 12 food operations and two hotels.

The first calls to the dispatch agency reported there was dense smoke and flames emanating from the building's roof area. Warrenton Fire Chief Michael Owenby arrived on scene within minutes of the initial dispatch, established command and confirmed the reports of heavy fire venting from the roof on the east side of the warehouse, where it joined the office space. First-in Engine 1420 was positioned at the southwest corner of the building and laid 300 feet of supply line from the hydrant on the south side of the building. Ladder truck 1422 was positioned at the front of the building to protect the office space and to make an attempt to ventilate the roof in the area of the fire. A second alarm was struck within 10 minutes of the arrival of the first units.

A commercial first-alarm response brought Warrenton Fire Protection District Engines 1420, 1414 and 1430, Heavy Rescue 1426, Ladder 1422, Wright City Fire Protection District Engine 9714 and Chief 9700, Marthasville Fire Protection District Engine 2113, Hawk Point Fire Protection District Engine 6514, Wentzville Fire Protection District Engine 9814 and Battalion Chief 9806, and Lincoln County Fire Protection District 6414. The second alarm brought Warrenton Engine 1411, Wentzville Engine 9834, Chief 9800 and Assistant Chief 9802, O'Fallon Ladder 9142, New Melle Engine 8934, Air Supply 8999 and Chief Officer 8900.

The building was known to contain quantities of motor oil, lubricants, solvents, paper products and other materials to support the operations of Warrenton Oil's convenience stores. The duty officer for the St. Charles, Warren and Lincoln County Haz-Mat Team was promptly notified and a full response of the team was requested. The Hazardous Materials Sector Officer 9802 also requested a full response of the St. Louis County Haz-Mat Team to provide air monitoring around the building. The building was in an industrial park, so no residential areas were affected, but several businesses were located downwind and were advised to shelter in place as large clouds of dark black smoke billowed into the air. The hazardous materials response teams were also charged with containing and testing the runoff water to minimize the impact on the environment. With the assistance of local contractors and City of Warrenton Public Works, two earthen overflow dams were constructed in the water runoff area. There were reports the smoke cloud could be seen from as far as 25 miles away.

The nature of the contents of the building led command to determine that a substantial supply of foam was going to be required to fully extinguish the fire. As an addition to the second-alarm assignment, the St. Charles, Franklin and St. Louis County foam supply units and task force were requested. Due to the potential of structural collapse and the heavy dense smoke from the petroleum and plastic products stored in the building, sector and safety officers were assigned to all four sides of the building very early in the incident to monitor crews and building conditions.

One hour into the incident, a third alarm was struck to bring additional units to the scene for manpower as more of the contents started to burn and it became obvious that the structural integrity of the building was beginning to fail. Large portions of the roof were starting to collapse and the side walls began to bow outward. The Missouri Region C Mutual Aid Incident Support Team was also requested to respond to the scene to assist in managing the incident.

Foam Operations

On arrival, St. Louis County units were assigned to establish foam operations for suppression purposes. This group would work under the Haz-Mat Branch commanded by Chief 9802. Group leaders were 4404 and 3302. Unit 2253 was designated as the foam-pumping apparatus due to its ability to pump finished foam from up to six outlets. Additionally, it used a foam injection system (instead of an eductor system), which allowed foam operations regardless of the diameter or length of the attack lines. A five-inch water supply line was established to 2253.

Roughly estimating the size of the building at 100 by 80 feet, a foam flow of approximately 800 gpm was estimated (100 x 80 = 8,000 square feet x 0.1 gpm per square foot = 800 gpm). This flow was estimated for a maximum 45-minute period for a total of 36,000 gallons of finished foam product (800 gpm x 45 minutes). Based on this figure, a total of 1,080 gallons of foam concentrate would be needed -- 36,000 x 0.03 (3% mixture for hydrocarbon-based fluids) = 1,080 gallons. Unit 4499 had 500 gallons and 3356 had 400 gallons. This amount in combination with 2253's onboard status brought the total of on-scene foam concentrate to approximately 1,000 gallons.

Two ground monitors flowing between 300 and 350 gpm each were deployed in addition to a 2½-inch handline flowing approximately 250 gpm to achieve the approximate flow of 900 gpm. The ground monitors were positioned at a large overhead door on the south side of the building and the handline was placed at a man door on the south side of the building near the area where the warehouse joined the office building. Two three-inch lines supplied the ground monitors and a separate 2½-inch line was used to supply the handline.

Foam operations were established at Engine Company 2253 using a "pick up" tube and large trash container to achieve the proper size container of foam concentrate. This was needed to supply the concentrate to the injector system on 2253. All foam was removed from units 4499 and 3356 and placed in this area in preparation for use. Foam operations commenced and within a short time an approximate 900 gpm foam flow was established.

The area of immediate concentration was in the center section of the warehouse, where several 55-gallon drums were visibly venting due to overpressurization. This area was surrounded by a large body of fire in what appeared to be a "pooling area." After approximately 15 minutes of flow, this area began to subside. At this time, one ground monitor ceased operations and was moved to an overhead door opening on the west side of the building. This enabled foam application from another angle and enabled penetration to other areas of the building.

Foam application from this approach (two streams from the south side of the warehouse and one from the west side) continued for approximately 20 minutes. This brought the bulk of the visible fire under control. At this time, both ground monitors ceased operation and the 2½-inch handline was used to continue application to visible hot spots. Reapplication of the foam blanket took place approximately one hour later using one of the ground monitors. This was done to assure no re-ignition would occur and also aid in overhauling hot spots. It required the use of Boles Fire District foam concentrate from its trailer bulk tank and 55-gallon drums. The two ground monitors were removed from service and replaced with two 1¾-inch handlines to continue with overhaul operations. Large-caliber hoselines were drained and rolled for transport.

Engine 2253 was replaced with a Warrenton Fire District engine using an in-line eductor system to continue any needed foam flow for the duration of the overhaul operation. Foam concentrate from St. Louis City Fire units was unloaded and left on hand for overhaul operations. All units from St. Louis County were released by Warrenton Command and returned.

Efforts to save the office space were successful and most all of the belongings were salvaged with a minimum of smoke or fire damage. The fire was brought under control at 9:10 A.M., overhaul operations were complete at 8:41 P.M. and the remaining units returned to quarters. The building owners hired private security through the night and into the next day to prevent anyone from entering the area.

Lessons Learned

The placement of several apparatus came into question approximately halfway through the incident. Several large containers of flammable materials failed at once and the burning liquids came rushing from the building. Were it not for the quick action of the apparatus engineers, these two trucks could have become involved in fire. Even though the apparatus were placed uphill and upwind from the fire building, the large amounts of water being flowed into the building and the size of the containers (300-gallon carboys) became a factor. Also, it is extremely important to know the contents of the commercial building in your response district. Even though firefighters had a general idea of the contents, a complete inventory and quantities were not known. It is imperative to the safety of firefighters, the public and the surrounding community that these factors be determined beforehand so that adequate safety measures and evacuation plans can be addressed. There are several schools in the area that may have been affected had the wind shifted direction.

A staging area was established, in the parking lot, on the southwest side of the building, uphill and upwind from the runoff water and smoke from the fire building, for incoming apparatus and an EMS sector was established for rehab. While this parking lot was initially determined to be an ideal location, it was eventually blocked by hoselays to apparatus working on the fireground. It became extremely difficult to get apparatus and equipment to and from the scene later on in the incident. Also, several EMS units became blocked by the hoselays and had they been needed to transport from the scene, it would have been almost impossible.

The rather seamless integration of the command process and interaction of the more than 20 departments that responded was outstanding. Our area has been very fortunate to have strong working relationships with the surrounding departments and a well-organized mutual aid program. Individuals recognized where issues might develop and they were discussed immediately, addressed, assignments were made and carried out. Knowing where to get the necessary resources was particularly beneficial. It is estimated that over 1,500 gallons of AFFF foam was used during the entire operation. Knowing where to get that quantity and having the capability to deliver it onto the fire in high volume was one of the reasons the fire was brought under control so quickly.

MICHAEL OWENBY is fire chief of the Warrenton, MO, Fire Protection District. STEPHEN V. RINEHART is deputy chief, Training and Special Operations, for the Maryland Heights Fire District.