Paper & Pencil Accountability: Using Incident Worksheets

The fire occurred on a Tuesday morning at 9:35. The captain of Engine 5 reported "smoke showing" as he directed his 75-foot quint into the parking lot of the medium-size manufacturing plant.

Plant employees were evacuating the warehouse area as the rest of the first-alarm companies responded to the fire scene. These companies took up positions per department standard operating procedures (SOPs). The first-in battalion chief (car 801) reported a working fire inside the plant with "one 2 1/2-inch handline off at this time."

After driving around much of the plant perimeter checking the building for smoke and fire spread, the battalion chief set up his command post on the lot near a security shack. From this position, he was able to see most of the front of the building and the fire activity on side 2, where Engine 5 was operating. Attaching a first-alarm worksheet to a clipboard, the battalion chief took command and went to work.

"801 to fire dispatch. I'll be Hogan Street command."

He started with the operations checklist. The first attack line was being handled by the crew of Engine 5. He could see them advancing their hoseline through an overhead door off a loading dock. Since this was a commercial building, any standpipe and/or sprinkler connections would be a top priority. He assigned the second-in battalion chief (car 802) to handle this and instructed him to inform command which company was supplying the system(s). In short order, car 802 verified the building was sprinklered and the system was being supplied by Engine 17.

The incident commander (IC) was told by the plant manager that all employees were out of the building and accounted for. Therefore, rescue was not a concern. Companies could now concentrate on other tasks rather than primary and secondary searches. This information was documented on his first alarm worksheet.

Truck 2 arrived on-scene and was instructed to park in front of the building and make a raise to the roof. They were told to look for fire extensions and if possible ventilate the roof over the fire. The driver of Engine 5, hearing Truck 2 ordered to the roof, automatically made a raise to the roof on side 2.

Engine 9 was second-due into the fire and arrived with Engine 8. SOPs called for Engine 9 to start truck duties while Engine 8 laid a supply line into Engine 5. Fourth-in Engine 17 put a supply line into Truck 2 and dry lined to the hydrant. They were also supplying the sprinkler system located in the front of the building. If this fire started to go bad, Engine 9's 75-foot aerial could also be placed in service quickly. (Authors' note: This tactic can be easily accomplished when utilizing the Total Quint Concept or a variation thereof.)

While a second hand line was being advanced, the IC quickly filled in the "Units at the Incident" section of the worksheet. Until the deputy chief arrived, car 802 would remain Hogan Street command. Car 802 would be interior sector. Engines 5, 9, 8 and 17 and Truck 2 were operating at their assigned tasks. The captain and two firefighters from Rescue Squad 1 were sent to the roof to help Truck 2. The squad captain was assigned as roof sector. The three other squad members went inside to assist the interior teams. Firefighter accountability was already taking place. The IC scanned the safety checklist.

By this time, the companies were working on the fireground channel. From his vantage point, the IC observed his firefighters in full protective gear and he felt comfortable with his apparatus positioning. He would set up a rehab sector momentarily but called for both utilities first, to have them check their service to the building. The structural condition of the building was not a concern at this time.

"Interior sector to command. We have at least three sprinkler heads activated. The fire is involving boxes of stock on pallets. The two hand lines are keeping the fire in check but we have a lot of smoke."

"Command clear interior sector. Do you need anything?"

"I'm sending the squad guys out to get some fans. We need more ventilation."

"Command is clear. Be advised there are overhead doors on side 4 which we are going to open as soon as possible."

"Command to roof sector. How are you doing?"

"Roof sector is OK. We have only been able to open a small skylight. There is a lot of mechanical equipment up here. I do not believe we can open the roof."

"Command clear roof sector. Be advised aerials have been raised on sides 1 and 2 for your safety."

"Roof sector clear."

"Dispatch to Hogan Street command. The time is 0955. You are at your first 20-minute MARC. Give us an update and account for all personnel."

With more than half of the first-alarm worksheet completed, the IC had a good handle on his fire. He already knew what companies were working at the scene and the location of most of his firefighters and their assignments.

A quick check with his sector officers would confirm everyone's location and safety. Interior sector (802) radioed that he was operating with Engines 5, 8 and 9. Three squad personnel were setting up ventilating fans. All his personnel were accounted for. Roof sector reported that Truck 2 and three members of the squad were coming off the roof. Engine 17 was operating as rear sector. They reported the rear, overhead doors were open and all their personnel were accounted for.

In less than two minutes, the member accountability roll call (MARC) was completed. The 28 firefighters at the incident were all safe. The IC went to the 20-minute MARC section of his first-alarm worksheet. He checked off his first MARC and entered the time of 0955 - The results: OK.

"Hogan Street command to dispatch. I'm, using two 2 1/2-inch handlines. The sprinkler system has activated. The fire is under control and all personnel are accounted for."

Without realizing it or consciously thinking about it, the IC had been meeting the requirements for firefighter safety and accountability - as spelled out in National Fire Protection Association (NFPA) Standards 1500 and 1561 - since the beginning of this fire. And this was accomplished 20 minutes into the incident using a simple first-alarm worksheet.

NFPA 1500 And NFPA 1561

NFPA 1500 - Standard for Firefighter Health and Safety 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 system be utilized at all emergency incidents, and that the incident commander establish and use an accountability system.

Located in Chapter 6, under Emergency Operations, Section 6-3, Accountability, the standard simply states: "The fire department 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 members operating at an emergency incident."

NFPA 1561 - Standard for Fire Department Incident Management is the standard which deals specifically with the nuts and bolts of what an accountability system should be able to do. The basic elements that an accountability system must include are:

1. Access to the scene must be controlled. Staging areas and entry control points are examples of this.
2. The IC must maintain an accountability and inventory worksheet from the beginning to the end of the incident. The worksheet pictured in this article works great.
3. Supervisors at ALL levels must know the locations and job assignments of those under their direct supervision. The incident command system and chain of command must be used at all times.
4. Your department should have a standard identification system for all members responding to incidents, and it must provide for a rapid accounting of those at the incident scene. Individual radio call signs should be assigned.
5. The system shall be able to account for those who respond to the scene on a fire truck and/or those who come in their own vehicle. Here is where the "Dog Tag" or company roster card containing everyone's name comes in handy.
6. The system shall be able to track what the companies or teams are doing and where they are at any given time. Worksheets and 20-minute MARCs are excellent for this.
7. The system shall be adaptable for special situations such as hazardous material incidents, confined space rescues or other hazardous areas where special protective equipment is required. This does not include firefighter's full turnout gear and self-contained breathing apparatus which is standard protective equipment. It is not considered specialized equipment.
8. The system shall include an evacuation procedure so personnel can be notified quickly to leave an area where an imminent hazard exists and a rapid accounting of all those in the area can be made. Radio calls and the sounding of air horns works great for this.

"Dispatch to Hogan Street command. The time is 1015. You are at your second 20-minute MARC. Give us an update and account for all your personnel."

"Hogan Street command clear. The fire is out. Engines 5 and 9, Truck 2 are overhauling. Other companies are picking up. All personnel are accounted for."

The IC reviewed his first alarm worksheet. He checked off the companies that would be returning to quarters and wrote a few comments in the notes section of the sheet. Then he called his dispatcher.

"Hogan Street command to dispatch. You can strike out this first alarm. Car 802 will be returning in service shortly."

The Worksheet

NFPA 1500 requires the IC to maintain an accountability and inventory worksheet at incidents. If properly designed, the worksheet can be a very useful tool for the IC.

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. The management needs on a small incident are far less than on a major multiple alarm fire. The information the IC needs to track at a hazmat incident is different than at a fire.

The worksheet pictured in this article (see page 126) is designed for the IC at a small incident, one involving up to six to eight companies or 50 firefighters. The worksheet is divided into five areas with each area having a specific purpose:

1. Operations checklist. This area list the 10 commandments of fire suppression. These are the tasks that must be completed at a working fire in order to have a successful outcome. Each task is listed with space provided for the IC to write in the company(s) or team(s) assigned to accomplish the task. This lets the IC know who is doing what.
2. Units at the incident. This area provides the IC with the information on "Who's at the fire?"
3. Safety checklist. This area lists the primary safety considerations for the IC at a working structure fire.
4. The 20-Minute MARC. This area is where the IC logs the time and outcome of the MARCs conducted at the incident.
5. Notes. This area provides space for the IC to make a drawing of the scene and log pertinent information about the incident.

This worksheet is titled "1st Alarm Worksheet" because it is just that. The first command level officer at the incident can begin using this worksheet. It is simple to use and can assist in managing and tracking what is going on. For most fires, this worksheet will be all that the IC needs.

When the situation requires more than six to eight companies, the initial response worksheet can grow into a multiple-alarm worksheet. This worksheet would be larger of course and more complex. That worksheet will be covered in a future article. For this article, we will stay with the first-alarm worksheet.

It is recommended that the incident worksheets used be made of paper. That way they become part of the permanent record or fire report. Such items as sector officer designations, apparatus locations, task assignments and safety issues can be recorded and filed for future reference.

"Hogan Street command to dispatch. All companies are picking up. We will be off the MARC. Car 801 in service, Engine 5A has the scene."

Frank C. Schaper, a Firehouse® contributing editor, is deputy chief of the St. Louis Fire Department. Gregg Gerner is the department's communications and special projects manager. Both are managing members of St. Louis Quint Concepts, L.L.C.