Accountability on a fireground or industrial site from incident beginning to end is key to personnel safety and survival

    The primary goal of a personnel accountability program is to ensure that the command structure on an emergency incident maintains an accurate census of personnel who are operating on the scene, supported by an effective method of ensuring rapid notification when a firefighter encounters a distress situation. Even with the current focus on personnel accountability, the creation of rapid intervention or response crews, and the introduction of technology such as Personal Alert Safety System (PASS) devices, we still all too frequently learn of tragedies where firefighters have died in the line of duty and were not recorded as missing until some time (in some cases hours) later. Some of these deaths are the result of sudden catastrophic occurrences that were totally non-preventable. It is quite certain, however, that had early notification of a distress condition been made, that prompt intervention could have saved some of these lives.

    A brief look at some startling statistics will provide some perspective to the problem facing departments across the nation. In the years 1985 through 1994, 173 firefighters died while performing operations inside structures. 113 of the 173 were caught or trapped inside a structure, 10 were killed in falls, and another 30 died because they got lost inside a structure. (Source: NFPA Journal, July/August 1995). The question that responsible and progressive leaders have to ask themselves is, "What real steps have I taken to address personnel accountability in my department?" Do you really try to achieve accountability on every emergency incident, or is your department one of those "paper tigers" that implemented a personnel accountability program mainly in an effort to comply with NFPA Standard 1500? Is personnel accountability a high priority in your department, or is it another one of those procedures that goes into the order book and onto the shelf after a brief review?

    The first and most important step toward achieving personnel accountability is an organization wide commitment. The chief of the department must take personnel accountability just as seriously as the battalion commander, the company officer, and the firefighter. The necessary resources must be earmarked, with priority status attached, if a program is to be effective. An aggressive training program, including entry level classes and in-service training and practical evolutions, must be aimed at teaching accountability as a skill. Universally, fire departments teach hose and ladder evolutions, forcible entry, hydraulics, etc., as skills that must be learned and practiced. Everyone within the organization must have a thorough understanding of his or her role and responsibility, at both the conceptual and practical levels on all incidents. There should be no question, by anyone within the organization of what is required of them, during both normal operations and in the event of a distress situation.

    For illustrative purposes, let's assume that during firefighting operations in a strip shopping center, that there is a sudden and unexpected roof collapse. If no one on the scene can identify the fire and rescue workers by name, along with the total number of personnel who are operating on the scene, how can a determination be made whether or not anyone is trapped inside the building. A best guess will not do. If the assumption is that there are 33 firefighters on the scene when there are really 37, four firefighters could be missing or in distress with no help on the way.

    The procedures that you select must be functional and easily managed. Regardless of the size or structure of your department, there are appropriate procedures that can be employed. There are many excellent models available through the National Fire Academy and state or local training academies.

    Contact other departments, and if their programs are effective, evaluate their procedures to see if any components can be tailored to your department.

    The Incident Command System or Incident Management System should define the roles and responsibilities of personnel at all levels. Again, this must be practiced on all incidents, from the routine to the complex. If a company officer does not know where his or her crew is on a small fire, chances are that this officer will have even less knowledge on the big one.

    An important step in achieving this is to eliminate free-lancing. Us old timers, who remember the days of filter masks and the cowboy approach to firefighting recognize the inherent danger of these practices. If we are to protect our most valuable resource - our people, we must account for their whereabouts at all times. This is true especially when the incident escalates and firefighters are in greater jeopardy! Anything less is unacceptable.

    Incorporate a roll call and search procedure. Define the role of the back-up, or rapid intervention crew, and ensure that everyone knows what to do if they are assigned this role. Making it up as you go is no longer acceptable!

    PASS devices are a critical element of any accountability program. They are designed to signal an alarm when a firefighter is in distress or immobilized which will assist in pinpointing the exact location of the victim. Of the 173 firefighters who died in structures between 1985 and 1994, only 7 had a PASS that was activated. Another 6 had a PASS, but did not turn it on. Choose a PASS that is reliable and that firefighters trust. There are several available on the market - test them and buy one that works. If you are only concerned about price, the trade-off may be firefighter safety.

    Personnel accountability, with proper emphasis and attention, is achievable. Taking aggressive steps to achieve this goal will save lives!!!

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