Fire Captain Assessment Center Assessment Elements
FIRE PROBLEM EVALUATION RUBRIC Size-Up
Size Up: Situation assessment must clearly identify the nature of the incident, problems
presented, and hazards to responders.
Excellent (5): Problems were clearly identified within the size-up report (or subsequent
updates). Initial strategies and tactical assignments clearly addressed the major problems presented by the incident
Acceptable (3): Most of the problems were clearly identified within the size-up report (or
subsequent updates). However, initial strategies and tactical assignments clearly addressed all of the major problems presented by the incident.
Unacceptable (1): Neither the size-up report (and subsequent updates) or initial strategies or
tactical assignments addressed the major problems presented by the incident (i.e. failure to identify and address visible or possible occupants).
Value, Time, and Size: Strategic decision-making must be driven by value, time, and size.
Value is based on the presence of savable victims (first) and property (second). Time is based on fire development and impact of fire on structural supports. Size is expressed in terms of fire flow requirements (and the ability to meet those requirements).
Excellent (5): Strategic mode, initial strategies and tactical assignments reflected
consideration of value, time, and size. Value, time, and size were clearly articulated during the transfer of command briefing.
Acceptable (3): Strategic mode, initial strategies and tactical assignments reflected
consideration of value, time, and size. Value, time, and size articulate when prompted during the transfer of command briefing.
Unacceptable (1): Strategic mode, initial strategies and tactical assignments did not
accurately reflect value, time and size.
Incident Action Plan
Strategic Mode: Selection of an offensive or defensive strategic mode is driven by the stability
of the structure, resource requirements, and availability of those resources. Transition from defense to offense (or offense to defense) may be appropriate based on changing value, time, or size or requirements for two in/two out.
Excellent (5): Strategic mode (offense, transitional, defense) was consistent with value, time,
size, available resources, and procedural requirements (i.e. two in/two out). Most effective strategic mode used based on incident conditions and available resources.
Acceptable (3): Strategic mode (offense, transitional, defense) was consistent with value,
time, size, available resources, and procedural requirements (i.e. two in/two out).
Unacceptable (1): Strategic mode was not consistent with value, time, size, available
Strategies: Strategies must address the problems presented by the incident and be consistent
with the strategic mode.
Excellent (5): Strategies (as evidenced by tactical assignments) were consistent with the
major problems presented by the incident and strategic mode. The candidate clearly articulated strategies in the transfer of command briefing.
Acceptable (3): Strategies (as evidenced by tactical assignments) were generally consistent
with the major problems presented by the incident and strategic mode. The candidate articulated strategies when questioned during the transfer of command briefing.
Unacceptable (1): Strategies were inconsistent with the problems presented by the incident,
failed to address one or more major problems, or were not consistent with the strategic mode.
Tactics: Tactical assignments must be achievable and based on identified strategies. Tactical
assignments must address problems in order of importance based on the incident priorities (life safety, incident stabilization, and property conservation).
Excellent (5): Tactical assignments were achievable and addressed the problems and
potential problems presented by the incident in order of importance.
Acceptable (3): Tactical assignments were achievable and addressed the problems presented
by the incident in order of importance.
Unacceptable (1): Tactical assignments were not achievable by assigned resources, did not
address major problems presented by the incident, or addressed major problems out of sequence with the incident priorities.
Safety: Command is responsible for the safety of responders as well as exposed, and potentially
exposed civilians. Critical safety hazards must be communicated to responders and tactical assignments must address the safety of both responders and civilians.
Excellent (5): Tactical assignments reflected an awareness of critical safety hazards (i.e.
scene control, lightweight construction involved in fire, collapse zone, etc.). Critical safety hazards were communicated to responders. Tactical assignments maintained crew integrity. Met two in/two out requirements and provided a RIT. RIT tasked with proactive measures to ensure the safety of operating companies.
Acceptable (3): Tactical assignments reflected an awareness of critical safety hazards (i.e.
scene control, lightweight construction involved in fire, collapse zone, etc.). Tactical
assignments maintained crew integrity. Met two in/two out requirements and provided a RIT.
Unacceptable (1): Tactical assignments failed to address critical safety hazards (i.e. scene
control, lightweight construction involved in fire, collapse zone, etc.). Communication.
Size-Up Report: The size-up report identifies the nature of the incident and problems presented
to later arriving companies and command officer(s).
Excellent (5): Size-up report specified who was making the report, actual incident location,
building or incident description (i.e. two story residential, lightweight wood frame
possible occupants, etc.). Established Command and specified location and provided
additional information in a supplementary size-up report following reconnaissance (i.e. 360o if possible).
Acceptable (3): Size-up report specified who was making the report, building or incident
description (i.e. two story residential, lightweight wood frame construction, etc.), and
problems presented (i.e. fire on Floor 1, Side A; smoke throughout, possible occupants, etc.). Established Command.
Unacceptable (1): Size-up report failed to provide building or incident description, problems
presented, and to establish Command.
Tactical Orders: Tactical orders must clearly communicate what action is to be taken, where it
is to occur, and who is to perform it.
Excellent (5): Tactical orders followed the order model. Orders clearly and concisely
specified the action required and location it was to be performed. Orders clearly specified reporting and/or supervisory relationships and additional resources assigned (if applicable).
Acceptable (3): Tactical orders followed the order model. Orders specified the action
required and location it was to be performed. Orders specified reporting and/or supervisory relationships and additional resources assigned (if applicable).
Unacceptable (1): Tactical orders were unclear.
Reports on Conditions: Request for reports on conditions are a critical element of the
Department's accountability system (knowing how long the resources working for you have been in the hazard zone and if they are OK and making progress). Reports on conditions are also central to the tactical benchmarks of All Clear, Fire Under Control, and Loss Stopped (Recall).
Excellent (5): Reports on conditions were consistently requested from resources no later than
10 minutes after assignment inside the hazard zone (unless a report is received prior to that time). Reports on conditions requested if incident conditions change significantly (i.e. worsening of smoke conditions after initiating interior operations). Completion of tactical benchmarks communicated to Dispatch (if applicable).
Acceptable (3): Reports on conditions were requested from resources no later 10 minutes
after assignment inside the hazard zone (unless a report is received prior to that time).
Unacceptable (1): Reports on conditions not requested.
Incident Organization
Organizational Structure: Organizational structure must provide for unity of command and an
effective span of control. In addition, organizational structure must be consistent with application of NIIMS ICS. Use of consistent terminology (i.e. Divisions are geographic and responsible for all operations in that area unless otherwise specified, Groups are functional across geographic boundaries, etc.)
Excellent (5): Organizational structure maintained unity of command and an effective span
of control. Organizational elements and terminology was consistent with the application of NIIMS ICS and were based on strategies and tactical requirements. Organizational structure
implemented in anticipation of developing incident conditions (i.e. early use of Divisions in a multi-story commercial or apartment building).
Acceptable (3): Organizational structure maintained unity of command and an effective span
of control. Organizational structure and terminology was consistent with the application of NIIMS ICS and were based on strategies and tactical requirements.
Unacceptable (1): Organizational structure failed to maintain unity of command, an
effective span of control, and was not consistent with application of NIIMS ICS.
Resource Management: Command must provide the appropriate number and types of resources
to accomplish the strategies and tactics that the incident dictates.
Excellent (5): Anticipated the resource needs of the incident and maintained staged resources
to meet those needs. Command utilized ICS positions to help manage those resources (i.e. established an incident base, staging area and rehab area).
Acceptable (3): Was able to staff tactical assignments when needed. Requested additional
resources prior to commitment of all initial alarm resources.
Unacceptable (1): Command was unable to forecast incident needs and provide resources to
meet tactical requirements.
Accountability: Command is responsible for assuring that supervisors know: Who is working
for them? Where they are? What they are doing? How long have they been doing it? Are they making any progress?
Excellent (5): Took positive steps to assure accountability (i.e. used job aids such as:
Command Board; Passports; Unit Roster; etc.) Initiated PAR when required (i.e. Change of strategic mode, Lost or Missing Firefighter, etc.)
Acceptable (3): Answered the five accountability questions following transfer of command
briefing.
Unacceptable (1): Unable to answer the five accountability questions following transfer of
command or failed to initiate a PAR when required.
Command Presence
Command Presence: The Incident Commander must be in control of themselves as well as the
resources being managed.
Excellent (5): Established command and communicated the plan of action in a calm and
confident manner (i.e. highly poised). Maintained effective ongoing control of incident operations and responded to changing incident conditions effectively and in a proactive manner.
Acceptable (3): Established command and communicated the plan of action in a calm and
confident manner.
Unacceptable (1): Presented a significant lack of confidence in communicating the incident
action plan. Did not gain control of incident operations or lost focus during the incident and was unable to reestablish control of ongoing operations.
Fire Problem Controller/Role Player Briefing
Overview of the Fire Problem
The fire problem is intended to assess the candidates ability to assess incident conditions, develop an initial action plan, communicate that plan to responding companies, and manage incident operations until the arrival of a Command Officer.
General Description: The church complex occupies the entire block bounded by East Powell Boulevard (on the south), Linden Avenue (on the west), 2nd Street on the North, and Juniper Avenue (on the east). The church is accessible on the south, west, and north from the parking lot. The east side of the church is accessible from Juniper Avenue.
The Building: The building is a 90 x 180, single-story, “L” shaped, wood frame church with a full basement. The basement has an exterior access on east side of the church and two interior stairways (one located on the west side of the wing and the other on the north east corner of the wing).
North Side from the NW Corner (North Side faces NE 2nd Street)
NE Corner (Ease Side faces NE Juniper Avenue)
South Side (from SW Corner, South Side faces East Powell)
Fire Suppression System: Automatic sprinkler system with single inlet (partial coverage, basement only). The fire suppression system is not a significant factor in this problem.
The Fire: First Alarm assignment is dispatched for a reported structure fire at 795 East Powell, 1800 hours on a Sunday. The caller reports smoke from the front of the church.
Resources: Initial dispatch is a First Alarm assignment consisting of 5 Engines, 1 Truck, 1 Chief, and 1 Squad/Air Unit. The Second Alarm is 3 Engines, 1 Truck, and an additional Chief. The Third Alarm is 3 Engines, 1 Truck, and an additional Chief
Preplan: Preplan Number 1486 provides limited information on this occupancy.
Conditions: Upon arrival a large volume of gray smoke is visible from west and east sides of the building. Smoke is beginning to darken from the center window on the west side and a greater volume of dark gray to black smoke is visible on east side. At this point the fire involves a substantial area at the rear of the sanctuary and flashover is imminent.
Water Supply: The two closest hydrants are on NE Linden Avenue at East Powell Boulevard (double outlet hydrant) and on NE Juniper at 2nd Street (triple outlet hydrant). Additional hydrants are located on East Powell Boulevard to the east of the incident location and on NE Linden Avenue to the north of the incident location. Water supply in the area is estimated to be approximately 2500 gpm.
Additional Information/Changing Conditions: Shortly after arrival, the smoke increases in velocity and begins to darken to black. If a company is committed to Floor 1 (i.e. from the west) they report intense heat, and no effect from their hoseline (assuming a flow rate of 300 gpm).
Note: This problem is intended to provide the candidate with a marginal situation in which either offense or defense may be the appropriate initial response. It is anticipated that candidates may initially choose an offensive strategy. If so, they should quickly recognize that a shift to defense is necessary based on reports from companies tasked with interior operations (or potentially observations by RIT).
PREPLAN
(ONLY BASEMENT SPRINKLERED) E POWELL DOWN DOWN MAIN HALL STA IR S DO W N FDC G E 100' HYD 200' HYD 90'