CREATING INTEREST IN TRAINING
VOLUNTEERS CORNER
All fire departments need continual training to learn new skills, hone old skills, and generally avoid what is known as skill degradation. “Why?” some may ask. “I’ve been a firefighter for years!” There is a simple answer. Too many lives depend on the firefighters’ ability to perform—their own, their fellow firefighters’, and those of the people they protect.
To assure this performance, training is necessary—from learning the basics to emergency medical procedures, specialized rescue, and hazardous-materials operations. Training sessions no longer involve merely sitting around the kitchen table and drinking coffee, a Sunday morning session with coffee and donuts, or a “boys’ night out” at the fire station. However, it is still the department’s responsibility to make training interesting, enlightening, and useful. It must be realistic in scope and build individuals into an efficient emergency operating team.
ELEMENTS OF TRAINING
Where does training start? It begins with good leadership that provides direction, encouragement, and motivation. Motivation may come from setting a good example; it can be based on competition; or it can stem from rules and regulations that set training requirements for probationary personnel, drivers, and officers. Peer pressure, monetary awards, and a desire to learn and advance also may motivate some individuals.
An excellent way to enhance training is to plan it well in advance. Break it up into segments—theory, participation, and activities. Involve the firefighters in teaching, demonstrating equipment, and overseeing the practice sessions of newer members. Many firefighters will excel when asked to develop material about a subject in which they are particularly interested. This way their knowledge benefits the entire department.
The primary objective is to develop a team that is proficient in performing a variety of firefighting skills. If your company or department does not have many calls, training becomes even more important in order to maintain interest and reinforce previously learned procedures. It is not necessary for a busy engine company to practice pulling its preconnected attack line, but how proficient are its members in using a 35-foot extension ladder? A rural department that works mainly off tank water should not neglect drilling with hydrants in town, and a suburban department should not forget the art of drafting. Train on operations that affect your local loss potential but are not used frequently. Sharpen up on the basics, especially those that you have not used for a while.
An important part of drills is to train as a company team. Company officers should be put in charge of their firefighters and given tasks to perform (for example, “Captain Davis, take Engine 4 and perform salvage on the second floor”). This works better than giving assignments to individuals. It prevents free-lancing at fires and helps chief officers get in the habit of giving orders to company officers, not individual firefighters. Officers who practice taking orders and directing their firefighters during drills will perform such functions better at emergencies.
Constantly practice the Incident Command System during drills and training sessions. Break up the assembled personnel into divisions, groups, strike teams, and task forces. With continuous use and practice, the emergency management system will become second nature when an actual incident occurs. Generally, fire departments react on the fireground the way they have trained. Constantly drilling as a company, following departmental SOPs, and using your ICS for emergency scene management will result in a smoother operation.
A simple way to keep training relevant is to set up simulated problems for the company to solve. This can be done on a training site or on existing buildings (with permission) when there is no formal drill ground. Evaluate companies and hold post-problem reviews. Videotaping the evolution can be very valuable. Stress what was done according to procedures, correct mistakes, and plan future training for subjects that need review. If the results show that procedures must be changed, do so. Evaluate basic evolutions for hose, ladders, salvage, ventilation, and so on. Consider tactical operations such as positioning, size-‘ up, and initial attack with respect to building size and occupancy. Are the individual members proficient in their skills? Did the company work as a team? Did the ICS work? You can answer a number of questions about your training program by honestly, reviewing a simulated exercise.
Another way to build interest in your training program is to provide some realistic competition. For example, time the companies for a particular evolution or SOP and compare times to determine the fastest. Establish parameters that all companies must follow to keep the competition fair. Do not allow shortcuts or nonfireground procedures. You can also conduct competitions by setting up a point system and having judges evaluate the performance of each company. Award plaques or trophies to the fastest time or highest score.
In general, personnel will be responsive to training programs that serve a useful purpose, involve participation, and keep the students’ attention. Good training programs don’t just demonstrate a skill; they teach the students to become proficient in performing the skill through interesting learning sessions.
