BY BRIAN KIMBERLY
In 2004, the Houston (TX) Fire Department (HFD) began an officer development program to train all current officers and members eligible to operate in that position. The program is divided into three modalities: chief officer (CODC), company officer (ODC), and newly promoted officer (NPO). We formed a committee of officers representing different geographical locations and shifts and began writing a curriculum. At the same time, the department was conducting its annual aircraft rescue firefighting (ARFF) large-scale certification drill. At the postincident briefing, we observed that participating officers and chief officers vigorously debated the various strategies and tactics employed, while the firefighters were busy examining the insides of their eyelids.
A theory arose from this that task-level activities are fundamentally the same at a single-alarm house fire as they are in a jumbo jet runway crash: If you can stretch hose and catch a hydrant at a house fire, you can stretch hose and catch a hydrant anywhere at any time, provided you receive the appropriate directions. The difficulty in large-scale or unusual incidents stems from the tactical- and strategic-level decisions accompanying these tasks.
As a training division, we considered how we could train the officers and chief officers on the strategic and tactical decision making without the expense, time, and staffing that large, full-scale drills require. Essentially, the committee was seeking a way to eliminate the task-level events as well as to increase the repetitions so more members could experience different positions in a shorter time. This was the start of the HFD’s first venture into simulated training.
DESIGNING THE SIMULATOR
Once we identified a need and had the training vehicle to deliver the program, the CODC program, we researched how to construct the simulator itself. From the beginning, we understood the core concept of delivering visual media to participating members to which they would react together with simulated radio traffic. However, multiple hurdles included finding a facility, creating a delivery method, and obtaining the funding to do any of this.
Knowing that without a facility the simulator could not exist, the committee worked on that first. One of the initial principles identified involved using a current chief officer’s vehicle as it is deployed in the field in the simulation. This would allow the trainee to use his workstation, including any tactical boards, preincident plans, and any other command material available, and would keep the simulator current with the changes made to the command vehicle. Finally, and at the time the most important, it helped lower the project’s startup costs.
Since we would drive a field command vehicle into the simulation facility, it would need a roll-up door. We chose a building on our training academy grounds that served as a part-time cascade building and began renovations.
We created a simple design that separated the command vehicle from the division officers using PVC pipe for framing and draping over it fabric sewn by a firefighter’s wife (photo 1). Using lumber, we constructed four side-by-side division/group booths to display all four sides of a structure using separate monitors (photo 2). To conserve space, the control area was built above the division/group booths (photo 3).
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| (1) Photos by author. |
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Having solved the facility problem, the committee moved on to the problem of delivering the media. After several less-than-productive meetings with the city’s information technology department, we decided to use DVD players to deliver video to each individual monitor. As the DVD chapters were advanced, the fire would intensify and extinguish. This proved invaluable in accomplishing two objectives: removing IT from the equation and greatly reducing the startup costs.
An additional concept employed was creating an immersive environment. We painted the entire building interior black and installed theater lighting and surround sound to simulate the stress inherent at actual incidents. From a training standpoint, it was important that trainee decisions were made under the conditions as close to “real” as possible.
In the CODC curriculum, we also included a stationary command post simulator, complete with fireground noises, lighting, and the subtle use of a smoke machine. It also featured portable radios and an intercom system to serve as face-to-face communication. It allowed the instructors to emphasize the advantages of a stationary command post.
FUNDING
After creating the delivery plan, we had to consider the bottom line issue of funding. Initially, we directed all our efforts toward minimizing costs and reducing the staffing required to operate the facility. Staff members loaned much of the original equipment such as monitors and DVD players to build and demonstrate the concept to command staff personnel.
Remember, in securing funding, a working model will get you a lot farther than just a drawing on a napkin. We quickly identified another funding source—delivering the training, including the simulator, to surrounding agencies and industry. This allowed us to recover costs and fund equipment upgrades/repairs. With a functioning simulator and curriculum designed, the CODC committee began delivering the training.
TRAINING LESSONS LEARNED
We learned many lessons from the initial simulator training conducted. Some members expressed initial concerns about how chief officers would react to criticism and evaluation from their peers. We solved this through creativity by using a Las Vegas theme. We nicknamed the simulator facility “Vegas” and adopted the motto “What happens here, stays here.” This enabled trainees to relax and fostered a total learning environment vs. an environment of fear, which greatly facilitates adult learning and self-critiquing. We emphasized the theme with multiple Las Vegas signs, scrolling lights, and the playing of Elvis Presley songs ad nauseum.
This proved worthwhile. Although it eased anxiety, it did not eliminate the peer pressure aspect of simulated training. Peer pressure is much more effective in encouraging better performance than any pressure applied by the staff. At no time has the simulator been used as a punishment; trainees are not disciplined for substandard performance. This is extremely important to emphasize when starting simulation training. Such training must gain members’ acceptance as a learning tool to be effective.
We also learned that the scenario simulation experience must be as realistic as possible for learning to take place. If a trainee makes a mistake during simulated training, he will tend to blame the simulator, often saying, “In real life, I wouldn’t have done it that way.” This impedes learning. To ensure realism, none of the scenarios was scripted. For each scenario (e.g., Mayday mitigation, water supply, ventilation problems, and so forth), we established objectives, and the scenario would unfold as the chief officer responded to issues as they arose. Since each scenario was unscripted, it could have multiple variations and could increase or decrease in complexity, depending on the chief officer’s experience and performance.
However, it is vital to never “drown” a student. Scenarios should never destroy a student’s confidence; the objective should always be to make the student a better officer, not just make the simulator crew look smart.
The initial simulation’s effectiveness was the most important lesson learned. We received extremely positive feedback from the outset, leading to wider acceptance within the department and more learning. The simulated training translated to the field, which should be the ultimate goal. Lessons learned in the simulator were implemented on the fireground and vice versa. The HFD had officially entered the world of simulated training and experienced its benefits.
OFFICER DEVELOPMENT CENTER
In 2006, because of the success of the original simulator, the HFD approved funding to construct a $2.6 million, 10,000-square-foot Officer Development Center (ODC) to exclusively house the simulator and its programs (photo 4).
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Completed in January 2009, the facility was opened to the department and surrounding areas. The ODC houses the state-of-the-art simulator that uses custom software and hardware to deliver a total immersion experience. This includes the command center from which the simulated scenario originates (photo 5); the chief officer’s vehicle on-scene simulation (photos 6); and the division/group booths (photo 7), where each division/group officer trainee handles his particular responsibility. Interestingly, despite the technological advances and funding, many of the original concepts developed in a converted old cascade building remain its strongest features.
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STARTING YOUR OWN PROGRAM
- Start slowly and within your means.Determine the number of members you wish to train and how frequently. Develop a budget and research your available options. Contact other departments that may already do this training and find out what worked for them.
- Formulate a plan. Creating just a simulator will not be successful. You must have a training plan and a specific purpose for using a simulator. You will get the maximum benefit out of a simulator if you use simulations to enhance the training curriculum. This also avoids the “we’re just playing a game” mentality.
- Seek acceptance from your members. If your firefighters appreciate the value of simulation training, the benefits will increase dramatically. This is the type of training that firefighters will look forward to or, at the very least, thank you for on the way out.
- Know the actual cost of the training. A simulator that requires six staff members to operate will not be successful in the long term simply because it will not be cost effective. Sharing a simulator facility with area departments or other responders is an excellent way to reduce the financial impact on your department.
- Strive for realism. Employ simple techniques to help create an environment. Often, just turning off the lights can greatly increase the sense of realism for the participant. The greatest compliment you can receive about your simulator is hearing members talk about the fire they made after completing a simulation.
- Use it frequently. To be cost effective, the simulator cannot stand idle. A flexible simulator can train everyone from your new hires to your veteran chiefs. Explore other simulation scenarios to expand your target audience—e.g., ARFF, ship fires, and mass-casualty incidents.
Simulation training is a proven, valuable tool not only for the HFD and its surrounding communities but also for many other departments around the country that are also using some form of this training. New technology is emerging every day to help your department begin simulation training, and many valuable resources are already available. Already, there is a movement among departments using simulated training to share resources, effectively reducing costs and preventing unnecessary duplication.
As more and more experienced members exit this country’s fire service, simulation training will be an invaluable method for addressing this departure of experienced members. If considering this type of training, don’t wait—get it started. Reach out to your neighbors in the fire service for their feedback to make your department better and improve service to your community.
BRIAN KIMBERLY is a nine-year member of the Houston (TX) Fire Department, assigned to the Professional Development Division, which is responsible for training all fire department personnel. He has written multiple programs and is responsible for curriculum and course design. Kimberly is a Texas Commission on Fire Protection certified instructor II, teaching locally and nationally.
