MAKING TIME FOR TRAINING
VOLUNTEERS CORNER
Is there enough time for training in volunteer and on-call fire departments? We had better take advantage of the available time, because the alternative—being unprepared—is not acceptable. The challenge for departments is to balance training programs with emergencies and other department activities so that members are not overburdened. Keep in mind that fire service activities are competing for time with firefighters’ family members, work, and leisure activities. Since emergency activities and responses are not controllable, busy departments must do what they can to control the additional demands training often places on firefighters’ time. This can be a difficult balancing act for departments—to make sure they offer sufficient training while not overwhelming members by placing excessive demands on their time.
Not long ago training in volunteer departments was not such a big deal; there w ere fewer requirements; Firefighters learned on the job and attended drills that were not always organized and often were as much social events as they were training sessions. But times have changed. Once you have all of this information, establish a schedule for an entire year or longer, if you can. Lay it out visually so you can see the demands you are placing on your members. Adjust your schedule, bearing in mind that the department needs to be realistic when scheduling activities for members. This scheduling process will help you address the demands that training and other activities place on volunteer firefighters and will allow you to plan accordingly.
Firefighter certification, officer certification, EMS training, continuing education credits, and hazardous-materials training now require much time and effort on the part of volunteer and on-call firefighters. Much of this training is required by law or is implied because of the potential liability of failure to train.
SETTING UP A TIMETABLE
To respond to this demand for training and still protect members from training “burnout,” departments need to develop a plan. First, you need to communicate with department members. Find out what their concerns are and involve them in the planning process. This can be done through representation and committee work. Some issues that may be raised include the balancing act between training and personal time, the necessity of training, and the quality of training.
Make a list of all the training you feel is necessary. Once you’ve done that, divide it up into two categories—required (what you need to know) and elective (what is nice to know). Required work includes that which is necessary to maintain licensure (continuing education, which generally applies to EMS training but in some cases may be required to maintain firefighter or officer certification), training required by law (for example, hazardous-materials training required by OSHA), and drills and other exercises required to maintain the skills and professionalism of your members. In most communities, the actual number of fires is decreasing, which indicates to the fire service that it needs more practice to maintain basic skills. Also consider training and education that help in the development of your members—prepare firefighters for future advancement and promotion.
Then compile another list containing all other department activities that take up members’ time. Include recruitment activities; public fire education; maintenance of stations, apparatus, and equipment; and activities unique to volunteer departments.
Finally, keep in mind your requirements for emergency response and the average amount of time you require members to put in to provide the service for which they were hired.
ENSURING QUALITY TRAINING
Most of the members have a finite amount of time to commit to training. They generally look for quality training so that their time is well spent. In developing the plan and ultimately delivering the programs, make sure you are doing the best you can to deliver competent, quality training programs.
Once you have established a schedule that is reasonable and that members can live with, you must take steps to ensure quality in all of your programs. The most important step is to provide professional and competent instructors. If you don’t have any in your department, you must develop them. If you have them, use them and give them the proper resources to do the job adequately.
Conduct all training with specific objectives in mind and in accordance with established standards. Most training can be accomplished with inhouse instructors, but you may find the occasional use of guest speakers or instructors from other departments beneficial. Outside speakers also will help provide variety and a different perspective.
Training is an extremely important part of all fire departments. As the fire service continues to change, adapt, and provide more services, the requirements for training will continue to grow. Volunteer and on-call departments must be cognizant of this fact and decrease the burdens placed on members by the additional training requirements. Look for creative ways to balance all of the components necessary for a complete training program.
