Question: What steps does your department take to prepare future officers?
When I was promoted to lieutenant, the city prepared me by handing me a list of books to study. That was it! After I learned, I finished fourth out of about 100. Then, my learning really started. Much of what I am today I owe to my dad, who mentored me as a retired chief of training, and to Lieutenant Ed Boos. Lieutenant Boos was not a favorite of the administration, but he was the best officer I ever worked for. After the lieutenants list was established, he had me do most of the lieutenant’s duties with him. I did the paperwork and the daily roster, filled out the journal, and did all the run reports. I did drills and training reports and also the inspection reports. I did all of them with Lieutenant Boos at my side. He didn’t just give me his work to do; he sat by me every step of the wayeven at 4:30 in the morning when doing a fire report for a false alarm. He wouldn’t go to bed and just let me do it. He sat there while I did it. On runs, if time and the seriousness of the incident allowed, he’d ask me what should be done. When I finally went out on my own, I felt pretty good about my skills. That was how I was prepared to be an officer. I don’t know what happened if you didn’t work for Lieutenant Boos. Thank God, I did.
John “Skip” Coleman retired as assistant chief from the Toledo (OH) Department of Fire and Rescue. He is a technical editor of Fire Engineering, a member of the FDIC Educational Advisory Board, and author of Incident Management for the Street-Smart Fire Officer (Fire Engineering, 1997) and Managing Major Fires (Fire Engineering, 2000).
Rick Lasky, chief,
Lewisville (TX) Fire Department
Response: We have a variety of ways of preparing our future officers. As soon as a firefighter or his captain feels a firefighter is ready to act out of class or bump up, a request is forwarded to that member’s battalion chief and the training chief. Once approved, a firefighter who, say, wants to move up to driver engineer, takes the following steps: (1) He takes a written exam using the materials provided by the training division. He must pass this test with a minimum grade of 80 percent (this is the minimum passing grade for all tests). (2) After passing the written exam, he takes a driving test on the training field. (3) After passing the driving test, the firefighter takes a progressive pumping evolution test. On completing and passing the above three tests, the results are forwarded to the assistant chief of operations, for his approval.
For the most part, the same process is followed for driver engineers who wish to act up as captain, except that they are tested on their abilities to respond to and operate at a structure fire and are given an “in-basket” exam, testing on several shift scenarios, situations, and problems.
The process for acting battalion chief is very similar, except that the structure fire is a more complex situationi.e., an apartment building or a warehouse type structureand the “in-basket” evaluation consists of a set of scenarios and problems that might occur on an entire shift. To act up as a battalion chief after passing the above three tests, the firefighter has to ride out with the battalion chief and his aide for five shifts; there are role reversals and a shadowing-type learning environment.
We provide a series of tactics and strategy classes for our new and current officers throughout the year, as well as a variety of other training classes and opportunities, including leadership training for all employees. A class developed by Battalion Chief Jerry Cunningham, “What It Takes To Wear the Red Helmet,” has produced some incredible results and has had an impact on the mentoring process for our officers. It’s our responsibility as leaders to make sure that our people are receiving the best training possible, the appropriate training for the level of supervision they hold, and the tools and instruments to do their job to their highest potential.
Ron Hiraki, assistant chief,
Gig Harbor (WA) Fire & Medic One
Response: My department took me in from a large metro fire department about five years ago. The new chief’s desire was to “raise the bar.” Members told me that their officer preparation or training was limited. We sent members to classes that make up an Officer Development Academy. Additionally, we have many smart and energetic members with a desire to expand their knowledge and their “comfort zone.” We also have several members with exceptional knowledge and experience in specific areas that have not been “tapped.”
Prior to our lieutenant exam in 2005, we offered a series of prep classes in (1) working through the exam’s tactical exercise, (2) role play, and (3) presentations. The classes did not “teach to the test” or include basic skills such as instructor I. The class was developed to hone skills and practice with feedback from a small group. In the presentations class, our public education specialist shared her knowledge and experience of four years as a certificated school teacher and eight years in the fire service. Our members learned about presentations, teaching, and prevention, and they received great feedback from a real pro. We now have a base of trained people who help each other.
I facilitate a monthly tactical clinic. I use a fire simulation computer program to present scenarios. The clinic is limited to six people, allowing “real” participation and reducing the fear of “goofing off” in a larger group. Sessions are informal. I buy a few pizzas, and we meet from 6 p.m. to 10 p.m. to do some ad-libbing and have fun. The great thing is that we have a good time and learn from each other.
David “Chip” Comstock Jr.,
chief, Western Reserve (OH)
Joint Fire District
Response:We expect our officers to be experts in the fire service profession. Experts are created by a combination of experience, education, and training. As a rural/suburban fire department, there is limited opportunity for firefighters to gain emergency scene experience. We have strengthened our automatic mutual-aid agreements, a move that has the secondary benefit of exposing firefighters to a greater quantity and variety of emergency situations on which to build their knowledge. Firefighters are also given the opportunity to act as company officers because of the volunteer nature of the organization. However, a senior firefighter does not automatically become the acting officer if we have identified certain firefighters who should be given the opportunity to obtain additional line officer experience.
To obtain experience in the administrative side of the fire department, we have created additional opportunities to participate in leadership roles. Specifically, we have created administrative/operational committees relating to all functions of the department, including budgeting; training; human relations; fire and EMS operations; health and safety; equipment and apparatus maintenance and purchasing; building construction and maintenance; recruitment and retention; public relations; and prevention, inspection, and investigation. Firefighters serve on these committees, which are run by lieutenants. The object is to provide line officers and firefighters with additional administrative responsibilities so that each member has an area in which he may gain some knowledge regarding fire department operations, in addition to those related to hazard mitigation.
With respect to providing educational opportunities, the fire district sends to various conferences as many firefighters as our budget will permit. Conversely, the district, for the past 10 years, has brought in many nationally known speakers to expose as many firefighters as possible to information they might not otherwise receive from a book, magazine, or video. We have found that firefighters pay far more attention to in-person presentations than any other format. When money has been scarce, we have joined with neighboring departments to cosponsor these seminars. Occasionally, we have sought and obtained private and nonprofit sources of funding for the seminars. Most of these seminars and conferences include topics that would better prepare our future leaders.
Finally, we provide as much hands-on training as possible within the department. Firefighters and officers on the training committee are responsible for planning, implementing, and evaluating the training the district provides. This process forces the officers and firefighters who are going to provide the training to increase their level of knowledge and skill, which makes each individual and the team as a whole more efficient and knowledgeable.
We also reward firefighters who have the highest combination of seniority, call response volume, and training participation with trips to seminars such as FDIC. Firefighters given the experience to attend FDIC are expected to return and share with their fellow firefighters the information they received at the conference. Again, we believe that this type of experience in teaching others helps refine the leadership skills necessary to become a company (and eventually chief) officer.
The fire district recognizes that the preparation of future officers is a long and deliberate process. Unfortunately, few firefighters are born with all the attributes that make extremely successful officers. However, all firefighters, regardless of natural ability and leadership skills, should be given the opportunity to gain the experience, education, and training to become a successful officer. From that point, once openings occur, the department uses a deliberate promotional process to select and promote the most qualified candidate for the job. For more on this issue, read “Promotional Exams for Company Officers” published in the November 2005 edition of Fire Engineering.
Thomas Dunne, deputy chief,
Fire Department of New York
Response: We begin to prepare our firefighters for promotion by first requiring a great deal of individual study. A huge number of procedures, tactics, laws, and other subjects must be mastered to score well in a competitive promotional exam. If the candidate scores high enough to be promoted, he will also receive a great deal of classroom training. Before a new officer can work in the field, he must complete a five-week first-line supervisor’s course geared to management principles, administrative matters, and firefighting topics.
A significant aspect in the transition from firefighter to company officer is the ability to “reinvent” oneself as a leader and supervisor. Removing the new officer from his normal firehouse work world for this five-week period also fosters development in this process.
Once the newly promoted officer is working in the field, his superiors monitor him. His administrative, firefighting, and management performances are evaluated four times during the first year. A battalion chief with whom he can confer and who can assist him in the learning process is assigned.
In addition, there is informal mentoring; I cannot say enough about its value. This is a process that never really ends. A firefighter or company officer can find personnel throughout his career with qualities he will want to emulate. Experienced fireground supervisors provide a wealth of knowledge and can set the standard for leadership.
A senior officer’s legacy should not be measured just by his daily accomplishments. The example he leaves for those who will assume leadership roles after he is gone is also invaluable.
Elby Bushong III, deputy chief,
Phoenix (AZ) Fire Department
Response: Our chief officers have designed and teach classes at the community colleges that help to prepare the candidates before the testing period. After the testing process, we have a class for all candidates on the promotional list for a position to which they will probably be promoted. The class’s main topics are tactics, station environment, EMS, customer service, and personnel issues. This class is approximately 40 hours long and is mandatory for all candidates.
Craig H. Shelley, fire protection advisor, Saudi Arabia
Response: Our department is fortunate in that being an industrial fire department and part of a major corporation, our officer candidates follow training and development policies for both the department and the corporation. Our officers must meet rigorous training standards for every rank/grade prior to becoming officers. Great-potential candidates receive associate and bachelor degrees to assist with their professional development. These degrees are in the fire service disciplines, with some obtaining engineering degrees.
Our corporation also sets standards for supervisory training in addition to fire department training to fire officer qualifications. Great-potential officer candidates may also be sent to a nine-month training program at one of the top fire service training facilities, where they achieve fire officer IV certification as well as a fire service leadership diploma. After appropriate training, officers are rotated throughout areas of operations to obtain experience in managing fire stations with a variety of response technicalities and hazards.
From my experience, it is important to have officers familiar with different response areas and become familiar with the varied buildings they might encounter. In an industrial setting, our officers may have familiarization assignments at various processing plants so they can handle an emergency situation more efficiently. In addition to certification and knowledge, fire officers must have practical experience in size-up and command and control. Whatever your department can do to expose officer candidates to this practical training/experience will greatly assist at fires and emergencies.
Lou Santiago, assistant chief,
Toledo (OH) Department
of Fire and Rescue
Response: In the recent past, we haven’t done much to prepare future officers. We relied heavily on present officers to bring future officers along. We understand this is valuable knowledge and experience being passed along, but we also realize that it’s not enough. We are working on an officer’s development curriculum. This curriculum will be academically based. We hope to have an optimal mix within that curriculum. It is also my hope that this curriculum will become a prerequisite instead of a post-promotion requirement.
Mike Bucy, assistant chief,
Portage (IN) Fire Department
Response: We use acting officers when the primary officers are off duty, so these members also need critical training. Our department has started targeting officers and future officers for specific needs training. We are also very active in finding “business” training classes. They give an outside view of how the world operates while providing “outside the box” thinking. We will be starting a “career track” program for all our firefightersnot just those in the officer position or poised to become officers.
We have already been using an “acting officer” program to help those interested in becoming better prepared for riding the seat. We target individuals for these programsnot just anyone can sign up. The current officers and the division chief of training have a huge say in who begins the program. We are always looking to improve on the current and future leaders of our corps.
Kenneth E. Morgan, battalion chief,
Clark County (NV) Fire Department
Response: We have an extensive training program for prospective company officers. The department requires candidates to be an engineer with seven years of experience with our department or a firefighter who has completed the engineer’s academy and has seven years in the department. They also must complete phase I: fire instructor I, and phase II: fire officer prep, including “Intro to Company Officer” and “Firefighting Tactics and Strategy.” All of these courses are taken at the College of Southern Nevada, for a total of nine college credits. This meets the fire officer 1 certification requirement set by the State of Nevada.
Phase III is the “Officer Candidate School,” a course developed by the training division to prepare the future officer for the issues and responsibilities of a company officer. This 70-hour-plus program covers topics such as fire investigation; technical rescue and hazmat awareness and command; tactics and strategy, including high-rise, single/multifamily, and commercial occupancies; and legal, ethical, and leadership issues.In addition, ICS 100, 200, and 300 are required. We constantly look for ways to improve the program to prepare our company officers. In the future, we are looking at a mentoring program, which will assign a mentor to each prospective company officer. Part of the mentoring program includes “senior rides,” where a prospective officer is placed in the “seat” and functions under real conditions while under the supervision of the mentor. We are also looking into a task book that will cover items essential for ensuring that the officer is prepared for the job.
William Shouldis,
deputy chief (ret.),
Philadelphia (PA) Fire Department
Response: Officer development is a major training initiative in the department. It is a “homegrown” program. In Phase 1, prior to promotion, the organization provides educational scholarships to members to attend fire science programs, while off-duty, at the community college and local universities. “Reward points” are added to a member’s test score for promotion, according to the type of degree earned. In Phase 2, after members are promoted, they attend classes, while on-duty, at the Philadelphia Fire Academy. New lieutenants attend for 80 hours; members promoted to captain attend for 40 hours. Instructors are from the Philadelphia Fire Department; technical experts teach the special programs. The Officer Development Program (ODP) deals with specific subject track categories: management, fire investigation, prevention, safety, and operations.
Greg Mundy, assistant chief,
Irmo (SC) Fire Department
Response: Our department has a senior firefighter program, which is a lead firefighting position that relieves as a captain once the rank has been obtained. Supervisors under whom the candidate works during the evaluation period keep a performance diary, which is shared with the panel for final consideration. All ranks must meet response and training requirements, or they may be temporarily or permanently relieved or demoted per the chief.
The senior firefighter must complete IFSAC firefighter 2, Preparation for Initial Company Operations, Strategy & Tactics for Initial Company Operations, Leadership 1, IFSAC fire officer 1, Building ConstructionCombustible, Incident Safety Officer, and I-300.
The candidate must have two years with the Irmo Fire District and three years in the fire service.
The candidate must be reliable; demonstrate consistency with the use of the chain of command (in the station and on the fireground); be proficient in the needed skills; have good attendance and be punctual for work and department events; and have leadership potential (be self-motivated, show initiative, assume additional responsibilities to assist and support the mission of the department, and have the ability to lead on the fireground or during emergency situations). The candidate must also be skilled at writing and documenting reports and public interaction skills.
At least 90 days before beginning the application process, the candidate submits a letter of intent to the supervisor, who would act as a mentor and formerly begin the mentoring/coaching process. Additional duties may be requested and assigned as needed. The Senior Firefighter Proposal form is used to document and track a candidate’s progress.
When a candidate submits a request for consideration, a Captain’s Board or Panel meets in conjunction with the regular captain’s meeting. The panel addresses issues that need clarification. The panel interviews the candidate and reviews the Senior Firefighter Proposal form and makes a recommendation to the chief. Applicants denied admission in the program may reapply within 90 days.
Daryl A. Rausch, chief,
Monroe (WI) Fire Department
Response:For many years, our department promoted largely based on years of service. In 2005, we developed paid-on-call and full-time officer work rules along with other standard operating guidelines (SOGs). We now identify senior firefighters (normally five-plus years) as potential officers based on participation and education levels, along with perceived and demonstrated abilities. These members are encouraged to participate in officer development programs, including fire officer 1 and fire instructor 1 certification, incident safety officer training (NFA or equivalent), driver operator-pumper and aerial training, as well as regional and state training seminars.
Members who complete the prerequisite courses are then assigned as crew leaders at various incidents and are monitored to see how effectively they perform. Mentoring along with continual feedback and encouragement are given to develop these individuals into our next generation of company officers. Ongoing education, especially outside training opportunities, is always encouraged and supported. If appointed as paid-on-call company officers, they must complete at least 32 hours of outside training every two years. Full-time officers must complete 80 hours of outside training every two years. This is in addition to all in-house training
Our officer work rules clearly spell out the minimum qualifications needed to apply for paid-on-call and full-time officer positions. We found in the past that firefighters would work toward certifications or further education only when they perceived a position may soon become available. The current work rules and recent appointments have made it very clear that it is no longer acceptable to expect promotion based solely on seniority.
Ed Herrmann, captain,
Boynton Beach (FL) Fire Rescue
Response: We placed the topic of preparation for advancement in our labor-management agreement (contract). This section includes a “Career Ladder” to which all rookie firefighters are introduced during their orientation days and that continues to guide them throughout their shift years. It contains hiring prerequisites and outlines of the accomplishments required to pass their first year of probation.
The next progression takes everyone through firefighter 1, paramedic, firefighter 2, operator/engineer, and firefighter III. During this progression, there are requirements for years of service and a minimum of eight specific college-level classes involving everything from pump operations to building construction and strategies and tactics. That is in addition to the year of paramedic school; the state medic test; departmental medic testing; ongoing required medical- and fire-oriented training; and, of course, our own Officer’s Candidate School (OCS).
During this series of OCS classes, the firefighter is oriented to information specifically geared to leadership tasks within our organizational structure. Topics include standard operating procedures (SOPs), policies, labor-management relations, the changing workforce, diversity, harassment, technical report writing, performance evaluation training, budget analysis and preparation, as well as several other department specifics.
Once the member has completed all of the above training and has finished six years on the job, he is eligible to sit for the lieutenant’s exam. The seniority requirement is reduced to five years if the member has completed a college degree in his spare time.
Rick Edinger,
division chief,
Chesterfield (VA) Fire & EMS
Response: We take a multifaceted approach to officer development. It begins with a tiered officer development program (ODP), which is a series of educational classes designed to develop new and incumbent officers for promotional opportunities. ODP level I consists of more than 200 hours of coursework for aspiring company officers, including tactical command, building construction, and firefighter safety training, as well as leadership-, management-, and administrative-related subject matter. ODP level II mirrors ODP I in length, but the content is more advanced and is designed for incumbent company officers desiring promotion to captain and battalion level positions.
After assessment testing, all lieutenant candidates participate in an Applied Leadership for Company Officers (ALCO) course. One day per week for 10 weeks, these personnel take part in an eight-hour instructional class designed to allow for the practical application of the knowledge, skills, and abilities acquired though the ODP coursework. These classes permit the continued development and practice of the leadership and management skills that will be needed when assigned as a supervisor in the operational environment.
Another initiative is the department’s First Line Supervisor’s School (FLSS). Each year the department brings all front-line supervisors together for one week of training and education. Similar in concept to EMS continuing education, this school permits the organization to continually train and develop personnel after assignment as officers within the organization. This allows for the introduction of new practices and the continued development of existing knowledge, skills, and abilities.
Matt Weil, captain,
North Oakland County (MI)
Fire Authority
Response: In recent history, we have gotten better in that we recognized that we had previously failed to prepare some of our current and recently past officers. I am adamant that current and aspiring officers are good and respected firefighters. They attend training above and beyond the normal weekly firefighter trainingfor example, fire officer I, II, and III; “Buddy to Boss”; books on leadership; videos such as Rick Lasky’s “Pride and Ownership”; FDIC sessions; and any book by Chief (Ret.) Alan Brunacini of the Phoenix (AZ) Fire Department. These are only some of the items I recommend. This material does not include any of the administrative thingsoffice machine 101, familiarity with word processing programs and e-mail; how to make a copy, and how to send a faxwhich are important, too.
Beyond the “formal” officer classes are informal things such as mentoring a junior or an aspiring officer and teaching the potential officers how to walk the talk, lead by example, know how and when to follow, and how to lead. We try to make every officer’s meeting not only a business meeting but also a training session.
The creation of “grooming” projects may be a better description. We place our excited and motivated firefighters in a position to show how well they can perform, how task-oriented they are, how much or how little direction they need, how well they lead their peers (team mentality and problem resolution skills), and how big their head swells when given this kind of task.
Current and aspiring officers must have motivation from deep down inside to do whatever it takes to do the job. They must perform at a much higher level than the average firefighter and be willing to make the sacrifice to train hard to get into and maintain the position.
George H. Potter, fire protection specialist, Madrid, Spain
Response: Would you feel confident under the command of officers who are not required to have fireground experience? If not, be sure not to get into the game here in Spain. Any architect, civil engineer, industrial engineer, or nearly any other university degree holder (except chemists or biologists) can participate in a Spanish fire service officer selection process. Chemists, biologists, and several other scientific careers are not recognized as adequate for fire service command. By the way, forestry and agronomy engineering qualify, as does the recently established workplace accident prevention degree.
There are no undergraduate university programs in fire safety/protection. In many of the architecture programs, some basic courses in fire behavior of building materials and national building codes are included, but they account for only a few credits. Any firefighters wanting to climb up through the ranks can reach levels that correspond more or less to captain in the United States, unless they have university degrees.
Recently, a very prestigious university in Madrid instituted a post-graduate (master’s degree) program in fire protection engineering aimed at the many hundreds of industrial and mechanical engineers, architects, etc., working in fire protection systems, engineering, and installations or the insurance business. Some municipal technicians and a couple of senior fire service officers have also enrolled in this program. However, this program was designed principally for the business technicians, not the public fire services. The University of Valencia has a postgraduate emergency incident management master’s program tailored to fire service officers and emergency managers of industrial and commercial entities. Again, to matriculate in these courses, you must have a degree in an accepted specialty.
After a recently graduated architect has passed the selection process, which includes a profound knowledge of the national constitution; complete domination of the regional language if he is trying to get into a slot in the Basque region, Catalonia, or Galicia; and a reasonably strict physical test, he gets his bars and dress uniform, turnout gear with lots of reflective stripes, and a shiny space helmet. More often than not, he is assigned to a station. There are a couple of department chiefs in medium to large fire departments who got their position from day one.
Fortunately, some major services do put their future officers on station and response crews for several months before giving them command responsibilities, but this is not so in all of the country’s fire departments. The Spanish Firefighters Association, along with several other professional organizations, is working with the Education Ministry to get a fire science program started at the university level. Curiously, opposition to this has come from certain areas in the Fire Service Officers Association.
John Morrison, captain,
Coeur d’Alene (ID) Fire Department
Response: My department gives a great deal of formal and informal training opportunities to firefighters who would like to promote to fire officer, as well as fire officers who would like to become better at what they do. The department offers an annual Fire Officer Development Academy; exceptional instructors with years of fire duty experience are brought in.
Many of our company drills generate discussion about strategy, tactics, safety, size-up, and communication. All of the aforementioned discussions help officers and officer candidates to grow in their roles. During these drills, junior members are sometimes asked to participate in the officer or incident commander role. This offers them a chance to think through strategy and tactics and officers to see the thought process of these junior members and whether the training we provide meets their needs.
We also send personnel to conferences, such as FDIC, and seminars all over the United States. Using this network for training has allowed us to bring back experiences from great fire officers from all across the country. We continue to seek better ways of providing this much-valued training in an effort to produce the best of the best.
Matthew Zemski, company chief,
Washington Township
Fire Department,
Gloucester County, NJ
Response: Our department provides a number of avenues for future officers to gain knowledge through books and hands-on training, internally and externally. Weekly company drills taught by current officers often provide firefighters with some tricks of the trade in a small group setting. Our department also sponsors two to three departmentwide seminars presented by nationally recognized speakers. This gives our future officers a different perspective on various topics and lets them realize that there is more than one way to do things. We also encourage the use of an online learning program to which all firefighters have access. The topics available on this site seem endless and provide future officers with a plethora of information, literally at their fingertips. Our department is also fortunate enough to send firefighters to a number of schools in the immediate area, along with a yearly trip to FDIC (awesome experience!).
The State of New Jersey also offers a fire officer I and II class, focusing on some of the intangible topics that were not addressed in past fire curriculums. Some of these topics include management principles, National Fire Protection Association standards, and dealing with the problem employee.
One of the most important components for preparing future officers is good mentorship. The aspiring officers need someone to look up to and to share with them as much knowledge as possible. A good combination of book information and “street” information from the more experienced officers seems to make the best officers.
Jay Wieners, chief,
Lake Hiawatha Fire Department,
Parsippany, NJ
Response: In our department, the active members elect officers annually. To be eligible for election, firefighters must meet certain criteria based on the rank they are pursuing. At a minimum, they must have completed and passed firefighter I, must have at least three years of experience, must have passed an approved fire officer class, and must be certified to New Jersey “Incident Management Level 1” (ICS 200, NIMS 700). Our aspiring officers have traditionally done a good job of expressing their interest in the job and being proactive in preparing themselves. This includes participation in drills and seminars, enrolling in academy classes, and keeping up-to-date with fire service periodicals.
When candidates for future officer positions are identified, our current officers informally take them under their wing and give them guidance. At drills, they are afforded the opportunity to be an acting officer during evolutions, giving them an opportunity to practice being a leader and a supervisor in a controlled environment. After gaining some drill experience, these firefighters fill in for officers in their absence during responses and may be assigned to lead a team when crews are split up on the fireground.
As they move up in rank, officers are required to complete more training and attain higher levels of certification. During drills, line officers are often given the opportunity to act in command roles and eventually fill command positions on the fireground.
We will continue to progress in the area of officer development. I anticipate that in the not-so-distant future, a department test will be administered to further identify the most qualified personnel for the officer positions.
Michael J. Lopina, lieutenant/
paramedic, Lockport Township (IL)
Fire/Paramedic Department
Response: The fire district formally gives us at least five shifts to shadow/be shadowed by another lieutenant at each of our five (soon to be six) firehouses. In addition, all officers have been required to attend and receive state certification in the 40-hour “Incident Safety Officer” class. All officers and those on the promotional list also have the option of attending a 40-hour hands-on live fire/RIT/problem-solving class sponsored by the Illinois Fire Service Institute at the state academy in Champaign, Illinois. All members in all ranks of the district have the opportunity to attend fire officer classes for state certification on their own time; the district reimburses the firefighter on completion. Although we receive more training than most in officer development, we are always looking for ways to improve and strengthen our program.
William Brooks Jr., captain,
Wallingford (CT) Department
of Emergency Services
Response:Our department is a combination department consisting of two career stations (approximately 60 uniformed personnel) and three volunteer companies with four stations (approximately 75 personnel). There isn’t currently a formal mentoring system to coach future officers, although it has been discussed.
On the career side, firefighters are promoted to lieutenant through a process that includes a written exam, an oral board, and a chief’s interview, after which the chief will promote (from a ranked list) the candidate he feels best merits the promotion. A similar process is used to promote from lieutenant to captain (shift commanders). Promotion to a chief officer position is similar but requires different prerequisite skill sets and experience and educational levels.
On the volunteer side, the process is a bit less formal. Promotion to an officer position (any level) is by election. Some firefighters interested in promotion to officer will take the time and hit the books, take classes, and so on, in preparation for advancement. A few will seek out a veteran officer and spend some time “picking his brain.” Others just take a shot and let it be known that they’d like to be an officer and try to get someone to nominate them at election time. It doesn’t result in the highest level of officer competency, but that is how many volunteer companies in this country operate. There are currently no prerequisites to becoming a volunteer officer other than being an active volunteer firefighter.
Jose M. Torres, battalion chief,
Santa Monica (CA) Fire Department
Response:Two years ago, our department took the proactive step of developing a battalion chief mentoring program. Chief officers developed the program to enhance the knowledge base of company officers interested in becoming future chief officers and also to provide a pool of qualified officers to assume an acting battalion chief position in the absence of a regular chief officer because of staffing needs or in an emergency situation, such as the initial response or immediate response of our regular battalion chiefs to a wildland fire in California Region 1.
Requirements include a minimum of three years of experience as a fire captain with the Santa Monica Fire Department (SMFD), completion of the California State Fire Officer Program, a minimum of an AA/AS degree from an accredited college/university, and an overall annual performance rating that at least demonstrates quality performance during the past three years with the department. In addition, the candidates should have successfully completed the California state-certified ICS 200 and ICS 300 courses and met the California Incident Command Certification System (CICCS) qualification for “Strike Team Leader Engine Boss” and “Strike Team Leader (STL) Trainee.”
Once selected to participate in the program, the candidate is issued a task book that contains a checklist of items under the following categories: Department Procedures, Emergency Operations/Procedures, Administration, and a final evaluation that details the candidate’s qualifications, training, and experience with the battalion chief position, duties, and responsibilities. The tasks in the book are verified and checked off by the battalion chief as they are completed. The candidate has one year to complete the task book, or he will have to begin the process from the beginning.
On completion of the program, the candidate is a qualified battalion chief and is a resource to the SMFD and an asset to the California Mutual-Aid system.
The SMFD is developing a captain’s mentoring program.
Rick Mosher, lieutenant,
Merriam (KS) Fire Department
Response: We lived in the autopilot mode for many years because no officers were preparing to retire. We have always required at least an associate’s degree in a fire-related field for promotion to master firefighter (grade III), the rank below lieutenant. This requirement prepared future officers for promotion to lieutenant and captain.
In the past four years, we have lost three senior officers in a fire department of 22 paid career firefighters; losing all that experience was a big shock to the department. About two years before the first retirement, we started a small officer development program using the International Association of Fire Chiefs’ recommended career advancement program. It was left up to the individual to seek classes and programs for fire officers. The motivated firefighters ran with the program; many used their own money for classes and programs. The unmotivated or entitlement firefighters sat complaining waiting in the wings for a miracle from above.
Now, we are turning in a different direction. Each month, leadership, tactical, and building construction articles are sent in a PDF file to each member of the officer development program. It is still up to the individual to read the articles. In the near future, review and discussion questions will be sent to the aspiring officers. If they do not participate, they will not be allowed to continue in the program. To be an officer, you need to be motivated and have a desire to learn. If these characteristics do not exist, we should not waste each other’s time. We have also aggressively begun to promote outside training opportunities to officer development members. The response has been positive. As we continue to build the program, we are planning to have in-house classes geared toward certain topics and books and maybe also a year-long officer academy. We are also planning to include outside instructors in our next fire officer I class. This will provide specialized expertise for each module.
The other component of the program is to have each member act as the officer while still at a grade II firefighter level. The officer must present and mentor the member through verbal and written evaluations. This prepares the member for promotion to master firefighter (grade III), the qualifying rank for serving as acting officers. Candidates for master firefighter must pass a practical and a written exam. This program is constantly evolving in our department.
Roger Evans, captain,
Athens-Clarke County (GA)
Fire Department
Response: All firefighters are required to complete NPQ firefighter II, with a minimum of two years of fire service experience before being promoted to the rank of firefighter III. This group of firefighters must complete a series of mandatory classes on strategies and tactics, incident command, and a fire simulation exercise. After the successful completion of these requirements, the firefighter is then allowed to ride as the officer in charge of the engine company as long as a captain or lieutenant is on the unit to supervise as needed.
We have been doing the ride-along officer program for several years. This training gives the firefighters an excellent opportunity to develop real-life incident command experience without all the liability. After two years of experience as a firefighter III, these firefighters are put through a promotional assessment center to compete for the position of fire officer.
Matt Rettmer, lieutenant,
Castle Rock (CO) Fire and
Rescue Department
Response: Our department uses a mentoring program for the positions of engineer, officer (lieutenant), and battalion chief. The shift battalion chief selects the mentors and assigns them to the candidates. Each candidate must complete a comprehensive and rigid task book, which covers all the necessary job performance requirements (JPRs) for the respective position. The JPRs are a mixture of department-specific tasks and all Colorado Division of Fire Safety JPRs for the desired position. The Training Division then reviews the material. After approval, the candidate is allowed to fill in the respective position in an “acting” status. This also makes the individual eligible for promotion when an opening becomes available in the respective position.
Skip Heflin, captain,
Hall County (GA) Fire Services
Response: Our department has a promotional class outline standard operating procedure that defines the requirements for every promotion in the organization. It takes preparation by the officer candidate to become eligible to sit for the testing, but it always left a gap. In the past year, we recognized this lapse of preparation as we see our officers go through the process. We are now writing the curriculum for an Officer-in-Charge Mentorship program that will be required for promotion. We are trying to fill the gap between the classroom and the street and to give the candidate an opportunity to work alongside an experienced officer to learn on the job. The program will include a classroom portion tailored to the department. During the mentorship portion, the candidate will be required to fulfill a list of objectives and hours while on duty with the assigned mentor. The goal is to have well-balanced officers prepared for the realities of the job.
Joel M. Thacker, chief of training and safety, White River Township (IN) Fire Department
Response: Over the past couple of years, we have brought in outside professionals to speak and engage our department on issues of team building and self-development. In 2008, all department officers and personnel seeking more supervisory and managerial development are brought together once a month for a four-hour development program. We distributed an annual development calendar with topics at the beginning of the year so that all personnel would know the dates and times of the development programs. The chief is very supportive of the program and has authorized overtime to off-duty department officers. The topics vary from incident management to legal issues to corporate leadership. The last 30 to 60 minutes are reserved for an open forum for all personnel to discuss current issues within the department.
Also, all of our personnel are strongly encouraged to complete at least an associate’s degree program. Our department has partnered with a university that offers discounts to department personnel.
Paul J. Urbano, captain,
Anchorage (AK) Fire Department
Response: Years ago, prospective Anchorage Fire Department (AFD) company officers were supplied with a stack of books for the promotional exam. Eventually, the department added a six-shift ride-along with experienced officers as part of a loosely defined mentor program. In 2002, we realized that relying mostly on self-motivation for company officer preparation is insufficient.
In 2003, the AFD took a comprehensive approach to preparing future officers. We implemented an 80-hour Fire Officer I Academy to continue the progressive career-development path that takes you from the New Recruit Academy through the Fire Apparatus Engineer Academy. The academy has been updated and is now 120 hours. Some of the topics covered are leadership and management principles, organizational structure and theory, legal issues, writing evaluation, disciplinary actions and counseling, time management, ethics, incident management system, tactics, rules and regulations, fire cause determination, accountability, and customer service.
The AFD has also implemented an official mentor program. A few carefully selected retired AFD company officers are hired as mentors to facilitate the transition from company member to company officer while also bridging the gap in institutional knowledge and compensating for the loss of more experienced members. This program is proving very beneficial not only to new company officers but also to other company members. The article “Officer Mentoring Preserves Fire Service Heritage” by AFD Operations Chief Doug Schrage was published in the July 2007 issue of Fire Engineering.
A Fire Officer II Academy is in the development stages.
Jairo Rodriguez, lieutenant,
Miami-Dade (FL) Fire Rescue
Response: My department has nothing in place to properly prepare an individual for promotion. One reason is that the department just cannot logistically keep up with the number of people being promoted. It is the individuals’ personal responsibility to properly prepare themselves, which in a few cases actually happens. The department has an officer development program for those who have been promoted. We are consistently improving the program and hope to offer prepromotion development training. We are moving in the right direction, considering that we had nothing in place at one point.
