The Master Firefighter Program: How We Got Here

By Shawn Bittle and James McAllister

Leadership in the fire service faces unique challenges and struggles when subject to limited financial means and resources; this was no exception for a new fire chief of a small combination district like ours. Still, the standards and expectations remain the same: recruiting, retention, training, and professional development, along with recognition of our career and volunteer firefighters.

We needed a program to stabilize our district and our staff. The status quo approach of operating from point to point, like linear thinking itself, did not seem to be helping; we simply moved from one problem to another until something broke so severely that we ended up in a crisis. This is a recipe for bad outcomes like low morale, trained firefighters moving to other fire departments, and firings. It’s a vicious cycle where a new leader enters to save the day, only to get caught up in the churn like our predecessors. We knew we needed and wanted a program that worked, and in pursuing it, we soon discovered that we had to change the way we think and make thinking part of our district training program.

A New Approach

Change the question; that’s all there is to a new approach—just ask a new question. For example: is it possible to love problems? If problems are a sure thing, why be shocked by them? Can we mitigate their arrival and turn them into opportunities? These three questions are gateways to a new approach. And we should ask targeted questions together, free of ego and competition, to discover one or more paths that will solve our problem, improve our situation, and lead us to optimization. This approach is called systems thinking. Systems thinking is not new, but its understanding and application are, especially in emergency response disciplines. But what is it? The definition of systems thinking is refined based on the discipline in which it is used. For example,

Systems thinking was introduced in 1987 by Barry Richmond, who taught: “Systems thinking is the art and science of making reliable inferences about behavior by developing an increasingly deep understanding of underlying structures” (The Art of Thinking in Systems: A Crash Course in Logic, Critical Thinking, And Analysis-Based Decision Making. – Strategic Problem Solving for Everyday Life, Schuster, 2021).
Author Peter Senge teaches in his book, The Fifth Discipline Fieldbook: “Systems thinking is a way of thinking about, and a language for describing and understanding, the forces and interrelationships that shape the behavior of systems. This discipline helps us to see how to change systems more effectively, and to act more in tune with the natural processes of the natural and economic world” (Schuster, 2021).
“Systems thinking is a diagnostic tool that can help you to assess problems before taking action. It helps you to ask questions before arriving at conclusions. It prevents you from making an assumption, which is the lowest level of knowledge. A systems thinker is curious, compassionate, and courageous. The systems thinking approach incorporates the act of seeing the big picture instead of seeing in parts. It recognizes that we are connected, and there are diverse ways to solve a problem” (Leon Ho, CEO Lifehack)

Complex problems require systems thinking. As with most problems faced by emergency response disciplines, our problem was complex. But thinking in systems showed us a way out, which led to the development of our Master Firefighter Program (MFP).

The Application

A system is a group of interconnected things that demonstrate behaviors over time. Systems thinking helped us look at and evaluate our organizations in a new way. It encourages us to look at and analyze events and assess their patterns, which leads us away from assumptions and quick-fixing issues superficially; instead, we consider the long-term consequences of our actions and drive our system in an intended direction. Consequently, we entered into a deeper understanding of our organization’s behavior as we experienced a paradigm shift from traditional thinking patterns, which enabled us to see the real roadblocks impeding our progress. We considered the what-ifs of future system behaviors resulting from a bold and creative redesign of our district programs. We found solutions we would never have considered had we continued using the traditional linear thinking models.

The Problem Observed

Through systems thinking, we obtained a complete picture of our current system by closely examining the interconnected relationships between all its variables and the challenges we faced. As we evaluated our challenges and looked at our deeper issues, we discovered that our volunteer fire department had two recruitment and retention options:

First, we could abandon the volunteer side of our district and become a career department.
Second, we could maintain the volunteer portion of our district and create better recruiting and retention practices and policies for all personnel.

The Solution

After collaborating by intentionally thinking in systems, we identified five fundamentals:

Establish a culture that would help create the desire for someone to volunteer with us and eventually come to work for our organization full-time.
Create a retention system to promote progress and reward advancements.
Adjust our budget toward optimization vs. damage control (such as keeping trained personnel vs. losing them).
Communicate our culture, vision, and goals to all personnel.
Integrate systems thinking into all we do.

We found our solution in the Master Firefighter Program (MFP).

Female firefighter with halligan poised to strike — *Master Firefighter ceremony.*

Master Firefighter shadowbox — *Master Firefighter ceremony.*

The Master Firefighter Program has three specific components:

Recruitment
Training
Retention

We created a progression model promoting based on accomplishing well-defined goals. Each step or classification level of the program is built on SMART Objectives: Specific, Measurable, Achievable, Relevant, and Time-bound. For our combination district’s Master Firefighter Program, we chose a total of eight classification levels. Due to our geographic location in southern Colorado, with a high threat of wildland fire and wildland-urban interface fires, we built our program with a balance of structural and wildland firefighting.

The Recruit

The progression table begins with the recruit. During this step, recruits have eight certifications to obtain: EMT or Paramedic, FEMA ICS 100, 200, 700, and 800, National Wildland Coordinating Group (NWCG) S-130: Firefighter Training, NWCG S-190: Introduction to Wildland Fire Behavior, and NWCG L-180: Human Factors in the Wildland fire. The recruit phase has the most training of any of the classification levels. Except for EMT/Paramedic, these certifications are readily available and for the most part, easy to obtain.

We reduced the required training and certifications per classification level during the rest of the program to avoid the certification vs. qualification trap; consequently, members have sufficient time to finish task books and receive quality on-the-job training and technical experience to understand their task books’ objectives fully.

Class 4 Firefighter

Requirements: Intravenous (IV) Certification (for EMTs), Colorado Firefighter I, NWCG S-212: NWCG Fire Chainsaws, NWCG S-212: Sawyer Task Book, and NWCG Red Card. Recruits have 18 months from hire to reach Class 4 Firefighter.

Class 3 Firefighter

Requirements: Colorado Firefighter II, Colorado Driver/Operator/Utility, NWCG S-131: Firefighter Type I, NWCG Squad Boss Task Book, NWCG S-215: Wildland Urban Interface, and maintaining of their NWCG Red Card.

Class 2 Firefighter

Requirements: Colorado Fire Instructor I, NWCG L-280: Follower to Leadership (Wildland Incident Command 5 Task Book caveats). Note that a Class 2 or 3 recruit is a strong candidate for any fire service organization in the western United States that has a wildland fire team contingent.

Class 1 Firefighter

Requirements: Colorado Driver/Operator/Pumper, Hazardous Materials Technician, NWCG S-260: Interagency Incident Business Management, and NWCG Red Card. After successful completion of Class 1 Firefighter, the candidate must obtain the required training that would qualify them to take the lieutenant promotional exam before they are eligible to be classified as a Master Firefighter.

Fire Lieutenant

Requirements: Colorado Fire Officer 1, Colorado Fire Instructor 2, ICS 300: Intermediate Incident Command System, NWCG S-230: Crew Boss, NWCG S-231: Engine Boss, NWCG Single Resource Boss Task Book (Opened), and NWCG Red Card.

Master Firefighter Attained

A Class 1 Firefighter who completes all required classes and certifications for fire lieutenant may then apply to test for that position. Once the member has successfully passed the testing process and is on the promotional list for fire lieutenant, the Class 1 Firefighter is then considered a Master Firefighter until they are promoted to lieutenant. The newly appointed Master Firefighter is an excellent candidate for riding out of title or acting as a company officer.

Fire Captain

The final phase of the Master Firefighter Program is the rank of captain. Requirements: Colorado Fire Officer II, Colorado Fire Instructor III, ICS 400: Advanced Incident Command System, NWCG S-200: Initial Attack Incident Command, NWCG Incident Command Type 4 Task Book, and their NWCG Red Card.

Benefits of Optimization

The progression ladder in our Master Firefighter Program prepares individuals for the rank of fire lieutenant and fire captain. This program is well-communicated to all personnel, giving them a clear and achievable trajectory for professional development and advancement. We experience great satisfaction in celebrating our firefighter and officer achievements, further motivating performance. Our district chose to reward achievements in the form of classification-specific collar insignia and an increase in compensation or stipend. The Master Firefighter Program has created three specific unintended consequences:

Recognition
Reward
Respect

Personnel receive recognition for their achievements, rewards for their efforts, and respect from all members of the district. The department benefits from individual attention to quality training, diverse experience, and personal development. Personal and professional development reflects and inspires our organizational values and increases individual confidence, perpetuating optimism. “Perpetual optimism becomes a force multiplier, it makes your force more powerful than the design of the force would suggest it is” (Colin Powell, 13 Rules of Leadership).

Is Optimizing a Risk?

Some might argue that we set our members up to leave our organization for greener pastures. Found on one training officer’s wall is a plaque that reads: “What if we train our firefighters and they leave? What if we don’t train them and they stay.” Our job as chief officers and training officers is not to withhold valuable and lifesaving education and training from our members but to develop them and provide for a safe and successful career wherever they choose to work or volunteer.

It Pays

Clearly defining a true pay matrix for our career members and a stipend matrix for our volunteer members, the Master Firefighter Program has helped solve several issues and establish many needed programs. Our recruitment and retention of paid and volunteer members have never been stronger. In addition, firefighter and officer development is a priority. The program helps us optimally direct funds for training and development, and presents a succession plan for our organization to ensure future leaders for both the agency and community.

The Benefits of Thinking In Systems

Had we maintained the status quo of reactionary, linear “if this-then that” thinking, we would still be doing damage control because of a struggling, sluggish system. But using systems thinking equipped us to innovate and solve our complex problems. Today, we reap the benefits of changing the way we think; as such, the outcome is an effective and long-lasting solution that has taken our organization and our personnel to a high level of operation, working with the vision of reaching our fullest potential.

Remove The Gap

In the end, by using a systems thinking approach we developed a plan for every member of the organization. This ultimately removed the gap that was causing recruits, volunteers, and career firefighters to become stagnant and leave the organization. This gap can be boredom, lack of direction, loss of interest, or lack of enthusiasm. Whatever the cause, this gap is one of the great antagonists hurting organizations nationwide. Today, with the introduction of the Internet, people have myriad options. We can order almost anything online and have it at your front door in 24 hours. This instant gratification is what people have come to expect and demand. For an organization to keep the good ones, leaders must remove the gap and provide a plan—such as the Master Firefighter Program.

Who Is This For?

Completely customizable yet flexible and expandable, the Master Firefighter Program will fit any organization regardless of size, budget, career, combination, or volunteer. Users can implement some or all of the programs. Positional task books and training requirements that meet district response needs are the driving force behind what an organization’s program will look like. Focusing on positive organizational growth and development is what firefighters and company officers need to see to obtain buy-in and enthusiasm from all members within their organization. Whether spending $100 or hundreds of thousands of dollars, the Master Firefighter Program provides solutions to many recruiting and retention issues found in agencies of all sizes, from small rural volunteer fire associations to large metropolitan departments. Success of the program requires support and vision from the fire chief and command staff, and a dose of systems thinking will give you the confidence that you will achieve the outcomes you desire.

Shawn Bittle is a 30-year veteran of the fire service and fire chief of the Stratmoor Hills Fire Protection District in El Paso County, Colorado. He has an associate’s in Paramedicine Science from IHM EMS Academy in St. Louis, Missouri, and is working on a bachelor’s degree in Public Administration at Columbia College.

James McAllister has been in the fire service for 13 years. He began his career with the Black Forest Fire Department in Colorado Springs, Colorado, in 2009. He is a fire captain for a Department of Defense Army Installation, Fort Carson Fire and Emergency Services, in Colorado Springs, Colorado. He is completing his bachelor’s degree in Emergency Services Administration through Pikes Peak State College and is scheduled to graduate in the Spring of 2023. He has extensive experience in wildland and hazmat. He led the creation of the peer support program for Fort Carson Fire and Emergency Services and has been a consultant to several regional departments in creating their own department peer support program.