The Need for Realistic, Continuous Officer Development Training

BY WILLIAM SHOULDIS

(1) Fire officer training must focus on the dangers of commercial properties with rack storage, heavy fire loads, and limited egress. (Photos courtesy of author.)

The “missing link” in managing the modern fire service is understanding the need for realistic and continuous training for front-line supervisors. Directing an all-hazard, risk-based fire department takes preparation and personal responsibility. Resolving faulty fireground decisions and solving administrative problems require a collective effort. Leadership and management skills are essential before, during, and after an emergency call to make rational choices. In recent years, elected officials and taxpayers have come to expect more diverse organizational competency. As a result, fire service training has widened its focus from the single threat of uncontrolled fires to the multiple threats presented by numerous man-made and natural emergencies.

(2) Strict accountability by all agencies during an emergency response is an essential part of fire officer training. Assisting and cooperating agencies are not exempt. Mutual-aid training and exercises are the best solutions for developing teamwork.

Situational Awareness

The core characteristics of a leader are the ability to listen and learn and to be a team player. On the fireground, information flow requires assessing the big picture based on the division/group supervisor’s status reports that provide situational awareness. In public meetings, information flow should respond to constructive feedback from citizens. In both situations, the fire service-related information should be carefully analyzed. The strategic goal is to comprehensively evaluate the necessary tasks prior to the response (e.g., preincident planning, company inspections, code enforcement, and public education). This can alter strategy and tactics at a rapidly expanding fire based on size-up observations of the structure (e.g., the lack of compartmentation in room design, an extended time for forcible entry), minimal staffing levels, court decisions affecting administrative policy, National Institute for Occupational Safety and Health investigative findings and major incident after-action reports, and even creating a new training program based on data collected from the National Fallen Firefighters Foundation and the United States Fire Administration on recent injury and illness statistics.

(3) On scene, designating a staging area expedites the movement of personnel, equipment, and traffic. Proper apparatus placement is critical for a smooth transition from a single alarm to a multicompany response.

Flexibility

Flexibility in the face of changing conditions is the trademark of effectiveness as an emergency service provider. One important ingredient for team leaders, regardless of their position on an organizational chart, is having a realistic vision and practical plan for training. A top priority in training a fire officer is how he should maintain his credibility and the trust of mutual-aid partners. This demands a command presence that understands regional standard operating and command procedures when establishing command and cooperating with other agencies. Leading is not easy. Patience is needed in the officer development “grooming” process.

(4) Building construction and built-in fire protection features are foundational themes in any officer development program.

As the fire service steps forward, we can fully expect social, political, and economical circumstances to change. Our district’s population density can shift, businesses may relocate, land can be redeveloped, and public policy can negatively impact vital funding streams. Fire service leaders will be challenged to have a solid strategic view for continuous improvement in the delivery of a full range of services based on local threats, hazards, and risks. Team leaders must work in a fast-paced, high-stakes environment. Time is compressed, and uncertainty must be expected and tolerated because of the various duties first responders will have.

(5) A review of historical fire data, like the 1973 “America Burning” report; the latest research; and training trends reinforces the need for a structured process to groom department supervisors. For decades, officer development has been a major theme at the Fire Department Instructors Conference International and in Fire Engineering for improving emergency scene performance.

Fire officers must accept their roles as coordinators and communicators and not solely as command and control entities. Years ago, the dynamics of firefighting were all a fireground commander needed to know. Today, command officers are less involved in performing physical tasks and much more involved in securing broad-based support of diverse resources. The National Response Framework requires using the incident command system to manage the scene, to understand the capabilities of multiple agencies when coordinating resources, and to provide the jurisdiction’s citizens with timely emergency notification using traditional and social media. All are mainstream topics that an ongoing officer development program must address.

(6) Understanding fire code and building code requirements should be part of any officer development program. New construction projects need a formal “plan review” process; stakeholders will have different views, and including someone with knowledge of fire department operations can reduce the risk of a large loss of life or property.

Response readiness and administrative planning require a “sixth sense,” a natural ability to be comfortable and confident in overcoming operational obstacles. Having a structured program for professional development is a topic at most fire service conferences. Training officers must communicate clearly and consistently to avoid generational friction. Shared responsibility is needed to truly identify organizational strengths, weaknesses, and opportunities. Yesteryear’s training techniques are no match for future front-line challenges. Matching the right amount of resources with the right work assignment, in the right position, and within the amount of time needed to mitigate a community crisis is the key component to protecting the public.

(7) A positive relationship with the media demonstrates the power of partnership. Local government and the private sector working together is a proven tool for external communication in warning and educating the public.

Now is the time to increase the odds of fire service preparedness by creating a meaningful discussion-based officer development program that incorporates all the duties the company officer will be required to perform in 2017.

(8) Working in a “smoke-filled” atmosphere requires teamwork. Fire attack, ventilation, and search actions require support from the staging area, the rapid intervention crew, and the rehab units. These components are part of an officer’s consideration of available resources and resource needs.

WILLIAM SHOULDIS served in line and staff positions with the Philadelphia (PA) Fire Department for 35 years before retiring as a deputy chief. He is an instructor at the National Emergency Training Center in Emmitsburg, Maryland, and a guest speaker at the Graduate School at St. Joseph’s University in Philadelphia.

(9) A hands-on assessment of capabilities is a practical preincident all-hazards planning assessment tool. Listening, learning, and teamwork are ideal ways to develop confidence.

(10) Safety training that emphasizes case study reviews of injuries and line-of-duty deaths must be part of any ongoing officer development process.

Going from a Young Volunteer to an Officer
Building Officers’ Thinking Skills
Officer Development: Filling the New Officer’s Toolbox