Changes in policies, procedures, technology, and resources are inevitable for any emergency service provider. Diverse and complex issues will always face fire station supervisors. Training is essential to protect organizations and individuals from legal, physical, and emotional harm. These days, the public demands the delivery of superior services. This mandate must be coupled with the requirements of elected officials to control costs and have measurable results. The range of worthwhile “risk reduction” programs continues to spiral while fire department assets shrink. A department’s efforts cannot be fragmented. The ability to cope with the endless cycle of Occupational Safety and Health Administration (OSHA) regulations, National Fire Protection Association (NFPA) standards, and local directives will be compromised without a job-related preparedness plan to connect the fire department’s mission (prevention, response, and mitigation) to individual job performance criteria.
One approach to this dilemma is to attend national trade conferences. Other options are to get in touch with the National Fire Academy for “Opening Learning” opportunities, to stay in contact with state and regional training directors and take advantage of operational seminars and management workshops, and to create a “homegrown” program.
 (1) Apparatus placement is part of the safety track in officer development. Survival on the highway can depend on awareness training and the use of the proper equipment. (Photos by author.) |
In the Philadelphia (PA) Fire Department (PFD), grooming officers is a structured process with a long tradition. The “building block” system has evolved over time. Originally, it was a few days of recognized instruction. Then it was extended to a full-week review of rules and regulations. Presently, it is divided into two distinct phases-pre-promotion and post-promotion.
 (2) Identifying the mode of operation and safe corridors in which to operate are part of the operations and safety tracks in the Philadelphia Officer Development Program. |
The pre-promotional phase is a college-level fire science program. The system is modeled in part on the publication “Guideline for Fire Service Education Programs at Community and Junior Colleges” (American Association of Junior Colleges, Washington, DC, 1969). Reward points are awarded on promotional exams based on associate and bachelor degrees. The PFD reimburses the tuition. Many times, the reward points are the difference between success and failure in the promotional process. Although possessing a degree does not ensure competency in the officer role, it does give an indication of a person’s commitment to learning.
After promotion, there is a two-week (80-hour) curriculum based on an internal survey that assessed the organization’s strengths and weaknesses.
COMMITTED TO EDUCATION
Economics are a driving force in any community. Unfortunately, seldom is there a perfect time for adding unfunded or nonmandated programs. Philadelphia is no different. The entire Northeast corridor has an eroding tax base because of a decrease in employment and population. During the past two decades, many fire departments have seen their share of budgetary cuts while emergency and nonemergency calls have risen.
Certainly, the PFD has faced many difficult decisions, yet the professional development of new supervisors has never suffered. In 2003 and 2004, more than 225 members retired through a Deferred Retirement Option Plan (DROP). Eighty-one were officers. Because of the mass exodus, it would have been easy to postpone the schooling of mid-level managers and focus on recruit training. This did not happen. This fact validates the department’s commitment to the “pioneering” programs at the local level.
THE PFD’S PREPAREDNESS PLAN
The PFD preparedness plan is to continue the pre-promotion college-based fire science program and the innovative 80-hour (post-promotion) course. A deputy chief leads the off-duty “pre-promotion” college studies; a battalion chief is the on-duty “post-promotion” program facilitator.
The chief’s duties are to “fine tune” the academic curricula and ensure consistency based on a retrospective review of lessons learned. The deputy chief acts as a guidance counselor in the pre-promotional program, to ensure core courses are in a sequence that provides a smooth transition from the two-year community college to the four-year university. Recommendations from the United States Fire Administration’s (USFA) Fire and Emergency Services Higher Education (FESHE) conferences are considered.
The battalion chief’s position in the post-promotional program requires research into NFPA 1021, Fire Officer Professional Qualifica-tions; a solid review of Executive Fire Officer (EFO) research papers; and an in-depth discussion with individual instructors to avoid duplicated lesson plans. The result is a “stand-alone” course designed to provide timely topics.
 (4) Transportation accidents are common to any size community. The company officer must make the proper notifications and begin to mitigate the situation. |
Each training day consists of five one-hour, 20-minute periods. Participation and involvement are key ingredients. Most of the instructors come from within the PFD’s uniformed and civilian ranks. Specialists are recruited to speak on sexual harassment, conflict resolution, and the legal implications of affirmative action. The intense program is offered at the Philadelphia Fire Academy. Traditionally, attendees have given the Officer Development Program a high approval rating.
POST-PROMOTION PROGRAM COMPONENTS
The program’s philosophy is that information is valuable only when it contributes to effective decision making. Therefore, to recognize hazards and react to risk, the Officer Development Program follows five subject tracks:
• Management. This track includes modules on critical thinking, the art of persuasion, leadership, supervision, and coaching for top performance. Two technical modules, “EEO (Equal Employment Opportunities) Guidelines” and “Reports-A Vital Tool in Managing,” reinforce the need for clear communication and documentation.
• Prevention. This track examines the elements of community interaction. Emphasis is on attitude, cultural diversity, creating effective company-level prevention programs, and insights into “the intent” of the fire and building code. These unconventional topics generate much enthusiasm because many of the new supervisors have little practical experience in these specialized subjects and are uncertain of the organization’s expectations in this emergent area.
• Operations. This track contains several tabletop evolutions on managing a Mayday message, emergency procedures for self-rescue, understanding “built-in” fire protection features like pressure-restricting devices, and the limitations of HVAC systems. There are lectures on risk assessment, size-up, and tactical decision making. Since prehospital medical care is a significant portion of the PFD’s workload, there are sessions examining the expanded role of the emergency medical control officer. This individual works with the infection control officer required under the Ryan White Act (1990) and responds to the real-world hazards of mass-casualty incidents and contagious diseases and recommends proper disinfecting procedures.
• Safety. This track includes an up-to-date analysis of injury and accident trends. Local and national case studies are reviewed from the aspects of limitations of personal protective equipment (PPE), the value of strict accountability, air consumption testing, and leading a rapid intervention team.
• Fire Cause Investigation. Part of this track is taken from the NFA’s Fire/Arson Detection course. Members physically examine and interpret fire scenes based on observable indicators. This track was included in the program to reduce the future training cost for “fill-in” investigators working on special assignments in the Philadelphia Fire Marshal’s Office.
The cornerstone of the Philadelphia Officer Development Program is that fireground and fire station survivability skills must be continuously honed.
Organizational guidance, mentoring, and technical training will help overcome obstacles and barriers. The concept of career development will assist an individual to gain the proficiency needed to “climb the ladder” of responsibility.
Having a scheduled supervisor training program can no longer be viewed as a luxury or a mere formality. It is necessary to enhance operational readiness and improve personnel safety. By combining scene control and administrative and managerial modules, individuals can envision the duties of a front-line fire officer in the most productive manner.
There is no doubt that running an efficient emergency response organization hinges on an effective communication link between fire headquarters and each neighborhood fire station. Personal commitment and a willingness to share pitfalls form the backbone of meaningful succession planning.
In 1966, leaders in the fire service made a statement of national significance. The message was generated at the initial Wingspread Conference in Racine, Wisconsin. Participants identified methods by which the fire service could improve personnel safety and service to the community. One of the concerns related to future progress was developing the company officer. Today as Wingspread V is being organized for Fall 2006, we must prepare for leading the next generation of firefighters. Tomorrow’s supervisors will come from a variety of backgrounds and cultures. Many will bring a set of values and expectations to the fire station. Merging education and experience is imperative. Making training an organizational priority is a critical step in ensuring that your internal customers (front-line responders) and your external customers (residents, business owners, visitors) receive service of the highest quality. Setting the standards for professionalism and safety is everyone’s responsibility, but everyone has a different role. Making the right training choice at the right time in an individual’s development can make the difference when it comes to achieving a comfortable transition from blue shirt to white shirt, follower to leader. Emergency responders live what American author Henry David Thoreau called “a life of exposure.” The nature of the emergency services requires exposure to much risk. The exposure may be body fluids, hazardous chemicals, searing flames, or disgruntled workers. A competent and confident company officer can sensibly handle any exposure. ■
■ WILLIAM SHOULDIS is a deputy chief with the Philadelphia (PA) Fire Department, where he has served in line and staff positions for more than 32 years. He is an adjunct instructor in the resident and field programs at the National Fire Academy and has a bachelor’s degree in fire science administration and a master’s degree in public safety. Shouldis is a member of the Fire Engineering editorial advisory board and a presenter at FDIC.
