Competency Training in Fire Service - Coursework Example

A NEW DAWN FOR THE FIRE SERVICE "Leaders arent born, they are made. And they are made just like anything else, through hard work. And thats the pricewell have to pay to achieve that goal, or any goal." -- Vincent Lombardi Introduction Over the years the fire service has developed from its traditional role of putting out fires and rescuing persons and property to its new role of designing of new and improved buildings. Todays fire fighters respond to all types of crises from fires to medical emergencies and terrorist attacks. The fire service is also a first line of response called on to deal with matters such as road accidents, incidents involving dangerous chemicals, pollution and flooding, etc. [1]. As they answer these calls, it is imperative that no gaps in knowledge compromise their effectiveness or their safety in protecting the public. Fire fighters need up-to-date, comprehensive training materials to thoroughly prepare for any situation that may arise. The mission is to provide leadership to career and volunteer chiefs, chief fire officers, and managers of emergency service organizations through vision, information, education, services, and representation to enhance their professionalism and capabilities [2]. The main goal is that the firefighters in the operation department would execute their duties professionally, and with confidence, which would result in reduction of property loss and damage, subsequently re-instating stakeholder confidence in the Fire Department to carry out its mandate. One of the major challenges today to attain this goal is that a number of independent systems of training and education staggers fire service professionals. Besides, as the professional qualification series has grown, it is becoming increasingly difficult for firefighters or departments to find the necessary time to accomplish these levels of competency [3]. Efficient training systems are those that identify what they do well and take advantage of the strengths and opportunities provided by other systems to supplement their efforts. There should be a national system for fire service training and education because, as with other professions, a theoretical core of academic courses should be a prerequisite for entering these fields. The fire and emergency services should move towards becoming a full-fledged profession just like doctors, lawyers, nurses and other professions [4]. In theory providing emergency fire service is a ‘portable’ skill. Right now, there is no one universally recognized and reciprocal system to acquire the knowledge and skills required in the Fire and Emergency Services. Methodology The Fire Service training has important roles to play in the reform agenda. They should be re-modeled in order to be more effective. There is a need for a clear articulation of roles at each level of leadership and a committee with a clear relationship to the others, a well-defined responsibility for delivering particular aspects of reform, and accountability for its performance. Besides the following courses need to be designed. The courses are: Advanced Fire Administration; Analytical Approaches to Public Fire Protection; Applications of Fire Research; Community and the Fire Threat; Disaster and Fire Defense Planning; Fire Dynamics; Fire Prevention Organization and Management; Fire Protection Structures and Systems Design; Fire-Related Human Behavior; Incendiary Fire Analysis and Investigation; Managerial Issues in Hazardous Materials; Personnel Management for the Fire Service; and Political and Legal Foundations of Fire Protection [3]. Managers must be allowed to manage, and the role of the central institutions and the government is to provide them with the necessary support to deliver their responsibilities and objectives as efficiently and effectively as possible. The Fire Service requires a body of expertise on technical matters and business processes which can indulge in theoretical and applied research on new ways of delivering the objectives. It is also essential that there must be regular meetings of managers to refine their thinking on how fire services should be delivered. This would involve the development of concepts of operations and broader doctrines to help give the service its coherence and ensure that it works effectively as a whole. The Fire Service will always be delivered at a regional or local level. An agent is required to provide coordinating links between the individual organizations, to spread best practice and to advise them on how central thinking is developing. This agent will also have an important role in explaining the vision for reform, providing expert support and ensuring that local developments are consistent with the overall vision for the Fire Service. There must be a process under which new ideas are brought forward and reviewed for their implications and cost-effectiveness. Not only must local innovation be encouraged, but also there must be some process for building on local best practice to achieve wider reform. For senior officers, broadly based management training should be an essential part of their development. Resources already available in the public and private sectors should be considered. The training programme of the organization should be supervised by a Board, including people from outside the service to bring a broader perspective. There must be a commitment to delivery of change, coherence and management skills. We now turn to the sorts of changes required in the way the Fire Service manages itself and its people. Senior leaders of exceptional quality will be required to carry them through. Individual senior managers must provide leadership for the service and see themselves in that position. They need to give direction and support to those beneath them, and represent the collective views of the service in policy discussions and dealings. Senior managers will need to do this while managing the inevitable conflicts, which arise between requirements and resources and the difficult decisions on relative priorities. They need to be the right sort of people, with the training, background and confidence to carry out this role. The Fire Service will need excellent leaders, able to tackle poor management and to inspire ambitious performance. The service of the future needs to make the best possible use of new technology and to adopt the streamlined structure, flexible skills and sophisticated management systems found elsewhere in the public and private sectors [5]. Discussion Competency Training & Certification A competency framework need to be formed that will effectively remove barriers to mixed crewing as it ensures common standards of competence across all firefighters. It needs to be designed to assist individuals to develop, demonstrate and maintain competence against the requirements of their role. Competence is not simply a measurement of how skilled an individual is, it is a measurement of how that individual applies their skills in the context of their work. There need to be three levels of training: Trainee: Acquisition of basic skills, Training and continuous assessment as part of a firefighter development programme. Competent firefighter: Demonstration of application of skills competence in the workplace. Specialist firefighter: Acquisition and application of specialist skills - driving, first responder, community fire safety, specialist appliances, and maintenance of competence against role. A number of changes are required in the management structures in order that there is clarity about the roles and responsibilities of the major contributors to the development and execution of policy [5]. This competency based training needs to be the basis for recruitment, retention and career progression within the fire service. These require that all stages of recruitment, promotion and task execution performance be judged against objective measurements of competency. In order to maintain a high level of realistic competency-based training standards, it is essential to standardize the Certified Fire Service training, provide a basic training standard and competencies for the Firefighters and a method for curriculum evaluation and provide jurisdictional administration of written and practical examinations to determine the level of competency of an individual. This certification is intended to be a training competency for the Fire Service profession. The Fire Service Standards and Training Committee may suspend, revoke, or deny certification to any level Operator Certification in case of any violation from the regular courses of training [6]. A multilevel Rescue Technician training program needs to be adopted to provide multiple options for individuals seeking certification. It is important to note that agencies may use any level or multiples of levels to train their members. Certification should be granted only when all requirements are met at the end of an approved course of study and testing [7]. Decision Making in Fire Service Decision-making and problem solving are critically important skill areas for emergency managers, planners, first responders, voluntary agency coordinators, and other professionals in emergency management in fire service. As an emergency management professional, it is essential to identify current and potential problems and to make sound, timely decisions before and during an emergency that can literally affect the lives and well being of the local citizens. The decisions can impact the ability of response agencies to do their jobs and can make the difference in how quickly the community is able to recover from the event. The ability to make sound, timely decisions during an emergency event is critical. Good problem solving and decision-making can avert tragedy and help the community recover from the event more quickly. Conversely, poor decision-makingor the absence of decisions potentially can result in injury or death to victims. Good decision-making skills are one of the most critical assets as an emergency management professional. It is essential to plan for a course, which will help to develop these skills. Failure to identify the problem properly is one of the main reasons for poor decision-making [8]. Leadership Skills in Officers Being able to lead othersto motivate them to commit their energies and expertise to achieving the shared mission and goals of the emergency management systemis a necessary and vital part of every emergency manager, planner, and responder’s job particularly in fire service. As an emergency management professional, the officers must be able to use their leadership and influence effectively to lead the organization and the community in planning for, preventing, and responding to emergency situations and disasters. Leadership involves providing vision, direction, coordination, and motivation toward achieving emergency management goals. These skills are necessary whether dealing with subordinates, those with more authority, peers in partner organizations, volunteers, or the public. The need for leadership and influence is not confined to the response and recovery phases of emergency management. Effective leadership is equally necessary for implementing mitigation programs and for emergency management preparedness and disaster prevention. In all of these phases of emergency management, leadership and influence can take many forms. It is essential to recognize the differences among people and draw on the strengths of the organization to prepare for emergencies. Above all it is important to demonstrate high standards of honesty, integrity, trust, openness, and respect for others [9]. “A leader is someone who sets direction and influences people to follow that direction” Effective communication skill An emergency manager must be a skilled communicator to achieve specified objectives. The effectiveness to convey information to a broad audience that includes public and private sector organizations, the media, disaster victims, and co-responders is very essential. Even during non-emergency situations, it is important to rely on strong communication skills to coordinate with staff and to promote safety awareness. During an emergency, it is especially challenging and important to communicate accurate information clearly to the target audience. Disaster victims generally look for someone who can communicate valuable guidance, provide leadership, and lead them in problem solving. Finely tuned communication skills are also important tools during the emergency planning phase when educating the public about preparedness [10]. Knowledge, Ability and Skill in Managing Emergency Equipments One of the most important parts of the training is to have the working knowledge of firefighting principles and practices as well as basic medical techniques and rescue procedures. Besides the knowledge of occupational hazards and of safety precautions is essential. The senior officers need to ensure safe operation of fire apparatus and equipment to assure the safety of fellow workers and the public. Senior officers need the ability to command and control emergencies under emergency conditions. They need to perform mathematical calculations and to interpret results. They should processes excellent employee relations and public relations skills and ability to handle multiple tasks. A good officer should be able to make judgment, should have motor operating skills and able to maintain effective staff and customer relations. Skill in use of hand tools, power equipment, and in the use of self-contained breathing apparatus is very essential. The officers shall operate light trucks, power and hand tools, pneumatic tools, medical equipment, personal computers, portable pumps, extraction tools, portable generators, hose, air packs, fire suppression turnout gear and standard office equipment. Errors in judgment, performance of duties and in the use of equipment in accordance with established procedures could lead to adverse public relations, endangerment of public health and safety, as well as their own personnel safety; monetary loss, reduced levels of service, confusion and delay in the provision of services and could have legal and/or financial repercussions for the town [11]. Limitations 1 The Fire Service Training staff needs to work diligently on this concept, overcoming obstacles, negotiating agreements, and identifying improvements. With the concept approved and endorsed by a National Board. Further there is a need for enough funds allocated only for fire service training. The next challenge is one of participation, cooperation and encouraging young & dynamic individuals to participate in the system. Conclusion Fire protection personnel shall demonstrate a working level knowledge of assessment techniques such as the planning and use of observations, interviews, and document reviews to assess facility performance, report results of assessments, and follow up on actions taken as the result of assessments. It is essential for an officer to show the ability to conduct assessments, develop corrective actions and recommendations, communicate assessment results, and develop supporting reports. Senior officers should demonstrate an ability to apply fire safety evaluation criteria and methods to minimize the occurrence and extent of fires. They also should have a thorough working level knowledge of emergency response operations including personnel training and qualification, equipment, and facilities. Fire protection personnel should demonstrate the ability to assess emergency response operations including personnel training and qualification, equipment maintenance, and facilities implementation exercises and drills. They should also demonstrate the ability to evaluate fire protection training and qualification programs [12]. The fire action plan should be the subject of frequent training so all employees are familiar with its contents and there should be regular evacuation drills. It is essential to carry out fire training and it is recommended to keep a record of the results of that training. Fire alarms should be tested at weekly intervals and records kept. Fire equipment should be regularly serviced and it is the responsibility of the senior officers to take charge of these details [13]. Future Research Sir Eyre Massey-Shaw, the Fire Chief of the London Fire Brigade in 1873, when speaking of the people in the fire service 130 years ago once said, “…that the business [fire], if properly studied and understood, is worth being regarded as a profession.”1 1 At this point of time it is essential to make fire service a professional course just like the professions of a physician, a nurse, an attorney, an engineer or an accountant. For the first time, we’ll soon have the one answer to the question, “How do you become a professional fire chief?” References 1. Fire Services and Emergency Planning. (2005). Retrieved on 30 Aug 2005 from www.environ.ie/DOEI/DOEIPol.nsf/wvNavView/fsaep?OpenDocument&Lang=en 2. Fundamentals of Fire Fighter Skills. (2005). By International Association of Fire Chiefs, & the National Fire Protection Association, Retrieved on 31 Aug 2005 from www.911hotjobs.com/bookstore/pn647.htm - 45k 3. U.S. Fire Administration (2005). Crosswalk of NFA Courses and NFPA Standards, Retrieved on 31 Aug 2005 from http://www.usfa.fema.gov/training/nfa/about/crosswalk.shtm 4. Professional Status: The Future of Fire Service Training and Education, Retrieved on 30 Aug 2005 from www.usfa.fema.gov/downloads/pdf/nfa/higher-ed/ProfStatusArticle.pdf 5. The Future of the Fire Service: reducing risk, saving lives www.irfs.org.uk/docs/future/pdf/firec7.pdf 6. Nevada State Fire Service Standards and Training Committee, Retrieved on 30 Aug 2005 from http://fire.state.nv.us/Files-Forms/STATE%20OF%20NEVADA%20DRIVER%20OPERATOR%20CERTIFICATION.pdf 7. RESCUE TECHNICIAN, (October 24,2003), Nevada State Fire Service Standards and Training Committee, Retrieved on 30 Aug 2005 from http://fire.state.nv.us/Files-Forms/STATE%20OF%20NEVADA%20RESCUE%20TECHNICIAN.pdf 8. Decision Making and Problem Solving: Instructor Guide (May 2003) Retrieved on 31 Aug 2005 from http://www.au.af.mil/au/awc/awcgate/fema/241/dm_ps_ig.doc 9. Leadership and Influence (August 2002). Retrieved on 31 Aug 2005 from http://www.amrg.org/Leadership_and_Influence_FEMA.pdf 10. Effective Communication- Independent Study (August 2002). Retrieved on 31 Aug 2005 from www.training.fema.gov/emiweb/downloads/EC-IS.pdf 11. Firefighter, Retrieved on 1 Sept 2005 from http://www.wellstown.org/Home/S00648755-00648779.1/FIREFIGHTER.doc 12. U.S. Department of Energy Department, Fire Protection Qualification Standard Competencies (May 1995) Retrieved on 31 Aug 2005 from http://cted.inel.gov/cted/qualstd/fireprot.html 13. FSAC (29 April, 2005) Note For Guidance, The Fire Safety Advice Centre Retrieved on 31 Aug 2005 from http://www.firesafe.org.uk/html/fsequip/fireproc.htm Read More