Chapter 9: Training Basics Flashcards
Chapter 9: Training Basics p165
Difference between a training coordinator and training officer
Understanding the difference is an action towards developing a chosen learning culture.
Training coordinators – have the responsibility of implementing training programs with non-department specific content or initiatives to meet outside standards.
Training officers – teach internal standards and identify best practices while ensuring department specific operational guidelines and philosophies are incorporated and reinforced in the training.
Shorthand… Training coordinators make sure training is complete while training officers make sure the training is personal and specific to the needs of the org.
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Chapter 9: Training Basics p167
Heavy in-service training and drill
Mondays, Tuesdays, and Wednesdays of each week are “heavy training days”.
Heavy means hands-on, multi-company, or battalion drills. Focus on strategy, tactics, and multi-company coordination, with the duration of two hours or less.
At least three heavy days, one day for each shift, is reserved for conducting building survey and having strategy and tactics discussions about the first 15 minutes of an incident at that location.
Chapter 9: Training Basics p167
Light in-service training and drilling
Thursdays, Fridays, and Saturdays are “like training days”.
Light days include company drills that focus on task and techniques, step up preparation, new member mentoring and development.
At least one Thursday Friday Saturday of each month is reserve for the officers choice. Light days are also used to address any training needs identified during previous multi-company drill, or in preparation for upcoming multi-company drills.
One week is reserved each month for emergency medical training. Some days are left open as makeup days
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Chapter 9: Training Basics p167
What does the fire department required to reach its full potential?
Quality training program and a commitment to mental, physical, mechanical, and procedural preparedness.
Chapter 9: Training Basics p167-169
How can you determine if your training is quality or not?
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- Can success clearly be defined?
- Is the content up-to-date, accurate and based on
- defined reference material & actual experiences
- Is the information compatible with your departments
- operational philosophy
- SOP’s
- identify best practices
- trial guidelines
- Does the training answer- who, what, where, when, why, how, and what to degree?
- Is the training relevant, realistic, and reality-based?
- Can the topic of training be rehearsed with department resources?
- Can be measured and verified?
Chapter 9: Training Basics p169
Why is it important to have buy-in for training program?
Without buy-in shortcuts are taken and training ends up being pencil whipped.
To create buy-in companies need to see the relevance of training and drills. They need to see progress being made in the direct impact on their daily success and survival. Once personnel realize how the training specifically impacts their success and survival you can build momentum.
“The deal” to promote buy-in was to solicit input about their perceived training needs. Thompson would then develop and distribute training to each firehouse based on what they wanted as well as what was observed to be lacking during actual calls and MCD’s.
He produced a monthly training manual, master training calendar, how the training should be documented, learning objectives, and reference material that reinforce the standard – everything that company officer needed to deliver quality training.
He did the preparation the company officer part of the deal was to try make sure that the training drills happened and that they are good quality.
Chapter 9: Training Basics p171
What is essential for achieving consistent, predictable actions on the fire grounds and for developing functional fire companies?
Standards.
Without standards the quality of training become subjective and fire operations becoming inconsistent between shifts and stations.
Standards are required for choreographed initial deployments, tactics, and task from the first arriving companies.
Chapter 9: Training Basics p171
Dr. Pamela Rutledge explains the way that we think
That steams, scripts, cognitive maps, mental models, metaphors, and narratives are how we think, and how we make meaning of things.
Dr. Rutledge tells us that they explain how things work, how we make and justify decisions, how we persuade others, and how we understand our position.
Chapter 9: Training Basics p171
What are the benefits of well-thought-out standards?
- Standards let everyone know what to expect
- they provide a method for evaluating the success of an operation
- Assist shift commanders, officers, training officers, and mentors
- Minimize the potential for operational inconsistency
- Provide the basics of training and development
Chapter 9: Training Basics p172
SMART³
Strategy Management Aggressiveness Risk regulated operations Tactics, task, techniques
Chapter 9: Training Basics p172
SMART³:
Strategy
there is a strategy to address each of the incident problems identified during size-up. This establishes the foundation for the initial IAP, based on the ability to execute and support IAP.
Chapter 9: Training Basics p172
SMART³:
Management
All operations will be managed using department incident management, accountability, communications, firefighter rescue, and other fire ground support systems and functions.
When each of the above is in place, we are within our incident management capabilities.
If it cannot be accomplished companies must call an audible modify operations.
Chapter 9: Training Basics p172
SMART³:
Aggressiveness
Identify incident problems, risk to victims and firefighters, solutions to each of these problems, providing the ability to define what sensible aggression looks like on the fire ground.
This will help companies being smart and safe during the initial stages of the incident.
Chapter 9: Training Basics p173
SMART³:
Risks Regulate Operations
What determines how aggressive ops will be?
The aggressiveness of all operations will be regulated by the risk to firefighters and fire victims, and the ability to support the level of aggression.
This provides a mental model for visualizing both acceptable levels of aggression and reckless, unacceptable levels of aggression.
Chapter 9: Training Basics p173
SMART³:
Tactics, task, techniques
Commitment to solving each of the incident problems using designated, preassigned engine and truck company tactics and task.
Techniques emphasizes our commitment to the basics of performing the job correctly and using the proper tools and practiced technique.
Chapter 9: Training Basics p173
How can SMART ³ be combined with training?
By identifying operational capabilities and limitations it can be an effective method for training decision-makers on acceptable versus unacceptable risk-taking.
This will allow operations to be more consistently aggressive
Chapter 9: Training Basics p173
Fire departments desperately need to develop a standard for managing risk that considers…
The crisis expectations of those needing our assistance.
Chapter 9: Training Basics p175
What is the one of the first steps towards having a functional fire company?
Ensuring that everyone on the team has a firm grasp of the basics
