Every fire department says it values training, but not every department defines what good performance looks like. Company-level drills may be happening regularly, yet repetition alone does not guarantee readiness. The real test is whether crews are training on the right skills, to a measurable standard and often enough to perform when the call demands more than the basics.
The results of this year’s FireRescue1 What Firefighters Want survey verified and validated that company-level drills continue to run the fire service — as they should! Company officers must ensure that their crews are competent to perform on and off the fireground, confident in their skillsets and knowledge, and fit enough to complete the job efficiently.
But what is the job? In an industry where we are constantly expected to take on new challenges, how do we train for everything? And when our ranks change over, how do we maintain our training-focused institutional knowledge? And for departments that aren’t experiencing a lot of change-over, how do we ensure that our training doesn’t become stale?
Company-level training
When asked, “How often do you complete the following types of training?” 79% of survey respondents reported that they perform company-level operations training either weekly or monthly — a fantastic showing. I hope that means most of you are training on stretching lines, throwing ladders, forcing doors and masking up. Factor in some drag techniques for civilians (dirty drags are a favorite of mine), and you’ve essentially covered the fireground functions. These functions should be second nature to all firefighters.
But, if we are truly honest with ourselves, are these skills really second nature to us? What metric are you using to determine who has mastered a skill, who can merely complete a skill and who needs work on a skill? Are you relying on our bare-minimum academy standards for operations that demand mastery? And what training level is “good enough” for our non-bread-and-butter operations? These questions demand contemplation — and a training plan.
Finding balance
We recently had a vehicle crash with entrapment — two elderly occupants inside with minor injuries — where the car was on its side with the driver’s side down. We utilized a manual hand winch (come-along) and our struts to stabilize the vehicle to perform the extrication. The call went fine, but it was clear to me that it was not second nature for the crew. I don’t share this to shame the crew; after all, the patients were extricated with injuries treated, and the operation was ultimately a success. But when the come-along came off the truck (where it’s been for five years), there were some confused eyes.
And that is the point. Sometimes we focus so much on the basics that we neglect the rest. When was the last time you trained on the thermal imager? Are you aware that NFPA 1010 requires TIC training? Do your firefighters know the different modes of the thermal imager in the same way they can troubleshoot their SCBA? How does that gas meter on the rig work? What about the airbags, stabilization gear or setting up a 3:1 mechanical advantage for a low-angle rescue?
When asked, “What is the ratio of training that introduces new skills vs. training that maintains existing foundational skills?” 54% of respondents reported that their training focused on maintaining foundational skills. Of those, 15% said their training was almost entirely focused on maintaining those skills — no new concepts, or at least it appears that way.
In this career where new hazards are constantly emerging, how are we not training on new things? Where is the training on lithium-ion batteries and their hazards? Where is the training on EV vehicle fires and extrications? How about training on civil unrest? To me, that 15% signals a lack of innovation or awareness, which could be a dangerous position. As training officers, and as good firefighters, we must be aware of emerging trends while simultaneously maintaining our foundational skills.
On the flip side, approximately 2% of respondents said their training was entirely or mostly introducing new concepts. This isn’t too surprising because of the need to maintain foundational skills, but it does beg the question, do the 2% of departments really feel they have mastered their foundational skills so much so that they can focus exclusively on new skills? Are instructors constantly bouncing from one concept to another? Effective training involves introducing a new concept, then drilling that concept or skill repetitiously until it becomes second-nature. If you simply teach it once and call it good enough, then those skills will likely not be demonstrated on the fireground when you need it most.
It’s a good sign to see the majority of respondents (44%) describe their training as a balanced mix of foundational and new skills. My organization fits into this category perfectly. We have a lot of new firefighters and some seasoned veterans — and they work together well. For instance, we recently completed a simple rescue skill with a simulated ejected patient down a hillside. Our veteran members were able to lend their knowledge in ropes and rescue skills to the new members, while the new members were able to practice and hone their patient assessment skills for trauma emergencies. That helped veteran members refresh their trauma care skills. This is exactly how the fire service should work — veterans mentoring junior firefighters, and junior firefighters showing their skills to refresh veteran members. It’s a cycle.
Bottom line: Training cannot be just the basics, nor can it be completely new ideas. It must be a balanced mix. Training officers must determine the biggest risks faced by your community and focus there while still carving out time to address low-frequency or emerging threats.
From “good enough” to mastery
We instituted training time trials at my organization because a stopwatch doesn’t lie. Our department felt that the basic skills from the fire academy weren’t adequate for our department, so we changed it. Every one of our company officers and firefighters must meet these competencies annually:
- Deploy a 200-foot crosslay in 60 seconds to a target, no kinks in the line.
- Mask up in 30 seconds.
- Force an inward-swinging forcible entry door in 3 minutes.
- Deploy a 24-foot extension ladder from the apparatus to the second floor for rescue in 90 seconds (50-75 feet away).
- Drag a 175-pound mannequin 50 feet in a low-crawl, keeping the airway low, while on air.
These metrics tell us that our firefighters are “good.” But competency isn’t mastery, and mastery isn’t permanent. Skills degrade when they aren’t practiced and evaluated regularly.
The proof is also in the pudding so to speak. At a recent house fire, a police officer’s body worn camera caught the entire hose deployment. The first arriving apparatus stretched the attack line in 40 seconds, were masked up in 20 seconds, and were actively engaged in interior operations in one minute from arrival. That fire attack saved the property, despite heavy fire conditions on the first floor and rapidly extending to the second floor and attic. This tells the tale of a crew that has mastered their craft – but that doesn’t mean they stop training. It just means that they will keep training to stay dialed in.
We also have EMS competencies. Every provider is evaluated on airway maneuvers, CPR, rhythm recognition, a mega-code, pediatric care, tourniquet application, chest seals, IV/IO therapy and medication review.
Key tip: Do not let your ego creep in, as it will tell you that you and your crew are good when you could actually make significant improvements. Lots of us are “good” at the job, but if we don’t maintain our skills, we don’t stay good for very long.
Beyond the basics
If you feel training is stale, switch up the objectives — and have fun with it. On the next intubation training, put the airway trainer on the floor, under a table, with the lights off. Strap it to the underside of a table and do it upside down. Stretch lines at houses, apartment buildings and businesses. Get out of the firehouse and war-game your problem areas within your first due. We can always adjust a plan; it’s much harder to come up with one from thin air. Use your imagination.
Our fireground skills must go beyond stretching lines and throwing ladders, although those are absolutely important and are the foundational basis for firefighting. Keep doing that! But let’s not forget the other skills of the job:
- Size-up
- Ventilation and flow path management
- Fire behavior
- Building construction
- Pump and ladder operations
- Fire suppression systems/FDCs/standpipe operations
- Extended hose stretches
- Portable monitor nozzles/deck guns/elevated waterways
- Saws/saw maintenance
- Technical rescue
- Extrication and stabilization
- Hazmat identification/placards/ERG
- EMS skills/protocols/case studies
- EMS scene management/triage
- CPR
- Active-shooter response
- Rescue Task Force concepts
- Mayday operations/rapid intervention
- Portable radios
- Apparatus mechanics/inspection
- Lithium-ion battery response
- Aircraft emergencies
- Landing zone setup
- LODD reports/near-misses
As a colleague once said, there are no advanced skills, simply advanced performance. We must find the balance of foundational skills and advanced performance that works for your department.
Again, what defines “good” for you and your crew? What is “good” for your department? If there isn’t a standard, it’s probably time to make one for your company.
Are you ready?
Firefighters can stretch lines quickly and effectively, throw ladders to windows fast, and mask up and force doors will usually lead to rapid fire extinguishment and lives saved, while keeping property loss to a minimum. As for the firefighters who can’t do those things, the results will not be the same.
Company officers must ensure that all their firefighters master the basics and are good at everything else for one simple reason: It is what the public expects of us when they call 911. It becomes our emergency when the tones go off, so we need a plan and enough training to fall back on. This job is the best in the world, but it can turn deadly serious in seconds. We need to be ready.
Keep training, keep learning, and keep loving the job. Stay safe.
