Overhauling a Training Program - Part II

By Doug Cline, First Vice President, ISFSI Board of Directors

Part I of this two-part series examined overhauling a training program and the 16 Life Safety Initiatives. In Part II, we will begin the tedious portion of the overhaul, which is taking the plans and implementing them into a working schedule, maintaining balance and getting personnel on board.

A good first step is making a schedule that breaks a year’s time into quarters. This works a lot better than planning the entire year in one block. Things change in our profession and new equipment comes around all the time. Plus, a new service might be right around the corner. By looking ahead in this fashion, you’ll have a plan, but it will be flexible.

You will need to plan and schedule weekly drills that meet the NFPA 1001, 1002, 1410, 1021 and 1041 standards. Additionally, plan a special multi-company drill, which is larger and more complex, on a once per quarter basis, as well. 

The tricky part is the balancing act. The organization must devote equal shares to all the profession’s disciplines. EMS is a factor for most of us, so include time for required continuing education. Hazmat is not going away any time soon. We need officer training, and the list goes on for some departments.

The best resource for determining training frequency for each discipline is NFPA standards, ISO rating requirements and state mandates. Many departments are still focused on direct classroom delivery. But we have to evaluate the cost of moving apparatus and companies around and getting volunteers to training sessions, plus a host of other family and life obligations. The ability to utilize platforms like Learning Management Systems (LMS) or virtual classrooms is essential.

Weekly drills need to be small, yet potent packages. Develop drills small enough they don’t eat up too much of our already scarce amount of time. We only have 24 hours in a day, and multiple issues competing for our time. Keeping the information current, meaningful and accurate is essential. While training is highly important, we can’t forget about the real-world mission that is always lurking. By focusing on specific objectives, like NFPA 1421, we can meet nationally accepted job performance requirements and still be finished within time frames.

It’s important to identify your instructors early. Ultimately, the training of our personnel is the company officers’ responsibility. But there is nothing written anywhere that says training officers need to teach every single class or drill. They should have the flexibility to use their personnel’s expertise. If personnel can help by instructing, it provides officers the opportunity to spur development to the rest of the company. The earlier we get everyone engaged in the program, the more time they’ll have to prepare. We also have a chance to tweak and test the program before we sell it to the people who set policies.

We’re now ready to take our new plan to the decision making body and show why and what needs to change. Most importantly, we have a solution ready, not just a problem to present. Be ready to accept some criticism, hopefully it’s constructive. Also be prepared to explain the proposed changes, sometimes a simple referral to one of the previously mentioned standards will suffice. Other times, the cold, hard truth is that when you are talking to the command officers about these changes, a brick wall will appear because you are suggesting change. Change can be difficult for some people, so you might hear “this is the way we have always done it.”

If you have to go back and make alterations to your proposal -- and let’s face it, the first-draft rarely gets through -- go back and make them and present your case again. Just don’t let the process affect your overall focus.

Once the governing body has signed off on the plan, it’s time to take it to the people. This could very well be the hardest part. The worst case is having the new direction perceived as punishment or the “Shotgun Effect” on the entire department for a few individuals’ past mistakes. 

As with any standard or policy, there should be some sort of looming discipline for failure to comply -- but forced training doesn’t enhance operational capabilities. The company officers will once again be a useful asset. They are in the best position to help with the acceptance of the new program.

Provide them with the same information -- and utilize the same tactics -- you utilized to sell the program to the administration. Statistics from evaluations, applicable standards and requirements you considered to develop the program are key pieces of information to help individuals see the program’s value. If you are still meeting resistance to the change, appeal to the mission, safety and personal pride of reluctant individuals. 

When the program is running, don’t forget quality assurance. It’s not just for EMS calls. Have the participants evaluate everything from instructors, to audio/visual materials. In a prominent area, post the program’s goals so everyone can see what the organization is trying to accomplish and keep it updated. Keep evaluating and re-evaluating the program, adjust as necessary, and once the basic core skills are improved, take the program to the next level.

Ideally, the program should expand and grow in concert with the department. Remember, it’s important to do “Post Incident Analysis” and “After Action Reports” on training as well as incidents. This is where you can develop a road map for your program.

The time to realize important changes are necessary is not on the scene of an emergency or after someone gets hurt, dies, sued or loses certification because they failed to meet training requirements. 

Don’t train until you get it right. Train until you can’t get it wrong!