Chapter 8: Training Essentials Flashcards
Chapter 8: Training Essentials p143
How did retired FDNY battalion chief John Salka characterized training?
Training is not the most important thing, it’s the only thing
Chapter 8: Training Essentials p143
Frequent quality departmentwide training is the responsibility of whom?
Fire Chief
Chapter 8: Training Essentials p143
How often should quality training occur?
Daily
Chapter 8: Training Essentials p144
Functional fire company officers don’t view training as a chore, but rather…
A necessary practice so that there will be successful on game day
Chapter 8: Training Essentials p144
What can’t be achieved without quality training?
And as the company officer what is your job in relation to the training?
Sustained success cannot be achieved without ongoing quality training.
It’s the company officer to ensure that proper time is allotted for training, and proper attention is given to the quality of content
Chapter 8: Training Essentials p145
When you clearly understand what it takes to succeed as a fire department, you are in position to start building a training program to achieve that success.
What’s the first essential step in that process?
Defining success is essential fire success, training success and subject success
Chapter 8: Training Essentials p145
If you have training that is fragmented and lacking consistency between shifts battalions, and stations, what is the primary reason for that?
The primary reason for training that lacks consistency and continuity is the lack of clearly defined goals.
Chapter 8: Training Essentials p145
What are the steps for creating a successful training?
- Clearly defining success of the operation, then working backwards to develop necessary learning objectives to lead to that success.
- Identify the knowledge objectives
- Identify the tools and knowledge needed
- Convert knowledge to skills – develop basic and advanced incremental steps including necessary task and techniques. Demonstrate the correct way to perform each task. Practices conducted under the direction of a qualified SME. Start with the basics then advance when the student skill proficiency and confidence indicate they are ready.
Chapter 8: Training Essentials p146
Thompson is more concerned about fire ops training than EMS/medical training.
What is his justification in doing so?
You don’t have to be the medical expert in your jurisdiction, you have to be the emergency medical provider.
However you do have to be the fire expert in your jurisdiction.
But this plan outlines plenty of medical training as well.
Chapter 8: Training Essentials p146
Why is it that quality medical training happens more often than quality fire training across the fire service?
Because the quality medical training is required.
Chapter 8: Training Essentials p146
Thompson’s additional arguments for spending more time with fire training than medical training.
- Number of working fires are down – therefore more training is required
- Focusing on data showing that most calls are medical is a destructive message that lead subordinates to not feel as though to to train as much on fire.
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Chapter 8: Training Essentials p148
How much time does TCFD spend on medical training a month?
Eight days
Each month paramedics are evaluated on 29 skills
Chief officers meet with medical control physicians and staff to discuss quality of care and each paramedic within the system.
In the eight days time medical control conducts four hours training and four hours company level training.
Each month for members get cadaver lab, operating room rotation, pediatric scenario lab.
Medical doctor shadows and mentors paramedics
All new hires must complete a structured medical orientation process that includes one-on-one time on an ambulance with the doctor. They then moved to a six-month EMS mentoring program.
Chapter 8: Training Essentials p148
What’s a fundamental difference between training for EMS and training for fire?
EMS training is typically much more efficient and effective than fire training. Paramedics are trained to a standard and operate under the direction of scientifically justified treatment plants (protocols) written by doctors for the prehospital setting. Paramedics have the luxury of consulting another paramedic on scene or calling online medical control.
Fire doesn’t have these advantages: strategies shift from city to city, no SMEs to the level of physicians
Chapter 8: Training Essentials p148
Why is it easier for department to be an “EMS department the goes to fires”, rather than a “fire department the goes to medicals”?
Because the medical side has a much clearer vision of success.
Chapter 8: Training Essentials p149
Quality Training Responsibilities:
Fire Chief-
5
- Provides the vision for success
- Establishes expectations for department wide training
- Establishes performance and preparedness standards
- Introduces initiatives
- Provides continual support for the training effort
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Chapter 8: Training Essentials p149
Quality Training Responsibilities:
Operations Chief -
5
- Establishes the expectations for Battalion/Co training
- Coordinates the development of operation guidelines
- Provide logistical support
- Monitors progress
- Provides continual support for the training effort
Chapter 8: Training Essentials p149
Quality Training Responsibilities:
Training Coordinator –
six
- Implements initiatives
- Develops learning objectives
- IDs reference materials that support the standard
- Identifies logistical needs
- Ensures proper documentation of training
- Ensures training and reporting requirements are met
Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Training Officers –
four
- Directly involved company and individual level training
- Develop training to meet internal standards and identified training needs.
- Make training personal
- Provides feedback relevant to operational philosophy
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Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Shift Commanders –
six
- Identifies Battalion training needs
- Conducts Battalion drills, multi-company drills
- Ensure drill and training consistency, across shifts
- Participates in drills
- Conducts training audits
- Provides continual support
Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Company Officers –
seven
- Identifies company training needs
- Conducts company level drills and training
- Provides technical input and oversight
- Ensures quality control at the company level
- Coaches performance issues
- Participates in drills and training
- Ensures company level training is documented
Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Senior Members –
six
- Ensure proper technique is used during drills
- Support the company officers vision
- Mentors
- Participates in drills and training
- Motivates the company during drills and training
- Documents individual training
Chapter 8: Training Essentials p152
Why does every fire company need at least one fire expert?
Experts know how to perform in high risk situations, and have the ability to see the clearest. In critical situations nonexperts are looking for expert direction.
The more experts on the team the more problems that will get solved quickly at the incident.
Chapter 8: Training Essentials p152- 1533
What are the four common training errors that need to be eliminated for training to be successful?
- Training above a firefighter’s knowledge and experience level. – Firefighters who have not developed confidence and competence with basic skills and concepts are being trained in advanced techniques.
- When firefighters are fictitiously killed as a result of their actions or decisions during training. This mentally positions students for failure.
- Allowing students to develop bad habits during training. This includes simple things like allowing firefighters remove gloves to adjust radio, etc.
- Calling a needs assessment a “training evolution” or “high intensity training”. This occurs when firefighters are expected to complete a scenario prior to being trained in the skill necessary to be successful. Rookie training mistake setup firefighters for failure.
Chapter 8: Training Essentials p153-154
What is the Six Rs of learning and experience?
Thompson’s model to assess experience in the learning that resulted from training.
- Recognition
- Repetition
- Rehearsal
- Recital
- Review
- Redirection