Analysis and Use of the Management Cycle

BFS 3251, Introduction to Fire Protection 1

UNIT V STUDY GUIDE

Fire Department Administration

and Training

Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to:

1. Outline the six principles of command and the six components of the management cycle.

2. Describe the four methods of communication and the different types of fire departments.

3. Describe a typical fire department organizational chart and chain of command and levels and duties of rank.

4. Define customer service, one department concept, team building, and incident effectiveness.

5. Describe the structure of a training bureau and the need for training in the fire service.

6. Define the differences between technical and manipulative training and the importance of an adequate training program.

7. Assess the methods of determining performance standards and areas of required training.

8. Relate the importance of training to incident effectiveness.

Unit Lesson Introduction Every fire department, whether full-time career, paid on-call, volunteer, or a combination of these, must have one common component: administration. Often the highest ranking officer of any department is the chief. Larger metropolitan departments often have a fire commissioner who is the top ranking officer, and the position of chief acts as the assistant to the commissioner. Regardless of the title, a well-rounded department operating efficiently and effectively must have managerial leadership. Secondly, the department must have a command structure that identifies each level of rank from entry-level firefighter up to chief or commissioner. Each level must have its duties and responsibilities clearly stated to avoid confusion as to clarify chain of command. In concert with rank and file order of responsibility, every member of the fire department from the top-down and bottom-up must undertake various levels of training. In the case of entry-level firefighters, training is in the form of the basics of firefighting tactics and principles. In the case of officers of rank, training is in the form of leadership and management practices and principles. Chapter 7: Fire Department Administration Principles of command: Klinoff reminds us that his principles of command are general guidelines intended to act as the catalyst for an organized cohesive fire department regardless of size, type, and population served (Klinoff, 2012). Unity of command: This is the first of the six principles and means that each member of the department has only one boss. The primary concept behind unity

Reading Assignment Chapter 7: Fire Department Administration Chapter 9: Training

Supplemental Reading See information below.

Key Terms 1. Administrative

procedures 2. Buddy breathing 3. Command presence 4. Confined space 5. Cover 6. Emergency medical

dispatch 7. Extrication 8. Fiscal 9. Fully encapsulated

suit 10. Fusees 11. Liaison officer 12. Operational

procedures 13. Repeaters 14. Validate

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of command is that everyone within the organization has a clear understanding of whom they are supervised by and who they supervise. The unity of command principle is perhaps the most violated, especially during an incident where proper chain of command is often not followed. The scene of an emergency incident is often congested, and duplication of orders is not uncommon. There is nonetheless the need for a structured organizational chain of command.

Chain of command: The word “chain” is used to denote the linkage between each level of the organizational structure. All levels do not operate independently of one another, but rather as a continuous seamless chain of personnel. From firefighter to chief, each level has a structured order of managerial command and responsibility. The breadth and depth of chain of command is dependent upon the required various levels of leadership, number of shifts, number of personnel, and number of stations. A chain of command organizational chart can be as simple as three or four levels and as complex as several pages of flow-chart diagraming. Regardless of the simplicity or complexity of the chart, one major benefit to a well-defined chain of command is the dissemination of information. General orders, change notices, and other invaluable communications must follow the logical flow of the chart. Generally it goes from the top down, chief to firefighter, in a manner that works to eliminate confusion and rumors.

Chain of command allows for a smoother transfer of authority from one level to another during an incident. Typically as higher-ranking officers arrive on scene, command is handed over from the lower ranking officer. There are those incidents when higher-ranking officers allow the lower-rank to maintain command. This practice is often spelled out clearly in department standard operating procedures (SOPs). Span of control: No matter the level of training and education, a supervisor (officer of rank) must be able to effectively supervise a certain number of personnel. In the fire service, span of control is typically limited to between three and seven personnel, with five being the optimum. While a well-meaning officer of rank might be more than willing to supervise personnel numbering greater than seven, it is ill advised as the greater number of personnel will most likely miss important information or orders leading to confusion and freelancing. It is therefore incumbent upon the top leader of the department to ensure that the mandates of span of control are clearly written in the SOPs. Division of labor: This is the fourth principle, and it refers to the separation of work to be performed in order to avoid duplication of effort. Generally the two divisions of labor are line and staff. Each division has its respective function and responsibility for the accomplishment of goals and tasks. Typically fire suppression, emergency medical service, and hazardous material mitigation are line functions. Fire prevention and fire investigation are administrative or staff functions.

(Klinoff, 2012, p. 217)

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Delegation of authority: In order that all daily work is completed, department leaders and managers must delegate authority to subordinates. Delegation may begin at the top in the office of the chief, who delegates or assigns specific chores or duties to the individual shift deputy or battalion chiefs, who in turn delegate portions down to the company officers, who in turn delegate authority down to firefighters. Delegation of authority is given to those who are qualified and capable of handling the rigors of the task to be performed. Not all tasks are assignable to lower levels, such as personnel evaluations or formal investigations that require management level personnel. A task such as hydrant maintenance, however, would be delegated down to firefighters, as this is work that does not require managerial level attention. Exception principle: This is the sixth and final principle, which states that the person who delegates authority needs to be informed in situations of major importance. Regardless of the level of personnel to which authority has been delegated, it is incumbent upon the individual to report immediately and directly any sudden change or condition that affects the outcome of the delegated responsibility. Refer back to chain of command and the need for effective communication between the ranks of all department personnel. Few chief officers enjoy being surprised by an unauthorized and unwarranted change in a situation that was otherwise deemed low-profile and somewhat routine. Department personnel at all levels must understand their specific line-of- authority at the time of the delegation. Here again, such detailed responsibility should be written in the SOPs. The management cycle: This cycle is an organized thought process to achieve the desired goals of the organization and is comprised of six separate components: (1) planning, (2) organizing, (3) staffing, (4) directing, (5) controlling, and (6) evaluating. Mission and goals: Every fire department should have a mission statement and established goals. The mission statement sets into motion the purpose of the department and the reason that the department exists. The mission statement should be clearly and concisely written. The mission statement of a fire department should be posted conspicuously in each station, on the department’s web site (if applicable) and at city/town hall. Goals are often too broad and immeasurable and non-specific. Examples of measurable goals are developing a fire prevention education program for the local school system, assisting the elderly population of the community with changing smoke detector batteries, or having a fund raising event to purchase a piece of emergency medical equipment. At the top level of management a goal might be set to allocate department resources to a growing section of the community where fire protection is often limited or response times are excessive in comparison to other sections of the community. If the chief were to set this as one of his goals and the plan falls through due to fiscal constraints, he/she is likely to put the goal back in the next budget. If the chief were to include this plan in the department’s mission statement, the statement would become invalid once the goal failed. It is therefore important to understand the distinction between a mission statement and a goal. Objectives of the management cycle: Objectives are statements that must be specific, measurable, attainable, realistic, and timely. Objectives must be in line

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with the stated goals. In order to increase the accomplishment of goals and objectives we use the six stages of the management cycle:

1. Planning: At this stage the goals and objectives are determined based on the available resources that will facilitate the most economical and effective manner for achieving the goals and objectives. All department personnel must understand the policy and how the policy influences the accomplishment of goals. Within the policy are procedures that give direction and guidance as to how the goal is to be achieved. The use of objectives, policies, and procedures allows managerial level personnel to set the course of the organization in order to reach its goals.

2. Organizing: At this stage, department managers bring together

necessary resources as determined during the planning level. Here management will incorporate resources into a formally structured relationship and closely examine both fiscal and personnel resources. At this level the determination is evaluated as to whether sufficient resources are available to attain the goal or objective.

3. Staffing: At this stage the assignment of personnel, both staff and line,

will be identified for the achieving of goals. A major question confronting department managers is whether or not sufficient personnel levels allow proper staffing goals. Without proper staffing levels, goals cannot be reached and failure is likely to occur.

4. Directing: This stage is best defined as guiding and supervising the

efforts of subordinates toward the attainment of specified objectives and goals. Directing takes on the form of rules, SOPs, job descriptions, and assigned duties. Each of these named forms must be written clearly and understood by all department personnel. Also spelled out in these forms is line-of-authority clarity with regard to who has responsibility and authority to execute tasks that allow achievement of goals.

5. Controlling: This is the stage of the process that determines whether or

not the organization is working toward its goals and objectives. Any defects or discrepancies that are found must be remedied by the individual who has responsibility to conduct corrective measures to bring the task back on course. The responsibility of controlling falls on both line and staff personnel.

6. Evaluating: Evaluating is merely the process of determining whether or

not the goals and objectives of the department are being accomplished. Evaluation is carried out both internally and externally. Internal evaluation is in the form of progress reports, personnel evaluations, and program records. External evaluation falls ultimately on the public being served. Evaluation must be carried out according to established and accepted standards.

Once all six stages of the management cycle have been given proper consideration, it is most likely that all the goals and objectives set forth by the department have been accomplished for a given period or purpose. Fire department types: Volunteer fire department: As the name implies, a volunteer fire department is one comprised entirely of men and women who volunteer their time to the delivery of fire suppression and emergency medical services within a given community. These are ordinary citizens who devote their lives to being called out day or night for any emergency and do so without cost to the community. They

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receive no pay for their service receiving only personal satisfaction for providing emergency response to incidents. A typical funding mechanism for the volunteer fire department is that of fund- raising activities such as ham-and-bean suppers, pancake breakfasts, car washes, and other such events. This is often the primary source of all operating capital as many small communities cannot fund a fire department with equipment and apparatus. Federal and state grants are often another source of funding; however, the members continue to provide emergency services without pay. Volunteer fire departments may have one of two configurations: (1) total volunteer where no one is paid a wage or (2) partial paid where only the apparatus driver/operators are paid and all other members are completely volunteer and not paid. In the latter case, the paid driver/operators work assigned shifts working at the fire station and standing at the ready to respond to emergency calls. The paid member is also responsible for the daily upkeep and maintenance of the station and equipment.

Combination fire department: This type of department is comprised of a majority of its members being paid full-time personnel with volunteer members serving as supplemental personnel. The full-time paid personnel are on duty daily working out of the fire stations, and volunteer personnel are called in to staff the station when the full-time personnel are working an incident. If manpower is required at the scene of an incident, the volunteers are directed to the scene to supplement the full-time crews. All department supervisory and management personnel are full-time as well. Another variation of the combination department is one in which non-full-time personnel are paid for their response and work time on scene. This arrangement is known as paid-on-call. On-call personnel respond from their homes or places of employment and are paid a pre-determined base rate and/or hourly wage for responses.

(Klinoff, 2012, p. 237)

(Klinoff, 2012, p. 238)

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Career fire departments: This form of fire department is one that is entirely paid and staffs stations on a full-time, 24/7 basis. Paid career departments can be found in communities of all sizes and populations. Career fire departments tend to have greater control over personnel with regard to hiring, training, and managing. Most career departments require entry level personnel to undertake a formally written examination with candidates for appointment placed on a list in order of their scores. Entrance exams might be administered at the local level, or statewide, such as is the case in civil service states. As department personnel retire, resign, or leave for various reasons, replacement personnel are hired from the waiting list. Once a candidate has been selected and hired, the next logical step is to be sent to a fire academy for a prescribed period of training in all aspects of firefighting. Once assigned to a work shift, the newly appointed firefighter may be required to undergo a probationary period, during which the employee is permitted the opportunity to determine whether or not being a firefighter was the right choice. Similarly the employer has the opportunity to evaluate the probationary employee. Once the probationary period has ended, the firefighter is then considered tenured or permanently employed. As time passes the firefighter has the opportunity to enroll in educational courses and specialized training that enhance skills and knowledge. Generally it is during this period that many firefighters study for promotional exams in an effort to advance up the management ladder. In many departments competition can be fierce, as there are often many more firefighters than officer positions. As such, those aspiring to advance must often take and retake promotional examinations. Though not all firefighters set their sights on being the chief of the department, there are those who dedicate their free time and energies to reaching that time honored position. Holding the top job in the fire department is often the culmination of years of hard work and constant studying. Here again the competition for the cherished chief’s seat may be fierce. It is therefore advisable for any firefighter having aspirations of being chief to be in a constant state of learning and improvement. Most career departments will have a formal organizational structure that may include separate divisions with the department, with each having its own management structure. Typical divisions are fire suppression, emergency medical services (EMS), fire prevention, fire investigation, public education, training, hazmat, and support services. The number of divisions is dependent upon the fiscal resources available. Larger departments often have many divisions with many managerial personnel, while smaller departments require that an individual manager wear many hats.

Industrial fire brigades: Often private sector firms will have organized fire brigades made up of employees who have been properly trained in firefighting tactics. Oil refineries are most likely to have internal fire brigades who initiate

(Klinoff, 2012, p. 241)

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firefighting and fire control. Most often the members of fire brigade have other duties and responsibilities within the company and upon receipt of an alarm of fire they respond to the specific location. In some venues the industrial fire brigade will be supplemented by the local public fire department. Contract fire protection services: There are a number of privately owned fire protection companies who, for many years, have held contracts with cities and towns across the United States for the provision of fire and EMS services. One of the oldest private contract companies in the U.S. is Rural Metro. This firm began providing subscription fire protection service in 1948 to the residents of a newly formed community known as Scottsdale, Arizona. According to the Rural Metro web site (n.d.), the firm serves 690 communities in 21 states across the U.S. with municipal, industrial, and wildland fire and EMS contracts. For many years there has been considerable tension between public and private firefighting agencies. Private companies feel they are more than capable of providing highly trained quality fire protection services, while public firefighters feel that private companies will take their jobs away. The debate is one that has raged for over 50 years and is likely not to cease. Only the community can determine what type of emergency response services it can afford. Communications: The four basic means of communications most commonly utilized by the fire service are (1) face-to-face, (2) radio/telephone, (3) written, and (4) electronic. Radio communications are a necessity in the fire service as the message sender is not always in a position to conduct face-to-face. Most departments have mobile and portable radios, and many provide each personnel with a portable. While radios are an essential and vital component of each firefighter and officer’s equipment, radio transmissions are subject to static and garbled communication, setting the stage for misunderstanding and confusion. Cellular phone technology has eliminated much of the airwave static; however, using a cell phone during a fire fight can be cumbersome if not outright dangerous. Cell phones prove useful when responding, and it becomes necessary to transmit sensitive or guarded information that should not be sent over the radio airwaves. Many folks in a community have fire/police scanners and listen intently to all emergency broadcasts. Transmission of sensitive information may violate privacy rights and, in some cases, sends out the wrong message to civilian listeners. Written communications are a vital means of conveying messages and information within the department and should be used when time is not a critical consideration. General orders, important bulletins, regulations and policies, SOPs, and SOGs should all be reduced to writing to ensure quality and correct interpretation. Electronic communications has become a part of daily life in the fire service. In particular, instant messaging between intra-departmental personnel and inter- department personnel. Virtually everyone today has an email address and as such a single message from the office of the chief can be sent instantly to an endless number of employees. Chapter 9: Training Training bureau: While not all fire departments have dedicated divisions for training, all departments have some form of internal training program as well as external resources for training of department personnel. The training bureau is

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staffed by a dedicated group of personnel whose job it is to provide necessary training to firefighters. The value of training and education must never be underscored. Without up to date training and familiarization of new equipment, technology, and apparatus, a fire department cannot provide efficient and effective protection. Staff function: Some departments have the ability to assign dedicated, full-time personnel to the position of training, which is then considered a staff function. The advantage of this type of position is that all training is administered uniformly from a single source. As such, all personnel receive consistency in training. Operations function: This method of training falls under the supervision of the operations division, where many feel it rightfully belongs. This concept suggests that personnel assigned to individual work shifts are in a position to respond to incidents and serve as safety officers or other functions as directed by command officers. It is further advanced that training personnel acquire a greater understanding of operation methodology while working in operations and are therefore better equipped to train from a practical standpoint. Personnel: The actual qualifications for training vary from department to department. Most departments require that any personnel assigned to training should be an officer of rank having authority to supervise other personnel. Some departments will require training officers to have specific education qualities, and some require their officers to be certified in accord with NFPA Standard 1041, Fire Service Instructor Professional Qualifications. Smaller departments may assign line-personnel to conduct certain training sessions when that individual has undertaken specific training for a topic. However, when the department elects to appoint or select their training officers or personnel, one element all training personnel must possess is a positive attitude. Being confident is paramount to conveying vital information to those attending a training session. Training chief: Here again this position may or may not be possible within the department. As with many other positions, a dedicated training chief may require fiscal resources not available. In those situations, the duty of training chief may fall to a company officer who has other duties and functions. In any event, it is incumbent upon the person designated as the training officer to ensure uniformity and consistency in the administration of training and education of all other department personnel. Company officers: Perhaps the most commonly utilized position for training personnel is that of the company officer who often has the greater share of experience and knowledge needed to perform actual instructional sessions. Instructors: Instructors can be either internal or external and not always holding a position of authority or rank. It is possible that internal personnel may not have the necessary educational background in a specific topic, and therefore an external instructor is required. Such might be the case when a fire department wishes to have its fire investigation personnel become certified as investigators, requiring the services of a private sector civilian firm. Electronic media technician: As the use of electronic media education becomes more and more popular, it may become necessary for a department to engage the talents of a media technician in order to operate projectors, audio-visual equipment, and record podcasts. Light duty: Where a department has the ability to offer light duty to personnel who have suffered minor injuries that prohibit engaging in arduous firefighting,

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such personnel might be effective at training sessions. Using light duty allows the department to recover some of the cost of the person being on injury leave. Interagency: Arguably one of the greatest examples of training cooperation occurs when the fire department engages in joint training with other agencies. Whether those agencies are federal, state, or local, joint training enhances the interoperability and trust of one another. Interagency training is most likely to occur when it is realized that a particular agency has specific resources that are most likely to be utilized by the agency that does not have such resources. Urban and wildland firefighting agencies often come in contact as their boundaries abut one another. Many municipal structural firefighters do not have formal training in wildland firefighting tactics, and the same is true for wildland firefighters not having structural training. In those communities where the propensities of the two forces meeting one another are high, interagency training will prove to benefit both agencies. Though each will have its own duties and purpose, cross training has far greater advantages then disadvantages. Ambulance companies: In those communities whose fire departments do not provide EMS services, it is highly beneficial for fire service personnel to train and interact with local ambulance companies. Training together provides each individual agency an opportunity to better understand the functions of the other agency. Such interaction will work to reduce frustration and friction between the public and private providers of emergency services. Of course one cannot overlook the benefit of knowledge gleaned by firefighters who might be attending paramedic school. Training facilities: Training can take place just about anywhere there is sufficient space for personnel and equipment. Typically a training session might include both classroom and practical hands-on training. While some departments have the luxury of a formal classroom outfitted with laptops, a projector, a pull-down screen, a dry-erase board, and other adjunct teaching tools, many others have a simple meeting room. Often the station kitchen table, the television room, or the dormitory bunk room is this classroom, as is the apparatus floor area most of the time. As with most aspects of a fire department, fiscal resources will dictate the form of classroom available. Off-site training: Often off-site training involves such activities as street familiarization, which requires little more than driving the apparatus on a self- guided tour of your first-due area. Knowing every street and nook and cranny in your primary response district will pay off the first time you respond to an alarm at 0230 hours on a street that you seldom respond to during daylight hours. Negotiating apparatus requires as certain level of driving skills that can only come through maneuvering around corners and backing up into unusual spots. While out on drivers’ training the company officer should be conducting another training session: hydrant locations. Knowing the location of hydrants will, again, pay off during foul weather periods when hydrants are obscured. A resourceful company officer will know to use training as an essential tool of the job and not as punishment. When a company officer turns a training session into a punishment session, little will be retained, and resentment will ensue. One method company officers should consider when planning a training session is to allow members of the company to create a training plan and session. This tactic serves all company members in a positive manner. Training sessions created by crew members could be done on a rotation basis so that over a period of time all crew members have made a contribution.

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Fire pre-planning is another function that could be used as a training session. Conducting a pre-plan of high hazard occupancies within the first-due district will serve two purposes. First, crew members will have the opportunity to identify and locate hazardous materials under non-stressful conditions thereby permitting safer approach should the need arise. Secondly, the pre-planning visit acts as a public relations tool affording company personnel an opportunity to improve or expand their interaction skills. Purpose and importance of training: Training and instruction has a two-fold purpose: changing behavior and instilling a strong sense of safety. From the first day a new recruit steps into the station, he/she should be undergoing a continuum of training and instruction that exposes him/her to the wide variety of tools and equipment not often found outside the fire department. Understanding the purpose and function of these new instruments acts as the catalyst for behavior change. The wise company officer will not hesitate to begin training immediately. Akin to behavior change is learning to understand the need for a safe environment when working with apparatus and equipment. Self-contained breathing apparatus (SCBA), for example, are not frequently found in the public sector, and, as such, new recruits must be properly instructed in their use and handling. Knowing that this equipment can save the firefighter’s life adds value to the sense of safety. Every training session must stress the importance of personal safety, and those being trained must know of associated hazards that accompany many types of fire apparatus and equipment. Technical and manipulative training: Technical training refers to non-physical instruction and learning. Computers have gained a major prominence in the fire service, and, as such, firefighters and officers must have a well-rounded understanding of their use and importance. Additionally, department personnel must be able to read and understand codes, standards, and ordinances in order to execute the responsibilities of their position. Most hazardous material training is technical, whereby personnel learn the chemistry of hazardous materials and techniques for mitigation of a hazmat incident. EMS has considerable technical learning as well. For example, paramedics must know how to read EKG strips in order to administer the proper medications to correct irregular heartbeats. Manipulative training requires personnel to engage in physical use of equipment, a hands-on practice training. Training with hose lines, ladders, donning, and doffing SCBA are all examples of manipulative training. Learning how to handle and use forcible entry tools and appliances requires both skill and caution and above all safety. An adage associated with manipulative training is that perfect practice leads to perfect performance, and that performance should always be done safely. It is a well-established statistical fact that many injuries are suffered, and on occasion death, by firefighters during training sessions. For this reason, both the firefighter and fire officer must be keenly attentive to the manner and method to which both powered and non-powered equipment are being used during training. Over time and with repetitive training, personnel will become highly proficient in the use of tools and reduce associated injuries. Determining adequate levels of training: Virtually all occupations have some level of adequacy that relates to specific levels of training and/or education. In a simple form, determination of adequate training levels for the fire service requires consideration of three criteria: (1) safety, (2) complexity, and (3) frequency. Each of these three is examined further in the following narrative. Safety: Is the job being performed safely? Is the employee properly protected from inherent dangers? Has the employee been properly trained and/or

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educated as to the necessity of safe operations while performing a specific job or function? These questions, and others, must be addressed to ensure that all employees are operating safely in the commission of their occupation. “Safety First” or “Think Safety,” are buzz phrases used for decades in both public and private sector occupations. Safety and safe behavior cannot be over emphasized. The goal must be reduction of injury or death due to unsafe actions. Training is the key of success. Complexity: How complex is the job? Is the job a simple task requiring minimal training? Is the job a complex multi-layered task that requires equally complex training? Here again department leaders and managers must be capable of assessing the degree of complexity and the level of corresponding training. Frequency: How frequent does this job/task occur? Dragging hose lines and donning SCBA are tasks most likely to be considered frequent requirements, and, as such, company managers should be aware of the frequency or anticipated frequency. Once potential frequency rates are established, personnel should be trained sufficiently so that these tasks can be performed without the need to stop-and-think. At all times SAFETY must prevail. Performance standards: Performance standards should not be confused with performance evaluations; the two are separate and distinct. Performance standards are the methods employed to accomplish a task safely and correctly. One element of performance standard often used is that of time. Company officers should consider how much time is needed in order to accomplish a particular task such as donning SCBA. While time is an important criterion, performing the task safely within the time constraints is equally important. If donning SCBA averages 35 seconds and certain personnel have accomplished the task in 25 seconds, it must be certain that those working in the shorter time frame are doing so correctly and safely. Skills development: Skill is defined as the ability of personnel to use their knowledge effectively and efficiently to execute or perform a developed aptitude or task. Some personnel will require more time and training in skills development while others will require less time. Therefore, training officers or personnel must have the ability to remain patient during the development stage of new employees. Once an employee has reached a level of proficiency of a given task, that person is considered to be a master. It should be the goal of all entry- level personnel to become a master at all associated tasks of the fire service to which they are assigned. Skills maintenance: As with any form of training and education, it is necessary to maintain a high level of proficiency of mastered tasks. Once basic skills have been mastered and proficiency reached, it becomes important to move on to the next higher level of skill or skills. Once again, the performance of the newest level of skill is repeated until you have reached proficiency, at which time you move forward to the next highest level of skill. And the process is repeated again and again until all skills are mastered. Skill assessment: After an employee has acquired a level of skill performance, the level of proficiency must be assessed to ensure that in fact the employee is capable of performing learned tasks with efficiency and safety. Those persons who evaluate other employees should themselves be adequately proficient in the same task or skills. Proper critique or evaluation forms should be used, wherein the task or skill is outlined using an objective versus a subjective approach. Should an employee be found to be inefficient at performing a task, the remedy is to have the employee undergo retraining in order to improve the quality of performance.

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Standard operating procedures (SOPs): Also known as standard operating guidelines (SOGs), SOPs are written, often step-by-step, procedures for achieving unity and coordination of operations. Whether it is fire ground operations, training requirements, or departmental regulations SOPs/SOGs are a vital component of fire department structure. SOPs/SOGs can eliminate confusion and misunderstanding at many levels, providing, however, that the SOPs/SOGs are written with precision and clarity. Poorly written SOPs/SOGs are a recipe for disaster; therefore, they should be reviewed and revised as necessary. Training records: Each employee of the department should have a formal training record kept on file and updated as needed. Without a record of accomplished training, the doors of debate and dispute are soon opened. All employees should have an individual record of achievement of skills learned completed at the time and date of achievement. Additionally, both the training officer and employee should review any initial acceptance or rejection of record. In the end, confusion and dispute are reduced or eliminated. Training safety: Once more, safety during training cannot be overemphasized. At all costs, a safe environment must be maintained during all training sessions. Among the most commonly reported injuries sustained during training are falls, entrapment, overexertion, burns, and carbon monoxide (CO) poisoning. Thermal injuries are most common in controlled burn training and can be avoided when training officers know when it is time to evacuate the burn facility. Ensuring that all personnel taking part in any training exercise are properly outfitted with appropriate PPE and backup personnel are at the ready to intervene when and if necessary are basic safeguards.

Reference Klinoff, R. (2012). Introduction to fire protection (4th ed.). Clifton Park, NY:

Delmar. Rural/Metro Corporation. (2012). Retrieved from

http://www.ruralmetro.com/home/about-us.html

Supplemental Reading Alyn, K. (2012, July). Creating consistency for higher performance: When fire

department management is not unified, frustration with the inconsistencies is the result. Firehouse Magazine, 37(7) 42. Retrieved from General OneFile.