Posts tagged: training

LION looks at the current state of fire training equipment and how new technologies impact it

All firefighters will always tell you the importance of having proper fire training equipment and how it can improve the outcome of any emergency incident. The current state of fire training equipment has greatly improved over the years, with new technologies being developed to better prepare firefighters for real-life scenarios.

Digital fire is among the most significant new technologies in fire training equipment. This technology allows firefighters to experience simulated fire scenarios in a controlled environment. Fire training with digital fire technology aims to help prepare for real-life situations, as you can practice your response and decision-making skills in a safe and controlled environment.

The importance of training as a team strengthened with Digital Fire Technology.

In firefighting, where lives are at stake and every second counts, the importance of team training cannot be overstated. Fire rescue operations demand high coordination, communication, and trust among team members. Exercise with digital fire technology strengthens the significance of team training in equipping fire rescuers with the necessary skills, fostering effective teamwork, enhancing situational awareness, and ultimately saving lives.

Why use digital fire technology for team training?

Skill development and readiness

They are using this technology without worrying about budget and stock of consumables (wood or gas) or health impact (CO2 or Toxic particles). Team training is pivotal in developing and honing the skills required for fire rescue operations. It allows firefighters to learn and practice critical techniques like search and rescue, ventilation, ladder operations, and fire suppression.

By simulating realistic scenarios, training helps firefighters become familiar with equipment usage, response protocols, and incident command systems. Regular training sessions enable them to remain prepared, ensuring a prompt and effective response when emergencies arise.

Enhancing teamwork and communication

Successful fire rescue operations depend on seamless teamwork and clear communication. Team training activities facilitate the development of a shared understanding and trust among team members. By engaging in exercises emphasising coordination, cooperation, and decision-making, firefighters learn to work cohesively, relying on each other’s expertise and support. Regular practice enables them to anticipate each other’s actions, minimising errors and maximising efficiency during high-pressure situations.

Building situational awareness

Assessing and adapting to changing circumstances is crucial in fire rescue operations. Team training aids in building situational awareness, enabling firefighters to analyse and respond to dynamic situations quickly. They learn to evaluate potential risks, identify hazards, and make rapid decisions under stress through simulated scenarios. Training also exposes them to various types of fire incidents, increasing their familiarity with challenges they may encounter in the field.

Stress management and decision-making

Fire rescue operations can be incredibly demanding, both physically and mentally. Team training exposes firefighters to real stressors, helping them develop resilience and effective stress management strategies. Practicing decision-making in high-pressure environments makes them better equipped to make swift, informed judgments during emergencies. Training allows them to anticipate potential risks, adapt to unforeseen circumstances, and execute well-coordinated plans, even in chaotic situations.

Continuous improvement and professional growth

Team training is not a one-time event but an ongoing process. It provides a platform for continuous improvement and professional growth. Regular training sessions allow firefighters to refine their skills, learn from past experiences, and stay updated with the latest firefighting techniques and technologies. By participating in joint training exercises with other fire departments or specialised rescue teams, they broaden their knowledge and exchange best practices, fostering a culture of innovation and excellence.

In the challenging realm of fire rescue, team training is an indispensable component for effective operations and preserving life. Through skill development, enhanced teamwork, situational awareness, stress management, and continuous improvement, fire rescuers are better prepared to face their profession’s demanding and unpredictable nature. Investing in comprehensive team training programs not only strengthens individual capabilities but also ensures that the collective efforts of firefighters can be seamlessly coordinated, resulting in safer and more successful rescue operations.

The total cost of ownership of fire training units: Emphasising long-term investment

When it comes to fire training units, considering the total cost of ownership is essential. While short-term costs may seem appealing, evaluating the long-term benefits and expenses associated with these units is crucial. Looking beyond immediate expenditures and making informed decisions prioritising long-term investments in fire training units is critical.

Initial cost vs. lifespan

Short-term thinking often centres around the initial cost of fire training units. However, more than focusing on the upfront price is needed to consider the lifespan of the equipment. Investing in a high-quality, skilful mix of digital, gas and wood-fired training units may involve a higher initial cost but can significantly extend their useful life. By prioritising long-term investment, fire departments can avoid frequent replacements and associated expenses, ultimately leading to cost savings over time.

Maintenance and repairs

Fire training units require regular maintenance and occasional repairs to ensure optimal performance. Homemade units may seem attractive initially, but they often need more frequent and costly repairs. Long-term investment in reliable and well-constructed training units minimises maintenance requirements and reduces the risk of unexpected breakdowns. This approach allows fire departments to allocate resources efficiently, preventing interruptions in training schedules and maintaining operational readiness.

Safety and risk mitigation

Fire training units must prioritise safety for both firefighters and the environment. Opting for high-quality units that adhere to safety standards and regulations reduces the risk of accidents, injuries, and environmental hazards. Short-term investments in cheaper, substandard units may compromise safety measures and result in costly legal consequences, liabilities, and reputational damage. Long-term investments in reliable training units prioritise safety, minimising potential risks and safeguarding the well-being of personnel and the community.

Scalability and adaptability

Fire departments must consider the scalability and adaptability of training units to meet evolving training needs. Short-term investments often limit flexibility and restrict future expansion or modification. In contrast, long-term investments in versatile training units offer the flexibility to accommodate changing training requirements, additional features, and technological advancements.

This approach provides a higher return on investment by ensuring the units remain relevant and effective over an extended period.

Reducing the carbon footprint of fire training

The first step in reducing the carbon footprint of fire training is to conduct a comprehensive assessment of current practices. This involves evaluating equipment, fuel consumption, energy sources, waste management, and transportation methods employed during training exercises. Understanding the existing carbon emissions and their sources enables identifying improvement areas and developing targeted sustainability strategies.

Encouraging eco-friendly training methods

Exploring and promoting eco-friendly training methods is vital to achieving the carbon reduction objectives in fire training. Emphasising digital fire-based training, combining digital, gas and wood burns provides cost-effective alternatives that enhance training’s environmental impact. Incorporating these innovative technologies into fire training curricula can significantly minimise the carbon footprint and how fire departments can substantially contribute to carbon reduction efforts.

More research and development are needed to determine any potential drawbacks to relying heavily on technology for fire training or to create even more effective and efficient tools for firefighters to use in training and on the job.

Other new technologies are being developed to improve fire training equipment, like virtual or augmented reality. We must continue to invest in developing new technologies for fire training equipment. By doing so, we can better equip our firefighters to handle the challenges they face and keep our communities safe.

This exclusive article was originally published in the June 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

Yen I Chia, Chief Operating Officer, Emergency Response Command Academy, and Bruce Wong, the Asia-Pacific Ambassador of the Institute of Civil Protection Emergency Management, share experiences from fire commander training in New Taipei City, Taiwan

As in many modern cities, large-scale fire incidents have significantly dropped in recent years in New Taipei City due to the public’s heightened awareness of fire safety. Eventually, the new generation of fire commanders will not be able to gain experience in coordination and command, as well as communication with other partners in fire scene, such as subway, hospital, and port, etc. They can only equip themselves through training, but it is difficult for them to predict the fire behaviour and rate of fire spread, resulting in substantially reduced efficacy of the training. 

Obviously, there is a significant gap between training and reality. A few years ago, the New Taipei City Fire Department started to study how to further strengthen the command capabilities for the commanders in different levels. They learned that Virtual Reality (VR) technology emulates different disaster scenarios with great realism from South Korea, Singapore and France.

The Emergency Response Command Academy (ERCA) was established in 2018. Costing some US$1.2 million, the ERCA occupies a total floor area of 1,500 square metres and use the ADMS as the command-and-control training system. Since the official opening, more than 600 commanders were trained in ERCA each year on average.

The VR system installed 12 scenarios, such as apartments, high-rise buildings, chemical plants, tunnels and highways. Periphery of the New Taipei City Hall and nearby streets is also mapped out as the first local scene, adding to the authenticity of the training experience.

Another localised scenario is in a historic building. The public awareness of the importance of heritage conservation is increased in the Island. For protecting the irreplaceable structures, the commanders need to formulate the most suitable firefighting strategy according to distribution of historic buildings during the VR training.

Facilities

The ERCA has four sections: the On-scene Simulation Training Field, Operation Section, Incident Command Post and Crisis Decision-Making Room. All sections are connected via computers.

The On-scene Simulation Training Field is the main training ground of the ERCA. It equips 14 computers for simulating different roles in disaster scenes, such as ambulance commander, police officers, witness, and so on. The commanders can practice the strategies of command and control in small-scale incident or at the early stage of disaster. These commanders can learn how to make decisions in different scenarios for the purpose of handling real situations. The Operation Section is designed for the senior commanders to strengthen the deployment capacity at scene in complex scenarios.

In order to promote effective communication internally and externally, the commanders in the room can feel as if they are in a real incident command post and communicate and coordinate with different departments by radio, instant messaging applications and video conference. During a major disaster, senior government officials might involve commanders in decision making and coordination. The senior commanders can practice the workflow for effectively coordinating across different departments in the Crisis Decision-Making Room. Different levels of commanders can receive different levels of training in ERCA.

With an establishment of 14 core instructors and 14 tactical instructors, the ERCA develops 9 training courses. The training curriculum is a combination of theories and practices. Before operating the VR, the commanders will have case study and group discussions first. Then they will have practical session by using the VR device, turn the theory into reality. Afterwards, the commanders will share their opinions with each others. Finally, the instructors will review their performance and make appropriate recommendations for improvement if necessary.

Performance evaluation

After the training, the commanders’ performance will be reviewed. If the performance is weaker than expected, the instructor will talk to the commanders being assessed to find out the reason. In the past, performance may have been biased of the commanders being assessed. Nowadays, the ERCA has an assessment system that can provide systemic and objectivity methodology, with a view to enhancing the acceptability of the evaluation as well as to provide a quantitative overview.

Results

The ERCA has so far trained over 2,200 fire commanders over the last four years. Other fire departments from neighbouring cities also sent delegates to exchanges and learning. In addition, 2 VR table-top exercise with Toxic and Chemical Substances Bureau and Bureau of Cultural Heritage were organised to evacuate the objectives of the exercise by after-action-review and to enhance interdepartmental coordination. The VR exercise saved the cost, manpower and time to set the example of using high technology in the disaster preparedness in the Island. In 2022, the ERCA has been accredited with the ISO9001 reflecting the international training standards.

Looking forward

In the future, more local scenarios will be developed based on previous significant cases, including the fire in hospital, serious road traffic incident in highway, and hazmat incidents in port. The ERCA not only embeds in the commanders’ minds the lessons learned from previous cases, but has also become a knowledge hub to grow up with the departments from fire service, police, public health and culture.

This exclusive article was originally published in the June 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

By Phil Martin – former ACFO at Cornwall Fire and Rescue Service and fire consultant

The move to a supervisory position brings new opportunities and responsibilities. Of the new responsibilities, managing the performance of individuals and teams is perhaps one of the most daunting and challenging but in equal measure it is one of the most important and potentially most rewarding elements of leadership and management.

The following model offers a simple approach to managing an individual’s performance. It offers a means for identifying and dealing with poor performance and equally as importantly, to highlight good performance.

Individuals who are supported, clear about what is expected of them and effectively led are generally well motivated. Where an individual’s performance is effectively monitored, action to understand and manage below standard behaviours and actions will enable a manager to support and resolve issues swiftly.

A failure to address poor performance is unfair on both those who under perform and may not be aware of it and on those who work hard to achieve required standards.

Above standard performance can be easily overlooked by a manager but shouldn’t be. Identifying, understanding and acknowledging above standard performance can raise morale and help to develop both the individual and the team.

An important aspect of managing performance that must be understood is that for some individuals below standard performance may be a way of operating that has gone unchallenged for some time. As a new manager inheriting longer-term below standard performance may seem difficult and formidable but the investment in time and effort is likely to bring significant rewards for the individual, the manager, the team and the organisation.

As an illustration, this model consists of three areas which represent baseline performance, above standard performance and below standard performance.

Above Standard Performance – The area above the baseline will represent performance that is exceeding a minimum acceptable standard. The area illustrated as above standard performance will reflect a range of performance.

Baseline Performance – Baseline performance is the minimum acceptable standard expected of an individual. This may be determined by organisational, contractual, legal or vocational standards. The rationale and purpose of baseline standards must be clear, realistic and achievable. They should be easy for the manager to explain and for staff to understand.

Below Standard Performance – The area below the baseline will represent performance that is not meeting a minimum acceptable standard. This area will again reflect a range of below standard performance.

Using the Model

In an ideal world everyone would operate to a standard that is at least at or above baseline performance, as organisations this will be a requirement of the individual and there will those who are content to operate at this level at all times.

In addition to this there will be individuals who through their own efforts or experience consistently perform at a level above the baseline. It is all too easy to accept this without recognition which can cause leaders to inadvertently undervalue the efforts of individuals.

In managing performance the critical area that needs constant monitoring and urgent action is in the area of below standard performance, this will have a negative impact on the individual, the team and organisation. Individuals who performance falls below the standard required will cause a disproportionate drain on a manager’s time.

Identifying Below Standard Performance

Where we identify someone whose performance falls below the baseline we need to ask why?

There could be a number of reasons for underperformance including a misunderstanding of expectations, not being appropriately equipped or trained, a physical or medical barrier, a personal lack of effort or a blatant disregard of the need to meet the required standard of performance.

Underperformance needs to be addressed urgently and honestly. For some it may feel uncomfortable but it is a critical responsibility of any manager or leader.

Managing Below Standard Performance

When below standard performance is identified it is essential that a manager takes swift and appropriate action with discretion.

The key steps in addressing below standard performance will be:

• Clearly state the shortfall in performance
• Ask and discuss the shortfall, ask ‘why?’
• Be clear about the expected standard of performance and discuss how this can be achieved.
• Set goals using baseline performance standards; discuss any support that may be needed and state review periods
• Record discussions, expectations and measures
• Monitor and review

Where an individual has prolonged below standard performance which is not isolated and crosses a number of areas the key steps will remain the same, but manager will need to break down the areas of underperformance and to identify each occasion or activity and develop an improvement plan accordingly.

Identifying Above Standard Performance

Recognising above standard performance and providing feedback to individuals is an opportunity too easily missed by managers. Failing to acknowledge positive performance can demotivate individuals and teams and devalue baseline standards.

Acknowledging good performance provides managers with positive opportunities to exercise the potential of individuals and to develop both them and the teams they work in by capturing and reinforcing good practice.

In my senior years and roles, the challenges and complexities of managing performance evolved and I have been fortunate to have completed a wide range of leadership and development courses and qualifications. In this article I distilled my training and experience gained over 40 years of managing and being managed into a simple model which has both served me well and has been well received by those I have shared it with.

This exclusive article was originally published in the May 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.