By Mark J. Cotter

The regional training program had just been completed when the alarm was sounded for a structure fire in the host company's district. Firefighters who had minutes before been sitting in an auditorium, listening to a nationally-known expert explain the importance of, and methods of mitigating, the hazards of riding on fire apparatus, were now climbing aboard those very vehicles.

As a Truck pulled out, two firefighters were in a heroic-appearing, but idiotic, pose, standing in the open jump seats as it sped away. You can lead a horse to water...

This incident occurred several years ago, and rarity of open cabs in today's fire apparatus fleets makes it a lot harder to ride in a moving vehicle as if it were a chariot, but the ability to behave recklessly remains possible in oh so many other ways. Just as that post-seminar incident demonstrated, a disconnect often exists between the training ground and the fireground; the classroom and the firehouse; theory and application. Some firefighters, for various reasons, having been taught the right way, still will not behave the right way. That is, unless they are trained to do so.

By "training" I don't mean classes and drills and seminars. Those are opportunities for teaching. While indispensably important, such learning opportunities are merely the beginning of the process of becoming a competent firefighter.

All of the certificates, wallet cards, and helmet stickers are meaningless if the holder of those trophies still cannot, or will not, demonstrate the proper behaviors and correct skills. We all know persons who have attended enough classes to qualify for a college degree in fire science, but continue to act in unsafe manners. While typically senior members, and often even respected by some in their organization, they are, in reality, merely confident morons. Unfortunately, they are also often some unwitting rookie's role model.

Training, as I am using the term here, refers to the repetitive performance of skills and application of knowledge in an effort to achieve and maintain mastery. A simple example would be "potty training". When each of us underwent that process, we were informed of the desired results, given the necessary equipment, provided with sufficient practice, and encouraged until we became proficient. More to the point of this column, it was made clear that regressing in our abilities or behaviors was not acceptable, and most of us, therefore, have remained expert in bowel and bladder control.

Comparisons can be also made with training for a marathon, boxing match, or other sports event. In the fire service, though, the events are unscheduled, and we must be in the best condition possible � mentally and physically - at all times.

To maintain that proficiency, training must be ongoing and consistent, periodically introducing new concepts and skills, but continuously reinforcing fundamental knowledge and abilities already learned. Addressing deteriorations in skills and behavior, just like we do for our equipment and vehicles, is a vital component of this process. Still, despite the wide breadth of potential subject matter and techniques, the actual topics requiring such attention are basic and, sometimes even, mundane.

For instance, in one busy department with which I served, when helmets were worn, chin straps were in place, all the time. Not doing so would have been as unthinkable as not wearing the helmet at all. (In fact, not wearing a helmet strap can leave you not wearing a helmet at all when you bend over to perform a task or get hit by debris.)

The expectation of the universal adherence to this behavior was integrated into the department's recruit training and SOPs. The SCBA donning procedure that was taught even included the steps required to manage and maintain chinstrap connections.

These days, I rarely see a fire helmet chinstrap worn. Firefighters are taught to do so in their basic firefighting class, but are never again so trained. When I spotted a fellow firefighter wearing his lid securely and questioned him about it, he said that, in his previous department, the policy on chinstraps was firm and consistent. Not having your helmet secured with its strap bought you a reminder, or worse, from any officer or fellow firefighter present. This firefighter, and those at my previous department, continue that habit because that was how they were trained.

Other common yet vital subjects include the use of seatbelts in moving apparatus, wearing full turnout gear at all fires, the use of SCBA at all potentially IDLH scenes, and laying supply lines en route to reported fires. More complex matters are respecting the chain of command (officers not complaining of other officers or policy in front of lower-ranking members; everyone looking first to their immediate superior for direction; and officers directing other members through those members' officers, among other things.) and consistently filling support roles (Safety, RIT) at emergency incidents.

Training involves every member of the department, not just the officer or instructor. Recognizing and taking the proper steps to ensure the safety and competency of fellow firefighters strengthens the entire company. Avoiding these subjects, and ignoring opportunities to teach these lessons, is usually excused by comments such as "we've never had a problem with that" or "it would take too long", and actually weakens the group, leaving its members more vulnerable to mishap.

Taking the effort to truly train members correctly can be a difficult endeavor to initiate. Overcoming years of lazy attitudes, weak efforts, institutionalized excuses, and backward thinking is no small task.

The first, and most difficult, step is recognizing improper behaviors in your organization. Such an assessment is easier for someone from another department, but it takes only a little time reading fire service publications, or attending a training program, with open eyes, to be acquainted with fire service "best practices." Next, become an example through your own behavior. Walk the walk.

Finally, depending upon your influence (seniority, rank, charisma), you can initiate efforts to spread the message of "doing the right thing" to others. The results, no matter how much or little it spreads, will be a safer, more effective department.

Drills and classes still need to be scheduled, but training should be constant. Every call becomes an opportunity to model proper performance, observe for deviations, and address any discrepancies. The ideal is a state of natural balance where all members know what is expected of them, are given the skills and knowledge to meet those expectations, and have their behaviors reinforced or corrected, as appropriate.

Mark Cotter, a member of the fire service for more than 30 years, is a volunteer firefighter/EMT-B with the Salisbury (MD) Fire Department and is employed as an emergency department physician's assistant. Previously, he served with departments in New Jersey and Pennsylvania as an EMT-paramedic, an emergency services consultant, and fire chief. Cotter is author of the column "From the Jumpseat" on FireEngineering.com.