Photo by Tony Greco
As I wandered through my 32-year career in the fire service, two truths became evident to me. The first was “the police get everything.” The city’s “finest” always trumped the city’s “bravest.” This was especially true when it came to funding. They got the bigger budget (per capita) and more perks than their firefighter counterparts. When addressing budget items before the city council, they always went first, and we got what was left. On the national scene, look at what the Feds give law enforcement in grants annually as opposed to the fire service. It’s laughable.
The second “truth” was that in tough budget times, training was always cut first (spoken like a true training officer). Toledo has its own set of idiosyncrasies, but I’ve traveled enough to learn that most departments are like Toledo–when the budget ax begins to fall, it strikes the training bureau first.- —John “Skip” Coleman, retired as assistant chief from the Toledo (OH) Department of Fire and Rescue. He is a technical editor of Fire Engineering; a member of the FDIC Educational Advisory Board; and author of Incident Management for the Street-Smart Fire Officer (Fire Engineering, 1997), Managing Major Fires (Fire Engineering, 2000), and Incident Management for the Street-Smart Fire Officer, Second Edition (Fire Engineering, 2008).
Question: Has the budget crisis affected your department’s ability to train. If so, what are you doing about it?
Thomas Dunne, deputy chief,
Fire Department of New York
Response: Although training capabilities in the FDNY have been greatly expanded over the past seven years, New York City currently faces serious financial challenges that may affect our training budget. The length of the recruit training school, for example, is likely to be shortened in the near future.
There is no doubt that fiscal restraints can have an adverse effect on the physical condition of training facilities as well as on the quality and diversity of training courses. However, any department’s training capability often results from what it accomplishes on a day- to-day basis.
The majority of the “real” learning in the fire service occurs in the field at fires and other emergency operations. It is here that the principles learned in recruit school or in chief or company officer training sessions are refined by practical hands-on experience.
Our department emphasizes daily drill sessions conducted by chief or company officers. The drills may vary from a single unit review of fire tactics to multiunit drills conducted at sites where significant fire hazards exist or where major fire operations have been conducted.
In addition, we make a real effort to teach personnel while they are still at the fire scene. Tools, procedures, building construction, and other topics are most effectively learned at an on-site critique as soon as a fire or other emergency is placed under control.
Learning situations like these do not require extensive facilities or large capital outlays–just dedicated firefighters interested in continually improving their job knowledge. In this manner, training becomes a state of mind which, at its core, is impervious to budgetary constraints.
Rick Lasky, chief,
Lewisville (TX) Fire Department
Response: In bad economic times, training is the first area cut. We have had our budget cut in some places, but have been pretty lucky so far. Even with the cuts, we’re still able to train our personnel. We won’t be able to send as many as we would like to national conferences, but we still train. It doesn’t take any of our budget for company officers to train their people. They can train on numerous drills and topics that will not cost a dime. I’m not just talking about what you can get from Fire Engineering’s Web page or Community Page. I know it makes it tough when you can’t buy supplies for your burn building or for extrication drills, but there is plenty to do with your folks if you look for it. We’ve done some joint training with our neighbors and shared the cost. Sharing instructors, equipment, props, drill sites, power points, videos, ideas–it all works.
Craig H. Shelley, fire protection advisor,
Saudi Arabia
Response: Budget cuts have not affected our training schedules yet. We place a high value on training and developing our personnel. During my experiences with other departments throughout the years, I have seen that training is the easiest and first line item to cut during times of budget reductions, It should not be hard to justify the value of training to city managers and mayors, but for some reason the message does not get through. In many cases, they do not understand the need for and the value of training. If we were to carefully analyze firefighter deaths and injuries, we would find that a lack of, or improper, training contributed to the results in many cases-whether in the area of safely using equipment, building construction, or fire behavior. Training is one of the primary areas where the value of the dollar spent pays great dividends, whether or not the dividends are immediately evident. Training should be expanded, even in times of fiscal restraint.
Jim Mason, lieutenant,
Chicago (IL) Fire Department
Response: We are going through a back-to-basics program involving some fire suppression- and rapid intervention-related training. This has been going on for some time. The money for this program had been allocated at the beginning of the program. For the near future, it appears that it will continue, although it is never certain that new programs that were proposed can be implemented. Newer firefighters continue to be hired, and promotions continue to occur.
Training at the response level continues for companies in the field. It never really stopped. This may be the most important training of all. At the company level, we are continuing to preplan and inspect buildings to which we will potentially respond. Thankfully, this is not affected by the budget.
In-service training at the firehouses continues without any money problems also– practice with tools, communications, search, SCBA, tactics, etc. They are also not influenced by tough economic times. Good training can come from working with experienced officers and firefighters at any time, without budget problems.
Robert Metzger, chief,
Golden Gate Fire Control and Rescue District, Naples, FL
Response: In spite of the current fiscal impact to our budget, we continue to address the training mission. Although the budget compels a reduction in outside training opportunities, we continue to find creative ways to accomplish meaningful training using local resources. This includes numerous joint training sessions with neighboring providers that may have resources we lack. The most recent example of this was a countywide effort to review high-rise firefighting skills in the county’s government center complex. The training committee of the county fire chiefs’ association conceptualized and coordinated the training.
Gary Seidel, chief,
Hillsboro (OR) Fire Department
Response: As funds for training become limited, we continue to look at alternate means to provide quality training programs with quality instructors. Like most departments, the majority of our training is completed on an on-duty basis. To get the maximum out of our training, we minimize the number of training sessions whenever we can by moving our apparatus to a central location that will still enable us to respond. In addition, we occasionally work (prescheduled) with our neighboring departments to assist with covering stations so we can accomplish specialized training. This method works on a reciprocal agreement to benefit all departments. We are also videotaping several of our training sessions and providing the DVD to our companies to view at their stations. If training cannot be accomplished on duty, we attempt to grant all requests for training and education contingent on funding and priorities established by the department.
Brian Cudaback, battalion chief,
Arlington (TX) Fire-Rescue
Response: We have never had a huge training budget; this year is no different. Our Training Division has become quite proficient in creating in-house training activities designed to educate as many as possible with as little money as possible. We do much training through the fire department portal and distance learning. Other programs we conduct in house include second driver training, emergency operations, fire instructor I, fire officer I & II, interactive training, night drills, and EMS system continuing education (CE). Our EMS system probably expends the most budget monies; even at that, we do a pretty good job at curtailing costs. The biggest expense is the overtime paid to the instructors in our quarterly system CE, paramedic CE, and our field CE. Other training is conducted at the battalion level; each battalion is responsible for conducting four battalion drills each year. We are also very fortunate to have Tarrant County College nearby. Its Fire Services Training Center provides most of our special operations teams with operation-level certifications in the state-of-the-art training facility. This year will certainly challenge us, but I think we have positioned ourselves to minimize the impact.
Bobby Shelton, firefighter,
Cincinnati (OH) Fire Department
Response: The economy has been difficult for everyone, especially public safety services. Fire departments around the country are cutting everything they can to meet budgetary constraints; in my travels, I have heard the complaints time and time again. I cannot say that the economy has had an adverse effect on my department’s ability to train because, unfortunately, training has never been a major priority here. Nonetheless, our Training Bureau is doing its best to provide meaningful, commonsense, applicable training. In these hard economic times, fire departments need to be creative. Creativity requires effort. To not provide training of any kind or to just barely provide training is lazy. To my way of thinking, that is the antithesis of what we as firefighters are all about.
Michael T. Metro, assistant chief,
Los Angeles County (CA) Fire Department
Response: Our department is facing budget challenges. At the present time, our training mission is intact, although the department is examining areas across the board that may be cut from the budget.
Jeffrey Schwering, lieutenant,
Crestwood (MO) Department of Fire Services
Response: Thankfully, for the most part, our training has not been affected. We have cut back on weekend driver’s training, due to fuel prices; however, we offset that with weekly street tests. Our training schedule comes out on the first of the month, and my department continues to train every day.
What could be a problem for members is driving to classes on their day off. This has been addressed by providing an alternative solution. Many classes are available online, for free. The Internet provides training that would otherwise not be available. Many Web sites provide a wealth of training and knowledge. Fire Engineering’s Training Community’s “Common SenseFirefighting” recently was introduced to some of our members, with positive results. Our department continues to put training as a top priority, to ensure our members’ safety.
Mike Bucy, assistant chief,
Portage (IN) Fire Department
Response: The budget crisis hits home in the training area and the associated categories (travel/lodging). Local politicians don’t see the need for these trips when we have a large in-house staff of instructors. We are trying to send one or two people to what we consider “high-quality” training so they can come back and train the rest of the department. We have done that in the past with great success. We are also trying to utilize our free state resources. There are also a few trainers in our area who will train departments for one low fee. There are a lot of good ideas out on the Internet on how to combat this situation, but to really grow, an organization must be able to go see what the outside world is doing. We have also been hit with unfunded requirements by the city-sending all new hires to paramedic school without increasing the line item for training. Needless to say, it is an ongoing situation that changes daily.
Joe Heim, chief,
East Dubuque (IL) Fire Department
Response: The budget crisis has not affected our ability to train as of now. Our volunteer department has a limited budget to begin with, only $60,000-65,000 per year; this includes capital and operating expenses. Our department is fortunate to be able to send personnel to some excellent local training and to the Illinois Fire Service Institute. The firefighters who attend are required to bring the training back and teach what they have learned. We use the Cornerstone Program, which provides free training from IFSI as long as we have 15 firefighters and firefighters from area departments attend. We also have members who are in career departments, so we have the opportunity to use their expertise in certain areas.
Matt Weil, captain,
North Oakland County (MI) Fire Authority
Response: No. Our chief fully supports and understands the importance of training and makes sure we have the tools and resources we need to train and do our jobs. Has he asked us to be “thrifty” and “frugal?” Yes. That is his job no matter what the budget situation is.
We have a reimbursement policy in which members put up five percent of the cost of the class for outside training. If they do not attend or fail to pass/earn certification, they must pay the entire cost of the class. Once certified, they get the five percent originally advanced back. They are expected to give us service in good standing for a period of time.
In Michigan, at least, the failing economy is starting to open up more fire training opportunities. Many of the foreclosed homes the banks want to unload to the local governments are going to serve as great training grounds for fire departments. .
In these times, we need good bosses who understand the importance of training and who will stand up for us to have training resources available. If you look at the drop in fires nationwide over the past years and the fact that we are still losing 100-plus of our firefighters each year, you can see training is very important.
Joel M. Thacker, chief of administration,
White River Township (IN) Fire Department
Response: This current economic climate has created many challenges for the fire service nationally and locally. Our department has had to make some very difficult decisions that affect apparatus, equipment, and firefighter benefits. The training division has always been and will continue to be a priority. Our administration and elected officials agreed that department training is vital in providing high-quality emergency services to our community and that this is an area that would not be cut until it was absolutely necessary.
Much of our department training has been delivered at the company level over the past year to reduce fuel costs as well as the time companies were out of the district for training. The continued challenge is to deliver high-level cost-effective training. More departments are working together to share training resources. To raise the level of training throughout the state of Indiana, the Indiana Department of Homeland Security is providing money to create regional training centers so no one department will have to travel far for hands-on training. Personnel in all levels of our organization know that we must work together to achieve the department’s mission in the most efficient and effective manner.
Joel Holbrook, captain,
Washington Township (OH) Fire Department
Response: Our township has managed its funding so well over the past several decades that it has accumulated quite a significant reserve. Amid the global economic downfall, our department continues to grow. We continually reevaluate where we are and where we need to be, and continue to purchase new and innovative equipment. With respect to training, we are fortunate to have a three-story Class B burn/training tower. We share our resources with area fire departments, police departments, career centers, and the local community college.
The training division has been given funding to build additional props, such as for ventilation, wire entanglement, and overhead door simulators. We have recently purchased RIT kits and new four-gas monitors; we are continually doing research on new equipment and whether our department would benefit from such items. We have taken a role in our regional strike team and have spent countless hours and funding training a hefty number of personnel in more specialized and technical aspects of rescue, including rope rescue, extrication, ice/static water rescue, hazmat, and weapons of mass destruction.
Our new fire chief has recently required as a condition of employment that all new officers be state certified as instructors. He has also provided the means for current officers and firefighters who want to become instructors. This benefits the organization in several ways. First, it allows us to use the experience, expertise, and abilities of our own people while using our standard operating procedures. Second, it helps to alleviate the dependency on outside training providers, saving us money.
However, funding is only one component of a successful training program. There are many ways to have a successful training program even if funding is minimal or absent. Simple walk-throughs of high-hazard occupancies can reveal what-if scenarios that could serve as the center of very beneficial training sessions. Open up a trade magazine and read the articles to see if they pertain to your operation. Reevaluate your operations, and try new concepts. Our belief is that if you are not fighting fire every day, then you should be preparing to fight fire every day.
Kevin Ply, chief,
Purdue University (IN) Fire Department
Response: The increase in registration costs and overtime to send firefighters to attend training has become difficult to justify with a budget that has not kept up with the increase in supplies and expenses. When we identify a worthwhile training opportunity, we send one or two certified instructors to take the class; they will on return present the class to others. We are fortunate to have instructors at all levels within our organization. This allows each of them the opportunity to be involved with department training.
Also, at one time we would print pages and pages of printed material for training. Some of them ended up in the recycle bin or were left in the training room. Since everyone has computer access, we save training materials on a shared drive. This gives everyone access to the material without incurring paper and printing expenses.
Gary Wilson, training chief,
Overland Park (KS) Fire Department
Response: Fortunately, we implemented a three-tiered priority level two years ago. Using this process, the fire chief has been able to present to our city manager a rational plan of how training is budgeted. This has had a very positive effect on our training budget vs. other departments in the city. The three priority levels are as follows: Priority1–state or national mandates, Priority 2–organizational mandates, and Priority 3–nice to do if money is available. The cuts we were asked to make this year affected Priority 3. The main reason for this is our citywide reduction in travel. The only approved travel for training at this time is for anything that would be Priority 1. We still can host seminar speakers and attend events where travel will be reimbursed (NFA) or that do not involve overnight travel. Since we will not realize the actual sales tax revenue from the Christmas shopping until March 9, this plan will be used for at least the first quarter of the year. If revenues exceed projections, then some flexibility may be allowed. We also have not laid off any of the Training Center staff, allowing us to continue the department’s primary training (Priorities 1 and 2).
Richard B. Gasaway, chief,
Roseville (MN) Fire Department
Response: One creative way to help develop staff is to share the cost of training programs. Instead of incurring the expense of airfare, hotel, rental car, and meals to send two or three members away to school, try pooling local/regional resources and bring a national speaker to your locale. If everyone shares in the cost, you may be able to get all your members two days of intense training for a fraction of what it would have cost to send just a couple of members out of state for a school. Alternatively, when you send members to a national conference, require they come back and conduct a local/regional training session for the members of your department and other departments in the region. You can charge a small fee to recoup your costs, or you can have an understanding that other departments will offer the same training when they send someone away to a school or conference.
Thomas Spape, assistant chief,
Bedford Heights (OH) Fire Department
Response: Many Northeast Ohio municipalities are experiencing significant financial challenges, causing reduction of overtime expenditure accounts and training accounts. During this financial crisis, many departments are being asked to increase services. To maintain a department’s training needs without stressing the budget, try to coordinate training requirements while personnel are on-duty. This helps with the costs associated with off-duty training (overtime). However, this increases the ineffectiveness of training, as calls often interrupt the training. Additionally, rigorous training on-duty can leave the firefighters drained when they are expected to respond to other emergencies.
There is no perfect answer to this dilemma. Revenue accounts, such as ambulance billing and permit fee assessments, can be created to fund training expenditure accounts. Identifying individual instructors who can receive outside training and bring it back to the department can reduce costs. Working with neighboring departments and addressing training needs jointly are justified financially and provide a fresh perspective that may otherwise be lost during this reduction of outside training opportunities.
I support the continued education of all firefighters throughout their careers. The importance of outside training and off-duty training holds merit. However, the dynamics of funding for many departments has created an obstacle for administrators. Approaching this crisis in the traditional manner and pounding fists won’t work. We need to educate the public and city leaders of the importance of continued career development in the fire service. We must approach these challenges together, or we will all lose in the end.
Timothy Kelly, lieutenant,
Princeton (MA) Fire Department
Response: Our chief and officers decided to pay our staff at a reduced rate for training outside the department. Recruits attending the Recruit Fire Academy or EMT school are paid at an $8.00-per-hour rate. Base pay for a recruit is $12.50 per hour. Also, pay for in-house training is based on personnel attending 20 percent of calls annually. Personnel who do not make 20 percent of calls annually are not paid for training but are welcome to attend to remain in the department.
George Kuhn, lieutenant,
Linden (NJ) Fire Department
Response: To reduce overtime and provide training for our EMTs and regular firefighting personnel, we’ve incorporated vehicle extrication, CPR, hazmat refresher, and other state-approved continuing education classes into our department’s training schedule. EMT personnel would maintain their EMT continuing education unit requirements on their days off. They would then be paid overtime. With this in-house format, the department saves approximately $60,000 in overtime over a three-year period. Linden has also developed a National Fire Protection Association apparatus driver obstacle course at a large parking area; other fire departments are welcome to use it. Moreover, through cooperation with neighboring fire departments, a firefighter survival training center has been constructed in Hillside, affording fire departments the opportunity to practice large open-area search and rescue, confined space training, and RIT techniques.
Albe Bassett, lieutenant,
Norwalk (CT) Fire Department
Response: Our department has reduced all nonessential overtime, which means any overtime except filling minimum staffing. This has limited our specialized training such as participation in the regional hazardous materials team, dive rescue, and marine operations. Because of how these teams are designed and operate, the training is outside of the regular shift responsibilities. We have not yet found a solution to remedy the potential problem of unqualified members. It is too early to speculate on how much of the skills set will be lost. However, the daily firefighter shift training has not been affected. The training officer and company officers continue to provide the basic training for firefighter qualifications. Most basic firefighting training can be completed with minimal cost.
We have always looked for creative ways to grab and hold the firefighters’ interest in our lesson deliveries. We try to be just as creative with consumable props–acquiring left-over wood from construction sites to build an SCBA prop or contacting the local locksmith for old padlocks for rotary saw training. Don’t let the budget crisis beat you down! Continue to provide the skills needed to survive.
Subject: Firefighter training, fire department budget problems, financial crisis and firefighters
