Annual report for the Council on Firefighter Training

              F 910.3 A61S 2010 c."
Annual Report
for
The Council on Firefighter Training
2010
COUNCIL ON FIREFIGHTER TRAINING
Annual Report for 2010
Contents
EXECUTIVESUMMARy........ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1
OVERVI EW 2
Legislated Roles and Responsibilities 2
- Identifying firefighter and emergency service training needs
for Oklahoma 2
Accomplishments 2
Partnerships 2
- Setting firefighter and emergency service training goals
for Oklahoma 3
Accomplishments 3
- Interacting with Oklahoma Office of Homeland Security's
Preparedness and Awareness Division •••••••.•...••.•..•.••.•• 6
Accomplishments 6
Partnerships 6
- Administering and maintaining incentive and recognition programs
Established for Oklahoma firefighters .•.•....•..•••.•..•.•.••.. 8
Accomplishments 8
- Preparing an annual report and making recommendations
to the Governor, the President Pro Tempore of the Senate,
the Speaker of the House of Representatives, and
the Oklahoma Fire Service 8
Operational Efficiencies 8
PLAN OF WORK 9
CONCLUSION 12
EXECUTIVE SUMMARY
Stakeholders involved in the fire and emergency response community throughout our state come
together under the auspices the Council on Firefighter Training. Here, they discuss and plan out
crucial aspects of responder training. Because our emergency responders to join together frequently
during day-to-day operations and for large-scale incidents, consistent training is very important
in Oklahoma. Here are some of the issues facing us:
Our focus is to deliver the best possible service to our citizens, our corporations, and our communities.
Responders must be prepared to answer the call whatever type of scenario occurs. Again and again,
Oklahoma is historicallyamong the top three states with the most federally declared disasters or emergency
declarations. In addition,there is a wide variety in the type of incidents. They may face fires in homes or
businesses or public structures or wildfires or vehicle accidents. All manner of rescues happen including
those arising from tornadoes, floods or ice/winter storms in addition to industrial or farm accidents,
drownings, HazMat calls, bomb threats or drug labs. The number of emergency medical calls is increasing.
Therefore, our responders need diverse training to be ready to handle the particular situation at hand.
To accomplishthis, our Counciland stakeholdersdevelopedthe first state systemof five levelsof Firefighter.
We have joined together to be efficient through strategic partnerships and shared resources.
Oklahoma also faces an unusual situation for training. Because over 85% are volunteer firefighters,
they are not able to train while on-duty. They must give up additional family/spare time to attend training.
Departments with volunteers rarely have training funds or the time for traveling extended distances
to attend most training. OSU-Fire Service Training and many of the Career Technology Centers
offer training. Instruction may occur in Stillwater, locally using one of their mobile training units, during one
of the regional fire schools occurring across the state, or at one of the Career Techs so that training
is taken to the customers. We all collaborate in several ways. It is imperative that curriculum is
consistent and compatible all across the state. We are also organizing cost-effective, cross-training
with the Council on Law Enforcement Education Training [CLEET]. Exercises and drills involving
many responders from all across the state are coordinated by the Oklahoma Office of Homeland Security,
in addition to Oklahoma Department of Emergency Management and several private-industry groups.
Well-trained responders have a positive economic impact in a variety of ways.
Fire departments figure into the calculations for insurance premiums which can be a major expense
for businesses and households. Smoothly running fire/emergency response services are an integral
element of infrastructure that helps attract and keeps local corporations in operation. When responders
know how to skillfully attack the situation and have enough equipment, they can resolve the situation
more promptly and usually with less damage.
Besides the cost savings from the collaborative training methodology described earlier, training
can also help mitigate some of the costs for our state in terms of workers compensation insurance.
When firefighters are injured or perish on duty, the amounts paid out exceed the amount collected.
A recent ruling by the Oklahoma Supreme Court may also allow retired responders to make claims
in the event of some illnesses, such as certain types of cancer and heart disease.
Oklahoma was #3 in Firefighter Fatalities in 2009. Training can improve firefighter health and safety.
Incorporating a focus on health and safety can have a positive effect on fatalities, injuries, and also
life expectancy for both the firefighters and the general public. We have identified the leading causes
and are focused on them to have the greatest impact as quickly as possible. We use performance-based
earned tax incentives, recognition, and awareness programs to encourage responders
to take more training.
Keeping responders out of harm's way allows us to protect people, property and our economy better!
We can continue having a positive impact in many ways for our state.
OVERVIEW
This is an overview of the organizational strategy and planning for the period 2010 - 201:
related to the Council on Firefighter Training. We have been serving both the residents anc
the responders in Oklahoma since the Council's inception in 2004.
Legislated Roles and Responsibilities:
When the Oklahoma Legislature passed the legislation in 2004 to create the Council
on Firefighter Training, they assigned the following responsibilities:
• identifying firefighter and emergency service training needs for Oklahoma
Today's emergency responders need to train on ways to respond to many types of scenarios.
In addition, it is critical that the training be consistent. This is because firefighters, rescue
workers, and emergency medical providers from multiple departments and jurisdictions must
frequently work together during daily runs as well as during large-scale disasters.
Accomplishments:
- We have formed our statewide Training Task Force with wide representation,
both geographically and from different sizes and types of fire departments.
We facilitate the analysis of the various training needs for Oklahoma with their help.
- We have worked to build strategic partnerships among various training providers,
which has led to dramatic changes in delivery methods and changes in curriculum.
Utilizing partnerships and shared resources allows us all to be more cost-effective.
- We have organized the first-ever Fire Training Summit meetings for Oklahoma and
we have fulfilled the tasks assigned by this group of stakeholders (shown on Pages 4 and 5).
Partnerships: with Training Providers
Oklahoma also faces an unusual situation for training. Paid firefighters train while on duty during their shifts,
Volunteer firefighters are not able to do so. They must give up additional time to attend training sessions.
Volunteers would also have to reach into their own pockets for travel money and accommodations.
Consequently, it was realized that more options for training delivery were needed. Partnerships were forged
Oklahoma State University Fire Service Training (OSU-FST) continues to be a strong partner in achieving
the Council on Firefighter Training's mission. OSU-FST works closely with COFT on the tax incentive program
in order to meetthe needs of Oklahoma'sVolunteer Firefighters. Working together, new classes have been added
for credit which expands thetrainingapplicableto tax credits. In addition,this yearsawthe firstcooperativedelivery
of a professionaldeliveryprogramwith Chief Brunacini's Eight Functions of Command program held in Stillwater
and co-sponsored by the Council on Firefighter Training, OSU-FST, and the Stillwater Fire Department. More
cooperative programs are planned for 2011.
In addition, the Oklahoma Department of Career Technology has also become heavily involved in training
emergency responders. There is a certain amount of investment required for the specialized equipment
and outfitting used to teach these courses. For 2010, almost all Career Tech Centers including some
in each quadrant of the state. Having this wide reach helps bring training to the doorsteps of the various
volunteer and combination, as well as paid departments. This is a valuable asset for the emergency
responder community.
With so many Volunteer Firefighters and the natural level of turn-over, it is essential that these
training providers continue to receive state funding so that this much-needed training can continue
Page
OVERVIEW, continued
Legislated Roles and Responsibilities, continued
We continue with our assigned legislative responsibilities:
• setting firefighter and emergency service training goals for Oklahoma
Setting our training goals goes hand-in-hand with identifying our state's training needs.
Again, having consistent training is a driving force behind our approach in setting our state goals.
Our philosophy is to encourage emergency responders through earned incentives and recognition.
Accomplishments:
- We have also work on this responsibility with our statewide Training Task Force.
With their wide representation, they understand the situations that exist
geographically across the state and within different sizes of fire departments.
This allows us to set realistic and reachable training goals applicable to all firefighters.
- We have also developed strategic partnerships with various state agencies,
to help us effectively reach these goals.
- Again, we worked to set up a series of Fire Training Summit meetings for Oklahoma.
We have also fulfilled the those tasks associated with this legislated responsibility
assigned by this group of stakeholders which appear on Pages 4 and 5.
- We formulated the first-ever program of state training goals with five levels of Firefighter
shown below through our Training Task Force and with stakeholders
This highest level requires the completion of Firefighter II and EMT BaSiC,
Career firefighters must completed within 36 months of employment.
This level requires the completion of Firefighter I and, for careerfirefighters,
it must be completed with in 18 mont hs of employment.
This level isthe minimum level for conducting structural, interior fire attacks.
This is the minimum level for paid firefighters.
This level builds on the Support level and prepares a firefighter to effectively
combat wildland fires and respond to various types of accidents (auto, etc).
This level prepares a firefighter to work on the fire scene In a support capacity,
operati ng rigs and assisting with wildl and firefight ing set-up and preparat ions.
Utilizing the current system of performance-based, earned incentives and recognition administered
by our Council, steady progress towards helping Oklahoma's firefighters and emergency responders
will be made to reach these realistic training goals.
Page 3
Accomplishments: Oklahoma Fire Training Summit
As mentioned, one of the most exciting recent developments is the creation of an Oklahoma
Fire Training Summit which brings together the stakeholders for serious actions in this arena
and improvements through consensus-building techniques. Those tasks assigned to our Council
have been highlighted in the following passages from the session held early in 2010.
Summit on Firefighter Training. Phase I and II
We worked with the International Fire Service Training Association [IFSTA] and invited stakeholders
from various educational institutions, fire service organizations and agencies and municipal leaders
from all across our state to this important forum for identifying key issues on responder training.
INITIATIVE #1: Establish a process that results in consensus decisions and allows
for the Oklahoma fire service to speak with one voice on issues
such as training.
Objective 1: All key fire service and related organizations (*) come together to speak
as one voice on all issues.
Who: Fire Council
When: October 2009 -begin
Establish unanimous agreement for decision-making, utilizingnominal decision-making tools
as needed (e.g. similar to process used by the CFSI NationalAdvisory Committee - NAG)
Objective 2: All key fire service and related organizations (*) come together to speak
as one voice on fire training.
Who: Council on Firefighter Training
When: Ongoing
* Ensure all members are represented and have right to vote,
to include but not limited to:
• Career Tech
• FST, IFSTA & FPP
• Forestry
INITIATIVE #2: Define the specific roles of each Oklahoma fire service entity and
the single point of oversight responsibility for standards, certifications,
and curricula for quality firefighter training.
Objective 1: Define roles and responsibilities for each fire service entity.
Recognize and identify established and statutory authority.
Who: Council on Firefighter Training (oversight and facilitate)
When: October 2009 - begin
Objective 2: Establish a single point of oversight for fire training:
• Standards
• Certification *
• Curricula
* approved without review:
• IFSAC and Pro Board accredited programs
• EMI courses
• NFA courses
• DHS and other recognized federal courses
Page
Accomplishments: Oklahoma Fire Training Summit, continued
Summit on Firefighter Training. Phase I and II, continued
INITIATIVE #3: Establish a dedicated and ongoing funding source to provide
for comprehensive training for all firefighters in Oklahoma.
Objective 1: Maintain current funding sources and levels.
Who: Each Fire Service Organization
When: Continuing
Objective 2: Identify, prioritize, and develop a comprehensive plan
for new funding sources.
Who: Council on Firefighter Training (facilitate)
When: June, 2009 - begin;
to be completed by December, 2009
Objective 3: Distribute and support the plan (i.e. carry the message and champion)
to the Legislature, key elected and appointed officials,
fire service and related organizations, and key stakeholders.
Who: Fire Council
When: December 2009 - begin
INITIATIVE #4: Develop minimum standards and criteria for paid firefighters
and volunteer firefighters.
Objective 1: Continue Council on Firefighter Training Task Force efforts
Who: Council on Firefighter Training
When: Continuing; to be completed by October, 2009
INITIATIVE #5: Ensure that current and future funding sources include criteria
for providing "No Cost" initial and ongoing training to all firefighters
and fire officers in Oklahoma.
Objective 1: Follow training standards set by Council on Firefighter Training:
Training Task Force.
Who: Council on Firefighter Training Task Force
When: Continuing; to be complete by October 2009
Objective 2: Determine cost factors for funding.
Who: OSU, Career Tech
When: 2010
Objective 3: Identify all funding sources - current and new
Who: All organizations
When: ASAP - continuing
Objective 4: Inventory all resources available
Who: Council on Firefighter Training Task Force, CareerTech, OSU
When: 2010
Summit on Firefighter Training. Phase III
The third and final phase of the Summit on Firefighter Training was held on December 8.
The Council on Firefighter Training played a key role in organizing the session. We were able
to report all of our assignments listed above were completed. A final report from the Summit
outlining the strategic plan for Oklahoma firefighter training will be completed by IFSTA
[International Fire Service Training Association] and distributed in the Spring of 2011.
Page 5
OVERVIEW, continued
Legislated Roles and Responsibilities, continued
We continue with our assigned legislative responsibilities:
• interacting with the Homeland Security Department's Preparedness
and Awareness Division on training and grants for firefighters
Following the tragic Attack on America, there were major changes at the federal level
which resulted in the formation of the Oklahoma Office of Homeland Security to comply.
The Council on Firefighter Training collaborates with OKOHS and others, as well.
Accomplishments:
- We formed a strategic alliance with the Oklahoma Office of Homeland Security.
- We have also developed partnerships with other state agencies and key organizations.
Leveragingshare resources,we are all able to accomplish more of our respected missions.
Partnerships: with Oklahoma Office of Homeland Security [OK OHS]
support the National Incident Management System [NIMS] training; work to encourage the use
of basic ICS-NIMS at all every-day incidents, collaborate on Incident Command/Leadership training
programs and development of a state system; join forces on drills and exercises to develop better
preparedness and working together with other emergency responders.
Partnerships: with Oklahoma State Fire Marshal's Office
enhance our close working relationship; make regular reports to the Commission and Fire Marshal;
provide continuity from the training side of the equation; collaborate on many projects including the
Oklahoma Fire Training Summit, "Learning the Ropes" Conferences, and meetings at the State Capitol,
in addition to participation with their special Targeted Training conferences held across the state.
Partnerships: with Oklahoma Forestry Service & the Rural Fire Coordinators
collaborate on preparedness for Wildland Firefighting; partner with the Oklahoma Forestry Service
and with the Rural Fire Coordinators to carry the message about the importance of training to Volunteei
Firefighters in the rural areas of our state; collaborating on ways to further encourage the use of basic
ICS at all every-day incidents, including creation of a statewide Wildland Response Task Force.
Partnerships: with Professional Fire Fighters of Oklahoma
join together to address training needs and goals for Paid Firefighters; collaborate on health and safety
issues; discuss the ramifications of proposed training goals so that we can know their impact;
study possible avenues for dissemination of information to Paid and Combination Departments.
Partnerships: with Oklahoma Department of Health - Emergency Medical Services
serve as liaison as Oklahoma's fire service is the largest provider of Emergency Medical Services;
work closely with OK EMS to keep up-to-date with changes in the rules and regulations related
to emergency medical services because many fire departments are the EMS providers for their areas.
Partnerships: with Oklahoma Department of Emergency Management
join together to heighten preparedness for many types of disasters; collaborate on special conferences
and events set the stage to build relationships before an emergency occurs; discuss ways to train
in advance on the use of various assets which the state has for response to large-scale incidents.
Page (
JVERVI EW, continued
Partnerships: with the Oklahoma Risk Management Division
explore ways in which training Oklahoma emergency responders and developing awareness
of issues such as health and safety along with driver training can reduce costs and payouts
from the risk management point of view.
Partnerships: with CompSource, formerly the Oklahoma State Insurance Fund
join together to improve health and safety for Oklahoma emergency responders thorough training
and programs to develop more awareness of safe operating procedures so that Safety is
an automatic, built-in part of their responses; work towards lowering outlays for insurance.
Partnerships: with Oklahoma Municipal League [OML]
undertake innovative activities with the Oklahoma Municipal League; increase understanding and
involve leaders from cities all across the state on the importance of training to prepare their municipal
employees and volunteer support in order to best protect people and property in their jurisdictions.
Partnerships: with Oklahoma Public Awareness Liaison [OPAL]
recognize the potential challenges for fires and explosions related to the oil and gas industry;
collaborate with OPAL to develop more awareness on training; join together at their county meetings
involving local emergency responders along with oil and gas producers and in special exercises.
Partnerships: with the Oil and Gas Industry
collaborate on special workshop about responding to oil and gas incidents, such as tabletop exercise
with representatives from commercial concerns and emergency responder groups; uncover viable
preventive steps which allow us to avoid some of the worst aspects of oil and gas fires and explosions.
Partnerships: with Native American Tribes
interact with Native American Tribes in several arenas since many nations have their own emergency
responders as well as specialists in fighting wildland fires; collaborate with several training opportunities
and build relationships in advance since disasters know no boundaries.
Partnerships: with many related associations
develop working relationships with many associations that are involved with or related to emergency
response and training responders; have a presence at their conferences and events that bring together
emergency responders so we can increase awareness of training plus health and safety issues.
Partnerships: with the media
develop more awareness amongst responders and the general public by working with the media;
hold a special workshop for the media and officials, entitled "Welcome to our World" which we hope
to repeat during the coming year; serve as a resource for reporters.
Page 7
OVERVIEW, continued
Legislated Roles and Responsibilities, continued
Our assigned legislative responsibilities also include:
• administering and maintaining the incentive and recognition programs
established for Oklahoma firefighters
As with all of our programs, we combine aspects of individual progress in order to improve
collective efficiency. In this way, we can develop the best in public safety for Oklahoma...
yet making this progress in a very cost-effective manner. We utilize performance-based,
earned tax incentives.
Accomplishments:
We have been making progress with the earned, performance-based Volunteer Firefighter
Tax Credit program that currently exists at the $200 and $400 levels. It is grounded
in an accredited system that leads to greater assurance that firefighters are better trained
in turn to do their work more effectively and safely.
We formulated several new levels, working with legislators at the State Capitol,
of the earned Volunteer Firefighter Tax Credit which can be instituted when funding
does become available as part of an Interim Study through the Legislature.
We have designed a new recognition program with commemorative coins.
Additional incentive and recognition programs are being planned.
• preparing an Annual Report and making recommendations on fire and emergency
service training needs to the Governor, the President Pro Tempore of the Senate,
the Speaker of the House of Representatives, and the Oklahoma fire service.
We prepare and present an Annual Report reviewing the year's activities, each December.
But 'yVework year-round to serve as a resource for leadership and all our elected officials
on the subject of training for Oklahoma's fire/rescue and emergencymedical service personnel.
Operational Efficiencies
The Council on Firefighter Training carries out its work utilizing several innovative measures
for cost-effective operations. Because we have extremely uneven workloads during certain
portions of the year with the current tax-related incentive program, we make careful use
of contract staff with flexible scheduling in addition to a limited number of permanent positions.
Because volunteer fire departments are not assembled together every day, we also economize
by using experienced individuals from that area on a part-time basis as field representatives,
They are tasked with disseminating information, developing more awareness about our programs,
facilitating and coordinating our initiatives in the field, plus helping assess needs and giving advice
To carry out many of our responsibilities, we recruit members of our state's fire and emergency
response agencies and emergency medical service providers to voluntarily serve on our working
committees and task forces. This allows us to incorporate a strong grass-roots point of view
cost-effectively. We identify needs and set goals in a participatory manner with diverse input.
This also aids greatly in conveying the information back to those involved.
We are also making use of public/private partnerships and creating teamwork among training providers
Page;
UPCOMING PLAN OF WORK
We have been building a strong foundation. The Council on Firefighter Training hopes to further
its legislative responsibilities with the following cost-effective programs. Below, please find
our proposed Plan of Work for the period from January 1 of 2011 through June 30 of 2012.
For maximum impact with limited funds, we have selected programs that will involve more than
a single goal. Each of these programs has a direct impact on the four points of emphasis of our
organization: 1) Service effectiveness; 2) Firefighter health and safety; 3) Efficiency
through strategic partnerships and shared resources; plus 4) Economic Impact for local
communities and the state.
A) Stop Firefighter Deaths and Injuries Campaign
Oklahoma ranked 3rd in the nation for Firefighter Fatalities in the Line of Duty for 2009
(the most recent year tabulated). This deserves immediate and strong attention
from the training standpoint.
• Heart Healthy Training & Awareness
- Lead group to develop an awareness program in conjunction
with the Oklahoma Heart Hospital and other stakeholders
- Partner with medical research groups on a program
- Develop more awareness through articles and presentations
- Collaborate with the media on joint firefighter-general public activities
- Piggy-back on HeartHealthyNewsfrom the NationalVolunteer Firefighter Council
• Driver Training & Awareness
- Lead work with stakeholders to maximize effectiveness of driver training
with a special evaluation and research on training methodologies
using the Council's Training Task Force
- Stress the life-saving aspects and sponsor Driver Training sessions
- Emphasize the importance so more firefighters will take Driver Training
through articles and presentations
- Recognize more firefighters who take Driver Training
- Promote the Everyone Goes Home Seat Belt Pledge
- Develop more awareness with bumper stickers and dash decals
• Incident Command/Leadership Training & Awareness
- Work with stakeholders on the development of a formal statewide
Incident Command/Leadership training system with others
using the Council's Training Task Force
- Collaborate with others on the statewide IMT [Incident Mgt Team]
and the local 1ST[Incident Support Teams], such as with OK OHS
- Sponsor more special Leadership Training Workshop with others
- Help with the distribution of more training manuals and information
on Incident Command/Leadership functions
Page 9
UPCOMING PLAN OF WORK, continued
A) Stop Firefighter Deaths and Injuries Campaign, cont'd
• Wildland Fire Training & Awareness
- Utilize Wildland Fire Training Fire Schools as a place to disseminate
information on Council programs and work with participants
- Stress the critical importance of taking Wildland Fire Training
through articles and presentations
- Join with stakeholders to emphasize the use of basic ICS
[Incident Command System] at every incident from the outset
- Reward more firefighters who take Wildland Fire Training
through performance-based earned Volunteer Firefighter Tax Incentive
- Work with stakeholders on additional incentives
• Training Accidents & Awareness
- Bring Safety to the forefront in all our programs and presentations
- Promote the brand: TRAINING SAVES LlFES
• Respiratory Health Awareness
- Encourage more firefighters to use Personal Protection Equipment
[PPE] and Self-Contained Breathing Apparatus [SCBA]
when working structural fires through articles and presentations
- Continue an awareness program on PPE & SCBAs
- Sponsor an awareness program on dangers of smoke
- Research having NO-cost Fit Tests
- Investigate using PPE as an additional incentive
B) Relationships
Especiallyin emergencyresponse,havingexisting relationships in place allows
for better performance during an emergency, as well as more cost-effectiveness
in normal daily operations.
- Deepen existing relationships through regular interactions
- Organize another Oklahoma Fire Training Summit in 2011
- Organize another "Learning the Ropes" workshop in 2011
- Hold another "Welcome to Our World" workshop in 2011
- Partner again with Native American Tribes in 2011
- Partner again with various industry groups in 2011
- Collaborate more with the state's Risk Management Division
and CompSource (the State Insurance Fund) in 2011
- Reach out and develop new relationships in various ways
Page
UPCOMING PLAN OF WORK, continued
C) Performance-based Incentives and Recognition Programs
Incentives and recognition programs are positive ways to improve individual performance
leading to improved collective effectiveness in service delivery.
• Earned Volunteer Firefighter Tax Credit
- Continue with $200 and $400 Volunteer Firefighter
Tax Credit and increase participation
- Work towards being ready for the additional levels
when the state budget will allow
• Earned Combination Firefighter Tax Credit
- Research and prepare for possible additional levels
when the state budget will allow
• Recognition Program(s) for Volunteer and Paid Firefighters
- Develop more awareness of the 5 levels of Firefighter
for the State of Oklahoma
- Begin development of the levels for First-In Company
and Chief Officers
D) Operational Efficiencies
We will continue to explore methods of being more effective and stretch our dollars.
• Alternate funding sources
- Research other possible sources of operating funds
such as support from applicable foundations
- Seek out grant opportunities for conducting more
Incident Command/Leadership training programs and
the development of Command/Leadership Training Centers
around the state
We continue to monitor current developments in the emergency response community so that
we can learn from others and help offer quality training in Oklahoma. In this way, we can assist
local departments all across the state in delivering quality service to their citizens, corporations,
and communities in cost-effective ways.
Page 11
CONCLUSION
As we have discussed, Service Effectiveness, Firefighter Health and Safety, Efficiency
through Strategic Partnerships and Shared Resources, and Economic Impact are
among the reasons why Training is crucial for emergency responders.
Sometimes, a picture is worth a thousand words ...
FIREFIGHTERS HELP THE ECONOMY BE VIBRANT!
With training and adequate equipment, responders
help prevent excessive damage when disasters occur.
This is very beneficial to existing corporations and
is also attractive to new businesses.
Oil and gas, one of our most productive industry sectors,
is very susceptible to fires and explosions. Others such
as agri-business are also very vulnerable to wildfires and
can experience devastating damage any time of year.
FIREFIGHTERS HAVE A POSITIVE IMPACl
These well-trained and well-equipped
emergency responders were able to stop
the fire from destroying the entire strip ma
Now only one business will need to re-build.
Employees and shoppers will be able to USE
the adjacent businesses, right away!
STATEMENT OF NEEDS
We realize that these are tough times financially. We are using innovative techniques to be
extremely cost-effective and efficient. We have fine-tuned our programs to offer services
for the state's citizens, corporations, and communities as we assist emergency responders.
We realize that budget cuts are necessary. With some continued funding, we will continue
to work diligently to help see that EVERYONE GOES HOME for responders and the public,
while keeping as much property as safe as possible. We are committed to our program motto:
Stop Firefighter Deaths through the various projects on health and safety.
Page'
Support Firefighter
Wildland Fundamentals -16 hrs
EVOC- 8hrs
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NIMS - 100200700 - 8 hrs
CPR HCP+First Aid - 8 hrs
Total Hrs - 40
The Support Firefighter level prepares a firefighter to work on the fire scene in a"s,~pport capacity,
operating rigs and assisting with wildland firefighting'·seJ:.~p ond preporations. '~/';i.'/"(;
-~·i;~~;;.,.:
Wildland Skilis'f16,hrs
?>ti;:?0;f~//i~~~;4:~' ' ...,.
Water§~pply or Pump bP~&~tions': ~ hrs
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HazMat AWareness - 8 hrs,,>:;' ~r'. '-/,1
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Basic Firefighter
Complete Support
VFFP (30 hrs) or Greater
Mayday-8hrs . ;.
Electives:
Rescue - 16 hrs
Total hrs - 78
The Basic Firefighter level builds on the Support level and prepares a firefignter to effectively combat
wildland fires and respond to various types of accidents (ex: automobile).
Intermediate Firefighter
Minimum level for Career response/Interior attack
Complete Basic
Structural FF(56 hrs) or Greater
RIT-8hrs
Electives:
Fire - 16 hrs
Rescue - 16 hrs
<.,.•~'." .., Total Hrs - 88 hrs ".¥.
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Intermediate level is the minimum ievelfor structural, int~ri6r ji;e ~ttacks, This is the minimum level for
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paid firefighters, ',' ': ,<~~"~
FF1 (lQ5) <;>rGreater "
Mayday- 8"~.r?
Advanced Firefi~f~::' ";f;I •... /
Minimum for career by~8 months
Complete intermediate
Emergency Medical Responder 56 hrs
Electives:
Fire - 16 hrs
Rescue - 16 hrs
Total Hrs - 291 hrs
Advanced level requires the completion of Firefighter I, and for career firefighters it must be completed
within 18months of employment.
Master Firefighter
Complete in 36 months for career
Complete Advanced
FFII - 136 hrs
EMT Basic Certification - 154 hrs
Electives:
Fire - 16 hrs
Rescue - 16 hrs
Total Hrs - 322 hrs
',,;~, '" < /-'/ • Highest level requires completion of FirePflhterfI9Qd EMT Basic, career firefighters must complete
"',~ " ~. "~/ 'c within 36 months of employment. '';/ , ' "
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