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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 ,// .:: /{;. // ' " " " / 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 '%"~//; HazMat AWareness - 8 hrs,,>:;' ~r'. '-/,1 ~/ 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 ".¥. ." , Intermediate level is the minimum ievelfor structural, int~ri6r ji;e ~ttacks, This is the minimum level for ',~ ..< ~..~/?: 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. '';/ , ' " ". ,,' '.. / '/. /' ',' / .;:, .... :
Object Description
Description
Title | Firefigher AR2010 |
OkDocs Class# | F910.3 A615 2010 |
Digital Format | PDF, Adobe Reader required |
ODL electronic copy | Deposited by agency in print; scanned by Oklahoma Department of Libraries 7/2011 |
Rights and Permissions | This Oklahoma state government publication is provided for educational purposes under U.S. copyright law. Other usage requires permission of copyright holders. |
Language | English |
Full text | 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 ,// .:: /{;. // ' " " " / 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 '%"~//; HazMat AWareness - 8 hrs,,>:;' ~r'. '-/,1 ~/ 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 ".¥. ." , Intermediate level is the minimum ievelfor structural, int~ri6r ji;e ~ttacks, This is the minimum level for ',~ ..< ~..~/?: 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. '';/ , ' " ". ,,' '.. / '/. /' ',' / .;:, .... : |
Date created | 2011-07-06 |
Date modified | 2011-07-06 |