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Part-Time Firefighters

CHAPTER FOUR : PERSONAL DEVELOPMENT

The previous chapter examined the changing role and responsibilities of part-time firefighters. One key differentiator noted by stakeholders between the different types of part-time firefighter is the level of training and development provided. This chapter examines a number of issues in relation to training and development of part-time firefighters and refers to a number of recent initiatives that have been introduced across different brigades or that are currently being considered. Finally, we examine the potential for providing the same levels of training and development across all types of part-time firefighter in order to ensure that the service provided meets the needs of the communities in which they operate.

The Impact of External Factors

4.1 We noted in the last chapter that there is already some blurring in distinction between different types of part-time firefighter. All respondents commented on the need, in an ideal world, for all firefighters - regardless of their status - to be trained to the same core competencies. Whole-time firefighters currently receive an initial training of around 12 weeks and this encompasses the basic required training to enable them to operate as firefighters. Thereafter, they spend a further period of time undertaking on-going training and development and learning skills on-the-job. In order to achieve promotion, they are expected to demonstrate competence and skills, sit the current statutory FS examinations and prove they are capable of taking on additional responsibilities ⁷. Whole-time firefighters are currently likely to undertake around 2-3 hours of ongoing training on a daily basis as part of brigade training programmes.

4.2 In comparison, part-time firefighters - who in the main will have other employment - are reliant on one weeks initial training, followed by ongoing training that is delivered for a maximum of 2-3 hours each week. For most part-time firefighters there is an acknowledgement that it is not possible for an employer to release an employee for a period of around 12 weeks to attend an initial training session. Thus, there are basic differences in training which need to be considered and addressed.

4.3 One key factor impacting upon the delivery of training is that of changing legislation. The literature review showed that from a legal standpoint, it is not defensible to have a two-tier Fire Service. Recent changes in employee legislation have pointed to the need to deliver the same job opportunities to all employees, regardless of whether they are part-time or whole-time. As the following quotation illustrates, in the future it may not be possible for the Fire Service to deliver different training and development opportunities to whole-time and part-time firefighters (retained, auxiliary and volunteer) and that all will be entitled to receive the same.

"On general equipment levels, the safety training required for equipment if you like, which puts an awful strain on the retained to be compliant with all relevant legislation on training and personal protective issues - it's basically all stuff that's been coming in from Europe."

(Stakeholder)

4.4 Most respondents also commented that there is no recognition from the general public that there are currently training differences between whole-time and part-time firefighters.

Levels of Competence

4.5 There was general agreement that there is a need for all firefighters to be trained to in the same core competencies, although there were some differences in opinion as to how core competencies are achieved. For example, there are some perceptions that core competencies are achieved through training; for others, competence is only reached through training and subsequent experience of dealing with specific types of incidents.

"I'm aware that there is an issue in that because the training can be different at different levels, then some people feel more valued or are thought of more or less highly within the sort of structures of the Fire Service. I mean anything that was going to equalise that I think would be a bonus."

(Stakeholder)

4.6 Allied to this, there are some arguments that part-time firefighters in busy stations may actually have more experience than whole-time firefighters in less busy stations or, that because of shifts worked, whole-time firefighters may have fewer opportunities to respond to incidents. There is a need for an agreed definition of "levels of competence" across all brigades which is communicated to all firefighters. This detail is contained within the National Occupational Standards as developed and agreed under the IPDS. In the longer term, there will continue to be differences between firefighters in terms of experience but it will need to be emphasised that this experience does not impact on core competencies. Ongoing training and development will need to be provided to ensure that the core competencies continue to be met.

The Delivery of Training

4.7 While all respondents commented on the need for all firefighters to operate from the same core competencies, there were concerns that this is not currently possible given the limited amount of time which part-time firefighters have available in which to train.

4.8 That said, there was a belief from most respondents that changes in training patterns can be introduced in order to ensure a more consistent level of training across all categories of firefighter. Indeed, many fire brigades have already started to introduce changes to training in order to bring about a greater parity in training received by both whole-time and part-time firefighters. One senior manager responsible for the delivery of training to part-time firefighters for his brigade has drawn up a training timetable which covers exactly the same ground as that delivered to whole-time firefighters; the only difference between the two is the time taken to deliver the training.

"They (part-time firefighters) can be trained to the same level but it will take a period of time. I think what we would have to do is look at basic skills or core skills and then over a period of a year say, build them up the same kind of level. At the moment the public don't see a difference between a retained firefighter and a whole-time firefighter but from a managerial point of view and an operational point of view, there is a distinct difference in what that person can do after that initial training period."

(Senior Personnel)

4.9 The following paragraphs examine some of the training initiatives currently being undertaken by various brigades or which are being considered for implementation.

Modular Training Packages

4.10 There was a belief from most respondents that the most effective way of addressing the limited time available for training of part-time firefighters is to deliver training on a modular basis. One criticism currently levelled at part-time firefighters is that if they do not receive the same basic training as their whole-time counterparts, they cannot possibly be expected to deliver the same level of service. If the 12 weeks of initial training currently provided to whole-time firefighters is delivered to part-time firefighters on a modular basis, it would be delivered over a longer period of time but in small modules, each lasting a few days or a week. This would help to counteract the problems of not being able to attend an initial 12 week training period due to other employment commitments but ensure that in the longer term, part-time firefighters were receiving the same basic level of training. Additionally, there were suggestions that practical parts of the initial 12 week training course undertaken by whole-time firefighters could be delivered locally and theoretical aspects of the initial training undertaken via distance learning techniques. Delivery of training using a modular approach fits with the concept of risk based assessment in that the most relevant types of training and development can be delivered on a prioritised basis.

"Now whether it's whole time or retained, what brigades need to get to the position of is carrying out performance development reviews - and really, this is our appraisal process ... the same as industry has had for many, many years. Because what we're not doing is tailoring the training and development based on an individual's needs. We simply deliver training and development to firefighters whether they need that training or whether they don't need it. It's a sheep-dip approach, which has got to disappear. And the process needs to start with a personnel development review interview, identifying areas of need ... identify strengths of course, and clearly a development plan is produced to work towards over the coming period of 12 months."

(Stakeholder)

4.11 Some firefighters, even though they agreed that the concept of modular training would be suitable for all firefighters, still had concerns that it would not be possible for part-time firefighters to undertake the same training as their whole-time counterparts, given time restrictions. Also, some firefighters (whole-time and part-time) were concerned that a modular training system would not provide training to cover all types of incident which might occur in a particular area. For example, there is a small chance that firefighters based in the Borders might have to attend a major incident at Torness power station but that they might not have had the relevant training for this type of incident. Some firefighters felt that this could place restrictions on their effectiveness as firefighters and that all needed to be given training to deal with all types of incident, regardless of the frequency with which these occurred in their area. It will be important to communicate the reasons for utilising risk management assessments to all firefighters and to assuage any fears that this could have a negative impact on Health & Safety requirements.

4.12 However, in reality, many brigades at present are already providing selective training and prioritising those types of incident which are most prevalent in their area. Additionally, given that there are different levels of equipment provided to different types of part-time firefighter, training for some is relatively restricted. For example, volunteer stations with no appliance will miss out on much training that is provided to retained firefighters because of a lack of an appliance, breathing apparatus, specialist hydraulic cutting equipment and so on. Some volunteers participating in this research only had access to ladder training at another local station and this was occasionally attended for extra training.

4.13 As such, in some areas of Scotland a situation exists whereby if a volunteer station is the first to arrive on the scene of an incident, they will only be able to contain the incident until such time as other firefighters arrive with the necessary equipment. As the following quotation shows, volunteers felt that there was little point in receiving training on equipment that was not actually available to them.

"We don't have an appliance here, so if we get called to an incident we may have to get there in our cars. We had to attend an RTA recently where all we could do was contain the situation and wait for other appliances to arrive. We don't get BA training as we don't have BA equipment; we occasionally get ladder training if we attend the retained training night at the station a few miles away. We only have training once a month at present but that is better than nothing and at least we can offer some form of service to the local community."

(Volunteer)

4.14 Overall, there was a pragmatic acceptance that it would not be possible to deliver exactly the same amount of training to all part-time firefighters in the same period of time as it would be delivered to whole-time firefighters. Modular training offers a system ensuring that training can be prioritised according to local needs and for delivery timescales to differ according to needs and availability. There is a need to communicate the advantages of such a system to all firefighters in order for them to embrace this as an alternative to what is currently offered. In addition, it will be important to ensure that the same level of training and ongoing development is delivered to all firefighters, although there will need to be an acceptance that it will take longer for a part-time firefighter to meet the same core competencies. There were comments from whole-time and retained part-time firefighters that all should receive the same initial 12 week period of training, albeit that delivery channels and the timescales for this would have to differ for different categories of firefighter. Volunteers were least in agreement that they should receive the same initial training, generally because they are less well equipped to deal with a wide range of incidents. Additionally, many had concerns over the increased amount of time they would have to commit to bring themselves up to the same level of initial training.

4.15 There were also comments from some respondents that it should not be necessary to deliver the same training to all firefighters and these respondents pointed to the need to play to an individual's specific skills and strengths. It was noted that this practice of playing to individual's skills and ability is inherent in other industry sectors. However, within the Fire Service at present, the only training that is not received by all firefighters is that of learning to drive the appliance. Taking this concept one step further, it was also suggested by some stakeholders and senior personnel that there is no need for all firefighters to be trained to use breathing apparatus. Those in least agreement with this concept were firefighters themselves who had concerns about limitations which would be placed on themselves at incidents if they did not all have the same level of training. However, the argument to counteract this is that most crews on an appliance today will have a specific role to play when they reach an incident. For example, a firefighter working on a hydrant will not be required to enter a burning building and use breathing equipment; thus it would not be necessary for a hydrant operator to receive BA training. Similarly, it was suggested that the skills needed to deal with a heath fire are relatively minimal - indeed, sometimes individuals who are not trained firefighters will help put out a heath fire when extra help is required.

4.16 Most respondents perceived that the concept of training according to skills and abilities goes against current training practice within the Fire Service. A modular system, sitting alongside risk assessment, which offers training according to capabilities, would enable the Fire Service to take advantage of specific abilities and to cut down on the total amount of training offered to a firefighter.

4.17 If a modular training system were to be introduced, there are one or two points that would need to be addressed. This system needs to be sufficiently flexible to allow for movement between brigades or divisions. Proof of qualifications or assessments need to be provided to firefighters to allow for ease of transfer between brigades. Additionally, the system needs to be flexible enough to allow for delivery of training via a range of channels and over differing timescales in order to meet individual needs.

4.18 In the previous chapter there was a suggestion from a workshop session that the only differentiator between firefighters should be that of a firefighter dealing with structural fires (whole-time and part-time) and community emergency response team. This differentiator is seen to sit well with the flexibility offered by modular training packages and IPDS.

4.19 To date, it is assumed that a part-time firefighter who has received their initial training will have exactly the same skills as their colleagues. At present, when a pager goes off to indicate that an incident needs to be responded to, as many as ten or more part-time firefighters could arrive at their station to attend the incident. Once the required number have arrived (usually a minimum of 3 or 4), the appliance will leave the station and later arrivals will stand down, thus wasting their own or their employer's time. The argument against selective training for some part-time firefighters, rather than all, is that additional delays could be caused in responding to an incident when firefighters with specific skills do not arrive promptly to go out on the appliance. How to overcome this barrier is discussed in other sections of this report.

Risk Management Assessments

4.20 As already noted, if risk management assessments are conducted, priority can be accorded to those areas of training which are most likely to be of need within a specific brigade or community. For example, a part-time firefighter operating from Skye would need to have boat training as a priority. Training in how to deal with a motorway incident would be less of a priority given their distance from a motorway and the limited likelihood of being called in to give support at an incident such as this.

"I think proper management where we are allowed to look locally at what our resources are and we can identify. I am a budget holder … I could look at that locally and come up with my own local ways of doing more preventative action in community safety etc."

(Senior Personnel)

4.21 The concept of modular training is also seen to fit well with risk management assessments in that priority can be accorded to those elements of training deemed of greatest importance for a local community. This system should allow enough flexibility to allow for consideration of the local risks in any one area. Once local risks have been addressed, it would be possible to then assess the wider risks outwitha specific area that area.

4.22 Geographical and community differences would mean that part-time firefighters would receive different types of training and that some would need to be able to deal with a greater number of potential incidents than others. The concept of training packages based on local risk management has received mixed reactions to date, with some respondents agreeing that this is the most pragmatic way forward; others are less happy about the concept that there would be differences in training delivered to different firefighting units. In some areas, senior personnel are already conducting risk management assessments and tailoring training in the light of this, although firefighters themselves did not appear to be aware of this. Messages explaining the benefits of modular training and how well this fits with the concept of the community served would go some way to counteracting firefighter concerns.

4.23 However, introduction of modular training, together with a focus on local risks would cut down on the need to provide the same training to all part-time firefighters and ensure that the training provided met the needs of the local community. In the short term, this may be a practical means of dealing with the limited time available for training for part-time firefighters. In the longer term, once prioritised incident training had been delivered, it would be possible to focus on other types of incident which were less prevalent in an area.

"There is no point in learning stuff that you are never going to use. You should concentrate on what you are likely to expect."

(Volunteer Firefighter)

4.24 One argument against the delivery of modular training was that firefighters called outwith their area to deal with a major incident or to provide cover in an adjacent area might lack the necessary skills to provide support and help to other colleagues. However, the frequency which most part-time firefighters might be called upon to travel outwith their area could generally be considered to be so low that this is not seen to be a major issue in the delivery of training and, on a risk management basis, would not be deemed necessary. On a more long term basis, training could still be provided to cover lower priority incidents in any local risk assessment plans.

4.25 One point emerging from the workshop sessions was the need to ensure that there will be guidance, policies and control measures in place in order to risk assess and manage incidents that firefighters are not trained for. For example, it may be necessary to utilise firefighters from a geographically adjoining brigade who can be on call for one-off incidents for which existing firefighters are not trained.

Localised Training

4.26 In order to meet training needs, there were suggestions that some training currently provided centrally could be delivered on a more local basis. For example, Strathclyde are currently offering real fire training via a special unit in an articulated lorry that can be driven to a specific area to deliver training. Furthermore, if training across different stations can be co-ordinated, there is no reason why localised training cannot train firefighters from across a number of fire stations within a relatively small geographic area. The idea of localised training was well received by senior managers and firefighters, with the key advantages being cited that it saves time and it does not require attendance at a distant location. As the following quotation illustrates, localised training - both at the fire station and away from the station - is perceived to be a positive means by which training can be delivered to part-time firefighters.

"The only thing we can do is take the training to them and their station because you can't take them away from their local community that they serve unless they have some other assistance to fill the gap, where they can put people in there to cover that gap while they are away ... At the moment, two of them go, per station, on this day for the training so they meet up with personnel from other groups of stations and they come together as a group, which is good in some respects in that they team build with other people but some of these days would probably be better spent working together on their own."

(Senior Personnel)

4.27 Most retained firefighters train one evening a week for a period of 2-3 hours, and for some, only 1 hour will actually be spent in training, as the remainder of their time could be spent dealing with other aspects of maintaining a fire station such as regular equipment checking. Many volunteers only train one night a month. For many respondents, there was an acknowledgement that this limited time period is not sufficiently long enough to deliver training on one particular element of a firefighters' job. Again, to counteract this, one fire brigade had started to deliver some training at weekends. This allows for more intensive training over the course of a whole day and frees up firefighters' time during the week. There was an assumption on the part of some stakeholders that there may be initial antagonism to changes in training times, although there was evidence to suggest that communication of the reasons behind this should serve to allay any antagonism.

4.28 Firefighters themselves were relatively enthusiastic about the concept of receiving more training and most were prepared to give up some weekend time to obtain training. One or two respondents commented that the Fire Service could adopt a system similar to that used by the TA which delivers training at weekends as well as during evenings. Where increased levels of training have been introduced to firefighters, this has been well received and firefighters acknowledged that this benefited both themselves and the communities they served. Where additional training has been introduced, this has generally been for retained or upgraded auxiliary, rather than volunteer firefighters. Comments made during the workshop sessions showed that in areas where training has been delivered at times other than the usual training evening, this has been well received by firefighters. Where there was any antipathy to increased levels of training, this tended to be in relation to a lack of equipment rather than a lack of commitment on the part of the firefighters themselves. Most firefighters participating in this research would be happy to commit to a specified number of weekends for training over the course of a year.

"I think they should put retained at weekends up to RTA training, just like the TA system."

(Whole-time Firefighter)

"I don't really have a problem with attending some training at weekends, so long as it can be planned for and it was paid for. It would make sense for us to do some training on whole days and we could also train with other firefighters if it was at weekends."

(Retained Firefighter)

4.29 Finally, there were suggestions that localised training, delivered at weekends, would enable whole-time and part-time firefighters to train together on a more regular basis and this was perceived to have two key advantages. First, this would help to create a team spirit between whole-time and part-time firefighters and, second, this would help to demonstrate that there were no real differences between whole-time and part-time firefighters in terms of training provision.

"We fight fires together, but we don't train together. We've not trained with them for a long time which at the end of the day I think is wrong. But they are only here on an evening and they're encouraged to keep themselves away from us ….

The fire station I'm at is trying to sort of push to do exercises with the retained and we have done two now … some of it is just so we can work together and get used to each other's work practices."

(Whole-time Firefighters)

The Concept of Distance Learning

4.30 Most respondents were positive about the concept of distance learning for part-time firefighters, albeit that some more practical elements of training were not considered to be suitable to distance learning. However, in general, distance learning was considered to be a suitable means of delivery of the theoretical aspects of training provided there was access to sufficient back-up and support provided by mentors. In this way, part-time firefighters can undertake training at a date and time suitable to themselves, either within a fire station or at home. This approach would help to ensure that training received by part-time firefighters was on a par with that received by whole-time firefighters.

4.31 However, some firefighters, particularly volunteers, were concerned about the logistics of delivering distance learning. Not all firefighters had access to computers or a local library to use facilities. One means of dealing with this would be for all distance learning to be delivered via the local fire station, although some volunteer forces do not operate from a station. Involvement with local schools may be possible. This relationship would benefit the community as a whole.

4.32 In some instances, fire brigades have already started to use computers as an aid to delivery of training and information, although the way in which IT is used, and access to different IT packages, does not appear to be consistent across all brigades. Additionally, levels of computer understanding and familiarity are likely to differ across individual firefighters and there may be a degree of resistance to the use of computers from those with little or no experience of this technology. However, this delivery method may be the route to develop initial IT skills.

"There's some real work happening in Scotland at the moment, with e-learning, and that I think will benefit particularly the retained, and perhaps the auxiliaries in there. It will also benefit the whole-time though, and I wouldn't preclude using it with any personnel ... But what we mustn't forget is the requirements for such things as the mentoring and coaching approach, when people are going through these e-learning processes. Because if that support isn't there, then people tend to flounder - and I think, in the retained arena, the last thing we can afford to do is allow people to fall when they get stuck in a hole, and not have any support."

(Stakeholder)

"We need more flexible training - based on the computer, distance learning, stuff like that. Taking the training out to them but I think they have to be more flexible as well."

(Stakeholder)

"I'd fully support the long distance learning idea, or principle if you like. And very much so with all forms of modern technology learning - it should be encompassed in the training available, but you obviously have to take into account that some people are more happy to be able to take that kind of training than others. There should be a centrally provided area where firefighters can access training."

(Stakeholder)

4.33 As well as offering a capacity for distance learning, IT offers benefits to the local community as an opportunity for a point of access.

4.34 Most of the firefighters participating in this survey were well used to using videos as part of their training package and commented that this can be a positive way to deliver more theoretical elements of training. Training could also be delivered by DVD and that has the potential to be used at home by firefighters.

The Potential for IPDS

4.35 One means of meeting the needs of local communities and providing relevant and targeted training is through IPDS (Integrated Personnel Development System). This is a modular system that requires firefighters to perform competently, regardless of the duty system that they work. Where part-time firefighters perform the same activities as whole-time firefighters, the expected standard of performance is the same. Therefore, knowledge, skills and understanding are expected to be the same and match the requirements of National Occupational Standards (NOS). National Occupational Standards for Firefighters comprises 6 mandatory modules plus 3 optional, one of which is driving. As noted in the literature review, there is currently a project being managed by Norfolk Fire Brigade that is looking to highlight best practice for the implementation of IPDS.

4.36 In general, stakeholders and senior managers were well versed with the concept of IPDS and had an understanding of this system. However, most firefighters were not au fait with the system or the terminology, albeit that some spontaneously referred to a need for a change to training whereby all firefighters could receive recognised qualifications which are transferable from one job to another. This would go some way to redressing the concerns of many firefighters that part-time firefighters deliver a second class service because they receive less training and have less equipment.

4.37 Most respondents participating in the qualitative research were positive about the implementation of IPDS and this scheme was perceived to fit well with the need for localised community planning and risk assessment as well as the potential for use of modular training packages. The fact that this system is based on the same competency levels - regardless of the status of individual firefighters - with regular assessment and qualifications goes a long way to addressing one of the key differentiators between part-time and whole-time firefighters. Again, there is an acknowledgement that it would take part-time firefighters longer to complete specific modules but this is something which could be accommodated by the Fire Service.

4.38 Such a system also allows firefighters to achieve nationally recognised qualifications that can be transferred from one job to another. The concept of transferable qualifications was well received by most firefighters and was seen by some as a means by which part-time firefighters might be motivated to spend more time on training. Under IPDS, all firefighters would undertake regular assessments in order to prove maintenance of competence and skills, and this parity would help to remove concerns over differences between whole-time and part-time firefighters. As the following quotation illustrates, parity of assessment for all types of firefighter would go some way to resolving attitudinal differences.

" Basically the rank structure is the same as full time. But the difference between the likes of us, progressing in a career, we must sit educational written exams, practical exams, which must be undertaken. Whilst, on the retained side, they don't have that at all. It's just a case of how many years you've been in, and you can still hold the same rank as what we have. We then must develop our career with going to residential training schools ... and again, it doesn't bode the same for the retained. They've got totally different courses. A lot less, and smaller based courses. They still hold the same rank structure as we do …. They can hold the rank of a leading firefighter, sub-Officer and Station Officer - exactly the same as what we can, but their whole input into the development of their careers is going on how many years they've been in."

(Whole-time Firefighter)

4.39 In addition, some firefighters also suggested that if all firefighters were working to achieve the same levels of training and ongoing development, part-time firefighters would be in an ideal position to transfer to whole-time duties if they wanted to. This option to enter the whole-time service was also perceived to be a "carrot" which could be dangled at part-time firefighters and help to address recruitment and retention issues. This will be discussed in more detail in a later chapter of this report.

"If they were doing exactly the same training as us and taking the same exams, they could transfer easily to a full time firefighting job if they wanted to. At the moment, if a retained applies to join us, we know they won't have the same experience and they will have to start from scratch."

(Whole-time Firefighter)

4.40 The only reservations expressed were in relation to differences in the types of skills that might be required of firefighters in different brigades and the need for the system to be flexible enough to deal with these differences. However, it was generally felt that IPDS is flexible enough to allow for introduction on a UK or Scotland-wide basis.

"The personal development review has within its structure the National Occupational Standards, so people are benchmarking against that in terms of past performance, as well as the action plan developed against those National Standards, to ensure they've reached and are achieving competence and, indeed, are maintaining competence. So it's a fundamental part of the process."

(Stakeholder)

"It should be possible to try and create a system where you have competent (part-time) firefighters working limited hours, being paid a salary and where you can prove the competence within the IPDS system …. The theory is that there shouldn't be any visible or mechanical difference between the two. They will equally be as competent. Their only difference will be the number of hours they are working and how much they get paid at the end of the month."

(Stakeholder)

4.41 One or two senior managers also commented that if a similar system to IPDS is introduced, there will be a need to ensure that managers are able to assess firefighters skills and abilities in order to create an effective firefighting force.

4.42 The research findings to date suggest that there is a need to communicate the advantages of IPDS to firefighters and to help counteract the historic attitude that all firefighters should be trained to exactly the same levels and able to respond to any incident.

4.43 Most whole-time firefighters participating in this research commented on differences between themselves and part-time firefighters in terms of the rank structure that is applied. Whole-time firefighters have to undertake regular examinations in order to achieve promotion, whereas this is not perceived to be the case for their part-time counterparts. Again, this is a factor that causes resentment.

4.44 An IPDS system, based on assessment and achieving set qualifications would remove this source of resentment and ensure that promotion for all firefighters was achieved on the basis of skills and ability rather than length of service.

4.45 Comments made during the course of the workshop sessions pointed to the need for any training and personal development to take account of changes in life / work work/life balances that have been taking place in recent years. There was a general opinion that flexibility in the timing of training delivery and channels of delivery can help to address these changes.

Reactions to the Concept of Approved to Ride

4.46 Allied to the implementation of IPDS, stakeholders also gave consideration to the "Approved to Ride" scheme. This provides a single point of entry for both whole-time and part-time firefighters, the purpose of which is to equip an individual with the necessary skills to be competent to be assigned to the workplace. All entrants achieve an initial standard whereby they are "Approved to Ride" an appliance in a supporting role and thereafter training is conducted on-the-job and via centralised and localised training.

4.47 There were some concerns that the limitations of only being able to play a support role in the first instance would place pressures on other firefighters riding the appliance and this is of particular importance to part-time firefighters where there are no guarantees as to who will respond to a specific incident. However, depending on their position on the appliance, firefighters are likely to have an assigned role. For example, the "middleman" would generally be responsible for dealing with the hydrant and would not be entering a burning building where they would need specialist breathing apparatus. Thus, in most instances stakeholders and senior managers felt that there was no real need for all firefighters attending an incident to have exactly the same level of training.

4.48 Once again, the greatest resistance to the concept of Approved to Ride came from firefighters themselves. Some were unhappy about a lack of consistency for all firefighters in terms of their skills and the concept of learning on the job. However, most also admitted that, regardless of the amount of training that is received by a firefighter, it is only when actually attending an incident that true experience is gained. There will be a need to communicate the advantages of this system to firefighters in order to gain their positive support.

4.49 Some respondents attending workshop sessions referred to the need not only to consider training for part-time firefighters but that training should be integrated across both part and whole-time firefighters. As the following quotation illustrates, the recommendations in this report have implications for the delivery of training for whole-time and part-time firefighters.

"I've got to say I've got this vision of a two week course for everybody - whether you're part-time, whole-time, retained or anything - to give you the core skills …. I don't think there's any other industry - with the exception of the armed forces - that does the training provision that the British Fire Service does. You go into Gullane, we'll give you a 2 week basic course and then you do on the job training and development with specialist days out to develop. I suspect the future isn't our part-time colleagues coming to the whole-time standard. I think probably the other way round."

(Workshop Attendee)

4.50 Finally, one additional comment from workshop attendees was on the need to ensure that all training needs to be backed up by managers who are capable of conducting training needs analysis. Additionally, there is a need to ensure that managers attending incidents are capable of managing the incident.

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