A short history of IPDS
The Integrated Personal Development System (IPDS) is not a new form of management-speak, or a short-term initiative. Instead, it is the end result of over a decades work and consultation between the Government, employers and the unions.
It was developed following increasing awareness both inside and outside the fire and rescue service that times have changed. The role of the Fire and Rescue Service was once to respond to fire incidents and little more. It was a reactive service in which habits had become unwritten rules. The world around it, however, now calls for the Fire and Rescue Service to promote community safety, work with other agencies to reduce arson attacks, and address the increasing risk of terrorism.
New demands that require new skills and a new level of professionalism.
Recognising this, a task force was established to create a new method of training and assessment. One that would link in where appropriate with National Occupational Standards and National Vocational Qualifications (NVQs). One that would show a clear and distinct career path for every individual in the Fire and Rescue Service, allowing them either to progress upwards or develop their skills further. And one that, while capable of being managed at a station level, would introduce a national benchmark for all personnel, whether full time or part time, firefighters, control room staff or those in non-uniformed support roles.
The result is IPDS. On the one hand, it translates the new demands placed on the fire and rescue service into a standard series of training modules. On the other, it replaces group - or station-based training with training planned around each and every individual. Equality and objectivity come into play. Individuals can now be judged on their current knowledge and skills - and be given the help to fill any gaps with training that is directly relevant to their own needs.
IPDS is all about professionalism. By ensuring training is planned and delivered to achieve definite objectives for each individual, it raises standards everywhere.
IPDS in more detail
Perhaps unsurprisingly, the complexities of the Fire and Rescue Service itself mean that by necessity any new training and development system must cover lots of areas at many different levels. This is true of IPDS but, whilst it may at first appear complicated, it is in fact relatively simple.
Changing from rank to role
The most important change that IPDS introduced was a change from rank to role.
13 operational ranks were replaced by 7 key roles that now reflect the roles individuals actually play at work. Ranging from Firefighter to Brigade Manager, each of the roles has been mapped out in terms of the skills and knowledge associated with it. Closely tied to National Occupational Standards, this role-based approach means any individual in any part of the country can be directly compared against any other individual in the same role anywhere else. Equality has thus been encouraged by setting a national benchmark for each role based on individuals successfully completing defined training modules.
Training based on individual modules
By establishing the precise knowledge required for each role in the Fire and Rescue Service, it was possible to develop a series of development modules to deliver that knowledge. Ranging from practical skills like driving to professional skills like interview techniques, each module answers a specific training need.
Crucially, should a new training need be identified to address a new requirement for the modern service, a module can be developed for each of the roles within the service that slots into the existing structure easily.
Moving careers onwards and upwards
In the old fire service, the rigid hierarchy of ranks kept ranks separate and at the same time compartmentalised knowledge. IPDS is an open system that shows everyone in every role what is expected from those in other roles. It was also designed to be a constantly ongoing training process rather like a helix, with stops all along the way to update, enhance and increase skills.
Individuals can use these stops, or development modules, in two ways. If they are happy in their current role, they can loop around the helix, using the development modules at this level to update their knowledge and increase their professionalism.
If they want to go for promotion, the way forward is clear and defined with a series of targets in the form of further development modules to reach for.
Using a Training Needs Analysis
The key to finding out what development modules a particular individual needs in order to fulfil their current role or move on to the next role is a Training Needs Analysis. Conducted at station level by the training officer, it is a standard tool used in Human Resource departments everywhere. By taking the individual through a series of questions, it identifies their current skill level, where they want to be, and what additional knowledge they need to get there. Training can thus be planned on an individual basis that directly satisfies the needs of each and every person in the fire and rescue service.