Make Your Fire Department Better!

MAKE YOUR DEPARTMENT BETTER

Recruitment (Part 1)

Over the past year I have talked quite a bit about making your department
better. By improving the environment in your department, you have now
prepared it to receive new members. Creating a receptive and positive
environment is key before you do any type of recruitment.

This week's column is the first of a two part series on recruitment. First
we will look at ways to get potential members to look at the department,
and next week we will look at 'incentive' plans.

As with all of my columns, we'll start with the basics. Every week I get
emails and calls from potential members across the country looking to join
a department. My advice to them is always to try the fire line,
(http:/www.nvfc.org/StateMap.html ) and
to just go and knock on the door of their local department.

The reason they contact me is that they do not have a way to contact their
local department, or they feel that their department doesn't need the
help. Most departments that I know could always use help, so it seems that
advertising the need is key. While some departments may be reluctant to
publicize the need for help, unless there is a call to action, no one will
answer it.

The Glenn Dale Volunteer Fire Department has a lighted sign in front of their

department that they use for recruitment.
(http://www.volunteerfd.org/recruit_display.php?did=49)
They have had great success with the sign, as have many others.

A good sign needs to be direct, to the point, include a 'call to action',
and a contact method. I have seen some towns that have a sign under all of
their town limit signs. You cannot enter the town without realizing it is
served by volunteers, and volunteers are needed. Another option is to put
a sign in front of your department and have an 'open house' on your drill
nights. It does not have to be a formal open house, but by allowing people
to come in and see what you do it not only recruits members, but also it is
a great public relations tool.

Open houses are a great way to get the public involved, show them where
their donations go, and recruit members. Be sure to polish up the brass,
put an ad in your local paper, and have refreshments. This shouldn't be
anything fancy but should include demonstrations of equipment and 'show and
tell'.

Since I mentioned newspapers, let us look at what they can do for you. The
press loves to print 'feel good' articles, and you should take advantage of
that. Ideally you should be in the press every month. Publish you
fundraisers, good calls, change of officers, and any milestone. Be sure to
befriend your local writer, and invite them for drills, ride a-longs, and
keep them involved.

Another great way to advertise is through flyers. Flyers can be posted at
your local businesses and handed out at functions. It doesn't have to be
fancy, and can be as simple as running copies at the department on colored
paper. You should include full contact information including phone, email,
and your website.

Any contact information should include a phone number that has voice mail
or a message machine. The easiest way to turn off a new member is for them
to have to chase down your department or leave a message and never get a
call back. Your goal should be to respond to requests within 24-48 hours.

Your website should include details about what it is like to be a member
and about your department. Many potential members will read any available
information to decide if it is for them. Show pictures of your department
in action, training, and fundraising. Life of a volunteer is more then
fighting fires, and potential members should see that.

Many departments go door to door in their recruitment options. A door to
door campaign gives that 'personal touch' and people love to see the shiny
red trucks. Break out your uniforms, shine your shoes, and show your best
side. Bring your flyers, and take the time to really talk to the public.

In my "Making it Through the Day" column
(http:/www.volunteerfd.org/archive/day.php)
I discussed working with employers to gain members. You may also be able
to get local businesses to 'sponsor' your recruitment efforts. If you
allow the local sign company to put their logo on your sign they may do it
for a discount or even free. Same goes for printing companies. Local
businesses will post your flyers, and allow you to set up your truck in
front of your department to hand them out.

No matter what your advertising method is, the bottom line is to get the
word out and give people a way to contact you. You would be surprised at
how effective these basic, and low cost, methods are.

Next week we will look at how to spend money for incentive plans, explorer
posts, and LOSAP plans. If you have a very successful program, please feel
free to email me the details at

Recruitment (Part 2: Show me the Money!)

Last week we discussed some basic recruitment techniques and this week we
will look at the money incentives. I have also decided to do a third
column on recruitment next week for 'creative' programs that are out there.

Specifically today we will look at LOSAP plans, pay per call, and tax
incentives. To start off, I will admit I'm biased. When it comes to the
three plans we are looking at today, I am not sure any of them work. I
will give them the benefit of the doubt though.

Length of service programs, or LOSAP programs tend to be a retirement
program based upon 'points'. Points are awarded for responses, meeting,
drills, fundraisers, and just about any other category you can think
of. (This varies by department.) Some LOSAP programs put a set amount in
a retirement account each year, while others give you a certain amount
every year after you retire.

LOSAP programs are great because they leave a lasting impression when you
retire. The downside is, it is hard to show members that they are getting
something when it is just an account balance rather then quick money. The
other downside is that determining the results is tough. With the amount
of points and categories, the paperwork is overwhelming.

The East Whitehouse Fire Department submitted their LOSAP plan to
VolunteerFD.org.
(http://www.volunteerfd.org/recruit_display.php?did=1105)
Their system is based off of points, but they have not yet gotten results
from it. Many of the departments I have spoken with have the same to say,
and that it is hard to track positive results.

Tax incentive programs usually work on a similar model as LOSAP
programs. Some programs just require call responses, while others require
drill and meeting attendance. The concept is simple. Meet the
requirements, and the town gives you a tax abatement. The nice thing is,
that after debate, the IRS no longer considers this as 'income'. The
downside is that many of your members may not have enough property to take
advantage of the abatement. (Think of the members who still live with
their parents and own a $500 car. J)Tax abatements get more 'bang for your
buck', and are also easier to get approved by the town.

The Wethersfield Volunteer Fire Dept submitted their tax abatement program
to VolunteerFD.org
(http://www.volunteerfd.org/recruit_display.php?did=62)
Their program includes a $1000 tax abatement and $500 pension Contribution
for firefighters who meet minimum requirements for alarms, drills and
meetings. Their program is unique in that it is a combination of LOSAP and
tax abatement.

One of the options for both tax abatement and LOSAP programs is counting
attendance based upon availability. In order to take in consideration our
members work schedules, you can track calls based upon when they are
available. Most computer tracking programs have an availability module and
using it levels the playing ground. After all, these programs are supposed
to be incentives.

The easiest way to do an incentive program is the "pay per call" set
up. This is simply a fixed amount for each call that a member responds
to. It is easy to track, and has the benefit of being a direct cash hand
out for participation.

The Horatio Volunteer Fire Department offers their members $5 per call.
(http://www.volunteerfd.org/recruit_display.php?did=833)
This program is combined with a retirement program, and while it does pay
for 'odds and ends' it rarely adds members.

There are many other financial incentive programs out there, but they end
up being some type of combination of the above. Results are mixed. While
it is nice to be rewarded for being a volunteer, the bottom line is, we are
still volunteers.

When you start any incentive program, the hard part is keeping everyone
happy. If you are doing a retirement program, what about the 'elder'
members who already gave 50+ years? What happens when a member is one call
short? Then if you make an exception for that member, how about the person
who is two calls short?

Where does it end? Anyone who has started an incentive program knows the
pitfalls. Once a program is started, what happens when it goes away? Then
it becomes a disincentive.

I am not saying that all incentive programs are bad, they just need to have
thought put into them. Next week we will look at alternatives and
'advanced' recruitment options. Sometimes throwing money at a situation
will just make it worse. But then again, I love getting my incentive check
at the end of the year. The only problem is, I would volunteer just as
much without it.

Recruitment (Part 3: Getting Creative)

Over the past 2 weeks, we have looked at basic recruiting methods and
different pay based programs. This week we are going to get 'creative' and
look at methods that you may not find 'in the book'.

Anyone who has been in the fire service for quite a while knows that when
real calls happen, the book gets thrown out the window. Well everyone
tries to recruit from the book, but creativity is rewarded.

My belief is that the solution is not to just throw money at the problem,
but to create a smart solution. The smart solution may cost money, but as
with my fundraising principles, you should try to spend your money smartly
rather then just spend it.

The Liberty Fire Company came up with an interesting spin on the 'normal'
incentive
plans.
(http://www.volunteerfd.org/recruit_display.php?did=293)
Their plan awards points that can be redeemed for equipment. Members like
having the 'new' leather helmets or the like, and it benefits the
department in the long run. Sometimes having the tangible item throughout
the year can remind people of the plan's benefit. I give this plan two
thumbs up for creativity, but it would probably be best as a retention tool
rather then pure recruitment. (Its good either way.

Creativity does not mean that it has to be unique to your department. Many
departments, such as the Gamewell Fire Department have started an explorer
program.
(http://www.volunteerfd.org/recruit_display.php?did=1239)

Junior programs, of any form, are a great way to make your future,
literally.

Explorer programs are sanctioned by the Boy Scouts of America.
(http:/www.scouting.org/ ) The nice thing about
working with the BSA is they have a well thought out program, resources,
and insurance to cover your post. In Connecticut, an explorer can
technically do more in training then a 'junior' under 18 member can. I am
also partial to the explorers program as it is where I got my start.

By harnessing the enthusiasm of your local youth, you not only create
potential members, but also create a career path for kids who might
otherwise have none. Explorer posts will cost money to run, but the big
thing is having the advisors to run them. You need to dedicate yourself to
the explorer program and realize that it may take years to get
results. The bonus is, once the foundation is built, it will continue to
be a source of members.

The Linc-Riv Fire Department has a twist on the junior program
idea.
(http://www.volunteerfd.org/recruit_display.php?did=781 )

Their program has a competitive entrance, and is well detailed. A
program with this much thought and effort put into it is sure to succeed.

One of my 'ideas' for recruitment is to offer health insurance in return
for volunteering. Most towns have the ability to extend health insurance
to the firefighters that serve their community, but the cost can be high.

Offering insurance is a tangible item that can change a member's
lifestyle. For those who work for themselves, offering insurance would be
a huge cost savings. Those who have insurance on their own could use the
plan to pay for co-payments. Another option is to allow members to buy
into the town insurance plan.

A while back, there was a bill introduced to allow the Federal Housing
Authority to offer low interest loans to firefighters. The FHA has the
authority to make special loans for vets and first time homeowners. The
bill would have made a big difference to the volunteer community, but it
unfortunately failed.

Creativity brings in members, and to me, the Hyattsville Fire Department
leads the pack. (http:/www.hvfd.com/join/) Hyattsville Volunteer Fire Department has a
resident program for college students that offers living space in return
for volunteering. Luckily, they are located close to multiple colleges,
and the colleges provide a pool of potential members. While we may not all
be able to offer such a program, the cost of space for rooming is low in
comparison to the returns.

If you are located close to a college or training school, you may want to
tap their resources for members. Many students may volunteer in their
hometown and be more than willing to volunteer in your town. Also, you may
be able to arrange an internship with college credit for members.

The sky is the limit when it comes to recruitment. Be creative, and track
your results. Put together a 'think group' of members, and the public at
large. No idea is too outrageous to be considered. Creativity can
determine your department future. Use it.

Discuss this column at:
http://www.volunteerfd.org/phorum/read.php?f=20&i=83&t=83

Making it through the day. (or night?)

Volunteer fire departments by nature have good times and bad. We have
times when we pack the truck like a clown car, and times when we respond
with just a driver. Often, our lean times are during daylight hours, which
also tend to be our busiest times. This week I will look at making it
through the day, and what departments can do to improve their daytime
responses.

The evolution of society, and the change from a farming country to an
industrial or commercial environment, has completely changed the volunteer
environment. When members were their own bosses, it was much easier to
stop what they were doing and respond to a call. Now our members have to
convince their employer to let them out, and hopefully, still pay them for
their time.

It seems like once a week I get a question from a user who thinks that
employers MUST let their employees out for fire calls. While I wish it
were true, unfortunately, it isn't. Many states have adopted legislation
that allows municipal and state workers to respond to fire calls, but those
of us in the private industry are exempt from these rules.

Volunteer departments need to find a way to encourage local employers to
let their members out. The worst thing we can do is go in and demand that
they have to let a member out every time the whistle blows. The first step
is to educate employers.

Employers need to understand that they are served by a volunteer fire
department, and their commitment to the department benefits the employer,
as well as the town at large. A letter, or personal visit, by the Chief of
the department often has a strong impact. You would be surprised how many
of your local employers take it for granted that the fire department will
come to every call, and may or may not know they are served by volunteers.

The second step is to respect the employer's time, and recognize their
commitment. When an employer is willing to let members respond, the
members have a responsibility to use their time and judgment
wisely. Everyone knows that the call takes 20 minutes, but social time
afterwards is another 20 minutes. While it is nice to get out of work, by
wasting time hanging around the firehouse, you are wasting your employers'
time. When members waste their employers' time, they will loose the
privilege of being able to respond. Also, do we really need to spend an
hour waiting for the wrecker, light company, or whoever to respond? Maybe
during the day, we can make an effort to clear out of calls quicker.

Recognizing their commitment is an easy thing to do, and is often
overlooked. A simple letter once a year goes a long way. Write a letter,
on letterhead, recognizing the commitment to the town that XYZ company has
made. Have it signed by the Chief, and/or Mayor, and present it to
them. Chances are that the letter will end up framed and put up on the wall.

If you really want to make sure they are recognized, publish a letter to
the editor, or story, in your local newspaper about the commitments that
employers in your town are making. List out the amount of hours they have
donated to the town, and spell out exactly what benefit that has. If one
of your members did something above and beyond, during their work time, be
sure to mention their employer. Companies love publicity, and they will
see it as a way to recoup their lost productivity.

So now that we have basic employer relations down, lets get creative. How
about arranging a tax break with the town for employers who allow their
employees to respond? It sounds far fetched, but if you were to explain to
your town management the cost savings in the long run, it may just be possible.

While we are being creative, how about recruiting people who work locally,
but may volunteer for other towns? With more and more people commuting 30+
minutes from home, you may have a ripe ground for qualified firefighters
working in your community. Drive through the parking lot of local
employers and you will see the blue lights and license plates of your
brethren. Design a way for them to be able to respond with your department
in the day. Even better, get them involved in your incentive plan to give
them further incentive to respond.

Another ripe source for daytime firefighters is your local high school or
college. A cooperative program with the schools would provide the students
with a potential career path, and provide you with manpower. Be very
careful that students do not abuse the privilege of 'getting out of school'
to go to a call. Maybe limit their responses to only 'real' calls, or make
a minimum grade average they have to maintain.

Finally, if you can't get the manpower, utilize what you've got. I spent
many years as the ranking officer during daytime hours. One of the best
things I did was keep track of who was around, and use cell phones. If you
track who is available, and have them call in when they are responding, you
can decide to sit around, or respond with the crew you have. Time is of
the essence, and if you are only going to get three firefighters, you're
better off leaving early with them, then waiting ten minutes to see if
anyone else shows.

Keeping Volunteers Volunteering..

VolunteerFD.org is full of specific recruitment and retention programs
(http:/www.volunteerfd.org/recruitment.php),
but what about the more affective stuff that makes a difference? What
about the people skills and interactions that makes us a
'brotherhood'? What keeps volunteers volunteering?

When departments look at recruitment and retention, too often they look for
the 'quick fix' or the 'program' that will solve their problems, rather
then looking at what the problem really is. While incentive programs,
LOSAP, and retirement programs are nice, they aren't the answer to everything.

Everyone joins volunteer departments for different reasons, but if we did
it for the money, we would be career firefighters. J So why do volunteers
volunteer? The most honest answer is probably that we all never grew up and
want to play with big red trucks, but lets look at the other possibilities.

Many departments, and their members, were developed to help their
neighbors, to give back to the community, and provide a public
service. The problem is, when you are responding to the 'bs' calls all the
time, do you truly feel like you are helping others? It would be real easy
to keep volunteers happy if we had the 'big one' every week. Rarely do you
see people complaining after saving someone's life or property.

I'll be the first to admit that I joined to 'fight fires', but I can also
admit that in 9 years, I can count the number of 'big ones' I've been to on
two hands. So there has to be something else.

What about the sense of community? What about the brotherhood? Now we're
getting somewhere. When you look at volunteer fire departments, fighting
fires is a small part of what we do. We have fundraisers, meetings,
training, social events, and we are a cornerstone of our communities. So
what makes a department successful and keep its members coming? Lets start
at the top.

The management (namely officers) of a department determines more of the
department's destiny then just at a fire scene. In order to retain and
recruit members, the management needs to foster an environment of
enthusiasm, fairness, and concern for others.

Enthusiasm is not something that can be bought with an incentive
plan. Enthusiasm is something that needs to come from each member, with
the chief being the head cheerleader. When your members enjoy their time
at the department, and are proud of what it stands for, they will keep
coming. When a department is stagnant, and things are rough, people mimic
their leader's attitude. If they see the management talking about
improvements, taking steps in the right direction, and being positive, they
will help to make it happen.

Fairness is always an issue. You can walk into most departments and pick
out the groups, and who is in favor, who is not. The key is for the
management to be fair in requirements and praise. As soon as you make a
drill 'mandatory' but let your buddy slide, you have lost all
credibility. Once you become an officer it is your duty to be fair, and
look above your dislikes or friendships.

This is doubly true in the multiple personality conflicts that occur in
departments. By nature, firefighters are outgoing, hard headed, and strong
willed. When you put a group together with these characteristics,
disagreements are sure to happen. Management who is fair, looks at both
sides of the issues, and looks for the 'real' problem, will end up gaining
the respect of 'the guys' and the community at large.

One more thing on fairness. Give praise publicly, discipline privately.

Finally, concern for others. We are in this business because we care about
our community. We just need to show it. Not only do we need to care about
our community, but about our fellow firefighters. It used to be that when
a fellow firefighter was having a hard time, the department would be there
for them. It is time to re-ignite the brotherhood.

It is the little things that give members that warm and fuzzy feeling and
keep them coming. When a death or illness occurs, its important to at
least send a card, no matter if you like the person or not. When someone
is going through a hard time, make a phone call. When someone has a big
project, offer to help them. Remember the golden rule, and do what you
would want done if you were in their position.

Next week I will take a deeper look into electing and being a good
officer. For more information on keeping volunteers coming, check out the call response
apathy thread at:
http://www.volunteerfd.org/phorum/read.php?f=9&i=229&t=16

Last Modified: January 27, 2007