PERFORMANCE-BASED AWARD SYSTEM FOR VOLUNTEER RETENTION
BY TIM L. HOLMAN
Among the biggest challenges facing the volunteer chief today is the recruitment and retention of members. Compounding the problem is that many other organizations are competing with the fire service for volunteers. With so many organizations looking for volunteers, why should an individual choose the fire service? If fire departments are not willing or able to provide significant benefits for the volunteer, the individual will seek out organizations that will offer benefits.
The German Township Fire & EMS, located in west central Ohio, consists of 45 members and responds from two stations. The annual run volume is about 300 fire runs and 1,100 EMS calls. Because of this large run volume, we could not rely on local business owners and farmers to provide emergency services. The frequency of calls took them away from their businesses too often. It became obvious that other solutions were needed.
We needed to attract additional volunteers and retain our present members. The expectations and challenges for these volunteers were high. And since it is common for some volunteers to give more time than others, we wanted to reward individuals based on their performance.
THE PERFORMANCE-BASED POINT SYSTEM
Several years ago, we implemented on a trial basis a performance-based point system to reward our members, which is now in its fourth year. The system consists of four steps.
Step 1. The amount of $10,000 is budgeted for awards. This figure can be increased or decreased to meet individual department needs.
Step 2. Points are distributed as follows: Emphasis is placed on training. Paramedics receive more points than EMTs and firefighters because of their commitment to the additional training required. All members are encouraged to advance their skill level, and since we pay all training costs, all have the opportunity to advance their training.
Step 3. At the end of the year, each member`s points are totaled. Our computer program issues an individual point total report and an organizational point total. The $10,000 set aside for the award system is then divided by the organizational point total.
Example: $10,000 divided by total points4price per point. This calculation provides the value of each point. Last year, each point was worth $1.23.
Step 4. Once the point value is determined, it is multiplied by each individual`s point total.
Example: $1.23 2 400 points 4 $492.00.
No member will get rich from this system, but it`s a nice check to receive at our annual banquet. Keep in mind that the system is based on performance. If a member responds to more runs, participates in more training, and attends more meetings, the potential for a larger award exists. In 1997, the average award check in our department was around $450. The range went from a low of $61.50 to a high of almost $2,000.
Some departments with which we worked to implement the point system have opted to award merchandise instead of cash. Members may redeem their points for specific merchandise, based on established point ranges
Example: 100 to 200 points = leather fire boots, 201 to 300 points = cellular phone, 301 to 400 points = weekend for two that includes baseball tickets, meals, and hotel. These are just a few examples; the list of gifts could be endless.
INITIAL PROBLEMS ENCOUNTERED
A problem that surfaced in our department initially was a discrepancy between department and volunteer records. Some members said they had been on more runs than they had been given credit for. We addressed this problem by instructing all members to check the response roster after each run to ensure that they were counted on the run. The officer in charge was also asked to verify the response list before turning in a report.
Also, to help ensure the accuracy of records, we purchased computer software that enabled us to tracks runs, maintenance, and personnel. The program was modified to track point totals as well. Since these changes were made, there have been very few complaints.
To prevent too many people from re-sponding to routine runs for the purpose of building points, the person in charge of the run was given the authority to place back in service individuals not needed for a specific run. Only the individuals listed on the report receive points for the run. Most members are very good about responding only when needed. Since we have assigned EMS teams each night, we have had few problems with members` trying to build points inappropriately.
DETERMINING ACTIVE STATUS
Departments across the country have been struggling with the issue of determining the status of volunteers. Our department is no exception. Although departments generally feel they should accept whatever time a volunteer can give, the costs associated with keeping low-active or inactive members must be considered: turnout gear, training, insurance, physicals, and other related expenses.
To help alleviate this problem, we de-vised a system to determine active status. To be considered active in German Township Fire & EMS, an individual must maintain at least 40 points per year. No member is eligible for point money until he has earned 50 points. In other words, a member can be active with 40 points but cannot receive an awards check. Members who fall below 40 points at the end of the year are sent a letter informing them that they are now on the inactive list. An inactive member cannot respond to runs or be considered active again until he has completed 12 hours of training. If, after six months, the member has not acquired the 12 hours of training, he or she is terminated.
We have made every effort to make it easy to volunteer, but, at the same time, members must meet specified standards. In most cases, the system has worked well for us. We review the process and make modifications at the beginning of each year. This helps keep the program fresh and meaningful for members.
The lack of daytime help continues to be a major challenge for us and other departments. Over the past year, we have brought on eight new members. Unfortunately, all of them work during the day. Plans are currently underway to place part-time personnel on duty from 6 a.m. to 6 p.m. These individuals will be paid on a per-hour basis. We are currently investigating the feasibility of using the point system in conjunction with the pay system.
The system is flexible and can be modified to meet any department`s needs. Although it may not be the answer to all of our problems, the point system in conjunction with other innovative ideas can help us retain our most valuable resource–members. n
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n TIM L. HOLMAN, a 23-year veteran of the fire service, is chief of the German Township Fire & EMS in Springfield, Ohio, and sole proprietor of Holman Training & Development, specializing in health care management, fire service issues, and organizational development. He is the author of The Ten Commandments of Highly Successful Leaders and The Building Blocks of a Winning Team (both by Morris Publishing).
