Evolving Volunteer Management for the Emergency Services

By Charles Maltbie

In the past, volunteer fire departments had waiting lists for membership. Many residents wanted to feel connected to their community, to help people, or to feel challenged, and volunteer organizations thrived for most of the past century. Many departments had bylaws to deal with residents awaiting an opening because it was a process that could take months or years. However, successive generations’ norms surrounding social engagement/responsibility have evolved. Robert Putnam explored the collapse of the traditional volunteer/community organization in his book Bowling Alone. He found that pursuits have become more individualistic than communal.¹ According to the National Fire Protection Association, as of 2012, 69 percent of firefighters in the United States are volunteers, down from 77 percent in 1986.²

In the field of emergency response, the metrics for success appear (at least initially) to be unrelated to volunteerism; they are more related to response time, patient disposition, client satisfaction, property preserved, and so on. Well-intentioned community leaders have concluded that when their local agency is unable to perform favorably, it is time to seek a paid force. This is an extremely costly solution and does not guarantee an improved outcome. Although there are situations that may warrant such action (such as the rapid transition of a community from residential to commercial/industrial space), membership recruitment, retention, and use are most frequently cited as the reasons for this shift.

This article examines the recruitment, retention, and use of a volunteer workforce; offers potential solutions (particularly where low- and no-cost technology is available); and contends that we should approach the issue from a local solution perspective. As first responders, community leaders, and citizens, we need to acknowledge our shared responsibility for our safety, instead of being “silos” of accountability, and that successful outcomes depend on collective buy-in. Consequently, I will address the notion that technology-driven solutions are costly or exceedingly complicated as well as my belief that we can achieve successful programmatic outcomes at nominal cost.

Recruitment

The process of bringing members into a first-aid squad or a fire department is typically simple and reactive-an individual decides to join. Then, the organization makes contact, conducts an interview, performs a background check, and decides to admit. The time involved can range from weeks to months, and the difficulty a prospective member faces in contacting the group varies on the current avenues of communication, which are typically by a central phone number or an e-mail address. This model is based on the following assumptions, which although still valid in some communities, are largely antiquated:

• People know what we do. An ambulance that is taking someone to the hospital and a fire engine operating at a fire are pretty universal images. However, as the emergency services have matured, specialized, and adopted professional standards, the veil of ambiguity around roles is an unforeseen consequence. At a typical scene, perhaps the police department is controlling traffic; the local hospital or county sends its paramedic unit; a volunteer drives the ambulance; and a city public works driver, who left a dump truck at the firehouse to respond, operates the fire truck. Overlay technical rescue mutual aid, emergency management responders, and the ubiquitous board-up companies, and it’s easy to appreciate why there’s confusion. Confusion is a powerful factor in discouraging prospective members, and we must address this proactively.
• People know how to help. To overcome the confusion of the modern emergency scene, organizations need to be specific about what they need. Clear, concise descriptions of all opportunities assist with retention and lead to informed decisions by prospective volunteers. Make available a clear summary of the organization’s structure so the public can understand the growth potential and the paramilitary nature, which may be a foreign concept.
• People know they have time to volunteer. Often, when discussing how much time is involved in volunteering, volunteers are given mandatory training hours or on-call procedures. Most individuals don’t schedule their lives in 12-hour increments or 140-hour blocks, and it is incumbent on us to translate this into measurable, specific terms for them. Language such as “training is two weeknights for three months” or “we need members to respond from 8 p.m. to 8 a.m.” will lead to more productive conversations around involvement and demonstrate to prospective members that all members have lives beyond the firehouse-a concept critical in retention. Furthermore, by articulating all volunteer openings instead of just those in highest demand, potential members are given options and degrees of engagement rather than a “take it or leave it” scenario. Promoting ancillary groups within the organization has several benefits: It removes secondary responsibilities from the core responders, gives new members the ability to engage others while determining whether certification and first response are for them, and broadens the organization’s reach through these members’ friends and coworkers who will hear of their experiences.

Going forward, organizations need to overcome these assumptions while adopting proactive recruitment strategies based on an assessment of their needs. A low-volume rural department will place greater emphasis on finding members who live and work locally and can generally respond quickly. A more urban/suburban situation may place more value on individuals who can contribute a recurrent block of time in station or in town. Other factors include population/hazard density; scope of services provided; and relative experience of the current, active membership pool. Although organization bylaw or municipal ordinance may set membership requirements, delegated interviewers and recruiters need to understand the general profile of their target market to ensure candidates will meet the organization’s needs and members are satisfied with their experience.

With the needs assessment in mind, potential volunteers fitting the profile need to be reached and processed in a timely manner. Electronic applications and files are critical to developing successful volunteer management programs; they require a fraction of the time to administer than paper-based systems and can be supported from anywhere, reducing the burden on volunteer staff to be physically present to contribute. Services such as VolunteerMatch.org and Idealist.org offer no-cost advertising for volunteer positions and may serve as your organization’s Web-based volunteer intake point of entry in lieu of an official Web site form. Community blogs, news outlets such as The Patch, and social media offer opportunities to broadcast to a wider audience than hanging posters or taking out newspaper ads. The broadcast should be clear and concise and follow the SMART acronym:

• Specific. For which positions/tasks with training requirements do organizations need to recruit?
• Measurable. Track responses and feedback. Encourage electronic submission.
• Achievable. Explain the follow-up that is expected and provide the title of the person conducting the follow-up.
• Relevant. Avoid industry jargon. Reference benefits for other components of their lives (training/leadership/networking opportunities).
• Timely. Allow 24 hours (or one business day) to follow up on the application submission. Structure the campaign so you can achieve all steps prior to the next meeting at which the member’s application will be presented, or no more than 30 days before.

Use

A difficult transition-particularly for adult applicants-is building a sense of identity while instilling a sense of authority. Issuing uniforms, offering mentoring, and being clear about expectations are critical. A written development plan and explaining next steps, class dates, and expectations surrounding attendance at departmental events will help the member feel included and ensure he is meeting milestones.

With the EMT-B and Firefighter 1 curricula expanding, the time members may be unable to fully perform their duties is lengthening and, correspondingly, the risk of disenfranchisement is increasing. Maintaining e-mail distribution lists for members by cohort or training level is one way to ensure appropriate inclusion (a member who cannot enter an immediately dangerous to life or health environment may be discouraged by repeated invitations to a flashover simulator). By focusing on messaging based on the member’s status, the organization is reinforcing peer support and supporting the hierarchy of the service. E-mail providers make creating and maintaining tiered distribution lists as simple as “clicking and dragging.” Using a dedicated organization e-mail account ensures continuity (i.e., the same e-mail as the secretary) and professionalism-important characteristics for new volunteers to observe while becoming indoctrinated.

Flexibility is an attribute that is necessary but often misunderstood in the volunteer services. Allowing members to remain on the rolls while tending to a relative or while in a career transition is obvious and central to fostering an environment where members are valued and their volunteer service is seen as an integral part of their life. However, the concept of flexibility has been used to justify reducing expectations of members or has had a demoralizing effect on the workforce through perceived favoritism. Requiring formal acknowledgment of deviations from policy for life events shows the impacted member that his colleagues support him. (Note: Treat sensitively the disclosure of the situational specifics by the appropriate officers.) Concurrently, the rest of the organization understands that although exceptions will be made, a generally held standard must be met.

Retention

Although volunteer organizations need to plan for attrition, it is important that a program to recognize volunteers and maintain their satisfaction be in place. Studies show that financial compensation is a poor source of recognition.³ Instead, fostering an environment where members feel their voice matters in organizational decisions, leadership roles are rotated annually, and ongoing training is encouraged will lead to more favorable outcomes.

Keep accurate records of members’ years of service, certifications, and other achievements by using basic spreadsheets through free services such as Google Suite™. Establish members’ folders to support the data stored in the achievement spreadsheet, and scan all paperwork for cloud-based retention. Also, make sure to safeguard passwords.

Be prompt and visible when recognizing accomplishments. Life-saving, specialty training, and incident-specific uniform bars support tradition and serve as motivation for new members. Also, be timely and public when recognizing and acknowledging years of service.

As our personal lives have changed, so, too, has the nature of volunteerism. As only one voluntary service of many, we need to be competitive and open to new members. Technology has proven to be a valuable resource to the volunteer manager, often at the expense of traditional yet low-tech organizations. High standards, consistent service, and a robust community presence are critical to our success and can be maintained. However, we need innovative solutions to challenge long-held assumptions, and this will undoubtedly make people uncomfortable. However, as is recited in many oaths across the country, our job is to “serve and protect,” not to “be comfortable.”

More people than ever are contributing their time and have more time to give.⁴ The majority of us find time for television, sports, and leisure, and we want to participate when our schedules allow-not according to long-standing schedules. Given that fires and medical emergencies occur 24/7, we are uniquely poised to succeed if we can adapt our administrative and workforce management structures and make them more flexible yet still mission-focused.

REFERENCES

1. Putnam, RD. Bowling Alone: The Collapse and Revival of the American Community. New York: Simon & Schuster; 2000.

2. National Fire Protection Association, www.nfpa.org/research/reports-and-statistics/the-fire-service/administration/fire-departments.

3. Frey, B and L Goette. “Does Pay Motivate Volunteers?” 1999. http://ideas.repec.org/p/zur/iewwpx/007.html.

4. Shirky, C. Cognitive surplus: creativity and generosity in a connected age. New York: Penguin Press. 2010.

CHARLES MALTBIE is an 11-year fire service veteran and a lieutenant with the Mendham Township (NJ) Fire Department. He began his fire service career in Montgomery County, Maryland. He is a certified fire instructor and has been involved in training and volunteer program development. He also serves as a chief of staff services for American Red Cross Disaster Relief.