The decision to transition from an all-volunteer fire service to some type of combination system can be painful, but the necessity of the change often is glaring. Volunteers are a proud breed, and the thought of adopting a combination system can be viewed as a failure rather than a natural metamorphosis.
Normally, there are numerous red flags/symptoms that the volunteer department’s leadership should notice and then proactively address and rectify.
Three signs
The first and usually most noticeable sign that it’s time to adopt a combination system is an increase in call volume. This is exaggerated in particular in departments that offer EMS. Although there is no steadfast rule regarding call volume, most fire service leaders will agree that once a volunteer department eclipses 750 calls per year, the EMS system will be challenged.
The second symptom is declining numbers of volunteers. Although the pool of individuals who are willing to volunteer might not be shrinking, the competition for those volunteers has exploded.
After World War II, the United States saw a transformation that never before was equaled: The economic prosperity fueled the Greatest Generation to have children—the Baby Boomers. This increase in family size gave birth to an eruption of civic and social organizations, all of which vied for volunteers. The volunteer fire service was able to compete for decades, because no other organization could match the adventure that was found in a firefight or the thrill of saving a human life. However, as the number of fires decreased and training requirements increased, feats of daring gave way to hours of classroom instruction, the death knell for individuals of the Alpha persuasion.
A third symptom is increasing diversity in call types. The fire service used to just fight fires, but today’s taxpayer demands a department that’s more all-risk in nature. This might be because of people moving out of metropolitan centers and being used to a department that provides a variety of services—or because of TV shows that depict departments showing up in two minutes to fix every problem from snake bites to high-angle rescues to structure fires. Whatever fueled the perception, it became the public’s reality. Departments that adopted these new responsibilities, many simply in an effort to survive, also were burdened with training the members, leading to more hours in the classroom.
Although there are other symptoms to ponder, there is a point of no return where community confidence is so badly eroded and the department’s reputation is tarnished so brutally that change is forced from the outside, and that is “scratching.” I am not referencing the rare scratch where the tumblers of fate all click into place and a call goes unanswered (mutual or automatic aid should be in place for such an undesirable situation). I am referencing a chronic pattern in which the department fails to deliver on the promise to serve the community that it’s sworn to protect. This is a dire and unacceptable situation.
Neglecting responsibility
Just as an addict must admit the problem before moving toward recovery, so, too, must a department’s leadership. This naturally leads to the necessary conversations about how best to combat the issues. The conversations aren’t easy, but proactivity is key. Start with the simple questions, such as “What red flags have we identified?” This aids in seeking the proper course of action.
Failure to acknowledge the red flags and being too prideful to adapt at the expense of the citizenry is neglect in its simplest form. Failure to take proactive steps to address the symptoms of a troubled system at the risk of the citizenry is abandonment. Failure to evolve before a catastrophic event occurs jeopardizes the very safety of the citizenry that you serve. It’s mistreatment and a dereliction of duty.
Remember, there is no shame in needing help and knowing that the burden is too much. Leadership must proactively pursue the change. It must come from within and in a timely manner. For if not, the leadership and the department will find themselves not riding the waves of change but being crushed far beneath them.
James L. Jester will present “Taming the Tigers of Transition” at Firehouse Expo. To register, visit firehouseexpo.com.
James L. "Jay" Jester
James L. “Jay” Jester is a volunteer assistant chief who serves on the Ocean City, MD, Fire Department as well as a career acting assistant chief with the Salisbury, MD, Fire Department. He is an instructor for the Maryland Fire and Rescue Institute, who specializes in firefighter survival and the rescue technician disciplines. Jester is a special operations team leader and has served as a training officer. Articles that he wrote were published in numerous fire service periodicals, and he presented lectures for the Maryland State Firemen’s Association and Firehouse Expo.
