9 Lessons in the Transformation from Volunteer to Combination Fire Department

When we speak of changing fire service culture, what comes to mind? Is it how you handle incidents, staffing apparatus to meet NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments or becoming an all-hazards fire department? The list can go on. For the Monroe Township Fire Protection District, changing culture has involved the struggle that all fire districts and departments feel: meeting the service needs of the fire response area.

Changing the fire service culture involves a deliberate process of modifying entrenched behaviors, department attitudes and what’s considered normal within a department. This requires strong leadership, open communication with all of the members, and a focus on members’ safety and inclusiveness of those who might feel left out. At the same time, one must manage the resistance to change as well as ensure that new practices are integrated effectively into the daily operations, all while respecting the traditions of the profession. It isn’t about pushing the past aside; it’s about recognizing those traditions and enhancing them with the involvement of the current members.

Transition and challenges

For my all-volunteer department, this wasn’t an overnight process. It took time to come to fruition.

The very first glaring issue was that many calls weren’t being responded to by our members, because firefighters were out working their career job. Many people work more than 30 minutes away from the station. Identifying this occurred by running reports on incidents and reviewing them to see what calls for service weren’t capable of being provided.

This immediately created another issue: the draw on mutual/automatic aid from neighboring towns. This might not sound like a huge issue until one realizes that you have no backup crews to respond within one’s district.

After I retired from my career department (Bartlett, IL, Fire Protection District) in January 2024, I sought to bring a daytime staffing program to light in the paid-on-call Monroe Township Fire Protection District.

As a career firefighter who retired as a battalion chief, my journey through the fire service has been a deeply rewarding and transformative experience. I have had the privilege of serving both as a firefighter/paramedic and as an instructor (holding the title of training officer) and being involved in various specialty areas, such as fire investigations, MABAS teams, technical rescue and hazmat response. I also was an adjunct instructor at our local college for the fire science and EMS courses.

In 2009, while still with the Bartlett Fire Protection District, I joined the all-volunteer Monroe Township Fire Protection District. My goal was simple: to give back to the community by sharing the skills and knowledge that I gained over the years. I knew firsthand the power of training. (Many members of volunteer organizations lack the time, resources or funding to attend formal classes.) It became clear that one of the most impactful ways to give back was to offer that training and spark enthusiasm in those who are eager to serve.

In 2010, the Monroe Township Fire Protection District transitioned, after Fire Chief Scott Jaeger recognized that a change was needed from an all-volunteer organization to a paid-on-call structure. Although necessary, the transition didn’t come without its challenges. Some members resisted the change, holding on to the identity and pride that’s associated with volunteer status. I understood their perspective. It reflected a deep-rooted tradition. However, there was one moment in particular, one comment, that drove the decision to implement a paid-on-call system. During a period of high gasoline prices, one of our volunteers shared with the chief and me that there was choice to be made: pick up a grandson from school or respond to a call. The realization hit us hard: These dedicated individuals were sacrificing too much just to serve. The idea of compensating our members for their time seemed like the right thing to do.

That said, the shift to paid-on-call wasn’t just about compensation; it was about ensuring that our community remained protected and that we could offer the support that our members deserved. Over time, the program evolved, with training nights compensated and, eventually, an entirely paid-on-call structure in place.

Daytime staffing

As we adapted to the new system, we found ourselves facing another hurdle: staffing during the daytime. Many of our members worked full-time jobs, and it became increasingly difficult to respond to calls during the day. Neighboring departments often were forced to cover our calls, sometimes as much as 50 percent of the time. This put a strain on resources and caused delays in response times. As a result, I realized that we needed to think critically about how to address this gap in coverage while minimizing the financial burden on taxpayers.

I proposed a daily staffing idea. Even with data supporting a need, the fire chief was reluctant because of financial constraints. As the years progressed, we requested an ambulance tax increase from our residents. The increase brought in minimal funds that would assist in replacing an ambulance at today’s exorbitant pricing 15 years down the road.

As we started more dialog about the program and how the model would work, the fire chief bought into the idea “We need to protect our residents, and a cost comes with it.” This immediately would stop the bleeding of drawing on resources from neighboring communities as well. It also would be the start of inducting “Pride in Ownership” of our fire district.

The start of the process to staff daytime firefighter/EMTs was involved and had many moving parts. Once the fire chief and I developed a plan, his comment was “Go make it happen. We have to do something to help our residents.” Thus, the daytime staffing program was born.

9 Keys

After analyzing data over five years, I set out to develop a sustainable daytime staffing program. The following steps were key to its success:

1. Engage the governing board. To secure funding for the daytime staffing program, we worked closely with the Fire District Board of Trustees. I shared our data on response times and the increased reliance on mutual aid, which helped those people to understand the urgency of the situation. Additionally, I proposed a tax increase to fund the program. With their buy-in, we moved forward with the plan.
2. Reviewing response data. We reviewed five years of call data to identify the peak days and times when coverage was needed most. These data helped us to design a schedule with optimal coverage, focusing on the busiest hours while keeping costs low.
3. Establishing daily duties and apparatus checks. To ensure that everything was ready for use at a moment’s notice, members were assigned to check equipment, tools and vehicles daily or weekly. This system helped to maintain operational readiness while providing opportunities for skill-building.
4. Station duties and maintenance. We also implemented a station maintenance routine, by which staff on shift were responsible for cleaning and minor repairs. This allowed us to identify any issues early, to prevent expensive repairs later.
5. Hiring and onboarding new staff. To support the program, we needed additional staffing. We set clear qualifications (Certified Firefighter and EMT-B), and our county’s Facebook group became a valuable resource for attracting applicants. This streamlined the hiring process, to ensure that we could bring in qualified individuals quickly.
6. Involving paid-on-call staff. Keeping our paid-on-call members involved was crucial. We held meetings to discuss the expectations of the new daytime staff and to foster a sense of collaboration. It was important that both paid-on-call and daytime staff understood their roles and responsibilities to minimize conflict during operations.
7. Team integration and building camaraderie. We organized an introductory event for daytime staff to meet the existing paid-on-call members. Sharing experiences, stories and training helped to build camaraderie, trust and a strong team dynamic. A local bar-be-que business generously provided lunch, further enhancing the sense of community.
8. Comprehensive onboarding process. Onboarding was critical to ensure that new hires fully were prepared. From insurance forms to apparatus training, we provided a comprehensive orientation to set them up for success. This process also included training on EMS operations, firefighting tactics and other essential skills. Weekly apparatus checks and hands-on practice were integral to this training.
9. The first day of staffing. The first day of our daytime staffing program focused on orientation, apparatus familiarization and hands-on training. Members participated in inventory checks, tool usage and driver training to ensure that everyone could handle all apparatus and equipment. This approach is meant to build trust and ensure competency, even when an officer isn’t present at an incident.

Impact of daytime staffing

Creating a daytime staffing program was a challenging, yet incredibly rewarding, process. From its inception to its implementation, the program took more than two years to bring to fruition. However, with careful planning, data analysis and strong community support, it became a success. As of the time of the writing of this article, the program was in its 11th month. With an average of 150 calls for service, we were able to establish coverage for three weekdays, with plans to expand to two additional days in the future. This coverage drastically reduced the number of requests for mutual/automatic aid to four as of March 2025 from 56 during the previous calendar year.

The success of the program proves that with proper funding and community support, we can continue to provide exceptional service to our residents.

“If you build it, they will come” might apply to many ventures, but for us, it became “If you fund it, we can support our community.” Ensuring that our fire service culture evolves to meet the needs of our community is the key to our future success. It requires not just the backing of a supportive fire chief and governing body but also a collective effort to keep our mission in focus: saving lives and property.