Today's volunteer is looking for action, respect, training, appreciation and belonging while contributing only a small block time. Let's look at these five wants more closely.

A volunteer joins a fire department for the action he or she will take part in. Therefore, a department with a very low call volume is behind the eight ball. Volunteers must be kept active with well-thought-out and interactive training programs and drills. Training with other departments helps keep volunteers active and happy.

On the other hand, a department with a large call volume runs the risks of burning out the volunteer who is trying to balance family and other responsibilities. Creating teams that a volunteer can be part of and scheduling these teams to respond “first-out” on a regular basis can be beneficial depending on the needs of the department.

Allowing volunteers to be involved in emergencies, including driving the apparatus, also is a great way to keep them interested. Many combination departments don't allow volunteers to drive or actively provide services on and emergency scene; they simply use them for go-for tasks, which can be devastating to morale. Volunteers can be just as effective on the emergency scene as career members if they are properly trained, and they should be valued and respected for the time and effort that they contribute.

Respecting members is vital if a department wishes to acquire and retain volunteers. Word travels fast in the fire service, and if a department has a history of treating volunteers like second-class citizens, the department will struggle to get new members. The personnel in charge must keep the volunteers involved in the day-to-day operations. This can be accomplished by having active volunteer officers in the department and ensuring that all members work in an environment that demands interoperability among career and volunteer members.

Qualifications must be the same for an officer position, whether it is held by a volunteer or career member. A qualified volunteer deputy chief must have authority over a career captain on the emergency scene. If volunteers only are allowed to wash and pack hose, change air cylinders, and the like, they will seek out a department with a more respectful and challenging work environment.

A good training program is key, and training for volunteers and career members must be the same. A new-member orientation program can be very effective. This program shouldn't be a watered-down Firefighter I program, but rather a program that educates members about the department itself. It should cover the department's history and mission statement, membership types, organization structure, training program, emergency notification and response, the incident command system, accountability, apparatus, protective clothing, and SCBA. There also must be a written packet containing all this information.

This type of program ensures that new members hit the ground running as soon as they join. In Old Mystic, Conn., the program lasts six months. There are 12 subjects, with classes twice per month. This program is a good entry-level program to educate a volunteer before sending him or her to a state-certified Firefighter I program.

Departments must offer as many in-house training programs as possible so a volunteer can become certified without spending hours traveling. For example, holding regular training nights over a period of time for EMS certification, such as a concert program for medical response technician and EMT, make it easier for members to retain time-consuming medical certifications without giving up non-scheduled time away from the family.

Also, presenting volunteer officers with the opportunity to attend a conference like the Symposium in the Sun is great for volunteer morale. This particular program is a must for all officers of any volunteer or combination department. Giving the member the option to take his or her spouse can be a nice way to say thank you.

Complementing volunteers for good performance is very important. A simple “nice job” can boost morale and confidence at the same time. People like to be acknowledged for their accomplishments. Departments that fail to regularly show volunteers how much they mean to the department or that take members for granted will not retain volunteers for very long. Personnel in charge must understand, appreciate and acknowledge the time and energy a volunteer sacrifices to serve the community. Also, all volunteers have limits to their abilities and must be appreciated even if they can't give as much as other volunteers.

Although volunteers most appreciate praise and recognition, a stipend for calls and drills attended also is an effective tool to show appreciation. Departments with no such program in place should start out small adding to that account in the budget each year. Volunteers can be required to meet certain Occupational Safety and Health Administration regulations and attend a percentage of training sessions and/or calls for the quarter to receive the stipend.

Old Mystic has $58,000 budgeted this year for volunteer compensation, and an average of 41 volunteers receive compensation. For less than the salary of one career firefighter, we are keeping 41 volunteers actively serve the needs of the community in the process — money well spent for any department.

Social events such as a holiday party, banquet and summer picnic, not only encourage members to get together in a non-work environment, but also bring members' families together. At our fall picnic we a have pumpkin-carving contest for adults and pumpkin painting for the kids, and both are huge hits with our members. Giving awards at the banquet for top responders, firefighter of the year, years of service, and more is a great way to recognize hard work and dedication. Recognizing members who earned new certifications lets them know that you appreciate the time and effort they put in. Everyone likes to be in the limelight for a short while.

Treat members with respect and courtesy. Constantly remind them that they are needed for the department to provide the best-possible service to the community. Volunteers want to be part of the team — they want to feel needed and important. Giving a volunteer what he or she needs to do the job right away signifies the department's commitment to the volunteer; this, in turn, encourages the volunteer to commit to the department. Immediately issuing turnout gear, T-shirts and other clothing imprinted with the department logo — some type of clothing that they can wear in public that indicates to others that they are part of the team — helps give members a sense of belonging.

Being part of the team also means being treated the same as career staff. Contrary behavior will kill a volunteer's drive faster that any other thing. If the volunteer feels he or she is being treated with less respect than career members, chief officers are not doing their jobs properly. Chain of command should not be affected by membership status, and working with this in mind will build a well-rounded department with members who respect each other and work together as a team.

Another way to encourage membership and make volunteers feel like part of the team is to hire from within the department when career openings need to be filled. Hiring from within the volunteer ranks will send a huge positive message and will encourage others to volunteer in the department.

Being a volunteer in today's fire service is a huge commitment, but it can be done with a little help from the department. Effectively training volunteers, keeping them active, and respecting them as individuals and as members of the team is a lot of work, and requires commitment from the department and the volunteers.

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Kenneth W. Richards Jr., EFO, is the chief and fire marshal of the Old Mystic (Conn.) Fire Department, which has seven paid staff and 41 active volunteers covering 26 square miles from two stations. Richards has a master's degree in leadership.