As a Third Watch addict, Nick longed to transform his small volunteer department into a rural substation of the FDNY. Nick's face reddened when I informed him that he couldn't wear the traditional-style fire helmet he had purchased. He quickly informed me that I had no pride in tradition, and I explained that it wasn't our tradition.

But what were our traditions? The department founders formed the department in the late 1940s as they stood among the remains of a farmhouse that burned to the ground — great local history, but not much for high fire lore. In 60 years, firefighters have saved numerous basements and even a few houses, but never a baby from an inferno or even a cat from a tree.

The department wasn't finding new recruits and was losing experienced members who were retiring or moving out of the district. For a while, the department chalked the losses up to the national trend of declining volunteerism; then it took action.

The first step was to emphasize the innate glory and honor of touching someone in need. Each incident is an emergency to the resident who calls it in, whether or not firefighters share that view. And no matter what their duties on the department, volunteers were made to understand the importance of their contributions. Unlike the department founders, today's volunteers rarely serve their friends. Instead, they leave the comfort and safety of their homes to help a stranger in need.

The central theme for building pride and tradition for the department became the story of the Maltese cross. Firefighters were reminded that while no one individual possesses all of the points represented on the cross — gallantry, sympathy, loyalty, perseverance, tact, observation, dexterity and explicitness — as a team, the department embodies its spirit.

During training, the department analyzes all non-routine calls to improve performance through on-the-job training. Call reviews are fantastic training opportunities and for that reason are held at the training immediately following the call. No one is immune from this scrutiny, not even the chief.

Along with these critical assessments, the department takes every opportunity to highlight special calls and the team effort put forth to achieve a successful outcome. Volunteers loved the praise and did not seem to mind the criticism, as long as it was shared.

Over time, the reviews became less critical and the highlights more frequent. These reviews became the most popular and educational trainings provided. Its one thing to talk about theory, it is another to live it and learn from it.

Once trainers cover any state-mandated training, they focus on standard firefighter skills such as interior search and rescue, extrication, hose drills, and pumping operations. On open dates training reflects calls specific to the coverage area, such as water, ice and rope rescue and private plane crashes. Trainers reviewed calls for the past five years and determined call frequency to develop the appropriate training. During the summer months, members spend every moment they can outside running drills and scenarios.

Training on classroom subjects like infectious disease control is limited to the winter months and feature guest speakers to pump new life into old subjects. During the long winter, trainers would incorporate at least one live burn, even if it was just a pile of pallets in the parking lot. Every so often, volunteers also don mufflers and mukluks, chop holes in the ice-covered lake, and perform winter drafting operations. Winter also is a great time to locate a house under construction for search-and-rescue training.

At the lowest ebb, volunteer retention was so short that new recruits would show up for a few trainings and then vanish. A few never came back after their initial interview. Department leaders talked to recruits who remained to determine why the others left and found that the department wasn't welcoming to new recruits; many never connected with anyone in the department.

Another issue was that recruits weren't prepared for the commitment. As a remedy, the department recruited a volunteer development coordinator and became serious about finding new volunteers. Gone were the days of giving a pager to anyone with a pulse who wandered by the station. Before putting out the call for new firefighters, the department prepared for their arrival with an information packet that highlighted the history of the department, the services it provides, recruit requirements and contact information. To provide consistent information, we channeled all questions through the coordinator and established a recruit orientation class. Over the course of several weeks, recruits were introduced to the department and to their duties as rookie firefighters. Now that we had a mechanism to retain new volunteers it was time to go out and find them.

Recruiting volunteers in a bedroom community populated with middle- to upper-class two-income households isn't easy. An all-volunteer department that averages 70 calls annually can't offer a career path for those whose goal is to become a career firefighter or offer excitement to the adrenalin junkies. Therefore, the department allows various levels of commitment from volunteers.

If a recruit is interested in becoming a full-fledged Firefighter I, EMT-I, wildland firefighter or rescue-technician, the department provides the training. If a recruit only has the time or desire to drive a tender or operate the support unit, the department provides the training. This allows the department to recruit firefighters ages 16 to 70 who can contribute to the success of the department.

After a number of poorly attended open houses, the department focused on face-to-face recruiting and community-relations efforts at local fund-raising events sponsored by the fire auxiliary. Volunteers staffed information booths at the Forth of July hot dog sale and provided activities for the children and public safety information for the adults at the fall barn dance. With a low call volume and unmanned stations, these events provided public exposure, and to have a neighbor thank a new recruit or grizzled veteran for the service they provide is priceless.

The fire auxiliary also sponsors an annual firefighter appreciation dinner, a potluck meal followed by entertainment. During the lowest point of department morale, only five firefighters out of 30 attended the dinner. What was missing from the appreciation dinner was the appreciation.

The subsequent year things changed, starting with personal invitations mailed to each current volunteer and retiree and festive decorations adorning the site. Following the dinner, the appreciation started. There was a slideshow with photos of members on scene, at training and during social events throughout the year. The initial presentation was very rough, but the members were proud to show their families what they did at their other job. Volunteers and their families were introduced and given a small token of appreciation. We then presented special service awards and completed the evening with a group photo. From that point on, the dinner became the high point of the local social calendar.

The department also presents a volunteer of the year award. While honoring firefighters isn't unique, the department strives to make this a very special moment for volunteers and their spouses by providing them with cash awards and a night's stay donated by a luxury hotel.

Every summer volunteers and their families gather for the annual crew competition. This event has evolved from the traditional truck crew versus truck crew squirting water at the barrel to several fun and educational scenarios that pit two stations against each other. The winning station receives the traveling trophy — an old red fire helmet — to display for the year. The camaraderie that developed through this friendly competition was amazing. Station morale soared.

To foster pride, the department distributes Smoke Signals, a semi-annual newsletter that highlights department activities, provides fire safety and prevention information, and advertises department openings. Each issue profiles a different volunteer, which not only honors the firefighters but also shows the public that volunteer firefighters look just like them, with jobs, families and lives just as busy. The newsletter also highlights special events in a volunteer's family or department life, such as special awards at work, children's school and athletic achievements, and firefighter birthdays. Each firefighter also receives a birthday card personalized with a department action picture.

Through a bond issue to update the vehicle fleet and several hard-earned grants, the department is able to provide its volunteers with some of the best equipment in the region. Currently 80% of the fleet was built no earlier than 1990, and firefighters are provided with the latest turnouts, SCBA, wildland gear, and two-way radios — we are the envy of many of the local paid departments. Volunteers are proud of their equipment and rest assured knowing the district is willing to spend so much for their safety.

Department leaders are very proud of the accomplishments made over the last five years. There is no magic here, just good ideas that have been put into action by caring hardworking individuals — individuals who were willing to live beyond themselves to better their department and serve their community.

---

Bob Kolva is the former chief of the Newman Lake (Wash.) Volunteer Fire Department. He is a 16-year veteran of the department, where he still serves as a volunteer firefighter/EMT.